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Report data, objectives, GRI index and much more

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Objectives and achievements

MTG strives to drive positive impacts for all our stakeholders. We therefore work towards clear objectives, targets and achievements at all times. We focus on setting strategic objectives and targets that  complement both our CR strategy and four focus areas: media responsibility, social impact, business ethics and environmental care.

Target 2017 Achievements 2017 Target 2018
Anti-bribery and Anti-corruption
Objective: Zero tolerance of any form of bribery and corruption, or unethical or unlawful behavior in the company and in our business relations.

Continue with targeted training for senior management.

 The focus during 2017 has been to update the Code of Conduct and Group Policies, including an Anti-Bribery & Corruption (ABC) Policy.

 Code of Conduct e-learning training will be launched to all employees in Q1 2018, including a section around anti-bribery & corruption.

 An Anti-Bribery & Corruption e-Learning training is planned for Q3 2018.

 Provide Compliance face-to-face training, incl. anti-bribery & corruption, to selected managers within the MTG Group.

Review of our policies and procedures for increased employee engagement, as well as our e-learning offering, to make sure that they stay relevant, effective and educational.

 New Code of Conduct was launched and 79% of all MTG staff signed. The Code emphasizes the objective of zero tolerance in reference to bribery and corruption.

 A new ABC policy has been written.

 Reach 100% signing of the Code of Conduct.

 Board approval of the ABC policy.

 Launch of e-learning Code of Conduct in Q1 and ABC in Q3.

Diversity and Equality
Objective: A 50/50 gender split in management by 2020.

Identify glass ceilings, barriers, challenges and enablers for each business area/country.

 Perform market intelligence and benchmark analysis.

 Establish activities, targets and KPIs at a country/company level.

The scope was broadened during 2017 to cover not only gender equality but diversity and inclusivity.

 McKinsey presented a benchmark at a workshop for the MTG Sweden management team.

 Creation and roll-out of workshop on gender bias, diversity, equality and inclusion for the MTG Nordic Management teams based on the benchmark.

 Continue work on identifying and defining aspects of diversity.

 Continue to improve gender bias workshop and training on gender bias to enhance diversity and inclusion.

 Roll-out of follow-up workshop for the MTG Nordic Management Team.

Environment
Objective: Reduce our energy consumption by 20% by 2020.

Map our energy consumption, starting with our largest markets.

 Energy consumption mapped for MTG Nordic Entertainment and MTG Studios.

 

Complete energy consumption mapping of all MTG businesses

 Establish a road map for reduced energy consumption.

 Road map drawn but implementation has not started.

Review target and road map pending analysis, mapping and integration of MTGx (Digital Ventures) companies.

Data Protection, Customer Data Integrity and Privacy
Objective: Strengthen our data protection procedures, implement a compliance road map to achieve compliance with the General Data Protection Regulation (GDPR) by 2018.

Establish a road map for GDPR compliance and appoint data protection champions, who will act as points of contact within the group’s businesses and assist with setting the groundwork for the GDPR implementation. We will appoint a Data Protection Officer, who will be responsible for the daily management of the group’s data protection program.

 A central GDPR team was formed in February 2017 and a road map for the GDPR project was establisehd with external consultants. Local GDPR implementation plans were established for all MTG Group companies. A Group Data Protection Officer (DPO), who coordinates the activities of the Core GDPR group, the Data Protection Managers and the management of the entities, was appointed in August 2017. The local data protection managers coordinate the execution of the local implementation plans. HR representatives support the project by driving GDPR compliance of employee data.

Continue the execution of the identified work streams in the GDPR project plan to ensure compliance by May 25, 2018. Continue monitoring GDPR compliance throughout 2018.

Continue to conduct data protection training for relevant staff.

 During 2017, several data protection training sessions were organized for relevant MTG Group employees, e.g. management teams, local Data Protection Managers and HR personnel. In addition, several GDPR related guidelines/template documents were published on our intranet.

 Continue to raise awareness of data protection issues within the Group through e-learning courses and training such as Data Protection Awareness, Data Protection and Asset Protection, to make sure personal data is handled in a fair, secure and legally compliant manner. 

Child and Minor Protection
Objective: Sustain and improve current child and minors protection initiatives. Research and monitor child and minors protection development in digital ventures.

No target defined.

Production of MTG’s original content and advertising standards guidelines for producers and influencers.

 Continue research into child and minor protection against harmful or offensive content and surreptitious advertising in broadcast and online.

 Research into child and minors protection through summarizing the ‘Community Guidelines’ of the biggest social media networks.

 Actively follow and produce an annual summary of the market of social media networks and their adjustments to child and minors protection.

Security
Objective: Improve MTG’s cyber-resilience.

Increase ability to identify cyber-attacks through continuous awareness training.

 The security awareness program was expanded by additional training that cover information security issues (e.g. Phishing), notifications of breached accounts on 3rd parties and Internal blogs that highlight security news and incidents and how these can impact the MTG Group.

Expand the security awareness program with additional training applicable to all employees, create and launch specialized training that address specific needs (e.g. travel security) as well as instructor-led classes that cover specific topics (e.g. secure application development).

Measure MTG’s cyber maturity against industry standards.

 During 2017 MTG developed and deployed a framework to measure the cyber capabilities of the MTG Group entities. The results have been analysed and submitted to management team in December 2017.

Create individual improvement plans per entity allowing for improved cyber capabilities where deemed necessary.

 Develop and implement standardized business continuity and disaster recovery plans to minimize adverse impact from cyber incidents.

 Business continuity and disaster recover plans (for IT systems) have been developed for all entities of the MTG Group. The majority of these plans have been tested either as part of crisis management exercises or as part of tabletop exercises.

 Review current plans and amend and up-date if necessary to keep the plans current and relevant. Continue crisis management or tabletop exercises of remaining MTG group entities that were not tested in 2017.

Content Accessibility
Objective: Increase the amount of accessible content for viewers with hearing and sight impairment.

 Minimum 60% of content to be subtitled and 10% of content to be audio described on free-TV in Sweden and Denmark. Minimum of 3% of content to be signed for TV3 Sweden.

Gri reference

Workforce data

WORKFORCE BY REGION  
201520162017
Total3,582 3,805 3,619
Male2,059 2,240 2,277
Female 1,523 1,565 1,342
Nordics1,726 1,613 1,757
Male1,063978 1,053
Female663 635 704
Europe1,2291,256 1,640
Male613 591 1,052
Female616 665 588
North America &
Australia
N/AN/A222
MaleN/AN/A172
FemaleN/AN/A 50

The reported data relates to the period 1st January – 31st December 2017 and all data figures are effective 31st December 2017 for all companies included in the report.  All data relates to employees only, except where stated explicitly that the data relates to, and/or includes workers who are not employees. All employee numbers are consistently expressed as headcount throughout the whole report. All employee data figures are based on both permanent and temporary employees, except for the full-time and part-time employees who are based on permanent employees only.

A predominant part of the data has been extracted from internal HR systems, salary systems, payroll systems and a business intelligent system. Other parts of the data have been collected from net surveys, excel files, written notes, or have been extracted from monthly excel HR cost control reports and metrics reports. For some data points employees’ input has been requested.

‘Nordics’ includes Sweden, Denmark, Norway and Finland. ‘Europe’ includes France, Poland, Bulgaria, the Netherlands, Germany, Spain, Hungary, Malta and UK. ‘North America and Australia’ includes United States and Australia.

* Note that as a result of applying the GRI Standards to this report, some of the data figures from previous years cannot be compared to the data figures provided this year. N/A therefore indicates that for that particular section, no such data has been provided previous years.

WORKFORCE BY EMPLOYMENT CONTRACT  
201520162017
Temporary624507 406
Female 212194 120
Male 412313 286
NordicsN/AN/A221
FemaleN/AN/A62
MaleN/AN/A159
EuropeN/AN/A170
FemaleN/AN/A52
MaleN/AN/A118
North America & AustraliaN/AN/A15
FemaleN/AN/A6
MaleN/AN/A9
Permanent 2,958 3,298 3,213
Female 1,311 1,371 1,222
Male 1,647 1,927 1,991
NordicsN/AN/A1,536
FemaleN/AN/A642
MaleN/AN/A894
EuropeN/AN/A1,470
FemaleN/AN/A536
MaleN/AN/A934
North America & AustraliaN/AN/A207
FemaleN/AN/A44
MaleN/AN/A163

* Note that as a result of applying the GRI Standards to this report, some of the data figures from previous years cannot be compared to the data figures provided this year. N/A therefore indicates that for that particular section, no such data has been provided previous years.

WORKFORCE BY EMPLOYMENT TYPE  
201520162017
Full-time3,3643,645 3,062
Male 1,9452,144 1,908
Female 1,4191,501 1,154
Part-time218160 151
Male 11495 83
Female10465 68

Workers who are not employees

With the exception of our operations in North America & Australia, a significant part of our work in 2017 has been performed by workers who are not employees. These workers have performed work in the field of production, sports production, broadcast and event production, project leadership, script writing, editing, PHP development and legal matters.

Workers should be understood as people who are working for our organization, but are not considered employees. This group can include consultants, freelancers and self-employed people for example.

For the purposes of this report, a significant portion of work has been performed by workers when i) the workers performed activities that are core or much significant to our business; ii) because the work they performed was crucial to our business, we could not operate smoothly without their input or iii) more than 50% of the total workforce contained of these workers who are not employees. These three requirements are alternative in nature, meaning that only one or two out of three sufficed to consider that a significant part of our work in 2017 has been performed by workers who are not employees.

EMPLOYEES COVERED BY COLLECTIVE BARGAINING AGREEMENTS  
201520162017
Total33%7%7.18%

The total number of employees has been used as a basis for calculating the percentage of employees covered by collective bargaining agreements.

NEW EMPLOYEE HIRES   
201520162017
Total(19%) 541(22%) 712(25.78%) 933
By gender
Female(19%) 236(22%) 267(8.37%) 303
Male(19%) 305(23%) 444(17.41%) 630
By age
<30s(40%) 242(37%) 347(14.95%) 541
30-50(14%) 285(17%) 358(10.44%) 378
>50s(6%) 14(3%) 6(0.39%) 14
By region
Nordics(20%) 248(18%) 253(29.99%) 527
FemaleN/AN/A(10.81%) 190
MaleN/AN/A(19.18%) 337
<30N/AN/A(19.46%) 342
30-50N/AN/A(10.24%) 180
>50N/AN/A(0.28%) 5
Europe(18%) 197(13%) 157(21.77%) 357
FemaleN/AN/A(6.22%) 102
MaleN/AN/A(15.55%) 255
<30N/AN/A(10.85%) 178
30-50N/AN/A(10.43%) 171
>50N/AN/A(0.49%) 8
North America & Australia(18%) 96(42%) 302(22.07%) 49
FemaleN/AN/A(4.95%) 11
MaleN/AN/A(17.12%) 38
<30N/AN/A(9.46%) 21
30-50N/AN/A(12.16%) 27
>50N/AN/A(0.45%) 1

The rates of new hires comprise all new employees joining the company for the first time, including workers who have become employees. This excludes job promotions and internal recruitments of existing employees, which are reported separately in this report. Employee numbers as of 31st December 2017 (the end of the reporting period) have been used to calculate the rate of new employee hires.

The rates of new hires in each category are the amount of new hires out of the total number of employees in each of the respective categories. As there is no data available on the age of employees in some ESL/Turtle companies, the rates of new hires by age group could only be calculated against the number of active employees whose age is known and reported.

* Note that as a result of applying the GRI Standards to this report, some of the data figures from previous years cannot be compared to the data figures provided this year. N/A therefore indicates that for that particular section, no such data has been provided previous years.

INTERNAL RECRUITMENT  
201520162017
Total37%28%(4.01%) 145
FemaleN/AN/A(4.32%) 58
MaleN/AN/A(3.82%) 87

The internal recruitment rates are the amount of employees recruited internally out of the total number of employees in each of the respective categories.

* Note that as a result of applying the GRI Standards to this report, some of the data figures from previous years cannot be compared to the data figures provided this year. N/A therefore indicates that for that particular section, no such data has been provided previous years.

EMPLOYEE TURNOVER  
201520162017
Total24% (828)19% (618)(16.47%) 596
By gender
Female12% (406)25% (268)(5.42%) 196
Male12% (422)18% (350)(11.05%) 400
By age
<30s7% (248)18% (167)(7.18%) 260
30-5015% (521)19% (410)(8.76%) 317
>50s2% (59)22% (41)(0.53%) 19
By region
Nordics14% (464)21% (289)(18.38%) 323
FemaleN/AN/A(7.51%) 132
MaleN/AN/A(10.87%) 191
<30sN/AN/A(8.59%) 151
30-50N/AN/A(9.11%) 160
>50sN/AN/A(0.68%) 12
Europe6% (195)11% (123)(15.55%) 255
FemaleN/AN/A(3.54%) 58
MaleN/AN/A(12.01%) 197
<30sN/AN/A(6.22%) 102
30-50N/AN/A(8.90%) 146
>50sN/AN/A(0.43%) 7
North America & AustraliaN/AN/A(8.11%) 18
FemaleN/AN/A(2.70%) 6
MaleN/AN/A(5.41%) 12
<30sN/AN/A(3.15%) 7
30-50N/AN/A(4.95%) 11
>50sN/AN/A0

Employee numbers as of 31st December 2017 (the end of the reporting period) have been used to calculate the rate of employee turnover.

The rates of employee turnover in each category are the amount of employees who left our organisation, out of the total number of employees in each of the respective categories. As there is no data available on the age of employees in some ESL/Turtle companies, the rates of employee turnover by age group could only be calculated against the number of active employees whose age is known and reported.

* Note that as a result of applying the GRI Standards to this report, some of the data figures from previous years cannot be compared to the data figures provided this year. N/A therefore indicates that for that particular section, no such data has been provided previous years.

PARENTAL LEAVE  
Number of employees entitled to parental leave201520162017
TotalN/AN/A1,891
FemaleN/AN/A790
MaleN/AN/A1,101
Number of employees who took parental leave
Total147141191
Female1099183
Male3850108
Number of employees who returned to work from parental leave
Total108120152
Female819252
Male2728100
Number of employees who stayed for 12 months after their return
TotalN/A5871
FemaleN/A4319
MaleN/A1552

The number of employees who took parental leave does not include employees based in Sweden who may have taken a parental leave for less than 30 days. Note that for some employees it is impossible to determine if they stayed at work 12 months after their return from parental leave, because that time period for them has not fully occurred yet.

Due to the organizational changes that occurred in 2017 with the acquisition of Kongregate into the MTGx Digital Ventures portfolio, the calculation of the return to work rate and retention rate has become practically impossible. As we do not own any data on parental leave from Kongregate for the year of 2016, we do not have all-encompassing MTG numbers on parental leave dated 2016 to which we would calculate the current numbers against.

* Note that organizational changes have also caused the imbalance between the number of employees that took parental leave in 2016 and the number of employees that returned from parental leave in 2017.

WORK-RELATED INJURIES  
201520162017
Work-related accidents
Total58N/A
Female21N/A
Male37N/A
Injury rate 
The rate shows the number of injuries per 1 000 000 working hours.
N/AN/A2.18
By gender
FemaleN/AN/A2.58
MaleN/AN/A1.3
By region
NordicsN/AN/A2.25
FemaleN/AN/A3.51
MaleN/AN/A1.41
EuropeN/AN/A0.9
FemaleN/AN/A1.68
MaleN/AN/A0.47
North America & AustraliaN/AN/A4.45
FemaleN/AN/A0
MaleN/AN/A5.75
Occupational disease rate 
The rate shows the number of occupational diseases per 1 000 000 working hours.
N/AN/A0.68
By gender
FemaleN/AN/A0.37
MaleN/AN/A0.87
Lost days due to work-related accidents
Total361N/A
Lost days rate 
The rate shows the number of lost working days per 1 000 000 working hours.
N/AN/A67.03
By gender
FemaleN/AN/A124.44
MaleN/AN/A33.2
By region
NordicsN/AN/A114.17
FemaleN/AN/A177.56
MaleN/AN/A71.79
EuropeN/AN/A25.61
FemaleN/AN/A71.42
MaleN/AN/A0
North America & AustraliaN/AN/A0
Work-related fatalities000

The injury rate comprises injuries to both employees and workers who are not employees. Separately calculating the injury rate for workers who are not employees would require the number of workers at MTG, which data we do not collect. The number of injuries for both employees and workers has been calculated only against the number of employees at MTG. The injury rate per gender does not include the number of injuries occurred at the traditional businesses at MTG Sweden, because they do not own gender specific data on injuries.

Minor (first-aid) injuries are included in the injury rate. Due to the small number of injuries, we do not provide a regional breakdown of the types of injuries to protect the privacy of our employees and workers. The work related injuries include injuries due to illness, surgery and back problems; a wrist pain; an inconsequential electrical shock at a work site; a broken leg on the way to work; a broken finger; an attack with a knife; a hand cut after falling from a basin; an injured back after falling from a rope, as well as minor injuries occurred after falling off a chair at the workplace and after snow sliding off the roof.

The rules for reporting and recording injuries varies amongst different companies. In some instances, there is no internal system or rules in place, while in other instances, the injuries are reported and recorded in an internal incident reporting system, in online software systems or are reported directly and externally to the state authorities by e.g. using state official systems for reporting injuries. There are instances where the injuries are reported directly and internally to a person responsible for handling those matters, or are recorded manually in excel or in special accident reporting books.

There have been no fatalities at MTG in 2017. Lost days have been understood as scheduled working days, beginning to count the day after the accident. Due to the small number of occupational diseases, we do not provide regional breakdown of the figures to protect the privacy of our employees.

* Note that as a result of applying the GRI Standards to this report, some of the data figures from previous years cannot be compared to the data figures provided this year. N/A therefore indicates that for that particular section, no such data has been provided previous years.

ABSENCE RATE  
201520162017
Total2.3%2.7%0.13%
Female3.0%4.2%0.32%
Male1.8%2.0%0.02%
Nordics2.9%4.2%0.24%
Female3.7%7.2%0.53%
Male2.5%2.3%0.05%
Europe1.9%1.5%0.03%
Female2.6%1.8%0.09%
Male1.2%1.2%0.00%
North America &
Australia
N/AN/A0.00%
Others1.1%2.5%N/A
Female1.9%2.8%N/A
Male0.6%2.3%N/A

Absence rate for employees is calculated by inputting the total number of days absent from work, the total number of employees in each category and 253 working days per year per employee, in an annual absence calculator. All companies used 253 as an average number of working days per year when reporting absenteeism.

AVERAGE YEARLY EMPLOYEE TRAINING HOURS
2017
Average training hours per employee4.03
By gender
Female1.56
Male1.48
By employee category
EVPs0
Female0
Male0
CEOs, CFOs, COOs4.11
Female1.39
Male5.08
SVPs, VPs, Heads of3.29
Female4.22
Male2.89
Managers2.65
Female4.54
Male1.87
Non-managers1.18
Female1.11
Male1.24

The number of training hours at the traditional businesses at MTG Sweden are excluded from the average training hours rate per gender and employee category, because MTG Sweden does not own gender and employee category specific data on training. Some companies do not monitor the number of training hours given to their employees or the only information recorded is the training costs and/or the number of employees that have received training. The total training hours given to employees in 2015 were 21,559 and 27,133.5 in 2016.

PERFORMANCE AND DEVELOPMENT REVIEWS  
201520162017
% of all employees81%77%61.79%
By gender
FemaleN/AN/A42.47%
MaleN/AN/A47.47%
By employee category
EVPsN/AN/A80.00%
FemaleN/AN/A100.00%
MaleN/AN/A75.00%
CEOs, CFOs, COOsN/AN/A60.23%
FemaleN/AN/A69.57%
MaleN/AN/A56.92%
SVPs, VPs, Heads ofN/AN/A45.35%
FemaleN/AN/A41.56%
MaleN/AN/A46.96%
ManagersN/AN/A58.44%
FemaleN/AN/A53.98%
MaleN/AN/A60.29%
Non-managersN/AN/A45.79%
FemaleN/AN/A41.70%
MaleN/AN/A48.56%

The percentage of employees who received PDA is the amount of employees out of the total number of employees in each category. PDAs at the traditional businesses at MTG Sweden are not counted in the % per gender and employee category, as it is not possible to detect how many of those that received PDAs are females, males or belong to one or another employee category.

In some companies, the PDA processes activate after the employee’s probation period has ended, while in other companies there is a cut off period for participation, hence the employees hired after the cut off date will automatically be excluded from a performance review for the year they have entered the company. At the time of collecting the data, some have been in the process of completing their PDAs or have not managed to have their PDA yet. Sometimes monitoring the PDAs processes is rendered difficult by the lack of an HR function which would supervise and record those processes.

DIVERSITY   
2014201520162017
Workforce by gender
Female44%43%41%37.08%
Male56%57%59%62.92%
Workforce by age
<30s29%24%29%24.70%
30-5064%68%66%69.89%
>50s7%8%6%5.41%
Board of Directors
Female29%17%17%33%
Male71%83%29%67%
<30s0%0%0%0%
30-5057%17%50%67%
>50s43%83%50%33%
EVPs
FemaleN/AN/AN/A20%
MaleN/AN/AN/A80%
<30N/AN/AN/A0%
30-50N/AN/AN/A100%
>50N/AN/AN/A0%
CEOs, CFOs and COOs
FemaleN/AN/AN/A26.14%
MaleN/AN/AN/A73.86%
<30N/AN/AN/A0%
30-50N/AN/AN/A71.59%
>50N/AN/AN/A18.18%
SVPs, VPs and Heads of
FemaleN/AN/AN/A29.84%
MaleN/AN/AN/A70.16%
<30N/AN/AN/A6.59%
30-50N/AN/AN/A84.88%
>50N/AN/AN/A5.43%
Managers
Female38%38%35%29.35%
Male62%62%65%70.65%
<30N/AN/AN/A10.65%
30-50N/AN/AN/A75.06%
>50N/AN/AN/A5.71%
Non-managers
FemaleN/AN/AN/A40.34%
MaleN/AN/AN/A59.66%
<30N/AN/AN/A27.29%
30-50N/AN/AN/A62.14%
>50N/AN/AN/A4.54%
Number of nationalities
Total44383859

Viasat Sales AB is excluded from the diversity data per employee category, age group and nationality due to lack of diversity indicators for the employees at that company. The percentage of employees per age group and the nationalities figures by employee category excludes some of the ESL/Turtle companies due to lack of such data available.

The employee categories refer to the job title one has, which is also indicated in one’s employment agreement. The managers are employees with staff responsibility, while non-managers are employees with no staff responsibility.

* Note that as a result of applying the GRI Standards to this report, some of the data figures from previous years cannot be compared to the data figures provided this year. N/A therefore indicates that for that particular section, no such data has been provided previous years.

SALARY AND REMUNERATION RATES  
201520162017
Ratio of basic salary of women to men
Total, all employees77%74%60.67%
Total, managers75%84%N/A
CEOs, CFOs, COOsN/AN/A66.78%
SVPs, VPs, Heads ofN/AN/A64.42%
ManagersN/AN/A55.87%
Non-managersN/AN/A57.90%
By significant locations of operations
Nordics, all employees81%87%60.71%
Nordics, managers78%91%N/A
CEOs, CFOs, COOsN/AN/A65.74%
SVPs, VPs, Heads ofN/AN/A67.15%
ManagersN/AN/A55.21%
Non-managersN/AN/A58.31%
Europe, all employees89%82%66.17%
Baltics, managers97%96%N/A
CEOs, CFOs, COOsN/AN/A82.18%
SVPs, VPs, Heads ofN/AN/A55.74%
ManagersN/AN/A59.16%
Non-managersN/AN/A49.69%
North America & AustraliaN/AN/A51.05%
CEOs, CFOs, COOsN/AN/A45.96%
SVPs, VPs, Heads ofN/AN/A49.21%
ManagersN/AN/A57.76%
Non-managersN/AN/A57.57%
Others, all employees86%74%N/A
Others, managers85%67%N/A
Ratio of remuneration women to men
Total, all employees74%72%66.63%
Total, managers71%82%N/A
CEOs, CFOs, COOsN/AN/A79.88%
SVPs, VPs, Heads ofN/AN/A66.39%
ManagersN/AN/A56.44%
Non-managersN/AN/A57.97%
By significant locations of operations
Nordics, all employees77%83%67.50%
Nordics, managers74%87%N/A
CEOs, CFOs, COOsN/AN/A82.05%
SVPs, VPs, Heads ofN/AN/A68.98%
ManagersN/AN/A56.13%
Non-managersN/AN/A58.37%
Europe, all employees92%84%66.14%
Baltics, managers98%102%N/A
CEOs, CFOs, COOsN/AN/A79.51%
SVPs, VPs, Heads ofN/AN/A57.22%
ManagersN/AN/A58.00%
Non-managersN/AN/A50.23%
North America & AustraliaN/AN/A51.93%
CEOs, CFOs, COOsN/AN/A48.93%
SVPs, VPs, Heads ofN/AN/A48.83%
ManagersN/AN/A57.29%
Non-managersN/AN/A57.54%
Others, all employees81%71%N/A
Others, managers68%65%N/A

The salary figures reflect annual average salary by gender in each employee category. All figures show the difference between female and male earnings as a percentage of male earnings out of the total earnings in each employee category/for each location of operation.

Viasat Sales AB is excluded from the salary and remuneration data as their employees work on commission. There was no remuneration data available for the ESL/Turtle offices in the United States. There is only one female EVP at MTG; thus, to protect the confidentiality of the female EVP earnings, the gender pay gap between female and male EVPs is excluded from the report.

The MTG operations in the Nordics, Europe, North America and Australia have been defined as significant locations of MTG operation, which has too enabled us to maintain consistency and readability throughout the report.

* Note that as a result of applying the GRI Standards to this report, some of the data figures from previous years cannot be compared to the data figures provided this year. N/A therefore indicates that for that particular section, no such data has been provided previous years.

 

Workforce Data by Business Segments

 

WORKFORCE BY BUSINESS SEGMENT
2017
Total3,551
Female1,296
Male2,255
Nordic Entertainment1,474
Female562
Male912
International Entertainment616
Female323
Male293
MTG Studios254
Female150
Male104
MTGx Digital Ventures1,207
Female261
Male946

The reported data relates to the period 1st January – 31st December 2017 and all data figures are effective 31st December 2017 for all companies included in the report.  All data relates to employees only, except where stated explicitly that the data relates to workers who are not employees. All employee numbers are consistently expressed as headcount throughout the whole report. All employee data figures are based on both permanent and temporary employees, except for the full-time and part-time employees who are based on permanent employees only.

A predominant part of the data has been extracted from internal HR systems, salary systems, payroll systems and a business intelligent system. Other parts of the data have been collected from net surveys, excel files, written notes, or have been extracted from monthly excel HR cost control reports and metrics reports. For some data points employees’ input has been requested.

Nordic Entertainment‘ comprises all traditional businesses in Sweden, Denmark, Norway and Finland, including MTG in the UK. ‘International Entertainment‘ comprises Bulgaria. ‘MTG Studios‘ comprises Nice Entertainment Group. MTGx‘s ‘Digital Ventures’ include ESL/Turtle and DreamHack; Kongregate and InnoGames; and Splay Networks. The central functions based in Sweden and Malta are excluded from the workforce data per business segments.

WORKFORCE BY EMPLOYMENT CONTRACT
2017
Permanent3,146
Female1,177
Male1,969
Nordic Entertainment1,254
Female502
Male752
International Entertainment579
Female306
Male273
MTG Studios253
Female149
Male104
MTGx Digital Ventures1,060
Female220
Male840
Temporary405
Female119
Male286
Nordic Entertainment220
Female60
Male160
International Entertainment37
Female17
Male20
MTG Studios1
Female1
Male0
MTGx Digital Ventures147
Female41
Male106
WORKFORCE BY EMPLOYMENT TYPE 
2017
Full-time3,009
Female1,122
Male1,887
Nordic Entertainment1,222
Female482
Male740
International Entertainment578
Female306
Male272
MTG Studios252
Female148
Male104
MTGx Digital Ventures957
Female186
Male771
Part-time137
Female55
Male82
Nordic Entertainment32
Female20
Male12
International Entertainment1
Female0
Male1
MTG Studios1
Female1
Male0
MTGx Digital Ventures103
Female34
Male69

Workers who are not employees

Looking at our companies from a ‘business segment’ perspective, there has been in each one of them, a significant part of work performed by workers who are not employees. These workers have performed work in the field of production, sports production, broadcast and event production, project leadership, sciprt wrtiting, editing, PHP development and legal matters.

Workers should be understood as people who are working for our organization, but are not considered employees. This group can include consultants, freelancers and self-employed people for example. For the purposes of this report, a significant portion of work has been performed by workers when i) the workers performed activities that are core or much significant to our business; ii) because the work they performed was crucial to our business, we could not operate smoothly without their input or iii) more than 50% of the total workforce contained of these workers who are not employees. These three requirements are alternative in nature, meaning that only one or two out of three sufficed to consider that a significant part of our work in 2017 has been performed by workers who are not employees.

NEW EMPLOYEE HIRES 
2017
Total917 (25.82%)
By gender
Female291 (8.19%)
Male626 (17.63%)
By age
<30536 (15.09%)
30-50367 (10.34%)
>5014 (0.39%)
By business segment
Nordic Entertainment471 (31.95%)
Female153 (10.38%)
Male318 (21.57%)
<30308 (20.90%)
30-50158 (10.72%)
>50 5 (0.34%)
International Entertainment 111 (18.02%)
Female51 (8.28%)
Male60 (9.74%)
<3042 (6.82%)
30-5067 (10.88%)
>502 (0.32%)
MTG Studios5 (1.97%)
Female3 (1.18%)
Male2 (0.79%)
<301 (0.39%)
30-50 4 (1.57%)
>500
MTGx Digital Ventures330 (27.34%)
Female84 (6.96%)
Male246 (20.38%)
<30185 (15.33%)
30-50138 (11.43%)
>507 (0.58%)

The rates of new hires comprise all new employees joining the company for the first time, including workers who have become employees. This excludes job promotions and internal recruitments of existing employees. Employee numbers as of 31st December 2017 (the end of the reporting period) have been used to calculate the rate of new employee hires.

The rates of new hires in each category are the amount of new hires out of the total number of employees in each of the respective categories. As there is no data available on the age of employees in some ESL/Turtle companies, the rates of new hires by age group could only be calculated against the number of active employees whose age is known and reported.

EMPLOYEE TURNOVER
2017
Total584 (16.45%)
By gender
Female189 (5.32%)
Male395 (11.12%)
By age
<30258 (7.27%)
30-50308 (8.67%)
>5018 (0.51%)
By business segment
Nordic Entertainment284 (19.27%)
Female113 (7.67%)
Male171 (11.60%)
<30128 (8.68%)
30-50145 (9.84%)
>5011 (0.75%)
International Entertainment53 (8.60%)
Female21 (3.41%)
Male32 (5.19%)
<3017 (2.76%)
30-5032 (5.19%)
>504 (0.65%)
MTG Studios 1 (0.39%)
Female1 (0.39%)
Male0
<300
30-501 (0.39%)
>500
MTGx Digital Ventures246 (20.38%)
Female54 (4.47%)
Male192 (15.91%)
<30113 (9.36%)
30-50130 (10.77%)
>503 (0.25%)

Employee numbers as of 31st December 2017 (the end of the reporting period) have been used to calculate the rate of employee turnover.

The rates of employee turnover in each category are the amount of employees who left our organization, out of the total number of employees in each of the respective categories. As there is no data available on the age of employees in some ESL/Turtle companies, the rates of employee turnover by age group could only be calculated against the number of active employees whose age is known and reported.

SALARY AND REMUNERATION RATIOS
2017
Ratio of basic salary of women to men
Total, all employees61.26%
CEOs, CFOs, COOs66.78%
SVPs, VPs, Heads of65.61%
Managers57.23%
Non-managers58.18%
By business segment
Nordic Entertainment total64.16%
CEOs, CFOs, COOs80.87%
SVPs, VPs, Heads of68.28%
Managers56.49%
Non-managers60.85%
International Entertainment total58.49%
CEOs, CFOs, COOs65.41%
SVPs, VPs, Heads of54.11%
Managers58.43%
Non-managers53.69%
MTG Studios52.39%
CEOs, CFOs, COOs52.69%
SVPs, VPs, Heads of0.00%
Managers60.44%
Non-managers48.18%
MTGx Digital Ventures total60.69%
CEOs, CFOs, COOs68.92%
SVPs, VPs, Heads of58.88%
Managers55.52%
Non-managers55.52%
Ratio of remuneration women to men
Total67.21%
CEOs, CFOs, COOs79.88%
SVPs, VPs, Heads of67.54%
Managers57.76%
Non-managers58.23%
By business segment
Nordic Entertainment total71.78%
CEOs, CFOs, COOs92.99%
SVPs, VPs, Heads of69.97%
Managers57.59%
Non-managers60.86%
International Entertainment total56.32%
CEOs, CFOs, COOs60.31%
SVPs, VPs, Heads of53.10%
Managers56.41%
Non-managers53.06%
MTG Studios total53.94%
CEOs, CFOs, COOs55.73%
SVPs, VPs, Heads of0.00%
Managers60.53%
Non-managers47.95%
MTGx Digital Ventures total63.23%
CEOs, CFOs, COOs73.17%
SVPs, VPs, Heads of61.51%
Managers54.82%
Non-managers56.52%

The salary figures reflect annual average salary by gender in each employee category. All figures show the difference between female and male earnings as a percentage of male earnings out of the total earnings in each employee category/for each business segment.

Viasat Sales AB is excluded from the salary and remuneration data as their employees work on commission. There was no remuneration data available for the ESL/Turtle offices in the United States. There is only one female EVP at MTG; thus, to protect the confidentiality of the female EVP earnings, the gender pay gap between female and male EVPs is excluded from the report. The salary and remuneration data for SVPs, VPs and/Heads of in MTG Studios equals zero, because there are no such employees.

DIVERSITY
2017
EVPs
0.14%
Nordic Entertainment0.14%
Female20%
Male80%
<300%
30-50100%
>500%
CEOs, CFOs, COOs2.48%
Nordic Entertainment14.77%
Female23.08%
Male76.92%
<300%
30-5076.92%
>5023.08%
International Entertainment9.09%
Female25.00%
Male75.00%
<300%
30-5087.50%
>5012.50%
MTG Studios34.09%
Female50.00%
Male50.00%
<300%
30-5063.33%
>5036.67%
MTGx Digital Ventures42.05%
Female8.11%
Male91.89%
<300%
30-5072.97%
>502.70%
SVPs,VPs, Heads of7.18%
Nordic Entertainment49.80%
Female36.22%
Male63.78%
<302.36%
30-5089.76%
>507.87%
International Entertainment7.45%
Female47.37%
Male52.63%
<300%
30-5094.74%
>505.26%
MTG Studios0%
Female0%
Male0%
<300%
30-500%
>500%
MTGx Digital Ventures42.75%
Female18.35%
Male81.65%
<3012.84%
30-5077.06%
>502.75%
Managers10.70%
Nordic Entertainment37.11%
Female36.88%
Male63.12%
<302.84%
30-5086.52%
>5010.64%
International Entertainment11.58%
Female43.18%
Male56.82%
<309.09%
30-5086.36%
>504.55%
MTG Studios8.16%
Female48.39%
Male51.61%
<306.45%
30-5083.87%
>509.68%
MTGx Digital Ventures43.16%
Female14.02%
Male85.98%
<3018.90%
30-5059.76%
>501.22%
Non-managers75.30%
Nordic Entertainment38.86%
Female42.16%
Male57.84%
<3026.56%
30-5066.03%
>507.41%
International Entertainment20.38%
Female53.76%
Male46.24%
<3018.53%
30-5076.33%
<505.14%
MTG Studios7.22%
Female60.62%
Male39.38%
<305.18%
30-5093.26%
>501.55%
MTGx Digital Ventures33.55%
Female23.97%
Male76.03%
<3039.35%
30-5041.36%
>500.89%
Nationalities MTG Total59

Viasat Sales AB is excluded from the diversity data due to lack of diversity indicators for the employees at that company. The percentage of employees per age group and the nationalities figures for Digital Ventures excludes some of the ESL/Turtle companies due to lack of such data available.

The employee categories refer to the job title one has, which is also indicated in one’s employment agreement. The managers are employees with staff responsibility, while non-managers are employees with no staff responsibility.

Gri reference

Corporate giving data

CORPORATE GIVING  
201520162017
Donated media time, KSEK84,5639,0834,40
Volunteer hours 1,504374878
Products and services, KSEK271246,014
Cash donations, KSEK3,6381,2170,074
Funds raised for charity, KSEK10,9133,0125,600

The donated media time value is based on the estimated market value of the commercial media time that MTG has donated to charity organisations. Raised funds include MTG’s own fundraising campaigns and funds raised together with NGOs.

As we focus our community support on the environment and children, most of our corporate giving in 2017 went to organisations that work in those fields. The local MTG companies can also choose to support additional causes based on local needs. During 2017 two big campaigns were supported in Sweden, the Pink Ribbon awareness month with the Cancer Foundation and the Diabetes Gala with the Diabetes Foundation.

Gri reference

Environmental data

CARBON FOOTPRINT, tonnes CO2e  
201520162017
Scope 1 – direct emissions1.2791.138595
Scope 2 – indirect emissions6.0155.4013.312
Total Scope 1 & 27.2946.5393.907
Scope 3 – other indirect emissions9.5509.15719.594
Total carbon emissions, tonnes CO2e16.84415.69523.500
Emissions per employee (excl. Nice Entertainment Group)4.054.496.85

These figures cover the main emission sources from MTG’s operations:

Facilities – Energy use in offices and other facilities, including broadcasting and TV production when performed directly by us.
Material – Consumption of office supplies, fruit and coffee.
Travel – Business travel, including air, rail and road travel plus hotel stays.

We use calculation methodologies that are based on the GHG Protocol and supplemented where necessary by additional data and assumptions by external environmental expert Tricorona Climate Partner. The GHG protocol requires reporting based on the concept of “scope”, as in the table above. At MTG, the following emissions fall within the 3 scopes:

  • Scope 1 direct emissions – diesel, car leasing and owned.
  • Scope 2 indirect emissions – cooling, electricity and heating.
  • Scope 3 other indirect emissions – heating, material and travel such as private and rental cars, hotel nights, taxi and air travel.

Emission figures are collected and calculated via quarterly data gathering processes across group facilities, as well as our external travel suppliers and all gases are included in the calculations. Our emissions intensity figure is based on all scopes and the base year is 2010.

In 2016, we excluded reporting from our operations that were sold during 2017, including our Baltic and Czech operations, parts of our Bulgarian operations and Trace. Included in the environmental data for the first time are parts of the Digital Ventures but with inconsistent data as we did not have a formal reporting process during 2017. Included from MTGx is travel data from ESL, electricity data and partial travel data from DreamHack and electricity data from InnoGames and Splay Sweden. Excluded from the environmental reporting are Kongregate and Zoomin.TV.

Our total emissions have increased by 49,7% compared to 2016, the increase being driven by the inclusion of MTGx and particularly air travel by ESL, which stands for approx. 33% of the total emissions. Air Travel stands for approx. 70% of our total emissions. Excluding the emissions from air travel by MTGx, the total emission decreased by 12% compared to 2016.

ENERGY CONSUMPTION, GJ   
201520162017
Direct energy consumption
Diesel6863020
Indirect energy consumption
Cooling1,2411,263328
Electricity 58,83656,42944,832
Heating11,0198,3646,298
Total energy consumption71,78266,35851,459
Energy consumption per employee 222016

Energy per employee includes all fuel, electricity, heating and cooling inside the organisation. Consumption of diesel is zero, because our operations in Ghana were sold 2016.

Gri reference

Financial data

NET SALES AND FINANCIAL POSITION 2014201520162017
Net sales (MSEK)15,74616,21814,99917,537
Operating income before items affecting comparability (MSEK)1,2901,2681,0601,263
Basic earnings per share17,103,22-3,1918,73
Average number of employees4,1113,9953,1473,280
Financial position
Shareholders’ equity5,8314,7685,0166,572
Long-term liabilities2,1113,3053,7072,648
Short-term liabilities6,1908,4258,97610,066
Total shareholders’ equity and liabilities14,13116,49717,69919,285
Gri reference

Compliance data

BROADCAST COMPLAINTS BREAKDOWN – TV  
201520162017
Advertising
24210
Non-compliant2229
Relating to minors101
Sponsorship
060
Non-compliant 060
Relating to minors 000
Programmes, promos & other
344239
Non-compliant 72516
Relating to minors 12910
Total
585049
Still pending 20231
Fines/penalties 206

All of our Ofcom licensed channels, plus free-TV channels and radio networks regulated by other regulators, are included in these figures. Note that if a complaint is not deemed in breach of rules and regulations then it will not be mentioned as non-compliant. Also, note that the Bulgarian media regulator issues a fine at the start of an investigation and that when the appeals process is in motion and has advanced, a complaint no longer counts as pending.

BROADCAST COMPLAINTS BREAKDOWN – RADIO   
201520162017
Advertising
200
Non-compliant200
Sponsorship
00 0
Non-compliant00 0
Programmes, Promos & Other
010
Non-compliant000
Total
010
Still pending000
Fines000

All our radio stations hold local licenses and are therefore also locally regulated. Note minor correction in total number of complains 2016 from 2 to 1.

BROADCAST COMPLIANCE TRAINING   
201520162017
Total
188182161
Internal people trained176158161
External people trained12240

Our central compliance team provides continuous training for employees whose daily work involves MTG’s compliance procedures, such as those working in acquisitions, programming, scheduling, sales, on-air planning and creative services. The compliance team also trains external production teams producing content for our channels when necessary. Note that the decrease in training given is due to continuing restructuring of MTG during 2017.

ANTI-CORRUPTION  
201520162017
Confirmed incidents of corruption000
Whistleblowers220
Gri reference

GRI index

GRI Content Index 2017  
GRI 101: Foundation 2016 - General disclosures
Organizational Profile
Reference
Assurance
Comment
102-1 Name of the organizationMTG overview
How we govern
102-2 Activities, brands, products, and servicesMTG overview
102-3 Location of headquartersMTG overview
102-4 Location of operationsMTG overview
102-5 Ownership and legal formHow we govern
102-6 Markets servedMTG overview
Our stakeholder engagement
102-7 Scale of the organizationMTG overview
Workforce data
Financial data
102-8 Information on employees and other workersWorkforce data
102-9 Supply chainValue chains
102-10 Significant changes to the organization and its supply chainReport boundaries and scope
102-11 Precautionary Principle or approachEnvironmental care overview
102-12 External initiativesSustainable development goals
Environmental team work
102-13 Membership of associations Membership of associations
Safety and security
Strategy
Reference
Assurance
Comment
102-14 Statement from senior decision-makerLetter from the CEO
102-15 Key impacts, risks, and opportunitiesLetter from the CEO
Safety and security
Ethics and Integrity
Reference
Assurance
Comment
102-16 Values, principles, standards, and norms of behaviorGuidelines and policies
102-17 Mechanisms for advice and concerns about ethicsGuidelines and policies
Governance
Reference
Assurance
Comment
102-18 Governance structureHow we govern
102-23 Chair of the highest governance bodyHow we govern
Stakeholder Engagement
Reference
Assurance
Comment
102-40 List of stakeholder groupsOur stakeholder engagement
102-41 Collective bargaining agreementsWorkforce data
102-42 Identifying and selecting stakeholdersOur stakeholder engagement
102-43 Approach to stakeholder engagementOur stakeholder engagement
102-44 Key topics and concerns raisedOur stakeholder engagement
Reporting Practice
Reference
Assurance
Comment
102-45 Entities included in the consolidated financial statementsReport boundaries and scope
102-46 Defining report content and topic BoundariesCR strategy and materiality
102-47 List of material topicsCR strategy and materiality
102-48 Restatements of informationReport boundaries and scope
Workforce data
102-49 Changes in reportingReport boundaries and scope
102-50 Reporting periodReport boundaries and scope
102-51 Date of most recent reportReport boundaries and scope
102-52 Reporting cycleReport boundaries and scope
102-53 Contact point for questions regarding the reportReport boundaries and scope
102-54 Claims of reporting in accordance with the GRI StandardsReport boundaries and scope
102-55 GRI content indexGRI Index
102-56 External assuranceIndependent assurance statement
GRI 200: Economic Standard Series - Material Topics
GRI 201: Economic Performance 2016
Reference
Assurance
Comment
201-1 Direct economic value generated and distributedMTG overview
Financial data
Partially reported
GRI 203: Indirect Economic Impacts 2016
Reference
Assurance
Comment
103-1 to 103-3 Management approachResponsible content production
Environmental team work
203-1 Infrastructure investments and services supportedResponsible content production
Environmental team work
Corporate giving data
GRI 205: Anti-corruption 2016
Reference
Assurance
Comment
103-1 to 103-3 Management approachGuidelines and policies
205-2 Communication and training about anti-corruption policies and proceduresGuidelines and policies
Partially reported
205-3 Confirmed incidents of corruption and actions takenGuidelines and policies
Broadcast compliance
GRI 300: Environmental Standards Series - Material Topics
GRI 302: Energy 2016
Reference
Assurance
Comment
103-1 to 103-3 Management approachEnvironmental team work
Environmental data
302-1 Energy consumption within the organizationEnvironmental team work
Environmental data
302-3 Energy intensityEnvironmental team work
Environmental data
GRI 305: Emissions 2016
Reference
Assurance
Comment
103-1 to 103-3 Management approachEnvironmental team work
Environmental data
305-1 Direct (Scope 1) GHG emissionsEnvironmental data
305-2 Energy indirect (Scope 2) GHG emissionsEnvironmental data
305-3 Other indirect (Scope 3) GHG emissionsEnvironmental data
305-4 GHG emissions intensityEnvironmental team work
Environmental data
GRI 400: Social Standards Series - Material Topics
GRI 401: Employment 2016
Reference
Assurance
Comment
103-1 to 103-3 Management approach#weareMTG
401-1 New employee hires and employee turnoverWorkforce data
401-3 Parental leaveWorkforce data
GRI 403: Health and Safety
Reference
Assurance
Comment
103-1 to 103-3 Management approach#metoo
Safety and security
403-2 Types of injury and rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalitiesWorkforce data
GRI 404: Training and Education 2016
Reference
Assurance
Comment
103-1 to 103-3 Management approach#metoo
Diversity and equality
Guidelines and policies
404-1 Average hours of training per year per employeeWorkforce data
404-3 Percentage of employees receiving regular performance and career development reviewsWorkforce data
GRI 405: Diversity and Equal Opportunity 2016
Reference
Assurance
Comment
103-1 to 103-3 Management approach#weareMTG
Diversity and equality
405-1 Diversity of governance bodies and employeesWorkforce data
405-2 Ratio of basic salary and remuneration of women to menWorkforce data
GRI 406: Non-discrimination 2016
Reference
Assurance
Comment
103-1 to 103-3 Management approach#metoo
406-1 Incidents of discrimination and corrective actions taken#metoo
GRI 417: Marketing and labeling
Reference
Assurance
Comment
103-1 to 103-3 Management approachBroadcast compliance
417-2 Incidents of non-compliance concerning product and service information and labelingBroadcast compliance
Compliance data
417-3 Incidents of non-compliance concerning marketing communicationsBroadcast compliance
Compliance data
G4 Media Sector Disclosures
Content creation
Reference
Assurance
Comment
103-1 to 103-3 Management approachResponsible content production
Responsible online content
M2 Methodology for assesing and monitoring adherence to content creation values Responsible content production
Responsible online content
Broadcast compliance
M3 Actions taken to improve adherence to content creation values, and results obtainedResponsible content production
Responsible online content
Broadcast compliance
Future of broadcasting
Our stakeholder engagement
Content dissemination
Reference
Assurance
Comment
103-1 to 103-3 Management approachFuture of broadcasting
Broadcast compliance
Responsible online content
M4 Actions taken to improve performance in relation to content dissemination issues (accesibility and protection of vulnerableaudiences and informed decision making) and results obtainedResponsible online content
Broadcast Compliance
Future of broadcasting
M5 Number and nature of responses (feedback/complaints) related to content dissemination, including protection of vulnerableBroadcast compliance
Compliance data
Audience interaction
Reference
Assurance
Comment
103-1 to 103-3 Management approachResponsible online content
M6 Methods to interact with audiences and resultsResponsible online content
Broadcast compliance
Our stakeholder engagement
Gri reference

Report Boundaries

This annual report summarises our corporate responsibility work across our operations where we have identified a list of topics that are relevant to our business. This list is based on the new Global Reporting Initiative Standards Framework (GRI Standards) and its current G4 Media Sector Supplement, the EU Non-Financial Reporting Directive (Directive 2014/95/EU), which has been implemented into Swedish law, the collaboration with our peers in the Responsible Media Forum and the current materiality analysis. We considered the current materiality analysis to be applicable for 2017, although this analysis is due to be updated during the second half of 2018 to be better aligned with the material topics of our Digital Ventures (MTGx).

Ethos International, who has verified our reports since 2012, has declared that this report has been prepared in accordance with the GRI Standards: core option. We have also applied the GRI G4 Media Sector Supplement for indicators where possible. The report complements the MTG Annual Financial Report and is also legally bound to it due to the EU Non-Financial Reporting Directive.

Report Scope

The reporting scope includes operations over which we have full control (i.e. subsidiaries where MTG AB owns 51% or more), as well as leased facilities unless stated otherwise. Countries where we only operate pay-TV channels on other providers’ platforms have been excluded from the report, because we do not have employees or facilities in these countries and therefore they do not have significant impact on MTG’s sustainable development.

MTG decided to sell its 75% stake in TRACE during 2017 and signed the agreement in January 2018. For this reason, Trace has been excluded from the report. Also sold during 2017 and excluded from the report are our businesses in the Baltic region (except Nice Entertainment Group) and the Czech Republic. Zoomin.TV is partially included in the report with the number of employees split by gender. Zoomin.TV has 178 employees and the gender split is 54% male and 46% female. As they are a multi-channel network (MCN), like Splay Networks, they are also included in the value chain section. Remaining data and information about Zoomin.TV is missing because of limitations in the reporting system but will be remedied during 2018.

The continued organizational transformation of MTG during 2017, the ongoing integration of the digital ventures, as well as the implementation of GRI Standards and the EU Non-Financial Directive, have caused some changes in the reporting compared to previous years. Therefore, the data figures for 2017 are not fully comparable to previous data figures. Also, the quality and quantity of environmental data submitted from our Digital Ventures Splay Networks, DreamHack, Turtle Entertainment Group (ESL), InnoGames and latest acquisition Kongregate varies for 2017 (see specifications in environmental data section of this report).

We are committed to improve our reporting frameworks to meet the new GRI Standards requirements where possible. During 2017 we continued to improve our HR reporting system, started the integration of DreamHack and Splay Networks and we aim to integrate the remaining Digital Ventures and Nice Entertainment Group in 2018.

Report boundary

The report boundary has been defined by using the Global Reporting Initiative (GRI) Boundary Protocol and completeness principle to reflect MTG’s significant economic, environmental and social impacts. We have updated our value chains to reflect the Digital Ventures businesses as a part of MTG.

Reporting period: 01/01/2017-31/12/2017
Reporting framework: GRI Standards & G4 Media Supplement
Previous report: 03/04/2017
Send feedback to: responsibility@mtg.com

Gri reference

Scope and objectives

Ethos International AB has undertaken independent assurance of the MTG Corporate Responsibility Report 2017 (the Report). The assurance process was conducted in accordance with AA1000AS (2008). We were engaged to provide moderate level Type 2 assurance, which covers:

  • Evaluation of adherence to the AA1000APS (2008) principles of inclusivity, materiality and responsiveness (the Principles) and
  • The reliability of specified Corporate Responsibility performance information and data.

The performance information included in the scope was all data and key claims in the Report with the exception of data that is subject to mandatory auditing included in the Annual Report 2017. We provide a third party check on the application of the GRI Standards and the legal requirements of sustainability reporting in the Annual Accounts Act (ÅRL). The Global Reporting Initiative’s Principles for defining quality as criteria was applied to evaluate performance information.

Responsibilities of the Directors of MTG and of the Assurance providers

The Directors of MTG have sole responsibility for the preparation of the Report. The Board of Directors emits the report for MTG jointly with the President and CEO of MTG. This is the seventh year Ethos International has provided corporate responsibility assurance, with recommendable rotation of team members.

Our statement represents our independent opinion and is intended to inform all of MTG’s stakeholders including management. We adopt a balanced approach towards all MTG stakeholders. Our assurance team comprised of Malin Lindfors Speace, Sandra Rumélius and Stina Ahnlid. Further information relating to the team is available at: www.ethosinternational.se.

Basis of our opinion

Our work was designed to gather evidence with the objective of providing moderate assurance as defined in AA1000AS (2008). We undertook the following activities:

  • Review of the current Corporate Responsibility issues that are material to MTG and are of interest to stakeholders.
  • Interviews with Board of Director responsible for Corporate Responsibility, selected directors and senior managers responsible for the management of Corporate Responsibility issues and review of selected evidence to support issues discussed. These were freely selected by the assurors. Main focus of the interviews was the understanding of material aspects, stakeholder perspectives, risks and opportunities related to Corporate Responsibility, communication and changes during the year.
  • Review of MTG approach to stakeholder engagement and recent outputs.
  • Site visit, freely selected by the assurors, to InnoGames office in Hamburg, Germany.
  • Review of the report texts, graphs and tables.
  • Review of the processes for gathering and consolidating data and supporting evidence for all claims. For both data and claims checking, this included accessing all key internal reporting and performance management systems as well as reviewing electronic documents, e-mails, external reports alongside other sources of evidence.
  • Verification of Scope 1, 2 and 3 CO2e statements, underlying carbon emission calculations and factors, with specific attention to CDP requirements.

Omissions

The Group company Trace Media Group has been excluded from the independent assurance of MTG’s Corporate Responsibility report due to the planned and completed divestment from MTG Group. The Group company Zoomin.TV has partially reported on ÅRL required data, excluding environmental and human rights indicators, due to limitations in their local reporting systems. Amendments and improvements are to be implemented during forthcoming year to meet legislative demands.

Findings and Opinion

We reviewed and provided feedback on drafts of the Report and where necessary changes were needed these were made. On the basis of the work undertaken, nothing came to our attention to suggest that the Report does not properly describe MTG’s adherence to the Principles or its performance on Corporate Responsibility.

In terms of data accuracy, nothing came to our attention to suggest that the data have not been properly collated from information reported on an operational level, or that the assumptions used were inappropriate. We are not aware of any errors that would materially affect the data or information.

We can confirm that we have made an independent assessment of the legal requirements in the Annual Accounts Act (ÅRL) and MTG’s self-declared application of the GRI Standards. We can confirm the CR report to be a Core level “in Accordance” report.

Observations

Without affecting our assurance opinion we also provide the following observations:

Performance information

Overall we have confidence in the level of accuracy of the performance information presented in the Report. Data collection processes are described and supported through evidence seen during the assurance process.

Limited numbers of data errors in calculations were highlighted during the assurance process and have subsequently been corrected in later versions of the report. Implementation of the Human Resources data system Cezanne should be enforced Group wide to enable traceability, decrease manual errors and fully meet indicator requirements in ÅRL.

Materiality

We believe the report describes the majority of MTG’s material impacts in an adequate and good manner that enables all stakeholders to engage with MTG to co-create in moving Corporate Responsibility to a broader and more incorporated level both in MTG and as stakeholder in an external context. Due to the changing nature of business through increased acquisition of digital ventures and other organisational changes, MTG Group should conduct a new Materiality analysis for next year.

Areas that should be highlighted and addressed in MTG’s forthcoming Corporate Responsibility performance is equality and diversity in operations, specifically with focus on management approach. Further, MTG needs to strengthen the adherence to the Supplier Code of Conduct and ensure adequate follow-up on a responsible supply chain.

Inclusivity and responsiveness

During the year MTG conducted surveys, user testing and home studies to understand its stakeholders, specifically customers, perspective and expectations on them as a responsible media entertainer. This has strengthened the understanding of Corporate Responsibility connectivity to content and ensures the collection of customer feedback.

Ethos International
23rd March 2018

Malin Lindfors Speace
Partner and Senior Advisor
Sandra Rumélius
CFO and Senior Advisor
Stina Ahnlid
Advisor
Gri reference

Auditor’s opinion regarding the statutory sustainability report

To the general meeting of the shareholders in Modern Times Group MTG AB (publ), corporate identity number 556309-9158.

Engagement and responsibility

It is the board of directors and the managing director who is responsible for the statutory sustainability report (Corporate Responsibility Report) for the year 2017 on pages 1-88 and that it is prepared in accordance with the Annual Accounts Act.

The scope of the examination

Our examination has been conducted in accordance with FAR:s auditing standard RevR 12 The auditor’s opinion regarding the statutory sustainability report. This means that our examination of the statutory sustainability report is different and substantially less in scope than an audit conducted in accordance with International Standards on Auditing and generally accepted auditing standards in Sweden. We believe that the examination has provided us with sufficient basis for our opinion.

Opinion

A statutory sustainability report has been prepared.

Stockholm 27 March 201
KPMG AB

Joakim Thilstedt
Authorized Public Accountant

Gri reference
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