Capital Markets Day. Berlin, December 11, 2012

Transcription

1 12 Capital Markets Day Berlin, December 11, 2012

2 CAPITAL MARKETS DAY 2012 Successfully navigating towards digital Berlin, December 11, 2012 Axel-Springer-Str. 65, Berlin Room Ernst Cramer, 19 th Floor AGENDA 1 Keynote Dr Mathias Döpfner, Chairman & CEO 2 Financials Lothar Lanz, CFO & COO 3 DIE WELT from No. 3 in print to No. 1 in digital Jan Bayer, President WELT Group and Printing, Romanus Otte, General Manager WELT Digital 4 BILD A unique all-media brand Dr Andreas Wiele, President BILD Group and Magazines, Donata Hopfen, Managing Director BILD Digital 5 Widening and digitizing our international footprint Ralph Büchi, President International Division 6 Key to digitization M&A and asset development Dr Jens Müffelmann, Head of Electronic Media, Oliver Schäffer, Head of M&A / Strategy 7 Digital Panel a) Roland Tripard, CEO SeLoger b) Ralf Baumann, CEO StepStone c) Stefanie Lüdecke, CSO zanox, Joachim Piroth, CFO zanox 8 Summary and outlook Dr Mathias Döpfner, Chairman & CEO

3 Disclaimer The following presentations, which have been issued by Axel Springer Aktiengesellschaft (the "Company"), comprise the written materials/slides for the Capital Markets Day of the Company, held on December 11, Whilst all reasonable care has been taken to ensure that the information and facts stated herein are accurate and that the opinions and expectations contained herein are fair and reasonable, no representation or warranty, express or implied, is given by or on behalf of the Company, any of its directors, or any other person as to the accuracy or completeness of the information or opinions contained in these presentations or of any oral information provided in connection therewith, and no liability, responsibility or obligation is accepted for any such information or opinions. These presentations contain forward looking statements which involve risks and uncertainties. The forward looking statements speak only as of the date of these presentations and include the Company s beliefs and expectations and the assumptions underlying them, which may or may not prove to be correct. These statements are based on plans, estimates and projections as they are currently available to the management of the Company. The actual performance and results of the business of the Company could differ materially from the performance and results discussed in these presentations. The Company undertakes no obligation to update or revise any forward looking statements or other information contained herein whether as a result of new information, future events or otherwise. These presentations do not constitute or form any part of any offer or invitation to sell or issue, or any solicitation of any offer to purchase or subscribe for, any shares in the Company, nor shall it or any part of it nor the fact of its distribution form the basis of, or be relied on in connection with, any contract or investment decision in relation thereto.

4 1

5 Keynote Capital Markets Day Berlin, December 11, 2012 Dr Mathias Döpfner, Chairman & CEO Clear long-term strategy for growth and expansion Strategy Market leadership in German-language core business Creativity Internationalization Profitable Growth Entrepreneurship Digitization Integrity Corporate values 2 Keynote

6 Successful transition to digital Axel Springer in 2004 Axel Springer in 2012 Our vision Digital 2% Digital 35% Europe s leading integrated multimedia company Print 98% Print 65% 50% digital 50% print Strong brands Digital activities represent 35% of revenues and 36% of EBITDA in Keynote Digital reach in Europe today European media peers (unique visitors in million) Source: comscore top 100 properties, October Keynote

7 9M/12: Digital advertising revenues higher than German print advertising revenues Advertising revenues (in m) Advertising revenues (in % of group revenues) m + 304m % 24% 29% % 20% 19% M/10 9M/11 9M/12 9M/10 9M/11 9M/12 Newspapers & Magazines Digital Newspapers & Magazines Digital 5 Keynote WELT Group s joint newsroom model as a key element of our current restructuring activities Chief editors Berlin content Supraregional content Hamburg content Local news Business Sports & Culture Local news Sports Politics Event guides Culture Entertainment Science Sports & Culture WK WA Photo editorial, graphic design, layout, back office 6 Keynote 2

8 Successful paid digital content strategy is reaching a new level iphone apps ipad apps Android apps Subscription model for WELT s browser-based offerings Paid models on regional portals ikiosk launch Kindle Fire and Surface apps Premium segment BILD+ 7 Keynote 5 cases that exemplify the success of our digital strategy Core Competencies Content portals Audience Advertisers Performance marketing Classifieds Cross-synergies between core competencies increase revenues and profitability 8 Keynote

9 I aufeminin: Europe s #1 woman s network International roll-out Performance since year of acquisition Acquisitions: 2008: 2011: #1 47% #1 #1 52% #1 #1 #1 16% #1 #1 84% 53% 48% Own office No office Market position FY2007 Revenues International FY2011 9M/2012 Revenues France 9 Keynote Idealo: Germany s #1 price comparison platform Growth strategy Performance since acquisition Categories Products - Consumer electronics -Media - White goods - Hobby, gardening, etc. - Fashion & furniture Travel - Flights -Hotel Tariff - Energy - Gas / heating - Financial Revenues 2006 EBITDA 2006 Figures are calculated on a pro-forma basis Keynote

10 StepStone: Europe s fastest growing job portal Buy-and-build strategy Examples Performance since majority acquisition Revenues Germany Organic growth to market leadership Add-on acquisition of market leader Totaljobs Keynote zanox: Europe s #1 performance marketing group Buy-and-build strategy Performance since acquisition Acquisitions: 2009 in UK: 2010 in UK: 2011 in NL: #2 #2 Revenues #2 #1 By acquisition Organic Growth #1 #1 #1 #1 #1 #2 #1 #2 EBITDA #2 Organic expansion: Zanox figures are calculated on a pro-forma basis (excl. buy.at in 2007) 12 Keynote

11 kaufda: going fast track international Business model Internationalization Research online buy offline (Retailer) Brands Cost per Click Performance since year of acquisition Revenues Germany Introduction of international brand bonial France: launch of bonial end of 2011 Other markets with local partners 9M/2011 9M/ Keynote : selling non-strategic assets, buying digital growth businesses Digital growth businesses Non-strategic assets ~1,250 m Purchase price ~1,000 m ~200 m EBITDA effect <50 m EBITDA effect acquisitions: EBITDA 2011 (100%), EBITDA effect divestments: EBITDA in last full fiscal year under AS ownership 14 Keynote

12 Digital growth initiative with further cross-media synergies continues Transaction structure Acquisitons show growth strategy 70% 30% Totaljobs Group (04/12) UK market s #1 in revenues and reach Axel Springer Digital Classifieds allesklar.com / meinestadt.de (08/12) Unique regional content & classifieds portal Immoweb.be (11/12) #1 real estate portal in Belgium 15 Keynote

13 2

14 Financials Capital Markets Day Berlin, December 11, 2012 Lothar Lanz, CFO & COO Strong financial performance and EBITDA on all-time high in 2011 Revenues in m 3,185 EBITDA in m 2,864 2,777 2,321 2,894 2,729 2,578 2,612 2,402 2,392 2, % 18.0% 17.3% 18.3% 18.2% 17.8% 17.6% 12.8% 18.6% 4.9% 7.8% 1) 1) 1) 1) Digital revenues Print revenues EBITDA EBITDA margin 1) According to HGB (German Commercial Code) 2 Financials

15 Increasing EBITDA contribution from digital business EBITDA in m Newspapers National Magazines National Print International Digital Media EBITDA margin 28% 27% 20% 25% 24% 24% 13% 16% 11% 21% 22% 21% 3% 7% 4% 15% 16% 13% 1) 7% 6% 16% 12% 9% 20% M/ M/ M/ M/ ) M/ M/ M/ M/12 1) Excluding dividend payment from P7S1 ( 23m) 3 Financials Operating segments: Digital Media driving growth In m Newspapers National Magazines National Print International Digital Media 9M/12 9M/11 yoy 9M/12 9M/11 yoy 9M/12 9M/11 yoy 9M/12 9M/11 yoy Revenues % % % % Circulation % % % Advertising % % % % Other % % % % EBITDA % % % % Margin 23.6% 23.8% 21.0% 23.2% 12.8% 16.2% 20.2% 16.5% 4 Financials

16 Increasing transparency in the Digital Media segment: 3 pillars along core competencies Content portals & other digital media 1) Major Assets Bild + Welt Online aufeminin Onet Azet finanzen.net Idealo Smarthouse Schwartzkopff TV Performance marketing zanox Digital Window M4N eprofessional Axel Springer Digital Classifieds Real Estate Seloger Immonet Immoweb.be Jobs StepStone Totaljobs meinestadt.de 1) Includes minority interests in radio participations 5 Financials Growth and profitability in Digital Media driven by classifieds and content In m Total 1) Content portals & other digital media Performance marketing Axel Springer Digital Classifieds 9M/12 9M/11 yoy 9M/12 9M/11 yoy 9M/12 9M/11 yoy 9M/12 9M/11 yoy Revenues % % % % EBITDA % % % % Margin 20.2% 16.5% 21.8% 22.1% 4.9% 5.9% 43.3% 34.9% 1) Total EBITDA includes costs of 8.8m in 9M/12 and 7.3m in 9M/11 (thereof business development, M&A and other), not allocated to the three pillars 6 Financials

17 Continuous cost management in print, cost increase driven by digital In m Personnel Purchased goods and services Other operating Total Costs 9M/ ,027.5 yoy +8.2% +0.2% +4.8% +4.1% Q3/ yoy +4.3% -2.9% +5.1% +1.7% Total costs up by 79.5m, only due to consolidation effects and growth in digital Adjusted for consolidation effects, total costs stable despite strong organic revenue growth of digital media Increase in personnel costs due to consolidation effects and buildup in digital media, stable in print 7 Financials Personnel costs in line with underlying business development Costs in m % +1.8% 673 Trends behind organic increase of 1.8% yoy Print: excluding restructuring expenses slightly down 9M/2011 9M/2012 Digital: increase due to organic build-up of business Consolidation effects, restructuring expenses and other non-operating effects Personnel costs (adj.) 8 Financials

18 Organic purchased goods and services costs down Costs in m +0.2% % Organic cost down by 2.4% yoy Print: down yoy Increase in digital, mainly due to performance based marketing 9M/2011 9M/2012 Consolidation effects Purchased goods and services costs (adj.) 9 Financials Comfortable financial situation Net financial debt 1) in m Leverage with sufficient headroom 12/31/11 09/30/12 11/30/12 Low leverage of 0.3x as of Sep. 30, Leverage of 0.7x as of Nov. 30, 2012 after acquisition of Immoweb and closing of Onet transaction ~ -450 Self-imposed maximum leverage of x leaves sufficient headroom for further steps 1) Excl. pension liabilities (12/31/11: - 327m, 09/30/12: - 385m) and treasury shares (12/31/11: 0.3m shares; 09/30/12 : 0.2m shares) 10 Financials

19 Attractive financing secured Credit line Promissory note 1) Volume of 900 m Maturity in 2017 Secured in September 2012 to refinance the former credit line (maturity in 2013) Initial margin below 50 bps, plus additional margin increase depending on utilization and company leverage Volume of 500 m Maturity in 2016/2018 Successful transaction in April 2012 Favorable fixed interest rates for 64% of the volume of 2.38% (4 years maturity) and 3.06% (6 years maturity) Initial syndicate consisting of 10 banks 1) Schuldscheindarlehen 11 Financials Net income In m 9M/12 9M/11 Q3/12 Q3/11 Net income Non-recurring effects Effects of purchase price allocations Taxes attributable to these effects Adjusted net income Thereof attributable to non-controlling interests Adjusted net income attributable to shareholders of Axel Springer AG Weighted average number of shares outstanding (in m) 1) Adjusted eps (in ) ) Based on weighted average number of shares outstanding in 9M/12 respectively Q3/ Financials

20 Free cash flow / dividend Free cash flow in m Dividend volume in m Dividend 1) ( /share) M/11 9M/ ) Based on new number of shares after 3 for 1 share split in Financials Financial highlights Revenues Growth driven by digital media Margins Capital structure EBITDA margin increase to 19.1% in 9M/12 German print business with margins >20% and digital business now at 20% Solid capital structure credit line and promissory note in place Sufficient headroom for investments Payout to shareholders Sustainable dividend policy over the last years 14 Financials

21 3

22 DIE WELT from No. 3 in print to No. 1 in digital Capital Markets Day Berlin, December 11, 2012 Jan Bayer, President WELT Group and Printing Romanus Otte, General Manager WELT Digital Agenda 1 Delivering results 2 Finding efficiencies 3 Driving innovation 4 DIE WELT DIGITAL how it works 2 DIE WELT from No. 3 in print to No. 1 in digital

23 Critical success factors of our business Audience Advertisers Innovation Efficiency 3 DIE WELT from No. 3 in print to No. 1 in digital Delivering results

24 The WELT Group: most extensive reach and fastest growing media brand in quality newspaper segment Crossmedia net reach (in m) CAGR ( ) 1) % 3.6 7% % 2.7-1% 1) Population expansion in ma 2010 Source: VA 2012-I; Basis: Readers per issue, users per week 5 DIE WELT from No. 3 in print to No. 1 in digital DIE WELT growing print reach and an increasingly young readership Reach (in m) Reach 14 to 29 year olds (indexed) CAGR ( ) 1) +8% % % ) Population expansion in ma 2010 Source: ma Tageszeitungen DIE WELT from No. 3 in print to No. 1 in digital

25 WELT am SONNTAG Leadership in reach further extended Reach (in m) Reach / spread CAGR ( ) 1) +1% -16% (ma II) 2011 (ma II) 2012 (ma II) 1) Population expansion in 2010 Source: ma Presse, Basis: Readers per issue 7 DIE WELT from No. 3 in print to No. 1 in digital DIE WELT Online reaches more people than each of its competitors Unique visitors (in m, average per month 9M/12) Source: comscore Europe Media Trend 8 DIE WELT from No. 3 in print to No. 1 in digital

26 Strong performance in print advertising market DIE WELT and WELT am SONNTAG making gains Change in gross expenditure on print advertising (9M/11 to 9M/12) National daily newspapers National Sunday newspapers +4.5% +2.4% -1.2% -10.5% -13.3% Source: Nielsen, gross expenditures excluding media advertising 9 DIE WELT from No. 3 in print to No. 1 in digital and DIE WELT is demonstrating particularly strong growth in the online advertising market Change in gross expenditure on online advertising / revenues (9M/11 to 9M/12) +32% +18% Online advertising market Germany WELT ONLINE Source: Nielsen 10 DIE WELT from No. 3 in print to No. 1 in digital

27 DIE WELT App well-established in top field one of the highest revenue generators in the German itunes store Top 10 Revenue Ranking (German itunes store) Games Games Games News BILD and DIE WELT are the highest ranked non-game apps News Productivity Games Games DIE WELT app is No. 5 with >130k other paid apps behind Productivity News Source: itunes Store ipad App Ranking (Dec. 2012), xyologic 11 DIE WELT from No. 3 in print to No. 1 in digital Finding efficiencies

28 Online-to-Print the next step in the evolution of the newsroom 2002 First joint newsroom in Germany (WELT Group and BERLINER MORGENPOST) 2006 First fully integrated print/online newsroom 2012 Online-to-Print Realignment of the editorial organisation 13 DIE WELT from No. 3 in print to No. 1 in digital Building on strengths: extension of successful joint newsroom model to HAMBURGER ABENDBLATT Local BERLINER MORGENPOST National WELT Group Local HAMBURGER ABENDBLATT 14 DIE WELT from No. 3 in print to No. 1 in digital

29 Joint newsroom pays off: product range greatly expanded DIE WELT from No. 3 in print to No. 1 in digital At the same time, high cost discipline exercised with further savings potential of up to 20% Development of editorial costs WELT Group 24% up to 20% 2001 Realised cost savings 2011 Potential cost savings Target 2016 Note: including collective wage increases 16 DIE WELT from No. 3 in print to No. 1 in digital

30 Success through continuous cost management across the value chain e.g. printing plants Development of costs of Axel Springer printing plants 21% up to 15% 2001 Realised cost savings 2011 Potential cost savings Target 2016 Note: including collective wage increases and depreciation, not including consumables (e.g. paper) 17 DIE WELT from No. 3 in print to No. 1 in digital Driving innovation

31 Our goal: market leader in paid digital quality journalism with two revenue streams Market leadership Digital advertising Strong and sustained momentum in recent years Paid content Very good experiences with app-based products High quality content and products 19 DIE WELT from No. 3 in print to No. 1 in digital A successful portfolio of paid digital content established within three years Launch of the iphone app First national daily newspaper on the ipad Launch of DIE WELT on the Kindle e-reader Launch of the DIE WELT app on the Kindle Fire Introduction of paid models on regional portals Launch of the Android app first national daily newspaper on all relevant platforms DIE WELT is part of the newsfeed on the Surface 20 DIE WELT from No. 3 in print to No. 1 in digital

32 We are now integrating our browser-based offering into this portfolio based on both revenue streams Clear goals Revenue increase with extension of business model Gaining digital subscribers while ensuring participation in dynamic online advertising market Flexible model Usage-dependent Metered Model High flexibility and agility in operative management Initially 20 articles per month viewable for free Extensive preparation Comprehensive market research with almost 2,000 users Experience of numerous executives from international publishers (e.g. NYT, WSJ) Definition of market driven product bundles 21 DIE WELT from No. 3 in print to No. 1 in digital Clear and simple product offering structure 22 DIE WELT from No. 3 in print to No. 1 in digital

33 In the US paid content is gaining momentum US newspapers with a paid model for online offerings Already 300+ newspapers with paid model 11% 14% 23% Dec June 2012 Dec Newspapers with paid model Newspapers without paid model Note: Newspapers with paid models (Nov 2012), Number of US Dailies (2011) Source: PEW Research, Newspaper Association of America, paidcontent.org, newsandtech.com 23 DIE WELT from No. 3 in print to No. 1 in digital US publishers pursue different paid strategies Metered Model dominates Paid content strategies 1) Lockdown Freemium Metered >80% 1) Share for Metered Model based on 2012 NAA study comprising 156 newspapers Source: Newspaper Association of America, paidcontent.org 24 DIE WELT from No. 3 in print to No. 1 in digital

34 The paradigm shift is looming in Germany as well Will paid content be implemented for regional publishing houses? 8% 46% 46% Yes Likely Unlikely Source: Schickler Management Consulting (08/ 2012) 25 DIE WELT from No. 3 in print to No. 1 in digital Success cannot be determined in advance. Its foundations can be. Strong starting position DIE WELT has the greatest online reach of any brand in the quality newspaper segment and is continuously extending its position Extensive experience with subscription models We have more than 50 years experience in print and are a pioneer in digital subscription models Journalistic and technical excellence A high quality, technologically flawless offering with added value for the user is the basic prerequisite for success 26 DIE WELT from No. 3 in print to No. 1 in digital

35 DIE WELT DIGITAL How it works DIE WELT Transition from print follower to digital leader

36 4

37 BILD A unique all-media brand Capital Markets Day Berlin, December 11, 2012 Dr Andreas Wiele, President BILD Group & Magazines Donata Hopfen, Managing Director BILD DIGITAL BILD is a UNIQUE brand Photo credits: ullstein bild - imagebroker.net / Petra Wallner 2 BILD - A unique all-media brand

38 but don t we all believe we are UNIQUE? Photo credits: ullstein bild - imagebroker.net / Petra Wallner 3 BILD - A unique all-media brand 9 reasons why BILD is truly unique! BILD is unique in Reach Readership Editorial competence Mass impact with powerful and sophisticated topics Highlight publishing events Distribution power Pricing Magazine business Digital pioneering 4 BILD - A unique all-media brand

39 REASON 1: UNIQUE REACH BILD reaches more people than any other medium in Germany Print reach is in general high in Germany Comparison of media reach (Germany vs. USA) In % (2011) 93 BILD-reach higher than TV Comparison of the biggest print and TV reach In million readers / viewers (2012) American Idol I'm A Celebrity... Get Me Out Of Here! 6.5 The Mentalist 10.4 Coronation Street Newspaper Magazine BILD L Equipe WSJ The Sun Source (Left side): GER: MA Intermedia 2011, D+EU 14+; USA: Media Dynamics 2011, 18+; Source (Right side): GB: TV reach of Coronation Street, BARB (Broadcasters Audience Research Board) week ending ; average reach of The Sun, July Dec NRS (National Readership Survey); USA: MRI Nielsen TV Ratings United States, American Idol - Wednesday: 2012 The Nielsen Company; F: audipresse: ONE2011 (results: 22 Mars 2012), mediametrie TOP 100 DES AUDIENCES ANNEE 2011; D: Average of I'm A Celebrity... Get Me Out Of Here! ( ), viewers (14+ years), AGF/GFK-Fernsehforschung, TV Scope; ma 2012 Pressemedien II (D+EU); 5 BILD - A unique all-media brand REASON 2: UNIQUE READERSHIP The BILD brand reach consistently grows with little self-cannibalization BILD and BILD.de total net reach In million readers / unique users unique users (million per month) 10.3 m exclusive users + 2.8m m exclusive readers ) ) reach (million per day) = 22.6 m total net reach 1) changes in the AGOF survey method unit from 2010 onwards 2) changes in VA basis unit from 2010 onwards Source: VA 2012 Klassik II, print: reader per issue, online: user per month (full capacity assumed) 6 BILD - A unique all-media brand

40 REASON 2: UNIQUE READERSHIP BILD has more female, educated and young readers than any other print medium Young readers Women Academic education Reach among 14-29y In million readers (2012) Reach among females In million readers (2012) Reach among readers with academic education In million readers (2012) Bravo Brigitte FAZ Source: ma 2012 Presse II; reader per issue in million and in % 7 BILD - A unique all-media brand REASON 3: UNIQUE EDITORIAL COMPETENCE BILD s journalism is powerful award-winning 800 editors produce 26 regional print editions 700 BILD-pages every day Up to 250 online articles 800 1,000 photos each day and more than 1,000 videos per month HERBERT AWARD exclusive All Information is independently researched No reprints of wire news Exclusive information on a regular basis Supported by reader-journalists all over the country (>800,000 photos sent in so far) Quotations within general news media in Germany + most-quoted 2,181 1, Source: PMG Presse-Monitor PMG Zitate-Ranking, H1/ BILD - A unique all-media brand

41 REASON 4: UNIQUE MASS IMPACT BILD stimulates debates with powerful and sophisticated topics Powerful Sophisticated 2012: Art and Press exhibition: 56 artworks from Joseph Beuys, Damien Hirst, Gerhard Richter, Ai Weiwei and many more 2009: 60 Jahre 60 Werke : 60 selected masterpieces from 60 years of the Federal Republic of Germany Annually: Ein Bild für BILD Artists such as Christo, Jörg Immendorf, Markus Lüpertz and Günther Uecker produce unique artwork for BILD Sternblume Heinz Mack 9 BILD - A unique all-media brand REASON 5: UNIQUE HIGHLIGHT PUBLISHING EVENTS BILD breaks records with unprecedented projects The BILD Book 720 title pages Weight: 12 kg 37.2 x 53 cm (original newspaper format) All photos, graphics and campaigns printed in red-cyan anaglyphs With 3D-glasses enclosed BILD for Everyone Gift edition for BILD s 60 th birthday Delivered to 41m households by 50,000 postal workers Double BILD s usual format size Surface area as large as 18 ipads 52.8 x 77.7 cm BILD 3D BILD Bible Six BILD editions of the Bible since 2004 About 1,000,000 copies sold in total! BILD XXL BILD Yearbook Featuring all BILD front pages and chronicle events of the year > 40,000 copies Sold out every year 10 BILD - A unique all-media brand

42 REASON 6: UNIQUE DISTRIBUTION POWER The BILD point of sale (POS) network is much denser compared to the US press POS network Germany USA 32 BILD POSs per 100 km² 2 press POSs per 100 km² Source: UK: CIA World Factbook, Germany: Statistisches Bundesamt; BILD POS: average 9M/2012 (own reporting), USA: CIA World Factbook; VDZ, 02/ BILD - A unique all-media brand REASON 7: UNIQUE PRICING BILD still cheap despite regular price increases Average BILD copy price development 1) In Source: IVW 2002 I 2012 III; 1) weighted average of copy prices by circulation per regional edition (retail only) 12 BILD - A unique all-media brand

43 REASON 8: UNIQUE MAGAZINE BUSINESS Our magazine titles are the clear number one in each of their segments Automotive Computer Sports Women Share In %, Q3/ auto motor sport c t kicker Brigitte Source: Company estimates based on IVW I-III 2012, paid circulation; weighted market share taking into account different title frequencies 13 BILD - A unique all-media brand REASON 9: UNIQUE DIGITAL PIONEERING BILD is market-leader on every new channel Print Online Mobile Apps #1 of German newspapers #1 of news portals #1 of mobile portals #1 of news apps Paid content Free content Free content Paid content + Advertising revenues 29,5 Mio Advertising revenues (Currently) moderate advertising revenues Advertising revenues Lesen mindestens einen Titel 1) Sources: ma Presse 2012 II, AGOF internet facts (06/2012), AGOF mobile facts 2012-I 14 BILD - A unique all-media brand

44 There are market leaders that are more than one step ahead Photo credits: ddp images/dapd/oliver Lang 15 BILD - A unique all-media brand Today, in terms of revenues, BILD.de leaves the competitors behind Premium Non-core segments TV ads Mobile ads Traditional BILD.de ads Today Tomorrow Schematic illustration 16 BILD - A unique all-media brand

45 Tomorrow, BILD.de is going to fortify its leadership by increasing existing revenue streams and innovative new products Today Tomorrow Schematic illustration 17 BILD - A unique all-media brand These These market leaders are never satisfied Photo credits: Michael Steele/Getty Images 18 BILD - A unique all-media brand

46 BILD digital has once again demonstrated its innovation leadership in the last year Design User flows Multichannel Big screen Segmentation Sports 19 BILD - A unique all-media brand No other news portal in Germany can transfer content into a more powerful visual language than BILD.de 20 BILD - A unique all-media brand

47 Need-orientated user flows at BILD: High-traffic articles are intelligently combined with other attractive offers 21 BILD - A unique all-media brand As of 2012, BILD is available on nearly all relevant digital devices iphone ipad Android phone Android tablet Android reader Windows 7 phone Windows 8 tablet BILD - A unique all-media brand

48 Through cooperations with most manufacturers and providers, BILD is also present on the big screen THE driver for video views 23 BILD - A unique all-media brand STYLEBOOK has successfully established itself among the top 10 woman websites in Germany Stars Fashion Beauty 24 BILD - A unique all-media brand

49 BILD leads football fans into the digital age: meinklub launched a highly innovative Facebook app and is present on Mobiles and TVs Smartphone apps Facebook app TV app 25 BILD - A unique all-media brand But wait a minute Photo credits: ddp images/ap/mark Allan 26 BILD - A unique all-media brand

50 The real innovation is to be launched next year 27 BILD - A unique all-media brand BILD+, the premium segment of BILD, is expected to become a substantial part of our future business Premium Today Tomorrow Schematic illustration 28 BILD - A unique all-media brand

51 The uniqueness of the BILD brand requires a unique model: The following options are available Additional Content free Content Content premium Content premium free Intensity of use prem. Intensity of use free Home Intensity of use Countdown / Metered Model Freemium Model Complete Paywall = Premium Schematic illustration 29 BILD - A unique all-media brand The user will be driven into BILD+ elements from everywhere on the free website Schematic illustration 30 BILD - A unique all-media brand

52 From 2013 as part of our Premium Service on all digital platforms: Bundesliga video highlight clips on BILD.de 31 BILD - A unique all-media brand Acquisition of Bundesliga video highlight rights is a consequent step to achieve BILD s strategic goals Sports Expansion of opinion and market leadership in the field of sports on all digital devices Sports Video Next step after entering video market (connected TV-apps) Creating innovative web video formats Premium Initiating paradigm shift Establishing attractive paid content offerings on all digital devices 32 BILD - A unique all-media brand

53 Key elements that will drive our offer Key elements Bundling and pricing Integration of newspaper into bundles Look and feel of Bundesliga product and bundling Offer will be based on in-depth market research experiences of WELT gut feeling and most importantly on customer needs! 33 BILD - A unique all-media brand Photo credits: ddp images/ap/ferrari Hand Out 34 BILD - A unique all-media brand

54 Innovative market leaders win! Photo credits: ddp images/ap/ferrari Hand Out 35 BILD - A unique all-media brand From Baby to Bolt! The brand s uniqueness results in unique profitability BILD brand TOTAL EBITDA development (indexed) Photo credits: ullstein bild - imagebroker.net / Petra Wallner; ddp images/ap/ferrari Hand Out Index-base-year BILD - A unique all-media brand

55 5

56 Widening and digitizing our international footprint Capital Markets Day Berlin, December 11, 2012 Ralph Büchi, President International Division International business growing strongly International acquisitions and launches (selection) M ) 1) Russia Russia online Share of international revenues (in %) 21% 28% 34% M/2012 1) onet.pl and immoweb.be to be consolidated in Axel Springer accounts as of November Widening and digitizing our international footprint

57 International print markets facing heavy challenges Axel Springer Print International revenues (in m) Advertising market outlook (in USDm) CEE Western Europe M/2011 9M/ Circulation revenues Other revenues Newspapers Magazines Advertising revenues Source: Company data; ZenithOptimedia 12/ Widening and digitizing our international footprint Keeping our print portfolio attractive I Continuous cost management + Three key success factors II Market leadership/ portfolio management III Attractive multimedia brands 4 Widening and digitizing our international footprint

58 I Successful cost management absorbing 50% of the revenue decline in 2012 Cost management measures of segment Print International Cost saving measures Continuous cost benchmarking within international activities Roll-out of newsroom concepts to increase output and cost efficiency Optimization of marketing and production costs Closing of printing plants Outsourcing of services/re-negotiations of service contracts Reduction of license fees Financial effects Revenues decline 9M/2012 vs 9M/2011 EBITDA decline 9M/2012 vs 9M/ m m 5 Widening and digitizing our international footprint I Cost benchmarking: A major project has been started in the biggest JV country Poland in 2011 Net effects on costs so far Annualized FX adjusted: Total overhead costs (in thousands) -13.1% 1. Overhead savings 2. Editorial savings Online productivity 4. Sales productivity Poland Total effect: + 6 m 6 Widening and digitizing our international footprint

59 I Cost management: Newsroom integration in the Czech Republic, Step I Newsroom integration Results so far Output in editorial pages +13% Productivity increase +24% Editorial costs -14% 7 Widening and digitizing our international footprint II Market leadership: JV with Ringier in Central Eastern Europe (PL, CZ, SK, SB) 1) Indexed revenues before and after JV creation 2) Success drivers Axel Springer (PL, CZ) before JV 100 2% 266 7% After JV M/2012 3) Print revenues Share of digital revenues as of total revenues 1) PL Poland, CZ Czech Republic, SK Slovakia, SB Serbia; 2) Indexed, 2009 = 100; 3) Including ONET on a pro-forma basis % Print leader in four markets Digital revenue share has reached 25% within three years Digital leader in three out of four markets One of the most profitable media companies in most of its markets 8 Widening and digitizing our international footprint

60 II Market leadership: Outperforming market trends Print advertising market CAGR market CAGR JV company Market share JV company Poland -15.9% -12.3% % % Czech Republic -14.8% -11.8% 19.4% 22.4% Slovakia -19.7% -13.4% 23.9% 32.3% Serbia -10.5% -2.2% 28.9% 41.0% Source: PL: Zenithoptimedia for , Company data for 2012, SB: Company data, CZ and SK: Group M 9 Widening and digitizing our international footprint II NEWSWEEK in Poland: from No. 4 to No.1 within one year Average sold circulation (in kex) 145 CAGR +25% % -4% -5% Source: Polish bureau of circulation audit 0 May 2011 Jan 2012 July Widening and digitizing our international footprint

61 III Multimedia brands: BLESK mobil in the Czech Republic as a successful case BLESK market leadership BLESK mobil Best selling and most popular national daily in the Czech Republic Readership: 1.2 mln readers Circulation (in thousands): % First virtual operator in the Czech Republic; launched in October 2012 with Telefonica O2 (TEF) Business model: revenue share and commissions from SIM card activation Free access to BLESK.CZ; ISPORT.CZ; AUTO.CZ; BLESKMOBIL.CZ Activated customers so far > 60,000 Learning and know-how transfer from BILD mobil Source: Median.cz, 2Q2/2012; ABC September Widening and digitizing our international footprint Digital revenue share increased by over four times within five years International revenues development (in m) Results Total revenues CAGR % 537 Digital revenues CAGR % 49% 55% 12% M/2012 International revenues Share of digital revenues as of total revenues 12 Widening and digitizing our international footprint

62 The roadmap to successful digitization I Roll-out of successful business models Two ways to develop international digitization II Building digital market leadership by new and add-on investments 13 Widening and digitizing our international footprint I Roll-out of successful business models: aufeminin.com From french focus to No.1 women s portal in eight European countries Revenues development (in m) Market position in Europe 47 CAGR +20% 47% 37 # % 52% #1 #1 #1 #1 #1 84% 53% 48% #1 #1 FY2007 FY2011 Revenues International 9M/2012 Revenues France Own office No office Market position 14 Widening and digitizing our international footprint

63 II Add-on investments as a second vehicle for business growth: AUFEMININ.COM Acquisition June 2008 Acquisition August 2011 Leading portal about health in German-speaking countries with 2.4 m unique users Launch 1997; acquisition of 100% stake In April 2012 start of ONMEDA internationalization with launch of ONMEDA in Spain White-label health channel on beobachter.ch in Switzerland started in July 2012 The acquisition supported AUFEMININ international growth and significantly contributed to revenues increase Revenue streams: advertising, content licencing Leading British parental website with 1.5 m unique users Launch 2000; acquisition of 100% stake AUFEMININ.COM is already present in the UK with SOFEMININE.CO.UK The acquisition reinforced AUFEMININ position as the leading website for women Revenue streams: advertising, content, government, affiliate programme Strengthening of Pan-European advertising campaigns 15 Widening and digitizing our international footprint III Building digital market leadership in key markets: ONET.PL 14.5 Market position Screenshot x more visits 13.0 Real users (m, monthly) Note: Size of circles describes number of page views 1.3x more users 170 Visits (m, monthly) Strategic fit and synergies 75% - Ringier Axel Springer Media 25% - TVN Purchase price: 215 m Biggest news and entertainment portal in Poland with a reach of 77% High profitability Many add on services: , dating and gaming Strong own R&D department (DreamLab) Crossmedia marketing with RAS Polska and TVN 16 Widening and digitizing our international footprint

64 Strong partnerships as additional success driver Axel Springer share Partner Industry 70.0% Private Equity 75% (RASM JV share) Media 52.5% Advertising 17 Widening and digitizing our international footprint Last but not least: our first footprints in Brazil ( by kaufda ) So far 60 clients, e.g. Groupon, TAM airlines and Kanui Actual Number of publishers: 20,000 Launch December 2011 Launch July 2012 Start as a JV with two local enterpreneurs, kaufda (56%) Market leader in Brazil since launch; No. 1 in itunes free apps In discussion and pilot phases with all major retailers in Brazil 18 Widening and digitizing our international footprint

65 6

66 Key to digitization M&A and asset development Capital Markets Day Berlin, December 11, 2012 Dr Jens Müffelmann, Head of Electronic Media Oliver Schäffer, Head of M&A / Strategy Axel Springer about a decade ago With regard to electronic media, Springer is completely underdeveloped... the chaotic websandbox of Springer... Europe s largest press conglomerate a mere internet midget. At least they have a strategy now May 1999 May 2000 October Key to digitization M&A and asset development

67 Digital reach in Europe today European media peers unique visitors in million Source: comscore top 100 properties, October Key to digitization M&A and asset development Digital Media: top-line / bottom-line Revenues in m EBITDA in m 823 9M/ M/ M/ M/ 2012 Consolidated figures, based on Annual Reports, 2012 based on Q3 Report 4 Key to digitization M&A and asset development

68 Attack since 2006 By acquisition By acquisition 67 Organic 90 Divestments 8 Σ 149 Organic 5 Key to digitization M&A and asset development Clear investment criteria Strategic fit: where we can provide leverage Proven and scalable business models Clear path to profitability / profitable businesses Experienced management / commitment Reasonable valuation 6 Key to digitization M&A and asset development

69 M&A digital majority acquisitions In m ~1,250 ~1,550 ~200 Purchase price Valuation for 100% EBITDA 2011 (100%) ~8 EV/EBITDA 7 Key to digitization M&A and asset development : selling non-strategic assets, buying digital growth businesses Digital growth businesses Non-strategic assets ~1,250 m Purchase price ~1,000 m ~200 m EBITDA effect <50 m EBITDA effect acquisitions: EBITDA 2011 (100%), EBITDA effect divestments: EBITDA in last full fiscal year under AS ownership 8 Key to digitization M&A and asset development

70 M&A activities 2012 In m Acquisitions Disposals (75%) Axel Springer Digital Classifieds (30%) (100%) (100%) (80%) ~ ~11 Ø 2012e EV/EBITDA Other ~15.0 Other ~5.0 Total ~530 Net invest: ~280 Total ~250 9 Key to digitization M&A and asset development Price discipline at acquisition of growth companies Digital majority acquisitions EBITDA-Multiple pro rata At acquisition date e 12 8 < 7 Bought at fair valuation Leverage through performance Further positive development At acquisition date: including sale of StepStone Solutions as negative purchase price; 2012e: benchmark: EV/EBITDA 2012e of European internet stocks currently at 11.4x (Source: UBS Internet Sector Update as of October 22, 2012) 10 Key to digitization M&A and asset development

71 Our principles as digital shareholder Retaining founders / management Operational independency of management Maintaining growth momentum Realistic view on synergy potential Situational short leash / long leash management Slim holding structure No colonial masters No cultural clash Source picture: INTERTOPICS 11 Key to digitization M&A and asset development Pushing for market leadership Market position in acquisition year Market position 2012 (DE) 2006: #5 (Europe) 2007: (UK) 2009: (DE) 2009: #2 #3 #2 (DE) 2010: #3 12 Key to digitization M&A and asset development

72 Portfolio of market leaders Women portal Infotainment portal Price comparison Affiliate marketing Car and motor community Finance portal Real-estate marketplace Online prospectus / coupons Soccer community Financial web applications Job board Affiliate marketing UK 13 Key to digitization M&A and asset development Creating synergies through our network EXAMPLES With Axel Springer Financial IT Systems Procurement HR Discounted media campaigns Shared content and traffic Legal, tax, M&A Marketing Corporate services Among the assets Jobs classifieds integration Cross-integration of services Real-estate classifieds integration Real-estate classifieds integration Prospectus integration Performance marketing 14 Key to digitization M&A and asset development

73 Networking and knowledge-sharing events EXAMPLES Media Entrepreneurs initiative Digital CFO Event Digital CEO Summit Online Marketing Camp Working Lunch Session Facebook optimization Hy Berlin Social Media Club & SEO workshop Digital CTO Workshop Brown Bag Sessions Silicon Curry Digital Cup Volleyball 15 Key to digitization M&A and asset development Strong post-acquisition development Top 10 digital acquisitions , based on revenues Market CAGR since % Revenues Ø CAGR since acquisition date +29% EBITDA Ø CAGR since acquisition date +48% Market growth: Weighted market CAGR based on ZenithOptimedia, PwC and HDE 16 Key to digitization M&A and asset development

74 Case study: building global classifieds Phase 1 Phase 2 Phase 3 Setting the ground Joining forces Leveraging 17 Key to digitization M&A and asset development Phase 1: setting the ground around three core investments % in PropertyGate 2002 association IVD (former RDM) acquired 25.1% stake; foundation/change of name to Immonet GmbH 2003 combining of sites and propertygate.com to immonet.de % in Immonet GmbH % acquisition of Wohnfinder.de 2010 majority acquisition Umzugsauktion.de % in StepStone Deutschland AG 2008 acquired in a first step 15% in StepStone ASA and increased its stake to 33.3% 2009 extended majority stake in StepStone ASA from 52.7% to 87.8%; mandatory offer to all remaining shareholders and squeeze-out / delisting 2010 sale of StepStone Solutions business unit % acquisition of Jobanova 2010 acquired 12.4% stake in Seloger.com SA and launch of public tender offer 2011 successful completion of public takeover during reopened offer; increased stake from 74.2 % to 98.7% and squeeze-out/delisting 2011 acquired 9.4% stake in iproperty.com and increased stake to 16.1% % acquisition of a-gites 16 Transactions Revenues and EBITDA 2011: consolidated figures ~800 m Total invest ~222 m Revenues 2011 ~68 m EBITDA Key to digitization M&A and asset development

75 Phase 2: joining forces with General Atlantic 30% 70% Axel Springer Digital Classifieds GmbH 19 Key to digitization M&A and asset development GA-Partnership shows significant value step-up in underlying assets Axel Springer investments Purchase prices and investments Sale of StepStone Solutions business unit Utilized tax effects Net investment ~800 m ~110 m ~50 m ~640 m + ~100% General Atlantic deal Enterprise value Embedded loan Equity value 1,250 m 460 m 790 m 20 Key to digitization M&A and asset development

76 Phase 3: leveraging and executing 30% 70% Axel Springer Digital Classifieds GmbH 11.3% 21 Key to digitization M&A and asset development 3 quarters 3 countries 3 market leaders April 2012 October 2012 November 2012 Largest online recruitment portal Largest regional content and classifieds portal Largest real-estate portal 22 Key to digitization M&A and asset development

77 Classifieds: top-line / bottom-line Revenues in m EBITDA in m 235 9M/12 14% 35% 43% 9M EBITDA margins 102 9M/ M/ Consolidated figures for Axel Springer Digital Classifieds 9M/ Key to digitization M&A and asset development Digitization: Looking ahead M/2012 Our Vision Print 2% Print 35% Print 50% Digital Digital Digital Pro forma for acquisitions (consolidated view: 34%) 24 Key to digitization M&A and asset development

78 7

79 Médias et Services pour DRAFT v l Immobilier Maintaining a solid growth in a tougher market Roland Tripard, CEO SeLoger Axel Springer AG - Capital Markets Day Berlin, December 11, 2012 A tougher real estate market French housing market (resale) down ca. 20% in 2012 to a low 700k transactions No recovery expected for 2013 Resale transactions in France ( 000) Source: INSEE 1

80 Maintaining solid growth via recruiting more customers Penetration rate has exceeded the 80% threshold in Q2/ % 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Penetration rate (%) Source: Company 2 Via a further uplift in ARPU ARPU growth strategy, historically based on selling add-ons and vertical portals has been reinforced with New prices since April 2012, so far applied to 30% of customer base Total agents % 30% Evolution of ARPU since Apr New recruited agents: +14% Existing agents with new prices:+15% Existing agents with old prices:+1% April 2012 Sep. sept Nov. nov Agents with new tariff 3

81 Driven by more efficiency of the traffic Leads to customers grow faster than the audience Evolution of total unique visitors and leads to customers (excl. mobile) 170 (Base 100 = April 2010) Apr 10 Jun 10 Aug 10 Okt 10 Dez 10 Feb 11 Apr 11 Jun 11 Aug 11 Okt 11 Dez 11 Feb 12 Apr 12 Jun 12 Aug 12 Total UV Leads sent to customers While total traffic is boosted by development of mobile audience Ca. 40% yearly growth with 1.5x more leads per visit Source: Google Analytics & Company 4 And the content of a specialist brand for every housing need B2B real estate professionals B2C Every french household with a real estate project/interest 5

82 Growth remains solid under tough market conditions Double digit growth in revenue in 2012 With a further increase in EBITDA margin And a fast growing family to share knowledge with 6

83

84

85

86 April 2012 Acquisition 2012: Separation of corporate functions & best practice sharing Synergies and best practice sharing

87 CAPITAL MARKETS DAY Berlin Stefanie Lüdecke, Chief Sales Officer (CSO) Joachim Piroth, Chief Financial Officer (CFO) OUR BUSINESS: PERFORMANCE = SALES Customer journey Awareness Interest Desire Action Reach Visits Sales CPM (cost per mille) CPC (cost per click) CPA (cost per action) Display marketing Search marketing Performance marketing Berlin zanox Capital Markets Day 2

88 OUR NETWORK: CONNECTING ADVERTISERS AND PUBLISHERS Berlin zanox Capital Markets Day 3 OUTGROWING OUR CLOSEST COMPETITOR Revenues (in m) EBITDA (in m) 1) +20% +5% +32% -14% % -9% % -87% M/2010 9M/2011 9M/2012 zanox group 9M/2010 9M/2011 9M/2012 9M/2010 9M/2011 9M/2012 9M/2010 9M/2011 9M/2012 Tradedoubler zanox group Tradedoubler 1) Tradedoubler EBITDA 2010 not including amortization of loans of 26.6M Sources: Axel Springer Segment Reporting; Tradedoubler Interim Reports Jan-Sep 2011 & 2012; Tradedoubler exchange rate SEK/EUR 0.11 Berlin zanox Capital Markets Day 4

89 OPPORTUNITIES & CHALLENGES Opportunities Online advertising markets in Europe still growing driven by budgets shifting from offline to online and rapidly growing online retail sales Online advertising continues to move more and more towards performancebased models as advertisers increase their focus on ROI Synergies from zanox network gaining in importance for serving large international advertisers and from a cost perspective Challenges Difficult macro-economic environment with reduced consumer spending in some key industries and markets (esp. Southern Europe) Pricing pressure growing as especially large advertisers demand volume discounts and insource Performance-based alternatives to affiliate marketing gaining ground e.g. re-targeting, real time bidding Source: zanox analysis Berlin zanox Capital Markets Day 5 WE HAVE A SOUND STRATEGY IN PLACE 1 Network growth Further acquiring and growing advertisers and publishers locally and globally Leveraging 3rd party cooperations 2 Product innovation Core affiliate platform evolution Mobile innovation New performance-based models 3 International expansion Profitably growing our new countries (Brazil, Eastern Europe, Turkey) Evaluating further expansion moves (organic and M&A) Source: zanox analysis Berlin zanox Capital Markets Day 6

90 8

91 Summary and outlook Capital Markets Day Berlin, December 11, 2012 Dr Mathias Döpfner, Chairman & CEO You can access the webcast of Mathias Döpfner s speech on our website 2 Summary and outlook

92

93 Thank you for attending the Capital Markets Day 2012! Christoph Keese Senior Vice President Investor Relations & Public Affairs Phone: Mobile: Claudia Thomé Head of Investor Relations Phone: Mobile: Daniel Fard-Yazdani Co-Head of Investor Relations Phone: Mobile: Axel Springer AG: Axel-Springer-Str. 65, Berlin, Germany, Fax: