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:
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
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%)
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
Bloomsbury Digital Resources
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 includeWisden, 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 theRSPB 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 Ageand Apeirogon longlisted for the Booker Prize
The Lives of Lucian Freud: Fameand 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 Timesbestseller Humankind by Rutger Bregman
Sunday Timesbestseller Such a Fun Age by Kiley Reid
Number oneSunday Times bestseller list for seven weeks: Reni Eddo-Lodge'sWhy I'm No Longer Talking to White People about Race
New York Timesbestseller 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 Stonewas the 5thbestselling 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:
Expanded our Diversity and Inclusion ("D&I") networks globally and appointed Baroness Young to advise Bloomsbury on further improving our practices:
Staff: focus on recruitment, staff engagement, training and networks;
Publishing: focus on diverse voices and our publishing strategy.
Employee engagement: more and more frequent communication
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:
PBTA includes £40,000 of central net interest income which is not allocated by division.
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:
Operating profit/(loss) includes £39,000 share of joint venture loss which is not allocated by division.
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
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
32
INTERIM DIVIDEND
Interim cash dividend in line with last year
0.60
Pence per share
1.21
0.89 0.94 0.981.021.06 1.10 1.15
0.66 0.700.750.78 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.
33
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
34
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
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.
Bloomsbury Publishing plc published this content on 27 October 2020 and is solely responsible for the information contained therein. Distributed by Public, unedited and unaltered, on 27 October 2020 08:34:05 UTC
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