The Guardian chose donations over paywalls, keeping its journalism free. Millions now support the model. Editor-in-chief Katharine Viner explains why this approach works and how trust ownership shapes their strategy.
For publishers and media operators, the Guardian’s decision to keep its journalism free while asking readers for donations has become a case study in alternative revenue models. Ten years after launching this approach, the Guardian has attracted millions of donors and significant funding, challenging the assumption that audiences will not pay for content they can access at no cost.
Editor-in-chief Katharine Viner discussed the strategy at WAN-IFRA’s World News Media Congress in Marseille, describing the past decade as one of intense pressure for both the industry and society. She emphasized the importance of journalists seeing themselves as citizens, staying rooted in the communities they cover, and helping audiences navigate global challenges.
Viner said the Guardian’s growth has come from leaning into a global strategy, with 83 percent of its revenue outside the UK now coming from sources that did not exist a decade ago. The publisher has expanded primarily in the United States and Australia, focusing on both business and editorial growth beyond its UK origins. She noted that connecting with readers and making journalism feel human are central to this approach.
Addressing the current information crisis, Viner referenced the concept as described by Naomi Alderman, who frames it as the third major crisis after the invention of writing and the printing press. Viner said audiences today are overwhelmed by information and misinformation, with much of what is online now synthetic. She argued that in such an environment, trust in news organizations becomes even more critical.
While some publishers report rising news avoidance, Viner said the Guardian has not seen this trend in its own data. She believes readers still seek trusted sources and that the challenge is to deliver information in formats audiences prefer, whether long-form articles or video. She stressed that facts alone are not enough; stories, context, and fresh perspectives are needed to engage and inform.
The Guardian’s ownership by The Scott Trust is another factor that sets it apart. Viner described the trust model as providing editorial independence and protection, with no shareholders demanding profits or billionaire owners seeking influence. She cited examples such as the trust’s support during a major libel case and its backing of the reader revenue model, even when it was initially ridiculed in the British press.
Viner explained that the success of the donation model depends on a close relationship with the audience. She said readers who contribute do so by choice, not obligation, making them part of a community rather than traditional consumers. This, she argued, creates a more resilient revenue stream than paywalls, though only a small percentage of regular readers donate.
To encourage more contributions, the Guardian has introduced products like the Feast cooking app and a weekly print magazine, aiming to make it easy for supporters to give while keeping the main website open to all. Viner said this open-access approach has social value, especially as more news becomes paywalled and democracies face new threats.
Other publishers, such as South Africa’s Daily Maverick and The Salt Lake Tribune in the US, have adopted similar models, but the Guardian’s scale and trust-based ownership remain distinctive. The debate over trust and publisher relationships continues, as seen in recent industry developments like ongoing legal challenges facing new AI-driven news partnerships.
