Novem ber – Decem ber 2 0 1 7
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 - - 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/
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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
bpost at a glance
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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 %
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 (* ) (* )
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
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”
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
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
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
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
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
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)
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)
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
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 (€)
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
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
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
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
Current Trading 3 Q1 7
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
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%
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
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
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
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
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
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
Additional info
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
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%
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
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
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
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