Highfield resigns from Johnston press citing family reasons. He will be replaced by chief financial officer David King.
I have been privileged to lead Johnston Press during a period of unprecedented turbulence in our industry. Since 2011 we have grown our overall audience, in particular our digital business, created an industry leading telesales operation and maintained margins. The acquisition of the i newspaper has been a particular highlight. I am proud of what the board and my colleagues have achieved and would like to thank them all for their support.
Johnston Press Chair, Rhodes:
We are sorry that he felt that his personal circumstances required a change at this time. We wish him every success in the next phase of his career. Ashley oversaw the successful acquisition of the i newspaper, has driven growth in our digital footprint, while making substantial progress in reorganising and restructuring our business. We wish him every success in the next phase of his career.
The company reports a £300.3m pre-tax loss for 2016, compared to a £2.2m pre-tax profit the year before. Total advertising revenue is down 17.7% year on year to £122.6m, driven by a 9.5% fall in print ad revenue. The fall in print advertising income was not offset by digital ad revenue, which remains flat at £18.6m. Sales volumes for i was up 5% year on year, while circulation revenue was up 20% year-on-year. Highfield:
Despite an industry wide backdrop of significant downward pressure on revenues, the actions we have taken to pilot the business through this rapidly-changing market and create the conditions from which to create growth are starting to bear fruit: circulation figures of key titles are improving, the i has bucked the trend of declining national newspaper sales and our progressive editorial and sales models are starting to transform our regional businesses. While we can expect to see continued pressure on traditional print revenue streams, we have seen digital return to growth in Q1 2017, with better margin products, and will see growth from our investment in the i from both the newspaper and website. Further, we will start to see the benefits of our restructured sales teams and product roll out.
Johnston Press wins a five-year contract to print the Daily Mail across the south west of the UK. Monday to Saturday issues of Daily Mail will be printed at the company’s print plant in Portsmouth. The plant also prints southern editions of Metro. Highfield:
We are delighted to win this new business on top of the Metro contract just recently won and this further confirms our printing services division as one of the best in the country. This latest long term contract will give the staff a real boost and their ability to deliver such prestigious titles against very tough competition is a great reflection on the business.
Crystal Amber, the largest shareholder in Johnston Press, with 20.4% shareholding, is reportedly meeting with Rhodes, Johnston’s interim chair, to discuss ways to revive the fortunes of the heavily indebted publisher. Discussions include, reportedly, ousting Highfield. Rhodes, who has chaired the company for just a couple of weeks, is said to have asked Rothschild to examine Johnston’s refinancing options. Anonymous shareholder:
Highfield got a huge bonus following the restructure of the business two years ago. But since that restructure shareholders have lost 90% of their money.
Johnston Press says it will review a three-year deal with Sky TV, over concerns that it may be losing some of its most lucrative advertisers to the pay-TV company’s AdSmart product. Highfield:
I think it is one of those products which we need to think hard about in terms of whether we are giving potentially some of our best customers away. It needs to be really closely reviewed in terms of making sure it is beneficial to both firms. Both firms, Sky and us, are still committed to try and make this work but I think it is a product we are currently under review on.
Highfield defends plans to buy back Johnston Press bonds at a healthy discount. Prices vary but last traded values on the Frankfurt exchange were just under 60p/£, meaning that it could net a considerable saving of the full capital value that is due for repayment in 2019. The bonds have a 8.625 per cent coupon and cost the company nearly £20m per year just to service interest.
We have always stated we would use disposals to both strengthen balance sheet and pay down debt.
Johnson Press announces it is taking a£183.6 million impairment charge (£216.9 million gross, net of £40.3 million in deferred tax), lowering by nearly half the value of the company. The action sends the company’s stock down over 18 percent. The Company also announces revenue drop of 9.7 percent in the second quarter, with ad revenue falling 15 percent. Net debt grew to £209.4 million due to the acquisition of the i in April for £22.0 million. Highfield:
The market continues to be challenging and uncertainty surrounding the outcome of the Brexit negotiations has caused further softness in some segments of the advertising market, in June and July. Nevertheless, we are focused on our strategy of increasing overall audiences, maximising opportunities for the i, maintaining tight cost control and rebalancing our portfolio. In that respect, we are nearing completion of the disposal of our Isle of Man newspaper group for £4.25 million and are well advanced in negotiations for further divestments.
Johnston Press announces it is selling the Isle of Man Examiner, Isle of Man Courier, Manx Independent and www.iomtoday.co.im. to Tindle Newspapers for £4.25m. Johnston Press CEO Highfield:
This disposal is further progress in executing our divestment strategy and allows the group to realise immediate value from our Isle of Man assets. I would like to thank the staff of our Isle of Man business for their loyalty and dedication over the years and we wish them well for a successful future.
Buying a profitable local weekly set-up such as the Isle of Man trio is certainly a departure from our early days when, without much cash, we mostly bought papers that were in trouble, or we had to launch them ourselves. We are most grateful to Ashley Highfield and his colleagues for all their assistance in bringing about this agreement…Everyone at Tindle Newspapers, will make [the staff] all very welcome just as soon as we are able to do so.
Johnston Press reports that group revenues were down 13.7 per cent during the 17 weeks to 30 April, reflecting a 14.4 per cent fall in the first quarter and an “improved rate of decline of 11.5 per cent in April”. The group said i daily print sales peaked at 297,849 for the month, a rise of 7 per cent over the peaks seen in March 2016, its website, inews.co.uk, reached 638,000 unique users. Advertising revenues for the period were down 16.9 per cent, while digital revenues were down 5.7 per cent in the first quarter but up 4.5 per cent for April. CEO Highfield:
Following the completion of the i acquisition, we continue to explore the disposal of certain assets, with a view to deleveraging the balance sheet and further reducing financing costs.
Highfield is interviewed for a Johnston Press investor profile in The Daily Mail. On whether the i will increase national advertising share.
We have the opportunity now, if we can package ourselves properly, to go on the front foot to take a greater share. Even in a declining market this should be possible. For the first time we have enough clout, being the fourth largest publisher in the UK, to go to the agencies and forge our own agreements.
On Johnston Press’ general business condition:
We are only halfway through this journey. We have the debt down from almost £400m when I joined and a business that had a cost base that was unsustainable is a business with still almost the whole range of attractive brands. But as I say, the job is only half done.
Johnston Press completes the £24m purchase of i newspaper, and prints its first edition. The paper will be available in Northern Ireland for the first time. CEO Highfield:
i is a highly regarded newspaper with a clear market position and a loyal readership. By joining with Johnston Press the combined circulation will be equal to 9 per cent of national daily circulation, making us the fourth largest player in the market. This enhanced reach represents a significant growth opportunity for Johnston Press in terms of national print and advertising revenue. It also rebalances our revenues towards less volatile circulation revenues. With our considerable digital experience the combination of Johnston Press and i will also allow us to grow digital audiences and revenues through the creation of inews.co.uk.
Highfield talks about his plans to to take the regional newspaper group upmarket. The company will increase the number of ABC1 readers from 2.5 million to nearly 3 million with his acquisition of i. He says he won’t increase to cover price (the paper cost 40p and sells 270,000 copies/day).
Two numbers keep sticking in my head. We have got 9 per cent of daily newspaper circulation and 3 per cent share of national advertising revenues in print. I think the pendulum will swing back to quality. Advertisers want quality audiences in print and online, and that is what we can deliver. Our strategy of moving ever-more upmarket has got to be the right one.
Highfield also dismisses the suggestion that quality is suffering because of cuts to Johnston Press journalists.
If you ask them ‘Do they produce better content than they’ve ever done?’, I’d hope they’d say yes. [Social media, reader-generated content and real-time analytics mean the editorial product has] probably never been of a higher quality. [But] the economics do not allow you to employ the same number of people as 20 or 30 years ago.
Johnston Press reports total revenue for 2015 was down by 6.8% from £260m in 2014 to £242.3m last year. However, profits increased by 22.6% to £31.5m by reducing costs to £191.7m from £205.3m in 2014. CEO Highfield says the group hopes to sell some brands and some of its key assets. However, he said he “could not rule out” closing some titles. Debt is down by £14.8m to £179.4m from £194.2m in 2014, with interest payments reduced by almost £10m to £19.1m. The number of people reached through Johnston’s digital titles was up by 40.7% to 22.6 million, with digital advertising revenue rising by 12.4% to £30.6m.
We are a plc and our primary objective is to keep the business moving forward … we have to make profits. We are all on the same side here, which is try to get the business back to growth and get the long-standing debt off our shoulders. The tough trading conditions have already been highlighted by DMGT and Trinity Mirror. We are being prudent in not anticipating it getting better and we are going to make sure we are cutting our cloth appropriately.
Highfield also says Johnston has filled all but two of 50 roles for i for when it takes control of the title on 10 April, filling the roles from The Independent within two weeks.
Highfield says of the £24.4m acquisition of the i newspaper from Evgeny Lebedev. He intends to build the brand’s digital presence, increase the distribution of the print edition, targeting small- and medium-sized retailers like post offices and newsagents, and expand to all areas of the UK, including Northern Ireland, where the paper is not currently sold. He will improve editorial by taking 17 existing members of staff and hiring others to form a team of 50. The paper will also draw content from Lebedev’s The Independent’s website and the Evening Standard for £850,000 a year, as well as from Johnston Group’s regional papers. Highfield says that the purchase is about building scale for Johnston Press and attracting bigger advertising. He says scaling by acquiring small regional media groups would have taken a long time and been very expensive.
We are in one quarter of the country and we want to be in all of it, not least because this is a scale game and we wanted to go after more national advertising revenue and have a bigger train set across which to offer our digital services. I’ve always had a fundamental belief that video didn’t kill the radio star. New technology comes along, but it rarely wipes out what came before it. I think people will still want print for many years to come.
Johnston Press reaches a deal to buy the i newspaper from ESI Media for £24m. Highfield:
This is a transformational acquisition for Johnston Press and an important step towards delivering our long-term strategy. i is a highly-regarded newspaper with a clear market position and a loyal readership. By joining with Johnston Press the combined circulation will be equal to 9% of national daily circulation, making us the fourth-largest player in the market. This enhanced reach represents a significant growth opportunity for Johnston Press in terms of national print and digital advertising revenue. It also rebalances our revenues towards less volatile circulation revenues. With our considerable digital experience the combination of Johnston Press and i will also allow us to grow digital audiences and revenues through the creation of inews.co.uk.
Johnston Press reports that full-year profits would be down by around 5.5% and half year profits by around 5% after it saw a fall in advertising revenues and circulation sales in the 26 weeks to 4 July 2015. The company said advertisers chose to hold off and slash spending across print and online amid the uncertainty caused by the election. The share price falls by more than 16%. CEO Highfield:
Trading conditions in the first half of 2015 have undoubtedly been challenging, especially in the period around the general election – a time when there was also a high degree of uncertainty in the wider market.
Highfield is interviewed by MediaBriefing’s Thackray about how Johnston Press has been addressing the structural challenges facing the business, how it is adapting to digital, and how it plans to tackle mobile. Highfield:
People do not buy a local paper to turn to the small ads and sell a push bike. With that having migrated… you can argue it was a major missed opportunity for the regional press not to make more of those verticals like motoring or property… but that’s the past, and now we have a much more stable environment, and our audience numbers… have never been bigger.
While speaking at the Digital Media Strategies conference, a gathering of more than 400 CEOs and senior leaders from the media industry, Highfield warns that the number of full-time journalists working across the group’s local titles will fall from its current figure of about 1,000. He says Johnston Press is aiming to increase the proportion of its revenue from digital advertising to about 23% in 2015, up from 17% in the current financial year, and that the group is headed towards a point at which digital ad revenue is growing four times faster than print declines.
The economics of this business means we will end up with fewer full-time journalists on our books. What you end up with is a much more fluid model with contributors producing a larger percentage of the newspaper. That’s not something we can duck. The economics of the digital world are going to mean our businesses can grow, not just survive but grow, but we need to go about things in a different way. It doesn’t mean the front of the book or the quality of editorial oversight will be diminished.
Highfield is interviewed by Douglas at Media Playground 2014 conference. They talk about the death of print, going mobile-first, the long-running spat between the regional press and the BBC and the future of local journalism.
You need to get digital growing pretty rapidly to make up for print decline. We are getting to that digital tipping point.
Highfields says, contrary to the predictions of media pundits, that Johnston Press will still be printing newspapers in five years. The decline in Johnston Press revenues has slowed from 4.3pc in the first half of the year to 3.1pc in the third quarter. The company cited 40pc year-on-year growth in the audience for its websites, to 27 million users in September, as the main force behind the improvement.
We’re increasingly confident in saying the worst is over for the regional press. We might not be completely out of the woods but the growth in digital audiences, and in fact the performance of print, tells us we’ll get there.
It is reported that Highfield earned more than £700,000 last year, his first full year at Johnston Press, His compensation comprised £400,000 salary, with bonuses and pension contributions of £301,000.
At the MediaGuardian Changing Media Summit 2012, Highfield says he will not introduce a paywall at Johnston Press. He plans for Johnston Press’s 255 titles to derive 20% to 25% of advertising revenue from digital within three years. Currently 5% of total income comes from digital.
The danger with content behind a paywall as News International did is that it is not indexed [on internet search engines such as Google], you then fall off the social graph and then no one cares what The Times says. It can be a spiral, a dangerous place to end up. Regional [newspapers] are about community, engaging with communities, and you have to be by and large free to do that. It is interesting but nothing we are about to follow soon.
Highfield is also launching a combination of paid-for iPad apps and 140 free mobile phone apps, such as the Scotsman at £7.99/month, to drive revenue and readership for its regional papers. The mobile apps have added 2 million new unique users, boosting the publisher’s total digital audience to 10 million. Highfield also says that he can see new models such as “newspaper first to digital first” and perhaps by 2020, “digital daily, print weekly”.
We need to make a digital transition, we need to do it and need to do it quickly. But this is not a panic situation. I don’t believe in a glide path to oblivion, but I’m not saying we don’t have to grasp the nettle. [Regional newspapers] are social, local and mobile but we just haven’t claimed that territory. It is going to be hard but there is survival.
Highfield is appointed CEO of Johnston Press. He will start on November 1. He will be given a £500,000 “golden hello” share package, in a compensation package that is biased towards equity. The publisher currently has only about 7% of total revenues from digital sources, and it is struggling with a huge debt burden and tough advertising market. Chairman Russell:
His combined online and media sector pedigree will be a major strength in enabling us to grow our business again. On behalf of the board I would also like to thank John for his major contribution to the company and wish him well for the future.