August - September 2017

Investor presentation

Second quarter 2017

2

Investor presentation second quarter 2017

DisclaimerThis presentation is based on information published by bpost in its Second Quarter 2017 Interim Financial Report, made available on August, 7th 2017 at 5.45pm CET oncorporate.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 offuture 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 thefuture 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 bysuch 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 thePresentation and the Company undertakes no obligation to update these forward-looking statements contained herein to reflect actual results, changes in assumptions or changes infactors affecting these statements. This material is not intended as and does not constitute an offer to sell any securities or a solicitation of any offer to purchase any securities.

Financial Calendarbpost at a glance

Highlights 2Q17 – 4Outlook 2017 – 5Overall guidance 2016-2020 – 6Overview – 7Products – 8Strategy – 9Domestic Mail: volume & revenue – 10Domestic Mail: regulation – 11Domestic Parcels – 12International Parcels – 13 & 14M&A strategy – 15DynaGroup – 16Ubiway – 17International parcels acquisitions – 18Additional sources of revenues – 19Transformation – 20Productivity – 21Vision 2020 – 22Hybrid network – 23Stakeholders – 24CSR strategy – 25Dividend policy – 26

More detail on 2Q17

EBITDA bridge – 32Key financials – 33Revenues – 34Domestic Mail – 35Parcels – 36Additional sources of revenues – 37Costs – 38Cash flow – 39

Contents

Additional Info

EBITDA bridge 1H17 – 41Key financials 1H17 – 42Revenues 1H17 – 43Cash flow 1H17 – 44European mail market – 45Key contacts – 46

Summary of key financials FY16 – 27Balance sheet – 28Relationship with State – 29Management – 30

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

More on corporate.bpost.be/investors

08.11.2017(17:45 CET)Quarterly results 3Q17

04.12.2017(17:45 CET)Interim dividend 2017 announcement

11.12.2017Payment date of the interim dividend

bpost at a glance

4

bpost at a glance

Highlights of 2Q17

Underlying Domestic Mail evolution• Transactional Mail impacted by tough comparables and e-substitution• Strong positive advertising mail volume trend

Organic cost evolution on track• Opex influenced by acquisitions (€ +107.5m)

• Increase in transport cost in line with international business evolution

Outstanding parcels performance • Domestic: highest ever double-digit volume growth driven by

e-commerce and C2C; price/mix effect of -6.6% fully mix related• International: positive contribution from acquisitions, increase in flows

from Asia and Europe

-6.7%

+25.5%

+ € 13.1m

+ € 107.8m

Revenues up 18.2%• Driven by acquisitions and excellent parcels growth € 699.6m

EBITDA perfectly in line with last year and guidance

BGAAP net profit of bpost SA/NV

2017 outlook maintained

€ 159.3m

€ 76.5m

5

bpost at a glance

Outlook for 2017 – maintained

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

Recurring EBITDA and dividend payment at the same level as 2016

RevenuesIncrease driven by:• Growth in domestic parcels: volume double

digit, around -4% price/mix effect• Continued growth in international parcels

supported by newly acquired businesses• Growing Ubiway Retail revenues• Partly offset by decrease in domestic mail1:

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

Operating expensesIncrease driven by:• Increase in transport cost (reflecting growth in

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

improvements and optimized FTE mix, and• Continued cost optimization

Capex• Recurring and Vision 2020 investments ~€ 90m• Business development investments: Ubiway < € 10m

6

bpost at a glance

M&A on top of overall 2020 EBITDA guidanceAccretive contribution supported by strong balance sheet. Any decision must be evaluated on 5 criteria (cfr. p. 15).

We confirm our long term ambition of at least € 620m1 EBITDA by 2020

Overall guidance 2016-2020 as issued at CMD on 15 November 2016

RevenueIncrease driven by:• Growth in domestic parcels: volume +75%

at least (vs. 2015), -2 to -3% price/mix effect• Growth in international parcels: revenue x2

at least (vs. 2015)• Decrease in domestic mail: volume up to

-6%

Operating expensesIncrease driven by:• Increase in transport cost (reflecting growth in

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

productivity increase p.a. at current scope and• Optimized FTE mix

Capex• Further Vision 2020 investments in 2017-18: ~€ 90m p.a. excluding Ubiway capex • Maintenance capex level in 2019-20: ~€ 60m p.a. excluding Ubiway capex

Maintenance of dividend policyAt least 85% pay-out of BGAAP net profit

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

7

Belgium’s leading postal operator

bpost at a glance

2016 figures (normalized)

Leading market position in the resilient Belgian mail market with a balanced regulatory framework

Focused mail and parcels businesswith a proven strategy for profitable growth

Scope for continued cost improvements

Strong financial performancesupporting a high level of cash flow generation and dividends

Proven performance track record

Built on strong foundations and with ambitious targets

€ 2.4bnrevenues

€ 586.9m24.2%EBITDA

€ 496.5m20.5%EBIT

€ 324.1mnet profit

8.6mletters handled every day

148,000parcels handled every day

662 675post franchisedoffices post points

5sorting centres

24,850average # FTE & interims

8

A modern and diversified mail operator

bpost at a glance

Domestic Mail€ 1,414m58%

Transactional mail

1 58% Domestic Mail, 16% Parcels, 25% Additional sources of revenues and 1% Corporate revenue2 Including a.o. SGEI compensation for the retail network, philately, retailer products and Ubiway since 1 December 2016 (1 month)

€ 873m 36%

Parcels€ 379m16%

Additional sources of revenues€ 600m25%

€ 2,425m1

normalized revenues 2016

Advertising mail € 248m 10%

Press € 293m 12%

Domestic € 182m 8%

International € 190m 8%

Special Logistics € 8m 0%

International mail € 162m 7%

Value added services € 103m 4%

Banking and finance € 192m 8%

Other2 € 143m 6%

One integrated domestic distribution network for mail and parcels

International playerhubs in London LHR and Brussels

strategically located facilities in US, Canada, Poland, China, HK, Singapore, the Netherlands, Australia and New Zealand

Revenues % of total

9

Focused strategy to create value and reward shareholders

bpost at a glance

We aremail

Wegrow

We arelean, agile & flexible

We are @core

10

We continue to focus on core mail businessVolume & revenue drivers

bpost at a glance

1 Source: bpost commissioned market research, 2016 (1,015 face to face interviews)2 Services of General Economic Interest

Transactional mail

Advertising mail

Press

• e-substitution mainly in administrative mail; however, 79% satisfaction level for the paper channel (vs. 54% on average for digital channels)1

• General cost cutting on all categories

• Mix effect: shift towards cheaper products or reduced weight of mail items

• Strongly linked to GDP growth (+1.2% in 2016, forecast 2017: +1.6%)

• Marketing mix is more balanced between different channels• Focus on 6 key segments with growth potential: retail & distribution (food +

non-food), automotive, FMCG (food), retail fashion, travel & leisure, SMEs

• Distribution of newspapers and periodicals are both part of the SGEIs2

• Revenues consist of:

• Compensation from the Belgian State: agreed in the newspapers and periodicals contracts (cfr. p. 29)

• Invoices sent directly to the editors

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

11

bpost at a glance

Designated provider of the Universal Service Obligation until end of 2018

Fully liberalized market since 2011 with clear licensing conditions

Mail pricing regulation

• Collection, sorting, transport and distribution of postal items up to 2kg and postal packages up to 10kg

• Collect and deliver 5x per week• Cover full territory of Belgium

• Apply uniform tariffs and an identical service across the territory

• Cover 80% of the territory of the 3 regions within 5 years• Deliver 2x per week within 2 years

• Uniform pricing over entire territory

• Employ contractual workers

• For single piece mail & USO parcels falling within “small user basket”: 5 criteria to comply with, i.e. (1) affordability measured through the price-cap formula (inflation + quality bonus1 + unused credit), (2) non-discrimination, (3) transparency, (4) uniformity and (5) cost orientation

• Volume and operational discounts allowed for other USO products (bulk)

• Price increases done in practice on a yearly basis (1 January): +1.5% on average in 2017

We continue to focus on core mail businessRegulatory aspects

1 Quality bonus = [Average quality – 90%]^2 / 1,000; unused credit = cumulated price increases allowed under cap but not applied for last 3 years.

12

We innovate/grow within core competenciesWe have an established position in domestic parcels

bpost at a glance

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)• >2,200 pick-up & drop-off points (incl. 1,000 open access Kariboo! points)• 150 parcel lockers in B, 51 de Buren lockers in NL (ambition for +500 lockers in Belgium)• Click & Collect• Non-exclusive partnership with DPDHL for B2C parcel delivery into Belgium

Ambition: We want to capture e-commerce growth and realize profitable volume growth of at least +75% by 2020 (vs. 2015)

CAGR 2016-20, %

0-3%

C2C

B2B

B2C

0-3%

~10-12%

B2C

C2C

B2B

Current parcel market100% = € 1,075m

13

bpost at a glance

We innovate/grow within core competenciesWe have a strong footprint in international parcels through Landmark Global

Asset-lightbusiness model

Strategic locations in

11countries

14

bpost at a glance

We innovate/grow within core competenciesWe enable global e-commerce through Landmark Global

Unique selling proposition Ambition

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

• North America and Australia: we will continue profitable growth

• Europe: we aim to become a stronger leader in parcels

• Asia: we want to gain a substantial footprint

Support mid-sized e-tailers to expand their business beyond their national borders

Provide additional services enabling customers to reach new markets at a reasonable cost without disruption

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

solutions

Offer services to more complex developing markets (e.g. Mexico and Brazil)

Enablers to realize our strategy

Further leverage our state of the art technology system Mercury

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

acquisitions

Acquisitions and partnerships are key

15

We innovate/grow within core competenciesWe also support growth through selective and targeted M&A

bpost at a glance

Rationale

Respond to and anticipate market trends• Fast growing e-commerce

• Growing demand for convenience and proximity

• Leverage combination of mail and digital solutions

Leverage our strong balance sheet

Create an even stronger operator in a globalizing market

M&A strategy

Small bolt-on acquisitions to be the strategic partner of choice for our customers

Diversify in growing and profitable markets linked to our core competencies

Leverage and monetize our know-how in successful transformation of a postal company

Cross-border postal consolidation to create a stronger domestic and international operator

Illustrations

1 Not realized

1

1

Close to our core businessImprove our proximity and convenience product offering

Strict investment criteriaMaintain sustainable dividend policyMaintain financial solidity

16

bpost at a glance

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

Rationale: support growth strategy of parcels

• We want to broaden the value chain in e-commerce

• We will further build out our hybrid network 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 market leader on the 2XL market segment.

We innovate/grow within core competenciesAcquisition of

E-commerce 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

Repair of e.g. smartphones, coffee machines, etc.

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

• EPS & DPS accretive• Double digit sales growth for coming years• By 2020: sales x2, low double-digit EBITDA

margin• Total capex planned € 2-3m/year

Financial ambitions

(6 January 2017)

17

bpost at a glance

Retail (220 shops)

Con

ven

ien

ce &

P

roxi

mit

y R

etai

l

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

Convenience distribution

Pre

ssLo

gis

tics

Newspaper Magazines International press

Press distribution to 5,345 POS

Non

-P

ress

Log

isti

cs Parcels & Logistic Services(1,000 pick-up drop-off points)

Sales 2015: € 338m1

Normalized EBITDA 2015: € 14m (4.1% margin)

Rationale for bpost

Diversify into the growing proximity & convenience distribution• Grow in line with convenience & proximity retail

market (4-6% annually 2015-20)• Footprint expansion (30 to 45 new stores in the

next 3 to 5 years) and remodeling• Accelerate product diversification in order to

enhance profitability

Further enable domestic parcels growth strategy• Improve delivery options and increase coverage

(network of > 2,200 points across Belgium)

• Fully cash financed (purchase price: € 81.4m)• Fully accretive as of 2017• Preliminary synergy estimate of € 4-5m annually

after full integration• Total capex planned < € 10m/year

Transaction details

We innovate/grow within core competenciesAcquisition of (30 November 2016)

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

18

bpost at a glance

SPE (Poland)

Rationale for bpost

Support our international e-commerce cross-border parcels strategy• Offer complete service range to international e-commerce customers (including fulfillment)

• Further build out the US market through a complete service offering

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

FDM (Australia)

We innovate/grow within core competenciesBolt-on acquisitions in international parcels

• Logistics, distribution and fulfillment across Europe for US e-tailers

• 100% acquisition in Nov. 2015, full consolidation as of Dec. 2015

• Third Party Logistics (3PL), warehousing, transport & distribution for US e-tailers

• 100% acquisition in March 2016, full consolidation as of April 2016

Apple Express (Canada & US)

• Last mile delivery, transportation and fulfillment for clients in Canada & US

• 100% acquisition in June 2016, full consolidation as of July 2016

Purchase price:

Sales 2015:

EBITDA 2015:

Key figures

€ 14.4m + earn-outs

c. € 24.0m

c. € 2.4m

Purchase price:

Sales 08/’15-07/’16:

EBITDA:

Key figures

€ 12.5m + earn-outs

c. € 26.1m

c. € 2.1m

Purchase price:

Sales 2014:

EBITDA 2014:

Key figures

€ 3.5m + earn-outs

US$ 3.4m

NA

19

We innovate/grow within core competencies bpost has other sources of revenues besides mail and parcels

bpost at a glance

Mail originating from foreign countries and delivered to other countries

International mailWhat?

Asset-light business model and fully variable costsDedicated sorting centre and hub in BrusselsActive in the US, Europe and Asia

Business model

Customer specific solutions which leverage our key assets: last mile, retail network and financial backbone

Value added servicesCollect and handling services for mailServices at the front door (gaz, water, electricity)Solutions tailored to specific needs

Associate 50/50 with BNP Paribas Fortis (bpost is sole retail agent)Agent of bpost bank~50% of revenue (commissions)

Payment services, cash at the counter, public finance solutionsDirect offering~50% of revenue

Banking & finance

decoderswap

20

Continuous improvement is in our DNA. We have a 10-year proven transformation track record…

bpost at a glance

2004• Building of new

sorting centres• Transformation of

the network

2003Start of continuous optimization of delivery rounds

2009Implemen-tation of new distribution structure with reduced number of buildings

2011-2020Strategic ‘Vision 2020’ program in mail service operations to further increase efficiency

2003New management

& start of the transformation

period

2006CVC and Danish Post enter into the capital

for 50%-1 share (split 50/50),

government holds 50%+1 share

2008Danish Post

sells its stake to CVC

2013IPO in June at € 14.5/share

CVC sells 30% in IPO and remaining 20% in December

Tran

sfor

mat

ion

jou

rney

Key

eve

nts

Normalized1

EBIT

1 Normalized figures are not audited

2007Automated roundsorting and mail sequencing

21

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

bpost at a glance

Historic FTE evolutionAverage FTEs, ‘000

-3.7% p.a.

bpost has a systematic, well-rounded approach to identify and capture cost improvements across the entire organization

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

24

39

bpost has plans for further productivity gains supported by natural attrition and Vision 2020

38% of bpost’semployees are above 50

years old*

Age pyramidHeadcount per age, 31.12.2016

40-49

7,487

0-39

8,3119,565

50+

Civil servants

Non pay-scale contractualsPay-scale contractuals

2014 2015

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

2016

22

Vision 2020 will drive substantial productivity improvements in the field

bpost at a glance

2017 2H17 2H182018 2019 2020 2021

Centralize & Automate Preparation

New BXParcels Sorting

DistributionNetwork

Install additional MSMs in 5 sorting centres (target 30 vs. 23 installed to date)

Centralize Mail Bag Preparation

Complete building

Install PSM & migrate parcel sorting

Reorganize distribution offices around 60 Mail Centres(~240 currently)

Transition to new distribution model

23

bpost at a glance

High performance hybrid networkWe will play an architect role defining which network is best suited to handle each type of parcel

We will capitalize on high density and synergy of our integrated networkWe will start using an ecosystem of networks in complementary ways

Parcify

bringr

CityDepot/Bubble Post

External partners

Euro-Sprinters

• Sunday delivery• Evening delivery (6-9pm)• Urgent items• Volume peaks• 2-man delivery,…

• Highly specific• Urgent items• No packaging or label

• Urgent items• Non-standard format• Technical intervention

• City centers• Mobility• Green

• B/C2Me

Specific

Our integrated mail distribution and retail networks

Home delivery• Large volume• weekdays• Saturday• standard formatStandard

PUDO• > 2,200 points• 150 parcel lockers• open networks

DynaGroup• High-end deliveries

(same day, time slot, 2XL)

24

75

88

85

91

We want to keep stakeholders on board…

bpost at a glance

Distribution qualityPercentage letters1 in D+1

+6

2003 2016

Customer satisfaction2

Percent

+13

2003 2016

Environment

1ston the IPC

Environmental Ranking

Carbon disclosure project: B (C is average score)

Committed employer

Commitment & well-being

20162015

-15%

Recognize experience

Frequency rate work accidents

243 people graduated

1 D+1 delivery of domestic single piece items up to 2 kg, stamped at “Prior tariff”2 “Satisfied customers” (score of 5 or above on a scale from 1 to 7 on the question: “Overall, how satisfied are you about bpost?”) based on bpost commissioned

survey by Ipsos-Synovate

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

CO2 reduction objective: -45% by 2020 (vs. 2007)

25

We will achieve sustainable growth through our 3-pillar CSR strategy linked to

bpost at a glance

Peoplewe care

about our employees and engage

them

Proximitywe are close to the society

Planetwe 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

26

We create value for shareholders

bpost at a glance

Dividend Policy

Annual dividend of minimum 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 (€ 144m end 2016)

0.93 1.04 1.05 1.06

0.200.22 0.25

2013

1.13

+2%

20162014

+12% +2%

1.31

2015

1.290.24

1.26

Final gross DPS (€) Interim gross DPS (€)

27

Summary of key financials FY16

bpost at a glance

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

€ million

1 Normalized figures are not audited

FY15 FY16 FY15 FY16 % ΔTotal operating income (revenues) 2,433.7 2,425.2 2,407.6 2,425.2 0.7%Operating expenses 1,878.5 1,838.4 1,824.0 1,838.4 0.8%EBITDA 555.2 586.9 583.6 586.9 0.6%Margin (%) 22.8% 24.2% 24.2% 24.2%EBIT 466.1 496.5 494.4 496.5 0.4%Margin (%) 19.2% 20.5% 20.5% 20.5%Profit before tax 470.6 489.5 499.0 489.5 -1.9%Income tax expense 161.4 143.2 170.9 165.4 Net profit 309.3 346.2 328.1 324.1 -1.2%FCF 315.9 193.9 315.9 193.9 -bpost S.A./N.V. net profit (BGAAP) 287.7 308.7 303.6 286.5 -5.6%Net Debt/ (Net cash), at 31 December (549.5) (492.7) (549.5) (492.7) -10.3%

Reported Normalized1

Alpha social plan provision of

€ 54.5m

Gain from sale of sizeable building

€ 26.1m

Positive tax impact of

Deltamedialiquidation € 22.2m

28

Supported by a strong balance sheet

bpost at a glance

Assets

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

Equity and liabilities

786.0

373.7

36.7

550.9

2,290.3

58.4

484.6

Dec 31, 2016

40.3

369.7

658.5

Investments inassociates

2,335.0

Other assets

879.2

53.7

Jun 30, 2017

Trade & otherreceivables

Cash, cashequivalents

& investmentsecurities

Inventories

333.7

PPE & intangibleassets

2,290.3

Trade & otherpayables

2,335.0

881.8

Jun 30, 2017

337.5

998.1

Interest-bearingloans & borrowings,

bank overdrafts

Employee benefits

55.3 62.3

Total equity

Provisions

Dec 31, 2016

1,037.5

356.7

58.758.0

779.3

€ million

Long term benefits• Pension savings days• Quota days• Part-time work

Other longterm benefits(disabilityannuities)

Deferred tax asset

• Mostly unfunded (no investment risk)

• Volatility mainly through the discount rate

• No pension liabilities1

Employee benefit liabilities

Termination(early retirement)Post

retirement(family

allowance,transport, bank, …)

162.8

82.14.1

107.7

48.4308.3

29

bpost’s long term relationship with the Belgian State

bpost at a glance

State as a long term shareholderBelgian State has 51% sharesbpost’s board is composed of 5 board members and CEO appointed by the Belgian State and 6 independent directors

Belgian State supports a regular dividend policy

bpost provides SGEIs1 on behalf of the Statebpost provides a range of public services.

2015Fifth Management Contract (covering 2013-15)

Compensation of ~ € 288m in 2015 based on Net Avoided Cost

2016-20202 press distribution contracts (newspapers & periodicals)

Sixth management contract for other SGEIs

Contractual amounts (excl. inflation2, volume impact & sharing of efficiency gains) of € 261.0m in 2016 (actual amount: € 264.9m), € 260.8m in 2017, € 257.6m in 2018, € 252.6m in 2019 and € 245.6m in 2020

State as important customerState 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 SGEI stands for Services of General Economic Interest2 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

30

bpost’s management team and organization

bpost at a glance

Kurt PierlootDirector International & Parcels

Mark MichielsCHRO

Koen Van GervenCEO

Marc HuybrechtsDirector Mail & Retail Solutions

Philippe DuboisDirector Mail Services Operations

Koen BeeckmansCFO

Current Trading2Q17

32

2Q17

159.3159.4

70.6

55.1

CostsParcelsDomestic Mail

1.9

-20.0

Additional sources of revenues

CorporateEBITDA 2Q16

-107.8

EBITDA 2Q17

EBITDA in line with guidance driven by outstanding parcels performance, acquisitions and strict organic cost control

Total operating income (revenues)

€ -0.1m / -0.1%

€ million

33

2Q17

Summary of key financials 2Q17€ million

2Q16 2Q17 % ΔTotal operating income (revenues) 591.9 699.6 18.2%Operating expenses 432.5 540.3 24.9%EBITDA 159.4 159.3 -0.1%Margin (%) 26.9% 22.8%EBIT 136.8 136.0 -0.5%Margin (%) 23.1% 19.4%Profit before tax 130.2 140.1 7.6%Income tax expense 42.3 40.4 Net profit 87.9 99.7 13.5%FCF (14.6) 0.8 -bpost S.A./N.V. net profit (BGAAP) 81.4 76.5 -6.0%Net Debt/ (Net cash), at 30 June (729.9) (596.2) -18.3%

34

2Q17

Total operating income (revenues)€ million

1 Defined as domestic and Belgian in- and outbound

2Q16 comparable

∆ 2Q17 % ∆

Transactional mail 223.9 -22.3 201.6 -9.9%Advertising mail 60.8 1.8 62.6 2.9%Press 71.6 0.5 72.1 0.7%

Domestic parcels1 46.1 8.5 54.6 18.4%International parcels 41.5 13.1 54.5 31.5%Logistic solutions 2.8 33.6 36.4 -

International mail 39.7 0.4 40.1 1.0%Value added services 27.0 -2.1 24.9 -7.9%Banking and financial 47.8 0.0 47.8 0.0%Distribution - 24.2 24.2 -Retail & Other 23.2 48.1 71.3 207.1%

Corporate 7.6 1.9 9.6 25.6%

591.9 107.6 699.6 18.2%

Domestic mail

Parcels

Additional sourcesof revenues

TOTAL

35

2Q17

Domestic mail underlying volume trend at -6.7% due to tough comparables and e-substitutionTotal operating income (revenues), € million

Volume -21.1

-2.5Working dayimpact

2Q

16

-20.0

336.3

Price/Mix 3.6

2Q

17

356.3

1 2Q17 had 2 working days less than 2Q16 for stamps and franking machines.

FY16 1Q17 2Q17 1H17 FY16 1Q17 2Q17 1H17Transactional mail -5.9% -6.0% -11.0% -8.4% -5.9% -7.0% -9.9% -8.4%Advertising mail -3.0% 2.7% 4.5% 3.3% -3.0% 2.3% 4.5% 3.3%Press -2.8% -3.1% -5.0% -4.0% -2.8% -3.1% -5.0% -4.0%Domestic Mail -5.0% -3.9% -7.4% -5.6% -5.0% -4.7% -6.7% -5.7%

Reported Underlying 1

• Despite a tough comparable base at -3.8% for 2Q16, 1H17 came out at -5.7% perfectly in line with guidance.

• Transactional Mail: shift towards cheaper products and increased e-substitution.

• Advertising Mail: strong performance with positive volume trend driven by focus segments and indirect channels.

• Press: Slightly lower volume trend mainly due to phasing.

• Impacted by regulatory decision on small user basket pricing.

718.0

1H

16

7.2

-25.1

-32.4

692.9

0.1

1H

17

36

2Q17

Outstanding parcels performance, growth in Logistic Solutions driven by DynaGroupTotal operating income (revenues), € million

DomesticParcels1

33.6

InternationalParcels

2Q

16

com

par

able

+55.1

2Q

17

LogisticSolutions2

8.5

13.1

90.4

145.5

1 Defined as domestic and Belgian in- and outbound2 New category, previously called Special Logistics

• Reported volume growth of +25.5% driven by e-commerce, new customers and the online C2C product offering.

• Price/mix of -6.6%: price increase fully offset by product & client mix effect.

• Growth driven by positive contribution from acquisitions and increase in flows from Asia and Europe.

• Consolidation of DynaGroup as of 1 January 2017.

+106.3

285.1

64.9

1H

17

24.5

17.0

1H

16

com

par

able

178.8

37

2Q17

1H

16

com

par

able

274.7

3.3

419.8

-1.6

95.0

50.4

+145.1

-2.0

1H

17

Additional sources of revenues driven by Ubiway acquisitionTotal operating income (revenues), € million

208.2

48.1Retail &Other1

Distribution1

Banking &Financial

0.4

VAS

2Q

16

com

par

able

137.7

-2.1

0.0

24.2

2Q

17

+70.6

InternationalMail

1 New category

• Positive trend in Europe business mail.

• Consists of Ubiway press distribution as well as convenience distribution through Alvadis (pre-paid services) and Burnonville (impulse products).

• Lower revenues from financial transactions managed on behalf of the Belgian State compensated by more revenues from bpost bank and ATM.

• Consists of Ubiway proximity and convenience retail as well as other revenues.

• Mainly explained by lower revenues from customized solutions (decoder swap) and Data.

38

2Q17

Organic cost evolution on track. Opex influenced by acquisitions (€ +107.5m). Increase in transport cost in line with positive international business evolution.Operating expenses excl. depreciation and amortization, € million

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

107.5

22.5

OtherSG&A

Othercosts 4.4

432.8

17.2

-7.9

2Q

17

+0.3

2Q

16

540.3

52.2

Transport 8.5

432.5

15.6

-4.7Payroll &Interim

• Excluding acquisitions, increase driven by growth in the international business.

• Excluding acquisitions, delta explained by the evolution of provisions last year.

• Average reported FTE & interim increase of 1,499 leading to € +21.5m additional costs and explained by the integration of new subsidiaries.

• Favourable FTE mix of € -3.3m driven by the recruitment of auxiliary postmen, less interims and more students.

• Price effect and others of € -0.5m mainly salary indexation, CLA, merit increases and some phasing elements compensated by tax shift and employee benefits.

• Excluding acquisitions, decrease of third party remuneration (last year strategic projects) and insurance costs, partly offset by an increase in rent and rental costs and energy costs (linked to increased fuel price).

-7.7

33.3

866.8

1H

16

861.2

32.5

1,084.8

+5.6

13.9

107.16.6

1H

17

218.0

45.1

-7.2

39

2Q17

Increase in operating FCF1 driven by lower cash outflows for investment activities

Mainly due to:• Proceeds from sale of buildings: € -2.5m• Lower capex: € +0.4m• Price adjustment Ubiway acquisition: € +3.1m• Cash outflow Apple Express and CityDepot in 2016: resp. € +11.4m and € +0.2m• Investment securities: € +12.0m

• Increased final dividend in 2017: € -2.0m

2Q16 2Q17 Delta

Cash flow from operating activities +12.2 +2.8 -9.4Cash flow from investing activities -26.8 -2.0 +24.8Operating free cash flow -14.6 +0.8 +15.4Financing activities -47.4 -49.4 -2.0Net cash movement -62.0 -48.6 +13.4

-19.3 -18.9 +0.4Capex

€ million

Primarily working capital evolution: € -7.7m, mainly explained by the increased recoverable VAT in 2016

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

Additional info

41

1H17

+145.1

+106.3

CostsAdditional sources of revenues

+335.3

-1.7

Parcels EBITDA 1H17

-223.6

+336.3

Domestic Mail

-25.1

EBITDA 1H16

Corporate

Domestic mail volume decline compensated by excellent parcels performance, acquisitions and organic cost savings

Total operating income (revenues)

€ +1.0m / +0.3%

€ million

42

1H17

Summary of key financials 1H17€ million

1H16 1H17 % ΔTotal operating income (revenues) 1,196.5 1,421.1 18.8%Operating expenses 861.2 1,084.8 26.0%EBITDA 335.3 336.3 0.3%Margin (%) 28.0% 23.7%EBIT 290.7 290.2 -0.2%Margin (%) 24.3% 20.4%Profit before tax 279.5 290.4 3.9%Income tax expense 95.7 94.7 Net profit 183.7 195.8 6.5%FCF 231.3 167.1 -27.8%bpost S.A./N.V. net profit (BGAAP) 171.4 170.8 -0.3%Net Debt/ (Net cash), at 30 June (729.9) (596.2) -18.3%

43

1H17

Total operating income (revenues)€ million

1 Defined as domestic and Belgian in- and outbound2 While the purchase price allocation for the Ubiway acquisition has not been finalized yet, this exercise has led to some alignments of the accounting policies of

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

1H16 comparable ∆ 1H17 % ∆

Transactional mail 447.7 -31.9 415.8 -7.1%Advertising mail 125.9 4.0 130.0 3.2%Press 144.4 2.7 147.1 1.9%

Domestic parcels1 90.0 17.0 107.0 18.8%International parcels 83.3 24.5 107.8 29.4%Logistic solutions 5.5 64.9 70.3 -

International mail 78.8 3.3 82.2 4.2%Value added services 52.5 -1.6 50.9 -3.1%Banking and financial 96.3 -2.0 94.4 -2.0%Distribution² - 50.4 50.4 -Retail & Other 47.0 95.0 142.0 202.0%

Corporate 25.0 -1.7 23.3 -6.8%

1,196.5 224.6 1,421.1 18.8%

Additional sources of revenues

TOTAL

Domestic mail

Parcels

44

1H17

Decrease in operating FCF1 mainly driven by acquisitions and phasing in working capital evolution

Mainly due to:• Alpha pay-outs: € +16.1m• Working capital evolution : € -50.6m, mainly explained by a negative phasing in

suppliers, the increased recoverable VAT in 2016 and Social Security payment terms

Mainly due to:• Proceeds from sale of buildings: € -3.7m• M&A activities: € -37.6m• Investment securities: € +12.0m

• Payment of a dividend to minority interest in 2016: € +2.0m compensated by higher final dividend in 2017: € -2.0m

1H16 1H17 Delta

Cash flow from operating activities +293.3 +258.4 -34.9Cash flow from investing activities -62.0 -91.4 -29.4Operating free cash flow +231.3 +167.1 -64.3

Financing activities -49.5 -49.7 -0.2Net cash movement +181.8 +117.3 -64.5

-31.7 -31.8 -0.1Capex

€ million

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

45

A relatively resilient mail market vs. other European operators

European mail market

2008-16 CAGR for addressed mail volumesas reported by major incumbent European postal operators, percent

38

65

132

138

162

175

183

203

205

208

259

IT

EU

DK

FR

NL

SW

AU

DE

BE

UK

CH

Addressed mail volume per capita 2016 operator level*

1

11

3

8

6

7

5

10

2

4

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

Note: definition of addressed mail may differ by operator1 Includes addressed mail2 Includes addressed mail3 Includes addressed mail4 Includes addressed mail

5 Includes mail communication and dialogue marketing6 Includes addressed mail7 Includes addressed mail (publishers services excl.)8 Includes addressed mail excluding press9 Includes all domestic mail

-2.2

-3.1

-3.3

-4.2

-4.6

-4.9

-9.0

-9.4

-5.7

-3.6

IT

DK

NL

EU

FR

-12.5

SW

UK

BE

CH

AU

DE

3

9

4

5

6

7

11

10

1

2

10 Includes inland addressed mail11 Includes letter mail and addressed direct mail / media post

* Excludes domestic competitors

46

Key contacts

Baudouin de Hepcée

Director External Communication, Investor Relations & Public Affairs

• Email: 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 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