PRESENTATION TO
SHAREHOLDERS
1
Index
1. Introduction
2. Turnaround
3. What we have achieved so far…
4. Restructuring
5. How will the Head Office Function?
6. Entertainment
7. EBITDA – Media & Retail Solutions
8. Retail Solutions Divisions
9. Media Division
10. Newspaper Extinction Timeline
11. Digital Strategy
12. Operational NAV – 31 December 2012
2
Introduction
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TMG operates in four divisions, Media, Retail Solutions, Books and Entertainment.
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TMG currently holds a number of businesses not capable of delivering adequate
shareholder returns.
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Each division faces a fast evolving market and difficult operating environment.
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TMG is a relatively small business that needs to concentrate on its core competencies.
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TMG needs to drive a narrower focus on Media and Retail Solutions.
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Our intention is to channel TMG’s energy into innovation, newspaper and digital off a
lower cost base. The current cost base is currently out of kilter with size of TMG.
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Management’s objective is to remove unnecessary costs and inefficiencies without
harming the core business i.e. “cutting the fat but not the muscle”.
Introduction
1.
Core Assets
⁻ Media – strong market presence, good brands, critical mass, profitable, good
returns on capital.
⁻ Retail Solutions – Niche positioning, good strong cash flow, can develop through
innovation and acquisitions.
2.
Non-Core Assets
⁻ Entertainment – loss making for a number of years, requires large capex and
working capital for no real return. Cinemas will require large capex.
⁻ Books – Low return on capital employed in the division.
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These non-core assets together contribute very little to EBIT.
TMG has a complex structure involving many companies which hampers efficient
management and costs are high (Audit fees etc.).
My main objective with TMG is to follow a decentralised model with a lean head office.
Turnaround
Turnaround involves two phases
1.
Phase 1
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Reducing central costs of the group head office and right cost base in divisions.
Enhancement of cash generated within divisions.
Aligning management with shareholder interests via share incentive scheme.
Short term cash incentives to encourage outperformance and cost savings.
Restructuring and sale of non-core assets and using sale proceeds to reduce acquisition
leverage.
 Enhancing of synergies between divisions where appropriate.
 Working on uniting the team and leading by example.
2.
Phase 2
 Position the company for the future. This may involve acquisitions, mergers or strategic
partnerships.
What we have achieved so far…

Slimmed down Group Services and Head Office.
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Divisions looking at further saving and more efficient ways of doing business.
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Head count has been reduced so far at senior level. More to come.
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Driving a more entrepreneurial culture.
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We are looking through the divisions to determine what is non-core and a
distraction from management’s time for low to no returns.
Restructuring
Cost savings have been achieved through the ongoing restructuring exercise with TMG.
- From July to December 2012, headcount has been reduced by 139, at a cost of R13,3 million
and an annual CTC saving of R47,4m.
- From January – June 2013, the headcount will be reduced by a minimum of 121, at a cost of
R20m, and an annual CTC saving of R37,7 million.
The headcount reductions from January to June 2013 are mostly underway, and these savings will
be achieved, and we expect further cuts within Entertainment Division which will push the annual
CTC saving up. The Retail Solutions restructuring will also result in savings by 2013.
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How will the head office function?
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Head office will be the allocator of capital. Capital will only go where TMG can
earn the highest returns.
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All cash will flow from the divisions to head office.
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Divisions will be decentralised and held to their mandate.
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Head office will be kept lean with only a handful of staff.
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Head office will manage debt repayments and cash flows of the Group.
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Head office will sign off leases, asset risks etc.
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Acquisitions and mergers will be led by head office to ensure we maximise returns
for the Group and shareholders and to ensure we get the best deal possible.
Entertainment
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Entertainment:
⁻ Nu Metro Cinemas and Films
⁻ Home Entertainment
⁻ ELS, CDT and AMD – merger options.
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Gallo Records
⁻ Discussion with Warners to acquire Gallo Records excluding Gallo Publishing.
Gallo owns one of the largest music catalogues of South African music which
we believe will ultimately prove valuable.
Retail Solutions Divisions
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Begun the process to properly integrate Hirt & Carter and Uniprint.
Buy-in from both Hirt & Carter and Uniprint.
We expect cost savings from the integration.
We are currently looking at some small acquisitions to better the offerings of both
businesses.
Ideally we would like to get critical mass in Johannesburg for both businesses.
Challenges within Uniprint web losing the Trudon contract and underperforming in
other areas.
Uniprint business is 30% behind budget and is currently 60% of last years turnover.
Media Division
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All newspapers are profitable.
Good return on capital.
No Capex as we outsource printing.
Editorial changes which are necessary to keep content fresh and relevant.
We are looking at ways to lower distribution costs.
Warren Buffet quote on Newspapers
“Newspapers continue to reign supreme, however, in the delivery of local news. If you want to know what’s going on in your town
– whether the news is about the mayor or taxes or high school football – there is no substitute for a local newspaper that is doing
its job. A reader’s eyes may glaze over after they take in a couple of paragraphs about Canadian tariffs or political developments in
Pakistan; a story about the reader himself or his neighbours will be read to the end. Wherever there is a pervasive sense of
community, a paper that serves the special informational needs of that community will remain indispensable to a significant
portion of its residents.”
“… I believe that papers delivering comprehensive and reliable information to tightly-bound communities and having a sensible
internet strategy will remain viable for a long time. We do not believe that success will come from cutting either the news content
or frequency of publication. Indeed, skimpy news coverage will almost certainly lead to skimpy readership.”
“Our goal is to keep our papers loaded with content of interest to our readers and to be paid appropriately by those who find us
useful, whether the product they view is in their hands or on the Internet.” Warren Buffet
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13
Digital Strategy
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TMG has a well advanced digital strategy across all our publications.
Second largest news portal behind News24.
The strategy is not to be the “pioneer” and spend vast sums of money when the
market is in infancy and changing constantly.
Our sites are receiving good advertising flows.
We are launching new initiatives using our content including internet radio.
Operational NAV – 31 December 2012
TIMES MEDIA
Operational NAV at 31 December 2012
Media
incl. Digital &
excl. BDFM
Retail
Solutions
Books
Entertainment
Property, plant and equipment
Intangible assets
Inventory
Accounts receivable
Bank and cash
TOTAL OPERATIONAL ASSETS
103,358
80,696
2,965
133,810
56,925
377,754
224,083
16,850
101,497
275,576
103,360
721,366
66,778
34,336
390,731
149,845
126,940
768,630
161,779
4,633
185,515
359,947
46,530
758,404
Long-term borrowings
Obligations under finance leases - long-term
Accounts payable
Inter-group trade balances
Short-term borrowings
Obligations under finance leases due within one year
Bank overdrafts
TOTAL OPERATIONAL LIABILITIES
2,824
656
192,947
(11,082)
29,475
413
6,289
192,047
261,818
2,400
1,657
291,336
31,676
19,056
808
1,681
348,614
NET OPERATIONAL ASSET VALUE
185,707
459,548
420,016
296,973
R103m
R102m
R35m
R9m
EBIT
*6 months pre H/O cost.
227,302
(7,912)
12,953
255,004
5,171
201,256
461,431