I nvestor presentation Second quarter 2 0 1 8 August - Septem ber - - PowerPoint PPT Presentation

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I nvestor presentation Second quarter 2 0 1 8 August - Septem ber - - PowerPoint PPT Presentation

I nvestor presentation Second quarter 2 0 1 8 August - Septem ber 2 0 1 8 2 I nvestor presentation second quarter 2 0 1 8 Contents Financial Calendar bpost at a glance More detail on 2 Q1 8 More on corporate.bpost.be/ investors Highlights


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August - Septem ber 2 0 1 8

I nvestor presentation

Second quarter 2 0 1 8

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I nvestor presentation second quarter 2 0 1 8

Financial Calendar

bpost at a glance Highlights 2Q18 – 4 Outlook 2018 – 5 Outlook 2019-22 – 6 Investment rationale – 7 Overview – 8 Transformation – 9 Vision & strategy – 10 & 11 Business segments – 12 Mail & Retail – 13-23 Parcels & Logistics Eur & Asia – 24-32 Parcels & Logistics N. America – 33-39 Dividend policy – 40 Summary of key financials FY17 – 41 Balance sheet – 42 Relationship with State – 43 Management – 44 Sustainability – 45 More detail on 2 Q1 8 EBITDA bridge – 47 Radial 2Q18 – 48 Key financials – 49 Revenues – 50 Domestic Mail – 51 Parcels – 52 Additional sources of revenues – 53 Costs – 54 Cash flow – 55

Contents

Additional I nfo EBITDA bridge 1H18 – 57 Key financials 1H18 – 58 Revenues 1H18 – 59 Cash flow 1H18 – 60 LT CF guidance – 61 USO & SGEI – 62 Pro forma 2017 financials – 63 European mail market – 64 Key contacts – 65

1

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

Disclaim er

This presentation is based on information published by bpost in its Second Quarter 2018 Interim Financial Report, made available on August, 8th 2018 at 5.45pm CET, in its 2017 Annual Report and in its Capital Markets Day presentation of June, 21st available 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.

More on corporate.bpost.be/ investors

0 7 .1 1 .2 0 1 8

( 1 7 :4 5 CET) Quarterly results 3Q18

0 3 .1 2 .2 0 1 8

( 1 7 :4 5 CET) Interim dividend 2018 announcement

1 0 .1 2 .2 0 1 8

Payment date of the interim dividend

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bpost at a glance

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4

bpost at a glance

Highlights of 2 Q1 8 – on track tow ards FY1 8 guidance

Underlying Dom estic Mail volum e evolution

  • Driven by better Transactional Mail supported by easy comparable base (-9.9% in

2Q17 vs. -3.2% in 2Q18) and specific mailings in the quarter

Parcels perform ance in line w ith guidance

  • Domestic: continued double-digit organic volume growth driven by strong growth of

e-commerce and C2C; price/ mix effect of -6.2% fully mix related

  • Logistic Solutions: mainly driven by Radial acquisition (€ + 196.1m)
  • 4 .1 %

+ 2 5 .8 % + € 2 4 7 .7 m

Total operating incom e up 3 2 .7 %

  • Driven by acquisitions and excellent parcels growth

€ 9 2 8 .4 m

Low er EBI TDA as expected im pacted by higher organic costs BGAAP net profit of bpost SA/ NV up 8 .1 % 2 0 1 8 outlook and back-loaded trajectory confirm ed

€ 1 4 0 .4 m € 8 2 .6 m + € 2 0 2 .9 m

Phasing of costs in line w ith FY1 8 trajectory, organic costs under control

  • Opex from acquisitions (€ + 221.5m)
  • Excluding one-offs (€ + 4.5m net), organic cost base impacted by growth of domestic

parcels for € + 8.3m and transport cost linked to evolution of international activities

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5

bpost at a glance

Outlook for 2 0 1 8 1 – m aintained

Norm alized EBI TDA at the low end of the € 5 6 0 -6 0 0 m range 2 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
  • Partly offset by volume decline in dom estic

m ail3 up to -7% , average domestic mail price/ mix effect of + 4%

  • Continued decline in Banking & Financial

revenue

  • Radial revenues impacted by client churn

Operating expenses

Increase driven by:

  • Increase in transport cost (reflecting growth in

International Parcels & Mail)

  • Consolidation of acquired businesses
  • Salary indexation expected as of October 2018
  • Partly compensated by continued productivity

im provem ents and optim ized FTE m ix and

  • Continued cost optim ization
  • Radial EBI TDA impacted by phase out

w ebstore business and higher than expected

  • pex (medical benefits & inflation) not fully

compensated by productivity improvements

Capex

  • Recurring 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, M.A.I .L., I nc. and Active Ants

2

EBI T range of € 400m to € 440m as communicated at CMD of June 21st

3

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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bpost at a glance

Norm alized EBI T in the range of € 3 9 0 -4 4 0 m ; 2 0 1 9 expected to be the low end of the range

Overall guidance 2 0 1 9 -2 0 2 2 as issued at CMD on 2 1 June 2 0 1 8

Revenues

  • Mail volum e decline up to 9 % by 2022
  • Price/ m ix com pensating ~ 5 0 % of mail

volume decline over 2018-2022

  • Revenue from proxim ity and convenience

retail network increasing by 1 -2 % p.a.

  • Double digit yearly volum e increase for BeNe

parcels with price/ m ix of -3 to -6 % p.a.

  • ~ 10% organic revenue grow th in European

e-com m erce logistics in line with sector

  • 7 -9 % revenue grow th in North Am erican

e-com m erce logistics from 2017-22 (from 2019 for Radial North America)

Operating expenses

  • Mail allocated operational FTEs to decrease by

~ 5 % p.a.

  • Parcels allocated operational FTEs in Belgium

to increase in line w ith revenue evolution

  • Other FTEs bpost SA/ NV to decrease by ~ 3 -

4 % p.a. partly offset by SG&A increase due to outsourcing plans

  • W age increase of ~ 2 % (mainly indexation) for

1/ 3 com pensated by favorable em ployee m ix effect in Belgium

  • Radial North Am erica EBI TDA: from ~ $ 20m

2018e to $ 1 0 0 -1 2 0 m by 2 0 2 2

Capex

  • 2019-2022 gross capex: € 130-170m p.a. driven by parcels volume capacity increase and new

subsidiaries, e.g. Radial and ~ € 8m yearly capex for Ubiway

  • Proceeds from building sales: total of € 100m for 2018-2019, total of € 30-40m for 2020-2022

Maintenance of dividend policy

At least 8 5 % pay-out of BGAAP net profit: management to deliver earnings to be in a position to sustain dividends

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bpost offers a strong investm ent rationale

bpost at a glance

We develop sustainable activities in the high growth e-commerce logistics & parcels business in our Be-Ne home market and key geographies Be-Ne and North America We continue to transform the mail and proximity business in the home market to sustain solid cashflows Multiple levers for transform ation of the legacy business: natural attrition, alternative delivery model, stable and predictable regulation, network optimization,… Experienced m anagem ent team with embedded financial discipline and a strong business transformation track record High grow th in e-commerce logistics & parcels: aspired 60% of revenues by 2022 A solid balance sheet with single 'A' credit rating

bpost aims at being a responsible company, delivering a sustainable dividend to its shareholders

W hat? How ?

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A diversified m ail operator w ith a footprint in e-com m erce logistics

bpost at a glance

Dom estic Mail € 1,353m 45%

Transactional m ail

2017 figures (normalized)

1 45% Domestic Mail, 27% Additional sources of revenues, 26% Parcels and 1% Corporate revenue

€ 808m 27%

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

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%

Revenues % of total

Retail & Other € 289m 10%

Mail & Retail ~ 67% Parcels & Logistics ~ 32%

€ 3 ,0 2 4 m 1

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

2 6 ,9 0 6

average # FTE & interims

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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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Vision for 2 0 2 2

bpost at a glance

Beyond mail, be an efficient global e-commerce logistics player anchored in Belgium” Efficient provider

  • f mail universal,

retail & public services EBI T Progressive profit generation Share of revenues generated in parcels & logistics ~ 60%

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bpost w ill deliver on 3 strategic aspirations…

bpost at a glance

Mail services to citizens and State remain core and w ill continue to generate profit with a more adapted distribution m odel

1

Drive profitable growth in parcels in BeNe and e-com m erce logistics in Europe

2

CASH GENERATI ON & DI VI DENDS

3

Optimize Radial to deliver

  • n the investment thesis in

the promising North Am erican e-com m erce market

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bpost at a glance

Segm ent Sub-segm ents 2 0 1 7 pro form a revenue 1

Mail & Retail Parcels & Logistics EU and Asia Parcels & Logistics North Am erica

  • Parcels BeNe (last-mile)
  • E-commerce logistics
  • Cross-border (incl. mail & parcels)
  • E-commerce logistics
  • International mail (US)
  • Transactional
  • Advertising
  • Press
  • Proximity and convenience retail network
  • Value added services

~ € 2 bn

(53% of total)

~ € 0 .6 bn

(17% of total)

~ € 1 .1 bn

(30% of total)

1 2017 revenue pro forma for the full year effect of the acquisitions (Radial, I MEX, Mail incl. and Leen Menken) – cfr. p.63

…supported by alignm ent of responsibilities dow n to the bottom -line

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Mail & Retail at a glance

496 356 808 96 2,008 253

Transactional m ail Advertising m ail Press1 Proxim ity and convenience retail netw ork 2 Value added services3 Total Sub-segm ents ~ 8.1m letters handled daily Servicing 5.6m letter boxes ~ 10k distribution rounds per day 5 industrial sorting centers Key facts & figures Revenue Pro forma 2017, €m ~ 2.5k points of presence in Belgium ~ 18.6k operational FTEs

1 I ncludes Ubiway press distribution revenue (AMP) 2 I ncludes Banking & Financial, Retail & Other MRS and Ubiway convenience distribution 3 VAS MRS

bpost at a glance – Mail & Retail

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Key value drivers for the Mail & Retail business

bpost at a glance – Mail & Retail

To From Key value drivers > 50% over 2018-2022 ~ 20% in 20172 Share of mail volume decline compensated through price increase Successful extension / renewal Three contracts until end 2020; compensation contractually set Renegotiation/ retendering of future 6 th Managem ent contract and press concessions Flexible, differentiated offering (prior vs. eco) Fixed D+ 1 based model (everywhere, everyday) Evolution of operating m odel (mail collect and distribution)

  • 3.5% p.a. over 2013-17
  • 5-6% p.a. over

2017-2022 Operational w orkforce reduction excluding retail network and acquisitions (i.e., collect, transport, sorting, distribution) Up to ~ -9% 1 by 2022

  • 5.8% in 2017

Speed of domestic mail volum e decline

1 At comparable scope with regards to 2017, i.e., excluding Ubiway press revenue from AMP that will be integrated within Press sub-segment as of 1Q19 in

line with the new segment reporting

2 Proposed price increase rejected by regulator for small user basket only, not for commercial products

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Dom estic m ail volum e decline expected to progressively accelerate from -5 .8 % in 2 0 1 7 up to ~ 9 % in 2 0 2 2

bpost at a glance – Mail & Retail

  • 5.4%
  • 5.0%
  • 5.8%
  • 4.4%
  • 4.2%
  • 5.0%

Key drivers

  • E-substitution

at large corporates and Belgian State

  • I ntensifying

com petition in advertising media

  • Shift to digital

for new spapers & m agazines

  • Renew al of

press concessions

  • Service level

elasticity

  • 5.0%
  • 3.7%
  • 5.0%
  • 5.9%
  • 5.3%
  • 8.1%

2 0 1 3 2 0 1 4 2 0 1 5 2 0 1 6 2 0 1 7 1 H1 8

  • 4.9%
  • 9.1%
  • 7.7%

1.5%

  • 3.0%
  • 3.0%
  • 2.9%
  • 2.8%
  • 2.8%
  • 3.7%
  • 2.8%
  • 3.0%

2 0 1 9 -2 2

Underlying change in dom estic m ail volum e Transactional m ail Advertising m ail Press

Progressively up to -9% with the alternative

  • perating

model

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bpost at a glance – Mail & Retail

Designated provider of the Universal Service Obligation until end 2 0 2 3 3 key contracts w ith the Belgian State until 2 0 2 0 Postal law of 1 0 February 2 0 1 8 provides stable & predictable m ail pricing fram ew ork

  • 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
  • 6 th Managem ent Contract: for the provision of certain SGEIs, i.e. maintenance of retail network,

cash at counter, cash payment of pensions at home

  • 2 press concessions: (1) for distribution of periodicals and (2) for distribution of newspapers
  • Single piece m ail & USO parcels falling within “small user basket” are subject to a price cap
  • Price cap1 = inflation - (volume evolution + cost reduction factor x efficiency gains sharing factor)
  • Volume and operational discounts allow ed for other USO products (bulk)
  • Price increases done in practice on a yearly basis: + 4 .7 % on average in 2 0 1 8 on all domestic mail

items

Regulatory aspects

1 Exact formula: Price cap = health index April n-1/ health index April n-2 * (1 – [ expected volume decline/ (expected volume decline + 1)] – 2.8% * 33% ) – 1

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New Postal Law provides stable and predictable regulatory fram ew ork to increase prices in context of accelerating m ail volum e decline

bpost at a glance – Mail & Retail

I llustrative exam ple assuming 2% inflation and -6% average volume decline: [ V/ (V+ 1)] with V as the expected negative volume trend on the Small User Basket Fixed by the law at 0.9% (i.e., 1/ 3 of 2.8% efficiency gains target) Ratio of the health index as measured in April of the n-1 and n-2 years Calculation logic Correlation to price cap Larger mail volume decline results in larger allowed price increase Constant and fixed by law Higher inflation results in larger allowed price increase Description Compensation for mail volume decline Mechanism to share 1/ 3 of the efficiency gains target with consumers Compensation for inflation Drivers of the price cap form ula I nflation Volum e decline Efficiency gains 1 0 2 % Price cap1: 7 .6 % 1 0 6 .4 % 0 .9 %

1

Detailed formula: Price cap = (1 + inflation) * ( 1 - [ V/ (V+ 1)] – 0.9% ) – 1 , giving for the above example the following calculation (1+ 2% ) * (1 – [ -6% / (-6% + 1)] – 0.9% ) - 1 = 7.6%

x

Effective as of February 1 0 , 2 0 1 8

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Price increase and m ix effects expected to com pensate > 5 0 % of m ail volum e decline over 2 0 1 8 -2 2

bpost at a glance – Mail & Retail 71 68 67 60 57 13 21 20 27 42 1 7 2 0 1 8 -2 2 1 4 1 6 2 0 1 3 1 5

Domestic mail price/ mix Domestic mail volume

Volum e and price/ m ix im pact on revenue €m

7 2 % 4 5 % 1 8 % 3 0 % 3 1 % > 5 0 % Building on the New Postal Law for price regulated products Price increase on small user basket rejected by regulator

x% Share of volume effect compensated by price/ mix

Key drivers

  • Accelerating

dom estic m ail volum e decline up to -9% 1 by 2022

  • New price cap

m echanism of Postal Law defining max price increase for small user basket, and guiding price increase for non- price capped products

  • Price increase

partly offset by shift to less expensive m ail products

1 At comparable scope with regard to 2017 segment reporting, i.e., excluding Ubiway press distribution revenue (AMP) that will be integrated within Press sub-

segment as of 1Q19 in line with the new segment

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Managem ent has developed an extended set of cost control options

bpost at a glance – Mail & Retail

Exam ples of cost control options FTE Unit cost Distribution Collect & Transport I ndustrial Mail Centers Operating m odel

  • Revise Collective Labor Agreement evolution
  • Optimize further FTE mix
  • Introduce new generation of Georoute and time potential management
  • Simplify process for selected transactions
  • Enhance customer experience and productivity through digital (e.g., consumer

preferences)

  • Align number of red boxes to mail volume decline
  • Stop collect on Saturday and increase flexibility of pick-up, delivery and

dispatch timing constraints

  • Optimize mail sorting centers footprint
  • Pursue continuous improvement
  • Evolve towards a differentiated offering and alternative operating model
  • Take measures to address absenteeism
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bpost w ill evolve tow ards a differentiated offering to accom m odate changing custom er needs

bpost at a glance – Mail & Retail

Acceptance for D+ 3 -4 1 W ithin D+ 3 Optim izing drop density Differentiated offering Operating m odel evolution D+ 1 Mail New spapers

  • Same day delivery
  • Adjusted “day certain”

distribution frequency: in a given street, mail will be distributed on selective days

  • f the week
  • D+ 1 delivery w ill rem ain

available as a separate product (“Prior”) Parcels

  • D+ 1 offering

No change

2004 2018 2022 2022 ~ 70 ~ 55 < 50 ~ 70 Current m odel: everywhere, everyday Alternative: D+ 3 combined with D+ 1

Share of houses receiving mail on any given day, %

Available to consumers who need D+ 1 delivery Service level agreement (SLA) “within 3 days”

Professionals ~ 92% Individuals 94% 1

1 Based on a bpost study with 1,000 households & 500 businesses (< 200FTE) interviewed in February 2015

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bpost’s retail netw ork in Belgium is evolving tow ards an integrated proxim ity netw ork

bpost at a glance – Mail & Retail

Postal points (mail, parcels) 9671 (38% ) 220 (9% ) “Kariboo” pick-up points Post offices (mail, parcels, bank) 674 (27% ) Proximity retail 662 (26% ) 1 0 0 % = 2 ,5 2 3 + ~ 4 ,0 0 0 stam p shops Com position of retail netw ork in Belgium # point of presence, % Geographical footprint of retail netw ork Franchised

1 Excluding 11 PUDO points in Luxembourg

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Ubiw ay progressing tow ards acquisition rationale

bpost at a glance – Mail & Retail

2 I nvest in the future of Belgian press by offering PoS press delivery to increase the flexibility & synergies in delivery options for both publishers and newspapers readers 1 Diversify into the grow ing proxim ity and convenience distribution by building on Ubiway’s network of stores, portfolio of concepts (e.g., Press Shop, Relay) and expertise Acquisition rationale Progress on objectives

  • New store concept identified and tested;

roll-out ongoing with 10 stores implemented

  • Building capabilities (marketing, supply

chain) to re-activate netw ork

  • W on SNCB / NMBS tender (end of 2017)

for 30 Relay and 18 Hubiz for 8-14 years

  • ~ € 3-4m press synergies already identified

and execution ongoing (~ € 2m to be realized in 2019)

  • Agreement with editors on price increase

for new spaper distribution Transversal initiatives

  • New governance

model with more centralization, stricter processes with an increased focus on performance management

  • New CEO and

changes at N-1 level

  • I ntegration of

subsidiaries in distribution to realize synergies on support functions 6 4 5 # FTE 2 8 2 Sales €m # I ntegrated Retail stores 2 2 0 5 ,6 2 2 Distribution to # PoS Key figures for 2 0 1 7

184 35 63 Press distribution (AMP) Distribution (excl. press) Integrated retail

Sales split by activity ( 2 0 1 7 )

€m

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Operational FTE evolution1

Average FTEs and interims, ‘000

Labor cost w ill benefit from decrease of m ail related FTEs and

  • ptim ized em ployee m ix

Operational FTE m ix evolution1 Evolution of operational FTEs allocated to m ail1 Age pyram id1

Operational headcount per age, 31/ 12/ 17

1

bpost SA/ NV scope, excluding retail network

2

Auxiliary postman is c. 30% cheaper than civil servant. FTE mix evolution expected to mitigate up to 1/ 3 of wage drift.

2022 20 15 17 21 14 18 19 16 2013

Shape of ramp-down depending on timing & speed

  • f implementation of

alternative operating model

16 2013 15 19.0 18.6 18.5 19.8 14 Allocated to parcels Allocated to mail 18.6 15-20% 80-85% 2017

  • 3 .5 % p.a.

~ -5 % p.a. bpost at a glance – Mail & Retail 51% 47% 43% 39% 30% 25% 28% 32% 37% 46% 19% 19% 18% 18% 16% 2022 Civil servant Contractual Auxiliary postman2 Other 6% 7% 7% 7% 15 16 2014 5% 17 5,593 7,294 0-39 40-49 6,842 50+ Civil servants Pay-scale contractuals Non pay-scale contractuals Natural attrition Average natural attrition is expected to range from 1 ,2 0 0 to 1 ,3 0 0 FTEs/ year

  • ver 2019-22
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24

Parcels & Logistics Europe and Asia at a glance

Sub-segm ents Key facts & figures Revenue Pro forma 2017, €m

bpost at a glance – P&L Eur. & Asia

Parcels BeNe ( last-m ile) 1 E-com m erce logistics2 Cross-border ( incl. int’l m ail & parcels) Total 4 Parcel hubs with dedicated parcel rounds in BE ~ 1 ,5 0 0 dedicated parcel rounds + 3 7 0 k parcels per peak day in BeNe 1 sorting location (New Brussels X) + Dyna hubs

  • Last-m ile activities in Belgium

and the Netherlands

  • Total of ~ 5 0 m parcels in 2 0 1 7
  • Fulfilm ent & transport

activities in Europe (incl. Radial EU)

  • Majority of cross-border

volum e is inbound m ail and parcels for Europe and Asia

641 222 133 286

1

I ncludes a.o. domestic parcels at the exception of inbound flow, DynaLogic, DynaSure, Citydepot, Eurosprinters, De Buren and Parcify

2

I ncludes a.o. Radial Europe (pro forma FY17), Dynafix, NL & PL fulfilment, Leen Menken (pro forma FY17) and Bubble post

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25

Key value drivers for Parcels & Logistics Europe and Asia

bpost at a glance – P&L Eur. & Asia

Parcels BeNe ( last-m ile) Sub-segm ents To From Key value drivers Cross-border Natural business evolution Developing international parcel flows driven by e-commerce activity

  • Develop international cross-border

parcels, also across continents

  • Ability to m aintain international m ail

volume E-com m erce logistics E-commerce logistics in PL, NL & BE and “DynaFix” Higher scale & skills, ability to leverage Radial capabilities

  • Ability to organically capture m arket

grow th of ~ 10% p.a. (vs. insourcing, pan-European players) Focus on Belgium (sales force, contracts, DHL partnership) BeNe-wide approach

  • BeNe-w ide offering addressing

customer requirements Volume growth rate

  • f 20-30% with price/

mix effect up to -6%

  • ver 2016-2017

Double-digit growth rate with price/ mix effect of ~ -3% to -6% 4 parcel hubs in 2017 in BE > 15 parcel hubs in 2022

  • Optim ized last-m ile operations based
  • n parcels characteristics (e.g., size) and

in line with delivery requirements

  • Ability to capture profitable grow th in

a competitive environment

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26

Four strategic initiatives for parcels BeNe

bpost at a glance – P&L Eur. & Asia

Convenience & Cost leadership Differentiate pricing policy I ntegrated BeNe offering Attract key foreign e-com m erce players 4 strategic initiatives

  • Convenience

expressed through Net Prom oter Score KPI

  • Dedicated parcel

hubs

  • Sorting capacity
  • Fulfilm ent

infrastructure

  • Transport
  • ptimization
  • Digital excellence
  • Tactical pricing

initiatives

  • Partnerships w ith e-com m erce

players

  • E2 E service offering (“gateway

to Europe”)

  • Dedicated, specialized sales force
  • I ntegrated com m ercial offers
  • Partnership with DHL Parcels
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27

W e have an established position in the Belgian B2 C/ C2 C parcels m arket

bpost at a glance – P&L Eur. & Asia

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)
  • > 2,500 pick-up & drop-off points (incl. ~ 1,000 open access Kariboo! points)
  • 177 parcel lockers in B (> 450 Cubee lockers by end 2018), 61 de Buren lockers in NL
  • Click & Collect
  • Non-exclusive partnerships with DPDHL for B2C parcel delivery into Belgium

(from Germany/ France & Benelux)

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, 2017 not yet available

2 0 1 6 bpost dom estic parcels revenue € 186m

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28

New partnership w ith DHL Parcels NL w ill allow to cover the full BeNe region and to capture im portant cross-border flow s

bpost at a glance – P&L Eur. & Asia

Com petitive offering

  • Very com petitive & dynam ic region

with many large players such as PostNL, DHL, DPD, FedEx Large NL-based e-com m erce players

  • Looking for a BeNe w ide offering

w ith regards to last m ile

  • Benchm arking prices on a BeNe

level Purchasing behavior

  • NL is the m ost im portant

im port country to BE (~ 25% of import flows)

  • BE consum ers m ainly buy

from NL players such as Bol.com (7% ) and Coolblue (6%

  • f BE online sales)

Launched in June 2 0 1 8

slide-29
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29

The parcels operating m odel w ill be continuously optim ized

bpost at a glance – P&L Eur. & Asia

I ncrease sorting capacity Optim ize distribution cost using drop density of m ail rounds Build dedicated parcel infrastructure to m atch custom er requirem ents

  • I ncrease sorting capacity to

cope with increasing volume (optimizing sorting footprint mail & parcels)

  • Use technology (e.g. address

recognition)

  • Maxim ize letterbox-sized and

non-letterbox-sized parcels in m ail rounds (~ 40% of the parcels)

  • Cost advantage due to higher

drop density leading to lower unit costs

  • Nationwide netw ork of Parcel

hubs to accommodate distribution of ~ 60% of parcels (that are not in mail rounds)

  • 1 5 -2 0 hubs by 2 0 2 2 , with ramp

up in line with parcels growth

  • Benefit for custom er

proxim ity and special services e.g. Late-in services, “large scale” evening distribution or same day distribution

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30

Additional parcels sorting capacity w ill be gradually built

bpost at a glance – P&L Eur. & Asia

2 0 1 7 2 0 2 2 Base Capacity, K Parcels / day Description Parcel sorting capability footprint 1

  • Centralized sorting

capacity in NBX with AX & CX to cover demand in peak periods

  • Additional parcel sorting

m achines in existing centers ( LX, GX, AX, CX) to increase capacity

  • Build on DHL capacities

The selected scenario to gradually add capacity to all sorting centers offers several advantages such as

  • Use freed space from

letters

  • Minim ize

transportation costs

Ax Cx NBx

Gx Lx

+

Ax Cx NBx

1

Parcel sorting capabilities of Parcify, Eurosprinters, Citydepot, De Buren & Kariboo not shown on the map

~ 400 ~ 600 + DHL

slide-31
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31

Supported by acquisitions, bpost has initial assets in Europe along the entire value chain of e-com m erce logistics

bpost at a glance – P&L Eur. & Asia Realtime technology 3 2 1 Fulfilm ent 4 Custom er care Order Delivery

  • Phone,

em ail, social media & chat support

  • Advanced

analytics

  • Order

management

  • Paym ent

services, tax services and fraud prevention

  • Order

reception in warehouses in the proximity of clients

  • Preparation for

shipm ent

  • Hybrid transport

netw ork for high- end and urgent delivery

  • Last m ile delivery

Poland Germany UK The Netherlands Belgium

Cold chain facility Fulfilment sites Personalized logistics

~ € 1 3 0 m pro forma1 2017 revenue 9 fulfilment centers / facilities2 > 6 0 0 employees 5 countries

1

Assumes FY17 revenue from new acquisitions (Radial, Leen Menken); excludes Active Ants as only acquired in 1Q18

2

I ncluding Leen Menken and Active Ants, excluding bpost sorting centers

E-com m erce logistics operations in Europe E-com m erce logistics offering

slide-32
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32

bpost at a glance – P&L Eur. & Asia

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.

Acquisition of

  • n 6 January 2 0 1 7
  • EPS & DPS accretive
  • ~ 1 0 % revenue grow th for coming years
  • Total capex planned € 2 -3 m / year

Financial am bitions

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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33

Parcels & Logistics North Am erica at a glance

bpost at a glance – P&L North America

Total E-com m erce logistics I nterna- tional Mail Grow th engine for bpost, to be a leading e-commerce logistics player in US with ~ $100m-$120m EBITDA potential Grow with cross- border com m erce One of the last international m ail providers to deliver profit through infrastructure

  • ptimization

US e-com m erce logistics provider fulfilling 7 2 m parcels p.a. with proven client base, IT infrastructure and capabilities along the E2E value chain Capabilities to support m id-sized e-tailers to expand cross-border and last mile distribution in Canada and Australia I nternational m ail solutions and catalogue fulfilm ent through US companies Sub-segm ents Objective Revenue Pro forma 2017, $m

1,265 Cross-border parcels 1512 1003 US m ail 1,0141

1 Revenues in North America, excluding revenues from webstore ($ 28m) and revenues in Europe ($ 40m) 2 I ncluding Landmark Global, Apple Express and FDM, previously under I nternational Parcels 3 I ncluding MSI , I mex, Mail I nc.

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34

bpost at a glance – P&L North America

bpost has a global footprint through Landm ark Global and a nation-w ide coverage in the US through Radial

Strategic locations in

1 3

countries

slide-35
SLIDE 35

35

bpost at a glance – P&L North America

Key data

  • Sales 2 0 1 7 : $ 1 ,0 8 2 m

(of which North America: $ 1,014m)

  • Normalized EBI TDA 2 0 1 7 : $ 5 7 m (5.3% margin)

(of which North America: $ 64m, 6.3% margin)

  • 6,200 FTEs
  • 24 fulfillment centers (of which 2 in Europe)
  • 100% acquisition of the shares
  • Enterprise Value: $ 8 2 0 m
  • Financed through a € 650m 8-year bond issue

carrying a coupon of 1.25% (issued 4 July 2018)

Acquisition of US-based

  • n 1 6 Novem ber 2 0 1 7
  • Sales 2018e: $ 976m
  • Sales CAGR 2019-2022: + 7 to 9% p.a.
  • EBITDA 2018e: $ 23m (2.4% margin)
  • EBITDA 2022e: $ 100-120m (high single digit margin)
  • Capex: maintenance capex of $ 25-30m + growth

capex for capacity expansion & automation

Financial indicators for Radial North Am erica Acquisition rationale

Our growth

  • Integrated e-commerce logistics provides access

to a larger and m ore attractive profit pool

  • Radial as grow th engine and key profit

contributor Presence in the US and Europe

  • Strengthen US position building on presence

with Landm ark Global

  • Scale bpost’s e-commerce logistics capabilities in

the Benelux and Europe Strong growth of e-commerce

  • e-commerce is grow ing rapidly with US being

an attractive and advanced space (+ 16% p.a. growth of online retail over 2004-2022e)

  • Transatlantic e-commerce is grow ing at > 25%

p.a. with 20% of European parcels coming from the US Knowledge and experience

  • Know ledge and experience of the e-commerce

logistics chain increase exponentially with the acquisition of an experienced player

slide-36
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36

Radial North Am erica offers m ultiple services across the entire e-com m erce logistics value chain

bpost at a glance – P&L North America

~ 10% Technology Operations

Radial North Am erica assets Processing global payments, maximizing successful authorization and reconciling tax districts and global duties  9 9 .1 % approval rate vs. 97.1% industry average  2 .1 % m anual review rate vs. 25% industry average

Paym ent, Tax, and Fraud Prevention Om nichannel Technology 2

2 2 ,0 0 0 Stores with fulfilment 2 6 ,0 0 0 Dropship suppliers Optimizing efficiency of order management, ship-from- store and in-store pick up  Ability to handle com plex orders  < 1 0 w eeks to deploym ent vs. competition 1-2 years  Scalability of technology

W arehousing & Fulfilm ent

2 2 Fulfilment sites in North America Adapting warehouse management and parcels preparation to e-commerce with pragmatic automation  8 0 % + orders shipped day 0  ~ 1 0 0 % US coverage  Experience of scaling up to ~ 2 0 k peak capacity 3 ,4 0 0 + Seats across 5 sites

Custom er Care

Having a single view of customer’s history and profile combined with leading self-service tech  # 1 Em ail & Chat and # 2 Phone (StellaService ranks)  Advanced data analytics Description and key strengths

Transportation Managem ent

1 0 0 % asset light Managing a large network of carriers for a seamless customer experience  Rates 5 -1 5 % cheaper than in-sourcing for mid- sized players  Clients reached in 2 .4 days on avg

1 3 5 4

Pro form a rev. $m and % , 2017

  • 1 0 7

7 1 7

Fraud Zero softw are

1 ,0 1 4 Total ~ 70% 1 9 0 ~ 20%

slide-37
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37

bpost at a glance – P&L North America

Radial North Am erica m arket dynam ics and com petitive landscape

I ndependent e-com m erce logistics providers 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

1

Source: Forrester Data, Online Retail Forecast, 2017 86 120 74 164 194 309 Jagged Peak Trade Global Genco OHL 1,350 1,385 1,524 DHL e-commerce 1,014 I ngram Micro Digital River Speed commerce Newgistics Radial N. America 2015 2017 2015 2015 2017 2015 2015 2016 Revenue per e-com m erce logistics provider $m, 2016-17 Year of acquisition Ow ner

slide-38
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38

bpost at a glance – P&L North America

Radial diagnostic & action plan

Diagnostic

  • Radial has a strong value proposition in a growing industry and the required operations to deliver that

proposition.

  • Phase-out of webstore business, decided in 2014, will impact revenue and EBITDA in 2018 & 2019 as

expected for an amount of $ 23m and $ 5m respectively.

  • Commercial function requires an improvement to address a number of critical points:
  • Customer churn is higher than expected due to: insourcing, bankruptcies, poor fit with clients needs

and insufficient focus on customer satisfaction

  • Total Contract Value (“TCV”) of new contracts signed in:
  • 2017 was below target
  • 1Q18 also showed a slow start reflecting an insufficient pipeline
  • 2Q18 new business sales were stronger than 2Q17 but actual TCV still lags budget
  • Lead time in fulfillment and transport between customer decision to start or terminate business with

Radial and top line impact could be around ~ 9 to 18 months

slide-39
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39

bpost at a glance – P&L North America

Radial diagnostic & action plan

50 Supporting functions and IT + 8 0 -1 0 0 20-30 10-20 Grow & Retain 2 0 1 8 e 2 3 Productivity 2 0 2 2 Guidance 1 0 0 -1 2 0

Action plan w ill result in $ 8 0 -1 0 0 m potential EBI TDA im provem ent by 2 0 2 2

1 2 3

  • Fuel top-line grow th via new leads, increased conversion rate and
  • ptimized pricing
  • I ncrease satisfaction and retain clients by installing true client

philosophy (e.g. pursue renewals, improve client qualification, … )

  • Continue to im plem ent productivity im provem ent program s, e.g.

‒ Lean warehousing metrics ‒ Improved allocation of clients to distribution centers based on client specifics

  • I m plem ent identified im provem ent levers in support functions

(e.g. IT, medical costs, … )

slide-40
SLIDE 40

40

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 (€ 173m end 2017)

0.93 1.04 1.05 1.06 1.06 0.20 0.22 0.25 0.25 1 .3 1 2016

+ 1 6 %

2017 1 .3 1 2018 2019-22 2014 1 .1 3 2013 0.24 1 .2 9 2015 1 .2 6 Final gross DPS (€) Interim gross DPS (€) Dividend payment at least at the same level as 2017 Management to deliver earnings to be in a position to sustain dividends

9 1 % Pay-out ratio 8 5 % 9 0 % 8 5 % 9 0 % 8 5 -1 0 0 %

slide-41
SLIDE 41

41

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

€ 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-42
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42

bpost is to retain a robust 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

PPE & intangible assets Cash, cash equivalents & investment securities June 30, 2018 3 ,0 1 6 .8 Inventories Trade & other receivables Investments in associates Other assets 1 ,6 1 2 .4 Dec 31, 2017 5 0 .4 5 6 4 .4 4 9 1 .2 3 9 .1 7 2 8 .8 3 2 9 .2 1 ,6 2 0 .8 4 6 6 .0 3 9 .5 2 5 7 .4 4 0 .9 3 ,2 2 3 .3 Provisions 7 5 8 .2 7 6 6 .6 Interest-bearing loans & borrowings, bank overdrafts Employee benefits 7 7 7 .8 3 ,2 2 3 .3 June 30, 2018 3 ,0 1 6 .8 3 3 3 .1 Trade & other payables and derivative instruments 3 2 6 .9 3 0 .5 Dec 31, 2017 7 8 3 .3 1 ,3 1 5 .0 Total equity 1 ,1 0 3 .2 4 5 .4

€ m illion Rating and capital allocation

  • S&P assigned credit rating
  • f ‘A’ to bpost on June 20th,

2018 based on a stand- alone credit profile of ‘bbb’

  • bpost successfully issued a

€ 6 5 0 m 8 -year bond on July 4th, 2018 with a coupon

  • f 1.25%
  • bpost seeks to maintain

credit metrics compatible with a solid intrinsic investm ent grade

  • Dividends rem ain the

prim ary use of capital allocation as the plan assumes no further acquisitions

slide-43
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43

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 bers1 and CEO appointed by the Belgian State and 6 independent directors Belgian State supports a regular dividend policy

bpost provides SGEI s2 on behalf of the State

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. inflation3, 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

Since the Ordinary General Meeting of Shareholders of May 9, 2018 there are only 3 State appointed board members (incl. CEO). The Belgian State requested bpost to postpone the appointment of three directors to be nominated by the Belgian State to a later date.

2

SGEI stands for Services of General Economic I nterest

3

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 Retail Financial services Press

slide-44
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44

bpost’s m anagem ent team and organization

bpost at a glance

Mark Michiels CHRO Koen Van Gerven Group CEO Nico Cools CIO Dirk Tirez CLO Henri de Rom rée CFO Kurt Pierloot CEO Mail & Retail Pierre W inand CEO Parcels & Logistics North America Luc Cloet CEO Parcels & Logistics Europe & Asia

slide-45
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45

Sustainability is at the heart of our activities

bpost at a glance

Selected aw ards and recognition First Sustainable Loan in Belgium 3 -pillar CSR strategy linked to United Nations 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

€ 300m revolving credit facility with pricing mechanism linked to the sustainability score of bpost

  • Financing needs aligned with bpost’s sustainability

and CSR ambitions

  • bpost being recognized by its stakeholders as a

highly responsible company

  • IPC EMMS Scorecard 2017 (sector index): 9 5 .9 %

# 1 (Fifth Year)

  • EcoVadis (clients index): Gold rating
  • Ethibel Indexes: reconfirmed as a constituent of the

Ethibel Sustainability Index (ESI) Excellence Europe since 19/ 03/ 2018

  • Sustainalytics: score 7 8 % (TOP 2/ 117)
  • MSCI: Score A
  • ISS: Quality Score: 2 = Low Risk

IPC Environmental Ranking

1 st

slide-46
SLIDE 46

Current Trading 2 Q1 8

slide-47
SLIDE 47

47

2Q18 140.4 129.6 144.0 159.3

Domestic Mail One-offs 2Q18

+ 1 0 .8

EBI TDA 2 Q1 8 excl.

  • ne-off

EBITDA Radial

+ 2 .3

  • 2 7 .6

Reported EBI TDA 2 Q1 8 Corporate

  • 5 .4

Additional sources of revenues

+ 1 5 .6

Parcels Costs

  • 2 1 .7

+ 2 0 .7

EBI TDA 2 Q1 7 excl.

  • ne-off

+ 1 .7

Reported EBI TDA 2 Q1 7

  • 1 5 .3

Positive

  • ne-off

2Q17

EBI TDA im pacted by higher organic costs from grow th of dom estic parcels and international activities

Total operating income

€ m illion

Opex from acquisitions (excl. Radial)

€ -1 4 .4 m / -1 0 .0 %

  • Reversal of provision (€ + 14.9)
  • One-off SG&A (€ -4.1m) related

to support on specific projects and ATM attacks I AS19 non-cash gain related to termination of transport benefit Of which € -8.3m related to growth of domestic parcels

slide-48
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48

Radial’s perform ance in 2 Q1 8 above expectations

2Q18

  • 2Q18 revenues slightly above last year driven by:
  • Fulfilment & Transport revenues up 7.9% vs. 2Q17 partly offset by webstore phase-out; growth

mainly from existing customers

  • Growth from existing customers, new business (signed 2018) and clients that signed in 2017
  • utpaces loss from clients terminating with Radial
  • 2Q18 EBITDA better than budget due to higher volume from existing clients, better productivity and

tighter control on SG&A spend, but below LY as a result of:

  • Phase-out of (high margin) webstore business
  • Increase in charge backs resulting from increased fraud activity

Reported

€ m 2 Q1 8 Total operating income (revenues) 196.1 Operating expenses 193.8 Transport (33% ) 64.2 Payroll & interim (40% ) 77.7 Other SG&A (30% ) 57.9 Other costs (-3% ) (5.8) EBI TDA 2 .3 Margin (% ) 1.2%

slide-49
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49

2Q17 2Q18 2Q17 2Q18 % Δ Tot al operat ing income 699.6 928.4 699.6 928.4 32.7% Operat ing expenses 540.3 788.0 540.3 788.0 45.8% EBI TDA 159.3 140.4 159.3 140.4

  • 11.9%

Margin (% ) 22.8% 15.1% 22.8% 15.1% EBI T 136.0 100.3 136.0 102.6

  • 24.6%

Margin (% ) 19.4% 10.8% 19.4% 11.1% Profit before tax 140.1 98.7 140.1 101.0

  • 27.9%

I ncome t ax expense 40.4 33.2 40.4 33.7 Net profit 99.7 65.5 99.7 67.3

  • 32.6%

FCF 0.8 ( 78.6) 0.8 ( 78.6) bpost S.A./ N.V. net profit ( BGAAP) 76.5 82.6 76.5 82.6 8.1% Net Debt/ ( Net cash) , at 30 June ( 596.2) 275.6 ( 596.2) 275.6

Normalized1 Reported

Sum m ary of key financials 2 Q1 8

2Q18

€ m illion

1

Normalized figures are not audited

€ 2.3m linked to amortization on intangible assets (purchase price allocation “PPA” Ubiway, Dynagroup & de Buren) Tax impact of PPA

  • n amortization of

€ 0.6m

slide-50
SLIDE 50

50

Total operating incom e

2Q18

€ m illion

1

Defined as domestic and Belgian in- and outbound

2Q17 ∆ 2Q18 % ∆ Transact ional mail 201.6 5.0 206.6 2.5% Advert ising mail 62.6

  • 2.5

60.1

  • 4.0%

Press 72.1

  • 0.7

71.3

  • 1.0%

Domest ic parcels1 54.6 9.6 64.2 17.6% I nt ernat ional parcels 54.5 4.3 58.8 7.9% Logist ic solut ions 36.4 202.9 239.3

  • I nt ernat ional mail

40.1 21.5 61.5 53.6% Value added services 24.9 3.2 28.0 12.7% Banking and financial 47.8

  • 6.9

40.9

  • 14.4%

Dist ribut ion 24.2

  • 0.7

23.5

  • 3.1%

Ret ail & Ot her 71.3

  • 1.3

70.0

  • 1.9%

Corporat e 9.6

  • 5.4

4.2

  • 56.2%

699.6 228.8 928.4 32.7% Domestic mail Parcels Additional sources

  • f revenues

TOTAL

slide-51
SLIDE 51

51

Dom estic m ail underlying volum e trend at -4 .1 % driven by better transactional m ail volum es

2Q18

Total operating incom e, € m illion

  • Transactional Mail: support from easy comparable base at
  • 9.9% for 2Q17 and positive impact of specific mailings (e.g.

GDPR, MIFID II).

  • Advertising Mail: continued competitive advertising market,

campaigns around World Cup did not materialize, phasing effect towards 3Q18.

  • Press: in line with previous quarter and supported by easy

comparable at -5% for 2Q17 due to 2 working days.

1

Concerns mailings on digital security, client/ product info (e.g. MI FI D, GDPR), loyalty, branding, mobility and CSR

2

2Q18 had 1 working day less on stamps vs. 2Q17

Volume 2 Q1 8

  • 1 2 .9

3 3 8 .0 + 1 .7 Price/ mix 1 5 .1 2 Q1 7

  • 0 .5

Working day impact 3 3 6 .3

FY17 1Q18 2Q18 1H18 FY17 1Q18 2Q18 1H18 Transact ional mail

  • 8.3%
  • 7.0%
  • 3.5%
  • 5.3%
  • 8.1%
  • 6.7%
  • 3.2%
  • 5.0%

Advert ising mail 1.5%

  • 7.6%
  • 7.8%
  • 7.7%

1.5%

  • 7.6%
  • 7.8%
  • 7.7%

Press

  • 3.7%
  • 3.3%
  • 2.5%
  • 2.9%
  • 3.7%
  • 3.3%
  • 2.5%
  • 2.9%

Domestic Mail

  • 5.9% - 6.8%
  • 4.3%
  • 5.6% - 5.8%
  • 6.6%
  • 4.1% - 5.4%

Report ed Underlying 2

6 8 0 .4

  • 1 2 .5
  • 3 3 .7

6 9 2 .9 1 H1 8 2 2 .5 1 H1 7

  • 1 .2
slide-52
SLIDE 52

52

Organic parcels grow th supplem ents international acquisitions revenue contribution

2Q18

Total operating incom e, € m illion

1

Defined as domestic and Belgian in- and outbound

Domestic Parcels1 9 .6 Radial 1 9 6 .1 2 Q1 7 International Parcels Logistic Solutions 2 Q1 7 rebased + 2 0 .7 6 .8 3 4 1 .6 4 .3 3 6 2 .3 2 Q1 8 1 4 5 .5

  • Reported organic volum e grow th of + 2 5 .8 % driven by

strong e-commerce growth and the online C2C product

  • ffering.
  • Price/ m ix of -6 .2 % : price increase fully offset by product

& client mix effect.

  • Growth driven by higher revenues from US (despite

negative FX impact) and Europe.

  • Mainly consolidation of Leen Menken and Active Ants.
  • Consolidation of Radial as of 16 November 2017 (revenues

are reported under Logistic Solutions), revenues slightly up

  • vs. 2Q17.

1 H1 8 7 1 2 .4 1 1 .5 + 3 7 .8 3 8 9 .5 1 H1 7 2 8 5 .1 6 7 4 .6 5 .8 2 0 .5

slide-53
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53

Additional sources of revenues driven by acquisitions

2Q18 2 0 8 .2 2 Q1 7 + 1 5 .6 VAS

  • 0 .7

2 Q1 8 Retail & Other 2 1 .5

  • 6 .9

Distribution

  • 1 .3

3 .2 Banking & Financial 2 2 3 .9 International Mail

  • Driven by consolidation of Imex & M.A.I.L., Inc.1 as of

January 2018 and higher volumes from Asia (mainly registered).

  • Mainly decline of Alvadis due to legislative change on pre-

paid mobile phone cards (June 2017).

  • Lower revenues from bpost bank savings accounts due to

low interest rate environment; lower revenue from financial transactions managed on behalf of the State.

  • Higher sales Ubiway Retail offset by lower sales bpost

retail products.

  • Driven by management of cross-border fines on behalf of

the Belgian State.

1

M.A.I .L., I nc. 2Q18 contains March to June 2018.

Total operating incom e, € m illion

1 H1 7 4 1 9 .8 + 2 2 .5 4 .0 3 5 .3

  • 3 .3

1 H1 8 4 4 2 .3

  • 3 .8
  • 9 .8
slide-54
SLIDE 54

54

Organic cost increase under control and m ainly explained by grow th of dom estic parcels and international activities

2Q18

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

Domestic parcels cost increase 8 .3 One-off 4 .5 7 6 6 .3 Transport

  • 2 .3

2 2 1 .5

  • 1 .5

2 Q1 8 Consolidation effect (opex acquisitions) 1 Other costs 9 .8 Payroll & Interim SG&A 2 Q1 7 rebased 7 8 8 .0 5 4 0 .3 + 2 1 .7 7 .4 2 Q1 7

1

Opex of Radial, Bubble Post, Leen Menken, I mex, M.A.I .L., I nc., Active Ants (see appendix for more detail)

  • 2Q17 IAS19 non-cash gain related to termination of

transport benefit in payroll & interim (€ + 15.3m).

  • 2Q18 reversal of provision in other costs (€ -12.5m),
  • ther SG&A (€ -1.5m) and transport (€ -0.9m).
  • One-offs for a total amount of € + 4.1m related to

(1) support on specific projects in SG&A, which was anticipated, and (2) ATM attacks in other costs.

  • Contains additional FTEs for parcels volumes, NBX rent

allocated to parcels, additional fleet and related fuel & maintenance, increase in domestic transport cost.

  • Increase driven by evolution of the international activities

(mail & parcels).

  • Negative price effect (mainly indexation & CLA) and

absenteeism compensated by better productivity, favourable FTE mix, tax shift and favorable evolution of some payroll provisions.

  • Mainly increase in project related costs, insurance, rent &

rental (mainly NBX allocated to mail) and energy delivery costs resulting from higher fuel price.

  • Decrease mainly driven by lower materials costs.

1 ,5 6 4 .0 1 H1 8 + 4 0 .7

  • 1 2 .7

2 2 .2 2 .7 1 ,5 2 3 .3 1 H1 7 1 ,0 8 4 .8 4 3 4 .0 4 .5 1 6 .0 1 2 .5

slide-55
SLIDE 55

55

FCF1 m ainly im pacted by phasing in tax prepaym ents

2Q18

  • Total proceeds PPE 1H18 at € 5.3m, we confirm € 100m of combined proceeds for

2018 & 2019 as communicated on CMD of June 21st

  • Total capex 1H18 at € 39.5m, we confirm FY18 guidance of € 140m
  • Variance mainly explained by investment securities coming at maturity in 2Q17:

€ -1 2 .0 m

  • Payments related to borrowings and leasing liabilities: € -3 .4 m

1

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

€ million 2Q17 2Q18 Delta Cash flow from operating activities + 2.8

  • 61.6
  • 64.5

Cash flow from investing activities

  • 2.0
  • 17.0
  • 15.0

Operating free cash flow + 0.8

  • 78.6
  • 79.4

Financing activities

  • 49.4
  • 52.8
  • 3.4

Net cash m ovem ent

  • 48.6
  • 131.5
  • 82.9

Capex

  • 18.8
  • 25.1
  • 6.2
  • Phasing in tax prepayments: € -6 0 .0 m (1st prepayment in 2Q18 instead of 3Q17)
  • bpost bank dividend in 2Q17: € -5 .8 m
slide-56
SLIDE 56

Additional info

slide-57
SLIDE 57

57

1H18 269.7 22.5 37.8 321.0 336.3

Positive

  • ne-off

2Q17 Costs

  • 4 0 .7

Corporate Parcels Reported EBI TDA 1 H1 8 Additional sources of revenues

+ 3 .7 2 8 0 .6

Positive

  • ne-off

2Q18 EBI TDA 1 H1 8 excl.

  • ne-off
  • 4 8 .3

EBITDA Radial

+ 1 0 .8

  • 1 3 .8

Domestic Mail

  • 1 5 .3
  • 1 2 .5

Reported EBI TDA 1 H1 7 EBI TDA 1 H1 7 excl.

  • ne-off

EBI TDA im pacted by higher organic costs from grow th of dom estic parcels and international activities

Total operating income

€ m illion € -5 1 .3 m / -1 6 .0 %

Opex from acquisitions (excl. Radial) I AS19 non-cash gain related to termination of transport benefit

  • Reversal of provision (€ + 14.9)
  • One-off SG&A (€ -4.1m) related

to support on specific projects and ATM attacks Of which € -16.0m related to growth of domestic parcels

slide-58
SLIDE 58

58

1H17 1H18 1H17 1H18 % Δ Tot al operat ing income 1,421.1 1,844.6 1,421.1 1,844.6 29.8% Operat ing expenses 1,084.8 1,564.0 1,084.8 1,564.0 44.2% EBI TDA 336.3 280.6 336.3 280.6

  • 16.6%

Margin (% ) 23.7% 15.2% 23.7% 15.2% EBI T 290.2 205.1 290.2 209.4

  • 27.8%

Margin (% ) 20.4% 11.1% 20.4% 11.4% Profit before tax 290.4 196.8 290.4 201.1

  • 30.8%

I ncome t ax expense 94.7 68.8 94.7 69.8 Net profit 195.8 127.9 195.8 131.3

  • 32.9%

FCF 167.1 72.7 167.1 72.7 bpost S.A./ N.V. net profit ( BGAAP) 170.8 154.9 170.8 154.9

  • 9.3%

Net Debt/ ( Net cash) , at 30 June ( 596.2) 275.6 ( 596.2) 275.6

Reported Normalized1

Sum m ary of key financials 1 H1 8

1H18

€ m illion

1

Normalized figures are not audited

€ 4.3m linked to amortization on intangible assets (purchase price allocation “PPA” Ubiway, Dynagroup & de Buren) Tax impact of PPA

  • n amortization of

€ 1.1m

slide-59
SLIDE 59

59

Total operating incom e

1H18

€ m illion

1

Defined as domestic and Belgian in- and outbound

1H17 ∆ 1H18 % ∆ Transact ional mail 415.8

  • 3.0

412.8

  • 0.7%

Advert ising mail 130.0

  • 6.5

123.5

  • 5.0%

Press 147.1

  • 3.0

144.1

  • 2.1%

Domest ic parcels1 107.0 20.5 127.5 19.2% I nt ernat ional parcels 107.8 5.8 113.7 5.4% Logist ic solut ions 70.3 400.9 471.3

  • I nt ernat ional mail

82.2 35.3 117.5 43.0% Value added services 50.9 4.0 54.9 7.9% Banking and financial 94.4

  • 9.8

84.6

  • 10.3%

Dist ribut ion 50.4

  • 3.3

47.1

  • 6.5%

Ret ail & Ot her 142.0

  • 3.8

138.3

  • 2.7%

Corporat e 23.3

  • 13.8

9.5

  • 59.3%

1,421.1 423.5 1,844.6 29.8% Domestic mail Parcels Additional sources

  • f revenues

TOTAL

slide-60
SLIDE 60

60

Low er operating FCF1 m ainly due to low er operating results

1H18

  • Lower proceeds from sale of buildings: € -5 .4 m
  • Higher capex: € -7 .7 m
  • Investment securities in 2Q17: € -1 2 .0 m
  • Cash outflows related to acquisitions: € + 2 0 .9 m
  • Transactions with minorities: € -0 .3 m
  • Payments related to borrowings and leasing liabilities: € -6 .8 m

1

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

€ million 1H17 1H18 Delta Cash flow from operating activities + 258.4 + 168.3

  • 90.2

Cash flow from investing activities

  • 91.4
  • 95.6
  • 4.2

Operating free cash flow + 167.1 + 72.7

  • 94.4

Financing activities

  • 49.7
  • 56.8
  • 7.1

Net cash m ovem ent + 117.3 + 15.9

  • 101.4

Capex

  • 31.8
  • 39.5
  • 7.7
  • Phasing in tax prepayments: € -6 0 .0 m (1st prepayment in 2Q18 instead of 3Q17)
  • bpost bank dividend in 1H17: € -5 .8 m
  • Excluding these elements, lower operating results: € -3 0 .7 m
slide-61
SLIDE 61

61

Cash flow guidance as issued at CMD on 2 1 June 2 0 1 8 - Excess cash expected from 2 0 2 0

CF guidance

2 0 2 2

  • utlook
  • vs. 2 0 1 7

Com m ents 2 0 1 6 A 2 0 1 7 A 2 0 1 4 A 2 0 1 5 A Cash flow from

  • perating activities
  • f which change in

working capital In line with EBIT guidance 3 5 3 2 6 6 4 5 1 3 6 1 Cash flow from investing activities excluding acquisitions Increase of the investments mainly driven by parcels volume growth and Radial

  • 7 0
  • 8 5
  • 6 9
  • 3 2

Free cash flow (before financing) 1 9 4

  • 4 8 6

3 7 3 3 1 6 Acquisitions

  • 8 9
  • 6 6 7

2022 plan based on organic growth

  • 9
  • 1 4

Net cash m ovem ent

  • 7 6
  • 6 9

1 1 4 5 2 Financing activities Interest rate on gross debt, debt repayment subject to refinancing schedule

  • 1 0

6 7 9

  • 1 1
  • 1 0

Dividends

  • 2 6 0
  • 2 6 2
  • 2 4 8
  • 2 5 4

“at least 85% of BGAAP net income” Expected to generate excess liquidity as of 2 0 2 0

  • 41
  • 125

47 35 Working capital stabilizing as of 2020 after expected ~ $100m negative impact from Radial spread over 2018-19

slide-62
SLIDE 62

62

Managem ent contracts and press concessions w ill be ( re) negotiated in the tim ing of the plan

USO & SGEI

Scope

€270m 1 state compensation in 2017 Universal Service Obligation ( USO) State compensation possible in case

  • f USO being financial burden
  • Collect, sort, transport, &

distri-bute letter mail up to 2kg, parcels up to 10kg, and parcels up to 20kg from other EU member states

  • 1 access point per

m unicipality

  • Collect and deliver 5 x/ w eek
  • Full territory of Belgium
  • USO pricing constraints
  • Provide adequate

inform ation on USO products and services

  • Quality control obligation

(95% of prior mail/ parcels D+ 1, 97% D+ 2)

6 th Managem ent Contract

Services not typically associated w ith m ail

  • perators (SGEI), e.g.,
  • Retail netw ork
  • Cash at Counter
  • Election m ail (distribution)
  • Cash paym ent of pensions

at home

  • Also part of SGEI s
  • New spaper early delivery

6 x/ w eek

  • Periodical delivery

5 x/ w eek

  • Quality control obligation
  • f max 7 complaints per 10k

deliveries

  • ~ 3 ,0 0 0 FTEs

Tim ing

  • End of 2 0 2 3 , renew able by

consecutive term s of 5 years

  • Complementary management

contract being negotiated with State

  • End of 2 0 2 0
  • Notified and validated by

European Commission under State Aid rules

  • End of 2 0 2 0
  • Notified and validated by

European Commission under State Aid rules

Press concessions

1

Amount including inflation, volume variance and sharing of efficiency gains

slide-63
SLIDE 63

63

Pro form a 2 0 1 7 for bpost group including full year im pact of new acquisitions

Pro forma 2017 financials

1

Of which:

  • ~ € 1 ,1 0 0 m for bpost SA/ NV consisting of:

̶ Operational FTEs ~ 18,600 FTEs3 ̶ Other FTEs2 ~ 5,200 FTEs3

  • ~ € 5 0 0 m (pro-forma for acquisitions) for

subsidiaries consisting of ~ 10,800 FTEs3

1 1

I ncludes acquisitions (Radial, Leen Menken, I MEX and Mail I nc.)

2

I ncludes retail network and headquarter-related FTEs

3

Year average FTEs

slide-64
SLIDE 64

64

European mail market

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

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

as reported by major incumbent European postal operators, percent

53 54 119 133 154 164 171 193 197 207 248 DE DK EU SW IT NL BE FR CH AU UK

Addressed m ail volum e per capita 2 0 1 8

  • 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

  • 3.2
  • 3.5
  • 4.7
  • 9.4
  • 4.5
  • 5.1
  • 9.1
  • 2.0
  • 5.8
  • 3.8

UK BE DE AU CH EU

  • 13.1

DK NL IT FR SW

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-65
SLIDE 65

65

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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SLIDE 66