Business
Preliminary Audited Results
Preliminary Audited Results.
About this update from Tinybuild Inc.
[{"type":"text","content":"\n \n \n 15 April 2025 \n \n tinyBuild, Inc \n (\"tinyBuild\" or the \"Company\") \n \n Preliminary Audited Results for the year ended 31 December 2024 \n \n tinyBuild (AIM:TBLD), a premium video games publisher and developer with global operations, announce s the C ompany's audited results for the twelve months ended 31 December 2024. \n \n Financial Summary (audited): \n \n \n \n \n (12 months ended December, $'000) \n \n \n 2024 \n \n \n 2023 \n \n \n change \n \n \n \n \n Revenue \n \n \n 34,699 \n \n \n 44,663 \n \n \n -22% \n \n \n \n \n Operating profit/ (loss) \n \n \n (20,378) \n \n \n (63,757) \n \n \n nmf \n \n \n \n \n Profit/ (loss) before tax \n \n \n (20,261) \n \n \n (63,494) \n \n \n nmf \n \n \n \n \n Basic earnings/ (loss) per share ($ cent) \n \n \n (5.4) \n \n \n (30.7) \n \n \n nmf \n \n \n \n \n Operating cash flow \n \n \n 6,290 \n \n \n 10,879 \n \n \n -42% \n \n \n \n \n Net cash, at 31 December \n \n \n 3,088 \n \n \n 2,500 \n \n \n 24% \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Adj. EBITDA 1 \n \n \n (3,681) \n \n \n (7,113) \n \n \n nmf \n \n \n \n \n 1 Excludes share-based compensation expenses, and exceptional items (e.g. Impairment) includes amortisation of Development costs \n \n Financial highlights: \n \n \n \n \n \n ● \n \n \n Revenue declined 22% to $34.7m (2023: $44.7m), due to lower flow through from titles launched in 2023, the disappointing performance of 2024 launches (e.g. Broken Roads and Level Zero: Extraction), some game delays and a generally weak market. \n \n \n \n \n ● \n \n \n Adj. EBITDA loss improved to $3.7m (2023: $7.1m), as the result of cost actions and a slightly more favourable revenue mix partly offset lower revenues. \n \n \n \n \n ● \n \n \n Operating loss was $20.4m (2023: $63.8m), because of a further $13.7m impairment of development advances (2023: $36.2m), and a $1.8m impairment of trade receivables (2023: $nil). Excluding these one-off charges, the operating loss is $4.9m (2023: $12.3m). \n \n \n \n \n ● \n \n \n Loss before tax was $20.3m (2023: $63.5m) and basic EPS was -5.4c (2023: -30.7c). \n \n \n \n \n ● \n \n \n Operating cash flow decreased to $6.3m (2023: $10.9m), because of revenue decline and broadly neutral net working capital contribution. \n \n \n \n \n ● \n \n \n As expected, net cash at 31 December 2024 was $3.1m compared to $2.5m at 31 December 2023, reflecting lower revenues and $19.4m investment in development costs (2023: $31.9m) . \n \n \n \n \n \n Operational highlights: \n \n \n \n \n \n ● \n \n \n Back catalogue sales represented 87% of total revenue (2023: 92%), including a solid performance of the top franchises. \n \n \n \n \n ● \n \n \n Contribution to revenues from own-IP titles increased to 77% of Gaming revenues (2023: 66%), as performance of first- and second-party titles improved. \n \n \n \n \n ● \n \n \n In H1 2024, tinyBuild sold Total Reliable Delivery Service and Surgeon Simulator to Atari. \n \n \n \n \n ● \n \n \n In 2024, tinyBuild released a number of new titles, including Lil' Guardsman , Kill it With Fire 2 , Broken Roads , DUCKSIDE , Level Zero: Extraction , VOIN and Drill Core , plus v1.0 for I am Future and Deadside , and DLCs for Cartel Tycoon , Punch Club 2 and Not For Broadcast . \n \n \n \n \n \n \n Employee Benefit Trust: \n \n \n \n \n \n ● \n \n \n During the year, the Employee Benefit Trust has purchased an additional 971,636 ordinary shares on the market and held a total of 3,937,587 ordinary shares as of 31 December 2024. The EBT was set up in 2022 for the benefit of current and future employees and will continue to act independently of the Company to satisfy potential future option exercises of vested options granted. \n \n \n \n \n \n \n Post Period End highlights: \n \n \n \n \n \n ● \n \n \n On 3 April 2025, tinyBuild announced the disposal of Red Cerberus for a total consideration of $1.5m in cash, subject to standard net working capital adjustments, and the proceeds will be used for general working capital purposes. \n \n \n \n \n ● \n \n \n Deadside 's strong performance following its v1.0 and console launch, will help support investments in upcoming high-potential game releases scheduled for the second half of this year. Kingmakers is currently #15 in the global Steam wishlists rank, SAND #40, Streets of Rogue 2 #57 and FEROCIOUS #135. \n \n \n \n \n ● \n \n \n The announcement trailer of SpeedRunners 2, tinyBuild's iconic competitive platformer, collected over 20 million views across YouTube in the first three days, making it one of the most successful announcements in the Company's history. The Company also announced new titles such as The King is Watching , ALL WILL FALL and Of Ash and Steel . \n \n \n \n \n \n Outlook: \n \n \n \n \n \n ● \n \n \n As at 31 March 2024, the Company had cash levels in the low single digit millions. Cash and cash equivalents are anticipated to reach a trough point in the summer of 2025 and is expected to improve post the launch of certain high-potential new games. \n \n \n \n \n ● \n \n \n The performance of Deadside and the disposal of Red Cerberus has provided the Company with greater flexibility and the exact release dates for games will be set taking into account competitive launches and, as is standard, risk remains around new launches and the ability to convert wishlists into revenue. \n \n \n \n \n ● \n \n \n The cash position will be carefully managed as the Company invests in upcoming game releases in a disciplined manner. The Company has no borrowings and it continues to assess its IP portfolio for strategic opportunities. \n \n \n \n \n ● \n \n \n The pipeline for 2025 and beyond is strong and includes a number of larger-budget (above $1m), high-potential games alongside continuous investment in the catalogue including updates, DLCs and platform launches. \n \n \n \n \n ● \n \n \n The continuation of the conflict in Ukraine and the evolving macroeconomic situation impose caution and vigilance in the medium and long term. In particular, tinyBuild continues to carefully assess the position of its staff, its exposure in terms of revenues and any other factor that may have an impact on the business. \n \n \n \n \n ● \n \n \n All considered, the Board remains confident the Company is on track to deliver results in line with expectations. \n \n \n \n \n \n Alex Nichiporchik, Chief Executive Officer of tinyBuild, commented: \n \"In 2024 we adjusted our strategy and focused on cash generation making hard choices that allowed us to invest in a disciplined manner in high-potential games. tinyBuild will only be successful if it continues to create and expand new IP even when the whole industry is retrenching.\" \n \n \"Our back-catalogue is well-diversified and it will generate revenues in the long term as demonstrated by the relaunch of Deadside. We see early signs of success in our shift towards the 1,000 hour game ideal, and we will experiment with the aim. to add additional revenue streams, including multimedia.\" \n \n \n \n \n Enquiries : \n \n \n \n \n tinyBuild, Inc \n Alex Nichiporchik - Chief Executive Officer and Co-Founder \n Giasone (Jaz) Salati - Chief Financial Officer \n \n \n \n [email protected] \n \n \n \n \n \n Berenberg (Nominated Adviser and Broker) \n Mark Whitmore, Ciaran Walsh, Milo Bonser \n \n \n \n +44 (0)20 3207 7800 \n \n \n \n \n \n SEC Newgate (Financial PR) \n Robin Tozer \n \n \n \n [email protected] \n +44 (0)7540 106366 \n \n \n \n \n \n About tinyBuild: \n Founded in 2013, tinyBuild (AIM: TBLD) is a global video games publisher and developer, with a catalogue of more than 70 premium titles across different genres. tinyBuild's strategy is to focus on its own intellectual property (IP) to build multi-game and multimedia franchises, in partnership with developers. \n \n tinyBuild is headquartered in the USA with operations stretching across the Americas and Europe. The Group's broad geographical footprint enables the Company to source high-potential IP, access cost-effective development resources, and build a loyal customer base through its innovative grassroots marketing. \n \n tinyBuild was admitted to AIM, a market by the London Stock Exchange, in March 2021. \n \n For further information, visit: www.tinybuildinvestors.com . \n \n \n \n \n CHAIRMAN'S STATEMENT \n The games industry is in flux. The past year has seen fundamental shifts in how games are discovered, played, and monetized. Long development cycles, the increasing cost of production, and rapidly evolving platform dynamics are putting pressure on studios and publishers to adapt or be left behind. As tinyBuild faces and decodes these challenges, we deal with them not just as obstacles but as opportunities to refine our approaches, move with greater speed and ensure that our games reach players in the right way, at the right time. \n One of our key changes has been ensuring our games get to market quicker, without compromising on quality. Our teams have become more efficient, focused on tighter production cycles and smarter iteration. In parallel to this production strategy, we continue to publish partners who are creating incredibly unique and appealing titles: The King is Watching was one of the standout titles of the latest Steam Next Fest, a signal the title is on the right track to success. Kingmakers, Rust and Streets of Rogue 2 have also generated strong anticipation, reinforcing our confidence that we are developing games that exceed players' expectations. At the same time, Deadside 's console release has revitalized its presence on Steam and led to a significant uptick of players, validating our long-term approach to growing our evergreen titles. \n The reality of the industry today is that platforms like Steam are more competitive than ever before. The rules and algorithms are constantly shifting, and success demands a deep understanding of what makes games discoverable and engaging. We continue to refine our publishing and marketing strategies, leveraging tests, community insights and platform relationships to maximize our games' reach. At the same time, we are making sure our development teams are structured in a way that allows for more creative autonomy while keeping efficiency at the core of our process. \n Within such a rapidly changing market, adaptability is key. The industry-wide wave of cancellations and studio closures has created a future vacuum - fewer games will be launching over the next few years in the spaces we operate on, creating an opportunity for those who can deliver high-quality experiences efficiently. Our focus remains on filling these gaps with well-positioned, efficiently-made games that players can truly engage with for the long run. \n Looking forward to 2025 and beyond, tinyBuild is sharpening its approach: smarter development cycles, better execution, and a portfolio built for resilience. Our mission remains unchanged: to create games that players love, while ensuring a sustainable and thriving business based on the continuous management of the titles that succeed at launch. The challenges ahead are real, but so are the opportunities, and we are more confident than ever in our ability to seize them thanks to an incredibly creative team and the games they are building. \n \n \n Henrique Olifiers \n Non-Executive Chairman \n \n \n \n \n CHIEF EXECUTIVE'S REVIEW \n \n 2024 was another turbulent year for the industry. We saw firsthand how inflated pandemic-era budgets finally hit the market, and not all of those heavily funded projects have landed well with players. Many studios and publishers are adapting slowly to players' shorter attention spans and a \"play, don't show\" mindset. These factors have shaped tinyBuild's approach over the last twelve months-and will continue to influence us in the year ahead. \n \n From a macro perspective, studios in higher-cost locations felt even more acutely the pinch of rising operational expenses over the past few years. For some, that posed existential questions about sustainability. Meanwhile, some of our own teams leveraged more distributed setups, allowing us to stay nimble, reduce overhead, and focus on the actual product: great games that connect with audiences quickly. \n \n Industry overcapacity and fast iteration \n \n The funding crunch that began in 2023 with rising capital costs persisted into 2024, adding to rising labor expenses. Mix that with a crowded release slate of unfinished games and you have all the ingredients for a disaster. For smaller or less agile studios, the window to capture audience interest narrowed dramatically. \n \n Meanwhile, gamer tastes shifted even further toward real-time involvement, such as open alpha or beta tests and influencer-led previews. These are invaluable opportunities to iterate fast, gather player feedback early, and respond in days or weeks instead of months. \n \n In this context it is essential to stay lean and flexible to adapt the cost base quickly when needed, shifting budget from one project to the other, from one studio to the other one. We refined our pipeline, prioritizing titles that resonated in our demos and playtests - taking by the horns that \"play, don't show\" ethos that modern gamers demand. \n \n We continued to work on deeply replayable titles, the 1,000-hour games, developing systems rather than content and focusing on emergent gameplay whenever possible. It's about letting players shape their experience. Minecraft, Rust, and ARK all prove how powerful that model can be. This approach resonates with the general shift in consumer expectations - players want to define their own goals, storylines, and achievements in-game. \n \n We like multiplayer experiences ( Secret Neighbor, SpeedRunners, Pandemic Express, Deadside, SAND, Rawmen, Kingmakers, Level Zero ), even better if coupled with features that all players can enjoy right away. Think crafting, social hubs, and user-driven events, instead of churning out DLCs for a shrinking hardcore fans base. \n \n \n CASE STUDY - Short development cycle \n One notable achievement in 2024 was the rapid development and successful launch of DUCKSIDE . Conceived in January and announced on April 1st, this persistent-world PvP survival game entered the market in under 12 months, ended up attracting over 120,000 highly engaged players . \n \n The project built on existing technology from Deadside , allowing the team to address typical complexities associated with large-scale multiplayer worlds, such as server stability and building mechanics, without lengthy delays. Streamlined collaboration between internal teams fueled DUCKSIDE's rapid iteration cycle. Weekly multi-hour play sessions and direct code-sharing minimized development bottlenecks, and new Steam Playtest features accelerated user acquisition and feedback. \n \n The result is an example of agile production at scale, centered around emergent gameplay that resonates with fans of the survival-shooter genre. The game has also been designed to be accessible to newcomers to the genre, blending humor with hardcore survival elements. Player feedback highlighted the refreshing \"duck with a gun\" concept while enjoying the game's high level of difficulty-an intentional design that amplifies both the risk and reward of persistent PvP. \n \n An open discussion with the community on the back of multiple playtests surfaced issues like base-building systems leading to server crashes. And it gave the team a chance to find solutions, such as balancing the wipe cycle, which resets player progress to keep the gameplay consistently engaging. \n \n And DUCKSIDE is not the only game that was developed in under a year. Drill Core , a completely new IP, was also developed in less than 12 months from prototype to successful launch in September 2024. The game accumulated 85% positive reviews since launch, increasing to 95% positive reviews after the recent Jungle update. \n \n \n \n Looking ahead to 2025 \n Even more than in the past, we are now laser-focused on games that are both scalable and true to our emergent design values. We remain confident that by staying agile, we can deliver compelling experiences - even in a crowded market. Our pipeline speaks louder than any commentary: Kingmakers (#15 on team global wishlists), SAND (#40), Streets of Rogue 2 (#57) and FEROCIOUS (#135), to name just a few. \n \n 2024 was about adaptation, learning, and setting the stage for a strong 2025. Our entire team remains committed to pushing boundaries, embracing new models of play, and delivering on the promise of truly player-driven games. Thank you for joining us on this journey and we look forward to making further announcements during the year. \n \n \n Alex Nichiporchik \n CEO and Founder \n \n Dated : 15 April 2025 \n \n \n \n CHIEF FINANCIAL OFFICER'S REVIEW \n \n 2024 was a transition year. In January, we successfully raised over $11m in new capital, welcoming Atari as a new core investor in tinyBuild. Throughout the year we continued to monitor cash flow carefully to provide adequate funding to the most promising, high-potential project which received strong external validation. \n \n Revenue \n Revenue generated from games sold to consumers dropped to $29.9m (-18% y-o-y), as a result of limited flow-through from new games released in 2023, aggravated by a 50% drop in development revenues, mostly due to further decline in platform deals (e.g., subscription programs, development partnerships and exclusivity agreements). Events revenues were up to $1.4m as DevGAMM strengthened its position in new locations. Overall, revenues declined by 22% (2023: -23%) from $44.7m to $34.7m. \n \n Revenue generated from own-IP (first- and second-party games) increased to 77% of gaming revenues (2023: 65%), as a result of changes in portfolio mix. Revenues from new releases increased to 13% (2023: 8%), with successful new releases including DUCKSIDE and Drill Core . The top five games generated 45% of total revenues (2023: 47%), and the top 10 games 59% (2023: 65%), demonstrating broader diversification across audiences, genres and technologies. \n \n Operating Loss and Adjusted EBITDA \n Operating loss was $20.5m (2023: $60.8m operating loss), impacted by the $10m decline in revenues, the $13.7m impairment of software development costs. There were no exceptional charges for 2024 (2023: $3.5m related to a legal settlement). \n \n Adjusted EBITDA is presented net of amortisation of development costs, excluding share-based compensation expenses, amortisation of purchased IP and other intangible assets and one-off costs. Adjusted EBITDA loss was $3.8m (2023: $7.1m loss), driven by the decline in revenues more than offsetting the reduction in costs. \n \n Interest income and taxation \n Interest income was $0.1m (2023: $0.4m) and the tax charge was $0.3m (2023: $0.6m tax credit). \n \n Financial Position \n In 2024, the net cash position increased to $3.1m from $2.5m. Investments in new games, including a number of larger-budget titles, more than offset cash generated by the operations and was partly funded by the January capital raise and partly funded by disposal of non-core IP such as Surgeon Simulator and Totally Reliable Delivery Service . In February 2024, tinyBuild also paid the remaining $2.0m as part of the legal settlement announced in December 2023. \n \n Capitalised software development costs decreased from $31.9m in 2023 to $19.3m in 2024 as a result of more selective investments in upcoming pipeline releases. As at 28 February 2025, before the launch of high-potential games planned for release in 2025, the Company had cash levels in the low single-digit millions. This is anticipated to reduce toward the half year as the Company invests in upcoming game releases. \n \n Goodwill remained at zero (2023: nil). IP decreased to $11.4m (2023: $16.1m) and Software Development decreased to $29.1m (2023: $34.0m) as the impairment carried out in 2024 more than offset additions. \n \n Cash Flow \n Cash flows from operating activities decreased from $10.9m to $6.2m primarily due to lower revenues and game delays, more than offsetting the decrease in investments. It is important to note that timing issues can fluctuate year over year and variability here is to be expected especially during the holiday season and partners' payment terms. \n \n Employee incentive plan and EBT update \n During the year, the Employee Benefit Trust has purchased an additional 971,636 ordinary shares on the market and held a total of 3,937,587 ordinary shares as of 31 December 2024. The EBT was set up in 2022 for the benefit of current and future employees and will continue to act independently of the Company to satisfy potential future option exercises of vested options granted. \n \n As previously announced, the Remuneration Committee of tinyBuild intends to utilise share awards to incentivise and retain key employees and executive directors. The share awards not only encourage share ownership and stakeholder alignment in the business but also serves to preserve cash resources that would otherwise be used by the Company to satisfy bonus awards. A further announcement will be made in due course in connection with these awards, which includes a multiyear vesting share award to Giasone (Jaz) Salati, CFO of the Company. Where possible, the Company has the option to issue shares from the employee benefit trust to satisfy such awards. \n \n Acquisitions and disposals \n In the first half of 2024 the Company sold Totally Reliable Delivery Service and Surgeon Simulation for an aggregate consideration of $3m. \n \n Events after the reporting date \n On 3 April tinyBuild announced the disposal of Red Cerberus for $1.5m in cash, subject to standard net working capital adjustments. The disposal will be marginally accretive in 2025 and the proceeds shall be used for general working capital purposes. \n \n Giasone (Jaz) Salati \n Chief Financial Officer \n \n \n \n \n TINYBUILD INC. \n \n CONSOLIDATED INCOME STATEMENT \n \n FOR THE YEAR ENDED 31 DECEMBER 2024 \n \n \n \n \n \n \n \n \n \n \n \n \n Note \n \n \n 2024 \n $'000 \n \n \n 2023 \n $'000 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Revenue \n \n \n 5 \n \n \n 34,699 \n \n \n 44,663 \n \n \n \n \n Cost of sales: \n \n \n \n \n \n \n \n \n \n \n \n \n \n - Cost of sales \n \n \n \n \n \n (21,370) \n \n \n (30,980) \n \n \n \n \n - Impairment of software development costs \n \n \n \n \n \n (13,663) \n \n \n (36,206) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Total cost of sales \n \n \n \n \n \n (35,033) \n \n \n (67,186) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Gross loss \n \n \n \n \n \n (334) \n \n \n (22,523) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Administrative expenses: \n \n \n \n \n \n \n \n \n \n \n \n \n \n - General administrative expenses \n \n \n \n \n \n (19,110) \n \n \n (26,090) \n \n \n \n \n - Impairment of intangible assets \n \n \n \n \n \n - \n \n \n (11,849) \n \n \n \n \n - Impairment of trade receivables \n \n \n \n \n \n (1,811) \n \n \n - \n \n \n \n \n - Share-based payment expenses \n \n \n \n \n \n (147) \n \n \n (414) \n \n \n \n \n - Non-recurring costs \n \n \n 6 \n \n \n - \n \n \n (3,500) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Total administrative expenses \n \n \n \n \n \n (21,068) \n \n \n (41,853) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Other income \n \n \n 7 \n \n \n 1,024 \n \n \n 619 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Operating loss \n \n \n 9 \n \n \n (20,378) \n \n \n (63,757) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Finance costs \n \n \n 10 \n \n \n (27) \n \n \n (128) \n \n \n \n \n Finance income \n \n \n 11 \n \n \n 144 \n \n \n 391 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Loss before tax \n \n \n \n \n \n (20,261) \n \n \n (63,494) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Income tax (expense)/credit \n \n \n 12 \n \n \n (333) \n \n \n 649 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Loss for the year \n \n \n \n \n \n (20,594) \n \n \n (62,845) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Loss for the year is attributable to: \n \n \n \n \n \n \n \n \n \n \n \n \n \n Owners of the parent company \n \n \n \n \n \n (20,522) \n \n \n (62,537) \n \n \n \n \n Non-controlling interests \n \n \n \n \n \n (72) \n \n \n (308) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n (20,594) \n \n \n (62,845) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Basic earnings per share ($) \n \n \n 13 \n \n \n (0.054) \n \n \n (0.307) \n \n \n \n \n Diluted earnings per share ($) \n \n \n 13 \n \n \n (0.054) \n \n \n (0.307) \n \n \n \n \n Adjusted EBITDA* \n \n \n 14 \n \n \n (3,681) \n \n \n (7,113) \n \n \n \n \n \n *Adjusted EBITDA is a non-IFRS measure and is defined as earnings after capitalised software development costs but before interest, tax, depreciation, amortisation, share-based payment expenses, impairment and other significant one-off other income or expense items. \n \n TINYBUILD INC. \n \n CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME \n \n FOR THE YEAR ENDED 31 DECEMBER 2024 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n 2024 \n $'000 \n \n \n 2023 \n $'000 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Loss for the year \n \n \n \n \n \n (20,594) \n \n \n (62,845) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Other comprehensive loss net of taxation \n \n \n \n \n \n \n \n \n \n \n \n \n \n Exchange differences on translation of foreign operations - may be reclassified to profit and loss \n \n \n \n \n \n \n (118) \n \n \n \n (24) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Total comprehensive loss for the year \n \n \n \n \n \n (20,712) \n \n \n (62,869) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Total comprehensive loss for the year is attributable to: \n \n \n \n \n \n \n \n \n \n \n Owners of the parent company \n \n \n \n \n \n (20,640) \n \n \n (62,561) \n \n \n \n \n Non-controlling interests \n \n \n \n \n \n (72) \n \n \n (308) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n (20,712) \n \n \n (62,869) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n TINYBUILD INC. \n \n CONSOLIDATED STATEMENT OF FINANCIAL POSITION \n \n AS AT 31 DECEMBER 2024 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n 2024 \n \n \n 2023 \n \n \n \n \n ASSETS \n \n \n Note \n \n \n $'000 \n \n \n $'000 \n \n \n \n \n Non-current assets \n \n \n \n \n \n \n \n \n \n \n \n \n \n Other intangible assets \n \n \n 15 \n \n \n 41,750 \n \n \n 51,512 \n \n \n \n \n Property, plant and equipment: \n \n \n \n \n \n \n \n \n \n \n \n \n \n - owned assets \n \n \n 16 \n \n \n 287 \n \n \n 661 \n \n \n \n \n - right-of-use assets \n \n \n 16 \n \n \n 374 \n \n \n 374 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Other receivables \n \n \n 18 \n \n \n 408 \n \n \n 385 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Total non-current assets \n \n \n \n \n \n 42,819 \n \n \n 52,932 \n \n \n \n \n Current assets \n \n \n \n \n \n \n \n \n \n \n \n \n \n Trade and other receivables \n \n \n 19 \n \n \n 7,951 \n \n \n 13,666 \n \n \n \n \n Cash and cash equivalents \n \n \n \n \n \n 3,088 \n \n \n 2,500 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Total current assets \n \n \n \n \n \n 11,039 \n \n \n 16,166 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n TOTAL ASSETS \n \n \n \n \n \n 53,858 \n \n \n 69,098 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n EQUITY AND LIABILITIES \n Equity \n \n \n \n \n \n \n \n \n \n \n \n \n \n Share capital \n \n \n 24 \n \n \n 397 \n \n \n 204 \n \n \n \n \n Share premium \n \n \n 24 \n \n \n 76,809 \n \n \n 65,593 \n \n \n \n \n Own shares \n \n \n 24 \n \n \n (1,100) \n \n \n (1,031) \n \n \n \n \n Warrant reserve \n \n \n \n \n \n 1,920 \n \n \n 1,920 \n \n \n \n \n Translation reserve \n \n \n \n \n \n (135) \n \n \n (17) \n \n \n \n \n Accumulated Deficit \n \n \n \n \n \n (38,587) \n \n \n (18,213) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Equity attributable to owners of the parent company \n \n \n \n \n \n 39,304 \n \n \n 48,456 \n \n \n \n \n Non-controlling interest \n \n \n \n \n \n (423) \n \n \n (351) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Total equity \n \n \n \n \n \n 38,881 \n \n \n 48,105 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n LIABILITIES \n \n \n \n \n \n \n \n \n \n \n \n \n \n Non-current liabilities \n \n \n \n \n \n \n \n \n \n \n \n \n \n Lease liabilities \n \n \n 20 \n \n \n 218 \n \n \n 146 \n \n \n \n \n Deferred tax liabilities \n \n \n 22 \n \n \n 154 \n \n \n 388 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Total non-current liabilities \n \n \n \n \n \n 372 \n \n \n 534 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Current liabilities \n \n \n \n \n \n \n \n \n \n \n \n \n \n Trade and other payables \n \n \n 19 \n \n \n 14,441 \n \n \n 20,227 \n \n \n \n \n Lease liabilities \n \n \n 20 \n \n \n 164 \n \n \n 232 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Total current liabilities \n \n \n \n \n \n 14,605 \n \n \n 20,459 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Total liabilities \n \n \n \n \n \n 14,977 \n \n \n 20,993 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n TOTAL EQUITY AND LIABILITIES \n \n \n \n \n \n 53,858 \n \n \n 69,098 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n The Consolidated Financial Statements were approved by the Board of Directors and authorised for issue on 15 April 2025 and are signed on its behalf by: \n \n \n Alex Nichiporchik - CEO and Founder \n \n \n \n TINYBUILD INC. \n \n CONSOLIDATED STATEMENT OF CHANGES IN EQUITY \n \n FOR THE YEAR ENDED 31 DECEMBER 2024 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Share capital \n \n \n Share premium \n \n \n Own shares \n \n \n Warrant reserve \n \n \n Translation reserve \n \n \n Accumulated deficit \n \n \n Total equity attributable to owners of the parent company \n \n \n Non-controlling interest \n \n \n Total \n equity \n \n \n \n \n \n \n \n \n \n \n $'000 \n \n \n $'000 \n \n \n $'000 \n \n \n $'000 \n \n \n $'000 \n \n \n $'000 \n \n \n $'000 \n \n \n $'000 \n \n \n $'000 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Balance at 1 January 2024 \n \n \n \n \n \n 204 \n \n \n 65,593 \n \n \n (1,031) \n \n \n 1,920 \n \n \n (17) \n \n \n (18,213) \n \n \n 48,456 \n \n \n (351) \n \n \n 48,105 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Loss for the year \n \n \n \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n (20,522) \n \n \n (20,522) \n \n \n (72) \n \n \n (20,594) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Other comprehensive loss: \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Foreign exchange differences on the translation of foreign operations \n \n \n \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n (118) \n \n \n - \n \n \n (118) \n \n \n - \n \n \n (118) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Total comprehensive loss for the year \n \n \n \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n (118) \n \n \n (20,522) \n \n \n (20,640) \n \n \n (72) \n \n \n (20,712) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Transactions with owners in their capacity as owners: \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Share-based payment charge \n \n \n \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n 148 \n \n \n 148 \n \n \n - \n \n \n 148 \n \n \n \n \n Issue of shares, net of $889K issuance costs \n \n \n 24 \n \n \n 193 \n \n \n 11,216 \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n 11,409 \n \n \n - \n \n \n 11,409 \n \n \n \n \n Own shares acquired \n \n \n 24 \n \n \n - \n \n \n - \n \n \n (69) \n \n \n - \n \n \n - \n \n \n - \n \n \n (69) \n \n \n - \n \n \n (69) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Total transactions with owners \n \n \n \n \n \n 193 \n \n \n 11,216 \n \n \n (69) \n \n \n - \n \n \n - \n \n \n 148 \n \n \n 11,488 \n \n \n - \n \n \n 11,488 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Balance at 31 December 2024 \n \n \n \n \n \n 397 \n \n \n 76,809 \n \n \n (1,100) \n \n \n 1,920 \n \n \n (135) \n \n \n (38,587) \n \n \n 39,304 \n \n \n (423) \n \n \n 38,881 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n TINYBUILD INC. \n \n CONSOLIDATED STATEMENT OF CHANGES IN EQUITY \n \n FOR THE YEAR ENDED 31 DECEMBER 2023 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Share capital \n \n \n Share premium \n \n \n Own shares \n \n \n Warrant reserve \n \n \n Translation reserve \n \n \n Accumulated deficit \n \n \n Total equity attributable to owners of the parent company \n \n \n Non-controlling interest \n \n \n Total \n equity \n \n \n \n \n \n \n \n \n \n \n $'000 \n \n \n $'000 \n \n \n $'000 \n \n \n $'000 \n \n \n $'000 \n \n \n $'000 \n \n \n $'000 \n \n \n $'000 \n \n \n $'000 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Balance at 1 January 2023 \n \n \n \n \n \n 204 \n \n \n 65,593 \n \n \n - \n \n \n 1,920 \n \n \n 7 \n \n \n 43,910 \n \n \n 111,634 \n \n \n (43) \n \n \n 111,591 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Loss for the year \n \n \n \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n (62,537) \n \n \n (62,537) \n \n \n (308) \n \n \n (62,845) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Other comprehensive income: \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Foreign exchange differences on the translation of foreign operations \n \n \n \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n (24) \n \n \n - \n \n \n (24) \n \n \n - \n \n \n (24) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Total comprehensive income for the year \n \n \n \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n (24) \n \n \n (62,537) \n \n \n (62,561) \n \n \n (308) \n \n \n (62,869) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Transactions with owners in their capacity as owners: \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Share-based payment charge \n \n \n \n \n \n - \n \n \n - \n \n \n \n \n \n - \n \n \n - \n \n \n 414 \n \n \n 414 \n \n \n - \n \n \n 414 \n \n \n \n \n Own shares acquired \n \n \n \n \n \n - \n \n \n - \n \n \n (1,031) \n \n \n - \n \n \n - \n \n \n - \n \n \n (1,031) \n \n \n - \n \n \n (1,031) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Total transactions with owners \n \n \n \n \n \n - \n \n \n - \n \n \n (1,031) \n \n \n - \n \n \n - \n \n \n 414 \n \n \n (617) \n \n \n - \n \n \n (617) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Balance at 31 December 2023 \n \n \n \n \n \n 204 \n \n \n 65,593 \n \n \n (1,031) \n \n \n 1,920 \n \n \n (17) \n \n \n (18,213) \n \n \n 48,456 \n \n \n (351) \n \n \n 48,105 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n TINYBUILD INC. \n \n CONSOLIDATED STATEMENT OF CASH FLOWS \n \n FOR THE YEAR ENDED 31 DECEMBER 2024 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n 2024 \n \n \n 2023 \n \n \n \n \n \n \n \n Note \n \n \n $'000 \n \n \n $'000 \n \n \n \n \n Cash flows from operating activities \n \n \n \n \n \n \n \n \n \n \n \n \n \n Cash generated from operations \n \n \n 25 \n \n \n 6,173 \n \n \n 10,617 \n \n \n \n \n Net interest received \n \n \n \n \n \n 117 \n \n \n 262 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Net cash generated by operating activities \n \n \n \n \n \n 6,290 \n \n \n 10,879 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Cash flows from investing activities \n \n \n \n \n \n \n \n \n \n \n \n \n \n Acquisition of subsidiaries, net of cash acquired \n \n \n \n \n \n - \n \n \n (1,234) \n \n \n \n \n Software development costs \n \n \n 15 \n \n \n (19,315) \n \n \n (31,899) \n \n \n \n \n Proceeds on disposal of intangible assets \n \n \n 15 \n \n \n 2,594 \n \n \n - \n \n \n \n \n Purchase of property, plant and equipment \n \n \n 16 \n \n \n (22) \n \n \n (180) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Net cash used in investing activities \n \n \n \n \n \n (16,743) \n \n \n (33,313) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Cash flows from financing activities \n \n \n \n \n \n \n \n \n \n \n \n \n \n Proceeds from issuance of shares \n \n \n \n \n \n 12,298 \n \n \n - \n \n \n \n \n Transaction costs arising from issuance of shares \n \n \n \n \n \n (889) \n \n \n - \n \n \n \n \n Acquisition of own shares \n \n \n \n \n \n (69) \n \n \n (1,031) \n \n \n \n \n Payment of principal portion of lease liabilities \n \n \n \n \n \n (299) \n \n \n (531) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Net cash generated by/(used in) financing activities \n \n \n \n \n \n 11,041 \n \n \n (1,562) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Cash and cash equivalents \n \n \n \n \n \n \n \n \n \n \n \n \n \n Net increase/(decrease) in the year \n \n \n \n \n \n 588 \n \n \n (23,996) \n \n \n \n \n At 1 January \n \n \n \n \n \n 2,500 \n \n \n 26,496 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n At 31 December \n \n \n \n \n \n 3,088 \n \n \n 2,500 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n 1 GENERAL INFORMATION \n \n tinyBuild Inc. (\"the Company\") is a public company limited by shares, and is registered, domiciled and incorporated in Delaware, USA. tinyBuild has been listed on the London Stock Exchange (AIM:TBLD) since March 2021. The address of the registered office is 1239 120 th Ave NE, Suite A, Bellevue, WA 98005, United States of America. \n \n The Group (\"the Group\") consists of tinyBuild Inc. and all of its subsidiaries as listed in note 17. The Group's principal activity is that of an indie video game publisher and developer. \n \n 2 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES \n \n Basis of preparation \n The principal accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all the periods presented, unless otherwise stated. \n \n The financial statements have been prepared on a going concern basis and in accordance with International Financial Reporting Standards (\"IFRS\") as issued by the International Accounting Standards Board (\"IASB\"). \n \n The financial statements have been prepared on the historical cost basis except for, where disclosed in the accounting policies, certain financial instruments that are measured at fair value. \n \n The financial statements are prepared in US Dollars ($), which is the functional currency and presentational currency of the Company. Monetary amounts in these financial statements are rounded to the nearest thousand US Dollars ($'000), unless otherwise stated. \n \n The preparation of consolidated financial statements in conformity with IFRS requires the use of certain critical accounting estimates. It also requires management to exercise its judgement in the process of applying the Group's accounting policies. The areas involving judgement or areas where assumptions and estimates are significant to the financial statements are disclosed in note 3. \n \n Basis of consolidation \n Subsidiaries are all entities over which the Group has control. The Group controls an entity when the Group is exposed to, or has rights to, variable returns from its involvement with the entity and has the ability to affect those returns through its power over the entity. Subsidiaries are fully consolidated from the date on which control is transferred to the Group and are deconsolidated from the date control ceases. Inter-company transactions, balances and unrealised gains and losses on transactions between group companies are eliminated. \n \n Non-controlling interests in the net assets of consolidated subsidiaries are identified separately from the Group's equity therein. The Group elected to initially recognise the non-controlling interests at its proportionate share of the acquired net identifiable assets. Non-controlling interests consist of the amount of those interests at the date of the original business combination and the non-controlling shareholder's share of changes in equity since the date of the combination. Total comprehensive income is attributed to non-controlling interests even if this results in the non-controlling interests having a deficit balance. \n \n The results and financial position of foreign operations that have a functional currency different from the presentation currency are translated into the presentation currency as follows: \n · Assets and liabilities for each statement of financial position presented are translated at the closing rate at the date of that statement; \n · Income and expenses for each income statement and statement of comprehensive income are translated at average exchange rates; and \n · All resulting exchange differences are recognised in other comprehensive income. \n \n Adoption of new and revised standards \n With effect from 1 January 2024, the Group has adopted the following new IFRSs (including amendments thereto) and International Financial Reporting Interpretations Committee (\"IFRS IC\") interpretations, that became effective for the first time. The new standards adopted have not had any material impact on the Group. \n \n \n \n \n \n Standard/amendment \n \n \n Effective date \n \n \n \n \n Lease Liability in a Sale and Leaseback - Amendments to IFRS 16 (issued on 22 September 2022) \n \n \n 1 January 2024 \n \n \n \n \n Classification of Liabilities as Current or Non-current - Amendments to IAS 1 \n \n \n 1 January 2024 \n \n \n \n \n Classification of Non-Current Liabilities with Covenants - Amendments to IAS 1 \n \n \n \n \n \n \n \n Supplier Finance Arrangements - Amendments to IAS 7 and IFRS 7 \n \n \n 1 January 2024 \n \n \n \n \n \n \n \n \n \n \n New and revised standards in issue but not yet effective \n \n The following standards and interpretations relevant to the Group are in issue but are not yet effective and have not been applied in the preparation of the financial statements. \n \n \n \n \n \n Standard/amendment \n \n \n Effective date \n \n \n \n \n Amendments to IAS 21 The Effects of Changes in Foreign Exchange Rates: Lack of Exchangeability \n \n \n 1 January 2025 \n \n \n \n \n Annual Improvements Volume 11 \n \n \n 1 January 2026 \n \n \n \n \n Amendments to the Classification and Measurements of Financial Instruments - Amendments to IFRS 9 and IFSR 7 \n \n \n 1 January 2026 \n \n \n \n \n Contracts Referencing Nature-depended Electricity - Amendments to IFRS 9 and IFRS 7 \n \n \n 1 January 2026 \n \n \n \n \n IFRS 19 Subsidiaries without Public Accountability: Disclosures \n \n \n 1 January 2027 \n \n \n \n \n IFRS 18 Presentation and Disclosure in the Financial Statements \n \n \n 1 January 2027 \n \n \n \n \n \n The above standards are not expected to materially impact the Group. \n \n Revenue recognition \n \n IFRS 15 Revenue from Contracts with Customers has been applied for all periods presented within the financial statements. \n \n Revenue is recognised when control of a service or product provided by the Group is transferred to the customer, in line with the Group's performance obligations in the contract, and at an amount reflecting the consideration the Group expects to receive in exchange for the provision of services. \n \n The Group recognised revenue from the following activities: \n \n Game and Merchandise Royalties \n The Group develops and publishes video games based on its own and third-party intellectual property. The Group grants third-party distributors licences to sell these video games, and these distributors are considered to be the Group's customers when assessing revenue recognition. The majority of the Group's revenue is in the form of royalties received from third-party distributors under the relevant licence agreements. Generally, royalty revenue earned from third-party licensees is recorded in the period earned, being the point at which the distributor sells the content to the end user, in accordance with IFRS 15. Based on an evaluation of Principal vs Agent considerations, in particular who is primarily responsible for delivering the goods, the Group has determined that the third-party platform is considered to be the principal to end customers for the sale of full games and related content. Therefore, the Group reports revenue related to these arrangements net of the fees retained by the storefront. The Group will occasionally enter contracts with a fixed amount of royalty revenue in exchange for making a game available to a third-party platform for their customers to download for an agreed period of time, with minimal future performance obligations required by the Group. These contracts are determined as right to use licenses in accordance with IFRS 15 and the fixed fee is recognised upon satisfying the performance obligation of providing the game licence for the specified subscription ‐ based platform, being the date the game is first made available on the third-party platform. \n \n Development Services \n Development advances received from distribution partners to assist with the development of game titles are recognised as contract liabilities in the statement of financial position and subsequently recognised as income when distinct performance obligations set out in the contract are met. Performance obligations for development service contracts typically include the delivery of video game. The transaction price for the performance obligation is generally a fixed amount which is specified in the contract. \n \n The Group recognises revenue over time for contracts where the Group transfers control of the product over time and where the contract meets one of the following criteria. Different contracts meet different criteria, as below, which varies between contracts. \n \n ● the customer simultaneously receives and consumes the benefits provided by the Group's performance as the Group performs it; \n ● the Group's performance creates or enhances an asset that the customer controls as the asset is created or enhanced; or \n ● the Group's performance does not create an asset with an alternative use to the Group and the Group has an enforceable right to payment for performance completed to date. \n \n Revenue is recognised based on time-based input measure of progress as the Company's efforts are incurred evenly over time and the customer obtains generally equal benefit from the service through the development period. Payment is typically due upon milestones specified in the contract. When payment from a customer is received in advance of performance obligations being satisfied, a contract liability is recognised in the statement of financial position. There is not considered to be a significant financing component in these contracts with customers as the period between the recognition of revenue and the milestone payment is expected to be less than one year at contract inception. \n \n Event Revenue \n Event revenue is recognised at the conclusion of each event. In cases where the invoices raised exceed the services rendered, a contract liability representing advances or deferred revenue is recognised. \n \n Liquidity \n The Group going concern assessment is based on forecasts and projections of anticipated new release performance. The assumptions applied are subjective and management applies judgement in estimating the probability, timing and value of underlying cash flows. The Group decreased its loss in the current year, but still had a loss for the financial year of $20.6 million and has net current liabilities of $3.2 million. The Group continues to take action on costs, regularly reviewing investment in new games to align with audience validation. The group remains in a significant net asset position of $39 million at the reporting date. Whether and when the Group can attain profitability and positive cash flows is uncertain. The Group continues to have no borrowings and has cash and cash equivalents of $3.1 million at the reporting date. Generating further funds through the sale of intellectual property remains an option for the Group. Furthermore, the Group has a number of high-potential games in the pipeline, which are anticipated to contribute to organic revenue growth in FY25. However, there can be no assurance that the Company will succeed in generating sufficient revenues from product sales to continue its operations as a going concern. Management has considered the significance of the above conditions in relation to the Company's ability to meet its current obligations and to achieve its business targets in the next financial year. Having considered the information available and recent changes to the business, the Directors confirm that they have a reasonable expectation that the Group will have adequate resources to continue in operational existence for 12 months from issuance of these financial statements, and accordingly these financial statements are prepared on a going concern basis. \n \n Foreign currencies \n Transactions in currencies other than the functional currency (i.e., in foreign currencies) are initially recorded at the exchange rate prevailing on the date of the transaction. \n \n Monetary assets and liabilities denominated in foreign currencies are translated at the rate of exchange ruling at the reporting date. Non-monetary assets and liabilities denominated in foreign currencies are translated at the rate ruling at the date of the transaction, or, if the asset or liability is measured at fair value, the rate when that fair value was determined. \n \n All translation differences are taken to profit or loss, except to the extent that they relate to gains or losses on non-monetary items recognised in other comprehensive income, when the related translation gain or loss is also recognised in other comprehensive income. \n \n Non-recurring costs \n IAS 1 requires material items to be disclosed separately in a way that enables users to assess the quality of a Group's profitability. In practice, these are commonly referred to as \"exceptional\" items, but this is not a concept defined by IFRS and therefore there is a level of judgement involved in determining what to include in underlying profit. We consider items which are non-recurring and significant in size or in nature to be suitable for separate presentation (see note 6). \n \n Research and development expenditure \n Expenditure on research activities as defined in IFRS is recognised in the income statement as an expense as incurred. \n \n Expenditure on developing new software products and substantial enhancements to existing software product is recognised as intangible assets only when the following criteria are met: \n \n 1. It is technically feasible to develop the product to be used or sold; \n 2. There is an intention to complete and use or sell the product; \n 3. The Group is able to use or sell the product; \n 4. Use or sale of the product will generate future economic benefits; \n 5. Adequate resources are available to complete the development; and \n 6. Expenditure on the development of the product can be measured reliably. \n \n The capitalised expenditure represents costs directly attributable to the development of the asset from the point at which the above criteria are met up to the point at which the product is ready for use. If the qualifying conditions are not met, such development expenditure is recognised as an expense in the period in which it is incurred. \n \n Software development costs largely relate to amounts paid to external developers, consultancy costs and the direct payroll costs of the internal development teams. Capitalised development expenditure is reviewed at the end of each accounting period for the conditions set out above as well as for indicators of impairment. Intangible assets that are not yet available for use are tested for impairment annually by comparing their carrying amount with their recoverable amount based on cash flow forecasts for the developed products. \n \n Finance income and costs \n Finance costs comprise interest charged on liabilities and finance costs accruing from lease liabilities. Interest income and interest expenses are recognised in the statement of comprehensive income as they accrue, using the effective interest method. \n \n EBITDA and adjusted EBITDA \n Earnings before Interest, Taxation, Depreciation and Amortisation (\"EBITDA\") and Adjusted EBITDA are non-IFRS measures used by Management to assess the operating performance of the Group. EBITDA is defined as profit before finance costs, finance income, tax, depreciation and amortisation (excluding amortisation of capitalised software development costs). Share-based payment costs, impairment, acquisition costs, other non-recurring items and other gains are excluded from EBITDA to calculate Adjusted EBITDA. The Directors primarily use the Adjusted EBITDA measure when making decisions about the Group's activities. As these are non-IFRS measures, EBITDA and Adjusted EBITDA measures used by other entities may not be calculated in the same way and hence are not directly comparable. \n \n Segmental reporting \n The Group reports its business activities in one area: video games development, which is reported in a manner consistent with the internal reporting to the Board of directors, which has been identified as the chief operating decision maker. \n \n Property, plant and equipment \n Property, plant and equipment are initially recognised at cost of purchase or construction, which includes any costs directly attributable to bringing the asset to the location and condition necessary for it to be capable of operating in the manner intended by management. \n \n After initial recognition, items of property, plant and equipment are carried at cost less any accumulated depreciation and impairment losses. \n \n Depreciation is calculated so as to write off the cost of an asset, less its estimated residual value, over its useful economic life as follows: \n \n Fixtures, fittings and equipment 2 - 7 years straight line \n \n An item of property, plant and equipment is derecognised upon disposal or when no future economic benefits are expected to arise from the continued use of the asset. Any gain or loss arising on the disposal or retirement of an item of property, plant and equipment is determined as the difference between the sales proceeds and the carrying amount of the asset and is recognised in the income statement. \n \n Intangible assets - goodwill \n Goodwill arises on the acquisition of a business. Goodwill is not amortised. Instead, goodwill is tested annually for impairment, or more frequently if events or changes in circumstances indicate that it might be impaired and is carried at cost less accumulated impairment losses. Impairment losses on goodwill are taken to profit or loss and are not subsequently reversed. \n \n Intangible assets - other than goodwill \n The Group has four categories of intangible assets: \n \n Brands \n Brands acquired in a business combination are recognised at fair value at the acquisition date. They have a finite useful life and are subsequently carried at cost less accumulated amortisation and impairment losses. At the time of purchase, the Group estimates the useful life for financial reporting purposes and recognises amortisation on a straight-line basis over the useful life of the asset, typically 15 years. \n \n Customer relationships \n Customer relationships acquired in a business combination are recognised at fair value at the acquisition date. They have a finite useful life and are subsequently carried at cost less accumulated amortisation and impairment losses. At the time of purchase, the Group estimates the useful life for financial reporting purposes and recognises amortisation on a straight-line basis over the useful life of the asset, typically 7 years. \n \n Purchased intellectual property \n The Group purchases intellectual property related to video games. At the time of purchase, the Group estimates the useful life of the intellectual property for financial reporting purposes and recognises amortisation on a straight-line basis over the useful life of the asset, typically 7 years. \n \n Software development costs \n The Group incurs software development costs through game studios within the Group's control pursuant to IAS 38. Costs are amortised upon release of the game over three years in a 40:35:25 ratio reflecting the pattern in which the asset's future economic benefits are expected to be consumed. \n \n Development advances paid to external developers for the development of specified games are capitalised as incurred. Amortisation commences upon release of the specified games and at a rate equivalent to the costs being recovered from developers for non-owned IP, reflecting the pattern in which the asset's future economic benefits are expected to be consumed. For developer advances where the Group owns the underlying IP, costs are amortised upon release of the game over three years in a 40:35:25 ratio. \n \n The Group capitalises costs for localisation, porting and quality assurance of games as software development costs pursuant to IAS 38. Costs are amortised upon release of the game over three years in a 40:35:25 ratio. \n \n Impairment of property, plant and equipment (including right-of-use assets) and of intangible assets \n At each reporting period end date, the Group reviews the carrying amounts of its property, plant and equipment and intangible assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any). Where it is not possible to estimate the recoverable amount of an individual asset, the Group estimates the recoverable amount of the cash-generating unit to which the asset belongs. \n \n The recoverable amount is the higher of fair value less costs to sell and value in use. In assessing value in use, the estimated future cash flows are discounted to their present value using a pre-tax discount rate that reflects current market assessments of the time value of money and the risks specific to the asset for which the estimates of future cash flows have not been adjusted. \n \n If the recoverable amount of an asset (or cash-generating unit) is estimated to be less than its carrying amount, the carrying amount of the asset (or cash-generating unit) is reduced to its recoverable amount. An impairment loss is recognised immediately in profit or loss, unless the relevant asset is carried at a revalued amount, in which case the impairment loss is treated as a revaluation decrease. \n \n Financial instruments \n Financial assets and liabilities are recognised on the statement of financial position when the Group has become party to the contractual provisions of the instrument. Transaction costs that are directly attributable to the acquisition or issue of financial assets and financial liabilities (other than financial assets and financial liabilities at fair value through profit or loss) are added to or deducted from the fair value of the financial assets or financial liabilities, as appropriate, on initial recognition. Transaction costs directly attributable to the acquisition of financial assets or financial liabilities at fair value through profit or loss are recognised immediately in profit or loss. \n \n Trade and other receivables \n Trade receivables that do not have a significant financing component are initially recognised at transaction price and thereafter are measured at amortised cost using the effective interest method, less any allowance for expected credit losses. Other receivables are stated at their transaction price (discounted if material) less any expected impairment losses. \n \n Platform receivables are stated at the estimated amount that Management expects to collect from each platform, net of the applicable fees. Management estimates this amount monthly based on preliminary sales reports provided by each platform. Credit terms are typically 30 to 45 days. \n \n Cash and cash equivalents \n Cash and cash equivalents comprise cash on hand and demand deposits, together with other short-term, highly liquid investments maturing within 90 days from the date of acquisition that are readily convertible into known amounts of cash and which are subject to an insignificant risk of changes in value. \n \n Classification and subsequent measurement of financial liabilities \n The Group's financial liabilities include, trade and other payables and lease liabilities. The Company has no borrowings. \n \n Financial liabilities and equity instruments are classified according to the substance of the contractual arrangements entered into. An equity instrument is any contract that evidences a residual interest in the assets of the Group after deducting all its liabilities. Financial liabilities are measured subsequently at amortised cost using the effective interest rate method. \n \n Trade and other payables \n Trade and other payables and borrowings are initially recognised at fair value less transaction costs and subsequently measured at amortised cost using the effective interest rate method, with all movements being recognised in the statement of profit and loss. Cost approximates to fair value. \n \n Equity \n Equity instruments issued are recorded at fair value on initial recognition net of transaction costs. \n \n Repurchase of the Company's own equity instruments is recognised and deducted directly in equity. No gain or loss is recognised in profit or loss on the purchase, sale, issuance or cancellation of the Company's own equity instruments. \n \n Impairment of financial assets under IFRS 9 \n The Group assesses, on a forward-looking basis, the expected credit losses associated with its financial assets measured at amortised cost. The Group applies the simplified approach to providing for expected credit losses prescribed by IFRS 9, which requires the use of the lifetime expected loss provision for all trade receivables. For other financial assets measured at amortised cost, the Group recognises twelve month expected credit losses if there has not been a significant increase in credit risk and lifetime expected credit losses if there has been a significant increase in credit risk. Significant financial difficulties of the customer, probability that the customer will enter bankruptcy or financial reorganisation default or delinquency in payments, and the unavailability of credit insurance at commercial rates are considered indicators that the receivable may be impaired. \n \n Financial assets are written off when there is no reasonable expectation of recovery. Where receivables have been written off, the Group continues to engage in enforcement activity to attempt to recover the receivable due. Where recoveries are made, these are recognised in the Statement of Comprehensive Income. \n \n Platform receivables \n To measure the expected credit losses, trade and other receivables, including platform receivables, have been grouped based on shared credit risk characteristics and the days past due. For other financial assets at amortised cost, the Group determines whether there has been a significant increase in credit risk since initial recognition. \n \n Share-based payments \n The Group operates a number of equity-settled, share-based compensation plans, under which the Group receives services from employees and contractors as consideration for equity instruments (options) of the Company. The fair value of the employee services received in exchange for the grant of the options is recognised as an expense. A credit is recognised directly in equity. The total amount to be expensed is determined by reference to the fair value of the options granted: \n - including any market performance conditions (for example, an entity's share price); \n - excluding the impact of any service and non-market performance vesting conditions (for example, profitability, sales growth targets and employment status over a specified time period); and \n - including the impact of any non-vesting conditions (for examp...