Afin de réaliser des statistiques de visites et d'améliorer l'expérience utilisateur sur notre site, nous mesurons son audience grâce à une solution utilisant la technologie des cookies.

En naviguant sur ce site, vous acceptez l'utilisation des cookies de mesure d'audience. Pour en savoir plus et paramétrer les cookies

We use cookie technology to measure our online audience in order to compile statistics on website visits and improve the browsing experience for our website's users. 
By using our website, you consent to the use of cookies for audience measurements. Click here for more information on cookies and how to set your preferences

2018 challenges

  DENIS OLIVENNES
Chairman of Lagardère Active
 

What were the key highlights for Lagardère Active in 2017?

By restoring its results, modernising its activities, reforming its editorial approach and defending its values of independence, determination and humanity, Lagardère Active has completed a successful transformation cycle.

This sixth year crowns steady improvement in the results of our brands: television channels, audiovisual production, international radio and magazine publishing all delivered pleasing performances.

We also continued our international expansion, with the launch of Gulli in the Arab world and the acquisition of Finnish audiovisual production company Aito Media Group.

We also stepped up the pace of our digital development with the acquisition of start-ups Shopcade and Animalbox, respectively specialised in e-commerce and subscription-based boxes, while notching up excellent performances among our pure digital players, particularly MonDocteur.fr and BilletRéduc.

Lastly, we increased our marketing capacity by repositioning Lagardère Publicité and creating the Gravity alliance with 25 French companies in the field of data science in order to achieve reach critical mass and compete with the major global platforms.

What are your challenges and priorities for 2018?

2018 will be a pivotal year for Lagardère Active, as we embark upon a growth and development plan for our audiovisual production activities, structure and streamline our news media businesses, and review our business portfolios in other areas.

Our ambition is to extend the scope of action of Lagardère Studios in Europe, where we hold strong positions, by pressing ahead with our external growth dynamic and by developing organically. We also intend to maintain our presence in news media over the long term, underpinned by strong brands such as Europe 1, Paris Match and Le Journal du Dimanche. The quality of our content, the independence of our editorial offices, and the search for synergies between brands will spearhead our work in this regard.

Lastly, we are aiming to give greater strategic flexibility to our other businesses. In order to prepare the ground for this transformation, our division will be structured going forward into autonomous business units, each with their own operational and functional resources. Within specialist groups, where applicable, they will be equipped to take advantage of the investments and synergies that will enable them to continue to develop, confirming our historical ability to incubate and bring through new businesses and fresh talent.

The group's key figures

The group's financial results demonstrate Lagardère's stability. Net sales, earnings before interest and tax, employees: access financial information about the group and its subsidiaries.

The Group's brands

All companies and brand