JP Morgan Global High Yield & Leveraged Finance Conference

February 26, 2013

Forward-Looking Statements

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This presentation may include certain information that is “forward-looking information” under applicable Canadian securities laws and “forward-looking statements” within the meaning of the U.S. Private Securities Litigation Reform Act of 1995. By their nature, forward-looking information and statements involve risks and uncertainties because they relate to events and depend on circumstances that may or may not occur in the future. These risks and uncertainties include, among others, competition from other newspapers and alternative forms of media; the effect of economic conditions on advertising revenue; the ability of the Company to build out its digital media and online businesses; the failure to maintain current print and online newspaper readership and circulation levels; the realization of anticipated cost savings; possible damage to the reputation of the Company’s brands or trademarks; possible labour disruptions; possible environmental liabilities, litigation and pension plan obligations; fluctuations in foreign exchange rates and the prices of newsprint and other commodities. For a complete list of our risk factors please refer to the section entitled “Risk Factors” contained in our annual management’s discussion & analysis for the year ended August 31, 2012, which can be found on the Company’s website at www.postmedia.com, on SEDAR at www.sedar.com or on the SEC’s website at www.sec.gov. Although the Company bases such information and statements on assumptions believed to be reasonable when made, they are not guarantees of future performance and actual results of operations, financial condition and liquidity, and developments in the industry in which the Company operates may differ materially from any such information and statements in this presentation. Given these risks and uncertainties, undue reliance should not be placed on any forward-looking information or forward-looking statements, which speak only as of the date of such information or statements. Other than as required by law, the Company does not undertake, and specifically declines, any obligation to update such information or statements or to publicly announce the results of any revisions to any such information or statements. Unless otherwise noted, all references to “$” are to Canadian dollars.

Company Highlights

Our English-language paid daily newspapers have, in total, the highest weekly print readership when compared to other media organizations in Canada, reaching 4.3 million Canadians each week(1)

Digital properties with 6.7 million average monthly unique visitors(2), including newspaper sites ranked #1 in Canada that reach 35% of Canadian newspaper site visitors(2)

(1) Source: NADbank 2011 (2) Source: comScore, MediaMetrix, Total Canada, All Locations, Q1F’13 (3month Average Sep-Nov 2012)

4

• Multiple cost reduction initiatives successfully completed in 2010, 2011, and 2012 • Three-year transformation program initiated in Q3 of F2012 with target of reducing 15%

to 20% of operating costs • As of November 30, 2012 implemented initiatives expected to yield net annualized cost

savings of approximately $42 million. • Shifting cost structure for higher margin digital environment

• #1 English news source in its key markets provides strong value proposition to advertisers for local, regional, and national reach

• Four platform strategy driving conversion from legacy printing business into a content engine offering customized bundles to both readers and advertisers

• Reinvesting in local news content within its markets and its already extensive portfolio of premium digital media, online and mobile assets

• Robust, enterprise-wide audience data analytics will drive sales approach

Company Highlights

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• Attractive margins and modest capital expenditures drive strong free cash flow • LTM free cash flow(1) to total indebtedness above 25% per annum since 2010 • Over $191 million of debt repaid from July 2010 to August 2012, excluding

repayments made on refinancing • First-lien debt reduced by $23.2 million from net proceeds of the sale of the Toronto

Head Office in November 2012

(1) Free cash flow defined as Operating Income before Depreciation, Amortization and Restructuring less Capital Expenditures

Transformation into

leading multi-platform content provider

Significant cost

savings opportunities

Strong free cash flow with track record of

debt repayment

• Management and Board of Directors have extensive industry experience • CEO Paul Godfrey is a respected figure in Canadian media with long-standing

relationships with key advertisers in major sectors such as auto and financial

Company Highlights

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• Canadian newspapers have outperformed U.S. newspapers in revenue growth (-10% vs. -30% from Q4’07 to Q4’10) (1)

• Better newspaper industry penetration in Canada (73% vs. 53%)(2)

• Newspaper readership in Canada continues to grow (top 19 markets have grown 3.4% since 2007)(3)

• Significant tangible asset base of owned real estate • Currently own approximately 1.4 million sq. ft. total, including seven facilities in excess of

100,000 sq. ft.

• Potential for additional asset sales to accelerate debt repayment

Substantial owned real estate value

Canadian newspaper fundamentals superior

to U.S.

Strong, well-respected

management team

(1) Company Filings. Canadian Newspapers consist of reported newspaper segments of Postmedia, Quebecor, FP Newspapers, Glacier Media and Torstar (Star and Metroland). U.S. Newspapers consist of reported newspaper segments of Gannett, The New York Times, McClatchy, Lee Enterprises, The Washington Post and Media General. (2) eMarketer, Global Media Intelligence Report: 2012 (3) NADbank 2011

Well-Established and Trusted Brands

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#1 100% M.S.(1)

#2(2)

100% M.S.(1)

#1 100% M.S.

#1 100% M.S. #1

82% M.S.

#1 69% M.S.

#1 77% M.S.

#3(3)

100% M.S.

#1 100% M.S.

Note: Market shares represent local market share of paid daily newspapers (1) Includes The Vancouver Sun and The Province (2) Second to The Vancouver Sun which is also operated by the company (3) Number one among English-language paid daily newspapers, number three overall among paid daily newspapers

• Postmedia’s newspaper brands are woven into the fabric of the communities they serve, some for over a century • Each of the Corporation’s nine daily metropolitan newspapers has the highest circulation and readership among

English-language newspapers in the market that it serves (except for The Province, which is second in its market to another of Postmedia’s newspapers, The Vancouver Sun)

• Brands include the Calgary Herald, Montreal Gazette and Vancouver Sun – 100% market share of paid daily English language newspapers in five of nine markets

• The National Post, one of Canada’s two daily national newspapers • Five community newspapers, serving areas in Southwestern Ontario

Portfolio of Premium Digital Assets

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Postmedia Network Sites

6.7 million UVs Ranks #4 in News & Information category

Infomart.ca

Approximately 1,000 subscribers

3rd Party Sites Managed & Exclusive Ad Agreements

1.5 million UVs(1)

Newspaper sites 6.0 million monthly UVs

canada.com (site)

• Electronic resource of Canadian news and business information products

• Same-day and archival access to approximately 6,625 full-text newspapers, magazines, newswires, transcripts and blogs(2)

• Postmedia owns and represents 26 destination websites and has exclusive advertising representation agreements with high-profile third party sites

• Postmedia Network sites audience of 6.7 million average monthly unique visitors (“UVs”) combined with third party sites of 1.5 million UVs for a net total of 7.1 million UVs

canada.com classifieds

(1) Source: comScore, MediaMetrix, Total Canada, All Locations, Q1F’13 (3 month Average Sep-Nov 2012) (2) Source: based on 1000 subscribers as of July 31, 2012

Industry and Competition

Canada Newspaper Ad Growth To Outpace U.S.

Source: PwC Global Entertainment and Media Outlook (June 2012)

• Canadian newspaper advertising market expected to outperform the U.S. market over the next five years – Driven by greater growth in digital advertising segment and slower decline in traditional

print advertising

• Newspaper digital advertising market in Canada expected to grow to US$510 million by 2016 – Accelerated growth rate versus U.S. driven by less developed market in Canada and

better market positioning of Canadian newspapers to capitalize on shift to online

Newspaper Print Advertising Growth Newspaper Digital Advertising Growth

(7.6%)

(5.8%)

(3.5%)

(2.7%)

(1.7%)

(3.8%) (3.7%)(3.2%) (3.1%)

(2.6%)

(8.0%)

(6.0%)

(4.0%)

(2.0%)

0.0%

2012 2013 2014 2015 2016

Prin

t Ad

Gro

wth

%

U.S. Canada

U.S. CAGR: (4.3%) Canada CAGR: (3.3%)

9.3%9.9% 9.6%

8.2% 8.1%

15.6%

12.1%10.8%

9.0% 8.3%

0.0%

5.0%

10.0%

15.0%

20.0%

2012 2013 2014 2015 2016

Dig

ital A

d G

row

th %

U.S. Canada

U.S. CAGR: 9.0% Canada CAGR: 11.1%

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Newspapers Remain Key Advertising Channel • Newspapers account for approximately 17% of advertising spend • Total advertising spend has recovered from recession lows and is experiencing growth

2012 Advertising Spending Segmentation

Newspaper17%

Magazines5%

Out-of -Home

4%

Internet28%

Television31%

Radio14%

Canadian Advertising Spending Forecast

Source: ZenithOptimedia Advertising Expenditure Forecasts, October 2012

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0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

-

2,000

4,000

6,000

8,000

10,000

12,000

14,000

2010 2011 2012E 2013E 2014E

Television Radio Magazines

Out-of-Home Newspapers Internet

YOY change

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Digital Advertising Continues to Represent Significant Opportunity

Search $1.3

billion 42%

Display $910

million 29%

Classified $615

million 20%

Video $140 million

4%

Email $9 million

Mobile $130 million

4%

• Total 2012 Online advertising revenue $3.1 billion • Search and Display grew substantially in 2012 and collectively represent almost 71% of all Canadian

Online ad revenue • Search +20% to $1.3 billion and Display +14% to $910 million

• Classifieds has seen smaller growth, +3% since 2011 • Collectively, these three ad vehicles represent 91% of all Online advertising booked in 2012 • Online Video advertising grew +75% from $80 million in 2011 to $140 million in 2012

2012 Online Revenue and %Share by Advertising Vehicle

Source: ZenithOptimedia Advertising Expenditure Forecasts, October 2012

0%

5%

10%

15%

20%

25%

30%

-

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

4,500

5,000

2010 2011 2012E 2013E 2014E

Display Video Classified

Search Email Mobile

YoY Change

Newspaper Readership in Canada Still Strong

Source: NADbank 2011, top 19 markets Source: NADbank 2011, top 19 markets

• Canadian newspaper print and website readership continues to grow despite strong competition from online news brands

• Weekly newspaper print readership has been stable despite challenging economic and structural trends

• Website / digital properties enhancing 24/7 news capabilities

12.4 12.4

12.8

13.013.1

2007 2008 2009 2010 2011

CAGR: 1.4%

11.9

11.8

12.0

12.2 12.3

2007 2008 2009 2010 2011

CAGR: 0.8%

Weekly Print & Website Readership Growing (millions)

Weekly Print Readership Stable (millions)

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Postmedia daily newspapers reach 4.3 million Canadian adults each week

Toronto Star Network: Toronto Star, KW Record, Guelph Mercury and Hamilton Spectator Sun Media: Calgary Sun, Edmonton Sun, Winnipeg Sun, Toronto Sun and Ottawa Sun Metro Network: Metro - Vancouver, Calgary, Edmonton, Toronto, Ottawa and Halifax 24 Hours Network: 24 Hours - Vancouver, Calgary, Edmonton, Toronto and Ottawa Postmedia Network owned properties: National Post, Vancouver Sun, The Province, Calgary Herald, Edmonton Journal, Regina Leader Post, Saskatoon Star Phoenix, Windsor Star, Ottawa Citizen, Montreal Gazette

(1) Source: NADbank 2011; For comparative purposes, Networks based on English language readership. Weekly Readership = 6/7 day cumulative (cume) Postmedia, Sun Media, TorStar, Globe and Mail; 5-day cume Metro and 24 Hours Base:, Postmedia Network owned properties , Sun Media (5 markets + 15 markets for Toronto Sun), Torstar (19 markets), Globe and Mail (48 markets), Metro (6 markets), 24 Hours (5 markets).

(2) Source: Newspapers Canada 2011 Circulation Data Report; Postmedia includes disposed properties

Weekly Readership(1) – Adults 18+

The Postmedia Network Advantage

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% Share of Total Paid Daily Circulation(2)

Other

4.3 Million

3.0 Million 2.8 Million 2.6 Million

2.3 Million

1.8 Million

15

Source: comScore, MediaMetrix, Total Canada, All Locations, Q1F’13 (3 month Average Sep-Nov 2012)

Postmedia Newspapers reach 35% of all Canadians

who visit newspaper websites

Postmedia is #1 in the Newspaper Website Category

Newspaper Website Category Unique Visitors (000) -- Q1F’13

35% Reach

Postmedia Digital Newspapers have more than doubled in size since 2008

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• Audiences have grown consistently over time • Postmedia Newspaper sites reach almost 6 million average monthly unique

visitors in Q1F’13

Source: comScore, MediaMetrix, Total Canada, All Locations, Postmedia Digital Newspapers, Average Monthly Unique Visitor Trends Fiscal 2008 to Fiscal 2012 and Q1’F’13

+158% Since 2008

+32%

+32%

+19% +11%

+12%

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Rapidly Growing Mobile Audience

Source: Omniture SiteCatalyst 3 month average- Sept/Oct/Nov 2012 – Worldwide Audience Note: for National Post, Google Analytics used to provide iPhone/iPad app data.

UNIQUE VISITORS* PAGE VIEWS

Vancouver Sun 1,241,000 18,486,000 Vancouver Province 335,000 10,530,000 Calgary Herald 429,000 13,432,000 Edmonton Journal 291,000 10,026,000 Saskatoon Star-Phoenix 74,000 1,679,000 Regina LeaderPost 92,000 1,727,000 Windsor Star 88,000 3,304,000 Ottawa Citizen 364,000 7,483,000 Montreal Gazette 401,000 5,913,000 National Post 992,000 8,040,000 Financial Post 170,000 600,000 canada.com 212,000 436,000 Postmedia Total 4,683,000 80,529,000

• Average monthly audience of 4.7 million in Q1 F’13 represents 138% increase vs. Q1 F’12.

• Average monthly page views of 80.5 million in Q1 F’13 represents 207% increase vs. Q1 F’12.

Business Strategy

Postmedia Strategy

Optimize near-term revenue while strategically repositioning the company for mid- and long-term revenue and operating income growth.

Culture: i) Create a high performance, metric driven culture that is collaborative and embraces change. ii) Define clear priorities and ensure these are effectively communicated throughout the organization.

Audience i. Develop a deep data

based understanding of audiences across all platforms (web, tablet, smartphone, print).

ii. Leverage and integrate social media to grow audiences across all products.

Structure: Implement a streamlined structure to create a nimble more proactive organization able to adapt to a rapidly evolving media landscape while significantly reducing legacy costs.

Product i. Introduce targeted,

differentiated products across four platforms leveraging awareness and credibility of existing brands.

ii. Implement integrated cross-platform subscription strategy across all products.

Sales i. Dramatically improve

sales effectiveness by transitioning from legacy order-taking culture to a proactive, consultative sales approach based on audience and ROI.

New Revenue Opportunities

i. Participate in new or emerging revenue opportunities that leverage competitive strengths through partnerships or in-house development.

Become an “audience first” organization. We will deeply understand our audience and deliver the most relevant news, information and services across the four platforms of print, web, tablet and smart phone.

We will develop a deep audience data base and then use this to build a consultative, multi-platform sales approach; we will cost-effectively drive results for our advertisers by reaching the most relevant audience at scale.

ENABLERS:

STRATEGIC IMPERATIVES:

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Four Platform Product Strategy

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Launch of targeted, differentiated products and services by platform, brand Launch video strategy Device specific content

strategies Launch new national and local

products on mobile devices

Rollout of ‘all access’ digital subscription strategy with content metering: Discontinue heavy discounting

of print subscriptions. Complete implementation of

content metering system in remaining markets.

Complete rollout of “all access” subscription model

Audience-based Sales Strategy

• Shift of sales focus from traditional sale of “impressions” to selling audience and results

• Development of deep audience database with full data analytics to be completed in fiscal 2013

• Aggressive digital growth through greater local client penetration, behavioural targeting, real-time bidding, video and mobile

• Proactive, key account strategy

• Complete implementation of customer relationship management system

• Redesign sales compensation plan to support new sales strategy

• Training/development to support new sales strategy

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Ongoing Reduction of Print Related Infrastructure

$0

$200

$400

$600

$800

$1,000

$1,200

F2008 F2009 F2010 F2011 F2012 Q1 F13LTM

Ope

ratin

g C

osts

Discontinued Operations (2) Continuing Operations

Current Status of Transformation Program • The company successfully implemented over $50 million of operating cost reductions to the end of fiscal 2011

• In 2012 initiated a new transformation program with target of eliminating additional 15% to 20% of operating costs over next 3 years

• As of November 30, 2012 the company has implemented net annualized savings of approximately $42 million or approximately 6% of operating costs

Track Record of Cost Reduction (1)

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(1) Financial information for periods prior to July 13, 2010 relate to Canwest Limited Partnership and for periods subsequent to July 13, 2010 relate to Postmedia Network Canada Corp. (“Postmedia” or the “Company”). Postmedia adopted IFRS on September 1, 2011. As a result, financial information for periods prior to F2011 have been prepared in accordance with Canadian GAAP - Part V and financial information for periods subsequent to F2010 have been prepared in accordance with IFRS. For a full discussion of the impact of the transition to IFRS see the interim condensed consolidated financial statements and MD&A for the three months ended November 30, 2011 and 2010.

(2) On November 30, 2011, the Company completed the sale of the Victoria Times Colonist, Vancouver Island Newspaper Group and certain community newspapers in British Columbia (the “Disposed Properties”) to affiliates of Glacier Media Inc. As a result of the sale, the Company has presented the results of the Disposed Properties as discontinued operations and as such the F2011 financial information has been revised to reflect this change in presentation.

Operating costs have decreased 33% since 2008.

Future Transformation Priorities Targeting additional operating cost reductions from F’13 to F’15 in the following areas:

i. Streamlining of organizational structure based on shift from geographic to functional focus.

ii. Ongoing centralization of common functions such as content production, marketing, newspaper layout and design, sales support, collections, and financial analysis and reporting.

iii. Outsourcing of non-strategic functions including production, technology hosting, and admin functions.

iv. Exploration of alternative print formats (tab vs. broadsheet).

v. Ongoing optimization of distribution footprint as audience migrates from print to digital products.

vi. Monetization of real estate assets to accelerate debt repayment.

Surrey, BC Production 208,047 sq. ft.

Calgary, AB Combined Facilities 383,000 sq. ft.

Edmonton, AB Production 187,000 sq. ft. Saskatoon, SK

Combined Facilities 110,000 sq. ft.

Regina, SK Combined Facilities 103,946 sq. ft.

Ottawa, ON Combined Facilities 190,000 sq. ft.

Montreal, QC Production 165,000 sq. ft.

Owned Properties(1)

City Sq.ft.

1 Calgary, AB 383,000

2 Surrey, BC 208,047

3 Ottawa, ON 190,000

4 Edmonton, AB 187,000

5 Montreal, QC 165,000

6 Saskatoon, SK 110,000

7 Regina, SK 103,946

8 Windsor, ON 60,000

Total Owned 1,406,993

9 Edmonton, AB(1) 133,250(1)

Other Leased 417,535

Total 1,957,778

1

4

3 5

9

Edmonton, AB Office 133,250 sq. ft.

2

7

6

Significant Value in Real Estate

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(1)

Summary of Facilities

8

Windsor, ON Production 60,000 sq. ft.

(1) Edmonton, AB office is subject to a sale leaseback agreement, whereby Postmedia owns the land and space above and can repurchase the building in 2041.

Financial Highlights

Balance Sheet & Cash Flow

• Completed C$250 1st lien bond offering on August 16, 2012 and used proceeds to fully repay US$ term loan.

• Closed head office building sale on October 12, 2012 and applied net proceeds to redeem $23.2 million of 1st lien bonds at par.

• Debt repayments since completing acquisition of Canwest Publishing on July 13, 2010 total approximately $214 million.

Transformation

• Completed Phase 1 of three year transformation program during Q1 of fiscal 2013 resulting in net annualized savings of approximately $42 million.

• On target to complete previously announced operating cost savings of 15% to 20% by end of fiscal 2015.

• Production facility in Edmonton available for sale.

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Recent Developments

LTM Operating Income before Depreciation, Amortization and Restructuring(1)

(C$ millions)

26

Revenue and Operating Income Performance

LTM Consolidated Revenue(1) (C$ millions)

(1) Financial information for periods prior to July 13, 2010 relates to Canwest Limited Partnership and for periods subsequent to July 13, 2010 relates to Postmedia Network Canada Corp. (“Postmedia” or the “Company”). Postmedia adopted IFRS on September 1, 2011. As a result, financial information for periods prior to Q1 F11 have been prepared in accordance with Canadian GAAP - Part V and financial information for periods subsequent to Q4 F10 have been prepared in accordance with IFRS. For a full discussion of the impact of the transition to IFRS see the consolidated financial statements and MD&A of Postmedia for the years ended August 31, 2012 and 2011.

(2) Q4 Fiscal 2011 adjusted financial information is based on actual fiscal 2011 results adjusted to exclude the Disposed Properties (Times-Colonist, Vancouver Island Newspaper Group, and BC community newspapers), but information for prior periods has not been adjusted.

(2) (2)

Consolidated Debt (C$ millions)

Debt Repayment Record and FCF Generation

27

LTM Free Cash Flow(1,4) (C$ millions)

(1) Financial information for periods prior to July 13, 2010 relate to Canwest Limited Partnership and for periods subsequent to July 13, 2010 relate to Postmedia Network Canada Corp. (“Postmedia” or the “Company”). Postmedia adopted IFRS on September 1, 2011. As a result, financial information for periods prior to Q1 F11 have been prepared in accordance with Canadian GAAP - Part V and financial information for periods subsequent to Q4 F10 have been prepared in accordance with IFRS. For a full discussion of the impact of the transition to IFRS see the consolidated financial statements and MD&A for the years ended August 31, 2012 and 2011.

(2) Represents a non-IFRS financial measure. Postmedia believes this measure is beneficial from the perspective of assessing the Company’s financial performance. However, non-IFRS financial measures do not have any standard definition prescribed under IFRS and as such may not be comparable to similar measures used by other companies.

(3) On November 30, 2011, the Company completed the sale of the Victoria Times Colonist , Vancouver Island Newspaper Group and certain community newspapers in British Columbia (the “Disposed Properties”) to affiliates of Glacier Media Inc. As a result of the sale, the Company has presented the results of the Disposed Properties as discontinued operations and as such Q4 F11 and Q1 F12 LTM Free Cash Flow has been revised to reflect this change in presentation, but prior periods have not been revised.

(4) Free cash flow defined as LTM Operating Income before Depreciation, Amortization and Restructuring less Capital Expenditures. (5) Q4 F12 pro forma $23.2 million debt repayment from sale of head office, and $2.2 million additional lease-back expense. (6) Q1 F13 pro forma $1.9 million additional lease-back expense

(3)

• Top priority for free cash flow(2,4) is debt reduction • Approximately $214 million paid from July 2010 to November 2012, excluding

repayments on refinancing • Pursuing additional real estate opportunities where feasible to accelerate debt

repayment

(5) (5) (6)

Capital Expenditures (C$ millions)

Low Capital Expenditures Requirements

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• Priorities for capital investments include:

– Updated sales productivity technology(CRM)

– Development of new digital products to support four platform strategy (print/web/tablet/smartphone)

– Development of integrated audience database analysis and targeting capabilities

– Technology infrastructure to support centralization efforts

• Continued reduction of capex related to legacy print business

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