I nvestor presentation Fourth quarter 2 0 1 7 March 2 0 1 8 I - - PowerPoint PPT Presentation

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I nvestor presentation Fourth quarter 2 0 1 7 March 2 0 1 8 I - - PowerPoint PPT Presentation

I nvestor presentation Fourth quarter 2 0 1 7 March 2 0 1 8 I nvestor presentation fourth quarter 2 0 1 7 Contents Financial Calendar bpost at a glance Relationship with State 33 More on corporate.bpost.be/ investors Management 34


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March 2 0 1 8

I nvestor presentation

Fourth quarter 2 0 1 7

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2

I nvestor presentation fourth quarter 2 0 1 7

Financial Calendar

bpost at a glance Highlights 4Q17 – 4 Outlook 2018 – 5 Overview – 6 Products – 7 Strategy – 8 Domestic Mail: volume & revenue – 9 Domestic Mail: regulation – 10 Domestic Parcels – 11 International Parcels – 12 & 13 Additional sources of revenues – 14 M&A strategy – 15 Radial – 16-20 DynaGroup – 21 Ubiway – 22 Transformation – 23 Vision 2020 – 24 & 25 Productivity – 26 Hybrid network – 27 Stakeholders – 28 CSR strategy – 29 Dividend policy – 30 Summary of key financials FY17 – 31 Balance sheet – 32 More detail on 4 Q1 7 EBITDA bridge – 36 Key financials – 37 Revenues – 38 Domestic Mail – 39 Parcels – 40 Additional sources of revenues – 41 Costs – 42 Cash flow – 43

Contents

Additional I nfo EBITDA bridge FY17 – 45 Revenues FY17 – 46 Domestic Mail FY17 – 47 Parcels FY17 – 48 Additional sources of revenues FY17 – 49 Costs FY17 – 50 Cash flow FY17 – 51 European mail market – 52 Key contacts – 53 Relationship with State – 33 Management – 34

1

as defined among others under the U.S. Private Securities Litigation Reform Act of 1995

More on corporate.bpost.be/ investors

0 2 .0 5 .2 0 1 8

( 1 7 :4 5 CET) Quarterly results 1Q18

0 9 .0 5 .2 0 1 8

Ordinary General Meeting

  • f Shareholders

1 7 .0 5 .2 0 1 8

Payment date of the dividend

0 8 .0 8 .2 0 1 8

( 1 7 :4 5 CET) Quarterly results 2Q18

Disclaim er

This presentation is based on information published by bpost in its Fourth Quarter 2017 Press Release and 2017 Annual Report, made available on March, 13th 2018 at 5.45pm CET on corporate.bpost.be/investors. This information forms regulated information as defined in the Royal Decree of 14 November 2007. The information in this document may include forward- looking statements1, which are based on current expectations and projections of management about future events. By their nature, forward-looking statements are not guarantees of future performance and involve known and unknown risks, uncertainties, assumptions and other factors because they relate to events and depend on circumstances that will occur in the future whether or not outside the control of the Company. Such factors may cause actual results, performance or developments to differ materially from those expressed or implied by such forward-looking statements. Accordingly, no assurance is given that such forward-looking statements will prove to have been correct. They speak only as at the date of the Presentation and the Company undertakes no obligation to update these forward-looking statements contained herein to reflect actual results, changes in assumptions or changes in factors affecting these statements. This material is not intended as and does not constitute an offer to sell any securities or a solicitation of any offer to purchase any securities.

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bpost at a glance

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4

bpost at a glance

Highlights of 4 Q1 7

Dom estic Mail underlying evolution

  • Accelerated e-substitution in transactional mail partly compensated by

volume growth in advertising mail, full year underlying volume trend in line with guidance

Cost evolution

  • Opex influenced by acquisitions (€ + 257.7m) and year-end peak season
  • Increase in transport cost in line with international business evolution

Strong parcels perform ance

  • Domestic: excellent reported volume increase driven by strong

e-commerce growth and C2C during year-end peak season; continued price/ mix effect of -6.9% fully mix related

  • Logistic Solutions: mainly driven by Radial & DynaGroup acquisitions
  • 6 .4 %

+ 3 0 .8 % + € 2 3 7 .2 m + € 2 6 9 .9 m

Revenues up 3 8 .3 %

  • Driven by excellent growth in Parcels and by acquisitions (Radial

consolidation as from mid-November) partly offset by lower Domestic Mail revenues

€ 9 5 5 .1 m

EBI TDA € + 9 .9 m above last year m ainly driven by new acquisitions

€ 1 5 1 .4 m € 1 .3 1 gross

Proposed total dividend per share equal to last year

€ 1.06 already paid in December 2017 and € 0.25 to be proposed at the Annual General Meeting in May 2018

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bpost at a glance

Outlook for 2 0 1 8 1

Recurring EBI TDA in the range of € 5 6 0 to 6 0 0 m Dividend paym ent at least at the sam e level as 2 0 1 7

Revenues

Increase driven by:

  • Growth in dom estic parcels: volume double

digit, price/ mix effect between -3% and -6%

  • Continued growth in international parcels

supported by newly acquired businesses

  • Stable Radial revenues
  • Partly offset by volume decline in dom estic

m ail2 up to -7% , average domestic mail price/ mix effect of + 4%

  • Continued decline in Banking & Financial

revenue

Operating expenses

Increase driven by:

  • Increase in transport cost (reflecting growth in

International Parcels & Mail)

  • Consolidation of acquired businesses
  • Salary indexation expected as of November

2018

  • Radial costs impacted by phase out w ebstore

business and higher than expected opex (medical costs and productivity)

  • Partly compensated by continued productivity

im provem ents and optim ized FTE m ix and

  • Continued cost optim ization

Capex

  • Recurring & Vision 2020 investments and business development investments for new subsidiaries

(Radial, Ubiway and Dynagroup) for an estimated total amount of ~ € 140m

1

Outlook for 2018 includes the acquisitions of Radial, Bubble Post, Leen Menken, I mex and Mail I nc.

2

1Q18 will count 1 working day less on franking machines, 2Q18 will count 1 working day less on stamps, 3Q18 will count 1 working day more on franking machines and 2 more on stamps and 4Q18 will count 2 working days more on franking machines vs. the same quarters of 2017.

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6

Belgium ’s leading postal operator

bpost at a glance

2017 figures (normalized)

Leading m arket position in the resilient Belgian m ail m arket with a balanced regulatory framework Focused m ail and parcels business with a proven strategy for profitable growth Scope for continued cost im provem ents Strong financial perform ance supporting a high level of cash flow generation and dividends Proven perform ance track record

Built on strong foundations and w ith am bitious targets € 3 .0 bn

revenues

€ 5 9 8 .0 m

1 9 .8 % EBITDA

€ 5 0 1 .6 m

1 6 .6 % EBIT

€ 3 2 9 .3 m

net profit

8 .1 m

letters handled every day

1 9 0 ,0 0 0

parcels handled every day

6 6 2 6 7 4

post franchised

  • ffices

post points

5

sorting centres

2 6 ,9 0 6

average # FTE & interims

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A m odern and diversified m ail operator

bpost at a glance

Dom estic Mail € 1,353m 45%

Transactional m ail

1 45% Domestic Mail, 26% Parcels, 27% Additional sources of revenues and 1% Corporate revenue 2 I ncluding a.o. SGEI compensation for the retail network, philately and retailer products

€ 808m 27%

Parcels € 796m 26% Additional sources of revenues € 832m 27%

€ 3 ,0 2 4 m 1

revenues 2017 Advertising m ail € 253m 8% Press € 293m 10% Dom estic € 224m 7% I nternational € 223m 7% Logistic Solutions € 349m 12% I nternational m ail € 160m 5% Value added services € 102m 3% Banking and finance € 183m 6% Distribution € 98m 3%

One integrated dom estic distribution netw ork for mail and

parcels

I nternational player

hubs in London LHR and Brussels strategically located facilities in US, Canada, the Netherlands, Germany, Spain, Poland, China, HK, Singapore, Australia and New Zealand

Revenues % of total

Retail & Other 2 € 289m 10%

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Focused strategy to create value and rew ard shareholders

bpost at a glance

W e are m ail W e grow W e are lean, agile & flexible W e are @core

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W e are m ail - w e continue to focus on core m ail business

Volum e & revenue drivers

bpost at a glance

1

Source: bpost commissioned market research, 2016 (1,015 face to face interviews)

2

Services of General Economic I nterest

Transactional m ail Advertising m ail Press

  • e-substitution mainly in administrative mail; however, 7 9 % satisfaction level for the paper channel

(vs. 54% on average for digital channels) 1

  • General cost cutting on all categories
  • Mix effect: shift towards cheaper products or reduced weight of mail items
  • Strongly linked to GDP grow th (+ 1.7% in 2017, forecast 2018: + 1.8% )
  • Marketing m ix is more balanced betw een different channels
  • Focus on 6 key segm ents with growth potential: retail & distribution (food +

non-food), automotive, FMCG (food), retail fashion, home, SMEs

  • Distribution of newspapers and periodicals are both part of the SGEIs2
  • Revenues consist of:
  • Compensation from the Belgian State: agreed in the newspapers and periodicals contracts (cfr. p. 33)
  • Invoices sent directly to the editors

I llustration for search, number of times considered important per 100 purchases, end-to-end

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bpost at a glance

Designated provider of the Universal Service Obligation until end 2 0 2 3 Fully liberalized m arket since 2 0 1 1 w ith clear licensing conditions Stable & predictable m ail pricing regulation

  • Collection, sorting, transport and distribution of postal items up to 2kg and single piece postal

packages up to 10kg

  • Collect and deliver 5 x per w eek
  • Cover full territory of Belgium for collection and delivery of items belonging to universal service
  • Apply uniform tariffs and an identical service across the territory
  • 3 operational licensing conditions (geographical coverage, frequency of distribution and uniform pricing
  • ver entire territory) rem oved
  • Employ contractual workers m aintained
  • For single piece mail & USO parcels falling within “small user basket”: 5 criteria to comply with, i.e.

(1) affordability, (2) non-discrimination, (3) transparency, (4) uniformity and (5) cost orientation

  • Volume and operational discounts allow ed for other USO products (bulk)
  • New price cap form ula to check affordability & cost orientation
  • Price cap = inflation - (volume evolution + cost reduction factor x efficiency gains sharing factor)
  • Price increases done in practice on a yearly basis: + 4 .7 % on average in 2 0 1 8 on all domestic mail

items

W e are m ail - w e continue to focus on core m ail business

Regulatory aspects – New Postal Law into force since 1 0 February 2 0 1 8

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W e grow – Dom estic Parcels

W e have an established position in dom estic parcels

bpost at a glance

Unique selling proposition

Offer best last m ile and broadest delivery options, supported by acquisitions and partnerships:

  • Home delivery 7/ 7 & evening delivery, including high-end deliveries (2-man)
  • > 2,200 pick-up & drop-off points (incl. 1,000 open access Kariboo! points)
  • 152 parcel lockers in B (> 450 Cubee lockers by end 2018), 61 de Buren lockers in NL
  • Click & Collect
  • Non-exclusive partnership with DPDHL for B2C parcel delivery into Belgium

Am bition: We want to capture e-commerce growth and realize profitable volum e grow th of at least + 7 5 % by 2 0 2 0 (vs. 2015).

CAGR 2016-20, % 0 -4 % C2 C B2 B B2 C ~ 5 % ~ 1 5 % B2 C C2 C B2 B 2 0 1 6 parcel m arket 1 100% = € 1,285m

1

Source: Effigy

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bpost at a glance

W e grow – I nternational Parcels

bpost has a global footprint through Landm ark Global and a nation-w ide coverage in the US through Radial Asset-light business m odel Strategic locations in

1 1

countries

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bpost at a glance

W e grow – I nternational Parcels

W e enable global e-com m erce through Landm ark Global

Unique selling proposition Am bition

We want to at least double international parcels revenues by 2020 (vs. 2015) through a continued focus on cross border parcel shipm ents:

  • North America and Australia: we will continue

profitable growth

  • Europe: we aim to become a stronger leader in

parcels

  • Asia: we want to gain a substantial footprint

Support m id-sized e-tailers to expand their business beyond their national borders Provide additional services enabling customers to reach new m arkets at a reasonable cost w ithout disruption

  • Fulfillment services as an absolute differentiator
  • Full range of e-commerce and end-to-end

solutions Offer services to m ore com plex developing m arkets (e.g. Mexico and Brazil)

Enablers to realize our strategy

Further leverage our state of the art technology system Mercury

  • Proprietary technology
  • Web-based, carrier-neutral platform
  • Easy integration with clients, vendors and new

acquisitions Acquisitions and partnerships are key

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W e grow

bpost has other sources of revenues besides m ail and parcels

bpost at a glance

Mail originating from foreign countries and delivered to other countries

I nternational m ail

W hat? Asset-light business m odel and fully variable costs Dedicated sorting centre and hub in Brussels Active in the US, Europe and Asia Business m odel Custom er specific solutions which leverage our key assets: last m ile, retail netw ork and financial backbone

Value added services

Collect and handling services for mail Services at the front door (license plates, decoder swap, bclose) Solutions tailored to specific needs Associate 50/ 50 with BNP Paribas Fortis (bpost is sole retail agent) Agent of bpost bank ~ 50% of revenue (commissions) Payment services, cash at the counter, public finance solutions Direct offering ~ 50% of revenue

Banking & finance

decoder swap bclose Fines Permit Check

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W e grow

W e also support grow th through selective and targeted M&A

bpost at a glance

Rationale

Respond to and anticipate m arket trends

  • Fast growing e-commerce
  • Growing demand for

convenience and proximity

  • Leverage combination of

mail and digital solutions Leverage our strong balance sheet Create an even stronger

  • perator in a globalizing

market

M&A strategy

Bolt-on acquisitions to be the strategic partner of choice for our customers Diversify in grow ing and profitable m arkets linked to

  • ur core competencies

Leverage and m onetize our know -how in successful transform ation of a postal company Cross-border postal consolidation to create a stronger domestic and international operator

I llustrations

1 Not realized 1 1

Close to our core business I m prove our proxim ity and convenience product offering Strict investm ent criteria Maintain sustainable dividend policy Maintain financial solidity

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bpost at a glance

Key data

  • Sales 2 0 1 7 : $ 1 ,0 8 2 m
  • Normalized EBI TDA 2 0 1 7 : $ 5 7 m
  • 6,200 FTEs
  • 24 fulfillment centers (of which 2 in Europe)
  • 100% acquisition of the shares
  • Enterprise Value: $ 8 2 0 m
  • Financed with a bridge facility at closing (16

November 2017)

W e accelerate the expansion of our e-com m erce logistics business

Acquisition of US-based

  • Annual sales grow th 2019-22e: 6 to 8 % p.a.
  • Expected total integration costs in 2018 & ‘19:

$ 3 5 m to $ 4 0 m , frontloaded in 2018

  • Capex: $ 3 5 to $ 4 0 m / year
  • Losses carried forward in the next 3 years

Financial am bitions

Om nichannel technology Optimizing efficiency of order management, ship-from- store and in-store pick up

~ 1 5 -2 0 %

Paym ent, tax & fraud protection services Processing global payments, maximizing successful authorization and reconciling tax districts and global duties W arehouse m anagem ent & fulfillm ent services Adapting warehouse management and parcels preparation to e-commerce with pragmatic automation Transport m anagem ent & last-m ile delivery and returns Managing a large network of carriers for a seamless customer experience

~ 7 0 -7 5 %

Custom er Care Services & Technology Having a single view of customer’s history and profile combined with leading self-service tech

~ 1 0 %

% based on normalized 2017 revenues

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bpost at a glance

Radial: W hy integrated e-com m erce logistics?

I ntegrated e-com m erce logistics solutions provide access to a large and m ore attractive profit pool

Global e-com m erce sector is expected to grow at 20% p.a., with cross-border e-commerce growing at > 25% p.a. Offer a seam less and high-quality experience to consum ers and have access to a larger and m ore attractive profit pool

2 0 %

p.a. Close to bpost’s current capabilities (e.g. cross-border trade lanes with Landmark Global, FDM, AppleExpress, return logistics with DynaGroup) Beyond last mile and cross-border services, offer simple E2E solutions to m id-m arket e-com m erce players and an accelerated roll-out/ scale-up of their e-commerce operations

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bpost at a glance

W hy Radial?

Radial brings a distinctive set of capabilities that w ould

  • therw ise take years to develop

Build a significant presence in the advanced US e-com m erce logistics sector with proven client base, IT and infrastructure Inject new expertise and capabilities along the e-commerce logistics value chain e.g. omnichannel technology, fulfilment, payment, tax & fraud protection and customer care, which are critical to scale the EU e-commerce logistics business Build on track record in successfully stitching together different parts of the e-commerce logistics value chain to accelerate development of e-commerce logistics business Scale bpost’s e-commerce logistics capabilities in the Benelux and Europe

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bpost at a glance

Radial: W hy the US?

Radial offers access to the advanced US e-com m erce logistics sector and allow s to tap into transatlantic flow s

bpost has a proven track record of doing business in the US through Landmark Global The US is an advanced e-com m erce m arket that w ill continue to grow fast, offering the ideal opportunity to accelerate the development in the EU e-commerce logistics market, and gain a competitive edge A meaningful presence in the US provides a gatew ay to a global m arket, allowing Belgian consumers to shop online for US brands and retailers, and Belgian companies to benefit from transatlantic trade flows and export globally Presence in US taps into the origin of EU e-com m erce as it represents ~ 2 0 % of export flow s

2 0 %

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bpost at a glance

Radial: m arket dynam ics and com petitive landscape

E2 E integrated players

Com petitive landscape

Value chain specialists I nsourcing

Online revenue e-tailers, US Addressable e-com m erce logistics sector

$ 2 0 m $ 2 ,0 0 0 m

$ 4 6 0 bn1 expected US online retail revenue in 2 0 1 7 Radial’s target audience ( $ 2 0 m – 2 bn revenues)

  • Mid-market

segment ($ 20-200m

  • nline revenue)
  • Enterprise

segment ($ 200-600m)

  • Some selected

key accounts ($ 600m-$ 2bn) $ 2 7 -3 7 bn addressable e-com m erce logistics Radial’s target audience e-com m erce revenue $ 1 5 0 -1 5 5 bn ~ $ 460bn total US

  • nline Retail

e-commerce

(* ) Not exhaustive examples (* ) (* )

1

Source: Forrester Data, Online Retail Forecast, 2017

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bpost at a glance

Sales 2015: € 88.5m Normalized EBITDA 2015: € 6.8m (7.7% margin) Initial purchase price: € 51.0m Sales 2017: € 132.2m

Rationale: support grow th strategy of parcels

  • We want to broaden the value chain in

e-com m erce

  • We will further build out our hybrid netw ork by

adding capabilities to offer high-end deliveries

  • We want to extend our footprint in The

Netherlands with a strong player with an excellent track record. DynaGroup is m arket leader on the 2 XL m arket segm ent.

W e grow

Acquisition of

  • EPS & DPS accretive
  • Double digit sales grow th for coming years
  • By 2 0 2 0 : sales x2 , low double-digit EBI TDA

m argin

  • Total capex planned € 2 -3 m / year

Financial am bitions

( 6 January 2 0 1 7 )

Repair of e.g. sm artphones, coffee m achines, etc. E-com m erce related high-end deliveries requiring non- standard, non-bulk transport with added value activities

  • Anytime: same-day, next day, weekend
  • Any size: S to 2XL (2man delivery with installation)
  • Safe & secure: ID verification & authentication
  • Anywhere: active through 7 locations throughout Benelux

Supply chain services for banks and insurance com panies: e.g. sensitive document handling, ID verification

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bpost at a glance Retail (220 shops) Convenience & Proxim ity Retail

  • Pre-paid services (Alvadis)
  • Impulse products (Burnonville)

Convenience distribution & diversification Press Logistics Newspaper Magazines International press Press distribution to 5,345 POS Non- Press Logistics Parcels & Logistic Services (1,000 pick-up drop-off points)

Sales 2015: € 338m 1 Normalized EBITDA 2015: € 14m (4.1% margin) Purchase price: € 81.3m (incl. € 44.5m cash) Sales 2017: € 281.7m

Rationale for bpost

Diversify into the grow ing proxim ity & convenience distribution

  • Accelerate product diversification in order to

enhance profitability

  • Footprint expansion (30 to 45 new stores in the

next 3 to 5 years) and rem odeling

  • Grow in line with convenience & proximity retail

market Further enable dom estic parcels grow th strategy

  • Improve delivery options and increase coverage

(network of > 2 ,2 0 0 points across Belgium)

  • Fully cash financed
  • Preliminary synergy estim ate of € 4 -5 m annually

after full integration

  • Total capex planned < € 1 0 m / year

Transaction details

W e grow

Acquisition of ( 3 0 Novem ber 2 0 1 6 )

1

€ 431m disclosed in closing press release of 1 Dec. 2016, restated to € 338m under accounting policies of bpost Group and I AS 18 “Revenue”

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Continuous im provem ent is in our DNA. W e have a proven transform ation track record…

bpost at a glance

2 0 0 4

  • Building of new

sorting centres

  • Transformation of

the network

2 0 0 3

Start of continuous

  • ptimization of

delivery rounds

2 0 0 9

Implemen- tation of new distribution structure with reduced number of buildings

2 0 1 1 -2 0 2 0

Strategic ‘Vision 2020’ program in mail service

  • perations to further increase

efficiency

2 0 0 3

New management & start of the transformation period

2 0 0 6

CVC and Danish Post enter into the capital for 50% -1 share (split 50/ 50), government holds 50% + 1 share

2 0 0 8

Danish Post sells its stake to CVC

2 0 1 3

IPO in June at € 14.5/ share CVC sells 30% in IPO and remaining 20% in December

Transform ation journey Key events

Normalized1 EBIT

1 Normalized figures are not audited

2 0 0 7

Automated round sorting and mail sequencing

2 0 1 7

Launch New Brussels X sorting facility

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… and w e have plans for further productivity gains w ith Vision 2 0 2 0

bpost at a glance

2 0 1 7 2 H1 7 2 H1 8 2 0 1 8 2 0 1 9 2 0 2 0 2 0 2 1

Centralize & Autom ate Preparation Parcels Sorting Distribution Netw ork

I nstall additional MSMs in 5 sorting centres (23 installed to date) Autom ate & Centralize preparation activities Com plete building I nstall PSM & m igrate parcel sorting Reorganize distribution offices around 6 0 Mail Centres (~ 230 currently) I ncrease Parcel sorting capacity

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New Brussels X Sorting Centre fully

  • perational
  • Total surface: 103,000 m²
  • Working area: 80,000 m²
  • Letter sorting hall: 50,000 m² (2 floors)
  • Parcel sorting hall: 25,000 m²
  • Parking on the roof: 25,000 m²
  • Offices: 5,800 m²
  • 1,500 FTEs
  • 1 high-tech parcel sorting machine (PSM)
  • Operational 24/ 7 with 30 high-tech

machines

  • Capacity: 300,000 parcels/ day & 2,500,000

letters/ day

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26

W e are leveraging the age pyram id to optim ize the FTE m ix

bpost at a glance

Historic FTE evolution

Average FTEs, ‘000

  • 3 .0 %

p.a.

bpost significantly reduced # FTEs through cost im provem ents across the entire organization. Recent uplift in FTEs is driven by acquisitions and high grow th in parcels

2003 04 05 06 07 08 09 10 11 12 13

2 5

3 9

The age pyram id allow s bpost to optim ize the FTE m ix replacing m ainly statutory w orkers by auxiliary postm en

3 7 % of bpost’s em ployees are above 5 0 years old*

Age pyram id

Headcount per age, 31.12.2017 40-49 7 ,2 3 3 0-39 8 ,6 9 9 9 ,4 5 3 50+ Civil servants Non pay-scale contractuals Pay-scale contractuals 14 15

* Natural attrition of c. 1,200 FTE p.a. being replaced to capture parcels growth which outpaces productivity improvements. Most of these replacements

are at a lower cost (auxiliary postmen cost c. 30% less than bpost average payroll cost/ FTE)

16 2017

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27

bpost at a glance

High perform ance hybrid netw ork

W e w ill play an architect role defining w hich netw ork is best suited to handle each type of parcel

W e w ill capitalize on high density and synergy of our integrated netw ork W e w ill start using an ecosystem of netw orks in com plem entary w ays Parcify CityDepot/ Bubble Post External partners Euro-Sprinters

  • Sunday delivery
  • Evening delivery (6-9pm)
  • Urgent items
  • Volume peaks
  • 2-man delivery,…
  • B/ C2Me
  • Highly specific
  • Urgent items
  • No packaging or label
  • Urgent items
  • Non-standard format
  • Technical intervention
  • City centers
  • Mobility
  • Green

Specific

Our integrated m ail distribution and retail netw orks

Home delivery

  • Large volume
  • weekdays
  • Saturday
  • standard format

Standard PUDO

  • > 2,200 points
  • 152 parcel lockers
  • pen networks

DynaGroup

  • High-end deliveries

(same day, time slot, 2XL)

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28

Distribution quality

Percentage letters1 in D+ 1 7 5 8 6 8 5 9 1

W e w ant to keep stakeholders on board…

bpost at a glance

+ 6

2003 2016

Custom er satisfaction 2

Percent

+ 1 1

2003 2017

Environm ent

1 st

  • n the IPC

Environmental Ranking

Carbon disclosure project: C (C is average score) Com m itted em ployer Commitment & well-being 2 0 1 7 2 0 1 6

  • 2 .5 %

Recognize experience W ork accidents

2 4 7 people graduated

1

D+ 1 delivery of domestic single piece items up to 2 kg, stamped at “Prior tariff”, 2017 figure not yet available

2

“Satisfied customers” (score of 5 or above on a scale from 1 to 7 on the question: “Overall, how satisfied are you about bpost?”) based on bpost commissioned survey by I psos-Synovate

Note: more information regarding bpost’s Corporate Social Responsibility is available on the website: http: / / corporate.bpost.be/ sustainability

CO2 reduction

  • bjective: -4 5 %

by 2020 (vs. 2007)

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29

W e w ill achieve sustainable grow th through our 3 -pillar CSR strategy linked to

bpost at a glance

People

we care about our employees and engage them

Proxim ity

we are close to the society

Planet

we strive to reduce our impact on the environment

Shared Value Creation

  • Employee health &

safety

  • Employee training

and talent development

  • Ethics & diversity
  • Social dialogue
  • Green fleet
  • Green buildings
  • Waste management
  • To our community
  • To our suppliers
  • To our customers

through our services

  • Continuity of our

business

  • Employee satisfaction

and engagement

  • Customer satisfaction
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30

W e create value for shareholders

bpost at a glance

Dividend Policy

Annual dividend of m inim um 8 5 % of BGAAP net profit ( unconsolidated) I nterim in Decem ber of financial year based on 10-month results Final in May of year following financial year Constrained by the net results of a given year + distributable reserves Distributable reserves built gradually as from 2013, primarily to safeguard the dividend level in case of exceptional costs (€ 172m end 2017)

0.93 1.04 1.05 1.06 1.06 0.20 0.22 0.25 1 .3 1 2013 1 .1 3 0.25* 0.24 2017 2015 1 .2 6 1 .3 1

+ 1 6 %

2016 2014 1 .2 9 Interim gross DPS (€) Final gross DPS (€)

* Proposed final gross dividend per share to be approved by General Meeting of May 9, 2018

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31

Sum m ary of key financials FY1 7

bpost at a glance

Note: an Excel download of detailed financials per quarter is available on the website: http: / / corporate.bpost.be/ investors/ results-reports-and-presentations/ quarterly-results/ 2017

€ m illion

1 Normalized figures are not audited

FY1 6 FY1 7 FY1 6 FY1 7 % Δ Total operating income (revenues) 2,425.2 3,023.8 2,425.2 3,023.8 24.7% Operating expenses 1,838.4 2,425.9 1,838.4 2,425.9 32.0% EBI TDA 5 8 6 .9 5 9 8 .0 5 8 6 .9 5 9 8 .0 1 .9 % Margin (% ) 24.2% 19.8% 24.2% 19.8% EBI T 4 9 6 .5 4 9 2 .9 4 9 6 .5 5 0 1 .6 1 .0 % Margin (% ) 20.5% 16.3% 20.5% 16.6% Profit before tax 4 8 9 .5 4 8 8 .7 4 8 9 .5 4 9 7 .5 1 .6 % Income tax expense 143.2 165.8 165.4 168.2 Net profit 3 4 6 .2 3 2 2 .9 3 2 4 .1 3 2 9 .3 1 .6 % FCF 1 9 3 .9 ( 4 8 5 .8 ) 1 9 3 .9 ( 4 8 5 .8 ) bpost S.A./ N.V. net profit ( BGAAP) 3 0 8 .7 2 9 1 .0 2 8 6 .5 2 9 1 .0 1 .6 % Net Debt/ ( Net cash) , at 3 1 Decem ber ( 4 9 2 .7 ) 2 9 2 .4 ( 4 9 2 .7 ) 2 9 2 .4 Reported Normalized1

Positive tax impact

  • f Deltamedia

liquidation € 22.2m € 8.7m linked to amortization on intangible assets (purchase price allocation “PPA” Ubiway, Dynagroup & de Buren) Tax impact of PPA

  • n amortization of

€ 2.5m

slide-32
SLIDE 32

32

Supported by a strong balance sheet

bpost at a glance

Assets

1 bpost has no pension deficit: as is customary in Belgium all pensions are paid as part of national social security

Equity and liabilities

Dec 31, 2017 7 2 8 .8 3 9 .5 3 2 9 .2 4 6 6 .0 1 ,6 2 0 .8 Dec 31, 2016 3 ,2 2 3 .3 2 ,2 9 0 .3 7 8 6 .0 3 9 .1 3 6 .7 5 8 .4 4 8 4 .6 3 7 3 .7 5 5 0 .9 PPE & intangible assets Cash, cash equivalents & investment securities Trade & other receivables Investments in associates Inventories Other assets 1 ,3 1 5 .0 Total equity Trade & other payables Employee benefits Provisions Interest-bearing loans & borrowings, bank overdrafts Dec 31, 2017 3 ,2 2 3 .3 7 7 7 .8 3 2 6 .9 7 5 8 .2 4 5 .4 Dec 31, 2016 2 ,2 9 0 .3 5 8 .0 5 8 .7 3 5 6 .7 7 7 9 .3 1 ,0 3 7 .5

€ m illion

Long term benefits

  • Pension savings days
  • Quota days
  • Part-time work

Other long term benefits (disability annuities) Deferred tax asset

  • Mostly unfunded

( no investm ent risk)

  • Volatility m ainly through the

discount rate

  • No pension liabilities1

Em ployee benefit liabilities

Termination (early retirement) Post retirement (family allowance, transport, bank, … )

1 0 8 .2 6 .6 1 6 1 .5 5 0 .7

3 2 .4 2 9 4 .5

slide-33
SLIDE 33

33

bpost’s long term relationship w ith the Belgian State

bpost at a glance

State as a long term shareholder

Belgian State has 5 1 % shares bpost’s board is composed of 5 board m em bers and CEO appointed by the Belgian State and 6 independent directors Belgian State supports a regular dividend policy

bpost provides SGEI s1 on behalf of the State

bpost provides a range of public services. 2 0 1 6 -2 0 2 0 2 press distribution contracts (newspapers & periodicals) Sixth m anagem ent contract for

  • ther SGEIs

Contractual am ounts (excl. inflation2, volume impact & sharing

  • f efficiency gains) of € 261.0m in

2016 (actual amount: € 264.9m), € 260.8m in 2017 (actual amount: € 270.0m), € 2 5 7 .6 m in 2 0 1 8 , € 252.6m in 2019 and € 245.6m in 2020

State as im portant custom er

State is a key com m ercial client to bpost Several other agreem ents in place with the State, such as European license plates (won by bpost through tender)

1

SGEI stands for Services of General Economic I nterest

2

All amounts need to be adjusted for inflation on a cumulated yearly basis

Shareholder Belgian State Free float # shares 102,075,649 97,925,295

slide-34
SLIDE 34

34

bpost’s m anagem ent team and organization

bpost at a glance

Mark Michiels CHRO Koen Van Gerven CEO Philippe Dubois Director Mail Services Operations Nico Cools CIO Dirk Tirez CLO Henri de Rom rée CFO Marc Huybrechts Director Mail & Retail Solutions Kurt Pierloot Director International & Parcels

slide-35
SLIDE 35

Current Trading 4 Q1 7

slide-36
SLIDE 36

36

1 4 1 .5

Additional sources of revenues EBITDA Radial EBI TDA 4 Q1 7

  • 8 3 .8

1 0 .8 1 4 3 .5

Parcels

7 .9

EBI TDA 4 Q1 7 incl. Radial Positive

  • ne-off

4Q17 Costs

3 5 .7 4 3 .7

Domestic Mail

  • 2 1 .4

1 5 1 .4

Corporate EBI TDA 4 Q1 6

1 6 .9

EBI TDA im pacted by SUB price refusal not com pensated by M&A contribution as w ell as transition to new Brussels sorting centre

4Q17

Reported total operating income (revenues)

€ m illion

Consolidated as of 16 Nov. 2017, EBI TDA includes transaction costs

1

I ncluding € -15.4m accounting restatement on Ubiway Distribution revenue and materials costs in 4Q16

1 1

Reversal on earn-out DynaGroup booked in “Retail & Other” of Additional Sources of Revenues Small user basket price increase refusal (€ -5.0m) not compensated by M&A EBI TDA contribution I ncludes € -5.9m NBX- related costs (rent & start- up) and € -1.2m Ubiway restructuring charge

slide-37
SLIDE 37

37

4Q16 4Q17 4Q16 4Q17 % Δ Tot al operat ing income (revenues) 690.7 955.1 690.7 955.1 38.3% Operat ing expenses 549.2 803.7 549.2 803.7 46.3% EBI TDA 141.5 151.4 141.5 151.4 7.0% Margin (% ) 20.5% 15.9% 20.5% 15.9% EBI T 118.0 115.5 118.0 124.2 5.3% Margin (% ) 17.1% 12.1% 17.1% 13.0% Profit before tax 121.0 106.9 121.0 115.7

  • 4.4%

I ncome t ax expense 19.3 39.8 41.5 42.2 Net profit 101.7 67.1 79.5 73.5

  • 7.6%

FCF 34.5 ( 576.6) 34.5 ( 576.6) bpost S.A./ N.V. net profit ( BGAAP) 86.8 68.2 64.7 68.2 5.5% Net Debt/ ( Net cash) , at 31 December ( 492.7) 292.4 ( 492.7) 292.4 Normalized1 Report ed

Sum m ary of key financials 4 Q1 7

4Q17

€ m illion

1

Normalized figures are not audited

Positive tax impact

  • f Deltamedia

liquidation € 22.2m € 8.7m linked to amortization on intangible assets (purchase price allocation “PPA” Ubiway, Dynagroup & de Buren) Tax impact of PPA

  • n amortization of

€ 2.5m

slide-38
SLIDE 38

38

Total operating incom e ( revenues)

4Q17

€ m illion

1

Defined as domestic and Belgian in- and outbound

2

Contains Dynagroup consolidated as of 1 January 2017 and Radial consolidated as of 16 November 2017

3

Contains Ubiway consolidated as of 1 December 2016; 4Q16 Ubiway Distribution revenues restated for € 15.4m in order to be in line with the accounting policies of the bpost Group and with I AS 18 “Revenue” and to be comparable with 4Q17

4Q16 comparable ∆ 4Q17 % ∆ Transact ional mail 235.1

  • 20.3

214.8

  • 8.6%

Advert ising mail 66.2 1.1 67.3 1.7% Press 79.9

  • 2.2

77.7

  • 2.8%

Domest ic parcels 1 53.1 11.7 64.8 22.0% I nt ernat ional parcels 66.3

  • 3.3

63.0

  • 5.0%

Logist ic solut ions 2 3.0 237.2 240.2

  • I nt ernat ional mail

43.6

  • 0.6

43.0

  • 1.4%

Value added services 24.8 0.7 25.4 2.6% Banking and financial 49.9

  • 6.5

43.5

  • 13.0%

Dist ribut ion 3 10.7 15.1 25.8

  • Ret ail & Ot her 3

40.7 36.2 76.9

  • Corporat e

2.0 10.8 12.8 535.7% 675.3 279.8 955.1 41.4% Domestic mail Parcels Additional sources

  • f revenues

TOTAL

slide-39
SLIDE 39

39

4Q17 3 5 9 .8 4 Q1 7 Volume Working day impact Price/ mix 3 .0

  • 2 3 .6
  • 0 .7

4 Q1 6

  • 2 1 .4

3 8 1 .2

1

4Q17 had 1 working day less on franking machines and 1 more on stamps vs. 4Q16

  • Transactional Mail: accelerated e-substitution mainly in

banking and telco sectors combined with growing acceptance

  • f electronic documents by end users.
  • Advertising Mail: positive volume trend driven by focus on

growth segments (especially Retail & Distribution) and indirect channels.

  • Press: volume trend driven by periodicals benefitting from

volume shift from 3Q17 towards 4Q17, newspapers impacted by 2 distribution days less (not corrected in underlying).

  • Impacted by regulatory decision on small user basket pricing

and shift towards lower priced products.

1Q17 2Q17 3Q17 4Q17 FY17 1Q17 2Q17 3Q17 4Q17 FY17 Transact ional mail

  • 6.0%
  • 11.0%
  • 7.3%
  • 9.2%
  • 8.3%
  • 7.0%
  • 9.9%
  • 6.5%
  • 8.9%
  • 8.1%

Advert ising mail 2.7% 4.5%

  • 1.6%

0.5% 1.5% 2.3% 4.5%

  • 1.6%

0.5% 1.5% Press

  • 3.1%
  • 5.0%
  • 4.3%
  • 2.6%
  • 3.7%
  • 3.1%
  • 5.0%
  • 4.3%
  • 2.6%
  • 3.7%

Domestic Mail

  • 3.9%
  • 7.4%
  • 5.9%
  • 6.6%
  • 5.9%
  • 4.7%
  • 6.7%
  • 5.3%
  • 6.4%
  • 5.8%

Report ed Underlying 1

Dom estic m ail underlying volum es im pacted by accelerated e-substitution in Transactional Mail

Total operating incom e ( revenues) , € m illion

slide-40
SLIDE 40

40

Excellent dom estic parcels volum e grow th driven by year-end peak; Logistic Solutions driven by Radial and DynaGroup

4Q17

1

Defined as domestic and Belgian in- and outbound

2

New category, previously called Special Logistics

3

I n 4Q16 5 months of revenues were booked vs. 3 months in 4Q17.

2 0 1 .9 3 6 7 .9 4 Q1 6 com parable 4 Q1 6 rebased com parable 1 1 .7 International parcels 3 2 4 .2 3 5 .3 + 4 3 .7

  • 3 .3

Domestic Parcels1 4 Q1 7 Logistic Solutions2 1 2 2 .3 Radial

  • Reported volum e grow th of + 3 0 .8 % driven by

strong e-commerce growth and the online C2C product

  • ffering.
  • Price/ m ix of -6 .9 % : price increase fully offset by product

& client mix effect.

  • Growth in flows from Asia and Europe. Flows from the US

negatively impacted by FX (weaker USD in 4Q17 vs. 4Q16) and phasing on booking of Apple Express revenues3. Excluding these 2 impacts, flows from US are stable vs. LY .

  • Consolidation of DynaGroup as of 1 January 2017.
  • Consolidation of Radial as of 16 November 2017 (revenues

are reported under Logistic Solutions).

slide-41
SLIDE 41

41

Additional sources of revenues driven by the acquisition of Ubiw ay

4Q17

Total operating incom e ( revenues) , € m illion

International mail

  • 0 .6

4 Q1 6 rebased com parable + 3 5 .7 Retail & Other1 VAS

  • 6 .5

0 .7 1 5 .1 1 6 9 .8 Radial 1 7 8 .9 7 .9 1 .2 One-off Banking & Financial 2 7 .1 4 Q1 7 2 1 4 .6 Distribution1 4 Q1 6 com parable

1

New category, contains Ubiway consolidated as of 1 December 2016

  • Continued volume decline partly compensated by price

increases.

  • Consists of Ubiway press distribution as well as

convenience distribution through Alvadis (pre-paid services) and Burnonville (impulse products).

  • Mainly bpost bank, i.e. lower commissions received and

lower revenues from savings accounts due to low interest rate environment; lower revenue from financial transactions managed on behalf of the State.

  • Consists of Ubiway proximity and convenience retail as

well as other revenues.

  • Mainly driven by management of cross-border fines on

behalf of the Belgian State.

  • Consolidation of Radial as of 16 November 2017 (revenues

are reported under Retail & Other).

  • Reversal on DynaGroup earn-out was recognized as other
  • perating income in Retail & Other.
slide-42
SLIDE 42

42

Opex influenced by acquisitions ( € + 2 5 7 .7 m ) and year-end peak. I ncrease in transport cost in line w ith grow th in international business.

4Q17

Operating expenses excl. depreciation and am ortization, € m illion

FDM, Apple Express, Ubiway, DynaGroup, Parcify, de Buren, Bubble Post, Radial incl. transaction costs

1

€ 533.8m = € 549.2m reported lowered with € 15.4m relating to accounting restatement without EBI TDA impact on 4Q16 Ubiway materials costs

8 0 3 .7 4 0 .1 7 9 .8 4 Q1 7 9 .7 8 6 .2 2 5 7 .7 4 Q1 6 com parable 1 5 3 3 .8 5 1 .6 Other SG&A

  • 5 .4
  • 1 .3

Other costs 5 4 6 .0 Transport + 1 2 .2 9 .1 Payroll & Interim

  • Excluding scope change, increase driven by growth in the

international business.

  • Excluding scope change, phasing on recoverable VAT

(increase of rate in 2017 vs. 2016) and decrease of provisions for local and property taxes related to the previous years.

  • Average reported FTE & interim increase of 3,654

leading to € + 93.5m additional costs explained by the integration of new subsidiaries.

  • Favourable FTE m ix of € -3.0m mainly driven by the

recruitment of auxiliary postmen.

  • Negative price effect of € + 5.5m explained by salary

indexation, CLA and merit increases.

  • Excluding scope change, decrease of third party

remuneration fees and maintenance & repairs partly

  • ffset by increase in rent and rental costs (new Brussels

sorting centre).

slide-43
SLIDE 43

43

€ million 4Q16 4Q17 Delta Cash flow from operating activities + 123.5 + 46.7

  • 76.9

Cash flow from investing activities

  • 89.0
  • 623.2
  • 534.2

Operating free cash flow + 34.5

  • 576.6
  • 611.1

Financing activities

  • 220.6

+ 466.6 + 687.2 Net cash m ovem ent

  • 186.1
  • 110.0

+ 76.1 Capex

  • 42.0
  • 54.4
  • 12.4

Low er operating FCF1 due to acquisitions and phasing in w orking capital evolution

4Q17

1

Operating free cash flow = cash flow from operating activities + cash flow from investing activities

  • Deterioration in working capital as a result of peak sales season at Radial combined

with lower outstanding trade payables: € -7 7 .2 m

  • Proceeds from sale of buildings: € + 3 .5 m
  • Investment securities: € + 1 2 .0 m
  • Higher capex: € -1 2 .4 m
  • Cash outflows related to acquisitions: € -5 3 7 .3 m , out of which
  • Radial: € -5 8 1 .5 m net of cash acquired
  • Ubiway and Apple Express in 4Q16: resp. € + 3 9 .9 m and € + 3 .7 m
  • Bridge loan for Radial acquisition: € + 6 9 1 .6 m
slide-44
SLIDE 44

Additional info

slide-45
SLIDE 45

45 EBI TDA FY1 7

  • incl. Radial

+ 5 7 4 .8

EBITDA Radial

+ 1 6 .9

Positive

  • ne-offs

FY17

+ 2 3 .2

EBI TDA FY1 7

+ 5 9 8 .0 + 1 1 .5

Corporate Additional sources of revenues

+ 2 0 5 .3

EBI TDA FY1 6 Domestic Mail

+ 2 4 7 .3

  • 6 1 .0

Costs Parcels

  • 4 3 2 .0

+ 5 8 6 .9

EBI TDA m ainly im pacted by SUB price refusal not fully com pensated by M&A contribution as w ell as transition to new Brussels sorting centre

FY17

€ m illion

Consolidated as of 16 Nov. 2017, EBI TDA includes transaction costs

1

I ncluding € -15.4m accounting restatement on Ubiway Distribution revenue and materials costs in 4Q16

1 1

€ 7.9m DynaGroup earn-

  • ut reversal and € 15.3m

I AS19 non-cash profit related to termination of transport benefit Reported total operating income (revenues) Small user basket price increase refusal not compensated by M&A EBI TDA contribution (net: € - 10.2m) I ncludes € -10.6m NBX- related costs (rent & start- up) and € -1.2m Ubiway restructuring charge

slide-46
SLIDE 46

46

Total operating incom e ( revenues)

FY17

€ m illion

FY16 comparable ∆ FY17 % ∆ Transact ional mail 873.3

  • 65.4

807.9

  • 7.5%

Advert ising mail 247.8 5.0 252.9 2.0% Press 293.2

  • 0.6

292.6

  • 0.2%

Domest ic parcels 1 185.5 38.7 224.2 20.9% I nt ernat ional parcels 192.3 30.3 222.6 15.8% Logist ic solut ions 2 11.1 338.1 349.2

  • I nt ernat ional mail

159.2 1.2 160.4 0.8% Value added services 101.1 0.4 101.5 0.4% Banking and financial 192.4

  • 9.8

182.6

  • 5.1%

Dist ribut ion 3 10.7 87.3 98.1

  • Ret ail & Ot her 3

111.7 177.2 288.9

  • Corporat e

31.4 11.5 42.9 36.5% 2,409.8 614.0 3,023.8 25.5% Domestic mail Parcels Additional sources

  • f revenues

TOTAL

1

Defined as domestic and Belgian in- and outbound

2

Contains Dynagroup consolidated as of 1 January 2017 and Radial consolidated as of 16 November 2017

3

Contains Ubiway consolidated as of 1 December 2016; 4Q16 Ubiway Distribution revenues restated for € 15.4m in order to be in line with the accounting policies of the bpost Group and with I AS 18 “Revenue” and to be comparable with 4Q17

slide-47
SLIDE 47

47

Dom estic m ail underlying volum e trend in line w ith guidance at -5 .8 %

FY17

Total operating incom e ( revenues) , € m illion

1

1Q17 had 2 working days more, 2Q17 2 less, 3Q17 1 less on franking machines and 2 less on stamps and 4Q17 1 less on franking machines and 1 more on stamps vs. the same quarters of 2016.

1 ,3 5 3 .4 Price/ mix FY1 6 FY1 7

  • 7 1 .3

1 ,4 1 4 .4 Volume Working day impact 1 2 .5

  • 2 .3
  • 6 1 .0
  • Transactional Mail: increased e-substitution mainly towards

the end of the year.

  • Advertising Mail: volume growth of + 1.5% vs. -3.0% for

FY16 driven by focus on growth segments and indirect channels.

  • Press: corrected for distribution days (3 less FY17 vs. FY16)

total press volumes decline by 3.3% vs. -2.8% for FY16.

  • Impacted by regulatory decision on small user basket pricing

and shift towards cheaper products.

FY16 4Q17 FY17 FY16 4Q17 FY17 Transact ional mail

  • 5.9%
  • 9.2%
  • 8.3%
  • 5.9%
  • 8.9%
  • 8.1%

Advert ising mail

  • 3.0%

0.5% 1.5%

  • 3.0%

0.5% 1.5% Press

  • 2.8%
  • 2.6%
  • 3.7%
  • 2.8%
  • 2.6%
  • 3.7%

Domestic Mail

  • 5.0%
  • 6.6%
  • 5.9%
  • 5.0%
  • 6.4%
  • 5.8%

Report ed Underlying 1

slide-48
SLIDE 48

48

Robust dom estic and international parcels perform ance; Logistic Solutions driven by positive contribution from M&A

FY17

Total operating incom e ( revenues) , € m illion

3 0 .3 FY1 6 com parable Logistic Solutions² + 2 0 5 .3 1 3 6 .2 7 9 6 .1 FY1 6 rebased com parable 3 8 .7 Radial 5 9 0 .8 3 8 8 .9 FY1 7 International parcels 2 0 1 .9 Domestic Parcels1

  • Reported volum e grow th of + 2 8 .2 % driven by

e-commerce growth and the online C2C product offering.

  • Price/ m ix of -5 .8 % : price increase fully offset by product

& client mix effect.

  • Growth driven by positive contribution from acquisitions and

increase in flows from Asia.

1

Defined as domestic and Belgian in- and outbound

2

New category, previously called Special Logistics

  • Consolidation of DynaGroup as of 1 January 2017.
  • Consolidation of Radial as of 16 November 2017 (revenues

are reported under Logistic Solutions).

slide-49
SLIDE 49

49

Additional sources of revenues driven by the acquisition of Ubiw ay

FY17

Total operating incom e ( revenues) , € m illion

5 8 4 .2 1 .2 FY1 6 com parable Radial 8 3 1 .5 Retail & Other1

  • 9 .8

1 6 8 .1 VAS 7 .9 8 7 .3 0 .4 FY1 7 Distribution1 International mail 5 7 5 .1 1 .2 + 2 4 7 .3 FY1 6 rebased com parable One-off Banking & Financial

  • Driven by higher revenues from inbound mail.
  • Consists of Ubiway press distribution as well as

convenience distribution through Alvadis (pre-paid services) and Burnonville (impulse products).

  • Mainly lower revenues from bpost bank (lower

commissions received & lower revenue from savings accounts) and from financial transactions managed on behalf of the State.

  • Consists of Ubiway proximity and convenience retail as

well as other revenues.

  • Mainly driven by management of cross-border fines on

behalf of the Belgian State.

1

New category, contains Ubiway consolidated as of 1 December 2016

  • Consolidation of Radial as of 16 November 2017 (revenues

are reported under Retail & Other).

  • Reversal on DynaGroup earn-out was recognized as other
  • perating income in Retail & Other.
slide-50
SLIDE 50

50

Organic cost evolution on track. Opex influenced by acquisitions ( € + 5 7 9 .0 m ) . I ncrease in transport cost in line w ith positive international business evolution.

FY17

Operating expenses excl. depreciation and am ortization, € m illion

0 .8 Other SG&A 2 ,4 2 5 .9 + 3 9 .2 FY1 7 5 7 9 .0 One-offs 1 ,8 4 6 .9

  • 0 .6

9 8 .9 1 2 9 .2 1 1 .1 1 ,8 0 7 .7 1 5 2 .1 FY1 6 com parable 1 Other costs Transport

  • 1 5 .3

Payroll & Interim FY1 6 com parable

  • excl. one-offs

1 ,8 2 3 .0 2 7 .8 1 9 8 .8

FDM, Apple Express, Ubiway, DynaGroup, Parcify, de Buren, Bubble Post, Radial incl. transaction costs

  • Excluding scope change, increase driven by growth in the

international business and lower favorable settlement of previous year’s terminal dues.

  • Average reported FTE & interim increase of 2,057

leading to € + 155.8m additional costs explained by the integration of new subsidiaries.

  • Favourable FTE m ix of € -13.1m.
  • Price effect & others for an impact of € + 5.2m explained

by salary indexation, CLA and merit increases partly compensated by tax shift and employee benefits.

  • Excluding scope change, mainly decrease of third party

remuneration partly offset by increase in rent and rental (mainly new Brussels sorting centre) and energy costs (increased fuel price & growing fleet).

1

€ 1,823.0m = € 1,838.4m reported lowered with € 15.4m relating to accounting restatement without EBI TDA impact on 4Q16 Ubiway materials costs

  • IAS19 non-cash profit related to termination of transport

benefit in payroll & interim.

slide-51
SLIDE 51

51

€ million FY16 FY17 Delta Cash flow from operating activities + 352.6 + 266.1

  • 86.5

Cash flow from investing activities

  • 158.7
  • 751.9
  • 593.2

Operating free cash flow + 193.9

  • 485.8
  • 679.7

Financing activities

  • 270.1

+ 416.8 + 687.0 Net cash m ovem ent

  • 76.2
  • 68.9

+ 7.3 Capex

  • 85.0
  • 121.3
  • 36.3

Decrease in operating FCF1 m ainly driven by acquisitions and phasing in w orking capital evolution

FY17

  • Proceeds from sale of buildings: € -3 .2 m
  • Higher capex: € -3 6 .3 m
  • M&A activities: € -5 7 7 .7 m
  • Investment securities: € + 2 4 .0 m
  • Bridge loan for Radial acquisition: € + 6 9 1 .6 m

1

Operating free cash flow = cash flow from operating activities + cash flow from investing activities

  • Alpha pay-outs: € + 1 8 .7 m
  • Terminal dues payment, phasing in 3Q16: € + 1 6 .8 m
  • Working capital evolution: € -1 2 1 .1 m , mainly driven by peak sales season at Radial

combined with lower outstanding trade payables

slide-52
SLIDE 52

52

European mail market

A relatively resilient m ail m arket vs. other European operators

2 0 0 8 -1 7 CAGR for addressed m ail volum es

as reported by major incumbent European postal operators, percent

58 65 119 133 159 164 183 193 207 208 259 UK DE SW DK BE IT EU NL FR CH AU

Addressed m ail volum e per capita 2 0 1 7

  • perator level*

1 11 3 8 6 7 10 5 2 4

Source: company information, annual reports, investor presentations, I PC, Eurostat

Note: definition of addressed mail may differ by operator 1 Includes addressed mail 2 Includes addressed mail 3 Includes addressed mail 4 Includes addressed mail 5 Includes mail communication and dialogue marketing 6 Includes addressed mail 7 Includes addressed mail (publishers services excl.) 8 Includes addressed mail excluding press 9 Includes all domestic mail

  • 3.1
  • 3.5
  • 4.2
  • 4.4
  • 5.1
  • 9.1
  • 9.4
  • 2.0
  • 5.7
  • 3.8

SW BE DK

  • 12.5

IT NL FR UK EU DE CH AU

3 8 4 5 6 7 11 10 1 2

10 Includes inland addressed mail 11 Includes letter mail and addressed direct mail / media post * Excludes domestic competitors (1) 2016 data (2) 2008-16 data (1) (1) (1) (1) (1) (2) (2) (2) (2) (2)

slide-53
SLIDE 53

53

Key contacts

Baudouin de Hepcée

Director External Com m unication, I nvestor Relations & Public Affairs

  • Em ail: baudouin.dehepcee@bpost.be
  • Direct: + 32 (0) 2 276 22 28
  • Mobile: + 32 (0) 476 49 69 58
  • Address: bpost, Centre Monnaie, 1000 Brussels, Belgium

Saskia Dheedene

Manager I nvestor Relations

  • Em ail: saskia.dheedene@bpost.be
  • Direct: + 32 (0) 2 276 76 43
  • Mobile: + 32 (0) 477 92 23 43
  • Address: bpost, Centre Monnaie, 1000 Brussels, Belgium
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