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            body: '<p>Today, we are introducing a corporate program called Play Fair, which articulates the actions we will take both at the corporate-level and through our brands, including:&nbsp;</p><ul><li>We will increase our effort to build a workforce that reflects the diversity of our community, focusing on the development and recruitment of Black talent.</li></ul><ul><li>We will invest in the next generation of the Black community with intention, by providing access and opportunities.</li></ul><ul><li>We will offer product, content and experiences built on the foundation of diversity, ensuring that the stories of the Black community are seen and heard.</li></ul><p>Our commitment to fighting systemic racism will be ongoing. Each of our brands has an important role to play in this and will be outlining actions to support this critical endeavor.</p><p>Barbie is the first brand to announce a <a href=" https://shop.mattel.com/pages/barbie-diversity-our-commitment-to-the-black-community" target="_blank">Play Fair commitment</a>, which includes increasing Black representation across products and content, spotlighting more Black role models and dedicating resources to further support Black girls. In addition, we are donating $250,000 to NAACP youth programs. Looking forward, we will donate proceeds from future product sales and initiatives of at least $250,000 to fund educational programs focused on supporting Black girls.</p><p>We will do our part to help drive essential and meaningful change.&nbsp;&nbsp;</p><p></p><div class="textImage textImage-inline" style="display: inline;font-size: 90%;font-style: italic;"><img align="none" alt="Play fair declaration_001jpeg" class="widget-image" custom_size="false" data-imgheight="680" data-imgwidth="510" file_id="5f17a8722cfac20aef6a4e83" height="680" src="https://s3.amazonaws.com/cms.ipressroom.com/236/files/20206/5f17a8722cfac20aef6a4e83_Play+fair+declaration_001jpeg/Play+fair+declaration_001jpeg_mid.jpg" width="510" style="width: 510px; height: 680px;"/></div><p>&nbsp;</p>',
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            body: '<![CDATA[<div class="bw-release-subhead">\n<p class="bwalignc AlignCenter" style="text-align:center;"><i><b>New Boutiques Open July 4</b></i><sup><i><b>th</b></i></sup><i><b> at El Palacio de Hierro Department Stores in Interlomas and Perisur.</b></i></p>\n\n<p class="bwalignc AlignCenter" style="text-align:center;"><i><b>Grand Opening Events to Benefit Mexico&rsquo;s Make-A-Wish Foundation.</b></i></p>\n\n<div class="bw-release-story" itemprop="articleBody">\n<p><strong>MIDDLETON, Wis., July 2, 2015 &ndash;</strong> (<span itemid="http://www.businesswire.com" itemprop="provider publisher copyrightHolder" itemscope="itemscope" itemtype="http://schema.org/Organization"><span itemprop="name"><a href="http://www.businesswire.com/" itemprop="url" rel="nofollow">BUSINESS WIRE</a></span></span>)--American Girl, a subsidiary of Mattel, Inc. (NASDAQ:MAT), is pleased to announce the grand opening of its first-ever American Girl shop-in-shop boutiques in Mexico with El Palacio de Hierro, the country&rsquo;s largest and best-established high-end retailer. Located at <b>El Palacio de Hierro Interlomas </b>and <b>Perisur</b> locations, the new boutiques, ranging in size from 1,500- to 2,000-square feet, open <b>Saturday,</b> <b>July 4, 2015, </b>and mark the second international retail presence for American Girl.</p>\n\n<p>&ldquo;We&rsquo;re delighted to partner with El Palacio de Hierro to bring the American Girl experience to girls and their families in Mexico for the first time,&rdquo; said Jean McKenzie, president of American Girl. &ldquo;Our locations at El Palacio de Hierro beautifully showcase our brand and are sure to become popular family destinations. We look forward to a new audience of fans joining our celebration of girls and all that they can be.&rdquo;</p>\n\n<p>&ldquo;We are happy to have a brand like American Girl at El Palacio de Hierro; it is an honor to reach our market through this incredible brand. We are confident that we will have a great impact where we will be promoting values in a fun way,&rdquo; said Ernesto Izquierdo, commercial director of El Palacio de Hierro.</p>\n\n<p>The American Girl boutiques will feature a curated assortment of dolls from the company&rsquo;s <b>Girl of the Year</b><sup><b>&trade;</b></sup> and <b>Truly Me</b><sup><b>&trade; </b></sup>collections, as well as an occasional spotlight character from the historical <b>BeForever</b><sup><b>&trade;</b></sup> line. The new boutiques will also include a selection of popular doll accessories and <b>Dress Like Your Doll</b><sup><b>&trade;</b></sup> girl-sized clothing, plus a variety of American Girl&rsquo;s best-selling <b>books</b>, the <b>2015 Girl of the Year movie</b>, and <i><b>American Girl</b></i><sup><b>&reg;</b></sup><b> magazine</b>&mdash;all available in Spanish. Beyond shopping, girls can also treat their dolls to a new hairstyle or ear piercing at the signature <b>Doll Hair Salon</b> and participate in <b>girl-friendly events</b> throughout the year.</p>\n\n<p>American Girl&rsquo;s expansion into Mexico amplifies Mattel&rsquo;s decades-long presence in the country and its commitment to making a meaningful difference in the lives of children and families there. In addition to employing thousands, Mattel has built homes and schools for children with disabilities and has made significant monetary and toy donations to local communities and organizations that serve children. Most recently in Mexico City, Mattel provided a grant of <b>$80,000 to Save the Children</b> to help improve reading, writing, and socio-emotional skills at five elementary schools, and <b>$20,000 to Make-A-Wish Mexico</b> to help grant wishes for children with life-threatening medical conditions. Make-A-Wish is Mattel&rsquo;s largest philanthropic non-profit partner in Mexico City, as well as the beneficiary of American Girl&rsquo;s grand opening events at Interlomas and Perisur on July 3<sup>rd</sup> and 4<sup>th</sup> respectively.</p>\n\n<p><span class="bwuline"><b>ABOUT AMERICAN GIRL</b></span></p>\n\n<p>American Girl is a premium brand for girls and a wholly owned subsidiary of Mattel, Inc. (NASDAQ:MAT, <a href="http://cts.businesswire.com/ct/CT?id=smartlink&amp;url=http%3A%2F%2Fwww.mattel.com&amp;esheet=51135181&amp;newsitemid=20150702005103&amp;lan=en-US&amp;anchor=mattel.com&amp;index=1&amp;md5=b47f95f96432a89677b5d7a8d8aa29f1" rel="nofollow" target="_blank">mattel.com</a>). The Mattel family of companies is the worldwide leader in the design, manufacture, and marketing of toys and family products. Since its inception in 1986, American Girl has been devoted to celebrating girls ages 3 to 12 through age-appropriate, high-quality dolls and accessories, books, clothes, movies, and unforgettable experiences. Best-selling lines include Truly Me<sup>&trade;</sup>, Girl of the Year<sup>&trade;</sup>, Bitty Baby<sup>&trade;</sup>, and the classic historical character line BeForever<sup>&trade;</sup>. Headquartered in Middleton, WI, the company sells products exclusively at <a href="http://cts.businesswire.com/ct/CT?id=smartlink&amp;url=http%3A%2F%2Fwww.americangirl.com&amp;esheet=51135181&amp;newsitemid=20150702005103&amp;lan=en-US&amp;anchor=americangirl.com&amp;index=2&amp;md5=e9a5514c2e2c614da148001356202f94" rel="nofollow" target="_blank">americangirl.com</a>; at all American Girl retail locations nationwide; through American Girl&rsquo;s award-winning catalogue; and at American Girl specialty boutiques at select Indigo<sup>&trade;</sup> and Chapters<sup>&trade;</sup> locations in Canada and at El Palacio de Hierro Interlomas and Perisur locations in Mexico. By inspiring girls to be their best, American Girl has earned the loyalty of millions of girls and the praise and trust of parents and educators. To learn more about American Girl, visit <a href="http://cts.businesswire.com/ct/CT?id=smartlink&amp;url=http%3A%2F%2Famericangirl.com&amp;esheet=51135181&amp;newsitemid=20150702005103&amp;lan=en-US&amp;anchor=americangirl.com&amp;index=3&amp;md5=0cf0502879f772b4ccf7d6ae1994b0ee" rel="nofollow" target="_blank">americangirl.com</a>, <a href="http://cts.businesswire.com/ct/CT?id=smartlink&amp;url=http%3A%2F%2Fwww.facebook.com%2Famericangirl&amp;esheet=51135181&amp;newsitemid=20150702005103&amp;lan=en-US&amp;anchor=facebook.com%2Famericangirl&amp;index=4&amp;md5=dcdd561d2d3b54fd97ccc8204d983612" rel="nofollow" target="_blank">facebook.com/americangirl</a><span class="bwuline">,</span> or <a href="http://cts.businesswire.com/ct/CT?id=smartlink&amp;url=http%3A%2F%2Fwww.twitter.com%2Famerican_girl&amp;esheet=51135181&amp;newsitemid=20150702005103&amp;lan=en-US&amp;anchor=twitter.com%2Famerican_girl&amp;index=5&amp;md5=66d7b3de49c9406c045283f7db3bc52e" rel="nofollow" target="_blank">twitter.com/american_girl</a>. To request a free catalogue, call <b>1-800-845-0005.</b></p>\n\n<p><span class="bwuline"><b>ABOUT EL PALACIO DE HIERRO</b></span></p>\n\n<p>Established in 1888, El Palacio de Hierro is owned by the Bal Group and is the point of reference in Mexico when it comes to style and trends. The retailer has 13 stores, eight in Mexico City and the metropolitan area and the remainder in Puebla, Monterrey, Guadalajara, Villahermosa and Queretaro, as well as Casa Palacio Antara and Santa Fe, and concept store La Boutique Palacio in Acoxpa, Acapulco, and Cancun.</p>\n\n<p>Coined in 1996 by the president of Bal Group, Don Alberto Baill&egrave;res, the iconic phrase &ldquo;Soy Totalmente Palacio&rdquo; (I&rsquo;m Totally Palacio) has become the DNA of its corporate culture.</p>\n\n<p>Exclusive distributor of brands including Burberry, CH Carolina Herrera, Tiffany &amp; Co, H.Stern, Christian Dior, Loewe, and Strategic Commercial Partner of the main brands at LVMH Group, Kering, Estee Lauder, L&rsquo;Or&eacute;al and Richmont, and owner of Mango, Springfield, Bebe, Aldo, UGG&reg; Australia, Tory Burch, and Michael Kors boutiques, El Palacio de Hierro has been able to create a true &ldquo;Totally Palacio&rdquo; lifestyle. <a href="http://cts.businesswire.com/ct/CT?id=smartlink&amp;url=http%3A%2F%2Fwww.elpalaciodehierro.com&amp;esheet=51135181&amp;newsitemid=20150702005103&amp;lan=en-US&amp;anchor=www.elpalaciodehierro.com&amp;index=6&amp;md5=92685ac2522428a6a93a5389d5baf6ce" rel="nofollow" target="_blank">www.elpalaciodehierro.com</a></p>\n\n<p><b>MAT-AG</b></p>\n</div>\n\n<h2>Contacts</h2>\n\n<p>American Girl<br />\nJulie Parks, 608.830.4631<br />\n<a href="mailto:julie.parks@americangirl.com" target="_blank">julie.parks@americangirl.com</a></p>\n</div>\n]]>',
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            body: '<![CDATA[<p><strong>EL SEGUNDO, Calif.-- Jan.&nbsp;14, 2021</strong> &ndash; This month, Barbie&reg; is continuing its commitment to inspire girls to dream big by welcoming writer, author, activist, and teacher&nbsp;<a href="https://barbie.mattel.com/shop/en-us/ba/barbie-inspiring-women-maya-angelou-doll-gyh04" target="_blank">Dr. Maya Angelou</a> to the Barbie&reg; Inspiring Women&trade; series, which pays tribute to incredible heroines of their time.</p>\n\n<p>&ldquo;We are so proud to include Dr. Maya Angelou in the Barbie Inspiring Women line. As a powerful writer and activist, her extraordinary life and unforgettable legacy is exactly what we hope this collection inspires in the next generation,&rdquo; said&nbsp;Lisa&nbsp;McKnight, Senior Vice President and Global Head of Barbie and Dolls, Mattel.&nbsp;&quot;By introducing children to Dr. Maya Angelou&rsquo;s courageous story and written works through doll play, our goal is to spark conversation and awareness with children and their families.&rdquo;</p>\n\n<p>Dr. Maya Angelou received numerous awards and accolades including over 50 honorary doctorates. Her 1970 autobiography&nbsp;<em>I Know Why the Caged Bird Sings&nbsp;</em>was nominated for the National Book Award and continues to move readers today. In 1993, she became the first African American and female poet to speak at a U.S. Presidential inauguration.</p>\n\n<p>Sculpted to her likeness, Dr. Angelou&rsquo;s BarbieInspiring Women Doll holds a miniature replica of her prolific autobiography, while wearing a head wrap and floor-length dress with floral print.&nbsp;</p>\n\n<p>Barbie&rsquo;s Inspiring Women series, which began in 2018, has celebrated nine courageous women who took risks, changed rules and paved the way for generations of girls to dream bigger than ever before. Last year, the series paid tribute to Billie Jean King, Ella Fitzgerald, Florence Nightingale, and Susan B. Anthony who made history by making the world a better place for future generations of girls. Amelia Earhart, Katherine Johnson, Frida Kahlo, Rosa Parks and Sally Ride have also been honored as part of the series.</p>\n\n<p class="m_5551240165425380753MsoListParagraph"><b>ABOUT MATTEL</b></p>\n\n<p class="m_5551240165425380753MsoListParagraph">Mattel is a leading global toy company and owner of one of the strongest catalogs of children&rsquo;s and family entertainment franchises in the world. We create innovative products and experiences that inspire, entertain and develop children through play. We engage consumers through our portfolio of iconic brands, including Barbie&reg;, Hot Wheels&reg;, Fisher-Price&reg;, American Girl&reg;, Thomas &amp; Friends&reg;, UNO&reg; and MEGA&reg;, as well as other popular intellectual properties that we own or license in partnership with global entertainment companies. Our offerings include film and television content, gaming, music and live events. We operate in 35 locations and our products are available in more than 150 countries in collaboration with the world&rsquo;s leading retail and ecommerce companies. Since its founding in 1945, Mattel is proud to be a trusted partner in empowering children to explore the wonder of childhood and reach their full potential.</p>\n]]>',
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            body: '<![CDATA[<p>\n<style type="text/css">/* Style Definitions */\n\nspan.prnews_span\n\n{\n\nfont-size:8pt;\n\nfont-family:"Arial";\n\ncolor:black;\n\n}\n\na.prnews_a\n\n{\n\ncolor:blue;\n\n}\n\nli.prnews_li\n\n{\n\nfont-size:8pt;\n\nfont-family:"Arial";\n\ncolor:black;\n\n}\n\np.prnews_p\n\n{\n\nfont-size:0.62em;\n\nfont-family:"Arial";\n\ncolor:black;\n\nmargin:0in;\n\n}\n\n .prngen2{\n\nBORDER-BOTTOM:1pt; BORDER-LEFT:1pt; PADDING-LEFT:0.50em; PADDING-RIGHT:0.50em; VERTICAL-ALIGN: BOTTOM; BORDER-TOP:1pt; BORDER-RIGHT:1pt\n\n}\n\n .prntblns{\n\nBORDER-BOTTOM: 1pt; BORDER-LEFT: 1pt; BORDER-COLLAPSE: collapse; BORDER-TOP: 1pt; BORDER-RIGHT: 1pt\n\n}\n\n .prnmr10{\n\nMARGIN-RIGHT:0.83em\n\n}\n</style>\n</p>\n\n<div class="xn-content">\n<p><location idsrc="xmltag.org" value="LU/us.ny.easora"><strong>EAST AURORA, N.Y.</strong></location><strong>, </strong><chron><strong>January&nbsp;2, 2015&nbsp;</strong></chron><strong>&ndash;&nbsp;</strong>Fisher-Price, Inc., one of the world&#39;s leading infant and preschool toy manufacturers and a subsidiary of <org idsrc="xmltag.org" value="NASDAQ-NMS:MAT">Mattel, Inc.</org>, today released a short film entitled <i>Wishes for Baby,</i> marking the official launch of the Best Possible Start marketing campaign. Directed by award-winning documentarian <person>Patrick Creadon</person>, and filmed with real parents around the world on <chron>New Year&#39;s Day</chron> and the final days of <chron>December 2014</chron>, this short film captures the incredible love and hopes all parents share for their children during those first moments after their baby is born.</p>\n\n<p>To view the multimedia assets associated with this release, please click <a href="http://www.multivu.com/players/English/7411351-fisher-price-best-possible-start/" rel="nofollow" target="_blank">http://www.multivu.com/players/English/7411351-fisher-price-best-possible-start/</a></p>\n\n<div and="" around="" best="" births="" capturing="" excitement="" for="" id="prni_dvprnevidb333left" its="" launches="" new="" of="" parents="" possible="" s="" sharing="" start="" style="TEXT-ALIGN: left; WIDTH: 100%" the="" title="Delivered in 24 hours, Fisher-Price, Inc.\'s " wishes="" world.=""><object align="middle" classid="clsid:D27CDB6E-AE6D-11cf-96B8-444553540000" height="288" id="prnevidb333left" name="prnevidb333left" width="512"><param name="movie" value="https://fpdownload.adobe.com/strobe/FlashMediaPlayback.swf" /><param name="allowfullscreen" value="true" /><param name="allowscriptaccess" value="always" /><param name="seamlesstabbing" value="true" /><param name="wmode" value="opaque" /><param name="flashvars" value="src=http://origin-qps.onstreammedia.com/origin/multivu_archive/MNR/7411351_FISHERPPRICE_WISH_90_FINAL_MASTER_0102.mp4&amp;skin=http://fpdownload.adobe.com/FlexPlayer/jwplayer/skin/en.xml&amp;autostart=false&amp;poster=http://www.multivu.com/players/English/7411351-fisher-price-best-possible-start/gallery/video/2ffacfbc-dc15-4afb-9dc8-cea15683c98c.jpg" /><object align="middle" data="https://fpdownload.adobe.com/strobe/FlashMediaPlayback.swf" height="288" name="prnevidb333left" type="application/x-shockwave-flash" width="512"><param name="movie" value="https://fpdownload.adobe.com/strobe/FlashMediaPlayback.swf" /><param name="allowfullscreen" value="true" /><param name="allowscriptaccess" value="always" /><param name="seamlesstabbing" value="true" /><param name="wmode" value="opaque" /><param name="autostart" value="false" /><param name="poster" value="http://www.multivu.com/players/English/7411351-fisher-price-best-possible-start/gallery/video/2ffacfbc-dc15-4afb-9dc8-cea15683c98c.jpg" /><param name="flashvars" value="src=http://origin-qps.onstreammedia.com/origin/multivu_archive/MNR/7411351_FISHERPPRICE_WISH_90_FINAL_MASTER_0102.mp4&amp;skin=http://fpdownload.adobe.com/FlexPlayer/jwplayer/skin/en.xml&amp;autostart=false&amp;poster=http://www.multivu.com/players/English/7411351-fisher-price-best-possible-start/gallery/video/2ffacfbc-dc15-4afb-9dc8-cea15683c98c.jpg" /></object></object></div>\n\n<p>&quot;We hope parents will see themselves in the film and be encouraged to add their own wish for their child to the worldwide chain,&quot; said <person>Lisa Mancuso</person>, Senior Vice President of Fisher-Price Global Brand Marketing for the Baby business.&nbsp; She further commented, &quot;The work of Fisher-Price has always been to enrich the lives of young families.&nbsp; The incredible love parents share for their children and the dreams they hold for them to reach their full potential is universal. <i>Wishes for Baby</i> is our way to say - &#39;we&#39;re so inspired by all you do to give your children the best possible start in life&#39; - and we&#39;re&nbsp;here to support you in nurturing&nbsp;your child&#39;s development in the most engaging and playful way!&quot;</p>\n\n<p>Created and produced in the early hours of <chron>New Year&#39;s Day</chron>, this heartwarming short film captures the first wishes of new parents for their babies all around the world including: US, <location idsrc="xmltag.org" value="LC/jp">Japan</location>, <location idsrc="xmltag.org" value="LC/mx">Mexico</location>, <location idsrc="xmltag.org" value="LC/br">Brazil</location>, <location idsrc="xmltag.org" value="LC/ke">Kenya</location>, <location idsrc="xmltag.org" value="LC/bd">Bangladesh</location>, and Poland.&nbsp;The 90-second film captures real parents holding their babies for the first time, showing that the best possible start in life begins with love.&nbsp;<br />\nTo view the film, go to <a href="http://youtu.be/ai2jv9bU-VY" rel="nofollow" target="_blank">http://youtu.be/ai2jv9bU-VY</a></p>\n\n<p>&quot;The first time you hold your baby, you wish so many things for them,&quot; said <person>Patrick Creadon</person>, father of three young children. &quot;I did too,&quot; he adds. &quot;You&#39;re filled with an incredible desire that they have every opportunity in life.&nbsp; I was drawn to this project having filmed the births of my own children and knowing that new life, combined with self-reflection brought on by a new year, would be a powerful thing to portray.&quot; He continues, &quot;Parents are universally connected by the same wish for our children, built upon the same foundation of love. It transcends what we think divides us.&quot;</p>\n\n<p><i>Wishes for Baby</i> is launched with paid media on Facebook, Twitter and YouTube, followed by a six week social media engagement campaign across Facebook, Twitter, Instagram and Pinterest to gather wishes and inspire genuine conversation with parents via #WishesForBaby.&nbsp; To see the conversation, visit <a href="http://facebook.com/fisherprice">facebook.com/fisherprice</a>. #WishesForBaby</p>\n\n<p>Well-known author, illustrator, and mother of two, <person>Adele Enersen</person>, will add a special touch to the engagement campaign by depicting the most popular wish themes from around the world in charming, artful responses. Each week, new prompts will encourage more sharing among the community and responses will be adapted into a growing catalog of beautiful artistic expressions.</p>\n\n<p>The film was shot by local film crews at ten hospitals in seven countries and five continents guided by an international creative team. Filming in <location idsrc="xmltag.org" value="LC/ke">Kenya</location> and <location idsrc="xmltag.org" value="LC/bd">Bangladesh</location> was made possible with the help of <org idsrc="xmltag.org" value="ACORN:0220305374">Concern Worldwide</org>, a 48-year-old international humanitarian organization doing what it takes in the world&#39;s poorest countries to assist in the areas of disaster response, health and nutrition, climate resilience and more, with a particular focus on women and children.</p>\n\n<p><b>About Fisher-Price&nbsp; </b><br />\nIn 1931, <person>Herman Fisher</person> and <person>Irving Price</person> embarked on a journey to change the toy industry. Their goal: creating playthings that inspire a child&#39;s development. More than 80 years later, Fisher-Price remains deeply rooted in the belief that play is the way children learn best.&nbsp; To this day, understanding the importance of play in building a child&#39;s skills is the fundamental principle, as the company strives to enrich the lives of families with young children around the globe. United by the passion for a child&#39;s safe care and development at each age and stage, the people of Fisher-Price work tirelessly to bring families the best toys and baby products in the world. Some of the company&#39;s best-known brands include Laugh &amp; Learn&reg;, Little People&reg;, Power Wheels&reg;, and Imaginext&reg;, and it&#39;s also a leading developer of character-based toys for children&#39;s programming such as Thomas &amp; Friends&trade;, Dora and Friends: Into the City!, and Jake and the Never Land Pirates.&nbsp; Fisher-Price is a subsidiary of <org idsrc="xmltag.org" value="NASDAQ-NMS:MAT">Mattel, Inc.</org> (NASDAQ: MAT). For more information, visit <a href="http://www.fisher-price.com" rel="nofollow">www.fisher-price.com</a> (U.S.) and <a href="http://www.fisher-price.ca" rel="nofollow">www.fisher-price.ca</a> (<location idsrc="xmltag.org" value="LC/ca">Canada</location>) or connect with Fisher-Price on Instagram, YouTube, Facebook, Twitter or Pinterest.</p>\n\n<p><b>About Patrick Creadon&nbsp; </b><br />\n<person>Patrick Creadon</person> began his career as one of the youngest cameramen in the history of <org>PBS</org>, shooting and producing cinema-verite style stories for the critically acclaimed series <i>The 90s</i>. In 2006, his directorial debut, <i>Wordplay</i> was the breakout hit at the <org>Sundance Film Festival</org>. His follow-up film, <i>I.O.U.S.A.,</i> also premiered at Sundance and was shortlisted for the Academy Awards. Patrick has served on several film festival juries including <org>Sundance Film Festival</org>, the <org>LA Film Festival</org>, and the <org>Ashland Film Festival</org>. In 2011, he debuted as a television director on Law &amp; Order: Special Victims Unit.</p>\n\n<p><b>About Adele Enersen&nbsp; </b><br />\n<person>Adele Enersen</person> is a mother of two children and an award-winning advertising copywriter and concept designer. She came to prominence with her baby blog, <i>Mila&#39;s Daydreams</i>, and later established herself as an international author and illustrator of children&#39;s books with the publication of <i>When My Baby Dreams</i>.</p>\n\n<p><b><u>Contacts:</u></b>&nbsp;</p>\n\n<div>\n<table border="0" cellpadding="0" cellspacing="0" class="prntblns">\n\t<tbody>\n\t\t<tr>\n\t\t\t<td class="prngen2" nowrap="nowrap">\n\t\t\t<p class="prnmr10"><span class="prnews_span"><b>Fisher-Price</b></span></p>\n\n\t\t\t<p class="prnmr10"><span class="prnews_span"><b><person>Michelle Chidoni</person> </b></span></p>\n\n\t\t\t<p class="prnmr10"><span class="prnews_span"><b>310-252-3921</b></span></p>\n\n\t\t\t<p class="prnmr10"><span class="prnews_span"><b><a class="prnews_a" href="mailto:Michelle.chidoni@mattel.com" rel="nofollow" target="_blank">Michelle.chidoni@mattel.com</a></b></span></p>\n\t\t\t</td>\n\t\t\t<td class="prngen2" nowrap="nowrap">\n\t\t\t<p class="prnmr10"><span class="prnews_span"><b>Weber Shandwick</b></span></p>\n\n\t\t\t<p class="prnmr10"><span class="prnews_span"><b><person>Dagmara Grabowski</person></b></span></p>\n\n\t\t\t<p class="prnmr10"><span class="prnews_span"><b>212-445-8238</b></span></p>\n\n\t\t\t<p class="prnmr10"><span class="prnews_span"><b><a class="prnews_a" href="mailto:dgrabowski@webershandwick.com" rel="nofollow" target="_blank">dgrabowski@webershandwick.com</a> </b></span></p>\n\t\t\t</td>\n\t\t</tr>\n\t</tbody>\n</table>\n</div>\n\n<p>&nbsp;</p>\n\n<div id="prni_dvprnejpg02eeleft" style="TEXT-ALIGN: left; WIDTH: 100%"><img align="middle" alt="Award-winning documentarian Patrick Creadon (not in image) captures Lauren Sweeney from Boston, MA holding her twin boys for the first time for the short film Wishes for Baby from Fisher-Price, Inc." border="0" id="prnejpg02eeleft" src="http://www.multivu.com/players/English/7411351-fisher-price-best-possible-start/gallery/image/4bded719-e62d-4193-aec1-c56a60a138e6.HR.jpg" style="WIDTH: 400px" title="Award-winning documentarian Patrick Creadon (not in image) captures Lauren Sweeney from Boston, MA holding her twin boys for the first time for the short film Wishes for Baby from Fisher-Price, Inc." /></div>\n\n<p>To view the multimedia assets associated with this release, please click <a href="http://www.multivu.com/players/English/7411351-fisher-price-best-possible-start/" rel="nofollow" target="_blank">http://www.multivu.com/players/English/7411351-fisher-price-best-possible-start/</a></p>\n\n<p>To view the original version on PR Newswire, visit:<a href="http://www.prnewswire.com/news-releases/kicking-off-the-best-possible-start-campaign-fisher-price-asks-parents-around-the-world-to-share-a-wish-for-their-childs-future-this-new-year-300015149.html" id="PRNURL" rel="nofollow">http://www.prnewswire.com/news-releases/kicking-off-the-best-possible-start-campaign-fisher-price-asks-parents-around-the-world-to-share-a-wish-for-their-childs-future-this-new-year-300015149.html</a></p>\n\n<p>SOURCE <org idsrc="xmltag.org" value="ACORN:3531973657">Fisher-Price, Inc.</org></p>\n</div>\n\n<p>News Provided by Acquire Media</p>\n]]>',
            category: ['Brand News'],
            created_at: '2022-02-25T05:34:19.480Z',
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              "Kicking Off The Best Possible Start Campaign, Fisher-Price Asks Parents Around The World To Share A Wish For Their Child's Future This New Year",
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            body: '<![CDATA[<p class="AlignCenter"><i><b>&mdash;Fashion-Focused Products to Be Sold Via Mass Retailers This Fall&mdash;</b></i></p>\n\n<p><strong>MIDDLETON, Wis., February 13, 2015 &ndash;&nbsp;</strong>(BUSINESS WIRE)-- American Girl, a division of&nbsp;Mattel, Inc.&nbsp;(NASDAQ:MAT), today announced a licensing agreement with Fashion Angels, the leading designer of tween girls&#39; lifestyle and activity products, to create a variety of trend-right and fashion-focused arts &amp; crafts products. The new line will be available this fall at retailers nationwide and will include activity kits, fashion sketchbooks, and Do-It-Yourself craft kits for girls to create fun accessories for themselves and their favorite American Girl dolls.</p>\n\n<p>&quot;American Girl is well known for celebrating girls and fostering their creativity,&quot; said&nbsp;Jean McKenzie, executive vice president of American Girl. &quot;Expanding into the craft category with a leading lifestyle company like Fashion Angels allows us to inspire even more girls with new and creative ways to express themselves.&quot;</p>\n\n<p>&quot;Partnering with American Girl is a great fit for what we do at Fashion Angels,&quot; said&nbsp;Mark Miller, CEO of&nbsp;Fashion Angels Enterprises. &quot;Both Fashion Angels and American Girl are focused on serving the needs of girls and providing them with wonderful experiences that can help them grow into confident young women.&quot;</p>\n\n<p><span><b>ABOUT AMERICAN GIRL</b></span></p>\n\n<p>American Girl is a premium brand for girls and a wholly owned subsidiary of&nbsp;Mattel, Inc.(NASDAQ:MAT,&nbsp;<a href="http://cts.businesswire.com/ct/CT?id=smartlink&amp;url=http%3A%2F%2Fwww.mattel.com&amp;esheet=51039620&amp;newsitemid=20150213005043&amp;lan=en-US&amp;anchor=www.mattel.com&amp;index=1&amp;md5=8ea2b911d1f249b61aa617cd6820521c" rel="nofollow">www.mattel.com</a>). The&nbsp;Mattel&nbsp;family of companies is the worldwide leader in the design, manufacture, and marketing of toys and family products. Since its inception in 1986, American Girl has been devoted to celebrating girls ages 3 to 12 through high-quality dolls and accessories, books, clothes, movies, and unforgettable experiences. Best-selling lines include BeForever&trade;, My American Girl&trade;, Girl of the Year&trade;, and Bitty Baby&trade;. Headquartered in&nbsp;Middleton, WI, the company sells products exclusively through its award-winning catalogue, on&nbsp;<a href="http://cts.businesswire.com/ct/CT?id=smartlink&amp;url=http%3A%2F%2Famericangirl.com&amp;esheet=51039620&amp;newsitemid=20150213005043&amp;lan=en-US&amp;anchor=americangirl.com&amp;index=2&amp;md5=3820f64c87fb68756f3d8c3a856a7be9" rel="nofollow">americangirl.com</a>, and in its experiential retail stores. By inspiring girls to be their best, American Girl has earned the loyalty of millions of girls and the praise and trust of parents and educators.</p>\n\n<p><span><b>ABOUT FASHION ANGELS ENTERPRISES</b></span></p>\n\n<p>The&nbsp;Milwaukee-based&nbsp;Fashion Angels Enterprises, established in 1996, is the leading designer&nbsp;and manufacturer of tween girls&#39; lifestyle and activity products. Fashion Angels&#39; mission is to provide tween girls with experiences that inspire them to&nbsp;<i>Find Their Wings</i>; to believe in themselves and to be proud of what they can do. For additional information, please visit the company website at&nbsp;<a href="http://cts.businesswire.com/ct/CT?id=smartlink&amp;url=http%3A%2F%2Fwww.fashionangels.com&amp;esheet=51039620&amp;newsitemid=20150213005043&amp;lan=en-US&amp;anchor=www.fashionangels.com&amp;index=3&amp;md5=2ce1d8e72a8e9d093b3cdd1c386a2383" rel="nofollow">www.fashionangels.com</a>&nbsp;and for the most up to the minute information and to interact with Fashion Angels, like us on&nbsp;<a href="http://cts.businesswire.com/ct/CT?id=smartlink&amp;url=http%3A%2F%2Fwww.facebook.com%2Fpages%2FFASHION-ANGELS-ENTERPRISES%2F189748461004&amp;esheet=51039620&amp;newsitemid=20150213005043&amp;lan=en-US&amp;anchor=Facebook&amp;index=4&amp;md5=5af436b273bc5b29e07199ed7001625b" rel="nofollow">Facebook</a>&nbsp;and follow us on&nbsp;<a href="http://cts.businesswire.com/ct/CT?id=smartlink&amp;url=http%3A%2F%2Ftwitter.com%2FFashionAngels&amp;esheet=51039620&amp;newsitemid=20150213005043&amp;lan=en-US&amp;anchor=Twitter&amp;index=5&amp;md5=d7f2822e18d9bf3046c8b7b1083ed7d5" rel="nofollow">Twitter</a>, Pinterest, Instagram or Vine.</p>\n\n<p><b>MAT-AG</b></p>\n\n<p>&nbsp;</p>\n\n<p><img alt="" src="http://cts.businesswire.com/ct/CT?id=bwnews&amp;sty=20150213005043r1&amp;sid=acqr7&amp;distro=nx&amp;lang=en" />American Girl<br />\nStephanie Spanos, 608.830.4496<br />\n<a href="mailto:stephanie.spanos@americangirl.com">stephanie.spanos@americangirl.com</a><br />\nor<br />\nFashion Angels<br />\nChris Dresselhuys, 414.308.1613<br />\n<a href="mailto:cdresselhuys@fashionangels.com">cdresselhuys@fashionangels.com</a></p>\n\n<p>Source: American Girl</p>\n\n<p>News Provided by Acquire Media</p>\n]]>',
            category: ['Brand News'],
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              'American Girl® Partners with Fashion Angels Enterprises® on Arts & Crafts Licensing Deal',
            updated_at: '2022-02-25T05:34:15.694Z',
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            body: '<![CDATA[<p class="AlignCenter"><i>View-Master works with Google Cardboard to deliver an affordable, kid-friendly immersive digital experience</i></p>\n\n<p><strong>NEW YORK, February 13, 2015 &ndash;</strong>&nbsp;(BUSINESS WIRE)-- Kicking off the Toy Industry Association&#39;s Toy Fair in&nbsp;New Yorktoday,&nbsp;Mattel, Inc.&nbsp;(NASDAQ: MAT) unveiled a collaboration with Google that gives the iconic View-Master toy a 21<span>st</span>&nbsp;century twist. With the new View-Master that works with Google Cardboard,&nbsp;Mattelis infusing its expertise in fun and play to develop an immersive digital experience for kids.</p>\n\n<p>&quot;The View-Master was first introduced at the 1939 World&#39;s Fair in&nbsp;New York, giving consumers access to spectacular 3D worlds by simply selecting a reel and looking through a device,&quot; said&nbsp;Doug Wadleigh, SVP and Global Brand General Manager, Toy Box at&nbsp;Mattel. &quot;By working with Google&#39;s Cardboard platform, we are now able to take that experience even further bringing the discovery and immersive viewing experience of the View-Master to the digital age. Combining technology and innovation with this classic toy gives kids an enhanced experience allowing for play opportunities not yet imagined through new, digitally curated content.&quot;</p>\n\n<p>&quot;We developed Google Cardboard as an open platform to inspire companies like&nbsp;Mattel&nbsp;to rethink how to deliver new user experiences through technology,&quot; said&nbsp;Mike Jazayeri, Product Director for Google Cardboard. &quot;Many of us on the Google Cardboard team grew up playing with View-Master, so we were excited to collaborate with&nbsp;Mattel&nbsp;and to see the viewer evolve and work with Google Cardboard.&quot;</p>\n\n<p>Available fall 2015, consumers can purchase the View-Master viewer and a sample experience reel for SRP&nbsp;$29.99. The sample reel (when paired with app and smartphone) provides a glimpse of the full View-Master experience, including a gallery of classic View-Master images, a journey into space with a tour inside a space shuttle, and a chance to explore a unique destination in 360 degrees. Additional experience reel packs will be sold separately at retail for SRP&nbsp;$14.99, and each pack will feature four themed experience reels - with themes such as nature, adventure destinations and science - and each experience reel will be loaded with multiple areas to explore.</p>\n\n<p>To continue to expand offerings on the View-Master platform&nbsp;Mattel&nbsp;will begin to curate and create new experience reels with other Google Cardboard developers to offer users even more unique content to enjoy.</p>\n\n<p>For more information on the View-Master product, and for licensing and developer opportunities on the View-Master platform please visit&nbsp;<a href="http://cts.businesswire.com/ct/CT?id=smartlink&amp;url=http%3A%2F%2Fwww.view-master.com&amp;esheet=51039715&amp;newsitemid=20150213005105&amp;lan=en-US&amp;anchor=www.view-master.com&amp;index=1&amp;md5=55659485e7b615e1b8c72eacd2e9d8e7" rel="nofollow">www.view-master.com</a>.</p>\n\n<p><b>About&nbsp;Mattel</b></p>\n\n<p>The&nbsp;Mattel&nbsp;family of companies (Nasdaq: MAT) is the worldwide leader in the design, manufacture and marketing of toys and family products.&nbsp;Mattel&#39;s&nbsp;portfolio of best-selling brands includes Barbie&reg;, the most popular fashion doll ever produced, Hot Wheels&reg;, Monster High&reg;, American Girl&reg;, Thomas &amp; Friends&reg; and Fisher-Price&reg; brands, including Little People&reg; and Power Wheels&reg;, MEGA&reg; Brands, including MEGA BLOKS&reg; and RoseArt&reg;, as well as a wide array of entertainment-inspired toy lines. In 2013,&nbsp;Mattel&nbsp;was named one of the &quot;World&#39;s Most Ethical Companies&quot; by&nbsp;Ethisphere Magazine&nbsp;and in 2014 ranked No. 5 on&nbsp;Corporate Responsibility Magazine&#39;s&nbsp;&quot;100 Best Corporate Citizens&quot; list. With worldwide headquarters in&nbsp;El Segundo, Calif.,&nbsp;Mattel&#39;s&nbsp;companies employ nearly 30,000 people in 40 countries and territories and sell products in more than 150 nations. At&nbsp;Mattel, we are Creating the Future of Play. Visit us at&nbsp;<a href="http://cts.businesswire.com/ct/CT?id=smartlink&amp;url=http%3A%2F%2Fwww.mattel.com&amp;esheet=51039715&amp;newsitemid=20150213005105&amp;lan=en-US&amp;anchor=www.mattel.com&amp;index=2&amp;md5=b99f86ef5c8e2c7f687dd6383a615938" rel="nofollow">www.mattel.com</a>,&nbsp;<a href="http://cts.businesswire.com/ct/CT?id=smartlink&amp;url=http%3A%2F%2Fwww.facebook.com%2Fmattel&amp;esheet=51039715&amp;newsitemid=20150213005105&amp;lan=en-US&amp;anchor=www.facebook.com%2Fmattel&amp;index=3&amp;md5=2340553aed22eab323f86f0d6a425efd" rel="nofollow">www.facebook.com/mattel</a>&nbsp;or&nbsp;<a href="http://cts.businesswire.com/ct/CT?id=smartlink&amp;url=http%3A%2F%2Fwww.twitter.com%2Fmattel&amp;esheet=51039715&amp;newsitemid=20150213005105&amp;lan=en-US&amp;anchor=www.twitter.com%2Fmattel&amp;index=4&amp;md5=4e4390859f315a186661720573c7441c" rel="nofollow">www.twitter.com/mattel</a>.</p>\n\n<p>MAT-CORP</p>\n\n<p>&nbsp;</p>\n\n<p><img alt="" src="http://cts.businesswire.com/ct/CT?id=bwnews&amp;sty=20150213005105r1&amp;sid=acqr7&amp;distro=nx&amp;lang=en" /><span id="mmgallerylink-phrase">Photos/Multimedia Gallery Available:&nbsp;</span><span id="mmgallerylink-link"><a href="http://www.businesswire.com/multimedia/home/20150213005105/en/" rel="nofollow">http://www.businesswire.com/multimedia/home/20150213005105/en/</a></span></p>\n\n<p>Mattel<br />\nAngela Emery, 310-252-3306<br />\n<a href="mailto:angela.emery@mattel.com">angela.emery@mattel.com</a><br />\nor<br />\nKourtney Schepman, 213-438-8896<br />\n<a href="mailto:kschepman@golin.com">kschepman@golin.com</a></p>\n\n<p>Source:&nbsp;Mattel, Inc.</p>\n\n<p>News Provided by Acquire Media</p>\n]]>',
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            body: '<![CDATA[<div class="bw-release-story" itemprop="articleBody">\n<p class="bwalignl"><strong>EL SEGUNDO, Calif., October 08, 2019</strong> -- Mattel, Inc. (NASDAQ: MAT) today announced that Barbie&reg; is partnering with the world&rsquo;s largest and most trusted social fundraising platform GoFundMe to empower people and partners to help close the Dream Gap, the time* when girls start to doubt they can be anything. Timed to the one-year anniversary of the launch of the&nbsp;<a href="https://cts.businesswire.com/ct/CT?id=smartlink&amp;url=https%3A%2F%2Fbarbie.mattel.com%2Fen-us%2Fabout%2Fdream-gap.html&amp;esheet=52107730&amp;newsitemid=20191008005333&amp;lan=en-US&amp;anchor=Barbie+Dream+Gap+Project&amp;index=1&amp;md5=18a7ab669b2258e3c2f75a11d134531a" referrerpolicy="unsafe-url" shape="rect" target="_blank">Barbie Dream Gap Project</a>, the company also unveiled the first non-profit recipients of the program&rsquo;s fund.</p>\n\n<p>Beginning today, donors can take action on closing the Dream Gap by visiting&nbsp;<a href="https://cts.businesswire.com/ct/CT?id=smartlink&amp;url=https%3A%2F%2Fwww.gofundme.com%2Fc%2Fact%2Fbarbiedreamgapproject&amp;esheet=52107730&amp;newsitemid=20191008005333&amp;lan=en-US&amp;anchor=Barbie+Dream+Gap+Project+GoFundMe+page&amp;index=2&amp;md5=e50601e9263ea3de53aab5fb46ca6a65" referrerpolicy="unsafe-url" shape="rect" target="_blank">Barbie Dream Gap Project GoFundMe page</a>. The GoFundMe page outlines the Barbie Dream Gap Project and includes a general fund in partnership with GoFundMe.org, the social fundraising site&#39;s non-profit and advocacy arm, where donors can support the overall initiative or selected nonprofit organizations.</p>\n\n<p>The GoFundMe program builds on Mattel&rsquo;s Barbie Dream Gap Project, which pledged $250,000 in donations through the Mattel Children&rsquo;s Foundation&trade; earlier this year. These grants are being distributed to the following nonprofit recipient organizations:</p>\n\n<ul class="bwlistdisc">\n\t<li><b>She&rsquo;s the First,</b>&nbsp;which fights for girls&#39; education and girls&#39; rights, will fully fund education for 300 girls in Peru, Nepal, India, Sierra Leone, Uganda, and Ethiopia for one year, in addition to in-class activities focused on inspiring girls to dream big. Local organizations will be able to run at least three dedicated workshops on interesting career options, and access to curriculum that will help girls see themselves in new roles.</li>\n\t<li><b>She Should Run</b>, which provides guidance and support to women considering a run for office, will build and scale curriculum that helps girls imagine what is possible for their leadership in elected office through course offerings. This will influence at least 2,500 young girls to take action toward developing their political leadership.</li>\n\t<li><b>Step Up</b>, which inspires girls through after-school and weekend mentorship programs, will host four &ldquo;I Dream To&hellip;&rdquo; Mentorship Conferences around the country for 200 girls and take a multi-generational approach to role modeling and what it means to dream big and to confidently pursue those dreams.</li>\n</ul>\n\n<p>&ldquo;In the last year, we launched the Barbie Dream Gap Project to raise awareness around the Dream Gap by committing funds, research, products and dedicated resources to find ways to better help this next generation of girls reach their limitless potential,&rdquo; said Lisa McKnight, SVP and GM, Barbie &amp; Dolls, Mattel. &ldquo;Closing the Dream Gap is a multi-year initiative that cannot be done alone. We are pleased to be taking the next step by partnering with GoFundMe.org and selected nonprofit organizations that have powerful vehicles in place to reach girls at a global scale.&rdquo;</p>\n\n<p>&ldquo;Closing the Dream Gap for girls is imperative for the success of our future generations and we&rsquo;re proud to partner with Mattel to work towards making this a reality,&rdquo; said Yoshi Inoue, Executive Director GoFundMe.Org. &ldquo;Every day on GoFundMe, young changemakers are making a difference in their community and across the world through social fundraising. Now, through&nbsp;<a href="https://cts.businesswire.com/ct/CT?id=smartlink&amp;url=http%3A%2F%2Fgofundme.org%2F&amp;esheet=52107730&amp;newsitemid=20191008005333&amp;lan=en-US&amp;anchor=GoFundMe.org&amp;index=3&amp;md5=e26f8af8cc8938db5b6d09d12a182c6b" referrerpolicy="unsafe-url" shape="rect" target="_blank">GoFundMe.org</a>, we&rsquo;re empowering people to take action and support this important cause with the Barbie Dream Gap Project Fund.&rdquo;</p>\n\n<p>This effort is the next step in Barbie&rsquo;s ongoing commitment to close the Dream Gap. The brand continues to offer empowering products, like the recently-released Barbie Judge, to highlight underrepresented careers for girls. In addition, UCLA Scholars and Storytellers has developed a curriculum that addresses issues perpetuating the Dream Gap in partnership with Barbie, which is currently being piloted in El Segundo Unified elementary schools.</p>\n\n<p>For more information, visit&nbsp;<a href="https://cts.businesswire.com/ct/CT?id=smartlink&amp;url=http%3A%2F%2Fwww.Barbie.com%2FDreamGap&amp;esheet=52107730&amp;newsitemid=20191008005333&amp;lan=en-US&amp;anchor=www.Barbie.com%2FDreamGap&amp;index=4&amp;md5=be59fed82a6a820c52c948c4f0dec1ca" referrerpolicy="unsafe-url" shape="rect" target="_blank">www.Barbie.com/DreamGap</a>&nbsp;and take action at the&nbsp;<a href="https://cts.businesswire.com/ct/CT?id=smartlink&amp;url=https%3A%2F%2Fwww.gofundme.com%2Fc%2Fact%2Fbarbiedreamgapproject&amp;esheet=52107730&amp;newsitemid=20191008005333&amp;lan=en-US&amp;anchor=Barbie+Dream+Gap+Project+GoFundMe+page&amp;index=5&amp;md5=c74df43e023ed7f946b6656b79c5f8ff" referrerpolicy="unsafe-url" shape="rect" target="_blank">Barbie Dream Gap Project GoFundMe page</a>.</p>\n\n<p>*Study conducted by researchers at New York University, the University of Illinois and Princeton University.</p>\n\n<p><b>About Mattel</b></p>\n\n<p>Mattel&reg; is a leading global children&rsquo;s entertainment company that specializes in design and production of quality toys and consumer products. We create innovative products and experiences that inspire, entertain and develop children through play. We engage consumers through our portfolio of iconic franchises, including Barbie&reg;, Hot Wheels&reg;, American Girl&reg;, Fisher-Price&reg;, Thomas &amp; Friends&reg; and MEGA&reg;, as well as other popular brands that we own or license in partnership with global entertainment companies. Our offerings include film and television content, gaming, music and live events. We operate in 40 locations and sell products in more than 150 countries in collaboration with the world&rsquo;s leading retail and technology companies. Since its founding in 1945, Mattel is proud to be a trusted partner in exploring the wonder of childhood and empowering kids to reach their full potential. Visit us online at&nbsp;<a href="https://cts.businesswire.com/ct/CT?id=smartlink&amp;url=http%3A%2F%2Fwww.mattel.com&amp;esheet=52107730&amp;newsitemid=20191008005333&amp;lan=en-US&amp;anchor=www.mattel.com&amp;index=6&amp;md5=0bf5ad7916153b5f7cad269e9ea547b5" referrerpolicy="unsafe-url" shape="rect" target="_blank">www.mattel.com</a>.</p>\n\n<p><b>About The Barbie Dream Gap Project</b></p>\n\n<p>Research* has identified that starting at age five many girls are less likely than boys to view their own gender as smart and begin to lose confidence in their own competence. Cultural stereotypes, implicit biases and representation in media deepen this issue. This is the Dream Gap and, to help close it, Barbie launched the Barbie&nbsp;<a href="https://cts.businesswire.com/ct/CT?id=smartlink&amp;url=https%3A%2F%2Fbarbie.mattel.com%2Fen-us%2Fabout%2Fdream-gap.html&amp;esheet=52107730&amp;newsitemid=20191008005333&amp;lan=en-US&amp;anchor=Dream+Gap+Project&amp;index=7&amp;md5=bf35091e1997b8ad0dd5aea040928f2a" referrerpolicy="unsafe-url" shape="rect" target="_blank">Dream Gap Project</a>&nbsp;as a multiyear initiative in October 2018 to further the brand&rsquo;s commitment to empowering girls around the world.</p>\n\n<p><b>About GoFundMe</b></p>\n\n<p>Launched in 2010, GoFundMe is the world&rsquo;s largest free social fundraising platform, with over $5 billion raised so far. With a community of more than 50 million donors, GoFundMe is changing the way the world gives. Find us on&nbsp;<a href="https://cts.businesswire.com/ct/CT?id=smartlink&amp;url=https%3A%2F%2Ftwitter.com%2Fgofundme&amp;esheet=52107730&amp;newsitemid=20191008005333&amp;lan=en-US&amp;anchor=Twitter&amp;index=8&amp;md5=ef54376b79ea4dd54ea60e1910f78f11" referrerpolicy="unsafe-url" shape="rect" target="_blank">Twitter</a>,&nbsp;<a href="https://cts.businesswire.com/ct/CT?id=smartlink&amp;url=https%3A%2F%2Fwww.facebook.com%2Fgofundme%2F&amp;esheet=52107730&amp;newsitemid=20191008005333&amp;lan=en-US&amp;anchor=Facebook&amp;index=9&amp;md5=577e8e6746c1c7d793b6dedae1d8dfb0" referrerpolicy="unsafe-url" shape="rect" target="_blank">Facebook</a>&nbsp;and&nbsp;<a href="https://cts.businesswire.com/ct/CT?id=smartlink&amp;url=https%3A%2F%2Fwww.instagram.com%2Fgofundme%2F&amp;esheet=52107730&amp;newsitemid=20191008005333&amp;lan=en-US&amp;anchor=Instagram&amp;index=10&amp;md5=32cd538d902c573e4faf4f3527ea5e42" referrerpolicy="unsafe-url" shape="rect" target="_blank">Instagram</a>.</p>\n\n<p><b>About GoFundMe.org</b></p>\n\n<p>GoFundMe.org is the advocacy and charitable arm of GoFundMe and is an independent, registered 501(c)(3) public charity. GoFundMe.org provides the opportunity for the community to take action on the broad causes and needs that are ever-present on GoFundMe.com. All donations to a GoFundMe.org-supported fundraiser are tax-deductible.</p>\n\n<p>MAT-BARB</p>\n\n<p><img alt="" referrerpolicy="unsafe-url" src="https://cts.businesswire.com/ct/CT?id=bwnews&amp;sty=20191008005333r1&amp;sid=web02&amp;distro=nx&amp;lang=en" /><span class="bwct31415"></span></p>\n</div>\n\n<div class="bw-release-contact">\n<h2>Contacts</h2>\n\n<p><b><span class="bwuline">Media Contacts</span></b><br />\nMarissa Beck<br />\nMattel<br />\n<a href="mailto:Marissa.beck2@mattel.com" shape="rect" target="_blank">Marissa.beck2@mattel.com</a><br />\n(310) 252-4974</p>\n\n<p>Devin Tucker<br />\nMattel<br />\n<a href="mailto:Devin.Tucker@mattel.com" shape="rect" target="_blank">Devin.Tucker@mattel.com</a><br />\n(310) 252-6978</p>\n</div>\n]]>',
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            body: '<![CDATA[<ul class="bwlistdisc">\n\t<li><i>Evidence shows that doll play activates brain regions which are associated with social information processing and empathy, indicating that doll play enables children to rehearse, use and perform these skills even when playing on their own</i></li>\n</ul>\n\n<ul class="bwlistdisc">\n\t<li><i>Other findings show that doll play allows children to develop empathy and social processing skills more so than solo tablet play, even when playing by themselves</i></li>\n</ul>\n\n<ul class="bwlistdisc">\n\t<li><i>To understand the relevancy of the study, Barbie independently commissioned a global survey in 22 different countries questioning 15,000 parents which showed 91 percent of parents rank empathy as a key social skill they would like their child to develop, but only 26 percent were aware that doll play could help their child develop these skills</i></li>\n</ul>\n\n<ul class="bwlistdisc">\n\t<li><i>Today Barbie launches an online hub featuring resources for parents, caregivers, and children, to support them in their social processing skills which has been developed alongside leading empathy expert, writer, and educational psychologist, Dr. Michele Borba</i></li>\n</ul>\n\n<p><i>​</i></p>\n\n<p><strong>EL SEGUNDO, Calif.-- October 1, 2020</strong> --&nbsp;Today, Barbie&reg;, and a team of neuroscientists from Cardiff University, announces findings of a new study conducted using neuroscience for the first time to explore the positive impact doll play has on children, bringing to light new evidence that doll play activates brain regions that allow children to develop empathy and social information processing skills, even when playing by themselves.</p>\n\n<p>Over the past 18 months, senior lecturer Dr. Sarah Gerson and colleagues at Cardiff University&rsquo;s Centre for Human Developmental Science have used neuroimaging technology to provide the first indications of the benefits of doll play at a brain level. Through monitoring the brain activity of 33 children* between the ages of 4 and 8, as they played with a range of Barbie dolls, the team found that the posterior superior temporal sulcus (pSTS), a region of the brain associated with social information processing such as empathy, was activated even when the child was playing on their own. These benefits of solo doll play were shown to be equal for both boys and girls.</p>\n\n<p>Dr. Gerson explains: &ldquo;<i>This is a completely new finding. We use this area of the brain when we think about other people, especially when we think about another person&rsquo;s thoughts or feelings. Dolls encourage them to create their own little imaginary worlds, as opposed to say, problem-solving or building games. They encourage children to think about other people and how they might interact with each other. The fact that we saw the pSTS to be active in our study shows that playing with dolls is helping them rehearse some of the social skills they will need in later life. Because this brain region has been shown to play a similar role in supporting empathy and social processing across six continents, these findings are likely to be country agnostic</i>&rdquo;.</p>\n\n<p>To gather the data for the study, the children&rsquo;s play was split into different sections so the Cardiff team could capture the brain activity relating to each other kind of play separately: playing with the dolls on their own; playing with the dolls together with another person (the research assistant); playing with the tablet game on their own and playing with the tablet game along with another person (the research assistant).</p>\n\n<p>The dolls used included a diverse range of Barbie dolls and play sets, with all Barbie dolls and sets returned to starting positions before each child began their test to ensure consistency of experience. Tablet play was carried out using games that allow children to engage with open and creative play (rather than a rule or goal-based games) to provide a similar play experience to doll play.</p>\n\n<p>The findings of the study show that when children played alone with dolls, they showed the same levels of activation of the pSTS as they do when playing with others. Another finding of the study is that when children were left to play tablet games on their own, there was far less activation of the pSTS, even though the games involved a considerable creative element.</p>\n\n<p>To understand the relevancy of these neuroscience findings, Barbie independently commissioned a global survey** that asked more than 15,000 parents of children in 22 countries. Results of this showed 91 percent of parents ranked empathy as a key social skill they would like their child to develop, but only 26 percent were aware that doll play could help their child develop these skills. During this time at home, parents are increasingly worried about ensuring their child is developing social development skills, with more than two-thirds (70 percent) saying they are concerned about how this isolation might affect their child and how their child interacts with others. Similarly, 74 percent of parents are more likely to encourage their child to play with a toy if they knew it was proven to help their child develop social and emotional skills, like empathy.</p>\n\n<p><i>&ldquo;As leaders in the dolls category, we&rsquo;ve always known that doll play has a positive impact on kids, but up until now, we have not had neuroscientific data that demonstrates these benefits,&rdquo;</i>&nbsp;says Lisa McKnight, SVP and Global Head of Barbie and Dolls, Mattel. &ldquo;<i>The findings of this research highlights that playing with dolls, such as Barbie, offers positive benefits in preparing children for the future through nurturing social skills like empathy. As we continue to inspire the limitless potential in every child, we are proud to offer dolls that encourage skills we know are highly valued by parents and are determinants in children&rsquo;s future emotional, academic, and social success.</i>&rdquo;</p>\n\n<p>Barbie will be supporting these findings with an online hub,&nbsp;<a href="https://cts.businesswire.com/ct/CT?id=smartlink&amp;url=http%3A%2F%2Fwww.barbie.com%2FBenefitsOfDollPlay&amp;esheet=52298470&amp;newsitemid=20201001005413&amp;lan=en-US&amp;anchor=Barbie.com%2FBenefitsOfDollPlay&amp;index=1&amp;md5=b2d12ac0019405f7c0c3dc5d41285218" referrerpolicy="unsafe-url" rel="nofollow" shape="rect" target="_blank">Barbie.com/BenefitsOfDollPlay</a>, featuring resources for parents, caregivers, and children, to assist them in enhancing and applying their social processing skills. These resources have been developed alongside leading empathy expert, writer, and educational psychologist, Dr. Michele Borba.</p>\n\n<p>Michele Borba says: &ldquo;<i>The latest scientific findings from Cardiff University and Barbie are extraordinary and so relevant to the times we are living, given the limited social interaction our children can have. It&rsquo;s been shown that children who have developed empathy and social skills early in life can have better grades, stay in school longer and make healthier choices overall. Empathetic children might also be more likely to stand up for a child being bullied and try to engage and resolve the conflict. Understanding that kids can help develop these skills through playing with dolls like Barbie, is remarkable and a helpful tool for parents.&rdquo;</i></p>\n\n<p>The results of the study are published today in&nbsp;<b><a href="https://www.frontiersin.org/articles/10.3389/fnhum.2020.560176/full?utm_source=F-NTF&amp;utm_medium=EMLX&amp;utm_campaign=PRD_FEOPS_20170000_ARTICLE" rel="" target="_blank" title=""><i>Frontiers in Human Neuroscience</i>&nbsp;as &lsquo;</a><i><a href="https://www.frontiersin.org/articles/10.3389/fnhum.2020.560176/full?utm_source=F-NTF&amp;utm_medium=EMLX&amp;utm_campaign=PRD_FEOPS_20170000_ARTICLE" rel="" target="_blank" title="">Exploring the Benefits of Doll Play through Neuroscience</a>.</i>&rsquo;</b>&nbsp;Recognising that this study is a first step towards understanding the positive impact of doll play with further research required to build on these initial findings, Dr. Sarah Gerson and the Cardiff University team along with Mattel, have committed to further neuroscience studies in 2021.</p>\n\n<p><b><span class="bwuline">Notes to editors</span></b></p>\n\n<p>*Study was conducted with 42 children (20 x boys and 22 x girls) aged from 4-8 years old with full data captured from 33 children.<br />\n**Survey by OnePoll in July 2020 in 22 different countries questioning 15,000 parents of children aged from 3-10 years old.</p>\n\n<p><b>Further details about the Neuroscience study</b></p>\n\n<p>To gather the data Dr. Sarah Gerson and the team used a new neuroimaging technology, functional near-infrared spectroscopy (fNIRS), which makes it possible to scan brain activity while children are moving around. The technology comprises of head-worn caps allowing for free movement. The tests were conducted in a controlled testing room. The children&rsquo;s play was split into different sections so the team could capture the brain activity relating to each other kind of play separately: playing with the dolls on their own; playing with the dolls together with another person (the Research Assistant); playing with the tablet game on their own and playing with the tablet game together with another person (the Research Assistant). The dolls used included a wide range of diverse Barbie&rsquo;s family sets, careers set, Dream House set, and animal set with all Barbie dolls and sets returned to starting positions before each child began their test to ensure consistency of experience. Tablet play was carried out using games that were chosen for allowing children to engage with open and creative play (rather than a rule or goal-based games) to provide a comparative play experience to doll play. The ethical review panel at the School of Psychology at Cardiff University approved all procedures from recruitment onwards, and children were recruited from a panel of families in the UK area who have previously opted into being contacted for taking part in research at Cardiff&rsquo;s School of Psychology.</p>\n\n<p><b>About Cardiff University</b></p>\n\n<p>Cardiff University is recognised in independent government assessments as one of Britain&rsquo;s leading teaching and research universities. It is a member of the Russell Group of the UK&rsquo;s most research-intensive universities. The 2014 Research Excellence Framework ranked the University 5th in the UK for research excellence. Among its academic staff are two Nobel Laureates, including the winner of the 2007 Nobel Prize for Medicine, Professor Sir Martin Evans. Founded by Royal Charter in 1883, today the University combines impressive modern facilities and a dynamic approach to teaching and research. The University&rsquo;s breadth of expertise encompasses: The College of Arts, Humanities and Social Sciences; the College of Biomedical and Life Sciences; and the College of Physical Sciences and Engineering, along with a longstanding commitment to lifelong learning.</p>\n\n<p><b>About Mattel</b></p>\n\n<p>Mattel is a leading global children&#39;s entertainment company that specializes in design and production of quality toys and consumer products. We create innovative products and experiences that inspire, entertain and develop children through play. We engage consumers through our portfolio of iconic franchises, including Barbie&reg;, Hot Wheels&reg;, American Girl&reg;, Fisher-Price&reg;, Thomas &amp; Friends&reg; and MEGA&reg;, as well as other popular brands that we own or license in partnership with global entertainment companies. Our offerings include film and television content, gaming, music and live events. We operate in 40 locations and sell products in more than 150 countries in collaboration with the world&#39;s leading retail and technology companies. Since its founding in 1945, Mattel is proud to be a trusted partner in exploring the wonder of childhood and empowering kids to reach their full potential. Visit us online at&nbsp;<a href="https://cts.businesswire.com/ct/CT?id=smartlink&amp;url=http%3A%2F%2Fwww.mattel.com%2F&amp;esheet=52298470&amp;newsitemid=20201001005413&amp;lan=en-US&amp;anchor=mattel.com&amp;index=2&amp;md5=4c12c6d17d669e3e40a429f08887e9d7" referrerpolicy="unsafe-url" rel="nofollow" shape="rect" target="_blank">mattel.com</a>.&nbsp;</p>\n\n<p>&nbsp;</p>\n]]>',
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            body: '<![CDATA[<p><b>First Quarter Highlights</b></p>\n\n<ul>\n\t<li><b>Worldwide net sales down 5%;</b></li>\n\t<li><b>North American Region</b><span><b>1</b></span><b>&nbsp;gross sales down 2% and&nbsp;International Region&nbsp;gross sales down 7%;</b></li>\n\t<li><b>Worldwide gross sales by core brands: Barbie</b><span>&reg;</span><b>&nbsp;down 14%; Hot Wheels</b><span>&reg;</span><b>&nbsp;up 2%; Fisher-Price</b><span>&reg;</span><b>&nbsp;down 6% and American Girl</b><span>&reg;</span><b>&nbsp;up 5%;</b></li>\n\t<li><b>Gross margin decreased 330 basis points of net sales; SG&amp;A increased 350 basis points of net sales, including an incremental severance expense of&nbsp;$16 million;</b></li>\n\t<li><b>Operating income of&nbsp;$6.2 million&nbsp;compared to operating income of&nbsp;$65.8 million&nbsp;in the first quarter of 2013; and</b></li>\n\t<li><b>Loss per share of&nbsp;$0.03&nbsp;vs. prior year earnings per share of&nbsp;$0.11.</b></li>\n</ul>\n\n<p><b>Capital Deployment</b></p>\n\n<ul>\n\t<li><b>Board declared 2014 second quarter cash dividend of&nbsp;$0.38&nbsp;per share, reflecting an annualized dividend of&nbsp;$1.52&nbsp;per share; and</b></li>\n\t<li><b>The Company repurchased 736,000 shares of its common stock during the first quarter at a cost of approximately&nbsp;$28 million.</b></li>\n</ul>\n\n<p><strong>EL SEGUNDO, Calif., April 17, 2014</strong> --&nbsp;Mattel, Inc.&nbsp;(NASDAQ: MAT) today reported 2014 first quarter financial results. For the quarter, the Company reported a net loss of&nbsp;$11.2 million, or&nbsp;$0.03per share, compared to last year&#39;s first quarter net income of&nbsp;$38.5 million, or&nbsp;$0.11&nbsp;per share.</p>\n\n<p>&quot;For the first quarter, revenues were consistent with our expectations as we worked through inventories in a challenging global retail environment,&quot; said&nbsp;Bryan G. Stockton,&nbsp;Mattel&nbsp;Chairman and Chief Executive Officer. &quot;In addition, we managed costs and streamlined our workforce as part of our initiatives to drive efficiencies throughout the organization. Importantly, we made significant progress against two of our strategic objectives, entering new categories and strengthening our Girls Portfolio. We launched BOOMco., our highly-anticipated entry into the outdoor category, announced the acquisition of MEGA Brands Inc., a leading player in the rapidly-growing construction and arts &amp; crafts categories, and continued the global launch of our newest doll franchise, Ever After High<span>&reg;</span>. As we approach the second half of the year, and the all-important holiday season, we are optimistic that these initiatives will help drive our business this year and for many years to come.&quot;</p>\n\n<p><b>Financial Overview</b></p>\n\n<p>For the quarter, net sales were&nbsp;$946.2 million, down 5% compared to&nbsp;$995.6 million&nbsp;last year. On a regional basis, first quarter gross sales decreased 2% in the&nbsp;North American Region, which consists of the U.S.,&nbsp;Canada&nbsp;and American Girl, including a 1 percentage point unfavorable impact from changes in currency exchange rates. For the&nbsp;International Region, gross sales decreased 7%, including a 1 percentage point unfavorable impact from changes in currency exchange rates. Operating income for the quarter was&nbsp;$6.2 million, which included an incremental severance expense of&nbsp;$16 million&nbsp;as part of streamlining our workforce to drive efficiencies throughout the organization, compared to prior year&#39;s operating income for the quarter of&nbsp;$65.8 million.</p>\n\n<p>The Company&#39;s debt-to-total capital ratio of 34.1% is in line with our capital investment framework.</p>\n\n<p>Cash flows from operating activities were approximately&nbsp;$61 million, compared to cash flows used for operating activities of approximately&nbsp;$62 million&nbsp;in 2013. The change was primarily due to reductions in working capital. Cash flows used for financing and other activities were approximately&nbsp;$173 million, compared to cash flows from financing and other activities of approximately&nbsp;$52 million&nbsp;in 2013. The change was primarily due to prior year proceeds from the issuance of long-term debt and lower proceeds from the exercise of stock options, partially offset by prior year repayments of long-term debt.</p>\n\n<p><b>Capital Deployment</b></p>\n\n<p>The Company announced today that its Board of Directors declared a second quarter cash dividend of$0.38&nbsp;per share on the Company&#39;s common stock. The dividend will be payable on&nbsp;June 13, 2014&nbsp;to stockholders of record on&nbsp;May 23, 2014. The dividend is the second of four quarterly dividends the Company expects to pay this year, reflecting an annualized dividend of&nbsp;$1.52&nbsp;per share, which represents a 6% increase to last year&#39;s total dividends. During the first quarter of 2014, the Company repurchased 736,000 shares of its common stock at a cost of approximately&nbsp;$28 million.</p>\n\n<p><b>Sales by Brand</b></p>\n\n<p><b>Mattel Girls and Boys Brands</b></p>\n\n<p>For the first quarter, worldwide gross sales for Mattel Girls &amp; Boys Brands were&nbsp;$656.9 million, down 5% versus the prior year. Worldwide gross sales for the Barbie<span>&nbsp;</span>brand were down 14%.</p>\n\n<p>Worldwide gross sales for Other Girls brands were up 4%, primarily driven by Disney Princess<span>&reg;</span>&nbsp;and Ever After High<span>&reg;</span>, partially offset by Monster High<span>&reg;</span>. Worldwide gross sales for the Wheels category, which includes the Hot Wheels and Matchbox<span>&reg;</span>&nbsp;brands, were down 2%. Worldwide gross sales for the Entertainment business, which includes Radica<span>&reg;</span>&nbsp;and Games, were down 8%.</p>\n\n<p><b>Fisher-Price Brands</b></p>\n\n<p>First quarter worldwide gross sales for Fisher-Price Brands, which includes the Fisher-Price Core, Fisher-Price Friends and Power Wheels<span>&reg;</span>&nbsp;brands, were&nbsp;$271.4 million, down 6% versus the prior year.</p>\n\n<p><b>American Girl Brands</b></p>\n\n<p>First quarter gross sales for&nbsp;American Girl Brands, which offers American Girl branded products directly to consumers, were&nbsp;$105.9 million, up 5% versus the prior year.</p>\n\n<p><b>Live Webcast</b></p>\n\n<p>Mattel&nbsp;will webcast its 2014 first quarter financial results conference call at&nbsp;8:30 a.m. Eastern timetoday. The conference call will be webcast on the &quot;Investors&quot; section of the Company&#39;s corporate Web site:&nbsp;<a href="http://cts.businesswire.com/ct/CT?id=smartlink&amp;url=http%3A%2F%2Fcorporate.mattel.com%2F&amp;esheet=50846064&amp;newsitemid=20140417005346&amp;lan=en-US&amp;anchor=http%3A%2F%2Fcorporate.mattel.com%2F&amp;index=1&amp;md5=3aef63ba74c104e8a8a0775397b160cb" rel="nofollow">http://corporate.mattel.com/</a>. To listen to the live call, log on to the Web site at least 15 minutes early to register, download and install any necessary audio software. An archive of the webcast will be available on the company&#39;s Web site for 90 days and may be accessed beginning two hours after the completion of the live call. A telephonic replay of the call will be available beginning at11:30 a.m. Eastern time&nbsp;the morning of the call until&nbsp;Thurs., April 24&nbsp;at&nbsp;midnight Eastern time&nbsp;and may be accessed by dialing +1-404-537-3406. The passcode is 16668211.</p>\n\n<p>Information required by Securities and Exchange Commission Regulation G, regarding non-GAAP financial measures, as well as other financial and statistical information, will be available at the time of the webcast on the &quot;Investors &amp; Media&quot; section of&nbsp;<a href="http://cts.businesswire.com/ct/CT?id=smartlink&amp;url=http%3A%2F%2Fcorporate.mattel.com%2F&amp;esheet=50846064&amp;newsitemid=20140417005346&amp;lan=en-US&amp;anchor=http%3A%2F%2Fcorporate.mattel.com%2F&amp;index=2&amp;md5=b255ee8395e07394aef2a709f5859391" rel="nofollow">http://corporate.mattel.com/</a>, under the sub-headings &quot;Financial Information&quot; - &quot;Earnings Releases.&quot;</p>\n\n<p><b>About&nbsp;Mattel</b></p>\n\n<p>The&nbsp;Mattel&nbsp;family of companies (Nasdaq:&nbsp;<a href="http://cts.businesswire.com/ct/CT?id=smartlink&amp;url=http%3A%2F%2Ffinance.yahoo.com%2Fq%3Fs%3Dmat&amp;esheet=50846064&amp;newsitemid=20140417005346&amp;lan=en-US&amp;anchor=MAT&amp;index=3&amp;md5=73a74e2c41fe7a4616bfa224e1f309ca" rel="nofollow">MAT</a>) is the worldwide leader in the design, manufacture and marketing of toys and family products. Mattel&#39;s portfolio of best-selling brands includes Barbie<span>&reg;</span>, the most popular fashion doll ever produced, Hot Wheels<span>&reg;</span>, Monster High<span>&reg;</span>, American Girl<span>&reg;</span>, Thomas &amp; Friends<span>&reg;</span>&nbsp;and Fisher-Price<span>&reg;</span>&nbsp;brands, including Little People<span>&reg;</span>&nbsp;and Power Wheels<span>&reg;</span>, as well as a wide array of entertainment-inspired toy lines. In 2013,&nbsp;Mattel&nbsp;was named one of the &quot;World&#39;s Most Ethical Companies&quot; by&nbsp;Ethisphere Magazine&nbsp;and is also ranked No. 2 on Corporate Responsibility Magazine&#39;s &quot;100 Best Corporate Citizens&quot; list. With worldwide headquarters in&nbsp;El Segundo, Calif., Mattel&#39;s companies employ nearly 30,000 people in 40 countries and territories and sell products in more than 150 nations. At&nbsp;Mattel, we are&nbsp;<i>Creating the Future of Play</i>. Visit us at&nbsp;<a href="http://cts.businesswire.com/ct/CT?id=smartlink&amp;url=http%3A%2F%2Fwww.mattel.com&amp;esheet=50846064&amp;newsitemid=20140417005346&amp;lan=en-US&amp;anchor=www.mattel.com&amp;index=4&amp;md5=ee3aebf20696f682cc96191011af38a1" rel="nofollow">www.mattel.com</a>,<a href="http://cts.businesswire.com/ct/CT?id=smartlink&amp;url=http%3A%2F%2Fwww.facebook.com%2Fmattel&amp;esheet=50846064&amp;newsitemid=20140417005346&amp;lan=en-US&amp;anchor=www.facebook.com%2Fmattel&amp;index=5&amp;md5=dcff961621006dfe2cb66a8dad510ba5" rel="nofollow">www.facebook.com/mattel</a>&nbsp;or&nbsp;<a href="http://cts.businesswire.com/ct/CT?id=smartlink&amp;url=http%3A%2F%2Fwww.twitter.com%2Fmattel&amp;esheet=50846064&amp;newsitemid=20140417005346&amp;lan=en-US&amp;anchor=www.twitter.com%2Fmattel&amp;index=6&amp;md5=5644855ae33a3f494d9d30beb5c6f262" rel="nofollow">www.twitter.com/mattel</a>.</p>\n\n<p>MAT-FIN</p>\n\n<p><span>1</span>&nbsp;Consists of the U.S.,&nbsp;Canada&nbsp;and American Girl</p>\n\n<table cellspacing="0">\n\t<tbody>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td colspan="23"><b>MATTEL, INC.&nbsp;AND SUBSIDIARIES</b></td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">\n\t\t\t<p><b>EXHIBIT I</b></p>\n\t\t\t</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td colspan="28"><b>CONSOLIDATED STATEMENTS OF OPERATIONS (Unaudited)</b></td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="23"><b>For the Three Months Ended&nbsp;March 31,</b></td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>\n\t\t\t<p><span><b>(In millions, except per share and</b></span></p>\n\t\t\t</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="7"><b>2014</b></td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="7"><b>2013</b></td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2"><b>Yr / Yr</b></td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>\n\t\t\t<p><span><b>percentage information)</b></span></p>\n\t\t\t</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2"><b>$ Amt</b></td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2"><b>% Net Sales</b></td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2"><b>$ Amt</b></td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2"><b>% Net Sales</b></td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2"><b>% Change</b></td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td><b>Net Sales</b></td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>$</td>\n\t\t\t<td>946.2</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>$</td>\n\t\t\t<td>995.6</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>-5</td>\n\t\t\t<td>%</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>Cost of sales</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>464.7</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>49.1</td>\n\t\t\t<td>%</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>455.6</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>45.8</td>\n\t\t\t<td>%</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>2</td>\n\t\t\t<td>%</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td><b>Gross Profit</b></td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>481.5</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>50.9</td>\n\t\t\t<td>%</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>540.0</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>54.2</td>\n\t\t\t<td>%</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>-11</td>\n\t\t\t<td>%</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>Advertising and promotion expenses</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>90.8</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>9.6</td>\n\t\t\t<td>%</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>104.5</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>10.5</td>\n\t\t\t<td>%</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>-13</td>\n\t\t\t<td>%</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>Other selling and administrative expenses</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>384.5</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>40.6</td>\n\t\t\t<td>%</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>369.7</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>37.1</td>\n\t\t\t<td>%</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>4</td>\n\t\t\t<td>%</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td><b>Operating Income</b></td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>6.2</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>0.7</td>\n\t\t\t<td>%</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>65.8</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>6.6</td>\n\t\t\t<td>%</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>-91</td>\n\t\t\t<td>%</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>Interest expense</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>17.2</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>1.8</td>\n\t\t\t<td>%</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>20.3</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>2.0</td>\n\t\t\t<td>%</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>-15</td>\n\t\t\t<td>%</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>Interest (income)</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>(1.3</td>\n\t\t\t<td>)</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>-0.1</td>\n\t\t\t<td>%</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>(1.4</td>\n\t\t\t<td>)</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>-0.1</td>\n\t\t\t<td>%</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>-9</td>\n\t\t\t<td>%</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>Other non-operating (income) expense, net</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>(0.3</td>\n\t\t\t<td>)</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>2.7</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td><b>(Loss) Income Before Income Taxes</b></td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>(9.4</td>\n\t\t\t<td>)</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>-1.0</td>\n\t\t\t<td>%</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>44.2</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>4.4</td>\n\t\t\t<td>%</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>-121</td>\n\t\t\t<td>%</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>Provision for income taxes</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>1.8</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>5.7</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td><b>Net (Loss) Income</b></td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>$</td>\n\t\t\t<td>(11.2</td>\n\t\t\t<td>)</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>-1.2</td>\n\t\t\t<td>%</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>$</td>\n\t\t\t<td>38.5</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>3.9</td>\n\t\t\t<td>%</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>-129</td>\n\t\t\t<td>%</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td><b>Net (Loss) Income Per Common Share - Basic</b></td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>$</td>\n\t\t\t<td>(0.03</td>\n\t\t\t<td>)</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>$</td>\n\t\t\t<td>0.11</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>Weighted average number of common shares</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>340.2</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>344.3</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td><b>Net (Loss) Income Per Common Share - Diluted</b></td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>$</td>\n\t\t\t<td>(0.03</td>\n\t\t\t<td>)</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>$</td>\n\t\t\t<td>0.11</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>\n\t\t\t<p>&nbsp;</p>\n\t\t\t</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>\n\t\t\t<p>Weighted average number of common and potential common shares</p>\n\t\t\t</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>340.2</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>348.8</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t</tbody>\n</table>\n\n<table cellspacing="0">\n\t<tbody>\n\t\t<tr>\n\t\t\t<td colspan="19">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td colspan="19"><b>MATTEL, INC.&nbsp;AND SUBSIDIARIES</b></td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2"><b>EXHIBIT II</b></td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td colspan="24"><b>WORLDWIDE GROSS SALES INFORMATION (Unaudited)</b></td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="19"><b>Three Months Ended&nbsp;March 31,</b></td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td colspan="2">\n\t\t\t<p><span><b>(In millions, except percentage information)</b></span></p>\n\t\t\t</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3"><b>2014</b></td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3"><b>2013</b></td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>\n\t\t\t<p><span><b>Worldwide Gross Sales:</b></span></p>\n\t\t\t</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>Mattel Girls &amp; Boys Brands</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>$</td>\n\t\t\t<td>656.9</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>$</td>\n\t\t\t<td>692.2</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>\n\t\t\t<p>% Change</p>\n\t\t\t</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>-5</td>\n\t\t\t<td>%</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>11</td>\n\t\t\t<td>%</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>Pos./(Neg.) Impact of Currency (in % pts)</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>-1</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>-1</td>\n\t\t\t<td>&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>Fisher-Price Brands</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>271.4</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>287.3</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>\n\t\t\t<p>% Change</p>\n\t\t\t</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>-6</td>\n\t\t\t<td>%</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>-7</td>\n\t\t\t<td>%</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>Pos./(Neg.) Impact of Currency (in % pts)</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>-1</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>0</td>\n\t\t\t<td>&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>American Girl Brands</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>105.9</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>100.5</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>\n\t\t\t<p>% Change</p>\n\t\t\t</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>5</td>\n\t\t\t<td>%</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>32</td>\n\t\t\t<td>%</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>Other</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>7.0</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>8.4</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>Gross Sales</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>$</td>\n\t\t\t<td>1,041.2</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>$</td>\n\t\t\t<td>1,088.4</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>\n\t\t\t<p>% Change</p>\n\t\t\t</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>-4</td>\n\t\t\t<td>%</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>7</td>\n\t\t\t<td>%</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>Pos./(Neg.) Impact of Currency (in % pts)</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>-1</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>-1</td>\n\t\t\t<td>&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="23">\n\t\t\t<p><span><b>Reconciliation of Non-GAAP to GAAP Financial Measure:</b></span></p>\n\t\t\t</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>Gross Sales</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>$</td>\n\t\t\t<td>1,041.2</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>$</td>\n\t\t\t<td>1,088.4</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>Sales Adjustments</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>(95.0</td>\n\t\t\t<td>)</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>(92.8</td>\n\t\t\t<td>)</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>Net Sales</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>$</td>\n\t\t\t<td>946.2</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>$</td>\n\t\t\t<td>995.6</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>\n\t\t\t<p>% Change</p>\n\t\t\t</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>-5</td>\n\t\t\t<td>%</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>7</td>\n\t\t\t<td>%</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>Pos./(Neg.) Impact of Currency (in % pts)</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>-1</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>-1</td>\n\t\t\t<td>&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t</tbody>\n</table>\n\n<table cellspacing="0">\n\t<tbody>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td colspan="14"><b>MATTEL, INC.&nbsp;AND SUBSIDIARIES</b></td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2"><b>EXHIBIT III</b></td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td colspan="19"><b>CONDENSED CONSOLIDATED BALANCE SHEETS</b></td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="9"><b>At&nbsp;March 31,</b></td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2"><b>At&nbsp;December 31,</b></td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3"><b>2014</b></td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3"><b>2013</b></td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2"><b>2013</b></td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>\n\t\t\t<p><span><b>(In millions)</b></span></p>\n\t\t\t</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="9"><b>(Unaudited)</b></td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td><b>Assets</b></td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>Cash and equivalents</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>\n\t\t\t<p>&nbsp;</p>\n\t\t\t</td>\n\t\t\t<td>\n\t\t\t<p>$</p>\n\t\t\t</td>\n\t\t\t<td>897.3</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>\n\t\t\t<p>&nbsp;</p>\n\t\t\t</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>\n\t\t\t<p>$</p>\n\t\t\t</td>\n\t\t\t<td>1,259.5</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>\n\t\t\t<p>&nbsp;</p>\n\t\t\t</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>\n\t\t\t<p>$</p>\n\t\t\t</td>\n\t\t\t<td>\n\t\t\t<p>1,039.2</p>\n\t\t\t</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>Accounts receivable, net</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>762.6</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>750.8</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>1,260.1</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>Inventories</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>650.8</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>599.9</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>568.8</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>Prepaid expenses and other current assets</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>507.9</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>545.3</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>509.9</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>Total current assets</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>2,818.6</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>3,155.5</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>3,378.0</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>Property, plant, and equipment, net</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>658.8</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>605.1</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>659.3</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>Other noncurrent assets</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>2,394.6</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>2,433.1</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>2,402.3</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td><b>Total Assets</b></td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>\n\t\t\t<p>&nbsp;</p>\n\t\t\t</td>\n\t\t\t<td>\n\t\t\t<p>$</p>\n\t\t\t</td>\n\t\t\t<td>5,872.0</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>\n\t\t\t<p>&nbsp;</p>\n\t\t\t</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>\n\t\t\t<p>$</p>\n\t\t\t</td>\n\t\t\t<td>6,193.7</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>\n\t\t\t<p>&nbsp;</p>\n\t\t\t</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>\n\t\t\t<p>$</p>\n\t\t\t</td>\n\t\t\t<td>\n\t\t\t<p>6,439.6</p>\n\t\t\t</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td><b>Liabilities and Stockholders&#39; Equity</b></td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>Short-term borrowings</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>\n\t\t\t<p>&nbsp;</p>\n\t\t\t</td>\n\t\t\t<td>\n\t\t\t<p>$</p>\n\t\t\t</td>\n\t\t\t<td>-</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>\n\t\t\t<p>&nbsp;</p>\n\t\t\t</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>\n\t\t\t<p>$</p>\n\t\t\t</td>\n\t\t\t<td>5.0</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>\n\t\t\t<p>&nbsp;</p>\n\t\t\t</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>\n\t\t\t<p>$</p>\n\t\t\t</td>\n\t\t\t<td>\n\t\t\t<p>4.3</p>\n\t\t\t</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>Current portion of long-term debt</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>-</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>50.0</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>-</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>Accounts payable and accrued liabilities</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>661.0</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>825.5</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>1,015.4</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>Income taxes payable</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>13.9</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>18.0</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>27.7</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>Total current liabilities</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>674.9</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>898.5</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>1,047.4</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>Long-term debt</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>1,600.0</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>1,600.0</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>1,600.0</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>Other noncurrent liabilities</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>499.6</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>647.0</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>540.6</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>Stockholders&#39; equity</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>3,097.5</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>3,048.2</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>3,251.6</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td><b>Total Liabilities and Stockholders&#39; Equity</b></td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>\n\t\t\t<p>&nbsp;</p>\n\t\t\t</td>\n\t\t\t<td>\n\t\t\t<p>$</p>\n\t\t\t</td>\n\t\t\t<td>5,872.0</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>\n\t\t\t<p>&nbsp;</p>\n\t\t\t</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>\n\t\t\t<p>$</p>\n\t\t\t</td>\n\t\t\t<td>6,193.7</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>\n\t\t\t<p>&nbsp;</p>\n\t\t\t</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>\n\t\t\t<p>$</p>\n\t\t\t</td>\n\t\t\t<td>\n\t\t\t<p>6,439.6</p>\n\t\t\t</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td colspan="19">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td colspan="19"><b>SUPPLEMENTAL BALANCE SHEET AND CASH FLOW DATA (Unaudited)</b></td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="9"><b>At&nbsp;March 31,</b></td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>\n\t\t\t<p><span><b>(In millions, except days and percentage information)</b></span></p>\n\t\t\t</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3"><b>2014</b></td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3"><b>2013</b></td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>\n\t\t\t<p><span><b>Key Balance Sheet Data:</b></span></p>\n\t\t\t</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>Accounts receivable, net days of sales outstanding (DSO)</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>73</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>68</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>Total debt outstanding</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>\n\t\t\t<p>$</p>\n\t\t\t</td>\n\t\t\t<td>1,600.0</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>$</td>\n\t\t\t<td>1,655.0</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>Total debt-to-total capital ratio</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>34.1</td>\n\t\t\t<td>%</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>35.2</td>\n\t\t\t<td>%</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="9"><b>Three Months Ended&nbsp;March 31,</b></td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>\n\t\t\t<p><span><b>(In millions)</b></span></p>\n\t\t\t</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">\n\t\t\t<p><b>2014(a</b>)</p>\n\t\t\t</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3"><b>2013</b></td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>\n\t\t\t<p><span><b>Condensed&nbsp;Cash Flow Data:</b></span></p>\n\t\t\t</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>Cash flows from (used for) operating activities</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>$</td>\n\t\t\t<td>61</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>$</td>\n\t\t\t<td>(62</td>\n\t\t\t<td>)</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>Cash flows (used for) investing activities</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>(30</td>\n\t\t\t<td>)</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>(66</td>\n\t\t\t<td>)</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>Cash flows (used for) from financing activities and other</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>(173</td>\n\t\t\t<td>)</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>52</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>Decrease in cash and equivalents</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>$</td>\n\t\t\t<td>(142</td>\n\t\t\t<td>)</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>$</td>\n\t\t\t<td>(76</td>\n\t\t\t<td>)</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="3">&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">&nbsp;</td>\n\t\t</tr>\n\t</tbody>\n</table>\n\n<table cellspacing="0">\n\t<tbody>\n\t\t<tr>\n\t\t\t<td>\n\t\t\t<p>(a)</p>\n\t\t\t</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td colspan="2">\n\t\t\t<p>Amounts shown are preliminary estimates. Actual amounts will be reported in&nbsp;Mattel&#39;s&nbsp;Quarterly Report on Form 10-Q for the quarter ended&nbsp;March 31, 2014.</p>\n\t\t\t</td>\n\t\t</tr>\n\t\t<tr>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>&nbsp;</td>\n\t\t\t<td>\n\t\t\t<p>&nbsp;</p>\n\t\t\t</td>\n\t\t\t<td>&nbsp;</td>\n\t\t</tr>\n\t</tbody>\n</table>\n\n<p>Mattel, Inc.<br />\n<b>News Media</b><br />\nDallas Lawrence, 310-252-6397<br />\n<a href="mailto:press@mattel.com">press@mattel.com</a><br />\nor<br />\n<b>Securities Analysts</b><br />\nDrew Vollero, 310-252-2703<br />\n<a href="mailto:Drew.Vollero@mattel.com">Drew.Vollero@mattel.com</a></p>\n\n<p>Source:&nbsp;Mattel, Inc.</p>\n\n<p>News Provided by Acquire Media</p>\n]]>',
            category: ['Financial News'],
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            body: '<![CDATA[<div class="qmnews_story" id="story">\n<div class="subheadline" xmlns="" xmlns:xhtml="http://www.w3.org/1999/xhtml">\n<ul class="bwlistdisc" xmlns="http://www.w3.org/1999/xhtml">\n\t<li>All net proceeds from the new collectible line, which includes action figures and Little People<sup>&reg;</sup> Community Champions, will go to #FirstRespondersFirst*</li>\n\t<li>The Fisher-Price launch is the first of several from Mattel brands designed to support today&rsquo;s heroes, with others launching in the coming weeks as part of the Company&rsquo;s new &ldquo;Play it Forward&rdquo; platform focused on leveraging Mattel brands to give back to communities in times of need</li>\n</ul>\n</div>\n\n<p><strong>EL SEGUNDO, Calif., April 29, 2020</strong> &mdash; Mattel (NASDAQ: MAT) announced today the launch of #ThankYouHeroes, a new, special edition line of collectible action figures and Little People Community Champions that honors the individuals leading the fight against COVID-19 as well as the everyday heroes who are working to keep communities up and running. All net proceeds from the line will go to #FirstRespondersFirst, an initiative created to support first responder healthcare workers as they serve on the frontlines of the COVID-19 pandemic*. The Fisher-Price collection is the first of several brand efforts from Mattel designed to support today&rsquo;s heroes, with others kicking off in the coming weeks as part of the Company&rsquo;s broader &ldquo;Play it Forward&rdquo; platform, which focuses on leveraging Mattel brands to give back to communities in times of need.</p>\n\n<div class="textImage textImage-center textImage-caption" style="margin-left: auto; margin-right: auto; text-align: center; width: 680px; font-size: 90%; font-style: italic;"><img align="center" alt="Fisher Price #ThankYouHeroes" author="" class="widget-image" custom_size="false" data-imgheight="680" data-imgwidth="680" file_id="5ea9969a2cfac25b96fc0142" height="680" src="https://s3.amazonaws.com/cms.ipressroom.com/236/files/20203/5ea9969a2cfac25b96fc0142_Fisher-PriceThankYouHeroesGroup/Fisher-PriceThankYouHeroesGroup_mid.jpg" title="Thank You Heroes" width="680" />\n<div class="textImage-captionBody" style="padding: 3px 0px; clear: both;">Thank You Heroes</div>\n</div>\n\n<p>Fisher-Price&rsquo;s #ThankYouHeroes assortment includes 16 different action figures featuring a selection of doctors, nurses, EMTs and delivery drivers. The brand is also introducing a special five-character Little People set comprised of a doctor, nurse, EMT, delivery driver and grocery store worker.</p>\n\n<p>&ldquo;#ThankYouHeroes is designed to immortalize and honor healthcare and every day heroes, and to drive additional donations to support first responders,&rdquo; said Chuck Scothon, Senior Vice President of Fisher-Price and Global Head of Infant and Preschool, Mattel. &ldquo;Whether these toys are given as a gift to recognize someone working on the front lines, or used as a tool to help children have conversations about how they are feeling, it is our hope that Fisher-Price toys, and play in general, can ultimately make these difficult times easier for both kids and adults.&rdquo;</p>\n\n<p>&quot;We launched #FirstRespondersFirst to support healthcare workers and their families who are on the frontlines of this pandemic,&quot; said Arianna Huffington, Founder and CEO of Thrive Global, one of the organizations behind the #FirstRespondersFirst initiative. &ldquo;Mattel&rsquo;s iconic brands and products speak to something deep within us. So it will be wonderful to see this new Fisher-Price collection not only bring joy to children, but give parents and caregivers a new way to honor healthcare first responders and everyday heroes and their families.&quot;</p>\n\n<p>In addition to the launch of #ThankYouHeroes, Mattel is contributing to the fight against COVID-19 by making face shields and cloth face masks for medical professionals. The Company is now producing 500,000 face shields for healthcare workers, up from its original commitment of 100,000. Mattel has also provided toy donations to non-profit partners including Baby2Baby, Feed the Children, LA Family Housing, LA Students Most in Need (through the Los Angeles Unified School District), Partners for Pediatric Vision, Save the Children and UCLA Mattel Children&rsquo;s Hospital, among others. Additionally, the Company is donating toys to various Bright Horizons Child Care Centers that have been opened as special child care hubs, offering free child care for the children of frontline healthcare workers, through the #FirstRespondersFirst initiative. Mattel also recently launched the <a href="https://cts.businesswire.com/ct/CT?id=smartlink&amp;url=https%3A%2F%2Fnews.mattel.com%2Fnews%2Fmattel-invites-families-to-keepplaying-with-the-launch-of-the-mattel-playroom-a-new-digital-resource-for-parents-and-caregivers&amp;esheet=52211486&amp;newsitemid=20200429005245&amp;lan=en-US&amp;anchor=Mattel+Playroom&amp;index=1&amp;md5=c3e5386d316ba66f42f0b8b4f556bb2e" rel="nofollow" shape="rect">Mattel Playroom</a>, a free online resource for parents and caregivers, which features activities and content from the Company&rsquo;s iconic portfolio of brands.</p>\n\n<p>#ThankYouHeroes will be available for pre-order starting today through May 31, 2020 at <a href="https://www.mattel.com/en-us/playroom-thankyouheroes" rel="" target="" title="">http://MattelPlayroom.com/ThankYouHeroes</a>. Each item will retail at $20, with $15 from each sale being donated to #FirstRespondersFirst. Items are expected to ship to consumers by December 31, 2020.</p>\n\n<p><b>About Mattel</b></p>\n\n<p>Mattel is a leading global children&rsquo;s entertainment company that specializes in design and production of quality toys and consumer products. We create innovative products and experiences that inspire, entertain and develop children through play. We engage consumers through our portfolio of iconic franchises, including Barbie<sup>&reg;</sup>, Hot Wheels<sup>&reg;</sup>, American Girl<sup>&reg;</sup>, Fisher-Price<sup>&reg;</sup>, Thomas &amp; Friends<sup>&trade;</sup> and MEGA<sup>&reg;</sup>, as well as other popular brands that we own or license in partnership with global entertainment companies. Our offerings include film and television content, gaming, music and live events. We operate in 40 locations and sell products in more than 150 countries in collaboration with the world&rsquo;s leading retail and technology companies. Since its founding in 1945, Mattel is proud to be a trusted partner in exploring the wonder of childhood and empowering kids to reach their full potential. Visit us online at <a href="https://www.mattel.com/en-us" rel="" target="" title="">www.mattel.com</a>.</p>\n\n<p><b>About #FirstRespondersFirst</b></p>\n\n<p>#FirstRespondersFirst, an initiative of <a href="https://cts.businesswire.com/ct/CT?id=smartlink&amp;url=https%3A%2F%2Furldefense.proofpoint.com%2Fv2%2Furl%3Fu%3Dhttps-3A__nam02.safelinks.protection.outlook.com_-3Furl-3Dhttps-253A-252F-252Fwww.hsph.harvard.edu-252F-26data-3D02-257C01-257Cdeborah.marcus-2540caa.com-257C20f6ed00e12543656e1108d7e090ffd4-257Cc8f08d7a5d314558b0cab619c9a3d60a-257C0-257C0-257C637224785693499590-26sdata-3DTUFLnXNaZqEjpXaC6ja-252BeRyrLsIPpr2gGWX-252Bkmq58o4-253D-26reserved-3D0%26d%3DDwMFaQ%26c%3DWO-RGvefibhHBZq3fL85hQ%26r%3Dc4tYGW6IYR26ocssufIIUQxI3BWaLjQtXe4Xlpy2GyM%26m%3D1K5hysyr2f4wmBRtaLSHGZidItNRDXx2ufVUvxnMpXI%26s%3DX8ONbShJQOAvxmiRSOeQfqz2z5Elwebc1oyRUlpNyQM%26e%3D&amp;esheet=52211486&amp;newsitemid=20200429005245&amp;lan=en-US&amp;anchor=Harvard+T.H.+Chan+School+of+Public+Health&amp;index=4&amp;md5=9d808e3f77f7c0b8816c8ae3a3ee3ec3" rel="nofollow" shape="rect">Harvard T.H. Chan School of Public Health</a>, Thrive Global, and the <a href="https://cts.businesswire.com/ct/CT?id=smartlink&amp;url=https%3A%2F%2Furldefense.proofpoint.com%2Fv2%2Furl%3Fu%3Dhttps-3A__nam02.safelinks.protection.outlook.com_-3Furl-3Dhttps-253A-252F-252Fwww.caa.com-252Ffoundation-26data-3D02-257C01-257Cdeborah.marcus-2540caa.com-257C20f6ed00e12543656e1108d7e090ffd4-257Cc8f08d7a5d314558b0cab619c9a3d60a-257C0-257C0-257C637224785693504578-26sdata-3DY54QIaYTxw-252FWZxk3ld9oesMs5XB0mh54tb-252BblwKHsmQ-253D-26reserved-3D0%26d%3DDwMFaQ%26c%3DWO-RGvefibhHBZq3fL85hQ%26r%3Dc4tYGW6IYR26ocssufIIUQxI3BWaLjQtXe4Xlpy2GyM%26m%3D1K5hysyr2f4wmBRtaLSHGZidItNRDXx2ufVUvxnMpXI%26s%3D2M-I5pVL47HORPfgsqwvXva-j14v7aMIkcr_C73Gnec%26e%3D&amp;esheet=52211486&amp;newsitemid=20200429005245&amp;lan=en-US&amp;anchor=CAA+Foundation&amp;index=5&amp;md5=ba7cca39d47b53e601aa9e4ad7793a3c" rel="nofollow" shape="rect">CAA Foundation</a>, takes a whole human approach to supporting first responder healthcare workers as they serve on the frontlines of the COVID-19 pandemic. #FirstRespondersFirst&rsquo;s fundraising call to <a href="https://cts.businesswire.com/ct/CT?id=smartlink&amp;url=https%3A%2F%2Furldefense.proofpoint.com%2Fv2%2Furl%3Fu%3Dhttps-3A__nam02.safelinks.protection.outlook.com_-3Furl-3Dhttps-253A-252F-252Fthriveglobal.com-252Fcategories-252Ffirst-2Dresponders-2Dfirst-252F-26data-3D02-257C01-257Cdeborah.marcus-2540caa.com-257C20f6ed00e12543656e1108d7e090ffd4-257Cc8f08d7a5d314558b0cab619c9a3d60a-257C0-257C0-257C637224785693509573-26sdata-3DLLkK3tb1As-252FFQc9NQXHnYESO08JbXQPc1vUil6-252BNSXo-253D-26reserved-3D0%26d%3DDwMFaQ%26c%3DWO-RGvefibhHBZq3fL85hQ%26r%3Dc4tYGW6IYR26ocssufIIUQxI3BWaLjQtXe4Xlpy2GyM%26m%3D1K5hysyr2f4wmBRtaLSHGZidItNRDXx2ufVUvxnMpXI%26s%3Dg4gLMClpeYBY-FkfbCwIcQefp5BEAfHDAXKh1O8Saqg%26e%3D&amp;esheet=52211486&amp;newsitemid=20200429005245&amp;lan=en-US&amp;anchor=action&amp;index=6&amp;md5=aa4461cc1644035ca07735503e9d7d1b" rel="nofollow" shape="rect">action</a> helps provide essential protective equipment, accommodations, child care, food, mental health support, and other resources to this demographically and socially diverse workforce, ranging from minimum-wage hourly workers in home-care settings to social workers, nurses, physicians, and beyond, through its implementing collaborators Americares, Direct Relief, World Central Kitchen, and Bright Horizons, with additional support from Marriott International, IHG Hotels &amp; Resorts, Modelo, and Cisco, among others. Powered by Thrive Global&#39;s behavior change platform, #FirstRespondersFirst<b> </b>also provides access to Harvard Chan School&rsquo;s evidence-based content, specifically tailored to this critical workforce, to help improve the physical and mental well-being of healthcare workers. Dutch Bros Coffee, the country&rsquo;s largest privately held drive-thru coffee company, serves as #FirstRespondersFirst&rsquo;s premier corporate donor. #FirstRespondersFirst is a fund administered by The Entertainment Industry Foundation (EIF), a Charity Navigator 4 Star Charity that meets all 20 BBB Charity Standards.</p>\n\n<p>* Beginning April 29, 2020 through May 31, 2020, $15 from each online purchase of a toy from the #ThankYouHeroes Collection will be donated by Mattel to The Entertainment Industry Foundation, in support of #FirstRespondersFirst, dedicated to providing essential supplies, equipment and resources for frontline healthcare workers and their families. Offer open only to residents of the U.S/D.C. No portion of the purchase is tax deductible. No discounts, offers or coupons may be applied to the purchase of items from the #ThankYouHeroes Collection. For more information about the #FirstRespondersFirst, visit <a href="https://cts.businesswire.com/ct/CT?id=smartlink&amp;url=https%3A%2F%2Fthriveglobal.com%2Fcategories%2Ffirst-responders-first%2F&amp;esheet=52211486&amp;newsitemid=20200429005245&amp;lan=en-US&amp;anchor=https%3A%2F%2Fthriveglobal.com%2Fcategories%2Ffirst-responders-first%2F&amp;index=7&amp;md5=d2f8f6210b8c1c1e2e279827b486abb5" rel="nofollow" shape="rect">https://thriveglobal.com/categories/first-responders-first/</a>. Offer may be extended in Mattel&rsquo;s sole and absolute discretion. Mattel reserves the right to suspend or cancel the promotion in its sole discretion for any reason including in the event of force majeure.</p>\n\n<p>MAT-CORP</p>\n\n<div class="contact" xmlns="" xmlns:xhtml="http://www.w3.org/1999/xhtml">\n<p xmlns="http://www.w3.org/1999/xhtml">Danit Marquardt, Mattel, <a href="mailto:danit.marquardt@mattel.com" rel="nofollow" shape="rect">danit.marquardt@mattel.com </a><br />\nMonica Lee, Thrive Global, <a href="mailto:monica@thriveglobal.com" rel="nofollow" shape="rect">monica@thriveglobal.com </a><br />\nBeth McClinton, CAA, <a href="mailto:beth.mcclinton@caa.com" rel="nofollow" shape="rect">beth.mcclinton@caa.com </a><br />\nMeaghan Agnew, Harvard Chan School, <a href="mailto:magnew@hsph.harvard.edu" rel="nofollow" shape="rect">magnew@hsph.harvard.edu</a></p>\n</div>\n</div>\n]]>',
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