Financial highlights
revenue (2025: £368.5m)
operating profit (2025: £48.1m)
net cash before lease liabilities (2025: £37.7m)
basic earnings per share (2025: 174.5p)
dividend (2025: 218p)
indicative share value (2025: £31.50)
From the chair
Old certainties are being demolished at a dizzying speed, and the contours of the new world are still indistinct. Warfare, diplomacy, trade and technology are being reshaped before our eyes in ways that will deeply affect us all—but even those steering these revolutions cannot predict where they will end. Navigating this turmoil is made harder by a smog of doubt and disinformation, thickened by a bitterly polarised public discourse and by the fast-but-dubious scrapings of AI.
The Economist Group exists to help individuals and organisations understand and negotiate turbulence. Throughout 2026, as we have since 1843, we provided trustworthy, non-partisan information and analysis, and championed the pursuit of progress. This purpose has never been more relevant—and the clarity, independence and rigorous analysis we stand for are more critical than ever.
“Throughout 2026, as we have since 1843, we provided trustworthy, non-partisan information and analysis, and championed the pursuit of progress. This purpose has never been more relevant—and the clarity, independence and rigorous analysis we stand for are more critical than ever.”
Lord Paul Deighton
Chair
From the chief executive
So much is happening so quickly that it can be hard to keep up, let alone get ahead. Another convulsive 12 months in geopolitics and technology has left the world even more fractured and uncertain, and further threatened the freedoms of individuals and markets.
These are times when we all need fact-based, trusted analysis that helps us understand complexity—which shows once again the value the Group creates through the excellence, independence and rigour of our journalism and information services. In 2026, despite the turmoil, our business grew revenue, subscriptions and profit, ending the year with a stronger cash position, a range of fantastic new products, and a simpler structure.
By maintaining a strong financial performance, we can continue to offer clear-eyed, non-partisan insight far into the future. That means staying adaptable as the world in which we operate evolves and develops—including the breakneck advance of artificial intelligence.
“We believe that in an information environment shaped by AI, the expert, fact-based, artisanal content produced by our colleagues will stand out even more than it does today.”
Lara Boro
Chief executive
From the editor-in-chief
Is today’s world being reshaped more profoundly by America’s president or the arrival of artificial intelligence? That may sound like an undergraduate exam question, but it is one I’ve often asked myself as we have covered this past tumultuous year. In the long run the answer is obvious. AI’s impact will far outweigh any of today’s geopolitical turmoil. But in the here and now the answer is less clear.
“The rigorous debate, editing and fact-checking that underpin the quality of our journalism will be our secret sauce in the era of AI.”
Zanny Minton Beddoes
Editor-in-chief
Business review: The Economist
The Economist makes sense of a changing world. With rigorous reporting, in-depth analysis and global perspective, we explain today’s most important events and seek to discern the trends that will shape tomorrow.
AI has already changed the way people search and use the internet, reshaping the channels through which they discover and access digital content. But while that’s a big industry challenge, the opportunity for us is even greater: because in a sea of slop and “right enough” answers, the premium, fact-checked, artisanal journalism of our editorial colleagues can shine even more brightly—and be even more precious to subscribers.
So we see a great future for The Economist—provided we embrace the benefits of the AI age while staying true to our values and deepening our direct, human, trusted connection to our audiences
subscriptions
revenue
of new subscriptions digital-only
Business review: Economist Enterprise
Economist Enterprise is The Economist Group’s unified B2B business. It brings together our capabilities in research, data, thought leadership and events to help organisations navigate complexity and shape the conversations that matter.
In a turbulent world, decision-makers face an ever-shifting matrix of risks and opportunities. Economist Enterprise exists to help organisations’ leaders interpret and navigate this volatility, so they can act with speed and confidence, gather insights, build influence and deliver impact.
This year we’ve expanded and simplified our offer to clients, and made it easier for them to draw on the full range of services and expertise within The Economist Group, by bringing together our B2B product lines into our new Economist Enterprise business. It means that our base of more than 2,700 business, government-agency and financial-institution clients now have a single point of entry to the engine room of intellectual capital that we can put at their service.
clients
revenue
retention rate in EIU subscriptions
Economist Enterprise Events: Curating the conversations that matter.
There’s no substitute for excellent events. By staying focused on high-quality experiences for our clients and the people they want to connect with, we’ve delivered another year of revenue growth and strong margins.
AI may be reshaping the world, but people still need human insight to live and lead in it—and there’s nothing as direct, personal and differentiated as an in-person event.
events
attendees
sponsors
Sustainability at The Economist Group
Our biggest impact on the world comes through what we do—producing fact-based journalism, analysis and information services which give audiences and clients the insight they need to understand and address environmental and social challenges. To ensure we can continue to champion progress in this way long into the future, the Group's business strategy aims to deliver sustainable growth—underpinned by a responsible approach to managing our impacts on society and the environment.
reduction in annual greenhouse-gas emissions since base year 2020, while growing our business
reduction in our plastics footprint, 2021-2024
of print subscriber copies paper-wrapped or unwrapped
“Colleagues across the Group are passionate about sustainability, and play key roles in delivering our programmes and initiatives, including through our formal network of sustainability champions, The Economist Sustainability Group.”
Oscar Grut
Chief legal officer, Group company secretary, head of ESG
Work that matters—with exceptional colleagues.
The Economist Group depends on the dedication of colleagues who are committed to helping subscribers and clients make sense of a complex world. We have made great progress this year in further enhancing our workplaces so that colleagues enjoy the culture, support and opportunities to grow that will enable them to continue doing work that matters.
of our global top pay quartile are women
From the chief financial officer
Revenue of £370.7m for the continuing business was up 1% on the prior year. Weaker exchange rates for the US dollar (and other currencies) to sterling reduced revenue by £9.7m. On a constant currency basis, revenue increased by 3%.
“Operating profit of £50.4m was 5% higher than the prior year at actual exchange rates and 11% higher at constant currency.”
Marcus Roy
Group chief financial officer
Governance
In an age when information and insight are increasingly contested, The Economist Group remains committed to rigour, clarity and accountability. We apply the same approach to our conduct of our corporate governance and our reporting to shareholders and other stakeholders. As a Board, our duty is to support The Economist Group through robust governance that reflects our values and champions our purpose: the pursuit of progress.
Paul Deighton
Chair
Downloads
Access the full report or individual sections here