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Reach plc
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Reach plc
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Reach plc (known as Trinity Mirror between 1999 and 2018) is a British newsbrand, magazine and digital publisher. It is one of the UK and Ireland's largest commercial news groups, both in online audience and titles, with over 120 print and online brands,[3] including nationals Daily Mirror, Daily Express, Sunday Express, Daily Star, local titles including the Manchester Evening News, Liverpool Echo, BirminghamLive, Nottingham Post and BelfastLive, as well as WalesOnline, OK! magazine, and the Scottish Daily Record and Sunday Mail. Reach plc's headquarters are at One Canada Square in London. It is listed on the London Stock Exchange.

Key Information

History

[edit]

The Daily Mirror was launched by Alfred Harmsworth, 1st Viscount Northcliffe, "for gentlewomen" in 1903.[4] The company was first listed on the London Stock Exchange on 2 December 1953.[5] In 1958 the International Publishing Company (IPC) acquired Mirror Group Newspapers, but IPC was in turn taken over by publishing giant Reed International in 1970.[6] In 1984 Pergamon Holdings, a company owned by Robert Maxwell, acquired the Daily Mirror[4] from Reed International. The company was relisted as Mirror Group in 1991.[7]

In 1991 the company was due to be investigated via an Anton Piller order for alleged theft of software from companies including Adobe Inc., Autodesk and Microsoft. The action was delayed as it coincided with Maxwell's death, but was recommenced in 1992. Subsequently it was reported that "At the Mirror Group, for instance, 700 out of the 800 software programs in use were found to be illegal".[8]

The company bought Scottish & Universal Newspapers in 1992, and in 1997 it acquired the Birmingham Post and Mail group of newspapers.[4] In 1999 Trinity International Holdings, owners of the Liverpool Echo, merged with Mirror Group to form Trinity Mirror.[9]

During 2005 the company introduced a number of measures to manage discretionary spending more carefully, some of which attracted press attention.[10]

In 2007, the company sought to sell a number of titles: the Reading Chronicle was sold to Berkshire Media Group[11] and 25 Trinity Mirror South titles were sold to Northcliffe Media.[12] On 1 October 2007 it was announced that the sale of the Racing Post had been completed: the entire sale process had raised £263 million.[13]

The Trinity Mirror logo used until May 2018

In September 2008 the company announced that it would be closing the printing plant in Liverpool after 154 years of printing in the city, and transferring the work to Oldham.[14]

In February 2010, Trinity Mirror bought the regional M.E.N. Media and S&B Media divisions of Guardian Media Group, containing 22 local titles across Northern England and in Surrey and Berkshire. This included the Manchester Evening News and Reading Evening Post.[15]

In March 2010 Trinity Mirror stated that it would end its bout of staff cuts and newspaper closures. The announcement came as the company reported pre-tax profits of £72.7m for 2009, exceeding analysts expectations.[16]

In January 2012 it was announced Trinity Mirror acquired Communicator Corp, a digital communications company specialising in email and mobile communications for £8m.[17] In August 2013, Trinity Mirror announced its partnership with whocanfixmycar.com, a portal connecting motorists nationwide with trusted local garages and mechanics.[18]

In June 2014, Trinity Mirror transitioned its online bingo software from Dragonfish to Virtue Fusion from Playtech for its group of bingo brands.[19]

In November 2015, Trinity Mirror purchased Local World, a major stakeholder in local news titles, from DMGT. Local World had been formed by former Trinity chief exec David Montgomery in 2012 to consolidate all DMGT's local newspaper holdings other than the Metro, expanding their holdings while streamlining production, to make the group more saleable. Its 115 titles were formed primarily by those of Harmsworth's historic Northcliffe Newspapers Group, alongside other smaller purchases made by DMGT and Local World subsequently, including the 2007 purchase from Trinity. The purchase increased Trinity Mirror's local circulation by around 50%. The deal valued Local World at around £220 million.[20]

In February 2018, the company completed the acquisition of the publishing assets of Northern & Shell, including the Daily Express, Sunday Express, Daily Star (collectively the Express & Star Group), and OK!.[21] Following completion, Trinity Mirror announced a plan to rebrand as Reach, subject to investor approval at a meeting scheduled for May 2018.[22] Following completion of the acquisition, the Competition and Markets Authority launched a preliminary investigation into the deal, requiring Trinity Mirror to keep Express Newspapers as a standalone entity.[23]

In July 2020, Reach announced that it was cutting 550 jobs, 12% of its workforce, because of falling income amid reduced demand for advertising in its titles.[24]

In early 2023, Reach announced its plans to launch US operations for the Mirror, Express and the Irish Star, having already launched Liverpool.com, a dedicated Liverpool FC site aimed at US audiences. Since then, it has built an operation of about 70 people dedicated to those profitable US titles.[25]

In March 2025, Chief Executive Jim Mullen stepped down from his role and was replaced by Piers North, formerly the company’s Chief Revenue Officer.[26]

Phone hacking

[edit]

In January 2011, former MP Paul Marsden announced that he was considering taking legal action against Trinity Mirror, over alleged phone hacking.[27] On 24 September 2014, Trinity Mirror admitted that some of its journalists had been involved in phone hacking.[28][29] It admitted liability and agreed to pay compensation to four people who had sued for the alleged hacking of voicemails (entertainer Shane Richie, soap actresses Shobna Gulati and Lucy Benjamin and BBC creative director Alan Yentob). The four also received an apology. Trinity Mirror also announced that it had earlier settled six other phone hacking claims in relation to former England football manager Sven-Göran Eriksson, footballer Garry Flitcroft, actor Christopher Eccleston, showbusiness agent Phil Dale, Richie's wife Christine Roche and Abbie Gibson, a former nanny of David and Victoria Beckham. As of September 2014, a further 19 claims were registered at the High Court and another 10 claimants had indicated they would bring proceedings against Trinity Mirror.[30] Other reports claimed that the number of victims could be much higher, with Evan Harris, associate director of the pressure group Hacked Off describing the revelations as: "… just the tip of a very big iceberg".[31] On 6 November 2014, Graham Johnson, pleaded guilty at Westminster Magistrates' Court.[32]

On 13 February 2015, Trinity Mirror published a public apology to "all its victims of phone hacking" on page two of the Daily Mirror.[33] It also set aside funds to cover the cost of settling phone hacking compensation payments.[34] The same apology was printed in the following editions of the Sunday People and Sunday Mirror.[34]

A hearing at the High Court in London heard on 3 March 2015 that one Mirror group journalist had hacked the phones of some 100 celebrities every day and that 109 stories had been published about just seven claimants.[35] On 21 May 2015, damages totalling nearly £1.25m were awarded to eight people as the result of phone hacking by Mirror Group journalists, including actress Sadie Frost (£260,000) and ex-footballer Paul Gascoigne (£188,250). Other damages recipients included soap opera actors Shane Richie (£155,000), Shobna Gulati (£117,500) and Lucy Benjamin (real name Lucy Taggart, £157,250), as well as BBC creative director Alan Yentob (£85,000), TV producer Robert Ashworth (former husband of Coronation Street actress Tracy Shaw, £201,250) and flight attendant Lauren Alcorn (former girlfriend of footballer Rio Ferdinand, £72,500).[36] The Mirror Group said it would consider whether to seek permission to appeal against the size of the damages, but increased the money allocated to deal with phone hacking claims from £12 million to £28 million.[36]

On 15 December 2023, Prince Harry, Duke of Sussex was awarded £140,600 by the High Court in damages against Mirror Group Newspapers after 15 out of 33 sample articles in his claim against MGN were ruled as being the product of phone hacking or other unlawful information gathering.[37][38][39]

Operations

[edit]

Newspapers

[edit]
Further information: List of Reach plc titles

Reach plc's printing division, Reach Printing Services,[40] is located at three press sites throughout the UK, printing and distributing thirty-six major newspapers for the UK, including the Daily Mirror and Sunday Mirror, the Sunday People, the Daily Record and Edinburgh Live (in Scotland),[41] and other contract titles including titles for the Guardian Media Group.[42] Reach plc also owns a number of local titles in Northern England and in Surrey and Berkshire, after acquiring a number of titles from the Guardian Media Group in 2010.[15]

Digital

[edit]

In 2013, Trinity Mirror launched the content websites UsVsTh3m and Ampp3d on an experimental basis. UsVsTh3m was a website similar to BuzzFeed focused on quizzes and Flash games, edited by B3ta founder Rob Manuel and running the Tumblr platform. Ampp3d focused on data journalism[43][44] and used the WordPress platform. Both websites were closed down in 2015.[45]

In 2024, Reach launched a Studio team, a division incorporating editorial and commercial multimedia content to audiences and advertising partners.[46]

In early 2025, further investment by Reach in video studios and staff saw new state-of-the-art spaces built in London, Manchester, Glasgow, Birmingham, Liverpool and Newcastle.[47]

In 2025, Reach launched a variety of new standalone digital brands, such as All Out Gaming, All Out Rugby League and All Out Football.[48]

In September 2025, the Daily Express launched a new daily YouTube chat show produced by Reach Studio called the Daily Expresso, taking a look at the biggest stories the news brand’s reporters are working on each day with a host of leading political guests.[49]

In March 2025, Reach announced that its social media accounts across brands and channels hit the milestone of 100 million followers.[50]

In more recent years, they have expanded into direct sales – first with the OK! Beauty Box cosmetic product subscription service, which launched in 2020 and shipped its 500,000th package in June 2024 and in 2024, with its own ecommerce site Yimbly, which sells general goods and homewares.[51]

In 2021, Reach announced the appointment of a newly created Online Safety Editor role, a first in the industry, working with all colleagues at Reach to support through incidents of online abuse and harassment, while also leading efforts to prevent this further.[52]

In 2019, Reach launched Mantis, a brand safety platform which uses AI and machine learning to check whether content is appropriate for advertising and reducing unnecessary blacklisting, at a time when brand safety has been an increasing concern for the advertising industry. Over time, Mantis developed leveraging AI-driven contextual intelligence to accurately and efficiently gauge brand safety through semantic understanding of text and media content.[53]

In July 2025, North revealed new strategic priorities for Reach, with an emphasis on video and audio content.[54]

North also announced that in order to diversify revenues, the company would be launching a digital subscription strategy in addition to its ad-funded business model.[55]

In September 2025, Reach hired its first ever Head of Digital Subscriptions to oversee this new project.[56]

References

[edit]
[edit]
Revisions and contributorsEdit on WikipediaRead on Wikipedia

Reach plc

View on Grokipedia
from Grokipedia

Reach plc is a British commercial publisher headquartered in , operating as the largest in the and with over 120 print and digital brands that collectively reach approximately 70% of the UK online population.
Formerly known as Mirror plc, the company rebranded to Reach in May following its acquisition of national titles including the and Daily Star from , aiming to better reflect its expanded audience engagement across , sport, and content.
Reach's portfolio includes prominent tabloids such as the and , alongside regional newspapers and magazines, generating revenue primarily from advertising, subscriptions, and while transitioning toward digital platforms.
The company has faced significant controversies, particularly historical at its Mirror Group Newspapers titles, resulting in court-ordered payouts exceeding £100 million and ongoing lawsuits from affected individuals as of 2024.

Company overview

Founding, rebranding, and corporate identity

Reach plc traces its origins to the Mirror Group Newspapers, whose flagship title, the Daily Mirror, was founded on 2 November 1903 by , as a tabloid aimed initially at "gentlewomen." The Mirror Group evolved through various ownership changes and expansions into national and international . Separately, Trinity plc originated from regional newspaper holdings, including the Newcastle Journal established in 1832 by John Hernaman and Robert Perring as a weekly publication. Trinity plc itself emerged from mergers of provincial titles in the late , focusing on local and regional markets. In September 1999, Trinity plc merged with Mirror Group plc to form Trinity Mirror plc, creating a combined entity with significant national and regional newspaper assets; the company was legally incorporated in 1904, reflecting the longevity of its core operations. This merger consolidated control over titles such as the , , and various local papers, positioning Trinity Mirror as a major UK multimedia publisher. The rebranding to Reach plc occurred in 2018 amid strategic expansion. On 5 March 2018, Trinity Mirror announced its acquisition of Express Newspapers, Daily Star Sunday, and magazines from Richard Desmond's Northern & Shell for £126.7 million, prompting a name change to signify a broader "reach" across diverse audiences and platforms. Shareholders approved the rebranding at the annual general meeting on 3 May 2018, with the name officially changing to Reach plc effective 8 May 2018 as trading commenced under the new ticker. Reach plc's corporate identity emphasizes its role as the UK's largest commercial news publisher, encompassing over 120 trusted brands—including nationals like the Daily Mirror, Daily Express, and Daily Record—that collectively reach more than 70% of the UK adult population monthly via print, digital, and other channels. Headquartered at in , , the company focuses on delivering , , and community content while adapting to multi-platform consumption. Its branding underscores accessibility, scale, and audience engagement over legacy naming tied to specific mergers.

Portfolio of publications and services

Reach plc maintains a portfolio exceeding 120 print and online brands, encompassing national tabloids, regional newspapers, and digital platforms focused on news, sport, and entertainment across the and . Its national publications include the left-leaning and , which together reach millions of readers with a mix of political commentary, celebrity news, and investigative reporting; the right-leaning and Sunday Express, known for coverage emphasizing immigration, weather, and stories; the Daily Star and its Sunday counterpart, prioritizing sensationalist entertainment and sports; and Scottish titles such as the Daily Record and Sunday Mail, which blend national stories with Scotland-specific and culture. The company's regional and local offerings form the backbone of its operations, with over 100 titles serving communities through dailies, weeklies, and freesheets, including prominent examples like the , , Bristol Post, and Hull Daily Mail. These publications emphasize hyper-local coverage of events, council decisions, and business developments, often integrating print editions with community-focused websites such as MyLondon, BelfastLive, and WalesOnline. In , Reach operates via Reach Solutions Ireland, publishing the Irish Daily Mirror and Irish Daily Star alongside their digital editions. Complementing its journalistic assets, Reach provides commercial services through Reach Solutions, its dedicated arm for , , and audience engagement tools targeted at small and medium-sized businesses. These include programmatic across its network, campaigns, creation, and data-driven content management, leveraging the company's 70% share of online audience reach to connect advertisers with 47 million monthly users. The firm has also diversified into technology integration, employing AI for content production, editing, and to enhance efficiency in . While traditional print circulation has declined amid industry shifts, digital revenues from subscriptions, , and targeted ads support ongoing operations as of 2025.

History

Origins and early mergers (1900s–1990s)

The origins of Reach plc trace to the 1999 merger of Mirror Group Newspapers plc and Trinity plc, forming Trinity Mirror plc as the direct predecessor entity. This union combined national tabloid publishing with extensive regional operations, reflecting broader industry consolidation amid falling print circulations and competition from television. Mirror Group Newspapers originated with the launch of the Daily Mirror on 2 November 1903 by Alfred Harmsworth, 1st Viscount Northcliffe, who aimed to create an accessible paper for working-class readers using a compact tabloid format, simple language, bold headlines, and illustrations. Initial circulation reached 276,000 copies within months, surpassing rivals like the Daily Mail, and climbed to over 1 million by 1919 through appeals to labor interests and sensational coverage. The group expanded in the interwar period via launches such as the Sunday Pictorial in 1915, which became the Sunday Mirror, and acquisitions that built a portfolio of mass-market titles emphasizing populist journalism. By the mid-20th century, control shifted through ownership changes; in 1961, the Mirror titles integrated into the International Publishing Corporation (IPC) under Ephraims Press, but operational autonomy persisted under figures like Cecil King until his 1968 ouster amid political controversies. Reed International acquired IPC in 1970, holding Mirror Group until selling it to Robert Maxwell's Pergamon Press in 1984 for £113 million, initiating a turbulent era marked by Maxwell's aggressive expansion and debt accumulation. Following Maxwell's 1991 death and revelations of pension fund misappropriation totaling £440 million, the restructured Mirror Group plc listed on the London Stock Exchange in 1992, stabilizing as a standalone national publisher with titles including the Daily Mirror, Sunday Mirror, and People. Trinity plc, by contrast, developed from regional newspaper clusters, aggregating historic titles like the Belfast News Letter (established 1737), Western Mail (1876), (1879), and Western Morning News (1860) through incremental mergers in the 20th century. Rooted in Yorkshire Post Newspapers, which traced to 1754, Trinity formalized as a major group in the 1980s via acquisitions such as the Liverpool Post and Echo in 1985, emphasizing local coverage and for profitability. By the , it had become Britain's largest regional publisher, with over 100 titles and a focus on cost efficiencies and cross-regional synergies, setting the stage for national expansion. The 1999 merger, announced on 30 July and valued at £1.3 billion, saw Trinity acquire Mirror Group in an all-share deal where Mirror shareholders received 51.6% of the new entity, creating Trinity Mirror plc with 260 publications reaching 70% of UK adults weekly. This move, approved despite initial regulatory scrutiny, aimed to leverage combined printing facilities and advertising revenues but highlighted vulnerabilities in an analog-era industry facing digital disruption.

Expansion through acquisitions (2000s–2010s)

In October 2000, Trinity Mirror acquired the Southnews group for £285 million, adding approximately 30 local and regional newspaper titles primarily in southern England, including the Croydon Advertiser and Basingstoke Gazette, thereby strengthening its presence in suburban and commuter markets. This deal, which represented a 57% premium over Southnews's share price, marked an early step in consolidating fragmented regional publishing amid declining advertising revenues. The company pursued further regional expansion in 2010 by purchasing the M.E.N. Media and S&B Media divisions from for £44.8 million, incorporating 22 titles such as the and newspapers in and . The acquisition, completed in March 2010, integrated these assets into Trinity Mirror's operations, enhancing its dominance in with combined circulations exceeding 1 million copies weekly and prompting regulatory scrutiny from the Competition Commission over local market overlaps. By the mid-2010s, Trinity Mirror targeted larger consolidations, acquiring Local World in October 2015 for £187.4 million in a deal that added over 100 regional titles, including the Post and Stoke Sentinel, to create the United Kingdom's largest regional newspaper publisher with approximately 180 titles and a 30% in local print media. This transaction, which included assuming £52.5 million in liabilities, diversified revenue streams through integrated print and digital operations but raised concerns about reduced in several local advertising markets. A pivotal national-level expansion occurred in February 2018 when Trinity Mirror agreed to purchase Northern & Shell's publishing assets from Richard Desmond for £126.7 million, gaining control of the Daily Express, Daily Star, Sunday Express, Star on Sunday, and OK! Magazine, with circulations totaling around 1.5 million daily. The deal, finalized after Competition and Markets Authority approval subject to behavioral remedies like editorial separation, significantly broadened Trinity Mirror's national tabloid footprint and prompted its rebranding to Reach plc later that year to reflect the enlarged portfolio. These acquisitions collectively increased Reach's title count by over 300 in the period, bolstering scale economies amid industry-wide shifts to digital but also intensifying antitrust oversight.

Rebranding to Reach plc and strategic shifts (2016–present)

In February 2018, Trinity Mirror plc agreed to acquire the UK publishing assets of Media Publications Limited, including the , Sunday Express, Daily Star, and Daily Star Sunday newspapers along with associated magazines, for a total consideration of £126.7 million, comprising £106.7 million in cash and £20 million in assumed pension liabilities. The transaction, cleared by regulators and completed on 28 February 2018, significantly expanded Trinity Mirror's national newspaper portfolio and prompted the announcement of a corporate to Reach plc on 5 2018 to signify a broader, more diversified media presence. Shareholders approved the name change at the annual general meeting on 4 May 2018, with the rebranding taking effect when the London opened on 8 May 2018. Following the , Reach plc shifted toward , prioritizing connection, technological innovation, and revenue diversification to counter declining print and circulation. The company invested in content , video and audio expansion, and AI-driven tools for and operations, aiming to double digital revenues over the medium term. Digital revenues grew 1.6% in Q1 2025, supported by increases and programmatic , while H1 2025 results showed resilience in print alongside digital expansion into diversified streams like events and . By Q3 2025, digital revenues rose 2.1% year-on-year, though direct digital dipped 0.8%, offset by gains in non- areas. Reach implemented multiple restructurings to streamline operations and fund digital initiatives, including closures of underperforming titles and staff reductions amid print revenue pressures. In September 2025, the company announced its largest reorganization, proposing 321 editorial redundancies offset by 135 new roles focused on digital and centralized production hubs, with estimated costs of £20 million. Leadership transitioned in September 2025 when CEO resigned, with Piers North appointed to lead amid ongoing adaptation to AI and audience shifts. These moves aligned with a broader pivot from print-centric operations, where print revenues declined 4.8% annually, to an AI-enhanced digital ecosystem.

Operations

Reach plc operates a portfolio of print newspapers comprising national tabloids and regional dailies and weeklies, primarily distributed in the and . These publications form a core component of the company's operations, emphasizing local and national coverage, though print volumes have declined amid a broader industry shift to digital formats. In the third quarter of 2025, print decreased by 3.9%, driven by a 2.7% drop in circulation and reduced income. National print titles include the Daily Mirror, Sunday Mirror, Daily Express, Sunday Express, Daily Star, Daily Star Sunday, Daily Record, and Sunday Mail, which target mass audiences with tabloid-style reporting on politics, celebrities, sports, and current affairs. The , for instance, maintains a traditional left-leaning stance, while the [Daily Express](/page/Daily Express) leans rightward, reflecting diverse reader bases acquired through historical mergers and the 2018 purchase of Express Newspapers. Circulation figures for these nationals have contracted steadily; for regional dailies under Reach, average print sales fell 18% in the first half of 2025 compared to the prior year. Regional print newspapers, exceeding 100 titles, deliver hyper-local content on community events, council decisions, crime, and sports, serving as primary sources of information for non-metropolitan areas. Prominent examples include the , , Birmingham Mail, Derby Telegraph, Leicester Mercury, and Hull Daily Mail, covering regions from the North West to the . These titles, often published daily or weekly, support local advertising markets and , with print editions supplemented by digital counterparts; however, audited circulations for many remain modest, such as 3,450 for the Hull Daily Mail and 3,389 for the Birmingham Mail in January–June 2025. To counter declining sales, Reach implemented cover price increases across titles in July 2025 while preserving retailer margins. The company's regional print network underscores its role as the UK's largest commercial regional publisher, fostering despite economic pressures like rising production costs and competition from free online . Operations involve centralized facilities and distribution , with ongoing cost-cutting measures, including planned layoffs announced in October 2025, aimed at sustaining profitability amid print's contraction.

Digital and online platforms

Reach plc maintains an extensive portfolio of digital platforms, encompassing websites for its national and regional publications, such as mirror.co.uk for the and express.co.uk for the , alongside services like the InYourArea app, which delivers personalized to users via mobile notifications and newsletters. These platforms complement its print offerings, enabling real-time content delivery and audience interaction, with over 120 combined print and online brands reaching 44 million unique users monthly across the and . The company's online audience metrics reflect a recovery from prior declines, with on-platform page views increasing 6% in the first half of 2025 amid efforts to optimize content for search and social algorithms. Digital traffic diversification includes expansion into the market, where Reach captures approximately 10% of the online population through targeted content strategies. Social media channels across brands have amassed 100 million followers as of January 2025, marking a 19% year-over-year growth driven by automated posting techniques and audience engagement experiments, such as comment-linked picture posts. Reach's digital strategy emphasizes revenue diversification beyond traditional advertising, with priorities including digital subscriptions, , integrations, and video content commercialization. In the first half of 2025, digital revenues rose 1.8% to £61.1 million, comprising 43-45% from affiliates and , though overall growth slowed to 2% year-to-date amid reduced referrals. The company anticipates broadly flat digital revenue for full-year 2025, supported by cost efficiencies and a "serious focus" on subscriptions, evidenced by the September 2025 appointment of a dedicated head for digital subscriptions. Technological integration forms a core pillar, with AI tools deployed across newsrooms for content production, , distribution, and since at least 2024, aiming to accelerate output while adapting to post-third-party landscapes through first-party and contextual targeting. This includes a centralized content hub staffed by around 300 journalists focused on high-traffic verticals like trends and to drive engagement.

Advertising, subscriptions, and diversification efforts

Reach plc derives a significant portion of its from , encompassing both print and digital formats, though print has faced persistent declines due to reduced circulation volumes and market shifts toward . In the first half of , print decreased by 15.4% year-on-year to £32.7 million, aligning with expectations given prior strong comparatives and ongoing industry contraction. Digital efforts emphasize cohort-based strategies to enhance targeting and audience retention, aiming to offset print losses through improved programmatic and direct sales. Subscriptions represent a growing priority for recurring generation, with Reach accelerating digital subscription models across its portfolio of national and regional titles. In its July 2025 half-year results, the company committed to a "serious focus" on subscriptions, including the rollout of paywalls to monetize premium content from brands like the and Express. This builds on existing print circulation resilience, where revenues outperformed volume declines in early 2025, but shifts emphasis toward digital and bundled offerings to foster long-term subscriber growth. Diversification initiatives seek to reduce reliance on cyclical advertising by expanding into non-traditional streams such as , , and B2B services. Diversified revenues increased 6.5% year-on-year in the first half of 2025, driven by products like the OK! Beauty Box and affiliate partnerships. The company is also integrating AI for content personalization and , scaling B2B data tools, and investing in video and long-form audiovisual content to tap new markets, including potential U.S. expansion. These efforts align with broader strategic pillars of audience connection, technological acceleration, and revenue broadening, as outlined in Reach's 2025 priorities.

Leadership and ownership

Key executives and board structure

The board of Reach plc comprises a non-executive chairman, two executive directors, and five independent non-executive directors, totaling eight members as of October 2025. This structure supports governance oversight, with the chairman leading the board and the s handling operational management. Key executives include Piers North, appointed on March 31, 2025, following the departure of ; North previously served as since joining the company in 2014. Darren Fisher serves as and .
RoleNameNotes
Non-Executive ChairmanNick PrettejohnLeads the board; appointed in prior years.
Chief Executive Officer (Executive Director)Piers NorthAssumed role March 31, 2025.
Chief Financial Officer (Executive Director)Darren FisherOversees financial operations.
Independent Non-Executive DirectorAnne Bulford CBEMember of audit and remuneration committees.
Independent Non-Executive DirectorPriya Guha MBEContributes to board diversity and expertise.
Senior Independent Non-Executive DirectorDenise JaggerChairs audit committee.
Independent Non-Executive DirectorBarry PanayiProvides financial and strategic input.
Independent Non-Executive DirectorWais ShaiftaFocuses on risk and operations.
The board operates through committees including , , and , all chaired by independent non-executive directors to ensure . Recent appointments, such as Terry Hornsby as chief product and technology officer in June 2025, reflect ongoing leadership enhancements outside the board but within the executive team.

Major shareholders and institutional ownership

Reach plc's ownership is characterized by high institutional dominance, with investors holding approximately 90.3% of the company's shares as of October 26, 2025. Insider remains low at about 2.3%, reflecting limited direct control by executives and board members. This structure underscores the influence of professional fund managers on strategic decisions, with no single entity exercising majority control and ownership dispersed among multiple funds. The top institutional shareholders include:
ShareholderOwnership PercentageNumber of Shares
M&G Investment Management Limited13.7%43,342,621
Aberforth Partners LLP11.4%36,018,685
6.11%19,269,834
Recent notifications indicate ongoing adjustments in holdings; for instance, Aberforth Partners LLP crossed a voting rights threshold on October 17, 2025, potentially altering its stake slightly from prior levels. Such disclosures, required under regulations for changes exceeding 1% thresholds, highlight the dynamic nature of institutional positions amid market fluctuations. Overall, the absence of significant private or individual owners reinforces Reach plc's alignment with broader market investor interests rather than concentrated family or activist control.

Financial performance

Reach plc's , under its predecessor Trinity Mirror and post-rebranding, peaked in the early before entering a sustained decline driven by structural shifts in the media industry, including reduced volumes, collapsing print advertising markets, and slower-than-expected digital monetization. Statutory fell from £763.3 million in 2009 to £761.5 million in , with operating profit rising to £138.0 million amid controls. By , had decreased to approximately £713 million, reflecting ongoing print challenges, though adjusted pre-tax profit improved to £133.2 million following the £220 million acquisition of Local World, which expanded regional titles but did not reverse the downward trajectory. The 2018 acquisition of Express Newspapers for £126.7 million provided a temporary uplift, but total dropped 12.6% to £623 million in 2017, with print publishing revenues falling 11.3% to £493.9 million due to a 25% decline in print ; pre-tax profit rose modestly to £81.9 million. Post-rebranding to Reach plc, continued contracting amid digital transition efforts, from £615.8 million in 2020 to £538.6 million in 2024, a compound annual decline of about 3.3%, with print revenues dropping 7.3% in 2024 alone to £406.7 million while digital revenues grew 2.1% to £130.0 million. Profitability trends show resilience through operational efficiencies and cost-cutting, with adjusted operating profit stabilizing around 15-20% margins despite erosion. Adjusted operating profit reached £102.3 million in 2024 (19.0% margin), up 6.0% from £96.5 million in 2023, as £35.9 million in cost savings offset the £30.0 million drop; earlier, statutory operating profit was £113.9 million in 2020 before provisions for historical issues like impacted net figures.
YearRevenue (£m)Adjusted Operating Profit (£m)Key Notes
2010761.5138.0Statutory figures; early print ad peak.
2016713.0N/A (pre-tax 133.2)Pre-Local full impact; calculated from 2017 decline.
2017623.0N/A (pre-tax 81.9)12.6% revenue fall; Express acquisition pending.
2020615.8113.9 (statutory op.)COVID impacts; digital offset partial.
2021601.4N/AContinued print decline.
2022568.693.6 (statutory op.)Margin pressure from costs.
2023568.696.553-week year; digital RPM up.
2024538.6102.3Cost savings drive profit rise; print down 7.3%.

Recent results (2023–2025) and market challenges

In 2023, Reach plc recorded revenue of £568.6 million, a 5% decline from the prior year, driven by softening print and circulation volumes despite cover price increases that boosted circulation revenue by 5 million units. Adjusted operating profit decreased 9% to £96.5 million, maintaining a 17% margin amid cost management efforts. For 2024, revenue fell further by 5.3% to £538.6 million, with print revenues declining 7.3% due to persistent volume erosion in circulation and , while digital revenues grew 2.1% to £130 million from subscriptions and programmatic ads. Adjusted operating profit rose 6% to £102.3 million, supported by cost reductions exceeding revenue drops and an improved 19% margin. In the first half of 2025 (ended 30 June), revenue decreased 3.4% to £256 million, reflecting continued print weakness offset by modest digital gains, with adjusted operating profit at £44.8 million—slightly ahead of the prior-year period—and a margin expansion to 17.5%. The third-quarter trading update (to 30 September) showed group revenue down 2.5%, digital revenues up 2.1% overall but direct digital revenues down 0.8%, with full-year digital expected to remain broadly flat amid cost savings of 4-5%. Reach plc has encountered structural market challenges, including secular declines in and —exacerbated by reader shifts to free digital alternatives—and intensified competition from tech platforms capturing ad budgets via algorithmic changes that reduced referral to sites. Digital monetization remains constrained by slower direct growth and reliance on lower-margin programmatic , prompting ongoing with cost cuts outpacing erosion but risking content quality and retention after double-digit drops in 2023-2024, though monthly uniques rebounded in early 2025 via expansion and recommendation tools. These pressures underscore the industry's broader transition difficulties, where legacy print dependencies hinder scalable digital profitability despite diversification attempts.

Phone hacking scandal and settlements

Mirror Group Newspapers (MGN), owned by Reach plc (formerly Trinity Mirror), faced allegations of unlawful information gathering, including voicemail interception, at its titles such as the Daily Mirror, Sunday Mirror, and The People from the early 2000s. In May 2015, a High Court settlement admitted that MGN journalists had engaged in phone hacking and other unlawful practices to obtain stories, leading to damages awards totaling nearly £1.25 million for eight celebrity claimants, including actor Sadie Frost and TV presenter Matthew Wright. By April 2017, Trinity Mirror had provisioned over £50 million to cover hacking-related compensation, legal fees, and settlements, following admissions that senior executives were aware of the practices as early as 2003. Subsequent settlements included actor Hugh Grant's 2018 agreement for a six-figure sum, resolving claims over hacking at MGN titles. In June 2018, Reach increased its hacking provision by £7.5 million amid rising claims. The scandal escalated with Prince Harry's December 2023 victory, where Justice ruled that was "widespread and habitual" at MGN between 1991 and 2011, awarding Harry £140,600 in damages and finding that former editor knew of or condoned the practice. In February 2024, Harry settled his remaining 38 claims against MGN for approximately £300,000 in additional damages plus legal costs, concluding his case while highlighting ongoing institutional knowledge of the abuses. Reach has faced over 100 active lawsuits as of November 2024, including from figures like actors Kate Winslet and Sean Bean, prompting further financial adjustments; in March 2024, the company reduced its hacking liability provisions after the Harry ruling limited some claimant successes. Former MGN CEO Sly Bailey testified in 2023 that she was unaware of hacking during her tenure but apologized on behalf of the company, underscoring claims of compartmentalized knowledge at the executive level despite judicial findings of broader complicity. These developments, while less publicized than the News International scandal, revealed systemic voicemail interception at MGN, driven by competitive pressures in tabloid journalism, with total settlements and provisions exceeding £60 million by 2018.

Other regulatory and ethical challenges

In 2022, the Advertising Standards Authority (ASA) ruled that seven advertorials promoting the government's "levelling up" policy, published on Reach plc's regional news websites such as those of the and Yorkshire Post, breached advertising rules by not being "obviously identifiable as marketing communications." The ASA determined that while the ads included labelling, prominent government logos, and Reach's sponsored content style, they mimicked editorial format too closely, potentially misleading readers about their promotional nature; Reach defended the disclosures as sufficient but agreed to review practices. In February 2025, the ASA upheld a complaint against Reach-owned Hull Live for failing to clearly label social media posts promoting sponsored content from local businesses, such as event promotions, as advertisements. The regulator found the posts breached guidelines on ad disclosure, instructing Reach to ensure future sponsored material on platforms like Facebook and Instagram includes explicit markers like "#ad" to avoid deceiving audiences. Reach publications have faced repeated adjudications from the Independent Press Standards Organisation (IPSO), the industry's self-regulator enforcing the Editors' Code on accuracy, privacy, and other standards. In 2024, the Express website, owned by Reach, recorded the highest number of upheld breaches among IPSO-regulated titles, primarily for inaccurate or misleading content, requiring corrections or adjudications. By October 2025, IPSO had upheld eight rulings against the Express in that year alone, including for "significantly inaccurate" headlines on topics like energy bills, often involving exaggerated claims not supported by the article body. In February 2025, IPSO ruled that a Reach title's clickbait-style online headline breached accuracy clauses by misrepresenting content to drive traffic, clarifying that such tactics violate the code even if the underlying article is corrected. These IPSO findings highlight ongoing challenges in maintaining accuracy amid digital pressures, with critics attributing patterns to incentives for high-traffic stories, though Reach maintains internal processes for handling complaints directly before escalation. No financial penalties have resulted, as IPSO lacks statutory fining powers and focuses on remedial actions like published rulings.

Recent developments

2025 restructuring and cost-cutting measures

In September 2025, Reach plc initiated a major editorial restructuring, proposing the redundancy of 321 positions while creating 135 new roles, for a net reduction of 186 jobs across its newsrooms. This affected around 600 journalists, with priority given to impacted staff for the new positions focused on digital priorities like video content and off-platform audience growth. The changes centralized production and editorial functions to streamline operations amid declining print advertising and shifting reader habits toward digital and AI-influenced consumption. The National Union of Journalists (NUJ) condemned the plan as a "devastating body blow" to quality, noting it followed prior cuts totaling nearly 800 roles in 2023–2024, and balloted members for potential by early October. Reach prioritized internal applications for new roles, emphasizing adaptation to audience demands for and data-driven content over traditional reporting structures. A third-quarter trading update on October 14, 2025, confirmed the company remained on track to achieve its 4–5% cost savings target for the year, outpacing a 2.5% group decline driven by weaker print advertising. Full-year restructuring costs were estimated at approximately £20 million, with digital revenues expected to remain broadly flat and some staff departures anticipated as part of the efficiency drive. These measures built on earlier 2025 initiatives, such as July's streamlining of into a central hub, which placed 104 roles at risk.

Strategic focus on digital transformation

Reach plc has prioritized to counter declining print revenues, with a adopted in July 2025 emphasizing three pillars: connecting with audiences, accelerating and AI adoption, and diversifying revenue streams. This approach builds on the Customer Value , which drove digital revenue to £130.0 million in 2024, a 2.1% increase from £127.4 million in 2023, supported by data-driven revenues comprising 45% of digital income. In the first half of 2025, digital revenue grew 1.8% to £61.1 million, despite a 7.9% drop in direct-sold digital ads amid macroeconomic pressures, with indirect revenues rising 9.2% due to expanded content hubs and page view growth of 6%. Audience connection efforts focus on attracting users across platforms, boosting engagement via integrated video and audio in newsrooms, and tailoring brands to demographics, resulting in a monthly cross-platform of 44 million and 9 million direct sign-ups for content delivery like newsletters and . Technological upgrades include re-platforming websites for faster load times (tripled speeds) and higher page views per visit (up 2%), alongside AI innovations such as the Guten tool, which enabled for 1.8 billion page views in 2024 while maintaining human editorial oversight. In April 2024, Reach partnered with to manage digital and service transformation under the ASPIRE framework, targeting innovation and . Revenue diversification targets include piloting digital subscriptions in 2025 with wider rollout in 2026, while retaining a primarily ad-funded model with most free, as stated by CEO Piers North: "Developing and rolling out digital subscriptions [is] one we haven’t yet taken advantage of." Affiliates grew 51% and 39% in 2024, complemented by video commercialization where social views doubled and revenues increased sevenfold in the first half of 2025. B2B expansion via the ad tech platform and US market growth (reaching 11% of the online population) further support yields up 19% in data-driven segments. These initiatives aim for sustained digital growth into 2025 and beyond, with expected cost reductions of 4-5% to fund platform expansions like additional Reach Studios hubs.

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