About the report

Report data, objectives, GRI index and much more.

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    • Objectives and Achievements
    • Workforce Data
    • Corporate Giving Data
    • Environmental Data
    • Financial Data
    • Compliance Data
    • GRI Index
    • Report Boundaries
    • Independent Assurance Statement
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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. During 2017, MTG will focus on setting new long-term strategic objectives and targets that complement both our CR strategy and four focus areas: media responsibility, social impact, business ethics and environmental care. MTG is already committed to the UN Sustainable Development Goal (SDG) #5: Achieve gender equality and empower all women and girls. In order to create even greater social impact in 2017, we will connect additional relevant SDGs to MTG’s CR work.

Targets 2016 Achievements 2016 Targets 2017
Anti-Bribery and Anti-Corruption
Objective: Zero tolerance of any form of bribery and anti-corruption, or unethical or unlawful behavior in the company and in our business relations.

 Continue to roll out managerial training to senior management at MTG.



 Target met. During 2016, all MTG management teams, including new digital ventures, have been trained in our anti-bribery and anti-corruption policies and guidelines.


 Continue with targeted training for senior management.


 Integrate the anti-bribery and anti-corruption policy signature process and e-learning training into our new HR system and intranet.

 In progress. Our new HR system was implemented in Q3 2016, and work to integrate our policies signature process will be part of a wider policy review.

 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.

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

 Present the 50/50 objective and engage all local HR managers in establishing a guiding roadmap for 2017-2020.

In progress. Several workshops were held in Q4 with local HR managers. An established baseline and guiding roadmap were prepared for the implementation process 2016-2020.

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

  Perform market intelligence and benchmark analysis.

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

Objective: Reduce our energy consumption by 20% in our largest markets.

 Revise and update MTG’s travel policy by end of 2016.

Target met. The travel policy was updated in Q2 2016 and was relabeled as Travel Guideline.

 Map our energy consumption, starting with our largest markets.

  Establish a roadmap for reduced energy consumption.

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

 Continue development of data protection processes within MTG, including hosting an update session on GDPR.

 Target met. In 2016, we carried out data protection training, which was a mixture of voluntary training for all staff and mandatory training for senior managers. Over 90% of our senior managers received face-to-face training on data protection issues.


 Establish a roadmap 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.


 Develop data protection breach guidelines and training for relevant staff.

 Target met. We have developed a data breach procedure covering contacts and procedures to follow in the event of a breach. This includes training for relevant senior management on how to react, and a mock data breach.

  Continue to conduct data protection training for relevant staff.

Child and Minor Protection
Objective: New objective will be set during 2017.

90% of employees to complete training course by Q3 2016.

 Target. Changed from training for all employees to training in broadcast compliance and children protection issues for employees working directly with content.

 New target and objective will be set during 2017.

Objective: Improve MTG’s cyber-resilience.

 Implement information security awareness programme by end of 2016.

 Target met. An obligatory awareness and education e-learning was implemented in June 2016, in order to strengthen MTG’s information security and ensure that employees can handle sensitive information. 87.3 % of all employees have taken and passed the course.

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

  Measure MTG’s cyber maturity against industry standards.

 Continue to coordinate MTG’s content protection and anti-piracy efforts, both internally with in-house teams and externally with the Audio Visual Anti-Piracy Alliance.

 Target met. We have increased engagement with industry partnerships, resulting in reduced availability of pirated content. Two major illicit websites serving the Scandinavian markets were closed down, preventing illegal access to over 8,000 movie and TV titles that carried Scandinavian subtitles. We supported Interpol with its annual IP crime conference, raising standards with investigators and lobbying for greater resources to be focused on audio-visual piracy.

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

  • Target reached
  • Target discarded
  • Target

Workforce Data


Average number of full-time equivalent (FTE) employees (includes all companies owned in 2016). For breakdown per gender per country, please see note 24 in the Annual Report.


Zoomin, DreamHack and Turtle are not included in average age data, which is calculated based on actual headcount as at final day of year.

Total4,1863,582 3,805
Male2,351 2,059 2,240
Female 1,8351,523 1,565
Nordics2,1471,726 1,613
Male1,270 1,063 978
Female877663 635
Baltics1,1881,229 1,256
Male604613 591
Female584616 665
Others851627 937
Male477383 671
Female374244 266

Based on FTE headcount (permanent and temporary), contractors are not included. A breakdown of the total number of employees by core business activities cannot be provided due to limitations in our reporting systems.

‘Nordics’ include Denmark, Finland, Norway and Sweden, ‘Baltics’ include Estonia, Latvia, Lithuania, the Czech Republic and Bulgaria, and ‘Others’ include the Netherlands, UK and our Paprika Latino production company which is present in multiple countries. Ghana, Hungary, Russia, Tanzania and Ukraine are not included as since 2016 MTG no longer has operations there.

Full-time3,8643,364 3,645
Male 2,243 1,945 2,144
Female1,621 1,419 1,501
Part-time319218 160
Male 178114 95
Female141104 65

Based on FTE headcount (permanent and temporary), contractors are not included. A breakdown of the total number of employees by core business activities cannot be provided due to limitations in our reporting systems.

Temporary890624 507
Male 571412 313
Female 319 212 194
Permanently 3,2962,958 3,298
Male 1,7801,647 1,927
Female 1,5161,311 1,371

Based on FTE headcount, contractors are not included.

Employees, male2,3512,059 2,240
Employees, female1,8351,523 1,565
Contractors, male81167684
Contractors, female13497 52

Based on FTE headcount (permanent and temporary), contractors are included. The number of contractors in our production companies at any given time can vary greatly depending on the number and type of productions. MTGx and freelancers are not included in contractor data.

Workforce by gender
Management by gender
Junior Management by gender
Executive Management by gender
Board of Directors by gender
Workforce by age
Board of Directors by age
Foreign nationalities in local workforce
Number of nationalities

Based on FTE headcount (permanent and temporary). Junior management data is not available as we no longer apply this particular management level. Workforce by age based on actual headcount data as at final day of the year. Foreign nationalities in local workforce and number of nationalities exclude Zoomin and Turtle.


7% of our employees were covered by collective bargaining in 2016 according to calculations based on FTE. This is a marked reduction from the 33% covered in 2015 and this is due to the sale of our Africa operations, Thisisnice production employee fluctuations and a 2015 reporting error for our Norwegian operations.

Total(20%) 656(19%) 541(22%) 712
By gender
Male(22%) 387(19%) 305(23%) 444
Female(18%) 269(19%) 236(22%) 267
By age
<30s(39%) 308(40%) 242(37%) 347
30-50(15%) 328(14%) 285(17%) 358
>50s(6%) 13(6%) 14(3%) 6
By region
Nordics(23%) 335(20%) 248(18%) 253
Baltics(17%) 177(18%) 197(13%) 157
Others(20%) 151(18%) 96(42%) 302

New permanent employees joining the company for the first time. The rate of new employee hires is the amount of new hires out of the total permanent workforce.

Employee Turnover rate (Incl Redundancies)
Total20% (721)24% (828)19% (618)
By gender
Male21% (386)12% (422)18% (350)
Female19% (335)12% (406)25% (268)
By age
<30s31% (265)7% (248)18% (167)
30-5017% (419)15% (521)19% (410)
>50s14% (36)2% (59)22% (41)
By region
Nordics18% (282)14% (464)21% (289)
Baltics16% (185) 6% (195)11% (123)
Others30% (253)5% (169)19% (206)
Internal recruitment

Based on FTE headcount (permanent and temporary). The turnover rate is compared to the total of actual headcount as per last day of the year. In 2015, we made an adjustment in the calculation of the employee turnover rate. Internal recruitment figure excludes our operations in the Czech Republic, because they do not use the same request system for new positions. Viasat AS Estonia, Viasat AB, Viasat Sales AB, MTG Radio Sales AB and Vision TV are very sales intensive companies with young employees in entry-level positions, where high employee turnover is very common.

First 6 months 2014 of classroom training hours done by Academy teachers1,54400
Training hoursx21,55927,133.5
Coverage of appraisal process (PDA)

As the central training facility MTG Academy was discontinued, the individual companies and countries now organise the training of their staff. During the 2015 transformation of MTG, the structured and centralised PDA process was removed. 2016 PDA completion rate is a summarized figure from both first meet and mid-year review. The coverage of the appraisal process figure shows how many of all permanent employees have completed their performance appraisal. Excluded from the 2016 figures are Bulgaria, the Czech Republic and Latvia, excluding the MTG Riga Playout Centre, which has reported figures and hence is included in the total percentage. In 2015/2016, we introduced the learning platform Lynda to our employees in Sweden and UK and these figures are included for these years.


Absence is reported as percentage of total annual working days. We have used 253 as an average number of working days per year for all countries. Calculation for absentee rate differs from GRI guidelines to be comprehensible for our stakeholders.

Work-related accidents
Lost days due to work-related accidents
Work-related fatalities000

Work related accidents in 2016 include 3 accidents on way home from work, 1 strained neck, 1 ankle sprain, 1 minor cut finger, 1 elbow strain and 1 puncture wound. Due to the small number of work related accidents we do not provide a regional breakdown of the figures to protect the privacy of our employees.

Ratio of basic salary F vs M
Total, all employees76%77%74%
Total, managers76%75%84%
Nordics, all employees76%81%87%
Nordics, managers72%78%91%
Baltics, all employees90%89%82%
Baltics, managers99%97%96%
Others, all employees85%86%74%
Others, managers85%85%67%
Ratio of remuneration F vs M
Total, all employees73%74%72%
Total, managers71%71%82%
Nordics, all employees71%77%83%
Nordics, managers67%74%87%
Baltics, all employees91%92%84%
Baltics, managers97%98%102%
Others, all managers81%81%71%
Others, managers81%68%65%

The figures show the difference between male and female earnings as a percentage of male earnings amongst all permanent employees with a fixed monthly salary. The ratio of total remuneration includes basic salary and variable remuneration. The figures have been calculated with maximum possible variable remuneration. The 2014 figures are partially updated due to a head-count mistake in the Nordics, which also affected the total. Turtle and Zoomin are not included in salary and remuneration data.

Number of employees who took parental leave201420152016
Number of employees who returned to work from parental leave
Parental leave – stay after one year
Return to work rate
Parental leave retention rate

Based on FTE headcount (permanent and temporary). It is not possible to report the total number of employees that were entitled to parental leave, as we do not always have this information available for male employees.


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Corporate Giving Data

Donated media time, KSEK84,396 84,56539,080
Volunteer hours 2,119 1,504374
During working hours2,1191,504374
Outside working hours000
Products and services, KSEK3,46827124
Cash donations, KSEK1,134 3,6381,217
Funds raised for charity, KSEK6,05510,9133,012

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 2016 went to organisations that work in those fields. The local MTG companies can also choose to support additional causes based on local needs. In 2016, our cash and in-kind donations predominantly went to our Game Changers campaign with Reach for Change, as well as a variety of smaller organisations throughout our operating countries.

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Environmental Data

Scope 1 – direct emissions1,6441,2791,138
Scope 2 – indirect emissions5,8176,0155,401
Total Scope 1 & 27,4617,2946,539
Scope 3 – other indirect emissions9,2829,5509,157
Total carbon emissions, tonnes CO2e16,74416,84415,695
Emissions per employee (excl. Thisisnice)

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 GHC 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.

The emissions figures are based on all scopes, i.e. Scope 1,2, and 3 and base year is 2010. Our emissions figure per employee 2014 has been updated.
In 2016, we excluded reporting from our businesses in Ghana, Tanzania and Ukraine as we no longer have operations there. Because of the large fluctuations in employees at Thisisnice and their travel patterns depending on productions, this data is also excluded to get a better overview and comparability.

Our total emissions for 2016 have decreased 7% compared to 2015. The most significant changes are a decrease in emissions from facilities, which lowered the total output by 4%, and a reduction in air travel, which resulted in a total emission decrease of 3%.


Direct energy consumption
Diesel2,597 686302
Indirect energy consumption
Cooling1,289 1,2411,263
Electricity 52,82958,83656,429
Heating13,103 11,1098,364
Total energy consumption69,81771,78266,358
Energy consumption per employee 182220

Energy per employee includes all fuel, electricity, heating and cooling inside the organisation. 16.6% of our energy consumption in 2016 came from renewable sources (i.e. out of 15,674,636 kWh, 2,602,199 kWh is renewable and 13,072,437 kWh is non-renewable), up nearly 4% since 2015.


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Financial Data

Net sales (MSEK)15,74616,21817,299
Operating income before items affecting comparability (MSEK)1,2901,2681,347
Basic earnings per share17.103.22-3
Average number of employees4,1113,9953,805
Financial position
Shareholders’ equity5,8314,7685,016
Long-term liabilities2,1113,3053,794
Short-term liabilities6,1908,4258,888
Total shareholders’ equity and liabilities14,13116,49717,699
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Compliance Data

Relating to minorsx10
Non-compliant 1806
Relating to minors x0
Programmes, promos & other
79 3442
Non-compliant 5725
Relating to minors x 129
Still pending 62023
Fines/penalties 2120

All of our Ofcom lisenced channels plus free-TV and radio channels regulated by other regulators are included in these figures. Due to an update of the reporting procedures and sheets, the broadcast compliance data has improved. 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.

00 0
Non-compliant00 0
Programmes, Promos & Other
00 1
Non-compliant00 0
Still pending000

All our radio stations have local licenses and are therefore also locally regulated.

Internal people trained346176158
External people trained161224

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. Note that the decrease in training given is due to changes and restructuring of MTG during 2015.

Confirmed incidents of corruption000
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GRI Index


Standard disclosures   
Strategy and analysis
Statement from the most senior decision-maker
Organisation profile
The name of the organization
Report primary brands, products and services
Report the location of HQ
G4-6Report the number of, and names of, countries of operation and sustainability topics relating to operations
G4-7Report the nature of ownership and legal form
G4-8Report the markets served
G4-9Report the scale of the organization
G4-10Report on employees (see list)
G4-11Report the percentages of total employees covered by collective bargaining
G4-12Describe the supply chain
The illustrated value chain does not include our digital ventures.
G4-13Report any significant changes
G4-14Report whether and how the precautionary principle is addressed by the organization
G4-15List external charters, principles or other that the organization subscribes to or endorses
G4-16List memberships of associations
Identified material aspects and boundaries
G4-17List all entities etc
G4-18Explain the process for defining content and boundaries etc
The materiality analysis in this year’s report uses a materiality matrix. The previous report used a prioritisation pyramid.
G4-19List all material aspects
G4-20Report the aspects boundaries within the organization
G4-21Report the aspects boundaries outside the organization
G4-22Report the effect of any restatements
G4-23Report significant changes
Stakeholder engagement
G4-24Provide a list of stakeholder groups
G4-25Report the basis for identification and selection of stakeholders
We have identified our stakeholder groups through a mapping and analysis process. This process includes all people and organisations that may be affected by our business.
G4-26Report the organizations approach to stakeholder engagement
G4-27Report the key topics and concerns for stakeholders
Report profile
G4-28Reporting period
G4-29Date of previous report
G4-30Reporting cycle
G4-31Provide the contact point
G4-32GRI index
G4-33External assurance
G4-34Governance structure
G4-39Chairman of the Board is executive officer
Ethics and integrity
G4-56Ethics and integrity
The Head of Corporate Responsibility owns the Code of Conduct and it is approved by the Board of Directors.
Economic performance indicators
Aspect: Direct economic value generated and distributed
G4-EC1Direct economic value generated and distributed
Partially reported.
Aspect: Indirect economic impacts
G4-EC7Corporate giving
Environmental performance indicators
DMADisclosure on management approach
Aspect: Energy
G4-EN3Energy consumption within the organisation
G4-EN5Energy intensity
Aspect: Emissions
G4-EN15Direct Greenhouse gas (GHG) emissions
(Scope 1)
G4-EN16Energy indirect Greenhouse gas (GHG) emissions (Scope 2)
G4-EN17Other indirect Greenhouse gas (GHG) emissions (Scope 3)
G4-EN18Greenhouse gas (GHG) emissions intensity
Social performance indicators
DMADisclosure on management approach
Aspect: Employment
G4-LA1Total number and rate of new employee hires and employee turnover by age group, gender and region
G4-LA3Return to work and retention rates after parental leave, by gender
Omission: It is not possible to report the total number of employees that were entitled to parental leave, as we don’t always have this information available for male employees.
Aspect: Occupational health and safety
G4-LA6Type of injury and rates of injury, occupational diseases, lost days and absenteeism, and total number of work-related fatalities by region and by gender
Omission: Calculation for absentee rate differs from GRI guidelines to be comprehensible for our stakeholders. Contractors are not included in the data as we do not have this information available.
Aspect: Training and education
G4-LA11Percentage of employees receiving regular performance and career development reviews, by gender and by employee category
Omission: Breakdown per gender and employee category has not been possible as we currently do not record this in our performance reviews.
Aspect: Diversity and equality
G4-LA12Composition of governance bodies and breakdown of employees per category according to gender, age and minority group
Omission: Breakdown by age per employee category has not been possible due to limitations in our reporting systems. Reporting on minority groups is not allowed according to local law in countries of operations, hence not disclosed.
Aspect: Equal Remuneration for Women and Men
G4-LA13Ratio of basic salary and remuneration of women to men by employee category, by significant locations of operation
Omission: Breakdown per employee category has not been possible due to limitations in our reporting systems.
Aspect: Anticorruption
G4-SO4Communication and training on anticorruption policies and procedures
Partially reported.
G4-SO5Confirmed incidents of corruption and actions taken
Aspect: Marketing and communication
G4-PR7Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship
We have not signed any voluntary codes concerning marketing communications.
Media specific indicators
DMADisclosure on management approach
Aspect: Content creaton
M2Methodology for assessing and monitoring adherence to content creation values
M3Actions taken to improve adherence to content creation values, and results obtained
Aspect: Content dissemination
M4Actions taken to improve performance in relation to content dissemination issues and results obtained
M5Number and nature of responses (feedback/complaints) related to content dissemination and processes for addressing these responses
Aspect: Audience interaction
M6Methods to interact with audiences and results

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. The list is based on the Global Reporting Initiative’s G4 guidelines and Media Sector Supplement, the work we have done with our peers in the Responsible Media CSR Forum as well as the materiality analysis that we conducted with our stakeholders. External third party Ethos International, who has verified our reports since 2012, has also declared that this report is in accordance with the core level of the Global Reporting Initiative G4 guidelines. We have also applied GRI’s Media Sector Supplement for indicators where possible. The report complements the financial Annual Report.

Report scope

The reporting scope includes operations over which we have full control, as well as all subsidiaries and leased facilities unless stated otherwise. Also included is GES Media Holding in the Czech Republic, of which we had a 50% ownership in 2016. Countries where we only operate pay-TV channels on other providers’ platforms have been excluded from the reporting, because we do not have employees or facilities in these countries, and therefore they do not have significant impact on MTG’s sustainable development. Trace, of which MTG acquired 75% in June 2014 is included in the labour figures. Our digital ventures Splay Networks and DreamHack are also included in the labour figures and Turtle Entertainment and ZoominTV will be integrated in our processes starting Q1 2017. InnoGames, of which MTG acquired 35% in October 2016, is not included in the report. Ghana, Hungary, Russia, Tanzania and Ukraine are not included as since 2016 MTG no longer has operations there. Given that some operations have been added, while others have been removed, there have not been any significant changes to the data.

We implemented a new HR reporting system in 2016 in order to improve both our workforce data gathering processes and the quality of our data. This implementation will continue in 2017 when we will also work to ensure that our workforce data meets relevant GRI criteria, such as grouping into employee category, which to date has not been possible due to system limitations.

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. There were no material changes in the supply chain in 2016 that affect our operations. All material topics are relevant within the organisation and the topic sustainable supply chain is relevant outside the organisation.

Reporting period: 01/01/2016-31/12/2016

Reporting framework: GRI G4

Previous report: 08/04/2016

Send feedback to responsibility@mtg.com


Sandra Rumélius, Head of Advisory Services

Ethos International AB is a Nordic Sustainability Advisory firm licensed by AccountAbility to provide AA1000 AS (2008) assurance.

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Independent Assurance Statement

Scope and objectives
Ethos International AB has undertaken independent assurance of the MTG Corporate Responsibility Report 2016 (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 2016. We applied the Global Reporting Initiative’s Principles for defining quality as criteria to evaluate performance information. Additionally, we provide a third party check on the application of the GRI G4 Guidelines.

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 publish the report for MTG jointly with the President and CEO of MTG. Ethos International has been involved in one stage of this year’s preparation and guidance process, which was moderating the materiality analysis including stakeholder dialogues. This is the sixth 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 Malin Lindfors Speace and Sandra Rumélius. 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 for MTG and are of interest to stakeholders.
• Interviews with Board of Directors 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. The 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.
• 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.

The site visit has been postponed due to production timing. The site visit will cover planning, production and post-production facilities connected to the content value chain.

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 MTG’s self-declared application of the GRI G4 guidelines and can confirm it to be a Core level “in Accordance” report.
As actual operational review has not been made awaiting the production site visit, our independent assurance cannot yet confirm nor decline any or all reliability or information of Corporate Responsibility performance in the content value chain.

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. Consolidation and implementation of HR data management should be Group wide, accessible and consequent to raise traceability and decrease manual errors.

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.
Areas that should be highlighted and addressed in MTG’s forthcoming Corporate Responsibility performance is the acknowledgment of MTG’s Code of Conduct and dissemination of policies both internally and in MTG’s supply chain. Further, MTG should emphasize the adaptation of understanding and training on diversity and equality within the Group and specifically in new digital ventures.

Inclusivity and responsiveness
During the year MTG conducted a study that included in-home, in-depth interviews of households and has multiple customer interactions on a monthly basis. This has strengthened the understanding of Corporate Responsibility connectivity to content and ensures the collection of customer feedback.
To uphold understanding and engagement for its operations at large MTG should plan for and include Corporate Responsibility in Group wide business strategy as well as in acquisition and growth strategy. Increased purpose inclusion in corporate growth will strengthen and ensure inclusion of all stakeholders.
Ethos International
3rd April 2017

Malin Lindfors Speace, Partner and Senior Advisor

Sandra Rumélius, Head of Advisory Services

Ethos International AB is a Nordic Sustainability Advisory firm licensed by AccountAbility to provide AA1000 AS (2008) assurance.


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Prenumerera Avanmälan