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The Russian company (Ltd company) controlling the first in volume audiences the Internet portal in Russia (a mail and entertaining service of Also among company assets social network "Wash mir@mail.Ru", a photohosting of "Foto@mail.Ru", a set of online games from Astrum Online Entertainment and about 50 more services.

Owners: Group - 99,9%

Revenue and profit of the company, $

2009126 400 000---
2010226 300 000---






In a month service attracts 27.8 million visitors. The general audience of Mail.Ru Group makes 75.6 million people. Services of group support nine thousand servers. The company has the largest data warehouse in Europe (the petabyte of data is stored more than ten).

As for e-mail - more than 400 million accounts from which quarter are active are registered. Daily more than 20 million electronic mailboxes are checked for Mail.Ru, per second through postal service there pass about 3.5 thousand letters, their "weight" reaches per day the 12th terabyte.

According to comScore (February, 2012), the most popular services of e-mail in the world by the size of daily audience for January, 2012 are:

  • Hotmail belonging to Microsoft
  • Yahoo,
  • (12.1 million)
  • AOL (10.6 million)
  • QQ Mail (10.2 million),
  • Mail 163 (5.9 million people a day),
  • "Yandex mail", (unlike data of ComScore (3.9 million), according to the estimates of TNS in January, 2012 the average daily audience of "Yandex.Mail" made 5.1 million)
  • Orange Mail belonging to France Telecom and
  •[1]. remains the only service in top five which is not giving to users opportunities to address a mailbox using IMAP4 protocol.

Performance Indicators


On charts positions of the company are presented at the Internet search market below.


Image:Доли сайтов России в баннернойи рекламе 2004-2011.PNG


Revenue at the end of 2010 made $226.3 million (includes income of ICQ). At the same time increased indicators not only quicker than the market, but also quicker, than the number of users grew. Therefore it is possible to speak about more effective monetization of services of the company, in particular social networks.

In 2010 refused search of "Yandex" for benefit of Google. Kochetkov considers that revenue growth from a context could be connected also with obtaining more advantageous conditions from the American company. However, it is unlikely partnership with Google was defining, the number of search queries of in a year decreased that could not but affect revenue, the top manager of the Internet company notices. According to Liveinternet, the share of search of in a year dropped by 2.5 items up to 7.4%.

By calculations of Vedomosti[2] during the transaction on the redemption DST of a share Naspers all was estimated at $2.25 billion.

Film business became the co-producer of the movie "the Viy. Return" together with RospoFilm Group (RFG) company. The holding invests in a picture $5 million (the general budget - $13-14 million), expecting to collect about $20 million according to the results of rolling. The CEO of RFG Alexey Petrukhin confirms the amount of $5 million. "We were interested in that not only performed promotion of a picture, but also was financially interested in its good charges", - he says.



In the USA the Russian emigrant Evgeny Goland creates DataArt company. The hand to formation of the company was laid also by Alexey Krivenkov. Within DataArt the St. Petersburg programmers wrote the engine for web mail which was initially supposed to be replicated in the West.


Evgeny Goland became the cofounder of service.

Alexey Krivenkov remembers, the co-founder of (July, 2012)[3]: "This story should be counted since 1997. I then worked at the New York office of the developer of software DataArt, a small startup with the Russian roots where I was one of junior partners and also the administrator and in general as it happens usually, "all at once". We had a small company – something about 20 clients. Just then in business the general fashion on "corporate mails" began, and we decided to make a system in which it will be convenient to get working mail – something like a present Google service of mail. I wrote on "pearl" a script which allowed one administrator to create many domains and gave the chance to administrators already in them to create users and to manage them. It were the first rudiments of what was transformed later to Soon I had to leave the States. Having returned to St. Petersburg, I continued to work for DataArt – employed local programmers and managed them. At our St. Petersburg office many engineers who were objectively much stronger than me in programming were valid. One of them – Dmitry Andrianov who actually, I consider the ingenious programmer, just at that time began to experiment and add a feature to read mail to a control interface of accounts. Here it is necessary to notice that approximately in the same time of Microsoft purchased Hotmail for some very serious money, and it, certainly, inspired us. Generally, at some point we decided that locating the excellent engine, we can quite create the service representing free mail to all in Russia. In addition, our good friends possessed the domain For us then it was any not business – just cool piece. But the main owner of DataArt Evgeny Goland supported us and suggested to try to start. We redeemed the domain and opened service in the test mode – so far for the, without any marketing and a public relations. The same people – co-owners of DataArt and several individuals became shareholders. I managed the project. Absolutely unexpectedly for all it began to grow quickly – so that focus of DataArt which took us under the aegis very quickly moved from support of the American clients for work with It became obvious that we need money for development. No funds in Russia then sense existed therefore began to look for investments into the USA – especially as we in this country worked long ago. As a result about one million dollars – the amount huge for those times collected from funds and private investors something. The project developed – less, than in a year, we had several tens of thousands of users.


November, 1998 - After half a year of work, the Russian postal service earned from the engine created by DataArt.

Alexey Krivenkov remembers, the co-founder of (July, 2012)[3]: At the beginning of 1998 we went to Moscow (all this time we sat in St. Petersburg) – to get acquainted with the big Internet companies. They then were not so much: Rambler, Yandex, Aport,,, still a couple – the market was absolutely small. We wanted that learned about us, we even considered the possibility to integrate. Arrangements with suppliers of content – news from InfoArt, became the main practical benefits of our trip, we placed on the homepage of now. And everything is free – at that time nobody sold traffic yet. This course quite corresponded to our strategy – having looked as Yahoo develops, we began to build the portal with a heap of services (news, weather, currency rates, etc.). But mail was the main product, of course, and we first of all "raised" it. At the same time the product always remained free. In general the paradigm of development was not really difficult. However, it was also not absolutely easy too. We had one strong competitor – company. Moreover, when we came to this market, they there already worked, and felt perfectly. But we quite actively worked elbows: experimented with services, tried to distribute the mail in domains of competitors. At us it turned out to consider the trend arising then – the growing interest in travel, and we purchased a share in All this worked for us, besides, children from Chat, it seems, underestimated a technology component – they had a reputation of the website which often "falls". We, by the way, pored over it much (and many difficult moments are connected with technologies – the number of users grew very quickly) – the company even moved to Moscow from St. Petersburg because in the last we lacked channels. Generally, we quickly enough bypassed competitors. Certainly, the investment attraction at an early stage was the correct step which allowed to develop normally. As I already told, advertizing in Runet was not on sale – approximately till 2001 there was a complete calm. Therefore also we earned nothing, all our efforts were directed to attraction of traffic what we successfully coped with.

1999: Порт.ру Ltd is created

In April, 1999 - Порт.ру Ltd is created

In August, 1999 the American private investors represented by Balestra Capital fund performed the first round of investments (900 thousand dollars). DataArt became the general contractor of Evgeny Goland received investments on and gave them to DataArt home company.

In September, 1999 - capitalization of made 4.6 mln. dollars.

In the fall of 1999 - purchased the domain This domain was included into "stop-list" RIPN earlier and in due time together with other domains from the forbidden list was offered for an auction. Alexey Krivenkov redeemed the domain from the winner of an auction – the Krasnoyarsk company Maxsoft – for 1 thousand dollars. To this address it was supposed to create image for the owner and key for the market of media. paid 50 thousand dollars for The amount of 50 times big, than in a case with But on there was already an untwisted website which became Pavel Hodakov and Sonya Sokolova. 50 thousand went to Rinet to Sergey Ryzhkov who was engaged in support of the website earlier and was the owner of the domain.

In December, 1999 - investors selected of 2.5 million more dollars. Capitalization of the company reached 27.5 million dollars.


February, 2000 - around inflamed scandal. The domain name belonged already to which having decided that it is easier for them to refuse Hodakov-Sokolova's services, than to agree about joint maintaining the project, decided to do the project to this address, having just discharged "co-owners". It was said in the official statement that kontentshchik after sale of a "rinetovsky" share ceased to be engaged in the website and therefore refused their services. The piquancy of a situation was that between Hodakov-Sokolova's team and no agreement was signed. The command believed that 50 thousand are paid for a quarter of the project. It will be as much again enclosed in the form of direct investments in the project then will possess 50% plus one action of the project and all will live long and happily. However did not want to put in the available command and the available website Pavel and Sonya took away the engine and contents and left on the new domain

To Russia there arrived Evgeny Goland. Krivenkov was displaced from a position of the chief executive on the development director. Its moving to New York was promised. He did not go to America, and with Goland did not find a common language.

The spring of 2000 - Maria Chernitskaya left the place of the director of of marketing and went to DataArt. The considerable role was played in this leaving by Maria's conflict with Nikita Korzun who came to after a scandalous gap with and German Klimenko. Questioning which was entered on in due time and allowed to give then an opportunity of targeted advertizing, - Maria's child.

May, 2000 – receives investments in the amount of 2.1 million dollars from Delta Capital Management fund. The number of employees reached 150, the number of the registered users of already passed for one million, and this achievement was included in the Book of records of Russia. At that time at already were:,, half of,,, mailing of The rating of, the forums and and the elite directory were started. In honor of the first anniversary among users of mail the VAZ 21110 car was played. It was the first car presented by the Russian Internet company to the client.

The beginning of summer of 2000 - the St. Petersburg command together with DataArt moved from expensive office on Fontanka to even more expensive to the address Serpukhov, 10, with marble ladders and other attributes of beautiful life.

July, 2000 - opened (the Chief Editor - Andrey Kupryakhin)

August, 2000 - the company was left by Alexey Krivenkov. As Alexey spoke later, "everything was clear and predictable". Goland bent the line and did the big company of the western type with departments and a hierarchical management system. Krivenkov who considered that such approach will ruin everything on a root preferred to take due to it as to the shareholder money and to step out. How many Krivenkov at the exit received – almost nobody knows. The amounts from 100 thousand to one million dollars are called.

September, 2000 - IBM delivers to server iron for the amount of 1 million dollars.

October, 2000 - the agreement with Marat Safin on which t-shirt during the competitions the logo – almost like legendary at that time Lycos with Anna Kournikova from now on had to flaunt is signed. The contract was signed for a period of three years, but was terminated ahead of schedule.

Fall of 2000 - to Golandu, by hearsay, it was refused the next tranche of investments. for the first time started talking about what needs to be earned. The e-commerce direction within which there was never a project and so and did not open, ate nearly a half of the "portovsky" budget. Everything became in a big way – the engine, standards, all shops of Runet under one wing. Here only to think up as to earn from it, nobody could. This problem with small losses was solved later "Yandex" and Rambler, having created Goods and Purchases.

Alexey Krivenkov remembers, the co-founder of (July, 2012)[3]: Certainly, our investors were very experienced and therefore patient people because believed that they sooner or later in Russia, as well as in the West, will begin to buy advertizing. Slightly they trembled only after the memorable "bubble of dotcoms" burst. Here already we had to be fidgety, but as a result approximately at this time at us some sales began though, and investors calmed down a little. In general I consider that our strategy was absolutely correct – yes, there was no money "right now", but the company very violently grew, users became more and more, and world experience showed that sooner or later our model will begin to bring money. Try to earn "kopeks" somehow to monetize service, meant to slow down development. We know examples when our competitors trembled, began to offer paid services, and as a result went broke. In 2001 when the markets at last began to grow and the company was going to move to a new level, this story for me ended. I had a conflict with other shareholders, and I was discharged of management of the organization. Approximately the offer from Yury Milner to integrate with his service came to the same time (before it integrated the first Netbridge company from subjects). Such option was not pleasant to me therefore I, having taken away the share money, left the project. The rest, I think, all know. If I was asked about what mistakes I made in volume the first for me the project, then I would call conservatism. It would be possible to grow even quicker if I risked more and did not try to make secure. It was necessary to start more new products and services and not to be afraid "kill" them if something was impossible, not to be afraid to spend resources for something important. Now I and acted. But there were errors which it was difficult to me to influence. At me we, let us assume, had no own team of engineers that, of course, very much slowed down growth. All technical work to us was done by DataArt. I agreed with it not – actually therefore there was a conflict with other shareholders. Why at us as a result it turned out to make the market leader? We had a beautiful name, a convenient service and the interface and there were no really powerful competitors – neither at Yandex, nor Rambler still very long had no normal mail. And we did a good product and therefore all was put. I do not think that it is always the correct logic, but it precisely is suitable for new fast-growing segments.

November, 2000 - with noisy scandal of the director of the department of e-commerce Andrey Taburinsky and the vice president for development Nikita Korzun left (the conflict received the continuation when Andrey Taburinsky took away with himself in Arrava a part of a command, having stated publicly that Port was left by the best experts in the field of e-commerce). The electronic and commercial direction on it decayed. And Port, having reshuffled top management, began to try to collect everything that it generated in one and a half years, in the uniform portal.

2001: integrates with netBridge company

On February 21, 2001 - on the terms of 50 on 50 integrates with netBridge company led by Yury Milner. Said that netBridge still had investor money which allowed to stretch still some time. Milner who became the CEO of the united company dismissed 90% of personnel, as a result of employees in the new company there were only 40 people.

After the consolidation and netBridge the group of shareholders led by Goland began to depart from this business, and gradually New Century Holdings, Milner and Finger redeemed shares of Goland and his partners.

April, 2001 - was closed by, was left without command. Feeble attempts did not manage to gather a new team and rediscover the edition for various reasons. The company was left also without ideologist of netBridge of German Klimenko. It left to do own portal and took away with itself(himself) a part of technicians of the company. With its leaving questionable there was an existence of and the rating of The command is liquidated, was closed, some time the sales department led by Vyacheslav Ovchinnikov and technical support of still existed.

September, 2001 - the website is transferred on the terms of "lease" and independent financing of A.Partners company. Shop 24x7 gave "use" to eHouse.

The end of 2001 - the decision to refuse development of numerous brands and to focus on the most popular — is made, having translated under it all projects. The CEO of Dmitry Grishin, became also the shareholder of

2003 had two new shareholders — Neftyanoy and Tiger Technologies concern. Through some time Milner, Finger and Tiger redeemed shares of New Century Holdings and Oil.


Milner and Finger entered all the actions to the DST company later renamed into Group.


December, 2006 - it is announced that had a new shareholder — Naspers.


Naspers purchased 33% in

In January, 2007 the South African holding Naspers purchased a share in Within the transaction 30.7% of the company for $ mln. dollars 165 million 550 were purchased - estimated 100% of at such amount during the transaction. Later, in December, 2007, Naspers increased the share, having purchased another 2.6% of for $26 million. During this transaction of it was estimated already at 1 billion dollars.

At the end of year revenue of increased by 90% and made $55.8 million. The indicator of EBITDA increased by 94% and made $36 million 68% of revenue of made income from media advertizing. 14% of revenue fell to the share of contextual advertizing.

Purchase of 30% of from Finam for $18 million

In 2007 Finam sold 30% of the dating service "Mamba" for $18 million which was included into DST Internet holding of Yury Milner.

2008: DST and Naspers are redeemed by 17% of from Tiger Global Management

In December, 2008 Digital Sky Technologies (DST) of Yury Milner and Grigory Finger and the southern African media holding Naspers were purchased by 17% of from Tiger Global Management, proceeding from assessment of the company in $1 billion. Sources, close to the parties of this transaction, said to Vedomosti that initially DST and Naspers agreed to purchase this share, proceeding from digit of $2 billion, but because of crisis the price fell twice.

Daily audience of in November, 2008, according to TNS, – 6.1 million users.

Based on 2008 revenue of the company on US GAAP made $74.6 million. Net profit - $34.3 million. Profitability on net profit – 46%. EBITdA – 1.004 billion rubles ($39.2 million), according to Naspers.


From March, 2008 to March, 2009 revenue of – 1.9 billion rubles ($73 million), EBITdA – 1.004 billion rubles ($39.2 million), according to Naspers.

According to TNS Web Index, in June, 2009 the monthly audience of the portal made 18.6 million users (the 2nd place after "Yandex").

For July, 2009 the number of the servers - 2000 pieces. Every year this number doubles. has ody of the largest storages in Europe capacity near the 2nd petabyte of data on data.

In the summer of 2009 of decided to enter the market of multiplayer games and even made the browser game "Eternity Crystal".

Purchase of Astrum Online Entertainment

September, 2009 - About the preparing consolidation with Astrum Online Entertainment Vedomosti were told the manager of the company making computer games, and the source close to one of DST companies. Negotiations still go, but the probability of the transaction is high, speak the manager, close to Astrum, and two sources among shareholders of and Astrum. It not merger of one company another, and consolidation by redistribution of shares of the existing co-owners, one of interlocutors of Vedomosti told. The transaction is "partially" monetary, tells a source, close to shareholders of both companies: the southern African Naspers owning 32% of wants that DST compensated washing out of its share in the united company. He does not call the amount of expected payments.

Besides, production and distribution of games within one company significantly optimize costs. Shareholders expect growth of capitalization of the united company. The interlocutor of Vedomosti cites as an example the Chinese Internet company and the producer of the games Tencent which overtook the largest Chinese search system Baidu on capitalization. About 40% of revenue of Tencent generate on-line games.

Astrum is a monetization source for many portals (for example, for Rambler) which after consolidation of this holding with can not want to cooperate with the main competitor. Rambler is important only quality of games, the representative assures it.

In September, 2009 the company costs about $0.5 billion, the manager of large investment bank, and Astrum — about $200 million considers. The top manager of the Internet company estimates Astrum at $300-400 million.

On December 1, 2009 the company became the owner of 100% of Astrum Online Entertainment. The stocks Astrum are partially paid with the stocks, partially – money. Other details of the transaction of the party are not disclosed.

The decision is made that the company will work under the brand, Dmitry Grishin will remain its president and the CEO. Igor Matsanyuk, the president of Astrum, will receive a position of the senior vice president of, Vladimir Nikolsky, the CEO of Astrum, will hold a post the vice president of the company.

Earlier market participants explained that the idea of the consolidation and Astrum belongs to DST, and Naspers was against washing out of the share in The South African holding required that DST compensated this reduction by money. What will be Naspers share in the joint Internet company, representatives of do not open, but say that at DST control will be retained.

According to Dmitry Grishin, online games are one of the most effective methods of monetization of Internet audience today. He hopes that the transaction will bring considerable synergy effect.

Growth of revenue by 66% to $126 million

Revenue of the company at the end of 2009 grew by 66.7% to $126.4 million, EBITDA — for 22.6% to $55.5 million, and EBITDA margin dropped by 16.1 percentage points and made 43.9%.

Both the CEO of Dmitry Grishin explains growth of revenue, and profitability falling with the fact that from II quarter 2009 the company consolidated indicators of the developer of the games Astrum Online (though Astrum received 100% only in December, 2009). Grishin says that 20-25% of revenue of for 2009 were the share of Astrum (i.e. $25.3-31.6 million), it does not disclose profitability of Astrum.

The chairman of the board of Finam investment holding Vladislav Kochetkov agrees with explanations of chapter of Profitability of the Russian developers of games it is traditional below, than multimedia portals, such as or "Yandex", it makes 30-35%, he says. At such companies as Astrum, expenses on production are big, besides at distribution of games via several portals it is necessary to share profit with partners, Kochetkov explains.

About a half of revenue fell to the share of paid services (games, acquaintances, downloading of content, etc.), a half was brought by advertizing, Grishin tells.

The participants of the advertizing market and analysts polled by Vedomosti found it difficult to estimate shares of media and contextual advertizing in the income of, however all of them agree in opinion that in "advertizing" revenue the share of media advertizing exceeds 50% now. So, in particular, considers, the analyst of iKS Consulting Elena Krylova.

Advertizing banners in mail generate a quarter of all revenue: in 2009 — more than $30 million[4].

Revenue of in the I quarter 2009 grew in comparison with an indicator of year prescription, according to preliminary data, approximately for 40% in rubles, the director of the products Oleg Ilyichev says. The homepage and Mail generate about 40% of advertizing revenue, Alexey Katkov, the commercial director of the company says.


  • On July 14, 2010 the southern African media holding Naspers Limited and the Russian investment fund Digital Sky Technologies (DST) announced that Myriad International Holdings B.V. fund, the Naspers subsidiary company, will purchase 28.7% of DST.

As reported in the press release of Naspers, under the terms of this transaction the holding invests in DST $388 million cash and also will give a share in company in the amount of 39.3%. Top managers of and other minority shareholders of the company also convert the actions into the stocks DST. As DST already holds a controlling stake of, after the transaction with Naspers the Russian fund will possess more than 99.9% of the company.

  • On August 19, 2010 the CEO of Dmitry Grishin announced updating of the interface of the portal. One advertizing banner instead of two, reduction of number of necessary resets of pages. Reduce quantity of the shown banners it is risky. But Grishin is ready to risk for involvement of new users — according to him, the Runet is far from saturation and the audience of the Russian Internet resources still can grow considerably.

At many users of e-mail an essential part of letters are messages from social networks, dating services, microblogs — generated by the computer and expected a known set of reactions ("become the friend", "enter into group" "refuse", etc.). In the new interface it is possible to react to such messages, without opening the letter. It is not necessary to open the message and to browse the enclosed photo or the document.

There were also other changes. The AJAX technology (for a long time used in the Gmail mail of Google company) allows to receive new letters without reset of the page with the list of letters manually. Besides, in the mail the advertizing banner at the top of the page disappeared, it is left only side. And it can be made invisible.

As a result of these innovations the number of demonstrations of advertizing banners will decrease. According to representatives of, at the answer to messages of social services and when opening investments without opening of the letter the advertizing banner will not be redrawn. At the same time quotations on advertizing, according to Dmitry Grishin, will not be raised. According to Dmitry Grishin, in the future the audience of Runet considerably will grow. At the mail will become twice more than clients, the CEO of the company considers. If so, i.e. sense to risk for their attraction.

2011: Break in relations about Yandex.Money

  • On June 1, 2011 it became known that Group step by step refuses cooperation with the main competitor - "Yandex". Now it stopped accepting Yandex.Money as payment of the online games bringing it 30% of revenue[5].

It is told about failure to accept Yandex.Money on the websites of the games From now on the user can pay for games and game objects either through Dengi@mail.Ru payment system, or through "Qiwi a purse" ( Group owns 21.4% of Qiwi Ltd.), either through PayPal, or from the mobile account.

The representative of Group calls failure from Yandex.Money "strictly economic solution", and the Deputy CEO of Yandex.Money Natalya Haytina — "competitive struggle acceptance": according to her it is like to prohibit, for example, acceptance of letters from Gmail. Yandex.Money was not even notified on agreement cancelation, Haytina is perturbed.

It is not the first case when Group and the companies affiliated with it terminate agreements with "Yandex". At the end of 2009 replaced search engine of "Yandex" with own. And from the middle of March, 2011 payment terminals of Qiwi could not be used for account replenishment in Yandex.Money (and in 10 payment systems).

Now Qiwi — one of the main though not the only instrument of replenishment of services both cash, and electronic money, the president of the Qiwi Ltd group says. Andrey Romanenko.

Yandex.Money occupied not a really considerable share in payments for the games earlier, the chief executive of the producer of the online games Drimmi Victor Zakharchenko considers. According to the CEO of the aggregator of game payments "Money online" Igor Ivchenko, this share made 10-12%. For Yandex.Money game services too not key partners, the source in one of payment systems considers: Yandex.Money cooperates, for example, with foreign playgrounds.

For Group of an online game — an important source of revenue. Payments for games and game artifacts provided 30.7% of revenue of Group for 2010, or $99.8 million. And in absolute expression this amount grew in a year by 62.5% — generally due to increase in number of players.

According to Zakharchenko, decided to make "Dengi@mail.Ru" "point of entry" for payments for the services for a long time. Perhaps, now she will want to expand a zone of influence of this payment system, he assumes.

Having disconnected Yandex.Money, pursues several aims at once, Ivchenko, and transfer of transactions from Yandex.Money in own payment system — not main of them is sure. Large online projects begin to think more often of advantage of work with electronic payment systems, including of the size of the fees which are charged from them by systems. And Yandex.Money has a tightly regulated tariff policy which not always suits large online projects, notices Ivchenko.

Usually payment system takes from an online service 2.5-5% of the amount which transfers to its account from the e-wallet of the user, Ivchenko says. The average market commission is in this framework, confirms a source in one of electronic payment systems. At Yandex.Money the commission is closer to the upper bound of this range and the rate depends on the extent of turnover little, the manager of one of the partner companies of Yandex.Money tells.

Indeed, confirms a source in developer company of games, explaining: it is a protecting measure of "Yandex" against gray schemes. The commission — a subject of the mutual arrangement, Haytina says, but Group did not even discuss a rate.

2013: What occurs on in 1 hour. Statistics

2016: Credentials and passwords of 25 million users of are stolen

According to the LeakedSource resource which is engaged in tracking of leaks of passwords and personal data, in August, 2016 logins and passwords of users of several game services[6] were stolen[7].

As approves LeakedSource, more than 12.8 million accounts of the game Crossfire on the domain (from them 6.2 million are decrypted), 5 million accounts of a game "Couple of Pa suffered: The city of Dances" on the domain (from them 3.3 million are already opened), 3.99 million accounts to a foum of the same game (2.9 million are decrypted) and 3.2 million passwords from Tanks ( The given more than 25 million accounts are in total published.

LeakedSource states that it promoted opening of the most part of passwords from the stolen accounts use for their enciphering of an algorithm of MD5 which by present time cannot already be considered reliable protection.

It is interesting that more than one million passwords of users of had an appearance "12345..." or "qwerty...", "1111...", etc. what strongly simplified their interpretation.

In addition to and passwords the e-mail addresses of users and days of their birth Were stolen. For some records malefactors got the IP addresses and phone numbers.

It is known that forums worked on the vBulletin engine, and for the attack vulnerability of SQL injection was used (code injection on SQL in requests to the website).

The press service of stated that the passwords published by LeakedSource belong to forums of game projects which the company purchased in different years, and have no relation to the main mail service of Now forums and the games Mail.Ru Group are transferred to a single system of authorization, representatives of the company say.

2018: Change of a logo

On October 10, 2018 Mail.Ru Group provided the updated visual style of Mail and the Mail.Ru portal. For a design more bright and juicy colors were selected, and the logo received laconic and adaptive design. A design of services became more emotionally and is more modern. portal logo since October 10, 2018
The sign "@" — the most known element of design of Mail and the Mail.Ru portal. We used this strength and made the sign simple, clear and modern. We refused excess elements, got rid of ".ru" particle in a logo which does not affect brand recognition. Without it the main logo becomes simpler and writing of names of the projects entering the portal is considerably facilitated: "News Mail" or Mail of Cloud. Besides, the logo became adaptive: depending on a situation it is possible to use also the reduced writing of names of projects: "@novost", and complete "news @mail" — Yury Vetrov, the chief design officer of Mail.Ru commented on rebranding.
» portal logo till October 10, 2018 portal logo till October 10, 2018

Components of the updated design — a form, composition, accents, fonts and other components — develop in an integral image and correspond to general strategy of Mail.Ru: do smart, useful and safe services.

According to representatives of Mail.Ru Group, updating of visual style — only one of stages of the planned changes which supports general strategy of development of products.