Report

Modern Responsibility Report 2012

Summary

Modern Times Group (MTG) integrates sustainability and ethical governance into its core business strategy to drive long-term growth across its global entertainment operations. During the 2012 fiscal year, the company maintained a workforce of 3,012 employees and generated net sales of 13,336 MSEK. Operating across more than 30 broadcast markets, the organization utilizes a four-pillar framework—business, colleague, broadcast/marketing, and community responsibility—to ensure regulatory compliance, promote diversity, and uphold editorial integrity. The company’s commitment to corporate responsibility is evidenced by measurable progress in environmental and social performance. In 2012, MTG achieved a 6% reduction in CO2 emissions per employee and secured a "B" rating from the Carbon Disclosure Project. Social impact initiatives were equally prominent, with the company raising 49 million SEK for charitable causes and supporting programs such as "Reach for Change" and the "School of Tolerance." Furthermore, the organization prioritized consumer safety through enhanced parental controls and expanded accessibility services, including subtitling and audio descriptions, to better serve its diverse audience. Adhering to the Global Reporting Initiative (GRI) G3.1 guidelines at a C+ application level, the company maintains a transparent approach to its operations, supported by independent assurance from Ethos International. While the 2012 performance reflects significant advancements in anti-corruption training, internal communication, and community engagement, the organization acknowledges the necessity for future improvements in supply chain management and human resources data collection systems. By aligning its broadcasting reach with strategic sustainability goals, MTG continues to leverage its media platforms to promote social awareness and mitigate climate-related business risks.

From the report

LET’S START A FEW WORDS FROM OUR CEO Sustainability. In 1994, when I joined MTG, sustainability wasn’t a word you heard that often. Now, during my first year as President and CEO of MTG, it’s a fundamental part of our vocabulary and how we view the world. Sustainability is no longer on the sidelines. We may talk about growth, profitability and business development opportunities, but the success of our long term growth is fundamentally connected to sustainability, and that’s why Modern Responsibility exists. Passion. We’re big on passion at MTG. It flows from within each and every one of us, and our employees form the beating heart of our company. Our goal is to engage our employees and to create an environment where they can leverage their talent and competence to move us along. But at the same time, we also want to provide an environment where our employees can develop and flourish. In 2012 one of our short-term targets, was to benchmark and report on industry standards, to ensure we are where we need to be in terms of training and development.

mpetence to move us along. But at the same time, we also want to provide an environment where our employees can develop and flourish. In 2012 one of our short-term targets, was to benchmark and report on industry standards, to ensure we are where we need to be in terms of training and development. Listening. We pay close attention to both global industry concerns and the issues that are specific to our industry. MTG is a modern entertainment company, in an industry that is changing at a very fast pace. Established business models are evolving, and the ever growing digital environment presents both opportunities and challenges, when it comes to quality control, products and customer safety. Within that framework, the 2010 materiality analysis and subsequent stakeholder surveys help us both define and navigate on our sustainability voyage. We are convinced that Modern Responsibility is both strong enough to get us there, and flexible enough to properly deal the challenges that we will face on our journey. Learning. 2012 has also been another year of extensive learning within our Modern Responsibility work. While 2011 saw the re-working and rolling out of a new Code of Conduct. In 2012, one our targets was to re-examine our Supplier Policy and Self Check Documents. At the end of the process, we had evaluated the whole structure of our corporate policy making and how we establish guidelines for processes and work streams. This work takes time, but the results enable us to work faster, simpler and more efficiently.

our Supplier Policy and Self Check Documents. At the end of the process, we had evaluated the whole structure of our corporate policy making and how we establish guidelines for processes and work streams. This work takes time, but the results enable us to work faster, simpler and more efficiently. The future. We strive to be adaptable, but also have clear short, mid and long term targets in place for our future development, and the targets take the global environment, our industry and our stakeholder groups into consideration. We are also fully committed to contribute to a better environment and to optimize our impact on the world. We work towards making the online environment as safe as possible for young viewers, and we continue to address corruption, human and labour rights issues and climate change in our daily work in order to make MTG a long term, sustainable and positive place to work.

> **[Chart page]** This page contains visual data — view in PDF for the best experience. The work. MTG is Made To Grow, and that growth implies an ability not only to adapt to, but to embrace fundamental change, as well as the need to harness the opportunities and to minimize the risks inherent in our sustainability work. Our business has changed shape before, and will do so again, and our future work must strike the balance between doing what we do best and abandoning old truths and limitations to benefit from how the world around us has changed. We may have started out as a broadcaster, but today we are an entertainment company. Our goal is to provide our customers with the best entertainment and the best experiences we can. We’re in this for the long term, we’re in it to grow, and we will do so responsibly and sustainably, so that the MTG we see today continues to evolve and transform into the media group of the future. — Jørgen Madsen Lindemann, CEO and President, Modern Times Group SNAPSHOT 2012 KEY FIGURES FROM THE PAST FIVE YEARS 2008 2009 2010 2011 2012 Net sales (MSEK) 11,880 12,427 13,101 13,473 13,336 Operating income (MSEK) 3,671 -1,428 2,355 2,567 2,124 Basic earnings per share (SEK) 43.25 -30.86 53.34 -19.98 22.93 Average number of employees 2,644 2,906 3,069 3,031 3,012

HOT 2012 KEY FIGURES FROM THE PAST FIVE YEARS 2008 2009 2010 2011 2012 Net sales (MSEK) 11,880 12,427 13,101 13,473 13,336 Operating income (MSEK) 3,671 -1,428 2,355 2,567 2,124 Basic earnings per share (SEK) 43.25 -30.86 53.34 -19.98 22.93 Average number of employees 2,644 2,906 3,069 3,031 3,012 FINANCIAL POSITION 2008 2009 2010 2011 2012 Shareholders' equity 8,980 5,680 6,239 4,350 5,134 Long-term liabilities 5,263 4,175 3,311 2,168 1,751 Short-term liabilities 4,989 4,796 4,452 4,763 4,808 Total shareholders' equity and liabilities 19,232 14,651 14,002 11,281 11,692

MTG HEADQUARTERS, STOCKHOLM VIASAT BROADCASTING HEADQUARTERS, LONDON COUNTRIES WITH OFFICES COUNTRIES WITH OPERATIONS BUT NO OFFICES 102 CHANNELS IN 36 COUNTRIES ARMENIA GUINEA ¹ POLAND AZERBAIJAN HUNGARY ROMANIA BELARUS KAZAKHSTAN RUSSIA BOSNIA AND HERTZEGOVINA KENYA SERBIA BULGARIA KYRGYZSTAN SLOVAKIA CENTRAL AFRICAN REPUBLIC ¹ LATVIA SLOVENIA CROATIA LITHUANIA SWEDEN CZECH REPUBLIC MACEDONIA TANZANIA DENMARK MOLDOVA UGANDA ESTONIA MONTENEGRO UKRAINE FINLAND NETHERLANDS ² UNITED KINGDOM ² GEORGIA NIGERIA UNITED STATES GHANA NORWAY 1New in 2012 2MTG has no media channels in these countries Removed from the list: Uzbekistan, Spain, Malta

Pages: 51
Words: 19,129
Type: Report

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