Morning. This is Eleanor from Kakao's CAC IR team. Let's begin Kakao's Q1 2022 earnings presentation. Before presenting the earnings, let me brief you on the organizational changes which happened in February. We established Corporate Alignment Center, or CAC, acknowledging the need for risk management across affiliates, as well as to share growth and coexist with our stakeholders. Kakao, the HQ entity, will be led by NK as the CEO, and CAC will be in charge of coordinating and supporting strategic direction of the entire Kakao affiliate. With that said, with me today are CEO NK of Kakao and Jay Bae, Senior VP of CAC. Please note that the earnings results are consolidated estimates under the KIFRS basis and are subject to change upon the auditor's review. Also, forward-looking estimates are based on assumptions, so actual results may differ from figures included in today's presentation.
With that, I will invite our CEO, NK, who will run through Kakao HQ's business highlights.
Hello, this is NK. Since today is my first time as Kakao's CEO, why don't I start by talking about the new challenge and dream of Kakao? Before taking the CEO position, I thought long and hard about Kakao's way forward when I was the head of Future Initiative Center. Today, I will explain how we plan to transform KakaoTalk, which is at the heart of the company. As you know, KakaoTalk is a real-time communication service. Users come and use KakaoTalk dozens of times a day with a very clear objective. This works as a strength as well as a limitation at the same time.
We have many other services to offer aside from chatting, but once the user finishes communicating with a user, the objective is satisfied, and they immediately leave the app. It's just like commuters rushing out of the subway station to arrive at office on time. Now, for us to overcome this limitation, we need a fundamental change and make KakaoTalk a service to be enjoyed more casually. For example, we are now working on revamping the profile, and I can think of many new concepts, ideas, and business models that we could apply. One can look after their own pet character inside the profile or post messages on how draining the day at office was, to which friends can send heart emojis and messages. We could create a scene where people can send health supplements and air fresheners as a gift.
If you look at commerce in particular, there is fierce competition in daily goods, especially on price, but gifts or even purchases made on preference and taste have much room for online penetration. We expect, therefore, such transition in service to lead to significant earnings in commerce and ads. We plan to introduce elements to KakaoTalk profile, trends, and in-chat segments that can foster lighthearted and sympathetic interactions. As I just mentioned, this will be, for instance, if users can approach Talk in a manner similar to casually going out to meet up with friends after work, I believe KakaoTalk can evolve from being a real-time communication service to an interactive service bound by no particular objectives. Another strength and a drawback for KakaoTalk is its strong friend base.
Thanks to the network of friends and acquaintances, the chat platform connected 50 million smartphone users in Korea, but we need to have another way to expand into the so-called non-friend segment. To do that, we plan to redefine open chatting based on common interest for further activation. It will become a form of community of users who share the same interest and a place for them to come together and have fun. For instance, users listening to IVE-"LOVE DIVE" in Melon can get together in the open chatting, organically forming a community of fans. Actually, we basically provide a link button to people listening to IVE-"LOVE DIVE" on Melon. It can very simply be implemented. Actually, gamers of a guild playing Odin together has created a community which is running quite well.
When users are better connected, current form of text-based communication will evolve into one that uses images and videos, and we will be able to make a leap as a service that overcomes the limitations inherent in KakaoTalk. We also hope to connect all communities, including Kakao, and develop Kakao from Korea's platform service connecting friends to one that transcends that limit to expand to the global stage. Korean language-based smartphone users are 50 million, a mere 1% of the global user base of 5 billion. Kakao will transition from this 1%- 99%. We look forward to your support in our journey ahead. Well then, let's move on to the key highlights for Q1. First is the platform business. For the Talk Biz Ad on solid growth from Bizboard and KakaoTalk channel, Q1 revenue was up 32% on-year.
Driven by number of advertisers that have more than 100,000 channel friends and higher revenue per channel, Talk channel revenue was up 52% year-over-year. Number of advertisers, especially using Sync, increased to 18,000, enabling advertisers to gain friends with ease and speed, which is driving activation of the Talk channel ads. Underpinned by the virtual cycle created by Bizboard, Talk channel and Info Talk, Kakao Bizboard revenue was up 17% year-on-year. Bizboard had scalability and universality as it can easily expand to any services that generate traffic. Ad solutions proven over the years through the Bizboard will also be offered to off-platform for another momentum for growth. Next is on the TalkBiz business. First, for KakaoTalk Gift, despite high base effect last year, saw Q1 GMV up 32%.
Q1 delivery GMV was up 46% year-over-year, accounting for 43% of total gift GMV. Delivery is receiving good feedback from its loyal user base and on high average order size and profitability. We expect it will make greater contribution to GMV growth and profitability improvements for KakaoTalk Gift. Talk Store GMV was up 22% year-on-year. On top of Talk Deal driven growth through closer integration with KakaoTalk Ads, Talk Store will evolve into one that plays a role as a sales channel and offer commerce solutions that can onboard and lock in customers. Lastly, on top of existing commerce, which are Gift, Talk Store, Makers and new services including Zigzag and the Grip Company, combined total GMV was up 32% year-on-year, reaching KRW 2.3 trillion.
This year, we plan to generate synergies across many commerce services within Kakao and activate interactions between ads and commerce so that we may achieve KRW 10 trillion annual combined GMV target mentioned in the previous earnings call. Next is Q1 performance of key affiliates presented by Jay, SVP of CAC.
Hello, this is Jay Bae. I will begin with the story business. Kakao Piccoma has solidified its positioning as unrivaled number one platform in Japan's digital cartoon market, widening the gap with the number two player. Piccoma's Q1 GMV was up 41% year-on-year to JPY 214.6 billion, and excluding the impact from weak yen, reported 43% year-on-year increase. This year, Piccoma will leverage two growth strategies underpinned by its performance from the app-based cartoon market. First is strengthening the web services.
Within Japan's digital manga industry, web-based market is double the size of the app-based market. Equipped with solid content library and active marketing, Piccoma started to see activated inflow of new users into web cartoons. User performance and GMV both increased almost double year-over-year. With Piccoma making a full-fledged entrance into the web service segment, whose size is much bigger, we still believe Piccoma's platform has a big potential within the total cartoon market in Japan. Second is pioneering the new market. With the launch in France last March, we entered the European market, and we see uptrending user performance on the back of proven story IPs from Korea and Japan.
Starting the second quarter, we will engage in active marketing and source content that cater to the pre-preference of French people so as to tap into the experience of consuming digital comics in the French market where there is high potential for growth. Next is on Q1 performance of Kakao Entertainment. Kakao Entertainment's Q1 combined GMV of the story platform and IP distribution posted 38% year-on-year growth, reporting KRW 231 billion. In Q1, Business Proposal, which is in-house production of KakaoPage's web novel and webtoon, ranked number one in viewership among programs in the same time slot. It's easier to take a proven IP from highly competitive Korean market to the global market. Basically, Korea's story platform works as a test bed of original IPs. KakaoPage last March posted a record high average spend per user supported by its strong IP library.
Business Proposal ranked number one in non-English drama segment on one of the global IP or OTTs. Global popularity drove GMV of Kakao Entertainment story platform in many of the global markets on top of the domestic market. Thanks to the popularity of the drama, original soundtrack by Kakao Entertainment music label, Flex M, also received raving acceptance from fans around the world. I believe the success of this drama pretty well shows the blueprint for Kakao Entertainment's way forward. The IP of Business Proposal showed its potential to cut across the content value chain from web novel, webtoon, to screen and music, through which the synergies were amplified. Going forward, we will leverage content from various domains built by Kakao Entertainment and the massive IP library to solidify the positioning as a global IP powerhouse.
In music, on solid revenue from Melon and rise in global music revenue from K-pop, growth trend has been steady. Just as Starship Entertainment girl group IVE is receiving global spotlight, we will continue to explore global super IPs based on which we will activate communication with the fandom and communities worldwide and build on the IP's global influence. Also, to strengthen our sourcing capacity for competitive content IPs in the global market, aside from Piccoma and Entertainment, we made strategic investment into Kadokawa two years ago in the amount of JPY 16.2 billion, with our holdings valued at JPY 41.2 billion. Kadokawa produces and owns multi-fold content IPs, including manga, animation, and games, and recent release of Elden Ring, developed by FromSoftware, a 100% owned subsidiary of Kadokawa, was a global success.
The company is expanding great influence over the global content industry. We are closely collaborating with Kadokawa in building out global IP alliance as we speak. Next is on mobility. In Q1, Kakao Mobility released new features through the Kakao T app and Kakao Navi, recommending most optimal route and services to users by combining database of mobility data with AI technology. Also last month, we introduced Kakao T Pet pilot service to deal with inconvenience experienced by people with pets in the blind spot, who are in the blind spot of mobility. Kakao Mobility is making investment into future technologies to move beyond mobility.
We are investing into digital twin, which will form the core basis for future of mobility by which we would be digitalizing spatial information of the real world, so that we can lead the transition to mobility as a service and objects powered by AI. In addition, this year will signal a beginning of a full-fledged global expansion. We're looking for solutions and ways to have people use local mobility services in 120 countries by using just the Kakao T app and connect to support services of global mobility companies to assist foreign visitors. Next, Kakao Pay saw TPV increase across online and offline payment services, and of the financial services, loan brokerage TPV posted salient growth, driving Q1 TPV up 20% year-on-year to KRW 27.2 trillion.
KakaoPay officially launched MTS through KakaoPay Securities on April and gained approval on digital non-life insurance business as it focuses on digital innovation across all areas of financial services. Also, by strengthening online and offline payment infrastructure, it is fast preparing for solid growth in the post-COVID era. Lastly, Kakao Games. Kakao Games reported strong performance from Taiwan on Odin's release, building up expectations for global expansion. Going forward, in-house developed titles will go global, and new Triple-A titles are lined up for launch, and we expect there will be clear growth in top line and profit. Also, with the rebranding of BORA 2.0 in Q1, we will carry on with blockchain platform business and secure a growth engine for the future. Now Q1 financial highlights.
Q1 consolidated operating revenue was KRW 1,651.7 billion, down 8% Q-on-Q and up 30% year-over-year. Platform revenue was down 12% Q-on-Q and up 27% year-over-year, reporting KRW 886 billion. TalkBiz revenue was down 3% Q-on-Q and up 23% year-over-year to KRW 461 billion, while ad revenue was impacted by macro backdrop and slow seasonality, which drove own revenue down Q-on-Q for major ad products. Talk Biz commerce revenue was flat Q-on-Q, driven by user inflow for Talk Gift and expanded product lineup for delivery, which led to higher sales per basket. On the back of slow seasonality and slower than expected ad market, Portal Biz revenue was down 13% Q-on-Q and 3% year-over-year, reporting KRW 114 billion.
On slow seasonality for Pay and Mobility and base effect from one-off revenue in Q4, platform and other revenue was down 22% QoQ, but driven by steady earnings expansion from Mobility and Kakao Pay, revenue was up 52% year-over-year, reporting KRW 311 billion. Content revenue was down 2% QoQ and up 36% year-over-year, recording KRW 765.7 billion. For the game revenue, due to limited impact from mobile game Odin's Taiwan launch on March 29 and decline in domestic mobile game revenue, there was 11% QoQ decline, with revenue posting KRW 245.8 billion. On YoY basis, there was 89% increase following Odin's release in June last year.
Due to the COVID pandemic, concert business revenue fell, while global distribution revenue sustained an uptrend underpinned by solid revenue from Melon platform and aggressive sourcing of music content undertaken to respond to globalization of K-pop music. Music revenue, hence, was flat Q-on-Q, while it was up 11% YoY to report KRW 204.4 billion. Platform GMV was up, triggered by popularity of Business Proposal in domestic and North America, and with new lineup from Piccoma, story revenue broke records, record high quarterly revenue, posting 13% increase Q-on-Q and 38% year-on-year, reporting KRW 240.5 billion. Lastly, media revenue came in at KRW 75 billion.
Due to the larger fluctuation in revenue, depending on the timing of production and activities of artists, there was decline in production and management revenue, bringing media revenue down 16% QoQ and up 3% YoY. Next is consolidated basis operating expense and profit. Q1 consolidated operating expense was down 11% QoQ and up 36% YoY to KRW 1,493 billion. Key expense items include labor cost. On the back of base effect from bonus payment last quarter and decline in stock-based compensation fell 19% QoQ, and on headcount and wage increase, it increased 43% year-on-year to KRW 420 billion. On decline in revenue linked commission for ads, games, and media, revenue linked expense was down 10% QoQ to KRW 584.4 billion.
Increase in story and game content revenue drove up market and content commissions, posting 19% year-over-year rise. On the back of lower infrastructure and mobility-related commissions paid, outsource and infra OpEx expense was down 12% Q-on-Q, and on higher commissions from mobility taxi, there was 42% year-over-year increase to KRW 204.6 billion. We saw global marketing expense increase on the back of Odin's Taiwan launch and Piccoma's service launch in France, while marketing spend for other businesses fell, bringing marketing expense down 11% Q-on-Q and up 70% year-over-year to KRW 114.6 billion. Marketing spend against revenue was 6.9%. On increase in depreciation and amortization and rise in depreciation expense on lease assets, depreciation expense was up 9% Q-on-Q and 65% year-over-year to KRW 130.8 billion.
All in all, Q1 operating profit was KRW 158.7 billion, with OPM margin at 9.6%. Next is non-operating revenue and expense. With the change in Dunamu's management control and reclassification of account, there was large sum of disposition gains from equity-method shares amounting to KRW 1,665.3 billion in other revenue. On the back of disposition loss from tangible assets related to lease assets, other expense was KRW 48.4 billion. Financial revenue reported KRW 68.5 billion on dividend from SKT and Dunamu and interest income. Financial expense reported KRW 94.7 billion on extra-financial expense from non-controlling shares and interest expense. Equity method gain reported KRW 45.5 billion on profits from KakaoBank, Dunamu that are subject to equity method treatment.
Equity method loss was KRW 35.2 billion on the back of losses from companies subject to equity method. Q1 corporate income tax was KRW 438.8 billion, and consolidated net profit was KRW 1,320.8 billion. Lastly, CapEx investment breakdown includes server and tangible asset investment of KRW 64.8 billion and intangible asset, including IPR of KRW 39.7 billion, amounting to a total of KRW 104.5 billion in investment activities. Lastly, on Kakao's ESG update. We believe sustainability of our society and that of Kakao must go hand in hand. To have our partners grow together with Kakao and its affiliates, we will be using KRW 300 billion set aside for the coexistence fund for the coming five years.
Also, in order to implement barrier-free initiative for the benefit of better digital accessibility for the disabled and the aged, as an IT company, for the first time in Korea, we appointed a person in charge of digital accessibility. Most recently, we committed to active green initiatives to live up to our role in solving environmental issues. Our objective is to go beyond simply reducing our own carbon emissions, but contribute sustainability of the greater society through various services that Kakao offers and achieve net zero by 2040. We look forward to your interest and support as we embark on a challenge of making a better world. Thank you. Time limit. I would like to ask that you ask, less than two questions per person.
Now Q&A session will begin. Please press star one, that is star and one on your phone if you have any questions. Questions will be taken according to the order you have pressed the number star one. For cancellation, please press star two. That is star and two on your phone. The first question will be provided by Stanley Yang from J.P. Morgan. Please go ahead with your question.
Would like to first congratulate Namkoong Whon for taking office as the CEO. I understand that you have announced that your efforts will be focused on recovering the stock price of Kakao to 150,000 KRW, and I think that a key enhancement in corporate value will be required. What have you set as a key KPI for this endeavor? Second question is, Q1 topline revenue growth was 23%, and compared to the guidance of 42%, I think it significantly underperformed. I would think that that sluggishness is due to the external environment. Would like to understand whether you have plans to adjust hence the guidance.
I guess I keep getting this question about that 150,000 share price, and I think it'll be helpful if I could explain the backdrop to this. Whenever I became a CEO of a company, whether it was the head of CJ or Wemade, I've always made the decision to personally purchase the shares of the company.
At that time, at the timing of purchasing the Kakao shares at the beginning of the year, what happened was that I actually exercised the stock options that I had in my ownership, and I had to pay the taxes, and I actually used up all the cash that I had in my possession, and I paid taxes. At that time, after exercising my stock option rights, I was advised by especially the IR team, that there should not be any additional sales into the market, of the shares that I held and I had to continuously hold on to my holdings. Because I had no cash, I was unable to make any additional purchases.
Hence, because I was unable to make any personal purchases of the shares, I felt that I needed to find another way to motivate myself. That was the background to which I have communicated that I will focus on, you know, recovering the share price to KRW 150,000. I believe, as we continue to implement a successful service revamping as well as global expansion, we will be able to recover corporate value of Kakao to above and beyond the KRW 150,000 share price level. I will do my best to bring that, you know, to achieve that in the not too distant future.
Hello, this is Jay. Responding to your question about our advertisement revenue guidance. It is true that there was slow seasonality impact from Q1 as well as on the back of rate hikes and the geopolitical war that is ongoing, uncertainties have been heightened. Hence, overall economic cycle was very sluggish, that is true. As we enter into Q2 and with the reopening of the economies, we are seeing recovery of marketing demand from segments including beauty, fashion and travel. I do admit that the overall operational backdrop is quite unfavorable compared to when we first set up our beginning of the year business plan. Now, having said that, there are some positives as well. If you look at our partners, they are actually increasing the budgets they're setting aside for use on the Kakao platform.
There's a lot of preparations that's ongoing to further bring an improved scale or bring improvement on the Talk Ad product. All of these efforts were undertaken in the first half of the year. With that effort, we believe that the fundamentals are becoming much more stronger. Considering the fundamentals of the KakaoTalk Ad and its growth potential is still quite solid, we believe that once the advertisement economic cycle recovers, we will be able to resume a very steep growth. If you look at our Talk message growth, it was around 50%, which includes Talk channel and notification or Info Talk.
If you look at the trend, basically the advertisers who experienced high efficiency of the Talk channels have continuously adopted Bizboard and Sync, and we are now seeing advertisers with Talk channels with more than 100,000 channel friends have actually gone up in numbers quite significantly. We are looking forward to an improved top-line revenue per each of the Talk channel. Out of the TalkBiz segment, the commerce or the transactional type of business had a lower performance. As we go into the second half, as we strengthen and beef up our product offerings and really connect well to the Talk Store strategies, we can expect better performance to come through as we enter into the second half of the year.
Talk Biz 사업에서 거래형 선물하기에 대해서 조금 더 설명을 드리면, 기존 선물하기가 실생활에서 관계를 맺은 지인 간의 선물 주고받기 위주의 맥락이었다면, 저희가 최근에는 비슷한 관심사와 특정 주제를 가진 사람들이 모여 있는 오픈 채팅방에서의 비지인 사이에 선물 주고받기 맥락이 늘어나고 있습니다. 지인 간 선물하기가 특별한 날에 특정한 목적을 가진 형태였다고 하면, 오픈 채팅방 내의 선물하기는 선착순 선물하기, 랜덤 게임 등 게임적인 요소가 많이 가미되어 있고, 특별한 날이 아니더라도 선물 주고받기 행위가 일어나고 있음이 관찰되고 있습니다. 아직까지 거래 비중이 낮지만 향후 카카오톡이 지인 기반에서 비지인 기반으로 확장해 가는 전략적 방향에 비추어 봤을 때, 이러한 비지인 간 선물 주고받기가 선물하기 전체 거래액의 성장을 또 견인할 것으로 저희가 전망하고 있습니다.
Now of the TalkBiz, basically, if you take a look at, you know, Kakao Gift, in the past, it was mostly giving friends a gift. Recently we are now seeing more activated activities under the open chat, where people with common interests who share a common topic come together. We see a lot of occasions where people are giving gifts to people who are not their friends. For friend gifting, it was on special days, anniversary days and for special purposes, but with inside the open chatting, there is more game element that's been applied to it, through random games or first come first gift basis. Even if it's not a special anniversary day, we are seeing people giving and receiving gifts.
Although right now the GMV mix is still quite low, in the light of the fact that this is a direction that we are going to go forward, I believe that overall, from a mid to long-term perspective, this type of a gifting practice, you know, between people who do not know one another, who've met in the open chatting will, in the end, really drive the total GMV for gift.
네, 다음 질문 받겠습니다.
Moving on to the next question.
다음으로 질문해 주실 분은 키움증권의 김진구 님입니다. The following question will be presented by Kim Jin-gu from Kiwoom Securities. Please go ahead with your questions.
네, 안녕하세요. 키움증권 김진구입니다. 저 남궁훈 대표님 포함한 신규 매니지먼트 취임을 축하드리고요. 두 가지 질문을 드리도록 하겠습니다. 첫 번째는 Metaverse 사업을 구체적으로 어떻게 구상하고 계신지 좀 말씀해 주시고, Metaverse 사업 관련한 연간 별도 투자 계획이 있으시면 말씀을 부탁드리도록 하겠습니다. 두 번째는 Story 사업 부분, 이쪽에 영상화 사업을 위해 연간 제작 예산 및 투자 계획 어떻게 좀 잡고 계신지 말씀을 해 주시고요. 연간 영상화 파이프라인 개수를 하고, 뭐 유통 플랫폼 접점 전략을 어떻게 가져가실지도 함께 말씀해 주시면 감사하겠습니다. 이상입니다.
Yes. Would like to also congratulate Namkoong Whon and the new management team. My first question is can you share with us what your vision is for the Metaverse business? What is the separate basis investment plan put in place at this point? Second question, for your Story business, in order to bring the IPs onto the screen, what is the amount of, you know, production size and the investment that you have set aside for this? And also, can you share with us what the pipeline is and what your strategies are for distribution of such films and dramas?
우리가 Metaverse를 주목하는 이유는 이것이 새로운 기술 변화가 있어서가 아니라 본질적으로 온라인에서 이용자들이 연결되는 방식이 크게 바뀔 수 있는 시대가 왔다고 판단했기 때문입니다. 카카오의 Metaverse란 KakaoTalk 안에서 내가 아닌 다른 자아로 살고, 다른 자아로 커뮤니케이션하면서 서로 연결되는 가상 세상을 저희가 의미한다고 정의하고 있습니다.
Now, the reason why we are placing our interest behind Metaverse is not because this is a new technology, but this is a fundamental change in way in which we connect the users online. To Kakao, Metaverse is all about living and communicating as a different identity in a virtual world where people are connected. You don't necessarily need to use any, you know, flamboyant avatars or 3D tools. Even with a 2D sound image and text and many other digital attributes, we can bring about a fundamental transformation in the way people communicate with one another and connect with one another.
I saw a Netflix drama called Black Mirror, and what this drama showed was that this person who died, there was huge amount of SNS text that was left behind, which was all collected and used to create a character with the same mannerisms in which that person spoke. Kakao really has this massive amount of text data, which is an important digital attribute, and that those texts can be actually utilized to create a personality. As such, you could see that compared to 3D information, these types of digital attributes and elements could be considered more important. Now, having said that, the inherent limitation that KakaoTalk has, that it is a very private friends-only text-based services.
We believe that open chatting is more appropriate for it to really house the vision that KakaoTalk has when it comes to Metaverse. Going forward, we want to see open chatting evolve into a much more extended space where the users can be supported in terms of all the social, cultural and economic activities that they engage in. If you look at the very essence of what Metaverse is, it's very important to have that Metaverse to have a structure that best support the new economic activities that take place across the users. Users would be making content, communicating with one another, and engaging in transactions whereby they can actually make money. That is the system of Metaverse, and that's the key of this B2C2C structure.
A good example is that we even now see on open chatting a chat room where people share stock price-related information. We could even think of a case in this new world where the head or the operator of that chat room will turn that into a paid services. That is something that is an example of what we may be able to see.
Now, let me explain about the video business. Kakao Entertainment's video division aims to achieve results by synergizing with the writers, artists, producers, and Story IP that it has accumulated so far. We are aiming to become a top-tier video studio that creates content that meets the needs of a diverse global platform and viewers. 최근 글로벌 OTT 플랫폼들의 성장 둔화에 대한 시장의 우려가 많은 상황인데요. 그 안에서 내부 세부적으로 뜯어보면 아시아 시장에서만 성장을 지속하고 있습니다. 그렇기 때문에 글로벌 흥행작을 연이어 계속 배출하고 있는 K-콘텐츠들에 대한 글로벌 OTT들의 뜨거운 관심이 계속해서 이어지고 있고요. 카카오엔터테인먼트는 핵심 IP인 탑 크리에이터들과 아티스트, 그리고 스토리 IP를 다 보유하고 있어, 이 부분에 대한 공격적인 제작을 통해 영상 사업을 공격적으로 추진할 예정입니다.
현재 SBS를 통해서 방영되고 있는 어게인 마이 라이프와 넷플릭스향으로 준비 중에 있는 종이의 집 한국판 리메이크작, 그리고 윤종빈 감독의 수리남을 비롯해 연내 열다섯 편의 드라마와 영화 등을 기획 제작해서 국내외 플랫폼에 선보이는 것을 목표로 하고 있습니다.
Now, for Kakao Entertainment media business supported by the writers, the artists and the producers and story IPs, our objective is to maximize synergies across this and really come up with produce and plan content that best befit the needs of the platform and the viewership. We will leap as a studio with all these capabilities as we go forward. The market and some segments have been concerned about the recent sluggishness in OTT platform growth. The growth in Asian market is continuing, and there is high level of interest by these OTTs, global OTTs on K-content, which have recently released many, you know, Triple-A titles recently. Kakao Entertainment actually has all the story IPs, the top creators and artists.
Some of the examples are, if you look at, one of the drama that is, currently being aired through SBS titled Again My Life, is currently under preparations for it to be provided to Netflix. There is also, work being done on Korean remake version of Money Heist as well as Accidental Narco, which is being directed by director Yoon Jong-bin. There's about 15 different lineup of dramas and movies that are under the pipeline. Those will be able to be showcased to the viewership, global viewers in the near future.
네, 시간 관계상 마지막 질문 받고 오늘 실적 발표를 마치도록 하겠습니다.
Yes, due to the time constraint, this will be the last question we'll take.
마지막으로 질문해 주실 분은 메릴린치 증권의 이수진 님입니다. The last question will be presented by Lee Soo-jin from Merrill Lynch Securities. Please go ahead with your questions.
질문 기회 주셔서 감사합니다. 먼저 새로운 경영진 취임 다시 한번 축하드리고요. 많이 질문들을 주셔서 저는 간단하게 요거 한 가지, 아니면 좀 세부적으로 보면 두 가지 정도가 될 것 같은데. 사실 뭐 최근에 어쨌거나 그 대선 이후에 저희 정부도 뭐 바뀌었고 이제 뭐 또 취임하고 바뀔 거고, 그러면서 여러 가지로 Political Risk라든가 Regulation Risk가 계속해서 좀 부각이 되는 것 같아요, 산업 전반적으로. 물론 이런 빅테크 Regulation이 좀 글로벌 트렌드이고 한국 회사들도 피해갈 수 없고, 당연히 카카오도 피해갈 수가 없는데. 이제 요런 Regulation Risk에 대해서 경영진께서는 어떤 식으로 생각하시고 또 어떤 식으로 대응하실 예정이신지, 특히 최근에 뭐 뉴스 아웃링크 요런 이야기들도 나왔고요. 좀 전반적인 이야기를 듣고 싶고, 두 번째로는 이와 관련해서 카카오 모빌리티가 계속해서 언급이 되고 있는 것 같습니다, 이런 규제 이슈에 있어서.
이런 상황에 있어서 저희 모빌리티 비즈니스 뭐 또 지속적으로 확장도 해야 되고, 실질적으로 또 코로나 상황에서 블랙이라든가 Venti라든가 요런 게 또 상당히 그 수요도 높았던 것 같은데, 이런 상황들을 어떻게 헤쳐나가실지 좀 아이디어 셰어해 주시면 감사하겠습니다.
I would like to ask one or two questions relating to regulatory risk. With the change in the administration in Korea, there may be some changes in the political as well as the regulatory landscape. There is strong global trend on regulating the big tech companies. There is also a mention of making it obligation to provide a outlink for the news articles. Anyhow, can you provide us with an overall picture, overall take with regards to how you're going to respond to such regulatory environment? Also in the context of regulation, Kakao Mobility is cited quite often. We've seen higher demand for Kakao T Black and Venti during the COVID period. I guess it would be helpful if you could provide some explanation regarding regulation.
인수위원회에서 국정 과제를 발표하며 플랫폼 분야의 자율규제 방안 및 필요 최소한의 제도적 장치 마련을 하겠다고 밝힌 바 있습니다. 이와 함께 국회에서는 지난해 발의된 온라인 플랫폼법 규제 법안이 계속해서 계류 중인 것으로 알고 있습니다. 향후 정책 동향에 대해서는 계속해서 주의 깊게 살펴보도록 하겠습니다. 플랫폼의 사회적 영향력이 확대되고 있는 만큼 플랫폼 기업의 상생과 책임 강화가 필요하다는 것을 알고 있고, 계속해서 정책 추진 동향을 주시하며 결정되는 사항에 대해 의무를 충실히 이행할 계획입니다. 또한 인수위에서 발표한 자율규제 방안과 국회에 계류 중인 온라인 플랫폼 법안은 유심히 살펴보고 있는데, 이와 함께 카카오가 디지털 경제의 가속화와 코로나19로 인한 비대면 거래의 급증으로 우리 사회에 카카오를 비롯한 공동체 자회사들의 역할과 책임이 커지고 있다는 것을 인지하고 있습니다. 따라서 지금까지 카카오 공동체가 공정한 계약 체결 가이드라인을 준수하고 중소 파트너들과 상생을 위한 방안을 적극 모색해 왔듯이, 앞으로도 공정거래를 준수하고 사회적 책임을 다하도록 하겠습니다.
한편, 말씀해 주신 아웃링크나 이런 뉴스 관련된 정책에 대해서는 아직 확정된 사항은 없는 상황입니다.
The new incoming transitional committee for the presidential transitional committee have announced some of the key national priorities and have said that they will come up with self-regulation as well as have a minimal level of institutional mechanisms in place for the platform industry. Also last year, there was Online Platform Regulation Bill, which is currently pending in the National Assembly, and so we will keep a very close watch on how the policy direction goes in the future. It is true that as the social influence of platforms are increasing, the responsibility and accountability of platform companies have become much more grave. Hence, we will once again follow how the policy plays out, and we will fully comply with the obligations that are placed upon us.
Well, once again, we're closely monitoring how things will happen in terms of self-regulation and the Online Platform Bill. We at Kakao, we are clearly aware of the fact that our responsibility and accountability as a member of a community is actually growing, especially in the age of accelerated digital economy, as well as in the world of post-pandemic. We are fully adhering to the fair contract guidelines that we have committed to up to date, and we will continue to make sure that we play our part and live up to our social responsibilities in complying with all the fair trade related requirements. Also in terms of the outlink and the news article-related policies, nothing has yet been confirmed.
두 번째 질문은 모빌리티 비즈니스의 지속적인 확장과 ESG 관련해서 질문을 주셨는데요. 그거에 대해서 답변을 드리도록 하겠습니다. 저희가 먼저 지속적인 확장 측면에서 말씀을 드리면은, 일단 택시 사업 부분의 운행 완료 콜 수가 1Q에 전년 동기 대비 38% 성장을 했습니다. 1Q에 말씀하신 그런 프리미엄 관련한 T 블루가 three만 7천 대로 확대되었고, 가맹 택시에 플랫폼 의존도 확대와 영업 레버리지 확대로 계속해서 이러한 프리미엄 콜의 비중이 지속적으로 증가하고 있습니다.
In terms of our expansion strategies for mobility and ESG aspect, first looking at Kakao T and looking at some of the measures, the number of calls completed for the taxi business was up by 38%, year-over-year, and T Blue fleet has increased to 37,000. As you've mentioned, supported by a greater platform dependency as well as higher operating leverage, the mix of premium call usage is going up.
앞서 말씀드린 것처럼 글로벌 전략에 대해서도 저희가 계속 새로운 기회를 탐색하고 있고, 영국의 글로벌 모빌리티 중개 플랫폼 Splyt에 대한 전략적 지분 투자를 시작으로 해외 현지 유수의 플랫폼 기업에 대한 투자와 협력으로 글로벌 사업 협력 역량을 강화해서 나갈 계획입니다. 이번 분기 이후에 코로나가 완화되고 해외여행객 수가 많아지는 시기에 맞춰가지고 카카오T 앱을 통해서 전세계 120개 이상 국가에서 이용할 수 있게 하는 글로벌 로밍도 지금 저희가 준비 중에 있습니다. 장기적으로는 기존의 모빌리티 사업을 현지에서 플랫폼화해서 축적된 데이터 기술을 활용해서 인접 산업까지 사업 영역을 확장하는 것도 목표로 하고 있습니다.
In terms of the global strategies, we are continuously exploring new opportunities. We've made strategic equity investment into Splyt, a UK-based mobility platform. We will continue to strengthen our global capabilities through investment and through collaboration with other global platform companies. After Q2, once the COVID situation is somehow placed under control, and as more people go overseas for travel, we will be providing global roaming services, providing support to people going to, you know, one of the 20 different countries around the world and have them just use Kakao T app for mobility needs. Long-term perspective, we would like to bring our existing mobility business into the local markets, develop them into a platform, utilize the database as well as technology to further expand our business domain.
Kakao Mobility, together with its partners, will provide a seamless data across passenger logistics and services and supported by digital twin and data analytics and demand forecasting. We would like to help our partners innovate. TMS, as well as SaaS, are the types of technology products that we will be offering to provide the most optimal logistical routes to bring about a digital transition and innovation in logistics and provide the technology that's required by our partners. Also, we plan to expand collaboration with the taxi operators and designated driver business operators and improve transparency by opening up and sharing our algorithms when it comes to vehicle placement. The KRW 50 billion of the fund that's been set aside for mobility inclusive program will come under full operation, so I think this year.
We will build out a green mobility in terms of using EVs for the taxi as well as for faster deployment of EV across our user base.
Thank you. This brings us to the end of the earnings presentation of Kakao for Q1 2022. Thank you to analysts and investors for joining us this morning. Thank you very much.