Cazenove 2004 Media Conference
CFO, Reuters Group PLCDavid Grigson
21 September 2004
Transforming Reuters
Transforming Reuters
Focus on the core
Transform the “back office”
Simplify and improve the product line
Become more service-driven
Transform the way we build, deliver and operate
A focused information company
81 units disposed or closed since 2002
Proceeds from H1 ’04 disposals: £426m
Major portfolio holdings: Instinet, Radianz remain but intent is clear
Factiva remains a core holding
Remaining major holdings
Focus on the core
Transform the “back office” “Back office” operations completely overhauled:
Better informationBetter toolsStronger governance
Corporate Services
Headcount
Reduced by 500 since
2001
Corporate Services
Costs
Cut by more than half
since 2001
Sales and Trading
Reuters Xtra family
Reuters Trader family
Dealing 30003000 XtraReuters Station
Reuters TraderReuters Trader domestics
Research and Asset Management
Reuters Knowledge family
Reuters Wealth Manager family
Investment ManagementCorporates Investment Banking
Reuters Wealth ManagerReuters Plus
Enterprise
Datafeeds RMDS Datascope (EIP) Kondor + (Risk)
Simpler, better product line
Launched: Reuters Trader
Migration from legacy 2000/3000 products: Majority of European accesses switched by end ’05
Positions us to regain market share and build new business
Mid-tier product for
sales and trading desks
International, domestic versions
Reuters Trader
Launched: Reuters Wealth Manager
Migration from Reuters Market Monitor (RMM) already underway2500+ accesses sold (including 1800 at Credit Suisse)
Positions us to regain market share and build new business
Targeted at European
private wealth managers, off-trading floor users
Superior funds coverage (Lipper)
Reuters Wealth Manager
Overall Customer Satisfaction
H1 03
H2 03
H1 04
66.9
68.4
71.0
More service-driven ( )
Strategic alignment with
customers Enterprise deals Distribution platform for
customers’ content and liquidity
Customer satisfaction
improving Better products Investment in training and
support
Transforming the way we build, deliver and operate
Reduce the number of platforms
Shut down outdated and bespoke distribution networks
Speed up delivery of new products and enhancements
Become great at execution
How will we achieve this?
Value-based decision making
Migration to next generation technologies (platform and network)
Leverage product development expertise gained through acquisition
What will it mean for Reuters?
The ability to deliver simpler, faster, better service
A scaleable product delivery model
Positions us for a return to growth
This presentation may be deemed to include forward-looking statements relating to Reuters within the meaning of
Section 27A of the US Securities Act of 1933 and Section 21E of the US Securities Exchange Act of 1934. Certain important factors that could cause actual results to differ materially from those disclosed in such forward-looking statements are described in Reuters Annual Report and
Form 20-F 2003 under the heading ‘Risk Factors’. Copies of the Annual Report and Form 20-F 2003 are available on
request from Reuters Group PLC, 85 Fleet Street, London EC4P 4AJ.