Rovio Sustainability Report 2025

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SUSTAINABILITY REPORT 2025

CONTENT

About this report

Rovio in brie
f

Our busines
s

Our locations

Rovio strategy

Collaboration with SEGA

Sustainability

Sustainability vision & strategy

Sustainability highlights

Positive Play

Empowered People

Protecting our Planet

Key memberships and organizations

Sustainability data

About
this report

Key facts

Reporting period:
01.04.2025 – 31.03.2026

Reporting framework:
Voluntary alignment with the European Sustainability Reporting Standards

Reporting entity:
Rovio Group, including Ruby Games

Reporting approach:
Voluntary; Rovio is not subject to mandatory reporting requirements

This report provides a public disclosure of Rovio’s sustainability performance, outlining past activities

and future plans. For Rovio, sustainability reporting serves as a tool for accountability and transparency

regarding our sustainability performance.

No external assurance was sought for the sustainability report and Rovio’s business activities do not
fall

under EU taxonomy criteria.

Our approach for sustainability reporting standards

With this report we are partially following the European Sustainability Reporting Standards. Instead of

following strict reporting frameworks we have aimed to keep our report reader-friendly and compact.

We are putting more emphasis on reporting our progress against our three sustainability focus areas

alongside openly and transparently disclosing our people and climate emission data.

ROVIO IN BRIEF

GAMES

free-to-play

GAMES

other

BRAND

LICENSING

Rovio develops games and runs

paid and organic user

acquisition campaigns in digital

media channels

Distribution contracts with

partners who pre-download

Rovio’s games onto their own

devices or distribute Rovio’s

games through their

distribution platforms + other

revenues

Rovio licenses the Angry Birds

brand to product
manufacturers

directly or through an agent

Players download games from

application stores for free

Includes minimum guarantee

and revenue share to Rovio

Licensees make the products

and are responsible for content

and distribution

Players

make in-app

purchases

Players

watch ads in

the game

Royalties from licensing

72%

14%

Our

business

FY2026 Rovio Group revenue

Our
locations

Rovio operates in six locations, with its headquarters in Espoo, Finland:

●
Espoo:
Our headquarters and central hub, where we develop

casual mobile games and house the core functions

supporting our broader gaming and transmedia operations.

●
Stockholm:
Home to
Angry Birds 2,
Rovio’s top game.

●
Copenhagen:
Develops accessible, casual RPG mobile

games based on SEGA IP.

●
Toronto:
Creates casual, subscription-based mobile games

leveraging the Angry Birds brand.

●
Barcelona:
Supports our live games portfolio to keep players

engaged, while also developing new titles based on SEGA IP.

●
Izmir
(Ruby Games): Combines expertise and creativity to

develop hybrid-casual games that are simple but rich in the

content players love.

Group revenue

181

million EUR

Game downloads

billion

Ofﬁces in

countries

Rovio
strategy

Rovio’s business strategy is based on three pillars:

1.
Transmedia

2.
Top Quality Games

3.
Games as a service platform Beacon

Our famous brand, Angry Birds, demonstrates our strong

transmedia approach by reaching audiences across games,

movies, and animated series. Making and operating top

quality games is the core of our business and the player ﬁrst

attitude means that we prioritize the overall experience of

our players. Rovio’s Beacon platform delivers powerful

technology, supporting our games across their entire

lifecycle.

Rovio

business

strategy

FY25-27

Make and operate
TOP

QUALITY GAMES
with

player ﬁrst attitude

Grow and run our games

for decades with
BEACON

Embrace
TRANSMEDIA
to

win in a highly competitive

market

Collaboration
with SEGA

Global and regional alignment on sustainability

As a wholly owned subsidiary of SEGA SAMMY Holdings, Rovio works

closely with Tokyo-based SEGA Corporation. SEGA SAMMY’s

corporate vision to “Captivate the World” encompasses sustainability

efforts that drive meaningful social and environmental impact. Our

shared goals provide the foundation for regional collaboration and

global alignment, with continuous dialogue at the core of our

partnership. At Rovio, we regularly share our strategy, initiatives, and

insights to build sustainability awareness and identify practices that

boost performance, particularly across European studios and shared

business areas.

At a regional level, we collaborate closely with SEGA Europe to

ensure our sustainability strategies align seamlessly. This proactive

sharing of knowledge and resources spans compliance and

regulatory matters, ethical supply chain due diligence in our

transmedia operations, game accessibility, and carbon accounting.

Ultimately, this collaboration enables us to champion our core
pillars,

Positive Play, Empowered People, and Protecting our Planet, on a

much larger scale.

SUSTAINABILITY

Sustainability
vision & strategy

We champion sustainable gaming

through our actions —
crafting safe

and joyful play experiences
,

fueling creativity with an
inclusive

and empowering culture
, and

protecting our planet
.

STRATEGY

Positive

Play

Protecting

our Planet

Empowered

People

VISION

We participated in the Green Game

Jam for the sixth year in a row with

Angry Birds Dream Blast
and
Angry

Birds Friends.
Fun and inspiring game

elements were matched with

protecting real-world wildlife habitats

in the Peruvian Amazon.

Green Game Jam 2025

Sustainability
highlights

One Special Day

Climate Transformation Fund

International Women’s Day

We joined the gaming community to

make a difference during the annual

One Special Day event. For the ﬁrst

time ever, all three of our top games

participated, donating all UK in-app

purchases to SpecialEffect to help

empower people with disabilities to

play games.

We renewed our support for

Milkywire’s Climate Transformation

Fund. By pooling resources with other

companies, we maximize our impact

to fund vital real-world projects across

durable carbon removal, nature

restoration, and global

decarbonization.

We hosted a hybrid IWD panel from

our Stockholm ofﬁce on the theme

“Give to Gain,” with leaders inside and

outside of Rovio, including a panelist

from SEGA Europe, to explore the

topic of sponsorship and

psychological safety in the industry.

Our approach to Positive Play

Our goal is to create positive playing experiences

across our games and our brand. This

commitment is built on three key pillars. First, we

foster safe and enjoyable gameplay for all,

prioritizing player well-being and safety within

our game environments. Second, we promote

inclusive game design and marketing, striving to

create game experiences and communications

that reﬂect and resonate with diverse audiences.

Third, we aspire to develop and operate our

games responsibly and sustainably, being

mindful of the broader impact of our work. We

believe there is power in collaboration and see

valuable opportunities to both share insights and

learn from others across the industry to

collectively champion positive play.

Achievements

Establishing accessibility foundations.
We took

our ﬁrst steps toward making our games more

accessible. We aligned with SEGA Europe to

ensure our approach to accessibility is

coordinated at a group level and that we share

resources with SEGA colleagues. To drive this

work internally, we formed a cross-functional

accessibility core group, bringing together

representatives from both central functions and

our key game teams. To better understand the

current state, we ran an accessibility survey to

learn what barriers our players experience in our

key games.

Implementing accessibility improvements in

our key games.
In
Angry Birds Dream Blast
, we

improved readability through a new font,

reduced cognitive load by minimizing pop-ups,

and enhanced the pre-level booster selection to

better support players with color blindness. In

Angry Birds Friends
, we responded directly to

player feedback: small pig characters were

removed from new levels to address visibility

concerns, and the Power-up Bar was relocated to

the bottom of the screen – one of the top barriers

identiﬁed in our accessibility survey.

Participating in One Special Day.
For the ﬁrst

time ever, three Rovio games –
Angry Birds 2,

Angry Birds Friends, and Angry Birds Dream

Blast
– participated in SpecialEffect’s One Special

Day, a campaign in which all UK in-app

purchases made on October 3rd were donated to

support the joy of gaming for people with

disabilities.

Celebrating Pride Month in
Angry Birds 2.

celebrated Pride Month with a dedicated

in-game event inspired by drag queens, creators

and artists within the community, and

championed freedom of expression, a core

element of LGBTQIA+ culture.

Positive
play

Challenges

Internal accessibility capability and awareness

building.
While we made progress in

establishing the structural foundations for

accessibility, moving beyond that proved more

difﬁcult than expected, and we did not advance

this work at the pace we had hoped. Going

forward, we plan to close this gap by enhancing

collaboration and resource sharing with our
SEGA

colleagues.

Safe and Responsible Gaming Scorecard

roll-out.
While initial progress was made, the

advancement of the scorecard faced challenges

due to limitations in our structural capacity and

evolving priorities. We recognize that progress in

this area requires dedicated ownership, a crucial

element we plan to establish when capacity

allows or if the scorecard becomes a higher

operational priority.

Looking ahead

As we look ahead, our work for Positive Play

remains grounded in continuous improvement

and collaboration with internal teams at Rovio

and in the wider SEGA group.

In the coming year, we aim to introduce an

accessibility check to our game launch process

and provide support on inclusive game design for

our key games. We believe that this will enhance

the game experience for everyone and create

experiences that resonate with diverse
audiences.

Alongside this, we will work more closely with our

brand and game teams, since our brand identity

is rooted in environmental and social

consciousness. While some initiatives faced

challenges, our direction is clear: to foster play

that is safe, inclusive, and sustainable and to

ensure our games bring joy to the widest
possible

audience.

Positive
play

Targets FY2026/3

Establish accessibility foundations

&#3627933665;

In progress

Build internal accessibility capability and awareness

&#3627933665;

In progress

Implement accessibility improvements in our key games

&#3627933665;

In progress

Targets FY2027/3

Introduce accessibility check to game launch

process

Provide inclusive game design check support for

our key games

GOALS

Foster safe & enjoyable gaming experiences for our players

Advance inclusive game design & marketing

Develop and operate games responsibly and sustainably

Empowered
people

Our approach to Empowered

People

Our aim is to empower Rovians to unlock their

full potential and unique talents, crafting games

that connect with our diverse players worldwide.

This means fostering an inclusive and equitable

workplace for all our employees. Recognizing

that leaders have an outsized impact on an

employee’s work experience, we aim to support

them in cultivating high-performing teams that

harmonize ambition, well-being, and work-life

balance for sustainable success.

Achievements

Improving structures and systems to ensure

accountability.
Acting directly on our internal

survey results, we enhanced data tracking
around

career progression, which culminated in the

ﬁrst-time disclosure of our promotion rates by

gender and job level. Additionally, to proactively

address workplace behavior concerns raised

through employee feedback, we revamped our

harassment prevention course, achieving an

initial 80% completion rate. To ensure full

company-wide participation, we are partnering

with leadership to close this gap during the ﬁrst

half of the upcoming ﬁscal year.

Developing our leaders.
All our people leaders

continued to receive basic leadership training,

which focused on enhancing their performance

management skills, self-awareness, and coaching

capabilities. Furthermore, all new supervisors

were enrolled in local onboarding programs that

covered the practicalities of employment law and

annual people processes.

Renewing our company values.
We completed

a major initiative to move away from traditional

“corporate values” to introduce our Rovio Way

principles, an effort led directly by executive

leadership. The new principles were introduced

to all employees, establishing a solid foundation

for the upcoming ﬁscal year.

Access people

data here

Challenges

Navigating the changing global landscape

around DEI.
Mirroring broader global trends, the

external environment surrounding DEI (Diversity,

Equity, and Inclusion) became increasingly

complex. This pushed us to ensure that our

internal communication remains clear, that we

ground our work even more ﬁrmly within the

legal frameworks of the markets we operate in,

and that our DEI efforts are woven into our

processes and practices.

Managing growth and capacity constraints.
In

our fast-paced business environment and tough

competition, we needed to prioritize our actions.

This meant that while some business units had

the capacity to invest in long-term people

initiatives, others faced tighter operational

demands that limited their ability to do so.

Navigating these varied realities across our

company meant being pragmatic and solely

focusing on where the capacity existed.

Looking ahead

Despite an increasingly complex global

landscape surrounding DEI, our dedication to

fostering an inclusive and equitable workplace

remains unwavering. While we are proud of the

foundational tracking systems and accountability

frameworks established this year, sustainable

progress requires continuously embedding these

structures into our daily operations. To that end,

our efforts in the upcoming ﬁscal year will center

on implementing the new Rovio Way principles,

weaving them into our everyday culture,

processes, and internal communication. We will

also enable high performance and career
visibility

by rolling out our new job architecture and an

optimized performance and development

framework. We believe these initiatives will help

us reach our business goals while treating our

people with care and fairness.

Empowered
people

Targets FY2026/3

Interrupt bias to make better decisions

&#3627933665;

In progress

Integrate inclusion to shift social norms

&#3627933665;

In progress

Improve structures & systems to ensure accountability

&#3627933666;

Completed

Continue developing leadership capabilities related to

performance management and coaching style leadership

&#3627933666;

Completed

Renew company values

&#3627933666;

Completed

Targets FY2027/3

Implement our
Rovio Way
Principles in action

Implement new job architecture

Enable high performance through clear

performance and development framework

GOALS

Foster an inclusive & equitable workplace

Empower leaders to cultivate high-performing teams

Create sustainable success by ensuring harmony of ambition, well-being and

work-life balance

Protecting
our planet

Our approach to Protecting our

Planet

Our overarching aim is to reduce the

environmental footprint of our direct operations

and our broader value chain. Because our

extended value chain is a primary driver of our

overall emissions, it remains a central focus of our

mitigation activities. Beyond reducing our

impact, we recognize our unique platform to

inspire positive change. For our players, we are

dedicated to crafting fun, educational, and

inspiring content that raises awareness about

sustainable everyday actions. With our industry

peers, we are committed to collaborating,
sharing

insights, and building best practices to accelerate

collective climate action across the gaming

sector.

Achievements

Green Game Jam 2025.
For the sixth consecutive

year, we participated in the Green Game Jam,

bringing the event to life in
Angry Birds Dream

Blast
and
Angry Birds Friends.
We engaged our

players by blending inspiring in-game elements

with a real-world cause: protecting vital wildlife

habitats in the Peruvian Amazon. By linking

gameplay to environmental conservation, we

continue to combine engaging

awareness-building with tangible real-world

impacts.

Contributing to collaborative efforts.
We

continued to step up as an active voice for

sustainable gaming across the industry.

Throughout the year, we shared our insights on

studio efﬁciency and environmental
sustainability

by actively collaborating with the Playing for the

Planet Alliance, the Sustainable Games Alliance,

and various other industry forums. By actively

participating in these spaces, we share our

learnings and help drive collective climate action

within the gaming sector.

Climate Transformation Fund.
We renewed our

support for Milkywire’s Climate Transformation

Fund, prioritizing maximum long-term CO2

reduction and removal. By pooling our resources

with other companies, we helped the fund reach

signiﬁcant global milestones this year, such as

directing over $17.2 million to 68 unique projects,

supporting 40 early-stage carbon removal

companies, and restoring nearly 1.5 million trees.

This collaborative approach allows us to drive

meaningful, real-world breakthroughs with a

contribution that ﬁts our scale.

Challenges

Creating an emission reduction plan.
Building

on our previous challenges with setting Science

Based Targets, we determined that committing

to a formalized emission reduction plan remains

unfeasible. This is largely driven by external

market realities, particularly the limited pool of

suppliers who currently meet the strict criteria

required by these frameworks. Until the broader

market matures and more partners adopt

formalized targets, narrowing our options is not

practical. We must maintain ﬂexibility in our

vendor choices to navigate a highly competitive

industry, balancing our operational needs with

the current realities of the supply chain.

Internal carbon pricing model.
We had

previously aimed to transition from a static

budget to a dynamic internal carbon pricing

model. However, without a formalized long-term

emission reduction plan in place, we determined

that an internal carbon pricing system is

currently overly complex for managing our

carbon budgets. As a result, this initiative has

been put on hold. Our existing ﬁxed budget

model continues to serve our current needs

effectively.

Looking ahead

While formalizing an emission reduction plan

and a carbon pricing model proved challenging,

we are focusing on areas where we see the

greatest traction: player engagement and

industry collaboration. Environmental activations

in our games have become increasingly

important, as our players actively enjoy and

engage with this content through more diverse

events and campaigns. Similarly, we will continue

contributing to collaborative environmental

efforts across the gaming sector to drive

necessary collective action.

We are also addressing the rapid expansion of

artiﬁcial intelligence. While implementing AI

tools can be seen as crucial, their growing energy

and resource demands require careful

management to avoid digital waste. To ensure
we

balance innovation with environmental

responsibility, we have set a new target for the

upcoming ﬁscal year: to develop a framework for

AI and environmental sustainability.

Protecting
our planet

Targets FY2026/3

Create Rovio emission reduction plan

Missed

Launch multiple engaging awareness creation campaigns in

top games

&#3627933666;

Completed

Contribute to collective climate action

&#3627933666;

Completed

Create internal carbon pricing model

&#3627933665;

On hold

Targets FY2027/3

Launch multiple engaging awareness creation

campaigns in top games

Contribute to collective climate action

Develop framework for AI & environmental

sustainability

GOALS

Reduce negative impact in our value chain with sustainable partner choices and efﬁcient

own operations

Empower players to protect the planet by engaging them through in-game and community

initiatives

Collaborate with industry players and partners to raise awareness, sharing knowledge and

best practices to drive collective action

Protecting
our planet

20,980

tCO2e

Climate emissions

Our carbon footprint serves as our primary environmental

metric. During this 12-month reporting period, our footprint

totaled
20,980 tons of CO2e
, broken down as follows:

●
Scope 3 emissions: 98.6%

●
Scope 2 emissions: 1.4%

●
Scope 1 emissions: 0% (Rovio did not generate any

direct Scope 1 emissions)

Rovio’s carbon intensity relative to revenue was 116.1

tCO2e/MEUR, and our carbon intensity per full-time employee

was 41.3 tCO2e.

For the ﬁrst time, this reporting period includes downstream

emissions from initial game downloads. While this addition

signiﬁcantly improves our accounting coverage, it prevents a

direct year-over-year comparison of our total emissions.

Players’ & YouTube

viewers’ devices

5,292 t (25%)

Game installs

7,803 t (37%)

Purchased goods &

services

7,049 t (34%)

Business travel

234 t (1%)

Ofﬁce energy

292 t (1%)

Other

310 t (2%)

Key
memberships & organizations

Playing for the Planet Alliance

Since 2019, the Playing for the Planet

Alliance has played a key role in
driving

better climate and environmental

management within the gaming

industry. Rovio has been an active

Alliance member since its launch. The

Alliance is led by the United Nations

Environment Programme (UNEP). The

Alliance provides valuable member

support, has different working groups,

and raises awareness while supporting

members in media coverage.

Better Games Together

Better Games Together is a collective

of Finnish game studios with the

shared goal of making the game

industry safer and more accepting of

LGBTQIA+ people and their identities.

The collective currently consists of

Metacore, Next Games, Rovio,

Supercell, and the NGO We in Games

Finland.

FIBS

FIBS (Finnish Business & Society) is the

leading corporate sustainability

network in the Nordic countries. For

more than 25 years, FIBS has been

helping companies develop business

that is sustainable for the

environment, people, and the

economy.

SUSTAINABILITY DATA

People
data

GEOGRAPHIC DISTRIBUTION

Country

Share of all employees

Number of employees

Finland (Espoo)

57.3%

291

Sweden (Stockholm)

17.3%

Spain (Barcelona)

9.8%

Turkey (Izmir)

5.7%

Canada (Toronto & Montreal)

5.1%

Denmark (Copenhagen)

4.7%

Total

100%

508

GENDER DISTRIBUTION

Gender

Share of all employees

Number of employees

Man

65.9%

335

Woman

31.5%

160

Non-binary/I use another term/

I prefer not to say

2.6%

Total

100%

508

TOP MANAGEMENT BY GENDER

Gender

Share of headcount

Headcount

Woman

27%

Man

73%

Total

100%

AGE DISTRIBUTION

Age group

Share of all employees

Number of employees

Under 30

15%

30-50

78%

396

Over 50

Total

100%

508

EMPLOYMENT CHARACTERISTICS