EDITORIAL SETTING A NEW COURSE FOR NEOPOST

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1 LANDMARKS 2012

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3 2012 LANDMARKS EDITORIAL EDITORIAL SETTING A NEW COURSE FOR NEOPOST Roll-out of the new generations of mail management solutions, broadened parcel processing applications, stepping up of the development rate of non-mail related businesses and expansion of its service offering: Neopost s new strategy has already begun to pay off in Europe, North America and the Asia-Pacific region. The expansion of trade and the accelerating pace of technological change offer promising opportunities for Neopost. With the innovative solutions developed in-house, those devised by companies we have acquired or with whom we partner, we are continually doing more to help businesses and organisations to manage their communication flows effectively was a year of achievement in this regard. 1

4 C ONTENTS 2

5 2012 LANDMARKS CONTENTS INTRODUCING 4 Neopost MEETING 6 Denis Thiery, Chairman and Chief Executive Officer 10 Management team 12 Board of Directors BUILDING 16 With our clients 18 An enhanced international presence INNOVATING 22 Optimised mail management INTEGRATING 28 Effective management of customer communications 30 High quality data 32 Technologies for tracking parcels and goods GROWING 36 Responsibilities and commitments DELIVERING 42 Neopost on the stock market 44 Performance in Summarised financial statements 3

6 Neopost, a key player in mail and parcel management, is continuing to enhance its business activities. Its mailing and document management solutions now form part of a wider offering, from data quality management to management of customer communications tools, as well as parcel tracking solutions and logistics processes. Neopost also offers a vast range of services, including consultancy, maintenance, financing solutions and online services. Neopost s momentum is based on its ability to use innovation to make its clients more efficient and competitive. WE VALUE YOUR MAIL and more. 4

7 2012 LANDMARKS INTRODUCING No.1 in Europe 800,000 clients worldwide 1.07 billion in sales in ,900 employees No.2 worldwide over 90 countries in which Neopost solutions are sold 29 countries in which Neopost operates directly 5

8 Interview DENIS THIERY Chairman and Chief Executive Officer In 2012, you set out a new strategy for Neopost. Why? DENIS THIERY: Neopost is operating in a mature industry. If we want to continue to expand, we need to find new growth drivers. We already have around 800,000 clients equipped with our systems. We have an active relationship with all of these clients, most of whom are SMEs, associations and administrative organisations. These clients are now faced with the growing complexity of communications technologies and the need for physical mail flow to co-exist with electronic information and documents. We see this as an amazing opportunity, in the same way as the increase in parcel volumes creates new needs among our clients. What does the new strategy entail? D.T.: First of all, our strategy consists of continuing to develop our business in dedicated mail management solutions. To do this, we are relying on our ability to regularly renew our product ranges, as well as our ability to offer our clients new services with greater added value and continuing geographical expansion. The second pillar upon which our strategy is based is stepping up the development rate of complementary activities by making acquisitions where appropriate. By establishing a foothold in sectors such as logistics solutions, data quality and customer communications management, we are targeting niche markets presenting strong growth potential. Our criteria are clear: we want to be able to become a key player, develop commercial synergies and achieve a return on capital of at least 15%. Lastly, we want to adapt these solutions in order to make them accessible to our traditional clients and thereby extend our existing offering beyond mail. What ties can be made between this new strategy and Neopost s performance in 2012? D.T.: To step up development of non-mail related activities, we made two acquisitions in 2012: one in customer communications management, GMC Software Technology, and another in data quality, Human Inference. Our business therefore benefited from this enlarged scope, but that is not all. All of our so-called Communication & Shipping Solutions delivered strong organic growth. GMC Software Technology has stepped up its rate of growth since it was acquired by Neopost in July. In total, Communication & Shipping Solutions activities accounted for 13% of sales compared with 8% a year earlier, and this proportion will continue to rise. Although these activities have a favourable effect on sales and operating profit, for the time being they are less profitable than our traditional mail activities, which means that their strong growth has had a slightly dilutive impact on our margins. Can you tell us how 2012 went in your traditional activities? D.T.: 2012 was a year of contrasts. In North America, we knew that the number of expiring lease contracts for mailing systems would decrease in

9 2012 LANDMARKS MEETING Our clients are increasingly faced with the necessity and the complexity of making physical mail co-exist with electronic information and documents. We see this as an amazing opportunity for Neopost. 7

10 Interview These contracts last for five years. Following the peak generated by the decertification programme of 2006, we recorded a strong performance in Knowing this, we redeployed our sales teams towards cross-selling activities that took several months to pay off. In France, merging our two distribution subsidiaries disrupted our commercial productivity, resulting in a fall in equipment sales. The situation nevertheless improved over the course of the year. In the rest of Europe, we achieved some strong performances and saw very robust growth in the Asia-Pacific region. The takeover of our distributor GBC Fordigraph in 2011 proved to be extremely positive, allowing us to roll out our sales and marketing policy more effectively in Australia. We have also begun to benefit from setting up a regional office in Singapore. Our parcel logistics activities have also benefited considerably from our increased presence in the region, whether in tracking solutions made available to postal operators such as Singapore Post and Australia Post, or rolling out in Australia secure parcel lockers, which allow parcels to be collected at any time of day or night. You had to manage major debt repayments. How did this go? D.T.: We had more than 800 million credit lines to repay. In the space of a few months, we managed to raise 867 million and $270 million by means of various bank loans and private loans, which allowed us to diversify our sources of borrowing and call on European, American and Asian investors. In total, we have extended the average maturity of our loans from less than two years to more than four years. And Neopost s credit quality has been confirmed once again, in that after refinancing, the average cost of debt remains below 4%. Lastly, this refinancing campaign has enabled us to remain flexible, as more than 450 million of our revolving credit facility remains undrawn. Neopost is in a healthy financial position. Future leasing and rental revenues remain well above the level of net debt, which is therefore allocated entirely to financing equipment installed with our clients. How does 2013 look? D.T.: Despite continuing difficult economic conditions, the year is looking good. We expect to see total sales growth of more than 5% at constant exchange rates, with slight growth in mail-related activities. We will benefit from launching in North America the new generation of mailing systems, the IN range, which will coincide with the expiry of contracts for mailing systems installed in 2008 at the time of the last US decertification programme. In France, the commercial reorganisation of 2012 should start to bear fruit. We will continue to expand in the Asia-Pacific region. Meanwhile, our Communication & Shipping Solutions should achieve double-digit organic growth, in addition to the scope effect relating to consolidating over 12 months GMC Software Technology and Human Inference. Shipping activities in particular should benefit from the roll-out of secure parcel lockers in Australia. GMC Software Technology will continue 8

11 2012 LANDMARKS MEETING to implement its development strategy among key account customers in addition to its traditional client base of professional print service providers. We will focus on the strategic fit between the services offered by Satori Software and Human Inference and Cash flow generated by Neopost will enable us to continue to pay out high dividends while also financing the expansion of our activities and possible acquisitions. we will implement commercial synergies between all of the different units and the Neopost network. We also hope that the first pilot projects launched to begin the rolling out of the technologies developed by our dedicated units to our traditional clients will prove to be successful. In addition, we expect to maintain operating margin before acquisition-related expenses above 25% in all of the operations integrated under the Neopost brand and above 12% at our dedicated Communication & Shipping Solutions subsidiaries. Lastly, the high level and recurring nature of cash flow from operations will enable us to continue to pay out high dividends to our shareholders while also financing the expansion of our activities and allowing us to seize new acquisition opportunities. 9

12 Management team Denis THIERY Chairman and Chief Executive Officer Clem GARVEY Europe, Asia-Pacific and Exports Dennis LESTRANGE North America Jean-François LABADIE Finance Henri DURA Communication Management Enno EBELS Data Quality Alain FÉRARD Neopost ID 10

13 2012 LANDMARKS MEETING A UNIFIED TEAM TO STEER THE GROUP Neopost s management team develops and implements the strategic decisions of the Group. It is made up of 13 senior managers, all of whom have a truly international profile. With strong complementary skills, the management team embodies and gives life to the Neopost spirit of ambition and commitment. A DECENTRALISED STRUCTURE IN ORDER TO BE CLOSER TO OUR CLIENTS Neopost subsidiaries enjoy a high level of operational autonomy to allow them to be closer to clients and understand their concerns. The limited number of hierarchical levels helps with the circulation of information and ensures responsiveness and agility in decision-making. Neopost s decentralised organisational structure encourages entrepreneurial spirit and favours recognition. Nikolaus SCHOLZ Strategy & Marketing Philippe BOULANGER Research and Development Thierry LE JAOUDOUR Supply Chain Chris HOCKEY Human Resources Alain MIDOWSKI Legal Gavin MACRAE Partnerships 11

14 Board of Directors A LARGELY INDEPENDENT BOARD OF DIRECTORS Neopost is led by a Board of Directors consisting of 10 members. The directors have recognised expertise and come from diverse backgrounds. They have used their skills in areas that can provide added value for Neopost. In matters of corporate governance, Neopost refers to the Corporate Governance Code for listed companies published by Afep and Medef in December Seven directors are independent, as defined in the Afep-Medef code. MISSIONS OF THE BOARD The Board of Directors approves the strategic orientation and large projects of the Group, whether related to internal or external developments. The Board met eight times during the 2012 financial year and had an attendance rate of 86%. The Board of Directors is supported in its work by three dedicated committees. These committees each met three times and had an attendance rate of 100%. COMPENSATION COMMITTEE: Catherine Pourre* (Chairman), Vincent Mercier*, Agnès Touraine* and Jean-Paul Villot. AUDIT COMMITTEE: Éric Courteille* (Chairman), Henk Bodt, Jacques Clay* and Catherine Pourre*. APPOINTMENTS COMMITTEE: Agnès Touraine* (Chairman), Cornelius Geber*, Vincent Mercier* and Jean-Paul Villot. 12

15 2012 LANDMARKS MEETING COMPOSITION AS OF 31 JANUARY 2013 DENIS THIERY Chairman of the Board since January Chief Executive Officer of Neopost since June Denis Thiery joined the Group in 1998 as CFO after being CEO of Moorings and holding various positions with Wang France and PricewaterhouseCoopers. HENK BODT Board member since June Henk Bodt was previously Vice-Chairman of Philips and then Chairman of Océ. JACQUES CLAY* Board member of Neopost since January Jacques Clay spent the majority of his career with Hewlett-Packard, in Europe and the United States, in charge of the PC division. ÉRIC COURTEILLE* Board member since March Eric Courteille held a variety of positions in finance at Kering group (formerly PPR). He is currently Chief Financial Officer and General Secretary of Redcats (Kering group). CORNELIUS GEBER* Board member of Neopost since July Cornelius Geber acted as a consultant to senior management of the German Post Office and was Chairman of the Board of Kuehne + Nagel. VINCENT MERCIER* Board member since July Vincent Mercier is Vice-Chairman of the Supervisory Board of Roland Berger Strategy Consultants after having run the French and Chinese operations. CATHERINE POURRE* Board member since July Catherine Pourre is Executive Director - Central Functions and member of the Management Board of Unibail-Rodamco, having been a partner at PricewaterhouseCoopers for 10 years. ISABELLE SIMON* Board member since July Isabelle Simon worked at Cleary Gottlieb Steen & Hamilton, Goldman Sachs, Publicis and then Monte-Carlo SBM. AGNÈS TOURAINE* Board member since July Agnès Touraine manages Act III Consultants, a growth strategy consulting company. Most notably during her career, she has been in charge of Vivendi Universal Publishing. JEAN-PAUL VILLOT Chairman of the Board from 1996 to January Chairman and Chief Executive Officer of Neopost from 1996 to Jean-Paul Villot joined Neopost in September 1995 having held management positions at Bull, Schlumberger and Océ in France and abroad. * Independent director. 13

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17 FOCUSED ON OUR 800,000 CLIENTS 15

18 With our clients The best solution is one that is designed to meet the specific objectives and particular needs of the client. An acute sense of listening and analysing clients needs, solid experience in mail and parcel management, an advisory approach, a proven capacity for innovation, a range of services extended to data management and customer communication tools: all of these factors lead to the development of comprehensive and customised solutions and make Neopost a partner its clients can trust. Businesses and organisations are subject to a number of pressures including the integration of new technologies, developing digital communication tools, more intense competition, complex client expectations and the need for efficiency and profitability. In order to be able to focus on their businesses, become more efficient and optimise their costs, Neopost provides clients with innovative and customisable solutions with a high level of added value, helping them to automate processes in a way which is appropriate to their business needs today and adaptable for the evolution of these needs tomorrow. SUPPORTING THE CHANGING NEEDS OF OUR CLIENTS The Neopost spirit is to persevere until the objective has been achieved. Rolling out a new solution inevitably means coming up against a few difficulties. The most important thing is to be with the client in order to help ensure that the migration phase succeeds as well as possible. It is only when everything is in place to allow the client s productivity to be improved that Neopost s job is done. In order to develop, all businesses review their methods, integrating technical innovations into their processes and systems. This applies equally to large companies and SMEs, manufacturers and service companies, postal operators and logistics companies. Businesses interact increasingly frequently with their clients - whether transactional or promotional - and this is done via a growing number of channels, including personalised mail, printed documents, , SMS and websites. At the same time, postal operators are modernising and like logistics companies, are also using automated systems for processing and delivering letters and parcels. Lastly, the accelerated pace of international trade in goods and the development of e-commerce are increasing parcel flows. 16

19 2012 LANDMARKS BUILDING KEY POINT SMEs need simple solutions combining physical and digital communications, in particular regarding transactional exchanges, parcel management and marketing activities. NEOPOST INC. RECOGNISED FOR ITS CULTURE OF EXCELLENCE IN 2012 In the United States, Neopost Inc. was named All-Star Service Organization of the Year by the National Customer Service Association, which selects a company each year for its excellent customer service. KNOWING HOW OUR CLIENTS OPERATE For key account customers, Neopost has organised its sales teams by business sector, such as banking, insurance, local authorities, government bodies and national associations. Thanks to their in-depth knowledge of these sectors, sales representatives are able to help Neopost s clients to identify ways of optimising their mail and parcel activities, to implement the Group s solutions and to integrate them into their IT systems and customer relationship management. The universe of SMEs is vast, covering a wide range of sectors. The technological decisions to be made and the need to adapt how they are organised are sources of uncertainty for these businesses, many of which have limited resources in terms of IT and personnel. Understanding how they behave towards new technologies and their expectations is a challenge. The in-depth study conducted by Neopost in 2012 (see inset opposite) showed the discrepancy between the needs expressed by clients and the actual problems they face. While many businesses talk about the need to migrate to digital services, the survey highlighted the difficulties they face relating to uniting physical and digital communications. It is within this union that ways of improving their processes can be found. The study was able to distinguish three main priority areas: transactional mail, end-to-end parcel management and marketing. These are areas in which SMEs can considerably improve their efficiency and optimise costs with simple solutions. CLIENT SURVEY: In 2012, Neopost with the help of ReD Associates carried out the largest ethnographic survey ever conducted in the area of mail services. This survey allowed precise and concrete observation of small and medium-sized businesses practices. The aim was to understand in detail the processes and various aspects of mail and parcel preparation and processing, monitoring of incoming and outgoing flows, document reconciliation and management of client data. The study consisted of two stages. Firstly, a qualitative exploratory phase was carried out with around 60 in-depth interviews with Neopost clients in the major countries in which it operates (France, Germany, United Kingdom, United States), as well as businesses and sector operators in countries at the most advanced stage of digitisation, such as Denmark, Finland and South Korea. The second phase covered more than 3,000 companies in order to confirm in quantitative terms the results of the qualitative survey. 17

20 An enhanced international presence 3 2 Neopost has a very strong presence in three major parts of the globe: North America, Europe and as of recently, the Asia-Pacific region. Its products are sold in more than 90 countries. The historic driving force behind Neopost s international expansion was its policy of acquiring distributors in markets of appropriate size and growth momentum. Strategic acquisitions also help to strengthen its position in some countries. The proportion of sales generated outside France is rising steadily, reaching around 80% in By building on its direct presence, Neopost is establishing local ties with its clients and putting itself more in control of the roll-out of its sales and marketing strategy. In 2012, Neopost operated directly via distribution subsidiaries in 29 countries. GRADUALLY STRENGTHENING ITS DIRECT PRESENCE While the Group was present in just two countries in Europe in 1999, Neopost now has a commercial subsidiary in 16 European countries. Scandinavia - the last region in which Neopost established its direct presence in Europe - has seen strong growth since the Group acquired distributors in 2008 and In North America, which accounts for 40% of Neopost s sales, the direct distribution network covers 60% of the installed base. This proportion doubled between 2004 and EXPANSION IN THE ASIA-PACIFIC REGION Neopost s expansion in the Asia-Pacific region, where its direct presence was limited essentially to Japan, took a decisive step forward in 2011 with the acquisition of GBC-Fordigraph in Australia, and the creation of a regional office in Singapore. With the roll-out of the Group s sales and marketing initiatives and the acquisition of a distributor covering Indonesia, Malaysia, Singapore and Thailand, 2012 was a dynamic year in the region, in which Neopost is continuing to expand its presence. NEW MARKETS The strategic acquisitions carried out in 2012 also enabled Neopost to establish its position in countries in which it did not have direct operations, particularly where this was not justified by its traditional mail activities. With the integration of GMC Software Technology, Neopost has added to its direct presence in Brazil, China, the Czech Republic, Hungary, Mexico, Poland, Singapore and Taiwan. 1 18

21 2012 LANDMARKS BUILDING COMMERCIAL ORGANISATION INDUSTRIAL AND RESEARCH & DEVELOPMENT SITES Countries in which Neopost operates directly. UNITED STATES ➊ Memphis: Logistics platform ➋ Milford: R&D ➌ Seattle: Satori Software FRANCE ➍ Bagneux: R&D ➎ Cavaillon: Logistics systems ➏ Le Lude: Production of high-end mailing systems and logistics platform CZECH REPUBLIC ➐ Hradec Kràlové: R&D UNITED KINGDOM ➑ Loughton: R&D; Production of high-end folders/inserters THE NETHERLANDS ➒ Drachten: R&D; Production of mid-range folders/inserters MALAYSIA ➓ Penang: Subcontracting of mid-range mailing systems production CHINA 11 Jiangmen and Shenzhen: Subcontracting of low-end mailing systems and folders/inserters production VIETNAM 12 Hanoi: Subcontracting of R&D 19

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23 TECHNOLOGICAL INNOVATION FOR MAIL FLOWS 21

24 Optimised mail management In order to ensure constant improvement in the quality and performance of its mail management solutions, Neopost integrates the latest technological advances into its product ranges. The Group was a pioneer in the development of connected digital mailing systems, automated folders/inserters with vertical paper supply columns using the Load n Go application and remote diagnostics and services. Multiple connection capacities and associated service options continue to present new possibilities. Innovation is the driving force behind Neopost s momentum. Thanks to its teams of engineers with a variety of complementary areas of expertise, the Group is at the leading edge of a wide range of technologies. It also benefits from its in-depth understanding of the needs of the market. Year after year, Neopost continues to invest and has an R&D budget representing around 4-5% of its revenues. COMPREHENSIVE SOLUTIONS WITH A HIGH LEVEL OF ADDED VALUE Neopost offers comprehensive solutions comprising hardware (mailing systems and folders/inserters with accessories), software and associated services. Its broad product ranges meet all requirements, regardless of the mail volumes concerned and the applications used (commercial, marketing, administrative, etc.). The portfolio of services developed by Neopost is vast, ranging from installation to maintenance, as well as online services, for example ordering ink cartridges for mailing systems. It also comprises financial services, covering equipment leasing and postage financing in countries where mailing systems have to be pre-credited in order to be used. With its ever-improving range of services, Neopost s mail processing solutions are the most comprehensive in the market. IS A MODEL AND A DISTRIBUTION CHANNEL SUITED TO SMEs The IS-280, an entry-level mailing system, is designed for office use. It offers a variety of services such as downloading information and postal tariffs, ink level warnings and even remote diagnostics. This model is sold by remote sales teams who are particularly responsive and equipped with appropriate IT tools for this specific channel. 22

25 2012 LANDMARKS INNOVATING IN LAUNCH OF THE NEW GENERATION OF MAILING SYSTEMS In 2012, Neopost completed development of its latest generation of mailing systems and prepared for the initial launches in 2013 of the IN-360/600/700 models for processing medium volumes. The IN generation offers unparalleled connectivity capabilities and even more intuitive user interfaces. REGULARLY UPDATED RANGES OF MAILING SYSTEMS Neopost offers a comprehensive range of mailing systems, from office-environment solutions to machines with integrated dynamic scale for mail rooms. Once developed, the launch of a new generation of products entails a period of adapting each model and its embedded software to the specifications of each specific country. This can comprise calculating franking, pre-funding of the postage account or billing for consumption at the end of the period, specific inks, specific telecoms infrastructures and data management protocols. The next stage in a launch is the certification by postal services, which test the compliance with applicable standards in the country. This long process, conducted on a country-by-country basis, explains why it can take several years to roll out a new generation of machines. The IS range was first introduced in 2008 with the launch of models suitable for medium volumes. In late 2011, the entire range - from the IS-280 for volumes of envelopes a day to the IS-6000 for volumes of up to several thousand envelopes a day - had been launched in Neopost s major markets, namely Canada, France, Germany, the United Kingdom and United States was dedicated to continuing the roll-out of the range in other countries. At the same time, Neopost made preparations for its future generation of mailing systems - the IN range - the initial launch of which, concerning mid-range models, is planned for the United States in the second half of Neopost clients equipped with IS systems in 2008, when the US postal authorities withdrew their certification from old generations of non-digital machines, will be able to opt for even more efficient equipment once their lease contract ends

26 ... KEY POINT Neopost s solutions offer tangible benefits to businesses: automated mail preparation and processing improved productivity access to special tariffs lower postal costs COMPLETION OF THE ROLL-OUT OF THE RANGE OF DOCUMENT SYSTEMS The new generation of DS folder/inserter machines and associated software meets the needs of all clients, from users of office equipment to industrial mail production centres. In 2012, Neopost successfully launched the five latest models in the range, which now extends from the DS-35, which offers processing capacity of up to 1,350 envelopes per hour, to the DS-1200, able to process up to 12,000 envelopes per hour. In addition, the DS launched at the very end of 2011 and rolled out in is ideal for many businesses who previously used production systems, giving Neopost the means to win new clients. DS - 65 THE SELF-SERVICE MACHINE Whether for invoices, contracts, offers and promotions, prospectuses, client requests, brochures or miscellaneous information, mail is a major component of business communications. While digital channels are developing more and more, physical, personal mail remains a flexible and fast medium, the effectiveness of which can be measured, for example in marketing campaigns. 24

27 2012 LANDMARKS INNOVATING DS - 90 DESIGNED FOR PRODUCTIVITY, WITH A LARGE-SCREEN DISPLAY AUTOMATED MAIL PREPARATION From design to mailing, automation of the document management process allows businesses to make the most of Neopost s document and mailing systems. Use of desktop publishing software simplifies the preparation, processing and sending of mail thanks to barcodes or OMR (Optical Mark Recognition) codes marked on documents in a specific way. Document systems equipped with a barcodes reader compile, fold and insert the various contents selectively and intelligently. The most comprehensive configurations allow automatic retrieval of documents to be put into envelopes by connecting a printer to the document system. Interfaces also allow the machine to be connected to a mailing system that processes envelopes of various formats, weighs on a continuous basis and applies the postmark and, if applicable, the postal information. A NEW SOLUTION SPECIFICALLY FOR POSTAL OPERATORS Neopost also supplies solutions intended specifically for postal operators. In 2012, in partnership with PostNL, Neopost developed a new range of applications for the processing of problematic mail flows requiring manual sorting, such as returns to sender, reply envelopes and letters with insufficient postage. 25

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29 ENHANCING THE RANGE OF SERVICES OFFERED TO OUR CLIENTS 27

30 Effective management of customer communications GMC Software Technology With the acquisition of GMC Software Technology in July 2012, Neopost took a major step forward in the integrated and coordinated management of various customer communications tools. GMC s renowned technology and expertise will enable the Group to offer complementary services to its existing clients. GMC Software Technology is market leader in the preparation and management of customer communications, and offers solutions that allow for the integrated creation and management of incoming and outgoing flows, regardless of the medium and distribution channel used (e.g. paper, , fax, SMS, website or social networking sites). With GMC Inspire - GMC s software suite - businesses can communicate effectively with each client via the channel of his choice. 1,200 clients worldwide 300 employees including 130 engineers GMC SOFTWARE TECHNOLOGY: A SPECIALIST IN CLIENT COMMUNICATIONS The GMC Inspire software suite is at the cutting edge of technology and is intended for multichannel communications for both business transactions and promotions. It facilitates the creation and production of documents adapted to every medium. It also helps to optimise postal costs and manage on-demand communications, such as sending prospectuses, manuals, contracts and invoices. GMC Software Technnology is very close to its clients, with an offering that goes much further than selling software licences, covering research and implementation of customised solutions and maintenance. STRONG DYNAMIC FOR SUCCESS Based in Switzerland since it was founded in 1994, GMC Software Technology currently has a direct presence in around 20 countries in Europe, the Americas and Asia. Its services are sold to major clients producing large document volumes. It has over 1,000 clients that can produce in excess of 100 million personalised documents each month. GMC Software Technology has seen strong growth in its activities over the last few years thanks to its successful strategy of developing its presence among print service providers, a client segment in which it already has very high market share. More recently, the company has begun to develop its presence in banking, insurance and other vertical markets. Capitalising on the strategic fit between its services and Neopost s business lines, GMC Software Technology s very brisk growth has been stepped up even more since it was integrated into the Group in mid

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