Better Collective: Better Collective A/S : Annual Report 2024 Sustainability

Sustainability Statements Commitment to growing a sustainable business 43 General disclosures 45 Social 58 Governance 77 Entity specific disclosures 81 Environment 84 EU Taxonomy 91 Appendix 96 A A nnu n a u l a r l e r p e o p r o t rt Commitment to growing a sustainable business At Better Collective, we aim to excite sports fans through engaging content and foster passionate com-munities worldwide. As a leader at the intersection of sports, media, entertainment, and iGaming, we recog-nize the responsibility that comes with our role in the in-dustry. As such, our focus on sustainable practices is in-tegral to how we innovate, engage, and create long-term value for our group and stakeholders. As part of our commitment to transparency and ac-countability, we welcome the EU's Corporate Sustaina-bility Reporting Directive (CSRD) and European Sustain-ability Reporting Standards (ESRS). CSRD is designed to enhance and standardize corporate sustainability re-porting, coming into effect from 2024. Consequently, Better Collective has been working to develop a more structured and thorough reporting, though we recog-nize that this will require continuous efforts. Our report-ing identifies sustainability matters to consider and ad-dress while providing stakeholders with transparent, comparable, and reliable information on our environ-mental, social, and governance (ESG) performance. Our efforts to prepare for and comply with CSRD have been relevant for optimizing and developing our busi-ness processes, helping us to deepen our understanding of what is critical for our short-, medium- and long-term success. Group-wide collaboration across departments like Finance, People and Culture, Product and Tech, In-vestor Relations, and Legal and Compliance has been central - and will continue to be - in optimizing our busi-ness processes and data collection for our CSRD report-ing. Under CSRD, we adhere to specific standards that cover a wide range of sustainability topics, ensuring that reporting is consistent and comparable across various industries. A core component of CSRD is the Double Materiality As-sessment (DMA), which requires us to identify the ma-terial sustainability matters relevant to our business and value chain. In 2018, we put out our first sustainability report, analyzing and identifying our key environmental, social, and governance (ESG) topics. Since then, we have updated our analysis through internal reviews and comprehensive revisions in response to evolving regu-lations. In 2024, we started applying the double materi-ality concept to our strategic priorities, mainly focusing on identifying impacts and risks. The 2024 Sustainability Statements mark the first consolidated Sustainability Statements in our Annual Report. The DMA introduces impacts, risks, and opportunities (IROs) that inform us about our sustainability matters. Identifying IROs involves assessing the potential im-pacts of our activities on the environment and people, the risks posed by sustainability matters to our group, as well as the opportunities that sustainability initiatives can create. In our Sustainability Statements, we have im-plemented CSRD and the ESRS. Aligning with our DMA, we report on the following topics in addition to the EU Taxonomy: • General disclosures • Climate change • Own workforce • Consumers and end-users • Business conduct We have structured our Sustainability Statements into four overall sections: "General disclosures", "Governance", "Social", and "Environment". Though, we have also chosen to incorporate some of the dis-closures from the cross-cutting standard into other parts of our Management Review and Remuneration report, as we believe some information is best read in close connection with the financial review and our ac-tivities. We have done this by using the 'Incorporation by reference' option. You can find a full overview of the ESRS structure and where to find the different disclosures in the appendix "Disclosure require-ments" on pages 102-106. We are excited to share our new Sustainability State-ments and hope you find them both engaging and easy to navigate. INCORPORATED BY REFERENCE GOV-1; 19, 21, 22 GOV-3, E1;13 SBM-1; 38, 40ai-ii, b, 42a Strategy SBM-3; AR 17 13-14 13-14 G1 GOV-1; 5 Corporate Matters 27 General disclosures Basis for preparation (BP-1) Our sustainability statements are prepared with refer-ence to the ESRS issued by the European Financial Re-porting Advisory Group (EFRAG). Information in the Sustainability Statement includes the Better Collective group and all its subsidiaries and has been prepared on the same consolidated basis as the Better Collective group's 2024 financial statements. Our DMA forms the basis for our sustainability reporting, addressing our own operations as well as the main parts of our upstream and downstream value chain concern-ing impacts, risks, and opportunities (IROs). Particularly the utilization of data centers in our upstream value chain and downstream on our workforce and users. The extent to which policies, actions, metrics, and targets go beyond our own operations varies depending on the na-ture of the topics which are disclosed in the topical ESRS. Disclosures in relation to specific circumstances (BP-2) External review Our Sustainability Statements are covered by limited as-surance performed by the external group auditor. Use of estimates Where estimates are used to provide consolidated group-wide reporting, such estimates, and practices are described in the accounting principles applicable to the data or information, including any related measurement uncertainty. Naturally, the reliance on indirect sources and proxies introduces some degree of outcome uncer-tainty. We are committed to refining our data collection methods, including exploring ways to, e.g., increase sur-vey participation and collaborating with partners to ob-tain more precise data. For further information on the key estimates, judgments, and assumptions applied, please refer to the individual pages where quantitative sustainability-related data tables are presented. For 2024, we have applied estimations in energy consump-tion for some offices, which also affects scopes 1 and 2. For scope 3, we use spend-based emission calculations which have inherently higher uncertainty. Changes in methodology 2024 marks the first year of reporting in accordance with CSRD, why calculation methodologies are updated to be in alignment with requirements in ESRS, yet no previously reported KPIs have been restated or revised. Better Collective has not included comparative infor-mation due to the new requirements from ESRS. These changes render the figures non-comparable. Disclosures stemming from other legislation and sustainability reporting standards Our sustainability statements also constitute our statu-tory reporting cf. the Danish Financial Statements Act, Sections 99d and 107d, as they fall under Better Collec-tive's Sustainability information and are therefore rele-vant to the Sustainability Statement on pages 29 and 75. Management responsibilities (GOV-1) The governance of Better Collective's sustainability ef-forts defines the role of the Board and its Committees as well as specifying the powers the Board delegates to our Executive Management. Sustainability and ethical busi-ness conduct are deeply integrated into our strategic di-rection and how we run our business. It is governed at the highest level by the Board and its committees. Re-sponsibility for the oversight of IROs lies within the Board of Directors, while business conduct policies, in-cluding Better Collective's Code of Conduct, are partially embedded within the Audit Committee. The Board of Di-rectors has overall accountability for the management and guidance of IROs, including those associated with aspects of sustainability, such as operating a compliant business, promoting safer gambling, implementing so-cially responsible conduct, environmental responsibility, and ethical behavior. Read more in our "Corporate Mat-ters" chapter from page 22. The following depicts management's role in the control and management of IROs by outlining their reporting lines to the administrative, management, and supervi-sory bodies, and their integration with other internal functions. In the ongoing work the Board of Directors and relevant committees determine whether appropri-ate skills and expertise are available. If not, external con-sultancy is used. Executive Management The Executive Management regularly meets informally with the Chair of the Board of Directors, and the CFO regularly meets informally with the Chair of the Audit Committee. The CFO is the individual within the Execu-tive Management responsible for the disclosure and re-porting of financial and non-financial matters. The Exec-utive Management participates in Board meetings with the Board of Directors and uses their knowledge and ex-pertise, supported by group departments and the Sus-tainability board, to guide the Board of Directors and en-able them to make informed decisions on sustainability matters. Final decisions on IROs are made by the Board of Directors. Sustainability Board Responsibility for the execution of the strategic sustain-ability priorities is delegated to Better Collective's Sus-tainability Board. The Sustainability Board is responsible for strategic priorities and integrating sustainability into business decisions and processes within their respective functions. Reporting to the Audit Committee and Board of Directors. The Sustainability Board is chaired by Bet-ter Collective's Head of Sustainability and consists of a cross-functional team with representatives from Sus-tainability, Finance, People and Culture, Safer Gambling, and Executive Management. Making up a total of nine members. The Sustainability board meets quarterly to address sustainability matters and IROs relating to Bet-ter Collective's operations. Group Finance and Group Investor Relations These two are