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Presso Finds New Market Niche Digital Drives Subtv Iltalehti Third-Largest in Finland Barks on Your Behalf

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Presso Finds New Market Niche Digital Drives Subtv Iltalehti Third-Largest in Finland Barks on Your Behalf ADVERTISEMENT ADVERTISEMENT 2004 2004 ALMA MEDIA SEEKS GROWTH Presso finds new market niche Digital drives Subtv Iltalehti third-largest in Finland Barks on your behalf. presso.kauppalehti.fi kubik ADVERTISEMENT contact information Alma Media Corporation Street address Eteläesplanadi 14, Helsinki Postal address PL 140, FI-00101 Helsinki Telephone +358 10 665 000 Fax +358 10 665 2270 E-mail [email protected] Internet www.almamedia.fi Alma Media’s Investor Relations Officers Ahti Martikainen, Vice President Corporate Communications and Investor Relations Telephone +358 10 665 2242 GSM +358 50 65 660 E-mail [email protected] Terhi Lambert, Communications Manager Telephone +358 10 665 2251 GSM +358 50 351 9574 E-mail [email protected] Teemu Kangas-Kärki, Chief Financial Officer Telephone +358 10 665 2244 E-mail [email protected] Further details on Alma Media’s addresses and operating locations at www.almamedia.fi/contact. Alma Media’s Editor-in-Chief Editors Markku Rimpiläinen Photos Ahti Martikainen Outi Harjunen Pekka Rinne Jussi Hyttinen/Chillworks Annual Report Kimmo Kallonen Jarno Salovuori 2004 Managing Editor Marita Kokko Hannu Saravo Printer Marianne Lind Hannele Koskinen Reino Summanen Kainuun Sanomat Oy’s Liisa Kuittinen Seppo Turunen sheet printing press Editorial Secretary Terhi Lambert Arja Vartia Erja Aalto Miina Lange Paper Hannu Leinonen English Translation Galerie Art Silk 250 g AD Marianne Lind Andrew Gardiner/ G-Print 130 g, Some people think happiness can be bought. Vuokko Isoherranen Ahti Martikainen Impress Ltd Offset 100 g They are absolutely right. Jaguar X-Type Estate from € 41,000. Visit www.jaguar.fi Life is shortt, enjoy it! Contents To the reader 4 2004 in brief 5 Highlights 5 Business conditions 6 Finance and figures 8 Interview with CEO Juho Lipsanen 12 The journalist’s column 14 Divisions 16 Alpress 16 Broadcasting 24 Business Information Group 32 Media Services 38 Personnel 42 Alma Media 46 Corporate Governance 46 Executive Committee 50 Board of Directors 52 Organization 52 Financial Statements 53 Report by the Board of Directors 54 Income statement 58 Balance Sheet 59 Cash flow statement 60 Accounting principles 61 IFRS 62 Notes to the financial statements 63 Key indicators 78 Shares and shareholders 80 Board’s proposal to the AGM 83 Auditors’ report 83 Information for shareholders 84 Contact information 85 Cover picture: Hanna Isohanni-Nikula, Subtv Markus Frey, Kauppalehti Presso, Kari Lumikero, MTV3 3 to the reader Value for shareholders ALMA MEDIA’S GOAL is to be the top-of-mind media group in Finland and a solid investment for its shareholders. The 2004 Annual Report describes what sort of company the old Alma Media became in its seven-year history. Financially it reached almost all its targets. 2004 will be remembered for its record-high dividends and the public offer made by Schibsted in December. The latter set in motion a chain of events that led to an extraordinary share- holders meeting on 31 January 2005. The shareholders at this meeting, with almost 99% of the votes present, decided to au- thorize the Board of Directors to sell the Broadcasting division to a holding company jointly owned by Bonnier and Proventus provided that these companies also pulled out of Alma Media. Since ownership of Alma Media was locked in stalemate, this solution was seen as the best for the company’s shareholders. Although it changed Alma Media from a diverse corporation covering both the electronic and print media, to a company concentrating primarily on the print media, the new Alma Media will continue to operate as before from its shareholders’ perspective. We respect openness and wish to be seen as a pioneer. Above all, we want to drive our shareholders’ interests and it is for them that this Annual Report has been produced. The Annual Report is designed to resemble 2004, spiced with advertisements paid for by our customers as a reminder that ‘business goes where it is invited, and stays where it is well treat- ed’. The new Alma Media, too, will derive roughly half of its total revenues directly from advertising. The new Alma Media – working for its shareholders, cus- tomers, the business community and its employees. Ahti Martikainen 4 2004 in brief Alma Media in 2004 Over the past three years Alma Media’s management have resolutely pushed the company forward on its path of profitable growth. When the task was started in 2002, management set the goals of improving profitability, lightening the balance sheet and simplifying the Group’s structure. y the end of 2004 these goals Media is now concentrating on putting it in- had essentially been achieved. to effect. B In three years the company’s profitability has risen from an operating loss KEEPING SHAREHOLDERS IN MIND. In to an operating profit corresponding to 8% spring 2004 Alma Media started mapping out of net sales. The balance sheet has been its potential directions for growth and in the reduced by more than M€ 100 to M€ 317, and autumn commissioned the investment bank all the company’s established business oper- Mandatum to help management determine ations either already cover their capital costs how Alma Media could participate in con- or are well on the way to doing so. solidation of the broadcasting sector, should this take place. MISSION POSSIBLE. Alma Media’s vision is Management’s plans changed, however, the desire to become ‘the top-of-mind media when the Norwegian media group Schibsted corporation’ – to its readers, viewers and lis- ASA announced a public offer for Alma teners. Through continuous operational im- Media in December, followed by the Swedish provements the company also seeks to attract Proventus Industrier AB’s acquisition of 15.2% more advertisers, investors, employees and of the company’s voting power in January other stakeholders. 2005. In this new situation the Board of The company has chosen ‘Freedom and Directors felt that in the interests of the com- Pluralism of Journalism’ and ‘Spirit of Team- pany’s shareholders the most sensible course work’ as its values. In 2004 considerable of action was to sell the Broadcasting division thought was given to the company’s mis- and at the same time to buy out the major sion.‘To make your day better’ was chosen as shareholders that had created the deadlock the mission for the whole Group and Alma in ownership. • KEY FIGURES M€ 2004 2003 Net sales 465 460 Operating profit 39 18 Operating margin, % 8.3 3.8 Profit before extraordinary items 36 14 Net profit for the year 20 11 Capital expenditure on fixed assets 14 21 Capital expenditure/net sales, % 3.0 4,6 Interest-bearing debt 77 109 Capital invested, average 255 300 Return on investment, % 15.5 6.3 Cash flow from investing activities 67 55 5 business conditions Television’s year Media companies had a rather In Finland growth was buoyed by ex- Media’s Board of Directors to sell the good year in 2004. The Finnish ceptionally low interest rates, an increase Broadcasting division to a holding com- economy grew by around 3%. in income levels among private house- pany jointly owned by Coupled with lower unemployment holds and decreasing unemployment. Bonnier and Proventus 2004 is also remembered as an excep- for at least M€ 460. and intense competition among tionally good year for dividends: Finnish Underlying this activity teleoperators, this boosted media companies paid out dividends totalling is the outlook for the advertising by 6%. Local and EU M€ 6,300, or M€ 1,400 more than one television broadcasting parliament elections raised news- year earlier. Low interest rates kept the business: digitalization paper advertising. But the star of home-buying market lively and also had a positive effect on vehicle sales and con- Broadband the year was television, which sumer durables, while the stable price of connections have gained market share in media paper improved print media profitability. increased sharply advertising. The decision was The media business also saw some as well as digital taken to cease analogue broad- restructuring.The sale of the media group receivers. “At the end casting, sales of digital set-top Janton’s newspaper division to the Keski- of the year 50% of all boxes exceeded all expectations, Uusimaa group spurred competition in households had an Internet the free paper market, especially in connection and more than half and restructuring in the sector the Helsinki metropolitan area, where of these were broadband,” Ahti was a common talking-point. SanomaWSOY announced it would es- Martikainen says. tablish an entire chain of free papers. was the year of strongest The shift towards digital television will offer new earnings potential and 2004 economic growth during the has spurred the broadcasting sector to re- reduce television companies’ broadcast- current business cycle, say structure.The Danish government began ing costs. the forecasters. The moderate growth of the privatization of Denmark’s TV2. the previous year gained pace to roughly Sweden’s TV4 is now an attractive propo- MEDIA ADVERTISING AT 2000 LEVEL. In 3%. Global economic growth, however, was sition. And in December Norwegian 2000, a record year, media advertising in hampered by the sharp increase in the media corporation Schibsted announced Finland was M€ 1,127. In 2003 the level price of oil, while the strengthening of the it was making a public offer for Alma was still roughly M€ 100 below this level euro against the dollar kept growth in the Media’s entire share stock. This led to but grew in 2004 by more than 6%. Media large economies of central Europe de- a chain of events which ended in an advertising normally rises about 2–3 per- pressed.
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