Årsredovisning 2024

SBM-3 Material imp acts, risks and 
opportunities and their interaction with 
strategy and business model
Viaplay Group works to reduce the climate impact of its 
business activities by measuring and improving ener-
gy use and carbon emissions from its operations and 
commissioned productions. The Group also engages 
with business partners on climate topics and works with 
industry groups to address emissions from end-us-
er devices, network infrastructure and data centres. 
Viaplay Group conducted an initial resilience analysis 
of its business strategy in relation to climate change in 
line with TCFD recommendations in 2022. The analysis 
is regularly updated and findings inform the Group’s 
double materiality assessment process, in which the 
financial materiality of climate related risks are further 
evaluated. The scope of the analysis includes Viaplay 
Group’s entire value chain as well as all TCFD risk cate-
gories and the analysis utilises a scenario analysis across 
multiple time horizons.  
Viaplay Group views its business strategies as resil-
ient to climate-related scenarios across all assessed 
time-frames, due to preemptive mitigation activities 
undertaken to future-proof its operations and, increas-
ingly its value chain. Material climate-related physical 
and transitional risks are documented in the table on 
page 101, alongside identified climate related impacts. 
None of the identified risks is believed to be critical 
enough to fundamentally challenge Viaplay Group’s 
business operations or ability to generate revenue, 
cash-flows and profits. The material physical risk 
identified was present on all considered time horizons 
and scenarios but more pronounced on longer time 
horizons considered, as well as under the high-carbon 
scenario. The material transition risk and opportunity 
identified were present in the low-carbon scenario and 
most pronounced over the short- and medium-term 
time horizons.
IRO-1 Description of the processes to identify 
and ass
ess material climate-related impacts, 
risks and opportunities
Climate-related impacts are identified and assessed via 
the impact materiality assessment included in the dou-
ble materiality assessment undertaken annually by the 
Group. This process is guided by Viaplay Group’s annual 
GHG emissions accounting across its operations and 
value chain, along with insights from industry initiatives 
focused on reducing climate impacts and enhancing 
the industry’s positive role in the climate transition, 
aligned with EU and national targets. Additionally, the 
Group conducts a detailed risk assessment to identi-
fy climate-related physical and transition risks across 
Viaplay Group’s value chain, in which all identified risks 
are scored based on the likelihood and severity of 
their potential or actual impact on its financial results. 
Viaplay Group monitors identified climate-related risks 
that have the potential to have a material financial 
impact on the organisation, and any emerging issues 
are communicated directly to the Group Executive 
Team, which in turn escalates relevant issues to the 
Board. 
Scenario Analysis
A range of complexities exist due to the uncertainties 
of the trajectory of global greenhouse gas emissions 
and the long-term impact of climate change, which may 
have unforeseen impacts on Viaplay Group’s business 
activities, the environment and society. To address this, 
the likelihood of risks occurring is assessed under two 
scenarios based on IPCC Representative Concentra-
tion Pathways (RCP) scenarios representing physical 
impacts of a low-carbon future 1.5°C and a high-car-
bon scenario (2–4°C). Additional transition scenario 
considerations from IEA NZE 2050 are included in the 
low-carbon future scenario to account for transition 
impacts. Considered time horizons for the materialisa-
tion of each risk included short-term (>5 years), medi-
um-term (5–10 years), and long-term (>10 years).
Low-carbon scenario (Transition / 1.5°C / RCP 1.9 & IDE 
NZE 2050)
This scenario entails a future in line with the ambitions 
of the Paris Agreement in which rapid emission reduc-
tions have limited global temperature change to 1.5°C. 
Transition impacts are most pronounced and physical 
impacts such as rising sea levels will be extensive over 
the rest of the century but manageable. Governments 
have enacted strategies for implementing rapid emis-
sion reductions to reach net zero emissions by 2050 
and schemes to secure negative emissions by the end 
of the century. Risks and opportunities considered 
in analysis of this scenario included those relevant 
policy and legal, technology, market and reputational 
domains. 
High-carbon scenario (Business as usual / 4–5°C  
/ RCP 8.5) 
This scenario entails a future in which global GHG 
emissions continue to rise, without sufficient action to 
address them, leading to potential mean temperature 
increases of 4–5°C by the end of the century. Extreme 
physical impacts including increasingly frequent 
extreme weather events, widespread ecosystem failures 
and significant sea level rises are likely to be wide-
spread and increasingly unmanageable in the lead up 
to the end of the century. Risks considered in analysis 
of this scenario included both acute and chronic physi-
cal risks. 
E1-2 Policies related to climate change 
mitigation an
d adaptation
Viaplay Group’s climate transition efforts are governed 
by the Group Sustainability Policy and Group Travel 
and Expense Directive. Additionally, the Group’s Suppli-
er Code of Conduct includes key measures that estab-
lish expectations for suppliers to work to minimise their 
impact on the environment and work towards devel-
oping their own transition plans for climate change 
mitigation aligned with the Paris Agreement.
The Sustainability Policy outlines the Group’s 
approach to sustainability and its commitment to inte-
grating universal principles and guidelines for respon-
sible business conduct into its operations. Through the 
Sustainability Policy, the Group establishes its approach 
to environmental management and climate change 
mitigation, constituted by commitments to compliance 
with all relevant environmental laws and regulations, 
Climate Change
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a precautionary and preventative approach to envi-
ronmental concerns, and continuous improvement of 
sustainability performance. Viaplay Group’s environ-
mental management efforts are focused on the follow-
ing topics: energy consumption, renewable energy use, 
production, technology and services, business travel, 
use of materials and waste management. Overarching 
responsibility for the Sustainability Policy, strategy, 
goals, actions and follow-up rests with the Board of 
Directors.
The Viaplay Group Travel and Expense Directive 
supports the Group’s business travel emission reduction 
efforts through encouraging employees to travel less 
(by opting for digital meetings when feasible, utilising 
local staff and resources, and combining meetings and 
activities into fewer trips) and to travel more efficiently 
(by opting for lower emission modes of travel, walking 
and using public transport instead of taxis, and when 
traveling by air by taking direct flights whenever pos-
sible). The directive is supported through reminders, 
notices and recommendations in the Group’s central 
travel booking system that aim to nudge its employees 
to travel with a reduced environmental impact.
E1-3 Actions and resources in relation to 
clima
te change policies
Own operations
During the reporting period, Viaplay Group continued 
to optimise its organisational footprint to align with its 
market oriented organisational model and strategy. This 
led to reduced energy consumption, heating use and 
total business travel volumes across markets. Addition-
ally, the Group reduced the number of vehicles it owns 
and operates, driving reductions in emissions from fuel 
use. These actions led to emissions from direct com-
bustion and purchased energy (Scope 1 & 2) decreasing 
27% YoY and 50% compared with 2019 levels, surpass-
ing the target of a 21% reduction from 2019 levels for 
2024. 
Additionally, Viaplay Group achieved its stated ambi-
tion of establishing a group-wide target for deployment 
and procurement of renewable energy of >95% by the 
end of 2030, which applies to all facilities it directly con-
trols or influences energy procurement of. See disclo-
sure ‘E1-5 Energy consumption and mix’ for information 
on current levels of renewable energy procurement. 
Viaplay Group concluded that the effects from 
organisational changes during the year were considered 
organic under SBTi guidelines and no revision of climate 
target base-year or target values was necessary. 
Value Chain 
Continued optimisation of the Group’s organisation-
al footprint as well as increasing alignment of travel 
with the Group Travel and Expense Directive lead to 
continued reduction in emissions from business travel. 
Emissions from business travel declined 39% YoY and 
57% from 2019 levels, leading the Group to achieve its 
annual emission reduction target. Additionally, divest-
ment from business operations in non-core markets at 
the begining of 2024 as well as significant reduction 
in the commissioning of scripted content productions 
contributed to reduced emissions across scope 3 cate-
gories. 
Climate change mitigation efforts targeting the 
group production supply chain continued during 2024. 
During the year, the Group’s Sustainable Production 
Guide (SPG) process was used to measure, reduce, and 
report carbon emissions in 30% of productions, increas-
ing product-specific emission data from productions 
and meeting the implementation target. Additionally, 
the Group partially achieved its stated ambition of 
developing a SPG guide process for sports productions, 
completing an initial scoping of a sports edition of the 
SPG before the end of the year. 
Viaplay Group continues to engage with its suppliers 
responsible for emissions from purchased goods and 
services in order to achieve its long-term science-based 
target of having suppliers responsible for 71% of these 
emissions covered by science-based targets. The Group 
fell short of its Scope 3 target for supplier engag-
ment, with only 8% of suppliers by emissions covering 
purchased goods and services having science-based 
targets at the end of the year. 
Future actions
In 2025, Viaplay Group will complete the development 
of a sports edition of SPG, integrate SPG use into stan-
dard production processes and contracts with produc-
tion suppliers. These efforts will further support the col-
lection of absolute emission data from commissioned 
productions and improve Scope 3 emission reporting 
with product specific emission factors. Additionally, the 
Group will continue to participate in a collaborative 
industry effort to create a Nordic Ecological Production 
Standard aimed at aligning all industry stakeholders on 
a single set of criteria for sustainable production. 
Viaplay Group will also participate in a consortium of 
academic institutions and businesses in a EU Horizon 
Europe - Innovation Action Programme project enti-
tled ‘StreamSCAPES research and innovation project’. 
StreamSCAPES aims to develop approaches for driving 
the sustainable climate transition through streaming 
platforms as central nodes within the audiovisual and 
cultural sectors. 
By the end of 2025, the Group will launch an ini-
tiative to collect supplier-specific emission factors to 
support science-based target engagement with its 
suppliers through due diligence.
Climate Change
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===== SIDA 104 =====

E1-4 Targets related to climate change mitigation and adaptation
Long-term target related to energy revised. Targets related to Sustainable Production Guide no longer pursued.  
Climate Change
Climate change mitigation and adaptation Energy
Long-term  
targets  
Reduce GHG emissions 
in absolute scope 1 (fuel 
use), scope 2 (energy) & 
scope 3.6 (business travel) 
by 46.2% by end of 2030 
from a 2019 base year 
(SBTs). 
71% of suppliers by emis-
sions covering purchased 
goods and services will 
have science-based tar-
gets by end of 2026. 
Develop and implement 
Viaplay’s Sustainable Produc-
tion Guide, including People 
& Planet storytelling test in 
all Viaplay’s Group’s commis-
sioned content productions 
(incl. sports productions) by 
end of 2026. 
Achieve >95% renewable 
energy use across Group 
operations by the end of 
2026.
2024 Annual  
targets
Reduce direct emissions 
from vehicles and facilities 
(scope 1), purchased ener-
gy (scope 2) and business 
travel (scope 3.6) by at 
least 21% from 2019 levels 
by end of 2024.
15% of suppliers by emis-
sions covering pur
 chased 
goods an
d services will 
have science-based tar-
gets by end of 2024. 
Develop a Sustainable 
Production Guide version 
for Viaplay’s sports produc-
tions; implement Sustainable 
Production Guide in 30% of 
Viaplay Group’s commissioned 
content productions by end 
of 2024. 
Develop Group-wide 
target for renewable 
energy use by end of 
2024.
Performance
 Achieved. 74% (Scope 
1), 48% (S
cope 2), 57% 
(Scope 3.6) from 2019 
levels.  
 Not achieved. 8% of 
suppliers b
y emissions  
covered by science-
based targets. 
 Partially achieved.  
Sus
tainable Production 
Guide implemented in 30% 
of productions; only initial 
scoping of Sports version 
completed. 
 Achieved. Target 
dev
eloped. 
2025 Annual  
targets
Reduce direct emissions 
from vehicles and facilities 
(scope 1), purchased ener-
gy (scope 2) and business 
travel (scope 3.6) by at 
least 25.2% from 2019 
levels by end of 2025.
By the end of 2025, 
launch an initiative to 
collect supplier-specific 
emission factors to sup-
port science-based target 
engagem
ent through due 
diligence. 
No longer pursued. Pro-
gramme to be integrated with 
standard production process-
es during 2025.
75% renewable energy 
use by end of 2025. 
 Achiev ed  Partially a chieved  Not achie ved
E1-5 Energy consumption and mix
Only energy from electricity included in reporting.  
2024 2023
Total energy consumption from fossil sources [MWh] 1,699 2,550
Share of fossil sources in total energy consumption [%] 34% 46%
Total energy consumption from nuclear sources [MWh] – –
Share of consumption from nuclear sources in total energy consumption [%] 0 0
Fuel consumption from renewable sources [MWh] – –
Consumption of purchased or acquired electricity, heat, steam, and cooling from renewable sources [MWh] 3,248 3,048
Consumption of self-generated non-fuel renewable energy [MWh] – –
Total energy consumption from renewable sources [MWh] 3,248 3,048
Share of total energy consumption from renewable and low carbon sources [%] 66% 54%
Total energy consumption [MWh] 4,947 5,598
Annual & Sustainability Report 2024
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Climate Change
E1-6 Gross scope 1, 2, 3 and total GHG emissions
Retrospective Milestones and target years
Base year 2024 2023
% 2024 
/2023 2025 2030
Annual % target  
/Base year
Gross Scope 1 GHG emissions (tCO2eq) 161 42 76 76% 120 92 4.2%/2019
Percentage of Scope 1 GHG emissions from regulated 
emission trading schemes (%) – – – –
Gross location-based Scope 2 GHG emissions (tCO2eq) 974 492 488 101%
Gross market-based Scope 2 GHG emissions (tCO2eq) 1,960 1,021 1,382 74% 1,466 984 4.2%/2019
Total Gross indirect (Scope 3) GHG emissions (tCO2eq) 74,102 38,959 117,998 33%
1 Purchas
ed goods and services 61,153 26,485 105,139 25% Engagement
Cloud computing and data centre services – 17 –
2 Capital goods 105 –
– –
3  Fuel and en
ergy-related Activities (not included in 
Scope1 or Scope 2) 947 173 325 53%
4 Upstream tr
ansportation and distribution 82 5 559 <1%
5 Wast
e generated in operations 11 2 48 4%
6 Business tr
aveling 5,239 2,240 3,663 61% 4.2%/2019
7 Employee c
ommuting 1,500 626 691 91%
8  Upstream leas
ed assets – – –
9 Downstr
eam transportation – – – –
10 Proce
ssing of sold products – – – –
11 Use of s
old products 4,894 9,359 7,516 125%
12 End-o
f-life treatment of sold products – – – –
13 Downstr
eam leased assets – – – –
14 Fr
anchises – – – –
15 Inv
estments 171 52 57 91%
Total GHG emissions (location-based) (tCO2eq) 75,237 39,493 118,562 33%
Total GHG emissions (market-based) (tCO2eq) 76,223 40,022 119,456 33%
Accounting principles 
Viaplay Group applies an operational control approach, 
covering all Scope 1, 2, and 3 emissions under its sub-
sidiaries, and discloses downstream emissions from joint 
ventures and investments. Emission factors are sourced 
from government databases, academic studies, and 
regulatory disclosures, with a 100-year Global Warming 
Potential (GWP) applied per IPCC guidelines, and all six
greenhouse gases are included in the calculation and
are expressed in CO
2 equivalents. Some energy and 
waste figures are estimated. 
• Scope 1
 (Vehicles & Fuel): Calculated using the latest 
DEFRA conversion factors.
• Scope 2
 (Purchased Energy): Reports both market- 
and location-based emissions per ESRS and GHG 
Protocol guidelines. The market-based approach 
uses supplier-specific data and renewable certifi-
cates, while the location-based approach applies 
national grid mixes (AIB emission factors). Estimates 
are used for shared office spaces.
•
 Scope 3 
(Value Chain Emissions): Primarily estimated 
using spend and transaction data. Purchased content 
emissions are based on production spend and 2020 
benchmarks. EXIOBASE models upstream emis-
sions, while UK DEFRA, Idemat, Quartz, and EPDs 
inform activity-based calculations. Business travel 
and Employee commuting follow the well-to-wheel 
(WTW) methodology.
•
 Scope 3�11 (Us
e of Sold Products): Streaming 
emissions are calculated using the DIMPACT Video 
Streaming Model, developed with academic and 
industry partners.
E1-7 GHG remo vals and GHG mitigation 
projects financed through carbon credits
Viaplay Group is focused on reducing it emissions and 
has not engaged in GHG removal projects to date. The 
primary mitigation efforts undertaken by the company 
involve collaboration with the industry to standardise 
methodologies for and mainstream the practice of mea-
suring emissions from film and TV production.
E1-8 Internal carbon pricing
Viaplay Group has no plans to apply an internal carbon 
pricing scheme at this time. 
E1-9 Anticipated financial effects from 
ma
terial physical and transition risks and 
potential climate-related opportunities
In its initial double materiality assessment aligned with 
ESRS guidance, Viaplay Group identified potential 
financial impacts from climate-related risks and oppor-
tunities. The Group will conduct a more detailed anal-
ysis of these impacts and integrate the findings with 
financial reporting in 2025.
Annual & Sustainability Report 2024
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Own-workforce
rights policy is not only a reflection of its values but is 
embedded within its business practices and culture. The 
key areas of focus that are directly relevant to Viaplay 
Group’s workforce are outlined below.
Fair treatment and non-discrimination: 
Viaplay Group is committed to providing equal oppor-
tunities for all employees regardless of their race, 
ethnicity, gender, sexual orientation, religion, disability, 
age, or any other characteristic protected by Swedish 
national law. The Group actively works to eliminate any 
form of discrimination, harassment, or unfair treatment 
in the workplace. This is reflected in Group diversity 
and inclusion programs and is supported by regular 
training and awareness campaigns.
Safe and healthy work environment
Employee safety and well-being are a priority. Viaplay 
Group adheres to the highest standards of occupational 
health and safety, ensuring that our work environments 
are free from hazards and conducive to 
 productivit
y. 
This includes regular health and safety audits, risk 
assessments, and providing employees with access to 
necessary protective equipment, training, and support. 
These efforts are supported by a Work Environment 
Policy. 
SBM-3 Material imp acts, risks and 
opportunities and their interaction with 
strategy and business model
At Viaplay Group, ensuring employee well-being and 
equal opportunities for all is of the utmost importance. 
The Group continuously monitors the well-being of 
employees and recognises potential positive and nega-
tive impacts concerning well-being, equal gender repre-
sentation, equal pay for equal work, and a fair, open, and 
safe w
ork environment. To reduce health and safety risks 
and to promote employee well-being, Viaplay Group 
has introduced group-wide standards and a systematic 
approach to the management of these topics through 
its People Policy, Work Environment Policy, and Equal 
Opportunities Directive.
S1-1 Policies related to own workforce
Human rights
Viaplay Group is committed to promoting and pro-
tecting human rights in its operations, across its supply 
chain and be
yond. The Group views this commitment 
as integral to fostering a fair, ethical, and inclusive work 
environment for all its employees. The Group’s human 
Buying & creating 
content
Packaging &  
marketing
Content  
distribution 
Consumer  
experience
Impacts 2 31 3 421 31
Risks & Opportunites BA A
– –
*
––+ +
€
+
€
 Actual   Potential  +  Positive  –  Negative  €  Opportunity  *  Risk
1.  Advan
cing diversity, equality, and inclusion in workforce  
and via content.
2.  Secure emplo
yment, adequate wages, social protection,  
career development and an inclusive work environment.
3.  Pot
ential well-being and discrimination related impacts on  
own work force.
4.  Pot
ential incidents relating to information protection and 
privacy.
A.  Being an a
ttractive employer offering safe and secure jobs  
and a diverse and inclusive work environment.
B.  Pot
ential financial losses from fines related to data privacy 
incidents.
SBM-3 Material imp acts, risks and opportunities and their interaction with strategy and 
business model
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===== SIDA 107 =====

Fair Wages and Benefits
Viaplay Group is committed to providing competitive 
wages that meet or exceed industry standards, along 
with a comprehensive benefits package. Group com-
pensation policies ensure that all employees are fairly 
compensated for their contributions, and the Group 
regularly reviews these policies to remain competitive in 
the marketplace.
Viaplay Group is dedicated to upholding these 
principles across all levels of its workforce, ensuring 
that each employee is treated with dignity, fairness, and 
respect. These policy commitments are embedded in the 
Employee Code of Conduct and outlined in the Human 
Rights Policy, various People and Culture policies as well 
as reaffirmed in the Group’s annual Modern Slavery Act 
Statements.
Viaplay Group follows OECD Guidelines for Multina-
tional Enterprises on responsible business conduct and 
is committed to the UN Global Compact’s principles in 
areas of human rights, labour rights, environment, and 
anti-corruption. The Group respects the UN Guiding 
Principles on Business and Human Rights and works to 
uphold human rights in accordance with these interna-
tionally accepted standards and expects the same from 
its partners and suppliers. 
Group policies contain explicit provisions ensuring 
the protections prohibiting trafficking of human beings, 
forced labour, compulsory labour, as well as child 
labour. These policies apply to all employees of sub-
sidiaries and entities in which Viaplay Group exercises 
decisive control (directly or indirectly), as well as con-
tractors or individuals under the company’s supervision.
SVP People & Culture is responsible for maintain-
ing, updating, and ensuring that the People Policy, 
Non-discrimination and Anti-harassment Directive, and 
Equality and Diversity Directive are properly published 
and enforced. Viaplay Group’s Board of Directors has 
overall responsibility for the Group’s Human Rights 
Policy. The Head of Sustainability is responsible for its 
content, maintaining and updating it and for ensuring 
that it is properly published and enforced. Members of 
the Group Executive Team are responsible for commu-
nicating and implementing all Group Policies, and for 
ensuring that all employees within their area of respon-
sibility are familiar with and follow Group Policies.
Equal opportunities and anti-discrimination
Viaplay Group acknowledge that its business can 
potentially have positive and negative impacts on 
areas such as gender equality, employee diversity, 
equal pay for equal work and perceptions of equitable 
treatment. Our commitment to mitigating potential 
negative impacts while advancing equal opportunities 
for all in our workplace is outlined in our People Policy, 
Non-discrimination and Anti-harassment Directive, and 
Equality and Diversity Directive. These guiding docu-
ments emphasise our commitment to recognising the 
expertise and ability of every individual and to ensuring 
that no employee is discriminated against by explicitly 
covering grounds for discrimination based on racial and 
ethnic origin, sexual orientation, gender identity, dis-
ability, age, religion, and national extraction. They also 
underscore our commitments to equal remuneration, 
development and promotion opportunities. Viaplay 
Group’s commitments to equal treatment and oppor-
tunities for all are embedded in various workstreams, 
with a primary focus on two key areas: creating a sense 
of belonging for all and attracting and retaining diverse 
talents. 
Viaplay Group has implemented specific policy com-
mitments and initiatives within the following areas:
Creating a sense of belonging for all
•
 Inclusion aw
areness initiatives, including training, 
mentorship programmes and events.
• The pro
vision of free menstrual care products in 
office restrooms through a collaboration with Red 
Locker. This initiative aims to create conditions for all 
employees to manage their everyday lives on equal 
terms. The products are currently available in our 
offices in Sweden, Denmark, Norway and the UK.
•
 A menop ause directive that provides support for 
employees experiencing the menopause, such as 
flexible work arrangements and access to supportive 
resources.
•
 Advoca
ting for all employees, regardless of gender, 
to take parental leave. Viaplay Group measures and 
tracks parental leave metrics to ensure effective 
follow-up and support systems are in place and addi-
tionally, it provides parental pay compensation uplift 
during the absence.
Attracting and retaining diverse talents
•
 Annual gender p
ay-gap analyses.
• The Group assesses all candidates, internal and 
extern
al, that have applied for positions, based on 
their skills, experience, and assessed ability to do the 
job. Job advertisements and publications used are 
non-discriminatory.
• Job applicants will no t be disadvantaged by require-
ments that are not essential for the job. Where a 
person has a disability, appropriate consideration will 
be given as to whether reasonable adjustments can 
be made.
•
 Recruitmen
t procedures will be reviewed regularly to 
ensure that individuals are treated based on their rel-
evant merits and abilities and that sufficiently diverse 
sectors of the community, are reached.
S1-2 Processes for engaging with own workers 
and w
orkers’ representatives about impacts
Viaplay Group recognises the vital importance of 
engaging with employees and their representatives to 
foster a culture of transparency, mutual respect, and 
collaboration. The commitment to ensuring that the 
perspectives of the Group’s workforce are heard and 
considered is central to its long-term success. Viaplay 
Group believes that this engagement not only drives 
operational improvements but also strengthens its abili-
ty to adapt to changing market conditions and enhance 
employee satisfaction.
The Group continuously monitors the well-being of 
its employees and recognises potential positive and 
negative impacts concerning well-being, stress, and 
health and safety. Viaplay Group uses an employee 
survey tool to identify trends, patterns and areas that 
need attention within teams and the organisation. The 
 Own-workforce
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===== SIDA 108 =====

tool generates real-time insights through continuously 
collecting employee feedback and views in bursts every 
two weeks, enabling us to be more agile and make 
timely, data-driven decisions as an organisation. Topics 
surveyed include: leadership, job satisfaction, mean-
ingfulness, autonomy, work situations, participation, 
personal development, team spirit, and commitment, 
psychological safety, and equality, diversity and inclu-
sion. The tool also provides anonymous 2-way com-
munication with open comments and anonymous chat 
functionality between respondent and managers.
We identify health and safety risks through various 
work streams including the participation of local safety 
representatives in safety rounds which contribute to work 
environment development. All employees and workers at 
Viaplay Group are always encouraged to react to unsafe 
or unhealthy work situations. Health and safety con-
cerns and incidents can be reported locally or through 
an intern
al incident reporting system available to all 
employees via the Group’s intranet. Viaplay Group’s pol-
icies prohibit any form of repercussions against employ-
ees who use the incident reporting system. A reported 
issue or a work-pla
ce incident will be handled through 
a risk assessment process, either in a formal or informal 
manner, depending on the nature of the situation.
Additionally, Work Environment Committees that 
include employee representatives exist in all countries 
of operation and represent all Viaplay Group employ-
ees. The committees work to ensure a safe working 
environment and address any concerns related to 
workplace safety. They are responsible for informing 
and educating employees on the importance of a good 
working environment, and for reviewing and following 
up on incidents and accidents, as well as for making 
suggestions on changes to processes. The frequency of 
the committee meetings varies from country to country.
The operational responsibility for ensuring these 
engagement processes are effective lies with the Peo-
ple & Culture function, which works closely with leader-
ship teams across departments to integrate employee 
feedback into strategic planning and decision-making 
processes. By engaging with its workforce in a mean-
ingful way, Viaplay Group ensures that the voices of its 
employees help shape the direction of the company, 
enabling it to create a positive, inclusive, and high-per-
formance work environment.
S1-3 Processes to remediate negative 
impa
cts and channels for own workers to raise 
concerns
Viaplay Group encourages all employees and workers to 
raise concerns, particularly regarding health and safety. 
These can be reported through the internal incident 
reporting system on the Group’s intranet, anonymous-
ly via the EES tool, or directly to a People & Culture 
representative. Additionally, work environment commit-
tees and employee representatives help communicate 
collective concerns and suggestions.
Employees are also encouraged to address unsafe or 
unhealthy work situations. The Group grievance mecha-
nism provides a structured and confidential process for 
reporting workplace issues such as harassment, dis-
crimination, unfair treatment, safety hazards, or policy 
breaches. 
Complaints undergo a risk assessment and may be 
handled formally or informally, depending on the situa-
tion. Serious or complex cases prompt a formal inves-
tigation, conducted confidentially to ensure all parties 
can share their perspectives. Appropriate actions—such 
as mediation, disciplinary measures, or policy updates—
are taken based on the findings. The resolution is com-
municated to the involved employees while maintaining 
confidentiality.
S1-4 Taking action on material impacts 
on own w
orkforce, and approaches to 
mitigating material risks and pursuing material 
opportunities related to own workforce, and 
effectiveness of those actions
Viaplay Group works to identify risks or issues that 
could impact employees, related to working conditions, 
discrimination, harassment, wage-related issues, or oth-
er forms of mistreatment or harm and to mitigate them 
and remediate any negative impacts that may occur in 
an appropriate manner. The primary approach to miti-
gating material risks and pursuing opportunities related 
the well-being of workforce is through continuous 
stakeholder engagement via regular employee surveys 
and the monitoring of results. Continuous monitoring 
allows for early intervention on any emerging issues, as 
well as the tracking and assessment of the effectiveness 
of any intervention. Additionally, the Group’s Data Pri-
vacy team works to ensure the security of all employee 
data in addition to the data of its customers, in order to 
safeguard their right to privacy.
Key actions taken to prevent or mitigate material 
negative impacts and risks, as well as advance oppor-
tunities related to the well-being of the workforce and 
promoting equal opportunities for all over the course of 
the reporting period across all markets included:
•
 Holding value
s workshops with all employees and 
leaders after resetting corporate culture with new 
values to instil a performance driven culture.
• Conduc
ting an office based working engagement 
drive across all offices with activities to foster a sense 
of community, enhance cross function collaboration, 
and boost productivity.
•
 Increasin
g information sharing between functions 
via implementing regular market-based town halls to 
support the new organisational configuration.
•
 Conduc
ting an annual gender pay gap analysis in 
each market and acting on the findings, to ensure 
equal pay for equal work regardless of gender.
S1-5 Targets related to managing material 
ne
gative impacts, advancing positive impacts, 
and managing material risks and opportunities
New baseline for Employee well-being targets
The Group has revised its baseline for employee 
well-being targets after using a new AI-based platform 
that measures our team’s and organisation’s engage-
ment, well-being, and development in real-time via 
bi-weekly pulse surveys for a full-year. The new system 
uses employee responses to an index of questions 
relating to their work situation including stress-levels, if 
the employees feel that they have the right conditions 
to do a good job, as well as questions about bullying, 
harassment, and discrimination to determine a well-be-
Own-workforce
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===== SIDA 109 =====

ing index score. The Group wide well-being index score 
for the reporting period was 74 and this will become the 
new baseline for both the long-term and 2025 annual 
target.
During the reporting period the Group observed a 
positive development in well-being index score, with 
a score of a 73 at the end of the first half of the year 
improving to a score of a 75 by the end of the year. The 
Group has revised its long-term ambition to adjust to 
the new scoring system and has set its long-term target.
Gender-balance targets progress development
To support our ambition to ensure equal opportunities 
and respect for all, Viaplay Group sets targets relating 
to gender balance in our total workforce. The Group 
had a negative develop
 ment in r
elation to its long-term 
target of achieving equal gender balance in its total 
workforce, ending the reporting period with a gender 
balance across our total workforce of 39% women and 
61% men. This was predominantly driven by an increase 
in hiring within male skewed industry segments includ-
ing Tech and Sports broadcasting.
S1-6 Characteristics of the company’s 
employ
ees
Number of employees (head count)
Gender
Male 686
Female 440
Total 1,1 2 6
Country
Sweden 580
Demark 188
Norway 180
United Kingdom 53
Netherlands 36
Finland 35
Spain 28
Poland 25
United States 1
Total 1,1 2 6
Contract type Female Male Total 
Number of employees 440 686 1,126
Number of permanent employees 422 628 1,050
Number of temporary employees 18 58 76
Number of non-guaranteed hours 
employees 0 0 0
Number of full-time employees 416 624 1 040
Number of part-time employees 6 4 10
Employee Turnover
2024 2023
Employee Turnover Rate [%] 23 41
Accounting principles 
Headcount for full-time employees and part-time 
employees is based on permanent employees. The most 
representative figure related to the employment num-
bers above found in the financial reporting, is reported 
in Full-time Equivalent as opposed to Headcount and 
can be found in Note 29 Average number of employees 
in Notes to the consolidated financial statements on 
page 69. 
The turnover rate calculated based on how many 
employees left during the year (either voluntarily, due 
to dismissal, retirement or death in service) divided by 
the number employees the company had by year end. 
Employees who left the company after the set end-date 
of their temporary employment are not included in the 
turnover figures.
Employee well-being Equal opportunities for all 
Long-term target Increased employee well-being index score of 78 
in Employee Engagement Survey by end of 2026 
(revised base-line: 74, 2024).
Reach and maintain 50F/50M% gender balance 
in total workforce by 2026 (revised baseline: 
41%F/59%M, 2023).
2024 Annual targets Employee well-being index score of 78 in Employee 
Engagement Survey by end of 2024 (baseline: 77, 
2023).
Increase female talents to reach 42F/58M% gender 
balance in total workforce by end of 2024 (revised 
baseline: 41%F/59%M, 2023).
Performance
 Due to a different scoring system results are not 
direc
tly comparable. Well-being index score of 74 
achieved in new scoring system. 
 Not achieved. 39%F/61%M, 2024.
20
25 Target Employee well-being index score of 76 in Employee 
Engagement Survey by end of 2025 (baseline: 74, 
2024).
Increase female talents to reach 40F/60M% gender 
balance in total workforce by end of 2025 (revised 
base- line: 41%F/59%M, 2023).
 Achiev ed  Partially a chieved  Not achie ved
Own-workforce
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S1-7 Characteristics of non-employee workers 
in the c
ompany’s own workforce
The most common type of non-employee workers 
at Viaplay Group are contractors. Due to the project 
based nature of production work, they are most often 
used within the Sports and Radio organisation where 
they work within productions and media broadcasting. 
Working time of non-employee workers varies depend-
ing on the type of work. 243 out of 358 non-employee 
workers are seasonal and only work for a few weeks a 
year.
2024 2023
Number of non-employees in the company’s 
own workforce 358 n.a.
Accounting principles
In 2024, the People & Culture organisation implement-
ed a new process to collect and register all non-em-
ployee workers in a centralised system. Reporting on 
the gender of the non-employee workers is not possi-
ble as personal information on external workers is not 
something that is collected. All numbers are reported at 
the end of the reporting period.
S1-8 Collective bargaining coverage and 
social dialogue
At present, 59 employees or 5% of Viaplay Group’s 
employees are covered by collective bargaining 
agreements. For employees not covered by these 
agreements, Viaplay Group determines their working 
conditions and terms of employment by mirroring the 
benefits of collective agreements while often offering 
additional advantages that go beyond what is generally 
established through collective negotiations. All Viaplay 
Group employees working in Spain are covered by 
collective agreements due to the legal framework for 
collective bargaining in the country.
Coverage 
Rate, %
Collective Bargaining  
Coverage – Employees  
in EEA
1
Social Dialouge /  
Workplac
e  
representation
0–19 Sweden, Denmark, Norway
20–39
40–59
60–79
80–100 Spain Sweden, Denmark, 
Norway
1) For countries with >50 employees. representing >10% total  
employ
ees.
S1-9 Diversity metrics
Distribution of top management by gender
2024 2023
Number of women in top management 18 28
Number of men in top management 41 49
Percentage of women in top management [%] 31 36
Percentage of men in top management [%] 69 64
Distribution of employees by age
2024 2023
Number of employees under 30 years old 148 169
Number of employees 30–50 years old 776 959
Number of employees over 50 years old 202 187
Percentage of employees under 30 years old 
[%] 13 13
Percentage of employees 30–50 years old [%] 69 73
Percentage of employees over 50 years old 
[%] 18 14
Accounting principles 
Top Management includes employees with the titles of 
CEO, Executive Vice President (EVP), Senior Vice Presi-
dent (SVP), and Vice President (VP).
S1-10 Adequate wages
Viaplay is committed to ensuring that its employees 
receive fair and adequate wages that reflect their con-
tributions and meet both legal and ethical standards. 
The Group believes that adequate compensation is cru-
cial for employee satisfaction, retention, and well-being. 
The methodologies and significant assumptions that 
guide its approach to determining adequate wages are 
outlined below.
Market Comparison
The Group regularly benchmarks employee compensa-
tion against industry standards and local labour market 
conditions. This involves analysing compensation sur-
veys, third-party data sources, and reports from labour 
and employment agencies to ensure that its wages are 
competitive within its industry and geographic regions.
Internal Equity Analysis
Viaplay Group ensures that wages are internally equi-
table by analysing compensation structures across 
roles, departments, and levels within the company. This 
approach ensures that employees are paid fairly for 
their skills, experience, and responsibilities, while main-
taining a balanced pay structure.
In all markets the Group is present in it has estab-
lished that all employees are paid adequate wages 
in-line with applicable benchmarks including 60% of 
the country’s median wage and 50% of the gross aver-
age wage. The Group’s adequate wage-related data has 
been validated externally by independet third-parties.
Own-workforce
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===== SIDA 111 =====

S1-11 Social protection
All employees are covered by social protection against 
loss of income due to major life events, either through 
public programs or through benefits offered by the 
company.
S1-13 Training and Skills Development metrics
Viaplay Group manages performance and learning cul-
ture primarily through a performance and development 
appraisal known as the Development Dialogue. This 
is an essential component of its talent development 
strategy, as it allows the Group to set clear performance 
expectations, identify development opportunities and 
support all its employees in reaching their full poten-
tial. The Development Dialogue enables managers and 
employees to establishes short- and long-term career 
development goals, which are followed up on a reg-
ular basis. On top of that, in 2024, Viaplay Group has 
introduced a performance review process assessing key 
talents but also identifying development areas to set its 
focus on next.
To support specific areas or teams, learning initia-
tives like team development trainings and “Hack Days” 
are conducted. The latter see cross-functional teams 
collaborating on projects of their choice to discover 
technology-driven solutions for various aspects of the 
business. These initiatives promote innovation and cre-
ativity, inspiring employees to think outside the box and 
implement new ideas that can drive business success.
Regular performance reviews
2024 2023
Total participation in performance reviews [%] 92 83
Percentage of women who participated in 
performance reviews [%] 97 82
Percentage of men who participated in  
performance reviews [%] 89 84
Average training hours 
2024 2023
Average training hours per female employee 4.3 0.6
Average training hours per male employee 3.3 0.2
Average number of training hours per  
employee 3.7 0.5
Accounting principles 
Average training hours per employee is calculated using 
the total number of hours of training conducted by 
employees in each category and the total number of 
employees in the category.
S1-14 Health and saf ety indicators
Employees in the company’s own workforce
2024 2023
Fatalities as a result of work-related injuries 0 0
Fatalities as a result of work-related ill health 0 0
Recordable work-related accidents 5 1
Rate of recordable work-related accidents 3.78 n.a.
Cases of recordable work-related ill health n.a. n.a.
Days lost to work-related injuries and fatalities 
from work-related accidents and work-related 
ill health and fatalities from ill health 44 5
Accounting principles
The rate of recordable work-related accidents is clac-
ulated using the number of recordable incidents and 
an approximation of the total number of hours worked 
based on the extrapolated average annual working 
hours for all markets multiplied by headcount. This 
figure was not reported in 2023. Cases of recordable 
work-related ill health have not been separately tracked 
to date but were previously included in Absentee Rate 
reporting. Dedicated reporting on these cases will com-
mence in 2025.   
S1-15 Work-life balance indicators
Viaplay Group advocates for all employees, regardless 
of gender, to take parental leave. The Group respects 
all relevant national legislation relating to family-relat-
ed leave and measure parental leave metrics to ensure 
effective follow-up and support systems are in place. 
2024 2023
Percentage of employees entitled to take 
family-related leave [%] 100 100
Percentage of entitled employees that 
took family-related leave [%] 7 7
Percentage of entitled women that took 
family-related leave [%] 7 6
Percentage of entitled men that took 
family-related leave [%] 8 8
Accounting principles 
All types of absence are mandatory to report in our 
markets. Data on parental leave is collected through 
local time-tracking systems.
Own-workforce
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===== SIDA 112 =====

S1-16 Remuneration metrics
Gender pay gap
2024 2023
Aggregated gender pay gap [%] 14 n.a.
Accounting principles
The aggreated gender pay gap is the percentage 
difference between the gross hourly earnings of female 
and male employees. Average gross hourly earnings 
are calculated using annual working hours. Average 
annual base salary for men is 822 707 SEK whereas the 
average annual base salary for women was 708 256 
SEK. The average gross hourly earnings by gender was 
calculated using total annual compensation divided by 
annual working hours of 1,850. Group Executive Team 
excluded from calculation. This figure was not reported 
in 2023.
Annual total remuneration ratio
2024 2023
Annual total remuneration ratio 65:1 63:1
Accounting principles
Annual total remuneration ratio is the ratio between the 
annual total remuneration of the highest paid individ-
ual and the average annual total remuneration of all 
employees.
S1-17 Incidents, complaints and severe human 
rights imp
acts
During the reporting period four incidents of discrim-
ination were reported and acted upon. Three of these 
were filed through the Group’s channels for the work-
force to raise concerns on the company intranet and 
one was reported directly to members of the People 
& Culture function. No reports were recorded in the 
third-party whistle-blowing channel or in the speak-up 
line.
Work-related grievances, incidents and complaints
2024 2023
Total number of incidents of discrimination, 
including harassment 4 6
Number of complaints filed through channels 
for own workers to raise concerns (including 
grievance mechanisms) 3 2
Total amount of fines, penalties, and compen-
sation for damages as a result of incidents  
and complaints [EUR] 0 0
Total number of severe human rights incidents 
connected to the company’s workforce 0 0
Own-workforce
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===== SIDA 113 =====

value chain are of paramount importance to Viaplay 
Group. Group policies work to safeguard human rights, 
health and safety, gender equality and labour rights for 
workers in the value chain by promoting responsible 
content production and acquisition, following up on the 
implementation of the Group Supplier Code of Con-
duct, and other sustainability criteria across the supply 
chain. Viaplay Group policy commitments related to val-
ue chain workers explicitly address trafficking of human 
beings, forced labour, and child labour in accordance 
with EU legislation. 
S2-2 Processes for engaging with value chain 
work
ers about impacts
Workers in the Group’s value chain are encouraged to 
raise concerns through Viaplay Group’s whistleblow-
er channel, Compliance or Sustainability functions, at 
any time. This commitment is emphasised in Viaplay 
Group’s Supplier Code of Conduct. Viaplay Group takes 
proactive steps to engage with workers through its 
third-party production audit programme. Central to 
this programme is the dialogue it fosters with workers 
in the value chain via interviews, ensuring their voices 
are heard and any concerns raised are documented and 
addressed effectively with relevant suppliers. 
SBM-3 Material imp acts, risks and 
opportunities and their interaction with 
strategy and business model
At Viaplay Group safeguarding human rights, health 
and safety, gender equality and labour rights for work-
ers in its value chain is a priority. The Group works to 
ensure responsible content production in its value chain 
through following up on the implementation of the Sup-
plier Code of Conduct and conducting robust human 
rights due diligence across the value chain. Additionally, 
the Group works to ensure equal opportunities for all 
in its industry through monitoring and tracking gender 
representation in its creative value-chain.
S2-1 Policies related to value chain workers
Viaplay Group is committed to ensuring that workers in 
its value chain have fair and ethical workplaces and are 
treated with dignity and respect. The Group’s Supplier 
Code of Conduct, Sustainability Policy, Human Rights 
Policy and Work Environment Policy define its approach 
to managing impacts, mitigating potential risks, and 
acting on its commitments. As a primary business activ-
ity, content production and workers in the associated 
Buying & creating 
content
Packaging &  
marketing
Content  
distribution 
Consumer  
experience
Impacts 3 421
Risks & Opportunites BA B
1.  Advancing diversity, equality, and inclusion in workforce and 
via con
tent.
2.  Job creation an
d engagement on standards for decent work, 
human and workers’ rights across the value chain.
3.  Pot
ential heath and safety risks and impact on human rights 
for workers in the value chain.
4.  Pot
ential incidents relating to information protection and 
privacy.
A.  Pot ential for reaching new demographics through diverse and 
inclusive content.
B.  Pot
ential financial losses associated with reputational impacts 
from human rights related incidents in the value chain.
– –
* *
+ +
€
 Actual   Potential  +  Positive  –  Negative  €  Opportunity  *  Risk
Workers in the value chain
SBM-3 Material imp acts, risks and opportunities and their interaction with strategy and 
business model
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===== SIDA 114 =====

Workers in the value chain
S2-3 Processes to remediate negative impacts 
and ch
annels for value chain workers to raise 
concerns
Whistleblower channel and Sustainability Production 
Principles
Information on the Group whistleblower channel, as 
well as a QR code providing easy access to it, is shared 
with all workers engaged in any Viaplay Group produc-
tion via a ‘Sustainable Production Principles’ memo. 
This outlines principles for productions, which establish 
what an acceptable working environment should be in a 
production and how the Group intends people working 
on productions to be treated and to treat each other. 
In each production, the contents of the memo are 
discussed, and Viaplay Group provides information 
about its whistle-blower service to all production 
staff, both at start-up meetings and during set visits 
to ensure that everyone knows what to do and who to 
contact in the event of any issues. Additionally, informa-
tion and access to this whistle-blower channel can be 
found on sets and in relevant production common areas 
via large-format posters. 
This grievance mechanism is designed to provide 
workers in the value chain with a safe and structured 
process to raise concerns related to workplace issues 
such as harassment, discrimination, unfair treatment, 
safety hazards or any breaches of the supplier code of 
conduct. It is open to all workers and sub-contractors. 
The Group additionally encourages direct communi-
cation with Viaplay Representative involved in produc-
tions. 
S2-4 Taking action on material impacts on 
value ch
ain workers, and approaches to 
mitigating material risks and pursuing material 
opportunities related to value chain workers, 
and effectiveness of those actions
Screenings and third-party audit programme 
Viaplay Group annually screens all planned produc-
tions, based upon an assortment of criteria, to identify 
productions that may have a higher risk profile, and 
then conducts additional screening of the highest risk 
productions during the year through on-site audits. 
Viaplay Group’s third-party audit programme helps 
us to have oversight and ensure that policies and proce-
dures are implemented and followed. At the same time, 
it enables us to identify best practices and systematical-
ly to improve processes involving suppliers. A pre-de-
termined number of audits are conducted each year 
depending on the initial screening. The audits cover 
requirements set out in the Supplier Code of Conduct 
and are conducted by a third-party auditor in coop-
eration with the Viaplay Group Sustainability team. If 
required, a corrective action plan is established, agreed 
upon and followed up with the supplier concerned. In 
the event of major non-conformities, a follow-up audit 
is conducted. 
Additionally, Viaplay Group initiated an extended 
human rights impact assessment of value chain to 
strengthen the Group’s Human Rights Due Diligence 
process outside of the due-diligence processes con-
ducted in the production value chain. 
Equal Opportunities and treatment for all
Viaplay Group is committed to promoting equal gender 
representation in its creative value chain and to ensuring 
equal opportunities for all in the industry in which it oper-
ates. Viaplay Group has implemented several initiatives to 
support this, includin
g the tracking of gender balance of 
key roles in its creative value chain as well as integrating 
gender equality targets into its Sustainable Production 
Guide, a system which establishes actions suppliers can 
take when planning and producting content. 
S2-5 Targets related to managing material negative impacts, advancing positive impacts, and 
man
aging material risks and opportunities
Working conditons Equal opportunites and treatment for all 
Ambitions and  
long-term targets
Ensure ethical behavior, human rights and well-being 
in all Viaplay Group’s commissioned content produc-
tions by strengthened processes, trainings and audit 
programme.
Reach and maintain 50F/50M% gender balance 
in Viaplay Group’s production value chain by 2026 
(baseline 47F/53M%, 2021). 
2024 Annual targets Conduct sustainability screening of all Viaplay produc-
tions including sports, and onsite audits of all identi-
fied high-risk productions by end of 2024.
Conduct extended human rights impact assessment of 
value chain to strengthen the Group’s Human Rights 
Due Diligence process by end of 2024.
Maintain a 50F/50M% gender balance in the 
creative value chain in all Viaplay Group’s commis-
sioned content productions by end of 2024. 
Performance
 Achieved. Conducted sustainability screenings of all 
planned pr
oductions and audits of identified high-risk 
productions. 
 Partially achieved. Human Rights impact assessment 
under
taken but not completed by end of reporting 
period. 
 Achieved. 49F/51M% gender balance in the 
 creativ
e value chain.
2025 Annual targets Conduct sustainability screening of all Viaplay  
productions including sports, and onsite audits of  
all identified high-risk productions by end of 2025.  
Maintain a 50F/50M% gender balance in the 
creative value chain in all Viaplay Group’s commis-
sioned content productions by end of 2025.
 Achiev ed  Partially a chieved  Not achie ved
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===== SIDA 115 =====

Group works  proa ctively to make content accessible 
to as many people as possible. The Group’s Editorial 
Compliance Pack specifies its responsibilities to ensure 
accessibility on its platforms in-line with relevant reg-
ulatory requirements that exist in markets in which it 
operates.
To manage its impact and promote content accessi-
bility, Viaplay Group aims to implement subtitling, sign 
language, audio description and spoken text across 
all relevant devices wherever possible. Accessibility is 
jointly managed by the Group’s Content Compliance, 
Programme Planning, Content and Sustainability teams.
Content compliance and protection of children
Viaplay Group has a responsibility in shaping the viewing 
experience of children and young adults. Given the 
increase in media literacy and exposure among chil- 
dren, Viaplay Group aims to provide a safe environment 
on its platforms and ensure that parents can effective- 
ly moderate the content their children view.
The Group recognises its ability to contribute to 
potential negative impacts on children through its 
streaming platform, stemming from the portrayal of 
graphic violence or other dangerous material that 
could negatively impact their well-being. Conversely, 
Viaplay Group also strives to influence the development 
of children in a positive way by offering educational 
SBM-3 Material imp acts, risks and 
opportunities and their interaction with 
strategy and business model
Viaplay Group’s approach to managing material 
impacts, risks and opportunities related to customers 
and end-users of its services aims to increase social 
inclusion through content accessibility, ensure the 
protection of children through content compliance, as 
well as safeguard consumers’ right to privacy through 
protection of personal data.
S4-1 Policies related to consumers and  
end-us
ers
Social inclusion of viewers
Viaplay Group recognises that content accessibility 
plays a vital role in ensuring that everyone, regardless of 
their abilities or background, can enjoy what its plat-
forms have to offer. The Group recognises its ability to 
positively influence the social inclusion of viewers by 
prioritising accessibility on its platforms. Conversely, 
if the Group does not excel in its efforts, it risks con-
tributing to negative impacts on the social inclusion of 
its viewers. It is therefore of high importance that the 
SBM-3 Material imp acts, risks and opportunities and their interaction with strategy and  
business model
Buying & creating 
content
Packaging &  
marketing
Content  
distribution 
Consumer  
experience
Impacts 21 3 421
Risks & Opportunites BA
1.  Promotion of climate change mitigation and adaptation via con-
ten
t.
2.  Advan
cing diversity, equality, and inclusion in workforce and via 
content.
3.  Pot
ential incidents relating to protection of children and  
social inclusion of customers / end-user
s.
4.  Pot
ential incidents relating to information protection and privacy.
A.  Pot ential for reaching new demographics through diverse 
and inclusive content.
B.  Pot
ential financial losses from fines related to data privacy 
incidents.
*
+ ++ +
€
 Actual   Potential  +  Positive  –  Negative  €  Opportunity  *  Risk
Customers / End-users
– –
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===== SIDA 116 =====

content on themes such as mathematics and chemistry. 
Group Child Protection Guidelines guide it in how to 
protect children from sensitive content and safeguard 
their well-being. Whenever Viaplay Group work involves 
the presence of minors, for example child actors in 
productions, Viaplay Group ensures that there are clear 
guidelines for those in charge of their welfare. These 
commitments are emphasised in the Child Protection 
Guidelines.
Information-related impacts and data privacy
The Group’s Data Protection Policy ensures lawful pro-
cessing of personal data of consumers and end-users to 
safeguar
d their data protection and privacy rights. The 
policy establishes uniform data protection standards in 
compliance with the applicable local laws. The policy 
applies to all personal data processed by Viaplay Group 
across the value chain. It covers data from consumers 
and end-users in all operating geographies. Exclusions 
are limited to anonymised information, i.e., information 
that cannot be used to identify a living individual in any 
way.
During 2024, the policy was updated to include an 
obligation to perform enhanced due diligence of all 
third parties contracted by Viaplay Group that process 
personal data of consumers and end-users.
S4-2 Processes for engaging with consumers 
and en
d-users about impacts
Viaplay Group engages with consumers and end-users 
directly through its customer support channels, as well 
as through credible proxies such as national consum-
er protection bodies in relation to matters related to 
both content compliance as well as data protection. A 
dedicated customer service function has operational 
responsibility for direct engagement with consumers 
and end-users of Viaplay Group services. This team 
has been trained in how best to facilitate customer 
relations and to receive feedback related to impacts on 
consumers and end-users. This team is also responsible 
for handling direct communication and engagement 
with customer protection authorities, not related to 
media specific matters, as a credible proxy for con-
sumers and end users in all markets. Additionally, this 
team ensures that feedback from customers related to 
impacts is directed to relevant decision makers within 
Viaplay Group. Customer engagement relating to data 
privacy and the handling of consumer data is facilitated 
through Integritetsskyddsmyndigheten, the Data Pro-
tection Authority in Sweden, and Viaplay Groups Data 
Privacy team has operational responsibility for handling 
engagement with these proxies. Customer engagement 
relating to content compliance is facilitated through 
on-going communication with Mediemyndigheten and 
Medieombudsmannen, the customer protection author-
ities in Sweden relating to Radio and TV.
S4-3 Processes to remediate negative impacts 
and ch
annels for consumers to raise concerns
Viaplay Group’s approach to remediating material 
negative impact on consumers or end-users consists of 
acknowledging the issue and conducting investigation 
to assess the scope and cause of the impact, followed 
by potential engagement with affected consumers and 
end-users to understand their concerns and needs. 
Actions such as product recalls, service adjustments, or 
financial compensation can be implemented to address 
the impact. Insights from the issue are used to improve 
technical systems, content review processes, or data 
security processes to prevent recurrence.
Viaplay Group provides multiple channels for con-
sumers and end-users to raise concerns or express 
needs, including dedicated email support, customer 
support hotline, and online help centre. All channels 
are established by Viaplay Group and are designed to 
ensure timely responses and effective resolution of user 
concerns. Consumers and end-users can raise concerns 
via platforms provided by the specific company or busi-
ness unit responsible for the impact, ensuring targeted 
issue resolution. Compliance-related issues and data 
protection concerns are addressed at the Group level.
Viaplay Group tracks and monitors issues raised 
through its communication channels and ensures their 
effectiveness through the following processes:
•
 Issue trackin
g system. All concerns are logged in a 
centralised system and tracked from submission to 
resolution.
• Regular m
onitoring. Periodic reviews for response 
times are conducted.
• Acc
essibility and awareness. Channels are publicised 
and accessible to all stakeholders.
• Contin uous learning. Insights from issues are ana-
lysed to identify trends, improve processes, and 
prevent future impacts.
Every concern raised by consumers and end-users on 
suspected violations of law or Viaplay Group’s Code 
of Conduct is handled with confidentiality and strict 
adherence to the applicable data protection rules.
S4-4 Taking action on material impacts on 
consum
ers and end-users, and approaches to 
mitigating material risks and pursuing material 
opportunities related to consumers and end-
users, and effectiveness of those actions
Social inclusion of viewers
Viaplay Group works to ensure it is employing the 
latest technologies, selecting the most interesting and 
valuable content, and monitoring feedback from its 
viewers on the standard of its offering. To this end, 
the Group selects the most popular programmes for 
accessibility uplift so that all viewers can experience 
the best of Viaplay, and continuously aims to increase 
the catalogue of content available on the platform with 
accessibility options. Currently, the Group provides the 
following accessibility options across its TV and stream-
ing services:
•
 Subtitlin
g: All pre-recorded content newly published 
in a local language is provided with subtitles wherev-
er they are available.
• Audio des
cription: This is offered on a variety of con-
tent in Sweden and Denmark on Group TV channels. 
The development work is ongoing, and the Group 
anticipates making this available in 2025 on the 
Viaplay streaming service.
Customers / End-users
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• Sign language: All programmes with sign language 
bro
adcast on Group TV channels are also available 
on Viaplay with sign language if the Group has the 
streaming rights to these programmes; in addition, 
selected popular series are shown with sign language 
interpretation.
Viaplay Group tracks the progress of its initiatives 
by conducting annual assessments to measure the 
accessibility of its content offerings for viewers. During 
the reporting period, the Group piloted the use of AI 
subtitling on local language content. The Group aims to 
optimise the use of AI services to increase accessibility 
of its content offerings by the end of 2026.
Content compliance and protection of children
Viaplay Group has a dedicated Content Compliance 
team who implement content compliance requirements 
across its markets in accordance with relevant national 
regulations applicable to its programmes, sponsorships, 
commercials and trailers. Additionally, the team drives 
compliance through dedicated briefings on potential 
issues prior to productions, and through updating and 
maintaining a dedicated compliance handbook and 
training of all relevant staff in principles essential to 
their work. The Content Compliance team also reviews 
all programmes prior to inclusion on any of its services 
to ensure everything is thoroughly vetted.
Viaplay Group protects younger viewers through 
parental controls, such as PIN locks, which help keep 
children safe from unsuitable materials on Viaplay 
streaming platform. The Group also ensures that all 
material is appropriately scheduled on it’s TV services. 
Age rating information is provided for all titles along with 
further information in plot summaries to help parents to 
make informed decisions on the content they allow their 
children to view. In addition, parents can create dedicat-
ed child profiles that filter out unsuitable content. The 
child profile
s also ensure that children can only access 
age-appropriate titles, thereby protecting them from 
unsuitable content.
Information-related impacts and data privacy
During 2024, Viaplay Group conducted periodic inter-
nal data protection audit to evaluate the performance 
of risk mitigation actions. Based on the audit report, 
the Group implemented advanced bot detection tool 
to protect consumer data and mitigate privacy-related 
risks. Planned actions include establishing automated 
processes for consumers and end-users to exercise their 
data protection rights.
Expected outcomes of the planned actions include:
S4-5 Targets related to managing material negative impacts, advancing positive impacts, and 
man
aging material risks and opportunities
Social inclusion Information-related impacts
Long-term targets Enhance content accessibility by providing subtitles for 
65% and audio description, sign language, and spoken 
text for 10% of content subject to national accessibility 
requirements across all markets by the end of 2026.
Achieve a 40% reduction in data privacy incidents by 
the end of 2026 by enhancing customer privacy and 
facilitating the exercise of privacy rights. 
(Reference year: 2024).
2024 Annual targets Pilot AI subtitling on local language content by end of 
2024.
Continuous improvement and development of incident 
response processes to protect customer data.
Performance
 Achieved. AI subtitlin g was successfully piloted.  Achieved. Adv anced bot detection tool deployed.
2025 Annual targets Implement AI solution to ensure that 60% of live pro-
gramming, subject to national accessibility require-
ments, includes subtitles by the end of 2025.
Achieve a 30% decrease in response time for handling 
privacy rights request from 2024 levels by implement-
ing automated systems by the end of 2025.
 Achiev ed  Partially a chieved  Not achie ved
 Customers / End-users
S4-5 Entity specific metrics relating to content 
complian
ce
Incidents of non-compliance concerning marketing 
communications, product and service information and 
labelling - TV , Radio & Streaming
2024 2023
Marketing communications – advertising,  
promotion and sponsorship
Resulting in a fine or penalty 0 3
Resulting in a warning 0 0
Relating to voluntary codes 0 0
Relating to minors 1 0
Product and service information and  
labelling
Resulting in a fine or penalty 0 0
Resulting in a warning 0 0
Relating to voluntary codes 0 0
Relating to minors 0 1
Total number of incidents 1 4
Still pending at the end of reporting period 0 0
Accounting Principles 
All Viaplay Group’s Swedish-licensed TV channels, 
Norwegian and Swedish radio stations and streaming 
services are included in these figures. ‘Still pending’ 
means that the complaint had yet to be ruled upon. 
•
 Increas
ed Efficiency. Consumers and end-users will 
experience faster response times when exercising 
their data protection rights, such as access or dele-
tion requests.
•
 Enhanc
ed User Experience. A user-friendly interface 
will simplify the process, making it more accessible 
for all stakeholders.
•
 Stron
ger Trust. Transparency and responsiveness 
in addressing data rights requests will strengthen 
consumer confidence in Viaplay Group.
Completion timeframe of data protection rights auto-
mation is planned by Q2 2025. No severe human rights 
issues or incidents connected to the Viaplay Group’s 
customers or end-users have been reported during the 
reporting period.
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Business conduct
conditions, asset protection, anti-corruption practices, 
conflicts of interest, fair competition, data protection 
and much more. It is a practical guide to how the Group 
does business, and it helps the workforce navigate ethi-
cal and legal challenges they may face at work.
Additionally, the Viaplay Group supports its corpo-
rate culture through core values embedded in leader-
ship behaviour and day-to-day operations. During the 
reporting period the Group launched new values aimed 
at ensuring a performance-based culture is in place 
across the Group. To achieve this the Group held both 
leadership workshops as well as values workshops with 
employees during the reporting period.
In 2023, Viaplay Group implemented a new man-
datory Code of Conduct E-Learning Programme for 
all employees. All employees undergo this mandatory 
training every two years, while new joiners complete 
it as part of their onboarding process within their first 
week of employment.
Corruption and bribery
Corruption and bribery are identified as one of Viaplay 
Group’s operational risk areas, and its Ethics and 
Compliance Programme is in place to mitigate this risk. 
The Programme provides a systematic way to detect 
and prevent corruption and violations of anti-corrup-
tion laws. Furthermore, the Group’s Anti-Bribery and 
SBM-3 Material imp acts, risks and 
opportunities and their interaction with 
strategy and business model
Viaplay Group aims to foster an open, inclusive and 
engaging culture that inspires employees and audi-
ences, and creates long-term business value. Group 
policies support its commitment to conducting busi-
ness responsibly and with integrity and extend these 
expectations to its suppliers and business partners. As a 
media organisation, the Group stands by the principles 
of freedom of expression, editorial independence and 
responsible content.
G1-1 Business c onduct policies and corporate 
culture
Corporate Culture
Viaplay Group is committed to conducting business 
responsibly and with integrity, while working to ensure 
that its suppliers and partners do the same. Viaplay 
Group’s Code of Conduct describes its responsibilities 
to customers, business partners, shareholders and each 
other. It sets out Viaplay Group’s guiding principles and 
values, and its position on topics such as fair working 
Buying & creating 
content
Packaging &  
marketing
Content  
distribution 
Consumer  
experience
Impacts 21 21 21
Risks & Opportunites A A B
1.  Engagement on business conduct, compliance, anti-corrup-
tion, and o
ther sustainability topics.
2.  Pot
ential incidents related to compliance and business ethics.
A.  Pot ential financial losses from fines associated with various 
business conduct risks.
B.  Pot
ential financial losses associated with reputational impacts 
from business conduct incidents.
– – –
* * *
+ + +
 Actual   Potential  +  Positive  –  Negative  *  Risk
SBM-3 Material imp acts, risks and opportunities and their interaction with strategy and 
business model
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Corruption Policy is a robust framework that helps to 
prevent any type of corruption within the organisation. 
Viaplay Group strictly adheres to the provisions that 
prohibit bribery of both foreign and domestic officials, 
as outlined in the Swedish Penal Code (1962:700), the 
US Foreign Corrupt Practices Act and the UK Bribery 
Act.
Viaplay Group has a strict policy against any kind 
of bribery and corruption. It prohibits facilitation 
payments and takes this principle a step further by 
not allowing the giving of anything valuable to public 
officials. Viaplay Group’s Business Integrity Screening 
(BIS) process thoroughly evaluates potential corrup-
tion risks associated with the third parties with which it 
collaborates. This ensures that the Group steers clear of 
transactions that go against its commitment to ethical 
business practices. Stakeholders working in operations 
and supply chain management are at risk of attempts at 
bribery or kickbacks to influence decisions due to their 
involvement in negotiating contract, managing supplier 
relationships, and purchasing goods/services.
Whistleblowing
Viaplay Group’s speak-up culture is critical to pro-
moting and maintaining an ethical work environment 
and business practices. Therefore, the Group strives 
to ensure that everyone at, or operating on behalf of 
it, is heard. Group employees, including work-related 
third parties such as suppliers, can in good faith report 
concerns or potential violations of its Code of Conduct 
and/or applicable laws and regulations anonymously, 
and without the risk of retaliation. In turn, the Group 
ensures a proper investigation and act when needed. In 
2022, the Group updated its whistle-blower procedure, 
and in 2023 its new third-party whistle-blower function, 
and established procedures aligned with the EU Whis-
tleblowing Directive, were in place.
G1-2 Management of relationships with 
suppliers
Viaplay Group adopts a comprehensive approach to 
managing supplier relationships, focusing on minimising 
risks and promoting lawful and ethical business con-
duct. Viaplay Group’s Supplier and Business Partner 
Code of Conduct is central to developing and maintain-
ing positive business relationships with suppliers. This 
Code of Conduct is incorporated into supplier contracts 
and stipulates requirements relating to human rights, 
labour rights, environment, anti-corruption and bribery 
standards, and data protection practices.
Viaplay Group has implemented a centralised due 
diligence process to screen, evaluate, and classify third 
parties (suppliers and business partners) based on their 
risk profile, taking into account factors such as contract 
value, product/service type, and operational location. 
Third parties that reach certain risk thresholds undergo 
a business integrity screening, where their compliance 
with relevant laws and regulations, including but not 
limited to sanctions, bribery, corruption, working condi-
tions, data protection and privacy, is evaluated.
Viaplay Group integrates social and environmental 
criteria into its supplier selection process as follows:
1. Screening for compliance. Suppliers are required 
to c
omply with applicable human rights standards, 
labour laws, and environmental regulations.
2. Evalua
tion criteria. Social criteria include fair labour 
practices, workplace safety, and diversity policies. 
Environmental criteria focus on suppliers’ commit-
ment to climate change mitigation efforts.
3.
 Due diligence. Viapla
y Group conducts third party 
audits and reviews documentation to verify compli-
ance with social and environmental standards.
4.
 Weightin
g in selection process. These criteria are 
weighted alongside cost, quality, and delivery reli-
ability during supplier evaluation.
G1-3 Prevention and detection of corruption 
or bribery
Viaplay Group’s Ethics and Compliance Programme is 
in place to mitigate the risk of corruption and bribery. 
The programme provides a systematic way to detect 
and prevent corruption and violations of anti-corruption 
laws, including:
1.
 A strict polic
y against any kind of bribery and corrup-
tion. The Group prohibits facilitation payments and 
take this principle a step further by not allowing the 
giving of anything valuable to public officials.
2.
 Existing an
d new significant third-party relation-
ships are subject to the Group’s Business Integrity 
Screening (BIS) process that is intended to ensure 
that it steers clear of transactions that go against its 
commitment to ethical business practices.
3.
 Employee
s are trained on anti-bribery and corruption 
through regular e-learning, coupled with additional 
training sessions where necessary.
4.
 Employee
s can report suspicions or knowledge of 
bribery and/or corruption anonymously through 
the Whistleblower Speak Up line without the risk of 
retaliation.
5.
 Viaplay Group
’s Internal Audit performs internal 
control to ensure that the business is conducted in 
a way that aligns with Viaplay Group’s Governance 
Framework, part of which is the Anti-bribery and 
Corruption Policy.
Viaplay Group ensures that investigators or the inves-
tigating committee are independent of the chain of 
management involved in investigating allegations or 
incidents of corruption and bribery reported through 
the dedicated Whistleblowing channels. Investigations 
are primarily conducted by the Group’s Head of Com-
pliance who reports directly to Viaplay Group’s Board of 
Directors. This structure eliminates potential conflicts of 
interest and ensures objectivity in handling the investi-
gation.
In cases where the concerns raised are found to be 
valid by the investigator, the investigator compiles a 
detailed report summarising findings, evidence, and 
conclusions of the investigation. The report includes 
recommendations for corrective actions, policy chang-
 Business Conduct
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es, or preventive measures to address identified issues. 
Then, the following actions may be taken:
• ref
erral of the matter to the Chairman of Viaplay 
Group’s Audit Committee; or
• ref
erral of the matter to Viaplay Group’s Board of 
Directors; or
• ref
erral of the matter to the appropriate external 
regulatory body; and/or
• ref
erral of the matter to the police.
Corruption and bribery policies
Communication of corruption and bribery related poli-
cies occurs via:
•
 policy dissemin
ation through multiple channels, 
including the company website and intranet portal.
• manda
tory training and awareness programs, where 
regular training sessions are conducted for employ-
ees to ensure they understand the policies and their 
implications at least every second year.
•
 onboardin
g processes, ensuring new hires receive 
comprehensive information at time of concluding 
employment contract and as part of the onboarding 
training.
Anti-corruption and bribery training
Viaplay Group’s Code of Conduct training, which all 
employees and contractors employed by the group are 
required to complete at least every two years, includes 
a module on anti-corruption and bribery. The module 
covers topics including:
• Definitions of corruption and what constitutes a bribe.
• How an employee should act in the event a bribe is 
solicit
ed.
• Channels t
o report potential incidents
All at-risk functions are covered by the training pro-
gramme. During the reporting period, an additional 
targeted training for employees in high-risk positions 
was completed by 78% of employees in such positions. 
Members of the Group Executive Team also complete 
the training at least every two years. The Board of 
Directors are not included in the training program.
G1-4 Confirmed incidents of corruption or 
bribery
Number of convictions of violation of anti-corruption  
and anti-bribery laws: 0 
Amount of fines for violation of anti-corruption and 
anti-bribery laws [SEK]: 0
No actions have been taken to address breaches, as no 
substantiated breaches occurred. 
G1-6 Payment Practices
Viaplay processes invoice payments based on the due 
date specified on the vendor invoice. The Group col-
laborates with a variety of SMEs, including contractors 
and freelancers (such as commentators, studio person-
nel, radio hosts), restaurants and catering companies, 
and event companies. Contractors and freelancers are 
either paid according to the due date on their invoic-
es or processed as urgent payments to ensure timely 
compensation.
In line with the Group’s Indirect Purchasing Directive, it 
aims to engage with vendors who offer at least 30-day 
payment terms whenever possible. However, the Group 
still adheres to the due date on the invoice, even if the 
payment terms are shorter than 30 days.
Business Conduct
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Theme Recommend disclosures Disclosure reference Page
Governance a) Describe th
e board’s oversight of climate-related risks and opportunities GOV-1, GOV-2, IRO-1 88, 89, 93
b) Describe m
anagement’s role in assessing and managing climate-related risks and opportunities GOV-2. IRO-1 89, 93
Strategy a) Describe th
e climate-related risks and opportunities the organisation has identified over the short, medium, and long 
term
IRO-1 93
b) Describe th
e impact of climate-related risks and opportunities on the organisation’s businesses, strategy, and financial 
planning
SBM-3 92
c) Describe th
e resilience of the organisation’s strategy, taking into consideration different climate related scenarios, 
including a 2 °C or lower scenario
SBM-3, IRO-1 92, 93
Risk Management a) Describe th
e organisation’s processes for identifying and assessing climate-related risks IRO-1, E1-9 93, 105
b) Describe th
e organisation’s processes for managing climate-related risks E1-1, E1-2, E1-3 101, 102, 103
c) Describe h
ow processes for identifying, assessing, and managing climate-related risks are integrated into the organisa-
tion’s overall risk management
SBM-3 102
Metrics and targets a) Disclose th
e metrics used by the organisation to assess climate-related risks and opportunities in line with its strategy and 
risk management process
E1-1, E1-4, E1-5 101, 104
b) Disclose s
cope 1, scope 2, and, if appropriate, scope 3 green-house gas (GHG) emissions and the related risks E1-6 105
c) Describe th
e targets used by the organisation to manage climate-related risks and opportunities and performance 
against targets
E1-4 104
Alignment with TCFD recommendations
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GRI-index
GRI Standard Content Indicator Location Comments, omissions & restatements
GRI 2: General  
Disclosures 2021
Organisation and its  
reporting practices
2-1 Organisational details About Viaplay Group, Directors’ report 4, 6, 14
2-2 Entities included in the organization’s sustainability 
reporting
Note 14 Entities included in sustainability reporting are the same as 
those included in financial reporting, BP-1
55, 88
2-3 Reporting period, frequency and contact point About Viaplay Group, Contact 2, 4, 6, 136
2-4 Restatements of information GRI Index (Omissions & restatements) 122–125
2-5 External assurance Independent assurance statement 126 (Incomplete) No reporting on policy related to external assurance. 
Activities and workers 2-6 Activities, value chain, and other business relationships Our Strategy 9–10
2-7 Employees S1-6 109
2-8 Workers who are not employees S1-7 110 (Incomplete) In 2024, no significant part of the Group’s work was performed by 
non-employees.
Governance 2-9 Governance structure and composition Governance and responsibility, GOV-1 27–30, 88 (Incomplete) The number of other significant positions and commitments held by 
each member, and the nature of the commitments not included. 
2-10
Nomination and selection of the highest governance body Governance and responsibility (The Nomination Committee) 23
2-11 Chair of the highest governance body Governance and responsibility (The Board of Directors) 23, 27
2-12 Role of the highest governance body in overseeing the 
management of impacts
GOV-1, GOV-2 88–89
This index provides a reference list of disclosures with referen-
ce to GRI Standards and refers to the locations where they can 
be found in the Annual & Sustainability Report. 
Data Boundaries: Unless otherwise stated, the Group’s conso-
lidated performance figures expressed in this report relate to 
the par
ent company, Viaplay Group AB, and all the companies 
which the Group holds over 50% of the voting rights directly or 
indirectly. 
Date of most recent report: 27 March 2024.
Changes from most recent report: 2-28, 302-3 and 403-5 
excluded from this years reporting. 
Statement of use: Viaplay Group AB has reported in accordan-
ce with the GRI Standards for the period 1 January 2024– 
31 December 2024.
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GRI Standard Content Indicator Location Comments, omissions & restatements
2-13 Delegation of responsibility for managing impacts GOV-1, GOV-2, G1-3 88–89, 119–120
2-14 Role of the highest governance body in sustainability 
reporting
GOV-5, IRO-1 90, 93
2-15 Conflicts of interest Governance and responsibility, G1-1 22–26, 118-119 (Incomplete) Information on whether conflicts of interest are communicated to 
stakeholders not included in reporting. 
2-16 Communication of critical concerns Governance and responsibility, GOV-2, G1-1, G1-3 22–26, 89, 118, 119
2-17 Collective knowledge of the highest governance body Governance and responsibility (The Board of Directors),  
GOV-1
27, 28, 88
2-18 Evaluation of the performance of the highest governance 
body
Governance and responsibility (Evaluation of the Board of 
 Directors and the Chief Executive Officer) 
24
2-19 Remuneration policies Note 7, GOV-3 43, 89 
2-20 Process to determine remuneration Governance and responsibility, Note 7, Remuneration report 24, 43, 46, 127
2-21 Annual total compensation ratio S1-16, Remuneration report 112, 127 (Comment) ESRS standards used, reporting on measure in relation to the mean 
instead of median wage as required by the GRI standard. 
Strategy, policies and 
practices
2-22 Statement on sustainable development strategy CEO Statement 7–8
2-23 Policy commitments GOV-4, E1-2, S1-1, S2-1, S4-1, G1-1 89, 102, 106, 113,  
115, 118
(Comment) All policies can be found on www.viaplaygroup.com. 
2-24 Embedding policy commitments GOV-2, S1-4, S2-4, S4-4, G1-1 89, 108, 114, 
116–117, 118
2-25 Processes to remediate negative impacts S1-1, S1-3, S2-3, S4-1, S4-3, S4-4 106–108, 114, 
115–117
(Incomplete) Viaplay Group is developing its grievance processes and is currently 
not reporting on d. and e.
2-26 Mechanisms for seeking advice and raising concerns S1-1, S2-3, S4-3, G1-1, G1-3 106, 114, 116, 
118–119
2-27 Compliance with laws and regulations SMB-3, S2-4, S1-17, G1-4 112, 117, 120
2-28 Membership associations Omitted
Stakeholder engagement 2-29 Approach to stakeholder engagement SMB-2, S1-1, S1-2, S2-1. S2-2, S4-1, S4-2 91, 106–108,  
113–114, 115
2-30 Collective bargaining agreements S1-8 110
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GRI Standard Content Indicator Location in Sustainability Statement Comments, omissions & restatements
GRI 3: Material  
Topics 2021
3-1 Process to determine material topics BP-1, IRO-1 88, 93
3-2 List of material topics SBM-3 92–93
Anti-corruption 2017 3-3 Management of material topics SBM-3, G1-1, G1-3 118–120
205-2 Communication and training about anti-corruption  policies 
and pr
ocedures
G1-3 119–120 (Incomplete) Viaplay Group only discloses % of employees who were trained.
205-3 Confirmed incidents of corruption and actions taken G1-4 120
Customer Privacy 2016 3-3 Management of material topics S4-1, S4-2, S4-4 115–117
418-1 Substantiated complaints concerning breaches of  custom
er 
privacy and losses of customer data
S4-3, S4-4 116–117 (Incomplete) Viaplay Group does not disclosue total number of identified leaks, thefts, or 
losses of customer data.
Diversity and equal  
opportunity 2016
3-3 Management of material topics SBM-3 106
405-1 Diversity of governance bodies and employees GOV-1, S1-6, S1-9 88, 109–110
(Incomplete) ESRS standards, reporting does not include percentage breakdown by 
category and gender for goverance bodies employees; or age breakdown information 
for goverance bodies.    
405-2 Ratio of basic salary and remuneration of women to men S1-16 112 (Incomplete) ESRS standards, reporting does not include breakdown by category and 
significant locations of operations, or defintion of signficant locations of operations. 
Emissions 2016 3-3 Management of material topics SBM-3, E1-2, E1-3, E1-4, E1-7 102–105 (Comment) No emissions to report from biogenic sources across all scopes, base year of 
2019 was first full year of Group emissions reporting.
305-1 Direct (Scope 1) GHG emissions E1-4, E1-6 104, 105
305-2 Energy indirect (Scope 2) GHG emissions E1-4, E1-6 104, 105
305-3 Other indirect (Scope 3) GHG emissions E1-4, E1-6 104, 105
Employment 2016 3-3 Management of material topics S1-1, S1-2, S1-4, S2-1  106–108, 113
401-1 New employee hires and employee turnover S1-6 109 (Incomplete) ESRS standards, reporting does not include number and share of new 
hires by age, gender and region; and number of leavers and breakdown by age, 
gender and region.
401-3 Parental leave S1-15 111 (Incomplete) ESRS standards, reporting does not include number of employees who 
took leave, returned from leave, or where still employed after 12 months of returning 
by gender, or ratios.
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GRI Standard Content Indicator Location in Sustainability Statement Comments, omissions & restatements
Energy 2016 3-3 Management of material topic SBM-3, E1-2, E1-3, E1-4 102–104
302-1 Energy consumption within the organisation E1-5 104 (Incomplete) No reporting on standards, methodologies, assumptions, and/or calculation 
tools used or source of the conversion factors used. Reporting only includes energy from 
purchased electricity
Marketing and  
labelling 2016
3-3 Management of material topic S4-1, S4-2, S4-4 115–117
417-2 Incidents of non-compliance concerning product and service 
information and labelling
S4-5 117
417-3 Incidents of non-compliance concerning marketing commu-
nications
S4-5 117
Non-discrimination 2016 3-3 Management of material topic S1-1, S1-2 106–108
406-1 Incidents of discrimination and corrective actions taken S1-17 112 (Incomplete) No reporting on status of the incidents and actions taken.
Occupational health  
and safety 2018
3-3 Management of material topic S1-1, S1-2, S1-4, S2-1, S2-2, S2-5 106–108, 
113–114
403-2 Hazard identification, risk assessment, and incident investiga-
tion
S1-2, S1-3 107–108
403-3 Occupational health services S1-1 106–107
403-4 Worker participation, consultation, and communication on 
occupational health and safety
S1-2, S1-3 107–108
403-6 Promotion of worker health S1-11 111
403-7 Prevention and mitigation of occupational health and safety 
impacts directly linked by business relationships
S2-4 114
403-9 Work-related injuries S1-14 111 (Incomplete) 
ESRS standards, no reporting on: high-consequence work-related injuries, 
types of injury, number of hours worked for employees; disclsoures related to workers 
who are not employed; use of the hierarchy of controls in minimising risks posed by 
hazards.
Training and  
education 2016
3-3 Management of material topic S1-1, S1-2 106–108
404-1 Average hours of training per year per employee S1-13 111 (Incomplete) 
ESRS standards, no breakdown by category provided for this measure. 
404-3 Percentage of employees receiving regular performance and 
career development reviews
S1-13 111 (Incomplete) 
ESRS standards, no breakdown by category provided for this measure.  
Annual & Sustainability Report 2024
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To Viaplay Group AB (publ), Corp� Id� 559124-6847
Introduction
We have been engaged by the Board of Directors 
and the Chief Executive Officer of Viaplay Group AB 
(publ) to undertake a limited assurance engagement 
of Viaplay Group AB (publ) Sustainability Report for 
the financial year 2024. Viaplay Group AB (publ) has 
defined the scope of the Sustainability Report that is 
also the Statutory Sustainability Report on page 2.
Responsibilities of the Board of Directors  
and the Chief Executive Officer
The Board of Directors and the Chief Executive Officer 
are responsible for the preparation of the Sustainability 
Statement including the Statutory Sustainability Report 
in accordance with applicable criteria and the Annual 
Accounts Act in accordance with the older wording that 
applied before 1 July 2024. The criteria are defined on 
pages 122-125 in the Sustainability Report and are part 
of the Sustainability Reporting Guidelines published by 
GRI (The Global Reporting Initiative), that are appli-
cable to the Sustainability Statement, as well as the 
accounting and calculation principles that the Company 
has developed. This responsibility also includes the 
internal control relevant to the preparation of a Sus-
tainability Statement that is free from material misstate-
ments, whether due to fraud or error. 
Auditor’s responsibility  
Our responsibility is to express a conclusion on the 
Sustainability Statement based on the limited assur-
ance procedures we have performed and to express an 
opinion regarding the Statutory Sustainability Report. 
Our responsibility is limited to the historical information 
reported and thus does not include future-oriented 
information.
We conducted our limited assurance engagement 
in accordance with ISAE 3000 (Revised) Assurance 
engagements other than audits or reviews of financial 
information. A limited assurance engagement consists 
of making inquiries, primarily of persons responsible 
for the preparation of the Sustainability Statement and 
applying analytical and other limited assurance proce-
dures. Our examination regarding the Statutory Sustain-
ability Report has been conducted in accordance with 
FAR’s auditing standard RevR12 The auditor’s opinion 
regarding the Statutory Sustainability Report. A limited 
assurance engagement and an examination according 
to RevR 12 is different and substantially less in scope 
than an audit conducted in accordance with Interna-
tional Standards on Auditing and generally accepted 
auditing standards in Sweden. 
The firm applies International Standard on Quality Man-
agement 1, which requires the firm to design, imple-
ment and operate a system of quality management 
including policies or procedures regarding compliance 
with ethical requirements, professional standards and 
applicable legal and regulatory requirements. We are 
independent of Viaplay Group AB (publ) in accordance 
with professional ethics for accountants in Sweden and 
have otherwise fulfilled our ethical responsibilities in 
accordance with these requirements.
The limited assurance procedures performed and 
the examination according to RevR 12 do not enable us 
to obtain assurance that we would become aware of all 
significant matters that might be identified in an audit. 
The conclusion based on a limited assurance engage-
ment and an examination according to RevR 12 does 
not provide the same level of assurance as a conclusion 
based on an audit.
Our procedures are based on the criteria defined by 
the Board of Directors as described above. We consider 
these criteria suitable for the preparation of the Sus-
tainability Statement. 
We believe that the evidence obtained is sufficient 
and appropriate to provide a basis for our conclusions 
below.
Conclusions
Based on the limited assurance procedures performed, 
nothing has come to our attention that causes us to 
believe that the Sustainability Statement is not pre-
pared, in all material respects, in accordance with the 
criteria defined by the Board of Directors. 
A Statutory Sustainability Report has been prepared. 
Stockholm, March 26, 2025
KPMG AB
 
Tomas G
erhardsson
AUTHORIZED PUBLIC ACCOUNTANT
Torbjörn Westman
EXPERT MEMBER OF FAR
Auditor’s Limited Assurance Report on Viaplay Group AB (publ)’s Sustainability Statement  
and statement regarding the Statutory Sustainability Report
Annual & Sustainability Report 2024
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Remuneration report
Introduction
This Remuneration report¹ provides an outline of how 
Viaplay Group’s Remuneration Guidelines for executive 
remuneration (the “guidelines”) adopted by the 2024 
Annual General Meeting (the “AGM”) were implement-
ed in 2024. The report also provides details of the Pres-
ident and CEO’s, Jørgen Madsen Lindemann’s, remu-
neration during the year and a summary of the Group’s 
outstanding share-based incentive plans.
Key developments 2024
On 9 February 2024, Viaplay Group announced the 
successful completion of its comprehensive recapi-
talisation programme, which had been initiated on 1 
December 2023. The programme included a SEK 4 bil-
lion equity capital injection, comprising a SEK 3.1 billion 
directed share issue and a SEK 0.9 billion rights issue; 
a SEK 2 billion reduction in existing debt obligations; 
amendments and extensions to existing bank and bond 
commitments totalling SEK 14.6 billion; and a range of 
self-help measures aimed at improving Viaplay Group’s 
liquidity and profitability.
In 2024, the Group continued executing its core 
strategy with focus on the Nordics, the Netherlands, 
and Viaplay Select. This included exiting the Baltics 
in March, selling the UK business in April, and clos-
ing Viaplay Studios Nordics in July. Additionally, the 
Group advanced in its continued focus on performance 
improvements, monetisation, and strict cost control.
In addition to his role as President and CEO of 
Viaplay Group, Jørgen Madsen Lindemann also served 
as interim CEO of the Swedish operations until January 
16, 2024, and interim CEO of the Finnish operations 
until January 29, 2024.
Impact on remuneration
 
Base salary: The gross annual base salary of the Pres-
ident and CEO for 2024 was set at SEK 12.57m, rep-
resenting a 3% increase compared to the 2023 salary 
level.
Annual bonus: The President and CEO’s maximum 
short-term incentive (STI) opportunity is 100% of the 
gross annual base salary. The 2024 STI targets for the 
President and CEO focused on growth in net sales, prof-
it and cashflow (accounting for 80% weight of the total 
incen
tive potential). The remaining targets (20% weight 
of the incentive) related to Viaplay subscribers and other 
key strategic organisational objectives. The President & 
CEO’s 2024 STI outcome resulted in a 91% fulfilment.
Long-term incentive plan: The Remuneration Guide-
lines, as approved at the 2024 Annual General Meeting 
(AGM), establish a maximum Long-Term Incentive (LTIP) 
opportunity for the President and CEO equivalent to 
165% of the annual base salary. However, no LTI was 
implemented in 2024 due to the necessity of aligning 
with Viaplay Group’s owners’ intentions. The LTI was 
instead replaced with a short-term deferred cash incen-
tive with share purchase requirement (STID), supporting 
the retention of key executives during a period of sig-
nificant challenges. Under the STID, the President and 
CEO is eligible to receive a deferred cash award up to 
165% of the gross annual base salary per year, aligning 
with his LTIP eligibility, with a requirement to allocate 
50% of the net amount towards the purchase of Viaplay 
shares, which must be held during a 12-month period. 
For the 2024 financial year, the STID plan for the period 
January to June 2024 (H1) was part of the 2023 STID 
program, which had two half-year terms. However, since 
it was earned in 2024, it is included in the President and 
CEO’s 2024 financial reporting. As a result, the potential 
award under the STID 2024 plan strictly applies to the 
period from July to December 2024 (H2) and amounts 
to 82.5% of the gross annual base salary. This corre-
sponds to half of the maximum 165% opportunity for 
the full year. The payout of the cash award, planned for 
July 2025, is conditional upon continued employment 
with the Group as well as the achievement of perfor-
mance conditions related to revenue, EBIT and cash-
flow. Additionally, the shares purchased with 50% of the 
received amount must be held until July 2026. The STID 
adheres to Viaplay Group’s remuneration guidelines, 
aligning with their variable, long-term element.
Extraordinary item (Investment bonus): During 
Viaplay Group’s recapitalisation, the President and 
CEO’s unique expertise was essential in leading the 
financial restructuring, securing investor confidence, 
and ensuring the company’s long-term stability. This 
bonus recognised his leadership in executing complex 
negotiations, executing on operational transformation 
and driving strategic initiatives. As part of this recog-
nition, a one-off cash incentive with a share purchase 
requirement was implemented in 2024 for the President 
and CEO, who, in accordance with the Remuneration 
Guidelines, is required to over time hold shares equiv-
alent to at least 150% of the annual net base salary. 
The incentive required the purchase of Viaplay Group 
shares equivalent to 100% of the received net lump 
sum, ensuring alignment with the Company’s long-term 
objectives and supporting shareholder value creation. 
The President and CEO received a cash award of 100% 
of the 2023 gross annual base salary and is required to 
hold the purchased shares over a 24-month period. The 
investment bonus adheres to the Remuneration Guide-
lines, aligning with its extraordinary arrangements.
Pension and benefits: The President and CEO receives 
a pension allowance corresponding to 10% of the base 
salary, while benefits include car allowance and insur-
ance coverage in accordance with policy. The insurance  
consists of group life, work injury and health insurance.
 
Information on shareholder vote
The 2024 Remuneration Report was approved with 
over 99% shareholder support. Viaplay Group maintains 
an ongoing dialogue with shareholders and investors 
1) The report has been prepared in compliance with Chapter 
8, Sec
tions 53 a and 53 b of the Swedish Companies Act 
(2005:551) and the Remuneration Rules (dated December 1, 
2020) issued by the Stock Market Self-Regulation Committee. 
Information required by Chapter 5, Sections 40–44 of the 
Annual Accounts Act (1995:1554) is available in note 7 on pages 
43–49 in the Group´s annual report.
No STID
2023
STID 2023
2024
STID 2024
H1 2023 H2 2023 H1 2024 H2 2024
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and welcomes feedback on remuneration arrangements 
and disclosure throughout the year.
Total remuneration of the Group Executive 
Team
Viaplay Group’s remuneration policy is designed to: 
i) drive and reward sustainable Group and individu-
al performance; ii) be market competitive to attract 
and retain best-in-class talent; and iii) incentivise the 
creation of long-term shareholder value in a rapidly 
changing industry. Total remuneration shall be on market 
terms and may include base salary, pension, benefits 
and performance-linked elements in the form of STI and 
LTI plans. The remuneration guidelines adopted by the 
2024 AGM can be found in note 7 of the 2024 Annual 
& Sustainability Report. The Auditor’s Report stating 
whether the guidelines have been complied with, will be 
available at www.viaplaygroup.com/general-meetings no 
later than three weeks before the 2025 AGM. In addition 
to the remuneration elements covered by the guidelines, 
Viaplay Group had one outstanding share-based LTI 
plan in 2024. The LTIP 2022, adopted by the 2022 AGM, 
will vest with no value, and no subsequent LTIP have 
been implemented since. Additionally, the AGM annu-
tions related to the incentive programmes (STID and 
the one-off investment bonus).
Outstanding share-based program
Viaplay Group had one outstanding share-based LTI 
plan in 2024, approved by shareholders at the 2022 
AGM. The plan was directed at members of the Group 
Executive Team, as well as other senior executives and 
key employees in the Group. Under the plan, partici-
pants were granted performance share awards free of 
charge, which, after a three-year vesting period entitle 
them to receive Viaplay Group shares.
LTIP 2022
Vesting of performance share awards under LTIP 2022 is 
conditional upon the achievement of two performance 
targets: (i) Total Shareholder Return (”TSR”) with a 70% 
weight, and (ii) Viaplay subscribers with 30% weight. 
Threshold and maximum target levels have been estab-
lished by the Board at grant and disclosed to sharehold-
ers. If the minimum threshold level is achieved, 25% of 
the performance share awards will vest, while 100% will 
vest if the maximum level is reached. For TSR, the thresh-
old target level is 19%, and the maximum target level is 
64% for the plan. The TSR performance is measured over 
a three-year period, from the 2022 AGM to the 2025 
AGM. In terms of Viaplay subscribers, the threshold target 
level is 8.8 million subscribers and the maximum target 
level is 10.4 million subscribers. The subscriber target is 
measured over a three-year period from 1 January in the 
year of grant to 31 December in the year prior to vesting. 
Vesting of shares after the end of the performance period 
is subject to continued employment throughout the vest-
ing period, with certain customary exceptions. The LTIP 
2022 will vest; however, it will have no payout or realised 
value, as none of the performance conditions required for 
value generation have been met. 
LTIP 2023 and LTIP 2024
At the 2023 AGM, the Board informed shareholders that 
that its proposal for a long-term incentive plan 2023 
(“LTIP 2023”) had been withdrawn. In 2024, the Board 
stated the need to align the LTIP with the intentions of 
Viaplay Group’s new owners and therefore, no LTIP 2024 
was presented to Viaplay Group AGM 2024.
Total remuneration of the President & CEO
Fixed remuneration Variable remu neration
Total cash  
remuneration
Remuneration with Share  
purchase obligation 5
CEO & President (SEK) Financial year Base salary Other benefits 1 Pension expense 2 One-year variable 3 Multi-year variable 4 Extra -ordinary items Multi-year variable
Jørgen Madsen Lindemann 2024 12,566,004 378,288 1,256,600 11,309,404 9,634,219 35,144,515 12,200,000 9,634,219
1) Other benefits include car allowance. 
2) Pension expense is in the form of a defined contribution based on 10% of base salary. 
3) One-year variable remuneration refers to remuneration earned during the current year, consisting of STI 2024. 
4) The multi-year variable remuneration includes 50% of the STID deferred cash award (replacing LTIP), of which the President & CEO will receive SEK 7.1m in 2025. 
5) Remuneration with share purchase obligation includes “Extraordinary items”, referring to a one-off cash investment bonus subject to a 100% net share purchase obligation and a 24-month holding period. It also includes a “multi-year variable” component, compromising the remain-
ing 50% of the 2023 & 2024 STID plans, which replaced the share-based remuneration of LTI plans and is subject to a 50% net share purchase obligation with a 12-month holding period.
ally resolves on remuneration to the Board that is not 
covered by this report. Such remuneration is disclosed in 
Note 7 of the 2024 Annual & Sustainability Report.
Total remuneration of the President & CEO
The table below presents the total remuneration of the 
President & CEO for 2024. The disbursement of pay-
ments may or may not have occurred in the same year. 
Information on the work of the Remuneration Committee 
in 2024 is provided in the Governance report, on pages 
22–30 of the 2024 Annual and Sustainability Report.
Share-based remuneration
The President and CEO is not included in any share-
based long-term incentive plans (LTIP), as no such plans 
have been in place since his appointment in June 2023. 
Consequently, no remuneration in shares has been pro-
vided, and cash-based plans with share purchase and 
holding obligations have been implemented instead in 
the form of STID (Short-Term Incentive Deferred) plans. 
The President and CEO has fully complied with the 
share purchase requirements, adhering to the estab-
lished remuneration guidelines and fulfilling all obliga-
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Share Ownership Requirement
To further incentivise the creation of long-term 
shareholder value, the President and CEO along with 
members of the Group Executive Team are required to 
build and maintain a significant shareholding in Viaplay 
Group. The President and CEO must hold shares equiv-
alent to at least 150% of the annual net base salary. 
Due to the exceptional circumstances experienced by 
the Group in 2023, the shareholding requirement was 
temporarily frozen for the year. In 2024, the Remunera-
tion Committee resolved to reinstate the shareholding 
requirement for the President and CEO and Group 
Executive Team members, with the exception of one 
executive due to the substantial economic loss incurred 
after previously fulfilling the share ownership target, 
which corresponds to 75% of annual net salary.
Application of performance criteria
Viaplay Group Short-term incentive (“STI”)
The performance measures for the STI plan are reviewed 
and selected annually to incentivise and reward the 
achievement of annual financial and, when appropriate, 
non-financial performance measures are linked to the 
Group’s strategic priorities and sustainable development.
Performance of the President & CEO in  
the reported financial year:
Variable cash remuneration
The President and CEO’s maximum short-term incen-
tive (STI) opportunity is 100% of the gross annual base 
salary. Th
e Corporate STI performance criteria account 
for 80% of the total incentive potential and are based 
on the achievement of sales (30%), EBIT (40%), and free 
cash flow (30%) targets, resulting in a 93% fulfillment 
of the weighted target conditions. The remaining 20% 
of the incentive is linked to Viaplay subscriber growth 
and other key strategic organisational objectives, with 
an achieved fulfilment of 84%. Based on these weighted 
outcomes, the President and CEO´s total STI achieve-
ment for 2024 is 91%. The President and CEO´s maxi-
mum short-term incentive deferred (STID) opportunity 
is 165% of the gr
oss annual base salary. The STID 2024 
performance criteria were based on the mentioned Cor-
porate targets, divided into H1 (January to June 2024) 
and H2 (July to Dec
ember 2024) resulting in 96.1% and 
89.9% fulfilment levels, respectively. 
The H1 cash amount was disbursed to the President 
and CEO in January 2025, while the H2 amount will 
be paid out in July 2025. Additionally, 50% of the net 
amount must be used to purchase Viaplay shares when 
trading regulations permit, with a mandatory holding 
period of 12 months.
Derogations and deviations from the 
remuneration guidelines and from the 
procedure for implementation of the 
guidelines 
The Remuneration Committee and Board have conclud-
ed that there were no derogations or deviations from 
the 2024 remuneration guidelines.
KPI tables of sales, profit and free cashflow
H1 2024 H2 2024
SEKm Core Sales 
 
Core EBIT Group FCF 1 Core Sales
 
Core EBIT Group FCF 1
Weight (total 100%) 30% 40% 30% 30% 40% 30%
100% (max) 9,101 –106 –1,182 9,049 392 –602
80% (entry) 8,105 –699 –1,432 8,449 92 –1,102
Outcome 8,9832 –342 –924 9,0803 160 –928
Fulfillment 98% 92% 100% 100% 85% 87%
Weighted outcome 96. 1% 89.9%
1) Group free cash flow excluding tax, financing costs, and the Allente dividend.
2) Repor
ted sales were SEK 8,751m compared to the target of SEK 9,101m (–3.9%). This is before adjusting for adverse FX effects from a 
weaker EUR and DKK against SEK, compared to the budget, totalling SEK 232m.
3) Reported sales were SEK 8,847m compared to the target of SEK 9,049m (–2.2%). This is before adjusting for adverse FX effects from a 
weaker EUR and DKK against SEK, compared to the budget, totalling SEK 233m.
Comparative information on the change of remuneration and company performance
Name of director, position, SEKm 2024 2023
Jørgen Madsen Lindemann,  Presiden
t and CEO 57.0 16.7¹
Group operating income before IAC –269 –1,115
Average remuneration, employees of Viaplay Group² 1.3 1.3
Average remuneration, employees of Parent company³ 2.3 1.5
1) The total remuneration is calculated on a pro-rata basis,  effec tive from the appointment date, 5th June 2023.
2) Included as consider
ed a better reference group of employees than the parent company which includes a small population.
3) The number o
f employees in the parent company is limited and is therefore volatile to turnover and change in employee compensation.
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Group (SEK million if not otherwise stated) 2024 2023 2022 2021 2020
Net debt
Total financial borrowings 2,058 7,250 3,900 3,300 4,560
Cash and cash equivalents 1,040 2,542 2,775 5,702 2,040
Cash and cash equivalents included in assets held for sale – 273 – – –
Financial net debt 829 4,681 1,105 –2,422 2,520
Net debt 1,113 4,976 1,482 –2,059 3,026
Key ratios
Net debt/EBITDA before IAC 13.6 –6.6 8.6 –2.1 2.2
Per share data
Shares outstanding at the end of the year 4,578,225,962 78,225,962 78,225,962 77,970,071 67,347,526
Basic average number of shares outstanding 4,110,047,635 78,225,962 78,137,402 76,731,753 67,345,231
Diluted average number of shares outstanding 4,110,047,635 78,225,962 78,225,008 77,031,536 67,664,386
Basic earnings per share (SEK) 0.03 –124.61 4.13 4.23 33.06
Proposed ordinary dividend/Cash dividend per share (SEK) 02 0 0
 0 0
Market pric
e of Class B shares at close of last trading day 0.68 5.18 198.05 469.20 458.60
Group (SEK million if not otherwise stated) 2024 2023 2022 2021 2020
Income statement¹
Net sales 18,490 18,567 15,691 12,661 12,003
Core operations, net sales 17,598 17,332 15,265 n.a. n.a.
Reported sales growth, Core operations, % 1.5 13.5 n.a. n.a. n.a.
Organic sales growth, Core operations, % 4.7 10.6 n.a. n.a. n.a.
Operating income before ACI and IAC –269 –1,115 –372 607 978
Associated income (ACI) 151 63 275 40 100
Items affecting comparability (IAC) –439 –9,224 510 –74 2,109
Operating income –558 –10,276 413 573 3,186
Operating margin, % –3.0 –55.3 2.6 4.5 26.5
Net income for the year, continuing operations 106 –9,747 323 365 2,869
Net income for the year, total operations 106 –9,747 323 325 2,226
Cash flow
Cash flow from operations, excluding changes in working 
capital –919 –1,442 304 1,294 2,2
Change in working capital –1,080 –1,906 –3,305 –817 –674
Cash flow from operating activities –1,999 –3,348 –3,001 477 1,526
Capital expenditures in tangible and intangible assets –43 –159 –186 –216 –147
Acquisitions and divestments of operations 132 5 –387 443 –222
Five-year summary
1) As from Q2 2020 Viaplay Group’s non-scripted, branded entertainment and events businesses was reported as discontinued operations. Periods 
20
19–2020 has been restated. Splay One was divested in April 2021 and the sale of the remaining businesses was completed in September 2021.
2) The Bo
ard propose no dividend to be paid for the year 2024. Subject to AGM approval. 
3) At year-
end 2023, the UK operations (formerly Premier Sports) and Paprika Group were classified as assets held for sale. Paprika Group was 
divested in January 2024 and the UK operations in April 2024.
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Alternative Performance Measures
Below follows so-called alternative performance measures, 
i.e., financial measures that are not defined under IFRS. 
Viaplay Group believes that these alternative performance 
measures combined with other measures that are defined 
in accordance with IFRS contribute to the understand-
ing of trends related to financial performance, return on 
investment and indebtedness and are useful information to 
investors.
An alternative performance measure is defined as a 
financial measure of historical or future financial perfor-
mance, financial position or cash flows other than a finan-
cial measure defined or specified in the applicable financial 
reporting framework. These alternative performance 
measures should not be considered in isolation or as an 
alternative to performance measures defined in accor-
dance with IFRS. In addition, such measures, as defined by 
Viaplay Group, may not be comparable to other similarly 
titled measures used by other companies.
Viaplay Group uses the following Alternative Performance 
Measures:
•
 Report
ed sales growth and organic sales growth, Core 
operations
• Operatin
g income before associated company income 
(ACI) and items affecting comparability (IAC)
• Operatin
g income before IAC
• Net debt an
d net debt / EBITDA before IAC
• Free cash flo
w
Reported sales growth and organic sales growth, Core operations
Group (SEK million)
Reported  
net sales
Acquisitions/ 
divestments
Net sales  
adjusted for 
acquisitions/ 
divestments
Changes  
in FX rates
Net sales adjusted 
for acquisitions/ 
divestments and 
changes in FX rates 
(organic sales)
Viaplay streaming subscription
2024 7,930 – 7,930 49 7,979
2023 7,998 – 7,998 – 7,998
Growth –68 –68 –20
Growth, % –0.9% –0.9% –0.2%
Linear channel subscription
2024 4,747 – 4,747 28 4,775
2023 4,531 – 4,531 – 4,531
Growth 216 216 244
Growth, % 4.8% 4.8% 5.4%
Advertising
2024 3,491 – 3,491 30 3,521
2023 3,552 – 3,552 – 3,552
Growth –61 –61 –31
Growth, % –1.7% –1.7% –0.9%
Sublicensing & other
2024 1,430 1,430 7 1,437
2023 1,251 –417 834 – 834
Growth 179 596 603
Growth, % 14.3% 71.5% 72.3%
Total, Core operations
2024 17,598 – 17,598 114 17,712
2023 17,332 –417 16,915 – 16,915
Growth, Core operations 266 683 797
Growth, % 1.5% 4.0% 4.7%
Reconciliation of reported sales growth and organic  
sales growth, Core operations
Since the Core operations generates the majority of its 
sales in 
 currencie
s other than in the Group’s reporting 
currency (i.e. SEK, Swedish Krona) and the fact that the 
currency rates have proven to be rather volatile, and due to 
the fact that the Group has historically made acquisitions 
and divestments, the Group’s sales trends and performance 
are analysed as changes in organic sales growth within the 
Core operations. This presents the increase or decrease in 
the overall SEK net sales on a comparable basis, allowing 
separate discussions of the impact of acquisitions/divest-
ments and exchange rates.
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Alternative Performance Measures
Operating income before associated company income (ACI and items affecting comparability (IAC)
Group (SEK million) 2024 2023
Operating income –558 –10,276
Items affecting comparability (IAC) (–) –439 –9,224
Operating income before IAC –119 –1,052
Associated company income (–) 151 63
Operating income before ACI and IAC –269 –1,115
Items affecting comparability
Group (SEK million) 2024 2023
Exit markets – sports content (Non-core) – –2,650
Write-down and provision – non-sports content (Non-core) – –1,484
Impairment of goodwill & write-down of other assets –116 –641
Write-down and provision – non sports content (Core) –27 –2,268
Write-down and provision – sports content (Core) – –1,855
Restructuring and redundancy costs –96 –300
Acquisition and divestments 73 –3
Advisory costs and recapitalisation costs –38 –23
Currency translation effects1 –234 –
Total –439 –9,224
Items affecting comparability classified by function
Group (SEK million) 2024 2023
Cost of sales –25 –8,302
Administrative expenses (+) –141 –299
Other operating income and expenses (+) –274 –623
Total –439 –9,224
1) Following the recapitalisation process, the Group has not been able to enter currency forward contracts with our financial counterparties, resulting 
in a larger sh
are of unhedged currency exposure which have resulted in large deviations and currency effects related to acquired content and US 
dollar exposure in Q4 2024. The Group reports these currency effects as items affecting comparability until the Group can hedge the exposure.  
The Group also reports currency differences arising from the provisions made in 2023 related to onerous contracts as items affecting comparability.  
Reconciliation of operating income before associated 
company income (ACI) and items  affe
cting comparability 
(IAC)
Operating income before associated company income 
(ACI) and items affecting comparability (IAC) refers to 
operating income after the reversal of of the Group’s share 
of associated company’s and joint ventures net income and 
reversal of material items and events related to changes 
in the Group’s structure or lines of business, which are 
relevant for understanding the Group’s development on a 
like-for-like basis. This measure is used by management to 
follow and analyse the underlying profits and to offer more 
comparable figures between periods.
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Alternative Performance Measures
Group (SEK million) 2024 2023
Cash flow from operating activities –1,999 –3,348
Capital expenditures in tangible and intangible assets –43 –159
Other cash flow from investing activities 16 17
Group – Free cash flow –2,026 –3,490
Core operations (SEK million) 2024 2023
Cash flow from operating activities –1,254 n.a.
Capital expenditures in tangible and intangible assets –43 n.a.
Other cash flow from investing activities 16 n.a.
Core operations – Free cash flow –1,227 n.a.
Non-core operations (SEK million) 2024 2023
Cash flow from operating activities –799 n.a.
Capital expenditures in tangible and intangible assets – n.a.
Other cash flow from investing activities – n.a.
Non-core operations – Free cash flow –799 n.a.
 
Rec
onciliation of free cash flow
Free cash flow refers to the sum of cash flow from oper-
ating activities and cash flow from investing activities 
excluding the acquisitions and divestments of operations. 
The measure is used to follow and analyse cash flow for the 
Group. The measure is also an important measure to follow 
up the Non-core cashflow. 
Reconciliation of net debt / EBITDA before IAC ratio 
Net debt is used by Group management to track the 
indebtedness of the Group and to analyse the leverage 
and refinancing needs of the Group. The net debt to EBIT-
DA before IAC ratio provides a KPI for net debt in relation 
to underlying cash profits generated by the business, i.e. 
an indication of a business’ ability to pay its debts. This 
measure is commonly used by financial institutions to rate 
creditworthiness. Prepaid borrowing expenses recognised 
in connection to the recapitalistion February 9, 2024 is 
reported within net debt. 
Net debt
Group (SEK million) 2024 2023
Short-term borrowings 200 4,700
Long-term borrowings (+) 1,858¹ 2,550
Total financial borrowings 2,058 7,250
Prepaid borrowing expense (–) 189¹ –
Cash and cash equivalents (–) 1,040 2,542
Cash and cash equivalents included in assets held for sale (–) – 27
Financial net debt 829 4,681
Lease liabilities (+) 376 401
Lease liabilities included in liabilities related to assets held for sale (+) – 4
Sublease receivables (–) 92 110
Total lease liabilities net 284 295
Net debt 1,11 3 4,976
Net debt / EBITDA before IAC
Group (SEK million) 2024 2023
Operating income before IAC, continuing operations –119 –1,051
Depreciation and amortisation continuing operations² 201 301
EBITDA before IAC 82 –750
Net debt 1,113 4,976
Total net debt / EBITDA before IAC 13.6 –6.6
1) The remaining transaction costs December 31 2024 of SEK 216m, related to the refinancing of the Group is partly reported as prepaid borrowing 
cos
ts (SEK 189m) and as a part of borrowings (SEK 27m) and will be expensed over the maturity period of the debt financing.
2) Ref
ers to non-current assets only.
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Ownership structure
Viaplay Group had 62,424 shareholders at the end 
of the year, as recorded in the share register held by 
Euroclear Sweden AB (Swedish Securities Centre). The 
shares held by the 10 largest shareholders correspond-
ed to approximately 76% of the total number of shares 
and 76% of the voting rights. Institutional investors 
owned approximately 19% of the share capital, with 
Swedish private individuals owning approximately 13%, 
and approximately 1% held as treasury shares. The 
remaining 67% was owned by other and anonymous 
investors.
Shareholders as of 31 December 2024
SEK million
Viaplay Group A
(VPLAY A)
Viaplay Group B
(VPLAY B) Capital, % Votes, %
Groupe Canal+ SA 1,342,833,333 29.33 29.29
PPF Cyprus Management Limited 1,341,208,619 29.29 29.26
Nordea Funds 522,213,420 11.40 11.39
Sissener AS 65,000,000 1.42 1.42
Avanza Pension 2,780 61,706,851 1.35 1.35
Handelsbanken Fonder 43,735,586 0.96 0.95
AB Svensk Exportkredit 29,821,146 0.65 0.65
Nordea Funds (Lux) 28,400,172 0.63 0.63
Exportkreditnämnden 27,734,294 0.61 0.61
SEB Investment Management 27,202,953 0.59 0.59
Share information
Marketplace Nasdaq Stockholm, Mid Cap segment
Ticker VPLAY A, VPLAY B
ISIN code (A share) SE0012324226
ISIN code (B share) SE0012116390
Market cap as of 31 December 2024 SEK 3,104m
Share price as of 31 December 2024 0.678 SEK (VPLAY B)
Share price development –56.86%
Highest closing price  during the y
ear SEK 3.45
Lowest closing price  during the y
ear SEK 0.61
 France 29. 7% 
 Cyprus 29. 3%
 Sweden 18.9%
 Finland 11. 9%
 Norway 2.6%
 Denmark 2.4%
 Other 5.2%
Geographic overview of shareholders Analysts covering Viaplay Group
Company Name E-mail
Kepler Cheuvreux Kristoffer Carleskär kcarleskar@keplercheuvreux.com
Carnegie Mikael Laseen mikael.laseen@carnegie.se
DNB Markets Martin Arnell Martin.Arnell@dnb.se
The Viaplay Group share
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Financial key ratio definitions
Associated Company Income (ACI)
Associated company income is the Group’s share of the 
associated companies and joint ventures net income. Asso-
ciated companies (excluding joint ventures) are companies 
in which the Group holds voting rights of at least 20% and 
no more than 50%. A joint venture is a joint arrangement 
whereby the parties that have joint control of the arrange-
ment have rights to the net assets of the arrangement. 
EBITDA
EBITDA comprises net income before net financial items, 
taxes, depreciation and amortisation.
EBITDA before ACI and IAC
EBITDA after reversal of associated company income and 
items affecting comparability.
EBITDA before IAC
EBITDA after reversal of items affecting comparability. 
Free cash flow 
Free cash flow refers to the sum of cash flow from operat-
ing activities and cash flow from investing activities exclud-
ing the acquisitions and divestments of operations. 
Items affecting comparability (IAC)
Items affecting comparability refer to  mat erial items and 
events related to changes in the Group’s structure or lines 
of business, which are relevant for understanding the 
Group’s development on a like-for-like basis.
Net debt 
Financial net debt is the sum of short and long-term bor-
rowings and dividends payable reduced by total cash and 
cash equivalent, prepaid borrowing expenses, short-term 
investments, interest-bearing receivables, and dividend 
receivables. Net debt also includes lease liabilities net of 
sublease receivables. A negative figure 
 indicat
es that the 
Group has a net cash position (cash in excess of inter-
est-bearing liabilities).
Net debt/EBITDA before IAC
Net debt in relation to EBITDA before IAC for the last  
12 months.
Operating income
Operating income comprises net income before net 
financial items and taxes, otherwise known as EBIT (reads 
Earnings Before Interest and Taxes).
Operating income before ACI and IAC
Operating income after reversal of associated company 
income and items affecting comparability.
Operating income before IAC
Operating income after reversal of items affecting compa-
rability.
Operating margin
Operating income as a percentage of net sales. 
Organic sales growth
Organic sales growth is the change in net sales  compar ed 
to the same period of the previous year excluding acquisi-
tions and divestments and adjusted for currency translation 
and transaction effects.
Reported sales growth
Change in net sales compared to the same period of the 
previous year in percentage. 
Operational definitions and glossary
ARPU, Average revenue per user 
ARPU is defined as the average revenue per paying 
subscribers.
CSOL, Commercial share of listening
CSOL comprises Viaplay Group’s estimated share of com-
mercial radio listening amongst 10+ year-olds in Norway 
and 12–79 year-olds in Sweden.
CSOV , Commercial share of viewing
CSOV comprises Viaplay Group’s estimated share of com-
mercial TV viewing, including 3-party channels we repre-
sent, amongst 30–64 year olds in Sweden, 30–69 years 
olds in Norway and 30–60 years olds in Denmark. 
Viaplay subscriber
A Viaplay subscriber is defined as a customer who has 
access to Viaplay and for whom a method of payment 
has been provided. Viaplay Group only reports paid-for 
subscriptions where a payment has been received directly 
from the end-customer or from a partner organisation. As 
of Q2 2023, the Viaplay subscriber base excludes tempo-
rary campaign subscribers that generate no meaningful 
ARPU via distribution partners. 
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Definitions & glossary

===== SIDA 136 =====

Contact
Viaplay Group AB
+46 (0)8 562 025 00
www.viapla
ygroup.com
Postal address
Box 17104
SE-104 62 
Stockholm
Visitors’ address
Ringvägen 52
SE-118
 67 
Stockholm
Financial calendar
Q1 Results announcement 
24 April, 2025 
Silent period starts: 3 April
Annual General Meeting 2025
13 May, 2025 
Stockholm 
Documentation and further
details of when and how to give
notice to attend will be published
in advance on www.viaplaygroup.com
Q2 Results announcement
17 July, 2025
Silent period starts: 26 June
Q3 Results announcement
22 October, 2025
Silent period starts: 1 October
Investors
investors@viaplaygroup.com
Sustainability
sustainability@viaplaygroup.com
Media
press@viaplaygroup.com
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