Bloomsbury Publishing : Interim Results 2020

STRONGEST FIRST HALF PERFORMANCE SINCE 2008

• Profit before taxation and highlighted items increased by 60% to £4.0m on 10% revenue growth
• Reward from long-term digital resources strategy: benefitting from the accelerated shift by universities to digital learning
• Resilient Consumer demand - revenue up 17%
• Strong financial position, with £44.1m cash at 31/8/20
• Well positioned for future growth opportunities through acquisitions and investment in new content, boosted by our equity raise in April 2020
• Interim dividend of 1.28p, in line with last year

2

FINANCIAL HIGHLIGHTS

			Change	Change CER3
H1 £m	2020/21	2019/20	%	%
Revenue	78.3	71.3	10%	10%
Pre-tax profit margin	5.2%	3.5%
Pre-tax profit	4.0	2.5	60%	66%
Effective tax rate2	17.3%	17.7%
Diluted EPS	4.13p	2.66p	55%	62%
Net cash	44.1	20.1	119%	125%
Interim dividend per share	1.28p	1.28p	-

Notes:

1. The above results are adjusted by excluding highlighted items, comprising legal and professional costs relating to acquisitions (£0.1m) and amortisation of acquired intangible assets (£0.9m), which are shown on slide 29
2. The effective tax rate is the adjusted rate used to calculate adjusted EPS. The reported rate in the period is 23.6% (2019/20: 25.6%)
3. CER is results at constant exchange rates calculated by applying monthly average exchange rates for 2019/20 to the monthly results for 2020/21

3

RESULTS

BY PUBLISHING DIVISION

H1 Revenues as % total:

£m

Revenues H1 2020/21

Revenues H1 2019/20

Change %

Profit before tax H1 2020/21

Profit before tax H1 2019/20

Change %

Profit margin H1 2020/21

Profit margin H1 2019/20

Success of diversified portfolio strategy

62%38%

Consumer		Non-Consumer
48.6	29.7
41.4	29.9
17%		(1)%
2.7	1.4
0.6	1.8
321%		(21)%
5.6%	4.9%
1.6%	6.1%

Notes:

1. The above results are adjusted by excluding highlighted items of £1.0m, comprising legal and professional costs relating to acquisitions and amortisation of acquired intangible assets, which are shown on slide 29

4

REVENUE

BY SUB-DIVISION

H1 £m	2020/21	2019/20	Change %
Adult	18.8	16.1	16%
Children's	29.8	25.3	18%
Total Consumer	48.6	41.4	17%
Academic & Professional	20.1	19.9	1%
Special Interest	9.6	10.0	(4)%
Total Non-Consumer	29.7	29.9	(1)%
Total revenue	78.3	71.3	10%

Excellent Adult performance with strong backlist sales

Excellent Children's results with front and backlist success

Demand for digital content with Digital Resources up 47%

H1 2020/21	H1 2019/20
Special Interest	Special Interest
12%	Adult	14%	Adult
	24%		23%
Academic &
Professional		Academic &
26%		Professional
		28%
	Children's		Children's
	Children's		Children's
	38%		35%
	38%		35%

5

DIVERSIFIED REVENUE

H1 £m	2020/21 2019/20	Change %
Print	57.7	56.6	2%
E-books	11.0	7.0	57%
Audio	1.0	0.4	139%
BDR and other digital	5.6	3.8	47%
revenues
Digital	17.6	11.2	56%
Total book sales	75.3	67.8	11%
Rights and services	3.0	3.5	(14)%
Total revenue	78.3	71.3	10%

Rights &

services

4%

Digital

Strong demand for Consumer titles in print

Growth in e-books across Consumer and Academic

Demand for digital content with Digital Resources up 47%

Rights & services 13%

Strategic

22%

Digital

10%

investmentH1 2020/21 in Digital

Children's Print

xx%74%

FY14/15

Children's

35% Print

77%

6

STRONG BALANCE SHEET

£m	31.8.20	31.8.19
Goodwill & acquired intangibles	58.9	59.1
Internally generated intangibles	7.9	7.2
Property, plant & equipment	1.8	2.0
Tax balances: deferred & current	1.6	1.8
Working capital (ex tax)	47.7	54.3
Retirement benefit obligations	(0.1)	(0.2)
Net impact of IFRS 16	(1.5)	(1.3)
US government loan	(1.3)	-
Other	(0.5)	0.2
	114.5	123.1
Net cash	44.1	20.1
Net assets	158.6	143.2

Tight control of stock continues to deliver: inventory reduces by £3.7m, 14%

Includes £25.1m advances and £26.4m inventory

Net adjustment from IFRS 16 implementation

US Government loan under the Paycheck Protection Program

Strong cash generation and £8.0m equity raise in April

7

CASHFLOW

H1 2020/21 £m

2.7

8.044.1

6.9 (1.9)

(1.4)

(1.5)

31.3

Opening	EBITDA	Tax	Capex	Acquisitions	Equity raise Other Working Closing balance
balance 29 Feb					Capital	31 Aug

H1 2019/20 £m

4.7 (0.6) (1.4)

(0.3) (5.1)

27.6				(4.8)

20.1

Opening	EBITDA	Tax	Capex	Acquisitions	Dividends Other Working Closing balance
balance 28 Feb					Capital	31 Aug

Royalty payments

• H1 2020/21 of £10.4m
  (H1 2019/20: £10.9m)
• H2 2020/21 of £8.9m
  (H2 2019/20: £7.2m)

Advances

• H1 2020/21 advances of £5.7m (H1 2019/20: £6.3m)

8

USING OUR STRONG FINANCIAL POSITION

PRIORITIES

• Investing for growth: o Acquisitions

1. Bloomsbury Digital Resources

• 1. New content
• Maintaining a robust balance sheet
• Dividends supported by strong cash cover

PROGRESS

Two acquisitions integrated

and actively considering opportunities

£0.5m capex in H1 2020/21 (H1 2019/20: £0.6m)

£5.7m invested in advances in period (H1 2019/20: £6.3m)

Cash of £44.1m at 31.8.20

Interim dividend of 1.28p

9

NON-CONSUMER: ACADEMIC &

PROFESSIONAL

Revenue - H1 £m	2020/21	2019/20		Change %	BDR revenues
					grow
Core A&P	13.3	14.9		(10)%
					47%
Digital Resources (BDR)	5.6	3.8		47%
Children's Education	1.2	1.2		-%
Total A&P	20.1	19.9		1%
Operating Profit - H1 £m					Resilient A&P:
2020/21	2019/20	Change %
					digital growth
Core A&P	0.4	1.5	(76)%
offsets reduced
Digital Resources (BDR)	1.2	0.1	937%
print sales
Children's Education	0.3	0.3	(10)%
Total A&P	1.9	1.9	(1)%

10

BLOOMSBURY DIGITAL RESOURCES

GROWING B2B DIGITAL REVENUES

H1 2020/21 achievements

Established products:

• Platform with highest contribution increases margin to 82%, up from 78%
• Digital customer retention rate maintained above 90%

Partnerships:

• Taylor & Francis: two modules launched
  and Human Kinetics: launched product with new module launching in H2
• New partnerships include Yale University Press, Liverpool University Press and the Stratford Festival

New products:

• Delivered 2 new products and 2 new modules in the first half
• On track to deliver a further 4 new modules in the second half

17% growth in subscription revenues to £2.1m,

now

36%

of total platform revenues

Revenue (£m)

6.0

5.0

4.0

3.0

2.0

1.0

0.0

FY16 H1

FY17 H1

FY18 H1

FY19 H1

FY20 H1

FY21 H1

11

BLOOMSBURY DIGITAL RESOURCES

STRATEGICALLY POSITIONED FOR THE ACCELERATED SHIFT TO DIGITAL LEARNING

Increased rate of revenue growth:

• 47% YOY revenue growth for H1 2020/21
• 32% YOY revenue growth for 2019/20 full year

Increased demand:

• 1,382 institutions trialled products in H1 2020/21
• 498 institutions trialled products in the 2019/20 full year

An increase of 297% in the number of new customers acquired YTD compared to last year

12

NON-CONSUMER: SPECIAL INTEREST

• Total revenues of £9.6m (H1 2019/20: £10.0m)
• Key titles in the period include Wisden, the RSPB Guides, Reeds Nautical Almanac and the Field Guides to the Caterpillars of Great Britain
• New, more focused publishing strategy focusing on wildlife, nautical, wellness, games and military history, developing direct relationships with those communities
• Publishing in H2, the fifth edition of the RSPB Handbook of British Birds and the paperback edition of The Madness of Crowds by Douglas Murray

13

CONSUMER DIVISION: ADULT TRADE

Excellent results

Bestsellers

• Revenues grow 16% to £18.8m (H1 2019/20: £16.2m)
• Profit of £1.1m (H1 2019/20: loss of £(0.1)m)
• Strong front and backlist sales
• Such a Fun Age and Apeirogon longlisted for the Booker Prize
• The Lives of Lucian Freud: Fame and The Haunting of Alma Fielding longlisted for the Baillie Gifford prize
• Raven Books, our crime and thriller imprint, shortlisted for the second year in a row by the Crime Writers Association

• Sunday Times bestseller Humankind by Rutger Bregman
• Sunday Times bestseller Such a Fun Age by Kiley Reid
• Number one Sunday Times bestseller list for seven weeks: Reni Eddo-Lodge'sWhy I'm No Longer Talking to White People about Race
• New York Times bestseller White Rage by Carol Anderson

14

CONSUMER DIVISION: CHILDREN'S TRADE

Excellent

results

Harry Potter

Sarah J. Maas

• Revenue growth of 18% to £29.8m (H1 2019/20: £25.3m)
• Profit of £1.7m (H1 2019/20: £0.8m)
• Sales of Harry Potter titles remain strong with first half sales 1% higher than last year
• Harry Potter and the Philosopher's Stone was the 5th bestselling Children's title on Nielsen BookScan in the UK, 23 years after first publication
• New titles for H2: Quidditch Through the Ages and Fantastic Beasts: The Wonder of Nature
• 4 more illustrated titles under contract with 4 more House editions to come
• Sarah J. Maas sales grew by 131%, with the release of Crescent City in March 2020. No new titles in the first half last year
• Crescent City: House of Earth and Blood was a New York Times and Sunday Times bestseller
• After A Court of Silver Flames - publishing in February 2021 - we have

4 future titles contracted, plus 2 novellas	15

ENVIRONMENAL

GOAL: Continue to switch to renewable energy across all sites, with the goal of Net Zero emissions in line with the Paris Agreement.

H1 Progress:

• Appointed a Head of Sustainability, working with the Executive Committee Sponsor, to oversee green initiatives across Bloomsbury worldwide
• Our focus in H2 is to establish our targets to reduce Scope 1, 2 and 3 emissions. Scope 1 and 2 emissions are already being measured and we have appointed Trucost to further measure Scope 3 emissions
• Introduced our long-term flexible working policy to reduce emissions from staff travel

Resource use:

• Digital growth
• FSC paper
• Corporate support of Woodland Trust and Reforest'Action

Emissions:

• Better & more thorough measurement of supplier and internal usage
• Wider use of Print-on- demand technology: over 25,000 Bloomsbury titles

Innovation:

• Digital - BDR services allow millions of students access without using paper

16

SOCIAL

Bloomsbury's core business of publishing books to inform, educate and inspire is itself a social good

Workforce

• More employee communication , including Town Halls and employee voice meetings worldwide
• Support for transition to remote and flexible working
• Long-termflexible working strategy
• Improved Gender Pay Gap statistics

Diversity and Inclusion

• Expanded our Diversity and Inclusion ("D&I") networks globally
• Working in partnership with the Black Writers' Guild to increase diversity in staff and authors
• With our staff, we are working on recruitment, staff engagement, training and our networks
• With our publishing, we are proud to publish diverse voices and are working on our publishing strategy to improve our policy and practices

Community

• Published The Book of Hopes: Words and Pictures to Comfort, Inspire and Entertain Children, edited by Katherine Rundell. Free online, with a donation from the sale of each book going to NHS Charities Together
• Donated 10% of the sales of Reni Eddo-Lodge'sWhy I'm No Longer Talking to White People About Race between BTEG and Inquest, during Waterstones' Book of the Month
• National Literacy Trust - three year partnership
• Dishoom Partnership

Product Responsibility

• Award winning, highest standards of publishing, digital and print
• Best Education Publisher, IPG Awards, for the second year in a row

17

GOVERNANCE

Employees

• Focus on employee engagement; NEDs attend employee voice meetings
• Commitment to prioritising employee safety and welfare during the coronavirus pandemic
• Strategic HR initiatives including increased investment in staff development and focus on promoting diversity and inclusion within our workforce

Coronavirus

• Commitment to increased stakeholder engagement at Board and Senior Manager level
• Commitment to fair and ethical dealing with suppliers including supporting suppliers through the challenges of the coronavirus pandemic

Board

• Fully compliant with the UK Corporate Governance Code
• Commitment to board diversity and ongoing improvement in this area; 33% of Board members are women

Sustainability

• Acceleration of sustainability initiatives; increased focus on climate risks and TCFD recommendations
• Investment in community through charitable partnerships

Suppliers

• Commitment to high standards of ethical business conduct reflected in our contracts with suppliers
• Ongoing and frequent engagement with key suppliers, managed by Heads of relevant functional divisions
• Strengthened various supplier processes and controls

18

RESILIENCE OF PUBLISHING

• Well positioned for consumer shift to online purchasing
• Multi-platformapproach: ebooks, audio and print
• Popularity of reading in home-centred life
• Bloomsbury Digital Resources - academic content purposed for remote learning
• Strength of our IP and backlist
• Resilience in our staff and supply chain - delivering print and digital products
• Shift to more targeted and cost effective marketing, with less travel, fewer book fairs and conferences

19

LONG TERM GROWTH STRATEGY

Non-Consumer

• Grow Bloomsbury's portfolio in Non-Consumer publishing.

H1 Progress: Delivered 47% growth in Non-Consumer digital revenues

• Achieve BDR revenue of £15 million and profit of £5 million for 2021/22.

H1 Progress: Delivered £5.6m BDR revenue, up 47%, and £1.2m profit, up £1.1m

Consumer

• Discover, nurture, champion and retain high quality authors and illustrators in our Consumer division, while looking at new ways to leverage existing title rights.

H1 Progress: UK and US bestsellers across front and backlist titles

• Grow our key authors through effective publishing across all formats alongside strategic sales and marketing.

H1 Progress: Sales of Sarah J. Maas titles increased by 131%

• As the originating publisher of J.K. Rowling's Harry Potter, to ensure that new children discover and read it for pleasure every year.
  H1 Progress: Sales of Harry Potter titles remain healthy and the paperback edition of Harry Potter and the Philosopher's Stone was the fifth bestselling children's book of the year-to-date

International Expansion

• Expand international revenues and reduce reliance on UK market.

H1 Progress: Delivered overseas revenue of 67% of Group revenue; 70% of Academic BDR sales are international

20

LONG TERM GROWTH STRATEGY CONT.

Employee Experience and Engagement, Diversity and Inclusion

• To be an attractive employer for all individuals seeking a career in publishing regardless of background or identity.
• Focus on targeted initiatives to create an environment that nurtures talent, stimulates creativity and collaboration, is respectful of difference and supports well-being.

H1 Progress:

1. Expanded our Diversity and Inclusion ("D&I") networks globally and appointed Baroness Young to advise Bloomsbury on further improving our practices:

1. Staff: focus on recruitment, staff engagement, training and networks;

1. Publishing: focus on diverse voices and our publishing strategy.

1. Employee engagement: more and more frequent communication

1. Led and supported our transition to remote and flexible working and, with staff, designed our long- term strategy for flexible working

Sustainability

• Continue to switch to renewable energy across all sites, with the goal of Net Zero emissions in line with the Paris Agreement.

H1 Progress: We appointed a Head of Sustainability, working with the Executive Committee Sponsor, to oversee green initiatives across Bloomsbury worldwide

21

2020/21: RECENT TRADING AND OUTLOOK

• Continued to trade well during the first six weeks of the second half
• Strong financial position with net cash of £44.1m
• Actively considering acquisition opportunities in line with our long-term growth strategy
• Sufficient working capital to be able to fulfil our long-term goals and deliver our growth strategy
• Well placed to benefit from increased demand for our digital resources and e- books
• We are confident about the future of publishing. The short-term is difficult to predict because of the pandemic

22

STRONG H2 PUBLISHING LIST

23

APPENDICES

24

ADJUSTED SEGMENTAL ANALYSIS

H1 2020/21

	Children's	Adult		Total		Special	Total Non-
£'000	Trade	Trade	Consumer	A&P	Interest	Consumer	Total Group
Print Sales	25,222	14,152	39,374	81%	10,430	7,883	18,313	62%	57,687	74%
Digital Sales	3,391	4,401	7,792	16%	8,569	1,264	9,833	33%	17,625	22%
Rights & Services	1,154	283	1,437	3%	1,084	454	1,538	5%	2,975	4%
Total revenue	29,767	18,836	48,603	100%	20,083	9,601	29,684	100%	78,287	100%
% of total	38%	24%	62%		26%	12%	38%		100%
UK	16,223	11,318	27,541	57%	15,940	7,174	23,114	78%	50,655	65%
US	10,785	5,860	16,645	34%	3,808	1,788	5,596	19%	22,241	28%
Australia	2,175	1,377	3,552	7%	215	614	829	3%	4,381	6%
India	584	281	865	2%	120	25	145	-%	1,010	1%
Total revenue	29,767	18,836	48,603	100%	20,083	9,601	29,684	100%	78,287	100%
Gross margin	13,765	9,631	23,396		13,069	4,771	17,840		41,236
Gross margin %	46%	51%	48%		65%	50%	60%		53%
Marketing and distribution	(3,824)	(2,647)	(6,471)		(1,945)	(1,426)	(3,371)		(9,842)
Contribution pre admin	9,941	6,984	16,925		11,124	3,345	14,469		31,394
Administrative expenses	(8,212)	(5,887)	(14,099)		(9,273)	(3,640)	(12,913)		(27,012)
Operating profit/(loss)1	1,729	1,097	2,826		1,851	(295)	1,556		4,343
Operating profit/(loss) %	6%	6%	6%		9%	(3%)	5%		6%
PBTA2	1,678	1,054	2,732		1,779	(337)	1,442		4,036

Notes:

1 Operating profit/(loss) includes £39,000 share of joint venture loss which is not allocated by division.

2 PBTA includes £99,000 of central net interest expense which are not allocated by division.

25

ADJUSTED SEGMENTAL ANALYSIS

H1 2019/20

	Children's	Adult		Total		Special	Total Non-
£'000	Trade	Trade	Consumer	A&P	Interest	Consumer	Total Group
Print Sales	22,405	12,832	35,237	85%	12,973	8,399	21,372	72%	56,609	79%
Digital Sales	1,747	2,817	4,564	11%	5,764	936	6,700	22%	11,264	16%
Rights & Services	1,128	538	1,666	4%	1,129	673	1,802	6%	3,468	5%
Total revenue	25,280	16,187	41,467	100%	19,866	10,008	29,874	100%	71,341	100%
% of total	35%	23%	58%		28%	14%	42%		100%
UK	15,455	8,622	24,077	58%	14,811	6,932	21,743	73%	45,820	64%
US	6,496	5,518	12,014	29%	4,473	2,089	6,562	22%	18,576	26%
Australia	2,301	1,253	3,554	9%	245	855	1,100	4%	4,654	7%
India	1,028	794	1,822	4%	337	132	469	1%	2,291	3%
Total revenue	25,280	16,187	41,467	100%	19,866	10,008	29,874	100%	71,341	100%
Gross margin	11,299	7,274	18,573		13,345	4,911	18,256		36,829
Gross margin %	45%	45%	45%		67%	49%	61%		52%
Marketing and distribution	(3,665)	(2,600)	(6,265)		(2,179)	(1,335)	(3,514)		(9,779)
Contribution pre admin	7,634	4,674	12,308		11,166	3,576	14,742		27,050
Administrative expenses	(6,753)	(4,768)	(11,521)		(9,297)	(3,548)	(12,845)		(24,366)
Operating profit/(loss)	881	(94)	787		1,869	28	1,897		2,684
Operating profit/(loss) %	3%	(1%)	2%		9%	1%	6%		4%
PBTA1	792	(143)	649		1,831	(5)	1,826		2,515

Notes:

1. PBTA includes £40,000 of central net interest income which is not allocated by division.
2. The Content Services division has been moved into the Special Interest division, with digital projects moved to the Academic & Professional

division. 2019/20 comparatives have been restated on the same basis.

26

ADJUSTED SEGMENTAL ANALYSIS

H1 2020/21 AT CONSTANT EXCHANGE RATES

	Children's	Adult		Total		Special	Total Non-
£'000	Trade	Trade	Consumer	A&P	Interest	Consumer	Total Group
Print Sales	25,177	14,131	39,308	81%	10,427	7,877	18,304	62%	57,612	74%
Digital Sales	3,336	4,374	7,710	16%	8,567	1,264	9,831	33%	17,541	22%
Rights & Services	1,143	282	1,425	3%	1,088	455	1,543	5%	2,968	4%
Total revenue	29,656	18,787	48,443	100%	20,082	9,596	29,678	100%	78,121	100%
% of total	38%	24%	62%		26%	12%	38%		100%
UK	16,223	11,318	27,541	57%	15,940	7,174	23,114	78%	50,655	65%
US	10,562	5,750	16,312	34%	3,794	1,760	5,554	18%	21,866	28%
Australia	2,250	1,420	3,670	7%	222	635	857	3%	4,527	6%
India	621	299	920	2%	126	27	153	1%	1,073	1%
Total revenue	29,656	18,787	48,443	100%	20,082	9,596	29,678	100%	78,121	100%
Gross margin	13,725	9,569	23,294		13,035	4,765	17,800		41,094
Gross margin %	46%	51%	48%		65%	50%	60%		53%
Marketing and distribution	(3,813)	(2,638)	(6,451)		(1,949)	(1,433)	(3,382)		(9,833)
Contribution pre admin	9,912	6,931	16,843		11,086	3,332	14,418		31,261
Administrative expenses	(8,132)	(5,830)	(13,962)		(9,178)	(3,591)	(12,769)		(26,731)
Operating profit/(loss)1	1,780	1,101	2,881		1,908	(259)	1,649		4,491
Operating profit/(loss) %	6%	6%	6%		10%	(3%)	6%		6%
PBTA2	1,729	1,058	2,787		1,836	(302)	1,534		4,183

Notes:

1. Operating profit/(loss) includes £39,000 share of joint venture loss which is not allocated by division.
2. PBTA includes £99,000 of central net interest expense which is not allocated by division.

3	Constant exchange rate results for overseas subsidiaries are calculated using the monthly average exchange rate for	27
	the same period last year.

ADJUSTED INCOME STATEMENT

			Change	Change
H1 £m	2020/21	2019/20	%	CER%
Revenue	78.3	71.3	10%	10%
Gross profit	41.2	36.8	12%
Gross profit margin %	52.7%	51.6%
Marketing and distribution costs	(9.8)	(9.8)	1%
Marketing and distribution costs as %
revenue	12.6%	13.7%
Administrative expenses	(27.1)	(24.3)	11%
Operating profit	4.3	2.7	62%
Operating profit margin %	5.5%	3.8%
Net finance income	(0.3)	(0.2)
Profit before tax	4.0	2.5	60%	66%

Note:

1 The adjusted income statement excludes highlighted items of £1.0m: £0.9m for the amortisation of acquired intangible assets and £0.1m for legal and other professional costs relating to ongoing acquisitions, which are shown on slide 29

28

HIGHLIGHTED ITEMS

H1 2020/21

Amortisation of acquired intangible assets

£0.9m

H1 2019/20

Amortisation of acquired intangible assets

£0.9m

Legal and professional costs relating to acquisitions

£0.1m

Legal and professional costs relating to acquisitions

£0.3m

Total

£1.0m

Total

£1.2m

29

BLOOMSBURY DIGITAL RESOURCES: KEY

VERTICALS

Drama Online

Aurora Metro Books

BBC Drama Films & Documentaries

Core Collection

L.A. Theatre Works

Maxine Peake as Hamlet

Nick Hern Books Modern Plays

Shakespeare in the

Present

Shakespeare's Globe on Screen

Shakespeare's Heroes and Villains: Steve Berkoff

Stage on Screen

The Classic Spring Oscar Wilde Collection

The Donmar Shakespeare Trilogy

The Hollow Crown

The National Theatre Collection

The RSC Live Collection

Bloomsbury		Visual Arts		Screen Studies
Fashion Central
Berg Fashion Library		Bloomsbury Applied		Screen Studies (Core
	Visual Arts		Collection)
Bloomsbury Fashion		Bloomsbury Architecture		Screen Studies: BFI
		Film
	Library
				Classics
Fairchild Books Library
	Bloomsbury Design
		Screen Studies: BFI
Fashion Photography		Library
		Film
Archive
	Bloomsbury Medieval
		Studies Collection
Bloomsbury Fashion
	Studies
Video Archive
Fairchild Books Interior
Design Library

Theology and Religion Online

T&T Clark Theology Library

T&T Clark Jesus Library

International

Encyclopedia of

Surrealism

30

BLOOMSBURY'S SUPPORT FOR NOT-FOR-PROFIT ORGANISATIONS

LEVERAGING OUR ACQUISITIONS

Acquisition	Year	Contributing to the following Bloomsbury Digital Resources
Zed	2020	Bloomsbury Collections
Oberon	2019	Bloomsbury Collections
IB Tauris	2018	Bloomsbury Collections
Family Law	2016	Bloomsbury Professional Online
Hart	2013	Bloomsbury Collections; International Arbitration; Bloomsbury
Professional Online
AVA	2012	Bloomsbury Applied Visual Arts; Fairchild Books Library
Fairchild	2012	Fairchild Books Library
		Bloomsbury Collections; Bloomsbury Encyclopaedia of
Continuum	2011	Philosophers; Bloomsbury Education & Childhood Studies;
Bloomsbury Popular Music; Screen Studies; Bloomsbury CPD for
		Teachers.
Bristol Classical Press	2010	Bloomsbury Collections and forthcoming Classics product
Bloomsbury Professional	2009	Bloomsbury Professional Online; Bloomsbury Collections
Arden	2008	Drama Online
Methuen	2006	Drama Online

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INTERIM DIVIDEND

Interim cash dividend in line with last year

0.60

Pence per share

1.21

0.89 0.94 0.98 1.02 1.06 1.10 1.15

0.66 0.70 0.75 0.78 0.81

1.28 1.28

30 Jun 05

30 Jun 06

30 Jun 07

30 Jun 08

30 Jun 09

30 Jun 10

31 Aug 11

31 Aug 12

31 Aug 13

31 Aug 14

31 Aug 15

31 Aug 16

31 Aug 17

31 Aug 18

31 Aug 19

31 Aug 20

6 months ended

Note: A one-off interim dividend of 3.91 pence per share was paid for the 12 month interim accounts ended 31 December 2010. These interim accounts were part of our transition from a December year end to a February year end.

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BLOOMSBURY PUBLISHING

Innovative &	Rich in
entrepreneurial	intellectual
global publisher	property

Growing	Editorial
academic digital	and design
revenues	excellence

Strength of	Strong financial
Harry Potter	position
brand

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OTHER NOTES

All metrics and commentary in this presentation are at reported foreign exchange rates and include adjusting items unless stated otherwise

Adjusting items are highlighted in the financial statements and this presentation because in the opinion of the Directors, they provide additional understanding of the ongoing performance of the Group

The amortisation of acquired intangible assets has been highlighted in the financial results for the six months ended 31 August 2020

Certain financial data within this presentation has been rounded. All percentage movements are based on the results to the nearest thousand

35

INVESTOR RELATIONS CONTACTS

Nigel Newton | Chief Executive		Dan de Belder
Penny Scott-Bayfield| Group Finance		Hattie Dreyfus
Director		Hudson Sandler
50 Bedford Square		25 Charterhouse Square
London		London
WC1B 3DP		EC1M 6AE
[e-mail]		[e-mail]
[e-mail]

www.bloomsbury.com

www.twitter.com/bloomsburybooks www.facebook.com/bloomsburypublishing

www.youtube.com/bloomsburypublishing www.instagram.com/bloomsburypublishing

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DISCLAIMER

The information in this presentation has not been audited or otherwise independently verified and no representation or warranty, express or implied, is made as to, and no reliance should be placed on, the fairness, accuracy, completeness or correctness of the information or opinions contained herein. None of the Company or any of its affiliates, advisors or representatives shall have any liability whatsoever (in negligence or otherwise) for any loss whatsoever arising from any use of this presentation, or its contents, or otherwise arising in connection with this presentation.

This presentation does not constitute or form part of any offer or invitation to sell, or any solicitation of any offer to purchase any shares in the Company, nor shall it or any part of it or the fact of its distribution form the basis of, or be relied on in connection with, any contract or commitment or investment decisions relating thereto, nor does it constitute a recommendation regarding the shares of the Company.

Certain statements, statistics and projections in this presentation are or may be forward looking. By their nature, forward-looking statements involve a number of risks, uncertainties or assumptions that may or may not occur and actual results or events may differ materially from those expressed or implied by the forward-looking statements. Accordingly, no assurance can be given that any particular expectation will be met and reliance should not be placed on any forward- looking statement. Accordingly, 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 are based on the knowledge and information available only at the date of this presentation's preparation.

The Company does not undertake any obligation to update or keep current the information contained in this presentation, including any forward-looking statements, or to correct any inaccuracies which may become apparent and any opinions expressed in it are subject to change without notice.

References in this presentation to other reports or materials, such as a website address, have been provided to direct the reader to other sources of information on Bloomsbury Publishing Plc which may be of interest. Neither the content of Bloomsbury's website nor any website accessible by hyperlinks from Bloomsbury's website nor any additional materials contained or accessible thereon, are incorporated in, or form part of, this presentation.

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