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PostNL N.V.

Investor Presentation • Dec 3, 2009

3878_iss_2009-12-03_f8fb02c3-a1cf-4457-8d97-a9dcfa3a1b25.pdf

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Group Programme overview 3 Dec 2009

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Peter Bakker3 December 2009

Introduction: Focus on Networks

4Phase 2Focus on Networks Group 20062007Phase 1 Transforming the Foundations Grow and Build ValueEconomic crisis2008200920102015ReviewVision 2015

Awards 2009

  • y Overall leader in the Dow Jones Sustainability Index
  • y Clinton Global Initiative Corporate Citizenship award
  • y 13th in Fortune's Global Ranking of Top Companies for Leaders
  • y Dutch award for best annual report Henri Sijthoff prize
  • y One of only 43 companies worldwide with a maximum score on corporate governance as measured by GovernanceMetrics International
  • y Institutional Investor award 2009 and IR Magazine Award 2009

Business environment forecast improving

Development of consensus forecasts GDP growth (%) Air freight development Europe domestic and cross border, TFTK*, (% y-o-y) Group

Express 2009 Express

Operational Financial

  • yStabilisation of volume decline
  • yExpanding road networks
  • yLaunch Direct Express

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y Two B747-400ERF between Europe and Asia

  • y Aggressive cost savings ahead of target
  • y Margins have improved sequentially

Total cost savings YTD Q3 3009: € 368 million

Express volume decline versus 2008

Volume development 2009 versus 2008

Core kilos, year-on-year change, in %

Express

Express volume decline versus 2007

Core kilos, year-on-year change, in %

Express

Mail 2009

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Operational Financial

  • y Addressed mail volume decline in line with expected trend
  • y Ecorys study basis for discussions collective labour agreement; union discussions currently taking place
  • yDutch Mail market liberalised

  • y Liberalisation Europe disappointing eg. large VAT exemption Deutsche Post; minimum wage attempt German government

  • y Overall revenues in line with last year

  • y Performance in decline but still good
  • y Higher pension costs in the Netherlands but coverage ratio restoring
  • yStrong Master plan savings
  • yGood growth in parcels

Mail NL volume decline

Mail

Group Cost savings 2009 show business agility

Business challenges and opportunities

Express EU: moving from speed to reliability

  • ►Growth = GDP growth x 2-3
  • ►Customers shifting from air to road
  • ► Blurring boundaries between integrators and standard operators, in parcels and in freight
  • ►Price pressure continues
  • ►Outsourcing across verticals

Express Emerging Platforms: first mover

  • ► Strong starting positions in China and South America
  • ► Grow and connect road networks in South East Asia and Middle East
  • ► Main challenges and opportunities:
  • ► balance short-term investments and longterm profitability
  • ►transform networks to day-certain

Mail NL: structural decline

  • ► Structural decline, through substitution and competition
  • ► Difficult and prolonged negotiations on adapting wage system
  • ►Uncertain regulatory environment
  • ►VSP successful alternative network

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EMN/Spring: environment no longer promising

  • ►Incumbents intensifying competitive response
  • ►Governments distorting competition

Vision 2015 - Summary

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5 Strategic focus areas Group

1. EU Parcels: Substantially reduce costs and grow standard parcels position in Europe

  • •Grow to day-definite parcel position in Europe
  • •Continue to focus on costs
  • •Capture growth of E-commerce

2.Freight: Further grow TNT's strong position in Freight

  • •Expand European day-definite freight offering
  • •Use network layout to benefit from shift air to road
  • •Gradually separate freight and parcel networks

3.Emerging Platforms: Grow no 1 positions

  • •Take advantage of persistent high growth
  • •Further develop first mover advantage

4.SDS: Grow into selected niche markets

  • •Develop focused multi-customer solutions
  • •Improving economics of existing delivery networks
  • •Build e-commerce proposition to capture opportunities
  • •Delivery solutions to various verticals

5.Mail: Sustain good cash flows

  • •Need for continued restructuring towards 3-day delivery scheme
  • •Explore growth options close to the core
  • •Partner / sale of EMN and prepare for European consolidation

Vision 2015 - Summary

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Cost leadership and customer focus key to success

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Vision 2015 – Day-definite delivery services

Day-sensitive delivery services

Warning about forward looking statements

30

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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