March will have been particularly tough for Europe's postal services. In Germany, Deutsche Post announced that it was cutting 8,000 jobs as part of a vast cost-cutting plan. In Denmark, the measure is even more radical: from the end of 2025, letters will simply no longer be delivered. Swept away by digital technology, one of the oldest missions of the public service is being eroded at great speed.
Luxembourg is no exception to this reality. The volume of mail there is falling inexorably, by 5 to 6% each year. In 2024, Post Luxembourg handled 97m letters, compared with more than 126m five years earlier. Yet the postman continues to come and go, both in Luxembourg City and in Troisvierges. This is because, unlike its European neighbours, the country is opting for a slow, strategic transition that will not result in social disruption.
“Even though it’s clear that Luxembourg’s size allows us to absorb this decline,” analyses the managing director of Inflow and director of Post Courrier, . In a country of just 2,586km2, routes remain viable, provided they are rethought. “Where we used to deliver 1,000 letters, there are now only 600. The rest is now made up by parcels.”
Ecology and efficiency: A dual imperative
Post’s strategy is based on mutualisation. Unlike other countries, where the mail and parcel networks are separate, Luxembourg centralises everything at the Bettembourg sorting centre. “As soon as you separate things, it becomes almost impossible to pool them afterwards,” warns Treinen. “This is something we absolutely do not want to happen again.”
This approach optimises not only costs, but also environmental impact. Based on a detailed analysis of flows (volumes, postcodes), the company regularly reorganises its routes. The stated aim is to reduce the number of kilometres travelled by 20-25%, while maintaining the same quality of service. “The best kilometre is the one we don’t drive, whether it’s electric or not.”
Electric and compact, the Paxter embodies Post’s logistics transition. Photo: Post Luxembourg
With this in mind, the electrification of the fleet is also underway. Today, 60% of the vehicles used by postmen and 30% of delivery vans already run on electricity. Added to this are the Paxters--small electric quads--and pedestrian routes, which are still common in the capital.
From Michel Greco to Inflow
Faced with the decline in mail, Post Luxembourg is also diversifying its activities. It is against this backdrop that Michel Greco, the group’s historic subsidiary, has been renamed Inflow since 27 February 2025. “Everyone associated Michel Greco with express delivery. Today, however, our offering is much broader,” explains Treinen.
Inflow is now positioned as a “one-stop shop” for logistics dedicated to businesses. Transport, storage, order preparation, delivery or even management of internal office flows: the offer covers the entire logistics chain. This positioning contrasts with that of the parent company, which has traditionally focused on the general public, particularly via mail and parcels. “The aim is for Luxembourg companies to benefit from the lessons learned from e-commerce,” stresses the director.
Formerly Michel Greco, Inflow, Post’s new brand, targets the logistics needs of businesses. Photo: Post Luxembourg
But Inflow’s real strength lies in its integration with the traditional postal network, insists Treinen. “If a bookseller in the north orders a case of pens, there’s no need to send our own van. We entrust it to the postman, who already knows the customer well,” he illustrates.
A humane transition
Post Luxembourg assures that this transition will not be accompanied by any wave of redundancies. “Our workforce will remain stable. This rebranding is not a pretext for cutting jobs,” Inflow’s managing director points out.
For Treinen, the priority is to support employees through this transformation. “The postman’s job is one of the oldest, so it’s normal that it should change. But it’s essential to show our teams that we’re supporting them. In particular, this will involve training or a reorganisation of working methods.”
I always have a bit of trouble when people say that Post is going to become a logistics company. In reality, we simply see the train coming. It's not a case of abandoning mail, but a natural evolution.
Rooted in its geographical and human proximity, this strategy gives Post Luxembourg a unique positioning. Where others rely on outsourcing, the country still relies on the familiar face of the postman. The result: the notification rate--the proportion of parcels that postmen have not been able to deliver directly and for which a delivery notice has been left--has been halved in one year.
The mail is dying, and Post knows it. But the postal service in Luxembourg is reinventing itself. Not by surviving, but by transforming itself, at the crossroads between logistics, digital and local service. And as the volume of letters dwindles, the ability to generate alternative flows--via Inflow in particular--will become crucial. “I always have a bit of trouble when people say that Post is going to become a logistics company. In reality, we’re just seeing the train coming. It’s not an abandonment of mail, but a natural evolution,” concludes Treinen.
This article was originally published in .