Future ● A strong start to the year ● Strategy recap ● Continued execution of the strategy: PCW diversification ● Well-positioned for outperformance

2 A strong start to the year1

● Ahead of expectations, driving material upgrade for the full year ● Continued robust audience growth ● Strong growth in Media driven by continued momentum in eCommerce and digital advertising, notably during peak trading (Black Friday and Christmas) ● Magazines and Events continued to be impacted by COVID-19 but demonstrated resilience, notably in subscriptions ● Robust cash generation enabling rapid de-leveraging

Further evidence that our strategy delivers strong results

3 1 For reference, please refer to our latest trading statement, please visit our website: https://investor.futureplc.com/results-home/ Our strategy

We create loyal communities and fans of our brands by giving them a place they want to spend their time and meet their needs.

We diversify our monetisation models to create significant revenue streams. We are focused on three material revenue types; Advertising, Consumer Direct and Ecommerce We leverage our data and analytics to drive innovation and execution of our strategy

We expand our global reach through organic growth, acquisitions and strategic partnerships.

We operate as a responsible business driven by strong purpose, value and culture

4 Creating value through focused execution - Our 2020 priorities What’s Important Right Now

Ads 3.0 Tech 3.0 Evolve the digital ads model; mobile first, premium ad mobile first, video first, formats, templated for text and underpinned by 1st party data video. and premium audiences.

Subs 3.0 Content 3.0 Create meaningful subscription Expand into new ecommerce led content proposition moving the content verticals, develop image value proposition towards fans led transaction, mobile first of our brands, Pivot to a subs first content, lead generation approach for magazines. capability.

Vertical leadership 3.0 Pivot acquired Brands to US first and digital first culture. 5 Creating value through acquisitions - TI integration

● 6 new brands launched

● 3 migrations to our Vanilla web platform, 3 further sites going live in March, all digital replatforming complete by early Summer - on track with our plan

● £20m of costs synergies secured, £5m ahead of initial expectations.

● Digital momentum is building

6 Acceleration of the execution of our strategy with value-creative acquisitions: PCW diversification

Goco and Mozo

Adding content and capabilities Adding a new vertical in financial Leveraging our audiences, our SEO whilst leveraging our audiences services expertise globally and our centers and SEO expertise globally of excellence Adding a new “spoke” Price Comparison for services

Adding a new technology

Further internationalisation

7 Well positioned for continued outperformance

● Operating in attractive, growing markets

● Relentless focus on executing on the strategy

● Strong track record

● Robust start to the year

8 APPENDIX Acquisitions track record ESG FY2020 in numbers

9 Ability to accelerate growth through acquisitions

● Core part of strategy is to buy and build where we identify assets where we can add value ● To date we have been able to acquire a mix of businesses, some print led others digital first which has allowed for some multiple upside ● Process created to ensure value delivered post acquisition; benefit of the platform means we can integrate quickly and slot into core infrastructure & operating model

Acquisition Imagine Home Haymarket NewBay Purch Cycling Mobile SmartBrief Barcroft TI Media Mozo Team Rock Interest consumer Media Consumer Nations CinemaBlend GoCo plc

EBITDA Imagine: Historic 7.7x historic 3.1x gross 3.3x historic 13.1x historic 8.8x historic 14x current year 7.3x historic 9.4x historic TI: 4.6x historic GoCo: 17x EBITDA Multiple 6.5x, 3.4x post pro-forma contribution pro-forma pro-forma contribution EBITDA EBITDA pro-forma EBITDA pre historic pre synergies synergies, 2.8x synergies 13.5x TR: <1x in 1st full post-synergies post synergies year CinemaBlend: Mozo:12x EBITDA 10.6x historic contribution

Acquisition Content: new Content: new Content: new Content: new Content: Content: boosts Content: Wheel: new Wheel: new Content: many Wheel: price Play knowledge home interest sports vertical B2B brands, significant sports vertical significant B2B email TV & digital new verticals comparison for verticals vertical Boosts tech increased increase in online with new increase in newsletter video including services, further online reach reach in US tech and science cycling brands online tech revenue stream production women’s lifestyle eCom with MVC portfolio and US portfolio revenue and TV Content: reach stream financial services

Buy & Build Relaunch Relaunch of Whathifi.com Investment in Best of breed ad Launch of Creation of new Future branded Embedding Launch new sites: Teamrock.com as Realhomes replatformed systems and & eCommerce BikePerfect FUTR LABS B2B briefs Video as a Gardeningetc Louder .com and processes, tech stack .com brand launched content Whattowatch Fitandwell New HB&R international- plus launch of developed adding eComm medium Advnture Show launch ised accessing B2B in Group revenue to PetsRadar US audience vertical Myimperfectlife 2016/17 2017 2018 2018 2018 2019 2019 2019 2019 2020 2021

10 Acquisition play key: Content - adding new or expanding content verticals, to which we can apply our business model wheel to further monetise the content. Wheel - adding new revenue streams (such as video or email newsletters) to our business model wheel which we can they apply to other verticals. A value-driven organisation creating value for all our stakeholders

Environment Social Governance

We strive to positively impact Employees: Average tenure of the Board is our environment and minimise ● Health & Safety (physical, mental under 3 years harm to our planet by and emotional) is a key priority concentrating on: ● COVID-19 measures, including Board diversity hardship funds ● Gender: 44% female ● Waste management and ● Diversity & Inclusion ● Diverse set of skills recycling in our offices programme including training, including background in mentoring & awareness Media, Finance, Tech ● Sourcing recyclable paper programme, systematic review of processes (e.g. hiring) and from sustainable managed The Board is regularly updated diversity toolkit on all our stakeholders forests and recyclable ● 50% male, 50% female (all including: packaging colleagues) ● Employees ● Above living wage employer ● Audience ● Recycling our unsold ● Investors magazines and gifts Society & Community ● Commercial partners ● Future Foundation social ● Suppliers ● Reducing our carbon footprint mobility programme of coaching by reducing travel and mentoring disadvantaged The Board holds regular site children visits (pre-COVID-19) or virtual ● Working with DreamYard in the town halls enabling engagement US and Future Frontiers and with employees Centre Point in the UK.

Media category, Bronze medal winners.

Leading in: x 11 - Community and environmental responsibility - Inspirational leadership Our 2020

394m 282m £339.6m 74.7p Audience Online users Revenue Adjusted diluted EPS +46% reported growth +56% reported growth +53% reported growth +57% reported growth +6% organic

0.60x £87.9m £93.4m Leverage FCF Adjusted OP prior year 0.74 +77% reported growth 28% margin (+4ppt)

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