DOCSLIB.ORG

View Annual Report

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
View Annual Report 2012 Annual Report & Accounts ENTERTAINMENT ANYWHERE Prague Moscow Stockholm 14.59 17.36 20.14 ContentsContent CEO’s Review 1 CFO’s Review 4 Five Year Summary 6 Modern Responsibility 10 Directors’ Report 16 The MTG Share 46 Corporate Governance Report 50 Board of Directors 60 Executive Management 63 Consolidated Financial Statements 67 Parent Company Financial Statements 72 Notes to the Accounts 77 Audit Report 128 Definitions 130 Glossary 131 Modern Times Group MTG AB Annual Report 2012 CEO’sCEO’s reviewreview This is my first annual review since taking over as CEO of MTG in September last year, but this is my nineteenth year at MTG, and my eleventh as a member of the senior management group. I have never stopped learning at MTG and now more than ever, as I have travelled around the operations over the past few months to learn more about the parts of the Group that I had not previously reached, and to understand what we offer our customers in each area. This has been an inspiring journey, meeting with a large number of our 3,191 employees from Accra to Helsinki, and London to Kyiv. Each market has its own unique characteristics, but it is great to see that our entrepreneurial way of doing business not only embraces this diversity, but actually harnesses it. The colleagues that I meet share the same passion for our business and our customers; they continually demonstrate the same innovation when it comes to solving problems and identifying opportunities; and they take the same pride in craftsmanship when creating, developing and promoting the entertainment products and services that our customers enjoy around the world. A lot has been said about the uncertain economic outlook in our markets, the impact of technology on consumer behavior, and the fact that our industry is changing faster and more fundamentally than ever before. This is our daily reality, and everything that we do is focused on building the media house of the future, in order to ensure that we constantly innovate to remain at the forefront of our industry and continue to grow. The media house of the future is your house, it is the way that you will consume, use, more closer to, and immerse yourself in, entertainment in the future. TV is now available on multiple devices and is mobile – both in and out of the home. So you can now choose between the TV set, the computer, the smartphone, the tablet and the games console... TV is also available on-demand as well as on a linear (scheduled) basis, so viewers are not only choosing what they want to watch but also when they want to watch it. This of course affects the business model in a number of ways, as advertisers increasingly pay for reach delivered through TV viewing on the internet, and subscribers opt for packages that provide all that they need via the open internet for a monthly fee. We are better positioned than anyone to capitalise on these shifts in the industry’s tectonic plates for four reasons – firstly, because we have a balanced mix of advertising and subscription revenues and are not bound by a single business model; secondly, because we are platform agnostic, meaning that we already make our channels and services available on other people’s networks so we benefit from overall industry growth; thirdly, because we are present across four continents so we are able to deploy new products, services and models rapidly and efficiently to an installed and growing customer base; and, fourthly, because we do not own much infrastructure and can therefore move quickly and flexibly without tying up a lot of money in costly long term development projects. All of this provides us with fantastic opportunities, which is why we are investing now and more than ever before. Our investments are focused on three key areas – content, technology and countries. Customer preference and purchasing is driven by three key factors – quality, price and accessibility. The first of these relates to the quality of the content on our channels and platforms, which is why we acted during 2012 to secure long term deals with the major Hollywood and local independent studios and signed multi-year agreements for exclusive access to key domestic and international sports rights. We have invested in technology to ensure that our channels and services are accessible on both Modern Times Group MTG AB Annual Report 2012 1 CEO’sCEO’s review review our own Viasat (satellite) and Viaplay (online) platforms, as well as on 3rd party networks, and we have competitive price points for each service. And we are constantly looking to expand our footprint into new markets in Europe and Africa. This is all quite a long way from the launch of our first channel – TV3 – across Scandinavia on new year’s eve in 1987 – 25 years ago. It shows just how far we have come on our journey, and there is a lot to learn from the last twenty five years as we plan for the next twenty five. We launched a total of 21 TV channels last year, and there are more to come this year, so we are breaking more monopolies and challenging more incumbents than ever! It was our emerging markets businesses that showed the strongest growth in 2012 as we took advertising market shares in almost all of our markets, and successfully grew our subscriber bases in all territories. There was little encouragement from the local economic development in these countries, but our free TV channels grew their audience shares and revenues in the Baltics, the Czech Republic, Bulgaria and Ghana. Free-TV emerging market profits were up for the year as we counterbalanced these investments by closing down our Slovenian operations and further reducing our underlying cost base. These advertising markets will return to sustained and higher levels of growth than the Western markets, and we are better positioned today to capture this growth when it comes. Furthermore, our position as the largest shareholder in CTC Media ensures that we will also participate in the high levels of growth in Russia, which is expected to become the largest TV advertising market in Europe next year, and is already the largest market in Europe by number of internet users! Our emerging markets pay-TV businesses grew their satellite subscriber bases in Russia, Ukraine and the Baltics and we had a combined total of almost 600,000 satellite subscribers by the end of the year. The Baltics are more mature and well penetrated markets now, while Russia and Ukraine offer huge potential as digitalization approaches for a combined population of almost 200 million people. Separately, 32 of our Viasat channels are made available via third party pay-TV networks to subscribers in 31 countries across Central and Eastern Europe, Africa and the United States. This business, which was launched 10 years ago, now attracts 84 million subscriptions. Five out of the fifteen most watched pay-TV channels in Russia are Viasat channels, including the top 2. This is why we are investing further in these markets. We signed multi-year deals with four Hollywood studios and launched a new HD premium pay-TV channel package across Russian and the CIS at the end of the year. We expect to show healthy growth in 2013 and plan to breakeven for the combined emerging market pay-TV businesses despite the investments that we are making. Our Nordic pay-TV business is the segment where we are investing the most, in order to ensure that we have the best possible content offering and make it as broadly available as possible. Our total subscriber base continued to grow due to the rapid development of our Viaplay online pay-TV service, and this is set to continue as we further enhance the service and its availability. Viaplay has opened up a whole new universe of potential customers for us, as virtually every one of the 9 million homes in the Nordic region has the necessary broadband speed to use the service. The decline in the satellite base reflected the competitive pressures in Denmark in particular, where uneconomic consumer offerings have created a short term negative effect, but our average revenue per premium Nordic 2 Modern Times Group MTG AB Annual Report 2012 CEO’sCEO’s review review satellite subscriber has continued to grow as we have raised prices and added services. The investments that we are making in our content offering (movies, series, sports) and the development of Viaplay will drive growth but also result in a lower profit margin moving forward. Finally, our free-TV business in Scandinavia is a key focus area for us at the moment, as we have lost audience and advertising market shares in Sweden and Norway in particular, while the markets have grown. We have made changes across the board – from longer planning and piloting horizons to closer relationships with content producers, and from even tighter demographic positioning to even more tailored advertising solutions. We are also securing higher viewing shares online and in the regional advertising markets where the price per eyeball is higher. We delivered a healthy margin of almost 20% for the business in 2012 and will continue to invest where we see opportunities, as we look to increase our audience and advertising market shares. With new competitive environments come all sorts of opportunities of course, and we have recently signed several highly significant channel distribution agreements. We have concluded a number of deals with Telenor that will enable us to launch a long awaited third free-TV channel in Norway; put all of our Viasat pay-TV channels on their large scale cable network in Norway; raise the household penetration of our free-TV channels in Denmark and Sweden by including the channels in Telenor’s networks; and secure attractive third party channels for our pay-TV package offerings in Denmark.
Load more

Recommended publications
  • Searching for Viking Age Fortresses with Automatic Landscape Classification and Feature Detection
    remote sensing Article Searching for Viking Age Fortresses with Automatic Landscape Classification and Feature Detection David Stott 1,2, Søren Munch Kristiansen 2,3,* and Søren Michael Sindbæk 3 1 Department of Archaeological Science and Conservation, Moesgaard Museum, Moesgård Allé 20, 8270 Højbjerg, Denmark 2 Department of Geoscience, Aarhus University, Høegh-Guldbergs Gade 2, 8000 Aarhus C, Denmark 3 Center for Urban Network Evolutions (UrbNet), Aarhus University, Moesgård Allé 20, 8270 Højbjerg, Denmark * Correspondence: [email protected]; Tel.: +45-2338-2424 Received: 19 June 2019; Accepted: 25 July 2019; Published: 12 August 2019 Abstract: Across the world, cultural heritage is eradicated at an unprecedented rate by development, agriculture, and natural erosion. Remote sensing using airborne and satellite sensors is an essential tool for rapidly investigating human traces over large surfaces of our planet, but even large monumental structures may be visible as only faint indications on the surface. In this paper, we demonstrate the utility of a machine learning approach using airborne laser scanning data to address a “needle-in-a-haystack” problem, which involves the search for remnants of Viking ring fortresses throughout Denmark. First ring detection was applied using the Hough circle transformations and template matching, which detected 202,048 circular features in Denmark. This was reduced to 199 candidate sites by using their geometric properties and the application of machine learning techniques to classify the cultural and topographic context of the features. Two of these near perfectly circular features are convincing candidates for Viking Age fortresses, and two are candidates for either glacial landscape features or simple meteor craters.
    [Show full text]
  • Vejle Sports Academy
    VEJLE SPORTS ACADEMY What’s it about? Our former international students emphasize that you: • Improve your language skills • Work on your competencies • Clarify your wishes for the future • Get interesting lectures and classes • Make friends of a lifetime • Build up your shape • Learn about Danish society and culture • Can become a sports instructor • Develop personal and social skills • Reload your batteries for further education • Face exciting challenges of a life time Page 2 And a lot more ... Welcome to Vejle Sports Academy Personal development and social life Danish Sports Academy We believe that sports can be a part of your personal Vejle Sports Academy is a Danish Folk High School. development. To us, sports is also one of the best ways of We offer non-formal education as a boarding spending time together, and it is an icebreaker when getting school where you sleep, eat, study and spend your spare to know people. time at the school with the rest of the 115 school students. Sport takes up much of the lessons, but discussions, crea- The length of a typical stay is 4 months. tivity and general knowledge subjects are also an important About 1/5 of the school students come from other part of the curriculum. And after hours we get together for countries than Denmark. many social activities. Prepare for challenges, sweat, teamwork, social activity and an experience for life. We look forward to seeing you! Ole Damgaard, Headmaster Page 3 At Vejle Sports Academy you can put together your stay according to your dreams and your calendar.
    [Show full text]
  • Design and Development of a Future Digital TV-Antenna
    Design and Development of a Future Digital TV-Antenna SOPHIA HUZELIUS PAULINA WISNIEWSKA Master of Science Thesis Stockholm, Sweden 2015 2 Design and Development of a Future Digital TV-Antenna Sophia Huzelius Paulina Wisniewska Master Thesis MMK 2015:85 IDE 166 KTH Industrial Engineering and Management Machine Design SE-100 44 STOCKHOLM 1 2 Examensarbete MMK 2015:85 IDE 166 Utveckling och design av en digital TV-antenn Sophia Huzelius Paulina Wisniewska Godkänt Examinator Handledare 2015-09-11 Claes Tisell Conrad Luttrop Uppdragsgivare Kontaktperson Teracom AB Håkan Brander Sammanfattning Det finns flera olika metoder och teknologier idag för att sända TV. En av dessa metoder i Sverige och Danmark är marksänd digital-TV och ägs av det statliga företaget Teracom Boxer Group. För att kunna se på TV via marknätet behöver hushåll vara utrustade med en TV- antenn som kan ta emot signaler från sändarmaster. Sändningen sker via basstationer, som skickar marksända signaler till mindre sändarmaster, utspridda över landet, för att kunna nå alla mottagarantenner. Dagens TV-antenner ses idag som ett ont måste för att kunna titta på TV via marknätet eftersom det är kostsamt, behöver oftast professionell installation och påverkas av olika väderförhållanden samt förbipasserande föremål. Utöver det har dagens antenner ingen attraktiv design som gör att antennen inte integreras på ett smidigt sätt i sin omgivning. Syftet med examensarbetet är att utveckla ett nytt koncept för en digital TV-antenn, och som ett resultat behålla och attrahera nya kunder till att använda marknätet för att se på TV. Genom att utveckla en ny modern design och integrera en ny funktion i TV-antennen skapas därigenom ett mervärde för kunden.
    [Show full text]
  • International Study Guide Series
    International Study Guide Series Denmark Montana 4-H Center for Youth Development, Montana State University Extension 1 MONTANA 4‐H INTERNATIONAL STUDY SERIES The 4‐H program has had an active role in Montana youth and volunteer development for almost 100 years. It is most well‐known for its local emphasis, but 4‐H does exist in a broader context ‐ from a local to an international level. The ultimate objective of 4‐H international and cross‐cultural programming is "peace through understanding." Extension Service efforts help young people achieve this overall goal by encouraging them to: realize the significance of global interdependency; develop positive cross‐cultural attitudes and skills that enhance understanding and acceptance of people from other ethnic, social, or economic backgrounds; appreciate for the similarities and differences among all people; assume global citizenship responsibilities; develop an understanding of the values and attitudes of Americans. Since the introduction of international 4‐H opportunities in 1948, the Montana 4‐H program has been committed to the goal of global awareness and increasing cross‐cultural understanding. Cultures are becoming more dependent upon one another for goods, services, food, and fiber. Montana's role in the international trade arena is ever‐growing. The acquisition of increased knowledge of the markets and the people who influence those markets is crucial to the residents of our state. The 4‐H international programs are coordinated by States’ 4‐H International Exchange Programs (S4‐H) for participating state 4‐H Youth Development programs. Funding for the exchange programs is provided on the state level by the Montana 4‐H Foundation through private donations and contributions.
    [Show full text]
  • ESSA-Sport National Report – Denmark 1
    ESSA-Sport National Report – Denmark 1 TABLE OF CONTENTS TABLE OF CONTENTS ................................................................................................................................ 2 1. THE ESSA-SPORT PROJECT AND BACKGROUND TO THE NATIONAL REPORT ............................................ 4 2. NATIONAL KEY FACTS AND OVERALL DATA ON THE LABOUR MARKET ................................................... 8 3. THE NATIONAL SPORT AND PHYSICAL ACTIVITY SECTOR ...................................................................... 15 4. SPORT LABOUR MARKET STATISTICS ................................................................................................... 28 5. NATIONAL EDUCATION AND TRAINING SYSTEM .................................................................................. 36 6. NATIONAL SPORT EDUCATION AND TRAINING SYSTEM ....................................................................... 42 7. FINDINGS FROM THE EMPLOYER SURVEY............................................................................................ 52 8. REPORT ON NATIONAL CONSULTATIONS ............................................................................................ 90 9. NATIONAL CONCLUSIONS ................................................................................................................... 93 10. NATIONAL ACTION PLAN AND RECOMMENDATIONS ......................................................................... 95 BIBLIOGRAPHY ......................................................................................................................................
    [Show full text]
  • Hur Digital-TV-Distributörer Bygger Relationer Med Kunder
    Södertörns Högskola Institutionen för företagsekonomi och företagande Företagsekonomi, Kandidatuppsats 10 poäng Vårterminen 2006 Digital-TV Hur digital-TV-distributörer bygger relationer med kunder Författare: Clara Siwertz Stefan Tägt Handledare: Ted Modin i Sammanfattning 1997 kom riksdagen med ett förslag om att genomföra ett teknikskifte inom Sveriges marksända TV-distribution. Teknikskiftet skulle innebära att de analoga TV-sändningarna via marknätet skulle ersättas med digitala TV-sändningar och övergången skulle därför bidra med en mängd ekonomiska och tekniska fördelar. Digital-TV-sändningar erbjöds sedan tidigare av ett fåtal TV-distributörer men skulle nu bli något som fler TV-konsumenter skulle få tillgång till. Digital-TV-övergången är nu i full gång och påverkar såväl konsumenter som distributörer av digital-TV produkter och tjänster. Syftet med uppsatsen är att undersöka hur två digital-TV- distributörer anpassar sin marknadsföring för att stärka relationer till befintliga kunder och skapa relationer till nya kunder. Uppsatsen fokuserar på huruvida distributörerna tillämpar transaktionsmarknadsföring eller relationsmarknadsföring och hur den rådande digital-TV- övergången påverkar marknadsföringen. Teorier bakom relationsmarknadsföring fokuserar bland annat på relationen mellan leverantör och kund och detta är det centrala temat i uppsatsen. Värdeskapande, involvering, anpassningsförmåga, informationshantering, kundvård och CRM är några av de saker som studeras på respektive företag. Canal Digital AB och Boxer TV Access AB är de två distributörerna som undersöks och uppsatsen avgränsas till deras verksamhet i Sverige. Resultatet av undersökningen tyder på att distributörerna är väl medvetna om vikten av relationen till deras kunder. Flera exempel visar på att företagen arbetar aktivt för att vårda befintliga kunder och dessutom skapa nya relationer med kunder.
    [Show full text]
  • List of Directv Channels (United States)
    List of DirecTV channels (United States) Below is a numerical representation of the current DirecTV national channel lineup in the United States. Some channels have both east and west feeds, airing the same programming with a three-hour delay on the latter feed, creating a backup for those who missed their shows. The three-hour delay also represents the time zone difference between Eastern (UTC -5/-4) and Pacific (UTC -8/-7). All channels are the East Coast feed if not specified. High definition Most high-definition (HDTV) and foreign-language channels may require a certain satellite dish or set-top box. Additionally, the same channel number is listed for both the standard-definition (SD) channel and the high-definition (HD) channel, such as 202 for both CNN and CNN HD. DirecTV HD receivers can tune to each channel separately. This is required since programming may be different on the SD and HD versions of the channels; while at times the programming may be simulcast with the same programming on both SD and HD channels. Part time regional sports networks and out of market sports packages will be listed as ###-1. Older MPEG-2 HD receivers will no longer receive the HD programming. Special channels In addition to the channels listed below, DirecTV occasionally uses temporary channels for various purposes, such as emergency updates (e.g. Hurricane Gustav and Hurricane Ike information in September 2008, and Hurricane Irene in August 2011), and news of legislation that could affect subscribers. The News Mix channels (102 and 352) have special versions during special events such as the 2008 United States Presidential Election night coverage and during the Inauguration of Barack Obama.
    [Show full text]
  • TV Broadcast and 5G
    9 TV Broadcast and 5G Lars Kierkegaard Teracom A/S, Copenhagen, Denamrk 9.1 Introduction The traditional TV broadcast value chain is today subject to significant pressure due to new OTT market players such as Netflix and HBO entering the market. Traditional players are being by-passed by new market players in the value chain. Advanced 4G- and 5G mobile networks is expected to accelerate the pressure on the existing value chain even further, with LTE- Broadcast (eMBMS) being the disruptive trigger point. This chapter provides an overview of TV broadcast and 5G with outset in a historical perspective. In particular, the changes to the traditionalTVbroadcast value chain are described together with key technology drivers, and a view of TV broadcast in a future 5G scenario is presented. This chapter focuses on TV broadcast and 5G. My reason for choosing this topic is not only the fascinating aspects of the technological development of Information and Communication Technology (ICT) but also the mere fact that television takes up a lot of our time. Just as an example, the average TV viewing in Denmark is three hours every day. Hence, it is clear that television plays a significant part of our lives. The first part of this chapter looks at TV broadcast in a historical context. In order to reflect on TV Broadcast in a 5G era it is important to understand television in a historical context and the traditional TV broadcast industry, as we have known it for many years. I will walk you through the main milestones of the technological development in Denmark as well as the traditional TV broadcast value chain.
    [Show full text]
  • Must-Carry Rules, and Access to Free-DTT
    Access to TV platforms: must-carry rules, and access to free-DTT European Audiovisual Observatory for the European Commission - DG COMM Deirdre Kevin and Agnes Schneeberger European Audiovisual Observatory December 2015 1 | Page Table of Contents Introduction and context of study 7 Executive Summary 9 1 Must-carry 14 1.1 Universal Services Directive 14 1.2 Platforms referred to in must-carry rules 16 1.3 Must-carry channels and services 19 1.4 Other content access rules 28 1.5 Issues of cost in relation to must-carry 30 2 Digital Terrestrial Television 34 2.1 DTT licensing and obstacles to access 34 2.2 Public service broadcasters MUXs 37 2.3 Must-carry rules and digital terrestrial television 37 2.4 DTT across Europe 38 2.5 Channels on Free DTT services 45 Recent legal developments 50 Country Reports 52 3 AL - ALBANIA 53 3.1 Must-carry rules 53 3.2 Other access rules 54 3.3 DTT networks and platform operators 54 3.4 Summary and conclusion 54 4 AT – AUSTRIA 55 4.1 Must-carry rules 55 4.2 Other access rules 58 4.3 Access to free DTT 59 4.4 Conclusion and summary 60 5 BA – BOSNIA AND HERZEGOVINA 61 5.1 Must-carry rules 61 5.2 Other access rules 62 5.3 DTT development 62 5.4 Summary and conclusion 62 6 BE – BELGIUM 63 6.1 Must-carry rules 63 6.2 Other access rules 70 6.3 Access to free DTT 72 6.4 Conclusion and summary 73 7 BG – BULGARIA 75 2 | Page 7.1 Must-carry rules 75 7.2 Must offer 75 7.3 Access to free DTT 76 7.4 Summary and conclusion 76 8 CH – SWITZERLAND 77 8.1 Must-carry rules 77 8.2 Other access rules 79 8.3 Access to free DTT
    [Show full text]
  • Denmark Gender Equality in Sport
    DENMARK GENDER EQUALITY IN SPORT LEAFLET 20191 POPULATION LIFE EXPECTANCY 49,6% 76,3 YEARS TOTAL POPULATION GDP PER CAPITA MALE MALE 5.766.509 48.093 €2 FEMALE FEMALE MEDIAN AGE 50,4% 81,1 YEARS 41.6 YEARS Sources: Countrymeters 2019 “ALL IN: TOWARDS GENDER BALANCE IN SPORT“ The data in this factsheet is from the “ALL IN: Towards gender balance in sport", a European Union (EU) and Council of Europe joint project. Its aim is to provide support to public authorities and sport organisations when adopting gender mainstreaming strategies and in designing and implementing policies and programmes to address gender inequality in sport. The project covers and standardises data collection in 18 countries, based on a set of commonly agreed “basic” gender equality indicators in six strategic fields: leadership; coaching; participation; gender-based violence; media/communication; and policies and programmes addressing gender equality in sport. ► To find more results for Denmark, and other countries involved in the project, as well as examples of good practice and a toolkit on gender equality in sport, have a look at the project website: www.coe.int/sport/ALLIN ALL IN: Towards gender balance in sport (Erasmus +) 1. The results were collected from 18 Olympic sport federations plus the Danish Olympic Committee. All data was collated on 31 December 2018 except for the area of participation in sport, which was collated on 31 December 2017 2. Estimated for 2019 LEADERSHIP DATA SEPARATED BY GENDER FEMALE AND MALE PRESIDENTS FEMALE AND MALE VICE-PRESIDENTS PERCENTAGE OF FEMALE AND MALE 1 OF THE NATIONAL OLYMPIC 2 OF THE NATIONAL OLYMPIC 3 EXECUTIVE HEADS OF THE NATIONAL SPORT FEDERATIONS (%) SPORT FEDERATIONS (%) OLYMPIC SPORT FEDERATIONS (%) 6% 12% 35% 94% 65% 88% ► Only one (6%) Olympic sport federation, weightlifting, has a female president 1 .
    [Show full text]
  • Modern Times Group MTG AB (MTG) Är Ett Börsnoterat Företag
    FOR IMMEDIATE RELEASE _ 17 January 2013 MTG signs agreements to further boost free-TV penetration and strengthen pay-TV offering in Denmark Modern Times Group MTG AB (publ.) (‘MTG’ or ‘the Group’), the international entertainment broadcasting group, today announced it has signed channel distribution agreements in Denmark to make MTG’s TV3 and TV3 PULS free-TV channels available on Telenor-owned Canal Digital Denmark A/S’s (‘Canal Digital’) satellite pay-TV platform in Denmark for the first time, and to include SBS Broadcasting’s (‘SBS’) Danish free-TV channels in MTG’s Danish pay-TV offerings for the first time. These agreements will significantly increase the household penetration of MTG’s free-TV channels in Denmark, whilst also further strengthening MTG’s Viasat pay-TV offering, which now comprises all of the major free-TV channels in Denmark and the market leading portfolio of premium movie, sports and documentary channels. Furthermore, following MTG’s acquisition of the remaining shares in the Danish TV 2 Sport A/S joint venture pay-TV channel business, MTG has now rebranded the TV 2 Sport and TV 2 Sport Premier League pay-TV channels as TV3 Sport 1 and TV3 Sport Premier League, and will launch TV3 Sport 2 as a new channel on 5 February 2013. The channels will be available in both standard and high definition formats, and TV3 Sport 1 is now available to approximately 50% of Danish TV households through MTG’s Viasat satellite pay-TV platform and third party networks. Canal Digital has decided to include TV3 and TV3 PULS in its ‘Local’ satellite pay-TV package with effect from the beginning of February 2013 and the channels will therefore be available to all of Canal Digital’s satellite pay-TV customers.
    [Show full text]
  • SÆRLIGE ABONNEMENTSVILKÅR for BOXERS TV-TJENESTER Med De Generelle Abonnementsvilkår, Samt for at Programkortet I 1
    SÆRLIGE ABONNEMENTSVILKÅR FOR BOXERS TV-TJENESTER med de Generelle Abonnementsvilkår, samt for at Programkortet i 1. GENERELT øvrigt ikke misbruges eller anvendes til fremstilling af piratkort. 1.1 Disse særlige abonnementsvilkår for Boxers tv-tjenester 3.3 Programkortet er udstedt personligt til Kunden til anvendelse i (”Særlige TV Vilkår”) gælder i tillæg til de Generelle Abonne- Kundens husstand, herunder af personer i Kundens husstand. mentsvilkår, og er gældende for Abonnementsaftaler mellem Kun- Ved Kundens husstand forstås Kundens faste bopæl, feriebolig den og Boxer om abonnement på en eller flere af Boxers pro- eller anden bolig, der bebos midlertidigt eller permanent af Kun- grampakker og tv-tjenester (”TV-Tjenester”) samt brug af tilhø- den inden for Danmarks grænser. rende programkort (”Programkort”). 3.4 Hvis Programkort bortkommer, beskadiges eller ophører med 1.2 TV-Tjenester omfattet af Kundens Abonnementsaftale frem- at fungere, skal Kunden straks kontakte Boxers kundeservice. går af de Individuelle Abonnementsvilkår. Såfremt Programkortet er bortkommet, beskadiget eller ophørt 1.3 De Generelle Abonnementsvilkår og de Individuelle Abonne- med at virke som følge af Kundens forhold, er Boxer berettiget til mentsvilkår udgør sammen med disse Særlige TV Vilkår den at opkræve et gebyr fra Kunden i forbindelse med fremsendelse Abonnementsaftale, som er gældende mellem Kunden og Boxer. af nyt Programkort. Et sådant gebyr opkræves i overensstem- De Individuelle Abonnementsvilkår har forrang for de Særlige TV melse med Boxers til enhver tid gældende prisliste, som er til- Vilkår og de Generelle Abonnementsvilkår. De Særlige TV Vilkår gængelig på Boxers hjemmeside www.boxertv.dk. har forrang for de Generelle Abonnementsvilkår. 3.5 Kunden skal ved Abonnementsaftalens ophør returnere Pro- 1.4 De definerede termer og begreber anvendt i de Generelle gramkortet (herunder evt.
    [Show full text]