Updated Apr 30, 2026 by Modern Times Group
Report
Published by Modern Times Group
Modern Times Group (MTG) maintains a comprehensive commitment to integrating corporate responsibility into its broadcasting and entertainment operations across 31 countries. The primary objective of its 2009 strategic framework is to ensure sustainable business growth through rigorous governance, ethical conduct, and social accountability. By formalizing environmental policies and establishing a structured oversight committee, the company seeks to balance its commercial objectives with its impact on society and the environment, even amidst the challenging economic climate of the late 2000s. Operational performance is anchored by a robust governance model that emphasizes transparency, fair competition, and strict adherence to a global code of conduct. Key initiatives include the implementation of a whistleblower policy, mandatory compliance training, and the protection of minors through regulated content and parental controls. The company’s focus on human capital is evidenced by the MTG Academy, which provided training to 81 percent of permanent staff, and a diverse workforce spanning 38 nationalities. These efforts are supported by internal audits and key performance indicators designed to enhance the measurability of ethical and social initiatives. Environmental stewardship remains a central pillar of the company’s strategy, with carbon footprint audits now covering operations in 19 countries. In 2009, the organization recorded a total climate impact of approximately 13,000 tons of CO2e, prompting investments in energy-efficient infrastructure and reduced travel requirements. Beyond internal reductions, the company leverages its media platforms to drive social change, notably through the "Playing for Change" initiative and the donation of airtime to support environmental and social causes. By aligning its broadcasting reach with philanthropic goals, the company reinforces its position as a responsible stakeholder in the global media landscape.
BUSINESS RESPONSIBILITY RESPONSIBILITY RESPONSIBILITY TO THE COMMUNITY BROADCAST AND MARKETING RESPONSIBILITY MODERN RESPONSIBILITY
Modern Times Group MTG AB Modern Responsibility Report 2009 CEO Message The last year has seen a fundamental stress test of all businesses, as the world has been gripped by a far reaching financial crisis and a wider economic recession with the most dramatic advertising market declines in living memory. We are emerging from this perfect storm in good shape with higher viewing and market shares in virtually all of our markets. This sits within the context of our Modern Responsibility framework, which President & CEO defines our corporate personality and Hans-Holger Albrecht how we do business and interact with our stakeholders. We first introduced Modern Responsibility in 2004 as our Corporate Responsibility programme, and we have worked on making it a fully integrated part of our business ever since. This has embraced multiple local, regional and central initiatives, as well as enhanced transparency levels and more and more efficient reporting. Modern Responsibility not only defines who and what we are, but also what we have the potential to become. We produced our first Modern Responsibility Report for 2008. This is our second report and we hope you will get a better understanding of what we do to conduct our business responsibly, to broadcast and market responsibly, to act responsibly towards our colleagues and to act responsibly towards the community.
our first Modern Responsibility Report for 2008. This is our second report and we hope you will get a better understanding of what we do to conduct our business responsibly, to broadcast and market responsibly, to act responsibly towards our colleagues and to act responsibly towards the community. Over the past year, we have established Modern Responsibility tasked committees in each of our countries of operation. We have made our Code of Conduct, our Environmental Policy, our Whistleblowers Policy and our Supplier Principles publicly available through the improved Modern Responsibility section on www.mtg.se. We have also joined Swedish BLICC (Business Leaders Initiative on Climate Change). We share the belief that active climate work creates new business efficient opportunities and reduced costs, more customers and happy employees. But if you don‟t measure your environmental impact, you can‟t change and improve the way you operate your business. In 2008, we initiated an audit of the carbon footprint of our operations in Scandinavia and in the United Kingdom, where the head office for the broadcasting operations is located. In 2009 we made an audit in all countries where we have offices, the Nordics, Central and Eastern Europe and Ghana. For the extensive audit of our carbon footprint we appointed Tricorona Climate Partner as partners.
Modern Times Group MTG AB Modern Responsibility Report 2009 We are one of the companies behind the Playing for Change incubator, which is challenging and supporting social entrepreneurs to create businesses that stimulate and promote children‟s and young peoples‟ right to play as a key aspect of personal development. We are aiming to continue to enhance our Modern Responsibility reporting in the years to come, we are fully aware that we have a lot more to do. Still we are proud of the progress we are making. Media is a people business – run by people for people, so thank you to MTG‟s owners, customers, employees, business partners and suppliers for your contribution to the ongoing development and success of the Group. Hans-Holger Albrecht President & CEO Modern Times Group Highlights Radio ISO 14001 certificate completed Carbon footprint measured for all countries where we have offices Enhanced partnership with WWF Improved the Modern Responsibility section on our website Published our key policies online Partnership with BLICC in Sweden Playing for Change – challenging and supporting social entrepreneurs About this report
tprint measured for all countries where we have offices Enhanced partnership with WWF Improved the Modern Responsibility section on our website Published our key policies online Partnership with BLICC in Sweden Playing for Change – challenging and supporting social entrepreneurs About this report We presented our first ever Modern Responsibility Report for 2008. It was a lot more comprehensive than anything we previously presented regarding our sustainability. The Modern Responsibility Report 2009 is enhanced and has more details on how we do our business in a responsible way, Our Modern Responsibility. The annual Modern Responsibility report summarises our corporate responsibility progresses and developments on a calendar year basis. Included in the reporting scope are our pay-TV, free-TV, radio, internet retailing and TV production companies in the following countries: Sweden, Norway, Denmark, Finland, Estonia, Latvia, Lithuania, Russia, Hungary, the Czech Republic, Bulgaria, Slovenia, Ukraine, Poland, Slovakia and Ghana. However, we have decided to exclude the countries where we only operate third-party pay-TV channels, because we do not have any physical presence in them. These
Modern Times Group MTG AB Modern Responsibility Report 2009 countries are the following: Macedonia, Romania, Belarus, Moldova, Georgia, Kazakhstan, Armenia, Kyrgyzstan, Uzbekistan, Azerbaijan, Serbia, Croatia, Montenegro, Bosnia and Herzegovina and the USA. A significant improvement in the 2009 report in comparison to the previous year is the expansion of the climate impact reporting. We started the reporting in the Nordic countries and the UK in 2008 and have now expanded it to 19 countries in 2009. Would you like to know more? You can follow our Modern Responsibility progress and current activities directly on www.mtg.se. Here you can find information about our policies such as our Code of Conduct, Environmental Policy, and Supplier Principles as well as the Public Disclosure (“Whistleblowers”) Policy. Most interestingly you can follow the progress of our initiatives and activities, such as Playing for Change and our co-operation with WWF. We welcome your input. Please feel free to send your feedback about this report or any other topic to MTG: [email protected] This is MTG Modern Times Group is a leading international entertainment broadcasting group with the largest geographical broadcast footprint in Europe.
SocialPeta’s analytics platform aggregates data from more than 90,000 micro‑drama advertisers and 80 million ad creatives across over 55 countries, positioning itself as a key resource for launching and scaling micro‑drama apps worldwide. The platform projects the global micro‑drama market to reach $6 billion by 2026, emphasizing its capacity to deliver actionable insights into advertising strategies, creative formulas, and regional audience preferences. In 2025 the ecosystem expanded sharply: active advertisers rose by 63.6 % to over 700, while each advertiser produced a 144.9 % increase in creatives, largely thanks to AI‑powered production tools. Southeast Asia dominated genre preferences for “reversal of fortune” and “rebirth” dramas, whereas North America’s high‑paying users gravitated toward premium romance content. Europe remained the largest source of creative volume, underscoring a sustained upward trend in both advertiser participation and output across the globe. A case study of “Evil Bride vs. The CEO’s Secret Mom” illustrates high‑impact marketing: 44 K creatives generated an estimated 2.7 B impressions in key markets such as the USA, UK, Canada, Australia, and Germany. AI‑driven tools—DSV restructuring and automated cover/clip generation—reduced production time, enabling rapid localization. Short, cliffhanger‑style ads with intense conflict and strong visual hooks outperformed longer formats, driving downloads and engagement in North America, Southeast Asia, Latin America, and the Middle East. By late 2024 vertical micro‑dramas had matured into a stable ecosystem, with regional preferences—“reversal of fortune” in Southeast Asia and conflict‑driven stories in Latin America—fueling audience engagement. Production scaled to 55 vertical dramas in 2025 through standardized pipelines and AI‑enhanced marketing, allowing faster creative validation, lower volatility, and continuous data‑driven optimization. The analysis stresses that audience‑first IP development—testing concepts in short form before scaling—and multi‑platform, AI‑supported workflows are essential for reducing creative risk and converting IP into long‑term company capital.
The white paper argues that the 2025 mobile app market has shifted from volume‑driven traffic growth to value‑centric, technology‑enabled optimization. It identifies a “scissor gap” where the number of active advertisers fell 16.7 % YoY while creatives per advertiser rose 73.3 %, indicating higher competitive thresholds and a focus on creative quality. Market share remains strongest in business & productivity, utilities, entertainment, and finance, but creative volume is dominated by short‑drama, reading, and AI apps. iOS and Android advertising ratios stabilized at 4:6, with iOS advertisers producing more creatives due to higher monetization expectations. User acquisition spend reached $78 billion, a 13 % YoY increase driven almost entirely by iOS, with e‑commerce, fintech, and betting leading non‑gaming verticals. Video remains the dominant ad format (≈70 % of social inventory), while static and playable ads serve testing, Android traffic, and engagement signals. AI has moved from a marketing tool to a core capability; leading AI apps scale through volume and quality, while many smaller entrants exit due to weak monetization. Finance apps maintain steady growth focused on user quality, lifetime value, and compliance, contrasting with AI’s rapid scaling. North America remains the most selective market, demanding high content quality and long‑term trust; success here signals scalability elsewhere. The paper concludes that sustainable growth now hinges on creative capability, system efficiency, AI integration, and long‑term value creation rather than sheer traffic volume.
Gaming has become the dominant entertainment medium for younger generations, with 80 % of under‑18s actively gaming and Gen Z allocating up to 22 % of free time to play. The study, combining first‑party data from SuperAwesome and Anzu with social listening, qualitative research, quantitative surveys, syndicated data, brand lift studies and parent‑tracking panels, covers the UK, France, Germany, the United States and global markets from 2023‑24. A sample of 30 000 children, teens and young adults (ages 4‑24) plus parent responses informs the analysis. Key findings show that gaming captures more attention than social media for Gen Z, with 55 % of under‑18s reporting a strong affinity for branded in‑game experiences. Younger gamers are highly receptive to ads, with 75 % of Gen Z players in the UK and US saying in‑game ads improve their experience, compared to 34 % of older adults. In‑game advertising drives higher brand recall (+7 pts) and purchase intent (+9 pts) for audiences under 34, and generates a “halo effect” that boosts brand affinity by up to 86 % among under‑18s. Parents report that children influence household spending, with 86 % saying their child’s opinions matter in purchases and 82 % prioritising items for children. The report recommends a multi‑platform, contextual approach that respects emerging data‑protection regulations and Age Appropriate Design Codes. It emphasizes early engagement before brand loyalties lock at age 16, contextual targeting over behavioural profiling, and rigorous creative vetting to avoid manipulative design. The analysis underscores gaming’s strategic importance for reaching Gen Alpha and Gen Z, offering measurable lift across awareness, consideration and purchase stages.
The brief explains how Google’s February 5, 2026 “Discover core update” expands the personalized content feed and shifts traffic from traditional search to Discover, especially for gaming media. Across 197 active gaming sites in the Raptive network, roughly half of Google traffic originates from Discover, with a 20 % rise in sites receiving feed impressions after the update. The report identifies three key performance drivers that correlate with both Discover visibility and overall revenue: high U.S. traffic concentration, deep session depth, and structured editorial content such as guides and reference databases. Sites that meet these criteria see stronger Discover performance, while those dominated by forum‑style or low‑differentiation content face greater volatility. Methodologically, the analysis draws on internal Raptive data from 6,000+ sites and external sources like Chartbeat and Google Search Console. It highlights early post‑update signals: Discover traffic is growing for smaller publishers, click volatility remains high due to real‑time recommendation algorithms, and AI summaries now occupy about half of feed impressions. The brief recommends five high‑impact actions—optimizing Core Web Vitals, crafting Discover‑specific headlines, adding author voice, aligning publishing calendars with gaming events, and correcting meta tags—to boost Discover clicks. The document concludes by outlining Raptive’s support services, including a forthcoming Discover Workbook and personalized audits that have historically yielded an 89 % RPM uplift for gaming publishers. The brief positions Discover as a critical, data‑driven channel for gaming media amid declining search traffic and AI‑generated content.