Results Presentation Full year ended 30 September 2020 - Monday, 23 November 2020 - DMGT
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Results Presentation
Full year ended 30 September 2020
Monday, 23 November 2020
Paul Zwillenberg, CEO
Tim Collier, CFO
© 2020 DMGT
Disclaimer
Certain statements in this presentation are forward looking statements. Those statements This presentation does not constitute
can be identified by the fact that they do not relate only to historical or current facts. or form part of any offer or invitation
Those forward-looking statements and statements which contain the words “anticipate”, to sell, or any solicitation of any offer
“believe”, “intend”, “estimate”, “expect” and words of similar meaning, reflect the to purchase any shares in the
Group’s Directors’ beliefs and expectations. By their nature, forward-looking statements Company, nor shall it or any part of it
involve a number of risks, uncertainties or assumptions that could cause actual results or or the fact of its distribution form the
events to differ materially from those expressed or implied by the forward-looking basis of, or be relied on in connection
statements. These risks, uncertainties or assumptions could adversely affect the outcome with, any contract or commitment or
and financial effects of the plans and events described herein. DMGT believes factors investment decisions relating
that could cause actual financial condition, performance or other indicated results to thereto, nor does it constitute a
differ materially from those indicated in forward-looking statements in the presentation recommendation regarding the
include, without limitation, the ongoing effects of the Covid-19 pandemic; the policies shares of the Company. Past
and actions of governmental and regulatory authorities in the jurisdictions in which performance cannot be relied upon
DMGT operates; the actual or anticipated political, legal and economic ramifications of as a guide to future performance.
the UK’s withdrawal from the European Union; economic, political, social or other
developments in jurisdictions and markets in which DMGT operates; the impact of
competition, and other changes in trading conditions. Forward-looking statements
contained in this presentation regarding past trends or activities should not be taken as
representation that such trends or activities will continue in the future. You should not
place undue reliance on forward-looking statements, which apply only as of the date of
this presentation. DMGT undertakes no obligation to release any update of, or revisions
to, any forward-looking statements, opinions (which are subject to change without
notice) or any other information or statement contained in this presentation.
© 2020 DMGT 2
Introduction
Paul Zwillenberg, CEO
© 2020 DMGT
Strategy has positioned DMGT well
Strong portfolio and financially secure
A more focused portfolio
> All DMGT’s businesses are market-leading with proprietary content
> Scalable businesses: potential for market share gains and expansion into new markets
> Retain benefits of diversification by sector, business model and geography
Improved operational execution
> Embedded our performance management culture: focus on Cash OI; disciplined ROI mindset
> Instilled operational agility: adaptable and efficient
Significant financial flexibility
> Strong balance sheet with net cash
> Ability to weather challenging market conditions and invest through the cycle
© 2020 DMGT 4
Strategy has positioned DMGT well
Four years of progress
A more focused portfolio
> Moved from 10 sectors to 5¹
> Reduced from 40 operating companies to 9¹
Improved operational execution
> Upskilled management teams and capabilities
> Cash OI included in all management incentive plans: focus on ‘good growth’
> Invested in technology to be fit for the future:
Moved to modern, modular architecture
Open, ‘API first’ approach
> Changed commercial policies to improve customer retention and increase yields
Significant financial flexibility
> Transformed from 1.8x net debt:EBITDA (2.9x excl. Euromoney²) to pro forma net cash of £168m
> Returned £1.15bn³ to shareholders
> Investing through the cycle: organic and inorganic (e.g. Cazoo)
Notes: (1) 10 sectors and 40 operating companies in 2016. © 2020 DMGT 5
(2) DMGT FY 2016 net debt:EBITDA ratio was 1.8 including the benefit of Euromoney’s net cash. Excluding Euromoney, the net debt:EBITDA ratio was 2.9x
(3) Includes £662m distribution of Euromoney shares and £489m of cash dividends over the 4 years to 30 September 2020 (incl. £200m April 2019 special dividend)
FY 2020 Overview: DMGT coped well with the challenges
Good trading performance in first five months
Covid-19: acted swiftly and responsibly
> B2B subscription businesses resilient and continued growing: Insurance Risk, US
Property Information and EdTech
> Consumer Media, UK Property Information and Events & Exhibitions severely impacted
> Reduced costs appropriately:
Group-wide review of product line profitability
> Maintained investment with re-prioritisation of initiatives: investing through the cycle
> Supported our communities
Strategic priorities remain the same
© 2020 DMGT 6
Real dividend growth continues
Dividend of 24.1p
Dividend policy unchanged
> Comprehensive reconsideration by Board
> Long-term approach to capital management and capital allocation
> Confidence in DMGT’s future capital value creation and EPS growth
30 year CAGR: 8% 24.1p
24
22
20
18
16
14
12
10
8
6 5.3p
4 2.8p
2
0
1990 2020
Dividend Inflation
© 2020 DMGT 7
Financial Performance
Tim Collier, CFO
© 2020 DMGT
Full Year 2020 revenue dynamics
Good five months, then seven months of mixed Covid-19 impact
Covid-19 impact
> First five months’ pre-Covid trading at the top of our expectations
> Businesses’ performance consistent with their sector and revenue model:
B2B subscription businesses resilient and continued growing: Insurance Risk, US Property
Information and EdTech
Consumer Media, UK Property Information and Events and Exhibitions severely affected;
adverse revenue impact partially offset by cost savings
Underlying revenue growth rates 5m to Feb'20 7m to Sep'20 FY 2020
DMGT Group +3% (19%) (10%)
B2B +4% (16%) (7%)
Insurance Risk, US Property Information, EdTech +4% +3% +3%
UK Property Information, Events & Exhibitions +3% (44%) (22%)
Consumer Media +1% (22%) (13%)
© 2020 DMGT 9
Diverse revenue streams: varying impact of Covid-19
Growth across 43% of revenue base
Transactions & Other (13)%
H1 FY 2020: (6)% 16%
30% Subscriptions +3%
H1 FY 2020: +4%
Print Advertising (30)% 11%
H1 FY 2020: (4)%
13%
Digital Advertising +4%
H1 FY 2020: +14% 6% 24%
Circulation (7)%
H1 FY 2020: (5)%
Events (35)%
H1 FY 2020: +1%
Note: Percentages in the slices represent share of revenues in FY 2020, excluding Energy Information. The +X% and (X)% percentages represent underlying growth rates during the year. © 2020 DMGT 10Financial Summary: Adjusted numbers
£ million FY 2019 FY 2020 Change % Underlying %
Revenue 1,411 1,211 (14%) (10%)
Cash operating income ('Cash OI') 162 110 (32%) (29%)
Operating profit 144 90 (38%) (35%)
Joint ventures and associates 13 (8) N/A (25%)
Net finance costs (12) (10) (17%) (36%)
Profit before tax 145 72 (50%) (36%)
Taxation and minority interests (30) (13) (58%)
Profit after tax 115 59 (48%)
Earnings per share 38.6 p 26.1 p (32%)
Dividend per share 23.9 p 24.1 p +1%
Adjusted tax rate 20% 18%
> Cash OI and profit reduction: Covid-19 impact and planned B2B investment
> PBT and EPS impacted by April 2019 Euromoney distributions
> Reduction in adjusted tax rate: reduced US tax – foreign income incentive
© 2020 DMGT 11Financial Summary: Statutory numbers
£ million FY 2019 FY 2020 Change %
Revenue 1,337 1,203 (10%)
Operating profit 67 15 (78%)
Profit on sale of assets 67 177 +163%
Profit before tax 134 52 (61%)
Profit for the year 91 189 +107%
Earnings per share 30.7 p 83.1 p +171%
> Revenue, operating profit and PBT exclude Energy Information (discontinued operations)
> Profit for the period and EPS include gain on disposal of Energy Information
© 2020 DMGT 12Group revenue, cash OI and operating profit
£ million FY 2019 FY 2020 Change % Underlying %
Revenue: B2B 738 606 (18%) (7%)
Consumer Media 672 604 (10%) (13%)
DMGT Revenue 1,411 1,211 (14%) (10%)
Cash OI: B2B 126 79 (37%) (27%)
Consumer Media 78 64 (18%) (27%)
Corporate costs (43) (34) (21%) (21%)
DMGT Cash OI 162 110 (32%) (29%)
Operating profit: B2B 117 69 (41%) (32%)
Consumer Media 67 56 (17%) (27%)
Corporate costs (40) (35) (12%) (12%)
DMGT Operating profit 144 90 (38%) (35%)
DMGT Cash OI margin 11% 9%
DMGT Operating margin 10% 7%
© 2020 DMGT 13B2B Summary
Mixed impact of Covid-19; planned investment
£ million FY 2019 FY 2020 Change % Underlying %
Revenue 738 606 (18%) (7%)
Cash OI 126 79 (37%) (27%)
Operating profit 117 69 (41%) (32%)
Cash OI margin 17% 13%
Operating margin 16% 11%
> Resilient subscription revenues offset by UK Property Information and Events & Exhibitions
> Energy Information and Property Information disposals
> Reduced margins: Covid-19 impact; planned increased investment expensed directly
> Outlook:
Uncertain markets for Events & Exhibitions and UK Property Information: Covid-19 effect
Greater visibility for Insurance Risk, US Property Information and EdTech due to subscription model
Continued significant organic investment: strengthening our position and creating value
© 2020 DMGT 14Insurance Risk: RMS
Year of investment and product delivery
Revenue and underlying growth Cash OI and margin Operating profit and margin
+1% +2% 17% 17%
14% 14%
£244m £248m £41m £40m
£35m £34m
FY 2019 FY 2020 FY 2019 FY 2020 FY 2019 FY 2020
> Revenue growth driven by high renewal rates and sales to new customers
> Increased organic investment to accelerate product roadmap as planned: FY 2020 peak year
> Products delivered: Risk Modeler 2.0, Exposure IQ 1.3, Treaty IQ Dec’20, new and enhanced models
> Outlook:
Continued modest revenue growth in FY 2021 then gradual acceleration
Profitability to improve following the peak in investment and as revenue growth accelerates
© 2020 DMGT 15Property Information
UK residential property transaction volumes
180%
160%
140%
120%
100%
80%
60%
40%
20%
0%
April May June July August September
New listings Sold subject to contract Searches ordered Completion
> Very volatile market: severe impact from lockdown and subsequent pent up demand
> Benefit of UK stamp duty reductions introduced in July 2020 (due to expire March 2021)
> Difficult to unpick relative significance of pent up demand and stamp duty changes
> Property transaction bottlenecks at different stages: e.g. valuations Jun’20, conveyancing Sep’20
> Landmark has extensive visibility of transaction cycle: provides monthly data to UK government
Notes: (1) Chart compares volumes per month in 2020 as a percentage of the same month in 2019. © 2020 DMGT 16
(2) Source: Landmark’s own data to extrapolate the entire market.Property information
Volatile UK revenues; strength in US
Revenue and underlying growth Cash OI and margin Operating profit and margin
(1)% 20% 19%
£27m
Exited business¹ (6)%
16%
13%
£44m £41m
£195m £187m
£29m £24m
FY 2019 FY 2020 FY 2019 FY 2020 FY 2019 FY 2020
> Landmark revenues down underlying –11%: -33% 4 months to Jun’20; +11% 2 months to Sep’20
> US: Trepp benefitting from increased customer demand with strong H2 bookings
> Investment in product development: Trepp BI analysis tools and expanding Landmark’s services
> Outlook:
UK market to remain volatile: Covid-19 uncertainty; stamp duty reductions end Mar’21
Trepp expected to deliver underlying revenue growth: good demand for risk analytics
Investment: Landmark technology integration; Trepp data lake
Notes: (1) Exited businesses refers to On-geo and BuildFax which were sold in June and October 2019 respectively. © 2020 DMGT 17EdTech: Hobsons
Proving the model: growth and cash generation
Revenue and underlying growth Cash OI and margin Operating profit and margin
+7% 12% 7%
+12%
10%
6%
£80m £85m £10m £6m
£8m £4m
FY 2019 FY 2020 FY 2019 FY 2020 FY 2019 FY 2020
> Continued revenue growth across all three businesses: Naviance, Intersect and Starfish
> H2 revenue growth slowed due to pressure on budgets in US education sector
> Investment in modernising core product platforms to drive future margin improvement
> Outlook:
Slower revenue growth in FY 2021
Increased investment in platform modernisation expected to reduce margins
© 2020 DMGT 18Events and Exhibitions: dmg events
Severe disruption caused by Covid-19
Revenue and underlying growth Cash OI and margin Operating profit and margin
+4% 19% 19%
(35)%
£119m £22m £22m
£79m
5% 5%
£4m £4m
FY 2019 FY 2020 FY 2019 FY 2020 FY 2019 FY 2020
> No physical events from Feb’20 to Sep’20; two of three largest events held in Nov’19, pre Covid-19
> Margins impacted by: event cancellations, including £7m of cancelled and postponed FY 2021
event costs in FY 2020; insurance receipts of £16m (US$20m)
> Outlook:
ADIPEC (largest event) not in FY 2021; next major shows in Sep’21 (Gastech and Big 5 Dubai)
Events that are held in FY 2021 are expected to be smaller than when previously held
Continued overhead costs; expect US$20m of insurance receipts
© 2020 DMGT 19Consumer Media: dmg media
Significant impact of Covid-19 pandemic
Underlying %
5m to 7m to
£ million FY 2019 FY 2020 Change % FY 2020
Feb'20 Sep'20
Daily Mail / The Mail on Sunday 406 356 (12%) (4%) (18%) (12%)
Circulation 284 264 (7%) (5%) (8%) (7%)
Advertising 109 82 (25%) (3%) (42%) (25%)
Other 13 10 (25%) (11%) (36%) (25%)
MailOnline 140 144 +3% +19% (8%) +3%
DailyMailTV 13 8 (39%) (45%) (35%) (39%)
Mail Businesses 559 508 (9%) +0% (16%) (9%)
Metro 79 47 (40%) +7% (74%) (40%)
'i' - 27 N/A +1% (17%) (10%)
Newsprint & other 35 22 (35%) +0% (12%) (7%)
Total Revenue 672 604 (10%) +1% (22%) (13%)
> Very challenging advertising market, particularly print; MailOnline benefit of traffic growth
> Circulation volumes affected, particularly Metro
> Some recovery in Q4: stronger advertising
© 2020 DMGT 20Consumer Media: dmg media
Strong market positions and cost management
Revenue and underlying growth Cash OI and margin Operating profit and margin
+2% 12% 10%
(13)%
11% 9%
£672m £78m £67m
£604m £64m £56m
FY 2019 FY 2020 FY 2019 FY 2020 FY 2019 FY 2020
> FY 2020 includes 10 months of the ‘i’
> Effective cost management: total costs down £57m despite addition of ‘i’; partly Metro volumes
> Further profit growth from MailOnline
> Outlook:
Advertising market: inherently lacks visibility; likely to remain challenging and volatile
Margins: will depend on revenue dynamics and continued cost efficiencies within newspapers
© 2020 DMGT 21Joint Ventures, associates and investments
DMGT’s share of operating profits of JVs and associates
£ million FY 2019 FY 2020 Change % Underlying %
Euromoney 23 - (100%) N/A
Other (10) (8) (25%) (25%)
Total JVs and associates 13 (8) N/A (25%)
> Euromoney: stake distributed to DMGT’s shareholders in April 2019
> Other JVs & Associates: larger stake in Yopa during FY 2020 (c.45%)
> Cazoo investment: DMGT’s c.22% stake valued at £409m, new major investors¹; continued
good progress post successful launch
> True value is not fully reflected in balance sheet carrying values:
JVs and associates: cost plus cumulative share of profits/losses; impaired if appropriate
Investments: fair value, ‘marked-to-market’
> Outlook: less visibility given minority stakes; continued significant cumulative net losses from
early-stage associates
Notes: (1) Valuation of £409m includes £34m investment made in October 2020; £375m as at 30 Sep 2020. DMGT’s stake, including October investment, is © 2020 DMGT 22
c.22% or c.20% on a fully diluted basis. Cazoo’s October 2020 funding round valued the business at c.£2.0bn; new investors included
BlackRock and Fidelity Management & Research Company.Net finance costs
£ million FY 2019 FY 2020 Change % Underlying %
Gross finance costs 24 18 (24%) (33%)
Interest income (12) (8) (30%) (30%)
Total net finance costs 12 10 (17%) (36%)
Items excluded from adjusted results:
IAS19(Revised) finance credit (7) (4) (41%) N/A
> FY 2020 benefitted from maturing of Dec’18 bond
> Gross finance costs largely unaffected by current interest rates
> Interest income dependent on interest rates on short term deposits
> Outlook: increased net finance costs in FY 2021: lower interest income due to lower interest rates
© 2020 DMGT 23Exceptional items and amortisation
£ million FY 2019 FY 2020
Exceptional cash costs - continuing (9) (15)
Exceptional cash costs - discontinued (31) 11
Other non-cash exceptional costs (3) (20)
Share of associates' exceptional operating (costs) / credit 7 -
Total exceptional operating costs (36) (24)
Impairment of intangible assets & goodwill (49) (19)
Amortisation, impairment of plant & other (32) (11)
Profit on sale of assets 67 177
Pre-tax exceptional credit / (costs) (50) 123
> Exceptional cash items of £15m, including £9m of severance costs
> Exceptional non-cash charge of £20m relating to amendments to existing RMS 2015 incentive plan
for broader employee base
> Profit on sale of assets includes £134m for the Energy Information business, Genscape
Note: Figures include discontinued operations (Energy Information) and JVs and associates © 2020 DMGT 24Net cash movement
Cash OI £110m
400
38 18 11 14
350
16
300 90 55
29
250
122 117 100
247
£m
200
150 185
M&A 168 H2
distribution
100
50
-
Opening Operating Depreciation Capital Other Taxation
pro forma and operating
Pensions Dividends Disposals Acquisitions, Closing pro Ring-fenced IFRS 16 Closing
profit expenditure Interest¹ investments forma net cash for lease balance sheet
amortisation cash flow and other² cash pension liabilities net cash
30 Sep’20 schemes 30 Sep’20
> Other operating cash flow (£11m): includes £18m funding of Employee Benefit Trust
> Operating cash conversion 110%³ (vs. 109% FY 2019); Cash OI 122% of adjusted operating profit
> New pension funding plan agreed with Trustees: £11m p.a. and £7m p.a. into escrow; see slide 53
Notes: (1) Taxation £8m and Interest £6m © 2020 DMGT 25
(2) Acquisitions, investments and other includes £113m of acquisitions and investments and £9m adverse revaluation of cash.
(3) Operating cash conversion % = operating cash flow / adjusted operating profitCapital allocation framework
DMGT will always have a long-term perspective
Organic investment is our priority
> 10% of FY 2020 revenues; strengthening our market-leading positions
> Focus on developing deep data and analytics expertise: Insurance Risk, Property Information
and EdTech
> Focus on building technology platforms that are fit for the future
Dividend: primary mechanism for returning capital to shareholders
> Policy: real dividend per share growth; targeting one-third payout of adjusted EPS medium term
Balanced and flexible approach to additional uses of capital
> Capacity for meaningful acquisitions: we will remain disciplined
> Early-stage investments: clear value creation with Cazoo
> Important to maintain balance across portfolio roles: Predictable performers, Growing and
delivering, Businesses for the future
> Acquisitions balanced against additional shareholder returns
> Long-term approach to capital management: maintaining financial flexibility is a priority
© 2020 DMGT 26Considerations for FY 2021
No formal guidance due to Covid-19 uncertainty
Expect differing degrees of Covid-19 impact
> Insurance Risk, US Property Information and EdTech: B2B subscription businesses may see
impact on end markets but generally well positioned for revenue growth
> UK Property Information and Consumer Media: currently profitable but property market
likely to remain volatile and advertising market challenging; exposure to UK lockdowns
> Events and Exhibitions: uncertain timing and trajectory of recovery
Ongoing organic investment
Significant financial flexibility for our strategy
Notes: (1) A summary of the comments about the outlook is provided on slide 38. © 2020 DMGT 27Strategy and
Business Update
Paul Zwillenberg, CEO
© 2020 DMGTBusiness update
Insurance Risk: RMS
Delivered the product
> RMS’s natural catastrophe model portfolio (RiskLink and HD) now available in the cloud
> A truly unified model and analytics platform, Risk Intelligence
> Delivery of software, applications and models will strengthen market-leading position
Customers are now migrating
> Focus now is on deploying customers on to Risk Intelligence
> Existing customers are migrating to the cloud and signing up to new products¹
> Risk Intelligence lowers total cost of ownership and enables sophisticated analytics
Expanding the market
> Risk Intelligence platform and products enable RMS’s expansion into Risk
Management Analytics (approaching $2.0bn) and Property Data (>$1.0bn) markets
> Confidence in RMS’s ability to grow its SaaS revenues and increase cash generation
over time, creating substantial value
© 2020 DMGT 29
Notes: (1) RMS’s Tokio Marine press release is on slide 48.Business update
Property Information
UK Property Information: Landmark
> Market-leading products, data and workflow tools to the UK’s property market: now
positioned across the entire transaction process
> Landmark is driving the digitisation of the industry: increasing transparency and
efficiency; streamlining processes
> Recent bolt-on acquisitions to strengthen capabilities and technology:
OneSearch Direct, RiskHorizon
> Potential to expand into new adjacencies, e.g. ESG risk management
US Property Information: Trepp
> Increased customer demand for risk analytics to understand portfolio exposure
> Valuable insights for customers: extensive data combined with sophisticated analytics
> Organic investment is delivering: CRE¹ and banking growth
> Investing in ‘API first’ architecture and centralised data lake
Notes: (1) CRE = Commercial Real Estate. © 2020 DMGT 30Business update
EdTech: Hobsons
Market-leading businesses with extensive reach
> Naviance: >13k schools, >10m students (>40% of US high school students)
> Intersect & Starfish: >1,100 colleges and universities
Well positioned for the medium-term
> Strong suite of ‘student success’ products that deliver ROI for customers:
this fundamentally underpins customer demand
Modernising platforms to be fit for the future
> Targeting reduced customer support costs and faster product development
© 2020 DMGT 31Business update
Events & Exhibitions: dmg events
Portfolio of market-leading events
> Well positioned to be resilient upon market recovery
> ADIPEC: Energy - Middle East based; leading global energy event
> Big 5 portfolio: Construction - Middle East and Africa based
> Gastech: Energy – different locations globally; leading global gas and LNG event
Covid-19 impact and confidence in the medium-term
> Profound impact from travel and social distancing restrictions
> Physical exhibitions: visitors see equipment and machinery first-hand; deal making
events
> Virtual events not a substitute: help to maintain brand profile, expand audiences
and sustain customer relationships; limited financial significance
> Long-term important role for face-to-face events and physical exhibitions
> Encouraging customer feedback and engagement
© 2020 DMGT 32Business update
Consumer Media: dmg media
Market-leading brands
> Mail: highest circulation paid-for newspaper in the UK; 26% volume share
> MailOnline: 145m average daily minutes¹ in FY 2020, +14%
> ‘i’: distinctive independent editorial; different demographic; 4% volume share
> Benefitting from growing demand for trusted information and entertainment
Segmentation strategy: different digital audiences
> ‘The Digital Edition’: paid-for subscription for enhanced Mail newspaper
> Mail+: feed version of the Mail newspaper, including audio and video
> MailOnline: mass reach delivering profitable advertising revenues
Increasing importance of subscription circulation
> ‘The Digital Edition’, >80k paying subscribers / >70k home delivery added since Feb’20
© 2020 DMGT 33
Notes: (1) Average daily minutes exclude time spent viewing videos.Next phase of DMGT’s evolution
Consumer Media: building brands, subscriptions and digital
B2B portfolio: expanding risk insights and leading positions
Early-stage investments: targeting capital value growth
Satisfying
the need
to know © 2020 DMGT 34Summary
DMGT is resilient and adaptable
Market-leading businesses with exciting opportunities
for growth
Retain long-term perspective
Confident in creating long-term value
Satisfying
the need
to know © 2020 DMGT 35Questions
Daily Mail and General Trust plc
© 2020 DMGT 36Appendix
© 2020 DMGTOutlook
No formal guidance
> Covid-19 uncertainty: UK Property Information, Events and Exhibitions and Consumer Media
Group performance dependent on individual businesses
> Insurance Risk¹: modest revenue growth in FY 2021 before a gradual acceleration; profitability
to improve following peak investment and as revenue growth accelerates
> Property Information¹: UK property market likely to remain volatile, Covid-19 restrictions and
stamp duty changes; US positioned for revenue growth; continued investment
> EdTech¹: slower revenue growth and increased investment
> Events and Exhibitions¹: reduced total revenues from major events; uncertain event schedule
> Consumer Media¹: weak advertising market; circulation volumes dependent on Covid-19
restrictions; continued management of newspaper cost base
> JVs and associates¹: continued significant cumulative net losses
> Net finance costs¹: increasing due to reduced income as a result of lower interest rates
> Tax: adjusted rate will depend on Covid-19 impact, including on the geographical mix of profits;
currently expected to be in the low twenties
Notes: (1) Please see slides 15,17, 18, 19, 21, 22 and 23 for more detail . © 2020 DMGT 38Clear portfolio roles
% of Group Underlying Cash OI
revenue revenue growth margin²
Predictable 53% -14% 13%
performers
Growing and 11%
46% -5%
delivering
Businesses
for the
future³
Note: (1) The figures above are for FY 2020 adjusted to exclude Genscape and BuildFax which were sold in the first quarter of FY 2020. © 2020 DMGT 39
(2) Cash OI margins do not include any allocation of Corporate costs.
(3) Associates and investments (e.g. Yopa, Cazoo) are not consolidated in Group revenue or Cash OI, so are excluded.Geographical diversity
Revenues by destination: FY 2020
Rest of World 15%
Rest of World revenues, 15%:
• 8% Rest of Europe
• 7% Asia, Middle East, Caribbean,
Africa and Latin America
UK
28% 57%
North America
© 2020 DMGT 40Revenue dynamics
Continued subscription growth
£ million % of total FY 2019 FY 2020 Change % Underlying %
Advertising - print 11% 185 132 (29%) (30%)
(15%)
- digital 13% 145 152 +5% +4%
Circulation 24% 284 285 +0% (7%)
Subscriptions 31% 429 373 (13%) +3%
Events 7% 118 79 (33%) (35%)
Transactions & other 16% 250 191 (24%) (13%)
Total Revenue 100% 1,411 1,211 (14%) (10%)
Note: Share of revenues shown to nearest whole percentage. © 2020 DMGT 41Category analysis
Revenues by type: FY 2020
Insurance Property Events and Energy Consumer
£ million EdTech Total
Risk Information Exhibitions Information Media
Advertising - print - - - 1 - 131 132
- digital - - - - - 152 152
Circulation - - - - - 284 285
Subscriptions 236 54 76 - 7 - 373
Events 1 - - 78 - - 79
Transactions & other 12 132 9 - 1 37 191
248 187 85 79 7 604 1,211
© 2020 DMGT 42Geographical analysis
Revenues by destination: FY 2020
Insurance Property Events and Energy Consumer
£ million EdTech Total
Risk Information Exhibitions Information Media
UK 53 132 - 2 - 499 686
North America 135 51 85 5 6 57 339
Rest of World 61 3 - 73 1 48 186
Total Revenue 248 187 85 79 7 604 1,211
Note: This table shows the revenues based on the location of the client receiving the goods or services. © 2020 DMGT 43Underlying analysis
Revenues
FY 2019 FY 2020
£ million % Underlying M&A Exchange Other Actual Underlying M&A Other Actual
B2B
Insurance Risk +2% 244 - (1) - 244 248 - - 248
Property Information (6%) 201 (21) - - 222 188 1 - 187
EdTech +7% 80 - - - 80 85 - - 85
Events and Exhibitions (35%) 128 8 - 2 119 83 4 - 79
Energy Information N/A - (74) - - 74 - (7) - 7
(7%) 652 (88) (1) 2 738 604 (2) - 606
Consumer Media (13%) 676 36 - (32) 672 590 6 (20) 604
DMGT Revenue (10%) 1,328 (52) (1) (30) 1,411 1,194 4 (20) 1,211
Notes: (1) Underlying results are adjusted for constant exchange rates, the exclusion of disposals and business closures, the inclusion of the year-on-year organic growth from acquisitions and
for the consistent timing of revenue recognition. For events, the comparisons are between events held in the year and the same events held the previous time and underlying growth
includes the adverse impact of event cancellations and postponements. For Consumer Media, underlying revenues exclude low margin newsprint resale activities. For a full explanation
of underlying growth rates and adjustments see slide 57.
(2) Amounts are stated rounded to the nearest £1m, consequently totals may not equal the sum of the component integers.
© 2020 DMGT 44Underlying analysis
Cash operating income
FY 2019 FY 2020
£ million % Underlying M&A Exchange Other Actual Underlying M&A Other Actual
Insurance Risk (14%) 40 - - - 41 35 - - 35
Property Information (35%) 44 - - - 44 29 - - 29
EdTech +19% 8 - - - 8 10 - - 10
Events and Exhibitions (51%) 25 2 - 1 22 12 1 7 4
Energy Information N/A - (12) - - 12 - (1) - 1
B2B (27%) 118 (10) - 1 126 86 - 7 79
Consumer Media (27%) 92 14 - - 78 67 3 - 64
Corporate costs (21%) (43) - - - (43) (34) - - (34)
Cash operating income (29%) 167 4 - 1 162 119 2 7 110
Notes: (1) For an explanation of underlying growth rates and adjustments see slide 57.
(2) Amounts are stated rounded to the nearest £1m, consequently totals may not equal the sum of the component integers.
© 2020 DMGT 45Underlying analysis
Adjusted operating profit and PBT
FY 2019 FY 2020
£ million % Underlying M&A Exchange Other Actual Underlying M&A Other Actual
Insurance Risk (16%) 40 - - - 40 34 - - 34
Property Information (42%) 41 - - - 41 24 - - 24
EdTech +31% 4 - - - 4 6 - - 6
Events and Exhibitions (52%) 25 2 - 1 22 12 1 7 4
Energy Information N/A - (8) - - 8 (0) (2) - 2
B2B (32%) 111 (7) - 1 117 75 (1) 7 69
Consumer Media (27%) 81 14 - - 67 59 3 - 56
Corporate costs (12%) (40) - - - (40) (35) - - (35)
Operating profit (35%) 152 7 - 1 144 99 2 7 90
Joint ventures and associates (25%) (10) (23) - - 13 (8) - - (8)
Net finance charges (36%) (12) - - - (12) (8) - 2 (10)
Adjusted profit before tax (36%) 130 (16) - 1 145 84 2 10 72
Notes: (1) For an explanation of underlying growth rates and adjustments see slide 57.
(2) Amounts are stated rounded to the nearest £1m, consequently totals may not equal the sum of the component integers.
© 2020 DMGT 46Adjusting items
Reconciliation from statutory PBT to adjusted PBT
£ million FY 2019 FY 2020
Statutory Profit Before Tax - continuing operations 134 52
Add: statutory PBT - discontinued operations (33) 13
Add: Profit on disposal of discontinued operations¹ - 134
Statutory PBT including discontinued operations 102 199
Reverse: Pre-tax exceptional costs / (credit) (slide 24) ¹ 50 (123)
Remove: IAS19(Revised) credit (slide 23) (7) (4)
Adjusted Profit Before Tax 145 72
Note: (1) The £177m profit on sale of assets shown on slide 24 includes the £134m profit on disposal of discontinued operations, which is excluded from
statutory PBT as well as from adjusted PBT (since statutory results exclude discontinued operations). The profit on disposal of discontinued operations is
effectively added in and then reversed back out in this reconciliation.
© 2020 DMGT 47Insurance Risk
RMS and Tokio Marine press release: 15 October 2020
RMS and Tokio Marine Holdings, Inc. to Expand and Deepen Global Commercial Partnership
RMS, the world’s leading catastrophe risk solutions company, and Tokio Marine Holdings, Inc., are pleased to announce that they are expanding and deepening their
global commercial partnership through a new agreement. RMS models underlie Tokio Marine’s global view of natural catastrophe risk, and Tokio Marine entities have
access to a range of RMS RiskLink® and HD™ models as well as RMS Risk Intelligence™ products. The goal of the partnership is to ensure that the highest quality, most
accurate, best-science, data and technology-based views of risk across all perils and markets where Tokio Marine participates are leveraged to the benefit of Tokio Marine
customers worldwide.
Through the partnership, RMS models, data and applications, along with the RMS cloud platform, Risk Intelligence, may be leveraged by Tokio Marine entities globally.
Tokio Marine has been a longstanding industry leader and partner with RMS, with the relationship spanning over 20 years. Tokio Marine partnered with RMS on the
development of the Japan Earthquake and Japan Typhoon models, providing knowledge and insights to the benefit of the modelled views of those risks, the partnership, as
well as the market at large.
In addition to RMS RiskLink models, Tokio Marine has also licensed and is adopting the current suite of RMS high-definition (HD) models, which includes the Japan
Typhoon and Flood HD Model, and the Japan Earthquake and Tsunami HD Model.
Tokio Marine was an early adopter of RMS Risk Modeler™ and Exposure Manager™ solutions and is working towards adoption of the latest version, Risk Modeler 2.0, as it
deploys new HD models. All RMS RiskLink models, together with HD models, are deployed on cloud-based Risk Modeler as of the September 30, 2020 release, along with
portfolio and account modelling and analytics.
Kenji Okada, Group Chief Risk Officer, Tokio Marine Holdings, Inc. said: “RMS has been an important strategic partner for many years and has consistently
demonstrated its commitment to investing in better science and technology for the insurance industry. We look forward to continuing and deepening this partnership over
the years to come.”
Karen White, Chief Executive Officer of RMS, said: “Tokio Marine has been a global market leader and valued partner to RMS throughout our longstanding
relationship. The global risk market is growing more complex and inter-connected. As we together tackle existing as well as increasing risks such as climate change and
extreme weather events, systemic risks, clash risks, cyber, pandemic and infectious disease risks and other perils, meaningful collaboration and partnerships, coupled
with leading edge science and technology, are vital. We look forward to continuing our work with Tokio to ensure the deepest insights and views of risks, to optimize
business outcomes and greater global resiliency.”
© 2020 DMGT 48No major shows until September 2021; no ADIPEC exhibition, the largest event, in FY 2021
FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Major event H1 H2 H1 H2 H1 H2 H1 H2 H1 H2 H1 H2
ADIPEC A A A A PA
Big 5 Dubai A A A A PB A
C
Gastech 18M 18M A P A
FY17 FY18 FY19 FY20
Revenues £m £m £m £m
Total for 3 largest events¹ 70 68 74 56
Other events 47 49 45 23
Total revenues 117 118 119 79
Key PA > ADIPEC: postponed from Nov’20 to Nov’21
A Annual PB > Big 5 Dubai: postponed from Nov’20 to Sep’21
18M c.18 Months PC > Gastech: Singapore event postponed from Sep’20 to Sep’21
Note: (1) FY 2020 revenues of £56m from two events (ADIPEC and Big 5 Dubai) as Gastech not held in FY 2020 because of Covid-19 pandemic. © 2020 DMGT 49
(2) Events are listed in order of size, based on revenues. ADIPEC generates the most revenue, followed by Big 5 Dubai, followed by Gastech.Balance Sheet
Statutory¹
£ million 30 Sep'19 30 Sep'20 Movement
Goodwill & Intangible assets 321 350 29
JVs, associates and investments 133 468 335
Other non-current assets 168 248 80
Other current assets (excl. cash) 470 264 (206)
Net cash 82 185 103
Pension surplus 215 123 (92)
Other liabilities (614) (492) 122
Net assets 774 1,146 372
Equity attributable to owners of DMGT 774 1,145 371
Non-controlling interests - 1 1
Shareholders' equity 774 1,146 372
Note: (1) The balance sheet is stated before the pro forma adjustments. In September 2019, these were the reclassification of £117m cash being made available to the pension schemes © 2020 DMGT 50
and $364m of gross proceeds on the disposal of Genscape. In September 2020, these were £117m cash being made available to the pension schemes and in respect of £100m of
IFRS 16 lease liabilities.Net cash
Significant financial flexibility
Bonds Coupon £m
April 2021 10.0% (1)
June 2027 6.375% (203)
(204)
Other debt & derivatives and collateral (100)
Collateral and derivatives 8
Cash and short-term deposits, net of overdrafts 480
Net cash as at 30 September 2020 185
Exclude lease liabilities recognised per IFRS 16 100
Funds to be made available to pension schemes (117)
Pro forma net cash as at 30 September 2020 168
Bank facilities Facility Drawings Undrawn
Expiring March 2023 373 - 373
> Gross cash and facilities of >£700m
> Bonds not due until 2027
© 2020 DMGT 51Gross cash and facilities >£700m
Significant financial flexibility
800
23
700 736
74
600
373
500
£m
> £203m bonds not due until 2027 (6.375% coupon)
400 8 > £373m committed facilities to March 2023
300 363
203
200
168
100
-
Pro forma Bonds Collateral Gross Committed Total
net cash due 2027 and other cash² undrawn gross cash
debt¹ bank and bank Notes: (1) Collateral and other debt includes £22m collateral largely offset by
facilities facilities £1m April 2021 bonds and £13m of derivatives and other debt.
(2) Gross cash includes cash, cash equivalents and short-term deposits,
net of overdrafts and excludes the £117m made available to the pension
schemes.
© 2020 DMGT 52Defined benefit pension schemes
Triennial actuarial valuation as at 31 Mar’19 agreed: actuarial deficit
£117m made available to pension schemes in April 2019
> Currently ring-fenced on DMGT balance sheet as cash; will be paid into escrow in FY 2021¹
New funding plan agreed
> £14m to be paid into schemes in FY 2021; £11m p.a. from FY 2022 to FY 2025 inclusive
> In certain circumstances, funding payments of up to 20% of any future share buy-backs
> Contributions cease once actuary agrees schemes not in deficit
> £121m¹ to be paid into escrow in FY 2021 and £7m p.a. from FY 2022 to FY 2025 inclusive
> Some escrow funds may be paid into schemes from FY 2021 to FY 2027, dependent on actuarial deficit
> FY 2027: some or all remaining escrow funds to be paid into the schemes; balance returned to DMGT
Pro forma accounting surplus of £240m² as at 30 Sep’20 (£332m as at 30 Sep’19)
> IAS 19 (Revised); assumptions differ to those used for actuarial valuation
> FY 2020 surplus reduction: increased liabilities (lower discount rates) and reduced asset valuations
Note: (1) The £121m being paid into escrow in FY 2021 includes the £117m cash ring-fenced on the balance sheet as at 30 September 2020. © 2020 DMGT 53
(2) The pro forma surplus includes £117m of cash that is excluded from pro forma net cash and which is being paid into escrow in FY 2021.FX Rate
Consistent average US dollar FX rate
US $ / GBP £
1.34
1.32
1.30
FY 2019: $1.28 FY 2020: $1.28
1.28
1.26
1.24
1.22
1.20
© 2020 DMGT 54Reporting calendar
Reporting dates for FY 2021
Release or event Provisional Date
Q1 Trading update 21 January 2021
Half year results 27 May 2021
Nine month trading update 22 July 2021
Full year results 18 November 2021
© 2020 DMGT 55Sep'90
Jun'91
Mar'92
Dec'92
Sep'93
Jun'94
Mar'95
Dec'95
Sep'96
Jun'97
Mar'98
Dec'98
Sep'99
Jun'00
Share price performance
Mar'01
Dec'01
Sep'02
Jun'03
Mar'04
Dec'04
The 30 year view – excluding dividend reinvestment
Sep'05
Jun'06
Mar'07
Dec'07
Sep'08
Jun'09
Mar'10
Dec'10
Sep'11
Jun'12
Mar'13
Dec'13
Sep'14
Jun'15
Mar'16
Dec'16
Sep'17
FTSE 'All Share'
Jun'18
DMGT 'A' Shares
© 2020 DMGT
Mar'19
Dec'19
Sep'20
56Notes
Unless otherwise stated, all profit and profit margin figures Underlying growth rates are on a like-for-like basis.
refer to adjusted results and not statutory results. The Board Underlying revenues, cash operating income and operating
and management team use adjusted results, rather than profits are adjusted for constant exchange rates, the
statutory results, to give greater insight to the financial exclusion of disposals and business closures, the inclusion
performance of the Group and the way that it is managed. of the year-on-year organic growth from acquisitions and
Similarly, adjusted results are used in setting management for the consistent timing of revenue recognition. Cash
remuneration. Adjusted results are stated before operating income, operating profits and finance costs are
exceptional items, other gains and losses, impairment of also adjusted in respect of IFRS 16, so the calculation
goodwill and intangible assets, amortisation of intangible methodology is consistent across years. For events, the
assets arising on business combinations, pension finance comparisons are between events held in the year and the
credits and fair value adjustments. same events held the previous time and the underlying
growth includes the adverse impact of event cancellations
and postponements. Consequently, underlying growth
Percentages are calculated on actual numbers to one rates include all costs for events that were scheduled in FY
decimal place. 2020 and were cancelled or postponed, but exclude all costs
associated with events originally scheduled in FY 2021. For
Amounts are stated rounded to the nearest million pounds, Consumer Media, underlying revenues exclude low margin
consequently totals may not equal the sum of the newsprint resale activities. The underlying change in the
component integers. share of operating profits from joint ventures and
associates excludes Euromoney Institutional Investor PLC.
© 2020 DMGT 57Thank you
Daily Mail and General Trust plc
Results Presentation
Full year ended 30 September 2020
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