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MTG Corporate Responsibility Report 2009

The 2009 Modern Responsibility Report presents Modern Times Group’s (MTG) effort to embed corporate responsibility across its broadcasting and media operations while navigating the aftermath of the 2008‑09 financial crisis. The report’s thesis is that a structured, multi‑pillar responsibility programme can coexist with commercial growth, even as the group expands its channel portfolio and geographic reach. In 2009 MTG recorded net sales of SEK 14.2 billion and launched three new channels—TV3 Puls, Prima COOL and Viasat Hockey—while completing a major restructuring of its Bulgarian assets. Despite revenue growth, operating income fell to a loss of SEK 1.4 billion and basic earnings per share turned negative at ‑30.86 SEK. The responsibility framework, introduced in 2004, is now governed by the CEO, board directors, a central committee and local “Green Ambassadors,” with KPIs, internal audits and external consultancy guiding progress. Targets for 2010 include broader KPI coverage, reduced carbon emissions and enhanced stakeholder communication across business, broadcast‑marketing, colleague and community dimensions. Employee engagement proved strong: 86 % of the 2,906 staff across 38 national markets completed the annual survey, 88 % expressed enthusiasm for their work and 90 % embraced the company’s three lead words. Gender balance approached parity overall (52 % male, 48 % female) though managerial levels remained skewed (63 % male, 37 % female). Internal recruitment accounted for 40 % of hires. The carbon footprint for 2009 amounted to roughly 13 000 t CO₂e across 19 countries, split evenly between facilities and office‑supply material use, with an intensity of 4.2 t CO₂e per employee (0.9 t per MSEK turnover). ISO 14001 certification for the Swedish radio division and energy‑efficient headquarters illustrate concrete mitigation steps. Partnerships with WWF and Sweden’s BLICC, together with expanded carbon‑footprint audits, underscore MTG’s commitment to environmental stewardship within the

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Modern Times GroupJan 2009

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MTG Corporate Responsibility Report 2008

Modern Times Group’s Modern Responsibility programme, launched in 2004, is presented as a strategic framework for leveraging entertainment to create social and environmental value across the company’s global operations. The initiative is positioned as core to MTG’s mission to “maximise the power of entertainment,” with responsibility articulated through five measurable pillars: community, environment, colleagues, broadcasting standards, and marketing. In 2008 the group reached 125 million viewers in 30 countries, operating 70 brands across television, radio, online retail and production. Financial performance showed net sales rising to SEK 13.2 billion and operating income to SEK 2.6 billion, while basic earnings per share more than doubled to SEK 43.25. Employee data indicate an average workforce of 2 810, with 35 % female representation, a 22 % turnover rate and 461 training days delivered to 46 % of staff. Community engagement generated 78 million SEK of donated airtime and raised 56 million SEK for charities, while environmental actions reduced office energy use by 28 % relative to national standards and produced a total carbon footprint of 4 223 tonnes CO₂ (3.0 t per employee), calculated under the Greenhouse Gas Protocol with external verification. Stakeholder governance is overseen by senior management, a dedicated coordinator and a Modern Responsibility Committee, supported by local ambassadors in each market. Reporting draws on internal data, carbon accounting from Tricorona Climate Partner, and regular stakeholder feedback through surveys and focus groups. The 2008 snapshot underscores MTG’s expanding footprint, its commitment to ethical broadcasting, and its ambition to deepen responsibility reporting in subsequent years.

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Modern Times GroupJan 2008

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Modern Responsibility Report 2011

MTG’s 2011 corporate responsibility strategy centers on integrating ethical business practices, environmental stewardship, and social engagement across its operations in 39 countries. By aligning its governance with the Global Reporting Initiative framework and securing a position in the FTSE4Good Index, the company demonstrates a commitment to transparency and high-level sustainability standards. The primary objective is to balance commercial success with a robust social mandate, ensuring that broadcasting and production activities contribute positively to the diverse markets in which the company operates. Operational performance in 2011 was marked by the successful achievement of 14 out of 15 short-term sustainability goals. Environmental efforts proved particularly effective, as the company exceeded its carbon reduction target by achieving a 6% decrease in emissions per employee through enhanced energy efficiency and facility management. Simultaneously, the company prioritized internal governance by updating anti-bribery and corruption policies and ensuring 100% employee participation in regulatory training. Workforce development was further bolstered by the launch of the Modern People career platform and expanded training through the MTG Academy, which aims to address gender representation in management and foster professional growth. Social impact remains a core pillar of the company’s mission, evidenced by significant charitable contributions and community-focused programming. In 2011, the company donated 146 million SEK in airtime and raised 37 million SEK for health and welfare initiatives. Beyond financial support, the company utilized its media reach to promote social cohesion through projects like the United for Peace football tournament. Furthermore, the organization maintained a strong focus on consumer protection, particularly regarding child safety in digital and traditional media, while increasing accessibility through expanded subtitling services. These combined efforts reflect a comprehensive approach to corporate citizenship that emphasizes both internal compliance and external community development.

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Modern Times Group

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Supplementary Explanation: FY 2020 Third Quarter GREE Results

The supplementary explanation clarifies the financial performance of GREE for FY 2020 third quarter. It attributes the quarter‑over‑quarter decline in sales to a strategic shutdown of certain titles during a portfolio reevaluation and weaker results in the Advertising and Media segment, both influenced by the COVID‑19 pandemic. Conversely, operating income rose because high‑margin first‑party IP titles performed strongly and promotional costs were streamlined. The COVID‑19 crisis is noted to have indirectly affected the Game Business through postponed anime broadcasts and directly impacted the Advertising and Media business. For the fourth quarter, GREE projects continued weakness in sales and income within the Advertising and Media segment due to ongoing pandemic effects. The company plans restructuring measures under the assumption that COVID‑19 will persist, acknowledging a potential one‑time loss in Q4 but expressing confidence in establishing a solid earnings base from FY 2021 onward. The explanation covers Japan‑centric operations, focusing on game and media revenues for the fiscal year ending 2020. It relies on internal financial data, portfolio reviews, and cost‑management initiatives to explain performance shifts. The narrative emphasizes strategic adjustments in response to market disruptions, projecting a recovery trajectory beginning with the next fiscal year.

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GREE

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Summary of Main Questions and Answers at the FY2018 First Quarter GREE Results Briefing

The briefing, held on October 27 2017, focused on GREE’s first‑quarter FY2018 performance and future strategy. Commission fees rose quarter‑on‑quarter, driven by overall sales growth and a higher proportion of revenue from partner titles with strong intellectual property. Advertising spend outlook for the second quarter varies by segment: the game and entertainment arm will tighten costs while continuing to invest in advertising for its expanding user base, expecting a return on investment. Coin consumption is projected to dip temporarily after the strong start of Q4 FY2017 releases, yet titles such as *Another Eden: The Cat Who Goes Beyond Time*, *SINoALICE*, *Senki Zesshou SYMPHOGEAR XD Unlimited*, and *Is It Wrong to Try to Pick Up Girls in a Dungeon: Memoria Freeze* drove robust coin usage in Q1. GREE’s overseas native‑game development pipeline is expected to take a minimum of three months from announcement to launch, averaging six months. The company emphasizes delivering versions faithful to the original Japanese product and local operation for success in China, noting that Chinese users prefer authenticity and require localized fine‑tuning with strong local partners. In the VR arena, GREE is expanding its development knowledge base and partnering to provide access points for users lacking personal VR hardware, anticipating market growth. Regarding the domestic native‑game environment, GREE acknowledges rising user expectations and a challenging acquisition landscape. Leveraging its financial strength and industry relationships, the company plans large‑scale development and mixed‑media initiatives to deliver hit titles. Sales of native games are expected to experience a temporary decline before operations are strengthened—through larger support teams, content enhancement, overseas launches, and tailored promotional activities—to drive subsequent growth.

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GREE

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Summary of Main Supplementary Explanations Questions and Answers: GREE FY2022 Second Quarter Results

The briefing clarifies GREE’s strategic focus and financial outlook for the second quarter of FY2022. The company announces that “Heaven Burns Red” will launch on February 10, noting strong pre‑registration figures and fan enthusiasm. For the “REALITY” platform, GREE reports accelerated promotional efforts that have boosted North American sales per user; future plans emphasize continued marketing and feature development to position REALITY as a daily communication service. In the Investment and Incubation Business, unrealized gains on listed shares have fallen due to broader market declines, yet the firm maintains sizable gains and expects long‑term profitability despite short‑term exit timing effects. Capital strategy is highlighted through a substantial share repurchase program aimed at sustaining an ROE above 10 % and maintaining listing status in the Tokyo Stock Exchange’s prime section, even as share‑outstanding ratios approach regulatory thresholds. The “Money held in trust” line item is explained as short‑term, low‑risk investments treated similarly to cash. Finally, the company projects third‑quarter operating income for its Internet and Entertainment segment between ¥1.5 billion and just under ¥2.0 billion, driven by contributions from new titles. Overall, the presentation outlines GREE’s product rollout plans, market expansion tactics, investment portfolio resilience, capital allocation priorities, and near‑term earnings expectations within the broader context of a recovering market environment.

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GREE

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Summary of Questions and Answers: FY2017 2Q GREE Results Briefing

The briefing clarified GREE’s strategic focus for FY2017 and beyond. The company confirmed that a smartphone adaptation of Wild Arms, developed with ForwardWorks Corporation, remains in the FY18‑later pipeline. To stabilize coin‑consumption revenue from its game operation segment, GREE plans to shift operations of select titles to Vietnam and enhance marketing efficiency as its portfolio expands. New ventures in video advertising and virtual reality are expected to reach profitability by FY2019, while the acquisition of 3Minute is positioned as an investment in video‑content capabilities to support broader growth. Regarding intellectual property, GREE indicated that its development pipeline includes both partner‑owned IP and its own assets, aiming for a balanced mix. The company highlighted Rara‑MAGI’s strong launch performance and noted that coin consumption for other overseas native titles has declined quarter‑over‑quarter, though a new title is slated for late second half release. Seven titles scheduled for the latter half of the year will see roughly half released in Q3 and the remainder in Q4, with Rara‑MAGI already live. Operating income is projected to dip in Q3 due to increased fixed costs from new releases. GREE will evaluate ongoing titles, closing those unlikely to grow while reallocating resources to high‑potential games. Poor performance is attributed mainly to insufficient content depth or breadth at launch, and lessons learned will inform future development.

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GREE

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PEGI: European Game Information

The text serves as an educational and promotional overview of the Pan‑European Game Information (PEGI) rating system, using a comic‑style narrative to capture the attention of younger gamers while delivering core information about age‑based content classification. Its central thesis is that PEGI provides the most comprehensive mechanism for informing consumers about video‑game suitability, thereby ensuring safe and informed purchasing decisions across Europe. Key points emphasize that PEGI operates in more than thirty countries and employs a traffic‑light colour scheme to convey age recommendations: green icons for games suitable for all audiences (ages 3 and 7), amber for intermediate levels, and red for titles restricted to adults (18+). The system also includes content descriptors that clarify specific elements that may affect suitability, reinforcing transparency for parents and players. The narrative illustrates the progression through various “worlds” representing age brackets—3, 7, 12, 16, and 18—highlighting that each tier is tailored to increasingly experienced gamers. The scope is continental, covering the European video‑game market and all major platforms, with references to the official website and downloadable applications for iPhone, Android, and Windows 7 Phone. No empirical methodology is presented; the piece relies on descriptive exposition and visual storytelling rather than survey data. Overall, the material positions PEGI as a reliable, universally adopted standard that guarantees 100 % informed choice for consumers.

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AEVI

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Adjust Guide to Deep Linking

This technical guide outlines the strategic importance and functional mechanics of deep linking within the mobile app ecosystem. The primary thesis is that deep links are essential tools for streamlining the user experience, reducing friction, and driving higher conversion rates compared to standard mobile web interfaces. By directing users to specific in-app content rather than generic homepages, marketers can significantly improve retention and re-engagement through targeted campaigns across email, social media, and SMS. The scope of the analysis covers the technical distinctions between three primary types of links: default, deferred, and contextual. Default deep links function only when an app is already installed, while deferred deep links—facilitated by specialized SDK integrations—route non-users to the appropriate app store before delivering them to the intended internal page upon installation. The guide also examines platform-specific solutions like Apple’s Universal Links, noting their ability to prevent error messages while highlighting limitations regarding attribution data and support within major apps like Facebook. Key data points emphasize the commercial impact of native app environments, noting that consumers purchase at three times the rate of the mobile web. Furthermore, with 70% of emails opened on mobile devices, the integration of deep links into owned media channels is presented as a critical driver of revenue. The conclusion suggests that as digital interactions expand into voice, television, and automotive platforms, deep linking and cross-device tracking will remain the foundational technology for maintaining a cohesive and measurable mobile marketing strategy.

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Adjust

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Corporate Responsibility Report 2020

World Alzheimer's Day 2020: Ending The Stigma Aroui In support of this year's theme - 'Let's talk about dementiar - Elsevier articles and book chaptets focused on challenging the fear and stigma assoclated 2 ZERO 3 GOOD HEALTH QUALITY 5 GENDER 6 HUNGER AND WELL-BEING EDUCATION EQUALITY ABLECTES 12RESPONSIBLE 13CUMATE 14 UNITMES CONSUMPTION ACTION BELOW WATER RELX is a global provider of information-based analytics and decision tools for professional and business...

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RELX

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Modern Responsibility Report 2009

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.

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Modern Times Group

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Bushiroad Announces Bushiroad EXPO 2026

Bushiroad Inc. announces the return of its global event series, Bushiroad EXPO 2026, expanding to 20 regions worldwide. The inaugural 2026 venues are Taipei, Bangkok, and Chicago, each slated to host exhibitions, stage events, trading card game (TCG) demo sessions, and merchandise sales. The expansion follows the successful 2024 and 2025 editions, indicating a strategic push to broaden international reach and fan engagement. The event will showcase Bushiroad’s diverse portfolio, including trading card games, console titles, music releases, stage performances, anime content, and related merchandise. While specific schedules and featured contents remain to be announced, the press release highlights a commitment to delivering a varied and immersive experience across multiple markets. The initiative reflects Bushiroad’s intent to strengthen its global presence, leveraging the popularity of its intellectual properties and community-driven events. The announcement is directed at fans and partners, underscoring gratitude for ongoing support and inviting participation in the expanded expo series.

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Bushiroad

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Summary of Main Supplementary Explanations Questions and Answers: FY2024 Third Quarter Results Briefing

The briefing clarified that the FY2024 third‑quarter earnings improvement in GREE’s Game and Anime Business stemmed from two primary initiatives: a more efficient promotional strategy following the second anniversary of “Heaven Burns Red,” and a comprehensive reorganization that reassigned staff to higher‑margin projects. The company emphasized multiplatformization as a strategic priority, noting active preparations for console game development to capture broader market segments. In the VTuber segment, planned investments focus on expanding management capacity in line with a growing talent roster and enhancing live‑event production, merchandise marketing, and fan engagement metrics such as concurrent viewer counts. While these initiatives are expected to drive near‑term sales, the company views sustained growth as contingent on deepening fan base loyalty. Financial outlooks presented exclude investment business figures. Consolidated operating income for the fourth quarter is projected at approximately ¥1.5 billion, and full‑year FY2024 earnings are estimated between ¥5–6 billion. These targets reflect the company’s confidence in its streamlined operations and strategic expansion across gaming, anime, and VTuber platforms.

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GREE

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Summary of main supplementary explanations questions and answers at the FY2020 First Quarter GREE results briefing held on October 30, 2019

The briefing addressed key financial and operational questions for GREE’s first quarter of FY2020. A decline in sales was attributed to a reactive drop following anniversary events for major titles in the previous quarter and strategic title transfers aimed at improving profitability. Management projected operating income of roughly ¥0.5 billion for the second quarter, with strong expectations for core titles but a continued decline in browser game revenue; advertising spend was to increase on high‑potential games. Overseas distribution of SINoALICE remains uncertain in China due to regulatory approval, while other regions rely on local partners and progress is ongoing. Global release strategy now allows simultaneous launches in Japan and abroad, with timing set on a case‑by‑case basis after partner consultation. Challenges for AFTERLOST – Shoumetsu Toshi include attracting new fans while retaining existing ones, despite extensive fan‑targeted measures. Cost‑cutting through title transfers is viewed as a means to improve profitability, with plans to broaden the title lineup. Earnings contribution from REALITY depends on internal factors such as lifetime value enhancement and external 5G infrastructure development; the focus is on steady content portfolio expansion and platform functionality rather than rapid growth before full infrastructure deployment.

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GREE

Library

MTG Corporate Responsibility Report 2009

MTG Corporate Responsibility Report 2008

Modern Responsibility Report 2011

2020 Corporate Responsibility Report

Supplementary Explanation: FY 2020 Third Quarter GREE Results

Summary of Main Questions and Answers at the FY2018 First Quarter GREE Results Briefing

Summary of Main Supplementary Explanations Questions and Answers: GREE FY2022 Second Quarter Results

Summary of Questions and Answers: FY2017 2Q GREE Results Briefing

PEGI: European Game Information

Adjust Guide to Deep Linking

Corporate Responsibility Report 2020

Modern Responsibility Report 2009

Bushiroad Announces Bushiroad EXPO 2026

Summary of Main Supplementary Explanations Questions and Answers: FY2024 Third Quarter Results Briefing

Summary of main supplementary explanations questions and answers at the FY2020 First Quarter GREE results briefing held on October 30, 2019