Final Results - Year Ended 2 Jan 2000, Part 1

Trinity Mirror PLC
17 March 2000

Part 1

                             An Encouraging Start
                 Trinity Mirror plc - Preliminary Results 1999


Trinity  Mirror plc ('Trinity Mirror'), the UK's largest newspaper  publisher,
announces its first results since the merger in September 1999 of Trinity  plc
('Trinity') and Mirror Group PLC ('Mirror Group').

Highlights

 - Turnover from continuing activities increased by 4% to £1,053m*
 - Profit before exceptional items and tax increased by 14% to £168m*
 - Earnings per share (before exceptional items) increased 18% to 42.6p*
 - Dividend per share increased 10% to 16p
 - Major commitment to Group's internet strategy -up to £150m investment over
   next 3 years
 - Strengthened management team across the Group

*  figures are on a pro forma basis - subject of separate review report from
   external auditors

Commenting  on  the  merger  and  the Group's results,  Philip  Graf,  Trinity
Mirror's Chief Executive, said:

'The  Group's performance for the year was encouraging and provides a   robust
base from which the merged Group can grow. Since the merger, we have continued
to  invest  in  building our national and regional businesses and  have  taken
decisive  management action in those businesses that did not meet expectations
during  1999.   Consequently, prospects for our national and  regional  titles
have improved and we have had a good start to trading in 2000.

We are entering a very exciting period for the Group.  Trinity Mirror's strong
network  of  established brands provides us with a tremendous  opportunity  to
take  a prominent position in new media and over the next three years we  plan
to  invest  up to £150m as we continue to implement and develop our new  media
and internet strategy.

Our  objective  is  to  create  the UK's leading  'local  portal',  seamlessly
integrating superior national and local content, and to turn the traffic  this
content  generates  into substantial revenues.  We will leverage  all  of  our
assets in newspapers and new media to become a critical component of local and
common interest communities.'

Enquiries:

Philip Graf/Margaret Ewing/Nick Fullagar   Tel: [phone]
Trinity Mirror plc

Rupert Younger/James Leviton (Media)
Justine Samuel/Katie Evans (Investors)     Tel: [phone]
Finsbury

A presentation for analysts will be held today at 9:30am at: Warburg Dillon
Read, Presentation Centre (Ground Floor), 1 Finsbury Avenue, London EC2M 2PP



Financial highlights

Results

Statutory basis

Results for the period ended 2 January 2000 ('1999')


                                             
                               Pre-exceptionals         Post exceptionals
                        1999    1998   % change    1999   1998   % change
                                          
Turnover (1)           £594m   £321m        85%    £594m  £321m        85%
Group operating        £136m    £78m        74%    £128m   £74m        73%
profit (1)
Profit before tax      £116m    £73m        59%    £104m   £84m        24%
Earnings per share     45.5p   35.9p        27%    40.6p  45.4p       (11%)
Dividend per share     16.0p   14.5p        10%    16.0p  14.5p        10%

(1)  excluding discontinued activities

The  statutory  profit and loss account for 1999 includes the  former  Trinity
group's results for the 53 weeks ended 2 January 2000 and those of the  former
Mirror  Group from 6 September to 2 January 2000.  1998 represents the results
of Trinity plc only.

Earnings  per  share, pre exceptional items, increased by 27% to 45.5p  (1998:
35.9p).   The  effect of the post tax exceptional charge of £9m in  1999  (and
gain  of  £13m in 1998) reduced the basic earnings per share by 11%  to  40.6p
(1998: 45.4p).

Turnover  from continuing activities increased by 85% from £321m  in  1998  to
£594m, reflecting the inclusion of the former Mirror Group's turnover of £254m
for  the  post  merger  period, which is a seasonally strong  period  for  the
national  titles,  and an increase of £19m (6%) in turnover  for  the  ongoing
former Trinity business.

Pre-exceptional Group operating profit from continuing activities increased by
74% to £136m (1998: £78m) with the former Mirror Group contributing £52m.  The
Group  operating profit in 1999 benefited from a £3m credit adjustment arising
from  the  provisional allocation of fair values to the net assets  (primarily
fixed assets and pension provisions) of the former Mirror Group at 6 September
1999.  The  future annual credit to profit, derived from the  amortisation  of
certain of the fair value adjustments, is £9m.

Profit  before  tax and exceptional items increased by 59 %  to  £116m  (1998:
£73m).

The  exceptional  net  charge (before tax) of £12m in 1999  comprised  £8m  of
restructuring costs and £5m net costs of closing Live TV, offset by a share of
£1m   in  the  exceptional  profits  of  the  Group's  associate,  The   Press
Association.

Pro forma basis

To  provide a meaningful analysis of the trading results of the merged  Group,
in  addition  to the statutory consolidated financial information  highlighted
above, the profit and loss accounts for 1998 and 1999 are presented on  a  pro
forma basis.

The  pro forma information has been prepared on the assumption that the merger
had  become  effective  at  the beginning of each of the  relevant  accounting
periods  rather  than 6 September 1999, the actual date of the  merger.   This
provides  a  comparison  of 1998 and 1999's results  for  the  combination  of
Trinity and Mirror Group without the complication of having to account, during
the period of review, for the implications of the merger.

The  analysis and discussion of the Group's profits provided below are on  the
basis  of  the pro forma results.  These have been the subject of  a  separate
review and report by the Group's external auditors.


Results for the period ended 2 January 2000 ('1999')

                                                                
                         Pre exceptionals              Post exceptionals
                      1999(1)    1998  % change     1999(1)  1998  %  change
                                                             
Turnover(2)        £1,053m    £1,008m      4%      £1,053m £1,008m      4%
Group operating      £225m      £226m   (0.4%)       £215m   £222m     (3%)
profit (2)
Profit before tax(3) £168m      £148m     14%        £181m   £146m     24%

Earnings per         42.6p      36.1p     18%        48.8p   36.1p     35%
share(3)
Dividend per         16.0p      14.5p     10%        16.0p   14.5p     10%
share(3)


(1) former Trinity businesses 53 weeks (1998: 52 weeks), former Mirror Group
    businesses 52 weeks (1998: 53 weeks)
(2) excluding discontinued activities
(3) including  £9m annual credit arising from amortisation of provisional     
    fair value adjustments

Earnings per share, before exceptional items, increased by 18% to 42.6p (1998:
36.1p).  Basic earnings per share were 48.8p (1998: 36.1p).

Turnover  from  continuing  activities  increased  by  4%  to  £1,053m  (1998:
£1,008m).

Group  operating  profit from continuing activities was £225m  (1998:  £226m).
Adjusted  for  £6m new media investment in 1999 (1998: £nil), Group  operating
profit  was  £231m  (1998: £226m), an increase of 2%,  resulting  in  a  Group
operating margin on continuing activities of 22% (1998: 22%).

Good  profit  growth was achieved by most of the Group's operating businesses.
However, the performance of the Midland and Liverpool regional operations  and
the  Scottish  national  newspaper operation was disappointing  with  a  total
decline  in  profits from these three businesses of £9m.  Adjusting  for  this
decline in profits (assuming no increase or decrease over 1998) and new  media
spend,  the  Group would have achieved a 6% increase in operating profit  from
continuing activities.

Profit  before  tax  and exceptional items increased by 14%  to  £168m  (1998:
£148m).   This  increase was primarily the result of a £25m reduction  in  the
Group's  pro forma interest charge (before exceptional financing costs).   The
31%  reduction in the interest charge is principally due to the 1.9%  decrease
in  the Group's average cost of funds and the repayment of debt using proceeds
from disposal of the Group's investment in Scottish Media Group and the former
Mirror Group head office in Holborn, London.  Pro forma interest cover, before
exceptional items, was 4.0 times (1998: 2.8 times).

Pre-exceptional  EBITDA  (earnings  before  interest,  tax,  depreciation  and
amortisation)  from  continuing activities decreased to £272m  (1998:  £275m).
Adjusted  to  eliminate  the share of results of associated  undertakings  £3m
(1998: £8m, including the share of profits from Scottish Media Group) and  £6m
new  media investment in 1999, pre exceptional EBITDA in 1999 is £275m  (1998:
£267m), an increase of 3%.

Net  exceptional items amounted to a credit of £13m before related tax credits
of  £5m (1998: net charge pre tax £2m, tax credit £2m).  Operating exceptional
charges   of   £10m   (1998:  £4m)  related  primarily  to  redundancies   and
restructuring costs arising from the merger.

Pro  forma  capital expenditure in the period was £47m (1998: £45m) against  a
depreciation and amortisation charge of £48m (1998: £46m). Capital expenditure
in  1999 included the development of the Anderston Quay site in Glasgow, which
is  due  to  complete shortly.  Planned capital expenditure for 2000  is  £56m
(including  £5m of new media capital expenditure).  This will be financed  out
of operating cash flows.

Balance sheet

Intangible  assets  of  £1,768m  reflect the carrying  value  of  the  Group's
newspaper titles of £1,757m and goodwill of £11m.

In  accordance  with  FRS  10 'Goodwill and Intangible  Assets',  the  Group's
newspaper  titles  are subject to annual impairment reviews as  the  directors
consider  them to have indefinite economic lives. Any permanent diminution  in
value  is charged to the profit and loss account.  There is no charge in  1999
or 1998.

Creditors  due  within  one  year include a £19m accrual  (primarily  goodwill
payments  to  advertisers)  related  to  the  circulation  irregularities   in
Birmingham which were identified and reported on in November 1999.

The  increase in provisions during the year principally relate to  provisional
fair  value  adjustments in respect of pensions and properties  following  the
merger (accounted for as an acquisition of Mirror Group by Trinity).

Cash flow and net debt

Net  debt rose during the financial year from £66m to £779m at 2 January 2000.
£350m  of  the  increase is in respect of debt financing for the  merger  with
Mirror Group, with a further £350m of Mirror Group debt assumed at the time of
the merger.  On a statutory basis, net cash generation for the period was £50m
(1998:  £21m), after the payment of interest of £26m, taxation  of  £53m,  net
capital  expenditure  of £35m and dividends of £28m.   The  Group's  level  of
gearing at 2 January 2000 was 61% and pro forma interest cover was 4.0 times.

Dividend

Subject to the approval of the shareholders at the Annual General Meeting, the
directors  propose a final dividend of 11.2p per share to be paid  on  31  May
2000  to  shareholders on the register at 2 May 2000, bringing the  full  year
dividend to 16.0p, an increase of 10.3 % on 1998.

The  Group's  future  dividend  policy will  take  into  account  the  Group's
operating  results,  financing requirements and the investment  needs  of  its
constituent businesses.

Integration benefits

The  Group  is  on track to achieve a minimum of £15m annual cost  savings  by
2002, as identified at the time of the merger.  Profits in the financial  year
2000  will  benefit from those integration projects that have been  initiated,
including  purchasing synergies on newsprint, ink, plates and  film,  and  the
rationalisation of resources.

On  an annualised basis the Group anticipates achieving at least two thirds of
its  target  cost  savings  by  the end of the  current  financial  year.   In
addition,  the  Group  continues  to  seek opportunities  to  achieve  revenue
enhancement as a result of the merger.

Review of operations

Across the Group all operating divisions achieved revenue growth in 1999.  The
national  and  sports newspapers and magazine and exhibitions  divisions  also
realised  profit growth (4% and 14% respectively).  The regional and  Scottish
national newspapers division's operating profit marginally declined 1% in 1999
with  disappointing  performances  from the  Scottish  national,  Midland  and
Liverpool  regional  newspaper operations offsetting  very  good  revenue  and
profit performances from all other regional businesses.

Appropriate  management  action  has been taken  within  the  under-performing
operations  and  the Group is now in a position to benefit from  opportunities
identified  to  improve the performance of these businesses and  to  face  the
challenges ahead.

                   Pro forma turnover (2)    Pro forma Group operating
                                                     profit (1)(2)
                   1999    1998       %         1999      1998        %
                     £m      £m  change           £m        £m   change
National and                                                
sports              425     418       2           84        81        4
newspapers
Regional and                                               
Scottish            581     554       5          138       139       (1)
national
newspapers
Magazines and        34      30      13            8         7       14     
exhibitions         
New media and                                              
interactive           3       2      50           (6)        -        -
services
Other                10       4     150            1        (1)       -
                  1,053   1,008       4          225       226        -

(1) before exceptional items
(2) excluding discontinued activities
    
The Group's  circulation  revenue increased by 1%  to  £393m  (1998:  £390m).
Advertising  revenues  rose by 3% to £558m (1998: £540m)  and  other  revenues
(excluding discontinued activities) increased by  31% to £102m (1998: £78m).

National and sports newspapers

The  division's  1999  operating performance was encouraging  with  sales  and
operating  profit  up 2% and 4% respectively (despite 1998  being  a  53  week
period  compared to 52 weeks in 1999 for these businesses) and the benefit  of
the investment programme in The Mirror now reaping rewards.


                                    Pro forma              %
Revenues                   £m              £m         change
                                                            
Nationals                                                   
   circulation            217             219            (1)
   advertising            152             148             3
   other                   32              28            14
                                              
                          401             395             2
Sports                     24              23             4

Total turnover            425             418             2
                                                            
Operating profit                                            
   (before                 84              81             4
    exceptional items)


Nationals

The Mirror

Amongst  the Group's national titles the strong performance of The Mirror  has
been  the year's highlight.  The Mirror has achieved its most stable level  of
sales for over 10 years, with an ABC sale of 2,314,000 (a fall of only 0.6% on
a  year-for-year basis compared to 1998), and performed ahead of  the  market,
increasing  its  popular  market share to 35.5%  (1998:  35.1%).   Circulation
revenues  increased, year-on-year, by £2m (1%) as a result of price  increases
on both Monday to Friday and Saturday introduced in the second half of 1999.

Advertising  revenues  rose  by  7%  primarily  as  a  result  of   retailers'
expenditure   on  price  programmes  within  the  grocery  sector,   increased
expenditure from the computer retail business and growth in other categories.

The  Mirror has realised operating profit growth of 3% in 1999. This has  been
achieved  through continued investment and a commitment to improved,  populist
editorial.  In  October  1999, The Mirror launched M, a  glossy  magazine  for
women. This magazine, published free with the paper on Tuesdays, has been well
received  by readers and advertisers alike, delivering a route to  market  for
female-oriented  advertisers  who might not  usually  consider  The  Mirror  a
relevant medium.

Further  investment during the year has included the introduction in May  1999
of a Welsh edition, which follows the success of the Group's regional editions
for the Scottish and Irish markets.

Sunday newspapers

The  strategy  of aligning the Sunday Mirror with the marketing and  editorial
approach  of  The Mirror has proved a success in a mature market.  Circulation
levels have remained stable during the second half of the year against an  11%
decline in 1998 and year-on-year market growth has been achieved.

Advertising revenues were down 4%, largely due to reduced expenditure  by  the
major mail order advertisers.

The  Sunday Mirror publication is committed to quality editorial and, with its
broader consumer appeal, includes features on personal finance and health plus
additional  foreign  news.   The  quality and  appeal  of  the  Sunday  Mirror
magazine,  'Personal',  has  also been improved  and  focused  at  the  female
audience within the Sunday Mirror's readership.

The  refocusing  and clearer positioning of the Sunday People  has  helped  to
level out readership despite a 5 pence increase in cover price mid-year.   ABC
sales  were  down  7.4%  to  1.6m, year on year.   Despite  this,  circulation
revenues increased by 5% due to the cover price rise and, although advertising
revenues fell by £2m (10%), profit increased.

Sports newspapers

The  Racing  Post  and its sister title, Weekender, achieved  growth  in  both
circulation and advertising revenues.

The  Group  has  continued  to  invest in its sports  publications,  acquiring
Raceform  in  October  1999  - publisher of 3 weekly  horseracing  and  sports
betting  newspapers  and  the  Official  Form  Book.   This  acquisition   has
strengthened the Group's core sports betting information proposition  -  which
is  to deliver the most comprehensive and up-to-date racing and sports betting
information.  Raceform  and  the  Racing  Post  have  together  succeeded   in
increasing the total market for such newspapers on Saturdays.  The acquisition
of   Raceform  has  significantly  increased  the  Group's  sports  newspapers
database.

The  continued  growth  and  interest in general sports  betting  provides  an
excellent  opportunity  to broaden the appeal of the  Racing  Post  brand  and
secure new readers.  The Group is looking, therefore, at further ways in which
it  can  leverage its sports business and resources to improve sports coverage
across the Group.

Regional and Scottish national newspapers

                                 Pro forma               
                        1999          1998              %
                          £m            £m         change
Revenues                                    
                                            
Regionals                                                
                                                         
circulation               94             91             3
advertising                                 
     display             111            107             4
     classified          220            214             3
                                                         
                         331            321             3
contract printing         16             14            14
other income              23             18            28
                                                                
Regionals'               464            444             5
turnover
                                                         
Scottish nationals                                                
circulation               59             60            (2)
advertising               50             48             4
other                      8              2        
                                                                     
Scottish nationals'      117            110             6
turnover
                                            
Total turnover           581            554             5

                                            
Operating profit
(before exceptional      138            139            (1)
 items)               

Regional newspapers

Overall,  the  Group's  regional  papers have  experienced  favourable  market
conditions.   However,  the  revenue and profit growth  of  the  division  was
hindered  by  the  weak  performance of the Midland and Liverpool  operations.
Local   management,  trading,  circulation  and  operational   problems   were
experienced  in the Midlands, prior to new management being appointed  in  the
last  quarter  of 1999.  A difficult local economic environment, rising  costs
and  systems  installation problems resulted in a 5% fall in operating  profit
for  Liverpool.  Management changes have recently been made to  address  these
issues.

Advertising

Advertising revenues in the second half of the year grew by 5%, ahead of  that
reported  in  the  first  half  (1%), with national  display  and  recruitment
revenues  recording  growth  of  7% and 10%  during  this  period.  Classified
revenues grew in total by 5% in the second half of the year (compared  to  the
same period in 1998) and by 2% for the year, with all categories ahead of last
year.

The  Group's regional businesses in Scotland, Belfast, Cardiff, the North East
and  the  North West of England all reported double digit percentage increases
in  recruitment  advertising revenues during the  second  half  of  the  year.
Motors advertising revenues were on a par with 1998, although there was  a  1%
decline in the latter half of the year.

Property  advertising  revenues  grew by 4%  overall  in  1999  with  Belfast,
Newcastle and Chester reporting growth in excess of 12% during the second half
of 1999.

Other  classified advertising revenues grew by 4% with revenues in the  second
half  also increasing by 4%.  Entertainment and personal advertising were  the
key areas contributing to the positive result.

Circulation

Circulation  revenues grew by 3% in 1999, with the benefit of price  increases
more than compensating for the underlying reduction in copies sold.

Excluding  the  effect  of  the  Birmingham titles  (due  to  the  circulation
irregularities discovered, the titles in Birmingham have not been included  in
the ABC audit), the regional morning titles circulation declined by 2% for the
year  as  a  whole  with  the evening and Sunday titles  down  by  3%  and  4%
respectively.

The  Group's  weekly titles continued to perform strongly with 31  out  of  55
titles  showing year on year circulation increases.  Overall, the  circulation
of the weekly titles was 0.5% below last year.

Other revenues

Other revenues, including contract printing and direct marketing, continue  to
grow  strongly.   Contract printing revenues (41% of other revenues  in  1999)
increased  by 14% in 1999.  Direct marketing and other non-publishing  revenue
increased by 28% to £23m.

Operations

Wales

Trinity Mirror's success story in south Wales continued during 1999.  For  the
seventh  successive  year  profits  grew  by  more  than  15%  driven  by  the
outstanding record of the Western Mail & Echo management team.  Total  profits
for the region rose by 18%.

South of England

Stringent  cost  control  measures  and  a  major  organisation  change   were
implemented  by  Trinity Newspapers Southern ('TNS') during  1999  as  trading
conditions  in the south initially proved difficult.  These actions,  combined
with  improved  local  economies and good growth rates in advertising  revenue
during  the second six months, meant another record year with a growth of  20%
in operating profit.

Midlands

Following completion of the merger, the Group restructured its business in the
Midlands  to  address  a  number of management, circulation,  operational  and
trading issues which had led to a 15% fall in operating profit.  This resulted
in the appointment of a new management team.

Current trading is encouraging.  The circulation irregularities, discovered by
the  new  management team in November, appear not to have materially  affected
ongoing advertising revenue.

Chester/Huddersfield

Despite  slow local economic conditions in Chester and Huddersfield,  revenue-
driven  initiatives  and careful cost control enabled the  region  to  deliver
profit growth of 7% in 1999.

Liverpool

Notwithstanding  difficult  local external operating  conditions,  advertising
revenue  grew  by 2% overall in 1999, up 4% during the last six  months.   The
latter  half of the year resulted in a 19% increase in employment advertising.
Circulation revenues declined slightly.

Throughout  the  year,  the  business  was  plagued  by  systems  installation
difficulties.  At the end of the year, a new management team was appointed and
an improvement in results is already evident.

The North East

The  Group's two businesses in Newcastle and Teesside delivered strong  profit
growth  of  11% and 9% respectively, despite challenging operating  conditions
during the first half of the year.

Cover  price increases on all three daily titles during 1999 produced  healthy
revenue  growth. This was supported by good advertising growth in  the  second
half  of the year, notably in employment (14%) and property (13%) in Newcastle
and  in  motors  (9%),  employment  (18%) and  certain  retail  categories  in
Teesside.

Scotland

The  new Scottish and Universal Newspapers management team, appointed  at  the
start of 1999, has had a very impressive first year with healthy profit growth
(10%) and 12 of the 17 titles showing circulation increases.

Ireland

The  Belfast Telegraph and Sunday Life achieved advertising revenue growth  of
10%  and  profit growth of 13% in 1999.  The new TERA editorial system,  which
offers  integrated  page  layout  facilities  for  editorial  on  the  Belfast
Telegraph  title, will become fully operational during 2000. This will  result
in considerable savings.

Advertising  reveneues declined by 9% at the News Letter.  The  Derry  Journal
was  acquired  in  October 1998.  1998, therefore, includes  only  2.5  months
advertising revenue.  Investment in improving editorial has continued  at  the
Sunday  Business  Post,  Ireland's leading national  business,  political  and
economic newspaper, and profits remained flat in 1999.

Metro newspapers

The  Group has introduced Metro newspapers in Birmingham and Newcastle.  These
publications  present an opportunity for the Group to reach  new  and  younger
audiences  thereby creating additional advertising revenues.  The  Group  will
continue to monitor the performance of its Metros and that of its competitors'
titles.

Scottish nationals

The Scottish national newspapers experienced fierce competition from cut-price
rivals  during  1999 resulting in a profit decline of 10%.   These  newspapers
derive  a  higher revenue from circulation than from advertising and  in  1999
circulation revenues fell by 2% and only represented 50% (1998: 54%) of  total
income.

Display  advertising growth of 4% was driven entirely from the  local  economy
with national display advertising revenues flat.  The continued development of
the  'Road Record' platform in the Daily Record contributed to the significant
increase  in motors advertising of 30%. Local advertising continues  to  build
strongly with revenue growth of 6% in 1999.

Magazines and exhibitions

The   merger  brought  together  Trinity's  'Mart'  titles  and  the  Mirror's
comprehensive range of business-to-business and specialist consumer  magazines
and  exhibitions.  Acquisitions during the year have contributed significantly
to the 14% increase in operating profits and 12% uplift in overall advertising
revenue.

New media

The  Group  has today announced its major programme of investing  up  to  £150
million  over the next three years in continuing to implement and develop  its
new  media and internet strategy.  The Group plans to develop the UK's leading
'portal',  seamlessly integrating superior national and local content  and  to
turn the traffic that this content will generate into substantial revenue.  In
addition,  it will leverage all of its assets in newspapers and new  media  to
become a critical component of local and common interest communities

The  Group's separate new media division is headed by David Clarke, previously
Managing  Director of Virgin.Net, who reports directly to Philip  Graf,  Group
Chief Executive.  The senior management of the division is primarily resourced
by previous Virgin.Net management, particularly in respect of content, finance
and  sales,  with other key personnel from within Trinity Mirror. Graham  Mead
has recently been appointed as Managing Director, Regional New Media to manage
the implementation of the regional aspects of the Group's internet strategy.

The  division  currently employs approximately 100 staff,  all  of  whom  have
extensive  experience  in the fast growing on-line or media  industries.   The
Group's internet development plans require this number of staff to increase to
over 250 during the next 12 months.

The  planned  investment in 2000 is in respect of £44m of revenue  expenditure
(primarily  promotion  and  marketing, technology and  staff  costs),  £5m  of
capital  expenditure  and  up  to £3m further  investment  in  existing  joint
ventures  such as Fish4 and PA Sporting Life.  In addition to the £150m  three
year  investment,  significant opportunities exist  for  marketing  and  cross
promotion  within  the Group's own national and local newspapers.   The  £150m
investment does not reflect the benefit of £7m anticipated revenue  income  in
2000  or  future  revenue income.  The Group's objective is  to  significantly
increase revenue year-on-year.

The  Group's existing new media assets, which include national websites,  such
as  The Mirror site, its revenue-driving central portal, ic24 and a series  of
regional  sites, based on the Group's local newspapers' content and expertise,
currently  enjoy over 40 million page impressions a month.  The largest  sites
are the ic24 portal, Sporting Life and the Racing Post.

The  ic24 central portal is core to the Group's internet strategy. This portal
will  aggregate traffic from all the Group's sites into a series  of  revenue-
generating  channels, as well as generating significant  traffic  in  its  own
right.  Launched in April 1999, ic24 is already in the top five UK portals  in
terms of advertising revenues.

Within  the  next twelve months, the Group plans to roll out  16  regional  ic
portals  in  major  regions. The Group's routes to  market,  access  to  local
content  and  existing  status  in  local communities  give  it  an  excellent
competitive advantage in these areas.

ic24  is  also  an  internet service provider ('ISP') and handles  substantial
levels  of web traffic: over 215,000 access customers and more than  12m  page
impressions a month.  As a result of its ISP services, Trinity Mirror is  able
to  profile  its  users and market to them on a one-to-one  basis.  The  Group
believes  that  it  currently has the best overall  telephone/internet  access
offering,  as  supported  by the recent article in MMXI  Europe  and  Internet
magazine (March 2000).

The  Racing  Post website was re-launched in October 1999 as a  free-to-market
site,  having  previously  been a subscription-only  service.   The  move  has
resulted  in  a  significant increase in registered users from 1,200  to  over
41,000 attracted by the credibility and independence of the Racing Post brand.
The site's e-commerce potential is illustrated by the rise in page impressions
achieved from 1m in October 1999 to the current level of over 8m per month.

The  Group's plans for developing e-commerce include offering the facility for
visitors  to interact directly with a number of major UK bookmakers.  Visitors
will  be  able to compare the 'live odds' offered on a wide range of  sporting
events  and   to  place  a  bet in a matter of seconds  with  their  preferred
bookmaker.  Income to the Racing Post will be derived from a percentage of the
betting  turnover generated and negotiations are at an advanced stage  with  a
number of leading bookmakers.

The  Group  is  currently in discussions with a number  of  parties  with  the
intention of developing relevant partnerships with leading edge technology and
content  providers  to  ensure the quality, depth  and  compatibility  of  its
services and to strengthen its position.

Strategy

The  Group's strategic intent is to create a more broadly based leading  media
and   information  company  by  organic  growth,  acquisition  and  developing
opportunities for expansion in new information markets.

The  strong  combination of Trinity Mirror's national and regional  titles  is
expected  to  continue  to provide balanced revenues  across  future  economic
cycles.    The  nature  of  the  Group's  franchises  allows  it  to   develop
opportunities, both nationally and regionally, in print and electronic form.

Acquisitions and disposals

As  the  largest newspaper publishing group in the UK, the Group's brands  and
geographic  reach provide an unparalleled strength and give it a  particularly
strong  base  from which to develop both organically and through  acquisition.
The  enlarged  Group  is  well  placed to take  advantage  of  the  increasing
consolidation  in  the  media industry.  The Group's stated  interest  in  the
regional  newspaper publisher Newscom is a demonstration of its  intention  to
continue to participate in the consolidation of the regional press.

As  a  condition of the merger between Trinity and Mirror Group, the Secretary
of  State  for  Trade  and Industry required the Group to dispose  of  Belfast
Telegraph  Newspapers Limited.  The Group announced today that it had  reached
agreement  with  Independent  News  & Media  plc  to  sell  Belfast  Telegraph
Newspapers  Limited  for  £300m.  The transaction  is  subject  to  regulatory
approval.

The  Board  is  also  committed to exiting non-core activities  and  directing
investment  to value-creating areas of the existing business and  to  suitable
acquisitions.   This resulted in the closure in October of the  Group's  cable
television venture, Live TV.

People

On  the merger of the two companies, a number of directors left the boards  of
Trinity  and Mirror Group.  Leo Coligan and Louise Botting resigned  from  the
Trinity board.  Steve Barber, Terry Connor, Lord Borrie and Alan Clements left
the  Mirror  board.   Subsequently, Cornel Riklin left the  board  of  Trinity
Mirror.

Since  the year-end, Margaret Ewing has been appointed to the Board  as  Group
Finance  Director.  She takes responsibility for the finance  role  from  John
Allwood,  who  remains  with  the Group as Deputy Chief  Executive  and  Chief
Operating Officer.

Outlook

The  Group has made good progress in its first six months since the merger and
has  had  a good start to trading in 2000.  Its national titles are performing
in line with expectation with an encouraging response to M magazine.  Although
the  motors market remains weak, the regional titles are benefiting  from  the
management  changes  made  in  late 1999 and a strong  employment  advertising
market.

The  Group's new media strategy, announced today, provides a clear outline  of
the  Group's  plans to achieve a leading market share in the  rapidly  growing
areas  of  e-commerce and online advertising revenues.  This  will  provide  a
strong base for the growth of Trinity Mirror over the long term.

Enquiries:

Philip Graf/Margaret Ewing/Nick Fullagar      Tel: [phone]
Trinity Mirror plc

Rupert Younger/James Leviton (Media)
Justine Samuel/Katie Evans (Investors)        Tel: [phone]
Finsbury Ltd

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