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Item 1. Business

2025-02-27 compared with 2024-02-28 · 219 added, 382 removed, 143 unchanged (81% of the section changed)

(“Hasbro”) is a toy and game company whose mission is to entertain and connect generations of fans through the wonder of storytelling and exhilaration of play.

We are Creating Magic Through Play by delivering engaging brand experiences for global audiences across gaming, consumer products and entertainment, with a portfolio of iconic brands including MAGIC:

THE GATHERING, Hasbro Gaming, PLAY-DOH, NERF, TRANSFORMERS, DUNGEONS & DRAGONS, and PEPPA PIG, as well as premier partner brands.

Hasbro is guided by our purpose to create joy and community for all people around the world, one game, one toy, one story at a time.

For more than a decade, we have been consistently recognized for our corporate citizenship, including being named one of the 100 Best Corporate Citizens by 3BL Media, one of the World’s Most Ethical Companies by Ethisphere Institute and one of the 50 Most Community-Minded Companies in the U.S.

by the Civic 50.

(“Hasbro”) is a leading game, intellectual property ("IP"), and toy company whose mission is to create joy and community through the magic of play.

With over 100 years of expertise, we deliver play experiences to kids, families, and fans around the world, through physical and digital games, video games, toys, licensed consumer products, location-based entertainment, film, TV and more.

Through our franchise-first approach, we unlock value from both new and legacy IP, including MAGIC:

THE GATHERING, DUNGEONS & DRAGONS, MONOPOLY, HASBRO GAMES, NERF, TRANSFORMERS, PLAY-DOH and PEPPA PIG, as well as premier partner brands.

Powered by our portfolio of iconic brands and a diversified network of partners and subsidiary studios, we bring fans together wherever they are, from tabletop to screen.

For more than a decade, Hasbro has been consistently recognized for its corporate citizenship, including being named one of the 100 Best Corporate Citizens by 3BL Media, a 2025 JUST Capital Industry Leader, one of the 50 Most Community-Minded Companies in the U.S.

by the Civic 50, and a Brand that Matters by Fast Company.

Recent Developments

Fiscal year 2023 was a year of transformation for our business.

Following the October 2022 announcement of our revised strategic plan, we embarked upon an ambitious, multi-year transformation guided by our revamped strategy.

Since that announcement, we have been able to create efficiencies in our supply chain, improve our inventory position, lower our costs, and reinvest back into the business.

During fiscal 2023, we strengthened our leadership team with industry veterans and turnaround experts and have focused our strategic investments on our most valuable and profitable franchises across games, toys, licensing and entertainment.

This focused strategy also led to the decision to sell certain non-core parts of our business, including the Entertainment One film and television business not relating to Hasbro and family-oriented brands, which we refer to as Hasbro Brands and Family Brands.

In 2023, we experienced stronger than expected market headwinds within our Consumer Products business, resulting in our difficult decision to take additional headcount reductions and accelerate the process of certain organizational structure changes that is expected to result in the reallocation of people and resources, both in effort to strengthen our foundation and position Hasbro for growth.

A further description of key 2023 developments are summarized below.

Executive Leadership

On April 12, 2023, we announced the appointment of Gina Goetter as Chief Financial Officer, effective May 18, 2023.

Goetter joined Hasbro from Harley Davidson, Inc., where she served as Chief Financial Officer.

Prior to her time at Harley Davidson, Inc., Ms.

Goetter served in senior leadership roles at Tyson Foods, Inc.

and General Mills, Inc., where she was responsible for leading the turnaround of those businesses.

Goetter succeeded Deborah Thomas, who retired from the Company after 24 years of instrumental leadership of the Company.

On April 12, 2023, we also announced the appointment of industry veteran Tim Kilpin as President, Toys, Licensing & Entertainment, effective April 24, 2023.

Kilpin joined Hasbro from PlayMonster Group, LLC, where he served as Executive Chairman and Chief Executive Officer.

Previously, Mr.

Kilpin held senior leadership positions within the toy and entertainment industry at companies that include Activision Blizzard, Inc., Mattel, Inc.

and The Walt Disney Company.

Focus on Fewer, Bigger and More Profitable

We continued focusing our efforts on fewer, bigger and more profitable brands in 2023.

For example, MAGIC:

THE GATHERING had a record year in 2023 with a string of successful new sets.

In 2023, we expanded our Magic audience through the integration of other well-known IP, such as with The Lord of the Rings:

Tales of Middle-earth card set, Magic's best-selling set of all time, released in June 2023.

For DUNGEONS & DRAGONS, we activated multiple parts of our Blueprint, including through the release of Baldur’s Gate 3 , the DUNGEONS & DRAGONS-based role-playing video game, the theatrical release of Dungeons & Dragons:

Honor Among Thieves and the continued integration of D&D Beyond, the premier digital content platform for DUNGEONS & DRAGONS acquired during the second quarter of 2022.

Baldur's Gate 3 , released in the third quarter of 2023 from our partners at Larian Studios, has won six awards, including Game of the Year at the 10th annual Game Awards.

We experienced success through the out-license of certain of our brands to other third-party digital game developers who transform Hasbro brand-based characters and other intellectual properties into digital gaming experiences.

One example is the popular free-to-play mobile game, Monopoly Go!

, released by Scopely, Inc.

during 2023 and based on the classic MONOPOLY board game.

surpassed $1.0 billion in revenue in 2023, from which we receive digital licensing royalties.

In consumer products, we continue to seek ways to reinvent, redesign and reintroduce products on a cost-effective, profitable basis.

A key example of such a product is FURBY.

In 2023, we introduced a new product line of FURBY products for its 25th anniversary.

Additionally, we have focused on fewer brands and on our bigger and more profitable brands by reducing both our inventory position and our SKUs by approximately 50%.

Sale of Non-core Entertainment One Film and TV Business

On December 27, 2023, we completed the sale of our Entertainment One film and television business ("eOne Film and TV") to Lions Gate Entertainment Corp., Lions Gate Entertainment Inc.

and Lions Gate International Motion Pictures S.à.r.l (collectively "Lionsgate"), pursuant to the terms of an equity purchase agreement dated August 3, 2023 among Hasbro and Lionsgate.

Lionsgate acquired the eOne Film and TV business for a purchase price of $375.0 million in cash, subject to certain purchase price adjustments plus the assumption by Lionsgate of production financing loans.

As part of the eOne Film and TV sale, we utilized the proceeds on sale to reduce our outstanding debt.

The sale included a team of talented employees, a content library of approximately 6,500 titles, and active productions for certain non-Hasbro owned intellectual properties such as The Rookie and Yellow Jackets franchises.

Going forward, we retained brand-based created content and the capability to develop and produce entertainment including animation, digital shorts, scripted TV and theatrical films related to core Hasbro IP as well as our Family Brands business, such as PEPPA PIG and PJ MASKS.

See note 3 to the consolidated financial statements included in Part II, Item 8.

Financial Statements, of this Form 10-K, for further information on the sale of eOne Film and TV.

Hasbro Transformation Office;

Fiscal year 2024 was a year of continued transformation for our business and we began to see tangible results from our initiatives.

Specifically, we focused our efforts on strategic investments in our most valuable and profitable franchises across games, licensing, toys and entertainment.

We also made significant progress in our cost-savings initiatives, and further strengthened our leadership team with industry veterans and turnaround experts.

2024 Business Results

We finished 2024 with momentum, led by another record year in our Wizards of the Coast and Digital Games segment, continued success in licensing, and operating profit improvement across the Company.

THE GATHERING had a solid year, nearly matching 2023’s record despite fewer set releases.

Modern Horizons 3, Bloomburrow, and Duskmourn led performance in tentpole sets with backlist and Secret Lair demand also exceeding expectations.

• Digital licensing growth was led by Monopoly Go!

from our partners at Scopely, Inc., closing the year with a successful TV campaign and the launch of Tycoon Club.

We also continued to see sales from Baldur's Gate 3 after its successful release in 2023 by our partners at Larian Studios.

• For DUNGEONS & DRAGONS, we celebrated the brand’s 50th Anniversary with the 2024 Players Handbook and Dungeon Master’s Guide, both top selling products in D&D’s history.

• In our Consumer Products segment, we saw solid performance from BEYBLADE and TRANSFORMERS led by innovation and the animated film Transformers One with our partners at Paramount.

• Licensing in our Consumer Products segment grew on the back of MY LITTLE PONY trading cards.

• Our toys business had improved profitability behind supply chain productivity and lean inventory management.

Operational Excellence Program

Under our new strategic plan, in late 2022 we launched the Hasbro Transformation Office ("HTO"), a team of leaders dedicated to running a disciplined, purpose-built company that is simpler, more efficient and

redesigned to drive long-term sustainable growth in markets in which we compete.

Our HTO aligns and delivers on our Operational Excellence program, an ongoing enterprise-wide cost-savings initiative intended to improve our business through specialized organizational programs that include targeted cost-savings, supply chain transformation and certain other restructuring actions designed to drive growth and enhance shareholder value.

As part of this program, in January 2023, the Company announced the intention to eliminate approximately 1,000 positions from its global workforce, or approximately 15% of global full-time employees (“Initial Actions”).

In December 2023, following a further review of the Company’s cost structure and organizational design, the Company announced additional strategic steps to position the business for future growth, including additional headcount reductions under the Operational Excellence Program, and a revised organizational structure whereby aspects of certain corporate functions are anticipated to be supported by a third-party outsourcing provider.

The Company’s organizational structure changes will result in the reallocation of people and resources, including voluntary early retirement for certain groups of employees and additional involuntary reductions in employees (“Additional Actions”).

The Company currently anticipates that approximately 900 incremental positions will be eliminated as part of the Additional Actions.

For additional information, see note 19 to the consolidated financial statements included in Part II, Item 8.

Financial Statements, of this Form 10-K.

Our mission is to entertain and connect generations of fans through the wonder of storytelling and exhilaration of play.

We are "Creating Magic Through Play".

Our strategic plan, which we refer to as our Blueprint or Blueprint 2.0, supports our mission by bringing compelling and expansive brand experiences to consumers and audiences around the world.

Using this approach, our brands are transformed as story-led and play-led consumer franchises brought to life through games, play and experiences and offered across a multitude of platforms and media.

Our commitment to disciplined, strategic investments, differentiates Hasbro as a purpose-driven business with diversified capabilities focused on driving long-term, sustainable and profitable growth and enhancing shareholder value.

We are focused on a number of key areas.

Innovative Play

• Build innovative toys and games that create memorable, social and collectible experiences of play and entertainment in our key focus categories:

games (board games, trading cards, role playing);

action brands;

Expanding Brands

• Focus on a franchise-first approach to deliver the magic of our brands through licensing, digital games and entertainment.

• Focus on fewer, bigger, more profitable brands and driving market share in our key focus categories.

• Entertainment investments focused on Hasbro IP aligned with our strategic plan, including merchandise and digital engagement opportunities with a focus on franchise brands.

Analytics and Insights

• Develop our insights and analytics capabilities, which are heavily focused on putting consumers at the center of everything we do, as we build multi-generational brands.

Direct to Consumer

• Invest in our Hasbro direct-to-consumer business and build direct relationships with fans through ecommerce, social, digital games and services.

Digital Gaming

• Continue to cultivate our digital gaming business, through AAA games, games as a service and licensing relationships that activate our brands.

• Scale licensing of our brands through a growing portfolio of partners from theme park operators to toy companies, for consumers to experience our brands and drive communities of friendship and fandom around them.

In 2024, we continued to execute on our Operational Excellence program, an ongoing enterprise-wide cost-savings initiative that includes targeted cost-savings, supply chain transformation and certain other restructuring actions designed to drive growth and enhance shareholder value.

Since this program was initiated in 2022, we have delivered approximately $600 million of gross cost savings and $320 million of net cost savings.

Board and Executive Leadership

In March 2024, we brought additional skills and experience to our Board of Directors with the addition of Frank Gibeau, Darin Harris, and Owen Mahoney, each of whom has significant executive and relevant operational leadership expertise.

Three longer-tenured directors, Michael Burns, Tracy Leinbach and Linda Zecher Higgins, retired from the Board in May 2024.

On July 18, 2024, we announced the appointment of John Hight as the new President of Wizards of the Coast and Digital Gaming.

Hight previously served as Senior Vice President and General Manager of the Warcraft Franchise at Blizzard Entertainment, overseeing all development and commercial activities for World of Warcraft, Hearthstone, and Warcraft Rumble.

On July 18, 2024, we also announced the appointment of Holly Barbacovi, a seasoned HR leader, as our new Chief People Officer.

Barbacovi previously served as Wizards of the Coast’s Vice President of Human Resources from 2016 to 2020.

She rejoined Hasbro from Bungie, where she most recently served as Chief Operating Officer and prior to that was their Chief People Officer.

Our Mission and Strategy

Our mission is to create joy and community through the magic of play, a universal need that lies at the heart of our brands.

Games, IP, and toys each play an important role in driving our play-focused mission.

Toys are often the first handshake we have with consumers, providing an opportunity for consumers at all ages to enjoy our brands.

Games offer consumers additional channels to experience our brands, both in traditional format and through digital games.

Licensing our intellectual property and strategic partnerships provide further opportunities to extend the reach of our brands across digital games, consumer products categories, entertainment, location-based experiences, and more.

We believe our diversified portfolio positions us for continuous and extended reach with consumers and long-term growth.

We are Playing to Win.

In 2025, we launched our refreshed strategy "Playing to Win" to refocus the Company on play and partnership.

Through play fueled brand engagement and partner scaled co-investment, we plan to expand our consumer reach as a games, IP, and toy company.

We have set goals and objectives to be one of the most profitable and diverse toy and game companies globally, powered by multi-segment and multi-generational franchises.

To significantly extend our consumer reach and drive for revenue and profit growth, we are focusing on five key strategic building blocks:

• Profitable Franchises:

Focus on improving the fundamentals of profitable, play-focused brands, through innovation, partnership, operational excellence, managed cost-discipline and retail execution.

Expand our consumer base and drive play and collectible experiences for fans of all ages, recognizing that consumers aged 13 and above are gaining purchase share.

• Everyone Plays:

Engage across the play spectrum to where we under-index and capture new consumers across demographics and markets.

• Digital and Direct:

Embrace new ways to engage with our consumers through video games, digital technology and direct-to-consumer interactions.

• Partner Scale:

Capitalize on our partners’ investments and scale to enhance our brands through strategic relationships and licensing arrangements.

Our Business:

Games, IP, and Toys.

We operate in three lines of business:

games, IP, and toys, each playing a role in driving our play-focused mission.

Games IP – Licensing & Entertainment Toys

Our high profit, high growth investment center.

As consumers embrace digital, our game portfolio offers new channels to express our brands.

Our capital-lite, partner scale opportunity.

Licensing drives our brands across consumer product categories, screens and experiences.

Our first handshake with consumers;

a cash generative business in a stable category driven by brands, innovation and licenses.

As a Company, we possess three competitive advantages:

1) a broad and deep brand portfolio rooted in play;

2) one of the biggest and most diverse licensing businesses in the world and 3) a profitable games business anchored by MAGIC:

THE GATHERING, MONOPOLY, DUNGEONS & DRAGONS, and Hasbro gaming classics.

Our competitive advantages reinforce one another.

Our toy and game brands fuel our licensing business.

Our licensing business receives external capital and marketing investments which strengthen our brands and our bottom line.

Our games business adds further strength to our balance sheet giving us the investment dollars to upgrade core capabilities like design, supply chain, and marketing and gives us new ways to expand our brands’ reach, particularly in digital.

Operational Excellence:

• Execute operational savings initiatives, including supply chain transformation, to improve operating results and reinvest in our business.

• Invest in and empower our people at all levels of our organization and continue to foster a diverse and inclusive culture that drives accountability and focuses on profitability.

Hasbro's purpose of creating joy and community for all people around the world, one game, one toy, one story at a time starts with consumers and our fans, who represent multigenerational audiences that sit at the center of our strategy.

Understanding our fans, expanding our fan base and delivering for them is the key driver behind our evolution as a brand-driven toy and game company.

The development and execution of our brands are informed by our brand insights platform, a proprietary consumer insights and data analytics system which helps us understand the behavior of our consumers.

We have learned that consumers will travel with a brand that they love across multiple forms and formats, including our core historical strength of toys and games and licensed consumer products, as well as digital gaming and story-led entertainment and experiences.

The value of Hasbro is fully activated when we can take a brand across multiple elements of Blueprint 2.0 including consumer products such as digital gaming;

toys, games and licensed products;

entertainment and experiences;

and our Hasbro Direct business.

The ability to build a brand and leverage in-house capabilities to create multiple categories of engagement with consumers and fans is an advantage for Hasbro and helps to optimize our economics.

Below is a summary of key areas of focus for activating our brands.

Transforming Hasbro.

We are midway through a turnaround.

Over the past two years our transformation initiatives have focused on:

• Divestiture of eOne (as defined below) which returned “play” to the center of our mission and investment priorities, ultimately reducing content spend by over 90%.

• Reducing complexity across the business, including significantly reducing SKU count, reducing owned inventory levels and reducing the cost structure.

• Reinvigorating licensing and expanding into new partnerships across toys, gaming and experiences.

• Accelerating digital initiatives and digitally-orientated partnerships.

• Right-sizing our organizational structure.

Now we are continuing to transform the business by upgrading our systems and talent with an emphasis on:

• Process and systems modernization across IT, accounting, finance and HR.

• Supply chain excellence to continue improving predictability, costs and services across the network.

• Design acceleration to improve the time to market, improve agility and reduce costs.

• Adoption of artificial intelligence (“AI”) and digital solutions to innovate, improve operational efficiency, and go to market digitally.

Our Brand Portfolio.

Below is a summary of the brands and business models where we compete.

• Toys and Games .

We market and sell toys and games based on our owned and controlled brands globally at retail stores, through ecommerce platforms and through our fan-based direct-to-consumer platforms Hasbro PULSE and SECRET LAIR.

Our key brands are:

THE GATHERING

• Hasbro Games

• TRANSFORMERS

• DUNGEONS & DRAGONS

Additionally, through license agreements with third parties, we develop and sell products based on popular third-party brands through these channels.

Our toys and games include action figures, arts and crafts and creative play products, dolls, play sets, preschool toys, plush products, sports action blasters and accessories, vehicles and toy-related specialty products, games and many other consumer products which represent an array of internationally recognizable brands that capture the imagination of our consumers worldwide.

Within toys and games, as a leading producer of new and innovative gaming brands and play experiences, our gaming business continues to transform game play.

To successfully execute our gaming strategy, we consider brands which capitalize on existing trends while evolving our approach using consumer insights and data analytics, technology advancements and offering game-play experiences addressed to consumer demand for face-to-face, trading card and digital game experiences played as board, off-the-board, digital, card, electronic, trading card and role-playing games.

Our goal is to create innovative toys and games that create memorable and magical moments that last a lifetime.

Our subsidiary, Wizards of the Coast (“Wizards”), is a critical part of our gaming business, driving innovation and growth through its popular role-playing and fantasy card-collecting games such as MAGIC:

THE GATHERING, Hasbro's first billion-dollar brand which benefited from multiple tentpole set releases exceeding $100.0 million per set during 2023, and DUNGEONS & DRAGONS.

Our iconic game brands include long-time favorites such as MONOPOLY, JENGA, CONNECT 4, THE GAME OF LIFE, SCRABBLE, CLUE and TRIVIAL PURSUIT, as well as many other well-known game brands.

• Licensed Consumer Products .

As a complement to our toy and game business, we promote our brands through the out-licensing of our intellectual properties to third parties for promotional and merchandising uses in a wide range of consumer products.

These include apparel, publishing, home goods and electronics, or in certain situations, toy products where the out-licensing of brands is more effective and profitable than developing and marketing the products ourselves.

A recent example of this includes the return of our LITTLEST PET SHOP brand through our partnership with Basic Fun!, a global marketer of toys and consumer products.

Together we relaunched LITTLEST PET SHOP through a Roblox

experience in December 2023 and expect a refreshed LITTLEST PET SHOP product lineup in the first half of 2024 featuring new characters, collectables, and play-sets.

We also out-license our brands for uses in theme park attractions and other forms of location-based entertainment.

In cases where we license our intellectual property to a third party, we enter into contracts with licensees that pay us either a sales-based or usage-based royalty, or a combination of both, for use of the brands, and, in some cases, the license arrangements are subject to minimum guaranteed amounts or fixed fees, over the term of the license.

Key partner brands include:

• MARVEL, including SPIDER-MAN and THE AVENGERS (1)

• LUCASFILMS' STAR WARS (1)

• SECRET LAIR partners such as Final Fantasy, The Lord of the Rings, and Fallout

( 1) Owned by The Walt Disney Company (“Disney”).

Our products include a wide range of games, trading cards and collectibles, action figures, arts and crafts and creative play products, dolls, play sets, preschool toys, plush products, vehicles and toy-related specialty products, sports action products and accessories and many other consumer products which represent an array of internationally recognizable brands that capture the imagination of our consumers worldwide.

Our gaming business continues to transform game play with new and innovative games and play experiences.

To successfully execute our gaming strategy, we focus on brands that capitalize on existing trends while evolving our approach using consumer insights and data analytics, technology advancements and offering game-play experiences addressed to consumer demand for face-to-face, trading card and digital game experiences played as board, off-the-board, digital, card, electronic, trading card and role-playing games.

Our subsidiary, Wizards of the Coast (“Wizards”), is a critical part of our gaming business, driving innovation and growth through its popular role-playing and fantasy card-collecting games.

These games include:

THE GATHERING, one of the original collectible card games, is a strategic trading card game with compelling characters in multiple universes that continue to expand through new card sets, including with well-known third-party properties such as The Lord of the Rings:

Tales of Middle-Earth card set released in 2023.

THE GATHERING became Hasbro’s first billion-dollar brand in 2022.

• DUNGEONS & DRAGONS, one of the world’s most popular tabletop role-playing games, is a cooperative, storytelling game where players take on the roles of different characters within a

There are dice and basic rules involved, and often maps and miniatures or tokens, but the tools that come into play most often are the imaginations of the players.

An update to the fifth edition of the D&D rule set was published in 2024.

Our other iconic game brands include long-time favorites such as MONOPOLY, JENGA, CONNECT 4, THE GAME OF LIFE, SCRABBLE, CLUE and TRIVIAL PURSUIT, as well as many other well-known game brands and newer games that are geared toward a mature consumer.

• Digital Gaming .

Important to our success is the continued growth and development of our digital gaming business, including development of AAA games, games as a service and licensed games.

Key to our success is the continued investment in, growth and development of, our digital gaming business, including development of AAA games, games as a service and licensed games.

Spanning action role-playing games for web-based play, PC and gaming consoles, to Hasbro branded mobile application-based games, our digital gaming business helps to unlock the full value of our brands and achieve our mission of storytelling and bringing our brands to life.

Recent examples include the 2023 release of Baldur's Gate 3 , the DUNGEONS & DRAGONS-based role-playing video game from our partners at Larian Studios which won six awards, including Game of the Year at the 10th annual Game Awards.

In 2022, we acquired D&D Beyond, the premier digital content platform for DUNGEONS & DRAGONS.

In addition, we continue to develop and enhance other digital games internally and through third parties.

Recent examples include:

◦ the popular Monopoly Go!

free-to-play mobile game, released by Scopely, Inc.

during 2023 and based on the classic board game, MONOPOLY;

◦ the 2023 release of Baldur's Gate 3, the DUNGEONS & DRAGONS-based role-playing video game from our partners at Larian Studios which won several awards, including Game of the Year at the 10th annual Game Awards;

◦ our 2022 acquisition of D&D Beyond, the premier digital content platform for DUNGEONS & DRAGONS.

We continue to develop and enhance other digital games internally and through third parties.

For example, we have developed and launched the digital version of the MAGIC:

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THE GATHERING fan-base.

We also out-license certain of our brands to other third-party digital game developers who transform Hasbro brand-based characters and other intellectual properties into digital gaming experiences such as Baldur's Gate 3 .

One example is the popular Monopoly Go!

free-to-play mobile game, released by Scopely, Inc.

during 2023 and based on the classic board game, MONOPOLY .

Developing and publishing our own games requires a substantial amount of time and investment, and there are risks that the games we develop will not be successful.

We believe, however, that our brands and characters together with our studios and partners provide us a competitive edge and this has the potential to be a high growth area for us.

• Licensing IP .

Hasbro is one of the world’s largest and most diverse licensors, and a growing part of our Playing to Win strategy is to extend the reach of our brands through the out-licensing of our intellectual properties to third parties for consumer products, digital games and entertainment.

◦ Consumer Products Licensing :

We license our intellectual property for a variety of consumer products, including apparel, publishing, home goods and electronics, or in certain situations, toy products where the out-licensing of brands is more effective and profitable than developing and marketing the products ourselves.

A recent example of this includes the return of our LITTLEST PET SHOP brand through our partnership with Basic Fun!, a global marketer of toys and consumer products.

Together we relaunched LITTLEST PET SHOP through a Roblox experience in December 2023, a refreshed LITTLEST PET SHOP product lineup in the first half of 2024 featuring new characters, collectables, and playsets.

Another recent example, in 2024, we saw a resurgence from MY LITTLE PONY through licensing across merchandising categories, music, and trading card products.

◦ Digital Games Licensing :

We out-license certain of our brands to other third-party digital game developers who transform Hasbro brand-based characters and other intellectual properties into digital gaming experiences such as Monopoly Go!

and Baldur's Gate 3 discussed above.

◦ Location-Based Entertainment :

Location-based entertainment (“LBE”) includes licensing our brands to theme parks, water parks, hotels and resorts, family entertainment centers, retail, dining and entertainment, shows, exhibits and exhibitions such as Hasbro City, the recently-opened Hasbro-themed family entertainment center located in Paseo Interlomas, Mexico featuring thrilling theme park rides and experiences, live shows, food and beverage options and the region's first Hasbro-themed retail location.

These experiences bring our brands to life and further immerse our consumers in our storytelling in a capital efficient manner.

• Entertainment .

Reinforcing storylines associated with our owned and controlled Hasbro and Family Brands through entertainment mediums, including television, film, digital content and other programming is our primary entertainment strategy.

With our cross-platform capabilities our entertainment business leverages film and television production and sales, digital content and children's programming to create compelling entertainment and drive creativity and overall awareness across brands with merchandising and licensing tie-ins.

◦ Film and Television .

Our go-forward primary focus is on the development, production and co-production of content based upon Hasbro brands.

Our film content is offered on all media channels, including cinema, home entertainment, broadcast and digital, including Subscription Video‑On‑Demand ("SVOD").

We partner with Paramount Pictures (“Paramount”) to produce and distribute live action and animated films, as well as television programming based on Hasbro brands.

We play an active role alongside Paramount in content development, production and distribution in addition to the financing of films created through our cooperative agreements.

Under this relationship we released Dungeons & Dragons:

Honor Among Thieves , in early 2023, and under a separate agreement entered with Paramount, we released the feature length film, Transformers:

Rise of the Beasts , in the Summer of 2023.

◦ Family Brands Animation .

Our family brands team develops, produces and distributes Hasbro brand-based animation content for children’s properties on a worldwide basis which results in multiple touchpoints across Blueprint 2.0.

The principal brands include PEPPA PIG and MY LITTLE PONY whose content entertains children worldwide and generates revenues through licensing and merchandising programs across multiple retail categories.

These brands generate revenues from Advertising Video-On-Demand (“AVOD”) through platforms such as YouTube and SVOD revenues from the sale of content to video streaming platforms.

Our portfolio of preschool brand driven content also includes BABY ALIVE and PLAY-DOH and the development of new preschool programs and properties.

Reinforcing storylines associated with our owned and controlled brands through entertainment mediums, including television, film, digital content and other programming is our primary entertainment strategy.

With our cross-platform capabilities, our entertainment business leverages film and television production and sales, digital content and children's programming to create compelling

entertainment and drive creativity and overall awareness across brands with merchandising and licensing tie-ins.

Principal brands include PEPPA PIG and MY LITTLE PONY whose content entertains children worldwide and generates revenues through licensing and merchandising programs across multiple retail categories.

Another recent example is Transformers One , an animated film featuring the untold origin story of Optimus Prime and Megatron released in September 2024 in partnership with Paramount Pictures.

• Hasbro Direct .

Our Hasbro Direct business is our "Fans Come First" approach, intended to create direct connections with our consumers and includes the following platforms:

Our Hasbro Direct business adopts a "Fans Come First" approach, intended to create direct connections with our consumers.

It includes the following platforms:

The Gathering Arena - the free-to-play online adaptation of the MAGIC:

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◦ Hasbro PULSE - Hasbro's ultimate fan ecommerce destination.

At Hasbro Pulse our fans can find product offerings and experiences from our popular brands as well as access to views of behind-the-scenes material and insider details.

In addition, Hasbro Pulse offers consumers access to product related livestreams such as fan oriented virtual conventions and product and merchandise reveals, as well as the opportunity to participate in HasLab, the Hasbro crowdfunding platform which brings limited-edition collectibles into the hands of fans.

With these platforms, we are expanding and enhancing our capabilities beyond the traditional ecommerce outlet to serve our consumers and activate brands across Blueprint 2.0.

With these platforms, we are expanding and enhancing our capabilities beyond traditional ecommerce to serve our consumers and activate brands.

Connecting with fans directly makes our products more accessible in more markets and enables us to sell brands and showcase selected items, creating more brand awareness while gaining a deeper understanding of our fans and what they want and expect from Hasbro.

• Other Elements of our Strategy .

Other aspects of our strategy that help drive our storytelling experiences include digital content, location-based entertainment, and publishing.

◦ Digital Content .

Other aspects of our strategy that help drive our consumer reach and storytelling experiences include digital content.

We understand the importance of digital content to drive fan engagement, including in gaming and across other media, and of integrating such content with our products.

Digital media encompasses digital gaming applications and the creation of digital environments for traditional products through the use of complementary digital applications, social media and websites which extend storylines and enhance play.

◦ Location-Based Entertainment .

Location-based entertainment (“LBE”) allows consumers to experience and share our brands.

LBE includes licensing our brands to theme parks, water parks, hotels and resorts, family entertainment centers, retail, dining and entertainment, shows, exhibits and exhibitions such as Hasbro City, the newly-opened Hasbro-themed family entertainment center located in Paseo Interlomas, Mexico featuring thrilling theme park rides and experiences, live shows, food and beverage options and the region's first Hasbro-themed retail location.

These experiences bring our brands to life and further immerse our consumers in our storytelling in a capital efficient manner.

◦ Publishing .

Licensing our brands to global publishers is another way to bring our brands to consumers in a meaningful way through various publishing formats, from puzzle and trivia books to children's stories, adult novels and comics.

Brand Portfolios

In 2023, we realigned our brand portfolios to correspond with the evolution of our strategy.

We organized and marketed owned, controlled and licensed intellectual properties within our brand architecture under the following four brand portfolios:

• Franchise Brands

• Partner Brands

• Portfolio Brands

• Non-Hasbro Branded Film & TV

Brand Portfolio Description

Recent Developments

Franchise Brands

Includes our flagship owned or controlled brands, which we believe can deliver significant revenues, profits and growth over the long term.

Key Brands Include:

THE GATHERING

• Hasbro Gaming

• TRANSFORMERS

• DUNGEONS & DRAGONS

• In 2023, MAGIC:

THE GATHERING benefited from successful card set releases that include Lord of the Rings:

Tales of Middle-earth, Phyrexia:

All Will Be One, March of the Machine, and Wilds of Eldraine.

• We have established a diverse portfolio of well-known gaming brands through acquisition, invention and innovation.

In 2023, we launched TWISTER AIR, a modernized mobile app-enabled game inspired by the Hasbro classic, TWISTER.

Another example is the popular Monopoly Go!

free-to-play mobile game, released by Scopely, Inc.

during 2023 and based on the classic board game, MONOPOLY.

• Continued launches of our engaging and popular PLAY-DOH products include the PLAY-DOH Magical Mixer Playset and the PLAY-DOH Busy Chef’s Restaurant Playset in 2023.

• In 2023, partnering with Paramount Pictures, our TRANSFORMERS brand was supported by the release of Transformers:

Rise of the Beasts , the seventh installment in the TRANSFORMERS film series, along with an all new associated TRANSFORMERS product line.

• DUNGEONS & DRAGONS growth in 2023 was driven by the award winning D&D-based role-playing video game, Baldur's Gate 3 , released during the second half of 2023, and the theatrical release of the film Dungeons & Dragons:

Honor Among Thieves , released in March 2023.

• In 2024, we will be celebrating the 20 th anniversary of PEPPA PIG with the hour-long cinema release, Peppa’s Cinema Party , featuring ten never-seen-before PEPPA PIG episodes and five all-new sing along songs, premiering in February 2024.

Partner Brands Includes those brands we license from other parties for which we develop toy and game products.

Partner brand revenues fluctuate based primarily on the entertainment releases around these brands in any given year.

Key Brands include:

• MARVEL, including SPIDER-MAN and THE AVENGERS (1)

• LUCASFILMS' STAR WARS (1)

• GHOST BUSTERS

• INDIANA JONES (1)

(1) Owned by The Walt Disney Company (“Disney”).

• We hold certain toy and game licensed merchandise rights for major Disney entertainment properties Marvel and Star Wars, each for multi-year terms.

• Our products were also supported by numerous streaming and broadcast television series of our partners.

Portfolio Brands

Includes those brands we own or control which we feel have upside in revenue and profitability that have not yet grown to the significance of a franchise brand.

• In 2023 Hasbro reintroduced FURBY, the iconic interactive toy, with a new product line launched to celebrate the brand's 25th anniversary.

Non-Hasbro Branded Film and TV

Includes non-Hasbro-branded film and TV and other entertainment related revenues, the majority of which are associated with the Company's non-core eOne Film and TV business sold to Lionsgate.

• This relates to non-Hasbro branded content.

In 2024 this category will be removed from the Company's brand architecture.

Hasbro will continue to develop and produce animation, digital shorts, scripted TV and theatrical films for audiences related to core Hasbro IP.

All retained Hasbro-branded content is included in the portfolios noted above.

Reportable Segments

In 2023, our four reportable segments were:

• Consumer Products

• Wizards of the Coast and Digital Gaming

• Entertainment

• Corporate and Other

Segment Description of Segment

Consumer Products • Engages in the sourcing, marketing and sales of toy and game products around the world.

Our Consumer Products business also promotes our brands through the out-licensing of our trademarks, characters and other brand and intellectual property rights to third parties, through the sale of branded consumer products such as toys and apparel.

Additionally, through license agreements with third parties, we develop and sell products based on popular third-party brands.

Wizards of the Coast and Digital Gaming

• Engages in the promotion of our brands through the development of trading card, role-playing and digital game experiences based on Hasbro and Wizards of the Coast properties.

• Wizards of the Coast offerings include popular games such as the collectible card game MAGIC:

THE GATHERING and the fantasy tabletop role-playing game DUNGEONS & DRAGONS , as well as other digital games developed for mobile devices, personal computers and video gaming consoles including Magic:

The Gathering Arena .

Additionally, we out-license certain of our brands to other third-party digital game developers who transform Hasbro brand-based characters and other intellectual properties, into digital gaming experiences such as Monopoly Go!

Entertainment • Engaged in the development and production of Hasbro-branded entertainment content including film, television, children's programming, digital content and live entertainment focused on the rich vault of Hasbro-owned properties.

• Feature length film and television programming based on our owned and controlled brands provide both immersive storytelling and the ability for our consumers to enjoy these properties in different formats, which also drives product sales, results in increased licensing revenues, and expands overall brand awareness.

• See note 3 to our consolidated financial statements, included in Part II, Item 8.

Financial Statements , of this Form 10-K for additional information on the results of operations attributable to the Company's non-core eOne business sold to Lionsgate during the fourth quarter of 2023.

Corporate and Other • Provides management and administrative services to the Company's principal reporting segments described above.

The segment consists of unallocated corporate expenses and administrative costs and activities not considered when evaluating segment performance as well as certain assets benefiting more than one segment.

In addition, intersegment transactions are eliminated within the Corporate and Other segment.

• Additional Segment Information .

◦ To further extend our range of products in the various segments of our business, we sell a portion of our toy and game products to retailers on a direct import basis from the Far East.

These sales are reflected in the revenue of the related segment, to which the sale relates.

◦ Certain of our products are licensed to other companies for sale in selected countries where we do not otherwise have a direct business presence.

◦ For more financial and geographic information regarding our segments, please see note 21 to our consolidated financial statements, included in Part II, Item 8.

Financial Statements , of this Form 10-K.

Working Capital Requirements;

Our working capital needs are financed through available cash generated from operations, primarily through the sale of toys and games and secondarily through our consumer products licensing and entertainment operations, and, when necessary, by issuing commercial paper or borrowing under our revolving credit agreement.

In addition, during 2023 the Company’s Entertainment segment used production financing to fund certain of its television and film productions which are typically arranged on an individual production basis by either special purpose production subsidiaries or through a senior revolving credit facility obtained in November 2021, dedicated to production financing.

The individual production loans and the senior revolving credit facility dedicated to production financing were assumed by Lionsgate effective upon the closing of the sale of the eOne Film and TV business in the fourth quarter of 2023.

Our customer order patterns may vary from year to year largely due to fluctuations in the degree of consumer acceptance of product lines, supply and product availability, marketing strategies and inventory policies of retailers, TV and film content releases, including the dates of theatrical releases of major motion pictures for which we offer products, and changes in overall economic conditions.

As a result, a disproportionate volume of our net revenues from our consumer products business has historically been earned during the third and fourth quarters leading up to the retail industry’s holiday selling season, including Christmas.

Accordingly, comparisons of unshipped orders on any date with those at the same date in the prior year are not necessarily indicative of our sales for that year.

Moreover, quick response or just-in-time inventory management practices being used by retailers, along with growth in ecommerce results in the increasing trend of order placement for immediate delivery and fewer orders being placed well in advance of shipment.

Retailers prefer timing their orders for fulfillment by suppliers closer to the time of purchase by consumers.

To the extent that retailers do not sell as much of their year-end inventory purchases during the holiday selling season as they had anticipated, their demand for additional product in the following fiscal year could be curtailed, thus negatively impacting the Company’s future revenues.

We expect that retailers will continue to follow this strategy.

As such, our business generally earns more revenue in the second half of the year compared to the first half.

In 2023 and 2022, the second half of the year accounted for approximately 56% and 57% of full year revenues, respectively, with the third and fourth quarters accounting for approximately 30% and 26%, respectively, of full year net revenues in 2023 and 28% and 29%, respectively, of full year revenues in each of the third and fourth quarters of 2022.

Historically, we commit to the majority of our inventory production and advertising and marketing expenditures for a given year, prior to the peak fourth quarter retail selling season.

Our accounts receivable balances typically increase during the third and fourth quarters as customers increase their purchases to meet expected consumer demand in the holiday season.

Due to the concentrated timeframe of this selling period, payments for these accounts receivable are generally not due until later in the fourth quarter or early in the first quarter of the subsequent year, as a result of these timing differences between expenses paid and revenues collected, from time to time it may be necessary to borrow varying amounts during the year.

Our entertainment business is also subject to seasonal variations based on the timing of film, television, streaming and digital content releases, which are often determined based on the timing of prime television seasons, certain geographic release dates and competition in the market.

Product Development and Royalties

Our success is dependent on continuous innovation in our storytelling and play offerings and requires ongoing development of new brands and products alongside the redesign of existing products to drive consumer interest and market acceptance.

Our toy and game products are developed by a global development function, the costs of which are allocated to the selling entities which comprise our principal operating segments.

These costs include activities related to the development, design and engineering of new products and their packaging and on the improvement or modification of ongoing products.

Our success is dependent on continuous innovation in our play offerings and requires ongoing development of new brands and products alongside the redesign of existing products to drive consumer interest and market acceptance.

Our products are developed by a global development function, which is responsible for the development, design and engineering of new products and their packaging and the innovation, improvement or modification of ongoing products.

Much of this work is performed by our internal staff of designers, artists, model makers and engineers.

Development and related costs associated with Wizards of the Coast products are specifically allocated to that line of business, including investments in tabletop and digital gaming initiatives as well as those planned for release in the coming years.

The pace of change in innovation and complexity of our product offerings is expected to continue to evolve as we adopt artificial intelligence in the development new brands and products.

In addition to the design and development work performed by our own staff, we work with a number of independent toy and game designers and compete for their designs and ideas with other toy and game manufacturers.

Rights to such designs and ideas, when acquired or licensed by us, are usually exclusive for

particular categories and the agreements require us to pay the designer a royalty on our net sales of the item.

Rights to such designs and ideas, when acquired or licensed by us, are usually exclusive for particular categories and the agreements require us to pay the designer a royalty on our net sales of the item.

These designer royalty agreements may also provide for advance royalties and minimum guarantees.

Royalties and Participations

We also produce an array of products under licenses based on our partners’ trademarks and copyrights for the names or likenesses of characters from movies, television shows and other entertainment media.

We compete with other toy and game manufacturers for these licensed rights, and we refer to our products produced under these arrangements as Partner Brands.

We produce an array of products under licenses based on our partners’ trademarks and copyrights for the names or likenesses of characters from movies, television shows and other entertainment media.

We compete with other toy and game manufacturers for these licensed rights.

Licensing fees for these rights are generally paid as a royalty on our net sales of the item.

Licenses for the use of characters may be exclusive for specific products or product lines in specified territories, or may be non-exclusive, in which case our product offerings may be competing with the product offerings of other licensees.

In many instances, advance royalties and minimum guarantees are required by these license agreements.

In many instances, advance royalties and minimum

guarantees are required by these license agreements.

Our royalty expense in any given year may vary depending upon product mix and the timing of movie releases and other entertainment media.

Additionally, we promote our brands through the out-licensing of our intellectual properties to third parties for promotional and merchandising uses in a wide range of consumer products, where the out-licensing of brands is more effective and profitable than developing and marketing the products ourselves.

We also out-license our brands for uses in theme park attractions and other forms of location-based entertainment.

We are increasingly promoting our brands through the out-licensing of our intellectual properties to third parties for a wide range of digital games, consumer products and location-based experiences.

Under these agreements, licensees either pay us a sales-based or usage-based royalty, or a combination of both, for use of our brands, and, in some cases, the license arrangements are subject to minimum guaranteed amounts or fixed fees, over the term of the license.

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Marketing and Sales

While our global development function focuses on brand and product innovation and re-invention, our global marketing function establishes brand direction and messaging and assists the selling entities in establishing local marketing programs.

The global marketing group works cross-functionally with the global development function to deliver unified, brand-specific consumer experiences.

The costs of this group are allocated to the selling entities which comprise our principal operating segments.

Our global marketing function establishes brand direction and messaging and assists the selling entities in establishing local marketing programs.

The global marketing group works with the global development function to deliver unified, brand-specific consumer experiences.

In addition to the global marketing function, our local selling entities employ sales and marketing functions responsible for local market activities and execution.

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Customer Concentration

During 2023, net revenues from our top five retail customers accounted for approximately 34% of our consolidated global net revenues, including our largest customers, Wal-Mart Stores, Inc.

and Amazon.com who together represented 22% of consolidated global net revenues, with each accounting for 11%.

Net revenues from the Company’s major customers are reported within the Consumer Products segment, Wizards of the Coast & Digital Gaming segment and the Entertainment segment.

Ecommerce sales continues to represent a significant portion of overall sales to these customers as annually, consumers are continuing to purchase more products online compared to visiting retail store locations.

During 2024, net revenues from our top five customers accounted for approximately 36% of our consolidated global net revenues, including our largest customers, Wal-Mart, Inc.

and Amazon.com, Inc.

who together represented 23% of consolidated global net revenues, with each accounting for 12% and 11%, respectively.

Please see Part I, Item 1A.

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Products are strategically cross-promoted by spotlighting specific products alongside related offerings in a manner that promotes the sale of not only the selected item, but also those complementary products.

As described earlier, our strategy includes focusing on reinforcing storylines associated with our brands through several mediums, including digital and tabletop gaming, consumer products, television, film and live action experiences.

Our brands obtain marketing and advertising support through entertainment appearing on major

networks globally, theatrical releases as well as on various other digital platforms, such as Netflix and Apple TV.

A recent example of this was the September 2023 premier of the television series, Power Rangers Cosmic Fury season 30, released on the Netflix streaming platform.

Many of our new toy and game products are introduced to major customers within one to two years leading up to their year of retail introduction.

Part of our strategy includes focusing on reinforcing storylines associated with our brands through several mediums, including digital and tabletop gaming, consumer products, television, film and live action experiences.

Our brands obtain marketing and advertising support through entertainment appearing on major networks globally, theatrical releases as well as on various other digital platforms.

Many of our new products are introduced to major customers within one to two years leading up to their year of retail introduction.

Our advertising expenditures are impacted by our product mix in any given year.

For example, brands based on major motion picture releases generally require less advertising as a result of the promotional activities around the motion picture release, whereas leading into a major digital gaming launch, our Wizards of the Coast business will have substantial increases to advertising, marketing and promotional expenses to acquire players and promote gaming releases.

Producing, marketing and distributing films and television programming can involve significant costs and the timing of a film’s release can cause our financial results to vary.

For instance, marketing costs are generally incurred before and throughout the theatrical release of a film and, to a lesser extent, other distribution windows, and are expensed as incurred.

Therefore, we historically incur losses with respect to a particular film prior to and during the film’s theatrical release and profitability for the film may not be realized until after its theatrical release window.

As a result of the sale of eOne Film and TV to Lionsgate in December 2023, we expect lower revenues, costs, cash flows and volatility derived from the production, marketing and distribution of film and television programming.

Supply Chain and Manufacturing

Beginning in late 2022, we launched a multi-year initiative aimed at transforming our global supply chain into a best-in-class network that delivers competitive advantages through performance efficiency, operating model integration and organizational accountability.

Aligned with our Operational Excellence pillar, we are refining all aspects of our integrated supply chain from planning and designing to sourcing and delivering, with a multi-year plan to deliver improved capabilities and provide a productivity pipeline to fuel growth at Hasbro.

During 2023, the majority of our products were manufactured in third-party facilities in the Far East, primarily China, Vietnam and India, using a Hong Kong based wholly-owned subsidiary operation for design, quality control and order coordination purposes.

Within the U.S., we utilize facilities operated by Cartamundi, which are currently located in East Longmeadow, Massachusetts to manufacture significant quantities of Hasbro game products.

We have diversified our global sourcing mix and decreased our dependence on Chinese manufacturing in recent years by increasing production of our products in other countries, including Vietnam and India.

We are continuing to refine our integrated supply chain from planning and designing to sourcing and delivering, with our multi-year plan to deliver improved capabilities and provide a productivity pipeline to fuel growth at Hasbro.

The majority of our toy and game products are manufactured in third-party facilities principally in the U.S.

and the Far East, primarily China, Vietnam, India and Japan.

We continually look to diversify our manufacturing footprint.

Most of our toys and games are manufactured from basic raw materials such as plastic, paper and cardboard, although certain products also use electronic components.

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However, significant volatility in the prices of any of these materials may require renegotiation with our suppliers during the year.

We are a worldwide leader in the development, design, sale and marketing of toys and games and entertainment offerings, operating in a highly competitive business environment.

We compete with several large toy and game companies in our product categories, as well as with many smaller United States and international toy and game designers, manufacturers and marketers.

We are a worldwide leader in the development, design, sale and marketing of games and toys, operating in a highly competitive business environment.

We believe our diversified portfolio together with the strength of our extensive intellectual property portfolio provides us with a competitive advantage and allows us to adapt to changes in the competitive landscape, consumer trends and economic conditions.

The play industry is highly competitive.

We view our primary competition as coming from game and toy companies, digital gaming companies and digital gaming developers.

We compete with several large companies in our product categories, as well as with many smaller United States and international game and toy designers, manufacturers and marketers.

In certain instances, we also compete with large retailers, who offer such products under their own private labels, often at lower prices.

In addition, we compete with digital gaming developers, some of which focus primarily on digital gaming products and services made available for gaming consoles, personal computers and mobile devices.

We compete with other companies that offer TV and film content and branded entertainment specific to children and their families.

Given the ease of entry into our business, we view our primary competition as coming from toy and game companies, digital gaming developers and content providers who are creating play and entertainment experiences that compete with our brand-driven storytelling and product experiences for consumer attention and spending.

Businesses that create compelling content have the potential to translate that content into a full range of product offerings.

Competition is based primarily on meeting consumer preferences and on the quality and play value of our products and experiences.

To a lesser extent, competition is also based on product pricing.

Our entertainment business competes with other companies that produce and distribute films, television programs and other entertainment content.

Many of the major U.S.

studios are part of large, diversified corporate groups with a variety of other operations, including television networks and cable channels that can provide both in-house

production and distribution capabilities and varied sources of earnings that may allow them to better offset fluctuations in the financial performance of their film and television operations.

Additionally, the Discovery Family Channel, our cable television joint venture with Discovery Communications, Inc.

in the U.S., competes with a number of other children’s television networks for viewers, advertising revenue and distribution fees.

In addition to contending with competition from other toy and game and entertainment and storytelling companies, we contend with the expanding variety of digital gaming and digital entertainment offerings available for children, while product life cycles of traditional toys and games have shortened.

We expect that as artificial intelligence becomes more prevalent, we will see increased competition from those using such technology to develop games, toys and content.

We also contend with the expanding variety of digital gaming and digital entertainment offerings available for children, while product life cycles of traditional toys and games have shortened.

As a result, our products not only compete with those offerings produced by other toy and game manufacturers and companies offering branded family play and entertainment, we also compete, particularly in meeting the demands of older children, with entertainment offerings of many technology companies, such as makers of tablets, mobile devices, video games and other digital gaming products and screens, and social media companies.

The changing trends in consumer preferences with respect to entertainment and low barriers to entry as well as the emergence of new technologies, such as artificial intelligence, and different mediums for viewing content, such as the growing number of streaming platform options, continually creates new opportunities for existing competitors and start-ups to develop products and offerings that compete with our entertainment and toy and game offerings.

Environment, Social and Governance Performance

At Hasbro, we believe strong Environment, Social and Governance ("ESG") performance drives long-term value creation for our business and stakeholders.

The following discusses ESG governance and our ESG focus areas and priorities.

Our Wizards and entertainment businesses are subject to variations in sales based on the timing of release of card sets, games, and content releases.

Release dates are determined by several factors, including the timing of holiday periods, geographical release dates and competition in the market.

For our Consumer Products segment, our customer order patterns may vary from year to year largely due to fluctuations in the degree of consumer acceptance of product lines, supply and product availability, marketing strategies and inventory policies of retailers, TV and film content releases, including the dates of theatrical releases of major motion pictures for which we offer products, and changes in overall economic conditions.

In 2024 and 2023, the second half of the year accounted for approxima tely 58% and 56% of full year revenues, respectively, with the third and fourth quarters accounting for approximately 31% and 27%, respectively, of full year net revenues in 2024 and 30% and 26%, respectively, of full year revenues in each of the third and fourth quarters of 2023.

Environmental, Social and Governance

The following discusses our governance and focus areas of our Environmental, Social and Governance (ESG) efforts.

ESG governance starts with our Board of Directors ("Board"), with specific oversight by our Nominating, Governance and Social Responsibility Committee of the Board ("Governance Committee").

ESG topics, such as climate and environment, human rights and Diversity, Equity and Inclusion ("DE&I"), are regular agenda items at Governance Committee meetings.

ESG topics, such as climate and sustainability, human rights and ethical sourcing, are regular agenda items at Governance Committee meetings.

The Governance Committee analyzes these issues and makes recommendations to the full Board.

In addition, the Audit Committee of our Board oversees Securities and Exchange Commission ("SEC") and public disclosures in specific areas like conflict minerals, climate and sustainability, and enterprise risk.

Through our Compensation Committee, the Board considers ESG performance and priorities when determining performance and compensation for our senior executives.

addition, the Audit Committee of our Board oversees SEC and public disclosures in specific matters, such as conflict minerals, and enterprise risk.

The full Board receives regular updates regarding our ESG progress.

In addition to Board-level governance, our CEO and the Executive Leadership Team ("ELT") regularly review our ESG performance, progress and opportunities.

Our ESG Committee, comprised of our ELT and members of our global corporate sustainability team, meets several times a year to ensure rigorous management oversight of the Company’s ESG strategy, impact and performance.

The ESG Committee sets the direction for our global ESG strategy and ensures the integration of ESG throughout the organization and supply chain.

Building on Our Progress and Reaching New Heights

ESG at Hasbro is the framework for translating our Company’s purpose into action – getting from “why” we exist to “how” we deliver sustainable, long-term value for our Company and stakeholders.

We integrate ESG across our business and are proud of our strategic initiatives that are intended to further our purpose and make a positive impact for our employees, consumers, investors, and planet.

Below are some ESG highlights from 2023:

Recent recognition for Hasbro’s leadership in promoting and advancing the interests of our stakeholders, our communities and our planet include:

Our ELT and members of our global corporate sustainability team meet several times a year to ensure management oversight of the Company’s ESG strategy, impact and performance.

This group sets the direction for our global ESG strategy and ensures the integration of ESG throughout the organization and supply chain.

Climate and Sustainability

Carbon Reduction:

• We recognize the impact our business can have on the environment and are working to reduce our footprint.

We view sustainability challenges as opportunities to innovate and to continuously improve our product design and operational efficiencies.

We believe the long-term viability of our operations and our supply chain, and the potential for environmental improvements, are important components to our business success.

• In 2023, the Science-Based Targets Initiative ("SBTi") validated our greenhouse gas emission ("GHG") reductions target to reduce Scope 1 and Scope 2 emissions by 47.5% and to reduce Scope 3 emissions by 42% by 2030.

The SBTi also validated our net-zero science-based target which is to reduce absolute Scope 1, 2 and 3 GHG emissions by 90% by 2050 from a 2020 base year.

• We continue to invest in renewable electricity.

To address the carbon footprint associated with electricity consumption of our owned and operated facilities, Hasbro purchases Renewable Energy Certificates ("RECs"), each of which represent one megawatt hour ("MWh") of renewable energy generated on the same grid as our electricity consumption.

We purchase RECs to cover virtually 100% of the electricity consumed in each market where available.

In fiscal years 2023, 2022 and 2021, we purchased $112K, $72K, and $100K of RECs, respectively.

• The Science-Based Targets Initiative ("SBTi") has validated our greenhouse gas ("GHG") emission reductions targets.

• We continue our industry-first toy recycling program in partnership with TerraCycle, a leader in product recycling outside of municipal recycling.

In 2023, Hasbro took steps to optimize the program by focusing on five countries with higher participation, resulting in increased recycling rates and more than double the amount of recycled toys compared to 2022.

Climate Risk and Resilience:

• We continue to work to integrate the Task Force on Climate-related Financial Disclosures ("TCFD") framework into our overall enterprise risk management ("ERM") process.

• We continue to work to integrate the climate risk identification and mitigation into our overall enterprise risk management process and into our preparation work for the EU Corporate Sustainability Reporting Directive (CSRD).

Human Rights and Ethical Sourcing

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While working on these issues with partners, suppliers, third-party factories and licensees is complex, we remain vigilant in our commitment to ensure workers in our supply chain are treated in accordance with our high ethical standards and applicable laws.

Key goals and objectives in this area include:

• Ensure 100% of third-party suppliers and major subcontractors are audited on an annual basis through unannounced audits, supplemented by spot, oversight audits.

• Require 100% of third-party suppliers and major subcontractors to participate and complete the Hasbro Ethical Sourcing Academy, a 30-hour, e-learning social compliance course, which trains and reinforces Hasbro’s rigorous ethical sourcing requirements.

This mandatory online training is in addition to monthly, in-person vendor workshops that the Hasbro Ethical Sourcing team hosts in our sourcing office locations around the world.

• Empower factory workers through our Worker Well-Being program, which provides life-enhancing skills training and knowledge on topics from nutrition and reproductive health to problem solving and financial literacy.

Human Capital Management

Our key human capital management objectives for our direct workforce are to attract, develop, motivate and retain a talented workforce to enable us to offer great toys, games and entertainment experiences to our fans and consumers.

The experience, dedication and diverse experiences and backgrounds of our employees are at the heart of our success, energizing everything we do, from developing innovative products to creating immersive game, consumer products and entertainment experiences.

Our key human capital management objectives for our direct workforce are to attract, develop, motivate and retain a talented workforce to enable us to offer great play experiences to our fans and consumers.

The experience and dedication of our employees are at the heart of our success, energizing everything we do, from developing innovative products to creating immersive game, consumer products and entertainment experiences.

Our teams are inspired by our purpose of creating joy and community for all people around the world.

Our inclusive culture sets us up to deliver excellence, build impactful brands and expand our leadership in play, entertainment and beyond.

As our organization continues to evolve, we remain steadfast in our ambition to provide a supportive and inclusive community where everyone can show up authentically as themselves and deliver their best work.

The following discusses our governance of human capital management and our key focus areas and priorities.

Our culture sets us up to deliver excellence, build impactful brands and expand our leadership in play, entertainment and beyond.

As our organization continues to evolve, we remain steadfast in our ambition to provide a community where everyone can show up authentically as themselves and deliver their best work.

The following discusses our governance of human capital management and our key focus areas.

Our governance of human capital management falls within the governance structure for ESG overall.

The Governance Committee of the Board oversees the company’s human capital policies and practices, including the Company’s approach to promoting diversity, equity and inclusion in the workplace.

The Compensation Committee of the Board oversees our compensation programs.

The Governance Committee of the Board oversees the company’s human capital policies and practices.

The Compensation and Talent Committee of the Board oversees our compensation programs as well as talent management, including with respect to recruitment, leadership, career development, succession planning, employee engagement, Company culture and retention.

Our Chief People Officer, who reports to the CEO and is a member of our ELT, is responsible for developing and executing key aspects of our human capital strategy, including the attraction, acquisition, development and engagement of talent to deliver on the Company’s strategy, the design of competitive compensation and employee benefit programs.

Our ESG Committee is responsible for developing and executing our global ESG strategy, including our human rights and ethical sourcing programs for the workers across our supply and value chain.

Our CEO and Chief People Officer chair our internal DE&I Steering Committee, a committee comprised of global management leaders from various parts of the business.

The DE&I Steering Committee is responsible for setting and reviewing the Company’s DE&I strategy and performance and identifying any gaps and opportunities.

Our Senior Vice President of DE&I and Purpose is responsible for executing the strategy and presenting our DE&I progress to the Board at least annually.

As of year-end 2024, we employed approximately 4,985 people worldwide, with approximately 54% of our employees in North America (47% in the United States;

7% in Canada), 20% in Europe, 18% in Asia Pacific, and 8% in Latin America (includes Mexico).

As of year-end, approximately 50% of our global workforce was female, and 44% of our total managerial roles (director level and above) were female.

workforce, 23% were

racially/ethnically diverse, and, of those reporting race/ethnicity, 15% of U.S.

managerial roles (director level and above) were racially/ethnically diverse.

workforce, we also disclose our diversity by job type (based on the EEO-1 filing), which is available on our public-facing corporate website.

Approximately 9% of our employees globally are covered by unions or collective bargaining agreements.

Diversity, Equity, and Inclusion

Inclusion and Belonging

We believe that the more inclusive we are as a company, the more effective our employees will be and the stronger our business will perform.

Hasbro views DE&I as a strategic ESG priority that is linked to the success of our business and the growth of our brands.

We want our work to move beyond traditional gender and demographic stereotypes and to celebrate people of all backgrounds and lived experiences.

We know this work begins with our people, and we work diligently to foster an inclusive culture with a diverse workforce that reflects the consumers and communities we serve globally.

Recent steps we have taken to further build a culture of DE&I within our organization and within the industries and communities in which we operate include:

• Continued to focus on our 2025 DE&I goals for the organization.

• Continued our work to foster a culture of inclusion.

• Conducted global talent assessments and invested in tools to help build employee capabilities and expand opportunities.

Employee Engagement

At Hasbro, we support a number of Employee Resource Groups ("ERGs").

These groups reflect our diverse employee population and provide dynamic opportunities for employee engagement.

Our ERGs give voice to member concerns, create opportunities for networking and leadership skills development, support employee recruitment and retention efforts and celebrate ethnic and cultural themes important to our global team.

In addition to our ERGs, we established a Business Resource Group ("BRG"), which provides a channel for the employees to provide the business with input, guidance and perspective on strategic brand development and marketing initiatives early in the creation process related to race, ethnicity, gender identity, sexual orientation, veteran status and ability.

Compensation, Health, Safety & Well-being of Employees

We work diligently to foster an inclusive culture that reflects the consumers and communities we serve globally.

Compensation & Well-being of Employees

Employee attraction, development, motivation and retention has long been a key Hasbro priority.

We recognize and reward our employees with a total rewards package that includes competitive base pay, equity compensation (for certain levels), annual incentives, product discounts and other comprehensive benefits, including wellness programs that help people integrate work and life commitments.

We recognize and reward our employees with a total rewards package that includes competitive compensation and comprehensive benefits.

Our compensation program includes base pay, equity compensation (for certain levels), annual incentives, and a robust recognition program.

Competitive compensation is the cornerstone of our total rewards program.

We regularly review salary ratios for men and women in similar roles to help maintain internal equity and market competitiveness across the globe.

We review both industry and local market data at least annually to identify trends and market gaps to maintain the competitiveness of our compensation and employee benefit programs.

When conducting our global compensation reviews, we analyze salary information by a variety of factors, including gender globally and ethnicity in the United States.

When designing our compensation and employee benefit programs, we also look beyond the fundamentals of these important components and consider the bigger picture of how these programs contribute to the overall employee experience.

Employee health, safety and wellness are top priorities at Hasbro.

We support our colleagues’ well-being, which includes mental, physical and financial wellness, through a number of programs, including:

◦ Wellness programming in our major offices, facilitated by the global Employee Wellness Network.

◦ Robust employee assistance programs, including virtual and in person therapy sessions, that help employees experiencing stress or other mental health needs.

Our employee assistance program also provides coaching for both personal and professional needs and is offered to all of our employee’s household members.

◦ Childcare solutions, including in-home and back-up care, as well as back-up adult and elder care for employees balancing work with childcare or elder care needs.

◦ Webinars for managers to help identify risk factors and types of mental health issues.

◦ Financial wellness resources offered by third-party partners that can assist our employees with retirement and other financial planning services.

◦ A commitment to flexible work arrangements to help employees with work-life balance and to take care of health needs.

◦ Hybrid or remote work set-up for many of our employees to ensure a flexible and agile work environment.

We review both industry and local market data at least annually to identify trends and market gaps to maintain the competitiveness of our compensation program.

When designing our compensation and employee benefit programs, we consider the big picture of how these programs contribute to the overall employee experience.

Our comprehensive benefit program includes robust core benefits, voluntary benefits, product discounts and a well-being program that help people integrate work and life commitments.

We evaluate the benefit program annually to ensure our offer continues to meet the needs of our employees, remains competitive in the marketplace and continues to reflect the company values.

Talent Development and Performance Management

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The CEO and Chief People Officer convene meetings with senior company leadership and the Board to review the full talent pipeline with a focus on our top company talent.

We provide opportunities for our employees to grow their careers through annual goal setting and quarterly conversations.

We provide opportunities for our employees to grow their careers through annual goal setting, development plans and quarterly conversations.

We invest in developing our employees by providing blended learning opportunities and in-house trainings and by offering third-party programs, including specialized trainings and broader academic pursuits.

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In addition, throughout the year, our Philanthropy and Social Impact team organizes team-building and skills-based volunteer projects, which provide our employees with the opportunity to make a meaningful difference in their communities around the world.

Global Day of Joy is Hasbro’s annual, company-wide day of service and has become a cherished tradition.

Global Day of Joy takes place every December, and employees from each Hasbro office participate in service projects to benefit a variety of organizations.

In 2023, 80% of eligible employees around the world completed more than 350 service projects.

Trademarks, Copyrights and Patents

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The CPSIA empowers the Consumer Product Safety Commission (the “CPSC”) to take action against hazards presented by consumer products, including the formulation and implementation of regulations and uniform safety standards.

The CPSC has the authority to seek to declare a product “a banned hazardous substance” under the CPSIA and to ban it from commerce.

The CPSC has the authority to seek to declare a product “a banned hazardous substance” under the

CPSIA and to ban it from commerce.

The CPSC can file an action to seize and condemn an “imminently hazardous consumer product” under the CPSIA and may also order equitable remedies such as recall, replacement, repair or refund for the product.

The FHSA provides for the repurchase by the manufacturer of articles that are banned.

Consumer product safety laws also exist in some states and cities within the United States and in many international markets including Canada, Australia and Europe.

Consumer product safety laws also exist in some states and cities within the United States and in many international markets including Canada, Australia, Asia and Europe.

We utilize independent third-party laboratories that employ testing and other procedures intended to maintain compliance with the CPSIA, the FHSA, the FFA, other applicable domestic and international product standards, and our own standards.

Any material product recall or other safety issue impacting our products could have an adverse effect on our results of operations or financial condition, depending on the product and scope of the recall, could damage our reputation and could negatively affect sales of our other products as well.

other forms to children, and on the collection of information from children, such as restrictions on collecting information from children under the age of thirteen subject to the provisions of the Children’s Online Privacy Protection Act ("COPPA").

The Children’s Television Act of 1990 and the rules and regulations of the United States Federal Communications Commission, the rules and regulations of the Federal Trade Commission, as well as the laws of certain other countries, also place limitations on television commercials during children’s programming and on advertising in other forms to children, and on the collection of information from children, such as restrictions on collecting information from children under the age of thirteen subject to the provisions of the Children’s Online Privacy Protection Act ("COPPA").

Legislative changes to COPPA are currently under consideration by the U.S.

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Failure to comply with any of those restrictions can subject us to severe liabilities.

We continue to monitor the developments of regulation in the area of artificial intelligence as this area continues to evolve and we integrate it into our products.

Further, we maintain programs to comply with various United States federal, state, local and international requirements relating to the environment, health, safety and other matters.

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Name Age Position and Office Held Period

Christian Cocks (1)

Chris Cocks (1)

51 Chief Executive Officer Since 2022

Gina Goetter (2)

47 Executive Vice President and Chief Financial Officer Since 2023

48 Chief Financial Officer and Chief Operating Officer Since 2023

Tim Kilpin (3)

63 President, Toy, Licensing & Entertainment

Cynthia Williams (4)

56 President and Chief Operating Officer of Wizards of the Coast and Digital Gaming Since 2022

Najuma Atkinson (5)

52 Chief People Officer Since 2022

Matthew Austin (6)

51 Chief Revenue Officer

64 President, Toys, Board Games, Licensing and Entertainment Since 2023

John Hight (4)

64 President, Wizards of the Coast and Digital Gaming Since 2024

Holly Barbacovi (5)

48 Executive Vice President and Chief People Officer Since 2024

Tarrant Sibley (6)

55 Executive Vice President and Chief Legal Officer and Secretary Since 2019

56 Executive Vice President and Chief Legal Officer and Corporate Secretary Since 2019

(1) Prior thereto, President and Chief Operating Officer of Wizards of the Coast and Digital Gaming from 2021, and President of Wizards of the Coast from 2016 to 2021.

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and The Walt Disney Company.

(4) Prior thereto, Ms.

Williams worked in different executive capacities at Microsoft Corporation, from 2018 to 2022, including most recently as General Manager and Vice President, Gaming Ecosystem Commercial Team.

(5) Prior to joining Hasbro in 2021 as the Executive Vice President of Global Talent, Ms.

Atkinson served as Senior Vice President of Global HR Services at Dell Technologies, from 1999 to 2021.

(6) Prior thereto, Mr.

Austin served in a number of capacities at Hasbro, including Chief Commercial Officer from 2022-2023 and President, Europe Sales and Marketing from 2019-2022.

(4) Prior to joining Hasbro in 2024, during a twelve-year tenure, Mr.

Hight served as Senior Vice President and General Manager of the Warcraft franchise at Blizzard Entertainment, overseeing all development and commercial activities for World of Warcraft, Hearthstone and Warcraft Rumble.

Prior to that, Mr.

Hight oversaw development of God of War 3 and the PlayStation Network for Sony’s Santa Monica Studio.

He also taught courses in game development for the Interactive Media Division of the USC School of Cinematics.

(5) Prior to joining Hasbro in 2024, Ms.

Barbacovi served as Chief People Officer at Bungie from 2021 to 2024.

Prior to that she served head of human resources for Amazon Games from 2020 to 2021 and as Vice President of Human Resources at Wizards of the Coast from 2016 to 2020, and in different HR and Operations roles during a 16-year career at Microsoft.

(6) Prior thereto, Senior Vice President, Chief Legal Officer and Secretary from 2018 to 2019 and Senior Vice President and Deputy General Counsel from 2010 to 2018.

9 unchanged sentences

Compared sentence by sentence after normalising whitespace, quotation marks, case and digits, so re-formatting and restated figures do not read as changed language. Wording changes appear as one removal and one addition. The current filing and the prior one are authoritative.

What changed 10-K

Item 1. Business