CORPORATE RESPONSIBILITY REPORT 2019

BEYOND BUSINESS OPERATIONS: HOW WE 56 ENGAGE IN OUR COMMUNITIES In 2019, more than € 300,000 was donated in the field of health- care, prevention research and social development as part of our community involvement. What do Our Communities look like and how do we support them by providing employment and taxes? In the section How Our Employees Engage you will find further in- formation on how we are combining charity with sporting events, what opportunities are offered to our employees to get involved and how many hours were spent on community work. OUR ENVIRONMENTAL IMPACT: LESS IS MORE 64 Following the motto “less is more”, we are focusing on reducing Our Impact. How are we reducing negative impact? And what are our focus areas? Information on carbon emissions resulting from Business Travel are further described in this section. SUPPLY CHAIN: KNOW YOUR BUSINESS 73 PARTNERS 97 % of our supplied goods and services were purchased from EU Member States. How do we thereby positively support human rights matters? And how do we make sure to get a precise picture of all our business partners? Find out more about Our Supply. WE NEVER SETTLE FOR SECOND 78 APPENDIX IMPRINT AND CONTACT 79 90 33

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BEHIND THE SCENES: LEADING TO SUCCESS From left to right: Our Chief Financial Officer (CFO) Stefan Eck, who joined in 2017, our Chief Regulatory Officer (CRO) Karin Klein, our Chief Executive Officer (CEO) Joachim Baca and our Chief Commercial Officer (CCO) Marlon van der Goes have been part of the management board since 2016. Our board does not only share a passion for sports but also possesses many years of experience in the gaming industry. Just like our employees, all members of the board bring our company values to life and thereby push the success of the business. We TRUST that every member of our organization does the right thing to contribute to the overall success of the business. We take the trust placed in us by our customers and other stakeholders as an incentive to continuously maintain a safe environment, integrity and trusted relationships. PROGRESS describes our constant quest for improvement. We put this into action through the training and further education of our employees as well as the constant innovation and further development of our ser- vices. Due to our PASSION for sports, we enjoy our work. This also connects us closely to our customers, because we share a common commitment: We never settle for second. 77

We have the #1 sports betting app in the German Apple App Store. We hold more than 50 % of the market share in the German sports betting market. On average, we handle more than 5 million bets per day. AVERAGE NUMBER OF BETS PER DAY 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 2017 2018 2019 Number of Sports Offered – Overall 30 + Average Sport Events Offered per Day – Overall 730 Unique Active Online Users up to 284,000 on a football match day TOP 3 FOOTBALL EVENTS 2019 BY TURNOVER 99 Bayern Münchenvs.Liverpool FC13/03/19213Tottenhamvs.Liverpool FC 01/06/19Ajaxvs.Tottenham08/05/19

ACCESSIBLE EVERYWHERE: ONLINE AND RETAIL We are the home of sports betting. Our online offers are always available. In 2019 digital revenues accounted for almost 70 % of total revenues – and that number is rising. In addition to our position as a digital pioneer, we can build on our successful multi-channel strategy with a strong retail presence in Germany and Austria. Our large network consists of our own shops, as well as franchise shops throughout Germany and Austria. In 2019, we increased the network of shops operated by our own Group companies to around 230 in both countries (grey dots). Together with the extensive franchise network (white dots) we offer our services in more than 1,270 outlets. GERMANY SHOPS TOTAL 2019 more than + 70 new Tipico-owned shops (compared to 2018) AUSTRIA SHOPS TOTAL 2019 Tipico Franchise 1111

BOARD Direct reporting on CR topics Consultation and monitoring implementation of guidelines INTERNAL STAKEHOLDERS GROUP CR MANAGEMENT EXTERNAL STAKEHOLDERS Dialogue with internal stakeholders Dialogue with external stakeholders Direct reporting on CR topics Consultation and support for implementing local CR initatives Active support of employee- driven initiatives and implementation of internal stakeholders LOCAL CR AMBASSADORS IN GROUP ENTITIES In all our entities, local staff members have volunteered to act as CR ambassadors. They have better insight into their local communities and are therefore well-positioned to identify potential economic, environmen- tal and social impacts in their specific locations. In 2019, the main group consisted of around ten employees. These ambassadors help our central CR to connect with local communities, raise awareness in their regions, and support approved employee-driven charitable activities and practical execution of local volunteering projects. Through this framework, we can assure that all CR impacts of our Group entities are taken into consideration and coordinated centrally within the Tipico Group. As collaboration can effect powerful changes in markets and societies, we participated in the UN Global Compact (UNGC) for the second consecutive year. The Compact is signed by companies that promote cer- tain social and environmental standards which are set out in ten main principles. It is the world’s largest corporate sustainability initiative. The UN Global Compact enables companies to align strategies and ope- rations with the universal principles of human rights, labour, environment and anti-corruption, and takes action in these areas – all with the knowledge and experience of the United Nations. In the course of this participation, we signed a statement in which we committed to comply with the ten principles of the UN Global Compact – one of the first participants within our sector to do so. In 2019, the suggestions provided by the UNGC were used for defining the content of the first Tipico CR re- port. Employees further actively participated in training offered by the UNGC Academy. Thereby, employees’ overall understanding of sustainable business practices was increased. 1313

UNIQUENESS: ONE TEAM, COMMON VALUES, DIFFERENT MINDSETS As the most important resource of the company, and thus a key factor for success, employees are at the core of Tipico. That is why we not only offer a unique international working environment, but also an extensive range of training courses and promotion of sports activities and health benefits. This allows each employee to succeed and gives us a head start to find the best talent. With a wide range of expertise, qualifications and years of experience in the field, we have formed a team that combines a passion for sports and strong identification with our Tipico brand. As part of this identity, we believe that a free, fair, non-prejudiced and ethnically-vibrant employee base helps bring together many voices, multiple talent pools, and a plethora of capabilities – creating a unique roadmap for our success and growth. In 2019, we employed people of more than 40 different nationalities. NATIONALITIES OF TIPICO EMPLOYEES IN 2019 Our strategy leading to such diverse teams is a simple, uncompromising meritocracy without any prejudice: always hire the best candidates. By focusing on qualifications, values and motivation, we have absolute cla- rity on the values that new employees bring to the company. We benefit from the expertise and unique per- spective of each and every one of them. On senior levels (executives, directors and heads of departments) the blend of nationalities is also diverse, with approximately 40 % coming from the local communities in which we operate. In 2019, no incidents of discrimination were reported. In 2018, Tipico signed the Diversity Charta, a corporate initiative to promote diversity in companies and insti- tutions under the auspices of the German Federal Chancellor Dr Angela Merkel. The charter aims at promoting recognition, appreciation, inclusion and diversity in the workplace and in everyday life in Germany. We were one of the first companies in the gambling industry to become part of this initiative. In the framework of the Diversity Day 2019, Tipico organised events for employees across all locations. Even though internationality is a strength, other dimensions of diversity are of equal importance to us. Therefore, we set working pat- terns to minimise barriers for employees with special needs and track gender and age ratios of employees. Nevertheless, more men than women are still interested in the industry. This becomes apparent when com- paring data about our employees to the gender balance of our customers, in both cases the majority are male. Another reason might be that Tipico employs several professional groups which are statistically more male-dominated, such as software developers.2 2 Statista (2019) Retrieved from: https://de.statista.com/statistik/daten/studie/167555/umfrage/frauenanteil-in-verschiedenen-berufsgruppen-in-deutsch- land/ 1515

EMPLOYEES BY AGE GROUPS IN CORE BUSINESS AREAS3 AGE GROUPS OF CANDIDATES APPLYING IN 2019 50 % 40 % 30 % 20 % 10 % 0 % 18-27 28-37 38-47 48-57 58-67 2018 2019 50 % 40 % 30 % 20 % 10 % 0 % 18-27 28-37 38-47 48-57 58-67 In terms of age, we have a relatively young workforce with an average age of 34. The current workforce thereby partly mirrors the people interested in jobs at Tipico. The majority of prospective employees are in the age groups of 18–27 and 28–37. This again reflects our customer base of young adults. EXCITING CAREER OPPORTUNITIES 95 % of employees in core business areas are employed full time. 93 % of employees in core business areas are permanently employed. EMPLOYEES AT THE END OF THE YEAR IN CORE BUSINESS AREAS Along with the steadily growing market presence and increased product offers, our team is continu- ously growing. The number of employees in core business areas by the end of each year grew by around 12 % from 2017 to 2018 and 8 % from 2018 to 2019. As in the previous year, around 93 % are permanently employed. 95 % of all our employees in core locations are working full time. When inclu- ding our retail businesses, these numbers decrease due to the high number of student workers in the Tipico shops. 800 600 400 20 0 0 % 2017 2018 2019 3 Core business areas are calculated without on-site retail businesses 1717

In 2019, the annual staff turnover discernibly decreased to 14 % compared to 18 % in 2017 and 2018. Because our goal is to maintain the best talent, attractive career development op- portunities for our employees are essential. For instance, in Malta 29 employees were promoted or advanced internally to higher positions. This number equals around 16 % of all newly filled positions. This applies especially to the customer support team, which is often seen as a stepping stone to understanding the company and progressing from there on. Having an outside perspective as a starting point en– ables us to focus on our customers and their experience throughout a Tipico career. -4 % STAFF TURNOVER compared to 2018 1919

The programme also involves a variety of tailor- made training options specifically designed to complement Tipico’s culture with the aim of buil- ding momentum and achieving a unified viewpoint on leadership behaviours. Topics include areas ai- med at improving professional skills such as facili- tating meetings, leading conversations, delivering presentations and storytelling and also managerial skills such as coaching employees, solving conflicts and stress management. Feedback from the sessi- ons showed an average favourable score of 97 % for trainer skills and knowledge and 94 % for training content, confirming the successful delivery of such topics, providing us with a glimpse into the level of engagement of participants with the programme. 94 % of participating leaders confirmed that training content was helpful EMPLOYEE TRAINING In 2019, each employee within the main business areas received on average more than 19 hours (2.4 days) of dedicated training supplemented by vari- ous further informal training possibilities such as Tipico Talks, “Outside the Box” sessions, quarterly updates and “Good Morning Malta” sessions, provi- ded by experts within the organisation. The num- ber is almost five times as high as in the previous year. This is not only due to the increased tracking accuracy but to the increased focus on training as well. Knowledge, qualifications and the commit- ment of employees is a differentiator amongst the competition for talent. As part of our culture, we demand that employees push and challenge them- selves to improve their professional and personal skills. Around 58 % of employees further receive re- gular performance and development reviews. We offer a variety of online, face-to-face and integra- ted training options in order to reach and appeal to as many employees as possible. The opportunities are endless. More than 2.4 DAYS of training per employee 2121

COLLABORATIVE LEARNING In the past five years, we have offered employees the opportunity to participate in the One Tipico Xchange Programme. This allows employees to travel to other offices in order to increase collaboration between departments. Participants have a chance to take part in on-the-job learning, or to attend informative meetings with colleagues from other teams. This allows them to build strong partnerships, improve individual and team communication and further develop their interpersonal skills. The pro- gramme is well integrated within the culture. In 2019, 12 participants travelled within the programme. In total, over 65 employees have participated in the Xchange programme. Xchange Programme Tipico Talks is an initiative that is delivered within a format that includes short get-togethers with the intention of discussing various topics. This provides an opportunity to the speaker to practice their presentation and public speaking skills, whilst sharing their passions, current or upcoming projects or an innovative movement in the industry with the audience. Some discussions are open for all em- ployees throughout the Group to learn and to share knowledge. Initiatives by the Learning Commu- nity also form part of the “Tipico Talks” umbrella. Initiatives such as “Good Morning Malta” and the “4 O’Clock Tea” aim to share information related to programmes and projects, while “Tech Talks” cover industry trends and innovations in a brief but effective manner. “Outside the Box” sessions offer em- ployees the opportunity to learn about topics that are not related to work, such as photography and sports. In Karlsruhe, a buddy programme was also successfully introduced in 2019. Tipico Talks Teams across Tipico are encouraged to dedicate time to spend with other departments with the pur- pose of learning about their processes, roles and responsibilities, as long as this is in line with business priorities and provides value to the organisation. This greatly improves collaboration between depart- ments on more efficient procedures, allows stakeholders to be involved in projects at an early stage and ensures that there is constant progress and productivity. This cross-departmental exchange was launched within Marketing Teams and between Customer Services and the Gaming department at Tipico, among other departments. Cross-department Exchange 2323

BENEFITS FOR EMPLOYEES In 2019, we managed to further extend our Tipico sports betting brand position. The reason behind this is our strong community and the committed employees. The whole Group is working hard and therefore earning a competitive salary. Employees are not covered by collective bargaining agree- ments. Nevertheless, in order to contrast salaries of employees against the industry standard, we obtain external assurance based on extensive data bases of comparable positions. For this reason, we introduced an alignment in the salary structure of the whole Group and launched a job levelling project in 2018. The job levelling pro- ject continued in 2019 and resulted in the success- ful review of all positions at Tipico. All roles have been analysed by taking into consideration industry specific and cross-country benchmarks. These multiple benchmarks were compared with the aim of providing an accurate picture of the very specific industry in which Tipico operates. The result of this work is a powerful tool that has been used since the project was completed to compare our inter- nal compensation data with the external bench- mark and guarantee competitive compensation packages and internal equity for all our existing roles. New job roles are also assessed by using the same methodology and tools. This aligns salaries throughout Tipico, safeguards fairness and further reduces the risk of discrimina- tion in pay among employees. While parental leave and minimum notice periods are for the most part handled based on national laws, we offer our employees a range of additional benefits. As for the salary structure, we are cons- tantly working on defining a clear global strategy based on total reward and on harmonising benefits among Tipico Group entities. The goal of this har- monisation project is to enhance the global “One Tipico” strategy, to identify and address gaps, deli- ver improved alignment and to offer all employees valuable benefits alongside their salary. Besides German entities, benefits are provided to all em- ployees without differentiation between full-time and part-time jobs, student workers or interns. x2 On average, the minimum wages at Tipico are twice as high as the respective local minimum wages in all core business entities. 2525

The Building Bridges work stream aims to increase collaboration by building stronger relationships between locations and departments. The recognition team also finds new ways of showing appreciation to employees for their efforts and contributions. Other work streams, for example the Events work stream and the Sports Committee, provide opportunities for employees to meet and to network through internal events such as the end-of-year events and sporting activities such as the sports day events in each location. The Culture group works together on various initiatives with the aim of learning, collaborating and networ- king, which in turn will contribute towards shaping Tipico’s culture. 2727

PRODUCT QUALITY: IN SAFE HANDS WE ARE COMMITTED TO: • creating the safest gambling environment – be it online or in the shops • protecting minors and vulnerable players effectively • continuously improving the player protection concept that governs our approach beyond regulatory requirements • maintaining the best international practices for responsible advertising • supporting research conducted by leading researchers in the field of addiction prevention • supporting counselling providers in our core • markets following the highest standards for responsible gaming (RG) as directed in the Tipico RG Policy IN 2019: • 74 % of online and 83 % of our retail customers were greatly satisfied with our products and services • 97 % of our customers can be considered moderate gamblers, based on behavioural monitoring • we implemented stringent document verifica- tion: more than 620,000 documents have been checked and approved • more than 2,800 tests and quality audits within our retail network were carried out • more than 140 in-person RG training sessions resulting in more than 12,700 person-hours were completed • 98 % of customer-facing employees completed online RG training (+3 % compared to 2018) • we maintained our six major partnerships with a focus on sports integrity 2929

INTEGRITY AND FAIRNESS As a licensed operator, we stand for fairness and integrity. Due to our gambling licences, we are subject to regulatory supervision and audits. Technical components of services, such as the random number generator, are tested and certified independently. Additionally, we support the integrity of sports by cooperating with sports associations and participating in early warning systems to prevent match fixing. SAFETY OF FUNDS AND PAYMENTS The safety of customer funds is pivotal to us. Customer funds are always kept in segregated accounts, separated from company funds. This process ensures the safety of funds and is regularly audited on behalf of licensing authorities. Similarly, the process of outgoing payments is precisely monitored to assure the fast and correct payment of winnings. DATA PROTECTION AND DATA SECURITY Secure and state-of-the-art encryption technologies are used to transmit data between the customer and internal operations. We therefore have an SSL certificate, an encryption protocol for secure data transmission. With the Information Security Management System (ISMS), which is certified by TÜV Rhineland, we ensure that the technical security of computer systems is reviewed and adapted as needed on an annual basis. This shows that we offer comprehensive protection in accordance with the international ISO 27001 standard. CUSTOMER FEEDBACK Improvement is only possible by being receptive to feedback from customers. Should a customer have a dissatisfying experience with the service, we offer a transparent complaint process that can ultimately lead to mediation conducted by a neutral arbitration board if necessary. All complaints are replied to within two weeks. As an independent, accredited arbitration body, eCOGRA, is responsible for these complaints. As part of this agreement, Tipico is 100 % committed to always adhering to the recommendations made by eCOGRA. Furthermore, customers are given the opportunity to contact the online gaming support of the Malta Gaming Authority (MGA). 3131

PLAYER PROTECTION AND PROTECTION OF MINORS: OUR RESOURCES Security and player protection are integral parts of the product promise. We accept the challenge of assuring an exciting gambling experience. However, this also includes the responsibility to detect and protect vulnerable customers and make sure no minors participate in our offers. That is why we have established guidelines in a binding player protection concept and outlined these on a player protection page for customers. Our endeavours to provide the safest betting environment are driven strategically by the Corporate Responsibility department (two full-time equivalent employees (FTEs)), which reports to the Chief Regu- latory Officer (CRO). Operationally, they are supported by the RG team, which increased by two people in 2019 (seven FTEs). Shop controls and mystery shopping exercises are conducted by the quality team, which increased by four people to eight FTEs including trainers. HEAD OF CORPORATE RESPONSIBILITY 1 RESPONSIBLE GAMING MANAGER (TSA) 2 RESPONSIBLE GAMING MANAGER 1 CORPORATE RESPONSIBILITY MANAGER 1 TEAMLEAD QUALITY AND TRAINING 1 RESPONSIBLE GAMING TEAM 4 QUALITY TEAM 2 External resources further help us reach our RG goals. These include TU Dresden’s “Spielerambulanz” and “Spielsuchthilfe”, multi-lingual online counselling provider “Gambling Therapy” (e.g. to be able to support migrants), as well as the association “Glücksfall e.V.”. We are working with leading German research insti- tutions, the Chair of Addiction Research at TU Dresden, and the University of Lucerne, with the goal of continually improving player protection. Our approach, however, does not end with our online offers and our own shops. All franchisees of Tipico are required to adhere to the same high standards. Since 2019, all of our franchise partners have been obliged to appoint a player protection officer. It is this person’s task to implement the player protection measures and documentation requirements. Player protection officers take at least 16 hours a week in order to care for the correct implementation of measures and support other employees in doing so. 3333

ADULTS ONLY Both online and in our retail stores, we prohibit minors from participating in any gambling activities. Our product targets adults who participate in sports betting as entertainment only. Responsibility is taken very seriously, and employees are trained accordingly. In 2019, around 3,400 employees successfully comple- ted an online training course on minor protection in addition to responsible gaming training (see page 34). Identity and age checks (online as well as in our shops) are carried out. All online accounts, as well as Tipico customer cards for the retail business, rely on age and identity verification based on database checks (e.g. SCHUFA) and checks of ID documents. The focus on the protection of minors also applies to our marketing. As part of Tipico’s advertising policy, we avoid any advertising that could have a specific appeal to people under the age of 18. In 2019: ONLINE: RETAIL: • we conducted almost 125,000 ID verifi– • cations due to our strict regulations 4,043 minors were caught trying to access the product offer, and expelled accordingly • we conducted more than 496,000 ID verifi- cations • more than 82,000 additional age checks were conducted with customers entering the premises (+12,000 compared to 2018) 10,508 minors were prevented from acces- sing premises • ONLINE: MINORS IDENTIFIED RETAIL: MINORS INDENTIFIED 5000 4000 3000 2000 1000 12000 10000 8000 6000 4000 2000 0 2018 2019 0 2018 2019 3535

Transparency and informed decisions are the fundamental principles of consumer protection. For this reason, it is important to us that our customers have a clear view of their gambling transactions. Our account statement makes this simple. On our website, we also provide accurate information regarding the probability of winning. Thus, each customer may easily understand the rules. LIMITS AND EXCLUSION As part of our prevention methods, we offer the possibility to set limits to exclude oneself from our offers. Limits are an agreement between a customer and us to restrict their gambling involvement (time and money) to a certain budget. They are binding and all bets that would exceed these limits are rejected. The increase or revocation of limits is only possible after a mandatory waiting period of seven days, whereas the reduction of a limit to a more restrictive level is processed with immediate effect. In 2019, we offered possibilities to set the following limits: • deposit limits • • • • loss limit time limit limits for maximum betting amounts limits for the gaming offer 9% OF ACTIVE CUSTOMERS HAVE SET LIMITS 3737

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RETAIL AUDITS 2019 1200 1000 800 600 400 200 0 Quality Audits Mystery Shopping Mystery Shopping on Minor Protection (internally) on Minor Protection and AML (externally) 2018 2019 FINANCIAL IMPACT OF PROBLEM GAMBLERS AND MINORS A consistent approach towards the protection of minors and vulnerable players is only possible if we manage to minimise any dependencies on revenues derived out of these problem areas. Therefore, we track turnover that had been generated by potential problem gamblers before they were detected and excluded from our offers. 4 % 3 % 2 % IN PERCENTAGES OF TURNOVER FINANCIAL IMPACT OF PROBLEM GAMBLERS Compared to the baseline year of 2017, in 2018 and 2019 we were able to reduce the contribu- tion of problem gamblers to our turnover to ab- out half. This is due to improvements to the RG functionalities on our platform and the introduc- tion of algorithms for early detection of potential problem gamblers. It allows us to identify risk behaviours early and assign adequate protecti- ve measures to those players. Nevertheless, we still follow the goal of decreasing this number even further. As a basis to help customers make responsible decisions, we provide comprehensive information on relevant topics such as game infor- mation, probability of winning and risk awareness on the company’s own RG website. Around 25,000 people visited the page in 2019, 65 % from German-spea- king countries. Thereby simplicity is key in order to reach all customers. In 2019, around 72 % of customers rated our player protection materials as easy to understand. Additionally, thanks to the transparent account overview, our customers can view all relevant information on their bets as well as incoming and outgoing payments at any time. 0 % 2017 2018 2019 1 % 4141

RESPONSIBLE BUSINESS OPERATIONS: OUR APPROACH Consumer Protection Compliance Business Ethics WE ARE COMMITTED TO: • continuously improving performance and meeting all applicable laws working against corruption in all its forms, including extortion and bribery continuously improving the framework for the prevention of money laundering respecting the privacy of customers and using modern and secure data protection technolo- gies reviewing policies and business practices continually to encourage engagement with business partners and to promote development operating in a way that safeguards against unfair business practices supporting and respecting the protection of internationally proclaimed human rights following highest standards as directed in the Tipico Ethics Code • • • • • • • IN 2019: • 99 % of core employees successfully completed the mandatory General Data Protection Regula- tion (GDPR) training 97 % of employees participated in the Anti Money Laudering (AML) training. we implemented an extensive GDPR awareness campaign around the Group we introduced new roles such as a new Internal Audit and Risk Manager, a Retail Compliance Manager and a Deputy Money Laundering Reporting Officer an extensive risk evaluation of the whole Group has been carried out besides our existing licences another new licence application for Germany was prepared zero whistleblowing reports were registered to the external independent ombudsman • • • • • • 4343

ulatory requirements, providing relevant Group guidelines and training content. Employees can additionally direct their compliance-re- lated questions and issues to the team. In the reporting year, new structures were created within our compliance organisation and its staff expanded. New roles implemented in 2019 have been another dedicated resource for retail compliance as well as a Deputy Money Laundering Reporting Officer. In order to manage our compliant operations internally, we have developed a compliance management framework based on tools alrea- dy in use for agile software development pro- cesses. Our compliance management system is an integrated system comprised of written documents, functions, processes, controls and tools that help the organisation comply with legal requirements and minimise potential violations. It was built to be as transparent as possible about the organisation’s compliance efforts. It allows us to measure or track compli- ance projects, controls and deadlines with the opportunity to address the risks relevant to the organisation, while also meeting multiple re- quirements. 4545

IDENTIFY RISKS Risk identification exercises and methodology applied across the Group to identify key risks ASSESS & MEASURE RISKS ESTABLISH RISK TREATMENT PLAN & MITIGATION MEASURES IMPLEMENT RISK MITIGATION MEASURES RISK MONITORING & RE-ASSESSMENT Risks and controls in place are analysed to identify root cause and assessed in terms of impact (management effort, financial impact, reputation) and likelihood of occurrence using a 5x5 risk assessment methodology Risk categorisation; Strategic, Governance, Legal & Regulatory, Security, Financial, Commercial & Operational, People, Technology Risk owner allocation and determination of risk treatment plan – Accept, Reduce, Transfer, Terminate Current risk mitigation measures are analysed, and improvements in the risk mitigation measures and internal controls are determined Management implements the risk mitigation measures and internal control improvements bringing the residual risk to an acceptable level within Tipico’s risk tolerance thresholds Progress of the risk mitigation measures and internal control improve- ments are tracked and monitored by management, aided by the Group Internal Audit & Risk Management’s evaluation of the design and effecti- veness of the control and risk management procedures Principal risks are reported to the Corporate Risk Committee Risk management as a continuous process – risks are analysed and assessed for changes in impact and likelihood KEEPING YOUR DATA SAFE Data protection (GDPR) is all about taking care of our customers and employees. As numbers of both custo- mers and employees are increasing steadily, it is therefore of high relevance to us to continuously improve our data security. While the Data Protection Authorities (DPAs) have extended measurements and guidance on how to comply even further during the reporting period of 2019, simultaneously we experienced high demand for information by our customers as well. In 2019, we therefore set up a data subject access request process along with an updated transparent privacy policy section where customers can exercise their data subject rights. As a result, more than 20,000 data subject access requests were handled in close collaboration with Customer Service and our Tipico Data Protection Officer (DPO) office. The latter was established in previous years to ensure continuous efforts towards our customer privacy compliance. As accountability is the backbone of the GDPR, in 2019 we further dissolved the GDPR project management structure and started the transition of the work streams into line organisation. 4949

Further to the above, we received one complaint from outside parties/regulatory bodies. Tipico confirmed full cooperation in this investigation and was requested to make its submissions on this case, which has been done in detail. Tipico was furthermore confronted with cyberattacks in 2019. Due to the existing technical and organisa- tional measures, we were able to block these attacks and are confident for the future. In the cybersecurity domain, we collaborate with our industry leading partner Akamai and have protection solutions in place that prevent confidentiality breaches (bot protection), integrity breaches (web application firewall) and net- work level attacks (DDoS protection). Through diligent monitoring of our environment and analysis of the logged events, we are able on an uninterrupted basis to improve our measures and stay ahead of security threats. We have been able to successfully cope with all of the current cyberattacks at this moment, and will provide continuous efforts and resources in order to further improve our technical and organisational measures in the future in close collaboration with IT Security and Digital teams and thus be able to tackle future cyberattack attempts as well. In addition, our high standards were revived by licences and certification, including the certification for the international standard for information security management systems ISO/IEC 27001:2013 (certified by TÜV Rheinland CERT) for which we passed an audit again in 2019. GOVERNANCE We have flat hierarchies and consequently the management should not and does not strive to micromanage every single decision. Rather, our company builds on the competencies of all employees and therefore delegates authority for many business processes. That way, we achieve the greatest possible operational ability to act and ensure that the management can focus on the most important decisions. By using the expertise on all levels, the company can progressively and quickly adapt to a market in which change is the only constant. Therefore, we established a Delegation of Authority, which governs responsibilities and allowances. Whenever people work together, the structure and guidelines underlying this cooperation play a key part in success. For this reason, we have developed a set of corporate guidelines, which conform with international laws, ethics standards and our values. They meet the needs of an internationally operating company. Our Tipico Corporate Practice serves as a guide in our daily work. It includes the following topics: 5151

Head of AML MLRO MLROs Tipico Shop Agencies Head of Retail Services Malta AML Compliance Manager Deputy MLRO AML KYC Manager Retail Risk Team AML KYC Team Retail and Online operations are monitored on a daily basis by the AML/KYC Team, the Retail Risk Team, and also by an external partner, the Kerberos Compliance-Managementsysteme GmbH, a regulatory compliance tech company with strong expertise in the field of money laundering prevention. Our entire Group follows an AML/CFT policy which creates awareness and explains what to do in case of suspicion of criminal activities. Several subordinated procedural guidelines advise the operational teams on how to carry out customer due diligence, investigate potential matches for politically exposed persons and sanctioned individuals and assess suspicious behaviour. In 2019, a constantly very high percentage of Tipico Group employees were trained in AML/CFT (around 97 %). Additional training was carried out on a regu- lar basis for employees working in the Tipico shops. In 2019, a total of 1,598 retail employees attended on-site training in AML/CFT. Over the last years, all suspicious transactions were reviewed internally and forwarded to authorities in cases of corroborated suspicion. Becoming an obliged entity under respective AML laws, in 2018, we increased our focus even further. With the help of an extended team, systematic controls and even stricter criteria, the number of investigated cases and the number of suspicions reported to the au– thorities were further increased in 2019. AML TRAINING BY TIPICO GROUP EMPLOYEES SUSPICIOUS TRANSACTIONS INVESTIGATED 1000 800 600 400 200 0 1000 800 600 400 200 0 2016 2017 2018 2019 2016 2017 2018 2019 SARs investigated SARs reported to authorities 5353

REVIEW OF 2019 AND TARGETS FOR 2020: In 2019, all risks and uncertainties with an impact on the Group’s long-term performance and strategy achie- vement were collected and mitigation strategies established. In addition, the prevention of money laundering was strengthened, which becomes visible e.g. by the number of SARs and SARs reported as well as by the extended team and the high number of employees trained across the whole Group. In terms of data protec- tion, we started the transition of the work streams into line organisation in order to increase accountability. Furthermore, an awareness campaign was implemented across Tipico entities and collaboration between the DPO and the Customer Service team was strengthened for the purpose of handling all data subject access requests. For the year 2020 the following targets have been set: monitoring of identified risks and implementation of mitigation strategies review and complete Tipico Register of Processing (GDPR Art 30) including all new processing activities all Tipico owned websites and landing pages should have the cookie consent management solution implemented further ensuring effective GDPR awareness, communication and training complete enterprise systems inventory by department review of the Tipico data retention matrix and implemented deletion practices continuous effort to further draft all required data protection impact assessments cybercrime and data breach notification optimisation via further alignment between different departments appropriate and licence-oriented shaping of the AML compliance including enhanced training and new AML organisational parts and colleagues considering the diverse Group business activities constantly more than 97 % completion rate of the AML training among Tipico employees 5555 55

OUR COMMUNITIES: CONTRIBUTION THROUGH EMPLOYMENT AND TAXES In 2019, all our business activities increased continuously, resulting in even more contributions to the local economies of our operations. We contribute not only by providing products, but also through employment, taxes and social community involvement. As a leading provider of sports betting in the German market, we observe our duties and pay sports betting taxes in Germany as well as tax on our online casino offers. We furthermore pay sports betting taxes in Austria and Malta. Due to increased turnover over the last few years, taxes benefitting the economies increased as well. A stable regulatory environment, including experienced regulators like the Malta Gaming Authority (MGA), are key to running a successful sports betting company. Malta is offering both, and was the first EU Member State to enact comprehensive legislation in this field in 2004. Malta is thereby seen as one of the foremost tested jurisdictions in the world, following a consistent approach to regulation, while keeping requirements at a high standard. Over the years, it has developed itself into a hub of gaming excellence, providing an extensive network for gaming companies. For this reason, our headquarters are located in Malta, while our main market remains Germany. With a market share of over 50 % in Germany, the offer has a high availability around the country. As a result, the number of provided workplaces in these two countries are the highest. WORKPLACES OFFERED BY TIPICO IN 2019: GAMBLING TAXES PAID: Malta Germany Croatia Colombia Austria Gibraltar > 310 workplaces > 250 workplaces > 1000 including own shops > 140 workplaces > 20 workplaces > 18 including own shops > 7 workplaces Sports betting taxes in Germany Online casino taxes in Germany Sport betting taxes in Austria Sport betting taxes in Malta Online casino taxes in Malta As we are well integrated in all locations of operations, we support all local communities with a special focus on Germany and Malta. In 2019, Tipico further prepared for applying for a licence in Germany. 5757

For each Tipico employee participating in a charity race, € 30 was donated. During all other events donations were raised for charity or winning teams who were allowed to decide on charities which were supported by Tipico. AUCTIONS OF UNIQUE SPORTS EQUIPMENT FOR CHARITY 5959

“The work is just very rewarding, and you know that you’ve done something good” Tatjana, 2019 In Germany, employees could decide to support either the Black Forest Nature Park or an animal welfare project. The Group, which was active in the Black Forest Nature Park, removed more than 2,000 Tubex growth covers from the city forest near Winterdorf and disposed of it professionally. The plastic growth covers were used after the hurricane “Lothar” to protect young plants and accelerate their growth. In December 1999, Lothar had drawn a path of devastation through Western and Central Europe. In Baden-Württemberg, three times the annual harvest, 30 million cubic metres of trees, fell victim to the storm. At the animal sanctuary in Pfinztal, a subgroup took care of providing the animals with freshly painted winter quarters, while the rest of the Group devoted itself to fortifying the goat slope. Despite taking on different tasks, in the end what they all had in common was that they went home completely exhausted, but very satisfied. During another offered opportunity, the public CSR Day in Malta, Tipico employees decided on a beach clean-up in a Nature 2000 reserve in Pembroke in collaboration with Nature Trust. Being aware of the negative impacts of plastic waste on the oceans, our employees got involved in supporting the pro- ject. Nature Trust was more than happy that some Tipico employees and their friends and family spent their time improving the quality of the reserve and prevented the plastic from getting into the ocean. “We did something great for the environ- ment, spent a sunny day outside and had the possibility to work together as a team. I especially liked the fact that we were such a mixed team and I got to know people from different depart- ments” Helena, 2019 In a nutshell, at the CSR Days in 2019, our employees: got involved in planting 1,500 trees cared for around 2,000 further trees by removing growth covers increased the potential of a charity shop cleared two parks supported two animal care centres organised two beach clean-ups To get an insight into our work during the CSR Days, check out the videos on our Group page. Supporting employee-driven initiatives is seen as a way to offer incentives for employees to get engaged in charitable activities and to align closely with the Tipico corporate culture. Employees might request materials needed for planning their own initiatives, or Tipico might double the donations collected by employees. Projects range from ventures initiated and independently organised by employees to departmental and company events. Further employee driven initiatives supported in 2019: charitable get-together collecting food for the Foodbank internal charity auctions charity tournaments and charity races packing packages for people in need organizing a breast cancer awareness day 6161

REVIEW OF 2019 AND TARGETS FOR 2020: With the release of the CR policy, we managed to reach a Group-wide unified approach towards community involvement which offers employees various opportunities to engage. Furthermore, we were able to extend our community involvement by two additional CRS days and various sporting events for charity across the whole Tipico Group. For 2020 the following targets have been set: renew CR policy in order to integrated extended commitments and measures keep sporting initiatives and voluntary engagement at a high level increase integration of further business entities, especially Croatia 6363 6363

OUR IMPACT: FROM ELECTRICITY TO WASTE MANAGEMENT We recognise our impact on the environment and therefore focus on reducing negative effects. Over the last two years, we have been able to reduce the impact from, for example, carbon emissions resulting from our data centres and flights, dramatically. We also managed to extend our focus areas and reduce inputs such as paper consumption. Even though environmental impacts are not considered a main risk, and we did not identify any non-compliance with environmental laws or regulations, we support a precautionary approach and integrate environmental responsibilities and considerations into daily operations and business decision-making processes. As a digital company, our focus lies on emissions resulting from the usage of data centres and the busi- ness travel of employees. Furthermore, environmental impacts from the consumption of water, energy and materials in company offices are constantly tracked with the goal of minimising waste. A voluntary work stream also met regularly in order to develop new projects and increase performance. In 2019, we not only set up our own tracking system for environmental impacts but also transformed all information into internationally standardised measures such as CO2 equivalents (CO2e). We did not stop at focusing on impacts directly generated by the company but further included the data of external parties, which could be traced back to the business activities of Tipico. These included directly produced carbon emissions caused by company vehicles (Scope 1), Scope 2 emissions due to the consumption of electricity and Scope 3 emissions due to business travel (including flights, taxis and trains) and external data centres. 6565 CO e2ElectricityBusiness travelCompany vehiclesData centresScope 1Scope 3Scope 2

Where no more recent country-specific measures have been available, the amount of CO2e is calculated with the standards of the Greenhouse Gas Protocol (GHG). In order to minimise impacts, we are strongly commit- ted to using renewably sourced electricity to attain a more favourable energy mix. While the average amount of renewably sourced electricity in the gross electricity mix within the EU (2017)10 was around 31 %, for exam- ple, Tipico offices in Germany are sourcing electricity from providers offering 100 % renewable sources. Therefore, the CO2e based on our specific electricity mix is expected to be below the calculated amounts. In 2019, we increased the customer experience in our shops even further, resulting in an even higher number of screens. This change went hand-in-hand with an increase in electricity consumption in the shops. On average, electricity consumption increased by more than 10 % for each shop. Nevertheless, the majority of retail shops operated by the Tipico Shop Agency North and East are sourcing electricity from 100 % renewable sources. Based on supplier information, this leads to a reduction of more than 200 tonnes CO2 emissions compared to conventional electricity mixes. DATA CENTRES In 2019, we were able to decrease the emissions resulting from the usage of data centres drastically, due to two main reasons. First, own data servers have been shut down completely by the end of 2018 while moving the majority of data servers to the Amazon Cloud (AWS). This led to a high level of scalability. In a framework of dedicated servers for our digital services, the number of servers must be adjusted to the highest demand (e.g. around big sports events). During times of lower demand, unused servers become redundant, while still running. With the move towards AWS, capacity is dynamically scaled to the actual workload. Con- sequently, energy consumption is lower at times of reduced demand. Secondly, due to choosing a provider which is sourcing a high share of renewable energy. As the amount of carbon emissions is not only affected by the number of servers running, and the efficiency of theses servers, but also by the power mix used, we chose a provider that follows requirements on high percentages of renewable energies in the electricity mix. This became especially apparent when the calculation method was adjusted, and an even more accurate method was chosen. While for 2017 and 2018 consumption was calculated on a location-based method, in 2019 consumption was tracked by a market-based method which incor- porated among others renewable energy projects and suppliers with higher shares of renewable energy compared to the regular grid mix. 10Statista (2019) Retrieved from: https://de.statista.com/statistik/daten/studie/161266/umfrage/stromerzeugung-aus-erneuerbaren-energien-in-der-eu- 27-seit-1998/ 6767

BUSINESS TRAVEL: REDUCING OUR FOOTPRINT Business Travel: Reducing Our Footprint As an international company, business travel is one of our biggest environmental impacts. Our business travel As an international company, business travel is one of our biggest environmental impacts. includes the car parks used by the teams consulting retail shops (GHG Protocol Scope 1) and emissions as Our business travel includes the car parks used by the teams consulting retail shops (GHG a result of individual travel of employees by publicly-available sources such as taxis, trains and aeroplanes Protocol Scope 1) and emissions as a result of individual travel of employees by publicly- (GHG Protocol Scope 3). available sources such as taxis, trains and aeroplanes (GHG Protocol Scope 3). EMISSIONS BY TYPE OF TRANSPORT 0,3% 0.3 % 1,6% 1.6 % 0% 44.0 % 54, 54.2 % Aeroplane Car Taxi Train Information about all business-related trips of our Group were collected and resulted in 1,134 Information about all business-related trips of our Group were collected and resulted in 1,134 metric tonnes metric tonnes of CO2e. This equals an emission intensity of 1.46 metric tonnes per employee of CO2e. This equals an emission intensity of 1.46 metric tonnes per employee in core business entities.12 in core business entities.12 ROAD - CO2E IN METRIC TONNES 300 250 200 150 100 50 0 Taxi Road (Car and Taxi) Travel by road results in around 502 metric tonnes of CO2e and thus makes up for around 44% of all travel (Scope 1 and 2). The Tipico Shop Agencies and Tipico Retail Services thereby account for the majority of travel by car. This is especially due to the high number of Tipico shops within Germany and Austria which are inspected and consulted by internal quality and retail services teams on a regular basis. Services (Germany) Services (Austria) Agency North Tipico Shop Tipico Shop Tipico Shop Agency South Agency East Tipico Retail Tipico Retail 12Core business areas are calculated without on-site retail businesses 12 Core business areas are calculated without on-site retail businesses 64 Fehler! Verwenden Sie die Registerkarte 'Start', um Heading 1 dem Text zuzuweisen, der hier angezeigt werden soll. 6969 usiness tr

REDUCING IMPACTS Communication is key. Therefore, business travel is relevant in order to work together closely and get the best results possible. Nevertheless, wherever achievable, we are counting on alternative systems in order to minimise consumption of time and CO2e. Thus, we are offering our employees various channels for commu- nication. As shown in the table, virtual online meetings are used very frequently. In 2019, we increased the number of virtual meetings by around 30 % resulting in a total of around 10,000 virtual meetings. Around 10,000 meetings were scheduled via virtual meeting rooms Up to 60 meetings per day With up to 63 dialled in computers/conference rooms VIRTUAL MEETINGS PER MONTH IN 2018 AND 2019 1200 1000 800 600 400 200 0 JAN FEB MAR APR MAY JUNE JULI AUG SEP OKT NOV DEZ 2018 2019 7171

SUPPLY CHAIN: KNOW YOUR BUSINESS PARTNERS AND SUPPLIER MANAGEMENT WE ARE COMMITTED TO: • monitoring our supply chain in order to reduce risks and minimise negative effects informing business partners about responsible business practices focusing on trustful, long lasting and sustainable business relationships • • IN 2019: • we extended our centralised process for supplier management and contract signing by implementing a new supplier and contract management tool based on spending, around 97 % of our supplied goods and services were purchased from EU Member states all employees working in Tipico supplier management participated in training about decent work in global supply chains (Sustainable Development Goal 8) we renewed the Tipico Supplier Code of Conduct and extended processes to better know our business partners • • • 7373

As for areas dealing with personal information, we follow a strict procurement data retention policy targe- ting all Group employees that are collecting and processing the personal data of affiliates and suppliers. PROTECTION OF HUMAN RIGHTS We have a zero-tolerance approach towards all forms of modern slavery and therefore expect all our sup- pliers to follow the same approach. Slavery, forced or child labour, and human trafficking are violations of fundamental human rights by exploiting persons for the benefit of others. In 2019, more than 630 million workers worldwide still did not earn enough to lift themselves and their fa- milies out of poverty.14 40.3 million people are calculated to be living in modern slavery, around 25 million of them in forced labour. These go hand-in-hand with insufficient working conditions and may lead to ma- jor work-related health issues.15 A person’s geographical location is thereby strongly connected with their chance of ending up in forced labour.16 Even though migration policies have been tightened within Europe, rendering migrants and vulnerable groups to higher risks, central European countries have comparatively low risks of modern slavery. Governments in Europe show great determination to minimise human rights violations. In a report from 2019, regional findings show that some regions are doing relatively well in com- parison to others, with Europe and Central Asia scoring the highest in terms of implementing protection measures. They have a strong response to modern slavery and are committed to providing support services for victims and addressing the underlying risk of slavery.17 Thus, Tipico focuses on three main measures to improve its impact on human rights topics. First of all, all employees involved in Procurement and Supplier Management participated in human rights training by the UN Global Academy in the reporting period. The training was carried out in order to understand the impor– tance of the topic and being able to identify and minimise potential risks. A second measure is the geographical distribution of suppliers. By focusing on suppliers from European countries, Tipico reduces risks of purchasing from companies with lower standards. The third measure aims at our suppliers. As described above, all suppliers must acknowledge the Tipico Supplier Code of Conduct, covering this topic as well. 14Ilo (2019a) Retrieved from: https://www.ilo.org/wcmsp5/groups/public/---dgreports/---dcomm/---publ/documents/publication/wcms_734455.pdf 15Global Slavery Index (2019a) Retrieved from: https://cdn.globalslaveryindex.org/2019-content/uploads/2019/07/17123602/walk.free_.MAF_190717_FNL_DIGI- TAL-P.pdf 16Ilo (2019a) 17Global Slavery Index (2019a) 7575

REVIEW OF 2019 AND TARGETS FOR 2020: Our procurement team is working on the continuous improvement of all functions regarding our supply chain. All targets set by the end of 2018 were met during the year. Nevertheless, most of the targets stay as relevant as before, and are ongoing. With the introduction of the new tool, the transparency of all contract obligations and spending increased. Further processes were centralised with the help of the new functionalities. We managed to extend the procurement team and upgrade the procurement function. In addition, all employees in the team received CR-related training. For 2020, the following targets have been set: upgrade procurement function and standardise purchasing within Tipico digitalise supplier contracts and centralise in the supplier and contract management tool automate and innovate end to end procurement cycle onboard other Tipico entities into procurement process create one single source of truth within Supplier Data Management and encourage accountability and ownership increase transparency of contract obligations and control over spending 7777 7777

APPENDIX APPENDIX 1: BACKGROUND ON SUSTAINABILITY REPORTING CONTENT AND SCOPE We are proud to present the second corporate responsibility report for the Tipico Group covering the reporting year 2019. The report is published as a stand-alone report and will be renewed on an annual basis. The report focuses on topics impacting Tipico stakeholders to the greatest extent. The goal is to transparently address these topics and outline a path to continuous progress, assuring the trust of all stakeholders. The standards of the Global Reporting Initiative (GRI) were used as the framework for structuring the content of the report. Tipico systematically used the GRI standards to conduct a formal materiality analysis in order to define the key reporting aspects and guide further standard disclosures. The report additionally includes the GRI content index. As Tipico is committed to the ten principles of the UN Global Compact, communi- cation on the four main areas, namely Human Rights, Labour, Environment and Corruption Prevention, are included in this report. The reporting of carbon emissions is influenced by the Corporate Value Chain (Scope 3) Accounting and Reporting Standards by the World Resource Institute (WRI) and the World Business Council for Sustainable Development (WBCSD) as well as by the Greenhouse Gas (GHG) Protocol. Where no newer data was acces- sible (accessible in Germany and Malta), emissions from electricity consumption are calculated with factors provided by the GHG Protocol tool for stationary combustion.18 In Germany, emission factors for electri- city from Statista have been used.19 In Malta, emission factors have been provided by the Energy & Water Agency.20 Emissions resulting from business travel are calculated with the UK Government GHG Conversion Factors for Company Reporting (version 1.2; year 2019).21 These do not only include UK-specific measures but suggest emissions for international travel as well. Financial statements are published annually in a separate report. The consolidated financial statements include information about the Tipico Group Limited and its subsidiaries. The statements are prepared in accordance with International Financial Reporting Standards as adopted by the EU. Financial statements are further independently audited and confirmed by the PWC. We strive for transparency. However, due to the heterogeneity of different entities and the introduction of new tracking systems, it was not possible to collect all information in this report. Therefore, chapters contain information about the scope and covered Group entities. DEFINING OUR MATERIAL ISSUES In 2018, internal stakeholders such as employees and external stakeholders such as customers, regulators, suppliers, partners, shareholders and society trusted in our performance and sustainable business practices. Through strategic prioritisation of CR topics, we live up to these expectations. In accordance with the Global Reporting Standards (GRI), material topics are all those that lead to direct or indirect social economic or environmental impacts and are therefore relevant to stakeholders of a business or society. We drew up findings of stakeholder surveys conducted in all locations of operation involving internal and external views. Based on a stratified sample, 112 internal stakeholders were consulted to assess the relevance of different aspects of CR. This consultation also included estimates for the current performance in these areas. The analysis was supplemented by external viewpoints gained through nine dialogue sessions with a wide range of stakeholders which ranked the topics concerning relevance for us. These external positions were used to balance internal opinions to reach a more holistic perspective. 18World Resources Institute (2015). GHG Protocol tool for stationary combustion. Version 4.7. 19https://de.statista.com/statistik/daten/studie/38897/umfrage/co2-emissionsfaktor-fuer-den-strommix-in-deutschland-seit-1990/ 20https://www.energywateragency.gov.mt/ 21https://www.gov.uk/government/publications/greenhouse-gas-reporting-conversion-factors-2019 7979

APPENDIX 2: GRI CONTENT INDEX REQUIREMENTS REFERENCE GRI 101 Foundation (2016) GRI 102 General Disclosures (2016) GRI 102-1 Organizational Profile (2016) GRI 102-2 Organizational Profile (2016) GRI 102-3 Organizational Profile (2016) GRI 102-4 Organizational Profile (2016) GRI 102-5 Organizational Profile (2016) GRI 102-6 Organizational Profile (2016) GRI 102-7 Organizational Profile (2016) GRI 102-8 Organizational Profile (2016) GRI 102-9 Organizational Profile (2016) GRI 102-10 Organizational Profile (2016) GRI 102-11 Organizational Profile (2016) GRI 102-12 Organizational Profile (2016) GRI 102-13 Organizational Profile (2016) GRI 102-14 Strategy (2016) GRI 102-15 Strategy (2016) GRI 102-16 Ethics and Integrity (2016) GRI 102-17 Ethics and Integrity (2016) GRI 102-18 Governance (2016) GRI 102-19 Governance (2016) GRI 102-20 Governance (2016) GRI 102-21 Governance (2016) GRI 102-23 Governance (2016) GRI 102-26 Governance (2016) Name of the organization Activities, brands, products, and services Location of headquarters Location of operations Ownership and legal form Markets served Scale of the organization Information on employees and other workers Supply Chain Significant changes to the organization’s size, structure, ownership, or supply chain Precautionary Principle or approach External initiatives Membership of associations Statement from senior decision-maker Key impacts, risks, and opportunities Values, principles, standards, and norms of behavior Mechanisms for advice and concerns about ethics Governance structure Delegating authority Executive-level responsibility for economic, environmental, and social topics Consulting stakeholders on economic, environmental, and social topics Chair of the highest governance body Role of highest governance body in setting purpose, values and strategy PAGE NUMBER 90 6 6 57 90 11 Confidentially 14 73 11 65 58 87 4 Chapter specific 52 52 7; 12; 47; 51 51 13 13 7 13 8181

GRI 102-55 Reporting Practice (2016) GRI 102-56 Reporting Practice (2016) GRI 103-1 Management Approach (2016) GRI 103-2 Management Approach (2016) GRI 103-3 Management Approach (2016) 200 Series: Economic Topics GRI 202-1 Market Presence (2016) GRI 202-2 Market Presence (2016) GRI 203-1 Indirect Economic Impacts (2016) GRI 203-2 Indirect Economic Impacts (2016) GRI 204-1 Procurement Practices (2016) GRI 205-1 Anti-corruption (2016) GRI 205-2 Anti-corruption (2016) GRI 205-3 Anti-corruption (2016) GRI 206-1 Anti-competitive Behavior (2016) 300 Series: Ecological Topics GRI 301-2 Materials (2016) GRI 302-1 Energy (2016) GRI 302-2 Energy (2016) GRI 302-3 Energy (2016) GRI 302-4 Energy (2016) GRI 302-5 Energy (2016) GRI 303-1 Water and Effluents (2018) GRI 303-2 Water and Effluents (2018) GRI content index External assurance 81 Not applicable Explanation of the material topic and its Boundary 79 The management approach and its components Evaluation of the management approach Topic specific Topic specific Ratios of standard entry level wage by gender compared to local minimum wage Proportion of senior management hired from the local community Infrastructure investments and services supported Significant indirect economic impacts Proportion of spending on local suppliers Operations assessed for risks related to corruption Communication and training about anti-corruption policies and procedures Confirmed incidents of corruption and actions taken Legal actions for anti-competitive behavior, anti-trust, and monopoly practices 25 15 56 56 76 52 52 52 46 Recycled input materials used Not applicable Energy consumption within the organization Energy consumption outside of the organization Energy intensity Reduction of energy consumption Reductions in energy requirements of products and services Interactions with water as a shared resource Management of water discharge-related impacts 65 67 66 66 67 68 68 8383

GRI 405-2 Diversity and Equal Oppor- tunity (2016) GRI 406-1 Non-discrimination (2016) GRI 407-1 Freedom of Association and Collective Bargaining (2016) GRI 408-1 Child Labor (2016) GRI 409-1 Forced or Compulsory Labor (2016) GRI 410-1 Security Practices (2016) GRI 411-1 Rights of Indigenous Peoples (2016) GRI 412-1 Human Rights Assessment (2016) GRI 412-2 Human Rights Assessment (2016) GRI 412-3 Human Rights Assessment (2016) GRI 413-1 Local Communities (2016) GRI 413-2 Local Communities (2016) GRI 414-1 Supplier Social Assessment (2016) GRI 414-2 Supplier Social Assessment (2016) GRI 415-1 Public Policy (2016) GRI 416-1 Customer Health and Safety (2016) GRI 416-2 Customer Health and Safety (2016) GRI 417-1 Marketing and Labeling (2016) GRI 417-2 Marketing and Labeling (2016) Ratio of basic salary and remuneration of women to men Confidentiality constraints Incidents of discrimination and corrective actions taken Operations and suppliers in which workers’ rights to exercise freedom of association or collective bargaining may be violated or at signifi- cant risk Operations and suppliers considered to have significant risk for incidents of child labor Operations and suppliers considered to have significant risk for incidents of forced or compulsory labor 15 75 75 75 Security personnel trained in human rights policies or procedures Not applicable Incidents of violations involving rights of indigenous peoples Not applicable Operations that have been subject to human rights reviews or impact assessments Employee training on human rights policies or procedures Significant investment agreements and contracts that include human rights clauses or that underwent human rights screening Operations with local community engagement, impact assessments, and development programs Operations with significant actual and potential negative impacts on local communities New suppliers that were screened using social criteria Negative social impacts in the supply chain and actions taken Political contributions Assessment of the health and safety impacts of product and service categories Incidents of non-compliance concerning the health and safety impacts of products and services Requirements for product and service information and labelling Incidents of non-compliance concerning product and service information and labelling 75 75 75 73; 56 73 76 75 52 29 46 29 46 8585

APPENDIX 3: MEMBERSHIP IN ASSOCIATIONS ASSOCIATION OF CERTIFIED ANTI-MONEY LAUNDERING SPECIALISTS (ACAMS) (member since 2019) ACAMS is the largest international membership or- ganisation dedicated to enhancing the knowledge and expertise of financial crime detection and pre- vention professionals, from a wide range of indus- tries, in both the public and private sectors. DÜSSELDORFER KREIS (DK) (member since 2017) The Düsseldorfer Kreis (DK) is an initiative of re- sponsible individuals from gambling operators, addiction assistance and science, who develop suggestions for a strictly consumer-protection- oriented gambling regulation for Germany in open discourse. The initiative defines itself thereby as a forum for qualified technical exchange and the common development of new concepts of consu- mer protection. DEUTSCHER SPORTWETTENVERBAND (DSWV) (board member since 2014) The German Sports Betting Association (DSWV) is the association of leading German and European sports betting providers. It is committed to a mo- dern and competition-oriented regulation of sports betting in Germany. This includes clear, legally se- cure rules for providers and consumers. Equally im- portant to DSWV are effective measures to protect players and the integrity of sporting competition. EUROPEAN GAMING AND BETTING ASSOCIA- TION (EGBA) (working group member since 2017) The European Gaming and Betting Association (EGBA) is a Brussels-based industry body represen- ting the leading online gaming and betting opera- tors, established, licensed and regulated within the EU. The EGBA works with national authorities, EU authorities and other stakeholders towards a well- regulated and attractive offer for EU citizens. The Association promotes the creation of a safe and reliable European digital environment for online gambling. A well-functioning digital environment requires regulation that provides a high level of con- sumer protection and considers the reality of the di- gital economy and consumer demand. It must also ensure that the regulated offer is attractive enough to appeal to the maximum number of players to channel them away from unregulated offers. 8787

APPENDIX 4: LIST OF ABBREVIATIONS ABBREVIATION ACAMS AML AWS CCO CAMS CEO CFO CFT CO2E CRO CR CSR CDD DK DPA DPO DSWV eCOGRA EDD EGBA ESG GDPR GRI GHG IDPC iGEN ISMS MGA MLRO OASIS OSWV PEP RG SAR UNGC WBCSD WRI FULL TERM Association of Certified Anti-Money Laundering Specialists Anti-Money Laundering Amazon Web Services Chief Commercial Officer Certified Anti-Money Laundering Specialist Chief Executive Officer Chief Financial Officer Combating the financing of terrorism CO2 equivalent Chief Regulatory Officer Corporate Responsibility Corporate Social Responsibility Customer Due Diligence Düsseldorfer Kreis Data Protection Authorities Data Protection Officer Deutsche Sportwettenverband eCommerce Online Gaming Regulation and Assurance Enhanced Due Diligence European Gaming and Betting Association Environmental, Social and Governance General Data Protection Regulation Global Reporting Initiative Greenhouse Gas Protocol Information and Data Protection Commissioner iGaming Executives Network Association Information Security Management System Malta Gaming Authority Money Laundering Reporting Officer Onlineabfrage Spielerstatus Österreichischer Sportwettenverband Politically exposed person Responsible Gaming Suspicious transaction/activity report UN Global Compact World Business Council for Sustainable Development World Resource Institute 8989