Assets
| Type | Time | Amount | Unit |
|---|---|---|---|
| ifrs-full:Assets | 2024-12-31 | 1172119000 | vEUR |
| ifrs-full:Assets | 2023-12-31 | 937862000 | vEUR |
Revenue
| Type | Start date | End date | Amount | Unit |
|---|---|---|---|---|
| ifrs-full:Revenue | 2024-01-01 | 2024-12-31 | 371487000 | vEUR |
| ifrs-full:Revenue | 2023-01-01 | 2023-12-31 | 326686000 | vEUR |
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<mrv:CorporateGovernanceReport contextRef="ctx1" id="fact1000" xml:lang="en">Better Collectiveâs  corporate governance  Better Collective A/S is a Danish public limited liability  company governed by the provisions of the Danish  Companies Act. Our registered office and headquarters  are in Copenhagen, Denmark. Better Collective has been  listed on Nasdaq Stockholm since June 8, 2018, and on  Nasdaq Copenhagen since November 17, 2023.  Corporate governance aims to ensure that our company  is run sustainably, responsibly, and as efficiently as pos-  sible. In Better Collective, good corporate governance is  about earning the confidence of shareholders, business  partners, and legislators by creating transparency in de-  cision-making and business processes. A well-defined  and structured distribution of roles and areas of respon-  sibilities between shareholders, the Board, and the Ex-  ecutive Management secures efficiency at all levels. Par-  ticularly, it allows the management team to focus on  business development and, thereby, the creation of  shareholder value. The Board of Directors serves as a  highly qualified dialogue partner for the management  team, supporting the outlined growth strategy and se-  curing a tight risk management setup and optimal capi-  tal structure. The groupâs corporate governance is  based on applicable Danish legislation and other exter-  nal rules and instructions, including the Danish Compa-  nies Act, Nasdaq Stockholmâs Rulebook, Nasdaq  Copenhagen Rulebook, the Swedish Securities Councilâs  good practices in the stock market, the Swedish Code of  Corporate Governance and Better Collectiveâs guide-  lines, which include the Articles of Association, various  policies, and other guidelines.  Following the dual listing on Nasdaq Stockholm and  Nasdaq Copenhagen, Better Collective has resolved to  comply with the Swedish Code instead of the Danish  Recommendations on Corporate Governance. The main  corporate laws and rules on governance relevant for  shareholders in a Danish public limited liability company  listed on Nasdaq Stockholm and complying with the  Code are largely materially like the corresponding Swe-  dish rules that would apply to a Swedish public limited  liability company under the same circumstances.  Annual report Page 23 Cross-listing and main  differences  As a dual-listed company on Nasdaq Stockholm and  Nasdaq Copenhagen, Better Collective is required to  provide an overview of the main differences between  the Swedish Code and the Danish Recommendations  each year.  Shareholder engagement  Election of Chair of the Annual General Meeting  (AGM)  The Code stipulates the Chair of the AGM shall be ap-  pointed by the Nomination Committee. In a Danish con-  text, the Board of Directors usually appoints a Chair of  the general meeting, which is not regulated in the Rec-  ommendations.  Minutes of the Annual General Meeting  The Code recommends that a shareholder independent  of the company and its Board of Directors is appointed  to verify and sign the minutes of general meetings. Such  practice does not exist in Denmark, and the minutes are  approved and signed by the Chair of the general meet-  ing following Danish Company Law.  Policies  According to the Recommendations, listed companies  are to adopt specific policies and procedures, such as  policies regarding communication and investor  relations, a tax policy, and contingency procedures in  case of a public takeover of the company. Such recom-  mendations are not included in the Code. However, Bet-  ter Collective has adopted an information policy that  governs both internal and external communications, in-  cluding in relation to investors.  Procedures and tasks of the Board of  Directors  Participation in daily management  According to the Recommendations, any participation  by a member of the Board of Directors in the daily man-  agement of Better Collective must be approved by the  Board and publicly disclosed. No equivalent recommen-  dation is a part of the Code. However, none of the mem-  bers of the Board of Directors currently participate in  the daily management of Better Collective.  Board composition and Board  committees  Incorporation by reference of disclosure requirements  ESRS 2, GOV-1, 19, on the board composition and board  committees.  Independence of Board members  The Code distinguishes between Board membersâ inde-  pendence from Better Collective and its executive man-  agement and independence from the group´s major  shareholders in two separate recommendations. Inde-  pendence from major shareholders is not a part of the  recommendations. However, to be considered inde-  pendent, a Board member should not be a representa-  tive of or be associated with a controlling shareholder.  Chair of the Board  The Code stipulates that the Chair of the Board shall be  elected by the general meeting. This is not the case in a  Danish context. Further, the specific tasks of the Chair  are more detailed in the Code. However, Danish practice  is in line with the tasks and responsibilities of the Code.  The Recommendations stipulate that a deputy Chair  should be elected, which is not included in the Code.  Board Committees  Both the Code and the Recommendations stipulate that  a company should have an Audit Committee, a Remu-  neration Committee, and a Nomination Committee. The  main difference between the Code and the Recommen-  dations is that pursuant to the Code, a Nomination Com-  mittee is not a Board Committee but consists of mem-  bers elected directly by the shareholders. Whereas pur-  suant to the Recommendations, the Nomination Com-  mittee is a Board Committee elected by and among  members of the Board of Directors. The tasks of the  Nomination Committee in a Swedish context are also  more comprehensive than those of the Nomination  Committee in a Danish context. Better Collective follows  the Swedish practice pursuant to the Code. Accordingly,  the Nomination Committee consists of shareholder-  elected Committee members, and the tasks carried out  are in line with the Recommendations of the Code.  Management remuneration  The Recommendations contain provisions relating to  management remuneration criteria, Board compensa-  tion, and incentive programs.  The Code does not include equivalent recommendations  as the Swedish Corporate Governance Board has issued  the separate âRules on Remuneration of the Board of Di-  rectors and Executive Management and on Incentive  Programsâ (the âRemuneration Rulesâ). The Remunera-  tion Rules came into force on 1 January 2021 and contain  extensive provisions on remuneration to the Board of  Directors, executive management, and incentive pro-  grams. However, the Remuneration Rules only apply to  Swedish companies whose shares are admitted to trad-  ing on a Swedish-regulated market (and to some extent  companies whose shares are traded on other trading  platforms) and are therefore not formally applicable to  Better Collective.  Better Collective complies  with the Swedish Code of  Corporate Governance with  the following exceptions  As stipulated in Better Collectiveâs Articles of Asso-  ciation, the Board of Directors appoint the meeting  Chair for the AGM instead of letting the Nomination  Committee propose a meeting Chair. The Articles  also stipulate that the meeting Chair approves the  AGM minutes instead of letting an AGM participant  that is not a member of the Board or an employee  of the company approve the minutes of the meet-  ing.  The respective reports on corporate governance  and sustainability do not include a part of the audi-  torâs report covering the specific reports, as these  subjects are not individually addressed in the audi-  torâs report. These deviations are due to differ-  ences between Danish and Swedish laws and prac-  tices.  </mrv:CorporateGovernanceReport>
<mrv:StatementOfTheDiversityPolicies contextRef="ctx1" id="fact1164" xml:lang="en">Diversity of the Board of  Directors and Executive  Management  The Board composition must be appropriate for the  groupâs operations and development phase and must  collectively exhibit diversity regarding gender, age, na-  tionality, experience, professional background, and  business expertise. The Board has been set with appro-  priateness to Better Collectiveâs operations and devel-  opment phase and collectively exhibits diversity regard-  ing gender, age, nationality, experience, professional  background, and business expertise. The Nomination  Committee annually reviews the composition and com-  petencies of the Board of Directors. As the responsibility  of ensuring diversity on the Board lies with the Nomina-  tion Committee, Better Collective does not have a for-  malized policy. In 2024, the Board had an equal gender  distribution under Danish Law, with a 43% female repre-  sentation, and thus, met our target and additional diver-  sity criteria based on age, nationality, and a broad range  of educational and professional backgrounds. Please see  the presentation of each board member in âBoard of Di-  rectorsâ on pages 36-38.  To see a full account of gender distribution in top  management, see page 67.  Accounting principles  Diversity of the Board of Directors  and Executive Management  Only the two legal genders (male / female) are  considered when calculating the share of the un-  derrepresented gender (female) on the Board of  Directors. The share of female members on the  Board of Directors is found by calculating the per-  centage of the number of female board members  out of the total number of board members.  The number of female board members is found by  counting the number of females on the Board of  Directors in the period from the Annual General  Meeting in March until the end of the financial year.  </mrv:StatementOfTheDiversityPolicies>
<mrv:SustainabilityReport contextRef="ctx4" id="fact2532" xml:lang="en">Sustainability  Statements  Commitment to  growing a sustainable  business  At Better Collective, we aim to excite sports fans  through engaging content and foster passionate com-  munities worldwide. As a leader at the intersection of  sports, media, entertainment, and iGaming, we recog-  nize the responsibility that comes with our role in the in-  dustry. As such, our focus on sustainable practices is in-  tegral to how we innovate, engage, and create long-  term value for our group and stakeholders.  As part of our commitment to transparency and ac-  countability, we welcome the EUâs Corporate Sustaina-  bility Reporting Directive (CSRD) and European Sustain-  ability Reporting Standards (ESRS). CSRD is designed to  enhance and standardize corporate sustainability re-  porting, coming into effect from 2024. Consequently,  Better Collective has been working to develop a more  structured and thorough reporting, though we recog-  nize that this will require continuous efforts. Our report-  ing identifies sustainability matters to consider and ad-  dress while providing stakeholders with transparent,  comparable, and reliable information on our environ-  mental, social, and governance (ESG) performance.  Our efforts to prepare for and comply with CSRD have  been relevant for optimizing and developing our busi-  ness processes, helping us to deepen our understanding  of what is critical for our short-, medium- and long-term  success. Group-wide collaboration across departments  like Finance, People and Culture, Product and Tech, In-  vestor Relations, and Legal and Compliance has been  central - and will continue to be - in optimizing our busi-  ness processes and data collection for our CSRD report-  ing. Under CSRD, we adhere to specific standards that  cover a wide range of sustainability topics, ensuring that  reporting is consistent and comparable across various  industries.  A core component of CSRD is the Double Materiality As-  sessment (DMA), which requires us to identify the ma-  terial sustainability matters relevant to our business and  value chain. In 2018, we put out our first sustainability  report, analyzing and identifying our key environmental,  social, and governance (ESG) topics. Since then, we  have updated our analysis through internal reviews and  comprehensive revisions in response to evolving regu-  lations. In 2024, we started applying the double materi-  ality concept to our strategic priorities, mainly focusing  on identifying impacts and risks. The 2024 Sustainability  Statements mark the first consolidated Sustainability  Statements in our Annual Report.  The DMA introduces impacts, risks, and opportunities  (IROs) that inform us about our sustainability matters.  Identifying IROs involves assessing the potential im-  pacts of our activities on the environment and people,  the risks posed by sustainability matters to our group,  as well as the opportunities that sustainability initiatives  can create. In our Sustainability Statements, we have im-  plemented CSRD and the ESRS. Aligning with our DMA,  we report on the following topics in addition to the EU  Taxonomy:  â¢General disclosures  â¢Climate change  â¢Own workforce  â¢Consumers and end-users  â¢Business conduct  We have structured our Sustainability Statements  into four overall sections: âGeneral disclosuresâ,  âGovernanceâ, âSocialâ, and âEnvironmentâ. Though,  we have also chosen to incorporate some of the dis-  closures from the cross-cutting standard into other  parts of our Management Review and Remuneration  report, as we believe some information is best read in  close connection with the financial review and our ac-  tivities. We have done this by using the âIncorporation  by referenceâ option. You can find a full overview of  the ESRS structure and where to find the different  disclosures in the appendix âDisclosure require-  mentsâ on pages 102-106.  We are excited to share our new Sustainability State-  ments and hope you find them both engaging and easy  to navigate.  INCORPORATED BY  SECTION REPORT  PAGE(S)  REFERENCE  GOV-1; 19, 21, 22  Corporate Matters  24; 27; 36-38  GOV-3, E1;13  Corporate Matters  30-31  SBM-1; 38, 40ai-ii, b, 42a  Strategy  13-14  SBM-3; AR 17  Strategy  13-14  G1 GOV-1; 5  Corporate Matters  27  General disclosures  Basis for preparation (BP-1)  Our sustainability statements are prepared with refer-  ence to the ESRS issued by the European Financial Re-  porting Advisory Group (EFRAG). Information in the  Sustainability Statement includes the Better Collective  group and all its subsidiaries and has been prepared on  the same consolidated basis as the Better Collective  groupâs 2024 financial statements.  Our DMA forms the basis for our sustainability reporting,  addressing our own operations as well as the main parts  of our upstream and downstream value chain concern-  ing impacts, risks, and opportunities (IROs). Particularly  the utilization of data centers in our upstream value  chain and downstream on our workforce and users. The  extent to which policies, actions, metrics, and targets go  beyond our own operations varies depending on the na-  ture of the topics which are disclosed in the topical  ESRS.  Disclosures in relation to  specific circumstances (BP-2)  External review  Our Sustainability Statements are covered by limited as-  surance performed by the external group auditor.  Use of estimates  Where estimates are used to provide consolidated  group-wide reporting, such estimates, and practices are  described in the accounting principles applicable to the  data or information, including any related measurement  uncertainty. Naturally, the reliance on indirect sources  and proxies introduces some degree of outcome uncer-  tainty. We are committed to refining our data collection  methods, including exploring ways to, e.g., increase sur-  vey participation and collaborating with partners to ob-  tain more precise data. For further information on the  key estimates, judgments, and assumptions applied,  please refer to the individual pages where quantitative  sustainability-related data tables are presented. For  2024, we have applied estimations in energy consump-  tion for some offices, which also affects scopes 1 and 2.  For scope 3, we use spend-based emission calculations  which have inherently higher uncertainty.  Changes in methodology  2024 marks the first year of reporting in accordance  with CSRD, why calculation methodologies are updated  to be in alignment with requirements in ESRS, yet no  previously reported KPIs have been restated or revised.  Better Collective has not included comparative infor-  mation due to the new requirements from ESRS. These  changes render the figures non-comparable.  Disclosures stemming from other  legislation and sustainability reporting  standards  Our sustainability statements also constitute our statu-  tory reporting cf. the Danish Financial Statements Act,  Sections 99d and 107d, as they fall under Better Collec-  tiveâs Sustainability information and are therefore rele-  vant to the Sustainability Statement on pages 29 and 75.  Management responsibilities  (GOV-1)  The governance of Better Collectiveâs sustainability ef-  forts defines the role of the Board and its Committees as  well as specifying the powers the Board delegates to our  Executive Management. Sustainability and ethical busi-  ness conduct are deeply integrated into our strategic di-  rection and how we run our business. It is governed at  the highest level by the Board and its committees. Re-  sponsibility for the oversight of IROs lies within the  Board of Directors, while business conduct policies, in-  cluding Better Collectiveâs Code of Conduct, are partially  embedded within the Audit Committee. The Board of Di-  rectors has overall accountability for the management  and guidance of IROs, including those associated with  aspects of sustainability, such as operating a compliant  business, promoting safer gambling, implementing so-  cially responsible conduct, environmental responsibility,  and ethical behavior. Read more in our âCorporate Mat-  tersâ chapter from page 22.  The following depicts managementâs role in the control  and management of IROs by outlining their reporting  lines to the administrative, management, and supervi-  sory bodies, and their integration with other internal  functions. In the ongoing work the Board of Directors  and relevant committees determine whether appropri-  ate skills and expertise are available. If not, external con-  sultancy is used.  Executive Management  The Executive Management regularly meets informally  with the Chair of the Board of Directors, and the CFO  regularly meets informally with the Chair of the Audit  Committee. The CFO is the individual within the Execu-  tive Management responsible for the disclosure and re-  porting of financial and non-financial matters. The Exec-  utive Management participates in Board meetings with  the Board of Directors and uses their knowledge and ex-  pertise, supported by group departments and the Sus-  tainability board, to guide the Board of Directors and en-  able them to make informed decisions on sustainability  matters. Final decisions on IROs are made by the Board  of Directors.  Sustainability Board  Responsibility for the execution of the strategic sustain-  ability priorities is delegated to Better Collectiveâs Sus-  tainability Board. The Sustainability Board is responsible  for strategic priorities and integrating sustainability into  business decisions and processes within their respective  functions. Reporting to the Audit Committee and Board  of Directors. The Sustainability Board is chaired by Bet-  ter Collectiveâs Head of Sustainability and consists of a  cross-functional team with representatives from Sus-  tainability, Finance, People and Culture, Safer Gambling,  and Executive Management. Making up a total of nine  members. The Sustainability board meets quarterly to  address sustainability matters and IROs relating to Bet-  ter Collectiveâs operations.  Group Finance and Group Investor  Relations  These two are the primary bodies within management  levels responsible for identifying, managing, and com-  municating Better Collectiveâs IROs. Group Finance and  Investor Relations jointly oversee the financial and non-  financial compliance of our sustainability reporting, en-  suring alignment with relevant standards and regulatory  requirements. While processes for sustainability data  collection continue to evolve, disclosures on environ-  mental matters, social impacts across our value chain,  and broader sustainability topics are coordinated be-  tween the two functions to support transparency and  compliance. Sustainability is anchored within Investor  Relations, ensuring a structured approach to reporting  and stakeholder communication.  CSRD task force  The subject-specific âCorporate Sustainability Report-  ing Directive (CSRD) task forceâ oversees and manages  CSRD implementation and compliance within the group  and is responsible for the management and communica-  tion of Better Collectiveâs IROs. The task force convenes  regularly and reports to the Sustainability Board, which  reports to the Group Management, which further reports  to the Board of Directors, which ultimately has the final  responsibility.  Group Legal and Compliance  Disclosures of governance matters are anchored within  Group Legal and Compliance, which provides infor-  mation on governance structures, policies, and proce-  dures. Group Legal and Compliance services business  units to ensure services, products, and platforms comply  with applicable sustainability legislation and guidelines.  Group People and Culture  Disclosures on social matters concerning our workforce  are anchored within People and Culture, which reports  data about our employees and social activities for Dou-  ble Materiality Assessment (DMA) and reporting pur-  poses.  Business units  The individual business units are responsible for the re-  search and development of products, platforms, and  projects.  Targets  The Board of Directors, and by extension, the Audit  Committee, utilize the DMA processes, controls, and re-  sults to guide the setting of targets concerning our ma-  terial impacts, risks, and opportunities (IROs) whenever  relevant. When targets are set, these are to be tracked  using appropriate qualitative and quantitative indica-  tors. Currently, we have only set Group level targets re-  lating to gender diversity. We continue to focus on  achieving a sound data foundation and establishing and  building efficient control environments. We are consid-  ering how and where we will set strategic targets to fur-  ther accelerate business strategy and sustainability per-  formance.  Expertise and skills  The Nomination Committee assists the Board of Direc-  tors by nominating candidates and determining whether  appropriate strategic, industry-specific, sustainability,  and other necessary skills and expertise are available  within the Board of Directors and Executive Manage-  ment.  Each year, the Board of Directors evaluates the skills, di-  versity, knowledge, and experience of its members and  the Executive Management team. This includes  assessing whether the Board collectively possesses and  can effectively leverage sustainability expertise. The  evaluation confirmed that each Board member holds  competencies relevant to our material IROs, the broader  industry landscape, and the geographical scope of our  operations. Additionally, the Executive Management  team possesses deep expertise in various aspects of  sustainability directly linked to our material IROs, ensur-  ing alignment between business objectives and sustain-  ability commitments.  For more information on the Board and Executive  Managementâs skills and expertise, see pages 36-39.  Any knowledge that the Board of Directors or Executive  Management does not directly possess is leverageable  from internal support functions, including Group Fi-  nance and Group Legal and Compliance, in addition to  external advisors for specific topics.  Sustainability matters  addressed by management  (GOV-2)  The Board of Directors receives regular updates on sus-  tainability matters. This includes communication re-  garding our annual reporting, IRO identification from the  DMA, reporting requirements based on IROs, and up-  dates on significant actual and potential negative im-  pacts from value chain activities. Informed by our DMA,  we track actions taken to prevent, mitigate, or remedi-  ate identified impacts and present these alongside our  financial risk assessments, ensuring that sustainability is  fully integrated into our risk management framework.  Beyond quarterly updates, Executive Management is  continuously informed of Better Collectiveâs sustainabil-  ity activities, ensuring continuous oversight and align-  ment with business objectives. The agenda below re-  flects our 2024 initiatives and plans for 2025.  Q1 - Annual Reporting  The Board of Directors reviews and approves the Annual  Report during the first quarter. This report provides  shareholders and other stakeholders with insights into  the groupâs performance, policy effectiveness, key ac-  tions taken, and, where relevant, associated metrics and  targets.  Q2 - IRO Reporting  In the second quarter, the Sustainability Board presents  the outcomes of the DMA assessment, including identi-  fied material IROs and impacted stakeholders, to the Au-  dit Committee. The committee then shares these find-  ings and relevant recommendations with the Board of  Directors. These insights help guide the Boardâs deci-  sion-making moving forward.  Q3 - IRO Deep dive  During the third quarter, the Audit Committee thor-  oughly reviews material IROs. This process informs the  scope of disclosures in the Annual Report, ensuring  alignment with ESRS topical standards, disclosure obli-  gations, and key data points that must be reported.  Q4 - Impact and policy review  In the fourth quarter, the Audit Committee and Board of  Directors assess the effectiveness of mitigation and pre-  ventive measures implemented throughout the year.  They also evaluate whether further actions are neces-  sary and determine if any policies should be updated or  revised. The Remuneration Committee assesses remu-  neration to the Executive Management according to  their performance during the year, including the sustain-  ability KPIs referred to in the incentive schemes. The  Nomination Committee evaluates the profiles of the  members of the Board of Directors and subsequently  makes recommendations to the Board of Directors re-  garding gender composition, targets, and policies for  the Board of Directors and other managerial functions.  A list of the material IROs addressed by the Board of Di-  rectors and Executive Management during the reporting  period is disclosed alongside the relevant disclosures.  Incentive schemes (GOV-3)  Better Collective does not currently have a formal incen-  tive scheme with sustainability components.  Incorporated by reference âRemuneration to the  Board of Directors and Executive Managementâ on  pages 30-31.  Statement on due diligence  (GOV-4)  As a responsible corporate citizen, we are committed to  respecting, protecting, and advancing human rights  across our business operations. Guided by the ten prin-  ciples of the United Nations Global Compact (UNGC),  our four sustainability focus areas integrate the core  principles related to human rights (including labor  rights), the environment (including climate), and anti-  corruption, as reflected in the UN Guiding Principles for  Business and Human Rights and the OECD Guidelines for  Multinational Enterprises. These frameworks underpin  our approach, ensuring that respect for human rights is  fully integrated into our policies and business actions. To  reinforce our commitment, we uphold our Human Rights  policy, which extends to our entire value chain. We con-  tinue to work on our human rights due diligence pro-  cesses to move us from commitment to tangible action.  Currently, our most salient human rights issues pertain  to our workforce. Should Better Collective happen to  cause or contribute to adverse impacts, we commit to  active remediation, and if adverse impacts are linked to  us through our business relationships, we will leverage  our influence to promote appropriate solutions. We rec-  ognize that our ability to influence human rights impacts  spans the entire value chain, and we are dedicated to  addressing our responsibilities with integrity, transpar-  ency, and a focus on long-term impact.  Sustainability reporting risk  management (GOV-5)  Better Collective is in the early stages of aligning with  the Corporate Sustainability Reporting Directive and  acknowledges the absence of developed internal con-  trols tailored to sustainability reporting. We are commit-  ted to ensuring the accuracy of our sustainability report-  ing going forward. Following the initial implementation  of the CSRD in 2024, we have begun developing more  robust internal control systems to support the sustaina-  bility reporting process.  Our approach aims to align sustainability reporting con-  trols with financial reporting structures, ensuring a  structured and reliable framework over time. As the  scope of sustainability reporting expands, we are ac-  tively assessing the risks related to data accuracy and  completeness and working to establish appropriate in-  ternal controls through ongoing evaluations in collabo-  ration with internal data owners and external auditors.  Core elements of sustainability due diligence  Paragraphs in the sustainability statement  â¢GOV-1 Management responsibilities  a) Embedding sustainability due diligence in governance, strategy,  â¢GOV-2 Sustainability matters addressed by managed  and business model.  â¢SBM-1 Strategy, business model and value chain  â¢SBM-3 Double materiality assessment  â¢SBM-2 Interests an views of stakeholders  b) Engaging with affected stakeholders in key all steps of the sus-  â¢IRO-1 Double materiality assessment process  tainability due diligence.  â¢GOV-2 Sustainability matters addressed by managed  â¢IRO-1 Double materiality assessment process  c) Identifying and assessing adverse impacts  â¢SBM-3 double materiality assessment  â¢GOV-5 Risk management and internal control  d) Taking actions to address those adverse impacts  â¢S1-4 Our approach  â¢S4-4 Our approach  â¢GOV-2 Sustainability matters addressed by managed  e) Tracking the effectiveness of these efforts and communicating  Strategy and business model  (SBM-1)  Read more about our strategy, business model, and  value chain from page 13-16.  We are guided by a commitment to deliver compelling  and immersive sports content to our users. This focus  has shaped our vision of becoming the leading digital  sports media group, aiming to excite sports fans  through engaging content and fostering passionate  communities worldwide. Positioned at the crossroads of  media, entertainment, sports, and iGaming, we deliver  content, advertising, and safer gambling resources to  hundreds of millions of sports fans. This scale brings a  profound responsibility to approach our operations with  transparency and accountability at the core of our strat-  egy.  Our value chain spans upstream procurement, internal  operations, and downstream distribution, enabling en-  gaging and safer user experiences while maintaining op-  erational efficiency. In the upstream value chain, we de-  pend on IT infrastructure, including data centers, which  are fundamental to our business model but present ma-  terial IROs relating to energy consumption and respon-  sible sourcing. Within our operations, our success is  driven by a skilled workforce specializing in content cre-  ation, publishing, paid media, and digital marketing. En-  suring employee well-being, fostering diversity and in-  clusion, and retaining talent are key priorities while  delivering transparent and ethical services in compli-  ance with regulations, which remain central to our user  and governance approach. Downstream, we engage mil-  lions of sports fans through our sports media platforms,  offering engaging experiences, transparent content, and  safer gambling resources. With +450 million monthly  visits across our global House of Brands, we prioritize  user protection, data privacy, and ethical marketing to  uphold trust and compliance across regions. While we  cannot control what our partnering sportsbooks do, we  support them by holding them to high standards during  the customer acquisition and ongoing CRM process and  by providing them with a chance to set the bar higher  by providing safer gambling tools and software. As such,  extending our influence in the value chain. By integrat-  ing more sustainable practices into our value chain, Bet-  ter Collective ensures responsible business growth while  addressing critical environmental, social, and govern-  ance challenges within our industry. Our dependencies  described above were carefully considered when per-  forming our DMA.  Interests and views of  stakeholders (SBM-2)  At Better Collective, our key stakeholders include both  internal and external parties who contribute to and ben-  efit from the value we create. Engaging with these  stakeholders in a structured and meaningful way is es-  sential to shaping our strategy, ensuring responsible  business conduct, and addressing material impacts.  Through continuous dialogue, we gather insights that  influence employee well-being, responsible marketing  practices, safer gambling efforts, regulatory compli-  ance, digital innovation, and sustainability initiatives.  Stakeholder engagement is a fundamental part of our  strategic decision-making and integral to our daily op-  erations. We assess our stakeholders' needs, concerns,  and expectations to remain agile and responsive to  changing market trends, regulatory developments, and  user preferences. By fostering open dialogue, we iden-  tify our business model's positive and negative impacts  and proactively take action to mitigate risks and maxim-  ize opportunities. Our engagement process is embed-  ded across our group. Stakeholder insights are continu-  ously discussed within relevant departments and busi-  ness units to ensure alignment with strategic priorities.  The Board of Directors is updated regularly, at a mini-  mum, during annual DMA reviews via Executive Man-  agement, ensuring that material stakeholder interests  are considered when shaping our long-term vision and  business model. There have not been any amendments  in 2024.  Our approach to engagement varies depending on the  stakeholder group, and we utilize a mix of formal and  informal channels to ensure that feedback is  consistently gathered, assessed, and integrated into  decision-making. Employees engage through workplace  evaluations and structured dialogues, while user  feedback is gathered via platform interactions and  content engagement analysis. Our engagement with  industry associations involves direct participation in  policy discussions and compliance initiatives, ensuring  that Better Collective contributes to developing  responsible and sustainable business practices in the  iGaming industry. Each stakeholder group has unique  needs and perspectives, influencing how we operate  and create value. While our stakeholders generally  expect ethical conduct, transparency, and responsible  business practices, their specific expectations differ  based on the nature of their relationship with Better  Collective:  â¢Employees seek an inclusive and motivating work  environment, fair treatment, growth opportunities,  and a commitment to responsible employment  practices.  â¢Users expect accurate and responsible content,  safer gambling resources, and a transparent ap-  proach to digital engagement.  â¢Partners and suppliers value strong business rela-  tionships, compliance with responsible marketing  standards, and shared commitments to industry-  wide ethical conduct.  â¢Shareholders expect sustainable growth, financial  transparency, and strong governance structures  that align with market expectations.  â¢Regulators require compliance with local laws and  ethical advertising standards while expecting  iGaming affiliates to uphold responsible gaming  practices.  Beyond our key stakeholder dialogue, we engage with  internal subject-matter experts to understand IROs.  These experts include employees with responsibilities  and insights into specific parts of our business model  and activities. Stakeholder engagement is also crucial to  our ongoing sustainability due diligence efforts. Read  more about how we engage our stakeholders and the  topics on the next page. Our DMA and the content of our  sustainability statements underscore the most im-  portant topics for our stakeholders as they consider the  identified interdependencies and IROs related to our  value chain and business activities. Through active  stakeholder engagement, continuous feedback loops,  and monitoring mechanisms, we ensure that Better Col-  lective remains a trusted, responsible, and forward-  thinking leader in the digital sports media and sports  betting industry.  KEY STAKEHOLDER  HOW WE ENGAGE  WHY WE ENGAGE  VALUE CREATION  â¢Internal policy updates  OWN WORKFORCE  We participate in two-way responsive dialogue. We engage  People are the core of our business, and we engage to:  â¢Employee-driven initiatives and campaigns  through:  â¢Learn about their employeesâ values, engagement, and  â¢Career advancement and skills development  â¢Intranet updates  concerns  â¢Enhancing employee well-being, inclusion, and a safe work environment  â¢Development dialogues  â¢To understand employeesâ perceptions and experiences  â¢Annual workplace survey  â¢Professional development  â¢Manager check-ins  â¢Sense of inclusion  â¢Global âAll handsâ meetings  â¢Job satisfaction and well-being  â¢Social events  â¢To maintain a fair workplace and working conditions for all  â¢Informal communication channels to raise open questions to the  group or in specific work group form  â¢User education and empowerment  USERS  We engage with our users in various ways through:  We engage to:  â¢Safeguarding users  â¢Community building  â¢Our sports media, like articles, commentary, communities, videos,  â¢Building trust  podcasts, and more.  â¢Understand user preferences and behavior  â¢Offering safer gambling resources, including a Betting Academy and Mindway AI solutions  â¢Through website feedback tools and analysis of user behavior  â¢Enhancing user experience  â¢Data collection and processing within the GDPR framework  and feedback  â¢Ensure quality in Better Collectiveâs deliveries  â¢User interaction with products  â¢Building trusted partnerships.  â¢Streamlined operations and alignment on sustainability standards with partners.  PARTNERS AND SUPPLIERS  Formal and informal engagement through a dedicated Investor Re-  â¢Ensuring compliance with our partners and suppliers.  â¢Fostering shared responsibility for advancing sustainability and safer gambling practices.  lations team and with Executive management:  â¢To learn about trends and insights related to our specific  â¢Supporting partners by holding them to high standards during the customer acquisition and ongoing CRM process  â¢Daily operations and collaborative projects  industry. Join efforts for industry-wide change.  â¢The development and integration of AdVantage ensures unparalleled engagement and value for both our partners  â¢Reviews  and audiences  â¢Industry networking and conferences  â¢Through contracts and partner / supplier due diligence  â¢Securing financing  SHAREHOLDERS  â¢Quarterly roadshows  As a dual-listed company, we naturally engage with our share-  â¢ESG rating improvement plans  â¢Conference calls  holders regularly to:  â¢Responses to investor queries  â¢Regular 1-1 meetings  â¢Increased investor confidence  â¢Capital Markets Day  â¢Ensure efficient financial allocation  â¢To understand shareholdersâ interests  â¢Building and maintaining strong relationships and transparency  â¢ESG ratings  â¢Ensure accurate communication  â¢Annual general meeting  â¢Ensure shareholder value  â¢Inputs into strategic directions  â¢Contributing to voluntary frameworks and best practices  INDUSTRY ASSOCIATIONS AND  â¢Joint initiatives and programs  â¢Knowledge sharing  â¢Safer gambling week  REGULATORS  â¢Conferences and meetings  â¢Promoting and implementing safer gambling frameworks  â¢Co-founder of RAiG (Responsible Affiliates in Gambling). As a condition of membership in RAiG, each member is  â¢Ensure compliance  subject to an annual social responsibility audit conducted by an independent third party.  â¢Educating regulators about the affiliate business model and  â¢Expansion into new markets through regulatory changes  its role in the sports and iGaming ecosystem  â¢Systemized regulatory compliance through our Legal and Compliance team  Double materiality  assessment results (SBM-3)  Our sustainability strategy is rooted in four strategic fo-  cus areas: Environment, Social (our workforce and us-  ers), and Governance - each with underlying priorities.  These pillars are designed to address our material im-  pacts, risks, and opportunities (IROs). They are a funda-  mental part of how we operate, ensuring that we remain  a responsible leader in our industry, while they also sup-  port our overall strategy to drive innovation, build trust,  and deliver long-term value for our group and our stake-  holders.  Our identified material IROs are outlined in the DMA pro-  cess and further described under each topic in the indi-  vidual sections of our sustainability statements. The ma-  terial IROs are primarily concentrated within our opera-  tions and downstream activities, reflecting our position  in the value chain. The IROs are directly connected to  our ability to create and deliver engaging content, foster  passionate communities, and provide a safer user expe-  rience for our users. Additionally, our IROs extend to our  commitment to responsible business conduct, environ-  mental responsibility, and workforce satisfaction, secu-  rity, and development.  We operate in a digital-first ecosystem, where the utili-  zation of data center services plays a fundamental role  in our infrastructure. While we do not identify environ-  mental risks or opportunities explicitly relating to the  environment, we recognize our actual negative environ-  mental impact. Our upstream activities impact our over-  all environmental footprint, underscoring the im-  portance of working with sustainable data center pro-  viders. Although our direct emissions are limited, our  overall impact relates to the strain our operations and  business model put on the environment regarding car-  bon emissions and energy consumption. The negative  effect of our environmental impact cannot be limited to  the countries where we operate, as climate change is  global.  The identified social impacts for Better Collective are  both negative and positive, as well as actual and poten-  tial, and are primarily shaped by industry-specific chal-  lenges and opportunities. Possible negative impacts  arise from our proximity to gambling and sports betting,  high-performance work environments, and gaps in di-  versity and inclusion. However, we have mitigating ac-  tions to address negative impacts, including responsible  gambling initiatives, flexible work models, and diversity  and inclusion efforts. If these mitigating measures were  discontinued, the potential negative impacts could af-  fect employeesâ well-being, user trust, and safety. For  the DMA we have considered only the gross risk, before  mitigating actions. As a digital sports media group, we  also generate positive social impacts. We provide value  to employees through inclusivity, continuous learning,  and flexible working opportunities while fostering a cul-  ture of responsible and ethical user engagement.  Additionally, we enhance overall transparency in the  sports media industry, helping consumers and end-us-  ers make informed decisions through educational con-  tent, community-driven insights, and compliance-driven  marketing practices. Our business is built on strict data  privacy protocols, ethical marketing practices, and a  commitment to safer gambling. By prioritizing ethical  practices and sustainable operations, we aim to create a  positive and lasting impact on our employees, consum-  ers, and end-users, and the wider industry.  The ESRS disclosure requirements cover all identified  material IROs. However, Better Collective also reports  entity-specific metrics on impacts related to safer gam-  bling, tax transparency, and commitment to local com-  munities, as there are no ESRS disclosure requirements  covering these specific impacts that we have identified.  â¢The material positive impact and opportunity re-  lated to safer gambling - covered as an entity-spe-  cific disclosure under âConsumers and end-usersâ.  â¢The material positive impact and opportunity from  contribution to local communities are reported as  entity-specific disclosures under âGovernanceâ.  â¢Tax transparency reported as an entity-specific dis-  closure under âGovernanceâ  As such, our IROs are categorized under S1 (Our work-  force), S4 (Consumers and end-users), E1 (Climate  change), and G1 (Business conduct).  The financial effect  The current financial effects of the identified material  risks and opportunities are limited.  As our material IROs are primarily related to our core  business activities and ability to grow, our initiatives to  improve opportunities and mitigate impacts and risks  are embedded in already established governance struc-  tures. As a result, our resilience is deemed high within  the time horizons applied in our 2024 DMA. Our financial  resilience analysis is based on qualitative input by inter-  nal subject-matter experts, including an overall assess-  ment of the mitigating factors across all IROs, as gath-  ered in the DMA process.  Changes to material IROs  In 2024, we updated our existing DMA process to ensure  it aligns with the European Sustainability Reporting  Standards (ESRS). 2024 marks our first year with a com-  pliant Double Materiality Assessment. The material top-  ics described have been assessed considering sub- and  sub-sub-topics as required under CSRD. While our pri-  mary focus this year has been achieving CSRD compli-  ance, we recognize this process is ongoing. Moving for-  ward, we will continue to refine our methodology and  approach, shifting next yearâs focus towards enhancing  IRO management and deepening our understanding of  potential sector-specific impacts and opportunities.  Double materiality  assessment process (IRO-1)  Our DMA process encompasses our operations and up-  stream and downstream value chain, reflecting Better  Collectiveâs unique strategic and operational environ-  ment. We conduct a mapping based on various internal  and external sources to identify actual and potential  positive and / or negative impacts, risks, and opportuni-  ties. The scope of the DMA was established by identify-  ing relevant sustainability matters across our upstream  and downstream value chain and within our operations,  considering our business relationships, operational de-  pendencies, and geographical footprint. Our assessment  was guided by ESRS and supplemented with insights  from internal business functions, regulatory frame-  works, industry benchmarks, and financial analyst per-  spectives.  External advisors further supported the process to en-  sure rigorous and objective identification and assess-  ment to identify the IROs that are material to our busi-  ness model and mandatory for reporting as part of our  sustainability statement. Through the mapping, we  identified various actual and potential IROs across our  business across short-, medium-, and long-term hori-  zons in alignment with ESRS 1. The identified actual and  potential positive/negative impacts, as well as risks and  opportunities, were assessed to determine their materi-  ality and determine which ones are mandatory for re-  porting. Identified impacts were assessed based on their  relative severity and likelihood, with severity deter-  mined by evaluating their scale, scope, and remediabil-  ity. Each impact was rated on a scale from 1 to 5. Risks  and opportunities, however, were evaluated separately  based on their probability of occurrence and financial  magnitude. Ratings were derived from internal and  third-party quantitative data (where available and fea-  sible) and qualitative input from internal and external  stakeholders. When relevant, location-specific factors  were also considered in the impact assessment. Addi-  tional sources, such as pre-existing records, self-assess-  ment results, document analysis, and academic re-  search, were used to inform the assessment process fur-  ther.  Financial risks and opportunities were identified and as-  sessed for the identified actual and potential impacts.  Better Collectiveâs assessments include potential im-  pacts from future events on assets, performance, value  creation, and data on past events' impacts. Past events  are informed by Better Collectiveâs own financial data,  and future events are based on scientific peer-reviewed  publications, best practices, and available guidance. For  financial materiality, the scoring system measured the  likelihood and potential magnitude of financial effects  caused by a sustainability matter. This approach ensures  that material gross risks and opportunities are assessed  in alignment with our ERM (see page 34) framework and  financial performance evaluations.  Stakeholder inclusion was a key component of the as-  sessment. We distinguished between stakeholders di-  rectly affected by our activities and those interested in  our sustainability disclosures, including investors, regu-  lators, employees, and business partners. While we did  not directly consult affected external stakeholders, the  process incorporated insights from internal subject-  matter experts who maintain continuous dialogue with  key stakeholder groups.  The identification and evaluation of  material IROs  Identification of sustainability matters  During individual interviews with subject  matter experts from the Investor Relations  team, Legal and Compliance team, People and Culture,  as well as our Product and Tech team, the long list of  potential material sustainability topics was shared for  them to identify which sustainability matters they found  to be of most relevance to Better Collective. Based on  the identified topics, they were also prompted to iden-  tify significant impacts, risks, and opportunities across  our value chain. The interviews were initiated with a  short introduction to the DMA and the purpose of the  interview. Notes were taken in developed memos  throughout the interviews to capture important obser-  vations and/or takeaways.  Scoping of impacts, risks, and opportuni-  ties  All identified topics and related IROs were re-  viewed by the CSRD working group and consolidated  into a list of overall sustainability topics within the ESRS  and some entity-specific topics. Before the workshop,  the CSRD working group pre-assessed the IROs using  their developed methodology. Assessments were trans-  ferred into a DMA tool to aggregate scores and calculate  the âdegree of materialityâ split into five levels for the  impacts, risks, and opportunities.  Assessment workshops  Interactive workshops were conducted for  each relevant ESRS topic. Participants in the  workshops were the same subject matter experts who  had been interviewed earlier in the process. Each IROâs  pre-assessment was systematically walked through to  facilitate discussions on the IRO and the pre-assess-  ments. Participants adjusted the pre-assessed IROs  where relevant and added additional IROs and scored  them according to the developed scoring methodology.  Scoring rationales were documented, and relevant ref-  erence documents were captured. In total, 66 poten-  tially material IROs were scored.  Calibration  All workshop inputs were transferred to the  DMA tool to aggregate scores and calculate  the âdegree of materialityâ split into five levels.  Workshop participants were consulted again for valida-  tion. To conclude our assessment, any IROs that met ei-  ther the impact materiality or the financial materiality  thresholds were consolidated into a final list of material  IROs mandatory for reporting. The final calibration of  IROs took place among the CSRD working group before  the double materiality assessment was finalized.  Management review and approval  The DMA findings were reviewed within the  CSRD working group. A consolidated over-  view of the sustainability-related impacts, risks, and op-  portunities was presented to and discussed with the ex-  ecutive management team before final approval of the  DMA by the executive team, the sustainability board,  and the Audit committee. The DMA is to be reviewed an-  nually. We expect updates along the way as data and  knowledge relating to particular IROs expand, like  changes in the factors and inputs we assessed when  conducting the previous yearâs DMA.  The list of material IROs forms the basis for determining  the disclosure requirements and data points to be in-  cluded in line with ESRS 1. When preparing our first dis-  closures under ESRS requirements, we meticulously as-  sessed all requirements on a datapoint-by-datapoint ba-  sis, considering the identified IROs and mapping and  preparing all material disclosure requirements, which  are reported in the Sustainability Statements. We have  also assessed data points that are not material, care-  fully considering the intent and contents of the require-  ments, the relevance to our business, and potential de-  cision-usefulness for users of our annual reporting.  Policy overview (MDR-P)  Our policies covering the identified material sustainabil-  ity matter are in place to prevent, mitigate, and remedi-  ate actual and potential impacts, address risks, and pur-  sue opportunities. The most senior person accountable  for implementation continuously monitors effective-  ness, with actions reported alongside relevant disclo-  sures. Policies related to specific sustainability matters  are disclosed under each topic on the following pages.  All policies are approved by the Board of Directors.  INTERNATIONALLY  ACCOUNTABLE TO  POLICIES  DESCRIPTION OF KEY CONTENT  SCOPE OF POLICY  RECOGNIZED  AVAILABILITY  IROS COVERED BY POLICY  IMPLEMENT  INSTRUMENTS  ANTI-HARASSMENT POLICY  â¢Framework for addressing/preventing workplace violence and harassment  Global  SVP People & Culture  Intranet  â¢Health, safety and mental well-being  â¢Emphasizes confidentiality  â¢Gender equality  â¢Allows anonymous reporting  â¢Diversity  â¢Protects affected and reporting parties  â¢Zero-tolerance stance on discrimination, harassment, and sexual harassment  â¢A thorough investigation of reported incidents  â¢Offenders face employment law sanctions: Warnings, dismissal, termination  CODE OF CONDUCT  â¢Promotes anti-discrimination and anti-harassment standards  Global  Board of Directors  Corporate website and  â¢Secure and transparent employment  â¢Ensures a safe and healthy working environment by complying with health and safety  intranet  â¢Work-life balance  laws  â¢Health, safety and mental well-being  â¢Implements procedures to prevent work-related accidents  â¢Gender equality  â¢Upholds fair competition, prohibits corruption, and complies with anti-bribery laws  â¢Diversity  â¢Prioritizes data privacy and confidentiality in adherence to relevant laws  â¢Personal safety  â¢Ensures the highest standards of ethical behavior  â¢Social inclusion  â¢Fosters a respectful, inclusive, and safe working environment  â¢Safer gambling  INTERNAL PRIVACY POLICY  â¢Empowers employee privacy rights: Outlines the rights of employees under GDPR,  Global  Director of Regulatory  General Data Protection Regu-  Intranet  â¢Information-related impacts  ensuring they are informed about how their personal data is collected, used, and  Compliance  lation (GDPR)  protected within the organization.  â¢Outlines employee responsibilities: Provides clear guidelines on employeesâ roles in  safeguarding personal data, emphasizing the importance of compliance with GDPR  principles when handling data.  â¢Ensures compliance and accountability: Establishes procedures and practices to align  with GDPR requirements, promoting a culture of compliance and accountability in  data processing activities.  â¢Promotes security and best practices: Highlights the need for robust data security  measures and encourages adherence to best practices, ensuring the protection of  personal data in all business operations.  HEALTH AND SAFETY  â¢Ensures a safe and healthy working environment for employees  Local level  SVP People & Culture  Local laws related to labor, em-  Intranet  â¢Work-life balance  â¢Committed to compliance with relevant health and safety legislation and regulations  ployment, etc.  â¢Health, safety and mental well-being  â¢Focuses on preventing workplace injuries: both physicaland sociopsychological  DATA ETHICS POLICY  â¢States data ethics principles and processing methods  Global  Board of Directors  The groupâs voluntary commit-  Corporate website and  â¢Information-related impacts  â¢Ensures the highest ethical standards  ment to ethical principles re-  Intranet  â¢Personal safety  â¢Emphasises protecting and respecting personal and non-personal data  garding data use. Influenced by:  â¢Commits to legal compliance and ethical values  OECD principles, existing pri-  â¢Integrates values into IT services  vacy legal framework, Corpo-  rate Social Responsibility.  INTERNATIONALLY  ACCOUNTABLE TO  POLICIES  DESCRIPTION OF KEY CONTENT  SCOPE OF POLICY  RECOGNIZED  AVAILABILITY  IROS COVERED BY POLICY  IMPLEMENT  INSTRUMENTS  HUMAN RIGHTS POLICY  â¢Respects human and labor rights: prohibits forced labor, child labor, and human  Global  SVP People & Culture  â¢The OECD Guidelines for  Corporate website and  â¢Secure and transparent employment  trafficking  Multilateral Enterprises  intranet  â¢Work-life balance  â¢The OECD Due Diligence  â¢Health, safety and mental well-being  Guidance for Responsible  â¢Gender equality  Business Conduct  â¢Diversity  â¢The UN Guiding Principles on  â¢Personal safety  Business and Human Rights  â¢Social inclusion  â¢The UN Declaration of  Human Rights and the  Convention on the Rights of  the Child  â¢ILO Conventions  SUSTAINABILITY POLICY  â¢Commitment to sustainable actions across all operations  Global  Board of Directors  Corporate website and  â¢Secure and transparent employment  â¢Commits to continuous improvement in eco-friendly practices  intranet  â¢Work-life balance  â¢Commits to protecting the environment by preventing pollution and minimising  â¢Health, safety and mental well-being  negative impacts  â¢Gender equality  â¢Contributes positively to societies we operate in  â¢Diversity  TAX POLICY  â¢Ensures compliance with national and international tax regulations  Global  VP of Group Finance &  Corporate website and  ⢠Taxtransparency  â¢Actively manages and mitigates tax risks to maintain transparency  Business Intelligence  intranet  â¢Optimizes tax position to achieve competitive tax levels relative to industry and  geography  â¢Pursues tax optimization in line with business transactions (e.g., revenue streams, sale  of services)  â¢Avoids tax avoidance, tax shelters, and transactions with significant reputational risks  â¢Seeks external expert advice for complex or material tax exposures  â¢Communicates the Group's effective corporate tax rate openly  â¢Regularly reports material tax risks to the Audit Committee  â¢Board of Directors approves and governs the policy, with implementation by  Executive Management  SAFER GAMBLING POLICY FOR  â¢Educates employees about gambling risks and how to seek support  Global  Senior Director of Group  Intranet  ⢠SaferGambling  EMPLOYEES  â¢Encourages responsible gambling practices, emphasizing entertainment over financial  Media  necessity  â¢Provides resources for employees to recognize signs of problem gambling  â¢Offers tools like self-exclusion and self-tests (e.g., Gamalyze) to help manage  gambling habits  â¢Promotes a supportive environment for employees to discuss gambling concerns  confidentially  â¢Supports employees struggling with gambling issues via HR and management  assistance  â¢Regular training on safer gambling for all employees, including new hires  â¢Ensures continuous improvement of the policy through the Safer Gambling  Compliance Council  â¢Provides access to external help through country-specific resources  INTERNATIONALLY  ACCOUNTABLE TO  POLICIES  DESCRIPTION OF KEY CONTENT  SCOPE OF POLICY  RECOGNIZED  AVAILABILITY  IROS COVERED BY POLICY  IMPLEMENT  INSTRUMENTS  SAFER GAMBLING CODE  â¢Educates employees about gambling risks and how to seek support  Global  Senior Director of Group  â¢N/A - varied based on local  Corporate website  â¢Health, safety and mental well-being  â¢Encourages responsible gambling practices, emphasizing entertainment over financial  Media  regulations  â¢Safer Gambling  necessity  â¢Provides resources for employees to recognize signs of problem gambling  â¢Offers tools like self-exclusion and self-tests (e.g., Gamalyze) to help manage  gambling habits  â¢Promotes a supportive environment for employees to discuss gambling concerns  confidentially  â¢Supports employees struggling with gambling issues via HR and management  assistance  â¢Regular training on safer gambling for all employees, including new hires  â¢Ensures continuous improvement of the policy through the Safer Gambling  Compliance Council  â¢Provides access to external help through country-specific resources  WHISTLEBLOWER POLICY  â¢Encourages confidential reporting of legal violations and misconduct  Global  Chair of Audit Committee  Corporate website  â¢Secure and transparent employment  â¢Covers issues like fraud, harassment, and financial crimes  â¢Work-life balance  â¢Excludes personal employment matters  â¢Health, safety and mental well-being  â¢Allows anonymous reports, but names are encouraged for follow-up  â¢Gender equality  â¢Protects whistleblowers from retaliation  â¢Diversity  â¢Reports are handled by the Chair of the Audit Committee  â¢Personal safety  PRIVACY POLICY  â¢Safeguards individual privacy: Outlines measures to protect individuals' privacy rights  Global  Director of Regulatory  â¢General Data Protection  Corporate website  ⢠Information-relatedimpacts  and freedoms by ensuring responsible data handling  Compliance  Regulation (GDPR)  â¢Transparent data practices: Describes the processes for collecting and using personal  data with transparency, aiming to secure consent whenever feasible  â¢Data protection framework: Establishes the mechanisms and arrangements in place to  ensure the secure and lawful handling of personal data  GAMBLING ADVERTISING  â¢Ensures adherence to all compliance and regulatory requirements in all active regions  Global  Director of Regulatory  â¢N/A - varied based on local  Intranet  ⢠SaferGambling  COMPLIANCE POLICY  â¢Ensures transparent and safe advertising  Compliance  regulations  â¢Ensures that all advertising is held up to the highest standards of social responsibility  â¢All employees are expected to act per the principles  Social  Our workforce IROs  (S1 SBM-3)  Our business is based on specialized expertise and inno-  vation, which is why we consider people a core element  in everything we do. Therefore, we are committed to  fostering and upholding an inclusive, professional, and  diverse workplace by implementing socially responsible  conduct and eliminating all discriminatory practices.  Our workforce may be and are exposed to different im-  pacts due to our operations, as shown in the IRO table.  Particularly, the challenges and opportunities of our in-  dustry â such as Safer Gambling - may introduce poten-  tial negative impacts, while our positive initiatives aim  to benefit our workforce. The material topics covered in  this ESRS include secure and transparent employment,  work-life balance, health and safety, gender equality,  and diversity, all identified as impacting our workforce.  We prioritize secure and responsible work opportunities  that align with regional and local conditions and legal  requirements. This approach impacts job stability while  fostering a supportive and motivating work environ-  ment. Secure and transparent working conditions align  with our core values and allow our group to reduce turn-  over rates, increase employee satisfaction, reduce repu-  tational risks, and enhance productivity. Employees  benefit from high flexibility in choosing when and where  to work, supported by clear workplace guidelines and  remote work options. Our emphasis on flexibility en-  sures that employees maintain a healthy balance be-  tween work and personal life, making it a potential pos-  itive impact on the workforce. Understanding the im-  portance of health and safety, we are committed to con-  tinuously fostering safe working environments. We rec-  ognize a possible negative impact on our employeesâ  mental well-being due to their increased exposure to  gambling content as part of their work. This impact re-  sults from the nature of the industry we operate within.  Better Collective has assessed that the employees work-  ing daily with betting are more at risk of harm. While the  overall negative impact on physical health is low, the de-  mands of a high-paced work environment may also neg-  atively impact mental well-being. These impacts interact  with our strategy and business model, potentially influ-  encing employee satisfaction and productivity. Operat-  ing in the digital sports media sphere, we are part of a  male-dominated industry, which presents impacts re-  lated to gender equality and diversity. This impact di-  rectly interacts with our strategy, emphasizing the need  for diversity, inclusion, and equality practices to  strengthen employee satisfaction, attract and retain  qualified talent, and uphold our reputation as a socially  responsible employer. Moreover, a commitment to di-  versity enhances our competitive edge by leveraging  creativity and innovation from diverse perspectives.  Better Collective has assessed that its activities do not  pose a risk for incidents of forced labor or forced child  labor. None of the negative impacts are assessed to be  systemic. Furthermore, Better Collective has assessed  its business model, activities, and geographic operations  and found no risks of forced or compulsory labor or child  labor.  Own workforce IROs (S1, SBM-3)  VALUE CHAIN LOCATION  TIME HORIZON  OWN OPERATIONS  DOWNSTREAM  SHORT-TERM  MEDIUM-TERM  LONG-TERM  UPSTREAM  SECURE AND TRANSPARENT EMPLOYMENT  Potential positive impact  XXImpact on financial security, professional growth, and a  supportive work environment for all employees  WORK-LIFE BALANCE  Promoting work-life balance helps employees maintain  Potential positive impact  XXclear boundaries between work and personal life, foster-  ing well-being, flexibility, and a more sustainable, pro-  ductive work environment  HEALTH AND SAFETY  Health and safety relating to industry-specific chal-  Potential negative impact  XXlenges may impact employee well-being and health, po-  tentially leading to increased sickness and absence rates  GENDER EQUALITY  Potential negative impact  XXEmployees could face potential unequal treatment  DIVERSITY  Impacts related to accommodating the diverse needs of  employees. Creating an inclusive work environment fos-  Actual positive impact  XXXtering engagement, innovation, and long-term em-  ployee satisfaction, contributing to a more dynamic and  successful group.  Policies (S1-1)  Anchored in our groupâs values is a steadfast commit-  ment to respecting and protecting the human and labor  rights of our workforce.  Our human rights commitments are discussed on  page 56 and 101 of the appendices.  As detailed in the table, our policies to manage work-  force topics address the material topics that potentially  can or impact our employees. Combined, these policies  and procedures demonstrate our dedication to uphold-  ing and implementing our values.  We are committed to ensuring that our policies adhere  to internationally recognized standards, reflecting our  dedication to creating a safe, inclusive, and fair work-  place. To address impacts on our workforce, we have  implemented various policies. Our Human Rights policy  explicitly recognizes our responsibility to operate with  respect for human rights and to ensure equal treatment  of all regarding respect and dignity. Our Code of Con-  duct sets clear expectations regarding integrity, re-  spect, and accountability in our workplace, including fair  and transparent employment conditions.  We maintain a management system for workplace pre-  vention, including a Safer gambling policy to support  employee wellbeing. Our Anti-Harassment policy aims  to eliminate discrimination and harassment.  Additionally, our Code of Conduct supports inclusion  and positive action for all, regardless of ethnicity, sen-  iority, nationality, age, gender, education, religious and  political beliefs, sexual orientation, gender identity, dis-  abilities, and diversity of thought, ensuring everyone  feels supported and valued within our group.  We take all reports of discrimination, harassment, un-  lawful actions, or any misconduct that does not align  with our Code of Conduct and Human Rights policy se-  riously. These reports can be submitted through our  Whistleblower system to our Audit Chair or through HR.  Through both channels, investigations are conducted,  impacts are mitigated, and insights are integrated into  our policies and management systems to support future  prevention. Better Collective does not have a supplier  code of conduct.  Better Collective, in its assessment, has not identified  any groups at particular risk of vulnerability and, there-  fore, has not established a specific policy in this regard.  Please read more about the policies for S1 on p. 54-57.  Engaging with our workforce  about impacts (S1-2)  At Better Collective, we are committed to continuous  engagement with our workforce, ensuring that employ-  ees have a voice in shaping our workplace environment  and informing decisions that affect them. Our approach  is built on structured engagement processes, transpar-  ency, and open communication, allowing us to identify  and address actual and potential impacts on our work-  force. Engagement occurs through formal and informal  channels, including surveys, events, and workshops.  Regular touchpoints such as monthly All-Hands meet-  ings, onboarding and exit surveys, and leadership Q&A  sessions further strengthen our commitment to listening  and acting on employee input. New employees, includ-  ing those welcomed from acquired companies, are in-  troduced to Better Collective and our policies through  an extensive onboarding program.  We conduct biannual development dialogues between  managers and employees to discuss each employee's  performance and further development. Our leadership  development initiative ensures our managers' continu-  ous professional development to match our business's  ever-changing nature. By supporting our managers'  professional and personal development, we enable them  to identify and deal with challenges in their respective  teams. Ultimately, our People & Culture team and Group  management oversee employee engagement and en-  sure that feedback is integrated into decision-making.  Engagement survey  We incorporate several engagement channels to gather  valuable insights directly from our employees. The Bet-  ter Workplace Evaluation, which is common for all our  offices, helps determine improvement areas and evalu-  ate the effectiveness of our mitigation processes. The  2024 survey received a 90% participation rate across  the group and indicated a healthy and effective work en-  vironment with engaged and highly motivated employ-  ees. The survey resulted in an engagement score of 82%,  representing the levels of enthusiasm and connection  employees have with our group.  The evaluation further captures employees' experiences  and helps determine mitigation approaches, evaluate  effectiveness, gather insights on impacts, address spe-  cific needs, support well-being, and guide initiatives.  Feedback is considered and integrated into policy and  initiative development when applicable. To assess the  effectiveness of our engagement processes, we com-  pare year-on-year results, tracking trends and improve-  ments over time. Feedback is recorded, analyzed, and  communicated to employees, ensuring they see how  their input has influenced decision-making.  Engagement groups  Our four Employee Resource Groups (ERGs) are cur-  rently inactive but focused on the following:  â¢Mental well-being and community building  â¢Culture and celebrations  â¢Gender balance  â¢iGaming industry and partnerships  These groups play a role in shaping engagement initia-  tives and advocating for employee-driven improve-  ments. However, as we are currently working to  strengthen our sustainability framework with a strong  focus on measuring success and impacts, resources  have been lacking to drive the ERGs. We recognize that  these groups provide valuable opportunities for em-  ployees to contribute to workplace culture, and as part  of our broader sustainability agenda, we are assessing  how to reintroduce best-structured employee engage-  ment efforts that align with our strategic priorities. Bet-  ter Collective does not have specific measures to gather  insights from potentially vulnerable or marginalized  groups actively.  Process to remediate impacts  (S1-3)  At Better Collective, we are committed to fostering a  transparent and safe work environment where employ-  ees can raise concerns and seek remediation without  fear of retaliation. Our remediation processes include  formal grievance channels. Regular engagement sur-  veys assess employeesâ awareness and trust in these  structures, ensuring that employees feel comfortable  raising concerns. We enforce a strict anti-retaliation pol-  icy, protecting employees who report concerns. Addi-  tional legal safeguards are implemented where required  by local laws, reinforcing our commitment to a work-  place culture where employees feel secure when voicing  concerns. Through ongoing training, leadership ac-  countability, and structured feedback mechanisms, we  ensure that all employees know their rights and the  channels available for raising concerns while maintain-  ing a safe and respectful workplace. Additionally, lead-  ership must report any concerns they witness or are  made aware of. These structures provide both formal  and informal ways for employees to engage, raise issues,  and ensure their rights are respected per their employ-  ment contracts and Better Collectiveâs commitments.  Grievance mechanisms  We have established a grievance mechanism through  our People and Culture team for employees to raise con-  cerns directly. This internal channel is accessible via the  Better Workplace Evaluation or directly with local HR  and office representatives, as detailed in our employee  handbooks.  Our People and Culture team manages the resolution  process on a case-by-case basis, with our Legal and  Compliance team involved if necessary, ensuring issues  are tracked and monitored appropriately. Effectiveness  is overseen by People and Culture, with feedback gath-  ered through employee surveys to assess awareness  and trust in our channels.  Whistleblower system  Our Whistleblower system is operated externally and al-  lows for the confidential submission of complaints re-  garding employee concerns relating to discrimination,  harassment, or unethical conduct. Accessible via our in-  tranet and website and detailed in our employee hand-  books, this channel ensures employees can report seri-  ous offenses or suspected offenses with complete ano-  nymity. Our Audit Committee chair tracks and monitors  issues raised, with People and Culture and Legal and  Compliance involved if necessary. The systemâs effec-  tiveness is measured annually through social surveys,  where employees provide feedback on their awareness  and trust. Compliance with local legislation is overseen  by our Legal and Compliance team.  Better Collective constantly reviews the effectiveness of  channels through qualitative tracking.  Our approach (S1-4)  Better Collective has not yet established formalized ac-  tions across all material IROs. The company intends to  implement these where relevant in the coming years.  At Better Collective, our policies, procedures, and pro-  cesses form the foundation of our commitment to pre-  venting potential negative impacts while fostering pos-  itive outcomes. These frameworks guide our efforts to  identify, assess, and address material impacts on em-  ployees, ensuring that our workplace remains healthy,  inclusive, and equitable. By regularly assessing and in-  corporating employee feedback through our engage-  ment mechanisms and formal channels, we ensure that  our efforts align with their needs and contribute to a  transparent, supportive, and inclusive workplace. Peo-  ple and Culture, in combination with the Sustainability  Board, plays a central role in managing and monitoring  these initiatives, ensuring compliance with our policies  and overseeing progress.  We aim to ensure that our practices do not cause or con-  tribute to significant negative impacts while proactively  addressing diversity, equality, and inclusion risks.  Through these efforts, we remain committed to building  a resilient and people-centric workplace that evolves  with our employees' needs. We handle employee feed-  back following our policies, ensuring compliance with  GDPR and other relevant regulations. Upholding the  highest ethical standards, we prioritize employee well-  being by maintaining confidentiality and fostering a cul-  ture of trust. This enables us to collect honest and con-  structive input through various engagement channels,  ensuring all employees feel supported, valued, and in-  cluded in shaping our workplace.  Addressing systemic challenges in our industry, such as  gender inequality and fostering a more equitable work-  place, requires a multifaceted and collaborative ap-  proach. At Better Collective, we recognize that chal-  lenges, like the underrepresentation of women in tech  and the sports industry, stem from structural barriersâ  such as the lower number of female graduates in rele-  vant fields. Tackling these issues demands industry-  wide efforts, and we are committed to playing an active  role in driving meaningful change through targeted ini-  tiatives, partnerships, and internal improvements.  Working conditions  Overall, we are committed to ensuring good working  conditions and complying with existing regulations and  recognized human rights standards. Our focus remains  on maintaining a high standard of workplace practices  that align with legal requirements and ethical guidelines,  ensuring that all employees are treated fairly and re-  spectfully.  Secure and transparent employment  Better Collective prioritizes secure, transparent employ-  ment with fair wages, clear contracts, and career devel-  opment. Most full-time employees have long-term con-  tracts. Benefits align with local markets, ensuring fair  compensation. We track job stability through tenure,  turnover, and employee feedback, continuously improv-  ing workplace conditions.  Work-life balance  Better Collective prioritizes work-life balance through  flexible work arrangements, remote work policies, and  extra time off. Most employees benefit from a flexible  schedule, with support such as internet allowances and  home office equipment. Managers provide regular  check-ins to ensure workload balance, and we monitor  employee feedback, sick leave, and stress-related ab-  sences.  Health and safety  This material IRO addresses the management of a se-  cure and healthy workplace. For Better Collective, this  encompasses actively promoting a safe and secure  working environment that promotes mental health and  wellbeing, ultimately enhancing job satisfaction. We do  not have a physical production, so the risk of work-re-  lated injuries and accidents is low. However, employees'  health is still very much a factor in having satisfied em-  ployees. Additionally, we are particularly focused on  employees' exposure to gambling due to their close  work with betting content.  We prioritize health and safety in compliance with the  regulations and standards in the countries in which we  operate. As such, each office has localized policies fol-  lowing legal requirements and market standards. We  run local health and safety initiatives to assess health  and safety risks and generate preventive solutions. On a  corporate level, designated staff members trained in  first aid and fire prevention issue corporate guidelines,  perform workplace evaluations, and maintain the fire in-  structions and evacuation plan(s).  In 2023, we introduced our âMovinâ Mayâ campaign, and  following positive employee feedback, we continued  this key event in 2024. âMovinâ Mayâ is a month-long  well-being campaign during Mental Health Awareness  Month across all our offices. While only taking place dur-  ing May, every aspect of the campaign is designed to in-  spire and motivate employees to incorporate physical  activity into their daily routines. Internal videos on how  to incorporate more movement into everyday work rou-  tines were launched, including challenges like opting for  the stairs instead of taking the elevator and encouraging  walking & talking, when possible, instead of stationary  meetings. The main event of the âMovinâ Mayâ campaign  is a month-long step count challenge based on team ef-  forts. Hence, collaboration is also an essential aspect of  the campaign. With 426 employees participating across  all offices, we exceeded our goal of 115,000,000 steps  by taking an incredible 129,659,965 steps toward better  mental and physical health.  Being part of the sports- and sports betting industry, we  seek to mitigate the potential negative impact on em-  ployees' mental well-being. To mitigate this, we have  implemented structured initiatives to ensure employees  have the knowledge and tools to navigate safer gam-  bling concerns. In June 2023, we, as a key action, intro-  duced annual mandatory safer gambling training for all  employees across the group, reinforcing awareness of  safer gambling behaviors and providing guidance on  identifying potential signs of problematic gambling  while ensuring that employees know how and where to  seek help if needed.  To further strengthen our approach, we integrated  Gamalyze, a safer gambling software, on our internal  employee platform. This tool helps employees assess  their own gambling behaviors and better understand  potential risks, fostering a more informed and responsi-  ble approach. These initiatives build on our internal safer  gambling policy launched in 2022, which formalized our  commitment to safer gambling education within the  workplace.  Read more on our safer gambling approach on page  74.  Gender equality and diversity  As a group operating at the crossroads between tech-  nology and sports, we acknowledge the structural barri-  ers that contribute to potential gender inequality, in-  cluding disparities in career opportunities. Recognizing  this disparity, initiatives promoting diversity and gender  equality are continuous priorities for our group. At the  same time, diversity is a key driver of opportunity, inno-  vation, and business growth within Better Collective,  strengthening our ability to make better decisions, en-  hance creativity, and attract top talent. To address these  IROs, we have implemented targeted initiatives to miti-  gate the negative impact on gender equality while max-  imizing the positive impact of diversity within our  workforce. We continue refining recruitment strategies,  ensuring hiring managers receive training on inclusive  hiring practices and that job descriptions use gender-  neutral language. This also includes using personality  tests for all hires, except in the US. This ensures objec-  tive evaluation of the individual candidate. Effectiveness  is assessed through workforce diversity metrics and  leadership succession planning reviews. Policies sup-  porting our commitment include a zero-tolerance ap-  proach to workplace harassment, gender diversity in hir-  ing practices, and succession planning that integrates  diversity considerations.  As outlined in our Code of Conduct, we are dedicated to  cultivating a diverse workforce and an inclusive and eq-  uitable work environment. We focus on increasing gen-  der representation at all group levels and fostering  awareness of unconscious bias. Moreover, all employees  participate in mandatory unconscious bias and anti-har-  assment training, reinforcing inclusivity across all group  levels. This training is mandated within the first year of  employment.  We further show our commitment by having signed the  Confederation of Danish Industryâs (DI) Gender Diversity  Pledge along with the UNâs Women Empowerment Prin-  ciples. By joining these initiatives, Better Collective iden-  tifies and makes businesses more diverse. Despite our  efforts, gender representation in top management re-  mains below our target, with 14% of leadership positions  held by the underrepresented gender, while women  made up 31% of our total workforce in 2024. Results that  underscore the need for continued action. The targets  are aligned with policy goals to improve diversity and  gender equality. The developments are available for all  employees to track the status of the targets on the in-  tranet. However, they are not involved otherwise.  Nevertheless, by embedding gender equality and diver-  sity into our business strategy, we remain committed to  fostering a workplace where all employees have equal  opportunities to succeed while we seek to leverage the  benefits of diversity to drive long-term business growth  and innovation.  Targets (S1-5)  The Executive Management has set specific targets re-  lating to gender diversity but otherwise continuously  evaluates our initiatives and their impacts at appropriate  management levels as part of our business conduct. Our  established processes are anchored within the functions  that have day-to-day responsibility for ensuring adher-  ence to our policies and our continuous engagement  channels and channels to raise concerns. This decision  reflects our commitment to strategic focus and indus-  try-specific priorities. Better Collective has not estab-  lished specific targets for other identified impacts, risks,  and opportunities outside of Gender equality and diver-  sity, as priorities and strategies may evolve. The Execu-  tive Management and Sustainability Board conduct  quarterly qualitative reviews compared to prior year to  assess the effectiveness of policies and actions related  to IROs, ensuring alignment with evolving priorities. The  target has been established to address the positive im-  pact associated with Gender Equality under the IRO "Di-  versity".  Gender distribution (S1-6)  Number of own employees (head count) by gender  2024  Male  1,079  Female  478  Other/not reported  0% of underrepresented gender  31%  Total Employees  1,557  Geographic distribution (S1-6)  Number of own employees (head count)  2024  United States  202  Serbia  422  Denmark  229  Others  704  Total Employees  1,557  Accounting principles  Gender distribution  The total headcount of employees at Better Col-  lective A/S is determined by summing the em-  ployee numbers across all countries of operation,  excluding freelancers and contractors. This data is  as of 31 December 2024.  Gender distribution refers to the number of em-  ployees whose legally recognized gender is female  or male. At Better Collective A/S, the gender dis-  tribution is calculated by adding the total head-  count of women and men separately across all  countries of operation while excluding freelancers  and contractors. These totals are then divided by  the overall headcount for women and men, re-  spectively. This data is as of 31 December 2024.  Geographic distribution  The total number of employees by country for  countries where Better Collective has 50 or more  employees represents at least 10% of its total num-  ber of employees.  Others: All countries with less than 50 employees  and representing less than 10% of the total number  of employees combined.  The geographic distribution of employees is deter-  mined by summing the total headcount of employ-  ees across the specific geographical locations  where our entities operate, based on data from  31 December 2024.  Employment characteristics  (S1-6)  Our workforce consists of permanent employees, which  helps attract and retain top talent, creating a knowl-  edgeable and experienced team. This allows us to in-  vest continuously in employee development, and the  reciprocal approach ensures continuity and operational  effectiveness.  Employment characteristics  Female  Male  Other  Total  Total employees  478  1,079  01,557  Permanent employees  478  1,078  01,556  Number of temporary employees by headcount  0101Employee turnover (S1-6)  Due to shifting market dynamics, a cost-efficiency pro-  gram was implemented around October 2024, contrib-  uting significantly to the higher employee turnover rate  observed during the reporting period.  Employee turnover  2024  Employee turnover (no.)  441  Employee turnover %  28%  Accounting principles  Employment characteristics  Permanent employees are defined as employ-  ees with an indefinite employment contract.  This category includes student assistants and  trainees but excludes freelancers and contrac-  tors. The total number of permanent employees  at Better Collective is calculated by summing  the count of permanent employees across all  our locations. This calculation is based on data  from 31 December 2024.  Temporary employees are defined as employ-  ees whose employment is tied to the completion  of a specific project or has a predetermined du-  ration. This category includes interns but ex-  cludes freelancers and contractors. The total  number of temporary employees at Better Col-  lective is calculated by aggregating the num-  bers of temporary employees across all our lo-  cations. This calculation is based on data from 31  December 2024.  Non-guaranteed employees are defined as em-  ployees who are employed without a guarantee  of a minimum or fixed number of working hours.  Accounting principles  Employee turnover  Employee turnover is defined as the cumulative  headcount of employees who have departed from  Better Collective Group, whereas the employee  turnover rate is defined as the proportion of em-  ployees who have left Better Collective Group ex-  pressed as a percentage. The total number of em-  ployees who left Better Collective Group is calcu-  lated by aggregating departures across all loca-  tions of operation during the reporting period, in-  cluding employees who leave voluntarily or due to  dismissal, or retirement.  To determine the percentage of departing em-  ployees, the total number of departing employees  (the "turnover number") is divided by the average  number of employees (the "average headcount")  during the same period, aligning with the annual  reporting method. The average headcount is cal-  culated by aggregating the month-end headcount  of active employees (permanent employees) for  each month in the reporting period and dividing  by the total number of months in the reporting pe-  riod.  Gender distribution top  management  (S1-9)  Gender distribution in top management  Head count  Share  Male  12  86%  Female  214%  Total Employees  14  100%  Age distribution (S1-9)  Age distribution of employees in headcount  2024  Unknown  0Under 30 years old  510  Between 30 and 50 years old  1,017  Above 50 years old  30  Total Employees  1,557  Accounting principles  Gender distribution top manage-  ment  Top management is defined as executive man-  agement and their direct reports. Executive man-  agement comprises the highest administrative  and supervisory level. Direct reports are employ-  ees reporting directly to executive management  with managerial responsibilities at the vice presi-  dent and senior vice president job levels who are  part of the group management team. Gender dis-  tribution within top management is calculated by  dividing the number of male and female employ-  ees in top management by the total number of  employees in top management, respectively.  Age distribution  The age distribution of employees is determined  by summing the total headcount of employees  under 30 (29 or younger), those between 30 and  50 (30 to 49), and those aged 50 or older, ex-  cluding freelancers and contractors. This calcula-  tion is based on data from 31 December 2024.  Health and safety (S1-14)  Work-related injuries are infrequent in our workplace, as  the nature of our tasks does not impose significant phys-  ical demands on employees. That said, three work-re-  lated injuries were recorded in 2024. While we cannot  share specific details due to privacy considerations,  there are no identifiable trends or recurring patterns in  these incidents.  We have decided to address this aspect separately  within our safety management system and health man-  agement strategy.  Our People & Culture team is tasked with overseeing the  safety management system, ensuring a robust frame-  work for reporting. They diligently track and record  safety incidents at each location, consolidating this data  into a shared document that serves as a central reposi-  tory for health and safety documentation. This central-  ized record is crucial for maintaining transparency and  accountability across all our locations. Moreover, the  People & Culture team actively collaborates with each  site to foster a safe and secure work environment. Our  office teams play a vital role by optimizing workspace  arrangements to meet safety standards. Additionally,  where legally required, we have employee-elected rep-  resentatives who are dedicated to focusing on work-  place health and safety, ensuring that our policies not  only comply with regulatory demands but also promote  a culture of safety.  In terms of health management, we consistently meet  legal obligations by providing mandatory insurance cov-  erage, collaborating closely with external experts to en-  sure our offerings are both compliant and competitive.  Each employee category at every location is evaluated  to confirm that all legal requirements are consistently  satisfied. In specific regions, we extend additional cov-  erage to align with prevailing market standards, a pro-  cess carried out in partnership with our external advisor.  It is relevant to note that in regions such as France and  North America, some employees have opted out of our  insurance plans as they are covered through their  spouseâs insurance. We rely on our local People & Cul-  ture teams to manage and uphold each location's insur-  ance policies.  This approach ensures tailored compliance and safety  strategies that respect local regulations while upholding  our commitment to employee welfare globally. No oc-  cupational fatalities were reported among our employ-  ees or any personnel working on our sites during 2024.  Health and safety  2024  Percentage of people in own workforce (headcount basis) who are covered by health and safety management  system based on legal requirements and (or) recognized standards or guidelines  100%  Number of fatalities as result of work-related injuries and work-related ill health  0Number of fatalities as result of work-related injuries and work-related ill health (other workers working on un-  dertaking's sites)  0Number of recordable work-related accidents for own workforce  3Rate of recordable work-related accidents for own workforce  1.3%  Accounting principles  Health and safety  Number of work-related accidents: a shared doc-  ument serves as the central record for health and  safety documentation. Local HR teams contribute  relevant input in the designated document that  then consulates into the group overview re-  ported, this ensures accurate and comprehensive  reporting. The consolidated number of accidents  occurred for employees within the reporting pe-  riod are based on the numbers reported by local  HR.  The work-related accident rate is expressed as  the number of recorded incidents per one million  hours worked. It is determined by dividing the to-  tal number of registered cases during the report-  ing period by the cumulative hours worked across  Better Collective, then multiplying the result by  one million.  Percentage of people covered by  H&SMS  The percentage covers the employees who are  covered by our Health and safety management  system, which as a minimum contains the legal  requirements.  Work-life balance (S1-15)  All our employees are entitled to take family-related  leave in accordance with employment terms and condi-  tions described in employee handbooks and contracts.  Work-life balance  Men  Women  2024  Percentage of entitled employees that took family-related leave, by gender  7%  9%  8%  Accounting principles  Work-life balance  Family-related leave refers to time off granted for responsibilities such as  maternity or paternity leave, parental leave, caring for sick relatives. It  does not include time off for personal medical appointments, pregnancy-  related illnesses outside of parental leave, or absences due to funerals or  bereavements. Additionally, unspecified leave of absence is not consid-  ered part of family-related leave.  The calculation for family-related leave is based on the number of unique  individuals of each gender who have taken this type of leave, divided by  the total number of eligible employees of the same gender. Eligible em-  ployees refer to employees who have the legal right, as defined by appli-  cable national laws and Better Collective policies, to temporarily step  away from their professional duties to address family-related responsi-  bilities covered by the definition of family-related leave.  Eligible employees are determined using the same criteria as the "total  headcount" as all employees in Better Collective are eligible for family  related leave. Employees who take family-related leave in multiple  months within the same reporting year are counted only once.  As family-related leave is not consistently registered in our internal sys-  tem, data is gathered fromresponsible members of the People & Culture  team All instructed to provide reported figures broken down by gender.  Compensation (S1-16)  The reported gender pay gap at Better Collective Group  is influenced by the employee population being pre-  dominantly male which inherently skews the average  pay gap. This effect is particularly pronounced due to  the concentration of male employees in upper-level  roles. The higher compensation associated with these  roles contributes to a higher average pay for male em-  ployees. Our diversity initiatives aim to balance gender  representation throughout our group and achieve pay  equity for equal qualifications and jobs. Although we  practice equal pay for equal work, the overall figures are  affected by the parameters. The annual total remunera-  tion ratio was 1:45, amplified by geographical differ-  ences.  Gender pay gap  2024  Gender pay gap  33%  Annual total remuneration ratio  1:45  Accounting principles  Compensation  The gender pay gap is defined as the difference in average gross hourly pay between  male and female employees at Better Collective. The gender pay gap is calculated by  subtracting the average gross hourly pay level for female employees from the average  gross hourly pay level for male employees, dividing the result by the average gross hourly  pay level for male employees, and then multiplying by 100.  The average gross hourly pay level is calculated by aggregating gross pay (the sum of  guaranteed, short-term, and non-variable cash compensation) and variable pay (benefits  in cash, which is the sum of cash allowances, bonuses, commissions, cash profit-sharing,  and other forms of variable cash payments) and dividing by the total number of paid  hours. "Paid hours" are defined as the aggregate of the number of paid hours in the re-  porting period, which include worked hours, and any hours paid at the gross hourly rate,  such as vacation, sick leave, or other types of paid time off.  Annual total remuneration ratio is defined as the ratio of the annual total remuneration  of the highest-paid employee to the median annual total remuneration of all other em-  ployees at Better Collective Group. The ratio is calculated by dividing the annual total  remuneration of the highest-paid employee by the median annual total remuneration of  all other employees (excluding the highest-paid employee).  Annual total remuneration includes direct remuneration, which is the sum of benefits in  cash (variable pay, which is the sum of cash allowances, bonuses, commissions, cash  profit-sharing, and other forms of variable cash payments), benefits in kind (employer-  paid benefits, such as cars, private health insurance, life insurance, wellness programs,  pension contributions, and any other employer-paid benefits), and the total fair value of  all annual long-term incentives granted during the reporting period (for example, stock  option awards, performance stock shares or units).  Discrimination incidents  reported and complaints filed  (S1-17)  We had 13 cases reported in the Better Workplace eval-  uation covering the period from summer 2023 to sum-  mer 2024. An internal policy for handling these cases is  established.  We handle every discrimination and harassment inci-  dent and complaint within our organization through  our internal procedures. Due to the sensitive nature of  these matters, we do not share any specific details  about the incidents. Each report or complaint is treated  with utmost confidentiality. Our procedures are de-  signed to ensure that employees can confidently and  securely report any incident.  In 2024, no records of fines or penalties were associ-  ated with discrimination. Furthermore, no human rights  incidents involving our workforce took place in 2024,  and as a result, no fines, penalties, or compensations  related to such incidents were recorded.  Incidents, complaints and severe human rights impacts  2024  Number of incidents of discrimination including harassment  13  Number of complaints filed through channels for people in own workforce to raise concerns  0Number of complaints filed to National Contact Points for OECD Multinational Enterprises  0Amount of fines, penalties, and compensation for damages as result of incidents of discrimination, including  harassment and complaints filed  0Number of severe human rights issues and incidents connected to own workforce  0Number of severe human rights issues and incidents connected to own workforce that are cases of non respect  of UN Guiding Principles and OECD Guidelines for Multinational Enterprises  0Amount of fines, penalties, and compensation for severe human rights issues and incidents connected to own  workforce  0Accounting principles  Discrimination incidents reported and com-  plaints filed  Number of complaints filed through channels for people in our  own workforce to raise concerns: Channels for own workforce  follow the local legal requirements. Common for all countries are  the Better Workplace Evaluation, HR, and own manager. Whis-  tleblower cases are included in these numbers. Based on the cur-  rent available data collection methodology, we include all cases  raised in the Better Workplace evaluation as of end of survey.  Human rights, complaints, fines, and penalties: We monitor these  elements locally and data from each location are reported into  Group HR where the numbers are consolidated based on the in-  put given at the end of year  Consumers and end-user IROs  (S4 SBM-3)  Our core business is closely linked to our users, whose  data we process and who may depend on our products  in their personal lives. Our solutions are likely to impact  users materially. Better Collectiveâs business model as a  global digital sports media group and sports betting af-  filiate directly interacts with consumers and end-users  through digital content, targeted advertisements, and  affiliate partnerships. Our operations are built on ensur-  ing user engagement and delivering high-quality, vetted  information, which informs our strategic focus on re-  sponsible digital advertising, ethical marketing prac-  tices, and regulatory compliance. The identification of  actual and potential impacts on users, particularly re-  garding data privacy, information accuracy, and safer  gambling, underscores the necessity of robust cyberse-  curity frameworks and transparent operational policies.  These align with our long-term strategy of promoting  sustainable growth through ethical user engagement  and adherence to legislative requirements.  Understanding our impact on consumers and end-users  has led to strategic adaptations in our business model.  Our commitment to responsible engagement has re-  sulted in initiatives such as strict editorial guidelines for  content accuracy, partnerships with responsible gaming  organizations, and enhanced data protection measures  under GDPR. All of which have secured us numerous  compliance awards throughout the years.  VALUE CHAIN LOCATION  TIME HORIZON  OWN  LONG-TERM  DOWNSTREAM  SHORT-TERM  MEDIUM-TERM  UPSTREAM  OPERATIONS  INFORMATION RELATED IMPACTS  FOR CONSUMERS AND END-USERS  Potential both negative  XXImpacts on consumer and end-user  and positive impact  from Better Collectiveâs services  and operations  PERSONAL SAFETY OF CONSUM-  ERS AND END-USERS  Potential negative im-  XXpact  Impacts on at-risk usersâ personal  safety  SOCIAL INCLUSION OF CONSUM-  ERS AND END-USERS  Potential negative im-  XXImpacts on consumers and end-us-  pact  ers relating to responsible market-  ing practices  SAFER GAMBLING  Impacts on consumers and end-us-  ers relating to safer gambling. This  includes providing access to self-  Actual positive impact  XXexclusion tools, highlighting limits,  and connecting users with organiza-  tions that offer support for problem  gambling  We continuously invest in AI-driven tools through Mind-  way AI to support safer gaming efforts and provide ed-  ucational resources to consumers and end-users. These  initiatives demonstrate our proactive stance in aligning  business operations with evolving regulatory land-  scapes and consumer protection expectations.  None of the identified IROs are considered widespread  or systemic.  Policies (S4-1)  Our policies to manage the consumers and end-users  IROs are listed in the policy overview on pages 54-57,  covering all consumers and end-users potentially im-  pacted by our material topics. Collectively, these poli-  cies and procedures reflect our strong commitment to  respecting the human rights of both consumers and  end-users and our dedication to fostering a safer and  more responsible iGaming experience. Through initia-  tives focused on education, transparency, and responsi-  ble engagement, we ensure that users can access fact-  checked, legally compliant content while promoting re-  sponsible gambling behaviors. Our policies emphasize  data protection, ethical marketing, and consumer well-  being, aligning with regulatory frameworks and industry  best practices. Additionally, our commitment to safer  experiences includes age-gating mechanisms, responsi-  ble advertising guidelines, partnerships with licensed  operators, and integrating AI-driven tools like Mindway  AIâs Gamescanner solution to detect and mitigate  problematic gambling behaviors. By continuously eval-  uating and refining these policies, we aim to enhance  consumer trust, mitigate potential risks, and contribute  positively to the overall integrity of the digital sports  media and iGaming industry. Better Collective has not  identified any material IROs related to human rights, and  therefore, it is not deemed relevant to have policies on  human rights commitments related to consumers and  end users. Better Collective has not had any reported  cases of non-respect of the UN Guiding Principles on  Business and Human Rights, ILO Declaration on Funda-  mental Principles and Rights at Work, or OECD Guide-  lines for Multinational Enterprises that involve consum-  ers and/or end-users. If Better Collective becomes  aware of a human rights impact, the Executive Manage-  ment will assess and address the matter.Policy align-  ments to UN Guiding Principles can be read on pages 48;  54-57 in sections Statement on due diligence, Policy  overview and Business conduct policies.  Engaging with consumers and  end-users (S4-2)  At present, Better Collective has not implemented a for-  malized, general process for direct consumer and end-  user engagement across all our operations. However,  Better Collective acknowledges the importance of con-  sumer and end-user input in shaping our responsible  digital sports media and betting affiliation strategies.  We engage indirectly through data analytics, user be-  havior tracking, and adherence to regulatory feedback  mechanisms.  Better Collective actively explores structured consumer  engagement initiatives, including user feedback plat-  forms, consumer advisory panels, and direct surveys.  These measures will enhance our understanding of con-  sumer expectations, improve responsible gambling  practices, and align with evolving regulatory and ethical  standards. Our commitment remains to ensuring trans-  parency, accountability, and continuous improvement in  consumer and end-user interactions.  Process to remediate impacts  and channels to raise concern  (S4-3)  Better Collective is committed to addressing and reme-  diating negative impacts experienced by consumers and  end-users. Our approach includes working with regula-  tory bodies, partnering with responsible gambling  organizations with licenses in regulated markets, and  providing tools (Mindway AI) and other resources that  help users make informed decisions. Consumers and  end-users can raise concerns through multiple channels,  including dedicated support emails and online contact  forms. Additionally, we collaborate with third-party or-  ganizations that provide independent dispute resolution  through our Whistleblower line. We ensure the availabil-  ity and accessibility of these channels by regularly re-  viewing and updating our complaint handling proce-  dures. All concerns raised are logged and monitored.  We continuously assess the effectiveness of our chan-  nels and make improvements based on data insights and  feedback. Better Collective actively communicates the  availability of complaint resolution channels through  website notices, help center articles, and partnerships  with consumer advocacy groups. Regular consumer sur-  veys and feedback mechanisms help gauge trust and  awareness of these processes. In some cases where no  formal remediation process is established, Better Collec-  tive is actively developing structured frameworks that  align with industry best practices and consumer protec-  tion guidelines.  Our approach (S4-4)  As a global digital sports media group with sports bet-  ting affiliate operations, we interact directly with users  through digital content, targeted advertisements, and  affiliate partnerships. Our services and operations  create actual and potential impacts, which we work ac-  tively to manage through policies, technological solu-  tions, and industry collaboration. The material actual  and potential negative and positive effects we address  relate to safer gambling, personal safety, data privacy,  social inclusion, and access to accurate information.  Addressing our impacts  Safer gambling  One of the most significant positive impacts of our ser-  vices is the gambling education we provide. As we pro-  vide content that directs users to partner sportsbooks,  we recognize the need for robust, safer gambling ac-  tions. However, as Better Collective is not a sportsbook,  we do not have direct visibility into user betting behav-  ior. We rely on our partner sportsbooks to monitor gam-  bling activity, scan for signs of at-risk or problem gam-  bling, and take appropriate action, as we cannot detect  solely from users engaging with our content. Among  other things, we only partner with licensed sportsbooks  that uphold strict, safer gambling policies and interven-  tion measures. To further reinforce safer gambling, we  have embedded educational resources and self-help  tools across our platforms, including:  â¢Mindway AIâs Gamalyze self-assessment tool is  embedded across 30+ brands and helps users  evaluate their gambling behaviors before engag-  ing with sportsbooks.  â¢Self-exclusion mechanisms and betting limit op-  tions, available through our partner sportsbooks,  to help users manage their gambling activity.  â¢Safer gambling sections across our brands, offer-  ing educational content and links to responsible  gambling support services.  â¢Mandatory safer gambling training for all employ-  ees, ensuring that our workforce understands how  to engage responsibly with and promote safer  gambling practices.  While we cannot regulate sportsbooksâ activities, we  take responsibility for raising industry standards by  holding them accountable during the customer acquisi-  tion and ongoing CRM processes. Through Mindway AIâs  AI-driven solutions, we support sportsbooks in setting  the bar higher for user protection and safer gambling,  which has been a key action to enhance our positive im-  pact on an ongoing basis. This approach extends our im-  pact beyond our direct operations, ensuring that sports-  books surpass minimum compliance standards and pro-  actively implement best-in-class, safer gambling tools.  Mindway AI is a subsidiary of the Better Collective Group  and plays a critical role in enhancing user protection  within the iGaming industry. Operating independently  while aligning with Better Collectiveâs safer gambling  strategy, Mindway AI supports sportsbooks worldwide  with AI-based tools that detect, prevent, and mitigate  problem gambling. Mindway AIâs GameScanner is an AI-  powered player monitoring tool that allows operators to  detect at-risk gambling behaviors in real time. Currently  operating in 62 jurisdictions across 38 countries,  GameScanner monitors over 9 million players monthly,  enabling early intervention and support for users before  gambling habits become problematic.  Mindway AI also enhances player awareness through  Gamalyze, a gamified self-assessment tool that helps  users understand their gambling behavior by analyzing  real-time decision-making patterns. By providing per-  sonalized feedback and behavioral insights, Gamalyze  allows players to self-reflect on their gambling tenden-  cies and make informed choices. Beyond external indus-  try partnerships, Better Collective integrates Mindway  AIâs expertise within our operations:  ⢠Gamalyze is available on 30+ brands across Better  Collectiveâs House of Brands, offering users an ac-  cessible way to assess their gambling behavior.  ⢠Mindway AI experts contribute to safer gambling  content, ensuring our educational resources align  with scientific research and the industryâs best  practices.  Data privacy and protection  Better Collective has adopted a data ethics policy in ac-  cordance with Section 99d of the Danish Financial State-  ments Act. This section stands as our data ethics report  for the fiscal year 2024. The data ethics policy outlines a  set of data ethics principles that support ethical deci-  sion-making when using data across Better Collectives  activities. We employ data to provide our users a unique  and educational experience whenever they visit our  websites and/or engage in our communities. To give our  users the best and most relevant experience possible,  we process various categories of data, including user-  related and personal data. In 2024, we established a pro-  cess and governance setup to handle and evaluate data  ethics reporting.  Responsible marketing  Ensuring responsible marketing practices is critical to  preventing misleading claims, unethical targeting, or  content that could contribute to gambling-related harm  for our users. As a key action to mitigate these risks, we  have established a comprehensive compliance frame-  work that ensures on an ongoing basis that all marketing  content is socially responsible, transparent, and aligned  with industry regulations:  ⢠Advertising guidelines outline principles for so-  cially responsible advertising, safer gambling, and  the protection of minors. These guidelines prevent  misleading messaging, ensure age-gating, etc.  ⢠Our internal Advertising compliance policy sets  out fundamental ethical guidelines for all market-  ing and content creation activities, mandating  compliance with regulatory requirements and in-  dustry best practices.  ⢠Our compliance operations team regularly moni-  tors our assets, including social media, to ensure  adherence to responsible marketing principles.  This includes conducting negative keyword checks  to identify and remove content not aligning with  safer gambling and compliance guidelines.  ⢠Employee training is a core component of our re-  sponsible marketing efforts. To ensure awareness  and adherence to ethical advertising practices, we  have implemented a compliance onboarding form,  which all relevant employees must understand  and accept as part of their onboarding process.  We have also developed advertising rules training  videos, available in bite-sized modules, covering  all aspects of socially responsible marketing with  quizzes to reinforce key principles.  ⢠Compliance hub, an internal resource center  providing advertising compliance materials, regu-  latory updates, and ethical marketing guidelines.  Through this structured compliance approach, we en-  sure that all marketing and promotional activities re-  main ethical, responsible, truthful, and aligned with in-  dustry standards.  Access to accurate information  Our content strategy prioritizes transparency, educa-  tion, and user empowerment. We recognize that access  to high-quality, fact-based information is a material op-  portunity, allowing users to make informed decisions  while reducing exposure to misinformation. We ensure  that our platforms promote responsible and accurate in-  formation through editorial guidelines and industry best  practices. One of our platforms' most significant positive  impacts is our ability to educate and inform users about  sports betting, safer gambling, and the broader iGaming  industry. Access to fact-based, transparent, and legally  compliant information helps users make informed deci-  sions, reducing misinformation and potential harm. As a  key action to reinforce this impact on an ongoing basis,  we have:  ⢠Strict editorial guidelines to ensure all published  content is accurate, unbiased, and compliant with  regulations.  ⢠AI-driven content monitoring to detect and pre-  vent misleading or non-compliant information.  ⢠Betting education resources, such as our Betting  Academy, to help users understand betting risks  and strategies responsibly.pri  Providing access to accurate and well-regulated infor-  mation supports informed decision-making and empow-  ers users to make more enlightened and responsible de-  cisions in the iGaming space.  Tracking and managing the  effectiveness of our actions  We assess the effectiveness of our policies and initia-  tives through qualitative and quantitative tracking  methods. These include:  â¢Monitoring engagement with our Mindway AI tools  and other engagement with safer gambling con-  tent across our platforms.  â¢Tracking completion rates of internal safer gam-  bling training for employees.  â¢Conducting compliance audits to ensure adher-  ence to advertising and data privacy regulations.  â¢Collecting user feedback and analytics to under-  stand how they engage with our products and  content.  â¢All policies, including our Safer Gambling Code  and Data ethics policy, are reviewed annually to  ensure they remain aligned with industry best  practices and regulatory updates.  Industry engagement  We actively collaborate with industry peers and stake-  holders to drive higher standards in user protection. We  strongly believe that our industry's long-term sustaina-  bility and growth depend on sustainable operations. Ev-  idently, this is not achieved by a single business but ra-  ther by a collective effort across the industry. This is why  we, in 2019, partnered with our peers Racing Post and  Oddschecker to co-found the UK-based trade associa-  tion Responsible Affiliates in Gambling (RAiG). Through  RAiG, we promote socially responsible marketing of  gambling products and a safer gambling environment  for users. As a condition of membership in RAiG, each  member is subject to an annual social responsibility au-  dit conducted by an independent third party. Moreover,  we co-founded the Responsible Gambling Affiliate As-  sociation (RGAA) with our peers, Catena Media, FairPlay  Sports Media, Gambling.com Group, Spotlight Sports  Group, and XLMedia, in 2023. The RGAA is an independ-  ent trade association committed to being a trusted voice  that promotes responsible gambling and advocates for  regulation that supports equitable market participation.  Again, this year, we participated in the Safer Gambling  Week, a cross-industry initiative to promote safer gam-  bling in Europe. Similarly, we are active members of var-  ious national associations, one of which is the Danish  Online Gambling Association (DOGA). Through DOGA,  we work to initiate dialogue between all stakeholders in  the gambling industry to secure a responsible and safe  gambling market in Denmark and other countries. We  are also members of the German Association for Tele-  communication and Media (DVTM) and the US National  Council on Problem Gambling (NCPG). Through partici-  pation in multi-stakeholder initiatives, we contribute to  strengthening industry-wide safer gambling policies  and promoting ethical digital engagement, ultimately  mitigating negative impact on users.  We remain committed to managing our operations' ac-  tual and potential impacts on users. By integrating safer  gambling measures, data privacy protections, responsi-  ble marketing practices, and content accuracy safe-  guards, we strive to mitigate negative impacts while re-  inforcing positive contributions. Our structured  approach to tracking effectiveness, engaging in indus-  try-wide collaborations, and continuously refining our  policies ensures that we remain at the forefront of re-  sponsible and sustainable engagement in digital sports  media and betting affiliation.  Targets (S4-5)  While we do not currently have quantitative targets spe-  cifically linked to our impacts on users, we actively mon-  itor and assess the effectiveness of our policies and ini-  tiatives through qualitative evaluations, compliance  tracking, and user engagement insights. Our focus re-  mains on ensuring that our policies related to safer gam-  bling, data privacy, responsible marketing, and content  transparency align with regulatory standards and ethical  best practices. Our strategic ambition is to continuously  improve our safer gambling initiatives, strengthen user  protections, and enhance transparency and compliance  across our platforms.  This ambition is reflected in our ongoing investments in  safer gambling technologies, educational resources,  and ethical marketing practices. Moving forward, we  aim to refine our approach to tracking and evaluating  user impact by developing a more structured impact  measurement framework that could incorporate both  qualitative and quantitative indicators. Until then, we  will continue leveraging regulatory feedback, industry  benchmarking, and internal reviews to ensure our  Governance  Business conduct IROs  (G1 IRO-1)  Read about the role of the administrative, supervisory,  and management bodies on page 23.  At Better Collective, ethical business conduct is funda-  mental to our business model, ensuring compliance with  relevant legislation and international guidelines while  fostering responsible, ethical, and transparent business  conduct. Strong governance is the foundation of our  sustainability strategy, embedding accountability, com-  pliance, and transparency into all aspects of our busi-  ness to maintain trust, resilience, and long-term success.  As a group operating internationally, our success de-  pends on maintaining efficient, competent, and ethical  business practices. We prioritize compliance and integ-  rity to mitigate legal and financial risks and protect em-  ployees, prevent corruption, and support whistleblow-  ers who report unethical behavior. Beyond regulatory  requirements, these commitments are essential to safe-  guarding human rights, maintaining our operating li-  cense, and ensuring a sustainable and responsible busi-  ness approach. As a global digital sports media group  with growing influence, we acknowledge our responsi-  bility to promote ethical, transparent, and fair practices  across our industry.  Based on their knowledge of Better Collective and our  regulatory framework, IROs are identified within the  Governance standard from insights from Group Legal  and Compliance and People and Culture. The assess-  ment of our operations covers the entire Better Collec-  tive group, through which we practice extensive and  regular communication on business conduct proce-  dures. As such, policies are generally group-wide, while  the strategy for corporate culture is aligned across our  group. The assessment rests on initial engagement with  relevant stakeholders. In addition, both hard and soft  laws, such as the Danish Recommendations on Corpo-  rate Governance, the EU Whistleblower Directive, and  the OECD Guidelines on Multinational Enterprises, etc.,  were consolidated and assessed against our current  practices.  VALUE CHAIN LOCATION  TIME HORIZON  OWN  LONG-TERM  UPSTREAM  DOWNSTREAM  SHORT-TERM  MEDIUM-TERM  OPERATIONS  CORPORATE CULTURE  A strong corporate culture fosters employee satisfaction, en-  gagement, and productivity, creating a cohesive and inclu-  sive work environment across our offices and the countries  in which we operate. By prioritizing open communication,  Actual positive impact  XXXXshared values, and a positive workplace atmosphere, we en-  hance collaboration, innovation, and alignment within our or-  ganization, ultimately driving long-term success and govern-  ance excellence.  CORPORATE CULTURE  Lack of good corporate culture could lead to an impact on  Potential negative im-  people and governance through employee satisfaction,  XXXproductivity, and a disconnect between the levels in our or-  pact  ganization across our offices and the countries we operate  within.  CORRUPTION AND BRIBERY  Lack of adherence to anti-bribery and corruption legislation  Potential negative im-  and ethical standards could potentially lead to an impact on  XXXXXpact  people and governance through the result of disciplinary ac-  tions, employee satisfaction, the legitimacy of management,  and a negative impact on the corporate culture  TRANSPARENT TAX PAYMENTS  Responsible tax practices and transparency supports public  services and economic development, strengthens trust with  Potential positive im-  XXpact and opportunity  stakeholders, and reinforcing our role as a responsible and  accountable business giving us a competitive advantage  within the industry  CONTRIBUTION TO THE DEVELOPMENT OF LOCAL COM-  MUNITIES  Actual positive impact  XXImpacts on locals well-being and job-qualification leaving an  opportunity to the better collective group  Business conduct policies and  corporate culture (G1-1)  Code of Conduct  Throughout our group, we promote our Code of Con-  duct as a guide for all employees on the standards and  values of a compliant and responsible business. We have  developed, implemented, and communicated various  policies designed to cultivate a corporate culture cen-  tered on responsible business conduct across our group.  Our Code of Conduct is at the heart of our corporate cul-  ture, which mandates compliance with relevant legisla-  tion and outlines the ethical standards and values we are  committed to upholding and promoting. Our Code of  Conductâs structured and integrated approach ensures  that our policies are embedded effectively, prioritizing  clarity, transparency, and accessibility. Our policies, in-  cluding our Code of Conduct, aim to mirror the ethical  standards of internationally recognized guidelines and  conventions such as the OECD Guidelines for Multina-  tional Enterprises, UN Guiding Principles on Business  and Human Rights and the UN Declaration of Human  Rights, ILO Conventions, as well as local legislation when  applicable. Additionally, we conduct business in compli-  ance with applicable laws, regulations, and standards.  We are subject to various national compliance regula-  tions in the countries where we operate, and to aid in  developing a sustainable iGaming environment, we  solely operate in regulated markets or markets where  the authorities accept sports betting. We seek to  develop editorial guidelines which ensure balanced and  compliant marketing messages and include proper seg-  mentation for our activities across different channels us-  ing marketing technology to avoid targeting the wrong  audience.  Executive Management and the Board of Directors an-  nually review and amend necessary policies, including  our Code of Conduct. Going forward this will also be  done in response to any significant IROs identified  through the DMA process. All group-level policies are  anchored within the Better Collective group and applied  throughout our entities to ensure the highest possible  level of alignment and to maximize adaptability to  changes in internal or external circumstances, achieved  through the ease of amending group-level policies.  Business conduct training  All new employees, including those welcomed from ac-  quired companies, are introduced to Better Collective  and our policies, through an extensive onboarding pro-  gram. They receive business conduct training in accord-  ance with our Code of Conduct covering the topics as  set out in our Code of Conduct. Business conduct train-  ing includes educational elements, videos, and quizzing  elements to ensure that employees have understood the  content.  Anti-bribery and corruption  We condemn the acts of corruption and bribery and up-  hold a zero-tolerance policy. Not only are they illegal,  but they also pose a threat to our trustworthiness and a  risk to our partners, users, and authorities. Our policy on  Anti-bribery and corruption is included in our Code of  Conduct and implemented across the Better Collective  group. Our Whistleblower scheme facilitates anony-  mous reporting, and we encourage everyone to speak  up if they find something in breach of our policies. We  persistently work to strengthen our compliance  measures by regularly reviewing and updating our anti-  corruption policies to align with evolving laws and best  practices. Functions most at risk for corruption and brib-  ery are those in high-risk geographies, procurement, fi-  nance, and sales.  Whistleblower policy  We are committed to maintaining integrity, transpar-  ency, and accountability across all operations. Anyone  who becomes aware of potential or actual violations of  our Code of Conduct or other policies is encouraged to  report this through one of various channels available, in-  cluding raising the issue to a manager or addressing the  concern to our People and Culture team or Legal and  Compliance team. The whistleblower channel can be  used to report violations of EU law within the scope of  application of the Whistleblower Directive as well as re-  ports otherwise regarding serious offenses or other se-  rious issues, e.g., corruption and bribery, fraud, sexual  harassment, etc. In compliance with the legal require-  ments that Better Collective is subject to, the protection  of whistleblowers is ensured through the independent  and autonomous nature of our Whistleblower system.  The Whistleblower system is available to our own em-  ployees as well as external stakeholders. The purpose of  the Whistleblower system is to enable the identification  and investigation of unlawful behavior through a chan-  nel that allows for full anonymity and investigation. In-  formation about our Whistleblower system is provided  to all employees during onboarding and with available  information on our intranet and externally on our corpo-  rate website. The whistleblower policy encourages con-  fidential reporting of legal violations and misconduct, in-  cluding fraud, harassment, and financial crimes. The pol-  icy protects whistleblowers from retaliation. Please see  more on policies in the policy overview on pages 54-57.  Market regulation and education  As sports betting expands globally, new gambling laws  and regulations are being introduced to protect users  and combat black-market activities. We maintain robust  internal processes to stay informed on regulatory devel-  opments and apply for licenses where relevant. Our in-  house legal team is critical in ensuring compliance, con-  tinuously monitoring and adapting our operations to  evolving legal frameworks assuring compliance for our  websites. Better Collective has no formal policy on po-  litical engagement, lobbying, or political contributions,  as our business model does not involve direct advocacy  or influence over-regulation. Our focus is education and  safer gambling awareness rather than shaping market  regulations. While we participate in trade associations  such as RAiG, DOGA, DVTM, and NCPG, this engagement  is strictly within the scope of corporate social responsi-  bility and safer gambling initiatives.  Anti-bribery and corruption  (G1-3)  We uphold strict ethical standards in our business oper-  ations and commitment to compliance. We do not en-  gage in cryptocurrency payments and integrate due dil-  igence in our partnership and acquisition processes. This  includes thorough assessments for potential risks re-  lated to money laundering or fraudâshould any such  risks be identified, we chose not to engage. We recog-  nize that operating across multiple jurisdictions exposes  our group and people to varying corruption and bribery  risks. Some regions where we operate present more sig-  nificant challenges, making corruption prevention a crit-  ical focus for our business. To uphold ethical conduct,  we have implemented robust internal controls and over-  sight mechanisms that ensure transparency and compli-  ance across our operations. While we have not reported  any cases of corruption or bribery to date, we remain  vigilant in maintaining a governance framework that  fosters accountability. Our Code of Conduct outlines  clear guidelines for offering and receiving gifts and hos-  pitality, ensuring that such gestures do not attempt to  influence decision-making improperly. To further miti-  gate risks, we have established an approval system  where all expenses related to gifts, meals, or hospitality  require managerial authorization. This oversight helps to  create an environment of transparency while reinforcing  ethical business practices. Additionally, we recognize  the importance of reporting processes and outcomes to  the Executive Management. Strengthening these report-  ing mechanisms ensures accountability and continuous  improvement in our anti-bribery and corruption efforts.  Corruption incidents (G1-4)  We aim for zero reported bribery and corruption cases,  including any behaviors that abuse entrusted power for  private gain in Better Collective. Despite having internal  controls, we recognize a key area for improvement in  the form of formalized anti-corruption and bribery train-  ing. Currently, we do not have formal screening or pro-  grams in place, though we acknowledge the importance  of educating employeesâespecially those in âsensitive  rolesâ on ethical business practices. To address this gap,  we are looking into options for anti-corruption educa-  tion and training to ensure proactive identification and  mitigation of potential threats.  At present, we do not have formalized actions in place  to manage our material impacts, risks, and opportunities  in this area. However, we recognize the need for struc-  tured initiatives and assess potential approaches.  In the event of breaches of anti-corruption and anti-  bribery procedures, we take immediate and appropriate  action. This includes conducting thorough investiga-  tions, implementing corrective measures, and enforcing  disciplinary actions where necessary. Additionally, we  analyze breaches to identify root causes to prevent fu-  ture occurrences.  There have been no incidents involving actors in the  value chain in which Better Collective or its employees  have been directly involved. Additionally, our Whistle-  blower system remains a key component of our compli-  ance framework, allowing employees, partners, and  stakeholders to report ethical concerns confidentially  and, if needed, anonymously. Reports submitted  through this channel are escalated to the Head of the  Audit Committee, Leif Nørgaard, who ensures that in-  vestigations are conducted promptly and objectively.  2024  Percentage of functions-at-risk covered by train-  ing programs  0%  Number of convictions for violation of anti-cor-  ruption and anti-bribery laws  0Amount of fines for violation of anti-corruption  and anti-bribery laws  0Accounting principles  Corruption and bribery  Percentage of functions-at-risk covered by train-  ing programs: There is currently no formalized  training for functions-at-risk.  Number of convictions: conviction of a group en-  tity by a court of law which is determined during  the financial year.  Number of fines: fines for a group entity are deter-  mined by a court of law during the financial year.  Entity specific  disclosures  Tax transparency  Better Collective recognizes that transparent tax prac-  tices are fundamental to corporate responsibility and  sustainable business operations. As part of its govern-  ance framework, the company ensures responsible tax  management that aligns with legal compliance, ethical  standards, and stakeholder expectations. Our approach  to tax transparency aligns with our broader strategy,  emphasizing ethical business practices and accountabil-  ity. By fulfilling our tax obligations responsibly and  transparently, we contribute to a stable and sustainable  economic environment in the regions where we operate.  Beyond the societal impact, our commitment to tax  transparency presents a strategic opportunity for Better  Collective. As governments, investors, and stakeholders  increasingly value corporate accountability, our trans-  parent tax practices help strengthen trust, enhance our  reputation, and reinforce our position as an industry  leader. Demonstrating our dedication to financial trans-  parency mitigates regulatory risks and gives us a com-  petitive advantage in attracting investors and partners  who prioritize ethical business conduct. By integrating  responsible tax practices into our business model, we  align financial success with social impact, ensuring that  our growth contributes positively to the communities  we are part of while securing long-term value for our  stakeholder.  Our overall guiding principle within taxation is to have a  sustainable tax approach, emphasizing our business-an-  chored approach to managing the impact of taxes while  remaining true to the values of operating our business in  a responsible and transparent manner. Our legal struc-  tures are based on business-anchored considerations  and substance.  Policy (MDR-P)  The Better Collective Group must adhere to all relevant  tax regulations in any and all jurisdictions where it per-  forms its operations. The overall responsibility for secur-  ing tax compliance rests with the Executive Manage-  ment. This policy has been evaluated and approved by  the Board of Directors and is governed by the Audit  Committee. Group Finance establishes guidelines for  global compliance and will in collaboration with the ex-  ternal group auditors monitor that local organizations  are complying with their responsibility both in terms of  international and local regulations. The scope of policy  is Better Collective companies and their foreign  branches and representations worldwide, and covers  corporate income tax, indirect taxes, withholding taxes,  employee taxes, excise taxes, import duties and other  fiscal allowances resembling a tax.  Our approach (MDR-A)  Better Collective does not have formalized actions on  tax, however, we ensure alignment with policy at all  times and ongoing review of tax compliance.  Targets (MDR-T)  Better Collective does not have formalized numeric tar-  gets for tax transparency, but the overall target is to  pay the taxes in compliance with local tax rules and our  policy.  Metrics (MDR-M)  Our metrics cover corporate income tax, indirect taxes,  withholding taxes, employee taxes, excise taxes, import  duties and other fiscal allowances resembling a tax.  The metric assists Better Collective in assessment of  compliance with policy and thereby all relevant tax reg-  ulations.  Tax Transparency, tEUR  2024  Corporate Income Tax  7,249  Employment taxes  28,836  VAT  - 982  Other taxes  243  Total Taxes  35,346  Accounting principles  Corporate income taxes  Corporate income tax consist of corporate  income taxes and state income taxes paid or  expensed during the year.  Employment taxes  Employment taxes primarily consist of taxes col-  lected from employees on behalf of the govern-  ment and social security costs (part of payroll  taxes in some countries).  Indirect taxes  Indirect taxes consist of non-refundable VAT, net  VAT collections, customs duties and environmen-  tal taxes (if any).  Other taxes  Other taxes consist of country-specific taxes not  linked to one of the categories and withholding  taxes.  Contribution to local  communities  Beyond our core business activities, we also actively  support the local communities in which we are active  through education and various small-scale initiatives.  We recognize that our success is tied to positive social  impact and community engagement, so integrating  long-term value creation into our corporate strategy is  essential. We are committed to creating long-term value  for local communities by investing in education and  skills development. A core pillar of this commitment is  the Better Collective Academies, which serve as a way  to give back to communities and a strategic initiative to  cultivate new talent. Our academies in NiÅ¡ and Paris, es-  tablished in 2021, have become a cornerstone of our lo-  cal engagement strategy. These programs provide spe-  cialized training in SEO, marketing, content creation, BI,  design, SEM, WordPress, full-stack, and quality assur-  ance, helping individuals develop competencies that en-  hance their employability within Better Collective and  across various industries. With no comparable alterna-  tive educational programs available in these regions, the  academies are critical in reducing unemployment, fos-  tering local economic growth, and ensuring an influx of  skilled talent into the workforce. Through this initiative,  we are not only strengthening our talent pipeline but  also contributing to the broader professionalization of  the digital and media industries.  sustainability commitments. Moving forward, we aim to  expand and refine our approach, ensuring that our con-  tributions remain meaningful, sustainable, and aligned  with the needs of the communities we serve. Please read  more about our policies in the Policy Overview on pages  54-57.  Our approach (MDR-A)  We actively contribute to the social and economic well-  being of the regions where we operate through targeted  educational programs, environmental initiatives, and  community-driven efforts. Below, we outline key 2024  actions that demonstrate our dedication to fostering  positive impacts and creating sustainable local develop-  ment.  Better Collective Academies  Better Collective invests in education and skills develop-  ment as part of our strategic commitment to creating  long-term value for local communities. Through our Bet-  ter Collective Academies, we provide structured training  programs designed to equip local talent with digital and  analytical skills, fostering employment opportunities  and supporting the sustainable growth of the digital in-  dustry.  Launched in June 2023, the Paris SEO Academy is part  of Better Collectiveâs long-term educational investment  in digital expertise and professional development. The  program is designed to bridge the gap between  In addition to educational programs, we actively engage  in local voluntary initiatives that support broader com-  munity development. Our teams participate in various  local projects, social impact programs, and fundraising  efforts, contributing time and resources to causes that  align with our mission of fostering growth and oppor-  tunity. These initiatives help improve living standards,  create access to new opportunities, and address specific  community needs. Our focus remains on expanding  these efforts through scalable initiatives, partnerships,  and continuous investment, reinforcing our role as a re-  sponsible corporate citizen.  Policy (MDR-P)  While we do not have a formal standalone policy dedi-  cated to local engagement, our Sustainability policy out-  lines our commitment to fostering long-term societal  benefits through education, skill development, and eco-  nomic contributions. Our approach to local community  engagement is embedded in our broader sustainability  strategy, ensuring that our activities align with our val-  ues and support the communities where we have a pres-  ence. Additionally, our tax transparency approach en-  sures that we contribute to local economies by fulfilling  our fiscal responsibilities in each jurisdiction where we  operate. We see tax contributions as a fundamental way  to support public infrastructure, education, and social  programs, thereby fostering sustainable development.  While our local engagement initiatives are not governed  by a formal policy, they are structured within our  education and employment, providing participants with  hands-on experience in SEO and digital marketing.  The BI Academy introduces talents to business intelli-  gence, analytical technologies, and methodologies. The  academy equipped participants with hands-on experi-  ence in data analysis and visualization, preparing them  for roles in data-driven decision-making. In early 2024,  we launched our first Design Academy, running from  January to May 2024. This initiative focused on visual  storytelling and digital media creation, allowing three in-  terns to refine their skills in graphic design, branding,  and content production.  One tree per employee  Better Collective strives to integrate environmental sus-  tainability into our local engagement strategy. Since  2019, we have been running the "One Tree per Em-  ployee" initiative in NiÅ¡, as part of our broader efforts to  foster a greener and more sustainable local environ-  ment. In 2024, the initiative continued, with 150 magno-  lia trees planted across three locations, bringing our to-  tal contribution to 443 donated and planted tree seed-  lings. This program reflects our ambition to enhance ur-  ban green spaces while reinforcing our commitment to  long-term community investment and climate responsi-  bility.  Štafeta Srcem - Humanitarian IT race in NiÅ¡  Our office in NiÅ¡ participated in the Å tafeta Srcem hu-  manitarian race, demonstrating our commitment to so-  cial responsibility and community support. In 2024, 44  employees took part in this initiative to raise funds to  furnish the Parentâs House in NiÅ¡âa facility designed to  improve the quality of life for young oncology patients  and their families. Our participation in this annual race is  a testament to our long-term engagement with local  causes, reinforcing our dedication to social well-being  beyond business operations.  Metrics (MDR-M)  Our academies are owned locally. The calculation of the  total number of graduates is based on the consolidated  input from each of our offices. In 2024, we happily grad-  uated five graduates from Business Intelligence, three  from Design, and 4 in QA, all in Nis, Serbia. Further, we  had four graduates from our SEO academy in Paris,  France. All graduates were offered positions at Better  Collective following their graduation. Since we only  have graduates in Paris and Nis, our focus has been lim-  ited to evaluating the number of graduates from these  two locations. To ensure accuracy, we have compared  the number of graduates to those announced on our in-  tranet. All graduates have been offered a position at BC  following their graduation.  Targets (MDR-T)  While we do not have predefined quantitative targets  for this topic, we actively monitor engagement levels,  Number of annual graduates  2024  Graduates from a BC academy  15  participation rates, and impact outcomes across various  initiatives. The effectiveness of our policies and actions  is tracked through:  â¢Program participation and impact assessments of  initiatives, e.g., employment rates post-academy  and qualitative feedback.  â¢Engagement with employees, partners, and local  communities to assess the effectiveness of our con-  tributions and refine the approach based on feed-  back.  While we have not defined a base period for measuring  progress, we consistently review our actions to ensure  continuous improvement and alignment with sustaina-  bility objectives. As we further refine our approach, we  remain committed to enhancing transparency and inte-  grating measurable sustainability metrics into our re-  porting framework.  Accounting principles  Number of graduates from a BC Academy tracks  the total number of individuals who successfully  graduated from BC Academies in the reporting  year, specifically focusing on our locations in Paris  and Nis. The calculation includes all graduates who  completed their training within the year 2024. To  ensure accuracy, the reported figure is derived  from a comparison with the graduate announce-  ments published on our intranet. Since our acade-  mies are locally owned, we consolidate the gradu-  ate data from both locations to arrive at the final  count.  Environment  Climate change (E1)  As a digital sports media group with operations world-  wide, we recognize the need to decrease the negative  climate-related impact of our business. Our long-term  commitment is to implement a precautionary approach  to environmental challenges and minimize our negative  impact through resource efficiency and decarbonization  to the greatest possible extent. Our operations result in  CO2 emissions primarily from daily business activities,  including travel, the use of data centers in our upstream  value chain, and downstream activities related to dis-  tributing our services. These impacts are closely tied to  the nature of our business model, which depends on dig-  ital infrastructure for our global operations and value  delivery. Our energy consumption contributes to CO2  emissions; however, as we are not a production com-  pany, energy consumption is low. Nonetheless, this is a  relevant topic, as it contributes to CO2 emissions and is  a lever for reductions.  Transition plan for climate  change mitigation (E1-1)  We do not currently have a transition plan for climate  change mitigation, but we are ensuring our strategy and  business model are compatible with the transition to a  sustainable economy and limiting global warming to 1.5  degrees in line with the Paris Agreement. However, we  We consider our business model and current assets and  locations to be exposed to a low degree of climate-re-  lated risks and hazards and assess our resilience to be at  a high level. We have not identified any physical or tran-  sitional risks related to our business model, locations, or  business activities, which is our foundation for achieving  a high level of resilience based on the environmental  analysis. As detailed in the following section, internal di-  alogues inform our analysis, advice from external spe-  cialists, and the scenario analysis using bespoke tools to  assess our situation.  As we have done in the DMA in general, we have focused  on the short- to medium-term and the activities we  know and understand well. We have fewer insights into  the potential value chain risks that could indirectly affect  us but generally consider these less likely to pose a real  risk to our performance and financials. We do not con-  sider our identified impacts to directly influence our  overall business model or strategy over the short- or  medium-term. As an online business with a flexible busi-  ness model, we can adapt to varying geographical and  environmental conditions, ensuring further resilience in  the face of climate change.  have initiated work to assess how to best approach this  based on insight and improved data quality on our GHG  disclosures.  Climate-related risks  (E1 SBM-3)  In our 2024 DMA and related analysis, we have assessed  the identified IROs, specifically evaluating potential cli-  mate-related risks or hazards. To identify and assess po-  tential outcomes of future events under conditions of  uncertainty, an environmental analysis was conducted  across E1 to E5 topics. The environmental analysis con-  siders our geographical locations of offices and key up-  stream value chain operators, as well as temperature  changes in alignment with the Representative Concen-  tration Pathways assessed by the IPCC in its fifth assess-  ment report. Additionally, the analysis is based on  sources like the WWF Risk Filters. The scenarios in the  environmental analysis are centered around the temper-  ature changes and how those will impact climate  change, including water, pollution, biodiversity, and re-  source use. Then, looking at the scenarios based on tem-  perature and geographies, a session was held to under-  stand and evaluate if this indicated any physical or cli-  mate-related risks or additional IROs not already identi-  fied and assessed. This was especially relevant to under-  stand whether the data centers in the value chain pose  a risk to the environment or Better Collective.  Environmental analysis  In 2024, we collaborated with external  specialists in connection with our DMA for  all environmental-related topics. This re-  sulted in the development of an environ-  mental analysis assessing our largest sites  and upstream data centers. The Environ-  mental analysis is aligned with require-  ments set forth in the ESRSs related to re-  silience analysis and Scenario analysis.  The environmental analysis ultimately  concluded no transitional or physical risks  related to climate change, no actual or po-  tential pollution-related IROs. The environ-  mental analysis also found no actual or po-  tential biodiversity and ecosystems-re-  lated IROs, nor any transitional, physical or  systemic risks. The analysis also assessed  actual and potential IROs related to circu-  lar economy and water and marine re-  sources, concluding both topics are imma-  terial for Better Collective.  Environmental IROs  (E1 IRO-1)  We have employed a combination of internal dialogues  and advisory from external experts to assess our situa-  tion adequately. Considering our GHG footprint, we con-  clude that we impact climate change, but it is not signif-  icant. We supplemented our DMA with an environmental  analysis using bespoke tools to assess environmentally  related IROs; as such, we have established a solid under-  standing of our current situation. In this regard, we also  discussed and evaluated whether scenarios for the fu-  ture would further expose risks to our business, includ-  ing activities and assets. Using this analysis, we have not  identified any significant future risks.  As part of the DMA and related analysis, we considered  the climate-related hazards and transition events listed  in the climate change application requirements. This ap-  proach is adequate to assess and understand our situa-  tion, especially because our potential exposures are lim-  ited. However, we will evaluate the potential benefits of  future upgrades, such as conducting further scenario  analysis based on additional conditions.  Policies (E1-2)  At Better Collective, we are committed to minimizing  our environmental footprint as part of our Sustainability  policy. While we do not have a formal Environmental  policy, we have established a long-term commitment to  implementing a precautionary approach to environmen-  tal challenges and reducing carbon emissions where  possible. Our environmental commitment is included in  our Sustainability policy.  VALUE CHANGE LOCATION  TIME HORIZON  Own  Upstream  Downstream  Short-term  Medium-term  Long-Term  operations  CLIMATE CHANGE  MITIGATION  Actual negative  XXXXXXImpact on climate caused  impact  by CO2 emissions  ENERGY CONSUMPTION  Energy consumption re-  Actual negative  Xquired to support both our  XXXXXimpact  business operations and  data centre activities.  Our policy addresses a precautionary approach to envi-  ronmental challenges and to minimize our carbon emis-  sions and thereby the related energy consumption. As  we are an online business, our environmental impact is  relatively small. Climate changes generally pose little  risk to our current and future operations as we have no  physical supply chain, and as such, we can operate al-  most anywhere. Still, we aim to minimize our carbon  footprint and thereby the related energy consumption,  and we are working towards setting a reduction target  We are working to establish a comprehensive carbon  footprint assessment across our operations to better un-  derstand our actual environmental impact. This founda-  tional work is intended to guide future sustainability in-  itiatives, ensuring that we can make more informed de-  cisions beyond our current focus areas, enabling us to  make the right choices.  Our Approach (E1-3)  We are committed to acting as responsible corporate  citizens. We recognize the importance of climate  change mitigation and are dedicated to expanding our  efforts across our operations in the future. Currently no  formalized monitoring and management of actions or  assessment of efficiency is in place.  One of the primary sources of carbon emissions in our  business is travel, particularly business-related travel.  This significantly influences our ambition to lower our  carbon footprint. To address this, our travel decisions  must consider both environmental and economic im-  pacts, balancing them against the benefits of in-person  meetings.  Beyond travel, our procurement choices contribute to  our carbon footprint, particularly in server hosting, IT in-  frastructure, and office equipment. When selecting sup-  pliers, we integrate environmental considerations into  the decision-making process.  Targets (E1-4)  We recognize our material impact on climate change  and acknowledge the importance of tracking and miti-  gating its environmental footprint. While we have not  yet set specific climate-related targets, we are actively  assessing our impact and exposure within our opera-  tions and value chain. Our approach identifies areas  where sustainability improvements can be made while  maintaining operational efficiency and responsible busi-  ness practices.  Energy consumption and mix  (E1-5)  Energy consumption and mix  2024  Total fossil energy consumption (MWh)  3,590  Consumption from nuclear sources (MWh)  0Fuel consumption for renewable sources, including biomass (also comprising industrial and municipal waste of bio-  logic origin, biogas, renewable hydrogen, etc.) (MWh)  131  Consumption of purchased or acquired electricity, heat, steam, and cooling from renewable sources (MWh)  0The consumption of self-generated non-fuel renewable energy (MWh)  0Total renewable energy consumption (MWh)  131  Total energy consumption (MWh)  3,720  Gross scopes 1, 2, 3 and total GHG emissions  (E1-6)  Scope 1 GHG emissions  2024  Gross Scope 1 GHG emissions (tCO2eq)  74  Percentage of Scope 1 GHG emissions from regulated emission trading schemes (%)  0Scope 2 GHG emissions  Gross location-based Scope 2 GHG emissions (tCO2eq)  1,346  Gross market-based Scope 2 GHG emissions (tCO2eq)  1,844  Significant scope 3 GHG emissions  Total Gross indirect (Scope 3) GHG emissions (tCO2eq)  26,554  1. Purchased goods and services  4,363  2. Capital goods  461  3. Fuel and energy-related activities  429  6. Business travel  3,406  7. Employee commuting  575  11. Use of sold products  17,310  Total GHG emissions  Total (with location-based GHG emissions (tCO2eq)  27,964  Total (with market-based GHG emissions (tCO2eq)  28,461  GHG emission intensity/Net revenue  Location based - total GHG emissions per net revenue (tCO2e/EUR thousand)  0.0753  Market based - totalGHG emissions per net revenue(tCO2e/EUR thousand)  0.0766  Scope 1  Our scope 1 emissions derive from heating using oil and gas refrigerants to cool the offices. Better Collective are not  presenting last year's numbers, as they are not comparable due to the acquisition of PMKR, which resulted in the inclu-  sion of additional offices as well as new offices in Serbia and Malta for the BC Group, where it has not been possible to  recalculate the emissions for the acquired business units.  Accounting principles  Energy from non-renewable sources covers fuel consumption related to the Groupâs fuel and natural gas con-  sumption related to the heating of office buildings. The input is based on consumption data from external  sources or estimates., which has then been converted into tons CO2 equivalents (tCO2e) using generic and/or  specific emission factors.  The emission factors used in scope 1 are the newest available from DEFRA, DEFRA (2024). The cooling gases  from DEFRA uses the 100-year time horizon global warming potential (GWP) values from the IPCC fifth Assess-  ment Report (AR5), and not the values from the IPCC Sixth Assessment Report, 2020 (AR6).  The estimated numbers are either based on the number of employees at the office or the size of the office and  calculated based on emission in comparable offices we have in the area.  GHG intensity  GHG intensity based on net revenue has been calculated as gross scope 1, Scope 2 location-based / market-  based, and gross scope 3 emissions divided by reported net revenue in tEUR.  Scope 2  Our scope 2 accounts for office electricity and district heating. Better Collective are not presenting last year's numbers,  as they are not comparable due to the acquisition of PMKR, which resulted in the inclusion of additional offices as well  as new offices in Serbia and Malta for the BC Group, where it has not been possible to recalculate the emissions for the  acquired business units.  Accounting principles  Scope 2 greenhouse gas (GHG) emissions refer to indirect emissions resulting from the generation of purchased  energy used by an organization. Scope 2 emissions occur at the facility where the energy is generated, thus  being classified as indirect emissions.  The emissions in scope 2 are linked to electricity and district heating consumption related to Better Collectives  office activities. The input is based on consumption data from external sources or estimates., which has then  been converted into tons of CO2 equivalents (tCO2e) using generic and/or specific emission factors.  The estimated numbers are either based on the number of employees at the office or the size of the office and  calculated based on emission in comparable offices we have in the area.  Emission factors used in scope 2 are from IEA and AIB for location- and market-based electricity. Where appli-  cable, more locally available sources have been used, such as âEnerginetâ for Denmark. For district heating,  DEFRA 2024 has been used internationally, and where applicable, locally available sources have been used as  well, such as âMiljødeklarationâ for local Danish district heating, âStockholm Exergiâ for district heating in Swe-  den, etc.  Energy consumption  Energy consumption covers the same energy as scope 1 and 2. The consumption is based on consumption data  from external sources or estimates. The estimated numbers are either based on the number of employees at the  office or the size of the office and calculated based on consumption in comparable offices we have in the area.  Energy from purchased electricity, heat and cooling is assumed to originate from fossil sources as renewable or  nuclear energy has not been actively procured. Biomass fuels are reported as renewable.  Scope 3  Scope 3 emissions are the indirect greenhouse gas emissions attributed to an organizationâs value chain. The accounting principles for the reported categories are as follows.  Accounting principles  1 Purchased goods and services  GHG emissions associated with the Groupâs purchase of goods and services are calculated as the direct cost associated with a specific type multiplied by a matching emission factor from EPA (2024) v1.3, direct-spend-based emission factors.  The direct cost has been converted to EUR using the average exchange rate for the year to align with the currency used in the spend-based emission factors.  2 Capital goods  GHG emissions associated with the Groupâs additions to tangible assets are calculated as the capitalized cost associated with a specific type multiplied by a matching emission factor from Defraâs table of 13 direct-spend-based emission  factors. The capitalized amount has been converted to EUR using the average exchange rate for the year to align with the currency used in the spend-based emissions factors.  3 Fuel- and energy-related activities  GHG emissions related to fuel and energy-related activities not accounted for in Scope 1 or 2 comprise indirect emissions associated with producing purchased fuels and electricity. The GHG emissions in fuels and energy-related activities  are calculated using the consumption from Scope 1 and 2 and emission factors from DEFRA (2024) and IEA (2024).  6 Business travel  GHG emissions associated with the Groupâs business travel activities are calculated as the direct cost associated with flight, taxi, train, bus, and accommodation multiplied by a matching emission factor from Defra (2024) table 13 or EPA  (2024) v1.3 direct-spend-based emission factors. The direct cost has been converted to EUR using the average exchange rate for the year to align with the currency used in the spend-based emission factors. Supplier-specific data: For the  category of flight and Hotel stays, emissions are based on supplier-specific data. To avoid double counting, the part of the direct cost related to supplier-specific data has been subtracted from the direct cost base of the spend-based  emission calculation. 59 % of the emissions is based on supplier specific data.  7 Employee commuting  GHG emissions related to employee commuting are linked to the indirect emissions generated from employees transportation between their homes and their places of work. Emissions have been calculated based on the answers to a Group-  wide survey in December 2024. The response rate was 37%. The survey included questions regarding: Means of transportation and type, distance to work, and average weekly days spent working in the office. These average commuting  weeks have then been multiplied by the average number of working weeks. The emissions related to working from home are calculated based on the assumed energy consumption related to working from home. To calculate the GHG  emissions, the 2024 version of Defra's business travel-land emission factors has been used.  11 Use of sold product  Use of sold products covers the scope 1 and 2 emissions associated with the use of sold products in the reporting year. For Better Collective, this means user activity emissions on our various sites. We have collected information on the  number of hours and type of device used to access our sites, and this has been applied to the average data on electricity consumption per hour of these devices. This energy consumption related to the use of our sites was applied to the  Global IEA (2024) electricity factor to calculate emissions from the use of our products.  Scope 3 categories â  not material  We have assessed all categories in scope 3 to determine  whether they are material or relevant. The following cat-  egories are not relevant to our business model or activ-  ities:  4. Upstream transportation and distribution  This category has been deemed as non-material. As a  Media company, we primarily deliver services rather  than physical goods.  5. Waste  This category has been deemed as non-material. As a  Media company, we primarily deliver services and do not  have material waste from production, etc.  8. Upstream leased assets  This category has been deemed as non-material. We do  not have any leased assets that are not in our control.  9. Downstream transportation and distribution  This category has been deemed as non-material, as we  do not distribute materials to clients.  10. Processing of sold products  This category has been deemed as non-material. As an  Media company our business model is based on the de-  livery of services, meaning we do not sell physical prod-  ucts that require further processing by our clients.  12. End-of-life treatment of sold products  This category has been deemed non-material. End-of-  life treatment of sold products is not applicable to our  operations. We do not sell physical products that would  require disposal or treatment at the end of their lifecy-  cle.  13. Downstream leased assets  This category has been deemed as non-material, as we  do not act as a lessor. The group has subleases at the  office in Copenhagen, but the emission are included in  scope 1 and 2.  14. Franchises  This category has been deemed as non-material, as we  do not operate with franchises.  15. Investments  This category has been deemed non-material. As we do  not have investments.  UN Global Compact  In 2019, Better Collective committed to incorporate the  UN Global Compact and its 10 principles into our strat-  egy, culture, and day-to-day operations. As a result of  our participation, we are committed to observing the  Global Compactâs 10 fundamental principles. Read more  about the Global Compact and its principles at www.un-  globalcompact.org.  In 2022, we further signed the UNâs Women Empower-  ment Principles. The principles are the result of collabo-  ration between the UN Global Compact and UN Women,  and are adapted from the Calvert Women's Principles.  By signing the statement Better Collective committed to  use the seven principles as guiding for actions that ad-  vance and empower women in the workplace and com-  munity.  Human rights  1. Support and respect the protection of internationally proclaimed human rights  2. Make sure that they are not complicit in human rights abuses  Labor  3. Uphold the freedom of association and the effective recognition of the right to collective bargaining  4. The elimination of all forms of forced and compulsory labor  5. The effective abolition of child labor  6. The elimination of discrimination in respect of employment and occupation  Work against corruption in all its forms, including extortion and bribery  Disclosure requirements  â¢SS = Sustainability statements  â¢RR = Remuneration report  â¢CG = Corporate governance  â¢MR = Management report  â¢Cross-cutting  Cross-cutting standards  ESRS 2  GENERAL DISCLOSURE  SECTION REPORT  PAGE(S)  BP-1  General basis for preparation of the sustainability statement  SS  45  BP-2  Disclosures in relation to specific circumstances  SS  45  GOV-1  The role of the administrative, management, and supervisory bodies  SS and CG  24; 27; 45-47  Information provided to and sustainability matters addressed by the undertakingâs administrative, management, and supervi-  GOV-2  SS  47  sory bodies  GOV-3  Integration of sustainability-related performance in incentive schemes  RR and SS  30-31; 47  GOV-4  Statement on sustainability due diligence  SS  48  GOV-5  Risk management and internal controls over sustainability reporting  SS and CG  32-35; 48  SBM-1  Strategy, business model and value chain  SS and MR  13; 49  SBM-2  Interests and views of stakeholders  SS  50-51  SBM-3  Material impacts, risks and opportunities and their interaction with strategy and business model  SS  13-14  IRO-1  Description of the process to identify and assess material impacts, risks and opportunities  SS  53-54; 85  IRO-2  Disclosure requirements in ESRS covered by the undertakingâs sustainability statement  SS  96-100; 102-106  Environmental standards  ESRS 2  CLIMATE CHANGE  SECTION REPORT  PAGE(S)  ESRS 2, GOV-3  Integration of sustainability-related performance in incentive schemes  SS  47  E1-1  Transition plan for climate change mitigation  SS  84  ESRS 2, SBM-3  Material impacts, risks and opportunities, and their interaction with strategy and business model  SS  52; 84  ESRS 2, IRO-1  Description of the processes to identify and assess material climate-related impacts, risks and opportunities  SS  53-54; 78; 85  E1-2  Policies related to climate change mitigation and adaptation  SS  56; 85  E1-3  Actions and resources in relation to climate change policies  SS  85  E1-4  Targets related to climate change mitigation and adaptation  SS  85  E1-5  Energy consumption and mix  SS  87-88  E1-6  Gross Scopes 1, 2, 3 and total GHG emissions  SS  87-90  ESRS E2  POLLUTION  ESRS 2, IRO-1  Description of the processes to identify and assess material pollution-related impacts, risks and opportunities  SS  53-54; 85  ESRS E3  WATER AND MARINE RESOURCES  ESRS 2, IRO-1  Description of the processes to identify and assess material pollution-related impacts, risks and opportunities  SS  53-54; 85  ESRS E4  BIODIVERSITY AND ECOSYSTEMS  ESRS 2, IRO-1  Description of the processes to identify and assess material pollution-related impacts, risks and opportunities  SS  53-54; 85  ESRS E5  RESOURCE USE AND CIRCULAR ECONOMY  ESRS 2, IRO-1  Description of the processes to identify and assess material pollution-related impacts, risks and opportunities  SS  53-54; 85  Social standards  ESRS S1  OWN WORKFORCE  SECTION REPORT  PAGE(S)  ESRS 2 SBM-2  Interests and views of stakeholders  SS  50-51  ESRS 2 SBM-3  Material impacts, risks and opportunities and their interaction with strategy and business model  SS  52; 58-59  S1-1  Policies related to own workforce  SS  54-57; 60; 101  S1-2  Processes for engaging with own workers and workersâ representatives about impacts  SS  61  S1-3  Processes to remediate negative impacts and channels for own workers to raise concerns  SS  61-62  Taking action on material impacts on own workforce, and approaches to mitigating material risks and pursuing material op-  S1-4  SS  62-63  portunities related to own workforce, and effectiveness of those actions  Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and oppor-  S1-5  SS  63-64  tunities  S1-6  Characteristics of the undertakingâs employees  SS  65-66  S1-9  Diversity metrics  SS  29; 67  S1-14  Health and safety metrics  SS  68  S1-15  Work-life balance metrics  SS  69  S1-16  Compensation metrics (pay gap and total compensation)  SS  70  S1-17  Incidents, complaints and severe human rights impacts  SS  71  Social standards  ESRS S4  CONSUMERS AND END-USERS  ESRS 2 SBM-2  Interests and views of stakeholders  SS  50-51  ESRS 2 SBM-3  Material impacts, risks and opportunities and their interaction with strategy and business model  SS  52; 72  S4-1  Policies related to consumers and end-users  SS  54-57; 73  S4-2  Processes for engaging with consumers and end-users about impacts  SS  74  S4-3  Processes to remediate negative impacts and channels for consumers and end-users to raise concerns  SS  74  Taking action on material impacts on consumers and end-users, and approaches to managing material risks and pursuing  S4-4  SS  74  material opportunities related to consumers and end-users, and effectiveness of those actions  S4-5  Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and oppor-  SS  76  tunities  Governance standards  ESRS G1  GOVERNANCE  SECTION REPORT  PAGE(S)  ESRS 2 GOV-1  The role of the administrative, supervisory and management bodies  CG and SS  23; 77  ESRS 2 IRO-1  Description of the processes to identify and assess material impacts, risks and opportunities  SS  53-54; 77-78  G1-1  Business conduct policies and corporate culture  SS  79  G1-3  Prevention and detection of corruption and bribery  SS  80  G1-4  Incidents of corruption or bribery  SS  80  MDR entity specific disclosures  ESRS 2 MDR  SAFER GAMBLING  SECTION REPORT  PAGE(S)  ESRS 2 IRO-1  Description of the processes to identify and assess material impacts, risks, and opportunities  SS  74-75  MDR-P  Policies adopted to manage material sustainability matters  SS  54-57  MDR-A  Actions and resources in relation to material sustainability matters  SS  74-75  MDR-M  Metrics in relation to material sustainability matters  SS  81-82  MDR-T  Tracking effectiveness of policies and actions through targets  SS  75-76  ESRS 2 MDR  CONTRIBUTION TO LOCAL COMMUNITIES  ESRS 2 IRO-1  Description of the processes to identify and assess material impacts, risks and opportunities  SS  53-54; 82  MDR-P  Policies adopted to manage material sustainability matters  SS  82  MDR-A  Actions and resources in relation to material sustainability matters  SS  82  MDR-P  Metrics in relation to material sustainability matters  SS  83  MDR-T  Tracking effectiveness of policies and actions through targets  SS  83  ESRS 2 MDR  TAX TRANSPARENCY  ESRS 2 IRO-1  Description of the processes to identify and assess material impacts, risks and opportunities  SS  53-54; 81  MDR-P  Policies adopted to manage material sustainability matters  SS  81  MDR-A  Actions and resources in relation to material sustainability matters  SS  81  MDR-M  Metrics in relation to material sustainability matters  SS  N/A  MDR-T  Tracking effectiveness of policies and actions through targets  SS  81  </mrv:SustainabilityReport>
<mrv:StatementOfPolicyForDataEthics contextRef="ctx1" id="fact1203" xml:lang="en">powered player monitoring tool that allows operators to  set of data ethics principles that support ethical deci-  ⢠Our compliance operations team regularly moni-  while reducing exposure to misinformation. We ensure  detect at-risk gambling behaviors in real time. Currently  sion-making when using data across Better Collectives  tors our assets, including social media, to ensure  that our platforms promote responsible and accurate in-  operating in 62 jurisdictions across 38 countries,  activities. We employ data to provide our users a unique  adherence to responsible marketing principles.  formation through editorial guidelines and industry best  GameScanner monitors over 9 million players monthly,  and educational experience whenever they visit our  This includes conducting negative keyword checks  practices. One of our platforms' most significant positive  enabling early intervention and support for users before  websites and/or engage in our communities. To give our  to identify and remove content not aligning with  impacts is our ability to educate and inform users about  gambling habits become problematic.  users the best and most relevant experience possible,  safer gambling and compliance guidelines.  sports betting, safer gambling, and the broader iGaming  we process various categories of data, including user-  ⢠Employee training is a core component of our re-  industry. Access to fact-based, transparent, and legally  Mindway AI also enhances player awareness through  related and personal data. In 2024, we established a pro-  sponsible marketing efforts. To ensure awareness  compliant information helps users make informed deci-  Gamalyze, a gamified self-assessment tool that helps  cess and governance setup to handle and evaluate data  and adherence to ethical advertising practices, we  sions, reducing misinformation and potential harm. As a  users understand their gambling behavior by analyzing  ethics reporting.  have implemented a compliance onboarding form,  key action to reinforce this impact on an ongoing basis,  real-time decision-making patterns. By providing per-  which all relevant employees must understand  we have:  sonalized feedback and behavioral insights, Gamalyze  Responsible marketing  and accept as part of their onboarding process.  allows players to self-reflect on their gambling tenden-  Ensuring responsible marketing practices is critical to  We have also developed advertising rules training  ⢠Strict editorial guidelines to ensure all published  cies and make informed choices. Beyond external indus-  preventing misleading claims, unethical targeting, or  videos, available in bite-sized modules, covering  content is accurate, unbiased, and compliant with  try partnerships, Better Collective integrates Mindway  content that could contribute to gambling-related harm  all aspects of socially responsible marketing with  regulations.  AIâs expertise within our operations:  for our users. As a key action to mitigate these risks, we  quizzes to reinforce key principles.  ⢠AI-driven content monitoring to detect and pre-  have established a comprehensive compliance frame-  ⢠Compliance hub, an internal resource center  vent misleading or non-compliant information.  ⢠Gamalyze is available on 30+ brands across Better  work that ensures on an ongoing basis that all marketing  providing advertising compliance materials, regu-  ⢠Betting education resources, such as our Betting  Collectiveâs House of Brands, offering users an ac-  content is socially responsible, transparent, and aligned  latory updates, and ethical marketing guidelines.  Academy, to help users understand betting risks  cessible way to assess their gambling behavior.  with industry regulations:  and strategies responsibly.pri  ⢠Mindway AI experts contribute to safer gambling  Through this structured compliance approach, we en-  content, ensuring our educational resources align  ⢠Advertising guidelines outline principles for so-  sure that all marketing and promotional activities re-  Providing access to accurate and well-regulated infor-  with scientific research and the industryâs best  cially responsible advertising, safer gambling, and  main ethical, responsible, truthful, and aligned with in-  mation supports informed decision-making and empow-  practices.  the protection of minors. These guidelines prevent  dustry standards.  ers users to make more enlightened and responsible de-  misleading messaging, ensure age-gating, etc.  cisions in the iGaming space.  Data privacy and protection  ⢠Our internal Advertising compliance policy sets  Access to accurate information  Better Collective has adopted a data ethics policy in ac-  out fundamental ethical guidelines for all market-  Our content strategy prioritizes transparency, educa-  Tracking and managing the  effectiveness of our actions  cordance with Section 99d of the Danish Financial State-  ing and content creation activities, mandating  tion, and user empowerment. We recognize that access  We assess the effectiveness of our policies and initia-  ments Act. This section stands as our data ethics report  compliance with regulatory requirements and in-  to high-quality, fact-based information is a material op-  tives through qualitative and quantitative tracking  for the fiscal year 2024. The data ethics policy outlines a  dustry best practices.  portunity, allowing users to make informed decisions  methods. These include:  Annual report  Page 75  </mrv:StatementOfPolicyForDataEthics>
<mrv:DescriptionofTheTaxonomyRegulation contextRef="ctx4" id="fact6524" xml:lang="en">EU Taxonomy  The EU Taxonomy is  aregulatory  framework introduced by the European  Union as a tool to aid in the transition  towards a greener and more sustainable  economy.  The EU Taxonomy addresses six environmental objec-  tives:  â¢Climate change mitigation  â¢Climate change adaptation  â¢Sustainable use and protection of water and marine  resources  â¢Transition to a circular economy  â¢Pollution prevention and control  â¢Protection and restoration of biodiversity and eco-  systems  We have reviewed and assessed which economic activ-  ities are eligible under the EU Taxonomy definition and  subsequently allocated financial numbers to these activ-  ities.  The annual process for assessing compliance with the  criteria outlined in Article  3of Regulation (EU)  2020/852 has been conducted in three stages:  1. Screening of eligible economic activities  We reviewed the technical annexes from the Climate  Delegated Act, the Complementary Climate Delegated  Act, the Environmental Delegated Act, and amendments  to the Climate Delegated Act. Our goal was to identify  any potentially eligible economic activities relevant to  the revenue KPI and categories (a) and (c) of the CAPEX  and OPEX KPIs. During our evaluation period, we out-  lined areas with eligible economic activities that re-  quired further eligibility assessment.  2. Assessment of eligible economic activities  Each identified economic activity was evaluated to de-  termine how well the description in the annex corre-  sponds to Better Collectiveâs operations.  3. Assessment of the alignment of economic activities  For each eligible economic activity, we identified key in-  ternal stakeholders to assist in locating and gathering  the necessary documentation to satisfy the alignment  criteria.  Eligible activities  Our eligible economic activity for the financial year 2024  is:  Climate change mitigation  7.7. Acquisition and ownership of buildings  Aligned activities  Based on the screening process, we determined that  Better Collectiveâs current activities do not align with  any of the activities specified under the EU Taxonomy.  The eligible activity do not live up to the technical  screening criteria.  Revenue  Better Collectiveâs main activities within sports media  and entertainment are excluded from the taxonomy un-  der 13.1 Creative, arts, and entertainment activities.  However, to ascertain whether Better Collective has any  other economic activities that could be eligible for the  taxonomy, the group has analyzed its business, which  shows that the Group has no activities that are eligible  under the taxonomy.  OPEX  Based on the screening process, we concluded that the  OPEX for Better Collectiveâs current activities do not  meet the EU Taxonomy eligibility criteria. However, we  will continue to monitor updates to the framework to as-  sess any future alignment opportunities as the taxono-  my's scope evolves.  CAPEX  Eligible CAPEX consists of additions to tangible assets,  such as property, plant, and equipment (including addi-  tions to leased assets), that are associated with Taxon-  omy-eligible activities.  Minimum safeguards  The minimum safeguards are part of the Taxonomy Reg-  ulation and are based on the recommendation from the  Technical Expert Group. They were included to ensure  that entities that are carrying out environmentally sus-  tainable activities that are labeled as Taxonomy-aligned  meet certain minimum governance standards and do  not negatively impact human rights, including labor  rights, corrupt practices, or are linked to non-compli-  ance with letter or spirit of tax laws or anti-competitive  practices.  Practically, this means that undertakings whose eco-  nomic activities are to be considered as Taxonomy-  aligned have to align with the standards for responsible  business conduct mentioned in:  ⢠The OECD Guidelines for Multinational Enterprises  ⢠The UN Guiding Principles on Business and Human  Rights, including the principles and rights set out in the  eight fundamental conventions identified in the Decla-  ration of the International Labor Organization on Funda-  mental Principles and Rights at Work  ⢠The International Bill of Human Rights  Since Better Collective does not claim alignment based  on other technical criteria, the assessment of compli-  ance with minimum safeguards have not been assessed.  Accounting principles  Revenue  The proportion of revenue is calculated as the part of the net revenue derived from products or services associ-  ated with Taxonomy economic activities divided by the net revenue (Note 4 in the Financial Statements). Better  Collective do not have any eligible revenue.  OPEX  Non-capitalised costs that relate to research and development, building renovation measures, short-term lease,  maintenance and repair, and any other direct expenditures relating to the day-to-day servicing of assets of  property, plant and equipment by the undertaking or third party to whom activities are outsourced that are  necessary to ensure the continued and effective functioning of such assets. Better Collective do not have any  eligible OPEX.  CAPEX  CAPEX is calculated as the 'Addition of tangible and intangible assets', which is generated from note 12 and 14  of the consolidated financial statements. Included in the figures is the value from leasing of office buildings  (Capitalized under IFRS16). The CAPEX KPI is defined as Taxonomy-eligible capex (numerator) divided by total  CAPEX accounted based on IAS 16, IAS 38, IAS 40, IAS 41, IFRA 16 (denominator) which include additions to  business combinations without considering goodwill.2023 numbers have been restated based on this ap-  proach.  Double counting  For the allocation of the numerator for CAPEX, we have first identified the relevant figures and then allocated  the primary related economic activity in the Climate Delegated Act. In this way, we ensure that no CAPEX is  considered more than once.  Contribution to multiple objectives  Regarding our identified economic activities, we note that none of these contribute to multiple objectives, as  there are only one eligible activities related to CAPEX.  Disaggregation of KPIâs  There has been no disaggregation of KPIs for any economic activity assessed.  NUCLEAR AND FOSSIL GAS-  RELATED ACTIVITIES  Taxonomy table for nuclear and gas as referred to in  Complimentary Climate Delegated Act. Better Collec-  tive does not engage in nuclear or fossil gas related ac-  tivities.  Nuclear energy-related activities  The undertaking carries out, funds or has exposures to research, development, demonstration and deploy-  ment of innovative electricity generation facilities that produce energy from nuclear processes with mini-  1mal waste from the fuel cycle.  NO  The undertaking carries out, funds or has exposures to construction and safe operation of new nuclear in-  stallations to produce electricity or process heat, including for the purposes of district heating or industrial  processes such as hydrogen production, as well as their safety upgrades, using best available technolo-  2gies.  NO  The undertaking carries out, funds or has exposures to safe operation of existing nuclear installations that  produce electricity or process heat, including for the purposes of district heating or industrial processes  3such as hydrogen production from nuclear energy, as well as their safety upgrades.  NO  Fossil gas-related activities  The undertaking carries out, funds or has exposures to construction or operation of electricity generation  4facilities that produce electricity using fossil gaseous fuels.  NO  The undertaking carries out, funds or has exposures to construction or operation of electricity generation  5facilities that produce electricity using fossil gaseous fuels.  NO  The undertaking carries out, funds or has exposures to construction, refurbishment and operation of heat  6generation facilities that produce heat/cool using fossil gaseous fuels.  NO  Substantial contributions %  Do no significant harm  Y; N; N/EL; EL  (Y/N)  Taxon-  Propor-  Climate  Climate  Water  Biodiver- Climate  Climate  Water  Biodiver-  omy  tion of  change  change  and ma-  sity change  change  and ma-  sity  Minimum aligned  Transi-  Revenue  Revenue  mitiga-  adapta-  rine re-  Circular  and eco-mitiga-  adapta-  rine re-  Circular  and eco-  safe-  Revenue Enabling tional  Revenue  Codes tEUR  2024  tion  tion  sources  economy Pollution systemstion  tion  sources  economy Pollution systems  guards  2023 activityactivity  A. Taxonomy-eligible activities  A.1 Environmentally sustainable activities (taxonomy-  aligned)  Revenue of environmentally sustainable activities  (Taxonomy-aligned) (A.1)  00%  0%  Of which enabling  Of which transitional  A. Taxonomy-eligible activities  A.2 Taxonomy-eligible but not environmentally sus-  tainable activities (not Taxonomy-aligned activities)  Revenue of Taxonomy-eligible but not environmentally  sustainable activities(not Taxonomy alignedactivi-  ties) (A.2)  00%  0%  Revenue of Taxonomy-eligible activities (A.1 + A.2)  00%  0%  B. Revenue of Taxonomy non eligible activities (B)  Revenue of Taxonomy non-eligible activities (B)  371,487  100%  Total (A+B)  371,487  100%  Substantial contributions %  Do no significant harm  Y; N; N/EL; EL  (Y/N)  Taxon-  Propor-  Climate  Climate  Water  Biodi-  Climate  Climate  Water  Biodi-  Mini-  omy  tion of  change  change  and ma-  Circular  versity  change  change  and ma-  Circular  versity  mum  aligned  Transi-  OPEX  OPEX  mitiga-  adapta-  rine re-  econ-  and eco-mitiga-  adapta-  rine re-  econ-  and eco-safe-  OPEX  Enabling tional  OPEX  Codes  tEUR  2024  tion  tion  sources  omy  Pollution systems  tion  tion  sources  omy  Pollution systems  guards  2023  activity  activity  A. Taxonomy-eligible activities  A.1 Environmentally sustainable activities (taxonomy-  aligned)  OPEX of environmentally sustainable activities (Taxon-  omy-aligned) (A.1)  00%  0%  Of which enabling  Of which transitional  A. Taxonomy-eligible activities  A.2 Taxonomy-eligible but not environmentally sus-  tainable activities (not Taxonomy-aligned activities)  OPEX of Taxonomy-eligible but not environmentally  sustainable activities(not Taxonomy aligned activi-  ties) (A.2)  00%  0%  OPEX of Taxonomy-eligible activities (A.1 + A.2)  00%  0%  B. Taxonomy non eligible activities (B)  OPEX of Taxonomy non-eligible activities (B)  258,084  100%  Total (A+B)  258,084  100%  Substantial contributions %  Do no significant harm  Y; N; N/EL; EL  (Y/N)  Taxon-  Propor-  Climate  Climate  Water  Biodiver- Climate  Climate  Water  Biodiver-  omy  tion of  change  change  and ma-  sity  change  change  and ma-  sity  Minimum aligned  Transi-  CAPEX  CAPEX  mitiga-  adapta-  rine re-  Circular  and eco-  mitiga-  adapta-  rine re-  Circular  and eco-  safe-  CAPEX  Enabling tional  CAPEX  Codes tEUR  2024  tion  tion  sources  economy Pollution systems  tion  tion  sources  economy Pollution systems  guards  2023*  activity  activity  A. Taxonomy-eligible activities  A.1 Environmentally sustainable activities (taxonomy-  aligned)  CAPEX of environmentally sustainable activities (Tax-  onomy-aligned) (A.1)  00%  0%  Of which enabling  Of which transitional  A. Taxonomy-eligible activities  A.2 Taxonomy-eligible but not environmentally sus-  tainable activities (not Taxonomy-aligned activities)  CCM  Acquisition and ownership of buildings  7.7  6,280  4% EL  N/EL  N/EL  N/EL  N/EL  N/EL  15%  CAPEX of Taxonomy-eligible but not environmentally  sustainable activities(not Taxonomy alignedactivi-  ties) (A.2)  6,280  4%  CAPEX of Taxonomy-eligible activities (A.1 + A.2)  6,280  4%  4%  0%  0%  0%  0%  0%  15%  B. Taxonomy non eligible activities (B)  CAPEX of Taxonomy-non eligible activities (B)  149,115  96%  Total (A+B)  155,395  100%  Appendix  EU legislation data points  (IRO-2)  The table below outlines the data points derived from  other EU legislation as listed in ESRS 2 Appendix B. It  indicates where these data points can be found in our  report and identifies which data points are assessed as  âNot materialâ  DISCLOSURE  BENCHMARK REFERENCE  DATA POINT  SFDR REFERENCE  PILLAR 3 REFERENCE  EU CLIMATE LAW  PAGE/RELEVANCE  REQUIREMENT  REGULATION  ESRS 2 GOV-1  Board's gender diversity  21 (d)  XX27  ESRS 2 GOV-1  Percentage of board members who  21 (e)  X27  are independent  ESRS 2 GOV-4  Statement on due diligence  30  X48  ESRS 2 SBM-1  Involvement in activities related to  40 (d) i  XXXNot relevant  fossil fuel activities  ESRS 2 SBM-1  Involvement in activities related to  40 (d) ii  chemical production  XXNot relevant  ESRS 2 SBM-1  Involvement in activities related to  40 (d) iii  XXNot relevant  controversial weapons  ESRS 2 SBM-1  Involvement in activities related to  40 (d) iv  cultivation and production of to-  XNot relevant  bacco  ESRS E1-1  Transition plan to reach climate  14  XNot relevant  neutrality by 2050  ESRS E1-1  Undertakings excluded from Paris-  16 (g)  aligned Benchmarks  XXNot relevant  ESRS E1-4  GHG emission reduction targets  34  XXXNot relevant  Energy consumption from fossil  ESRS E1-5  sources disaggregated by sources  38  XNot relevant  ESRS E1-5  Energy consumption and mix  37  X87  ESRS E1-5  Energy intensity associated with  40-43  activities in high climate impact  XNot relevant  sectors  ESRS E1-6  Gross Scope 1, 2, 3 and Total GHG  44  XXX87  emissions  ESRS E1-6  Gross GHG emissions intensity  53-55  XXX87  ESRS E1-7  GHG removals and carbon credits  56  XNot relevant  ESRS E1-9  Exposure of the benchmark portfo-  66  XNot relevant  lio to climate-related physical risks  ESRS E1-9  Disaggregation of monetary  66 (a)  amounts by acute and chronic  Not relevant  physical risk  ESRS E1-9  Location of significant assets at ma-  66 (c)  XNot relevant  terial physical risk  ESRS E1-9  Breakdown of the carrying value of  67 (c)  its real estate assets by energy-effi-  XNot relevant  ciency classes  ESRS E1-9  Degree of exposure of the portfolio  69  XNot relevant  to climate-related opportunities  ESRS E2-4  Amount of each pollutant listed in  28  Annex II of the E-PRTR Regulation  XNot relevant  emitted to air, water and soil  ESRS E3-1  Water and marine resources  9XNot relevant  ESRS E3-1  Dedicated policy  13  XNot relevant  ESRS E3-1  Sustainable oceans and seas  14  XNot relevant  ESRS E3-4  Total water recycled and reused  28 (c)  XNot relevant  ESRS E3-4  Total water consumption in m3per  29  XNot relevant  net revenue on own operations  ESRS 2 SBM 3 - E4  Biodiversity sensitive areas  16 (a) i  XNot relevant  ESRS 2 SBM 3 - E4  Land impacts  16 (b)  XNot relevant  ESRS 2 SBM 3 - E4  Threatened species  16 ©  XNot relevant  ESRS E4-2  Sustainable oceans/seas practices  24 (c)  XNot relevant  or policies  ESRS E4-2  Policies to address deforestation  24 (d)  XNot relevant  ESRS E5-5  Non-recycled waste  37 (d)  XNot relevant  ESRS E5-5  Hazardous waste and radioactive  39  XNot relevant  waste  ESRS 2 SBM3 - S1  Risk of incidents of forced labor  14 (f)  XNot material  ESRS 2 SBM3 - S1  Risk of incidents of child labor  14 (g)  XNot material  ESRS S1-1  Human rights policy commitments  20  X56; 101  Sustainability due diligence policies  ESRS S1-1  on issues addressed by the funda-  21  X56  mental International Labor Organi-  zation Conventions 1 to 8  ESRS S1-1  Processes and measures for pre-  22  XNot material  venting trafficking in human beings  ESRS S1-1  Workplace accident prevention pol-  23  X55  icy or management system  ESRS S1-3  Grievance/complaints handling  32 (c)  X61  mechanisms  ESRS S1-14  Number of fatalities and number  88 (b), (c)  and rate of work-related accidents  XX68  ESRS S1-14  Number of days lost to injuries, ac-  88 (e)  X68  cidents, fatalities or illness  ESRS S1-16  Unadjusted gender pay gap  97 (a)  XX70  ESRS S1-16  Excessive CEO pay ratio  97 (b)  X70  ESRS S1-17  Incidents of discrimination  103 (a)  X71  ESRS S1-17  Non-respect of UNGPs on Business  104 (a)  and Human Rights and OECD  XX71  Guidelines  ESRS 2 SBM3 â S2  Significant risk of child labor or  11 (b)  XNot material  forced labor in the value chain  ESRS S2-1  Human rights policy commitments  17  XNot material  ESRS S2-1  Policies related to value chain  18  XNot material  workers  ESRS S2-1  Non-respect of UNGPs on Business  19  and Human Rights principles and  XXNot material  OECD guidelines  Sustainability due diligence policies  ESRS S2-1  on issues addressed by the funda-  19  XNot material  mental International Labor Organi-  zation Conventions 1 to 8  ESRS S2-4  Human rights issues and incidents  36  connected to its upstream and  XNot material  downstream value chain  ESRS S3-1  Human rights policy commitments  16  XNot material  ESRS S3-1  Non-respect of UNGPs on Business  17  and Human Rights, ILO principles or  XXNot material  OECD guidelines  ESRS S3-4  Human rights issues and incidents  36  XNot material  ESRS S4-1  Policies related to consumers and  16  X54-57; 73  end-users  ESRS S4-1  Non-respect of UNGPs on Business  17  and Human Rights and OECD  XX54-57; 73  guidelines  ESRS S4-4  Human rights issues and incidents  35  XNot material  ESRS G1-1  United Nations Convention against  10 (b)  X79  Corruption  ESRS G1-1  Protection of whistleblowers  10 (d)  X79  ESRS G1-4  Fines for violation of anti-corrup-  24 (a)  XX80  tion and anti-bribery laws  ESRS G1-4  Standards of anti-corruption and  24(b)  X80  anti-bribery  </mrv:DescriptionofTheTaxonomyRegulation>
<sob:StatementByExecutiveAndSupervisoryBoards contextRef="ctx1" id="fact1326" xml:lang="en">Statement by  Management  The Board of Directors and the Executive Board have to-  day discussed and approved Better Collective A/S's  2024 annual report.  The annual report has been prepared in accordance with  International Financial Reporting Standards as adopted  by the EU and additional requirements of the Danish Fi-  nancial Statements Act.  It is our opinion that the consolidated financial state-  ments and the parent company's financial statements  give a true and fair view of the group and parent com-  pany's financial position on December 31, 2024, and of  the results of the groupâs and the parent companyâs op-  erations and cash flows for the financial year January 1 â  December 31, 2024.  Further, in our opinion, the managementâs review gives  a fair review of the development in the groupâs and the  parent companyâs activities and financial matters, re-  sults of operations, cash flows, and financial position, as  well as a description of material risks and uncertainties  that the group and the parent company face.  The Sustainability Statements are prepared in accord-  ance with the European Sustainability Reporting  Standards (ESRS), as required by the Danish Financial  Statements Act, section 99a, and article 8 of the EU Tax-  onomy regulation.  The year 2024 marks the initial implementation of para-  graph 99a of the Danish Financial Statements Act con-  cerning compliance with ESRS. As such, clearer guid-  ance and practice are anticipated in various areas, which  are expected to be issued in the coming years. Further-  more, the sustainability statement includes forward-  looking statements based on disclosed assumptions  about events that may occur in the future and possible  future actions by the Group. Actual outcomes are likely  to be different since anticipated events frequently do  not occur as expected  In our opinion, the annual report for the financial year  January 1 â December 31, 2024, with the file name bet-  tercollective-2024-12-31-en.zip , is prepared, in all mate-  rial respects, in compliance with the ESEF Regulation.  We recommend that the annual report be approved at  the annual general meeting.  </sob:StatementByExecutiveAndSupervisoryBoards>
<arr:IndependentAuditorsReportsAudit contextRef="ctx1" id="fact1370" xml:lang="en">Independent Auditorsâ  Report  </arr:IndependentAuditorsReportsAudit>
<arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements contextRef="ctx1" id="fact1372" xml:lang="en">To the shareholders of  Better Collective A/S  </arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements>
<arr:DescriptionOfQualificationsOfAuditedFinancialStatements contextRef="ctx1" id="fact1399" xml:lang="en">Basis for opinion  We conducted our audit in accordance with Interna-  tional Standards on Auditing (ISAs) and additional re-  quirements applicable in Denmark. Our responsibilities  under those standards and requirements are further de-  scribed in the "Auditor's responsibilities for the audit of  the consolidated financial statements and the Parent  Company financial statements" (hereinafter collectively  referred to as "the financial statements") section of our  report. We believe that the audit evidence we have ob-  tained is sufficient and appropriate to provide a basis for  our opinion.  Independence  We are independent of the Group in accordance with the  International Ethics Standards Board for Accountants'  International Code of Ethics for Professional Account-  ants (IESBA Code) and the additional ethical require-  ments applicable in Denmark, and we have fulfilled our  other ethical responsibilities in accordance with these  requirements and the IESBA Code.  To the best of our knowledge, we have not provided any  prohibited non-audit services as described in article 5(1)  of Regulation (EU) no. 537/2014.  Appointment of auditor  On 8 June 2018, Better Collective A/S completed its Ini-  tial Public Offering and was admitted to trading and of-  ficial listing on Nasdaq Stockholm. Subsequent to Better  Collective A/S being listed on Nasdaq Stockholm, we  were initially appointed as auditor of Better Collective  A/S on 25 April 2019 for the financial year 2019. We have  been reappointed annually by resolution of the general  meeting for a total consecutive period of 6 years up until  and including the financial year 2024.  </arr:DescriptionOfQualificationsOfAuditedFinancialStatements>
<arr:OpinionOnAuditedFinancialStatements contextRef="ctx1" id="fact1374" xml:lang="en">Opinion  We have audited the consolidated financial statements  and the parent company financial statements of Better  Collective A/S for the financial year 1 January â 31 De-  cember 2024, which comprise income statement, state-  ment of comprehensive income, balance sheet, state-  ment of changes in equity, cash flow statement and  notes, including material accounting policy information,  for the Group and the Parent Company. The consoli-  dated financial statements and the parent company fi-  nancial statements are prepared in accordance with  IFRS Accounting Standards as adopted by the EU and  additional requirements of the Danish Financial State-  ments Act.  In our opinion, the consolidated financial statements  and the parent company financial statements give a true  and fair view of the financial position of the Group and  the Parent Company at 31 December 2024 and of the re-  sults of the Group's and the Parent Company's opera-  tions and cash flows for the financial year 1 January â 31  December 2024 in accordance with IFRS Accounting  Standards as adopted by the EU and additional require-  ments of the Danish Financial Statements Act.  Our opinion is consistent with our long-form audit re-  port to the Audit Committee and the Board of Directors.  </arr:OpinionOnAuditedFinancialStatements>
<arr:KeyAuditMattersAudit contextRef="ctx1" id="fact1432" xml:lang="en">Key audit matters  Key audit matters are those matters that, in our profes-  sional judgement, were of most significance in our audit  of the financial statements for the financial year 2024.  These matters were addressed during our audit of the  financial statements as a whole and in forming our opin-  ion thereon. We do not provide a separate opinion on  these matters. For each matter below, our description of  how our audit addressed the matter is provided in that  context.  We have fulfilled our responsibilities described in the  "Auditor's responsibilities for the audit of the financial  statements" section, including in relation to the key au-  dit matters below. Accordingly, our audit included the  design and performance of procedures to respond to  our assessment of the risks of material misstatement of  the financial statements. The results of our audit proce-  dures, including the procedures performed to address  the matters below, provide the basis for our audit opin-  ion on the financial statements.  Recoverability of the carrying amount goodwill, do-  mains and websites  Goodwill as well as domains and websites with indefinite  life are not subject to amortisation, but are reviewed an-  nually for impairment, or more frequently if any indica-  tors of impairment are identified. Recoverability of the  carrying amount of goodwill, domains and websites is  significant to our audit due to the carrying values as well  as the management judgement involved in the assess-  ment of the carrying values, assessment of indefinite life  and judgements involved in impairment testing of the  goodwill, domains and websites.  Management prepares and reviews impairment tests for  each of the four identified cash-generating units. Impair-  ment testing is based on the estimated recoverable  amounts of the assets, which for this purpose are deter-  mined based on the value in use. The value in use is  based on a discounted cash flow (DCF) model and is cal-  culated for each cash-generating unit.  Refer to note 13 in the consolidated financial statements  and to note 11 in the financial statements for the Parent  Company.  How our audit addressed the above key audit matter  Our audit procedures included:  ⢠Assessment of the indefinite life assumption in-  cluding examination of data provided by manage-  ment and other sources as well as inquiries to man-  agement and comparison with industry practice for  comparable companies.  ⢠Evaluation of main principles and assumptions for  Managementâs identification and assessment of  CGUs.  ⢠Evaluation of the value-in-use model used by Man-  agement, including consideration of the cash-gen-  eration units defined by Management and the rea-  sonableness of key assumptions and input based  on our knowledge of the business and industry to-  gether with available supporting evidence such as  available budgets and externally observable mar-  ket data related to interest rates.  ⢠Evaluation of the disclosures provided by Manage-  ment in note 13 to the consolidated financial state-  ments and in note 11 to the Parent Company finan-  cial statements to applicable accounting standards.  Revenue recognition  The Groupâs revenue consists of different revenue  streams, that either are recognized at a point in time or  over time. Further, the Group has agreements with op-  erators that include variable consideration, which is  recognized based on expected performance for the con-  tract period.  Revenue recognition and measurement of the related  variable consideration for the Group was a matter of  most significance in our audit due to the inherent risk in  the estimates and judgements which Management  makes in the normal course of business as to timing of  revenue and measurement of variable consideration.  For details on the revenue, reference is made to note 4  in the consolidated financial statements and to note 2 in  the financial statements for the parent company.  How our audit addressed the above key audit matter  Our audit procedures included:  ⢠Test on a sample basis recognized revenue and re-  lated variable considerations to agreements with  operators.  ⢠Data analytical procedures to test completeness,  accuracy, and timing of the recognition of revenue  and related variable consideration.  ⢠Test of revenue accruals, revenue deferrals, and  sales transactions, recognized before and after the  balance sheet date to contracts and other support-  ing documentation to assess proper revenue cut-  off.  ⢠Assessment of whether the applied revenue recog-  nition criteria follow the Groupâs accounting  policies as disclosed in note 4 to the consolidated  financial statements.  ⢠Evaluation of the disclosures provided by Manage-  ment in note 4 to the consolidated financial state-  ments and in note 2 to the financial statement for  the parent company to applicable accounting  standards.  Accounting for acquisitions  The Group has in 2024 completed two business combi-  nations. Management has determined the fair value of  the identifiable assets and liabilities acquired. The total  consideration for the two business combinations  amounts to EUR 153 million.  Due to the significant level of management judgement  involved estimating the fair value of especially the intan-  gible assets acquired, we considered the accounting for  acquisitions of most significance in our audit.  For details on the acquisitions, reference is made to note  21 in the consolidated financial statements.  How our audit addressed the above key audit matter  Our audit procedures included:  ⢠Assessment of the assumptions and methodology  applied by management to calculate the fair value  of intangible assets acquired as well as the contin-  gent consideration. We have considered the ap-  proach taken by Management, assessed key  assumptions, and obtained evidence for the expla-  nations provided, by comparing key assumptions  to market data, where available, underlying ac-  counting records, past performance of the acquired  businesses and Managementâs forecasts support-  ing the acquisitions.  ⢠Assessment of the adequacy of the disclosures in  note 21 related to the acquisitions, including the fair  value of acquired intangible assets, compared to  applicable accounting standards.  </arr:KeyAuditMattersAudit>
<arr:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements contextRef="ctx1" id="fact1574" xml:lang="en">Statement on the Managementâs review  Management is responsible for the Management's re-  view.  Our opinion on the financial statements does not cover  the Management's review, and we do not as part of our  audit express any assurance conclusion thereon.  In connection with our audit of the financial statements,  our responsibility is to read the Management's review  and, in doing so, consider whether the Management's re-  view is materially inconsistent with the financial state-  ments, or our knowledge obtained during the audit, or  otherwise appears to be materially misstated.  Moreover, it is our responsibility to consider whether the  Management's review provides the information required  by relevant law and regulations. This does not include  the requirements in paragraph 99a related to the sus-  tainability statement covered by the separate auditorâs  limited assurance report hereon.  Based on our procedures, we conclude that the Manage-  ment's review is in accordance with the financial state-  ments and has been prepared in accordance with the re-  quirements of relevant law and regulations. We did not  identify any material misstatement of the Management's  review.  </arr:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements>
<arr:StatementOfAuditorsResponsibilityForAuditAndAuditPerformed contextRef="ctx1" id="fact1618" xml:lang="en">Auditorâs responsibilities for the audit of  the financial statements  Our objectives are to obtain reasonable assurance as to  whether the financial statements as a whole are free  from material misstatement, whether due to fraud or er-  ror, and to issue an auditor's report that includes our  opinion. Reasonable assurance is a high level of assur-  ance, but is not a guarantee that an audit conducted in  accordance with ISAs and additional requirements ap-  plicable in Denmark will always detect a material mis-  statement when it exists. Misstatements can arise from  fraud or error and are considered material if, individually  or in the aggregate, they could reasonably be expected  to influence the economic decisions of users taken on  the basis of the financial statements.  As part of an audit conducted in accordance with ISAs  and additional requirements applicable in Denmark, we  exercise professional judgement and maintain profes-  sional scepticism throughout the audit. We also:  ⢠Identify and assess the risks of material misstate-  ment of the financial statements, whether due to  fraud or error, design and perform audit proce-  dures responsive to those risks and obtain audit ev-  idence that is sufficient and appropriate to provide  a basis for our opinion. The risk of not detecting a  material misstatement resulting from fraud is  higher than for one resulting from error, as fraud  may involve collusion, forgery, intentional  omissions, misrepresentations or the override of in-  ternal control.  ⢠Obtain an understanding of internal control rele-  vant to the audit in order to design audit proce-  dures that are appropriate in the circumstances,  but not for the purpose of expressing an opinion on  the effectiveness of the Group's and the Parent  Company's internal control.  ⢠Evaluate the appropriateness of accounting poli-  cies used and the reasonableness of accounting es-  timates and related disclosures made by Manage-  ment.  ⢠Conclude on the appropriateness of Management's  use of the going concern basis of accounting in pre-  paring the financial statements and, based on the  audit evidence obtained, whether a material uncer-  tainty exists related to events or conditions that  may cast significant doubt on the Group's and the  Parent Company's ability to continue as a going  concern. If we conclude that a material uncertainty  exists, we are required to draw attention in our au-  ditor's report to the related disclosures in the finan-  cial statements or, if such disclosures are inade-  quate, to modify our opinion. Our conclusions are  based on the audit evidence obtained up to the  date of our auditor's report. However, future events  or conditions may cause the Group and the Parent  Company to cease to continue as a going concern.  ⢠Evaluate the overall presentation, structure and  contents of the financial statements, including the  note disclosures, and whether the financial state-  ments represent the underlying transactions and  events in a manner that gives a true and fair view.  ⢠Plan and perform the group audit to obtain suffi-  cient appropriate audit evidence regarding the fi-  nancial information of the entities or business units  within the group as a basis for forming an opinion  on the group financial statements. We are respon-  sible for the direction, supervision and review of  the audit work performed for purposes of the  group audit. We remain solely responsible for our  audit opinion  We communicate with those charged with governance  regarding, among other matters, the planned scope  and timing of the audit and significant audit findings,  including any significant deficiencies in internal control  that we identify during our audit.  We also provide those charged with governance with a  statement that we have complied with relevant ethical  requirements regarding independence, and to com-  municate with them all relationships and other matters  that may reasonably be thought to bear on our inde-  pendence, and where applicable, actions taken to elimi-  nate threats or safeguards applied.  From the matters communicated with those charged  with governance, we determine those matters that  were of most significance in the audit of the  consolidated financial statements and the Parent Com-  pany financial statements of the current period and are  therefore the key audit matters. We describe these  matters in our auditor's report unless law or regulation  precludes public disclosure about the matter.  </arr:StatementOfAuditorsResponsibilityForAuditAndAuditPerformed>
<arr:StatementOfExecutiveAndSupervisoryBoardsResponsibilityForFinancialStatements contextRef="ctx1" id="fact1598" xml:lang="en">Managementâs responsibilities for the  financial statements  Management is responsible for the preparation of con-  solidated financial statements and parent company fi-  nancial statements that give a true and fair view in ac-  cordance with IFRS Accounting Standards as adopted  by the EU and additional requirements of the Danish Fi-  nancial Statements Act and for such internal control as  Management determines is necessary to enable the  preparation of financial statements that are free from  material misstatement, whether due to fraud or error.  In preparing the financial statements, Management is re-  sponsible for assessing the Group's and the Parent Com-  pany's ability to continue as a going concern, disclosing,  as applicable, matters related to going concern and us-  ing the going concern basis of accounting in preparing  the financial statements unless Management either in-  tends to liquidate the Group or the Parent Company or  to cease operations, or has no realistic alternative but to  do so.  </arr:StatementOfExecutiveAndSupervisoryBoardsResponsibilityForFinancialStatements>
<arr:AuditorsReportOnXbrlTagging contextRef="ctx1" id="fact1714" xml:lang="en">Report on compliance with the ESEF  Regulation  As part of our audit of the Consolidated Financial State-  ments and Parent Company Financial Statements of  Better Collective A/S, we performed procedures to ex-  press an opinion on whether the annual report of Better  Collective A/S for the financial year 1 January â 31 De-  cember with the file name [bettercollective-2024-12-31-  en.zip] is prepared, in all material respects, in compli-  ance with the Commission Delegated Regulation (EU)  2019/815 on the European Single Electronic Format  (ESEF Regulation) which includes requirements related  to the preparation of the annual report in XHTML format  and iXBRL tagging of the Consolidated Financial State-  ments including notes.  Management is responsible for preparing an annual re-  port that complies with the ESEF Regulation. This re-  sponsibility includes:  ⢠The preparing of the annual report in XHTML for-  mat;  ⢠The selection and application of appropriate iXBRL  tags, including extensions to the ESEF taxonomy  and the anchoring thereof to elements in the  taxonomy, for all financial information required to  be tagged using judgement where necessary;  ⢠Ensuring consistency between iXBRL tagged data  and the Consolidated Financial Statements pre-  sented in human readable format; and  ⢠For such internal control as Management deter-  mines necessary to enable the preparation of an  annual report that is compliant with the ESEF Reg-  ulation.  Our responsibility is to obtain reasonable assurance on  whether the annual report is prepared, in all material re-  spects, in compliance with the ESEF Regulation based  on the evidence we have obtained, and to issue a report  that includes our opinion. The nature, timing and extent  of procedures selected depend on the auditorâs judge-  ment, including the assessment of the risks of material  departures from the requirements set out in the ESEF  Regulation, whether due to fraud or error. The proce-  dures include:  ⢠Testing whether the annual report is prepared in  XHTML format;  ⢠Obtaining an understanding of the companyâs  iXBRL tagging process and of internal control over  the tagging process;  ⢠Evaluating the completeness of the iXBRL tagging  of the Consolidated Financial Statements including  notes;  ⢠Evaluating the appropriateness of the companyâs  use of iXBRL elements selected from the ESEF tax-  onomy and the creation of extension elements  where no suitable element in the ESEF taxonomy  has been identified;  ⢠Evaluating the use of anchoring of extension ele-  ments to elements in the ESEF taxonomy; and  ⢠Reconciling the iXBRL tagged data with the au-  dited Consolidated Financial Statements.  In our opinion, the annual report for the financial year  January 1 â December 31, 2024 with the file name bet-  tercollective-2024-12-31-en.zip is prepared, in all mate-  rial respects, in compliance with the ESEF Regulation.  </arr:AuditorsReportOnXbrlTagging>
<arr:SignatureOfAuditorsPlace contextRef="ctx1" id="fact1787" xml:lang="en">Copenhagen</arr:SignatureOfAuditorsPlace>
<arr:SignatureOfAuditorsDate contextRef="ctx1" id="fact1788">2025-03-25</arr:SignatureOfAuditorsDate>
<cmn:NameOfAuditFirm contextRef="ctx59" id="fact2119" xml:lang="en">EY Godkendt Revisionspartnerselskab</cmn:NameOfAuditFirm>
<cmn:NameOfAuditFirm contextRef="ctx58" id="fact2108" xml:lang="en">EY Godkendt Revisionspartnerselskab</cmn:NameOfAuditFirm>
<cmn:IdentificationNumberCvrOfAuditFirm contextRef="ctx59" id="fact2118">30700228</cmn:IdentificationNumberCvrOfAuditFirm>
<cmn:IdentificationNumberCvrOfAuditFirm contextRef="ctx58" id="fact2109">30700228</cmn:IdentificationNumberCvrOfAuditFirm>
<cmn:NameAndSurnameOfAuditor contextRef="ctx58" id="fact2110" xml:lang="en">Mikkel Sthyr</cmn:NameAndSurnameOfAuditor>
<cmn:NameAndSurnameOfAuditor contextRef="ctx59" id="fact2114" xml:lang="en">Kennet Hartmann</cmn:NameAndSurnameOfAuditor>
<cmn:DescriptionOfAuditor contextRef="ctx59" id="fact2115" xml:lang="en">State Authorised Public Accountant</cmn:DescriptionOfAuditor>
<cmn:DescriptionOfAuditor contextRef="ctx58" id="fact2111" xml:lang="en">State Authorised Public Accountant</cmn:DescriptionOfAuditor>
<arr:AuditorsReportOnSubstainabilityReport contextRef="ctx1" id="fact1789" xml:lang="en">Independent Auditorsâ  limited assurance  report on  Sustainability  Statements  To the shareholders of Better  Collective A/S  Limited assurance conclusion  We have conducted a limited assurance engagement on  the Sustainability Statements of Better Collective A/S  (the Group) included in the Annual Report 2024, pages  42-106 (the Sustainability Statements) for the financial  year 1 January â 31 December 2024 including disclosures  incorporated by reference listed in the table âDisclosure  requirements and incorporation by referenceâ on pages  44 and 102-106.  Based on the procedures we have performed and the  evidence we have obtained, nothing has come to our at-  tention that causes us to believe that the Sustainability  Statements is not prepared, in all material respects, in  accordance with the Danish Financial Statements Act  section 99 a, including:  ⢠Compliance with the European Sustainability Re-  porting Standards (ESRS), including that the  process carried out by the management to identify  the information reported in the Sustainability  Statements (the process) is in accordance with the  description set out in the chapter âDouble material-  ity assessmentâ within the âGeneral disclosuresâ sec-  tion on pages 53-54; and  ⢠Compliance of the disclosures in the chapter EU  Taxonomy within the âEnvironmentâ section on  pages 91-95 of the Sustainability Statements with  Article 8 of EU Regulation 2020/852 (the Taxon-  omy Regulation).  Basis for opinion  We conducted our limited assurance engagement in ac-  cordance with International Standard on Assurance En-  gagements (ISAE) 3000 (Revised), Assurance engage-  ments other than audits or reviews of historical financial  information (ISAE 3000 (Revised)) and the additional  requirements applicable in Denmark.  The procedures in a limited assurance engagement vary  in nature and timing from, and are less in extent than for,  a reasonable assurance engagement. Consequently, the  level of assurance obtained in a limited assurance en-  gagement is substantially lower than the assurance that  would have been obtained had a reasonable assurance  engagement been performed.  We believe that the evidence we have obtained is suffi-  cient and appropriate to provide a basis for our conclu-  sion. Our responsibilities under this standard are further  described in the Auditor's responsibilities for the assur-  ance engagement section of our report.  Our independence and quality management  We are independent of the group in accordance with the  International Ethics Standards Board for Accountants'  International Code of Ethics for Professional Account-  ants (IESBA Code) and the additional ethical require-  ments applicable in Denmark. We have also fulfilled our  other ethical responsibilities in accordance with these  requirements and the IESBA Code.  EY Godkendt Revisionspartnerselskab applies Interna-  tional Standard on Quality Management 1, which re-  quires the firm to design, implement and operate a sys-  tem of quality management including policies or proce-  dures regarding compliance with ethical requirements,  professional standards and applicable legal and regula-  tory requirements.  Inherent limitations in preparing the Sustainability  Statements  In reporting forward-looking information in accordance  with ESRS, management is required to prepare the for-  ward-looking information on the basis of disclosed as-  sumptions about events that may occur in the future and  possible future actions by the group. Actual outcomes  are likely to be different since anticipated events fre-  quently do not occur as expected.  Management's responsibilities for the Sustainability  Statements  Management is responsible for designing and imple-  menting a process to identify the information reported  in the Sustainability Statements in accordance with the  ESRS and for disclosing this process in the chapter âDou-  ble materiality assessmentâ within the âGeneral disclo-  suresâ section on pages 52-54 of the Sustainability  Statements. This responsibility includes:  ⢠Understanding the context in which the group's ac-  tivities and business relationships take place and  developing an understanding of its affected stake-  holders;  ⢠The identification of the actual and potential im-  pacts (both negative and positive) related to sus-  tainability matters, as well as risks and opportuni-  ties that affect, or could reasonably be expected to  affect, the group's financial position, financial per-  formance, cash flows, access to finance or cost of  capital over the short-, medium-, or long-term;  ⢠The assessment of the materiality of the identified  impacts, risks and opportunities related to sustain-  ability matters by selecting and applying appropri-  ate thresholds; and  ⢠Making assumptions that are reasonable in the cir-  cumstances.  Management is further responsible for the preparation  of the Sustainability Statements, in accordance with the  Danish Financial Statements Act section 99a, including:  ⢠Compliance with the ESRS;  ⢠Preparing the disclosures in the chapter EU Taxon-  omy within the âEnvironmentâ section on pages 91-  95 of the Sustainability Statements, in compliance  with Article 8 of the Taxonomy Regulation;  ⢠Designing, implementing and maintaining such in-  ternal control that management determines is nec-  essary to enable the preparation of the Sustainabil-  ity Statements that is free from material misstate-  ment, whether due to fraud or error; and  The selection and application of appropriate sustainabil-  ity reporting methods and making assumptions and es-  timates that are reasonable in the circumstances.  Auditor's responsibilities for the assurance engage-  ment  Our objectives are to plan and perform the assurance  engagement to obtain limited assurance about whether  the Sustainability Statements is free from material mis-  statement, whether due to fraud or error, and to issue a  limited assurance report that includes our conclusion.  Misstatements can arise from fraud or error and are con-  sidered material if, individually or in the aggregate, they  could reasonably be expected to influence decisions of  users taken on the basis of the Sustainability Statements  as a whole.  As part of a limited assurance engagement in accord-  ance with ISAE 3000 (Revised), we exercise profes-  sional judgment and maintain professional skepticism  throughout the engagement.  Our responsibilities in respect of the process include:  ⢠Obtaining an understanding of the process but not  for the purpose of providing a conclusion on the ef-  fectiveness of the process, including the outcome  of the process;  ⢠Considering whether the information identified ad-  dresses the applicable disclosure requirements of  the ESRS, and  ⢠Designing and performing procedures to evaluate  whether the process is consistent with the group's  description of its process, as disclosed in the chap-  ter âDouble materiality assessmentâ within the âGen-  eral disclosuresâ section on pages 52-54.  Our other responsibilities in respect of the Sustainability  Statements include:  ⢠Identifying disclosures where material misstate-  ments are likely to arise, whether due to fraud or  error; and  ⢠Designing and performing procedures responsive  to disclosures in the Sustainability Statements  where material misstatements are likely to arise.  The risk of not detecting a material misstatement  resulting from fraud is higher than for one resulting  from error, as fraud may involve collusion, forgery,  intentional omissions, misrepresentations, or the  override of internal control.  Summary of the work performed  A limited assurance engagement involves performing  procedures to obtain evidence about the Sustainability  Statements.  The nature, timing and extent of procedures selected  depend on professional judgement, including the identi-  fication of disclosures where material misstatements are  likely to arise, whether due to fraud or error, in the Sus-  tainability Statements.  In conducting our limited assurance engagement, with  respect to the process, we:  ⢠Obtained an understanding of the process by per-  forming inquiries to understand the sources of the  information used by management; and reviewing  the group's internal documentation of its process;  and  ⢠Evaluated whether the evidence obtained from our  procedures about the Process implemented by the  group's was consistent with the description of the  Process set out in the chapter âDouble materiality  assessmentâ within the âGeneral disclosuresâ section  on pages 52-54.  In conducting our limited assurance engagement, with  respect to the Sustainability Statements, we:  ⢠Obtained an understanding of the group's report-  ing processes relevant to the preparation of its Sus-  tainability Statements by obtaining an understand-  ing of the group's control environment, processes  and information systems relevant to the prepara-  tion of the Sustainability Statements but not evalu-  ating the design of particular control activities, ob-  taining evidence about their implementation or  testing their operating effectiveness;  ⢠Evaluated whether material information identified  by the process is included in the Sustainability  Statements;  ⢠Evaluated whether the structure and the presenta-  tion of the Sustainability Statements are in accord-  ance with the ESRS;  ⢠Performed inquiries of relevant personnel and ana-  lytical procedures on selected information in the  Sustainability Statements;  ⢠Performed substantive assurance procedures on  selected information in the Sustainability State-  ments;  ⢠Evaluated methods, assumptions and data for de-  veloping material estimates and forward-looking  information and how these methods were applied;  ⢠Obtained an understanding of the process to iden-  tify EU taxonomy eligible and aligned economic ac-  tivities for turnover, CAPEX and OPEX and the cor-  responding disclosures in the Sustainability State-  ments;  ⢠Evaluated compliance processes, methods, and  data for covered activities, assessed minimum safe-  guards compliance through personnel inquiries,  and conducted analytical procedures on EU taxon-  omy aligned disclosures  ⢠Evaluated the presentation and use of EU taxon-  omy templates in accordance with relevant re-  quirements; and  ⢠Reconciled and ensured consistency between the  reported EU taxonomy economic activities and the  items reported in the primary financial statements  including the disclosures provided in related notes.  </arr:AuditorsReportOnSubstainabilityReport>
<arr:SignatureOfSubstainabilityAuditorsPlace contextRef="ctx1" id="fact2055" xml:lang="en">Copenhagen</arr:SignatureOfSubstainabilityAuditorsPlace>
<arr:SignatureOfSubstainabilityAuditorsDate contextRef="ctx1" id="fact2056">2025-03-25</arr:SignatureOfSubstainabilityAuditorsDate>
<cmn:NameOfAuditFirmSubstainability contextRef="ctx2" id="fact2082" xml:lang="en">EY Godkendt Revisionspartnerselskab</cmn:NameOfAuditFirmSubstainability>
<cmn:IdentificationNumberCvrOfAuditFirmSubstainability contextRef="ctx2" id="fact2083">30700228</cmn:IdentificationNumberCvrOfAuditFirmSubstainability>
<cmn:NameAndSurnameOfSubstainabilityAuditor contextRef="ctx2" id="fact2084" xml:lang="en">Mikkel Sthyr</cmn:NameAndSurnameOfSubstainabilityAuditor>
<cmn:NameAndSurnameOfSubstainabilityAuditor contextRef="ctx3" id="fact2088" xml:lang="en">Lars Fermann</cmn:NameAndSurnameOfSubstainabilityAuditor>
<cmn:DescriptionOfSubstainabilityAuditor contextRef="ctx2" id="fact2085" xml:lang="en">State Authorised Public Accountant</cmn:DescriptionOfSubstainabilityAuditor>
<cmn:DescriptionOfSubstainabilityAuditor contextRef="ctx3" id="fact2089" xml:lang="en">State Authorised Public Accountant</cmn:DescriptionOfSubstainabilityAuditor>
</xbrli:xbrl>