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PostNL N.V.

Investor Presentation • Dec 3, 2009

3878_iss_2009-12-03_f209c591-451f-4cea-9d6e-fc582dd879f6.pdf

Investor Presentation

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Harry Koorstra 3 December 2009

4SDS: target verticals for new solutions

SDS: Additional growth through a differentiation in market approach

SDS

  • Within these networks the principle of mass customisation is applied
  • y Some customers however increasingly demand
  • More customisation of the services or products offered
  • Broader service proposition
  • y In Special Delivery Solutions (SDS) a more integrated service offering that is focused on vertical markets can be developed
  • yCommon platforms used where appropriate

Special Delivery Solutions (SDS) SDS

yPrimary focus

  • Services around optimising the customer value or production chain e.g.: verticals (electronics, fashion, …); sales channels (e-commerce, …); …
    • Organisation of secondary (generic) feeder and/or autonomous growth engine through solution selling

SDS

Some of the major trends relevant to many of the verticals that are served by TNT

  • y Cost orientation / legislation
  • Increased scarcity of funding triggered
    • o By several trends: demography, scarcity of government funds, digitalisation
    • o Trends/facts of life within some verticals such as strong competition
  • Example verticals: HealthCare / Pharma, Printed media, Shop Logistics, Electronics
  • y Multi channel sales and marketing
  • Add / switch to digital sales channels
  • Examples verticals: Electronics, Books, Fashion, Music / Video
  • yCustomer experience

7

  • More attention to customer experience and retention
  • oFocus on service (customer contact, returns, repair)
  • oFocus on sustainability (remanufacturing, recycle)
  • Examples verticals: Electronics, Fashion, Household appliances

These new demands cannot always be delivered through the service offering of generic networks

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11Example 3 Automotive Emergency Production solution, linking a variety of internal and external service components Sales Proposition: Automotive Control Centers (ACC's): y Control inbound production flows y Single point of contact y Timely order status information y Europe, USA, SA, BR, IN y Immediate "service recovery" decisions ACC NetworkPlantsSuppliers TNT Depots & HubsTNT Networks Outsourced PartnersScorecards Billing & Admin Network design & Improvements Internal Solutions Used:y Transportation: network, time critical services, external providers y Customer Service: central helpdesk, single point of contact y Control: systems to support full visibility + billing SDS

EMN: realisation value opportunities

  • yThe need to have unaddressed mail networks as a bridgehead
  • y The need to offer some value added services to support the growth of addressed mail networks (e.g. mailrooms in Italy)
  • y The political/regulatory environment to build an addressed mail position in countries that will be liberalised after 2011/2013

EMN

Overview progress EMN

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  • y High level remarks
  • -Continue to grow in addressed 22 %
  • -Impact recession especially in unaddressed (less marketing spend) decline -14 %
  • Total growth 8 %
  • -EMN will be cash contributing in 2009 and 2010

* at exchange rate 2008 and excluding elimination internal revenues

** full year expectation excluding one offs

EMN

Revenue on / Ebit development behind plan

  • y Barriers in regulation and the competitive environment have caused delays in EBIT development
  • y Risk profile EMN has increased because of longer periods of startup losses
  • y Routes to address this issue
  • Speed up profitable growth
  • Share risks
  • y Options that are considered
  • Consolidation
  • Partnerships
  • Review of part of the portfolio in non-strategic areas
  • yUpdate February 2010

5Mail NL: sustainable cash flow yield

ySustain cash flow by cost leadership and continuation of Master plans

yBusiness development fund

Regulatory update Mail Netherlands

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TNT expects intense discussions with Dutch Postal Regulator

Update discussions with trade unions Mail NL

•

April 2009: Rejection

• Negotiation result TNT and trade union negotiators is rejected by trade union members

June 2009: TNT survey

TNT initiates a survey involving all Operations employees: outcome shows that 74% of employees prefer a reduction in income combined with guarantees regarding job losses above higher job losses

Q4 2009 - Q1 2010: Negotiation and outcome

  • • Trade union members have voted in favour of income above jobs
  • •Negotiations have started

23

•Outcome expected in Q1 2010

September 2009: Confirmation necessity

  • • Trade unions receive outcome of Postal market research commissioned by them
  • • Again the necessity of measures is confirmed and the alternatives given:
  • 1.Lower labour costs and no forced redundancies
  • 2.Same labour conditions and forced redundancies

Update competition Mail NL

Continuing impact of electronic media Mail NL

Mail NL

Development Mail NL - Quality consistently high

Update cost management Master plan savings & phasing

Cost savings

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€ 437 million annual cost savings since 2000

Planning of the remaining € 458 million cost savings

Mail NL

Transition Mail NL base business towards 2015

Mail NL: business model transformation

Mail NL

Redefining Mail as presented Dec 2008 Mail NL

Research Business case Implementation Mail NL Status development new growth and partnering Mail NL

Vision 2015 focus on Mail NetherlandsMail NL

Cash Revenue* CAGR (4) – (6)%

~16%

Warning about forward looking statements

36

Some statements in this presentation are "forward-looking statements". By their nature, forward-looking statements involve risk and uncertainty because they relate to events and depend on circumstances that will occur in the future. These forward-looking statements involve known and unknown risks, uncertainties and other factors that are outside of our control and impossible to predict and may cause actual results to differ materially from any future results expressed or implied. These forward-looking statements are based on current expectations, estimates, forecasts, analyses and projections about the industries in which we operate and management's beliefs and assumptions about future events. You are cautioned not to put undue reliance on these forward-looking statements, which only speak as of the date of this press release and are neither predictions nor guarantees of future events or circumstances. We do not undertake any obligation to release publicly any revisions to these forward-looking statements to reflect events or circumstances after the date of this press release or to reflect the occurrence of unanticipated events, except as may be required under applicable securities laws.

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