We are Ubisoft: A global leader in video games and entertainment

Key Facts and Figures

Significant value creation potential ahead

Ubisoft is a global, international and agile company focused on content creation. We believe in value creation for all shareholders.

Independence is the key to value creation

Over the past 20 years, the value of Ubisoft has been multiplied by 18. Over the past 10 years, the revenue has almost tripled, and net results more than quadrupled. Ubisoft built this success through determination and with consistency, leveraging its core strengths: agility and responsiveness, independence, and its unique capability to foster both creativity and technological innovation.

It's in this context that in 2016, a new shareholder started buying Ubisoft stock, became its largest shareholder, and expressed its potential intention to take control of the company, without paying the premium that other shareholders should be entitled to. This control over Ubisoft could create conflicts of interest 1 , disrupt existing or future partnerships, jeopardise Ubisoft's strong growth momentum, and as a result could have a negative impact on shareholder value.

Performance from June 2014 to August 2016
Ubisoft Entertainment (UBI)+157.49% (Source: Euronext)
CAC40-4.7% (Source: Euronext)
Activision Blizzard
Performance of Activision Blizzard, Inc
Under Vivendi's control (2008-2013):+14.11% (Source: NASDAQ)
Since independence (2013-2016):+155.96% (Source: NASDAQ)

Managing Creativity

How Tom Clancy's The Division became the biggest new IP launch in the history of video games

Key Figures
  • Record: Biggest new IP launch in the history of video games
  • Revenue: grossed over $330 million worldwide in its first five days
  • Engagement: 9,5m registered users (May 2016), 3h played daily on average for active users

The Entertainment of Tomorrow

Brand Creation Expertise

11 Worldwide Best-Selling Franchises

Beyond Games

Ubisoft in the News



  1. AFEP MEDEF: Article 8 of the AFEP MEDEF code recommends against multiplying diverging interests on the board