BIG
CHALLENGES.
BIGGER
OPPORTUNITIES.
2017 ANNUAL REPORT
Contents
02 Televisa at a glance
04 Letter to Shareholders
08 Financial highlights
10 Cable
12 Sky
14 Content
14 Advertising
15 Network Subscription
15 Licensing and Syndication
16 Other Businesses
18 Univision
20 Fundación Televisa
22 Management’s Discussion and Analysis of
Financial Conditions and Results of Operation
30 Board of Directors
32 Financial Statements
Televisa is a leading media company in the Span-
ish-speaking world, an important cable operator
in Mexico and an operator of a leading direct-to-
home satellite pay television system in Mexico.
mately 36% on a fully-diluted, as-converted basis
of the equity capital in Univision Holdings, Inc., the
controlling company of Univision.
Televisa distributes the content it produces
through several broadcast channels in Mexico
and in over 50 countries through 26 pay-tv
brands, and television networks, cable operators
and over-the-top or “OTT” services.
In the United States, Televisa’s audiovisual content
is distributed through Univision Communications
Inc. (“Univision”) the leading media company serv-
ing the Hispanic market. Univision broadcasts
Televisa’s audiovisual content through multiple
platforms in exchange for a royalty payment. In
addition, Televisa has equity and warrants which
upon their exercise would represent approxi-
Televisa’s cable business offers integrated services,
including video, high-speed data and voice services
to residential and commercial customers as well as
managed services to domestic and international
carriers through five cable Multiple System Opera-
tors in Mexico. Televisa owns a majority interest in
Sky, a leading direct-to-home satellite pay television
system in Mexico, operating also in the Dominican
Republic and Central America.
Televisa also has interests in magazine publish-
ing and distribution, radio production and broad-
casting, professional sports and live entertain-
ment, feature-film production and distribution,
and gaming.
1
THIS IS Televisa
Our company at a glance
CONTENT
CABLE
In 2017, Televisa produced more than 87,000 hours of
content for free-to-air and pay-TV.
Through seven operations in Mexico, Televisa is an import-
ant player in the country’s Cable industry.
Contribution to Sales: 34.8%
Contribution to OSI*: 34.2%
Contribution to Sales: 33.9%
Contribution to OSI*: 37.5%
ADVERTISING
Televisa operates four broadcast channels—2, 4, 5, and 9—
in Mexico City and complements its network geographic
coverage through affiliated stations throughout the country.
Televisa also sells advertising on its pay-TV networks and
online properties.
Contribution to Sales: 21.2%
NETWORK SUBSCRIPTION
Televisa produces and distributes 26 pay-TV brands and 69
feeds. In the United States, the Company distributes its pay-
TV channels through Univision. In 2017, Televisa produced
more than 25,000 hours of content for pay-TV networks.
44+ million pay-TV subscribers
Contribution to Sales: 4.2%
LICENSING & SYNDICATION
Televisa exports its programs and formats to television net-
works around the world. In the United States, Televisa dis-
tributes its content through Univision under a Programming
License Agreement (“PLA”). This year, the PLA resulted in roy-
alties to Televisa of U.S.$313.9 million dollars. The royalty
rate is set to increase from the current 11.84% on much of
Univision’s audiovisual revenues to 16.45% in 2018.
Approximate reach: 80+ countries worldwide
Contribution to Sales: 9.4%
Televisa operates through two business divisions:
The Multiple System Operators (“MSOs”) division which
offers video, high-speed data, and voice services to resi-
dential and commercial customers, including small- and
medium-sized businesses and hotels.
The Enterprise division which provides telecommunica-
tions services, including voice, data, and managed services,
to domestic and international carriers and to enterprise,
corporate, and government customers in Mexico and the
United States.
The MSOs footprint provides Televisa with the ability to
leverage an extended network across our coverage areas,
including cities such as Mexico City, Monterrey, Tijuana,
Zapopan, Querétaro, Cancún, Mérida, Mexicali, and San
Luis Potosí, among others. Televisa’s network consists of
more than 85,000 kilometers of coaxial cable and more
than 35,000 kilometers of fiber optic.
RGUs (Includes Cablevisión, Cablemás, Cablecom, Telecable, and TVI)
Video
4,185,150
Broadband
3,797,336
Voice
2,121,952
Total RGUs
10,104,438
2
Segment
Net Sales
(%)
34 Cable
35 Content
21 Advertising
10 Licensing and Syndication
4 Network Subscription
Revenue
23 Sky
8 Other Business
Operating
Segment
Income
(%)
38 Cable
34 Content
27 Sky
1 Other Business
SKY
Televisa owns a 58.7% interest in Sky, a leading direct-to-
home satellite television system. Sky operates in Mexico,
Central America, and the Dominican Republic.
Subscriber base: 8 million
Contribution to Sales: 22.7%
Contribution to OSI*: 27.0%
OTHER BUSINESSES
Publishing: The leading Spanish-language magazine pub-
lisher; published 110 titles in 2017.
Gaming: Casino sites and online lottery business.
Soccer: A first division soccer team of the Mexican league
and owner of Mexico’s Azteca stadium.
Radio: Network of owned radio stations, complemented
by affiliated radio stations owned by third parties.
Feature-Film Distribution: Distributes movies in Mexico
and Latin America.
Publishing Distribution: Distributes publications in Mexico
and Latin America.
Contribution to Sales: 8.6%
Contribution to OSI*: 1.3%
UNCONSOLIDATED
BUSINESSES
Univision: Televisa holds a 10% direct economic interest
in Univision, the leading Spanish-language media company
in the United States and the number five network regard-
less of language. Upon the exercise of the warrants, Televi-
sa will hold approximately 36% of the equity capital of Uni-
vision on a fully-diluted, as-converted basis.
Ocesa Entretenimiento: Televisa holds 40% equity inter-
est in OCESA, a live-entertainment company in Mexico,
Central America and Colombia. The Company organized
2,986 events in Mexico and Colombia in 2017. The most
successful tour in 2017 was Soda Stereo’s Séptimo Día by
Cirque du Soleil.
* Operating segment income (OSI) is defined as operating income before corporate expenses, depreciation, and amortization, and other expense, net.
For a reconciliation of total operating segment income with consolidated operating income, see Note 25 to our year-end consolidated financial statements.
3
DEAR
Shareholders:
In our cable segment, we closed
the year with over 10 million
revenue generating units,
including 4.2 million video
subscribers, 3.8 million data
subscribers, and 2.1 million fixed
voice subscribers.
In 2017 I concluded 20 years as CEO of Televisa
Back in 1997, Televisa looked much different than it does
today. The company was highly leveraged and held a
number of non-strategic assets. I assembled a solid team
of executives, and together we succeeded in greatly
strengthening the Company’s financial position and
streamlining the business. We have fundamentally repo-
sitioned and reshaped Televisa so that it is now a major
cable operator in Mexico, a leader in direct-to-home sat-
ellite pay television systems in Mexico, and one of the
most preeminent media companies in the Spanish-speak-
ing world. While we continually remain focused on im-
proving our business and performance, we have made
great strides over the last 20 years.
Over the past 20 years we have greatly evolved and
diversified the business
Televisa has become a much stronger company, in large
part, by diversifying away from the traditional advertising
business, which in 2017 accounted for less than 22% of
consolidated revenues. We are proud of this decision given
that the traditional advertising business is now under great
pressure globally. In the process of diversification, we took
several key steps, including assembling two additional suc-
cessful core businesses.
First, we now have one the most attractive portfolios of ca-
ble assets in the region. Our cable operation accounts to-
day for 21% of video customers, 22% of fixed data custom-
ers, and 11% of fixed voice customers in Mexico.
Second, we built a highly profitable satellite pay TV opera-
tor (Sky) with eight million customers across the country.
This means that one in every four homes in Mexico is a cus-
tomer of Sky.
Emilio Azcárraga Jean
Chairman of the Board of Grupo Televisa
4
Third, we greatly increased the sales of our content beyond
our domestic market. In 2017, close to one third of our
content revenue came from geographies other than Mexi-
co. Key to this strategy was the renegotiation of our long-
standing program licensing agreement with Univision.
Most remarkably, we were able to achieve all of this while
maintaining a healthy balance sheet. As of year-end 2017,
our ratio of net debt to operating segment income stood at
2.1 times, our rating is investment grade, and the average
maturity of our debt is over 15 years.
Televisa holds one of the most attractive portfolios
of cable assets in the region
Growth in our cable division resumed in a very healthy
manner in the latter part of 2017, following a sharp slow-
down earlier in the year. Most of the temporary slowdown
resulted from the need to integrate our five cable compa-
nies operationally and from disruption caused by steps we
took to dramatically improve our service given the highly
competitive nature of the industry.
We are pleased with the turnaround of this business. We
closed the year with over 10 million revenue generating
units, including 4.2 million video accounts, 3.8 million data
accounts, and 2.1 million fixed voice accounts.
There is plenty of room for our cable business to grow fur-
ther, particularly in data services. Over the past few years
we have made significant investments in infrastructure,
and our network of over 122 thousand kilometers across
the country now reaches close to 14 million households.
Thanks to the rebuilding of a large part of our network, 12
million of those households can now subscribe to data
speeds of at least 100 megabits if they desire so.
5
With data penetration in the country at close to 52%, the
opportunity is very attractive. In addition, the pool of DSL
customers, at close to 40% of all existing data customers in
the country, is large, providing even further opportunities
for growth.
Sky has transformed itself into one of the most
successful satellite pay TV operators
Sky, which started as a premium pay TV service accessible
to a high-end customer base, began its transformation in
2010 with the launch of a pre-paid pay TV offer. Since then,
Sky has added close to six million customers reaching a to-
tal of eight million by year-end 2017. In the process, Sky
has developed an unparalleled sales infrastructure and a
nationally recognized and highly reputable brand.
Today, Sky has a large and loyal base of pre-paid custom-
ers, who can access their favorite programming at afford-
able rates. It also has a resilient, high-end base of custom-
ers who greatly value Sky’s premium sports offerings and
rich content offerings.
The turnaround of our Content business is underway
The content industry has become much more competitive,
and our audiences and advertising customers are more
demanding than ever. As a result, our content business
had to modernize both its product offering and its adver-
tising sales practices. During 2017, we took dramatic steps
towards fulfilling these two goals.
We have new leadership in the production and program-
ming of our content. We are listening more closely to our
audiences in order to better align our content offer with
their viewing preferences, and we are marketing our pro-
ductions better across our many media platforms. As a re-
sult, during 2017 we made significant progress by increas-
ing ratings on our flagship network by double-digits, even
as we reduced costs and expenses during the year by ap-
proximately $800 million pesos.
6
2018 marks the beginning of a new phase for
Grupo Televisa
Like other companies in our industry, we continue to face
many challenges, both in terms of enhancing our opera-
tions and generating shareholder value, but we are starting
2018 on very solid footing. We have great momentum in
our cable division, a successful satellite pay TV operation,
and a strong commitment to complete the turnaround of
our advertising sales business.
We are fully confident that Alfonso and Bernardo, our two
new co-CEOs, are well positioned to meet these challeng-
es, while capitalizing on a wide range of new and compel-
ling opportunities.
We will continue to evaluate rigorously our portfolio of assets,
with our focus always on the best interests of our shareholders.
Thank you,
I thank our employees and executives for their hard work
and commitment to Grupo Televisa, our Board members
for their many contributions and guidance, our audiences
and customers for their loyalty, and our shareholders for
choosing to be part of Grupo Televisa.
Emilio Azcárraga Jean
Chairman of the Board of Grupo Televisa
Properly monetizing the strong viewership of our content
is a priority for Televisa. As a result, and following interna-
tional best practices, we have changed our advertising
sales mechanism from a cost-per-spot to one that allows
us to price our advertising based on ratings delivered. This
new mechanism will give our clients a performance guar-
antee and help them better target the specific audiences
they seek. And for Televisa, the new mechanism will allow
us to use our extensive advertising inventory more effec-
tively, while giving us increased visibility into the outlook of
our advertising business.
The broadcasting industry will continue to face structural
challenges around the globe. Today, we continue to believe
that broadcast advertising is the most effective manner to
monetize our content in Mexico. That may change in the
future, therefore we are closely following the evolution of
viewing preferences and experimenting with other distri-
bution platforms. In the meantime, we are keenly focused
on delivering strong ratings which, together with our new
pricing mechanism, should help bring stability back to our
advertising sales business.
We continue making progress on the ESG front
On January 31st, 2017, once again we were selected to be
part of the Sustainability Index of the Mexican Stock Ex-
change and S&P Among other actions, we have committed
to join the United Nations Global Compact, the world’s
largest corporate sustainability initiative, and to make its
Ten Principles part of our strategy and daily actions. Finally,
the Mexican Center for Philanthropy (Cemefi) and the Alli-
ance for Corporate Social Responsibility (AliaRSE) have
granted Televisa with the ESR® 2018 Socially Responsible
Company Distinction.
We will continue to manage corporate governance, social
and environmental risks in order to protect the value of
our brand and the company’s and shareholders’ interests,
strengthen our performance and timely respond to the is-
sues relevant to all of our stakeholders.
7
FINANCIAL
Highlights
.
8
3
7
.
3
9
6
.
6
2
6
.
9
7
5
.
4
2
5
.
0
8
4
.
9
7
3
.
6
1
4
Consolidated net sales
billion of pesos (as reported)
.
3
6
9
.
3
4
9
.
1
8
8
.
1
0
8
8.6%
Compound Annual Growth Rate
06
07
08
09
10
11
12
13
14
15
16
17
.
4
8
2
.
9
9
2
.
4
5
2
.
1
3
2
.
7
0
2
.
9
9
1
.
1
8
1
.
9
6
1
.
9
8
3
.
5
7
3
.
7
5
3
.
3
2
3
Operating segment income
billion of pesos (as reported)
7.5%
Compound Annual Growth Rate
06
07
08
09
10
11
12
13
14
15
16
17
8
Consolidated net sales
$94,274
$96,287
Operating segment income1
37,457
38,923
-2.1%
-3.8%
2017
2016
Var. %
Segment margin
Operating income
Margin
Net income attributable to
stockholders of the Company
38.4%
39.2%
14,243
16,598
-14.2%
15.1%
17.2%
4,524
3,721
21.6%
Earnings per CPO
1.54
1.28
Shares outstanding at year-end
(in millions)
Cash and cash equivalents at
year-end
342,337
341,268
$38,735
$47,546
-18.5%
Temporary investments at year-end
6,014
5,498
9.4%
Long-term investments at year-end
7,585
6,792
11.7%
Total debt at year-end
122,300
126,998
Net debt position at year-end
79,273
78,406
-3.7%
1.1%
In millions of Mexican pesos, except per CPO amounts and shares outstanding.
1 Operating segment income (OSI) is defined as operating income before corporate expenses, depreciation and amortization
and other expense, net. For a reconciliation of operating segment income with operating income, see Note 25 to our year-end
consolidated financial statement.
9
.
1
0
1
7
9
.
0
9
.
9
6
.
14
15
16
17
RGUs
millions
During 2017, the Cable segment
surpassed 10 million Revenue
Generating Units, improving ser-
vice quality and offering attractive
video, voice and data packages.
Televisa’s Cable business includes five cable compa-
nies: Cablevisión, Cablemás, Cablecom, Telecable,
and TVI. Our Cable business offers cable and con-
vergent services across 29 states in Mexico, cover-
ing the main metropolitan areas of the country.
Additionally, our Enterprise division offers
telecommunications services through a
network of more than 31,000 kilometers
of fiber to domestic and international car-
riers and to enterprise, corporate, and
government customers in Mexico and the
United States. Our network covers sever-
al important cities and economic regions
in Mexico, and connects with the United
States, enabling us to provide high capac-
ity connectivity between the United
States and Mexico.
During 2017 we continued upgrading
our network, which now reaches close
to 13.8 million homes in the country,
to achieve the cable industry
standard, combining traditional
hybrid fiber-coaxial, fiber deep, and
deployments of Gigabit Passive
Optical Networks (GPON).
10
+10
million RGUs
Internet Protocol Access and Large Scale Core net-
works are in place and Voice over IP Cores was
placed in several regions to support telephony traf-
fic for residential and enterprise customers. We are
now able to deliver up to 100 megabits of speed per
second in the very large majority of homes passed.
During 2017, we continued improving our double and
triple-play packages that include unlimited telephony
to almost every corner of the globe, 20 Mbps of inter-
net speed and one of the most advanced video of-
fers. At the end of 2017, our offer was available in the
most important cities throughout Mexico.
Revenues for our Cable segment grew
by 3.6% in 2017, adding over 374,000
revenue generating units. As of Decem-
ber 31, 2017, Televisa provided video
services to 4.2 million subscribers,
broadband services to 3.8 million sub-
scribers, and voice services to 2.1 mil-
lion subscribers throughout Mexico.
CABLE
11
Sky is our direct-to-home (DTH)
satellite television operation. It
reaches every corner in Mexico,
plus the Dominican Republic and
Central America. Sky offers pay-TV
packages, including exclusive con-
tent that ranges from sports to
concerts and special events. With
8 million customers, Sky remains
as one of the most successful pay-
TV operations in the region,
In May 2017, Sky launched VeTV 15-day,
which is a product that offers our prepaid
customers the possibility of watching our
programming for a period of 15 days.
SKY
12
Additionally, in June 2017, Sky launched HD packages for
VeTV, a new product that complements our High Definition
offer and targets households willing to spend more on TV ser-
vices with better definition. We believe that, as the economy
progresses, consumers will increasingly demand premium
pay-TV offerings that Sky can deliver.
In September 2017, Sky
launched Blue Telecomm
Sky’s Broadband and Inter-
net services to provide addi-
tional services primarily to
our existing subscriber base.
0
8
.
0
8
.
.
3
7
6
6
.
20%
HD packages subscribers
Sales increased by 1.2% in 2017 while the num-
ber of customers remained close to 8 million.
During 2017, the number of clients that sub-
scribe to a high-definition package grew by 20%
and revenue per customer increased by 6%.
14
15
16
17
Subscribers
millions
13
CONTENT
Advertising
In 2017, we successfully migrated our
advertising customers to the new sales
model starting 2018.
With four free-to-air channels in Mexico
City —2, 4, 5, and 9— which Televisa oper-
ates with a combination of owned and affili-
ated network stations throughout Mexico, a
strong portfolio of pay-TV networks, and
new media platforms, Televisa is one of the
largest providers of advertising alternatives
in the Mexican market.
21.2%
Advertising revenues represent
60.9% of our Content revenues and
21.2% of our segment net sales.
During 2017, advertising sales posted a decrease of 10.8% for specific rea-
sons related to the way in which we used to sell advertising. Advertising
sold in our non-cancellable upfront, which typically accounts for the large
majority of advertising revenue in a given year, was priced per spot based
on, among other things, prior years’ ratings.
The pricing of such inventory remained fixed regardless of any change in
ratings when transmitted. As a result of the ratings increase during 2017,
clients achieved their target number of eyeballs with a smaller expense
and were practically absent from the scatter market.
We started 2018 having successfully migrated
our clients to a pricing mechanism based on a
cost-per-rating-point basis rather than on fixed
pricing scheme. All advertisers will now be billed
based on actual gross ratings points delivered.
.
5
5
2
.
0
3
2
.
2
3
72
0
2
.
14
15
16
17
Advertising
revenues
billion of pesos
(as reported)
14
Network Subscription Revenue
Licensing & Syndication
Televisa Networks is one of the most
successful producers and distributors of
content for pay-TV platforms in Mexico.
We are one of the world’s leading
producers of original Spanish-lan-
guage content for pay-TV platforms.
We commercialize 26 pay-TV brands
through 69 domestic and interna-
tional feeds, which reach over 45 mil-
lion subscribers around the world.
Over the years we have assem-
bled a portfolio of channels for
pay TV that improve every day,
and that capture many of the
viewers that migrate from free
to air networks to pay-TV.
.
4
14
4
.
25,000
In 2017, Televisa produced
over 25,000 hours of content
for our pay-TV networks. Tele-
visa’s pay-TV networks contin-
ue to be among the most
watched networks on pay-TV
platforms in Mexico.
.
6
3
9
2
.
14
15
16
17
Network
Subscription
Revenues
billion of pesos
(as reported)
Network Subscription Revenue decreased by
7.8% in 2017. The full year decrease is ex-
plained by the fact that a competitor is no
longer carrying our pay TV networks.
Televisa keeps successfully
exporting innovative content
around the world as well
as creating alliances with
new partners.
In the United States, through our Pro-
gramming License Agreement (“PLA”)
with Univision, we reach a very import-
ant demographic in the Spanish speak-
ing world: the Hispanic market.
U.S.$313.9 million
Our PLA grants Univision exclusive access to most of our
audiovisual content in any format for distribution in the
United States. In exchange, we receive a royalty payment
of 11.84% from Univision on all its audiovisual revenues.
In 2017, we received U.S.$ 313.9 million dollars in the
form of royalties from Univision. The royalty rate increased
to 16.13% starting on January 1, 2018. The royalty rate will
again increase to 16.45% starting on June 1, 2018.
Televisa’s content has been
distributed globally for many
decades and has an enduring
base of followers beyond
Mexico and the United
States. During 2017, we ex-
ported over 85 thousand
hours of our original pro-
gramming to 84 countries.
15
15169.29.17.76.51417Licensing & Syndicationbillion of pesos (as reported) Gaming
Publishing
During 2017, Televisa published 110
magazine titles in 14 countries. These
titles cover a wide variety of consum-
er interests from health, beauty, fash-
ion, and pop culture, to technology,
travel, sports, finance and science.
Some of our titles aim to capitalize on
the success of Televisa’s audiovisual
content and to engage with our audi-
ences at a deeper level.
As a result of structural challenges in the publishing industry, in-
cluding shifts in reading habits, wider availability of online con-
tent, higher penetration of fixed and broadband accesses, and
growing competition from emerging platforms, we continued
streamlining our operations, taking advantage of synergies that
exist in the development of content and our back office activities,
including purchasing, printing, and distribution. During 2017, we
were able to reap the benefits of having embarked in mid-2016 in
a cost-structure rationalization initiative without sacrificing sales
and product development. We also developed capabilities to
start monetizing short and long-format videos based on our
branded events and experiences.
During 2017, we continued in-
creasing our presence in the
comics market. We started nego-
tiating several new licenses
worldwide that will allow us to
expand our comics portfolio sig-
nificantly during 2018.
Having concluded our cost-
rationalization process in Mexico, we
embarked in aggressively restructuring
our international operations, divesting
our operations in Argentina and Peru.
PlayCity Casino and PlayCity Apuestas, in-
clude 17 sites across the country with
6,500 Electronic Gaming Machines and the
new sports betting website. Both business
lines have the most modern video reels
and bingo games, as well as the widest
sports betting offer in Mexico.
2017 was the 8th consecutive
year of EBITDA growth. Visits to
our casinos are at all-time high
due to our new customer service
and marketing quality standards.
PlayCity Apuestas was designed
to comply with most of the
e-commerce best practices and
standards, just in time to be the
biggest legal online betting web-
site, while replacing our legacy
lottery products.
16
Radio
As an important participant in Span-
ish-language radio in Mexico, Televisa
broadcasts news, music, sports and talk
show programming through a network
of 83 radio stations. Of these stations,
17 are owned and 66 are affiliates
owned by third parties.
Our radio stations use various program formats that tar-
get specific audiences and advertisers, and cross-promote
talent, content, and programming of our other business-
es, including television, sports, and news. We produce
some of Mexico’s top-rated radio stations, W Radio (News-
talk), W Deportes (Sports), Ke Buena (Mexican music), Los
40 (Pop music), and Ke Buena AM (Mexican music). Our
exclusive broadcast of certain soccer matches and other
sporting events has placed Televisa’s radio stations
among the highest-rated sports-broadcasting radio sta-
tions in Mexico.
Televisa’s entertainment and information radio pro-
grams are broadcast to more than 60% of Mexico’s
population. Four of our most popular stations
–Los 40, Ke Buena, W Radio, and Ke Buena AM–
are streamable over the Internet as well.
Televisa’s Other Businesses segment
includes publishing, gaming, radio,
soccer, feature-film distribution, and
publishing distribution businesses.
Our Radio business is always inno-
vating by expanding its program-
ming and services offering for the
benefit of both our audiences and
advertising customers.
OTHER
BUSINESSES
17
UNIVISION
In the United States, Televisa has equity
and warrants, which upon exercise,
would represent, as of the date of this
report, approximately 36% on a fully
diluted, as-converted basis of the
equity capital in Univision Holdings Inc.,
the controlling company of Univision
Communications Inc., the leading
media company serving the Hispanic
market in the United States. It includes:
Univision Network, one of the
leading networks in the United
States regardless of language and
the most-watched Spanish-
language broadcast television
network in that country available
in approximately 90% of U.S.
Hispanic television households.
UniMás, a leading Spanish-language
broadcast television network available
in approximately 84% of U.S. Hispanic
television households.
Univision Cable Networks, including Gala-
visión, the most-watched U.S. Spanish-lan-
guage entertainment cable network, as well
as UDN (Univision Deportes Network), the
most-watched U.S. Spanish-language sports
cable network, Univision tlnovelas, a 24-hour
Spanish-language cable network dedicated
to telenovelas, ForoTV, a 24-hour Span-
ish-language cable network dedicated to in-
ternational news, and an additional suite of
cable offerings: De Película, De Película Clási-
co, Bandamax, Ritmoson and Telehit.
18
62
TV Stations
Univision Local Media, which owns
and/or operates 62 television stations
and 58 radio stations in major U.S.
Hispanic markets and Puerto Rico.
Various digital properties consisting of on-
line and mobile websites and apps, includ-
ing Univision.com, the most visited Span-
ish-language website among U.S. Hispanics,
Univision Now, a direct to consumer video
service, Uforia, a music application featuring
multimedia music content.
Fusion Media Group (FMG), a division that serves young, diverse au-
diences. FMG includes two cable networks: news and lifestyle English
language network FUSION TV and a minority stake in El Rey Network,
a 24-hour English-language general entertainment cable network,
and a collection of leading digital brands that span a range of catego-
ries: technology (Gizmodo), sports (Deadspin), music (TrackRecord),
lifestyle (Lifehacker), modern women’s interests (Jezebel), news and
politics (Splinter), African American news and culture (The Root),
gaming (Kotaku), and car culture (Jalopnik). FMG also includes the
Company’s interest in comedy and news satire brands The Onion,
Clickhole and The A.V. Club.
Headquartered in New York City, Univi-
sion has television network operations
in Miami and television and radio sta-
tions and sales offices in major cities
throughout the United States.
The United States market is an inte-
gral part of Televisa’s strategy to
keep on expanding its global reach
and the partnership and alignment
with Univision is key for the success
of this expansion.
19
We are deeply committed to strengthening commu-
nities throughout Mexico and investing in their devel-
opment. During the last 17 years, Fundación Televisa,
or Fundación, has created and supported programs
that provide educational opportunities, promote cul-
tural identity and encourage community engage-
ment. Fundación offers a wide range of tools and op-
portunities that shape the lives of millions of Mexicans.
We have taken advantage of the Company’s wide
range of media platforms to promote social aware-
ness campaigns, and digital platforms to foster civic
participation. Fundación has developed various digi-
tal educational platforms that, through innovation
and creativity, allow users to substantially improve
their abilities and capabilities. These no-cost,
self-teaching tools are broadly available to many Mex-
icans that would otherwise lack basic tools and access
to opportunities. Many of these efforts have improved
the lives of millions of people.
Establishing strong, strategic partnerships is a prior-
ity for Fundación. These partnerships have improved
Fundación’s effectiveness and have broadened its
reach. We continuously seek out and collaborate
with experts in the academic, business, and financial
fields, as well as with other organizations to benefit a
greater number of people. During these 17 years,
we have developed partnerships with more than
400 non-governmental organizations, as well as with
public and private institutions.
We believe that the best way to enhance quality of life,
increase economic opportunities, and improve the
well-being of families across Mexico is through educa-
tion. Therefore, we offer a range of programs tailored
for every development stage, including early child-
hood campaigns for newborns to 3 year-olds, access
to high-quality elementary and basic education for 4
to 15 year-olds, programs to increase middle and
high school completion rates for 16 to 22 year-olds,
including an educational program that teaches chil-
dren computer coding, in which, in 2017, 27,113 stu-
dents from public schools in ten states across Mexico
learned basic coding skills from 1,037 teachers, in-
structors. These programs, which focus on enhancing
FUNDACIÓN
TELEVISA
20
the quality of education in Mexico, include scholarships,
school infrastructure, media labs, reading workshops, knowl-
edge competitions, and the promotion of entrepreneurship
and universal values. Our entrepreneurship program
“Posible”, has become the major non-governmental program
to support startups in Latin America, enrolling more than
96,000 individuals in 2017, 51% of which are women.
Fundación also focuses on expanding the reach of Mexi-
can culture. We promote our cultural values inside and
outside of Mexico, sponsoring and promoting various exhi-
bitions, collaborations, and investigative digital and editori-
al projects, which benefit from the access to our photogra-
phy and audiovisual collection one of the most important
visual arts collections in Latin America; our exhibitions have
been visited by thousands of people.
Ensuring that we make an effective and significant contribu-
tion for disaster relief, Fundación worked closely with differ-
ent areas and subsidiaries of the Company to set up collec-
tion centers to receive in-kind donations for families affected
by the September 2017 earthquakes and floods. Through its
main operation center established at the Azteca Stadium,
Fundación’s team and approximately 18,000 volunteers dis-
tributed over 1,110 tons of food, water and medical and
home supplies that came from thousands of institutional
and individual donors. Volunteers included key opinion lead-
ers, sports and media figures and executives from the Com-
pany. These goods were delivered to 103 communities and
shelters in the states of Oaxaca, Chiapas, Puebla, Morelos,
Estado de México, Guerrero, and Ciudad de México. With
the support of a large number of citizens, Fundación be-
came a bridge of service between Mexican volunteers and
those in need of help. In addition, in an effort to continue
supporting the affected areas we began activities for the re-
covery stage. Fundación was part of an alliance that raised
over Ps.255 million to build new houses, schools and critical
infrastructure in the affected areas. Thanks to the help of
other partners, Fundación plans to work on economic devel-
opment on the coast of Oaxaca with local entrepreneurs, ar-
tisans, small businesses and college students.
Through our BAJA Initiative, Fundación established 133
thousand hectares of protected areas and over 11 thou-
sand hectares of recovery zones for responsible fishing vil-
lages in partnership with local communities along the coast
of the Sea of Cortes. These efforts led to an increase in the
biomass of seven species of commercial interest in the area.
In the United States, through Televisa Foundation, we sup-
port the Hispanic community. Our efforts are particularly
focused on improving the lives of Hispanic children and
young adults through programs focused on education and
culture, including:
• A program to communicate the importance of early
childhood for healthy cognitive development to His-
panic families. To that end, through a network of sever-
al key partnerships, including prestigious international
organizations such as UNICEF (who in particular adopt-
ed the concept as a global campaign), we provide prac-
tical information and disseminate our message through
Univision and various other social media platforms,
reaching millions of people.
State of the art learning material programs to strength-
en bilingual education for young students. Our plat-
form “Aprende con el Chavo” has reached over three
million users in the United States through our apps
Learn Math, Learn English, Learn Spanish, Learn Code
and Explore with El Chavo.
•
• A program directed to boosting the development of
scientific and technological abilities in Hispanic chil-
dren, with an emphasis on young women. This pro-
gram has gained recognition and support through a
national campaign in the United States, and the United
Nations has recognized it as one of the top five global
initiatives to close the gender gap in the tech sector.
We have developed the skills and engaged hundreds
of latina middle school girls through our TECHNO-
LOchicas Lift program.
Televisa Foundation’s cultural program aims to strengthen
the sense of identity among Hispanic families and pro-
motes Mexican visual arts in the United States. In 2017, we
sponsored an exhibition of Gabriel Figueroa’s work at Cen-
tro Cultural McNicols in Denver, Colorado as well as a film
cycle “Between Twilight and Dawn: Julio Bracho and the
Golden Age of Mexican Cinema” at the Museum of Modern
Art in New York City. In 2017, Televisa Foundation orga-
nized “La Calle”, an exhibition by Alex Webb, in collabora-
tion with Apperture Foundation in New York City.
21