Financial · January 1, 2016

Corporate Responsibility Report 2016

Summary

The 2016 corporate responsibility effort positions MTG’s transformation around four pillars—media responsibility, social impact, business ethics and environmental care—grounded in a materiality analysis that consulted more than 400 internal and external stakeholders and identified content quality as the top issue. The strategy aligns with the UN Global Compact, particularly SDG 5 on gender equality, and sets measurable targets such as a 20 % reduction in energy use by 2020. During the year MTG generated SEK 17.3 billion in net sales and SEK 1.35 billion in operating income while employing roughly 3,800 staff. The company secured inclusion in the Dow Jones Sustainability Index and RobecoSAM’s Sustainability Yearbook, and reported a 7 % decline in total greenhouse‑gas emissions, supporting its environmental ambition. A 20 % energy‑use cut is pursued alongside a modest 13 % share of locally produced content. Social initiatives emphasized gender diversity through a fourth Women in Tech event, a “Women Up” leadership program for 30 high‑potential women, and internal role‑model promotion. Community programmes reached children in Bulgaria, Estonia and Latvia, covering obesity prevention, science outreach, adaptive sports, robotics and animal care. Governance was reinforced by a zero‑case record of confirmed corruption, a fully independent six‑member board, and a comprehensive data‑protection rollout that trained over 90 % of senior managers and prepared the organization for GDPR compliance. Corporate‑giving fell sharply, with media‑time donations down 55 % and cash contributions reduced to KSEK 1 217, while volunteer hours dropped to 374. Assurance by Ethos International confirmed overall data accuracy, noting minor calculation errors and recommending stronger HR data management and deeper integration of CSR into acquisition strategy. The scope covers all fully controlled MTG operations, subsidiaries, leased facilities and the 50 %‑owned GES Media Holding, excluding pay‑TV channels on third‑party platforms and markets no longer served, such as Ghana, Hungary, Russia, Tanzania and Ukraine.

From the report

Contents Our Approach Business Ethics Letter from the CR Team Highlights 22 Letter from the CR Team 1 Highlights 22 Letter from the CEO 2 Effective Anti-corruption and Anti-bribery Management 23 CR Strategy and Materiality 4 Esports Ethics Partnerships 23 MTG Overview 6 Data Protection and Privacy 24 How We Govern 25 Media Responsibility Our Stakeholder Engagement 26 Value Chain 27 Evironmental Care / Highlights 8 Responsible Content 9 Highlights 28 Minors Online Protection 10 Our Environmental Work 29 Broadcast Compliance 11 Environment in Esports 29 Social Impact About the Report Social Impact About the Report Highlights 12 Objectives and Achievements 30 People of MTG 13 Workforce Data 32 Diversity and Equality 14 Corporate Giving Data 36 Women Up 15 Environmental Data 36 Careers in Brief 16 Financial Data 37 Diversity in Esports 18 Compliance Data 37 Game Changers 19 GRI Index 38 Change Leaders Support 20 Report Boundaries 42 Safety and Security of Employees 21 Independent Assurance Statement 43

Letter the from CR Team Welcome to our 2016 Corporate Responsibility Report! Today, MTG delivers memorable digital experiences that engage millions of people around the world. We’re on an exciting journey to become a leading digital video entertainer. Our ambition is greater than ever – and so are our responsibilities. MTG’s vision is to shape the future of responsible entertainment. During 2016, we reinforced our Corporate Responsibility strategy to reflect this vision. We talked to our customers, partners, investors and employees to learn what matters most to them. We also have an ongoing strategic dialogue with our global media peers through the Responsible Media Forum, which helps us drive responsibility both in our business and across the industry. As a result, we will focus on four areas. We aim to offer responsible entertainment, while acting ethically, committing to our employees, and managing our limited impact on the environment. In this report, we show our progress and share what we’ve learned along the way. Most importantly, we hear from MTG’s employees and stakeholders. Great storytelling is what MTG is all about – and our diversity, our commitment to local content and what it’s like to be the world’s leading female Counter-Strike player are some of the most inspiring stories we’ve heard all year. It’s a reminder that our business is on the right path, and it strengthens our belief that responsible entertainment is the right kind of entertainment Explore our stories and get in touch to let us know what you think, or to join us in our journey.

he most inspiring stories we’ve heard all year. It’s a reminder that our business is on the right path, and it strengthens our belief that responsible entertainment is the right kind of entertainment Explore our stories and get in touch to let us know what you think, or to join us in our journey. Mauro Silva Lena Ander SVP, Head of Brand Experience Senior Corporate and Corporate Responsibility Responsibility Manager GRI REFERENCE

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Format: PDF
Type: Financial

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Letter from the CEO “At MTG, corporate responsibility During 2016, we accelerated our strategic transformation (CR) is at the very core of our from a traditional broadcaster into a leading digital video entertainer. We’re investing in relevant, complementary and business, and is closely and scalable content and communities – and as a result, we’re now delivering amazing experiences that reach more people, carefully integrated with our in more places and on more devices than ever before. strategy, values and culture.” MTG’s ESL and DreamHack businesses make us the biggest player in esports – a sector expected to engage almost 200 million enthusiasts in 2017. Through Zoomin.TV, we operate the world’s fifth largest digital video network with 2 billion monthly views, while Splay is the largest network in the Nordic region. And we recently invested in InnoGames, which develops and publishes games with 150 million registered players. Our broadcast TV and video streaming services, meanwhile, offer storytelling that’s off the charts. This transformation is driven by our desire to shape the future of entertainment. Through smartphones, tablets and ultra-fast broadband networks, people of all ages and backgrounds now turn to digital content, platforms and communities in order to be entertained, informed and engaged. Our product development is all about staying relevant and being where the audience is. When eyeballs shift, we always try to get there first. get t Broader horizons bring broader responsibilities.

Achievements and progress plan that proactively meets the demands of the General Data At MTG, corporate responsibility (CR) is at the very core of Protection Regulation that comes into force in May 2018. And our business, and is closely and carefully integrated with our we will focus on creating even more inclusive and accessible strategy, values and culture. We reinforced our CR strategy content that reflects the diversity of our audiences, while with four focus areas in 2016 – media responsibility, social upholding human rights and freedom of expression. impact, business ethics and environmental care. We will set new CR objectives and targets for 2020 and We are committed to the UN Global Compact, OECD Guidelines for Multinational Enterprises, and the UN Guiding Principles for Business and Human Rights. Our ambition is for these principles and values to guide everything we do, and to become the foundation for MTG’s Code of Conduct and policy framework. Our sustainability outlook connect them to relevant UN Sustainable Development Goals, in order to create even greater societal value. We are particularly committed to Goal #5: achieve gender equality and empower all women and girls. Consumer behaviour, media formats and storytelling techniques keep evolving, and so will we. And as we transform into the leading digital entertainer in each of our markets and reach more people than ever before, we have an opportunity

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