Mediahuis Home of great media brands Mediahuis believes unconditionally in independent journalism and strong and relevant media that make a positive contribution to people and society. Mediahuis is an open-minded organisation with a curious outlook on the world. It’s a company where people and brands can maintain their identity while having the opportunity to grow. Mediahuis was founded in 2013 by Mediahuis is ambitious and creates bringing together the media assets an environment in which innovation of two long established Belgian publishers, Corelio and Concentra. and the search for continuous Since, it has rapidly grown through improvement is encouraged. acquisitions and has become an important media player also in the Netherlands. For 2018, an annual In a transforming world, Mediahuis turnover of approx. € 800 million is continues to build a portfolio of expected and the company employs diversified media properties. more than 3,200 employees. Mediahuis believes that a focus on Today, Mediahuis publishes 14 daily quality journalism and innovation news titles which have a combined in the digital world, in combination paid circulation (print and online) of with strict operational and about 1,400,000 copies per day. Its financial discipline, will ensure the combined online reach is sustainability of the group for the 3,2 million unique users per day. benefit of all its stakeholders. 2 3 In the spring of 2018 Karel Verhoeven, Text: Karel Verhoeven | Editor-in-chief De Standaard editor-in-chief of De Standaard, interviewed Image: Ivan Put Gert Ysebaert, CEO of Mediahuis. During the interview Ysebaert expressed his vision on a number of changes in the media and the position of Mediahuis in this evolution. “Journalism has become more interesting than ever” Until five years ago, Gert Ysebaert was publisher Mediahuis is not the kind of company that According to that logic we must continue of De Standaard and Het Nieuwsblad, two brings in a crew of its own managers in the to grow… newspapers published by the leading Flemish organisations it acquires. Doesn’t that lead to Gert Ysebaert: “Yes. But not necessarily media group Corelio. When late 2013 Mediahuis very different companies? geographically. We must grow where it makes was founded, Ysebaert became CEO. Gert Ysebaert: “We have tripled our revenues sense and where we can be complementary. and staff over a period of five years. We have And that’s what is so great about the Telegraaf Mediahuis has significantly grown in the past quite an intense period behind us. Actually Media Groep. We now have the most years. Is it positive or negative that mostly the Mediahuis is a series of acquired companies. qualitative and most popular news brand in the same people are leading Mediahuis as five years Now the time has come to turn this into a Netherlands. This makes us more complete as ago? group. We are making good progress. We a media player.” Gert Ysebaert: “We’ve become a kind of strive for the same things. Recently we brought common history. We started Mediahuis with people throughout the company together What connects those two brands? a group of people who committed themselves in discussion groups about the Mediahuis Gert Ysebaert: “The journalistic professionalism to a new story. I want to stay loyal to that values. Those were important days for me. and journalistic heart. Independence, reliability. commitment. Our company has grown and we Beautiful days as well. You can tell how we There’s a set of principles we follow. We have have grown with it. The only way we were able all speak the same language. We keep it open an important role to play in our society. But we to expand that quickly through acquisitions, and transparent, and that works. I love that do not have some kind of ideological project. is because we have such experienced people. critical honesty.” There is not just one view of the world.” This same group of people drive our innovation. It’s not because you’ve been in the profession What was the real driving force behind the De Telegraaf and NRC do not apply the same or the company for ten or thirty years that you acquisition of the largest Dutch newspaper, kind of journalism. can’t re-invent yourself or continue to learn and De Telegraaf? Gert Ysebaert: “It is a different kind of evolve. Of course we also need to attract new Gert Ysebaert: “When doing business, you look journalism because they target different blood. That is happening, mainly through the for opportunities. In Belgium we saw the many audiences. But they do share the fundamental acquisition of the companies we took over in opportunities that were created when joining values which a journalist represents. Every the Netherlands.” forces. In the Netherlands we already had NRC news brand means a lot for the community it and Media Groep Limburg (now Mediahuis serves. De Telegraaf represents all the Dutch, “Every news brand Limburg, Ed.), but that still didn’t made us a speaks up for them, and defends them against Dutch media player. Missing that historical domestic politics or external influences. That means a lot for the opportunity was not an option. Could we have trend can also be found in society nowadays. community it serves” survived as a company without Telegraaf Media But it stays within the democratic and Groep? Probably. But now we are marked as a journalistic values. I actually think it is good that Gert Ysebaert solid Belgian-Dutch media company.” we have such diverse media as a publishing 4 5 “ Our shareholders have committed for the long term” Gert Ysebaert company. Our mission is to foster a diversity Does the absence of an online revenue generating to inform people, to inspire them, to give They don’t have such a powerful medium that is crucial for society.” model for the popular news brands makes you them the chance to belong to a community, themselves.” nervous? to enable them to form an opinion. We are Do we do our job well enough as professional Gert Ysebaert: “I am convinced we will find a working on a model whereby you become a The family shareholders were close to their media? On many fronts we keep the machine digital payment model. We succeeded for De member of a news brand that informs you newspapers, but within a large group such as running with journalism-as-usual. That is Standaard and NRC, and I see it succeeding for through all possible platforms. That provides Mediahuis, they tend to have a more remote adequate, but not compelling. our regional titles as well. Het Belang Van Limburg us with fantastic opportunities. We can now position. Does that lead to tighter financial Gert Ysebaert: “A lot of our media could will always remain relevant for the Limburg do video just as well. De Standaard produces requirements? definitely do much better. But I am optimistic region, and people will therefore be willing to pay video that is not television, but offers a similar Gert Ysebaert: “Our shareholders have because we are turning the tide. For a long for it online as well. We have to expand that to experience and quality. We can inform through committed for the long term. That is crucial. We time we committed to the largest possible Antwerp, Dutch Limburg and North-Holland for audio as voice control systems break through. are not a listed company that is driven only by reach. We did that by combining news and the other regional titles. Our biggest challenge lies Journalism has become more interesting than the short term. Above all we must be healthy entertainment. People pick up their phone with the large popular news brands such as Het ever.” and profitable. Look what happened in recent and also want to be entertained. Competing Nieuwsblad and De Telegraaf. Their traditional years: companies that are not profitable enough with some big players, we went very far readers are ageing. We are able to reach young Will we all become aggregators like Blendle? and therefore not secure enough, are no longer with the popular news brands. But reach is people for free, but how do we get them to pay? All the editorial teams and services merged, in control of their own future. We need to remain no longer a yardstick to make a difference, Do we have enough time to turn the tide? That is a producing ‘content’ for ‘platforms’? the masters of our own destiny. I consider that not even commercially. All our titles pursue task for our whole organisation. Are we sure it will Gert Ysebaert: “Blendle is a great model. But it as my mission.” added value journalism. People are willing work? No. Do we believe it’s possible? Yes.” is indeed an aggregator. They bring news from to pay for that difference. Today, NRC and other titles. For Mediahuis, the entry point must De Standaard lead the way . But the shift is Do you believe it is still possible with printed and will remain the news brand. As a reader happening very fast on all our news sites. newspapers, or are you convinced that websites you need to commit to something. We compete Of course, we are mass media and we will become the dominant medium? with Facebook or Youtube through our brands, have the ambition to reach all the Flemish Gert Ysebaert: “For the first time in years I believe our local roots, speaking with our customers, and Dutch people. But we need to evolve it will no longer be with printed papers. I agree both readers and advertisers.