Investor presentation Fourth quarter 2018 March - April 2019 2 - - PowerPoint PPT Presentation

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Investor presentation Fourth quarter 2018 March - April 2019 2 - - PowerPoint PPT Presentation

Investor presentation Fourth quarter 2018 March - April 2019 2 Investor presentation fourth quarter 2018 Contents Financial Calendar Domestic Mail 46 Parcels 47 Highlights & guidance More on corporate.bpost.be/investors


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March - April 2019

Investor presentation

Fourth quarter 2018

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2

Investor presentation fourth quarter 2018

Financial Calendar

Highlights & guidance 4Q18 Highlights – 4 FY18 Highlights – 5 New Business Unit structure – 6 2018 restated in new BU structure – 7 Outlook 2019 – 8 bpost at a glance Investment rationale – 10 Dividend policy – 11 Overview – 12 Transformation – 13 Vision & strategy – 14 & 15 Management – 16 Sustainability – 17 Mail & Retail – 18-26 Parcels & Logistics Eur & Asia – 27-34 Parcels & Logistics N. America – 35-41 Current trading 4Q18 EBITDA bridge – 43 Key financials – 44 Revenues – 45 Domestic Mail – 46 Parcels – 47 Radial – 48 Additional sources of revenues – 49 Costs – 50 Cash flow – 51 Balance sheet – 52 Current trading FY18 EBITDA bridge – 54 Key financials – 55 Revenues – 56 Domestic Mail – 57 Parcels – 58 Additional sources of revenues – 59 Costs – 60 Cash flow – 61 Additional Info 2018 restated in new BU structure – 63-66 IFRS16 – 67-68 Relationship with State – 69 USO & SGEI – 70 European mail market – 71 Key contacts – 72

Contents

1

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

Disclaimer

This presentation is based on information published by bpost in its Fourth Quarter 2018 Interim Financial Report and in its 2018 Annual Report, both made available on March, 19th 2019 at 5.45pm CET and in its Capital Markets Day presentation of June, 21st 2018 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

02.05.2019

(17:45 CET) Quarterly results 1Q19

08.05.2019

Ordinary General Meeting of Shareholders

15.05.2019

Dividend payment date

07.08.2019

(17:45 CET) Quarterly results 2Q19

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Highlights 4Q/FY18 Guidance 2019

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4

Highlights of 4Q18

4Q18

Underlying Domestic Mail volume evolution

  • Impacted by continued e-substitution, rationalization and competitive advertising

market

Continued strong parcels growth despite strikes impact; Radial in line with expectations

  • Domestic: double-digit organic volume growth driven by strong e-commerce growth

but impacted by strikes; price/mix effect of -3.3% fully mix related

  • Logistic Solutions: mainly driven by Radial (€ +111.6m) in line with expectations.
  • 6.2%

+15.8%

  • € 1.4m

(organic opex decrease)

Total operating income up 18.5%

  • Driven by acquisitions, strong organic domestic and international parcels growth and

nearly stable domestic mail revenues

€ 1,131.6m

Back-end loaded EBITDA generation as planned

€ 206.4m + € 117.0m

Favorable organic cost evolution

  • Total opex increase of € +121.4m driven by opex from acquisitions (€ +133.7m incl.

Radial).

€ 1.31 gross

Proposed total dividend per share equal to last year as guided

€ 1.06 already paid in December 2018 and € 0.25 to be proposed at the Annual General Meeting in May 2019

Good peak management, both in Belgium as in the US

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5

Highlights FY18 – Results in line with expectations

FY18

Domestic Mail Parcels Dividend

€ million FY18:

  • 5.8% (underlying volume)

FY18: +23.3% (domestic volumes) Total gross dividend of € 1.31 per share proposed

  • Interim dividend already paid: € 1.06
  • Final dividend of € 0.25

Topic Results Last outlook for 2018 Low end of the € 560-600m range Up to -7% Double digit At least the same level as 2017 (i.e. € 1.31)

Group EBITDA

FY18: € 571.1m (-4.5%, - € 26.9m) Stable EBITDA contribution vs. 2017 (i.e. € 16.9m)

Radial EBITDA

FY18: € 25.7m (+ € 8.8m)

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6

New business unit structure - Reminder

New business unit structure

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New business unit structure – 2018 key financials

New business unit structure

in € million

1

Details per segment per quarter in appendix

2

Excluding exceptional items, Corporate segment is expected to be EBIT neutral. 2

Note: an Excel download of restated financials is available under the Q4 caption on the website: https://corporate.bpost.be/investors/results-reports-and-presentations/quarterly-results/2018

1

2018 restated PaLo PaLo M&R Eurasia

  • N. Am.

Corp Eliminations Group External operating income 1,951.7 757.0 1,104.8 36.8 3,850.2 Internal operating income 159.6 35.3 9.6 358.2 (562.7)

  • Total operating income

2,111.3 792.3 1,114.4 395.0 (562.7) 3,850.2 Operating expenses 1,727.6 735.5 1,068.5 309.8 (562.3) 3,279.1 EBITDA 383.6 56.8 45.9 85.2 (0.4) 571.1 Margin (%) 18.2% 7.2% 4.1% 21.6% 14.8% Depreciation & Amortization 50.5 18.1 35.0 43.3 146.8 EBIT 333.2 38.7 10.9 41.9 (0.4) 424.3 Margin (%) 15.8% 4.9% 1.0% 10.6% 11.0% Average # FTEs and interims 22,214 3,087 9,093 1,715 36,109

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Outlook FY19

Parcels & Logistics North America Group Dividend Mail & Retail

  • Low single digit % decline in Mail & Retail total operating income
  • Underlying Domestic Mail volume decline up to -7%
  • Average price increase of +4.4% in Domestic Mail
  • % EBIT margin between 11-13%

Parcels & Logistics Europe & Asia

  • High single digit % growth in Parcels & Logistics Europe & Asia total
  • perating income of which mid-teens for Parcels Belgium-Netherlands

(BeNe)

  • % EBIT margin between 6%-8%
  • Low single digit % decline in Parcels & Logistics North America total
  • perating income mainly explained by the FY impact of the 2018 client

churn and repricing at Radial. On track for 2022 guidance as presented at the CMD.

  • Break-even at EBIT level
  • Stable total operating income incl. proceeds from building sales
  • Normalized EBIT above € 300m1
  • Gross capex around € 150m
  • At least 85% of 2019 BGAAP net profit of bpost SA/NV

Outlook for 2019

1 Corporate EBIT is expected to be neutral

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bpost at a glance

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10

bpost offers a strong investment 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 in Europe and North America We continue to transform the mail and proximity business in the home market to sustain solid cashflows Multiple levers for transformation of the legacy business: natural attrition, alternative delivery model, stable and predictable regulation, network optimization,… Experienced management team with embedded financial discipline and a strong business transformation track record High growth in e-commerce logistics & parcels: aspired sizeable share 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

What? How?

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We create value for shareholders

bpost at a glance

Dividend Policy Annual dividend of at least 85% of BGAAP net profit (unconsolidated) Interim in December 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 2018)

0,93 1,04 1,05 1,06 1,06 1,06 0,20 0,22 0,25 0,25 2017 2013 2014 0.24 2016 2015 0.25* 2018 1.13 1.31 1.26 1.29 1.31 1.31 Final gross DPS (€) Interim gross DPS (€)

91% Pay-out ratio 85% 90% 85% 90% 100%

* Proposed final gross dividend per share to be approved by General Meeting of May 8, 2019

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A diversified mail operator with a footprint in e-commerce logistics

bpost at a glance

2018 figures (normalized)

1 51% Mail & Retail, 20% Parcels & Logistics Europe & Asia, 29% Parcels & Logistics North America and 1% Corporate revenue

€ 3,850.2m1

revenues

€ 571.1m

14.8% EBITDA

€ 424.3m

11.0% EBIT

€ 290.4m

net profit

36,109

average # FTE & interims

Mail & Retail

€ 1,952m 51% Transactional mail € 772m 20%

Parcels & Logistics North America

€ 1,105m 29%

Parcels & Logistics Europe & Asia

€ 757m 20% Advertising mail € 244m 6% Press € 350m 9% E-commerce logistics € 1,018m 26% International € 87m 2% Cross-border € 290m 8% Parcels BeNe € 339m 9%

Revenues % of total

E-commerce logistics € 128m 3% Proximity and convenience retail network € 480m 12% Value added services € 105m 3%

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13

Continuous improvement is in our DNA. We have a proven transformation track record

bpost at a glance

2004

  • Building of new

sorting centres

  • Transformation of

the network

2003

Start of continuous

  • ptimization of

delivery rounds

2009

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

2011-2020

Strategic ‘Vision 2020’ program in mail service

  • perations to further increase

efficiency

2003

New management & start of the transformation period

2006

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

2008

Danish Post sells its stake to CVC

2013

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

Transformation journey Key events

Normalized1 EBIT

1 Normalized figures are not audited

2007

Automated round sorting and mail sequencing

2017

Launch New Brussels X sorting facility

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14

Vision for the long-term

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 EBIT Progressive profit generation Sizeable share of revenues generated in parcels & logistics

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bpost will deliver on 3 strategic aspirations…

bpost at a glance

Mail services to citizens and State remain core and will continue to generate profit with a more adapted distribution model

1

Drive profitable growth in parcels in BeNe and further develop e- commerce logistics in Europe

2

CASH GENERATION & DIVIDENDS

3

Optimize Radial to deliver

  • n the investment thesis in

the promising North American e-commerce market

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… supported by an experienced management team with responsibilities down to the bottom-line

bpost at a glance

Mark Michiels CHRO Nico Cools CIO Dirk Tirez CLO Pierre Winand CEO Parcels & Logistics North America Luc Cloet CEO Parcels & Logistics Europe & Asia Henri de Romrée CEO Mail & Retail Baudouin de Hepcée CFO ad interim Koen Van Gerven Group CEO

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Sustainability is at the heart of our activities

bpost at a glance

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

we care about our employees and engage them

Proximity

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 2018 (sector index):

#1 (Sixth 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 79% (2/133)
  • MSCI: Score A
  • ISS: Quality Score: 2 = Low Risk

IPC Environmental Ranking

1st

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18

Mail & Retail at a glance

bpost at a glance – Mail & Retail 772 1.952 244 350 480 105

Transactional mail Advertising mail Press1 Proximity and convenience retail network2 Value added services3 Total Sub-segments ~7.7m letters handled daily Servicing 5.6m letter boxes 5 industrial sorting centers Key facts & figures Revenue 2018, €m ~2.3k points of presence in Belgium ~19.0k operational FTEs

1 Includes Ubiway press distribution revenue (AMP) 2 Includes Banking & Financial, Retail & Other MRS and Ubiway convenience distribution 3 Value Added Services (the part attributed to the previous MRS operating segment)

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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 70% in 2018 Share of mail volume decline compensated through price increase Successful extension / renewal Three contracts until end 2020; compensation contractually set Renegotiation/retendering of future 6th Management contract and press concessions Flexible, differentiated offering (prior vs. non-prior) Fixed D+1 based model (everywhere, everyday) Evolution of operating model (mail collect and distribution) Up to ~-9% by 2022

  • 5.8% in 2018

Speed of mail volume decline

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Domestic mail volume decline expected to progressively accelerate from -5.8% in 2018 up to ~9% in 2022

bpost at a glance – Mail & Retail

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

Key drivers

  • E-substitution

at large corporates and Belgian State

  • Intensifying

competition in advertising media

  • Shift to digital

for newspapers & magazines

  • Renewal of

press concessions

  • Service level

elasticity

  • 5.0%
  • 3.7%
  • 5.3%
  • 5.9%
  • 8.1%
  • 5.7%

2013 2014 2015 2016 2017 2018 1.5%

  • 9.1%
  • 7.2%
  • 3.0%
  • 3.0%
  • 4.9%
  • 3.8%
  • 3.0%
  • 2.8%
  • 2.8%
  • 2.8%
  • 3.7%

2019-22

Underlying change in domestic mail volume Transactional mail Advertising mail Press

Progressively up to -9% with the alternative

  • perating

model

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21

Regulatory aspects

bpost at a glance – Mail & Retail

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

packages up to 10kg

  • Collect and deliver 5x per week
  • 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

Designated provider of the Universal Service Obligation until end 20231 3 key contracts with the Belgian State until 20201 Postal law of 10 February 2018 provides stable & predictable mail pricing framework

  • 6th Management 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 mail & USO parcels falling within “small user basket” are subject to a price cap
  • Price cap2 = inflation - (volume evolution + cost reduction factor x efficiency gains sharing factor)
  • Volume and operational discounts allowed for other USO products (bulk)
  • Price increases done in practice on a yearly basis: +4.4% on average in 2019 on all domestic mail

items

1 Refer to slide 70 for more details 2 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 framework to increase prices in context of accelerating mail volume decline

bpost at a glance – Mail & Retail

Illustrative example 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 formula Inflation Volume decline Efficiency gains 102% Price cap1: 7.6% 106.4% 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 10, 2018

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Price increase and mix effects expected to compensate >50% of mail volume decline over 2018-22

bpost at a glance – Mail & Retail 57 60 67 68 71 42 27 20 21 13 2018-221 16 15 2013 14 17

Domestic mail volume Domestic mail price/mix

Volume and price/mix impact on revenue €m

72% 45% 18% 30% 31% >50% 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

domestic mail volume decline up to -9% by 2022

  • New price cap

mechanism 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 mail products

1 2018 was at 70%

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Management has developed an extended set of cost control options

bpost at a glance – Mail & Retail

Examples of cost control options FTE Unit cost Distribution Collect & Transport Industrial Mail Centers Operating model

  • Further optimize 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 evolves towards a differentiated offering to accommodate changing customer needs

bpost at a glance – Mail & Retail

Within D+3 Differentiated offering as of Jan 1st 2019 Operating model evolution D+1 Mail Newspapers

  • 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 will remain

available as a separate product (“Prior”) Parcels

  • D+1 offering

No change Available to consumers who need D+1 delivery Service level agreement (SLA) “within 3 days”

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

Acceptance for D+3-41 Optimizing drop density

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

Share of houses receiving mail on any given day, %

Individuals ~92% Professionals 94%1

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26

Operational FTE evolution1

Average FTEs and interims, ‘000

Labor cost will benefit from decrease of mail related FTEs and

  • ptimized employee mix

bpost at a glance – Mail & Retail

Operational FTE mix evolution1 Age pyramid1

Operational headcount per age, 31/12/18

1

bpost SA/NV scope, excluding retail network

2013 17 14 18 15-20% 15 16 Allocated to mail Allocated to parcels 19.8 19.0 18.5 18.6 18.6 19.0 80-85% 51% 47% 43% 39% 35% 25% 28% 32% 37% 41% 19% 19% 18% 18% 17% 16 Other 7% 7% Contractual 5% 17 2014 6% 15 7% 18 Auxiliary postman Civil servant 0-39 50+ 40-49 7,702 5,451 6,965 Pay-scale contractuals Non pay-scale contractuals Civil servants Natural attrition Average natural attrition is expected to range from 1,200 to 1,300 FTEs/year

  • ver 2019-22

Contractual ~95 Auxiliary postman ~74 Civil servant 100

Average cost per contract type1

Indexed

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Parcels & Logistics Europe and Asia at a glance

bpost at a glance – PaLo Eurasia

Sub-segments Key facts & figures Revenue Pro forma 2018, €m Parcels BeNe (last-mile)1 E-commerce logistics2 Cross-border (incl. int’l mail & parcels) Total Parcel hubs with dedicated parcel rounds in BE where enough density +417k parcels per peak day in BeNe 3 sorting location (New Brussels X, AX, CX) + Dyna hubs

  • Last-mile activities in Belgium

and the Netherlands

  • Total of ~62m parcels in 2018
  • Fulfilment & transport

activities in Europe (incl. Radial EU)

  • Majority of cross-border

volume is inbound mail and parcels for Europe and Asia

339 757 290 128

1

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

2

Includes a.o. Radial Europe, Dynafix, NL & PL fulfilment, Leen Menken, Bubble post and Active Ants

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Key value drivers for Parcels & Logistics Europe and Asia

bpost at a glance – PaLo Eurasia

Parcels BeNe (last-mile) Sub-segments 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 maintain international mail

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

  • Ability to organically capture market

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

  • BeNe-wide offering addressing

customer requirements Volume growth rate

  • f 20-30% with price/

mix effect up to -6%

  • ver 2016-2018

Double-digit volume growth rate Parcel hubs where enough density Parcel hubs where enough density

  • Optimized last-mile operations based
  • n parcels characteristics (e.g., size) and

in line with delivery requirements

  • Ability to capture profitable growth in

a competitive environment

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29

Four strategic initiatives for parcels BeNe

bpost at a glance – PaLo Eurasia

Convenience & Cost leadership Differentiate pricing policy Integrated BeNe offering Attract key foreign e-commerce players 4 strategic initiatives

  • Convenience

expressed through Net Promoter Score KPI

  • Dedicated parcel

hubs

  • Sorting capacity
  • Fulfilment

infrastructure

  • Transport
  • ptimization
  • Digital excellence
  • Tactical pricing

initiatives

  • Partnerships with e-commerce

players

  • E2E service offering (“gateway

to Europe”)

  • Dedicated, specialized sales force
  • Integrated commercial offers
  • Partnership with DHL Parcels
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30

We have an established position in the Belgian B2C/C2C parcels market

bpost at a glance – PaLo Eurasia

Unique selling proposition

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

  • Home delivery 7/7 & evening delivery, including high-end deliveries (2-man)
  • ~2,300 pick-up & drop-off points (incl. ~830 open access Kariboo! points)
  • 181 parcel lockers in Belgium
  • Click & Collect
  • Non-exclusive partnerships with DPDHL for B2C parcel delivery into Belgium

(from Germany/France & Benelux)

CAGR 2017-20, % ~15% ~5% B2C C2C 0-4% B2B B2C C2C B2B 2017 parcel market1 100% = € 1,285m

1

Source: Effigy

2017 bpost domestic parcels revenue € 224m

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31

New partnership with DHL Parcels NL will allow to cover the full BeNe region and to capture important cross-border flows

bpost at a glance – PaLo Eurasia

Competitive offering

  • Very competitive & dynamic region

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

  • Looking for a BeNe wide offering

with regards to last mile

  • Benchmarking prices on a BeNe

level Purchasing behavior

  • NL is the most important

import country to BE (~20% of import flows)

  • BE consumers mainly buy

from NL players such as Bol.com and Coolblue Launched in June 2018

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32

The parcels operating model will be continuously optimized

bpost at a glance – PaLo Eurasia

Increase sorting capacity Optimize distribution cost using drop density of mail rounds Build dedicated parcel infrastructure to match customer requirements

  • Increase sorting capacity to

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

  • Use technology (e.g. address

recognition)

  • Maximize letterbox-sized and

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

  • Cost advantage due to higher

drop density leading to lower unit costs

  • Nationwide network of Parcel

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

  • Parcel hubs where enough

density, with ramp up in line with parcels growth

  • Benefit for customer

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

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33

Additional parcels sorting capacity will be gradually built

bpost at a glance – PaLo Eurasia

2018 2022 Base Capacity, K Parcels / day Description Parcel sorting capability footprint1

  • Centralized sorting

capacity mainly in NBX. Additional capacity in AX & CX.

  • Additional parcel sorting

machines 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

  • Minimize

transportation costs

Ax Cx NBx

Gx Lx

+

Ax Cx NBx

1

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

~400 ~600 + DHL

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34

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

bpost at a glance – PaLo Eurasia Realtime technology 3 2 1 Fulfilment 4 Customer care Order Delivery

  • Phone,

email, social media & chat support

  • Advanced

analytics

  • Order

management

  • Payment

services, tax services and fraud prevention

  • Order

reception in warehouses in the proximity of clients

  • Preparation for

shipment

  • Hybrid transport

network for high- end and urgent delivery

  • Last mile delivery

Poland Germany UK The Netherlands Belgium

Cold chain facility Fulfilment sites Personalized logistics

~€ 128m 2018 revenue 9 fulfilment centers / facilities1 >800 employees 5 countries

1

Including Leen Menken and Active Ants, excluding bpost sorting centers

E-commerce logistics operations in Europe E-commerce logistics offering

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35

Parcels & Logistics North America at a glance

bpost at a glance – PaLo North America

Total E-commerce logistics1 Interna- tional Mail2 Growth engine for bpost, to be a leading e-commerce logistics player in US with ~$ 100m-$ 120m EBITDA potential Grow with cross- border commerce One of the last international mail providers to deliver profit through infrastructure

  • ptimization

US e-commerce logistics provider fulfilling 72m parcels p.a. with proven client base, IT infrastructure and capabilities along the E2E value chain Capabilities to support mid- sized e-tailers to expand cross-border and last mile distribution in Canada and Australia International mail solutions and catalogue fulfilment through US companies Sub-segments Objective Revenue 2018, €m

1.105 87 1,0181

1 Radial North America, Landmark Global, Apple Express and FDM 2 MSI, Imex, Mail Inc.

slide-36
SLIDE 36

36

bpost has a global footprint through Landmark Global and a nation-wide coverage in the US through Radial

bpost at a glance – PaLo North America

Strategic locations in

13

countries

slide-37
SLIDE 37

37

Acquisition of US-based

  • n 16 November 2017

bpost at a glance – PaLo North America

Key data

  • Sales 2018: € 888m

Normalized EBITDA 2018: € 25.7m (2.9% margin) 8,600 FTEs

  • 24 fulfillment centers globally (of which 2 in Europe

included in the business unit PaLo Eurasia)

  • 100% acquisition of the shares
  • Enterprise Value: $ 820m
  • Financed through a € 650m 8-year bond issue

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

  • Sales CAGR 2019-2022: +7 to 9% p.a.
  • 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 America Acquisition rationale

Our growth

  • Integrated e-commerce logistics provides access

to a larger and more attractive profit pool

  • Radial as growth engine and key profit

contributor Presence in the US and Europe

  • Strengthen US position building on presence

with Landmark Global

  • Scale bpost’s e-commerce logistics capabilities in

the Benelux and Europe Strong growth of e-commerce

  • e-commerce is growing rapidly with US being

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

  • Transatlantic e-commerce is growing at >25%

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

  • Knowledge and experience of the e-commerce

logistics chain increase exponentially with the acquisition of an experienced player

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SLIDE 38

38

Radial North America offers multiple services across the entire e-commerce logistics value chain

bpost at a glance – PaLo North America

10% Technology Operations

Radial North America assets Processing global payments, maximizing successful authorization and reconciling tax districts and global duties  99.1% approval rate vs. 97.1% industry average  2.1% manual review rate vs. 25% industry average

Payment, Tax, and Fraud Prevention Omnichannel Technology 2

22,000 Stores with fulfilment 26,000 Dropship suppliers Optimizing efficiency of order management, ship-from- store and in-store pick up  Ability to handle complex orders  < 10 weeks to deployment vs. competition 1-2 years  Scalability of technology

Warehousing & Fulfilment

22 Fulfilment sites in North America Adapting warehouse management and parcels preparation to e-commerce with pragmatic automation  80%+ orders shipped day 0  ~100% US coverage  Experience of scaling up to ~20k peak capacity 3,400+ Seats across 5 sites

Customer Care

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

Freight Management

100% asset light Managing a large network of carriers for a seamless customer experience  Rates 5-15% cheaper than in-sourcing for mid- sized players  Clients reached in 2.4 days on avg

1 3 5 4

Revenues share %

  • Fraud Zero

software

72% 18%

slide-39
SLIDE 39

39

Radial North America market dynamics and competitive landscape

bpost at a glance – PaLo North America

Independent e-commerce logistics providers Online revenue e-tailers, US Addressable e-commerce logistics sector

$ 20m $ 2,000m

$ 540bn1 expected US online retail revenue in 2018 Radial’s target audience ($ 20m – 2bn revenues)

  • Mid-market

segment ($ 20-200m

  • nline revenue)
  • Enterprise

segment ($ 200-600m)

  • Some selected

key accounts ($ 600m-$ 2bn) $ 27-37bn addressable e-commerce logistics Radial’s target audience e-commerce revenue $ 150-155bn ~$ 540bn total US

  • nline Retail

e-commerce

1

Source: Forrester Data, Online Retail Forecast, 2018

slide-40
SLIDE 40

40

Positive commercial development at Radial and evolution over FY18 in line with expectations

bpost at a glance – PaLo North America

Commercially heading in the right direction

  • We observe that the new customer-focused

approach launched early 2018 starts to bear fruits with progressive NPS improvement during the year. Customers gave a very positive peak feedback.

  • After the poor renewal performance of 2017 and

1Q18, positive contract renewal cycle for existing clients, as from 2Q18.

  • New contracts signed have a TCV of $ 217m, which

is above target and above the previous 2 years ($ 150m in 2016 and 2017).

FY18 results in line with expectations

  • Good peak management, with productivity gains

partly offset by higher costs related to maintaining a sufficient labor pool within a tight US labor market. Results impacted, as expected, by:

  • Churn (mostly in Fulfilment & Transport), with

revenue growth from new and existing customers (also impacted by some repricing) not compensating revenue loss from clients terminating with Radial.

  • Webstore business phase-out, impacting FY18

EBITDA by $ -21.2m.

slide-41
SLIDE 41

41

Radial action plan will result in $ 80-100m potential EBITDA improvement by 2022

bpost at a glance – PaLo North America 50 Grow & Retain 2018 10-20 Productivity Supporting functions and IT 20-30 2022e 100-120 +80-100 1 2 3

  • Fuel top-line growth via new leads, increased conversion rate and
  • ptimized pricing
  • Increase satisfaction and retain clients by installing true client

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

  • Continue to implement productivity improvement programs, e.g.

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

  • Implement identified improvement levers in support functions

(e.g. IT, medical costs, …)

slide-42
SLIDE 42

Current Trading 4Q18

slide-43
SLIDE 43

43

4Q18 EBITDA driven by parcels performance, acquisitions and nearly stable domestic mail

4Q18

€ million

151,4 143,5 169,4 206,4 21,7 24,4 37,0

Positive

  • ne-off

4Q17

  • 1.7

Reported EBITDA 4Q17

  • 7.9

Additional sources of revenues EBITDA 4Q17 excl.

  • ne-off

Domestic Mail Parcels

3.4

Corporate

  • 24.2

Costs

0.9

EBITDA Radial EBITDA 4Q18 excl.

  • ne-off

Reported EBITDA 4Q18

1.4

Positive

  • ne-off

4Q18

Total operating income

€ +25.9m / +18.0%

Opex from acquisitions (excl. Radial) Reversal on earn-

  • ut DynaGroup
  • € 18.2m earn-out reversals
  • € 7.9m gain on building

sales (OBX)

  • € 10.9m IAS19

Variance 4Q18 versus 6 weeks consolidated in 2017 Organic opex

slide-44
SLIDE 44

44

4Q17 4Q18 4Q17 4Q18 % Δ Total operating income 955.1 1,131.6 955.1 1,131.6 18.5% Operating expenses 803.7 925.2 803.7 925.2 15.1% EBITDA 151.4 206.4 151.4 206.4 36.3% Margin (%) 15.9% 18.2% 15.9% 18.2% EBIT 115.5 143.8 124.2 156.9 26.3% Margin (%) 12.1% 12.7% 13.0% 13.9% Profit before tax 106.9 140.5 115.7 153.6 32.8% Income tax expense 39.8 35.9 42.2 38.2 Net profit 67.1 104.6 73.5 115.4 57.1% FCF (576.6) 221.8 (591.6) 186.0 bpost S.A./N.V. net profit (BGAAP) 68.2 78.1 68.2 78.1 14.5% Net Debt/ (Net cash), at 31 December 292.4 344.8 292.4 344.8 Normalized

1

Reported

Summary of key financials 4Q18

4Q18

€ million

1

Normalized figures are not audited

Tax impact of PPA

  • n amortization of

€ 2.3m € 13.1m linked to amortization on intangible assets (purchase price allocation “PPA” Radial, Ubiway, Dynagroup, de Buren & Imex) Normalized FCF excludes the cash Radial receives on behalf of its customers for performing billing services.

slide-45
SLIDE 45

45

Total operating income

4Q18

€ million

1

Defined as domestic and Belgian in- and outbound

2

Including scope changes: Radial, Leen Menken, BubblePost, Active Ants

3

Including scope changes: Imex, M.A.I.L. Inc.

4

Including one-off 4Q18 operating income (earn-out reversals in Retail & Other and gain on sale OBX in Corporate)

4Q17 ∆ 4Q18 % ∆ Transactional mail 214.8 2.7 217.5 1.3% Advertising mail 67.3

  • 1.7

65.6

  • 2.5%

Press 77.7

  • 2.7

75.0

  • 3.5%

Domestic parcels1 64.8 7.9 72.6 12.1% International parcels 63.0 8.5 71.4 13.5% Logistic solutions2 240.2 117.0 357.2 48.7% International mail3 43.0 22.7 65.7 52.7% Value added services 25.4 3.2 28.7 12.7% Banking and financial 43.5

  • 2.2

41.3

  • 5.0%

Distribution 25.8 4.4 30.3 17.1% Retail & Other4 76.9 5.4 82.3 7.0% Corporate4 12.8 11.3 24.2 88.2% 955.1 176.5 1,131.6 18.5% Domestic mail Parcels Additional sources

  • f revenues

TOTAL

slide-46
SLIDE 46

46

Domestic mail underlying volume trend at -6.2% in line with guidance

4Q18

Total operating income, € million

1

Mail volumes related to elections and working day differences are neutralized in the underlying volume trend: 4Q18 had 2 working days more on franking machines vs. the same quarter of 2017.

14,6 Working day impact 1.8 Volume 4Q17 3.1 Elections

  • 21.2

Price/mix 4Q18 359.8 358.1

  • 1.7
  • Transactional Mail: continued e-substitution and

rationalization.

  • Advertising Mail: excluding elections, unfavorable media mix

evolution in Direct Mail and higher competition in unaddressed. Advertising volumes are impacted by shift towards transactional & press categories.

  • Press: newspapers trend (excl. distribution days effects) slightly

better than 4Q17; periodicals impacted by digitization and rationalization.

1Q18 2Q18 3Q18 4Q18 FY18 1Q18 2Q18 3Q18 4Q18 FY18 Transactional mail

  • 7.0% -3.5%
  • 5.3%
  • 5.3%
  • 5.3%
  • 6.7%
  • 3.2%
  • 6.1%
  • 6.6%
  • 5.7%

Advertising mail

  • 7.6% -7.8%
  • 3.4%
  • 3.5%
  • 5.7%
  • 7.6%
  • 7.8%
  • 6.9%
  • 6.3%
  • 7.2%

Press

  • 3.3% -2.5%
  • 7.1%
  • 2.9%
  • 3.8%
  • 3.3%
  • 2.5%
  • 7.1%
  • 2.9%
  • 3.8%

Domestic Mail

  • 6.8% -4.3% -5.1% -4.6% -5.2% -6.6% -4.1% -6.4% -6.2% -5.8%

Underlying (excl. elections)

1

Reported

  • Elections: local elections on October 14th, 2018 impacting

revenues positively for € 3.1m (+1.0% on overall domestic mail volume).

slide-47
SLIDE 47

47

Organic parcels growth supplements acquisitions revenue contribution

4Q18

Total operating income, € million

7,9 8,5 Logistic Solutions 4Q17 Domestic Parcels1 Radial International Parcels 5.4 4Q18 479.5 501.2 4Q17 rebased 111.6 367.9 +21.7

  • Reported organic volume growth of +15.8% driven by

strong e-commerce growth partly offset by strikes (estimated volume impact of 5.3%) and slower C2C sales.

  • Price/mix of -3.3%: price increase fully offset by product

& client mix effect.

  • Growth driven by US and Europe.
  • Mainly consolidation of Leen Menken and Active Ants2.
  • Increase driven by consolidation of full 3 months in 4Q18 vs.

6 weeks (as of 16 November 2017) last year. Radial revenues reported under Logistic Solutions.

1

Defined as domestic and Belgian in- and outbound

2

Active Ants is included in FY18 for 10 months as of 1 April 2018, with 4 months in 4Q18

slide-48
SLIDE 48

48

Radial: successful EoY peak despite labor cost pressure

4Q18

  • 4Q18 revenues below 4Q17 as anticipated:

– Revenue growth from new and existing customers not compensating revenue loss from clients terminating with Radial – Webstore phase-out and expected client churn in Fulfilment & Transport

  • 4Q18 EBITDA below 4Q17 as anticipated:

– Growth from existing clients, better productivity, lower medical claims and favorable evolution of fraud charge backs – Offset by phase-out of webstore business, impact of customer churn and increase in incentives to adequately staff for year-end peak

Reported € million 4Q18 Total operating income 313.5 Operating expenses 295.6 Transport 102.4 Payroll and interim 119.4 Other SG&A 59.4 Other costs 14.5 EBITDA 17.9 Margin (%) 5.7%

slide-49
SLIDE 49

49

Additional sources of revenues reflect acquisitions

4Q18 10,3 22,7 International mail 4Q17

  • 1.2

Scope One-off 4Q17 rebased 3.2 VAS

  • 2.2

Retail & Other 4Q18

  • 3.7

223.7 4.4 Distribution Banking & Financial 214.6 248.1 +24.4

  • Consolidation of Imex & M.A.I.L., Inc. as of January 2018,

higher registered volumes (from Asia) and client wins (UK).

  • Mainly Alvadis due to a reclassification from Retail &

Other to Distribution.

  • Lower commission revenues on bpost bank savings

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

  • Growth at Ubiway retail offset by lower sales bpost retail

products.

  • Mainly document management services and management
  • f cross-border fines.

Total operating income, € million

  • de Buren and Dyna earn-out reversals variance booked in

Retail & Other.

slide-50
SLIDE 50

50

Favorable organic costs evolution

4Q18

Operating expenses excl. depreciation and amortization, € million

11,8

  • 10.9

Payroll & Interim

  • 9.7

4Q17 rebased 133.7 4Q17 803.7 Other costs 926.5 925.2

  • 4.4

SG&A IAS 19 Transport 0.9 Consolidation effect (opex acquisitions)1 4Q18

  • 1.4

1

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

  • Group insurance 4Q18 (payroll & interim).
  • Increase driven by international activities (mail & parcels)

and domestic parcels growth (subcontractors), additional costs due to strikes.

  • Additional headcount (mainly parcels growth &

absenteeism), salary indexation and merit increases compensated by better productivity, favorable FTE mix, tax shift, unpaid hours due to strikes and favorable evolution of some payroll provisions.

  • Lower third party and advisory costs.
  • Higher materials cost partly compensated by favorable

evolution provisions.

slide-51
SLIDE 51

51

Positive evolution of FCF supported by working capital evolution and lower outflows related to M&A activities

4Q18

1

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

CF from operating activities:

  • CF from operating activities before changes in working capital: € 129.4m
  • Collected cash due to Radial’s clients: € 35.8m
  • Decrease in working capital: € 58.7m

CF from investing activities:

  • Proceeds from sale of buildings (€ 46.5m) almost fully compensating capex

(€ 48.5m) CF from financing activities, mainly:

  • Issuance of commercial paper (€ 145.0m) more than offset by interim dividend

pay-out (€ 212.0m)

Reported - € million 4Q17 4Q18 Delta Cash flow from operating activities +46.7 +223.9 +177.2 Cash flow from investing activities

  • 623.2
  • 2.1

+621.1 Operating free cash flow

  • 576.6

+221.8 +798.4 Financing activities +466.6

  • 79.1
  • 545.7

Net cash movement

  • 110.0

+142.7 +252.6 Capex

  • 54.4
  • 48.5

+5.9

slide-52
SLIDE 52

52

bpost is to retain a robust balance sheet

4Q18

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

€ million 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

€ 650m 8-year bond on July 4th, 2018 with a coupon

  • f 1.25%
  • bpost seeks to maintain

credit metrics compatible with a solid intrinsic investment grade

  • Dividends remain the

primary use of capital allocation as the plan assumes no further acquisitions 724,3 723,2 329,2 251,2 466,0 680,1 1,643.1 39.3 36.9 70.7 39.1 Dec 31, 2017 restated1 1,583.0 Dec 31, 2018 Cash, cash equivalents & investment securities Other assets PPE & intangible assets Investments in associates Trade & other receivables Inventories 3,241.0 3,345.1 777,8 702,3 326,9 308,4 755,3 Interest-bearing loans & borrowings 1,270.3 66.5 Dec 31, 2017 restated1 1,314.5 1,024.8 39.3 Dec 31, 2018 Provisions Trade & other payables and derivative instruments Employee benefits Total equity 3,241.0 3,345.1 Assets Equity and liabilities

slide-53
SLIDE 53

Current Trading FY18

slide-54
SLIDE 54

54

FY18 EBITDA impacted by growth activities and core business cost inflation

FY18

€ million

598,0 552,6 523,2 571,1 70,4 8,8 47,9

  • 7.5

Reported EBITDA FY18 Reported EBITDA FY17

79.8

Domestic Mail

  • 45.4

EBITDA FY17 excl.

  • ne-offs

Positive

  • ne-offs

FY17 Positive

  • ne-offs

FY18

  • 13.8

Parcels Additional sources of revenues Corporate EBITDA Radial EBITDA FY18 excl.

  • ne-off
  • 99.5
  • 67.5

Costs

Total operating income

€ -29.4m / -5.3%

  • € 14.9m provision reversal
  • € -4.1m specific projects and ATM attacks
  • € 18.2m earn-out reversals
  • € 7.9m gain on building sales (OBX)
  • € 10.9m IAS19
  • € 15.3m IAS19 non-cash gain related to

termination of transport benefit

  • € 7.9m reversal on earn-out DynaGroup
  • € 22.2m other provision reversals

related to taxes & claims Opex from acquisitions (excl. Radial) Variance FY18 versus 6 weeks consolidated in 2017 Organic opex

slide-55
SLIDE 55

55

FY17 FY18 FY17 FY18 % Δ Total operating income 3,023.8 3,850.2 3,023.8 3,850.2 27.3% Operating expenses 2,425.9 3,279.1 2,425.9 3,279.1 35.2% EBITDA 598.0 571.1 598.0 571.1

  • 4.5%

Margin (%) 19.8% 14.8% 19.8% 14.8% EBIT 492.9 393.4 501.6 424.3

  • 15.4%

Margin (%) 16.3% 10.2% 16.6% 11.0% Profit before tax 488.7 381.0 497.5 411.9

  • 17.2%

Income tax expense 165.8 117.4 168.2 121.4 Net profit 322.9 263.6 329.3 290.4

  • 11.8%

FCF (485.8) 241.2 (500.8) 231.5 bpost S.A./N.V. net profit (BGAAP) 291.0 262.3 291.0 262.3

  • 9.8%

Net Debt/ (Net cash), at 31 December 292.4 344.8 292.4 344.8 Reported Normalized

1

Summary of key financials FY18

FY18

€ million

1

Normalized figures are not audited

€ 30.9m linked to amortization on intangible assets (purchase price allocation “PPA” Radial, Ubiway, Dynagroup, de Buren & Imex) Tax impact of PPA

  • n amortization of

€ 4.1m Normalized FCF excludes the cash Radial receives on behalf of its customers for performing billing services.

slide-56
SLIDE 56

56

Total operating income

FY18

€ million

FY17 ∆ FY18 % ∆ Transactional mail 807.9 1.4 809.3 0.2% Advertising mail 252.9

  • 8.6

244.2

  • 3.4%

Press 292.6

  • 6.6

286.0

  • 2.2%

Domestic parcels1 224.2 38.1 262.3 17.0% International parcels 222.6 20.3 242.9 9.1% Logistic solutions2 349.2 707.0 1,056.2

  • International mail3

160.4 80.4 240.9 50.1% Value added services 101.5 9.1 110.7 9.0% Banking and financial 182.6

  • 15.5

167.1

  • 8.5%

Distribution 98.1 2.9 101.0 3.0% Retail & Other4 288.9 2.6 291.4 0.9% Corporate4 42.9

  • 4.6

38.3

  • 10.7%

3,023.8 826.4 3,850.2 27.3% Domestic mail Parcels Additional sources

  • f revenues

TOTAL

1

Defined as domestic and Belgian in- and outbound

2

Including scope changes: Radial, Leen Menken, BubblePost, Active Ants

3

Including scope changes: Imex, M.A.I.L. Inc.

4

Including one-off operating income (earn-out reversals in Retail & Other and provision reversal + gain on sale OBX in Corporate)

slide-57
SLIDE 57

57

Domestic mail underlying volume trend at -5.8% better than guidance of up to -7%

FY18

Total operating income (revenues), € million

1

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

49,6 1,339.5 FY17 5.2 2.0 Working day impact Elections

  • 70.7

Volume Price/mix FY18 1,353.4

  • 13.8
  • Transactional Mail: continued e-substitution and

rationalization but positive impact of specific mailings (e.g. GDPR, MIFID II) in 2Q18.

  • Advertising Mail: excluding elections, unfavorable media mix

evolution in Direct Mail and higher competition in Unaddressed. FY18 advertising volumes are impacted by shift towards transactional & press categories.

  • Press: newspapers trend (excl. distribution day effects) better

than in FY17; periodicals impacted by digitization and rationalization.

FY17 4Q18 FY18 FY17 4Q18 FY18 Transactional mail

  • 8.3%
  • 5.3%
  • 5.3%
  • 8.1%
  • 6.6%
  • 5.7%

Advertising mail 1.5%

  • 3.5%
  • 5.7%

1.5%

  • 6.3%
  • 7.2%

Press

  • 3.7%
  • 2.9%
  • 3.8%
  • 3.7%
  • 2.9%
  • 3.8%

Domestic Mail

  • 5.9% -4.6% -5.2% -5.8% -6.2% -5.8%

Reported Underlying 1

  • Price increase on non-regulated items as of 1 January

(12 months) and SUB as of 1 March (10 months) partly offset by shift towards cheaper products.

  • Elections: local elections on October 14th, impacting FY18

revenues positively by € 5.2m (+0.4% on overall domestic mail volume).

slide-58
SLIDE 58

58

Robust organic domestic and international parcels performance; Logistic Solutions driven by positive contribution from M&A

FY18

Total operating income (revenues), € million

38,1 International parcels 20.3 21.5 Radial 685.5 Logistic Solutions 1,481.6 FY17 rebased FY17 796.1 1,561.4 FY18 +79.8 Domestic Parcels1

  • Reported volume growth of +23.3% driven by

e-commerce growth and the online C2C product offering.

  • Price/mix of -5.1%: price increase fully offset by product

& client mix effect.

  • Growth driven by the US (despite negative FX impact) and

Europe, especially UK.

1

Defined as domestic and Belgian in- and outbound

2

Active Ants is included in FY18 for 10 months as of 1 April 2018, with 4 months in 4Q18

  • Mainly consolidation of Leen Menken and Active Ants2.
  • Increase driven by consolidation of full 12 months in FY18
  • vs. 6 weeks (as of 16 November 2017) last year. Radial

revenues reported under Logistic Solutions.

slide-59
SLIDE 59

59

Additional sources of revenues reflect acquisitions

FY18

Total operating income (revenues), € million

80,4 840.6 Scope FY18 Banking & Financial FY17

  • 1.2

911.0

  • 6.6

Retail & Other 9.1 International mail FY17 rebased One-off VAS

  • 15.5

2.9 10.3 Distribution 831.5 +70.4

  • Decline in Alvadis due to a legislative change on prepaid

mobile cards in June 2017 excluding revenue reclassification

  • Mainly driven by management of cross-border fines
  • Growth at Ubiway retail offset by lower sales bpost retail

products.

  • Consolidation of Imex & M.A.I.L., Inc. as of January 2018,

higher volumes from Asia (mainly registered) and inbound mail.

  • de Buren and Dyna earn-out reversals variance booked in

Retail & Other.

  • Lower revenues from bpost bank savings accounts due to

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

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SLIDE 60

60

Organic costs impacted by growth and cost inflation in core business

FY18

Operating expenses excl. depreciation and amortization, € million

39,8 27.8 SG&A

  • 8.8

Other costs 3,211.8 8.6 3,279.1 775.1 FY17 rebased Transport 10.8 FY17 One-off Consolidation effect (opex acquisitions)1 Payroll & Interim FY18 2,425.9 +67.4

1

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

  • 2Q17 and 4Q18 IAS19 non-cash gains (net € +4.4m).
  • 3Q17 and 2Q18 provision reversals (net € +2.3m).
  • 2Q18 € +4.1m related to support on specific projects and

ATM attacks.

  • Increase driven by international activities (mail & parcels)

and domestic parcels growth (subcontractors).

  • Additional headcount (mainly parcels growth &

absenteeism), salary indexation and merit increases only partly compensated by better productivity, favourable FTE mix, tax shift and unpaid hours due to strikes.

  • Higher rent & rental (NBX, additional fleet), insurance,

energy costs (higher fuel price, larger fleet) and maintenance and repairs.

  • Mainly lower materials costs and other operating charges.
slide-61
SLIDE 61

61

Positive variance in net cash movement thanks to improved FCF

FY18

1

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

CF from operating activities:

  • CF from operating activities before changes in working capital: € 348.2m
  • Collected cash due to Radial’s clients: € 9.7m
  • Decrease in working capital: € 4.1m

CF from investing activities:

  • Capex (€ 114.9m) and cash outflows related to acquisitions (€ 61.4m)
  • Partly compensated by proceeds from sale of buildings: € 55.6m

CF from financing activities, mainly:

  • Bond issuance (€ 650.0m) and net increase commercial papers & loans more than
  • ffset by the reimbursement of the bridge loan (€ -691.6m), dividend pay-out

(€ 262.0m) and costs related to borrowing Reported - € million FY17 FY18 Delta Cash flow from operating activities +266.1 +362.0 +95.8 Cash flow from investing activities

  • 751.9
  • 120.8

+631.1 Operating free cash flow

  • 485.8

+241.2 +727.0 Financing activities +416.8

  • 29.5
  • 446.4

Net cash movement

  • 68.9

+211.7 +280.6 Capex

  • 121.3
  • 114.9

+6.4

slide-62
SLIDE 62

Additional info

slide-63
SLIDE 63

63

New business unit structure – Mail & Retail

New business unit structure

in € million

expected 1Q18 2Q18 3Q18 4Q18 FY18 IFRS16 External operating income 497.2 492.0 456.5 506.0 1,951.7 Transactional 199.6 199.0 172.7 201.1 772.4 Advertising 63.4 60.1 55.1 65.6 244.2 Press 88.7 87.0 82.9 91.4 350.0 Proximity and convenience retail network 120.0 119.4 120.1 120.4 479.9 Value added services 25.5 26.6 25.7 27.4 105.2 Internal operating income 39.7 39.0 37.4 43.5 159.6 Total operating income 536.9 531.0 493.8 549.5 2,111.3 Operating expenses 422.6 425.2 431.7 448.2 1,727.6

  • 45.5

EBITDA 114.4 105.8 62.2 101.3 383.6 +45.5 Margin (%) 21.3% 19.9% 12.6% 18.4% 18.2% Depreciation & Amortization 8.5 12.2 10.0 19.8 50.5 +43.4 EBIT 105.8 93.6 52.2 81.5 333.2 +2.1 Margin (%) 19.7% 17.6% 10.6% 14.8% 15.8%

slide-64
SLIDE 64

64

New business unit structure – Parcels & Logistics Europe and Asia

New business unit structure

in € million

expected 1Q18 2Q18 3Q18 4Q18 FY18 IFRS16 External operating income 177.5 184.7 176.1 218.7 757.0 Parcels BeNe 76.0 79.5 78.1 105.1 338.7 E-commerce logistics 32.7 34.3 31.8 29.2 128.0 Cross-border 68.8 70.9 66.3 84.3 290.4 Internal operating income 4.8 6.1 10.7 13.7 35.3 Total operating income 182.3 190.8 186.8 232.3 792.3 Operating expenses 168.9 180.8 180.8 204.9 735.5

  • 9.9

EBITDA 13.4 9.9 6.0 27.4 56.8 +9.9 Margin (%) 7.4% 5.2% 3.2% 11.8% 7.2% Depreciation & Amortization 2.0 2.4 2.3 11.4 18.1 +9.7 EBIT 11.5 7.6 3.7 16.0 38.7 +0.2 Margin (%) 6.3% 4.0% 2.0% 6.9% 4.9%

slide-65
SLIDE 65

65

New business unit structure – Parcels & Logistics North America

New business unit structure

in € million

expected 1Q18 2Q18 3Q18 4Q18 FY18 IFRS16 External operating income 240.0 249.1 238.5 377.1 1,104.8 E-commerce logistics 220.6 226.2 217.1 354.1 1,017.9 International mail 19.4 23.0 21.4 23.1 86.8 Internal operating income 1.2 1.7 3.1 3.6 9.6 Total operating income 241.2 250.8 241.7 380.8 1,114.4 Operating expenses 231.8 241.4 239.1 356.1 1,068.5

  • 20.9

EBITDA 9.4 9.4 2.5 24.6 45.9 +20.9 Margin (%) 3.9% 3.7% 1.1% 6.5% 4.1% Depreciation & Amortization 9.1 8.2 8.3 9.3 35.0 +19.5 EBIT 0.3 1.1 (5.8) 15.3 10.9 +1.4 Margin (%) 0.1% 0.5%

  • 2.4%

4.0% 1.0%

slide-66
SLIDE 66

66

New business unit structure – Corporate

New business unit structure

in € million

expected 1Q18 2Q18 3Q18 4Q18 FY18 IFRS16 External operating income 1.8 2.5 2.7 29.8 36.8 Internal operating income 92.7 93.2 86.0 86.3 358.2 Total operating income 94.6 95.7 88.6 116.1 395.0 Operating expenses 88.5 78.1 80.6 62.6 309.8

  • 27.4

EBITDA 6.0 17.6 8.1 53.5 85.2 +27.4 Depreciation & Amortization 11.2 11.5 11.7 8.9 43.3 +27.5 EBIT (5.2) 6.1 (3.6) 44.6 41.9

  • 0.1
slide-67
SLIDE 67

67

IFRS 16: Main impacts 2019

IFRS16

IFRS 16 impact on 2019 Operating expenses ~-104

Decrease as rent & rental expenses to be recognized as depreciation and interest costs

EBITDA ~+104

Increase due to lower rent & rental costs

D&A ~+100

Increase due to new depreciation of right-of-use assets

EBIT ~+4

Marginal increase due to opex and depreciation impacts

Net financial costs ~+8

Increase due to interest expense from unwinding

  • f the discount of the lease liability

CF from operating activities ~+104

Leasing-related cash outflows transferred to CF from financing activities

CF from financing activities ~-104

Leasing-related cash outflows transferred from CF from operating activities

Assets & Liabilities ~418

in € million

slide-68
SLIDE 68

68

IFRS 16: Main impacts 2019 per business unit

IFRS16

M&R Parcels & Logistics Europe & Asia

Parcels & Logistics North America Corporate Group

Operating expenses ~-45

~-10 ~-21 ~-27

~-104 EBITDA ~+45

~+10 ~+21 ~+27

~+104 D&A ~+43

~+10 ~+20 ~+27

~+100 EBIT ~+2

~0 ~+1 ~0

~+4

in € million

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SLIDE 69

69

bpost’s long term relationship with the Belgian State

Belgian State

State as a long term shareholder

Belgian State has 51% shares bpost’s board is composed of 5 board members1 and CEO appointed by the Belgian State and 6 independent directors Belgian State supports a regular dividend policy

bpost provides SGEIs2 on behalf of the State

2016-2020 2 press distribution contracts (newspapers & periodicals) Sixth management contract for

  • ther SGEIs

Contractual amounts (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), € 257.6m in 2018 (actual amount: € 271.4m), € 252.6m in 2019 and € 245.6m in 2020

State as important customer

State is a key commercial client to bpost Several other agreements 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 Interest cfr. slide 21

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 Press Retail Financial services

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SLIDE 70

70

Management contracts and press concessions will be (re)negotiated in the timing of the plan

USO & SGEI

Scope

€271m2 state compensation in 2018 Universal Service Obligation (USO) State compensation possible in case

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

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

  • 1 access point per

municipality

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

information on USO products and services

  • Quality control obligation

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

6th Management Contract

Services not typically associated with mail

  • perators (SGEI), e.g.,
  • Retail network
  • Cash at Counter
  • Election mail (distribution)
  • Cash payment of pensions

at home

  • Also part of SGEIs
  • Newspaper early delivery

6x/week

  • Periodical delivery

5x/week

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

deliveries

  • ~3,000 FTEs

Timing

  • End of 2023, renewable by

consecutive terms of 5 years

  • Complementary management

contract granted by the State1

  • End of 2020
  • Notified and validated by

European Commission under State Aid rules

  • End of 2020
  • Notified and validated by

European Commission under State Aid rules

Press concessions

1

Approval process is not yet finalized

2

Amount including inflation, volume variance and sharing of efficiency gains

slide-71
SLIDE 71

71

A relatively resilient mail market vs. other European operators

European mail market

2008-18 CAGR for addressed mail volumes

as reported by major incumbent European postal operators, percent

AU UK DE CH NL DK IT EU FR BE SW

Addressed mail volume per capita 2018

  • perator level*

1 11 3 8 7 6 10 5 2 4

SOURCE: Company information; Annual reports; Investor presentations; IPC; 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

DK SW IT FR AU CH NL DE BE UK 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

225 200 197 184 164 146 144 125 106 50 46

  • 2,1%
  • 4,7%
  • 5,1%
  • 5,1%
  • 5,9%
  • 9,2%
  • 9,3%
  • 13,1%
  • 4,0%
  • 3,4%
  • 3,4%

(1) 2017 data (2) 2008-17 data (1) (1) (2) (2)

slide-72
SLIDE 72

72

A relatively resilient mail market vs. other European operators

European mail market

2008-18 CAGR for addressed mail volumes

as reported by major incumbent European postal operators, percent

AU UK DE CH NL DK IT SW FR BE EU

Addressed mail volume per capita 2018

  • perator level*

1 11 3 8 7 6 10 5 2 4

SOURCE: Company information; Annual reports; Investor presentations; IPC; 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

DK SW IT FR AU CH NL DE BE UK 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

225 200 197 184 171 164 148 125 106 54 53

  • 2,1%
  • 4,5%
  • 4,7%
  • 5,1%
  • 5,9%
  • 9,1%
  • 9,4%
  • 13,1%
  • 4,0%
  • 3,5%
  • 3,2%

(1) 2017 data (2) 2008-17 data (1) (1) (1) (1) (1) (2) (2) (2) (2) (2)

slide-73
SLIDE 73

73

Key contacts

Saskia Dheedene

Head of Investor Relations

  • Email: 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

Stéphanie Voisin

Manager Investor Relations

  • Email: stephanie.voisin@bpost.be
  • Direct: +32 (0) 2 276 21 97
  • Mobile: +32 (0) 478 48 58 71
  • Address: bpost, Centre Monnaie, 1000 Brussels, Belgium
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SLIDE 74