Report

Corporate Responsibility Report 2015

Summary

MTG’s 2015 corporate responsibility strategy centers on navigating a strategic transition into a global digital entertainment powerhouse while upholding rigorous ethical standards and sustainability commitments. The company prioritizes transparency, governance, and social impact, aligning its reporting with GRI G4 standards to ensure accountability across its diverse operations. By integrating a zero-tolerance policy toward corruption and enforcing a mandatory supplier code of conduct, the organization seeks to mitigate risks associated with its evolving digital and live-event portfolio, including cyber-resilience and intellectual property protection. Environmental and social performance metrics reveal a complex landscape of progress and ongoing challenges. While total energy consumption and carbon emissions saw a slight uptick, the company successfully reduced emissions per employee by over 2% and improved long-term energy efficiency by 13% since 2010. Air travel remains the primary driver of the company’s carbon footprint, prompting a shift toward virtual collaboration and renewable energy reliance. Socially, the company leverages its media influence to support global causes, donating over €9 million in airtime and fostering social entrepreneurship through initiatives like Reach for Change. Workforce development remains a critical focus, characterized by a diverse staff of nearly 4,000 employees representing 38 nationalities. Despite a 24% turnover rate and a persistent gender gap in leadership, the company has formalized a commitment to achieve gender parity in management by 2020 through targeted mentorship and internal policy adjustments. As the company expands its digital footprint, it continues to refine its risk management and compliance frameworks, ensuring that its growth is balanced by a commitment to ethical content production, child protection, and robust data privacy standards across its European and global markets.

From the report

Content Introduction Q&A with CEO 1 Message from Head of Corporate Responsibility 3 2015 highlights 4 This is us 6 Environmental Highlights 9 Voices 11 Social Highlights 15 Responsible entertainment is better entertainment 17 Global goal no. 5: Equality 18 Voices 21 Game changers 23 Governance Our key issues 27 Our stakeholders 28 How we govern 29 Our supply chain 31 Highlights 32 Voices 34 About the report Our goals 40 Workforce data 42 Corporate giving data 48 Environmental data 49 Financial data 51 Compliance data 52 GRI-index 53 Report boundaries 58 Assurance statement 59

Q&A with Jørgen Madsen Lindemann What does corporate responsibility bold and passionate social entrepreneurs in Latvia, (CR) mean to you? Estonia, Bulgaria, Denmark, Norway and Lithuania. MTG’s audiences were engaged again in 2015 Corporate responsibility is a big part of my life successful campaigns in which they were through every day. I have responsibilities in my personal upon to submit their ideas called and professional life, and we at MTG have our world about how to make the corporate responsibility. I live in Copenhagen, one better for children, or asked to vote for their favourite Game Changers. In the meantime, the of the most diverse and social cities in the world. Changers selected in 2014 have Game It is also set to become the world’s first CO2 neu ideas, developed their grown their organisations and, with the tral capital by 2025. Organic food is big here and of support Reach for Change and MTG, increased their so is recycling and composting. And we love our impacts on children’s lives across ten positive bikes in Denmark! There are more bikes than peo was also very proud of a fundraising territories. I ple in Copenhagen and people use them to get Sweden that raised an incredible special aired in to and from work all year round. Only about 30% victims of the European 3.5 million SEK for refugee crisis in of people in Copenhagen have a car. No wonder with the UN Refugee Agency. association Copenhagen has just been voted the happiest city Our inclusion in the Dow Jones Sustainability in the world! as well as a great CDP scores, indicate index, that we have made.

3.5 million SEK for refugee crisis in of people in Copenhagen have a car. No wonder with the UN Refugee Agency. association Copenhagen has just been voted the happiest city Our inclusion in the Dow Jones Sustainability in the world! as well as a great CDP scores, indicate index, that we have made. We the progress also aim to deal with How important is CR for MTG? of our increased carbon emissions in 2015 the issue already started improving our video and have It is vital, and part of everything that we do. Our tools and facilities, in order to conferencing focus on CR also helps us to develop how we of travelling and improve decrease the amount think about long-term value creation. It has to be balance. our employees’ work life simple, strong and sustainable, and enable us to deal with short, medium and long-term risks and What are your goals regarding opportunities. What were your key CR developments employee diversity and gender and failures in 2015? equality? We have achieved a lot of good things during The United Nations launched the global goals in 2015, while the organisation also went through September 2015. These are great and we have major change as we accelerated our strate chosen to work with global goal number 5, be gic transformation from a traditional territorial cause we believe in promoting gender equality at broadcaster into a global digital entertainment all levels. In the spirit of this, we have pledged to company. achieve a 50/50 gender split in management by After a successful first year 2020.

r 5, be gic transformation from a traditional territorial cause we believe in promoting gender equality at broadcaster into a global digital entertainment all levels. In the spirit of this, we have pledged to company. achieve a 50/50 gender split in management by After a successful first year 2020. MTG is a company that operates globally campaign, of the Game Changers and has a diverse workforce, which we welcome during which we launched the initiative ten in and encourage as a key contributing factor to our countries, we have continued our search for smart, success.

Q&A with Jørgen Madsen Lindemann How do you ensure that everyone at MTG does business in a responsible way? MTG is all about doing business honestly and with integrity. We expect all staff to maintain the high standards of behaviour that are set out in MTG’s code of conduct. For example, we have imple mented a supplier code of conduct during 2015, setting out the standards that suppliers who work with, or for, MTG are expected to have. We also have an ongoing due diligence process for higher risk partners and during 2015, 96% of our new em ployees mandatorily signed our code of conduct, whistleblower, and anti-bribery and corruption policies. Additionally to the signing of our policies we invite new employees to our e-learning courses on code of conduct, anti-bribery and corruption and green training. We also rolled out the an ti-bribery and corruption training and updated that policy for all staff, including a video presentation by our corporate counsel. Finally, we are rolling out a new e-learning app within Hive (our social in tranet) from Q2 2016, in order to improve training participation and completion rates.

e an ti-bribery and corruption training and updated that policy for all staff, including a video presentation by our corporate counsel. Finally, we are rolling out a new e-learning app within Hive (our social in tranet) from Q2 2016, in order to improve training participation and completion rates. What challenges and opportunities do you see for MTG in 2016? We are involved in an ongoing transformation from a traditional broadcaster to a digital enter tainer. We want to be the number 1 choice for digital video consumers in all of our markets. We have changed our management and organisa tional structure, bought new companies and sold non-core assets. People are consuming more and more video, and we have more content and more products than ever before, so we have a huge opportunity. It is now about engaging with viewers in as many relevant ways as possible. We still need to bed down the new structures, and still aim to grow our profits at the same time as we accelerate our top line growth, and that is quite an exercise. Our growth and expansion must create sustaina ble value for all of our stakeholders – that is our ambition and our responsibility.

Pages: 62
Words: 33,818
Type: Report

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