ESG_Report

ESG_Report_2022

01 INTRODUCTION WE ARE TIPICO GOVERNANCE THE BOARD OUR LOCATIONS OUR PARTNERS 4 6 7 8 11 12 CORPORATE RESPONSIBILITY 13 02 ESG: A HIGH-LEVEL PERSPECTIVE ENVIRONMENTAL IMPACT SOCIAL IMPACT GOVERNANCE IMPACT GAMBLING TAXES EMPLOYEE BENEFITS SUPPORTING RESEARCH AND TREATMENT CHARITY 14 17 17 17 17 17 17 17 03 OUR PEOPLE: OUR GREATEST ASSET 18 19 WE ARE COMMITTED TO LAST YEAR’S TARGETS 19 WELCOMING AND SAFE PROFESSIONAL ENVIRONMENT 20 UNIQUENESS: ONE TEAM, COMMON VALUES, DIFFERENT BACKGROUNDS 21 DIVERSITY OF OUR CANDIDATES AND NEWLY HIRED COLLEAGUES 25 MEASURING ENGAGEMENT: A COLLABORATIVE CULTURE 27 FEEDBACK CULTURE UPSKILLING AND DEVELOPMENT OPPORTUNITIES 29 29 OUR FOCUS: PEOPLE MANAGEMENT EXCELLENCE 31 COMPENSATION AND BENEFITS EMPLOYER BRANDING: STRENGTHENING THE “SPANNUNG” FOR OUR TEAMS TARGETS FOR 2023 AND BEYOND 04 PRODUCT QUALITY: IN SAFE HANDS WE ARE COMMITTED TO 33 36 37 38 39 LAST YEAR’S TARGETS 39 CUSTOMER TRUST: PROVIDING A SAFE AND EXCITING EXPERIENCE CLEAN SPORTS: OUR COMMITMENT TO SPORTS INTEGRITY IS KEY FOR OUR BUSINESS MODEL CONSUMER PROTECTION FRAMEWORK RESPONSIBLE MARKETING PROTECTION OF MINORS PROTECTION OF VULNERABLE CUSTOMERS 40 43 44 46 46 49 PROTECTION: EXCLUSIONS 53 TARGETS FOR 2023 AND BEYOND 55 05 RESPONSIBLE BUSINESS OPERATIONS: OUR APPROACH WE ARE COMMITTED TO LAST YEAR’S TARGETS UNDERSTANDING AND MANAGING OUR PRINCIPAL RISKS 56 57 57 58 RISK MANAGEMENT FRAMEWORK AND PROCESS 60 LICENSED AND COMPLIANT BUSINESS BUSINESS ETHICS KEEPING YOUR DATA SAFE AML AND CFT EXTERNAL ASSURANCE TARGETS FOR 2023 06 STAKEHOLDER ENGAGEMENT WE ARE COMMITTED TO LAST YEAR’S TARGETS 62 66 68 71 76 77 78 79 79 STAKEHOLDERS MAPPING AND MATERIALITY ANALYSIS 80 SUPPLY CHAIN MANAGEMENT COUNTRY SPECIFIC ESG DUE DILIGENCE FOR TIPICO LOCATIONS AND SUPPLY CHAIN 82 84 MITIGATION ACTIONS MATRIX BASED ON RISK LEVEL PER INDUSTRY AND LOCATION OF TIPICO SUPPLIERS 86 CONTENTS OUR COMMUNITIES: OUR CONTRIBUTIONS ENGAGEMENT WITH RESEARCH INSTITUTIONS AND COUNSELING PROVIDERS TO CREATE A SAFER GAMBLING ENVIRONMENT ENGAGEMENT WITH NGOS AND VOLUNTEERING TARGETS FOR 2023 AND BEYOND 87 88 89 91 07 OUR ENVIRONMENTAL IMPACT: LESS IS MORE 92 93 WE ARE COMMITTED TO LAST YEAR’S TARGETS CLIMATE STRATEGY GOVERNANCE ROADMAP TO CARBON NEUTRALITY EMISSIONS TO AIR DATA CENTERS BUSINESS TRAVEL USE OF SOLD PRODUCTS FRANCHISE SHOP NETWORK PAPER WATER WASTE TARGETS FOR 2023 AND BEYOND 08 APPENDIX APPENDIX 1: BACKGROUND ON ESG REPORTING APPENDIX 2: RISK MANAGEMENT APPENDIX 3: GRI AND SDG CONTENT INDEX COMMITMENT TO SUSTAINABLE DEVELOPMENT GOALS APPENDIX 4: MEMBERSHIP IN ASSOCIATIONS IMPRINT AND CONTACT PLACE OF BUSINESS 93 94 94 96 102 103 104 104 105 106 106 107 108 109 109 111 115 116 118 118 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 3

INTRODUCTION DEAR READER, 2022 was a very exciting year for the Tipico Group! We saw fundamental changes to the rules of the game in our core market, Germany. For us as the undisputed market leader, the challenge was very clear: How would we adapt to the entirely new market conditions whilst staying ahead of the competition? So, internally we called this exceptional situation: “Same-Same, but Different” – and focused on the one crucial task: Become the master of this newly regulated market! In addition to this very particular challenge in Germany, we worked hard to achieve another decisive milestone in our prospective growth market – the U.S. Successfully launching our proprietary Tipico product in Ohio and being a first mover in the Buckeye State was paramount for our operations overseas. While Tipico puts maximum effort into being a successful and steadily growing operator, we know these efforts will only pay off if we continue to follow our net-positive strategy and do our utmost to make sure we have a positive impact on the communities in which we operate. Leveling up our ESG performance with the aim of being a net-positive player is a vital goal for us. One which motivates us to strive for excellence every day and in everything we do. Since 2018, Tipico has been part of the United Nations (UN) Global Compact, the largest sustainability initiative in the world, which enables us to align and take action with the support of the UN. We strictly comply with the principles of this initiative, adhering to internationally proclaimed human rights, and standing up for business ethics and fair labor conditions, not only within our own operations but also within our supply chain. Furthermore, we keep working towards the Sustainable Development Goals. Therefore, we are genuinely proud to share Tipico’s achievements in this year’s ESG report. Please let us point you to some highlights: last year, Tipico created a roadmap for the entire Group to achieve carbon neutrality by 2030. This aligns Tipico with the EU’s aim to be climate neutral by 2050 in line with the Paris Agreement and European Green Deal. Given the climatic impact already seen, we are strongly committed to this initiative within our teams, we strongly focus on diversity and inclusion: Tipico has further closed the gender pay gap and we are committed to striving for fairness and equality in these matters. Furthermore, we invest in learning and development for all our employees and will increase training offerings by 10% by the end of 2023 we are convinced that our business model can only be successful in the long run if we put the best interests of Tipico’s customers at the core of everything we do. Player protection is a pivotal part of this. Amongst other things, we run strict affordability checks, undertake transactional monitoring, and commit multiple resources towards the early detection and prevention of gambling- related issues. These measures led to a historic low in the level of turnover that was attributed to compulsive gambling Please find further details about the above highlights, and more details in this report. Happy reading! THE TIPICO BOARD Joachim Baca (CEO), Karin Klein (CRO), Marlon van der Goes (CCO) and Stefan Eck (CFO) TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 5

WE ARE TIPICO TRUST Think about sports betting in Germany, and you think Tipico. With one in every two bets placed with Tipico, we are the clear leader in the German market, with 1,139 shops and over 50% market share. Our mission is to electrify the sports betting experience for every customer. We maximize “Spannung” and our culture is bursting with energy and ambition. We do our utmost to obtain the best outcome and achieve success, generating these powerful moments of “Spannung”, thriving through our values of trust, progress and passion. Tipico celebrates diversity by being present across seven different international locations; Malta (HQ), Germany, Austria, Croatia, Gibraltar, the US and Colombia. Globally, we have over 950 office employees (more than 1,900 employees including Tipico shops) from over 53 nations across five continents. Our expansive network comprises supporting offices, shops owned by Tipico Group companies and franchise shops throughout Germany and Austria. In peak times, we process up to 50,000 financial transactions per minute, similar to a stock exchange. Over two million customers trust us with their bets and the safety of their funds. This level of trust obliges us to heed rigorous governance. As the market leader, we strive to always be the safe choice for our customers. PROGRESS Tipico operates digitally throughout. There are Tipico shops in every greater German locality, but it’s a matter of personal preference whether to bet online – maybe directly from the match – or to place your bet in a physical venue with friends, watching the stream. The underlying technology is always the same, as is our supervision and customer protection, which rely on the same level 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. 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 required. This dynamic setup and the increasing reliance on renewable energies helps us reduce our carbon footprint year by year. PASSION We love sports and, like those who share our passion, always strive to be number one. Tipico counts on real fans, their devotion and their love for the game. Our customers share our energetic spirit. Mostly aged between 18 and 39, they select Tipico as their unique sports betting operator for a number of reasons. Most important of which are our innovative digital solutions. 6 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

INTRODUCTION GOVERNANCE Tipico is a private company. Since 2016, CVC Capital Partners have indirectly held a majority stake in the Tipico Group (around 60%), with four founding members each still indirectly holding almost 10% of the shares. The Tipico Group has a one-tier board comprising four executive members. Tipico builds upon the competencies of all employees and therefore delegates authority for many business processes. By using our 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 within the legal framework at all times. BOARD DIVERSITY At Tipico, the percentage of female board members is 25% and the average tenure of board members has been six years. Whenever board meetings are held, at least 50% of all members are required to participate. The members of the Tipico Group Board of Directors are elected by the Shareholders’ Committee and subsequently appointed through resolution at the Shareholders’ Meeting. NATIONALITY 2. 1. 1. GENDER TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 7

THE BOARD JOACHIM BACA STEFAN ECK CHIEF EXECUTIVE OFFICER (CEO) CHIEF FINANCIAL OFFICER (CFO) TENURE: APPOINTED AS CEO IN JULY 2016 TENURE: APPOINTED AS CFO IN OCTOBER 2017 EXPERIENCE: Joachim has worked with digital business models for more than 20 years and possesses in-depth iGaming know-how. Joachim was previously a member of the executive board of bwin.party digital entertainment PLC (now Entain PLC), where he served as Chief Operating Officer for more than 10 years and was responsible for group- wide strategy execution, expansion and effective operations. Joachim has covered numerous responsibilities, including mergers and acquisitions, and representing the company in multiple successful joint ventures. Moreover, he gained comprehensive digital expertise by working for Red Bull Ltd. and the technology venture capitalist March-fifteen PLC at the beginning of his career. EXPERIENCE: Stefan has accumulated extensive experience during his career from various positions as CFO. Besides traditional CFO responsibilities, he has comprehensive knowledge of business transactions as well as risk management. Most recently, before joining Tipico, Stefan was CFO of automotive supplier Vibracoustic GmbH, with more than 12,000 employees in 19 countries, where, in addition to standard CFO functions, he took care of international supply chain management. Further roles include being CFO at private equity backed Hilite Group and Honsel AG, where he successfully closed the sale of Honsel AG to Canadian industrial investor Martinrea Inc. Stefan holds a master’s degree in Economics from Regensburg University as well as a Delaware certified public accountant (CPA) certificate. 8 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

INTRODUCTION KARIN KLEIN MARLON VAN DER GOES CHIEF REGULATORY OFFICER (CRO) CHIEF COMMERCIAL OFFICER (CCO) TENURE: APPOINTED AS CRO IN DECEMBER 2016 TENURE: APPOINTED AS CCO IN AUGUST 2016 EXPERIENCE: Having been part of the gaming industry for more than 20 years, Karin possesses significant knowledge in the field of regulatory affairs and compliance. EXPERIENCE: 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 as for the customer relationship management at bwin. party services Ltd. (an Entain PLC subsidiary). He has also served as a Chief Sales Officer at bwin.party digital entertainment PLC (now Entain PLC), where he oversaw strategy, marketing and sales. In addition to his extensive experience within the gaming industry, Marlon has picked up special knowledge from other executive roles, such as Chief Marketing Officer at Zuno Bank AG, and as Managing Director at Dominion Services Ltd. During her career, she has successfully implemented standards and processes to ensure effective compliance programs are in place to meet relevant regulations at 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 Compliance 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 laundering measures and all regulatory market requirements. Furthermore, she gained a wealth of experience in strategic 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. TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 9

OUR PARTNERS PARTNERSHIP PROLONGATION WITH DFL UNTIL SEASON 2024/25 As market leader, we only partner with the very best. Tipico has been the Official Partner of the Bundesliga and 2. Bundesliga since January 2018. At the end of 2020, the Deutsche Fußball Liga (DFL) and Tipico extended their successful partnership until 2024/2025. Tipico is a synonym for passion and a thrilling brand of football – this is emphasized week in and week out by our partnership with the DFL. Bundesliga matches captivate millions of football fans and constitute the core of Tipico’s service. 12 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

INTRODUCTION CORPORATE RESPONSIBILITY A dedicated Corporate Responsibility (CR) Policy defines Tipico’s strategic approach to ESG topics within the Tipico Group. We ensure safe play for our customers, compliance with all applicable regulations, monitor and minimize our environmental impact, and contribute to the well-being and development of our employees and of local communities. A dedicated Corporate Responsibility Department is driving our ESG agenda and ensures compliance with the Policy. Within the Board of Directors, our CRO is accountable for ESG topics, which are discussed at Board meetings held several times a year. CR POLICY BOARD Direct reporting on CR topics Consultation and monitoring implementation of guidelines INTERNAL STAKEHOLDERS Dialogue with internal stakeholders GROUP CR MANAGEMENT Dialogue with external stakeholders EXTERNAL STAKEHOLDERS Direct reporting on CR topics Consultation and support for implementing local CR initiatives Active support of employee-driven initiatives and implementation of internal stakeholders LOCAL CR AMBASSADORS IN GROUP ENTITIES TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 13

ESG: A HIGH LEVEL PERSPECTIVE Even though Tipico is a fully licensed operator, within some licensing regimes, gambling and betting are still considered undesirable, and are only allowed to operate so customer demand is channeled into a lawful and regulated market. As an operator, we strongly believe in a high level of transparency about the impacts that our operations have on the communities around us. In this chapter, we attempt to provide a basis of solid evidence to address this issue. This can be implemented by integrating data from this ESG report with select commercial performance indicators to convey a total high-level perspective of the most material positive and negative impacts Tipico has on the communities in which it operates. EFFECTS TIPICO HAS ON THE COMMUNITIES WE ARE OPERATING IN, DISPLAYED AS FINANCIAL KPIs (IN MILLION EUROS) 300 250 200 150 100 50 0 300 250 200 150 100 50 0 ENVIRONMENTAL IMPACT SOCIAL IMPACT GOVERNANCE IMPACT GAMBLING TAXES EMPLOYEE BENEFITS RESEARCH & TREATMENT CHARITABLE GIVING TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 15

The data shows that the social impact linked to problem gambling is by far the most material problem associated with Tipico’s offering. This comes as no surprise and is the reason Tipico has invested heavily to improve the protection of vulnerable customers for decades. More details can be found in the “Product Quality: In Safe Hands” chapter. In comparison, the most material positive impacts are of considerable magnitude. Especially through – but not limited to – the point of consumption gambling taxes; operations which create notable benefits for their markets. In no way shall this lessen our explicit targets of mitigating and – where possible – completely eradicating the negative impacts that Tipico’s operations have on our surrounding communities. But for the bigger picture, we must also consider both the positive and negative impacts our offering has on society. This balance between positive and negative impacts can be tracked over time. To do so, we have displayed the ratio between negative and positive impacts as a percentage. Between 2021 and 2022, this ratio has more than halved. This can be explained by both reductions in our impact on vulnerable customers and our growth as a company, which has led to increased tax and employee benefits. MATERIAL NEGATIVE IMPACTS AS A PERCENTAGE OF MATERIAL POSITIVE IMPACTS OF TIPICO’S OPERATIONS 10% 9% 8% 7% 6% 5% 4% 3% 2% 1% 0% 7.2% 2021 3.1% 2022 16 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

GOVERNANCE IMPACT Tipico exists in a highly regulated environment. On top of specific gambling regulation, Tipico is an obliged party with regard to anti- money laundering regulations and also processes the data of millions of customers, which itself requires compliance with data protection regulations. In this setting, operational excellence and strict compliance oversight are key. As a consequence, Tipico employees have 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 channeling consumer demand into a framework that looks 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 counteract the negative effects of the gambling market and to support the policy targets of gambling regulation. ENVIRONMENTAL IMPACT Although Tipico is not a producer of physical goods and products, but a provider of digital services, we still have an undeniable environmental footprint. Tipico’s most material environmental topic is Scope 1 and Scope 2 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 CO2 emissions was used. SOCIAL IMPACT Globally, as well as on a national level, a small percentage of customers may develop severe gambling-related issues if not protected sufficiently. Therefore, our most material social impact is harm caused to minors and vulnerable people. Tipico heavily invests in actively reducing 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 vulnerable customer as harming 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. ESG: A HIGH LEVEL PERSPECTIVE EMPLOYEE BENEFITS In our locations, Tipico is not just an attractive employer. Tipico is a landmark. Attractive employee benefits are the most direct way of supporting the communities around our offices and shops. 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 and development, and volunteering days. SUPPORTING RESEARCH AND TREATMENT Gambling research is still a relatively young discipline, but the more we can aid its advancement, the safer our customers will be. To foster the prevention of gambling-related disorders, we subsidize research and provide access to customer or de-identified data. Tipico also supports treatment providers throughout our markets. This measure covers all financial donations to gambling research and the 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 communities we are operating in. The reported value encompasses all other donations. TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 17

OUR PEOPLE: OUR GREATEST ASSET establish relationships with local universities in Malta and Germany to facilitate the recruitment of graduates within the programs we offer at Tipico we have initiated a collaboration with local universities in Malta and Germany to promote Tipico as a reliable and attractive employer on the market increase the representation of women within the company to 30% by 2023 women’s representation remains strong and aligned with our ambition. We increased women’s representation within the company to 29% (+1% compared to 2021) LAST YEAR’S TARGETS: further improve the range of reporting and commit to the standards of data quality through the implementation of quality-check dashboards we have developed additional dashboards and processes to check the quality of our People Data, as well as training our HR Team in observing the Data Quality Standards. We continuously become more data-driven, gaining insights that impact the decisions we take invest in high-performers and high-potentials offering them a growth path; and develop employees who demonstrate a learning mindset and are eager to own their personal career path we have performed a review of our talents across the Tipico offices and identified those who are consistently high- performers and display very high potential to take on new challenges. We invited them to join a development journey that focuses on their individual growth within a group learning format WE ARE COMMITTED TO: fostering a culture of collaboration and inclusivity where every talent can maximize their potential and actively contribute to our company success building a working environment that welcomes every employee to contribute using their talent, build strong working relationships with team members across the business and to grow further with new challenges and learning opportunities focusing on people management excellence and offering development opportunities to every employee rewarding team members for their work with appreciation and recognition, as well as with competitive and fair compensation respecting applicable labor laws and applying fair labor practices TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 19

WELCOMING AND SAFE PROFESSIONAL ENVIRONMENT We keep on advocating for the highest levels of hygiene and health & safety standards in our offices and have invested in providing a space where our team members can be comfortable. In our daily operations, we strictly follow Tipico‘s Health and Safety Policy, which is based on local legislation requirements or stricter internal regulations. Each of our employees is aware of the health and safety rules in the offices and shops. Additionally, some employees took additional training provided by Tipico to serve as first aiders or fire wardens in case of emergency situations. The absenteeism rate due to sick leave was 2.6%. This is the same as the pre-COVID level in 2019. On average, employees were absent for 5.7 days due to sick leave. We had zero fatalities and one case of work-related injury on the way to the office, which resulted in 53 days of lost time in 2022. Our colleague received all the necessary support and treatment in relation to the injury. TURNOVER RATES IN % VOLUNTARY TURNOVER TOTAL TURNOVER 21 13 20 13 19 11 25 20 15 10 5 0 2020 2021 2022 20 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

OUR PEOPLE: OUR GREATEST ASSET UNIQUENESS: ONE TEAM, COMMON VALUES, DIFFERENT BACKGROUNDS Here at Tipico, we love learning from each other and think that new experiences shape and inspire great ideas. Diversity and inclusion make us a winning team – our culture is open, curious, and accepting, working together and making us stronger, together. Our philosophy is that we want the best talent, who fit our culture – no matter where we are from, be it race, culture, or religious background. We treat all candidates and colleagues with equal respect, irrespective of their role and position within the company. We have zero tolerance for any type of discrimination and harassment and had zero cases of these in 2022. Any case can be reported through direct managers, the Employee Representative, or HR specialists, as specified in our grievance procedure. In 2022, despite some of the challenges that we were still facing due to COVID-19 and the return to the workplace, we managed to grow, and the average number of our people went up to 970 (+8% compared to 2021), where 94% of employees worked full-time and 6% were performing part- time jobs. We also decreased our turnover rate by 1% compared to last year and even by 4% compared to the pre-COVID rate. In total, our employees represent 53 different nations. The most highly represented nationalities are: EMPLOYEES BY NATIONALITY* IN 2022 18% 14% 34% GERMAN CROATIAN MALTESE COLOMBIAN 5% TURKISH AUSTRIAN POLISH INDIAN ITALIAN HUNGARIAN 3% 3% 2% 2% 2% 2% 0% 5% 10% 15% 20% 25% 30% 35% 40% *ten most represented nationalities TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 21

OUR EMPLOYEES REPRESENT FIVE CONTINENTS GLOBALLY: NATIONALITIES OF TIPICO EMPLOYEES IN 2022 ALBANIAN AMERICAN ARGENTINIAN AUSTRIAN AZERBAIJANI BELARUSSIAN BELGIAN BOSNIAN BRAZILIAN BRITISH BULGARIAN CHINESE COLOMBIAN CROATIAN CYPRIOT CZECH DANISH DUTCH 5 2 2 28 3 1 1 6 2 14 5 1 46 173 1 2 1 3 EGYPTIAN ESTONIAN FRENCH GERMAN GREEK HUNGARIAN INDIAN IRISH ITALIAN KAZAKH LATVIAN MACEDONIAN MALTESE MEXICAN MONTENEGRO MOROCCAN NEPALESE PAKISTANI 1 2 6 331 9 15 19 3 18 1 4 3 139 1 1 2 1 1 POLISH PORTUGUESE ROMANIAN RUSSIAN SERBIAN SLOVAKIAN SLOVENIAN SOUTH AFRICAN SPANISH SRI LANKAN SWEDISH SWISS TUNISIAN TURKISH UKRAINIAN VENEZUELAN ZIMBABWEAN 19 2 10 9 2 4 1 1 9 2 1 5 1 31 11 5 1 22 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

OUR PEOPLE: OUR GREATEST ASSET Among all employees, 19% were from non-EEA countries in 2022, while 4% of senior management (executives, directors and heads of departments) were non-EEA nationals. Fifty percent of Tipico’s senior management originates from the local communities in which we operated in 2022, which is 4% higher compared to 2021. Most employees are in the age groups of 28-37 and 38-47 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 2022. THE AGE GROUPS REPRESENTED ARE: EMPLOYEES BY AGE GROUPS, 2022 600 500 400 300 200 100 0 518 241 147 56 8 18-27 28-37 38-47 48-57 57-67+ TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 23

PERFORMANCE INDICATOR GENDER RATIO Due to the focus of our business on technology and sports, there are more men who are interested in working with us, however, we set a goal to increase total representation of women at Tipico and over the last three years we are progressing towards achieving this target. In 2022, 29% (+1% compared to last year) of all office employees were women and 71% were men. SHARE OF WOMEN AMONG ALL OFFICE WORKERS 30% TARGET 33% 32% 31% 30% 29% 28% 27% 26% 25% 26% 2020 28% 29% 2021 2022 POSITIONS GROUP SHARE OF WOMEN (%) All management positions Top management positions Revenue-generating functions STEM-related positions Junior management positions 22 12 23 10 23 24 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

OUR PEOPLE: OUR GREATEST ASSET DIVERSITY OF OUR CANDIDATES AND NEWLY HIRED COLLEAGUES From the second you visit our new website, you can see our team as part of the “Spannung” at Tipico. In 2022, we made 264 hires. Seventy-five percent of hires were male and 25% were female. We filled 30 positions internally, which represents 11% of all hires. Looking at our website traffic, 37% of the visitors are female and 63% male, and our followers on our social media channels include an average of 38% female and 62% male. By attracting candidates from all over the world, we hired representatives from 51 countries in 2022. To make their move to their new homes in Malta or Germany, Tipico offers relocation assistance. We successfully offered this to 35 new team members to Malta and seven to new team members in Germany. At Tipico, we put effort into onboarding the right talent who can thrive in our culture of ambition and teamwork. Good onboarding is important to acclimatize employees to their new role, the company’s culture, and its values. The One Tipico Induction Program enables new starters to learn about Tipico’s mission, values, products, channels and brand. The One Tipico Induction Program consists of: “Welcome to Tipico” Presentations Buddy Program Welcome Document for New Starters Get to Know Our Business Program hires 264 7 35 relocations to Malta relocations to Germany referrals 359 47 hired TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 25

SPOTLIGHT IMPROVEMENTS IN PEOPLE ANALYTICS Our company’s DNA is data- driven. In 2022, we made additional improvements in data quality. We have defined HR data standards e.g., a monthly Key Performance Indicator (KPI) of our mandatory data completeness and accuracy. To reach this KPI our HR team completes several structured data checks of the various data, such as the number of new joiners, leavers, current employees, and payroll data throughout the month. Apart from this, logical checks are performed to verify additional data points. The focus on data quality allowed us to expand our data structure where new data sets were introduced to our model (e.g., organizational levels) which were also reflected in our people analytics – providing additional insights to our key stakeholders. We implemented additional dashboards showing basic logical data checks to cascade ownership of HR data to everyone, building a strong data foundation. 26 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

OUR PEOPLE: OUR GREATEST ASSET 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 helps us commit to continue making Tipico an even better place to work. The purpose of the Pulse survey is to check in with staff, collect real-time feedback and provide a pulse check on certain topics to better understand what is driving engagement at Tipico. In 2022, the focus of both surveys was our collaboration as a team. We exceeded our 73% target of engagement score by 5%, landing at a high 78% with a response rate of 87%. According to the Engagement survey, our employees have been showing a consistently high interest in Corporate Responsibility (CR) over the past years. TIPICO IS A RESPONSIBLE AND TRUSTWORTHY OPERATOR TIPICO SUFFICIENTLY PROTECTS ITS CUSTOMERS IT IS IMPORTANT TO WORK FOR A RESPONSIBLE COMPANY 90% 88% 90% TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 27

Besides CR perception of our employees, we measure other material factors in our Engagement Survey, some of which are: FACTOR Net Promoter Score (“I recommend Tipico as a great place to work”) Satisfaction Trust Well-being Happiness Purpose Job experience RESULT IN 2022 (% OF EMPLOYEES WHO ANSWERED “AGREE” AND “STRONGLY AGREE”) 84 79 73 88 70 92 70 Annually, we analyze employees’ responses and identify Tipico’s strengths and opportunities. We associate our highest feedback responses with the launch of the Performance Management Process. Our employees feel they know what they need to do to be successful in their roles (93%) and they know how their work contributes to the goals of Tipico (93%). When it comes to improvement areas, we continue to face similar expected challenges faced in previous years following the start of the COVID-19 pandemic. The survey highlighted a few areas that we still need to work on, amongst which are the perception of the company by employees compared to earlier time periods, and the development of our employees. There’s always room for us to grow and we are committed to making Tipico an even better place to work. Improving our Tipico Culture, which is shaped by collaboration and our Tipico Values of trust, progress and passion, is a priority for us to bring our dedication to an ever- changing environment. 28 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

OUR PEOPLE: OUR GREATEST ASSET FEEDBACK CULTURE At Tipico, we identified the need for a more formal opportunity to receive feedback from peers. A structured feedback process was created in 2021 and continued to be used throughout 2022 by teams who were interested in understanding their strengths and improvement opportunities. In 2022, we included coaching by the manager within the process to highlight the importance of developmental conversations and ensure alignment in actions between the manager and the employee. At Tipico, people managers may also participate in a formal 360-degree feedback exercise as an opportunity to receive feedback from their manager, reporting staff members, peers/co-workers, and other stakeholders. The aim is to create a detailed overview of the strengths and improvement opportunities. A survey was formed around competencies expected of people managers at Tipico and is used to gather feedback and increase self-awareness. To receive performance feedback, and discuss growth opportunities and contributions towards the company/ department targets, each employee runs an appraisal meeting with people managers. This meeting is held once a year in Q4 in the form of a focused 1:1 conversation. Besides highlighting the importance of immediate and open feedback and bringing to light the impact a feedback culture has on the ability to achieve together, we are constantly working on talent retention, offering development opportunities within the company and across our locations. UPSKILLING AND DEVELOPMENT OPPORTUNITIES Our managers dedicated 945 hours for training, which is around seven hours per employee. We invested an average of €289 per employee on training and development opportunities in 2022 (+€193 in comparison to 2021 due to the introduction of new training to support employee growth). Over 65% of training was delivered by external providers, who tailored the content and format to ensure that the training provided value and that outcomes were achieved. About half of our training was dedicated to professional topics, with the other half focused on the well-being of our employees, including mental health, healthy lifestyle, and agile working. Putting the safety of our employees first is of utmost importance to Tipico, however as the situation evolves, we will continue to find opportunities to offer developmental, networking, and training opportunities to our people. TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 29

PERFORMANCE INDICATOR INVESTING IN EMPLOYEE DEVELOPMENT At Tipico, we inspire and support employees to have the ambition and opportunity to develop themselves professionally, using a creative and collaborative approach to learning. Although the COVID-19 pandemic continues to restrict face-to-face training, full-time Tipico office employees dedicated over 5,600 hours to training in 2022, which is around six hours of training on average per employee. We will continue offering growth and development paths to our employees and increase our training offer by 10% by 2023. TRAINING HOURS PER EMPLOYEE 10 8 6 4 2 0 8 6 6 2020 2021 2022 30 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

OUR PEOPLE: OUR GREATEST ASSET OUR FOCUS: PEOPLE MANAGEMENT EXCELLENCE In 2022, we continued to bring our initiatives and people agenda to life through our people managers. We continued to develop our People Manager Toolbox, consisting of multiple guides, materials, templates, and information relevant to their responsibilities. It ensures our managers are better equipped to choose suitable talent for the business, to motivate and appraise/evaluate the performance of their teams, to plan for their team’s skills and development, and to lead their teams well. We are surrounded by experts, and with management committed to our development, we can excel and be better than our best. We continued running two leadership programs which were launched before 2022. Our “Leading ‘Spannung’ Program” aims to strengthen the capacity to perform efficiently in management roles. Since we launched the program in 2018, we have trained 154 people managers. The second “Lateral Leadership Program” provides an opportunity for employees who manage others horizontally within their roles towards the achievement of projects and targets. The program supports their development by providing training on topics such as earning natural authority, selling ideas, dealing with resistance, the mechanisms of team dynamics, and achieving consensus in conflicts with others. Since its launch in 2021, 49 employees have participated in the program. In 2022, we introduced two new leadership programs for people managers: “Leadership Lab: Ignite the Game” and “New People Manager Lab”. The Leadership Lab serves three main objectives: providing thought-provoking insights on a self-discovery journey and its implications on leadership; creating a ‘new normal’ for Tipico in terms of leadership culture; and building required leadership skills to lead self and others through future challenges. In 2022, 13 members of our Top Management team participated in the virtual program as a pilot, contributing an average of 25 hours each to: self-reflections and leadership coaching building mindsets and capabilities to lead themselves and others with resilience, with a specific focus on topics such as leading in complexity with self-care, with purpose, with empathy, and others The “New People Manager Lab” was introduced to onboard and train new employees who are employed by Tipico as people managers, and current employees who are promoted to people management roles about Tipico’s people management processes and best practices. These are also defined within the People Manager Toolbox. The goal of this program is to build a strong and aligned leadership culture and bring the company’s leadership standards to life. The program enables new managers to have a buddy, which is a great way to help them assimilate better into the role and network with co-workers who have similar responsibilities. The program consists of a session to learn about and discuss the understanding of Tipico’s Leadership Standards, sessions on how to recruit and onboard talent, manage performance, and plan and develop talent, and ends with a generic reflection and discussion about the opportunities and challenges the role of a people manager may bring, how Tipico values link to the role and engaging employees to bring results. In 2022, 45 people managers have already participated in the program. To measure the success of both programs, we track the results of the Employees Survey using the factors “Your Manager” for the New People Manager Lab and “Leadership” for the Leadership Lab. In 2022, our employees scored “Your Manager” at 87% and “Leadership” was rated at 84%, which confirms that Tipico employees have confidence in Tipico’s Leadership Team and that our programs were successful in achieving their goals. TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 31

OUR PEOPLE: OUR GREATEST ASSET COMPENSATION AND BENEFITS We believe that the hard work and outstanding achievements of our employees should be decently rewarded. We work with the best, and we’re prepared to invest in them. Here at Tipico, we offer competitive salary and compensation packages. We benchmark the salaries of employees against the local industry standard to ensure that our employees receive a competitive salary and prevent a gender pay gap for comparable roles. On average, the minimum salaries in our Tipico offices are 36% higher than the respective local minimum wages. The average annual raise in compensation was 4.21% in 2022. Since 2021, our Tipico Team across all offices started working within the framework of the One Tipico Bonus Scheme, which provides an incentive to employees based on the achievement of company and department targets. The Bonus Scheme recognizes the impact and scope of employees’ roles in achieving these targets. Therefore, it encourages collaboration and the achievement of common goals across Tipico, preventing risks of non-compliance. Once a year, there is a formal review process of the final targets’ achievement. At Tipico, parental leave and minimum notice periods are handled in accordance with national laws. When it comes to our two biggest locations, paid parental leave is offered in the following terms: Malta: eight weeks are paid by social security at the same rate as the sickness benefit for the primary and non-primary caregiver Germany: up to three years paid by social security to the primary caregiver with allowance based on earnings On top of public social security programs, we offer a range of additional benefits to both part-time and full-time employees. Over the last year, we analyzed our current benefits offering and made enhancements across some of our locations. These included ensuring that all our employees have a good healthcare coverage, allowing them to obtain medical treatment in a timely and effective manner. We also looked at ensuring that employees have access to Employee Assistance Programmes to support their mental well-being from both a professional and personal perspective. For our love of sports, we provide gym allowance and plan to enhance benefits encouraging and supporting our employees to participate in sporting activities. Whilst our benefits do vary across locations according to local legislation and practices, we remain committed to ensuring that our employees have a strong benefits offering whatever location they are in. TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 33

Austria Colombia FREEDOM OF ASSOCIATION Guaranteed by Constitutional Law and granted to everyone. COLLECTIVE BARGAINING AGREEMENTS DIFFERENCE IN AVERAGE MINIMUM SALARY IN TIPICO COMPARED TO NATIONAL MINIMUM SALARY +32% Tipico is a member of the Styrian Chamber of Commerce. Collective agreements negotiated with workers’ associations, apply to all employers and workers in the sector. +16% Being a member of the International Labour Organization (ILO), Colombia has sworn to protect and guarantee the freedom of association. The possibility for employers and employees to associate through trade unions and employers’ associations is guaranteed as a constitutional right. Guaranteed by ILO. While it is not mandatory to be a member or constitute a trade union in Colombia, trade unions may negotiate on behalf of their affiliates, to begin collective bargaining. This process can only be initiated by the trade union; employers cannot call for a collective bargaining process. As this has not happened, no collective agreements are currently binding in Tipico. Croatia Germany Guaranteed by Constitutional Law and granted to every employee. Gibraltar Malta Being a member of ILO, Gibraltar has sworn to protect and guarantee the freedom of association. Guaranteed by Constitutional Law and granted to every employee. Tipico is not a member of an employers’ association in Croatia or Germany and there are no binding collective agreements for the industry. Subsequently, no binding collective agreements are currently in place. Workers are not required to join a trade union and Tipico is not unionized since less than 50% of its employees are members of a trade union in Gibraltar or Malta. Therefore, no collective agreements are currently binding. +34% +23% +57% +56% 34 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

OUR PEOPLE: OUR GREATEST ASSET SPOTLIGHT After two years of the pandemic, we re-opened our Tipico After School Club – KiGa in Malta’s office. We’ve got a game plan to support our team members and their families with the opportunity to come along throughout the day, deliver their work and still offer their children a great place to spend time and play. We know balancing family and work life can be challenging, so we offer our employees the support they need to deliver their best. Employees with children between 3 and 11 years old can make use of KiGa free of charge between 13.00 and 19.00 daily on schooldays and between 8.00 and 19.00 during school holidays. KiGA offers a safe space where children can play, learn and engage in a myriad of activities provided by dedicated carers. Ever since the re-opening of KiGa in September 2022, feedback from parents has been great – Tipico employees are able to continue performing their best at work while also being able to spend more time with their families. TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 35

EMPLOYER BRANDING: STRENGTHENING THE “SPANNUNG” FOR OUR TEAMS The idea behind our Tipico Employer Brand is to showcase the great team working together in the backstage of Tipico, the leading sports betting brand in Germany. In 2022, we finalized our Office Branding project, where our values come to life at our Tipico tower in Malta – this is the area where our #oneteam comes together for breakfast, lunch, meetings and business updates and also at our Campus in Karlsruhe. The project includes three wall prints with each value (Trust, Progress, Passion). What these values mean to us are transported through the selected images and wording which represent the qualities we need to thrive here at Tipico and manifest the behaviors that highlight the value. Externally, we participated in Freshers Week at the University of Malta in October 2022, partnering with the Faculty of ICT. Later on in the year, we also participated in two university events in Germany in the area of Karlsruhe, our home ground. We joined the career fair at the University of Applied Sciences of Karlsruhe, and we were invited to join the event “meet the big players” of the economics faculty of the Eberhard Karls University of Tübingen. During both events, we got the chance to talk to students and to understand their needs and questions regarding their career planning and opportunities. This interaction will help us to shape future programs and roles to match the upcoming talent needs of the local markets and of Tipico. 36 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

PRODUCT QUALITY: IN SAFE HANDS LAST YEAR’S TARGETS: reduce the impact of problem gambling to 1.5% or less by 2025 we are proud that this target could already be achieved in 2022 as a direct result of the active affordability management and behavioral monitoring described later in this chapter increase Net Promoter Score (NPS) to 35 in 2023 in 2022, the offer of bets and games which we are allowed to convey to customers was dramatically reduced due to regulatory requirements. It has proven to be very challenging to promote this to customers as something which is to their advantage as a consequence, even though we built on our market leadership, we did not increase our NPS complete OASIS project with all shops connected to the cross-operator exclusion database we largely achieved this target in 2022. Although the permission process is ongoing in some states, we can now assure that the protections of the cross-operator exclusion database cover our entire German offering revise and update Player Protection Concept in line with gathered evidence our Player Protection Concept was revised, submitted to authorities, and approved by them. We now have the first scientific evidence of its effectiveness published in our evaluation report create a funding structure to systematically support research focused on creating effective player protection, which is embraced by customers the German foundation for gambling research (“Deutsche Stiftung für Glücksspielforschung GmbH”) is on the roadmap and will be funded together with several partners from public and private gambling businesses in Q3 2023 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 39 WE ARE COMMITTED TO: creating the safest gambling environment – be it online or in our shops protecting minors and vulnerable players effectively maintaining the best international practices for responsible advertising supporting leading researchers in the field of addiction prevention supporting counseling 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 continuously improving the player protection concept that governs our approach beyond regulatory requirements

CUSTOMER TRUST: PROVIDING A SAFE AND EXCITING EXPERIENCE The year 2022 was one of regulatory change. Licenses were issued and extended, and many measures from the new regulatory framework were put in place. While Tipico maneuvered flawlessly through these challenging times, it was not so easy for customers. They lost many of the product features they had previously enjoyed and were forced to accept reductions in the variety of bets that could be offered. Even though we tried to implement the underlying restrictions in a customer- centric way, the changes for customers were notable throughout the market. For Tipico, these changes manifested themselves in a year of stagnation. While we could build up our market leadership, no further improvements in customer satisfaction were possible. In the same vein, our ratings as responsible operators ended their upward trend. SATISFACTORY CUSTOMER CONTACTS 73% 76% 65% 84% 77% 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 2018 2019 2020 2021 2022 GREATLY SATISFIED CUSTOMERS ONLINE RETAIL 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 81% 83% 76% 76% 78% 72% 82% 77% 78% 72% 2018 2019 2020 2021 2022 40 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

PRODUCT QUALITY: IN SAFE HANDS Most notably, the number of customers who feel it’s important to play with a responsible operator has decreased. We believe this is a direct and likely sobering impact of regulatory changes, where customers feel that not all regulatory measures were in their own best interest. This concern is shown specifically through customers’ ratings of the player protection at Tipico. While half of the customers consider the implemented measures as just right, there is another sizeable group of 39% who believe the responsible gaming measures are too patronizing due to the regulatory requirements we had to implement. INSUFFICIENT JUST RIGHT PATRONIZING 11% 50% 39% TIPICO IS A RESPONSIBLE AND TRUSTWORTHY OPERATOR 74% TIPICO’S PLAYER PROTECTION MEASURES ARE EFFECTIVE 66% IT IS IMPORTANT TO PLAY WITH A RESPONSIBLE COMPANY 72% TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 41

PERFORMANCE INDICATOR NET PROMOTER SCORE While KPIs can shed light on important details, overall performance is measured by means of the NPS. Contrasting customers who will likely act as promoters with those who would likely act as detractors, 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. Although Tipico still has a very good NPS compared to direct competitors, it remains below our expectations. Although we believe we have found an approach to the implementation of regulatory requirements that is customer-centric and puts customers first, we also believe that the enforced reductions to our product offering have had a negative effect on our customers. 50 40 30 20 10 0 30 32 28 2020 2021 2022 42 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

PRODUCT QUALITY: IN SAFE HANDS COMPLAINTS AND DISPUTES Tipico has a clearly structured complaints process, which is easy to find and easy to use for customers. Such complaints are processed on a service-level agreement (SLA) of ten working days. In the vast majority of cases, this allows us to find a satisfactory solution for our customers. However, in the event that such a solution cannot be found, Tipico offers a free Alternative Dispute Resolution (ADR) process through an external mediator. Nr. of ADR cases 6 Average time until resolution 75 days CLEAN SPORTS: OUR COMMITMENT TO SPORTS INTEGRITY IS KEY FOR OUR BUSINESS MODEL We love sport, and we stand for fair play. So, we join sports associations in their efforts to protect the integrity of sport and the associated betting offerings. Tipico is committed to the fight against the manipulation of sporting events and fosters clear and evidence-based regulation. Manipulation of sporting events not only tarnishes the reputation of sports but also impacts the business model of betting operators and creates an unfair disadvantage for legitimate customers. Consequently, the goals of sports associations, consumer protection proponents and betting operators are well aligned in combating this form of crime. Aggregated data from betting operators is a valuable source of data to track down potential incidents. Therefore, we support sports federations by participating in early warning systems. A specially dedicated department painstakingly investigates any indication of potential criminal activities by working closely with relevant authorities and security organizations. Associations and event organizers are contacted as soon as suspicious betting behavior is detected. To combat match fixing, we collaborate with the International Olympics Committee, the Tennis Integrity Unit of the International Tennis Federation, Sportradar’s integrity department, Betgenius, and authorities. Tipico is valued as a reliable partner for sports. Besides the collaborations that focus mainly on sports integrity, we are an official partner of the Bundesliga and 2. Bundesliga, and a platinum partner of FC Bayern Munich. TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 43

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 sport and sports betting proves that Tipico’s consumer protection framework is effective. SPOTLIGHT PLAYER PROTECTION CONCEPT EVALUATION Since 2021, we have conducted annual scientific evaluations of our player protection concept. This ensures the effectiveness of the functions and processes applied to protect customers. Based on the evaluation, feedback is given to regulatory authorities. 44 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

PRODUCT QUALITY: IN SAFE HANDS Shop audits and mystery shopping exercises are conducted by the Quality Team. Despite the COVID-related temporary shop closures, the team size remained stable with 12 FTEs, including trainers. An effective control framework is essential, especially for the retail part of the business. This ensures that all customer interactions are performed in a compliant manner, and all minors and vulnerable customers are protected. For those player protection topics which are beyond our reach, we cooperate with partners from the counseling and treatment sector. This is especially important so that excluded players can easily find support and counseling. For every market we are operating in, we have at least one partner that we work with. 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 the 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 (CRO), is responsible for the strategic direction of the concept. Operationally, they are supported by the three Responsible Gaming Managers and a Customer Safety Team consisting of 13 FTEs. Additionally, throughout the German franchise network, almost 350 Responsible Gaming Managers are employed to support service employees in our physical shops. 17,500 PERSON HOURS OF FACE-TO-FACE PLAYER PROTECTION TRAINING FOR CASHIERS 2,600 MYSTERY SHOPPING VISITS AND QUALITY AUDITS TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 45

RESPONSIBLE MARKETING Marketing is an important tool for channeling customer demand in the regulated gambling market. However, advertising messages can put minors and vulnerable players at risk. Therefore, it is of specific importance to avoid any kind of language that would specifically affect minors (e.g., portraying gambling as a rite of passage) or vulnerable persons (e.g., appealing to superstitions and magical thinking). Tipico adheres to the specific requirements for gambling advertising and our advertising concepts are approved by the responsible authorities. On top of full compliance with regulatory standards, Tipico complies with the self-regulatory Code of conduct for gambling advertising of the German Advertising Council. PROTECTION OF MINORS Account-based gambling tracks all transactions and assigns them to an identity-verified customer. As a consequence, participation in our offers generally requires identity and age checks, ensuring there are effective measures in place to prevent harm to underage persons. A customer card registration always involves an age and identity check. A minor can therefore not register a customer card. An online account registration always involves a check against identity databases and, subsequently, an identity verification using a strong method like video identification within three days of the registration. During this period, a maximum of €100 can be deposited, and no winnings will be paid out. This setting leaves no room for minors to successfully register and verify a customer card or an account, and no incentive to even try. 46 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

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 individual decisions with the customer. Although this approach may be sufficient for the vast majority of customers, we believe it is insufficient for the most vulnerable. In those cases, it is our responsibility to impose measures to protect them. Studies show that within the last 12 months, around 37% of the German adult population participated in gambling offers with around 1% suffering from gambling-related problems.1 90% of customers need universal prevention. Tipico responds to that need by providing transparent information, awareness and responsible advertising. 8% of customers need selective prevention. Tipico responds to that need by offering feedback, limits and reality checks. PRODUCT QUALITY: IN SAFE HANDS 2% of customers need indicated prevention such as self-exclusion, imposed exclusion or counseling. Tipico supports customers by offering various possibilities, making sure exclusions are strictly enforced, and establishing contact with counseling providers. TIPICO RESPONSIBILITY INFORMED DECISION Responsible brand SUPPORTING CONTROL Reality checks PROTECTION Self-exclusion Information Awareness Feedback Limits Imposed exclusion Cooperation with counseling providers 90% UNIVERSAL PROTECTION CONSUMER RESPONSIBILITY 1 The Federal Centre for Health Education (BZgA) 8% SELECTIVE PROTECTION 2% INDICATED PROTECTION TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 49

SPOTLIGHT EVALUATION OF PREDICTIVE MODEL INTERVENTION One of the cornerstones of our player protection is behavioral monitoring, which has the purpose of detecting risk behaviors at an early stage and intervening appropriately. While the validity of behavioral monitoring is well documented, there is still a need to explore the effectiveness of the administered interventions. One of those interventions is a pop-up that interrupts the flow of gambling, indicates the risks to the customer and advises them to conduct a self- test. In 2022, we conducted an evaluation of this intervention, which monitored over 23,000 customers over the period of eighteen months. 50 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

PRODUCT QUALITY: IN SAFE HANDS To evaluate the effectiveness of the intervention for each customer, their gambling turnover in the six weeks before and six weeks after the intervention was investigated. As expected, in the weeks leading up to the intervention, the turnover began escalating. This is expected because the prediction reacts to such patterns. However, after the intervention, the turnover decreased back to the original level within the following six weeks. This is relevant, because it not only demonstrates the effectiveness of the intervention but also its usefulness for the specific preventive role it was developed for. We can therefore be confident that the pop-up serves to interrupt escalations in gambling behavior, and leads customers back to a more sustainable level. CUSTOMER’S TURNOVER BEFORE AND AFTER INTERVENTION €2000 €1600 €1200 €800 TO-6 TO-5 TO-4 TO-3 TO-2 TO-1 TO+1 TO+2 TO+3 TO+4 TO+5 TO+6 6 WEEKS BEFORE INTERVENTION 6 WEEKS AFTER INTERVENTION TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 51

SPOTLIGHT AFFORDABLE LIMITS Preventing excessive gambling expenses is a straightforward way to dramatically reduce the risk of gambling-related harm. However, that was traditionally a difficult task, because an amount that is relatively moderate for one customer could be excessive for another. However, three elements that were introduced in 2022 have begun to substantially increase our abilities in this area. cross-operator limits, coordinated by LUGAS, a government database. The limits a customer sets are always accounted for across the entirety of their online gambling activity. If someone is playing with several operators, their deposits with all of them are accounted against the limit 52 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 €1,000 (or less) monthly deposit limit. By default, no customer can exceed deposits of €1,000 per month, but of course, customers can easily set much lower limits strict affordability checks for customers who request a monthly limit increase beyond €1,000. In these circumstances, customers must bring forward documentation to prove that they have adequate financial capabilities to support the deposits they intend Together with the tight behavioral monitoring and early detection of risk behaviors, the availability of this information further helps us to tailor our offering to each customer’s individual need for protection and effectively prevent the emergence of problems.

PRODUCT QUALITY: IN SAFE HANDS PROTECTION: EXCLUSIONS Exclusions are used to prevent persons affected by a gambling disorder from getting access to gambling offers. They take the form of self-exclusion agreements (where the customer asks for an exclusion) or imposed exclusions (where an operator imposes the protective measure on a customer) based on credible reports from third parties or evidence collected by the operator. ONLINE BUSINESS 100%connected RETAIL BUSINESS 75%connected, 25% requested USAGE OF EXCLUSION AGREEMENTS 0.22% 0.11% 0.13% 0.14% 0.09% 0.25% 0.20% 0.15% 0.10% 0.05% 0.00% 2018 2019 2020 2021 2022 betting shops have applied for permissions, to date, not all state authorities have processed these applications. Out of the requested permissions, the majority have been granted at this point. IN 2022, TIPICO HAS: requested new exclusions in OASIS for 12,000 customers queried OASIS more than 400 million times, preventing a total of 45,000 excluded persons from accessing our offers queried OASIS almost 200 million times to filter targeted marketing and thereby prevented the sending of 500,000 marketing materials to excluded customers To be effective, an exclusion must be irrevocable – at least for a certain period. The standard is one year, but players can also request longer minimum durations. Otherwise, customers would revoke their exclusion in the case of a lapse. In order to prevent circumvention of an exclusion, all operators in a jurisdiction should ideally cooperate in a government- hosted exclusion database. In Germany, this database is called OASIS. Tipico has been participating in OASIS since 2018. We had aimed at connecting the entirety of our business to OASIS by the end of 2021. This was not possible due to the slower than expected permission process for retail betting shops in several German states. To allow data to be shared with OASIS, a gaming provider or land-based shop must be in possession of a permission. While all of Tipico’s TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 53

PERFORMANCE INDICATOR REVENUE FROM PROBLEMS To evaluate our protection of vulnerable customers, Tipico has defined a KPI that measures the turnover produced by customers who would later self-exclude or be excluded, before they were identified and given the protection they require. German prevalence surveys indicate that just over 2% of gamblers are experiencing gambling-related problems. It is also suggested that those who develop problems will likely spend much more than average gamblers. Consequently, if this KPI is below the dashed line, we can conclude that potential problem gamblers are tracked and excluded fast enough to prevent them from spending more than an average customer would. In 2022, we switched to monitoring this KPI on a half-yearly basis to more quickly capture the effects of regulatory change. Also, the downturn that started in 2021 was continued and extended in 2022. Therefore, in 2022, Tipico reached the lowest-ever turnover contribution from players who would later self- exclude or be excluded. We believe this is a direct effect of our better data quality on customer affordability. We have therefore achieved our related target earlier than expected and aim at stabilizing this very encouraging development. IMPACT OF PROBLEM GAMBLERS ON TURNOVER PERCENTAGE OF GAMBLERS WHO WILL DEVELOP PROBLEMS 4.0% 3.7% 2.0% 0.0% 2.8% 2.6% 1.9% 1.4% 1.3% 1.0% 2017 2018 2019 2020 2021 H1/2022 H2/2022 54 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

RESPONSIBLE BUSINESS OPERATIONS: OUR APPROACH WE ARE COMMITTED TO: LAST YEAR’S TARGETS: operating only in regulated markets and meeting all applicable laws and regulations 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 technologies operating in a way that safeguards against unfair business practices supporting and respecting the protection of internationally proclaimed human rights safeguard full compliance of our products in all markets no fines or adverse rulings consider environmental, social, and governance (ESG) and compliance-based targets for performance evaluation for all employees this target system was introduced and targets could be attained put a Schrems II task force in place and review and adapt all new and existing contracts to comply with the Schrems II decision (ECJ Case C-311/18) achieved the deadline of Dec 27th, 2022 to comply with the Schrems II decision TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 57

UNDERSTANDING AND MANAGING OUR PRINCIPAL RISKS The gambling industry operates in a highly regulated environment. Tipico processes the personal data of a million customers per year and conducts financial transactions for just as many. As a consequence, on top of gambling-specific regulation, anti-money laundering (AML) 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. The Group recognizes both the threats and opportunities arising from these risks. This drives a better understanding of risk appetite, tolerance and management across the Group’s entities and locations. RISK GOVERNANCE AND RESPONSIBILITIES THE BOARD’S RESPONSIBILITY overall responsibility for the risk management framework assess the scope and effectiveness of the risk management systems established by management THE CORPORATE RISK COMMITTEE’S RESPONSIBILITY ensure management and lines of defense are performing their roles in managing risk maintain the risk register, ensuring it’s updated and risks are managed ensure the risk appetite is reviewed and understood properly address material risks identify, measure and monitor emerging risks EXECUTIVE MANAGEMENT RESPONSIBILITIES identify, assess, monitor, manage and mitigate risk within the agreed risk appetite and exploit opportunities embed risk management as business as usual ensure appropriate internal controls are in place and operating effectively identify all key risks, including emerging risks, and implement actions to mitigate risks 58 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

RESPONSIBLE BUSINESS OPERATIONS: OUR APPROACH LINES OF DEFENSE AND RESPONSIBILITIES ACCOUNTABILITY, REPORTING DELEGATION, DIRECTION, RESOURCES, OVERSIGHT ALIGNMENT, COMMUNICATION, COORDINATION, COLLABORATION TIPICO BOARD EXECUTIVE MANAGEMENT / CORPORATE RISK COMMITTEE / 11 SUB-RISK COMMITTEES GROUP INTERNAL AUDIT & RISK MANAGEMENT 3RD LINE OF DEFENCE Group internal Audit & Risk Management MANAGEMENT 1ST LINE OF DEFENCE Senior management Operational management Internal controls 2ND LINE OF DEFENCE Financial control Compliance team Tax compliance Internal policies & training Legal team Access control and identity management AML & Payments team, MLRO Data Governance, DPO, Data Protection Security team, CISO & infrastructure Provision of product/ services to customers; managing risk Expertise, support, monitoring and challenge on risk related matters Independent and objective assurance and advice on all matters related to the achievement of objectives I S N O T C N U F S E L O R E X T E R N A L A U D T I R E G U L A T O R S TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 59

RISK MANAGEMENT FRAMEWORK AND PROCESS Existing risks are reviewed and re-assessed on an annual basis. The Corporate Risk Committee has oversight of these processes. Tipico’s Annual Report provides a full description of these principal risks, their mitigation strategy, and their expected development. As part of the Annual Report, the corporate risk register is subject to external audit. IDENTIFY RISKS REPORT MEASURE RISKS MONITOR RISKS MANAGE RISKS The Group’s risks are managed through detailed processes that emphasize the importance of achievement of strategic objectives, regulatory and license compliance, integrity, trustworthiness, public accountability and operational excellence. The Group’s risk management framework seeks to ensure that there is an effective process in place to manage risk across all the Group’s entities and locations. Risk management is integral to all aspects of the Group’s activities and is the responsibility of all staff. Management has a responsibility to evaluate the risk environment, put in place appropriate controls and monitor the effectiveness of those controls. The risk management culture emphasizes careful analysis and management of risk in all business processes in order to make risk-informed decisions. Risks are identified, assessed and managed at both business level (‘bottom-up’) and Corporate Risk Committee level (‘top-down’) through annual stress testing. This process takes into account material environmental, social and governance risks. As part of this, new emerging risks are identified, examined regarding their impact, described, and mitigations developed. 60 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

RESPONSIBLE BUSINESS OPERATIONS: OUR APPROACH 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 compliance and risk mitigation target, whose achievement is assessed during the annual performance appraisal meeting and 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 prevent compliance breaches effectively. TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 61

LICENSED AND COMPLIANT BUSINESS 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 an EU Member State. It has always been Tipico’s pronounced goal to obtain a German license once the legal framework allows applying for one. In this light, 2022 was a busy and successful year. Existing German sports betting licenses were extended and one German license for virtual slot machine games was acquired. Furthermore, several Maltese B2C gaming licenses were attained. In the same vein, licensing in the US progressed further. LICENSES ISSUED/EXTENDED ON GOVERNED BY VALID UNTIL Sports betting online and retail 09/12/2022 Virtual slot machines 06/10/2022 Corporate group gaming services B2C 07/11/2022 Gaming services B2C 01/08/2018 Critical supply B2B 17/11/2020 E-Money 04/02/2021 New Jersey Transactional Waiver 21/07/2022 Colorado Sports Betting License n/a German Joint Gambling Authority German Joint Gambling Authority Malta Gaming Authority Malta Gaming Authority Malta Gaming Authority 31/12/2027 31/12/2027 06/11/2032 23/07/2028 16/11/2030 Malta Financial Services Authority n/a New Jersey Division on Gaming Enforcement 24/03/2023 Colorado Department of Revenue – Division of Gaming 20/05/2023 Iowa Sports Wagering Temporary Authorization Ohio Management Services Provider Ohio Mobile Management Services Provider 29/11/2022 Iowa Racing and Gaming Commission 29/03/2023 n/a n/a Ohio Casino Control Commission Ohio Casino Control Commission 31/12/2027 31/12/2027 62 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

RESPONSIBLE BUSINESS OPERATIONS: OUR APPROACH REVENUE FROM REGULATED MARKETS: 100% The German shop licensing process continued based on the applications already submitted up until 2021, according to specific State regulations. From those licensing documents, more than 450 shop permits were issued by authorities in 2022. Tipico continues to be confident that the highly complex regulatory situation favors operators who, like Tipico, 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 competitors. On top of managing the compliance framework regarding obligations associated with our licenses, our compliance department manages AML, responsible gambling and the dialogue with regulatory authorities. TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 63

SPOTLIGHT IMPLEMENTING COMPLIANCE Tipico’s mission requires us to identify and implement the appropriate practical application of regulatory requirements that both enforces the goals of the regulation and is accepted by consumers. In 2022, Tipico invested a total of 11,300 developer days to bring such implementations, often in the field of consumer protection, to life. This effort has a value of about €11,3M. And this estimate does not even include additional efforts for planning and evaluation. This is relevant because finding the optimal implementation of such requirements is the key component in ensuring demand is channeled into regulated markets, where consumers are adequately protected. 64 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

RESPONSIBLE BUSINESS OPERATIONS: OUR APPROACH The team also analyzes regulatory risks and consults all business areas concerning the implementation of regulatory requirements, providing relevant Group guidelines and training content. It is therefore an important goal to be a trusted partner of the regulatory authorities and our external partners. Despite the success concerning the German license, Tipico continues to advocate the introduction of modern and viable sports betting regulations in collaboration with the German Sports Betting Association (DSWV) which was founded in 2014 by leading German and European betting providers and the Österreichischer Sportwettenverband (OSWV). The focus of further development particularly includes the aspects of player and youth protection, as well as addiction prevention. PERFORMANCE INDICATOR REGULATORY SUPERVISION BDO Austria carried out an audit on Tipico’s AML/CFT (combating the financing of terrorism) framework. The audit had no major findings and the overall AML/CFT framework was described as adequate. However, as a result of the exercise, a number of small improvements could be identified and subsequently implemented. No breaches, fines or adverse rulings specifically linked to, but not limited to, gambling compliance, advertising, AML, data protection, conflicts of interest, corruption and bribery, or anti-competitive behavior were issued in 2022. FINES OR ADVERSE RULINGS: ZERO TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 65

BUSINESS ETHICS In 2022, the Tipico Ethics Code underwent a revision to include a broader range of topics. On top of existing guidance, focusing on values, anti-bribery/ anti-corruption, hospitality, gifts and donations, conflicts of interest, and political engagement, the revision introduced a new chapter about anti-competitive behavior. To provide specific increased protections to colleagues and externals who might have observed violations, Tipico cooperates with an external ombudsman to assure full anonymity to whistleblowers. This serves to reduce perceived risks for whistleblowers to a minimum and thereby minimize the threshold for reporting potential issues, without having to fear even the theoretical possibility of retaliation. Even in this setting, whistleblowing is a rare occurrence, which is a good indication that ethics issues are effectively being prevented in the first place. WHISTLEBLOWER REPORTS TO EXTERNAL OMBUDSMAN 5 4 3 2 1 0 4 As part of our Whistleblowing Policy, we have instituted an external, independent ombudsman as a contact for whistleblowers. 1 1 0 0 2018 2019 2020 2021 2022 1 whistleblowing report was zero registered to the external independent ombudsman have been substantiated as serious cases 66 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

RESPONSIBLE BUSINESS OPERATIONS: OUR APPROACH SPOTLIGHT GRIEVANCE PROCESS And lastly, all other external stakeholders can access a grievance process via a mailbox on our Group website. This will make a difference since it allows us to recognize issues at their earliest beginnings and resolve them before they can create a negative impact. Or more simply, it helps us to become even better. Although we consider whistleblowing an immensely important and useful process, it focuses on criminal activity and severe irregularities. This policy typically cannot cover many smaller issues. As a consequence, Tipico has introduced a grievance process, which is accessible for employees and external stakeholders. For customers, there is already access to a complaints and Alternative Dispute Resolution (ADR) process. TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 67

KEEPING YOUR DATA SAFE A comprehensive set of binding guidelines and processes regulates and monitors compliance with security standards in all business and activity areas at Tipico. In addition to a global group Data Protection Policy, there are individual data protection policies in place for customers, employees, suppliers and business partners, as well as a policy for the management of incidents in the area of information security and data protection. Tipico also has dedicated data retention policies, in particular for customer data, employee and personnel data, financial data and IT data. In addition, we use information security-specific measures, especially for personal data. Tipico only collects personal data for the purpose of offering bets and games. Data is being shared with third parties in order to comply with legal obligations and in order to improve our service. Reasons for data processing are explained to customers in the privacy policy, which is publicly available and is accepted explicitly upon registration. Also, customer data is secure against intrusion and unauthorized access. Tipico complies with ISO 27001 information security management and is audited accordingly on an annual basis. SELLING CUSTOMER DATA IS NOT PART OF OUR BUSINESS MODEL 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 2022, we experienced equally high demands for information related to DSARs by our customers. Thanks to a specialized Player Safety team, they could be handled in a timely manner and to our customers’ satisfaction. More than 25k DSAR in 2022 More than 115k DSAR since 2018 68 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

RESPONSIBLE BUSINESS OPERATIONS: OUR APPROACH Furthermore, we continuously monitor new legislation (e.g., AI Act) impacting General Data Protection Regulation (e.g., European Data Protection Board (EDPB) Guidelines, local DPAs) and communicate requirements and action points to the business if needed. We established several data protection impact assessments (DPIAs) concerning high-risk processing activities (e.g., Server to Server integration for analytics, etc.) and continued cooperating with all relevant authorities. To continuously embed the topic within the company, various General Data Protection Regulation (GDPR) awareness and training sessions were also carried out in 2022: COMPLETION OF ANNUAL GDPR TRAINING OFFICE EMPLOYEES SHOP EMPLOYEES 99% 99% 99% 99% 98% 97% 95% 100% 98% 96% 94% 92% 90% 91% 88% 86% 2019 2020 2021 2022 of Tipico Office employees and More than 99% 98% of Tipico Retail employees completed the annual GDPR training (refresher and awareness) in 2022 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 69

PERFORMANCE INDICATOR RISK OBSERVATIONS AND DATA BREACHES POTENTIAL DATA BREACHES REPORTED Observations reported to DPO (internal) Incidents reported to IDPC by DPO 2018 2019 2020 2021 2022 24 28 23 27 27 2 0 0 0 0 Within 72 hours (target 100%) 100% N/A N/A N/A N/A As a result of the excellent training level, employees are highly sensitive to risks. Tipico appointed a Data Protection Officer (DPO) who monitors compliance with all data protection standards and ensures that all laws and regulations, for example in accordance with the European General Data Protection Regulation, are adhered to. This applies to both Tipico’s online and stationary business. The DPO (Office) is an independent body within the company whose tasks are precisely defined by law. In 2022, our DPO was made aware of 27 potential data breaches. Those reports were investigated and none of them signaled a potential (high) impact on the rights or freedom of the data subjects. Consequently, no data breaches were reported to the Information and Data Protection Commissioner (IDPC) in 2022. Further to the above, we followed up on three official requests for investigation from outside parties/regulatory bodies, which were received in 2022. The Tipico DPO provided full cooperation in these investigations. There were no substantiated data protection complaints in 2022. 70 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

RESPONSIBLE BUSINESS OPERATIONS: OUR APPROACH In 2023, the DPO will focus on further growth of GDPR maturity and Data Governance. Like in previous years, we will continue our efforts in Data Protection/GDPR Awareness, communication and training. AML AND CFT In 2022, Tipico continued strengthening its internal AML and CFT framework. AML GOVERNANCE & FRAMEWORK: The Group Money Laundering Reporting Officer (MLRO) as well as the Deputy MLRO are certified by DEKRA (Zertifizierter Geldwäschebeauftragter) and are supported by several teams across the company as shown in the following graphic: MLROS TIPICO SHOP AGENCIES RETAIL COMPLIANCE MANAGER AML COMPLIANCE MANAGER DEPUTY MLRO AML OFFICER MLRO HEAD OF RETAIL SERVICES MALTA RETAIL RISK TEAM AML/KYC MANAGER AML TEAM KYC TEAM 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 cope successfully with all cyber-attacks we encountered during 2022 and will continue to enhance our performance. In addition, our high standards were again verified 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 passed the recertification audit in 2022. We continued our annual audits based on the European Gaming and Betting Association’s (EGBA)2 Code of Conduct for the Online Gambling Sector and conducted physical GDPR Audits for Tipico Shops. All contracts are legally reviewed by Tipico and only approved if all GDPR requirements are met. In addition, Tipico also checks the technical and organizational security measures of potential business partners in advance if they process personal data on behalf of Tipico. This is embedded in the contract approval process and the review is carried out by the CISO. 2 EGBA (2020). Retrieved from: https://www.egba.eu/news-post/egba-demonstrates-commitment-to-gdpr-with-sectoral- code-of-conduct-for-data-protection/ TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 71

As of August 2022, the MLRO is also supported by an AML Monitoring Specialist whose main responsibility is the carrying out of internal controls. Several controls are performed on a regular basis, the frequency of which depends on the respective risk. The basis of all AML/CFT efforts is laid out within the AML/CFT Policy, which is required to be read and accepted by every employee of the Tipico Group. Whereas the policy defines the regulatory requirements and responsibilities, there are several subordinated procedures that provide detailed guidance to the operational teams on how to: carry out customer due diligence investigate potential matches for politically exposed persons and sanctioned individuals carry out enhanced due diligence assess unusual/suspicious behavior and prepare suspicious transaction/ activity reports All Tipico Group employees are required to complete internal AML/CFT online training. At the end of this training, the employees must successfully complete an assessment. Furthermore, the online training is to be repeated on an annual basis. Since 2018, the completion rate has been >97%, and 99% since 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 complete an eLearning, which both cover AML/CFT-related matters. The eLearning course needs to be repeated by all cashiers on an annual basis. In 2022, a total of 2,192 cashiers attended the classroom training and 4,929 completed the eLearning. Consequently, 93%/99% of all cashiers have completed the classroom training and eLearning, respectively. In 2022, the Board of Directors received AML/CFT training from an external provider and additional sessions were provided by the MLRO and Deputy MLRO to the AML and Know Your Customer (KYC) teams. COMPLETION OF ANNUAL AML TRAINING 98% 98% 97% 99% 99% 100% 99% 98% 97% 96% 95% 94% 93% 92% 91% 90% 2018 2019 2020 2021 2022 RETAIL SERVICE STAFF TRAINED FACE-TO-FACE ELEARNING 6000 5000 4000 3000 2000 1000 0 1598 148 3630 2405 4831 4929 1915 2192 2018 2019 2020 2021 2022 72 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

RESPONSIBLE BUSINESS OPERATIONS: OUR APPROACH PERFORMANCE INDICATOR Suspicious Transaction Reports (STRs) Over the last five years, all internal STRs were reviewed by the responsible MLRO and, in those cases where the suspicion could be corroborated, reported externally to the responsible authorities. With the help of the operational teams and systematic controls, the number of investigated cases and the number of suspicions reported to the authorities remained at a high level. The quality of internal STRs improved significantly, due to the employee’s increased awareness and a better understanding of typologies that are relevant for AML/CFT and therefore need to be reported internally. SUSPICIOUS TRANSACTION REPORTS INVESTIGATED OBSERVATIONS STRs REPORTED TO AUTHORITIES 800 700 600 500 400 300 200 100 0 376 48 721 564 563 361 31 72 145 99 2018 2019 2020 2021 2022 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 73

As per regulatory requirement, whenever any high-risk situation is identified, Enhanced Due Diligence (EDD) is to be applied. While Tipico has always carried out EDD investigations in previous years, in 2021, the trigger events that lead to an EDD investigation were revised, further aligning them with the risk-based approach. Consequently, the EDD procedure was comprehensively updated, and the AML team was equipped with new tools, allowing them to conduct more accurate investigations and document the observations and decisions accordingly. CUSTOMER EDD INVESTIGATIONS 8678 4966 10000 9000 8000 7000 6000 5000 4000 3000 2000 1000 0 1835 2020 2021 2022 Each EDD investigation includes an in-depth investigation of customers concerning the different risk areas applicable for betting customers, such as betting and payment behavior, but also the customer’s background (source of wealth/ funds, social media, adverse media, etc.) as well as the geographical and channel risk associated with the customer. In 2022, an average of 723 investigations were carried out each month by the AML team. Depending on the risk detected for each customer, actions and measures are applied to mitigate said risks, e.g., account closures, ongoing monitoring, deposit limits, document request for the source of wealth/funds, etc. 74 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

RESPONSIBLE BUSINESS OPERATIONS: OUR APPROACH SPOTLIGHT SANCTIONS ON RUSSIA Following the addition of many individuals on sanction lists due to the Russian attack on Ukraine, the MLRO increased the update frequency for sanction lists in Q1 2022. Tipico received assurance from the data provider for sanction screening being conducted against politically exposed persons/sanctions lists updated every 30 minutes. No risks were identified regarding Tipico’s end customers, the ultimate beneficial owners (UBOs) of our franchise partners, or the UBOs of our suppliers. Tipico decided to remove all bets on Russian sports events from our offer. TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 75

EXTERNAL ASSURANCE TOPIC YEAR CONDUCTED BY FINDINGS Player Protection 2021 Malta Gaming Authority AML 2022 BDO Austria GmbH ISO 27001 2021 TÜV Rheinland The findings confirm that the Internal Policies and Procedures are robust and in line with the requirements set out at law, specifically the Regulations and the Player Protection Directive The audit team has not become aware of any facts that lead them to believe that Tipico has not set up an adequate concept of its AML Framework The audit team confirms in line with the audit objectives that the organization’s management system complies with, adequately maintains, and implements the requirements of the standard 76 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

STAKEHOLDER ENGAGEMENT WE ARE COMMITTED TO: LAST YEAR’S TARGETS: focusing on trustful, long- lasting and sustainable business relationships monitoring our supply chain to work with suppliers to reduce risks and ensure ESG compliance promoting active involvement in our communities through volunteering initiatives expressing our values through charitable giving and corporate projects keep procurement from countries outside the EU, EFTA, the UK and the US below 5% by 2025 in 2022, we have already achieved this target and procured only 2% of products and services from countries outside of the EU, EFTA, the UK and the US. Thus, keeping supplies from markets with low ESG risks increase volunteering opportunities and corporate social responsibility (CSR) activities to pre-COVID levels, with a long-term participation goal of 50% of employees by 2025 due to prolonged pandemic restrictions in the first half of 2022, we only resumed volunteering activities in the summer. The participation rate was 17% which we aim to improve by offering more activities to our employees next year TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 79

STAKEHOLDERS MAPPING AND MATERIALITY ANALYSIS We differentiate stakeholders by the focus of their interest and knowledge. The inner ring shows stakeholders with detailed knowledge and a high degree of interest in our business model. They are highly engaged and vital to our success. The outer ring shows stakeholders who are equally relevant but who may perceive Tipico’s impacts more holistically and in less detail. Although this subset also influences Tipico’s operations and is part of our circle of attention, these parties might interact with Tipico on a more general, superficial level. To encourage positive engagement with our stakeholders, Tipico employees have clear responsibilities for interaction defined in their job descriptions, relevant to the stakeholders with whom they interact. GENERAL SOCIETY SUPPLIERS SPECIFIC BANKS AUTHORITIES TRADE UNIONS MEDIA EMPLOYEES CUSTOMERS NGOs SHAREHOLDERS COMPET- ITORS INSTITUTIONS ASSOCIATIONS In the case of concerns or comments, external stakeholders can reach out to us through the grievance portal published on Tipico’s Group webpage, while internal stakeholders can file their grievances to a specific email address which is managed by authorized HR representatives. The Corporate Responsibility (CR) department initiates a materiality assessment every two years, involving all primary stakeholders. However, our HR and Customer Experience Departments conduct more frequent annual surveys for the two groups – employees and customers – which provide trends of these groups’ perceptions on material topics. 80 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

2020 2022 MATERIALITY + STAKEHOLDER ENGAGEMENT L A N R E T X E – E C N A V E L E R - - RELEVANCE – INTERNAL Compliance Consumer Protection Business Ethics Labor Conditions + Diversity and Equal Opportunities Community Involvement Human Rights Supply Chain Environmental Impacts 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. In 2022, we 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, twelve internal and external stakeholder interviews were conducted to verify and refine the relevance of key environmental, social and governance topics. This confirmed that all nine pre- identified topics remain relevant for Tipico to varying levels. It also established increasing relevance for customer protection and business ethics. Being a trustworthy and ethical operator that complies with regulations and provides comprehensive protection for gamblers is key for Tipico. Community work and environmental considerations were also evaluated as being increasingly important. As labor conditions and human rights considerations are considered to be basic requirements, they were less relevant for all stakeholders. TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 81

SUPPLY CHAIN MANAGEMENT Being a provider of digital services, our supply chain is not complex as we do not rely on raw materials but rather purchase products and services supporting our daily operations. These include professional consultancy, marketing and sponsorship, sportsbook and gaming, infrastructure, and IT security. Based on spending, we purchased most of our products and services from Austria, Germany, the UK, and Malta in 2022. More than 30% of our business partners are local, which contributes to our reduction of carbon emissions from transportation. 31% 31% SPENDING BY COUNTRY, 2022 Germany Austria UK Malta Luxembourg Poland 13% 5% 4% 4% Israel 2% Netherlands 1% 0% 5% 10% 15% 20% 25% 30% 35% PURCHASING FROM LOCAL SUPPLIERS 2021 2022 40% 35% 30% 25% 20% 15% 10% 5% 0% 37% 35% 28% 23% BASED ON SPENDING BASED ON AMOUNT OF BUSINESS PARTNERS 82 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

STAKEHOLDER ENGAGEMENT Organization (ILO) Fundamental Conventions, and other topics included in Tipico’s Code of Conduct. These include the country’s vulnerability to modern slavery/forced labor; indigenous people’s rights; child labor; corruption perception; gender discrimination, such as the gender wage gap; fundamental labor rights, such as freedom of association and collective bargaining; hazardous and plastic waste; biodiversity and deforestation; and clean water scarcity, etc. Code of Conduct which covers the following topics: diversity and inclusion, environmental protection, health and safety, fundamental labor rights and human rights, AML and fraud, data protection, anti- corruption, etc. In the case of a denial of acknowledgment, we do not proceed with the contract agreement. Additionally, before the cooperation starts, we conduct country-specific ESG due diligence for the locations where at least 5% of spending is planned. The assessment is based on the country score provided per achievement of each of the Sustainable Development Goals (SDGs). The SDGs which we take for due diligence are connected to the UN Global Compact Principles, International Labor 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 parameters such as the country of operation, type of service, or monetary value of the contract. Based on the results, Tipico carries out specific due diligence checks in line with the territory’s regulatory requirements. We use an established compliance-checking engine to screen individuals and organizations as part of these checks. In the case that any suspicious result is encountered during the checks, enhanced due diligence (EDD) is triggered in accordance with, and agreed upon by, the Money Laundering Reporting Officer (MLRO). Due to current geopolitical affairs, we further focused processes and controls on monitoring and actioning against the growing changes to sanctions regulations. Tipico also incorporates a strict Purchase Order approval process, where without an approved Purchase Order based on Delegation of Authority approvals, no commercial agreements can be concluded. We ensure that our direct suppliers acknowledge Tipico’s Code of Conduct or have their own comparable TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 83

In our methodology, countries in the bottom 50 percentile are considered high risk (red color), in the 50-75 percentile as medium risk (orange color), and only the top 25 percentiles from 75% and above as low risk (green color). Furthermore, we apply industry-specific ESG due diligence for suppliers located in countries where spending is 5% and above, and identify mitigation actions based on both scores. We also include Tipico locations in the country-specific due diligence to identify which topics require additional attention. We learned that Malta and Colombia have medium risks when it comes to gender equality, and that there is also a medium risk in Colombia towards fundamental labor rights. Therefore, we track these indicators and implement measures to ensure that no discrimination, harassment, or other violations regarding basic human rights are taking place in any of Tipico’s locations. More information about our approach to human rights can be found in the chapter “Our People: Our Greatest Asset”. COUNTRY SPECIFIC ESG DUE DILIGENCE FOR TIPICO LOCATIONS AND LOCATIONS OF MATERIAL SUPPLIERS LOW RISK MEDIUM RISK HIGH RISK HUMAN RIGHTS ENVIRONMENTAL PROTECTION Austria Germany Colombia Croatia Israel Luxembourg Malta Netherlands Poland UK US 84 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

STAKEHOLDER ENGAGEMENT PERFORMANCE INDICATOR LOW ESG RISKS IN TIPICO’S SUPPLY CHAIN Based on our country-specific ESG assessment of 97% of our procurement spending, we identified that only our spending in Israel (1% of the total) lies in the medium environmental risks section. Luxembourg, where we spend 4%, lies slightly above low risk in the environmental area. All other locations of Tipico’s procurement (92%) are in the low human rights and environmental risks. We aim to reach 95% of our procurement spending from locations with low ESG risks by 2023. I S K S R L A T N E M N O R I V N E 3 H G H I 2.5 I M U D E M 2 1.5 1 0.5 W O L 0 0 Israel Luxembourg Malta Netherlands Poland Austria, Germany, UK 0.5 LOW 1 1.5 MEDIUM 2 HUMAN RIGHTS RISKS 2.5 HIGH 3 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 85

MITIGATION ACTIONS MATRIX BASED ON RISK LEVEL PER INDUSTRY AND LOCATION OF TIPICO SUPPLIERS: INDUSTRY ESG DUE DILIGENCE LOW RISK MEDIUM RISK HIGH RISK LOW RISK Self-declaration of compliance Self-declaration of compliance + Self- assessment MEDIUM RISK Self-declaration of compliance + Self- assessment + Desk audit HIGH RISK + Self- assessment + Desk audit + Desk audit E C N E G I L I D E U D G S E Y R T N U O C In 2022, we identified no high-risk suppliers based on location and industry, therefore Tipico was not required to complete desk audits. Since ESG challenges are constantly evolving, we keep monitoring our suppliers’ country’s performance in the SDGs areas, at least annually, when new data is published. Data protection, data privacy and information security are embedded within the company, and we expect our suppliers to comply with constantly changing regulatory environments by implementing appropriate practices and frameworks in accordance with the timelines set by authorities/framework owners. 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 risks. 86 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

STAKEHOLDER ENGAGEMENT these developments on the Group’s set-up and operations. External tax advisors monitor the completion of all described tasks. In 2022, Tipico spent an additional €164,000 on donations, research to prevent gambling addiction and player counseling programs. We donated €84,000 to 29 local NGOs working with human rights, health issues, animal welfare, and the environment in Austria, Malta, Germany, and Croatia. Every project, organization, and association that was supported with donations in 2022 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. OUR COMMUNITIES: OUR CONTRIBUTIONS We contribute to our communities by providing products and employment. As a leading provider, we pay sports betting taxes as well as taxes on our online gambling offers. In 2022, more than €249 million was paid in taxes. Amongst others, Tipico pays gambling-related taxes in Germany, Austria and Malta. The Tipico Group complies with all national requirements of fiscal legislation, including betting taxes relevant to the respective tax jurisdictions in which the Company and its subsidiaries operate, VAT, permanent establishment, and transfer pricing considerations. We also regularly monitor changes in tax laws in countries in which the Group operates, as well as developments on an international level (EU, OECD), and consider the impacts of TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 87

ENGAGEMENT WITH RESEARCH INSTITUTIONS AND COUNSELING PROVIDERS TO CREATE A SAFER GAMBLING ENVIRONMENT Although the desire to create a safe environment is at the center of how we operate, there are elements we are unable to action, necessitating the need for experienced partners. This is especially true when it comes to offering help to people who might have developed gambling- related problems. Therefore, Tipico supports the research projects of leading German institutions with financial funding, access to de-identified data and signposting of their projects to our customers. In 2022, €80,000 was dedicated to research into gambling addiction prevention and player counseling programs in Tipico’s markets in Germany and Austria. It is central to the prevention of addiction that gambling operators like Tipico aim to identify gambling issues as early as possible and intervene appropriately. Although an exclusion can be an important first step for a person to overcome gambling-related issues, it cannot replace counseling and treatment. Therefore, Tipico not only signposts contact data of counseling and treatment providers, but also actively supports them in the markets in which we operate. One such counseling offer is the toll-free counseling hotline of the German Federal Centre for Health Education (BZgA), which is maintained fully through funding from members of the German Sports Betting Association including Tipico. 88 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

STAKEHOLDER ENGAGEMENT ENGAGEMENT WITH NGOS AND VOLUNTEERING We encourage the involvement of our colleagues in volunteering and charity initiatives driven by them. Each Tipico employee has two paid days per year which can be spent on volunteering activities. We also offer a matching scheme to support fundraising for CR-related events and provide a personal budget for participation in charity races and charity tournaments. In 2022, 17% of Tipico employees participated in volunteering activities, contributing 485 hours to good causes during regular business hours. After a long pandemic break, volunteering activities restarted in May, with the participation of our colleagues in Malta, Germany and Croatia in the global charity run “Wings for Life”, which is dedicated to spinal cord research. Together, we ran more than 140 kilometers. The longest distance covered by one runner was 25.64 kilometers. To support World Oceans Day, we joined iGaming European Network (iGEN) in Malta for a beach clean-up. With the help of our colleagues and other iGEN members, over 70 sacks of rubbish, carpets, car batteries, office furniture and many other large objects were safely removed from the environment on land and underwater. In keeping with the motto ‘#oneteam for a good cause’, we were finally able to celebrate our CSR Days again this year. More than 113 employees volunteered to support a total of nine NGOs on-site in Malta and Karlsruhe. We planted trees, cared for animals, picked up waste, played Bingo at a retirement home, cleaned up warehouses and much more. TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 89

Finally, back at our offices in 2022, we could celebrate Pink October, a global event for raising awareness of breast cancer. In past years, we always celebrated together as #oneteam, even if this was remotely. We are happy that more than 280 Tipico colleagues joined this event by wearing something pink on this day in all our locations. Together, we collected €9,186, which was sent to six NGOs working on breast cancer awareness and treatment in Austria, Malta, Germany, Croatia and Colombia. Following Pink October, our Croatian team organized a Movember contest in all Tipico locations for the second time to raise awareness for men’s health issues such as prostate cancer, testicular cancer and male suicide. Besides our regular donations and volunteering, in 2022 we supported victims of the war in Ukraine and the tragic earthquake in Turkey and Syria. We assisted temporarily displaced Ukrainians by offering free English courses in Malta, helping with work opportunities and integration into society. Finally, we donated more than €17,000 to the German Red Cross, which brought relief supplies to earthquake areas in Turkey and Syria. 90 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

OUR ENVIRONMENTAL IMPACT: LESS IS MORE LAST YEAR’S TARGETS: source electricity from 100% renewable sources in all Tipico shops by 2023 due to the European energy crisis, the move to renewable energies has stalled. In 2022, 80% of electricity originated from renewable sources across all retail shops operated by Tipico reduce paper consumption in Tipico shops by 50% by 2023 in 2022, we launched trials throughout all Tipico Shop Agencies (TSAs) to print betting programs only on demand. By the end of 2022, we had reduced paper consumption by 61% expand the scope of the energy audit from German entities’ locations to all European Tipico locations in 2022 energy audits were conducted by a certified third party in all European and Colombian Tipico locations in 2022 WE ARE COMMITTED TO: measuring our environmental performance against Global Reporting Initiative (GRI) indicators, Task Force on Climate- Related Financial Disclosures (TCFD) Framework and Paris Climate Agreement science-based targets achieving carbon neutrality by 2030, through innovations and technologies that minimize atmospheric emissions using natural resources efficiently to minimize waste promoting awareness regarding environmental guidelines for employees and society complying with all relevant environmental laws and regulations TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 93

CLIMATE STRATEGY GOVERNANCE According to TCFD recommendations, we assessed climate-related risks in locations of Tipico operations and identified strategic opportunities. The members of the Tipico Board oversee our overall strategy, including the management of climate-related topics described in the Climate Policy. To ensure that the Board has knowledge of all relevant information, the Corporate Responsibility (CR) team, which is accountable for the management of climate- related topics, reports to the Chief Regulatory Officer (CRO). On top of monthly reporting to the Board and shareholders, we hold regular meetings to discuss prospective environmental challenges, opportunities and impacts; present proposals; and receive strategic guidance. ROADMAP TO CARBON NEUTRALITY In our endeavor to become carbon neutral by 2030, we have analyzed where and in which locations reductions of emissions are realistically possible. ONLINE OFFER RETAIL OFFER OFFICES Since they are almost fully powered by electricity from renewable sources, our data centers don’t contribute a notable portion of our carbon footprint and have largely reached carbon neutrality. Due to the business type and shop concept, our retail bet shops require a considerable amount of electricity. While savings would be difficult to implement, we are increasingly switching our shops to electricity from renewable sources. We plan to reach 100% renewable energy by 2023/2024. Also, the management of the retail offer leads to considerable business travel. While travel is necessary, we will gradually replace company cars with models that have lower consumption. Especially for our German offices, the “Energiewende” (energy change) will be a strong driver to support our push for renewable sourcing. However, it will be more difficult in locations like Malta, where there is only one supplier with a very low percentage of renewable sources and no market for certificates of origin. Larger reductions in emissions are only realistic by producing our own energy. 94 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

OUR ENVIRONMENTAL IMPACT: LESS IS MORE REDUCTION PLAN EMISSIONS RETAIL OFFER EMISSIONS ONLINE OFFER EMISSIONS OFFICES 3000 2500 2000 1500 1000 500 0 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 While reductions in emissions are likely, currently a reduction to zero appears unlikely for the time being. Therefore, we plan to support our journey to carbon neutrality through carbon certificates. Starting in 2023, we will offset a certain, annually increasing, percentage of our remaining emissions with carbon certificates. In 2030, this percentage will be 100% of the remaining emissions. COMPENSATION PLAN UNCOMPENSATED TOTAL EMISSIONS COMPENSATION REQUIRED 3000 2500 2000 1500 1000 500 0 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 95

EMISSIONS TO AIR We operate mainly in 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 (GHG) emissions, climate policies and progress towards the targets. The targets are in line with the Paris Climate Agreement as we assessed our performance compared to its 1.5°C goal in 2022. Our GHG intensity (Scope 1 and Scope 2) in relation to gross Tipico Group revenue was two metric tonnes of emissions per million euros of Gross Gaming Revenue. As a provider of digital services, we have a low level of emissions. However, we take responsibility for our climate impact and aim to reach net-zero emissions in our offices, retail shops and online product offer (data centers) by 2030. Seventy percent of our emissions are in Scope 3 where we have an indirect impact on the environment, 22% of them are in Scope 1 associated mainly with stationary combustion for heating and only 8% of emissions are coming from Scope 2, namely purchased electricity and heating. CO2e SCOPE 1 SCOPE 2 SCOPE 3 COMPANY VEHICLES ELECTRICITY DATA CENTERS FRANCHISE NETWORK STATIONARY COMBUSTION DISTRICT HEATING BUSINESS TRAVEL WASTE EMPLOYEES COMMUTING USE OF SOLD PRODUCTS 96 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

OUR ENVIRONMENTAL IMPACT: LESS IS MORE SPOTLIGHT DATA IMPROVEMENT AND ENERGY AUDIT certified auditors conducted the onsite audits in accordance with DIN EN 16247. The conclusions of the audits contributed to our data quality and provided Tipico with concepts to further reduce our consumption. Besides, we consider these audits as the initial step for our Environmental Management System (EMS) establishment. In 2022, we significantly extended the scope of our energy data collection in line with GHG Protocol. We added all applicable emission categories in Scope 3, such as emissions from hotel stays and rental cars on business trips, employees commuting, waste generation, use of sold products, and the franchise network. For the first time, we had our energy usage data audited in all European and Colombian Tipico locations in 2022. Independent TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 97

OUR ENVIRONMENTAL IMPACT: LESS IS MORE SCOPE 1 CO2e FROM STATIONARY COMBUSTION IN METRIC TONNES IN 2022 BY ENTITIES 527 323 169 170 129 18 TSA Austria TSA West TSA East TSA South TSA North Tipico Sports Services The company car fleet is used only by TSAs and Tipico Retail Services (TRS) for business trips across Germany and Austria, where the highest number of business trips by cars were made by TRS in Germany. In 2022, COVID-19 restrictions which had dominated the prior two years were lifted, resulting in the increase of CO2e emissions from car use – 464 metric tonnes (+18% compared to 2021). Consequently, 2022 is a realistic baseline for the usage of company cars. We keep looking for solutions to reduce and/ or remove carbon equivalent emissions caused by the usage of our car fleet, keeping in mind that an increase in business trips should not cause a higher negative impact on the environment. Another component of Scope 1 emissions is the stationary combustion of oil, gas and wooden pallets for heating in Tipico offices and shops. This type of stationary heating is used majorly by our German, Croatian and Austrian locations. In total, our CO2e emissions from stationary combusting were 1,337 metric tonnes in 2022 (-10% compared to 2021). Other locations either purchase heating in the form of district heating or heat by air-conditioners in the locations where central heating is not provided. Both cases are included in Scope 2. We operationalized Scope 2 emissions by consumption of purchased electricity and purchased heating – district heating. As COVID-19 restrictions were lifted in the second half of 2022, we observed an increase in emissions by 33% compared to 2021 when our shops were closed. We aim to decrease emissions in Scope 2 by switching to 100% renewable energy in the Tipico shops network by 2023. TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 99

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ELECTRICITY CONSUMPTION IN 2022 IN MWH NON-RENEWABLE RENEWABLE 5000 4000 3000 2000 1000 0 Malta Gibraltar Colombia Croatia Germany Austria The highest share of renewable energy in the grid is reported in our locations in Germany and Austria where wind, biomass, solar and hydro power are widely used. Total electricity consumption split by Tipico sites corresponds to office sizes and the number of employees there. In total, the electricity mix consumed by our Shop Agencies is 80%, based on renewable sources, which prevented 680 tonnes of CO2e emissions in 2022. SHOP AGENCIES – ELECTRICITY CONSUMPTION IN 2022 IN MWH NON-RENEWABLE RENEWABLE 1200 800 400 0 TSA East TSA West TSA South TSA North TSA Austria 100 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

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OUR ENVIRONMENTAL IMPACT: LESS IS MORE As mentioned, Scope 3 indirect emissions are equal to 70% of all emissions caused by our operations. In 2022, we identified all applicable categories in Scope 3 in line with GHG Protocol. Our calculations for each category were completed using activity-based methodology except for waste generation, where we applied spend-based methodology. CO2e IN METRIC TONNES IN 2022 1 250 287 261 28 5059 5886 SCOPE 3 EMISSIONS 3.1 Purchased goods and services 3.5 Waste generated in operations 3.6 Business travel 3.7 Employee commuting 3.11 Use of sold products 3.14 Franchises TOTAL TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 101

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DATA CENTERS We continue to reduce Scope 3 emissions caused by data centers’ usage (GHG Protocol 3.1 Purchased goods and services). 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 and has almost reached this number. Due to an even higher percentage of renewable energy in the AWS network, our online product CO2e emissions reached only one metric tonne in 2022 (-29 metric tonnes compared to 2021). ONLY ONE METRIC TONNE OF CO2e EMISSIONS IN ONLINE OFFER IN 2022 363 METRIC TONNES OF CO2e EMISSIONS WERE SAVED DUE TO A TRANSITION TO A HIGHER PERCENTAGE OF RENEWABLE ENERGY SHARE 102 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

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BUSINESS TRAVEL Business travel is an essential part of our operations. Following GHG Protocol Scope 3, we collected business travel data by such means of transport as taxis and rental cars, trains and airplanes. In 2022, we also added emissions from hotel stays. By adding a new category, our emissions increased by 18% compared to 2021. But compared to 2020, emissions from business traveling were reduced by 42% in 2022. The pandemic has accelerated our use of technology. By reducing the number of business trips, we instead increased the number of virtual meetings in 2022: Around 146,524 meetings were scheduled via virtual meeting rooms (LifeSize and MS Teams) (+72% compared to 2020) OUR ENVIRONMENTAL IMPACT: LESS IS MORE TOTAL EMISSIONS FROM BUSINESS TRAVEL IN METRIC TONNES 261 300 250 200 150 100 50 0 150 127 2020 2021 2022 4% TAXI AND RENTAL CARS 2% TRAIN MEANS OF BUSINESS TRAVEL BY CO2e EMISSIONS IN 2022 94% PLANE Up to 568 meetings per day (+23% compared to 2020) On average, five participants joined each meeting HAVING EMBRACED A CULTURE OF ONLINE MEETINGS, WE AIM AT KEEPING THE CURRENT LOW LEVEL OF BUSINESS TRAVEL TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 103

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USE OF SOLD PRODUCTS In this category, we estimated emissions caused by the usage of our online services by our customers. We tracked the number of bets and virtual slot machines spins made via mobile phones and laptops/desktops and estimated the average time spent per bet or games spin. By applying a standard kWh consumption by laptop/desktop and mobile phones and CO2e factor per kWh, we estimated total emissions for this category. FRANCHISE SHOP NETWORK Tipico shops operated by independent franchisees have a total floor area of 108,547 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 TSAs. Consequently, we must assume that franchisees are accountable for 5,059 metric tonnes of CO2e emissions coming from their electricity and heating consumption in 2022. 104 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

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OUR ENVIRONMENTAL IMPACT: LESS IS MORE PAPER SPOTLIGHT DIGITAL SHOP We are always looking for opportunities to reduce the use of natural resources and apply digital solutions instead. In 2021, we identified that the daily printing of betting programs in Tipico shops caused the biggest consumption of paper. This was not in line with our strategy of a digital shop and was only requested by a few customers. Therefore, in 2022 we launched trials throughout all Shop Agencies to offer customers scannable QR codes through which to receive digital betting programs, with printed versions available only on demand. We also started giving customers the option to avoid paper receipts and instead receive their receipts electronically on their customer cards. By the end of the year, we had reached a 61% reduction in paper consumption, even though the target was 50% by end of 2023. We will recommend this program to our franchise partners to significantly decrease the environmental impact caused by paper waste in our value chain. TOTAL PAPER CONSUMPTION IN ALL LOCATIONS IN TONNES 103 80 50 2020 2021 2022 All paper which was purchased for the shops and offices had sustainability certification, such as Forest Stewardship Council (FSC), Programme for the Endorsement of Forest Certification (PEFC) or EU Ecolabel. Besides our reduction of paper usage in the shops, we are striving for a reduction of paper usage in the offices too. We introduced e-signatures in the documents which do not require printing and default paper-saving settings in our printers such as double- sided printing. TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 105

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WATER At Tipico, as a service provider, we consume relatively low amounts of water. Our overall water consumption in all locations is 22 megaliters. The highest water consumption of 18.1 megaliters (82% of all consumption) is reported by Tipico shops in Germany, corresponding to the number of shops in each location. In our offices and shops, water is used only for sanitary purposes and office kitchens. Wastewater is further discharged to the communal facilities for treatment. In our location in Gibraltar, salted water is used for sanitary purposes. Furthermore, we buy drinking water in locations where tap water is not appropriate for consumption or install filters on taps. To avoid more plastic waste from empty bottles, we buy water in reusable bottles and encourage our employees to use filtered water from the tap. WASTE As we are a provider of digital services, the amount of waste in our offices and shops is comparably low. However, we take this topic seriously and always opt to reduce waste by using reusable, recyclable or environmentally certified materials, be it packaging for shops terminals, merchandizing materials, or bottles and cutlery for events. When it comes to the packaging of the shops’ equipment (e.g., gates, terminals, TVs, etc.), only FSC-certified cardboard, recyclable filling material, stretch foil (70% less consumption than usual foil) and reusable pallets are used. In each location, we have efficient waste management in terms of separation and possibilities for recycling according to local waste disposal facilities. When it comes to organic waste, we minimize possible food loss from catering during office meetings and events by tracking consumption patterns and ordering lower quantities of fresh products and re-distribution of leftovers among colleagues. In 2022, we further worked on raising awareness among our colleagues in Malta on correct waste segregation by inviting external speakers to provide a workshop on the topic and internal communication around it. We also launched a trial social project on a separate collection of bottles and cans which are included in the deposit. The money we raise from this deposit scheme we use for charity, such as buying food for animal shelters or for local communities in need. 106 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

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APPENDIX APPENDIX 1: BACKGROUND ON ESG REPORTING CONTENT AND SCOPE This is the fifth time Tipico has published an annual ESG report and we are proud to present the impacts of the Tipico Group covering the reporting year 2022. The report is published as a stand-alone document and is renewed on an annual basis. This year’s report focuses on the topics with the greatest impact on Tipico stakeholders. Our goal is to transparently address these topics and outline a path to continuous progress, assuring the trust of all stakeholders. The reporting covers Tipico’s entities in Austria, Colombia, Croatia, Germany, Gibraltar and Malta, and excludes the entity in the US. Due to the heterogeneity of our entities, data from Tipico Shop Agencies is only collected for the environmental chapter (Scope 1, 2 and Scope 3 business travel emissions, water, paper and waste). We use the standards of the Global Reporting Initiative (GRI) as the framework for structuring the content of this report. To define the key reporting aspects and guide further standard disclosures, Tipico systematically uses the GRI standards to conduct a formal materiality analysis. The report additionally includes the GRI content index (see Appendix 3) and commitment to the United Nations (UN) Sustainable Development Goals (SDGs). As Tipico is committed to the ten principles of the UN Global Compact, communication on the four main areas, namely Human Rights, Labor, Environment and Corruption Prevention, are included in this report. The reporting of carbon emissions is influenced by the Greenhouse Gas (GHG) Protocol. In Germany, Austria and Croatia, statistics on renewable energy sources were either provided by the energy suppliers in purchasing agreements and proved by renewable energy guarantees of origin, or provided on the energy suppliers’ web pages. In Malta, the renewable energy percentage was provided by Eurostat renewable energy statistics in the European Union (latest version in 2021) as there is only one energy supplier. Scope 1, Scope 2 and Scope 3 emissions in the categories of business travel, employees commuting and use of sold products are calculated with the UK Government Conversion Factors for greenhouse gas (GHG) reporting (version 2.0; year 2022). Scope 3 emissions coming from hotel stays are calculated with the Hotel Footprint Calculator, and emissions from generated waste are calculated using the Open IO emissions dataset. Tipico publishes annual financial statements 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. TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 109

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APPENDIX 2: RISK MANAGEMENT The Group’s risk management framework seeks to ensure that there is an effective process in place to manage risk across all the Group’s entities and locations. Risk management is integral to all aspects of the Group’s activities and is the responsibility of all staff. Management has a responsibility to evaluate the risk environment, put in place appropriate controls and monitor the effectiveness of those controls. The risk management culture emphasizes careful analysis and management of risk in all business processes to enable risk-informed decisions. Risks are identified, assessed and managed at both the business level (‘bottom-up’) and the Corporate Risk Committee level (‘top-down’) or in the 11 Sub- Risk Committees (‘top-down’). The Corporate Risk Committee has oversight of these processes. Emerging or topical risks are examined to understand their significance to the business. A detailed list of these risks can be found here. CORPORATE RISK COMMITTEE DIGITAL RISK RETAIL RISK – TIPICO SHOP AGENCY RETAIL RISK – TIPICO RETAIL SERVICES US RISK SECURITY RISK PRODUCT & TECHNOLOGY RISK BUSINESS FRAMEWORK COMPLIANCE & RISK BOOKMAKING RISK C2D EXECUTIVE ENTERPRISE RISK C2D SECURITY RISK C2D AUDIT COMMITTEE 110 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

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APPENDIX APPENDIX 3: 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 01.01.2022-31.12.2022 with reference to the GRI Standards. GRI STANDARD DISCLOSURE 2-1 Organizational details GRI 2: General Disclosures 2021 PAGE NUMBER 6, 10-11 2-2 Entities included in the organization’s sustainability reporting 109 2-3 Reporting period, frequency and contact point 2-4 Restatements of information 109 109 2-6 Activities, value chain and other business relationships 6, 10-11 2-7 Employees 2-8 Workers who are not 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 21 21 7 7 8 2-13 Delegation of responsibility for managing impacts 58-59 2-14 Role of the highest governance body in sustainability reporting 13 2-15 Conflicts of interest 2-16 Communication of critical concerns 2-17 Collective knowledge of the highest governance body 66 66 8 2-22 Statement on sustainable development strategy 5, 94, 115 2-23 Policy commitments 2-24 Embedding policy commitments across all chapters across all chapters 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 16-17 67 62 116 80 34 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 111

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GRI CONTENT INDEX GRI STANDARD DISCLOSURE GRI 3: Material Topics 2021 3-2 List of material topics 3-1 Process to determine material topics 3-3 Management of material topics 201-1 Direct economic value generated and distributed 201-2 Financial implications and other risks and opportunities due to climate change 201-3 Defined benefit plan obligations and other retirement plans 202-2 Proportion of senior management hired from the local community 204-1 Proportion of spending on local suppliers 205-1 Operations assessed for risks related to corruption 205-2 Communication and training about anti-corruption policies and procedures 205-3 Confirmed incidents of corruption and actions taken 207-1 Approach to tax GRI 201: Economic Performance 2016 GRI 202: Market Presence 2016 GRI 204: Procurement Practices 2016 GRI 205: Anti-corruption 2016 GRI 207: Tax 2019 GRI 302: Energy 2016 302-1 Energy consumption within the organization GRI 303: Water and Effluents 2018 303-1 Interactions with water as a shared resource 303-5 Water consumption 305-1 Direct (Scope 1) GHG emissions 305-2 Energy indirect (Scope 2) GHG emissions PAGE NUMBER 81 81, 115 81, 115 provided in the Annual Financial Statements described in the Tipico Climate Risk Policy 33 23 82 66 66 66 17, 87 100 106 106 98 98 GRI 305: Emissions 2016 305-3 Other indirect (Scope 3) GHG emissions 98, 101 305-4 GHG emissions intensity 305-5 Reduction of GHG emissions 306-1 Waste generation and significant waste-related impacts GRI 306: Waste 2020 306-3 Waste generated 308-2 Negative environmental impacts in the supply chain and actions taken 96 95 106 106 85-86 GRI 401: Employment 2016 401-1 New employee hires and employee turnover 25 401-2 Benefits provided to full-time employees that are not provided to temporary or part-time employees 401-3 Parental leave 33 33 112 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

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APPENDIX GRI CONTENT INDEX GRI STANDARD DISCLOSURE PAGE NUMBER GRI 402: Labor/Management Relations 2016 GRI 403: Occupational Health and Safety 2018 402-1 Minimum notice periods regarding operational changes 403-1 Occupational health and safety management system 403-5 Worker training on occupational health and safety 403-6 Promotion of worker health 403-8 Workers covered by an occupational health and safety management system 403-9 Work-related injuries 33 20 20 20 20 20 GRI 404: Training and Education 2016 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 416: Customer Health and Safety 2016 404-1 Average hours of training per year per employee 30 404-2 Programs for upgrading employee skills and transition assistance programs 404-3 Percentage of employees receiving regular performance and career development reviews 29 29, 33 405-1 Diversity of governance bodies and employees 7 405-2 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 414-2 Negative social impacts in the supply chain and actions taken 416-1 Assessment of the health and safety impacts of product and service categories 416-2 Incidents of non-compliance concerning the health and safety impacts of products and services 32 21 84 84 84 87 115 84 46-54 47, 54 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 113

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APPENDIX COMMITMENT TO SDGs The UN Sustainable Development Goals (SDGs) provide a framework for collective action to tackle global issues, such as poverty, inequality or climate change. We recognize that each business has an important role to play in contributing to achieving the SDGs, and Tipico is no exception. Through a materiality analysis, we review which goals are applicable for our business and how we contribute to them. Selected SDGs in the areas of human rights and the environment have been used for ESG due diligence for Tipico’s locations and supply chain. Most activities contribute to multiple SDG goals, as these are interconnected. ENSURE INCLUSIVE AND EQUITABLE QUALITY EDUCATION AND PROMOTE LIFELONG LEARNING OPPORTUNITIES FOR ALL At Tipico, we inspire and support employees to have the ambition and opportunity to develop themselves professionally, using a creative and collaborative approach to learning. We continue investing in employees’ growth and development and aim to increase training hours by 10% by 2023. PROMOTE SUSTAINED, INCLUSIVE AND SUSTAINABLE ECONOMIC GROWTH, FULL AND PRODUCTIVE EMPLOYMENT AND DECENT WORK FOR ALL As a market leader, customers trust us not only with their personal data but also with their money. To ensure this trust is justified, Tipico has established a leading policy framework in these areas. ENSURE HEALTHY LIVES AND PROMOTE WELLBEING FOR ALL AT ALL AGES ACHIEVE GENDER EQUALITY AND EMPOWER ALL WOMEN AND GIRLS TAKE URGENT ACTION TO COMBAT CLIMATE CHANGE AND ITS IMPACTS Tipico ensures that all customers receive the level of protection they need to play safely and well within their financial means. We aim to maintain a low impact of problem gambling at 1.5% or less. We offer our employees competitive salaries and a wide range of additional benefits contributing to their well-being. Due to the nature of our business, we attract a greater number of men interested in working with us; however, we set a goal to increase the total representation of women at Tipico to 30% by 2023. A gender pay gap does not exist in Tipico and we aim to keep its level below 5% in the long-term. We are reducing greenhouse gas emissions caused by Tipico and our supply chain. For instance, we aim to source electricity from 100% renewable sources in all Tipico shops by 2023. As a digital-first business, we implement digital solutions across the business, even in our physical shops. These measures resulted in a more than 50% reduction in printing and paper consumption in 2022. TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 115

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APPENDIX 4: MEMBERSHIP IN ASSOCIATIONS* ASSOCIATION OF CERTIFIED ANTI-MONEY LAUNDERING SPECIALISTS (ACAMS) EUROPEAN GAMING AND BETTING ASSOCIATION (EGBA) (working group member since 2017) (member since 2019) ACAMS is the largest international membership organization dedicated to enhancing the knowledge and expertise of financial crime detection and prevention professionals, from a wide range of industries, in both the public and private sectors. 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 modern and competition-oriented regulation of sports betting in Germany. This includes clear, legally secure rules for providers and consumers. Equally important to DSWV are effective measures to protect players and the integrity of sporting competition. As the leading industry association for German sports betting operators, the DSWV is actively lobbying for the goals of the Paris Agreement, where they intersect with our industry. DÜSSELDORFER KREIS (DK) (member since 2017) The Düsseldorfer Kreis (DK) is an initiative of responsible 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 consumer protection. *Tipico Group spent €1M on lobbying and public affairs in 2022 The European Gaming and Betting Association (EGBA) is a Brussels-based industry body representing the leading online gaming and betting operators, 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 consumer protection and considers the reality of the digital economy and consumer demand. It must also ensure that the regulated offering is attractive enough to appeal to the maximum number of players to channel them away from unregulated offers. IGAMING EXECUTIVES NETWORK ASSOCIATION (IGEN) (board member since 2018) The iGaming Executives Network Association (iGEN) is an association of Malta’s leading iGaming companies operating in the European and international markets, which was set up in 2018. The main issues addressed are specific to the IGaming industry, such as staff shortages with specific competencies, as well as problems in the banking sector. General country-specific challenges are also addressed. For instance, Malta’s rental prices have gone up dramatically in recent years. These topics will be addressed in further collaboration with the Maltese government and the public sector, as well as other stakeholders such as Gaming Malta, the Bankers’ Association, the Real Estate Association and other key organizations in this field. 116 TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022

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APPENDIX ÖSTERREICHISCHER SPORTWETTENVERBAND (OSWV) UN GLOBAL COMPACT (participant since 2018) (member since 2016; board Member since 2018) The Austrian Bookmakers Association (OSWV) aims to safeguard the professional interests of bookmakers 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 OBMV does not pursue its own economic interests; it is politically and denominationally neutral. The United Nations Global Compact is a non- binding initiative with the goal of encouraging businesses to work together towards reaching sustainable and responsible business practices. It thereby acts as the world’s largest corporate sustainability initiative. 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 WIRTSCHAFTSKAMMER STEIERMARK (WKO) (member since 2017) (member since 2018) The Malta Chamber of Commerce, Enterprise and Industry 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 environment 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. Tipico is a member of the Styrian Chamber of Commerce based on the location of its operations in Austria. The Austrian Chambers of Commerce represents more than 540,000 member companies. As the strong voice of businesses, they advocate future-oriented and business-friendly policies, e.g. tax relief, reduction of bureaucracy, subsidies and promote the economy through a wide range of services. TIPICO | ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) REPORT 2022 117

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IMPRINT AND CONTACT OWNER AND PUBLISHER: Tipico Group Limited is a limited liability company under Maltese law Registration number: C75334 from the Malta Financial Services Authority (MFSA) PLACE OF BUSINESS Tipico Tower Vjal Portomaso St. Julian’s STJ 4011 Malta Web: www.Tipico-group.com PHOTOS Tipico Group All information in this report is prepared with the utmost care and help of various individuals from Tipico and its partners. Information is rechecked and presented to the best of our knowledge. Nevertheless, we cannot assume liability for the correctness and completeness of all information. For better readability, the numbers used in this report are rounded and might therefore differ slightly. This report includes forward-looking statements based on current information. These do not solely rely on historical facts, but on expectations and plans for the future. Unexpected circumstances might, therefore, lead to deviations from these expectations. For this reason, forward-looking statements speak only as of the date they are made. Even though expectations might change in light of new information or altered circumstances, Tipico undertakes no obligation to update any of these statements publicly. The corporate responsibility team would be pleased to receive feedback or suggestions. Please contact: corporate.responsibilty@tipico.com Publication date: July, 2023