I nvestor presentation Third quarter 2 0 1 7 Novem ber Decem ber - - PowerPoint PPT Presentation

i nvestor presentation
SMART_READER_LITE
LIVE PREVIEW

I nvestor presentation Third quarter 2 0 1 7 Novem ber Decem ber - - PowerPoint PPT Presentation

I nvestor presentation Third quarter 2 0 1 7 Novem ber Decem ber 2 0 1 7 I nvestor presentation third quarter 2 0 1 7 Contents Financial Calendar bpost at a glance Summary of key financials FY16 33 More on corporate.bpost.be/


slide-1
SLIDE 1

Novem ber – Decem ber 2 0 1 7

I nvestor presentation

Third quarter 2 0 1 7

slide-2
SLIDE 2

2

I nvestor presentation third quarter 2 0 1 7

Disclaim er

This presentation is based on information published by bpost in its Third Quarter 2017 Interim Financial Report, made available on November, 8th 2017 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.

Financial Calendar

bpost at a glance Highlights 3Q17 – 4 Outlook 2017 – 5 Overall guidance 2016-2020 – 6 Overview – 7 Products – 8 Strategy – 9 Domestic Mail: volume & revenue – 10 Domestic Mail: regulation – 11 Domestic Parcels – 12 International Parcels – 13 & 14 Additional sources of revenues – 15 M&A strategy – 16 Radial – 17-21 DynaGroup – 22 Ubiway – 23 International parcels acquisitions – 24 Transformation – 25 Productivity – 26 Vision 2020 – 27 & 28 Hybrid network – 29 Stakeholders – 30 CSR strategy – 31 Dividend policy – 32 More detail on 3 Q1 7 EBITDA bridge – 38 Key financials – 39 Revenues – 40 Domestic Mail – 41 Parcels – 42 Additional sources of revenues – 43 Costs – 44 Cash flow – 45

Contents

Additional I nfo EBITDA bridge YTD17 – 47 Key financials YTD17 – 48 Revenues YTD17 – 49 Cash flow YTD17 – 50 European mail market – 51 Key contacts – 52 Summary of key financials FY16 – 33 Balance sheet – 34 Relationship with State – 35 Management – 36

1

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

More on corporate.bpost.be/ investors

0 4 .1 2 .2 0 1 7

( 1 7 :4 5 CET) Interim dividend 2017 announcement

0 7 .1 2 .2 0 1 7

Ex-dividend date (interim dividend)

1 1 .1 2 .2 0 1 7

Dividend payment date

1 3 .0 3 .2 0 1 8

( 1 7 :4 5 CET) Annual results FY2017

0 2 .0 5 .2 0 1 8

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

slide-3
SLIDE 3

bpost at a glance

slide-4
SLIDE 4

4

bpost at a glance

Highlights of 3 Q1 7

Dom estic Mail underlying evolution as expected

  • Continued e-substitution but overall underlying volume trend in line with

guidance

Organic cost evolution on track

  • Opex influenced by acquisitions (€ + 103.3m)
  • Increase in transport cost in line with international business evolution

Very strong parcels perform ance

  • Domestic: very strong reported volume increase driven by strong

e-commerce growth and C2C; price/ mix effect of -7.1% fully mix related

  • International: mainly driven by increase in flows from Asia
  • 5 .3 %

+ 3 2 .8 % + € 9 .1 m + € 1 0 9 .3 m

Revenues up 2 0 .4 %

  • Driven by very strong growth in Parcels and acquisitions partly offset by

lower Domestic Mail revenues in line with guidance

€ 6 4 7 .6 m

EBI TDA perfectly in line w ith last year and guidance BGAAP net profit of bpost SA/ NV up € 1 .5 m 2 0 1 7 outlook reconfirm ed

€ 1 1 0 .3 m € 5 2 .0 m

slide-5
SLIDE 5

5

bpost at a glance

Outlook for 2 0 1 7 – reconfirm ed

1

4Q17 1 less on franking machines and 1 more on stamps vs. the same quarters of 2016

Recurring EBI TDA and dividend paym ent at the sam e level as 2 0 1 6

Revenues

Increase driven by:

  • Growth in dom estic parcels: volume double

digit, around -5% price/ mix effect

  • Continued growth in international parcels

supported by newly acquired businesses

  • Growing Ubiw ay Retail revenues
  • Partly offset by decrease in dom estic m ail1:

volume between -5% and -6% , average domestic mail price increase of 1.5%

Operating expenses

Increase driven by:

  • Increase in transport cost (reflecting growth in

International Parcels)

  • Consolidation of acquired businesses
  • Salary indexation confirmed as of July 2017
  • Partly compensated by continued productivity

improvements and optimized FTE mix, and

  • Continued cost optimization

Capex

  • Recurring and Vision 2020 investments ~ € 90m
  • Business development investments: Ubiway < € 10m
slide-6
SLIDE 6

6

bpost at a glance

M&A on top of overall 2 0 2 0 EBI TDA guidance

Accretive contribution supported by strong balance sheet. Any decision must be evaluated on 5 criteria (cfr. p. 16).

W e confirm our long term am bition of at least € 6 2 0 m 1 EBI TDA by 2 0 2 0

Overall guidance 2 0 1 6 -2 0 2 0 as issued at CMD on 1 5 Novem ber 2 0 1 6

Revenue

Increase driven by:

  • Growth in dom estic parcels: volum e + 7 5 %

at least (vs. 2015), -2 to -3% price/ mix effect

  • Growth in international parcels: revenue x2

at least (vs. 2015)

  • Decrease in dom estic m ail: volum e up to
  • 6 %

Operating expenses

Increase driven by:

  • Increase in transport cost (reflecting growth in

International)

  • Integration of acquired businesses
  • Inflation
  • Partly compensated by up to 4 % FTE & interim

productivity increase p.a. at current scope and

  • Optimized FTE mix

Capex

  • Further Vision 2020 investments in 2 0 1 7 -1 8 : ~ € 9 0 m p.a. excluding Ubiway capex
  • Maintenance capex level in 2 0 1 9 -2 0 : ~ € 6 0 m p.a. excluding Ubiway capex

Maintenance of dividend policy

At least 8 5 % pay-out of BGAAP net profit

1

including acquisitions of FDM, Apple Express, Ubiway, Parcify and de Buren

slide-7
SLIDE 7

7

Belgium ’s leading postal operator

bpost at a glance

2016 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 € 2 .4 bn

revenues

€ 5 8 6 .9 m

2 4 .2 % EBITDA

€ 4 9 6 .5 m

2 0 .5 % EBIT

€ 3 2 4 .1 m

net profit

8 .6 m

letters handled every day

1 4 8 ,0 0 0

parcels handled every day

6 6 2 6 7 5

post franchised

  • ffices

post points

5

sorting centres

2 4 ,8 5 0

average # FTE & interims

slide-8
SLIDE 8

8

A m odern and diversified m ail operator

bpost at a glance

Dom estic Mail € 1,414m 58%

Transactional m ail

1 58% Domestic Mail, 16% Parcels, 25% Additional sources of revenues and 1% Corporate revenue 2 I ncluding a.o. SGEI compensation for the retail network, philately, retailer products and Ubiway since 1 December 2016 (1 month)

€ 873m 36%

Parcels € 379m 16% Additional sources of revenues € 600m 25%

€ 2 ,4 2 5 m 1

normalized revenues 2016 Advertising m ail € 248m 10% Press € 293m 12% Dom estic € 182m 8% I nternational € 190m 8% Special Logistics € 8m 0% I nternational m ail € 162m 7% Value added services € 103m 4% Banking and finance € 192m 8% Other 2 € 143m 6%

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, Poland, China, HK, Singapore, the Netherlands, Australia and New Zealand

Revenues % of total

slide-9
SLIDE 9

9

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

slide-10
SLIDE 10

10

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 (+ 1.2% in 2016, forecast 2017: + 1.7% )
  • 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, travel & leisure, 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. 35)
  • Invoices sent directly to the editors

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

slide-11
SLIDE 11

11

bpost at a glance

Designated provider of the Universal Service Obligation Fully liberalized m arket since 2 0 1 1 w ith clear licensing conditions Mail pricing regulation

  • Collection, sorting, transport and distribution of postal items up to 2kg and postal packages up to 10kg
  • Collect and deliver 5 x per w eek
  • Cover full territory of Belgium
  • Apply uniform tariffs and an identical service across the territory
  • Cover 8 0 % of the territory of the 3 regions w ithin 5 years
  • Deliver 2 x per w eek within 2 years
  • Uniform pricing over entire territory
  • Employ contractual w orkers
  • 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)
  • Price increases done in practice on a yearly basis (1 January): + 1 .5 % on average in 2 0 1 7

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

Regulatory aspects

slide-12
SLIDE 12

12

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)
  • 150 parcel lockers in B (> 450 Cubee lockers by end 2018), 51 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 -3 % C2 C B2 B B2 C 0 -3 % ~ 1 0 -1 2 % B2 C C2 C B2 B Current parcel m arket 100% = € 1,075m

slide-13
SLIDE 13

13

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

slide-14
SLIDE 14

14

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

slide-15
SLIDE 15

15

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 (gaz, water, electricity) 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

slide-16
SLIDE 16

16

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

Sm all 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

slide-17
SLIDE 17

17

bpost at a glance

Key data

  • Expected sales 2 0 1 7 : $ 9 7 0 - 1 ,0 2 0 m
  • Expected normalized EBI TDA 2 0 1 7 : $ 6 5 - 7 0 m
  • 6,200 FTEs
  • 24 fulfillment centers
  • 100% acquisition of the shares
  • Enterprise Value: $ 8 2 0 m
  • Financing with a bridge facility at closing

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

Acquisition of US-based

  • EPS & DPS accretive as of 2 0 2 0
  • Annual sales grow th 2018-22e: 6 to 8 % p.a.
  • Expected total integration costs in 2018 & ‘19:

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

  • Expected high single digit EBI TDA m argin % as
  • f 2 0 2 0
  • Capex: $ 3 5 to $ 4 0 m / year
  • Losses carried forward in the next 3 years

Financial am bitions

( Closing expected in 4 Q1 7 )

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 expected revenues

slide-18
SLIDE 18

18

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

slide-19
SLIDE 19

19

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

slide-20
SLIDE 20

20

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 %

slide-21
SLIDE 21

21

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 0 0 bn US online retail revenue in 2 0 1 6 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 5 -3 5 bn addressable e-com m erce logistics Radial’s target audience e-com m erce revenue $ 1 3 5 -1 4 0 bn ~ $ 400bn total US e-commerce

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

slide-22
SLIDE 22

22

bpost at a glance

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

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

slide-23
SLIDE 23

23

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)

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 (purchase price: € 81.4m, incl.

€ 44.5m cash)

  • Fully accretive as of 2 0 1 7
  • 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”

slide-24
SLIDE 24

24

bpost at a glance

SPE ( Poland) Rationale for bpost

Support our international e-com m erce cross-border parcels strategy

  • Offer complete service range to international e-commerce customers (including fulfillment)
  • Further build out the US market through a complete service offering

Econom ize on last m ile distribution

  • In-house last mile distribution vs. use of incumbent postal operators or alternative distributors

FDM ( Australia)

W e grow

Bolt-on acquisitions in international parcels

  • Logistics, distribution and

fulfillment across Europe for US e-tailers

  • 100% acquisition in Nov.

2015, full consolidation as of

  • Dec. 2015
  • Third Party Logistics (3PL),

warehousing, transport & distribution for US e-tailers

  • 100% acquisition in March

2016, full consolidation as of April 2016

Apple Express ( Canada & US)

  • Last mile delivery,

transportation and fulfillment for clients in Canada & US

  • 100% acquisition in June

2016, full consolidation as of July 2016

Purchase price: Sales 2015: EBITDA 2015: Key figures € 14.4m + earn-outs

  • c. € 24.0m
  • c. € 2.4m

Purchase price: Sales 08/ ’15-07/ ’16: EBITDA: Key figures € 12.5m + earn-outs

  • c. € 26.1m
  • c. € 2.1m

Purchase price: Sales 2014: EBITDA 2014: Key figures € 3.5m + earn-outs US$ 3.4m NA

slide-25
SLIDE 25

25

Continuous im provem ent is in our DNA. W e have a 1 0 -year 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

slide-26
SLIDE 26

26

… and w e have plans for further productivity gains supported by our natural attrition rate

bpost at a glance

Historic FTE evolution

Average FTEs, ‘000

  • 3 .7 %

p.a.

bpost has a system atic, w ell-rounded approach to identify and capture cost im provem ents across the entire

  • rganization

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

2 4

3 9

bpost has plans for further productivity gains supported by natural attrition and Vision 2 0 2 0

3 8 % of bpost’s em ployees are above 5 0 years old*

Age pyram id

Headcount per age, 31.12.2016 40-49 7 ,4 8 7 0-39 8 ,3 1 1 9 ,5 6 5 50+ Civil servants Non pay-scale contractuals Pay-scale contractuals 2014 2015

* Natural attrition of c. 1,600 FTE p.a. of which > 50% is replaced as auxiliary postmen which cost c. 30% less than bpost average payroll cost/ FTE

2016

slide-27
SLIDE 27

27

Vision 2 0 2 0 w ill drive substantial productivity im provem ents in the field

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 New Brussels X Parcels Sorting Distribution Netw ork

I nstall additional MSMs in 5 sorting centres (target 30 vs. 23 installed to date) Centralize Mail Bag Preparation Com plete building I nstall PSM & m igrate parcel sorting Reorganize distribution offices around 6 0 Mail Centres (~ 230 currently) Transition to new distribution m odel

slide-28
SLIDE 28

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

slide-29
SLIDE 29

29

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
  • 150 parcel lockers
  • pen networks

DynaGroup

  • High-end deliveries

(same day, time slot, 2XL)

slide-30
SLIDE 30

30

7 5 8 8 8 5 9 1

W e w ant to keep stakeholders on board…

bpost at a glance

Distribution quality

Percentage letters1 in D+ 1

+ 6

2003 2016

Custom er satisfaction 2

Percent

+ 1 3

2003 2016

Environm ent

1 st

  • n the IPC

Environmental Ranking

Carbon disclosure project: B (C is average score) Com m itted em ployer Commitment & well-being 2 0 1 6 2 0 1 5

  • 1 5 %

Recognize experience Frequency rate w ork accidents

2 4 3 people graduated

1

D+ 1 delivery of domestic single piece items up to 2 kg, stamped at “Prior tariff”

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)

slide-31
SLIDE 31

31

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
slide-32
SLIDE 32

32

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 (€ 144m end 2016)

0.93 1.04 1.05 1.06 0.20 0.22 0.25 2013 1 .1 3

+ 2 %

2016 2014

+ 1 2 % + 2 %

1 .3 1 2015 1 .2 9 0.24 1 .2 6 Final gross DPS (€) Interim gross DPS (€)

slide-33
SLIDE 33

33

Sum m ary of key financials FY1 6

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

FY15 FY16 FY15 FY16 % Δ Tot al operat ing income (revenues) 2,433.7 2,425.2 2,407.6 2,425.2 0.7% Operat ing expenses 1,878.5 1,838.4 1,824.0 1,838.4 0.8% EBI TDA 555.2 586.9 583.6 586.9 0.6% Margin (% ) 22.8% 24.2% 24.2% 24.2% EBI T 466.1 496.5 494.4 496.5 0.4% Margin (% ) 19.2% 20.5% 20.5% 20.5% Profit before tax 470.6 489.5 499.0 489.5

  • 1.9%

I ncome t ax expense 161.4 143.2 170.9 165.4 Net profit 309.3 346.2 328.1 324.1

  • 1.2%

FCF 315.9 193.9 315.9 193.9

  • bpost S.A./ N.V. net profit ( BGAAP)

287.7 308.7 303.6 286.5

  • 5.6%

Net Debt/ ( Net cash) , at 31 December ( 549.5) ( 492.7) ( 549.5) ( 492.7) - 10.3% Report ed Normalized1

Alpha social plan provision of € 54.5m Gain from sale of sizeable building € 26.1m Positive tax impact of Deltamedia liquidation € 22.2m

slide-34
SLIDE 34

34

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

7 8 6 .0 3 7 3 .7 3 6 .7 5 5 0 .9 2 ,2 9 0 .3 5 8 .4 4 8 4 .6 Dec 31, 2016 4 0 .9 4 3 8 .4 5 8 8 .6 Investments in associates 2 ,3 4 8 .9 Other assets 8 9 6 .5 4 7 .9 Sept 30, 2017 Trade & other receivables Cash, cash equivalents & investment securities Inventories 3 3 6 .7 PPE & intangible assets 2 ,2 9 0 .3 Trade & other payables 2 ,3 4 8 .9 9 3 0 .2 Sept 30, 2017 3 2 3 .4 9 7 8 .0 Interest-bearing loans & borrowings, bank overdrafts Employee benefits 4 7 .4 6 9 .9 Total equity Provisions Dec 31, 2016 1 ,0 3 7 .5 3 5 6 .7 5 8 .7 5 8 .0 7 7 9 .3

€ 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 6 2 .8 8 2 .1 4 .1 1 0 7 .7

4 8 .4 3 0 8 .3

slide-35
SLIDE 35

35

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 5 Fifth Managem ent Contract (covering 2013-15) Compensation of ~ € 288m in 2015 based on Net Avoided Cost 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), € 2 6 0 .8 m in 2 0 1 7 , € 257.6m in 2018, € 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-36
SLIDE 36

36

bpost’s m anagem ent team and organization

bpost at a glance

Kurt Pierloot Director International & Parcels Mark Michiels CHRO Koen Van Gerven CEO Marc Huybrechts Director Mail & Retail Solutions Philippe Dubois Director Mail Services Operations Koen Beeckm ans CFO

slide-37
SLIDE 37

Current Trading 3 Q1 7

slide-38
SLIDE 38

38

3Q17 1 1 0 .3 1 1 0 .1 6 6 .4 5 5 .3

EBI TDA 3 Q1 6

  • 1 4 .5

Corporate Parcels

2 .3

Additional sources

  • f revenues

Domestic Mail EBI TDA 3 Q1 7

  • 1 0 9 .3

Costs

EBI TDA slightly up and driven by very strong Parcels grow th and acquisitions

Total operating income (revenues)

€ + 0 .2 m / + 0 .2 % € m illion

slide-39
SLIDE 39

39

3Q17

Sum m ary of key financials 3 Q1 7

€ m illion

3Q16 3Q17 % Δ Tot al operat ing income (revenues) 538.1 647.6 20.4% Operat ing expenses 428.0 537.3 25.5% EBI TDA 110.1 110.3 0.2% Margin (% ) 20.5% 17.0% EBI T 87.8 87.2

  • 0.7%

Margin (% ) 16.3% 13.5% Profit before tax 89.0 91.4 2.7% I ncome t ax expense 28.2 31.4 Net profit 60.8 60.0

  • 1.3%

FCF ( 71.9) ( 76.3) bpost S.A./ N.V. net profit ( BGAAP) 50.5 52.0 3.0% Net Debt/ ( Net cash) , at 30 September ( 657.7) ( 518.6)

  • 21.1%
slide-40
SLIDE 40

40

3Q17

Total operating incom e ( revenues)

€ m illion

1

Defined as domestic and Belgian in- and outbound

3Q16 comparable ∆ 3Q17 % ∆ Transact ional mail 190.6

  • 13.3

177.4

  • 7.0%

Advert ising mail 55.7

  • 0.1

55.6

  • 0.2%

Press 68.9

  • 1.1

67.8

  • 1.6%

Domest ic parcels1 42.4 10.1 52.5 23.7% I nt ernat ional parcels 42.7 9.1 51.8 21.4% Logist ic solut ions 2.7 36.0 38.7

  • I nt ernat ional mail

36.7

  • 1.5

35.3

  • 4.0%

Value added services 23.8 1.4 25.2 5.9% Banking and financial 46.1

  • 1.4

44.8

  • 2.9%

Dist ribut ion

  • 21.9

21.9

  • Ret ail & Ot her

23.9 46.0 69.9 192.2% Corporat e 4.4 2.3 6.7 52.8% 538.1 109.5 647.6 20.4% Domestic mail Parcels Additional sources

  • f revenues

TOTAL

slide-41
SLIDE 41

41

3Q17

Total operating incom e ( revenues) , € m illion

1

3Q17 had 1 working day less than 3Q16 for franking machines and 2 less for stamps

  • Transactional Mail: continued e-substitution.
  • Advertising Mail: continued growth of focus segments in

unaddressed, slight decrease in direct mail.

  • Press: newspapers witness a stable trend vs. 1H17 while

periodicals will benefit from volume shift towards 4Q17.

  • Impacted by regulatory decision on small user basket pricing

and shift towards cheaper products.

FY16 1Q17 2Q17 3Q17 YTD17 FY16 1Q17 2Q17 3Q17 YTD17 Transact ional mail

  • 5.9%
  • 6.0% -11.0%
  • 7.3%
  • 7.9%
  • 5.9%
  • 7.0%
  • 9.9%
  • 6.5%
  • 7.7%

Advert ising mail

  • 3.0%

2.7% 4.5%

  • 1.6%

1.8%

  • 3.0%

2.3% 4.5%

  • 1.6%

1.8% Press

  • 2.8%
  • 3.1%
  • 5.0%
  • 4.3%
  • 4.1%
  • 2.8%
  • 3.1%
  • 5.0%
  • 4.3%
  • 4.1%

Domestic Mail

  • 5.0%
  • 3.9%
  • 7.4%
  • 5.9%
  • 5.6%
  • 5.0% - 4.7% - 6.7% - 5.3%
  • 5.5%

Report ed Underlying 1

Dom estic Mail underlying volum e trend at -5 .3 % in line w ith guidance

3 1 5 .2 3 0 0 .7

  • 1 4 .5

3 Q1 7 2 .4 Price/ Mix Volume

  • 1 5 .3

Working day impact

  • 1 .6

3 Q1 6

  • 1 .5

YTD1 6 9 9 3 .6 YTD1 7

  • 3 9 .6

9 .6

  • 4 7 .7

1 ,0 3 3 .2

slide-42
SLIDE 42

42

3Q17

Very strong parcels perform ance, grow th in Logistic Solutions driven by DynaGroup

Total operating incom e ( revenues) , € m illion

8 7 .8 International Parcels 3 Q1 6 com parable Domestic Parcels1 Logistic Solutions2 1 0 .1 3 6 .0 9 .1 1 4 3 .1 + 5 5 .3 3 Q1 7

1

Defined as domestic and Belgian in- and outbound

2

New category, previously called Special Logistics

  • Very strong reported volum e grow th of + 3 2 .8 %

driven by e-commerce growth and the online C2C product offering.

  • Price/ m ix of -7 .1 % : price increase fully offset by

product & client mix effect.

  • Increase in flows from Asia, Europe and US.
  • Consolidation of DynaGroup as of 1 January 2017.

2 6 6 .6 4 2 8 .2 + 1 6 1 .6 YTD1 7 1 0 0 .9 2 7 .0 3 3 .6 YTD1 6 com parable

slide-43
SLIDE 43

43

3Q17

Additional sources of revenues driven by the acquisition of Ubiw ay

Total operating incom e ( revenues) , € m illion

1 3 0 .6 International Mail VAS 1 .4 Distribution1 Retail & Other1 3 Q1 7 1 9 7 .1 + 6 6 .4 4 6 .0 2 1 .9

  • 1 .5
  • 1 .4

3 Q1 6 com parable Banking & Financial

1

New category

  • Business mail volume decline.
  • Consists of Ubiway press distribution as well as

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

  • Lower revenues from bpost bank savings accounts due to

low interest rate environment and 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.

YTD1 7 6 1 6 .9 1 4 1 .0 + 2 1 1 .6 7 2 .2 4 0 5 .3 1 .8 YTD1 6 com parable

  • 3 .3
  • 0 .2
slide-44
SLIDE 44

44

3Q17

Organic cost evolution on track. Opex influenced by acquisitions ( € + 1 0 3 .3 m ) . I ncrease in transport cost in line w ith positive international business evolution.

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

FDM, Apple Express, Ubiway, DynaGroup, Parcify and de Buren

5 3 7 .3 Payroll & Interim 1 4 .8 7 .9 Other SG&A + 6 .0 Transport

  • 0 .4
  • 6 .2

3 Q1 7 2 0 .8 4 3 4 .0 5 1 .6 4 2 8 .0 3 Q1 6 Other costs 4 .7 1 6 .1 1 0 3 .3

  • Excluding acquisitions, increase driven by growth in the

international business.

  • Average reported FTE & interim increase of 1,488

leading to € + 20.0m additional costs and explained by the integration of new subsidiaries.

  • Favourable FTE m ix of € -2.9m mainly driven by the

recruitment of auxiliary postmen.

  • Price effect & others for an impact of € -2.6m explained

by salary indexation, CLA, merit increases, the evolution

  • f provisions and positive phasing on CLA 2016.
  • Excluding acquisitions, mainly increase of rent and rental

costs (new Brussels sorting centre), M&A related costs, maintenance and repairs, energy costs and ICT

  • utsourcing.

1 ,2 8 9 .2 4 9 .4 1 8 .7

  • 1 3 .9

YTD1 6 6 5 .9 + 1 1 .7 1 ,3 0 0 .9 3 2 1 .3 YTD1 7 4 7 .3 0 .7 1 5 8 .7 6 .2 1 ,6 2 2 .1

slide-45
SLIDE 45

45

3Q17

1

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

Low er operating FCF1 due to higher capex

CF from operating activities in line with 3Q16, excluding:

  • Terminal dues payment, phasing in 3Q16: € + 1 6 .8 m
  • Lower tax prepayment in 3Q17: € + 1 0 .0 m
  • Proceeds from sale of buildings: € -3 .0 m
  • Higher capex: € -2 3 .8 m mainly explained by Vision 2020
  • Cash outflow Apple Express in 2017: € -2 .7 m

€ million 3Q16 3Q17 Delta Cash flow from operat ing act ivit ies

  • 64.2
  • 38.9

+25.2 Cash flow from invest ing act ivit ies

  • 7.8
  • 37.3
  • 29.5

Operating free cash flow

  • 71.9
  • 76.3
  • 4.3

Financing act ivit ies

  • 0.1
  • 0.1

+0.0 Net cash m ovem ent

  • 72.0
  • 76.3
  • 4.3

Capex

  • 11.3
  • 35.1
  • 23.8
slide-46
SLIDE 46

Additional info

slide-47
SLIDE 47

47

YTD17 + 2 1 1 .6 + 1 6 1 .6

EBI TDA YTD1 7

+ 4 4 6 .5

Costs

  • 3 3 3 .0

Corporate

+ 0 .6

Additional sources of revenues Parcels Domestic Mail

  • 3 9 .6

EBI TDA YTD1 6

+ 4 4 5 .4

Dom estic m ail decline com pensated by an excellent perform ance in parcels, acquisitions and organic cost savings

Total operating income (revenues)

€ + 1 .2 m / + 0 .3 % € m illion

slide-48
SLIDE 48

48

YTD17

Sum m ary of key financials YTD1 7

€ m illion

YTD16 YTD17 % Δ Tot al operat ing income (revenues) 1,734.5 2,068.7 19.3% Operat ing expenses 1,289.2 1,622.1 25.8% EBI TDA 445.4 446.5 0.3% Margin (% ) 25.7% 21.6% EBI T 378.5 377.4

  • 0.3%

Margin (% ) 21.8% 18.2% Profit before tax 368.4 381.8 3.6% I ncome t ax expense 123.9 126.0 Net profit 244.5 255.8 4.6% FCF 159.4 90.8 bpost S.A./ N.V. net profit ( BGAAP) 221.8 222.8 0.4% Net Debt/ ( Net cash) , at 30 September ( 657.7) ( 518.6)

  • 21.2%
slide-49
SLIDE 49

49

YTD17

Total operating incom e ( revenues)

€ m illion

1

Defined as domestic and Belgian in- and outbound

2

While the purchase price allocation for the Ubiway acquisition has not been finalized yet, this exercise has led to some alignments of the accounting policies of Ubiway and hence some restatements of the figures reported during 1Q17. Some revenues which had been booked in 1Q17 under the principal model have been restated to the agent model in order to be in line with the accounting policies of the bpost Group and with I AS 18 “Revenue”. This also necessitates no further rework under I FRS 15 “revenue from contracts with customers” which will become applicable as of January 1st, 2018. As a consequence certain sales and cost of sales are now being presented on a net basis, this led to a decrease of revenues and materials costs of € 42.5m for 1Q17, within the MRS operating segment but didn’t have an impact on the EBI TDA, EBI T or net result.

YTD16 comparable ∆ YTD17 % ∆ Transact ional mail 638.3

  • 45.1

593.1

  • 7.1%

Advert ising mail 181.6 3.9 185.5 2.1% Press 213.3 1.6 214.9 0.7% Domest ic parcels1 132.4 27.0 159.5 20.4% I nt ernat ional parcels 126.0 33.6 159.7 26.7% Logist ic solut ions 8.1 100.9 109.0

  • I nt ernat ional mail

115.6 1.8 117.4 1.6% Value added services 76.3

  • 0.2

76.1

  • 0.3%

Banking and financial 142.5

  • 3.3

139.1

  • 2.3%

Dist ribut ion²

  • 72.2

72.2

  • Ret ail & Ot her

71.0 141.0 212.0 198.8% Corporat e 29.4 0.6 30.0 2.2% 1,734.5 334.1 2,068.7 19.3% Domestic mail Parcels Additional sources

  • f revenues

TOTAL

slide-50
SLIDE 50

50

YTD17

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

  • Proceeds from sale of buildings: € -6 .7 m
  • Higher capex: € -2 3 .9 m
  • M&A activities: € -4 0 .3 m
  • Investment securities: € + 1 2 .0 m
  • Payment of a dividend to minority interest in 2016 (€ + 2 .0 m ) compensated by

higher final dividend in 2017 (€ -2 .0 m )

€ million YTD16 YTD17 Delta Cash flow from operat ing act ivit ies +229.1 +219.5

  • 9.7

Cash flow from invest ing act ivit ies

  • 69.7
  • 128.7
  • 59.0

Operating free cash flow + 159.4 + 90.8

  • 68.6

Financing act ivit ies

  • 49.6
  • 49.8
  • 0.2

Net cash m ovem ent + 109.8 + 41.0

  • 68.8

Capex

  • 43.0
  • 66.9
  • 23.9

1

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

  • Alpha pay-outs: € + 1 6 .6 m
  • Terminal dues payment, phasing in 3Q16: € + 1 6 .8 m
  • Working capital evolution: € -4 3 .9 m , mainly explained by a negative phasing in

suppliers

slide-51
SLIDE 51

51

European mail market

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

2 0 0 8 -1 6 CAGR for addressed m ail volum es

as reported by major incumbent European postal operators, percent

58 65 132 138 164 175 183 203 208 216 259 AU DE UK CH NL IT DK SW FR BE EU

Addressed m ail volum e per capita 2 0 1 6

  • perator level*

1 11 3 8 6 7 5 10 2 4

SOURCE: Company information; Annual reports; I nvestor 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

  • 2.2
  • 3.1
  • 3.3
  • 4.2
  • 4.4
  • 4.9
  • 9.0
  • 9.4
  • 5.7
  • 3.6

DK UK IT FR AU CH NL DE

  • 12.5

BE SW EU

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

slide-52
SLIDE 52

52

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
slide-53
SLIDE 53