Library

The German games industry reached a total revenue of 9.97 billion euros in 2023, marking a 6 percent increase driven largely by hardware sales, mobile gaming, and in-game purchases. Despite this financial expansion and a 52 percent growth in the number of development and publishing companies since 2020, the sector faces a period of cooling optimism. A challenging international economic climate, coupled with the unpredictability of federal funding, has slowed the pace of new company formations and employment growth. While Germany maintains its position as the largest games market in Europe, domestic developers are increasingly disadvantaged by a reliance on fixed-budget funding models that lack the stability of the tax credit systems utilized by international competitors.

To secure long-term competitiveness, the industry is advocating for a transition to a hybrid, tax-based funding model. Strategic priorities for 2024 include the cultivation of a specialized workforce, the integration of gaming into educational frameworks, and the expansion of digital infrastructure. These efforts are complemented by a strong commitment to social and environmental responsibility. A significant majority of companies have adopted sustainability measures, such as transitioning to green energy, while industry-led initiatives continue to promote diversity, combat toxicity, and provide professional support for esports athletes through structured talent development programs.

The industry’s cultural and economic influence remains anchored by the global success of gamescom, which continues to expand its international footprint through satellite events in Singapore and Brazil. Furthermore, the sector is prioritizing rigorous youth protection standards and the promotion of games as essential cultural and educational tools. By balancing these community-focused initiatives with a push for more consistent federal policy, the German games industry aims to solidify its status as a premier global hub for development, innovation, and esports, ensuring both economic resilience and social sustainability in an evolving digital landscape.

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.

MTG’s 2014 operational strategy centered on the integration of corporate responsibility into its core business model, prioritizing digital data protection, the rights of minors, and the preservation of freedom of expression. By aligning operations with UN Global Compact and OECD guidelines, the company achieved net sales of 16,746 MSEK while maintaining a rigorous ethical framework. This governance structure included the implementation of a new supplier code of conduct, mandatory anti-bribery training, and the introduction of an external whistleblower system, resulting in zero confirmed cases of corruption during the fiscal year.

The company’s commitment to social and environmental stewardship was evidenced by a 33% reduction in energy consumption per employee since 2010 and an improved CDP score of 90B. Beyond internal efficiency, MTG leveraged its media platforms to double donated airtime for social and environmental causes. HR initiatives focused on decentralizing operations to empower local markets, fostering a diverse workforce of 4,111 employees representing 44 nationalities. While the company successfully promoted initiatives like Women in Tech, it acknowledged ongoing challenges regarding gender pay parity and high turnover rates in sales-intensive roles, leading to the restructuring of certain internal development goals.

Operating across diverse geographic regions, MTG maintained strict neutrality and regulatory adherence through robust content rating systems and parental controls. Independent assurance provided by Ethos International confirmed that the company’s performance indicators met the Core level of the Global Reporting Initiative G4 guidelines. While the organization successfully met most targets regarding data protection and environmental impact, auditors recommended the adoption of advanced digital management systems to enhance the accuracy of future human resource data collection, ensuring continued transparency and operational efficiency in subsequent reporting periods.

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.

Everplay, a global video game developer and publisher, maintains a firm commitment to preventing modern slavery and human trafficking across its operations and supply chains. Covering the financial year ending December 31, 2025, this statement fulfills the requirements of the Modern Slavery Act 2015. The organization operates with approximately 370 employees across the UK, Ireland, Germany, the USA, and Canada, maintaining a business model that relies primarily on intellectual property and digital services rather than physical manufacturing, which inherently limits its exposure to modern slavery risks.

The company’s supply chain is primarily composed of third-party development partners, royalty recipients, and external service providers for localization and quality assurance. While the overall risk profile is considered low, the organization identifies quality assurance and localization as areas requiring heightened vigilance. To mitigate these risks, Everplay mandates that all new and renewing contracts include specific clauses requiring supplier compliance with the Act, granting the company the right to terminate agreements in the event of a breach.

Governance of these efforts is overseen by the Audit Committee, which reports to the Board of Directors at least twice annually. The company utilizes a multi-layered approach to risk management, incorporating internal policies, annual risk register reviews, and an external third-party whistleblowing hotline to ensure transparency and accountability. To date, these measures have proven effective, with no reported incidents of modern slavery. Everplay continues to prioritize employee and stakeholder awareness through ongoing training and the integration of anti-slavery protocols into its broader corporate governance framework.

NEXON Co., Ltd. announced the Board’s selection of candidates for its 24th Annual General Meeting on March 25, 2026. The slate includes six directors, among them two new outside directors and three individuals who will serve concurrently on the Audit and Supervisory Committee. Current executives Junghun Lee, Shiro Uemura, Patrick Söderlund and Daehyun Kang are retained. New appointments comprise Alexander Iosilevich, a seasoned investment‑banking executive with no shareholding in NEXON, and Kaoru Hattori, a Japanese lawyer and partner at Nagashima Ohno & Tsunematsu who also holds trustee and board roles in Toyo Seikan Group Holdings. The Audit and Supervisory Committee will be strengthened by Shiro Kuniya, Naoya Tsurumi—an experienced Sega executive with extensive leadership roles across SEGA subsidiaries—and Hanmin Cho, a private‑equity professional who has led investment divisions at NXC Corporation and holds directorships in NXMH B.V. and Bitstamp Limited.

The announcement details each candidate’s career trajectory, concurrent positions, and share ownership (all new candidates hold zero shares). The selection aligns with Korean Companies Act provisions for outside directors and reflects NEXON’s strategy to blend internal leadership continuity with external expertise in finance, gaming operations, and regulatory oversight. The candidates’ diverse backgrounds—spanning global investment banking, legal practice, gaming industry leadership, and private‑equity management—are intended to enhance governance, strategic direction, and risk oversight for the company’s operations in South Korea and its international markets.

wynagrodzenia róznicowana jest w zaleznosci od petnionej funkcji czy zajmowanego stanowiska). Wynagrodzenia uzyskiwane przez osoby zarzadzajace oraz osoby zarzadzajace wyzszego szczebla w Spótce obejmuje wynagradzanie akcjami, opcjami na akcje lub innymi prawami nabycia akcji, jak równiez wynagrodzenie nie jest ustalane w oparciu o zmiany cen akcji. PISMO ZARZĄDU WEWNETRZNEJ I ZARZADZANIA RYZYKIEM Szanowni Akcjonariusze i Inwestorzy raportów finansowych.

Piotr Sulima’s professional trajectory spans academia, consulting, and business development across Poland and internationally. He holds a PhD in Management from the Warsaw School of Economics (2010‑present) and an MBA, complemented by a master’s degree from the University of Illinois at Urbana‑Champaign (2009‑2010). Earlier academic credentials include a master’s in International Relations from the University of Warsaw (1995‑1999) and postgraduate managerial studies at the Warsaw School of Economics (2001‑2007).

Professionally, Sulima has led growth initiatives for several firms. From 2012 onward he owns Dyna Consulting, a boutique advisory agency executing national and mid‑regional projects. Between 2008 and 2012 he served as Business Development Director at Chronos Consulting Polska, part of the Deloitte Technology Fast 500 EMEA‑listed Coberon‑Chronos Group, where he managed Fortune 500 client engagements. Earlier roles include Business Development Manager at Network Technologies Polska (2007‑2008), Sales Manager positions at Polish News Bulletin Co. and Akces‑Benefit (2004‑2008), and assistant roles at Intercam Co. Ltd. and Curtis Inc. Group (1997‑2001).

His language proficiency is fluent English with FCE, CAE, CPE certifications; basic German and Russian. Technical skills cover Windows, Office, Lotus Notes/Domino, Linux Ubuntu, and macOS.

Sulima’s extracurricular involvement includes volunteering with a Maltese medical service (2013‑present), vice‑chairmanship of SMT SA’s supervisory board (since 2011), and long‑standing participation in youth, student, and sports organizations. His interests feature motorcycling (Harley Owners Group) and skydiving (Polish Association of Air Sports).

The statement, issued by Marcin Przasnyski, Chairman of the Supervisory Board of 11 bit Studios SA on 14 June 2013, announces his decision not to seek re‑election for the next three‑year term. Przasnyski expresses gratitude to shareholders and board members for their trust and collaborative work during a critical phase of the company’s development and public listing. He cites extensive time commitments to other projects at various stages as the primary reason for stepping down, while affirming continued strategic investment in 11 bit Studios. The declaration includes a lock‑up commitment until the end of the following year, except in extraordinary circumstances such as a call, merger or acquisition. The statement underscores transparency and equal access to information for all market participants, reflecting the company’s commitment to governance standards. The document is a formal communication from the board chair to shareholders, covering the period up to mid‑2013 and focusing on corporate governance within the Polish capital market. No additional data, statistics or methodological details are provided beyond the personal commitment and governance context.

The internal task and responsibility diagram for PCF Group S.A. outlines the governance structure under a single‑person board headed by the President of the Board. The purpose is to clarify how executive duties are distributed within the company’s management framework, in compliance with Polish corporate governance guidelines and the 2016 Good Practices for Companies listed on the Warsaw Stock Exchange. The document specifies that the board, represented by the President, manages all non‑reserved corporate activities, including legal, financial, and operational matters. It further details the President’s core responsibilities: overseeing day‑to‑day operations, financial management and compliance, legal and accounting oversight, strategic planning including M&A transactions, production supervision across the Group, development team management, contract acquisition and negotiation—particularly for video game publishing agreements—and liaison with licensors. The President also holds authority to establish an internal audit function, appoint auditors, and report audit findings. Governance is governed by the Board’s regulations adopted by the supervisory board, with additional constraints from statutory law, the company’s articles of association, and resolutions by the supervisory board and general meeting. The scope covers all business areas of PCF Group, with a focus on production, development, and licensing within the video‑game sector. The methodology is purely structural, presenting a hierarchical responsibility map rather than empirical data or statistical analysis.

The notice explains that PCF Group S.A., headquartered in Warsaw, is the data controller for personal information of its shareholders, their agents and representatives. Data are sourced from the National Securities Depository or directly supplied by shareholders to verify ownership, share quantity, voting rights and representation. Processing activities cover the preparation of shareholder lists for general meetings, attendance records, agent authorisations, and other legal obligations under Polish corporate law, public offering statutes, and EU GDPR. The company may also use contact details for communication and employ video surveillance within its premises, with recorded footage retained no longer than three months.

Recipients of the data include other shareholders and authorised parties under legal provisions, as well as service providers assisting business processes such as cloud or telecommunication services. Transfers outside the European Economic Area are permitted only under contractual safeguards, such as standardised data‑processing agreements approved by the European Commission.

Personal data are retained for the duration of shareholder status, extended if necessary to pursue or defend legal claims, and thereafter only as required by accounting regulations. Shareholders and their agents retain rights to access, rectify, erase or restrict processing, object to lawful interest‑based processing, and lodge complaints with the Polish Data Protection Authority. Providing personal data is voluntary but essential for participation in general meetings or to receive corporate communications; failure to provide required information will preclude such engagement. No automated decision‑making or profiling is applied to the data set.

The report announces the appointment of supervisory board members for PCF Group S.A. on 14 January 2021, following a declaration by the group of entitled shareholders. Under Polish corporate statutes and the 2018 Ministry of Finance regulation on current information, the board now includes Mikołaj Wojciechowski, Krzysztof Dolias, and Bartosz Biełuszko, all elected pursuant to the shareholders’ personal rights. Wojciechowski is designated as chairman of the supervisory board.

The document confirms that all required information under § 10 of the Ministry regulation is incorporated in the company’s prospectus, approved by the Polish Financial Supervision Authority on 25 November 2020, and remains current as of the report date. No additional data or statistics are presented; the scope is limited to the corporate governance update for PCF Group S.A. in Poland, covering a single event within the 2021 reporting period. The methodology is straightforward: the board composition was determined by shareholder vote in accordance with statutory provisions, and the report serves to inform stakeholders of this change.

The report announces the resignation of Dr. Aleksander Ferenc from the Supervisory Board of PCF Group S.A., effective March 3, 2022. The board’s decision is communicated in compliance with Polish financial regulatory requirements, specifically the 2018 Minister of Finance regulation on ongoing information obligations for issuers. The announcement confirms that Dr. Ferenc’s resignation was submitted and accepted on the same day, and expresses gratitude for his contributions to the company.

Simultaneously, the report states that Dr. Ferenc will continue to support PCF Group S.A.’s parent company, People Can Fly, in mergers and acquisitions (M&A) and integration activities from March 3, 2022 onward. No additional data on financial performance or strategic initiatives are provided; the focus remains strictly on governance changes and the continuity of Dr. Ferenc’s advisory role within the broader corporate group.

The scope is limited to PCF Group S.A., a Warsaw‑based entity, and its parent company People Can Fly. The time frame is the specific date of resignation, March 3, 2022, with implications for ongoing M&A support. Methodology is not applicable beyond the regulatory reporting framework mandated by Polish financial law.

PCF Group S.A. has initiated a workforce reduction affecting over 60 employees previously assigned to the development of Project Gemini. This decision follows the formal suspension of all development activities related to the title, which was being produced in Europe under a work-for-hire agreement with Square Enix Limited. The restructuring is a direct consequence of the publisher’s failure to provide a subsequent executive agreement, rendering the future of the collaboration and the project’s continuation untenable.

The termination of the development team marks a significant shift in the company’s operational strategy regarding this specific partnership. By failing to secure a follow-up contract, the company faced critical uncertainty regarding the project's viability, necessitating the immediate downsizing of the dedicated staff. This action reflects the inherent risks associated with the work-for-hire business model, where project continuity is heavily dependent on the publisher’s commitment to ongoing executive agreements.

Management maintains that the current status of Project Gemini remains uncertain, and no further development work is scheduled at this time. Future updates regarding the project’s status or potential changes to the company’s relationship with the publisher will be disclosed as they arise. This reduction represents a definitive step in mitigating the financial and operational impact caused by the cessation of work on the project.

PCF Group S.A. has initiated a significant workforce reduction following the recent suspension of development on Project Bifrost. This strategic decision marks a shift in the company’s internal resource allocation, as the project was previously being developed under a self-publishing model funded entirely by the company’s own capital. The move reflects a broader effort to streamline operations and mitigate financial exposure associated with the project’s cessation.

The restructuring impacts over 50 employees who were directly involved in the development of Project Bifrost. To retain institutional knowledge and maintain operational continuity, the company has extended offers to the remaining staff members to transition into roles within other active projects currently under development by the group. This approach aims to preserve human capital while pivoting resources toward more viable production pipelines.

These actions represent a definitive step in the company’s management of its current portfolio. By reassigning personnel and reducing the headcount associated with the halted project, the organization is adjusting its cost structure to align with its updated strategic priorities. Future updates regarding the status of Project Bifrost will be disclosed as they arise, ensuring transparency regarding the company’s ongoing development activities and organizational adjustments.

The game development industry is currently navigating a period of profound structural instability, characterized by widespread workforce reductions and a pervasive sense of professional anxiety. Despite the rapid integration of artificial intelligence, the primary driver of current career displacement remains studio restructuring rather than technological replacement. While the majority of the workforce remains employed in hybrid or remote roles, a significant portion of professionals are actively reassessing their career trajectories. This climate of cautious realism is reflected in market sentiment, where nearly 40 percent of industry participants anticipate further decline, leading to increased emotional fatigue and a shift in priorities toward time-based benefits, such as the four-day workweek, over traditional office perks.

Geographically, the industry maintains a clear hierarchy in compensation, with North America consistently commanding the highest salary tiers across all seniority levels. In contrast, Central and Eastern Europe continue to function as the most cost-effective hubs for talent acquisition. This regional disparity underscores a broader trend of geographic diversification, as studios balance the need for specialized expertise with the economic realities of global operations. Although the workforce remains mobile, the prevalence of remote work has effectively anchored many professionals, creating a distinct divide where on-site employees demonstrate a significantly higher propensity for international relocation compared to their remote counterparts.

The current landscape is defined by a maturing workforce dominated by mid-to-senior level professionals, accompanied by a concerning decline in new entrants. This demographic shift, coupled with the ongoing volatility in employment, has necessitated more flexible recruitment strategies. Studios are increasingly moving away from traditional hiring models, favoring diverse solutions that range from subscription-based flat-fee packages to comprehensive recruitment process outsourcing. As the industry continues to evolve, these data-driven benchmarks serve as a critical framework for both studios and professionals attempting to navigate the complexities of global compensation and shifting labor market dynamics.

Atec 2024 Corporate Responsibility Report 2024 Corporate Responsibility Report Sustainable progress for an enduring enterprise Sustain s for an enduring enterprise 2024 Corporate Responsibility Report Message from leadership 4 Social 39 Governance 69 Our company 5 Empowered employees 40 Governance framework 70 Building and sustaining Safety and health 46 Cybersecurit...

Leading in a Changing World R 2 ABOUT THIS REPORT 21 ENVIRONMENT 3 Letters from Ecolab’s Chief Executive Officer 22 Environmental Management and Chief Sustainability Officer 23 Energy and Emissions 5 Combatting the Covid-19 Pandemic 31 Water 6 About Ecolab 37 Materials Use and Waste 8 OUR APPROACH 40 Ch...

2020 Report on Corporate Responsibility Our frameworks: Our corporate responsibility report is prepared in accordance with the Global Reporting Initiative’s (GRI) Core Standards, and the Greenhouse Gas Protocol (GHG Protocol). We also provide reporting indices for the Task Force on Climate-related Financial Disclosures (TCFD), and the Sustainability Accounting Standards Board (SASB) Oil & Gas Services Industry Standard - Extractives & Minerals Processing Sector.

While the events of 2020 have tested and tried the world’s resolve in entirely new ways, they also revealed humanity’s determination to adapt and emerge stronger. It was a profound reminder that, when pressed for more, individuals and organizations will rise to reinvent themselves and apply ingenuity to the most challenging of societal problems.