Updated Apr 30, 2026 by Modern Times Group
Report
Published by Modern Times Group
Modern Times Group (MTG) maintains a comprehensive corporate responsibility strategy centered on media integrity, employee welfare, environmental stewardship, and ethical business governance. During the 2013 fiscal year, the organization prioritized digital development and the protection of young audiences, achieving recognition in the Dow Jones Sustainability Europe Index. With a workforce of 3,361 employees and net sales reaching 14,129 MSEK, the company leveraged its extensive media reach to contribute over 42 million TSEK in combined financial and media-time donations to charitable causes, most notably through the Reach for Change social entrepreneurship foundation. Operational performance in 2013 reflected a mix of progress and systemic challenges. Environmental efforts yielded a strong score of 88 out of 100 in the CDP report, supported by energy-efficient infrastructure and carbon disclosure initiatives, despite a 7% rise in total carbon emissions linked to corporate expansion. Internally, the company implemented rigorous anti-bribery policies and updated editorial standards. However, workforce metrics revealed persistent disparities, including a gender pay gap where female remuneration averaged 70% of male earnings, alongside a decline in return-to-work rates following parental leave. The reporting process, conducted in accordance with GRI G4 Core standards and independently assured by Ethos International, identified customer data integrity and child protection as the most material issues for the business. While the company successfully established a new Corporate Responsibility Advisory Group to oversee governance, auditors noted significant limitations in existing data collection systems. Future strategic objectives focus on harmonizing human resources data, improving supply chain management, and refining internal reporting mechanisms to better track labor and training metrics across the company’s global operations.
Corporate Responsibility at MTG Xxxxxx Xxxxxxx 1 Ghanaian superstar AN KWABENA KWABENA SAVING hearts ODE TO OUR THROUGH MUSIC CODE SPELLING OUT OUR VALUES OF SHADES GREEN OUR ENVIRONMENTAL WORK OUR ENVIRONMENTAL WORK MATERIALITY MATTERS WHAT OUR STAKE- HOLDERS SAID HOLDERS SAID Corporate Responsibility Report 2013 *
“ WE HAVE TO GO THROUGH THIS THING TOGETHER.” MATT KING (GEORGE CLOONEY) THE DESCENDANTS FOX SEARCHLIGHT PICTURES, 2011 ON VIASAT DRAMA NORDIC IN FEBRUARY 2014
4 Xxxxxx ContentXxxxxxx CONTENT first when 5 LETTER FROM THE EDITOR 10 And.. Action! It's safety 9 10 it comes to kids entertainment. 6 OUR GLOBAL OPERATIONS Getting to the heart of the matter. And... Action! It's safety first when 9 RESPONSIBILITY AREAS Who we are and what we do. it comes to kids' entertainment. 10 MEDIA RESPONSIBILITY 12 MEDIA POSSIBILITIES 22 EMPLOYEES & WORKPLACE 24 BUSINESS ETHICS HOLLTWOOD 26 ENVIRONMENT PRODUCTION 30 GOVERNANCE – HOW WE WORK DIRECTOR 32 MATERIALITY ANALYSIS CAMERA SCENE TAKE 34 TARGETS DATE 36 PERFORMANCE DATA 40 GRI INDEX 42 ABOUT THIS REPORT 44 THIRD PARTY ASSURANCE 12 13 Ghanaian heart throb Kwabena Kwabena feels the beat. *..=2 26 The Angel Express spreads its wings in Latvia with a nationwide tour. wide tour. 19 14 Ion Okyenhenee, King of the ancient Ghanaian Hello Bulgaria's morning hosts Ana Tsolova Well, that went swimmingly. TV3 kingdom Akyem Abuakwa, gets down and and Victor Nikolaev explain why they have a Estonia's news anchor Marek Lindmaa dirty in the fight against litter. good reason for getting up in the morning. receives prestigious UNICEF prize. www.mtg.se [email protected] CORPORATE RESPONSIBILITY REPORT 2013 - MTG
Xxxxxx 5 Letter from Xxxxxxx the Editor Letter from the Editor LET’S TAKE A MINUTE here to think about the stakeholders’ priorities have changed and 6 future of entertainment – it’s hard to imagine, how we therefore need to shift our attention in I know, but it is what we think about all of a number of areas. The integrity of customer the time. On demand access to a seemingly data is now more important than ever, while unlimited range of content that is available in the protection of children remains at the top of multiple formats on all sorts of devices around the agenda. We have already made significant the world and that is just what we can do to- progress in these and many other areas, whilst day! Watching television is no longer a passive continuing our work on previously set targets. past time while sitting on the sofa. We are now We were included in the Dow Jones Sustaimedia multi tasking by actively choosing when, nability Europe Index for the first time in 2013, where, and how we access and interact with and we continued to be part of the Dow Jones our favourite TV entertainment. Sustainability World Index and FTSE4Good There is so much to talk about these days but, Index. if we are to deliver on our potential and our As we move into 2014, we have embarked promises, we must take the time to listen. That on a much closer cooperation with Reach for Snapshot of our brands and means having an open and constant dialogue Change, the non profit organisation that we geographical spread in 2013. with our viewers, our consumers and our custo- co founded with the Kinnevik Group.
take the time to listen. That on a much closer cooperation with Reach for Snapshot of our brands and means having an open and constant dialogue Change, the non profit organisation that we geographical spread in 2013. with our viewers, our consumers and our custo- co founded with the Kinnevik Group. Reach for mers, understanding what they want and mee- Change supports social entrepreneurs to help ting those needs on their terms. As a result, we improve the lives of children around the world. 19 also have to further develop our ties with our suppliers and partners, in order to be able to A lot has been achieved so far, but there is so constantly improve our existing products and much more to do as we shape the future of services…and introduce new ones. entertainment together. Thank you for taking Building relationships like these takes trust. Not the time to read this today and please read on BA only do we have to earn every minute of time into this report. Your time is valuable and we that our audiences and users spend with us, hope that you will spend even more of it with us but we also have to build genuine connections in 2014 and beyond! with them by providing relevant products that Jørgen Madsen Lindemann they love.
nute of time into this report. Your time is valuable and we that our audiences and users spend with us, hope that you will spend even more of it with us but we also have to build genuine connections in 2014 and beyond! with them by providing relevant products that Jørgen Madsen Lindemann they love. We earn trust by acting responsi- President & Chief Executive Officer bly and responding to the expectations and demands of all of our stakeholders and local communities, which is why we also support such a wide range of non profit organisations Remember, remember the and initiatives in our markets around the world. month of Movember? Corporate Responsibility is at the centre of 17 everything we do and of our strategy to grow MTG by focusing our energy and resources on content creation, digital development, and geographical expansion. geographical expansion 2013 showcased all of the above and you can read all about our performance and priorities in this report. We have grown by investing in our existing businesses, acquiring a number of attractive companies, accelerating our digital development by launching MTGx, and expanding into a number of new markets. We have managed our carbon emissions in a responsible way throughout this scaling of the Group, and we have also evolved our values, principles and guidelines. Reach for Change reached and we have also evolve even further in 2013 and now We also completed a new materiality analysis spans nine countries. during 2013, in order to understand how our Reach for Change reached
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 2026 mobile marketing landscape is defined by a fundamental transition from media-centric targeting to creative-driven acquisition, necessitated by tightening privacy constraints and the saturation of traditional advertising channels. Competitive advantage now hinges on the speed of creative iteration and the ability to unify product development, monetization, and distribution. By leveraging early behavioral signals to predict long-term value, industry leaders are successfully aligning short-term performance metrics with sustainable user lifecycle growth. This evolution is supported by a strategic shift toward AI-powered personalization and behavior-driven gamification, as non-gaming applications increasingly adopt the engagement tactics traditionally reserved for the mobile gaming sector. Data from 2025 reveals a period of significant market consolidation, marked by a 16.7% decline in active advertisers alongside a 73.3% surge in creative output per advertiser. Playable ads have emerged as the premier format, consistently yielding the highest attention duration, scroll-stop rates, and conversion metrics. While the AI app sector experienced a sharp 48% contraction in the number of advertisers, top-tier players have responded by aggressively scaling localized marketing efforts. Simultaneously, the finance and health sectors have maintained greater stability, focusing on service-centric, medical-grade solutions and persuasive, value-based messaging to capture mature markets in North America and Europe. Global strategies for 2026 prioritize a balanced media mix, typically favoring video content, while emphasizing hyper-local operations in emerging regions like Southeast Asia and the Middle East. Success in these diverse markets requires intensive user education and culturally nuanced, scenario-based ad updates. As the industry moves toward subscription-based models and on-device AI integration, the focus has shifted from mere technological development to the large-scale monetization of AI-enhanced user experiences. Ultimately, the market is moving toward a future of highly segmented, interactive, and performance-driven advertising that prioritizes technical precision and regulatory compliance to foster long-term user trust.
The analysis demonstrates that while the global pool of active AI‑advertisers has contracted by 35–45 % in H1 2025, the remaining players are compensating with a markedly higher creative output—an 84 % increase to an average of 416 monthly creatives per advertiser. Video advertising dominates the landscape, with 84 % of all ads and more than half of inventory in 15‑30 second formats. Geographic patterns reveal that Europe and North America maintain the largest advertiser volumes, yet exhibit lower creative density than Japan and South Korea, which show the fastest growth rates. Market saturation appears to be driving these firms toward intensified brand exposure through increased creative frequency, even as overall advertiser participation declines. Meitu’s financial results corroborate the commercial potency of AI‑driven features. Revenue rose 12.3 % to RMB 1.8 billion, largely propelled by a 45.2 % jump in AI‑powered imaging and design subscriptions to RMB 1.35 billion, while advertising income grew modestly by 5 %. The company’s flagship AI applications—“AI Wardrobe,” “WHEE,” and “Wink”—secured top positions in App Store charts across more than twelve countries, underscoring the role of AI enhancements in global user acquisition and subscription monetization. The broader ecosystem of AI‑powered mobile apps, including chatbots, development tools, and educational platforms, continues to enjoy strong monthly active user figures and high stickiness. However, product overlap creates fierce competition, making clear positioning and precise subscription pricing essential for successful global expansion. Rapid overseas success is achievable when apps tailor local marketing strategies to regional preferences. These conclusions are drawn from SocialPeta’s extensive dataset of 1.6 billion advertising data points, sampled across 80+ channels and regions from January 2024 to June 2025.
The report analyzes global marketing activity for productivity apps during the first half of 2025, drawing on a dataset of over 1.6 billion ad creatives from more than 80 channels across 80+ countries. It shows that the total pool of mobile app (non‑game) advertisers fell 17.8 % YoY to an average of 107 k per month, while new advertiser share rose to 11.7 %. In the productivity‑app segment, active advertisers declined 6 % YoY to about 8.9 k per month, yet the proportion of new entrants exceeded 30 % after Q2. Regional analysis indicates Europe and North America remain the largest markets, but both experienced declines in advertiser counts; Oceania shows the highest creatives per advertiser. Category‑level data reveal business & office apps hold 14.4 % of advertisers, whereas entertainment apps dominate creative volume at 32.7 %. Platform performance data highlight Meta, Google, and TikTok as the top three channels for cross‑platform campaigns; Google delivers the highest conversion rates, Meta offers AI‑enhanced targeting, and TikTok provides cost‑efficient Gen Z engagement with a CPM of $3.2. Creative format insights show video and playable ads outperform static creatives, with TikTok favoring short native videos (15–60 s) and Meta using a mix of carousel and video. The report recommends a cross‑platform strategy that prioritizes video and playable formats, leverages AI for rapid creative iteration, and tailors messaging to include social proof, urgency, and lifestyle integration. The data were collected from January to June 2025 through sampling of global ad channels, with statistical forecasting and industry interviews used for analysis.