ESG REPORT 2021

RESPONSIBLE BUSINESS OPERATIONS: 46 OUR APPROACH UNDERSTANDING AND MANAGING OUR PRINCIPAL RISKS 47 COMPLIANT PRODUCT OFFER KEEPING OUR DATA SAFE BUSINESS ETHICS ANTI-MONEY LAUNDERING AND COMBATING THE FINANCING OF TERRORISM TARGETS FOR 2022 49 51 53 54 56 STAKEHOLDER ENGAGEMENT 58 60 STAKEHOLDER MAPPING OUR COMMUNITIES: OUR CONTRIBUTIONS ENGAGEMENT WITH NGOS AND INSTITUTIONS EMPLOYEE ENGAGEMENT AND VOLUNTEERING SUPPLY CHAIN ENGAGEMENT TARGETS FOR 2022 AND BEYOND OUR ENVIRONMENTAL IMPACT: LESS IS MORE EMISSIONS TO AIR: SCOPE 1, 2 AND 3 PAPER, WATER AND WASTE TARGETS FOR 2022 AND BEYOND APPENDIX BACKGROUND ON ESG REPORTING GRI AND SDGs CONTENT INDEX MEMBERSHIP IN ASSOCIATIONS ABBREVIATIONS IMPRINT AND CONTACT 60 61 62 63 67 68 70 73 74 76 76 77 82 84 86 3

WE ARE TIPICO TRUST. When you talk about sports betting in Germany, you think Tipico. And there is sure to be one of our 1,309 shops just around the corner to remind you. With every other bet placed with Tipico, we are the clear leaders in the German market, with over 50 % of the market share. Our mission is to electrify the sports betting experience for every customer, every bet. We say that we Maximise Spannung and our culture is bursting with energy and ambition. We do our utmost to get to the best outcome and achieve success, generating these powerful moments of Spannung, thriving through our values of trust, progress, and passion. We celebrate uniqueness in being present across seven different international locations in Malta (HQ), Germany, Austria, Croatia, Gibraltar, Colombia, and the U.S., with more than 800 office employees from 52 nations. Our expansive network consists of supporting offices, shops owned by Tipico Group companies as well as franchise shops throughout Germany and Austria. In peak times, we process up to 50,000 financial transactions per minute. That’s almost like a stock exchange. And if you think about it: More than two million customers trust us with their bets and there is no doubt that their funds are safe. This level of trusts obliges us to heed rigorous governance, where failure is not an option. As a market leader, we strive to always be the safe choice for our customers. According to them, 93 % feel in safe hands at Tipico. PROGRESS. We are digital throughout. Of course, there may be a Tipico shop in every greater German locality, but it’s just a matter of personal preference whether to bet online – maybe directly from the match – or whether to place your bet in a physical venue with friends and watch the stream. The technology behind it is always the same, our supervision is the same and our customer protection relies on the same kind of monitoring. Constant innovation does not prevent us from having an uptime of more than 99.9 %. With up to 100 releases a day, we can innovate and adapt our product without interfering with our daily operations. Our customers appreciate the digital drive led by Tipico. 37 % of them choose Tipico based on user-friendly experience with our mobile application. The shared backbone of all our online and retail operations relies on a scalable architecture that utilizes as few servers as possible but can spin up as many as needed. This dynamic setup and the increasing reliance on renewable energies helps us reduce our CO₂e footprint year by year. PASSION. We love sports and, like those who share our passion for sports, we always want to be number one. We count on real fans, their passion and their love for the game. Our customers share our energetic spirit. The majority of them are between 18 and 39 years of age. 75 % of them selected Tipico as their unique sports betting operator for a number of reasons. Most importantly, our innovative digital solutions. 5

GOVERNANCE Tipico is a private company. Since 2016, CVC Capital Partners have indirectly held a majority stake in the Tipico Group (around 60 %). Besides that, four founding members each still indirectly hold almost 10 % of the shares. The Tipico Group has a one-tier board, consisting of four executive members. Tipico builds upon the competencies of all employees and therefore delegates authority for many business processes. By using the expertise on all levels, the company can progressively and quickly adapt to the market. Furthermore, we are agile in our operations and ensure that management can focus on the crucial decisions. Therefore, we established a Delegation of Authority Policy, which governs responsibilities and allowances and for certain key functions, Powers of Attorney have been issued to employees, ensuring that the companies are able to act legally at all times. KARIN KLEIN CRO, TIPICO GROUP LTD. Karin Klein joined Tipico as Chief Regulatory Officer in December 2016. MARLON VAN DER GOES CCO, TIPICO GROUP LTD. Marlon van der Goes joined Tipico as Chief Commercial Officer in August 2016. Having been part of the gaming industry for more than 20 years, Karin possesses significant knowledge in the field of regulatory affairs and compliance. During her career, she has successfully implemented standards and processes to ensure effective compliance programs are in place to meet relevant regulations on a multinational level. She has held several leading roles in the gaming sector, such as Managing Director at bwin.party services Ltd. (an Entain PLC subsidiary) and as Group Director Com- pliance and Regulatory Affairs at bwin.party digital entertainment PLC (now Entain PLC), where she established a group-wide compliance framework for the effective implementation of anti-money launder- ing measures and all regulatory market requirements. Furthermore, she gained a wealth of experience in strategical marketing, investor and media relations in several roles at the beginning of her professional career. Karin serves as a member of the board of the German Sports Betting Association (DSWV) and as a member of the Düsseldorfer Kreis – an initiative aiming at ensuring evidence-based consumer protection in gambling. Marlon is a veteran leader in iGaming and has worked within the industry for over 20 years. He possesses extensive knowledge in sales, marketing, and customer relations. During his professional career, Marlon has held several roles as an executive leader. Among others, Marlon held responsibility for the entire marketing and sales strategy as well for the customer relationship manage- ment at bwin.party services Ltd. (now Entain PLC) and he served as a Chief Sales Officer at bwin interactive entertainment AG (now Entain PLC) where he over- saw strategy, marketing and sales. Beside his extensi- ve experience within the gaming industry, Marlon has picked up special knowledge from other executive roles such as Chief Marketing Officer at Zuno Bank AG, or as Managing Director at Dominion Services Ltd. 7

Our large network consists of shops owned by Tipico Group companies as well as franchise shops throughout Germany and Austria. Together with the extensive franchise network, we offer our services in more than 1,300 outlets. GERMANY: SHOPS TOTAL 1,275 AUSTRIA: SHOPS TOTAL 34 9

Tipico Tower in St. Julians Tipico Tower in St. Julians 11 11

MATERIALITY ANALYSIS In 2021, we again conducted a materiality assessment to identify relevant and impactful topics for Tipico. As a baseline, we reassessed results from an extensive quantitative survey conducted in 2020 and performed several discussion sessions with external stakeholders. Considering changing business environments as well as new perspectives, 12 internal and external stakeholder interviews were conducted to verify and refine the relevance of key environmental, social and governance topics. The interviews sought to gain a holistic perspective and thus integrated insights from internal as well as external stakeholders. For an external perspective, representatives of player protection associations, academics, gambling operator associations and the financial community were interviewed, while internal insights were collected by representatives of key business and support departments. All nine pre-identified topics were confirmed to continue being relevant for Tipico, to varying levels. Increasing relevance was established especially for customer protection as well as business ethics. Being a trustworthy and ethical operator that is compliant with regulations and provides comprehensive protection for gamblers is key for Tipico. Being involved in local community work and environmental considerations were also evaluated as increasingly important. As labor conditions and human rights considerations are rather considered basic requirements, they were less relevant for all stakeholders alike. 13

In no way shall this lessen our explicit targets of mitigating and – wherever possible– completely eradicating negative impacts our operations have on the communities around us. But for the bigger picture, one also needs to take into account both positive and negative impacts the company has on society. ENVIRONMENTAL IMPACT Although Tipico is not a producer of physical goods and products, but instead a provider of digital services, we still have an undeniable en- vironmental footprint. Tipico’s most material environmental topic is CO₂e emissions. Tipico addresses this issue with several initiatives and aims to be carbon neutral by 2030. To quantify the current environmental impact as a financial measure, an offset price of € 80 per ton of CO₂e emissions was used. SOCIAL IMPACT Globally as well as on a national level, it is a small percentage of customers who, however, can de- velop severe gambling-related issues if not pro- tected sufficiently. Therefore, the most material social impact is harm to minors and vulnerable people. Tipico heavily invests in actively redu- cing this impact by detecting problem gamblers as early as possible and by gating access to high deposits through affordability checks. To quantify the current social impact as a financial measure, we consider every euro spent by a vul- nerable customer as harm to society. Of course, it must be acknowledged that this estimate does not take into account emotional and physical harm to affected persons and their families. GOVERNANCE IMPACT Tipico operates in a highly regulated environment. On top of specific gambling regulation, Tipico is an obliged party with regard to anti-money laun- dering regulations and also processes the data of millions of customers, which requires compliance with data protection regulations. In this setting, operational excellence and strict compliance oversight are key. As a consequence, every Tipico employee has compliance-related targets. To quantify the current governance impact as a financial measure, we consider fines handed out by relevant authorities as an appropriate measure of harm. GAMBLING TAXES In European gambling markets, regulation serves the clearly defined purpose of channelling con- sumer demand into a framework that serves to mitigate gambling-related risks and treat manifest problems. In this framework, it is the explicit and central role of gambling taxes, which are levied at the point of consumption, to be used to counter- act negative effects of the gambling market and to support the policy targets of the gambling regulation. EMPLOYEE BENEFITS In our locations, Tipico is not just an attractive em- ployer. Tipico is a landmark. Attractive employee benefits are the most direct way of supporting the communities around our offices and shops. On top of that, we invest in our teams and their progress and provide them with two days per year to be invested into volunteering for good causes of their choice. This measure takes into account salaries, bonuses, training & development and volunteering days. SUPPORTING RESEARCH AND TREATMENT Gambling research is still a relatively young disci- pline, but the more we can help it advance, the safer our customers will be. We therefore support prevention research financially or by providing access to customer or de-identified data to foster the prevention of gambling-related disorders. On top of this, Tipico supports treatment providers throughout our markets. This measure covers all financial donations to gambling research and treatment of gambling-related issues. CHARITY Tipico supports a variety of good causes, which are often related to our shared passion: sports. This is another great way to give back to the com- munities in which we operate. The reported value encompasses all other donations. 15

LAST YEAR’S TARGETS: launch the new Tipico careers website which highlights our vibrant culture and the benefits of diverse teams We kicked off our Tipico Careers website based on employer branding look and feel emphasizing the importance of the people behind the scenes of Tipico and placing our “One Team” in the center of the story. continuous investment in development of people managers We initiated an in-house training for people managers to guide them through internal people management processes and practices and launched our People Manager Toolbox with a collection of all relevant training materials in one place. launch People Analytics that allows the top management team to observe ongoing employee-related trends We released the People Analytics reporting tool offering to gain insights into our emp- loyee-related trends and demographics. We are consistently reinventing ourselves; this is how we stay ahead and come up with the best solutions for all of us. introduce the Peer Feedback Tool to engage employees in their personal and professional development We established a feedback framework including wider 360-degree feedback that offers the opportunity to give and receive feedback from peers but also from management, the direct reporting team and other stakeholders. launch One Tipico Induction Program across all Tipico offices We introduced a virtual and global “Welcome to Tipico” induction, where new employees across the organization learn about Tipico. increase the share of women within the company to 30 % (by 2023) We increased women’s representation within the company to 28 % (+ 2 % compared to the previous year) and are on track to achieve our target. 17

UNIQUENESS: ONE TEAM, COMMON VALUES, DIFFERENT MINDSETS Here at Tipico, we love learning from each other and think that great ideas are shaped and inspired by new experiences. We believe in playing to different people’s abilities and skills and celebrate each other’s view- points. Diversity makes us a winning team – our culture is open, curious and accepting, and making us stronger, together. We bring this to life in our newly created employer branding video where we collected Spannung moments employees experience at Tipico. We are international, and we reflect this through our mindset and our company language: English. This helps us to attract the best talent from all over the world. Here are the nationalities of the employees we have hired: Albanian, Austrian, Bosnian, Brazilian, British, Bulgarian, Colombian, Croatian, Egyptian, French, German, Greek, Hungarian, Indian, Italian, Latvian, Macedonian, Maltese, Moroccan, Polish, Portuguese, Romanian, Russian, Serbian, Slovakian, Sri Lankan, Swiss, Turkish, Ukrainian and Venezuelan. 19

OUR EMPLOYEES REPRESENT FIVE CONTINENTS IN THE WORLD MAP Among all employees, 19 % were from non-EEA countries in 2021, while senior management (executives, directors and heads of departments) was represented by 11 % of non-EEA nationals. 46 % of Tipico’s senior management originates from local communities where we operated in 2021, which is 4 % lower compared to 2020. EMPLOYEES BY AGE (YEARS) 28 % 23 % 20 % 7 % 0 % 11 % 6 % 3 % 1 % 0 % 9 8 - 1 1 4 0 - 2 2 9 5 - 2 2 4 0 - 3 3 9 5 - 3 3 4 0 - 4 4 9 5 - 4 4 4 0 - 5 5 9 5 - 5 5 4 0 - 6 6 Most employees are in the age groups of 25 - 29, 30 - 34, and 35 - 39 years, which corresponds to the age of the candidates applying for jobs at Tipico, where the largest number of applications came from the age group of 28 - 37 years in 2021. 21

THE TALENT GAME PLAN & CAREER PATH We are Tipico, we never settle for second place, and are always looking for ways to improve, learn and grow. This is highlighted in our winning DNA. To keep this alive, we as a team need to attract the right talent at the right time. But how do we define the right talent? We are international, open-minded, and diverse. We believe in every- body’s skills and personality. We, as One Tipico, hire for the right attitude and train their aptitude to be successful. Of course, some specific roles need experts to keep our game at the highest level. But also, when looking for experts, we strive for those who are the right fit. In a very tough talent market, we can only win if we, all together, create a great hiring experience. It starts with every one of us being an Employer Brand Ambassador, with every posting on social media and other networks. When it comes to our One Recruitment process, we discuss with our hiring teams what the necessary steps are to select talent and offer insights about us, looking behind the curtain of our powerful brand and touching the candidates with our Tipico DNA and our hunger for more. SPOTLIGHT - CAREER WEBSITE In March 2021, we launched a brand-new careers website with engaging content, a great user ex- perience and storytelling best practices. The website serves as our central employer branding and communication platform telling Tipico’s story. Besides, it delivers a seamless application process, opens up the experience to cater for the roles that were previously challenging when it came to attract- ing the right talents and pushes on with our desire to create a more diverse workforce. For instance, from March, when the website was launched, we noted an increase in traffic and in social media followers who are female. The new website brought us 5 % more applications compared to the previous website’s statistics. 23

In 2021, we have received applications from 23 different countries. To ease candidates‘ move to their new home in Malta or Germany, Tipico offers relocation assistance and we successfully offered this to new team members who moved to Malta, Karlsruhe and Munich. Our game plan is not just to attract and hire external talent, but also to offer interesting internal mobility for our own talent. In 2021, we filled 22 positions internally, which is 10 % of all hires. At Tipico, we believe in progress and every one of us owning our career. We encourage our team to never stop learning and embrace every opportunity to grow and develop. The gambling business is traditionally a male domain: more than 90 % of our customers are men. Therefore, in line with our employer brand strategy, we have been striving to attract female applicants to get access to this important talent pool. We are therefore pleased to see that our new career website is achieving the goal of attracting female visitors. In the same vein, our social media channels gathered an average of 44 % female followers in 2021. SHARE OF WOMEN IN 2021 WE HAD: 203 HIRES 22 RELOCATIONS TO MALTA 20 RELOCATIONS TO GERMANY 33 HIRED OUT OF 415 REFERRALS 25

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MEASURING ENGAGEMENT: A COLLABORATIVE CULTURE Annually, we conduct two internal surveys: the Tipico Engagement survey and the Pulse survey. The Engagement survey gives a more accurate picture of how our team members feel about working at Tipico and we can continue committing to making Tipico an even better place to work. The purpose of the Pulse survey is to check-in with staff, collecting real-time feedback and providing a pulse check on certain topics, in order to better understand what is driving engagement at Tipico. The main focus of both surveys was Tipico’s One Team culture. We are always looking for improvement and building this culture is one area in which we can develop. OUR ACHIEVEMENTS WITH THE ENGAGEMENT SURVEY IN 2021: highest overall participation score to date: 94 % or 795 colleagues Group-wide highest average engagement score to date: 80 % higher ratings for each factor in comparison to the Tipico Engagement survey 2020 We exceeded our 70 % target of engagement score by 10 % in 2021. The highest average engagement score of 80 % showed that we are bound by our passion for Tipico’s success and respect for each other. This leads to a more collaborative and stronger team. Moreover, 86 % of our employees stated that they would recom- mend Tipico as a good place to work. According to the Engagement survey, our employees have been showing even greater interest in Corporate Responsibility over the past years. TIPICO EMPLOYEES STATE: TIPICO IS A RESPONSIBLE AND TRUSTWORTHY OPERATOR TIPICO SUFFICIENTLY PROTECTS ITS CUSTOMERS IT IS IMPORTANT TO WORK WITH A RESPONSIBLE COMPANY 29

More than 920 hours alone were dedicated to internal training delivered by experts across the business with a focus on sharing insight to further understand the business operations and processes and people and management skills. We love learning from each other! Tipico offers strategic programs focused on continuous development that create significant differences in the way we approach tasks and projects, creating an innovative and dynamic working environment. These include: MANAGERIAL SKILLS & KNOWLEDGE PEOPLE & SOFT SKILLS TECHNICAL SKILLS COMPUTING SKILLS LANGUAGE COURSES We are also focusing on bringing our initiatives and people agenda to life with our people managers. At Tipico, Leadership Programs continued to run successfully in a virtual context during 2021, with an aim to widen the capacity of individuals to perform efficiently in their management roles. Building a strong and aligned leadership culture and bringing the company’s leadership standards to life are goals of the Leader- ship Development Program, also referred to as “Leading Spannung”. The aim is to build a strong and aligned leadership culture and bring the company’s leadership standards to life. A new cohort of participants was established in 2021, with 35 new people managers. In 2021 there were 91 people managers participating in the program. Since we started the program, we have increased positive perception of line managers by 5 % (from 82 % in 2020 to 87 % in 2021 according to results of the Tipico Engagement survey). SPOTLIGHT - LATERAL LEADERSHIP PROGRAM In October 2021, we introduced a program called the “Lateral Leadership Program” for the first time – a program for thought leaders at Tipico. This was designed to support the development of team members who have specific roles and responsibilities to manage others – more horizontally than vertically – with an impact towards the delivery of projects, tasks and achievement of our objecti- ves. Some of the topics included earning natural authority, selling ideas, dealing with resistance, mechanisms of team dynamics and achieving consensus in conflicts with others. The program started in October 2021 and 33 (4 % of all employees) of our ”thought leaders” participated. COMPENSATION AND BENEFITS We believe that the hard work and outstanding achievements of our employees should be decently rewarded. Employees are not covered by collective bargaining agreements, but we benchmark salaries of employees against the industry standard to ensure that our employees receive a competitive salary and to prevent gender pay gap for comparable roles. In average, the minimum wages in our Tipico offices are 20 % higher than the respective local minimum wages. The average annual raise in compensation was 4.21 % in 2021. 31

PRODUCT QUALITY: IN SAFE HANDS WE ARE COMMITTED TO: • creating the safest gambling environment – be it online or in our 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 by leading researchers in the field of addiction prevention • cooperating with counselling providers in our core markets • following the highest standards for player protection as directed by our player protection concept and the policies derived from it LAST YEAR’S TARGETS: further reduce the financial impact of problem gambling Despite the ongoing effects of the pandemic, we managed to reduce the financial impact of problem gambling to 2.6 % of turnover and 2 % of revenue. Behavioral monitoring showed a down- trend in high-risk behaviors throughout 2021. improve knowledge about customers and actively manage their limits to reduce the risks of overspending Our capabilities to investigate customers’ financial situations were ramped up and the number of such investigations strongly increased throughout 2021. Several new tools to assess customers’ financial situations were tested in the online and retail businesses. connect every single retail shop with the cross-operator exclusion database OASIS Our online product has been fully connected with OASIS since 2020; in the course of the licensing process for retail shops, more than 500 shops now have the permission to be connected to OASIS. A total of > 85 % of our customer base is connected to OASIS. publish an annual Player Protection Report An annual Player Protection Report to evaluate the functioning and effectiveness of our player protection measures was put in place and shared with regulatory authorities to allow for evidence-based decisions. 33

While many KPIs can shed light upon important details, overall performance is measured by means of the Net Promoter Score (NPS). By contrasting customers who will likely act as promoters and such who would likely act as detractors, it provides a very sharp metric of Tipico’s reputation among consumers. It has a range between -100 and 100, where positive values indicate a majority of satisfied customers. PERFORMANCE INDICATOR - NET PROMOTER SCORE Although Tipico still has a very good NPS compared to direct competitors, COVID has taken its toll. While restrictions of sports events had only a relatively short-lived effect in 2020, restrictions on the retail business have persisted throughout 2021. Even at this point, the expected experience of a betting shop cannot be provided to customers. As a consequence, the NPS is still below our expec- tations. With many of the other customer-related metrics pointing up, we are confident that the NPS will gradually improve. NET PROMOTER SCORE 40 30 20 10 0 2020 2021 35

CONSUMER PROTECTION FRAMEWORK Although betting is a thrilling form of entertainment for many customers, it can become a risk for some. That’s why protecting minors and vulnerable customers is deeply ingrained into our business model. This is also how our customers perceive it. They expect us to provide the safest platform for gambling and betting. The trust of German customers who are enthusiastic about sports and sports betting proves that Tipico is right. SPOTLIGHT – PLAYER PROTECTION CONCEPT EVALUATION During 2021, our player protection concept underwent a scientific evaluation to assure the effectiveness of the functions and processes applied to protect customers. Based on the evaluation and changes in the legal framework, the concept was amended and recently resulted in the publication of a revised version. While the practical implementation of the player protection concept affects every employee’s daily work, there are teams who focus as experts on implementation, evaluation and constant improvement thereof. The Corporate Responsibility department (two full-time equivalent employees (FTEs)), which is part of Compliance and reports to the Chief Regulatory Officer, is responsible for the strategic direction of the concept. Operationally, they are supported by the three Responsible Gaming Managers and a Responsible Gaming team, consisting of nine FTEs. Additionally, throughout the German franchise network, almost 350 Responsible Gaming Managers are employed to support Service employees in the shops. Shop controls and mystery shopping exercises are conducted by the quality team. Despite the COVID- related temporary shop closures, the team size remained stable with nine FTEs, including trainers. Especially for the retail part of the business, an effective control framework is essential to ensure that all customer interactions are performed in a compliant manner that ensures the protection of minors and vulnerable customers. 12,500 person hours of face-to-face player protection training for cashiers 1,700 mystery shopping visits For those player protection topics which are beyond our reach, like education, counselling and treatment, we cooperate with partners from the counselling and treatment sector. This is especially important, so that excluded players can easily find support and counselling. We have at least one partner for every market in which we operate. 37

PROTECTION OF VULNERABLE CUSTOMERS Traditionally, responsible gambling is defined as providing customers with all the information they need to make responsible, informed decisions. But this approach leaves the ultimate responsibility for their decisions with the customer. And although this approach may be right and sufficient for the vast majority of customers, we believe it is insufficient for the most vulnerable ones. In those cases, it is our responsibility to impose measures. The majority of our customers believe that the intensity of our player protection measures is about right. At the same time, around 40 % still believe that the measures are somewhat patronizing. This illustrates not only that we have strong protection in place but also that each customer perceives a different level of protection as appropriate. Studies show that over 12 months, around 37 % of the German adult population participated in gambling offers while around 1 % suffer from gambling-related problems.2 parent information, awareness and responsible advertising • 90 % of customers need universal prevention. Tipico responds to that need by providing e.g. trans- • 8 % of customers need selective prevention. Tipico responds to that need e.g. by offering feedback, • 2 % of customers need indicated prevention such as self-exclusion, imposed exclusion or cooperation with counselling providers. Tipico supports customers by offering various possibilities, making sure exclusions are enforced strictly and referring customers concerned to counselling providers limits, and reality checks 2 Bundeszentrale für gesundheitliche Aufklärung (BZgA) quote 39

SUPPORTING CONTROL: LIMITS A limit agreement is a way of sharing responsibility between customer and gambling operator. While the customer chooses an appropriate gambling budget, the operator ensures that the customer can under no circumstances exceed that limit. That way, the financial consequences of gambling are under strict control, even if the customer is tempted to exceed them. Most customers do not need external limits. They decide on a budget and stick to it – they do not need external support. However, for a very distinct group of customers, such external limits are important. For problem gamblers, on the other hand, limits are typically not sufficient since they do not give them the needed distance from gambling. For them, an exclusion is required. Therefore, it is the group in the middle, who can budget their gambling realistically but is at risk of not always adhering to that budget, that profits most from limits. This group likely constitutes around 8 % of all gamblers. USAGE OF LIMITS In 2021, very close to 15 % of active customers had chosen to use a limit agreement and set themselves a limit, lower than what Tipico would have allowed them. As a consequence, we can expect that most customers who could profit from using limits have set one. 41

IN 2021, TIPICO: • requested 14,000 exclusions in OASIS protecting minors and vulnerable players queried OASIS almost 500 million times, with a hit rate of 0.1 % SPOTLIGHT – PANIC BUTTON Although exclusions are considered an effective method to protect vulnerable customers, there is often a high threshold. Vulnerable customers use them as a last resort, typically after a certain degree of harm has already occurred. In some cases, this can be mitigated by exclusions imposed by the operator, but these depend on whether problem behavior can be detected early enough with suffi- cient certainty. Therefore, new regulatory requirements added a more lightweight, simple exclusion, which was imple- mented by Tipico in the form of a Panic Button. Always on screen, it gives customers a one-click option to get excluded in OASIS for 24 hours. That way, the customer can ward off a potential loss of control or gain the necessary time to think about an indefinite self-exclusion. With about 10,000 customers using it every month, it is well-accepted. During the first months of operation, we were the first to conduct and publish an evaluation of the feature and found that it is much more likely to be used than an exclusion. It is typically used once – repeated usage is very infrequent. After using the Panic Button, customers display a reduction in turnover, which indicates a more moderate gambling behavior. STAKES PER WEEK This initial evidence points towards the Panic Button being well-accepted, non-invasive and effective. However, more research will be required to investigate betting motives and the choice of bets in the phase after the Panic Button break. 43

HIGH RISK CASES With regulation in Germany having beneficial effects, we expect rates of problem gambling to gradual- ly decrease. First such effects were detected by our behavioral monitoring, which detected decreasing numbers of customers with risk behaviors over the course of 2021. TARGETS FOR 2022 AND BEYOND: increase Net Promoter Score to 35 until 2023 reduce impact of problem gambling to 1.5 % or less by 2025 complete OASIS project with all shops connected to the cross-operator exclusion database revise and update Player Protection Concept in line with evidence gathered 45

data retention matrix and implementation of effective data deletion practices The customer data retention matrix is finalized, the employee data retention matrix is in a final approval phase and first effective data deletion techniques have been imple- mented. In 2022, we will finalize the remain- ing data retention matrixes (e.g. third-party data) and continue the implementation of effective data deletion practices. keep compliance-related training for Tipico employees above + 99 % and the training for retail employees above + 95 % on a monthly basis A completion level of 99 % for online and 97 % for retail employees was attained. report data breaches to DPAs within 72h (if applicable) at 100 % No data breaches had to be reported to Commissioner (IDPC) in 2021. the Information and Data Protection UNDERSTANDING AND MANAGING OUR PRINCIPAL RISKS The gambling industry is a highly regulated market. At Tipico, we process the personal data of a million customers per year and conduct financial transactions for just as many. As a consequence, on top of gambling-specific regulation, anti-money laundering and data protection are regulatory topics that require our highest attention. As a regulated operator and obliged entity for the prevention of money laundering, in our approach to compliance, failure is not an option. In order to enable the business to focus on achieving its strategic objectives and sustainable long-term growth, the identification and active management of both existing and emerging financial and non-financial risks is paramount. We recognize both the threats and opportunities arising from these risks. This drives a better understanding of risk appetite, tolerance and management across our entities and locations. RISK GOVERNANCE AND RESPONSIBILITIES: THE BOARD’S RESPONSIBILITY THE CORPORATE RISK COMMITTEE’S RESPONSIBILITY EXECUTIVE MANAGEMENT RESPONSIBILITIES Overall responsibility for risk management framework Assess the scope and effectiveness of the risk management systems established by management Ensure management and lines of defense are performing their roles in managing risk Ensure that the risk register is properly maintained, updated and that the risks are managed Ensure that the risk appetite is reviewed and understood Ensure that material risks are being properly addressed Ensure that emerging risks are identified, measured and monitored Identify, assess, monitor, manage and mitigate risk within the agreed risk appetite and exploit opportunities Embed risk management as business as usual Ensure that appropriate internal controls are in place and operating effectively Ensure that all key risks are identified, including emerging risks, and that actions to mitigate risks are implemented 47

SPOTLIGHT - RISK CULTURE AND INCENTIVIZING COMPLIANCE Flawless compliance and effective efforts to mitigate environmental, social and governance risks can only be assured if every single employee strives to minimize risks on a daily basis. And while training and good processes can be a viable fundament, there also needs to be a very personal incentive. Therefore, every Tipico employee, independent of role or level in the company, has a Com- pliance and Risk mitigation target, which is directly linked to potential annual bonuses. Employees are only eligible for an annual bonus if we as a company succeed in mitigating our principal risks and manage to effectively prevent compliance breaches. COMPLIANT PRODUCT OFFER We focus on running our business in a transparent, fair and compliant way. Ever since Tipico was founded in 2004, our offers and services have been based on licenses issued by the Malta Gaming Authority. It has always been Tipico’s pronounced goal to obtain a German license once the legal framework allows us to apply for one. This became possible in late 2020, when a German Sports Betting license was awarded to Tipico. But this was not the end of the process. In summer 2021, directly after it became possible, Tipico filed for a license for Virtual Slots Games. By the end of 2021, no such license had been granted – neither to Tipico nor to any state-owned or private operator. As a consequence, Tipico is still operating those offers based on the requirements of the Gambling State Treaty and the interim regime declared in late 2020. REVENUE FROM REGULATED MARKETS: 100 % where Tipico is licensed or has submitted licensing documents and the offer is tolerated. We also filed for permits for every single land-based venue in Germany within 2021. And even though many of the federal States have started to issue formal permits according to their own State regulations, the process is still not complete. We are confident that the highly complex regulatory situation favors operators like us, since we have a proactive approach to compliance. It is our goal to offer the best solution for the customer within the regulated and licensed market. Our expertise in compliance management guides the company towards adapting to the newly regulated environment in a quicker, smarter and thus better way than our compe- titors. On top of managing the compliance framework regarding obligations associated with our gambling license, our compliance department manages anti-money laundering, responsible gambling and the dialog with regulatory authorities. 49

KEEPING OUR DATA SAFE We are following the highest standards in terms of data protection means caring for our customers and employees. All Tipico-owned websites and landing pages have a cookie consent management solution implemented and a data subject access request (DSAR) process is set up along with an updated privacy policy section where customers can find transparent information on their data subject rights. In 2021, we experienced equally high (as compared to 2020) demands for information related to data protection by our customers. As a result, we noticed nearly 30,000 data subject access requests in 2021. All were handled in close collaboration between the Customer Service and Responsible Gaming Teams and our Tipico Data Protection Officer (DPO). More than 90,000 data subject access requests were noticed since the GDPR became effective on May 25, 2018. MORE THAN 90,000 DATA SUBJECT ACCESS REQUESTS SINCE THE GDPR BECAME EFFECTIVE ON MAY 25, 2018. SPOTLIGHT - PRIVACY BY DESIGN Compliance is of course not a one-shot exercise. To assure compliance with the General Data Protection Regulation (GDPR), we implemented a process for continuous monitoring of the impact felt by new legislation (e.g. use the new SCCs (Standard Contractual Clauses) adopted by the EC on June 4, 2021) and communicate requirements and action points to the business if needed (e.g. comply with the EDPB Recommendations 01/2020 on measures that supplement transfer tools to ensure compliance with the EU level of protection of personal data (v2.0) adopted on June 18, 2021). We established several data protection impact assessments (DPIA’s) concerning high-risk processing activities (e.g. regarding the Gaming Malta Foundation vaccination program for employees in the gaming sector, contact tracing in retail, etc.) and continued cooperating with all relevant authorities. 51

On an uninterrupted basis, in close collaboration with the Chief Information Security Officer (CISO), IT Security and Digital teams, we continuously improve our Technical and Organizational Measures (TOMs) to stay ahead of security threats. We were able to successfully cope with all cyber-attacks we encountered during 2021 and will continue to enhance our performance. In addition, our high standards were again veri- fied by licenses 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 pas- sed the recertification audit in 2021. We also kicked off annual audits based on EGBA COC for the Online Gambling Sector and conducted physical GDPR Audits for Tipico Shops (TSAW - Frankfurt). BUSINESS ETHICS Around four years ago, we developed our Tipico Ethics Code, which provides guidance to all employees, who individually sign off on the policy. The particular target is to create awareness about anti-corruption and anti-bribery laws in order to enable all employees to recognize potential issues and deal with them appropriately. Employees and consultants are not allowed to use their position at Tipico to request or accept anything of value or the promise thereof beyond the scope of moderate and appropriate gifts. Every employee who receives gifts and/or hospitality exceeding the value of cumulatively € 150 within a year is required to declare this to the central register of the compliance department. The same applies to conflicts of interest. All poten- tial cases must be reported in order to allow for a transparent discussion of the involved risks and to ensure an appropriate solution for the employee and Tipico. To avoid conflicts of interest, any direct or indirect use of the company’s own gaming and betting offers – except on designated employee accounts – is forbidden for all our employees. Furthermore, company facilities may only be used in a manner that suits our values. For the same reason, we do not make any financial contributions to politicians, political organizations or political parties. PERFORMANCE INDICATOR - WHISTLEBLOWING CASES As part of our Whistleblowing Policy, we have instituted an external, independent ombudsman as a contact for whistleblowers. WHISTLEBLOWER REPORTS TO EXTERNAL OMBUDSMAN ZERO WHISTLEBLOWING REPORTS WERE REGISTERED TO THE EXTERNAL INDEPENDENT OMBUDSMAN ZERO WERE CLASSIFIED AS SERIOUS CASES As we do not tolerate any form of corruption, all employees and consultants are required to understand and comply with our values and ethical standards. 53

COMPLETION OF ANNUAL AML TRAINING RETAIL SERVICE STAFF TRAINED All Tipico Group employees are required to com- plete an internal AML/CFT online training. At the end of this training, the employees must success- fully complete an assessment of questions. Furthermore, the online training needs to be re- peated on an annual basis. Since 2018, the completion rate has been > 97 % and it was 99 % in 2021. The cashiers in the Tipico betting shops are also required to receive AML/CFT training. New cashiers need to attend classroom training as well as an eLearning course, which both cover AML/ CFT-related matters. The eLearning course needs to be repeated by all cashiers on an annual basis. In 2021, a total of 1,915 cashiers attended the class- room training and 4,831 completed the eLearning course. Consequently, 93 % / 99 % of all cashiers have completed the classroom training and eLear- ning respectively. Additionally, more specific training is provided either by the MLRO/Deputy or external providers to relevant operational teams, such as AML/ KYC, Customer Support, RG, Payment & Fraud or bookies, who are most likely to observe AML/ CFT-relevant behavior. 55

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increase scope of Data Protection and Informa- tion Security responsibilities of our suppliers We increased the scope due to regulatory changes emerging from Brexit in 2021. A task- force was set up to monitor develop- ments to steer through the changes and im- plement them in accordance with timelines. increase scope of our HIRA assessment (Human Rights and Impact Assessment) from local operations to main suppliers outside the local community In 2021, we extended the scope of HIRA assessment to our most relevant suppliers’ locations, where we have at least 10 sup- pliers. keep procurement from countries outside the EU below 5 % (long-term target) In 2021, we procured mainly in the EU, EFTA4, the UK and the U.S. (62 %) and the local community (28 %), while 10 % of partners came from outside of these countries. increase integration of further business entities, especially Croatia As we were limited in organizing offline CR events in 2021, we therefore did not involve our entity in Croatia as planned. Nevertheless, our Croatian office kicked off an online CR initiative. keep our good partnerships with the NGOs in our local communities We supported eight NGOs in 2021 in our business locations in Malta and Germany, contributing to their efforts to combat women‘s rights violations, food scarcity, unemployment among youth, environ- mental injustice, and other crucial topics. We also partnered with three institutions which focus on the prevention of gambling addiction. upgrade procurement function through stan- dardization, digitalization, and consolidation of the supplier onboarding and purchasing process within Tipico By moving operations into a digital environ- ment in 2021, we were able to continue business operations with minimum disrup- tion, especially during the pandemic period. onboard further Tipico entities into established procurement process In 2021, we continued with the roll-out of the purchasing and contract management tools to other locations, as well as the supporting documents around them. The scope of entities included in the report increased from seven to ten with inclusion of our Tipico Technology Services and Retail Services offices in Germany. 4 EFTA countries include Iceland, Liechtenstein, Norway and Switzerland. 59

In 2021, additionally more than € 195,000 was spent by Tipico on donations, research to prevent gambling addiction and player counselling programs within the main markets in Germany and Austria. Every project, organization, and association that was supported with donations in 2021 pursues charitable purposes. We follow strict internal guidelines and emphasize the support of projects that suit Tipico values, meet our own sustainability requirements and support local communities. ENGAGEMENT WITH NGOS AND INSTITUTIONS We believe that good causes matter and continued supporting NGOs and institutions for development of local communities in 2021. For Tipico, the most central topic is to work with stakeholders to make gambling as safe as possible. Therefore, in 2021, Tipico supported research projects of several leading German insti- tutions with financial funding, access to de-identified data and signposting their projects to our customers. Research into the prevention of gambling-related issues is still a relatively new discipline and all too often regulation takes place devoid of a solid evidence base. Therefore, fostering this research is in the interest of all stakeholders to strengthen the applied player protection framework. The gambling industry plays a unique role here: Only we have direct access to customers. Only we have direct access to transactional gambling data. Both are important for many research topics and we are aware of our responsibility to support innovative research. It is central for the prevention of addiction that gambling operators like Tipico aim to identify gambling issues as early as possible and intervene appropriately. And although an exclusion can be an important first step for a person to overcome gambling-related issues, it cannot replace counselling and treatment. Therefore, Tipico does not only signpost contact data of counselling and treatment providers but also actively supports them in the markets in which we operate. SPOTLIGHT – FOSTERING CONSUMER PROTECTION THAT BENEFITS THE CONSUMER For years, Tipico has supported research projects that aim at improving consumer protection and the prevention of gambling-related issues. This support has taken the form of financial funding, sign- posting projects to customers or access to de-identified transaction data. In 2022, Tipico will be taking these projects to the next level. Instead of supporting singular, promising projects, Tipico – together with other private and public operators – will establish a foundation to award outstanding work in the area of player protection. Research into player protection that takes into account the effectiveness of protective measures as well as their acceptance by consumers shall qualify for awards. This is relevant because consumers are often disregarded and not consulted as stakeholders when it comes to gambling regulation. This can lead to the problematic situation where consumers are only the object of player protection, but not the subject. We believe the voice of consumers must be heard and regulation should focus on science-based player protection measures that are effective and considered relevant by consumers. 61

In summer, after the devasting news of the catastrophic floods in Germany, many of our colleagues wanted to help in any way they could and supported the flood relief efforts. Across our Tipico locations, we managed to collect € 2,000. This sum was sent to the German Red Cross, who were working to provide help and support to all those affected by the floods. We are proud that our colleagues also parti- cipated on-site supporting rescue operations in the damaged area. October and November were dedicated to raise cancer awareness. In autumn, we therefore kicked off online Pink October and Movember events which were aimed at raising awareness about breast and prostate cancer and support projects associated with these issues. We started by launching Pink October at Tipico, and received some great and creative photos of our colleagues wearing pink clothes. In total, we managed to raise € 3,120, as Tipico donated money per photo posted in the internal channel. Our Croatian office then invited everyone to participate in the Best Moustache Contest for the Movember initiative where Tipico donated for every single photo with a moustache. SUPPLY CHAIN ENGAGEMENT Being a provider of digital services, our supply chain is not very complex. We do not rely on raw materials, but rather purchase products and services supporting our daily operations, such as professional consultancy, marketing and sponsorship, sportsbook and gaming, infrastructure, and IT security. We classify suppliers into 3 categories: “local”, “non-local (EU associated, the UK and the U.S.)” and “non- local (Rest of World)”. For us, “local” means suppliers based in the same country as the receiving entity. The second “non-local” category includes 27 EU member states, 4 EFTA countries, the UK and the U.S. The remaining countries are included in the “non-local” (Rest of World) category. 63

The number of local suppliers has increased by 11 % compared to 2020, while the number of non- local suppliers within the EU, EFTA, the UK and the U.S. has dropped by 6 % in 2021. Thus, in terms of number of suppliers, we are on the right track to act more locally. However, in terms of spending on local suppliers and our positive impact on local economy, there is still room for improvement. GEOGRAPHICAL DISTRIBUTION OF SUPPLIERS BASED ON AMOUNT OF PARTNERS Trust, transparency and reliability are crucial for us when choosing new business partners. For each of our potential business partners, a risk assessment is conducted by Tipico. The screening is based on such parameters as the country of operation, type of service or monetary value of the contract to name a few. Based on the results, specific due diligence checks are carried out in line with regulatory requirements. As part of these checks, we screen individuals and organizations through an established compliance- checking engine. Enhanced due diligence (EDD) is subsequently triggered in the case that any suspicious result is encountered during the checks, always in accordance and agreed with the Money Laundering Reporting Officer. 65

In 2021, we continued to invest in standardizing procurement processes within the Group through encouraging synergies of internal systems, as well as publishing Group-wide guidelines on purchasing, vendor selection and tendering to ensure equal opportunities are given to suppliers. We also rolled out our new purchasing tool to Tipico Technology Services and Retail Services, which helps to centralize all approvable purchases. Having a common framework, understanding and controls ensures that all measures and requirements for evaluation are kept to approved levels and by making this digital, the processes can continue to be available and met in accordance with our policies. Additionally, we moved purchasing operations into a digital environment to continue business with minimum disruption. By digitalizing, we also reduced the need to depend on paper resources in line with our environmental strategy. Data protection, data privacy and information security are embedded within the company and we expect our suppliers to also comply with the constantly changing regulatory environments by implementing appro- priate practices and frameworks in accordance with timelines. To enable us to stay on top of developments, we have task forces within the company with key stakeholders to monitor, detect and react to changes as and when they occur as well as to manage and prevent any of the risks. As a multinational Group of Companies, it is increasingly important to us to ensure standards are uniform throughout. TARGETS FOR 2022 AND BEYOND: increase the supplier review process scope regarding supplier credit scores, cyber security scores, ESG scores and due diligence keep procurement from countries outside the EU, EFTA, the UK and the U.S. below 10 % by 2023 create a funding structure to systematically support research focused on creating effective player protection, which is embraced by customers increase volunteering offer and CR activities as per pre-COVID level with a long-term participation goal of 50 % of employees by 2025 67

EMISSIONS TO AIR We operate mainly in the European Union countries which are parties to the United Nations Framework Convention on Climate Change, its Kyoto Protocol and the Paris Agreement. Following the Framework obligations, we report annually on our greenhouse gas emissions, climate policies and progress towards the targets. In 2021, our greenhouse gas intensity (Scope 1 and Scope 2) in relation to gross Tipico Group revenue was 2.1 metric tonnes of emissions per million euros of Gross Gaming Revenue. As a service provider, we have a low level of emissions. However, we assume responsibility for our climate impact and take steps to put more back into the environment than we take from it. We have identified direct and indirect emissions from operations of Tipico Group entities. The highest level of emissions is in Scope 2 associated with electricity and heating consumption by Tipico shops and in Scope 3 connected to Tipico franchise partner shops’ operations. Based on this, we set an ambitious target to switch to renewable sources of energy across all Tipico shops by the end of 2023 to significantly reduce our carbon footprint. SPOTLIGHT - DATA QUALITY IMPROVEMENTS AND ENERGY AUDIT In past reports, Scope 2 data referred to our office locations but left out the Tipico shop locations. These have been included in this report, which will lead to a substantial increase in Scope 2 emissions. For reference, the 2021 emissions based on the previous reporting will also be displayed. In past reports, Scope 3 focused on business travel and data centers. However, it left out emissions from shops operated by our franchisees. This report will include an estimate of the emissions of our franchise partner shops based on the floor area of the shops. For reference, the 2021 emissions based on the previous reporting will also be displayed. Also, for the first time, we had our energy usage data audited. The scope of the energy audit covered all German Tipico shops and our German office locations. The audit contributed to our data quality and provided Tipico with concepts to further reduce our consumption. Consequently, we plan to repeat the audit in 2022 across several European locations. 69

ELECTRICITY CONSUMPTION IN 2021 IN MEGAWATT HOURS SHOP AGENCIES - ELECTRICITY CONSUMPTION IN 2021 IN MEGAWATT HOURS * without Tipico Shop Agencies In total, the electricity mix consumed by our Shop Agencies is 80 % based on renewable sources. Total CO2e emissions from heating (gas, oil and district heating) was 1,240 metric tonnes across all Tipico locations in 2021. Some of our locations use electricity for heating, which was included in total CO2e emissions from electricity consumption. Gas heating was prevailing among all mentioned types. HEATING BY TYPE IN ALL TIPICO LOCATIONS IN 2021 IN KILOWATT HOURS PERFORMANCE INDICATOR - SCOPE 3 EMISSIONS IN THE VALUE CHAIN SCOPE 3 CO2E EMISSIONS IN METRIC TONNES In 2020, we based Scope 3 emissions on business travel and data centers. Another big component of our value chain is our fran- chise network of shops operated by entities outside the Tipico Group. For 2021, we deci- ded to include an estimate of their emissions based on the floor area of those shops. By adding the franchise network in 2021 to the report, the estimate of emissions increased tremendously (red data point). Based on the same entities as reported in 2020, the Scope 3 emissions were 157 CO2e metric tonnes, which is a 45 % reduction from 2020 (dashed line). 71

DATA CENTERS We continue to reduce Scope 3 emissions caused by data centers’ usage. At the end of 2018, we moved to the Amazon Cloud (AWS), which significantly contributed to Tipico’s ambition to reduce the carbon footprint caused by its operations. AWS aims at reaching 100 % renewable energy consumption. We therefore expect a further reduction of CO2e emissions from the usage of AWS data centers in the coming years. 30 metric tonnes of CO2e emissions in 2021 274 metric tonnes of CO2e emissions were saved due to a transition to higher % of renewable energy share FRANCHISE SHOP NETWORK Tipico shops operated by independent franchisees have a total floor area of 195,979 square meters in Germany and Austria. Due to an overarching shop concept that governs the look and feel of a Tipico shop, we can assume that the emissions by square meter of shop area are largely similar to those of shops directly operated by Tipico Shop Agencies. As a consequence, we must assume that franchisees are accountable for 12,395 metric tonnes of CO2e emissions coming from their electricity and heating consumption in 2021. PAPER SPOTLIGHT - DIGITAL SHOP One of the main contributors to Tipico’s paper usage is the daily printing of betting programs in Tipico shops. This is not in line with our strategy of a digital shop and only requested by a few customers. Therefore, in 2022 we will launch trials throughout all Tipico Shop Agencies to print betting programs only on demand. Across Tipico shops, we aim to reduce paper consumption by 50 % by 2023. TOTAL PAPER CONSUMPTION IN ALL LOCATIONS IN TONNES All paper which was purchased for the shops had sustainability certification, such as FSC, PEFC, or EU Ecolabel. 73

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APPENDIX 2: GRI AND SDG CONTENT INDEX GRI CONTENT INDEX GRI 1 used GRI 1: Foundation 2021 Tipico Group Ltd. has reported the information cited in this GRI content index for the period 01.01.2021 - 31.12.2021 with reference to the GRI Standards. GRI STANDARD GRI 2: General Disclosures 2021 DISCLOSURE 2-1 Organizational details 2-2 Entities included in the organization’s sustainability reporting 2-3 Reporting period, frequency and contact point 2-4 Restatements of information 2-5 External assurance 2-6 Activities, value chain and other business relationships 2-7 Employees 2-9 Governance structure and composition 2-10 Nomination and selection of the highest governance body 2-11 Chair of the highest governance body 2-13 Delegation of responsibility for managing impacts 2-14 Role of the highest governance body in sustainability repor- ting 2-15 Conflicts of interest 2-17 Collective knowledge of the highest governance body 2-22 Statement on sustainable development strategy 2-23 Policy commitments 2-24 Embedding policy commitments 2-25 Processes to remediate negative impacts 2-26 Mechanisms for seeking advice and raising concerns 2-27 Compliance with laws and regulations 2-28 Membership associations 2-29 Approach to stakeholder engagement 2-30 Collective bargaining agreements 3-1 Process to determine material topics 3-2 List of material topics 3-3 Management of material topics GRI 3: Material Topics 2021 PAGE NUMBER 5, 8-9, 12 the scope is stated in each chapter 76 76 not applicable 5, 8-9 20-22 6-7 7 6 7 12 53 6-7 4, 76, 80 across all chapters across all chapters 53 across all chapters 82 60 31 13 13 13 77

GRI STANDARD GRI 405: Diversity and Equal Opportunity 2016 GRI 406: Non-discrimination 2016 GRI 407: Freedom of Association and Collective Bargaining 2016 GRI 408: Child Labor 2016 GRI 409: Forced or Compulsory Labor 2016 GRI 413: Local Communities 2016 GRI 414: Supplier Social Assessment 2016 GRI 416: Customer Health and Safety 2016 GRI 417: Marketing and Labelling 2016 GRI 418: Customer Privacy 2016 DISCLOSURE PAGE NUMBER 405-1 Diversity of governance bodies and employees 6, 20-22 405-2 Ratio of basic salary and remuneration of women to men 406-1 Incidents of discrimination and corrective actions taken 407-1 Operations and suppliers in which the right to freedom of association and collective bargaining may be at risk 408-1 Operations and suppliers at significant risk for incidents of child labor 409-1 Operations and suppliers at significant risk for incidents of forced or compulsory labor 413-1 Operations with local community engagement, impact assessments, and development programs 413-2 Operations with significant actual and potential negative impacts on local communities 414-1 New suppliers that were screened using social criteria 414-2 Negative social impacts in the supply chain and actions taken 32 20 66 66 66 61-63 61-63 66 66 416-1 Assessment of the health and safety impacts of product and service categories 36-37 416-2 Incidents of non-compliance concerning the health and safety impacts of products and services 417-1 Requirements for product and service information and labelling 417-2 Incidents of non-compliance concerning product and ser- vice information and labelling 417-3 Incidents of non-compliance concerning marketing com- munications 418-1 Substantiated complaints concerning breaches of custo- mer privacy and losses of customer data 38, 44-45 40 40 40 52 79

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UN GLOBAL COMPACT (participant since 2018) The United Nations Global Compact is a non-bin- ding initiative with the goal of encouraging business- es to work together towards reaching sustainable and responsible business practices. It thereby acts as the world’s largest corporate sustainability ini- tiative. The UN Global Compact enables companies to align strategies and operations with universal principles of human rights, labor, environment, and anti-corruption, and takes actions in these areas. Businesses are asked to report on their progress in these areas on a regular basis. THE MALTA CHAMBER OF COMMERCE (member since 2017) The Malta Chamber of Commerce, Enterprise and In- dustry is the independent voice of the private sector in Malta. Its principal mission is to actively represent companies from all economic sectors and ensure that entrepreneurs enjoy the best competitive envi- ronment and regulatory conditions possible for the conduct of business. The Chamber constantly champions the need for competitiveness, enhancing measures with the pertinent authorities in Malta as well as in Brussels. ÖSTERREICHISCHER SPORTWETTEN- VERBAND (OSWV) (member since 2016; board member since 2018) The Austrian Bookmakers Association (OSWV) aims to safeguard the professional interests of book- makers and totalizers in accordance with its statutes. Additionally, the association creates the basis for its members to be able to carry out their activities in a secure, legal and economic environment. The OSWV does not pursue its own economic inter- ests; it is politically and denominationally neutral. 83

ABBREVIATION iGEN ISMS KSA KYC MGA MLRO OASIS OECD OSWV PEFC PEP RG SAR SCC SDG STR TCFD TOM TSA TSAW UNGC WBCSD WRI FULL TERM iGaming Executives Network Association Information Security Management System Kansspelautoriteit Know Your Customer Malta Gaming Authority Money Laundering Reporting Officer Onlineabfrage Spielerstatus Organization for Economic Co-operation and Development Österreichischer Sportwettenverband Program for the Endorsement of Forest Certification Politically exposed person Responsible Gaming Suspicious transaction/activity report Standard Contractual Clause Sustainable Development Goal Suspicious Transaction Reporting Task Force on Climate-related Financial Disclosures Technical and Organizational Measure Tipico Shop Agency Tipico Shop Agency West UN Global Compact World Business Council for Sustainable Development World Resource Institute 85