bpost, the bringers of tomorrow

Transcription

1 bpost, the bringers of tomorrow

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3 bpost, the bringers of tomorrow P 5 With more than 25,000 employees, bpost is a key player in Belgian society P 13 A modern, healthy and efficient company P 25 An innovative, high-tech company P 29 Motivated employees who are focused on customers P 9 Much more than just letters bpost delivers letters and parcels, and markets innovative products and solutions P 17 A proven strategy for profitable and sustainable growth A strong commitment to corporate social responsibility P 33

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5 bpost, the bringers of tomorrow bpost, a key player in Belgian society The Belgian postal service was founded in Today, it is firmly established within Belgian society. By nature of its activities, bpost enables citizens, companies and organisations to communicate. 5

6 Enabling communication bpost brings people together and helps to promote dialogue in society. An economic actor bpost is an autonomous state enterprise in which the Belgian state has a majority shareholding. In June 2013, half of bpost s shares were offered for sale to private and institutional investors on Euronext Brussels. bpost is a key contributor to the Belgian economy. It is one of Belgium s largest employers, with more than 25,000 employees, offering quality jobs throughout the country, including jobs for people with few or no qualifications. It actively contributes to the Belgian state budget in the form of local, regional and federal taxes, social security contributions and the payment of dividends. 2,433.7 millions turnover ,185.8 millions payroll costs millions income tax expense millions net profit % of purchases are made from suppliers based in Belgium 6

7 bpost, the bringers of tomorrow On the doorstep bpost is Belgium s leading postal operator and the universal service provider, which means collecting and delivering letters and parcels throughout Belgium five days per week. Every day more than 10,000 postmen and women make their rounds across the country, delivering some 9.1 million letters and 126,000 parcels to 4.7 million households, as well as collecting mail from more than 13,000 red postboxes. bpost also provides public services (Services of General Economic Interest) on the basis of a Management Contract concluded with the Belgian state. They include a.o. maintaining an extensive network of post offices and postpoints, early delivery of newspapers (before 7.30 am during the week and 10 am on Saturdays), payment at home of pensions and other social allowances, acceptance of cash deposits or payments in cash into current accounts at post office counters, and attractive postal rates for non-profit associations. bpost receives compensation from the Belgian state to cover the costs of providing these public services, as set down in the Management Contract. Every day, bpost delivers 9.1 million letters 126,000 parcels and makes payments at home, every month, of several tens of thousands of pensions and social allowances 7

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9 bpost, the bringers of tomorrow Much more than just letters Postmen and women are increasingly the bringers of tomorrow, who do not stop at the mailbox but go right up to the customer s front door. 9

10 A company that takes the lead, offering innovative solutions Distribution of letters addressed and unaddressed direct mail parcels and express mail newspapers and magazines A range of solutions for document management, home pick-up, mail franking and more that combine electronic communication, letters, parcels and payments such as vehicle licence plate orders and deliveries Financial and insurance services bpost bank and other financial products (bpaid, money transfer) International activities Presence on the European, Asian and North American markets under the Landmark Global, a bpost company label Multiple sales channels 10

11 bpost, the bringers of tomorrow 145 parcel lockers 664 post offices (at least one in every Belgian municipality) 1eShop 678 postpoints proximity 1 Contact Center ( ) 450 cash dispensers 11

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13 bpost, the bringers of tomorrow A modern, healthy and efficient company Over recent years bpost has demonstrated its ability to adapt to an environment in constant evolution. 13

14 A successful change track record In 2003, faced with major operational and financial issues, bpost embarked on a modernisation programme to improve efficiency, significantly reduce costs, generate alternative sources of income, and improve the quality of mail delivery and services provided through the points of sale network. Today, bpost is a modern, high-performance, customeroriented and financially secure company that answers the challenges of tomorrow on completely liberalised markets. Those many years of intense work culminated in an IPO in June 2013, which confirmed bpost s status as a healthy company focused on the future Start of the continuous optimisation of delivery rounds Building of four new sorting centres Transformation of the points of sale network Introduction of automated round sorting and mail sequencing Implementation of a new distribution structure with a reduced number of buildings New strategic programme Vision 2020 to further increase efficiency 14

15 bpost, the bringers of tomorrow EBIT EARNINGS BEFORE INTEREST & TAXES -69 million 466 million delivery quality [mail delivered on time] 85% 91% customer satisfaction of customers served within five minutes at post offices 75% 88% 58% 85%

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17 bpost, the bringers of tomorrow A proven strategy for profitable and sustainable growth bpost is now a modern, high-performing and financially secure company. It is one of the leaders of the European postal operators. 17

18 A strategy centred on 4 drivers 2 1 Defending the core activities Developing growth areas within the core competencies 4 Keeping stakeholders on board Controlling costs and improving productivity 3 These drivers are expected to help bpost create value for stakeholders and offer appropriate remuneration to shareholders.

19 bpost, the bringers of tomorrow USPs: 1 a postman or woman serving every household, every day perfect knowledge of the field proximity to customers, with the resulting trust for postmen and women a dense delivery network throughout the country Defending the core activities Mail continues to be bpost s main source of revenue. To protect these activities going forward, bpost works continuously to improve service quality and operational performance. bpost also develops initiatives to promote paper as an efficient medium of communication. The main challenge for bpost is the need to manage declining mail volumes, although this decline is relatively limited compared to some other countries. 19

20 2 Developing growth areas within the core competencies To generate new sources of revenue, bpost is developing initiatives to take those last steps to the customer s front door. bpost goes to the front door to deliver parcels, provide home-based services and offer financial products. bpost has also launched various pilots to create new sources of revenue and help strengthen the relationship between suppliers and their customers. combo.be, a service that consolidates and delivers online customer orders at local retailers, service providers, supermarkets and online vendors Water meter readings Identification of customers for a banking institution in the context of the fight against money laundering Signing of contracts within the framework of a consumer credit grant procedure Precautionary home visits to ageing persons (combatting social isolation) 20

21 bpost, the bringers of tomorrow Another growth area is the marketing of integrated solutions that enable bpost to manage end-to-end processes for customers, from order to delivery, including document printing, payment and supplier contacts. Lastly, growth is also driven by improving the range of financial products marketed through bpost bank. Production and delivery of new vehicle licence plates Production and delivery of healthcare booklets for INAMI/RIZIV (Belgian National Institute for Health and Disease Insurance) bpost bank offers a range of simple, secure products for everyone, with capital protection. 21

22 3 Controlling costs and improving productivity Cost reductions are being implemented at all levels within the company. This entails continuous improvement, including savings through recurring programmes such as Georoute (continual adjustment of mail rounds based on volume variations). bpost is also engaged in several production improvement initiatives, such as the Vision 2020 plan for mail activities. bpost is committed to excellence. In order to achieve excellence, bpost harnesses innovation and new technologies, upgrades working methods and works to permanently improve the quality of services to customers. 22

23 bpost, the bringers of tomorrow 4 Keeping stakeholders on board Only customers who are enthusiastic about bpost s services will remain loyal and recommend them to others. bpost s biggest challenge is remaining part of their daily lives. To do so, bpost needs to harness the natural enthusiasm and commitment of each and every employee. As a listed company, bpost is also committed to doing its utmost to reward all shareholders who have chosen to invest and take part in the development of the company. Vision 2020 The Vision 2020 plan concerns the Mail business. It provides for increased centralisation and automation of all preparatory mail distribution tasks, consolidation of all parcel sorting activities at a single sorting centre, rationalisation of the number of distribution offices from more than 400 to around 60 Mail Centers and testing of a new distribution model based on the centralisation of preparatory mail delivery tasks. 23

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25 bpost, the bringers of tomorrow An innovative, high-tech company Over the years, bpost has reinvented itself on the basis of innovation and new technologies. The biggest developments in new technologies have come in bpost s core business, letters and parcels. 25

26 The mail journey Thanks to state-of-the-art sorting machines, bpost now delivers letters and parcels the day after they enter the mail network. A tracking service OSTEND collection DINANT collection is also offered. dispatch to the Ghent X sorting centre (national sorting) national sorting (Charleroi X) road transport to the Liege X sorting centre 0.30 road transport to the Antwerp X sorting centre 1.00 regional sorting (Liege X) 2.30 regional sorting (Antwerp X) 3.30 transport to the Arlon Mail Center 3.30 transport to the Hasselt Mail Center ARLON 7.30 delivery HASSELT 8.00 delivery 26

27 bpost, the bringers of tomorrow KORTRIJK collection Brussels (EMC-Brucargo) Next day transport sorting track&trace 24h BARCELONA Two days delivery Innovative products for residential customers bpost also makes product and solution innovations to implement its strategy of defending the postbox and targetting the front door. By integrating new technologies, the company has evolved from convenience products to added-value solutions, such as vehicle licence plates and combo.be. Other novel products like the bpaid card and Mobile Postcard are very successful among consumers. Lastly, the printing of heat-sensitive stamps and stamps smelling and tasting of chocolate showcase the technical know-how of bpost s stamp printers.

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29 bpost, the bringers of tomorrow Motivated employees who are focused on customers In its efforts to remain part of the daily lives of customers, bpost can draw on the enthusiasm and engagement of each and every employee. 29

30 A company made up of men and women with different cultural backgrounds, levels of education and skill sets. bpost naturally aims to promote good working conditions for all its employees so they can give the best of themselves. The company launched the bpeople project in This highlights the conditions to be met in order to promote the wellbeing and engagement of the employees. It is expected to help the company tighten ties with customers and earn their loyalty. Working together is one of bpost s values. The diversity programme helps bpost put this value into practice on a daily basis and remain in phase with the society from which it recruits its employees and to which it markets its services. bpost positions itself on the job market as an organisation that is also attractive to a large number of people 24,703 Total number of employees at the end of % of the workforce is female with few qualifications. bpost offers them employment as well as training opportunities and the chance to work towards a diploma. As such, bpost helps employees develop skills they can use in their current jobs, and which will help them in potential future career moves. Since 2007, bpost s Code of Conduct sets out what the company expects from every employee with regard to professional ethics and working together. It applies to all bpost employees, regardless of their status or position within the organisation % % % % % % % 30

31 bpost, the bringers of tomorrow Recognising Experience Having a qualification is a valuable asset in a career. It increases a person s employment possibilities and future prospects within the company. In this context, bpost launched the Recognising Experience initiative in The initiative offers employees the chance to earn a higher secondary education diploma if they do not yet have one. You don t get many chances to earn your diploma when you re older. That s why I say to everyone: get on with it! Cornelis Soeteman, Postman Recognising Experience is a collaborative effort between the company and ten adult education centres, and consists of a training course lasting around two years. The programme, offered mainly by distance learning, promotes skills and knowledge already acquired on the job, with the additional possibility of earning a higher secondary school diploma. At the end of 2014, some 400 bpost employees were following this training course. During my course I also learned how to write a letter and make a CV. It means I m much better prepared for internal vacancies. Els Botson, Postwoman After twenty-seven years as a postman I was able to start as a counter clerk. I have Recognising Experience to thank for that. Pascal Gilson, Counter clerk

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33 bpost, the bringers of tomorrow A strong commitment to corporate social responsibility Over the years, bpost has developed a full programme to integrate the imperatives of economic, environmental and social sustainability in the company culture and business. 33

34 Corporate social responsibility, an integral part of bpost s strategy Environment By the very nature of its activities, bpost has an impact on the environment, be that in terms of carbon emissions or energy consumption. The implementation of systematic carbon emission reduction programmes linked to bpost s activities is a requirement to guarantee to customers and stakeholders that bpost reduces as much as possible the ecological impact linked to handling the mail. bpost s role in society drives it to act in ways that promote the perception among all stakeholders that it is a fully responsible company. Carbon emissions Energy consumption -35% -20% between 2007 and 2015 between 2005 and 2015 bpost has a large portfolio of properties. To limit the ecological impact of these properties, bpost has set up environmental management systems for the main ones. The five sorting centres, EMC Brucargo, Stamps Production Belgium and bpost s head office in Brussels are all ISO certified. 34

35 bpost, the bringers of tomorrow 5 sorting centres 1 stamp printing unit (Mechelen) 250 logistical platforms or distribution offices EMC Brucargo (international mail sorting centre) 664 post offices Centre Monnaie in Brussels (bpost s head office) 35

36 Fleet bpost s fleet is one of the biggest in Belgium, which puts it right at the heart of the company s environmental challenge. The introduction of electric bikes to replace mopeds was the first step in upgrading the fleet. Van drivers are trained to drive in an environmentally responsible way (generating a fuel saving of almost 100,000 litres on an annual basis). Fleet 6,546 vans 1,803 mopeds 401 trucks 2,923 bicycles 2,541 electric bikes 12 delivery three-wheelers 36

37 bpost, the bringers of tomorrow A green stage bpost took first place in the International Post Corporation s 2013 environmental management ranking of 24 operators, based on the 2012 results. That achievement was repeated in 2014 and 2015 (based on the 2014 results). bpost also provides financial support to encourage employees who commit actively and voluntarily to a civic, cultural, social or environmental project in Belgium or overseas. CO 2 neutral distribution Encouraged by this success, bpost has set itself new environmental objectives. By 2020, bpost aims to reduce carbon emissions to 45% of the 2007 figure and reduce energy consumption to 25% of the 2005 figure. The company wants to remain among the best in the IPC classification by launching new structural and behaviour-based initiatives to improve the ecological credentials of its activities, properties and fleet. A sustainable purchasing policy bpost implemented a process broadening its sustainable purchasing policy with its suppliers to take into account environmental (energy, water, waste, products) and social performance (health and safety, working conditions, child/forced labour), and raise the awareness of suppliers presenting risks in these areas. Social engagement Since 1997 bpost has worked to help eradicate illiteracy in Belgium with financial support for the bpost Literacy Fund (managed by the King Baudouin Foundation). The goal is to support literacy projects set up by various organisations. Corporate governance As a listed company bpost is committed to high standards of corporate governance (good management, integrity, transparency in decision making) and relies on the Belgium Corporate Governance Code of 12 March 2009 as a reference code. bpost also complies with the OECD guidelines on the governance of state-owned companies. 37

38 Structure Shareholders (situation as at 31 december 2015) Business units Operating unit Corporate entities Mail & Retail Solutions Mail & Service Operations Service Operations, Finance, ICT 48.96% Free float 51.04% Belgian state (directly and through the Federal Holding and Investment Company) Parcels & International Human Resources

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40 I I bpost, Centre Monnaie, 1000 Brussels Responsible publisher: Matthias Dubois, bpost, Centre Monnaie, 1000 Brussels