Assets

Type	Time	Amount	Unit
ifrs-full:Assets	2025-12-31	1074121000	eur
ifrs-full:Assets	2024-12-31	1172119000	eur

Revenue

Type	Start date	End date	Amount	Unit
ifrs-full:Revenue	2025-01-01	2025-12-31	336669000	eur
ifrs-full:Revenue	2024-01-01	2024-12-31	371487000	eur

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   <mrv:CorporateGovernanceReport contextRef="ctx-1" id="f1__s9__7__5" xml:lang="en">Better Collective’s 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-sibility between shareholders, the Board, and the Exec-utive Management secure efficiency at all levels. Partic-ularly, it allows the management team to focus on busi-ness development and, thereby, the creation of share-holder value. The Board of Directors serves as a highly qualified dialogue partner for the management team, supporting the outlined growth strategy and securing a tight risk management setup and optimal capital struc-ture. The group’s corporate governance is based on applica-ble Danish legislation and other external rules and in-structions, including the Danish Companies Act, Nasdaq Nordic Main Market Rulebook, and Better Collective’s in-ternal guidelines, which include the Articles of Associa-tion, various policies, and other guidelines. Following the Company’s Annual General Meeting in 2025, Better Collective generally aligns its corporate governance practices and reporting with the Danish Recommenda-tions on Corporate Governance and applies these in ac-cordance with the “comply or explain” principle. Cross-listing Better Collective is dual listed on Nasdaq Stockholm and Nasdaq Copenhagen. Better Collective  complies with applicable requirements arising from both listings. Cor-porate governance reporting is primarily based on the Danish Recommendations on Corporate Governance, with any deviations disclosed and explained in accord-ance with the “comply or explain” principle. Shareholder engagement Better Collective seeks to maintain an open andconstructive dialogue with its shareholders. Shareholder engagement takes place through the Annual General Meeting, extraordinary general meetings whenconvened, investor relations activities, and ongoingcommunication in accordance with applicabledisclosure requirements and the Company’s information policy. Election of Chair of the Annual General Meeting (AGM)  The Board of Directors appoints the Chair of the general meeting in accordance with the Company’s Articles of Association. Minutes of the Annual General Meeting  Minutes of the general meeting are prepared and signed by the Chair of the general meeting in accordance with the Danish Companies Act. Policies   According to the Danish Recommendations on Corpo-rate Governance, listed companies are encouraged  to adopt relevant  policies and procedures. Better Collec-tive  has adopted, among other things,  an  information policy governing both internal and external communica-tions, including those with investors. Procedures and tasks of the Board of Directors Participation in daily management  According to the Danish Recommendations on Corpo-rate Governance, any participation by a member of the Board of Directors in the daily management of Better Collective must be approved by the Board and publicly disclosed. None of the members of the Board of Direc-tors currently participates 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 To be considered independent, a Board member must not be a representative of or be associated with a con-trolling shareholder. Chair of the Board  The Chair and Vice Chair of the Board of Directors are elected by the general meeting in accordance with the Company’s Articles of Association. The tasks and re-sponsibilities of the Chair are set out in the Board’s rules of procedure and are aligned with the Danish Recom-mendations on Corporate Governance. Board Committees According to the Danish Recommendations on Corpo-rate Governance, a company should establish an Audit Committee and a Remuneration Committee. Better Col-lective has established these committees as Board com-mittees elected by and among the members of the Board of Directors.  Management remuneration The  Danish  Recommendations  on Corporate Govern-ance contain provisions relating to management remu-neration criteria, board compensation, and  incentive programs. Better Collective has adopted a remuneration policy and prepares a remuneration report in accord-ance with applicable regulations</mrv:CorporateGovernanceReport>
   <mrv:StatementOfTheDiversityPolicies contextRef="ctx-1" id="f1__s9__7__11" xml:lang="en">Diversity of the Board of Directors and Executive Management The composition of the Board of Directors must be appropriate to the group’s operations and stage of development and collectively reflect diversity in terms of gender, age, nationality, experience, professional background, and business expertise. The Board of Directors has been composed with due regard to the competencies required to support Better Collective’s operations and strategic development and, as a whole, exhibits diversity across these dimensions. The Board of Directors is responsible for assessing and reviewing its own composition and competencies on an ongoing basis, including diversity considerations. Better  Collective’s diversity objectives for the Board of Directors are embedded in the group’s Diversity, Equity, and Inclusion (DEI) policy, which aims to achieve gender balance among Board members. In addition, the Board considers diversity in terms of age, nationality, experience, and a broad range of educational and professional backgrounds. In accordance with Section 107f of the Danish Financial Statements Act, the Company has set a target to achieve at least 40% representation of the underrepresented gender on the Board of Directors. As of the reporting date, this target has not been met. The composition of the Board reflects continuity considerations and the competencies required to support the Company's strategic priorities. When nominating and appointing new Board members, the Company applies a structured selection process that explicitly considers gender balance alongside experience, qualifications, and independence. Where candidates are assessed as equally qualified, preference is given to candidates from the underrepresented gender. The Company does not intend to alter the size of the Board solely to meet the statutory target, but expects the gender balance to improve over time as part of the ordinary Board renewal process.  To see a full account of  gender distribution in our other management levels, see page 87. Board of Directors  2025  2024 Number of executive members   0   0 Number of non-executive members  7   7 % of underrepresented gender (female) 29% 43% Executive Management   2025  2024 Executive members 3  3  % of underrepresented gender (female) 0% 0% Accounting principles Diversity of the Board of Directors and Executive ManagementOnly 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="ctx-1" id="f1__s9__7__20" xml:lang="en">Sustainability Statements Sustainability as part of our game plan 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 know that with influence comes responsibility. Just as every successful team needs discipline and long-term vision, sustainable practices are an integral part of how we in-novate, engage and create lasting value for our group and stakeholders. 2025 marks the second year we com-ply with the CSRD, a process that has been central to optimizing and developing our business processes and enhancing our understanding of what is critical for Bet-ter Collective’s success.  Since our first sustainability report in 2018, we have worked to strengthen our reporting and integrate sus-tainability into our business. We recognize that this is not a one-off tournament but an ongoing season where progress requires consistent effort, adaptation and col-laboration across the group. The extensive collaboration across our departments of Finance, People &amp; Culture, Technology, Legal, Investor Relations and Sustainability has been important in optimizing our business pro-cesses and data collection for our CSRD reporting. Un-der CSRD, we adhere to specific standards that cover a wide range of sustainability topics. These standards ensure that reported information is consistent and com-parable across different organizations and industries. One of the key components of CSRD is the Double Ma-teriality Assessment (DMA), which requires us to iden-tify material sustainability matters relevant to our busi-ness and value chain. In 2025, we conducted a review of our 2024 Double Materiality Assessment.  As part of this process, we collaborated closely with subject matter experts and functional leads to reassess both material and non-material topics, as well as the Im-pact, Risk, and Opportunity (IRO) areas previously iden-tified. We also incorporated insights into emerging sus-tainability trends and feedback from customers and in-vestors. Importantly, these updates did not lead to any changes in our material topics, which continue to in-clude:   •  General disclosures •  Own workforce  •  Consumers and end-users •  Business conduct •  Climate change Following the review, we refined our IROs to ensure they reflect the latest developments and stakeholder expec-tations. Identifying IROs involves assessing the potential impacts of our activities on the environment and people, the risks posed by sustainability matters to Better Col-lective, as well as the opportunities that sustainability matters can create. This streamlined approach reflects that while our game plan remains the same, we con-stantly check our position to ensure alignment with evolving regulations, stakeholder expectations, and in-dustry dynamics.  We have structured our Sustainability Statements into four overall sections:  General disclosures,  Social,  Gov-ernance and Environment, while applying “incorporated by reference” for certain cross-cutting disclosures, which we believe  are best presented alongside other sections of our consolidated annual report. A full over-view of the ESRS structure and disclosure locations can be found in the appendix “Disclosure requirements” on pages 197-201. General disclosuresBasis for preparation (BP-1) Better Collective’s Sustainability Statements are pre-pared with reference to the ESRS issued by the Euro-pean Financial Reporting Advisory Group (EFRAG). In-formation in the Sustainability Statement includes the Better Collective group and all its subsidiaries and has been prepared on the same consolidated basis as the Better Collective group’s 2025 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. Specific circumstances (BP-2) Use of estimates  Where estimates are used to provide consolidatedgroup-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 meth-ods, including exploring ways to, e.g., increase survey participation and collaborating with partners to obtain more precise data. For further information on the key estimates, judgments, and assumptions applied, please refer to the individual pages where quantitative sustain-ability-related data tables are presented. For 2025, we have applied estimations in energy consumption forsome offices, which affects Scopes 1 and 2. For Scope 3, we use spend-based  emission calculations which have inherently higher uncertainty. Changes &amp; errors  In 2024, we  presented  our  first CSRD-aligned report, wherein new calculation methodologies were adopted to align with ESRS requirements. In 2025, we have maintained those same methodologies, and where com-parative numbers now exist, they have been provided. New KPIs introduced in 2025 include a Safer gambling metric for the topic Consumers and end-users, as well as metrics relating to the topic “Own workforce”  (em-ployee turnover resignations  vs.  dismissals,  adjusted gender paygap and a breakdown of the gender pay gap across our biggest offices). For these KPIs, 2025 repre-sents the first baseline year. Energy and  emission-related  KPIs  have been adjusted with corresponding corrections applied retroactively to 2024  (page  108).Specifically, our Serbian office’s en-ergy consumption now reflects only the office’s propor-tional share of the building rather than the entire build-ing,  which also has  a corresponding impact in the KPI “Fuel- and energy-related activities”.  The calculation methods  for  “Employee commuting” and “Use of sold products” have been updated, and the same changes have  been  applied  retroactively.  T&amp;D losses  have been excluded from categories where the GHG Protocol does not explicitly require inclusion, and the estimation approach for “Use of sold products” has been revised due to data availability.External review  Better Collective’s Sustainability Statements are cov-ered by limited assurance performed by independent group auditor. Disclosures from other legislation and standards  Disclosures relating to our  policy on data ethics (99d) and our objectives, policy and reporting on the gender balance in management (107d and 107f) are required un-der the Danish Financial Statements Act. The statutory disclosures pursuant to these sections are presented in the Corporate Matters chapter, with further details in the Sustainability Statements.  Incorporated by reference  We have incorporated by reference certain cross-cut-ting disclosures, as we believe these are best read alongside the management review and our core busi-ness activities.  DISCLOSURE             CHAPTER  PAGE(S) REQUIREMENT AND PARAGRAPH(S) SBM-1: 38, 40, 42, AR.14  Strategy  4-6, 33-36 Corporate 39, 41-42 GOV-1: 5, 19, 21, 22 matters 49-52 Corporate GOV-3: 27, E1.13 44-45 matters Corporate GOV-5: 36 46-48 matters IRO-2  Appendix  191-195 Management responsibilities &amp; IRO oversight (GOV-1)  The governance of our sustainability efforts defines the role of the Board and its Committees as well as specify-ing the powers the Board delegates to Executive Man-agement. Sustainability and ethical business conduct are integrated into our strategic direction, how we run our business, and are governed at the highest level by the Board and its Committees. Responsibility for the oversight of IROs lies within the Board, while business conduct policies, including Better Collective’s Code of Conduct, are partially embedded within the Audit Com-mittee. The Board has the overall accountability for the management and guidance of IROs, including those as-sociated with aspects of sustainability. For more infor-mation about the identity of the administrative, man-agement and supervisory bodies see pages 39-43 and 49-52. The following depicts management’s role in the control and management of IROs by outlining their re-porting lines and their integration with other internal functions.  The Board and its  Committees determine whether appropriate skills and expertise are available. If not, external consultancy is used. Executive Management  Executive Management regularly meets informally with the Chair of the Board of Directors, and the CFO regu-larly meets with the Chair of the Audit Committee. The CFO is the individual within the Executive Management responsible for the disclosure and reporting of financial and non-financial matters. The  Executive Management employ  their knowledge and expertise, supported by group departments and the Sustainability board, to guide the Board of Directors and enable them to make informed decisions on sustainability matters. Final deci-sions on IROs are made by the Board of Directors. Sustainability Board Responsibility for the execution of the strategic sustain-ability priorities is delegated to Better Collective’s Sus-tainability Board. The Sustainability Board is responsible for strategic priorities and integrating sustainability into business decisions and processes within their respective functions, and the chair of the Sustainability Board re-ports to the Audit Committee and Board of Directors. The Sustainability Board is chaired by Better Collective’s Head of Sustainability and consists of a cross-functional team with representatives from Sustainability, Finance, People and Culture, Safer Gambling, and Executive Man-agement. Making up a total of nine members. The Sus-tainability board meets quarterly to address sustainabil-ity matters and IROs relating to Better Collective’s oper-ations. Group Finance  &amp; Sustainability These are the primary bodies within management levels responsible for identifying, managing, and communi-cating Better Collective’s IROs. Group Finance and Sus-tainability jointly oversee the financial and non-financial compliance of Better Collective’s sustainability report-ing, ensuring alignment with relevant standards and regulatory requirements. While processes for sustaina-bility data collection continue to evolve, disclosures on environmental matters, social impacts across our value chain, and broader sustainability topics are coordinated between the two functions to support transparency and compliance. The sustainability team oversees and man-ages CSRD implementation and compliance within the group and is responsible for the management and com-munication of Better Collective’s IROs. The team reports to the Sustainability Board, which reports to the Group Management, which further reports to the Board of Di-rectors, which ultimately has the final responsibility.   Group Legal Disclosures of governance matters are anchored within Group Legal, which provides information on governance structures, policies, and procedures. Group Legal ser-vices business units to ensure services, products, and platforms comply with applicable sustainability legisla-tion and guidelines.  Group People &amp; 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 IROs whenever relevant. When targets are set, these are to be tracked using appropriate qualitative and quantitative indicators.  Currently, Better Collective only has group level targets relating to gender diversity. We continue to focus on achieving a sound data foundation and establishing and building efficient control environments, as we are con-sidering how and where to set strategic targets to fur-ther accelerate business strategy and sustainability per-formance. Expertise &amp; skills The Nomination Committee assists the Board of Direc-tors by nominating candidates and determining whether appropriate strategic, industry as well as sustainability-related  skills and expertise are available within the Board  of Directors  and Executive Management.  Each year, the Board of Directors evaluates the skills, diver-sity, knowledge, and experience of its members and the Executive Management. This includes assessing whether the Board collectively possesses and can effectively lev-erage 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, Executive Management possesses deep expertise in various aspects of sustain-ability directly linked to our material IROs, ensuring alignment between business objectives and sustainabil-ity commitments.  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, in addition to external advisors for specific topics. For more information on the Board and the Executive Management skills and expertise see pages 49-52.  Sustainability matters addressed by management (GOV-2) The Board of Directors and its Committees are regularly informed of and address sustainability matters. This in-cludes communication regarding annual reporting, IRO identification, reporting requirements, and updates on significant actual and potential negative impacts from value chain activities. The reporting line for information on material IROs are disclosed under “Management re-sponsibilities &amp; IRO oversight”.  Based on the DMA, we track actions taken to prevent, mitigate, or remediate identified impacts and present these alongside our financial risk assessments, ensuring that sustainability is fully integrated into our risk man-agement framework.  Beyond quarterly updates, the Executive Management is continuously informed of Better Collective’s sustaina-bility activities, ensuring oversight and alignment with business objectives. The agenda below reflects our 2025 initiatives and process. Q1 - Annual reporting In the first quarter, the Board of Directors reviewed and approved  the Annual Report, including the material IROs of the previous year. The Annual Report informs shareholders and other stakeholders of the results and effectiveness of the policies, actions, as well as metrics and related targets if and when applicable.  Q2 - IRO reporting In the second quarter, the Sustainability Board com-municates, based on the results of re-review of the DMA, Better Collective’s list of identified material IROs and af-fected stakeholders to the Audit Committee, who in turn presents this information, with related recommenda-tions, to the Board of Directors. These insights help guide the Board’s decision-making moving forward. Q3 - IRO deep dive In the third quarter, the Audit Committee receives de-tailed information on Better Collective’s material IROs. This includes how the results inform the reporting scope of the Annual Report, with a complete overview of all ESRS topical standards, disclosure requirements, and data points to be disclosed in the Annual Report.  Q4 - Impact &amp; policy review IIn the fourth quarter, the Audit Committee and Board of Directors assess the effectiveness of mitigation and preventive 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 remuneration to the Executive Management according to their perfor-mance during the year, including the sustainability 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. Statement on due diligence (GOV-4)  As a corporate citizen, Better Collective is committed to respecting, protecting, and advancing human rights across our operations. Guided by the ten principles of the United Nations Global Compact (UNGC), our four sustainability focus areas integrate the core principles related to human rights (including labor rights), the en-vironment (including climate), and anti-corruption, as reflected in the UN Guiding Principles for Business and Human Rights and the OECD Guidelines for Multina-tional Enterprises. These frameworks underpin our ap-proach, ensuring that respect for human rights is fully integrated into our policies and business actions. To re-inforce 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 we happen to cause or contrib-ute to adverse impacts, we commit to active remedia-tion, and if adverse impacts are linked to us through our business relationships, we will leverage our influence to promote appropriate solutions. We recognize that our ability to influence human rights impacts spans the en-tire value chain, and we are dedicated to addressing our responsibilities with integrity, transparency, and a focus on long-term impact. CORE ELEMENTS OF  PARAGRAPHS IN THE SUSTAINABILITY DUE DILIGENCE SUSTAINABILITY STATEMENT    GOV-1 Management responsibilities and IRO oversight a) Embedding sustainability due diligence in governance, strat-GOV-2 Sustainability matters addressed by management egy, and business model. GOV-3 Incentive schemes SBM-3 Double materiality assessment b) Engaging with affected stakeholders in all key steps of the SBM-2 Interests and views of stakeholders sustainability due diligence. IRO-1 Double materiality assessment process GOV-2 Sustainability matters addressed by management MDR-P Policy overview c) Identifying and assessing adverse impacts IRO-1 Double materiality assessment process SBM-3 Double materiality assessment and results IRO-1 Double materiality process d) Taking actions to address those adverse impacts  GOV-5 Risk management and internal control S1-4 Our approach S4-4 Our approach    GOV-2 Sustainability matters addressed by management and e) Tracking the effectiveness of these efforts and communi-IRO oversight cating 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 ensure our data re-mains accurate, consistent, and fully aligned with stake-holders’ needs. Our approach aims to align sustainability reporting con-trols with financial reporting structures, ensuring a structured and reliable framework over time. As our sus-tainability reporting matures, we are actively assessing the risks related to data accuracy and completeness and working to establish appropriate internal controlsthrough ongoing evaluations in collaboration with inter-nal data owners and external auditors. For more infor-mation on Better Collective’s main features of its risk management and internal control systems relating to its reporting process see pages 46-48. Strategy &amp; business model (SBM-1) Read more about our strategy, business model, and value chain on pages 4-6 and 33-36.  Better Collective is guided by a commitment to deliver compelling and immersive sports content to our users. This focus has shaped our vision of becoming the lead-ing 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 safer user experiences while maintaining operational effi-ciency. In our upstream value chain, we depend on IT in-frastructure,  including data centers, which are funda-mental to our business model but present material IROs relating to energy consumption and responsible sourc-ing. Within our operations, our success is driven by a skilled workforce specializing in content creation, pub-lishing, paid media, and digital marketing.  Ensuring employee well-being, fostering diversity and inclusion, and retaining talent are key priorities while de-livering transparent and  ethical services in  compliance with regulations,  remains central to our user and gov-ernance approach.  Downstream, we engage millions of sports fans through our sports media platforms, offering engaging experi-ences,  transparent content, and  safer gambling re-sources. 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 sports-books do, we support them by holding them to high standards during customer acquisition and the CRM pro-cess by providing them with a chance to set the bar higher  through  safer gambling tools and software. As such, extending our influence in the value chain. By in-tegrating more sustainable practices into our value chain, Better Collective ensures responsible business growth while addressing critical environmental, social, and governance challenges within our industry. Our de-pendencies described above were carefully considered when performing our DMA. Interests &amp; 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 way is essential to shaping our strategy, ensuring responsible business conduct, and addressing material IROs.  As such, stakeholder engagement is a fundamental part of our strategic decision-making  and  integral  to  our daily operations. We assess our stakeholders'  needs, concerns, and expectations to remain agile and respon-sive to changing market trends, regulatory develop-ments, and user preferences. By fostering open dia-logue, we identify our business model's  positive and negative impacts and proactively take action to mitigate risks and maximize opportunities.  Our engagement process is embedded across our group. Stakeholder insights are continuously discussed within relevant departments and business units to en-sure alignment with strategic priorities. The Board of Di-rectors is updated regularly during DMA reviews via Ex-ecutive  Management  to ensure that stakeholder inter-ests are considered when shaping our long-term vision and business model.  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 consist-ently gathered, assessed, and integrated into decision-making. Each stakeholder group has unique needs and perspectives,  influencing  how we operate and create value.  •  Our workforce  seeks  an inclusive and motivating work environment, fair treatment, growth opportu-nities, and a commitment to responsible employ-ment practices. •  Our users expect accurate and responsible content, safer gambling resources, and a transparent  and safe approach to digital engagement.  •  Our partners and suppliers value strong business relationships, compliance with ethical and respon-sible  advertising standards, and shared commit-ments to industry-wide ethical conduct. •  Our shareholders expect sustainable growth, finan-cial transparency, and strong governance struc-tures that align with market expectations. •  Regulators require compliance with local laws and ethical advertising standards while expectingiGaming affiliates to uphold responsible gaming practices. Our workforce The interests, views, and rights, as well as human rights, of our workforce are a key input into our strategy and business model. Respect for the rights of our workforce, including non-discrimination, equal opportunity, fair working conditions, safe and healthy workplaces, and human rights are embedded in our policies and ways of working. Our strategy and business model create both positive and negative impacts on our workforce. Posi-tive impacts include skills development, career progres-sion, and flexible working arrangements. Potential neg-ative impacts include workload intensity, mental well-being risks related to exposure to gambling content, and diversity and inclusion challenges in a male-dominated industry. Where these impacts may be created or wors-ened, we adjust our approach through measures such as structured performance management, employee well-being initiatives, flexible and remote working arrange-ments, and ongoing monitoring of employee engage-ment and turnover.  Better Collective considers the views of workers through workers’ representatives where such represen-tation is required by law. Where workers’ representa-tives are not legally required, we gather workers’ views through alternative mechanisms, as described on the next page. Consumers &amp; end-users  The interests, views, and rights of consumers and end-users are a key input into our strategy and business model. Respect for consumer and end-user rights is em-bedded in our policies and operations.  Insights into consumer and end-user behaviour and ex-pectations as well as impacts related to privacy, safer gambling, and responsible marketing inform strategic priorities and guide adjustments to our business model. These considerations influence our editorial standards, data governance frameworks, advertising controls, and investments in safer-gambling tools and education.  Our DMA and the information in the Sustainability State-ments  underscore the most important topics for our stakeholders as it considers the identified interdepend-encies and IROs related to our value chain and business activities. Through active stakeholder engagement, con-tinuous feedback loops, and monitoring mechanisms, we ensure that Better Collective remains a trusted and responsible leader in the digital sports media and sports betting industry.  KEY STAKEHOLDER  HOW WE ENGAGE  WHY WE ENGAGE  VALUE CREATION OWN WORKFORCE We participate in two-way responsive dialogue. We engage through:  People are the core of our business, and we engage to:  •  Internal policy •  Intranet updates •  Learn about employees’ values, engagement, and concerns •  Employee-driven initiatives •  Performance and development dialogues •  To understand employees’ perceptions and experiences  •  Career advancement and skills development  •  Annual workplace survey •  Professional development  •  Enhancing employee well-being, inclusion, and a safe work environment •  Manager check-ins •  Sense of inclusion  •  Group-wide “town halls” •  Job satisfaction and well-being •  Social events •  To maintain a fair workplace for all •  Informal communication channels to raise open questions to the group or in specific work group form USERS We engage with our users in various ways through: We engage to:  •  User education and empowerment  •  Our sports media, like articles, commentary, communities, •  Building trust  •  Safeguarding users  videos, and podcasts •  Understand users’ preferences and behavior •  Community building •  Through website feedback tools  •  Enhancing users’ experience and safety  •  Offering safer gambling resources, including a Betting Academy and Mindway AI solutions  •  Analysis of user behavior and feedback •  Data collection and processing within the GDPR framework •  User interaction with products •  Ensure quality in Better Collective’s deliveries PARTNERS AND SUPPLIERS We engage through formal and informal channels:  As a digital sports media group relying on our partnerships we engage to:  •  Streamlined operations and alignment on sustainability standards with partners  •  Daily operations and collaborative projects •  Fostering shared responsibility for advancing sustainability and safer gambling practices  •  Reviews •  Build trusted partnerships  •  Supporting partners by holding them to high standards during the customer acquisition and ongoing CRM •  Industry networking and conferences •  Ensure compliance with our partners and suppliers process  •  Through contracts and partner / supplier due diligence •  Learn about trends and insights related to our industry.  •  The development and integration of AdVantage ensures unparalleled engagement and value for both our partners and audiences CAPITAL PROVIDERS (SHAREHOLD-We engage through formal and informal channels through a dedicated As a dual-listed company, we naturally engage with our share-ERS AND FINANCIAL INSTITUTIONS) Investor Relations team and the Executive management:  holders to: •  Secure financing •  Increased investor confidence •  Quarterly roadshows •  Ensure efficient financial allocation  •  Building and maintaining strong relationships and transparency •  Conference calls •  Understand shareholders’ interests  •  Regular 1-1 meetings •  Ensure accurate communication  •  Capital Markets Day •  Ensure shareholder value •  Annual general meeting INDUSTRY ASSOCIATIONS AND  We participate in industry-wide dialogue through:  •  Inputs into strategic directions •  Contributing to voluntary frameworks and best practices REGULATORS •  Joint initiatives and programs  •  Knowledge sharing •  Safer gambling week •  Conferences and meetings •  Promoting and implementing safer gambling frameworks •  Co-founder of RAiG (Responsible Affiliates in Gambling) and RGAA (Responsible Gamblig Affiliate Association)  •  Ensure compliance •  Systemized regulatory compliance through our Legal team  •  Educating regulators about the affiliate business model and its role in the sports and iGaming ecosystem  DMA results (SBM-3) Better Collective’s material IROs are defined through our DMA and detailed under each topic in the Sustaina-bility Statements. The IROs reflect the nature of our business model as a digital sports media group, posi-tioned between users and licensed sportsbooks in the gambling and sports entertainment ecosystem.  Material IROs primarily occur within our own operations and downstream activities, reflecting our position as a digital sports media group connecting users to licensed sportsbooks. They are closely linked to our strategic ob-jectives, including promoting safer gambling, delivering transparent and engaging content, ensuring workforce well-being and inclusiveness, championing responsible business conduct, and minimizing environmental im-pact.  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, highlighting the importance of working with sustainable data center  providers.  In practice, this means selecting providers that operate data  centers  that  match electricity consumption with renewable energy or  work to  reduce energy intensity using energy-efficient hardware and system design. Although our direct emissions are limited, our overall impact relates to the strain our operations and business models put on the environment regarding carbon emis-sions and energy consumption. The negative effect of these environmental impacts cannot be limited to the countries where we operate, as climate change is a global phenomenon.The identified social impacts for Better Collective are both negative and positive, actual and potential, and are primarily shaped by industry-specific challenges and opportunities. Possible negative impacts arise from our proximity to gambling and sports betting, work environ-ments, and gaps in diversity and inclusion. Mitigating ac-tions are in place to address these risks, including re-sponsible gambling initiatives, flexible work models, and diversity and inclusion efforts. For the purposes of the DMA, we have considered only the gross risk, before mitigating actions. If these measures were discontinued, potential negative impacts could affect employees’well-being, user trust, and safety.  As a digital sports media group, we also generate posi-tive social impacts. We provide value to employees through inclusivity, continuous learning, and flexible working opportunities while fostering a culture of re-sponsible and ethical engagement.  Additionally, we enhance transparency in the sports me-dia and betting 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 standards, and a commitment to safer gambling. By prioritizing ethical practices and sustaina-ble operations, we aim to create a positive and lasting impact on our employees, users, and the wider industry. Better Collective’s governance and business conduct also have a direct influence on our IROs.  A strong corporate culture fosters engagement, produc-tivity, and cohesion across offices and regions, while maintaining ethical standards, compliance, and account-ability. Potential risks related to corruption, bribery, or inconsistent culture are mitigated through policies, and ongoing monitoring. Our approach to tax transparency and contribution to local communities further supports ethical conduct, stakeholder trust, and long-term value creation.  The ESRS disclosure requirements cover all identified material IROs. However, Better Collective also reports entity-specific metrics on impacts not explicitly cap-tured under ESRS, reflecting our commitment to leading practices in the industry:  •  The material positive impact and opportunity re-lated to safer gambling is reported as an entity-specific disclosure under “Consumers &amp; end-users”.  •  The material positive impact and opportunity from contribution to local communities is reported as an entity-specific disclosure under “Governance”. •  Tax transparency is reported as an entity-specific disclosure under “Governance”.  In summary, our material IROs are categorized under S1 (Our workforce), S4 (Consumers and end-users), G1 (Business conduct), and E1 (Climate change). By embed-ding our sustainability strategy into daily operations, governance structures, and partnerships, we ensure that our approach to double materiality strengthens resili-ence, drives ethical and responsible business conduct, and creates long-term value for our employees, users, stakeholders, and the wider industry. IMPACT  IMPACT AREA  TYPE OF  WHERE IN ORIGINATES FROM REASONABLE INVOLVED DESCRIPTION OF LINK THROUGH MATERIALITY IMPACT VALUE CHAIN OR CONNECTS TO TIME HORIZON S1 – OWN WORKFORCE: Secure and transparent employment  Positive potential  Own operations  Impact originates from busi-Short-medium term  Own operations  Arises from Better Collective’s employment model, which provides employees with long-term stability ness model and compensation structures that strengthen their financial security and overall well-being WORKING CONDITIONS Work-life balance  Positive potential  Own operations  Impact originates from busi-Short-medium term  Own operations  Derives from Better Collective’s strategic focus on flexibility and employee welfare, enabling healthy ness model work-life boundaries that impact employee satisfaction Health and safety  Negative potential  Own operations  Impact connects to business Short-medium term  Own operations Connects to Better Collective’s operations and partnerships where limited social interaction and expo-model and business rela-sure to betting-related content may negatively influence employees’ mental health and social con-tionships nectedness S1 – OWN WORKFORCE: Gender equality and equal pay for Negative potential  Own operations Impact connects to business Short-medium term  Own operations Connects to Better Collective’s operating context in a male-dominated industry. Gender imbalance work of equal value model can affect recruitment, pay equity, and promotion opportunities, reducing equal treatment and ad-EQUAL TREATMENT AND vancement prospects for employees OPPORTUNITIES FOR ALL Diversity  Positive potential  Own operations  Impact originates from busi-Short-medium term  Own operations  Stems from Better Collective’s commitment to creating an inclusive workplace that values diverse ness model perspectives. This foster belonging, innovation, and motivation among employees, strengthening both individual development and collective success S4 – CONSUMERS AND END-Privacy Negative potential  Upstream and own Impact connects to business Short term  Own operations Connects to Better Collective’s affiliate business model, where at-risk users may access betting-re-USERS: operations model and business rela-lated content or be referred to partner sportsbooks. Such exposure can lead at-risk users or end-users tionships to develop or worsen harmful gambling behaviours INFORMATION RELATED IM-PACT Access to information  Positive potential  Downstream  Impact originates from busi-Short term  Own operations Originates from Better Collective’s focus on education, harm prevention, and responsible engagement ness model and business rela-across its platforms and partnerships. Through advanced monitoring, intervention measures, and edu-tionships cational initiatives, these efforts drive positive impacts that help reduce gambling-related harm and promote responsible engagement among users across the betting ecosystem S4 – CONSUMERS AND END-Security of a person Negative potential Upstream and own Impact connects to business Short term Own operations Connects to Better Collective’s affiliate business model, where at-risk users may access betting-re-USERS: operations model and business rela-lated content or be referred to partner sportsbooks. Such exposure can lead at-risk users or end-users tionships to develop or worsen harmful gambling behaviours PERSONAL SAFETY Safer gambling  Positive actual  Upstream and own Impact originates from busi-Short-medium term  Own operations Originates from Better Collective’s focus on education, harm prevention, and responsible engagement operations ness model and business rela-across its platforms and partnerships. Through advanced monitoring, intervention measures, and edu-tionships cational initiatives, these efforts drive positive impacts that help reduce gambling-related harm and promote responsible engagement among users across the betting ecosystem IMPACT IMPACT AREA  TYPE OF WHERE IN ORIGINATES FROM REASONABLE THROUGH VALUE CHAIN OR CONNECTS TO TIME HORIZON MATERIALITY IMPACT Responsible marketingNegative potentialOwn operationsImpact originates from Short-medium termOwn operationsConnects to Better Collective’s marketing and affiliate activities. If not carefully managed, advertising S4 – CONSUMERS AND business model may expose users to misleading or overly persuasive content that can influence betting behaviour or END-USERS: encourage excessive play SOCIAL INCLUSION G1 - BUSINESS CONDUCT  Corporate culture  Positive actual  Own operations  Impact originates from Short term  Own operations  Strong and consistent shared culture enhances employees’ sense of belonging and purpose, support-business model ing well-being, inclusion, and responsible governance practices across the group Corporate culture  Negative potential  Own operations  Impact connects to busi-Short term  Own operations  Connects to Better Collective’s growth and acquisition activities, where cultural misalignment or ness model weak internal cohesion could reduce employee engagement and collaboration, creating disconnects across offices and negatively affecting workplace cohesion and well-being Corruption and bribery  Negative potential  Own operations  Impact connects to busi-Short term  Own operations Connects to Better Collective’s global operations and relationships with partners in regions with var-ness model and business re-ying corruption risk. Employees may face unethical proposals, potentially cause discomfort, reputa-lationships tional harm, and erosion of trust if not properly addressed Tax transparency  Positive potential  Downstream Impact originates from Short-medium term  Own operations Paying taxes in all operating countries supports public services and economic development, business model strengthens community well-being, and builds stakeholder trust Contribution to development of Positive actual  Own operations Impact originates from Short-medium term  Own operations  Through educational academies, local partnerships, and employee volunteer initiatives, Better Collec-local communities and downstream business model tive supports job creation, skills development, and community well-being. These activities improve livelihoods, enhance social inclusion, and foster employee pride in the areas where the company op-erates E1 - CLIMATE CHANGE  Climate change mitigation  Negative actual  Upstream, own op-Impact connects to busi-Short-medium-long Own operations GHG emissions generated across Better Collective’s value chain — primarily from data-centre opera-erations, and down-ness model term and business re-tions, digital infrastructure, and international travel contribute to global warming and the intensifica-stream lationships tion of climate change Energy  Negative actual  Upstream, own op-Impact connects to busi-Short-medium-long Own operations Energy used to power operations results in indirect GHG emissions that contribute to climate change  erations, and down-ness model term and business re-stream lationships FINANCIAL MATE-RISK OR OP-DESCRIPTION OF RISK/OPPORTUNITY  WHERE IN VA-RIALITY PORTUNITY LUE CHAIN S1 – OWN WORKFORCE  Diversity  Opportunity A diverse and inclusive workforce fosters innovation, collaboration, and stronger decision-mak-Own operations ing. This enhances competitiveness, profitability, and global talent attraction and retention S4 – CONSUMERS AND Privacy Risk Risks from cybercrime and unauthorized access that could compromise user data and disrupt Upstream and own END-USERS services. Data breaches may expose users to privacy violations and result in regulatory fines operations and loss of stakeholder trust, directly affecting financial performance Access to information  Opportunity Reliable content strengthens user trust and retention, directly supporting recurring revenue Own operations and long-term business growth Safer gambling  Opportunity  Integrating safer-gambling tools and messaging across platforms and partnerships strengthens Own operations and Better Collective’s reputation, attracts investors and employees, and supports long-term, re-downstream sponsible growth by enhancing regulatory trust and industry standards G1 - BUSINESS CONDUCT  Corporate culture  Opportunity Integrating rather than imposing culture during acquisitions ensures smooth M&amp;A transitions, Own operations preserves key leadership, and secures engagement and continuity across the group Tax transparency  Opportunity  Responsible tax practices strengthen stakeholder trust and reinforce Better Collective’s reputa-Own operations and tion as an accountable business. Transparent tax payments across all operating markets pro-downstream vide a competitive advantage by securing favorable banking relationships and investor confi-dence Contribution to development Opportunity Community engagement strengthens Better Collective’s social license to operate and supports Own operations and of local communities the development of local talent pipelines. Investing in community well-being and employability downstream enhances reputation, secures access to skilled labor, and reinforces sustainable growth in the regions where Better Collective operates 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 structures. Consequently, our resilience is deemed high within the time horizons ap-plied in our DMA. Our financial resilience analysis is based on qualitative input by internal subject matter ex-perts, including an overall assessment of the mitigating factors across all IROs, gathered in the DMA process. Changes to material IROs In 2024, we updated our DMA process to ensure align-ment with the European Sustainability Reporting Stand-ards (ESRS), marking our first year with a fully compliant Double Materiality Assessment. The material topics de-scribed were assessed considering sub-  and sub-sub-topics as required. Since the 2024 assessment, there have been no changes to the identified material IROs, and our methodology and focus areas remain con-sistent.  While the IROs themselves have not changed, we con-tinue to monitor and evaluate emerging trends, risks, and opportunities within our industry. Moving forward, our focus is on deepening our understanding of poten-tial sector-specific impacts and enhancement  of  the management of existing IROs, ensuring that our sustain-ability practices remain responsive and aligned with our strategic priorities. While the set of material IROs re-mained unchanged, we have introduced new KPIs to en-hance monitoring and measurement of material IROs and their effectiveness. The KPIs in question are clearly introduced alongside their respective topics. Identification &amp; assessment of material IROs (IRO-1) Since 2022, we have conducted an annual DMA. In 2024, we conducted a comprehensive DMA in accordance with CSRD and ESRS requirements, including the implemen-tation of a structured methodology for identifying and assessing material IROs.  For  the  2025 Sustainability Statements, the results of last year’s DMA were carried over following a structured review. The review was per-formed to confirm whether the 2024 DMA conclusions remain valid and applicable, considering developments in our business model, strategy, operations, value chain, stakeholder landscape, geographic footprint and key dependencies.  1.  Revisiting 2024 DMA As the 2024 DMA forms the foundation for the current reporting period, it was revisited as part of the 2025 DMA review. The structured scoring system, thresholds, and assessment criteria implemented in 2024 were re-tained to ensure methodological consistency and com-parability.   2.  Evaluation of core elements Core elements crucial to conducting our DMA were re-assessed by the sustainability reporting team. These in-cluded our business model, strategy, value chain, stake-holders, geographic locations, and dependencies, to identify any material changes that could affect the out-come of the review. 3.  DMA review for each topical ESRS The sustainability team led the review process for each topical ESRS. The Head of Sustainability conducted in-terviews with internal stakeholders across Finance, Le-gal, Technology, People &amp;  Culture,  IR  &amp;  Communica-tions. All topics were reviewed to assess whether the un-derlying IROs remain valid, whether new IROs should be considered, and whether any additional sustainability matters should be identified as material.  4.  Internal review The outcomes of the DMA review were subject to inter-nal review by the Head of Sustainability in close dialogue with the Sustainability Board, prior to escalating to the Audit Committee. 5.  Audit Committee  review &amp; approval The Audit Committee was presented with the results of the DMA review, including the list of material IROs and supporting documentation. The  methodology,  review process, and outcomes were discussed, enabling  the Audit Committee to raise questions and feedback be-fore approving the DMA for the 2025 reporting period.  Methodology &amp; thresholds  Better Collective’s DMA methodology encompasses the Group’s own operations as well as its  upstream and downstream value chain. The process identifies and as-sesses  actual and potential positive and negative im-pacts, as well as sustainability-related risks and oppor-tunities, across short-, medium- and long-term time ho-rizons. In line with ESRS requirements, the methodology combines qualitative and quantitative inputs derived from internal data, expert judgement, external research, and stakeholder insights.  The assessment considered the sustainability matters prescribed in ESRS 1 (Article 16), as well as other rele-vant topics identified through the DMA process.  Impacts were assessed based on their severity  and, where applicable, their likelihood. Severity was assessed for both actual and potential impacts,  based on their scale, scope, and remendability. Likelihood was as-sessed only for potential impacts, reflecting the proba-bility of their occurrence. Each impact was rated on a scale from 1 to 5. In line with ESRS requirements, the methodology combines qualitative and quantitative in-put derived from internal data, expert judgment, exter-nal research, and stakeholder insights. In our DMA we considered the topics prescribed in the regulation ESRS 1 (Article 16) and other relevant topics when assessing IROs.  Risks and opportunities were assessed separately according to their probability of occurrence and poten-tial financial magnitude. Ratings were informed by internal data and, where avail-able and feasible, third-party quantitative data, as well as qualitative input from internal and external stake-holders. Location-specific factors were considered where relevant. Additional sources, including pre-exist-ing records, self-assessments, document analysis, and academic research, were used to further substantiate the assessment.  Financial risks and opportunities were identified and as-sessed in relation to the identified actual and potential impacts. The assessment considered impacts from past events, informed by Better Collective’s own financial data, as well as potential impacts from future events af-fecting assets, performance, and value creation, based on scientific peer-reviewed publications, best practices, and available guidance. This approach ensures that ma-terial gross risks and opportunities are assessed in align-ment with our ERM framework and financial perfor-mance evaluations (pages 47-48).  Decisions making process In accordance with Better Collective’s sustainability governance framework, the sustainability reporting team managed the double materiality assessment (DMA) process in close collaboration with internal sub-ject-matter experts and, where relevant, external advis-ers. The DMA methodology and process are centrally defined and overseen by the sustainability team to en-sure consistent application of scoring criteria, thresh-olds, and expert judgement across the group.  To ensure a shared understanding of the CSRD regula-tory framework and the identified IROs, the Audit Com-mittee was provided with a comprehensive walkthrough of the DMA methodology, thresholds, process, and out-comes prior to approving the final DMA for the reporting period.  Stakeholder perspectives remain a key component of Better Collective’s DMA process. The approach distin-guishes between stakeholders directly affected by the group’s activities, such as users, employees, and busi-ness partners, and stakeholders with a broader interest in the group’s sustainability performance, including in-vestors, regulators, and industry peers.  While the 2025 DMA review did not include new direct consultations with external stakeholders, insights from internal subject-matter experts who maintain continu-ous engagement with these stakeholder groups were considered. This ensured that evolving stakeholder ex-pectations, sector-specific impacts, and emerging sus-tainability-related risks were appropriately reflected in the evaluation of material sustainability matters.  The DMA process is depicted on the next page to pro-vide an overview of the ESRS sustainability matters as-sessed, the responsible internal functions involved, and the key input parameters applied. The DMA covers the entire Better Collective group. When preparing disclo-sures under the  ESRS,  we  assess  all data points on a point-by-point basis, mapping material disclosure re-quirements.  Non-material  data points are also evalu-ated, considering their significance to the group’s activ-ities, and relevance for readers of the Annual Report. ESRS  DMA PERFORMED INTERNAL SUBJECT EXTERNAL ADVISORY INPUT  FIRST REVIEW FINAL REVIEW &amp;AP-MATERIALS FOR AC FINAL DMA  BY MATTER EXPERTS &amp; INPUT  PARAMETERS USED  CONDUCTED BY  PROVAL BY  APPROVED BY  APPROVED BY E1, E2, E3, Sustainability team  SVP Technology, IT team, Di-External expertise developing Policies, interviews, workshops Head of Sustainability  Director of Group Finance  SVP Finance and CFO  Audit Committee and Board of Di-E4, E5 rector of Group Finance environmental analysis and and questionnaires rectors consultations with server host-ing facilities S1 Sustainability team  SVP People &amp; Culture, HR N/A  Policies, interviews, workshops Head of Sustainability  Director of Group Finance  SVP Finance and CFO  Audit Committee and Board of Di-managers and questionnaires rectors S2, S3 Sustainability team  N/A  Advisory by external expert  Policies and interviews  Head of Sustainability  Director of Group Finance  SVP Finance and CFO  Audit Committee and Board of Di-rectors S4 Sustainability team  SVP technology, VP IR &amp; N/A  Policies, interviews, workshops Head of Sustainability  Director of Group Finance  SVP Finance and CFO  Audit Committee and Board of Di-Comms., VP Legal, Director of and questionnaires rectors Regulatory Compliance, Direc-tor IT  G1 Sustainability team  VP Legal, Director of Regula-N/A  Policies, hard and soft law ap-Head of Sustainability  Director of Group Finance  SVP Finance and CFO  Audit Committee and Board of Di-tory Compliance,  plying to the Better Collective rectors VP IR &amp; Comms., SVP People &amp; Group and value chain actors Culture Policy overview  (MDR-P) Our policies for our  identified material sustainability matters are in place to prevent, mitigate, and remediate actual and potential impacts, address risks, and pursue opportunities.  The most senior person accountable for implementation continuously monitors effectiveness, with actions re-ported alongside the  relevant disclosures. Policies re-lated to specific sustainability matters are disclosed un-der each topic on the following pages.  POLICY SCOPE OF COVERAGE SCOPE OF POLICY RESPONSIBLE FOR INTERNATIONALLY AVAILABILITY MATERIAL TOPIC COVERED IMPLEMENTATION RECOGNIZED  INSTRUMENTS ANTI-HARASSMENT •  Zero-tolerance stance on discrimination and harassment Group  SVP People &amp; Culture    Corporate intranet •  Working conditions •  Framework addressing/preventing workplace harassment (verbal, visual or physical) •  Equal treatment and opportunities •  Emphasizes confidentiality and allows anonymous reporting for all •  Protects affected and reporting parties •  Corporate culture •  Disciplinary actions CODE OF CONDUCT •  Sets minimum standards for integrity based on international principles Group, business partner-Board of Directors •  The OECD Guidelines for Corporate intranet and •  Working conditions •  Violations reported through various channels, including anonymous whistleblower ships Multilateral Enterprises corporate website •  Equal treatment and opportunities system •  The UN Guiding Principles for all •  Respects human and labour rights on Business and Human •  Corporate culture •  Promotes anti-discrimination and anti-harassment standards Rights •  Corruption and bribery •  Prohibits corruption and complies with anti-bribery laws •  The International Bill of •  Information related impacts •  Prioritizes data privacy and confidentiality in adherence to relevant laws Human Rights consumers and end-users •  Ensures the highest standards of ethical behavior •  ILO Declaration on •  Personal safety of consumers and •  Fosters a respectful, inclusive, and safe working environment Fundamental principles and end-users •  Promotes and supports safer gambling and prevention of gambling-related harm Rights at work •  Safer gambling •  General Data Protection •   Regulation (GDPR) DATA ETHICS •  Commits to legal compliance, ethical values, and transparency in all data practices Group  Board of Directors The group’s voluntary commit-Corporate intranet and •  Corporate culture •  Prioritizes user welfare, dignity, fairness, and non-discrimination in data processing ment to ethical principles re-corporate website •  Information related impacts •  Protects privacy and both personal and non-personal data in line with EU and garding data use. Influenced by consumers and end-users national laws OECD principles, existing pri-•  Personal safety of consumers and •  Implements robust technical and organizational measures to ensure data security vacy legal framework and cor-end-users •  Establishes clear accountability and integrates data ethics values into IT services and porate social responsibility. •  Social inclusion of consumers and partnerships end-users •  Promotes responsible innovation and safer gambling through ethical data use •  Safer gambling DIVERSITY, EQUITY  •  Promote diversity, equity, and inclusion across all entities within the Better Collective Group  Board of Directors    Corporate intranet and •  Working conditions AND INCLUSION group corporate website •  Equal treatment and opportunities •  Gender balance at Board and management levels for all •  Equal opportunity and non-discrimination •  Inclusive recruitment, development, and workplace practices •  Comply with the Danish Gender Balance Act and Danish Recommendations on Cor-porate Governance GAMBLING ADVERTISING •  Ensures adherence to all compliance and regulatory requirements in all active Group Director of Regulatory Varies based on local regula-Corporate intranet •  Corporate culture regions Compliance tions •  Personal safety of consumers and •  Upholds the highest standards of social responsibility and prohibits targeting of end-users vulnerable groups •  Social inclusion of consumers and •  Requires transparency, honesty, and clarity in all advertising end-users •  Prohibits misleading claims, false information, and any suggestion of guaranteed winnings •  Provides oversight and guidance with monitoring and enforcement by compliance teams POLICY  SCOPE OF COVERAGE  SCOPE OF POLICY  RESPONSIBLE FOR INTERNATIONALLY AVAILABILITY  MATERIAL TOPIC           IMPLEMENTATION RECOGNIZED  COVERED INSTRUMENTS HEALTH AND SAFETY •  Ensures a safe and healthy working environment for employees Local level  SVP People &amp; CultureLocal laws related to labor, em-Corporate intranet •  Working conditions •  Committed to compliance with relevant health and safety legislation and regulations ployment, etc.•  Focuses on preventing workplace injuries: both physical and sociopsychological HUMAN RIGHTS  •  Respects human and labor rights: prohibits forced labor, child labor, and human traffick-Group and business part-SVP People &amp; Culture •  The OECD Guidelines for Corporate intranet and •  Working conditions ing ners Multilateral Enterprises corporate website •  Equal treatment and opportunities •  The UN Guiding Principles for all on Business and Human •  Personal safety Rights •  Corporate culture •  The International Bill of •  Social inclusion Human Rights •  ILO Declaration on Fundamental principles and Rights at work PRIVACY EXTERNAL •  Safeguards individual privacy: Outlines measures to protect individuals' privacy rights Group Director of Regulatory •  General Data Protection Corporate website •  Information-related impacts and freedoms by ensuring responsible data handling Compliance Regulation (GDPR) •  Corporate culture •  Transparent data practices: Describes the processes for collecting and using personal data with transparency, aiming to secure consent whenever feasible •  Data protection framework: Establishes the mechanisms and arrangements in place to ensure the secure and lawful handling of personal data PRIVACY INTERNAL •  Empowers employee privacy rights: Outlines the rights of employees under GDPR, en-Group Director of Regulatory •  General Data Protection Corporate intranet •  Working conditions suring they are informed about how their personal data is collected, used, and pro-Compliance Regulation (GDPR) •  Corporate culture tected within the organization. •  Outlines employee responsibilities: Provides clear guidelines on employees’ roles in safeguarding personal data, emphasizing the importance of compliance with GDPR principles when handling data. •  Ensures compliance and accountability: Establishes procedures and practices to align with GDPR requirements, promoting a culture of compliance and accountability in data processing activities. •  Promotes security and best practices: Highlights the need for robust data security measures and encourages adherence to best practices, ensuring the protection of per-sonal data in all business operations. SAFER GAMBLING EXTERNAL •  Educates users on safer gambling, emphasizing gambling as entertainment, not income Group and business part-Senior Director of Group Varies based on local regula-Corporate website •  Safer gambling •  Provides guidance and resources to identify and prevent gambling-related harm ners Media tions •  Personal safety •  Promotes responsible gambling through educational content, disclaimers, and age-gat-ing •  Uses Mindway AI tools to monitor, profile, and identify at-risk users, supporting safer gambling interventions •  Collaborates with operators, regulators, and suppliers to enhance user protection and industry standards •  Supports industry-wide initiatives and partnerships to promote safer gambling globally •  Encourages users showing signs of gambling harm to seek professional help POLICY  SCOPE OF COVERAGE  SCOPE OF POLICY  RESPONSIBLE FOR INTERNATIONALLY AVAILABILITY  MATERIAL TOPIC          IMPLEMENTATION RECOGNIZED  COVERED INSTRUMENTS SAFER GAMBLING INTERNAL •  Educates employees about gambling risks and how to seek support Group  Senior Director of Group Corporate intranet •  Working conditions •  Encourages responsible gambling practices, emphasizing entertainment over finan-Media •  Safer gambling cial necessity •  Provides resources for employees to recognize signs of problem gambling •  Offers tools like self-exclusion and self-tests to help manage gambling habits •  Promotes a supportive environment for employees to discuss gambling concerns confidentially •  Supports employees struggling with gambling issues via HR and management assis-tance •  Regular training on safer gambling for all employees, including new hires •  Ensures continuous improvement of the policy through the Safer Gambling Compli-ance Council •  Provides access to external help through country-specific resources SUSTAINABILITY •  Commitment to sustainable actions across environmental, social, and governance ar-Group  Board of Directors •  UN Global Compact Corporate website and •  Working conditions eas •  OECD Guidelines for Multi-corporate intranet •  Equal treatment and opportunities •  Contributes positively to societies we operate in national Enterprises for all •  Fosters an inclusive, fair and diverse workplace, eliminating discriminatory practices •  UN Guiding Principles on •  Corporate culture •  Support user welfare through education, safer gambling support and partnerships Business and Human Rights •  Personal safety of consumers and •  Helps users navigate the iGaming world responsibly end-users •  Contributes positively to local communities through engagement and education •  Information related impacts •  Ensures ethical operations and compliance with laws and standards •  Social inclusion •  Maintains transparency and long-term ESG performance •  Safer gambling •  Tax transparency •  Contribution to local communities TAX POLICY •  Ensures full compliance with national and international tax laws and guidelines Group  Board of Directors Corporate website and •  Tax transparency •  Manages and mitigates financial and reputational tax risks through transparent tax corporate intranet •  Corporate culture governance •  Contribution to local communities •  Pursues a responsible, competitive tax level aligned with genuine business activities and economic substance •  Prohibits tax avoidance, use of tax shelters, or high-reputation-risk structures •  Promotes open communication and engagement with tax authorities, ensuring trans-parency of the group’s effective tax rate •  Reviewed annually, material risks reported periodically •  Developed considering stakeholder expectations for transparency and responsible conduct WHISTLEBLOWER •  Encourages confidential reporting of legal violations and misconduct Group  Board of Directors    Corporate website and •  Working conditions •  Covers issues like fraud, harassment, and financial crimes corporate intranet •  Equal treatment and opportunities •  Excludes personal employment matters for all •  Allows anonymous reports, but names are encouraged for follow-up •  Corporate culture •  Protects whistleblowers from retaliation •  Personal safety of consumers and •  Reports are handled by the Chair of the Audit Committee end-users •  Corruption and bribery SocialWorkforce IROs (SBM-3)  Workforce (S1) Workforce IROs (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 impacts due to our operations, as shown in the IRO overview on pages 67-69. Particularly, the challenges and opportuni-ties of our industry may introduce potential negative im-pacts, while our initiatives aim to benefit our workforce. Most of our impacts originate from our business model, which is built on direct employment and knowledge-based work, while others connect to the operational context of a fast-paced, digital, and male-dominated in-dustry.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. Secure and transparent em-ployment and work–life balance impacts originate from our business model, which emphasizes  long-term em-ployment relationships and flexibility, whereas health and safety and gender-equality impacts connect to our business model through the industry environment in which we operate. We prioritize secure and transparent work opportunities that align with regional and local conditions and legal requirements. This approach im-pacts job stability and  fosters  a supportive and moti-vated work environment. Our approach aligns with our core values and allow our group to reduce turnover rates, increase employee satisfaction, reduce reputa-tional risks, and enhance productivity.  Our workforce benefits from high flexibility in choosing when and where to work, supported by clear workplace guidelines and remote work options. These practices produce positive impacts such as improved work–life balance and job satisfaction for employees. These rela-tionships illustrate how workforce-related risks and op-portunities directly influence our strategic resilience and operational performance. While insights from the iden-tified impacts inform how we adapt our employment practices and strengthen flexibility to ensure that our business model continues to evolve with workforce ex-pectations. Understanding the importance of health and safety, we are committed to continuously fostering safe working environments. Our potential negative health-and-safety impacts connect to our business model through expo-sure to betting-related content and limited social inter-action in remote roles.  Better Collective has assessed that employees working daily with sports- and betting-related content may face higher risks 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. Findings from our DMA are used to adjust workload management and wellbeing programmes, thereby integrating work-force-impact results into our strategic planning and op-erations.Operating in the digital sports-media sphere, we are part of a male-dominated industry, which presents im-pacts related to gender equality and diversity. These im-pacts interact with our strategy and highlight structural challenges in recruitment and guide our diversity and in-clusion initiatives to attract and retain talent. At the same time,our strategic commitment to diversity en-hances our competitive edge by leveraging creativity and innovation from diverse perspectives. We have as-sessed our business model, activities, and geographic operations and found no risks of labor or child labor, and none of the identified negative impacts are assessed to be systemic. The scope of this disclosure includes all Better Collective employees—both full-time and part-time, who can be materially impacted by our operations and business relationships.Policies (S1-1) Anchored in our values is a steadfast commitment to re-specting and protecting the human and labor rights of our workforce. Our human-rights commitments are set out in the Human Rights Policy, Sustainability Policy, and Code of Conduct, which together define the princi-ples that guide employment-related decisions. Further information on our human rights commitments is pro-vided on pages 62 and 197 of the appendices.  Our workforce-related policies collectively govern the material topics identified — secure and transparent em-ployment, work-life balance, health and safety, gender equality, and diversity. For a ful overview of our policies see pages 74-76. Our policy framework applies group-wide and governs how we manage workforce IROs, and we are committed to ensuring that our policies adhere to internationally recognized standards.  Our Code of Conduct sets expectations of integrity, re-spect, and accountability in daily operations, including fair and transparent employment conditions and the promotion of inclusion and diversity. Our Human Rights Policy explicitly recognizes our corporate responsibility to operate with respect for human rights, ensuring equal treatment and dignity for all employees and prohibiting any form of discrimination. Our Sustainability Policy em-beds social responsibility in our business model, com-mitting us to long-term employment stability and flexi-bility that supports  work-life balance. We take all re-ports of discrimination, harassment, unlawful actions, or any misconduct that does not align with our Code of Conduct and Human Rights Policy seriously. Where ad-verse human-rights impacts are identified, we seek to provide or enable access to remedy.  This is supported by the Whistleblower Policy, which of-fers confidential, anonymous reporting channels under the oversight of the Audit Committee Chair and guaran-tees protection from retaliation. Reports can also be submitted through HR representatives. Through both channels, investigations are conducted, impacts are mit-igated, and insights are integrated into our policies and management systems to support future prevention. We maintain a management system for workplace accident prevention and well-being through the Health andSafety Policy and our Safer Gambling Policy, which spe-cifically mitigate risks associated with exposure to gam-bling-related content. These policies directly address the negative potential impacts connected to our busi-ness model and outline preventive measures, training, and access to professional support for employees.  We also uphold our Internal Privacy Policy, which de-fines employees’ rights and responsibilities regarding personal data in compliance with the GDPR. The policy ensures that data processing related to employment, performance, and well-being follows strict standards of confidentiality and security.  Our Anti-Harassment Policy, together with the Code of Conduct and Human Rights Policy, demonstrates our zero-tolerance ap-proach to discrimination, harassment, and any form of disrespectful behaviour.  These policies establish clear principles for appropriate workplace conduct, reporting and investigation proce-dures, and managerial responsibilities. Inclusion and equal-opportunity commitments are further embedded in the Sustainability Policy and the DEI  Policy, which articulates our shared commitment to fostering a di-verse workforce and inclusive culture where all perspec-tives are welcomed and respected.  We have not identified specific groups within our work-force at particular risk of vulnerability and therefore no additional policies are established in this regard. All em-ployees are covered by the policies described above, which together govern the management of material IROs identified under ESRS S1. POLICY  SCOPE  SECURE AND TRANSPARENT WORK-LIFE BALANCE  HEALTH AND SAFETY  GENDER EQUALITY  DIVERSITY EMPLOYMENT Anti-harassment  Group X  X  X Code of Conduct  Group  X  X  X  X  X Diversity, equity Group       X  X and inclusion Health and safety  Group X  X Human rights  Group  X  X X  X Privacy internal  Group X Safer gambling in-Group X ternal Sustainability  Group  X  X  X  X Whistleblower  Group  X  X  X  X  X Engaging with our workforce about impacts (S1-2) We are committed to continuous engagement with our workforce, ensuring that employees have a voice in shaping our workplace environment and informing de-cisions that affect them. Our approach is built on struc-tured engagement processes, transparency, and open communication, allowing us to identify and address ac-tual and potential impacts on our workforce. Engage-ment occurs through formal and informal channels, in-cluding surveys, events, and workshops. Regular touch-points such as our quarterly “Huddle”,  onboarding  as well as exit surveys, and leadership Q&amp;A sessions further strengthen our commitment to listening and acting on employee input.  New employees, including those welcomed from ac-quired companies, are introduced to Better Collective and our policies through an extensive onboarding pro-gram.  We conduct biannual development dialogues (Better Development Dialogue BDD) between managers and employees to discuss each employee's performance and further development. Our leadership development initiative ensures our managers’ continuous professional development, enabling  them to identify and address challenges in their teams. By investing in leadership ca-pabilities, we strengthen communication and the quality of engagement at team level. The  People &amp; Culture team, supported by Group  Management, holds opera-tional responsibility for employee engagement and en-sures that feedback is integrated into decision-making.  Engagement survey We use multiple channels to gather insights directly from employees. The Better Workplace Evaluation, which is common for all our offices, helps determine im-provement areas and shape our people-focused priori-ties. In 2025, participation reached 82%, exceeding benchmarks for similar-sized companies, and produced an engagement score of 52% indicating mixed employee experiences, which provide valuable input for prioritiz-ing improvement actions. Following the survey, the People &amp; Culture team consol-idates results into actionable reports shared with man-agement and employees. The consolidated report is dis-tributed group-wide, while managers with four or more team respondents receive team-level reports and guid-ance on discussing results. Workshops are optional but encouraged. Feedback is incorporated into project plan-ning, workplace priorities, and strategic decision-mak-ing by the People &amp; Culture team in collaboration with the Executive team. Effectiveness  of these actions  are assessed by comparing  year-on-year results, tracking trends and participation rates over time.   Engagement groups  We have four Employee Resource Groups (ERGs) fo-cused on  mental  well-being and community building, culture and celebrations, gender balance, and the iGam-ing industry and partnerships. These groups have been temporarily inactive while we strengthen our sustaina-bility framework and establish new structures for meas-uring success and impact.  We acknowledge their value in fostering employee-driven initiatives and are assessing how to relaunch structured engagement groups aligned with our strate-gic priorities. Currently, we do  not have dedicated mechanisms to gather insights specifically from poten-tially vulnerable or marginalized groups. Process to remediate impacts (S1-3) We maintain structured processes to remediate nega-tive impacts on our workforce and to ensure that em-ployees have accessible and confidential channels to raise concerns. These processes include internal griev-ance mechanisms and an externally operated whistle-blower system, both designed to address issues related to working conditions, conduct, or other employment matters in a fair and timely manner. Grievance mecha-nisms are managed by the People &amp; Culture team, allow-ing employees to raise concerns directly or through local HR representatives. Employees can also submit feed-back through the Better Workplace Evaluation or con-tact People &amp; Culture at any time. Each case is assessed individually, and the Legal team is involved when appro-priate. All cases are tracked and documented, and ag-gregated data is periodically reviewed to identify trends and strengthen preventive measures. Our Whistleblower System, operated by an independent third party, provides a confidential and anonymouschannel for reporting serious concerns such as discrimi-nation, harassment, or breaches of the Code of Conduct. The system is available via the intranet, company web-site, and employee handbooks, ensuring equal access across all locations. The Audit Committee Chair over-sees the process and ensures that cases are docu-mented, investigated, and remediate  in collaborationwith the People &amp; Culture and Legal teams. We apply a zero-retaliation policy that protects all employees who raise concerns in good faith. Managers and leaders are required to report any concerns they observe or aremade aware of, ensuring consistent accountabilitythroughout the organization. Effectiveness of our griev-ance and whistleblower channels is monitored through employee surveys, qualitative feedback, and trainingcompletion data, which help assess awareness, trust,and accessibility. Results are reviewed annually by the People &amp; Culture and Legal teams to ensure continuous improvement and compliance with local legislation.   Acting on material IROs (S1-4) We manage our material impacts, risks, and opportuni-ties through coordinated actions that align with our group policies and engagement processes, ensuring that workplace practices support employee well-being, inclusion, and transparency. The following sections de-scribe key actions, how effectiveness is monitored, and how resources are allocated to address the identified IROs. While we have not yet established formalized ac-tions across all material IROs, we intend to implement these, where relevant, in the coming years. Working conditions We are committed to ensuring good working conditions and  safe-guarding work-related rights in compliance with existing regulations and recognized  human rights standards. Our focus is on maintaining a high standard of workplace practices that align with legal require-ments and ethical guidelines, ensuring that all employ-ees are treated fairly and respectfully. Secure &amp; transparent employment Our business model supports secure and transparent employment by providing long-term stability, fair com-pensation, and opportunities for professional growth. This impact originates from how we operate, ensuring that employment relationships contribute positively to employees’ financial security and overall well-being. Most of our workforce consists of full-time, trained em-ployees on long-term contracts, which minimizes poten-tial negative impacts on employment security. All em-ployees receive written contracts with clear terms and benefits aligned with local legislation and market bench-marks. Compensation structures are tailored to regional economic realities and support financial stability, includ-ing hybrid-working arrangements adapted to local con-ditions. We maintain transparency in employment terms through consistent communication and biannual devel-opment dialogues, which align professional ambitions with company goals. Managers are trained to support performance and career progression, promoting a cul-ture of feedback and continuous learning.  We  monitor  job stability through employee  turnover and  qualitative  employee feedback. In 2025, we ex-panded our reporting on workforce turnover to distin-guish between dismissals and voluntary resignations, providing a more nuanced understanding of employ-ment dynamics and working conditions. This distinction supports a clearer assessment of whether workforce changes are primarily driven by organizational decisions or employee-initiated mobility, which is relevant for evaluating job security and employment practices.  In-sights guide improvements in our HR processes and are reviewed by the People &amp; Culture team. Resources for these initiatives are embedded within the People &amp; Cul-ture budget and managed locally to ensure consistency.  Work-life balance We promote a work culture that enables employees to maintain healthy boundaries between their professional and personal lives while supporting productivity and collaboration. Our approach is structured through group-wide Work-from-Home (WFH) Guiding Principles that define expectations for hybrid work. These princi-ples ensure that flexibility is applied consistently across teams, balancing individual preferences with collective efficiency. Employees coordinate remote work with their managers, spend at least part of the week in the office, and uphold our values and policies regardless of work location.  To support a sustainable home-working environment, employees receive office equipment such as screens, keyboards, and chairs, and a monthly internet allow-ance. Our WFH Abroad Policy allows employees to work temporarily from another country under clearly defined conditions regarding eligibility, insurance, and compli-ance, ensuring that flexibility remains compatible with legal and tax frameworks. Employees are also entitled to family-related leave in accordance with their employ-ment terms and conditions.  No  new initiatives were launched in 2025, however, we continue to apply and refine our established framework for flexibility and work-life balance, which contributes to high satisfaction, retention, and reduced turnover costs. Effectiveness is monitored through engagement surveys, employee feedback, absenteeism, and turnover metrics. Health &amp; safety  We promote a safe, healthy, and supportive workplace that prioritizes the physical and mental well-being ofemployees. As a digital company without physical pro-duction activities, the overall risk of work-related inju-ries is low, yet health and well-being remain essential for engagement and retention. Our groupwide health and safety approach combines global governance with local implementation. Each office follows policies alignedwith national regulations and market standards, while trained staff oversee first-aid preparedness, fire preven-tion, workplace evaluations, and evacuation procedures. Managers receive training to recognize early signs ofstress and to promote balanced workloads through reg-ular check-ins and open dialogue, supporting early in-tervention and a healthy work culture. Our People &amp; Culture team manages a centralizedhealth- and safety management system that tracks inci-dents across all offices and maintains a shared reposi-tory for documentation. Local office teams optimizeworkspace arrangements to meet safety standards, and, where legally required, employee-elected representa-tives support compliance and a culture of prevention. Health management includes mandatory insurance cov-erage and collaboration with external experts to ensure legal compliance and competitive benefits. In certain re-gions, additional coverage is provided to match localmarket standards.  In 2025 we continued to strengthen our approach through the Better Workplace Evaluation, and through the Workplace Assessment (APV) in our Copenhagen office. Both surveys identify risks and improvement op-portunities related to psychosocial and physical condi-tions. Results are reviewed by the People &amp; Culture team with Senior Management, leading to action plans shared with employees. Confidentiality is ensured through anonymized reporting.  Mental-health protection remains a key focus, especially for employees exposed to gambling-related content. To mitigate these risks, all employees complete mandatory Safer Gambling training and have access to the Gama-lyze self-assessment tool, confidential HR support, and anonymous whistleblowing channels. Absence and well-being indicators are monitored to identify trends and guide action. Where needed, HR and managers hold di-alogues to adjust workloads or conditions. All data col-lected through health, safety, and well-being programs is processed under our Internal Privacy Policy to ensure compliance with GDPR and to protect employees’ per-sonal information, thereby reinforcing trust and psycho-logical safety. Equal treatment &amp; opportunities for all Gender equality &amp; equal pay for work of equal value  Operating within a male-dominated industry, we con-tinue to address gender imbalance and promote trans-parency in pay and progression. Actions include uphold-ing the DI Gender Diversity Pledge and UN Women’s Empowerment Principles and conducting periodic pay-gap analyses to identify areas for improvement. Recruit-ment practices emphasize inclusivity through gender-neutral job language, structured assessments, and man-datory bias-awareness training for hiring managers.  In 2025, we strengthened the quality and comparability of our pay transparency disclosures by introducing ad-justed gender pay gap and adjusted annual remunera-tion ratio calculations. These adjusted measures normal-ize the data by excluding outliers, including the Execu-tive Leadership Team and non-standard severance pay-ments that are not representative of regular remunera-tion practices. This approach improves the reliability of pay gap insights and supports a clearer assessment of pay equity across the workforce.  To further enhance comparability and actionability, the adjusted gender pay gap is disaggregated by country, reflecting differences in local labor markets, role com-position, and pay practices that influence the overall group average. These refinements provide a more accu-rate basis for identifying structural drivers of pay differ-ences, and the enhanced breakdown supports more tar-geted dialogue and actions at the local level, while main-taining an aggregated group-level overview. Diversity criteria are also integrated into succession-planning to strengthen equal access to advancement. Progress is tracked through diversity metrics, leadership representation, and employee-survey results. While no new gender-specific initiatives were introduced in 2025, our established framework continues to guide gender equality practices and to support measurable progress toward gender balance at all levels of the Better Collec-tive group. Diversity  We advance diversity through structured, ongoing ac-tions that foster a diverse and inclusive workplace where different perspectives strengthen creativity, collabora-tion, and collective success. Building on our DEI Policy, we embed inclusivity into every stage of the employee experience, from recruitment and onboarding to devel-opment and engagement.  Key actions include diversity-aware recruitment prac-tices that ensure inclusive job advertisements, balanced shortlists, and bias-free assessments through structured interviews and personality testing. Hiring managers and HR teams receive mandatory unconscious-bias training, while all employees complete mandatory unconscious-bias and anti-harassment training within their first year of employment, reinforcing inclusive conduct across all levels. While no new global initiatives were introduced in 2025, we maintained our established framework of di-versity actions and awareness initiatives such as diver-sity campaigns,  ensuring continuous progress through engagement tracking and leadership accountability.  Despite our efforts, gender representation in “other management level” remains below our target, with 14% of leadership positions held by the underrepresentedgender, while women made up 32% of our total work-force in 2025. Results that underscore the need for con-tinued action.  Our targets are aligned with policy goals to improve di-versity and gender equality. The developments areavailable for all employees to track the status of the tar-gets on the intranet. However, they are not involved oth-erwise. Nevertheless, by embedding gender equalityand diversity into our business strategy, we remain com-mitted to fostering a workplace where all employeeshave equal opportunities to succeed while we seek to leverage the benefits of diversity to drive long-term business growth and innovation. Targets (S1-5) Targets have been established to address the identified IROs related to the topic of equal treatment and oppor-tunities for all. Better Collective has updated its targets for gender diversity at Board and “Other management” levels to align with Danish statutory requirements, as described in the Corporate Matters chapter. Accord-ingly, Better Collective has set a target of at least 40% representation of the underrepresented gender on the Board and 35% representation of the underrepresented gender at “Other management” levels by 2026, bringing the timeline forward from the previously stated target year of 2027. The gender diversity target for the group remains unchanged. The Executive Management, the Sustainability Board, and the respective policy owners conduct qualitative re-views to assess the effectiveness of policies and actions addressing IROs. These reviews ensure ongoing align-ment with evolving priorities and support continuous improvement in the management of sustainability-re-lated matters. We have not established specific targets for other identified IROs as priorities and strategic focus may evolve over time in response to business needs and industry-specific developments. This approach reflects our commitment to maintaining a targeted and materi-ality-driven sustainability strategy. Gender distribution (S1-6) Number of own employees (head count) by gender  20252024Male 943  1,079  Female 448  478  % of underrepresented gender 32% 31% Total employees 1,391  1,557  Geographic distribution (S1-6) Number of own employees (head count) 2025 2024 United States 197  202  Serbia 368  422  Denmark 187  229  Others 639  704  Total employees 1,391  1,557  Accounting principles Gender distributionThe total headcount of employees at Better Col-lective is determined by summing the active em-ployee numbers across all countries of operation, excluding freelancers and contractors. Active em-ployees include employees whose contract has been terminated and employees on garden leave. This data is as of 31 December 2025.  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 2025. 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” covers 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 across the specific geographical locations where we operate and is based on data from 31 December 2025. 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 invest continuously in employee development, and the recip-rocal approach ensures continuity and operational ef-fectiveness. Employment characteristics  2025  2024 Total employees (head count) 1,391  1,557  - Female  448   478 - Male  943 1,079 Permanent employees (head count)  1,372 1,556 - Female 439  478  - Male 933  1,078  Number of temporary employees (head count)  19   1 - Female  9    0 - Male  10   1 Accounting principles Employment characteristicsPermanent 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 calculatedby summing the count of permanent employees across all our locations. This calculation is based on data from 31 December 2025. Temporary employees are categorized as em-ployees whose employment is tied to the com-pletion of a specific project or has a predeter-mined duration. This category includes interns but excludes freelancers and contractors. The total number of temporary employees at Better Collective is calculated by aggregating the num-bers of temporary employees across all our lo-cations. This calculation is based on data from 31 December 2025. Non-guaranteed employees are defined as em-ployees who are employed without a guarantee of a minimum or fixed number of working hours. Employee turnover (S1-6) Overall employee turnover was lower compared to 2024, during which a reorganization was initiated, and workforce reductions were implemented. In 2025, Bet-ter Collective enhanced its reporting methodology by introducing a breakdown of total employee turnover into dismissals and resignations. As 2025 represents the base year for this revised categorization yoy compari-sons by exit type are not available for 2024.  Dismissals and resignations occurred at broadly compa-rable levels. Dismissals primarily reflect organizational changes related to the  reorganization initiated during 2024 and further implemented in 2025. This distribution indicates that workforce changes during 2025 were in-fluenced  both  by organizational adjustments and by employee-driven transitions.  Employee turnover (head count) 2025 2024 Employee turnover  378  441  Dismissals 191  -Resignations 187  -  Employee turnover %  26%28%Accounting principles Employee turnover Employee turnover is defined as the cumulative headcount of employees who have departed from Better Collective group, whereas the em-ployee turnover rate is defined as the proportion of employees who have left the group expressed as a percentage. The total turnover is calculated by aggregating departures across all locations of operation dur-ing the reporting period, including resignations, dismissals and retirement or death in service. Employee turnover is further presented by res-ignations or dismissals. Resignations are defined as employees who leaves the group either vol-untarily,  due to retirement or death in service. Dismissals are defined as employees who leaves the group involuntarily.  To determine the employee turnover rate, the total number of departing employees (the "turn-over number") is divided by the average number of employees (the "average headcount") during the same period. Aligned with the annual report-ing method, the average headcount is calculated by aggregating the month-end headcount of ac-tive employees (permanent employees) for each month in the reporting period and dividing by the total number of months in the reporting pe-Gender distribution  other management (S1-9) 2025 2024 Gender distribution in top management  Head countShareHead countShareMale 12  86%12  86%Female 2  14% 2  14% Total employees 14  100% 14  100% Age distribution (S1-9) Age distribution of employees (head count) 2025 2024 Unknown 1   0 Under 30 years old 408  510  Between 30 and 50 years old 948  1,017  Above 50 years old 34  30  Total employees 1,391  1,557  Accounting principles Gender distribution  “Other  management” is defined as executive management and their direct reports. Executive management comprises the highest administra-tive and supervisory level. Direct reports are employees reporting directly to executive man-agement with managerial responsibilities at the vice president and senior vice president job lev-els who are part of the group management team. Gender distribution within “other management” is calculated by dividing the number of male and female employees in the management by the to-tal number of employees in management, re-spectively.Accounting principles Age distributionThe 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 calculation is based on data from 31 Decem-ber 2025. Health &amp; 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. No occupational fatalities were reported among our employees or any personnel working on our sites during 2025. Health and safety  20252024Percentage of people in own workforce (head count basis) who are covered by health and safety management system based on legal requirements and (or) recognised standards or guidelines 100%100%Number of fatalities as result of work-related injuries and work-related ill health  0  0 Number of fatalities as result of work-related injuries and work-related ill health (other workers working on undertaking's sites)  0  0 Number of recordable work-related accidents for own workforce   03  Rate of recordable work-related accidents for own workforce 0.0% 1.3% Accounting principles Health &amp; safety  Number of work-related accidents: a shared document serves as the central record for health and safety documentation. Local HR teams con-tribute relevant input in the designated docu-ment that then consulates into the group over-view reported, this ensures accurate and com-prehensive reporting. The consolidated number of accidents occurred for employees within the reporting period are based on the numbers re-ported by local HR. The work-related accident rate is expressed as the number of recorded incidents per one mil-lion hours worked. It is determined by dividing the total number of registered cases during the reporting period by the cumulative hours worked across Better Collective, then multiply-ing the result by one million. Percentage of people covered by H&amp;SMS The percentage covers the employees who are covered by our Health and safety management system, which as a minimum contains the legal requirementsWork-life balance (S1-15) All employees – except from our US interns - are entitled to take family-related leave in accordance with employ-ment terms and conditions described in employee hand-books and contracts.  Work-life balance  Men  Women  2025  Men  Women  2024 Percentage of employees entitled to take family-related leave  -  -  100% -  -  100% Percentage of entitled employees that took fam-ily-related leave by gender   5%  10%  7%  7%  9%  8% Accounting principles Work-life balance Family-related leave refers to time off granted for responsibilities such as maternity or pater-nity leave, parental leave, caring for sick rela-tives. It does not include time off for personal medical appointments, pregnancy-related ill-nesses outside of parental leave, or absences due to funerals or bereavements. Additionally, unspecified leave of absence is not considered 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, di-vided by the total number of eligible employees of the same gender. Eligible employees refer to employees who have the legal right, as defined by applicable national laws and Better Collective policies, to temporarily step away from their professional duties to address family-related re-sponsibilities covered by the definition of fam-ily-related leave. Eligible employees are determined using the same criteria as the "total headcount" as all em-ployees in Better Collective, except for interns in the United States, are eligible for family related leave. Employees who take family-related leave in multiple months within the same reporting year are counted only once. 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 averagepay gap. This effect is particularly pronounced due tothe concentration of male employees in upper-level roles. The higher compensation associated with theseroles contributes to a higher average pay for male em-ployees. The annual total remuneration ratio was  1:39, amplified by geographical differences.  Adjusted pay gap and adjusted annual remuneration ra-tios have been included to normalize the data by ac-counting for outliers. As positions and pay practicesvary by country and affect the overall group average, the adjusted pay gap is further broken down by country, showing the countries with greater than 10% employee populations with the Rest of World (Row) in aggregate. Compensation   2025  2024 Gender pay gap  36%  33% Adjusted gender pay gap  33%  - Annual total remunera-tion ratio 1:39 1:45 Adjusted annual total re-muneration ratio  1:36  - Adjusted gender pay gap by country 2025 United States  23%Serbia 18% Denmark 9% Rest of World (RoW)  21%Accounting principles Gender pay gapThe gender pay gap is defined as the difference in average gross hourly pay between male and female employees at Better Collective. The gen-der pay gap is calculated by subtracting the av-erage gross hourly pay level for female employ-ees from the average gross hourly pay level for male employees, dividing the result by the aver-age 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 guaran-teed, short-term, and non-variable cash com-pensation) 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 reporting 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. The adjusted pay gap calculations exclude the executive leadership team as well as non-stand-ard severance payments, which is severance paid to an individual beyond what is required by law, internal policy, standard market practice, or similar. These payments often include one-time leave agreement bonuses, payout settlements, or similar contractual leave payout agreements not typically provided to employees. The ad-justed pay gap uses the same gender pay gap calculation as presented in the accounting prin-ciple and with these exclusions applied. Accounting principles Remuneration ratioAnnual total remuneration ratio is defined as the ratio of the annual total remuneration of the highest-paid employee to the median annual to-tal remuneration of all other employees at Bet-ter 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 (ex-cluding the highest-paid employee). Annual total remuneration includes direct remu-neration, which is the sum of benefits in cash (variable pay, which is the sum of cash allow-ances, bonuses, commissions, cash profit-shar-ing, 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 exam-ple, stock option awards, performance stock shares or units).  The adjusted annual total remuneration ratio uses the same remuneration ratio calculation as presented in the accounting principles and in-clude  the same  exclusions applied in the ad-justed gender pay gap. Discrimination reports &amp; complaints filed (S1-17) We had 19 cases reported in the Better Workplace eval-uation covering the period from summer 2024 to sum-mer 2025. An internal policy for handling these cases has been  established.  We handle every discrimination and  harassment incident and complaint within our or-ganization 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 com-plaint is treated with utmost confidentiality. Our proce-dures are designed to ensure that employees can confi-dently and securely report any incident. In 2025, 0 records of fines or penalties were associated with discrimination. Furthermore, no human rights inci-dents involving our workforce took place in 2025, and as a result, no fines, penalties, or compensations related to such incidents were recorded. Incidents, complaints and severe human rights impacts 2025 2024 Number of incidents of discrimination including harrasment  19 13 Number of complaints filed through channels for people in own workforce to raise concerns   0   0 Number of complaints filed to National Contact Points for OECD Multinational Enterprises   0   0 Amount of fines, penalties, and compensation for damages as result of incidents of discrimination, including harassment and complaints filed  0  0 Number of severe human rights issues and incidents connected to own workforce   0   0 Number 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   0   0 Amount of fines, penalties, and compensation for severe human rights issues and incidents con-nected to own workforce  0   0 Accounting principles Discrimination incidents reported and complaints filed Number of complaints filed through channels for people in our own workforce to raise concerns: Channels for own workforce follow the local le-gal requirements. Common for all countries are the Better Workplace Evaluation, HR, and own manager. Whistleblower cases are included in these num-bers. Based on the current available data collec-tion 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 input given at the end of year. Consumers &amp; end-users (S4) Consumers &amp; end-users IROs (SBM-3) Our business model directly involves consumers and end-users who interact with our platforms and may be referred to partnering sportsbooks. All user groups that may be materially affected are included in the scope of this disclosure. None of the identified IROs are consid-ered widespread or systemic, and the impacts and de-pendencies identified under ESRS 2 IRO-1, including pri-vacy, access to accurate information, security of a per-son, safer gambling, and responsible marketing inform our  strategic priorities and guide adjustments to our business model. Thesre impacts and dependencies give rise to material risks and opportunities for Better Collec-tive arising from our interactions with consumers and end-users.  Users potentially affected include individuals engaging with gambling-related content, users whose personal data we process, users dependent on reliable infor-mation to avoid harmful decisions, and individuals who may be particularly vulnerable to gambling harm or mar-keting influence. Our understanding of which users may be at greater risk of harm is informed by internal assessments, regulatory expectations, and behavioralinsights from Mindway AI. Where potential negative im-pacts occur, these are man-aged through GDPR compli-ance structures, responsible-communication frame-works, and content and advertising controls. Positive impacts include access to accurate information andsafer-gambling resources, supported by educational in-itiatives and tools such as Mindway AI’s GameScanner and Gamalyze, benefiting users across our brands and partnerships.Where risks or opportunities specific to certain user groups arise, these are incorporated into our operational and strategic response. From a risk and opportunity, the risk relating to cybercrime and unauthorized access to personal data arises primarily from impacts on users whose personal data we process, as incidents affecting this group may result in legal or reputational conse-quences. The opportunity relating to safer gambling ap-plies across our broader user base but arises more di-rectly from positive impacts on vulnerable users engag-ing with safer gambling content and tools,  ultimately supporting  user trust, regulatory alignment, and long-term value creation for Better Collective. Through this approach, consumer and end-user IROs are systematically integrated into Better Collective’s strat-egy and business model, supporting responsible en-gagement and long-term value creation. Policies (S4-1) We have established a set of group-wide policies to manage the material IROs related to consumers and end-users. These policies apply across our operations and relevant business relationships and cover all mate-rial consumer topics identified in our assessment.  The policies governing these topics are also listed and further described in the “Policy Overview” on pages 74-76.  These policies outline the principles for managing the negative potential impacts associated with privacy breaches, misleading or inappropriate marketing, and at risk-users’ exposure to betting related content, as well as the positive potential impact linked to access to ac-curate information, and the positive actual impact iden-tified for safer gambling. Together, these policies estab-lish how we manage material IROs across all consumer and end-user groups.  The policies further define our general approach to en-gaging with consumers and end-users, including re-quirements for transparent communication about data use, content classification, and the nature of commercial relationships. Better Collective’s policy framework is aligned with internationally recognized  instruments. Better Collective has not identified material human-rights-related IROs specifically relating to consumers or end-users, why it is not relevant to have developed des-ignated policies on human rights commitments related to consumers and end-users.  We have had no reported cases of non-respect for these international instruments. Should a human-rights im-pact relate to consumers or end-users occur, Executive Management will assess and address the matter. POLICY  SCOPE  PRIVACY  ACCESS TO INFOR-SECURITY OF A PERSON   RESPONSIBLE MARKETING   SAFER GAMBLING MATION Code of Conduct  Group  X  X  X  X  X Data ethics  Group  X Gambling advertising  Group X  X  X Human rights  Group  X Privacy external  Group  X Safer gambling external  Group X  X  X  X Sustainability  Group  X  X  X  X  X Whistleblower  Group  X  X  X  X  X Engaging with consumers &amp; end-users (S4-2) At present, we have not implemented standardized gen-eral processes for consumer and end-user engagement across all our operations. However, we acknowledge the importance of consumer and end-user input in shaping our strategies and products. We engage indirectly through data analytics, user behavior tracking, and ad-herence to regulatory feedback mechanisms. Better Col-lective actively explores structured consumer engage-ment initiatives, including user feedback platforms, con-sumer advisory panels, and direct surveys.  These measures enhance our understanding of con-sumer expectations, improve safer gambling practices, and align with evolving regulatory and ethical stand-ards. Our commitment remains to ensuring transpar-ency, accountability, and continuous improvement in consumer and end-user interactions.  Process to remediate impacts &amp; channels to raise concern (S4-3) We have processes in place to provide for and cooper-ate in the remediation of negative impacts on consum-ers and end-users. If we identify that we relate to a ma-terial negative impact, our general approach is to assess the issue, address it in line with our policy commitments, and cooperate with relevant partners or regulatory bod-ies when appropriate.  Consumers and end-users have access to specific chan-nels to raise concerns directly with Better Collective’s brands, including dedicated contact forms, support email addresses, and our Whistleblower channel, which also offers independent and confidential reporting op-tions. We support the availability of these channels through group-wide policies, internal guidelines, and re-quirements for all business units to maintain accessible complaint and reporting mechanisms. All issues raised through these channels are logged and monitored, and we regularly review the operation and effectiveness of these processes to ensure concerns are handled in a timely and consistent manner. Effective-ness assessments include reviewing response times, tracking trends in reported concerns, and adjusting pro-cesses where needed. We communicate the availability of these channels through our websites, privacy notices, help center articles, partnerships with consumer advo-cacy groups and policy disclosures. We further assess whether consumers and end-users are aware of and trust these mechanisms by monitoring engagement lev-els with available channels and reviewing feedback where available. In areas where a remediation frame-work has not been established,  we  work  to develop structured processes that align with industry best prac-tice and consumer protection standards. Acting on material IROs (S4-4)  As a global digital sports media group with sports bet-ting affiliate operations, we interact directly with con-sumers and end-users through digital content, targeted advertisements, and affiliate partnerships. Our services and operations create actual and potential impacts, which we work actively to manage through policies, technological solutions, and industry collaboration. In addition to managing impacts, we act on positive im-pacts and pursue  opportunities relating to consumers and end-users through actions that are already under-way and embedded in operations, rather than through separate standalone action plans.  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. Resources allocated to the management of impacts on consumers and end-users are embedded within Better Collective’s existing operational and governance struc-tures. These include dedicated compliance, legal, data protection, editorial, product, and technology functions, as well as resources allocated to the development and maintenance of safer-gambling tools, content govern-ance processes, and data-protection systems. Re-sources are allocated on an ongoing basis through busi-ness-as-usual activities rather than through separately defined budgets for individual IROs.  Information related impacts Privacy  We take action to ensure that personal data is handled responsibly and securely across our operations. To pro-vide users with tailored and educational experiences, we process various categories of user-related and personal data. This processing is governed by our Data Ethics Pol-icy - developed in accordance with section 99d of theDanish Financial Statements Act - and supported by our GDPR compliance framework.  We assess and identifywhere data handling may carry elevated exposure to cyberattacks, human error, or other vulnerabilities. We act by implementing and maintaining our Data Ethics Policy, reinforcing GDPR compliance structures, andstrengthening internal data-processing and cybersecu-rity controls across relevant operations and business re-lationships. Information collected from users varies by brand, reflecting differences in services offered and the extent to which registration is required. Our largerglobal sites operate with fully automated end-of-year data deletion processes, whereas more local brands fol-low the same data-protection principles, although dele-tion procedures require more manual effort. In all cases, users have the possibility to manage their data through cookie consent settings, and data collection is per-formed only when users allow it.  Effectiveness is monitored through periodic internal au-dits, incident reporting systems, and continuous evalua-tion of IT and data-management processes. Incident monitoring enables us to identify patterns or system weaknesses, and corrective actions are taken to reduce the likelihood of recurrence. Where concerns orbreaches arise, users may seek remedy through estab-lished contact channels or our Whistleblower line, which provides a structured escalation mechanism that en-sures matters are addressed appropriately. Wherebreaches occur, remediation includes timely notification to affected users and implementation of correctivemeasures. These measures mitigate privacy-related risks and support responsible data use across our oper-ations. Access to information  For access to accurate and transparent information, we take action to ensure that users receive reliable, educa-tional and fact-based content across all platforms. These actions form part of our broader content strategy and are supported by structured editorial and compliance processes that guide planning and resource allocation. Our content strategy prioritizes transparency, educa-tion, and user empowerment. Access to high-quality, fact-based information is a material opportunity that en-ables users to make informed decisions while reducing misinformation. Through editorial guidelines, content-verification procedures, and regulatory compliance checks, we ensure that information published across our platforms is accurate, unbiased, and aligned with appli-cable legal requirements. This includes delivering edu-cational and explanatory content on betting mechanics, gambling risks, and safer play, as well as supporting re-sources such as our Betting Academy, which assists us-ers in understanding betting strategies and contextual information. These initiatives are undertaken with the primary pur-pose of delivering positive outcomes for consumers and end-users by strengthening informed decision-making and reducing information asymmetries. Over recent years, we have also expanded our editorial capabilities and product development, enabling us to provide more newsworthy, investigative, and locally tailored content. This development enhances relevance for sports fans and increases the quality and accessibility of infor-mation across different markets, supported further by using local languages on our local brands.  Effectiveness is monitored through quality reviews,compliance checks, and user-engagement metrics and analysis. These insights inform further improvements to editorial processes, content governance, and platform functionality, ensuring that content remains accurate, relevant, and accessible over time. Across these actions, we reinforce transparency and user empowerment while leveraging the positive potential impact as an oppor-tunity to strengthen user trust and ensure long-term value creation across our platforms. Personal safety  Security of a person  We have identified a potential negative impact relating to security of a person, where individuals with harmful or at-risk gambling behaviors  may access betting-re-lated content on our platforms or be referred to partner-ing sportsbooks. As Better Collective is not a sportsbook and does not have access to betting data, we cannot ob-serve or track whether a user subsequently develops, escalates, or recovers from gambling-related harm. For this reason, our actions focus on mitigating the risk of exacerbating harmful gambling behaviors through safer practices across our operations. Our approach includes applying responsible communi-cation standards, implementing age-gating controls,and collaborating only with licensed sportsbooks that maintain defined player-protection frameworks.  These measures are designed to ensure that our practices do not cause or contribute to negative impacts on consum-ers and end-users. As part of our preventative efforts, we provide explanatory and educational informationacross our websites, including material related to legal gambling age requirements, gambling risks, and saferplay principles. These actions are taken with the objec-tive of supporting safer decision-making for all users, also the ones who may be vulnerable. To address the broader systemic dimensions of this po-tential negative impact, we participate in several indus-try and multi-stakeholder initiatives. These include the Responsible Affiliates in Gambling (RAiG), throughwhich members undergo third-party annual social re-sponsibility audits, and the Responsible Gambling Affili-ate Association (RGAA). We are active members of var-ious national associations such as the Danish OnlineGambling Association (DOGA), the German Association for Telecommunication and Media (DVTM), and the US National Council on Problem Gambling (NCPG).  Through these initiatives, we seek to contribute to the development and promotion of safer gambling frame-works designed to mitigate harm across the wider in-dustry.  Effectiveness is monitored through internalchecks, assessments of user-facing information, and in-sights from external audits such as the RAiG social re-sponsibility review.  Remedy channels, including user contact points and the Whistleblower line, are available for concerns relating to this impact. Through our ac-tions, we seek to reduce the likelihood that our opera-tions contribute to harmful behaviors, while acknowl-edging the limitations inherent in our business model.  Safer gambling Safer gambling constitutes a positive actual impact for consumers and end-users, as well as an opportunity for Better Collective. The impact originates from our focus on education, harm prevention, and responsible en-gagement across our platforms and partnerships. As Better Collective is not a sportsbook and does not have visibility into users’ subsequent betting behaviour, our actions are designed to strengthen user protection at the points where we can influence outcomes, while ac-knowledging our position as an upstream actor in the value chain.  Our actions include maintaining responsible communi-cation standards, applying age-gating controls, embed-ding safer-gambling information across our platforms, and collaborating exclusively with licensed sportsbooks that uphold robust player-protection frameworks. By di-recting users only to sportsbooks that meet defined safer-gambling expectations, we help ensure that those who choose to place a bet do so where intervention sys-tems such as deposit limits, affordability checks, and self-exclusion tools are available. These actionsstrengthen our positive impact by contributing to safer end-user journeys and supporting informed decision-making.  A central part of our approach is the integration of safer-gambling educational resources across our brands. These include sections dedicated to understanding gambling risks, legal gambling-age requirements, and safer practices. Supplementing this is our Betting Acad-emy, which provides accessible explanations of betting mechanics and contextual information to help users un-derstand the risks associated with gambling.  These measures improve user awareness and autonomy and reduce the likelihood of uninformed or harmful gam-bling behaviours.  Mindway AI plays a central role in enabling us to extend our positive impact beyond our direct operations. As a subsidiary operating independently, Mindway AI pro-vides AI-based tools such as GameScanner and Gama-lyze that support monitoring, early detection, and pre-vention of at-risk and problem gambling. Because these capabilities sit at the sportsbook level, Mindway AI al-lows Better Collective to influence user protection fur-ther downstream in the value chain, where the risk of harm materializes and where Better Collective would otherwise have no operational control. Through our tools, sportsbooks can identify harmful play patterns and intervene earlier, thereby exceeding minimum com-pliance obligations and strengthening user protection across jurisdictions. GameScanner is a behavioural-monitoring system that performs automated,  early detection of potentiallyharmful play patterns. GameScanner allows sportsbooks to identify signs of risk and intervene before harmful be-haviour escalates. Gamalyze, another Mindway AI solu-tion, is a gamified self-assessment test that analyses us-ers’ decision-making patterns and provides personal-ized feedback on gambling behaviour. We  integrate Gamalyze across selected brands, enabling users to vol-untarily assess their risk profile  before engaging with sportsbooks.  To further strengthen our positive impact on safer gam-bling, we  participate in industry and multi-stakeholder initiatives. These include Responsible Affiliates in Gam-bling (RAiG), where membership requires compliance with annual third-party social-responsibility audits and the Responsible Gambling Affiliate Association (RGAA), promoting responsible affiliate standards globally, as well as annual participation in Safer Gambling Week. Through these platforms  and initiatives, we contribute to raising industry standards and strengthening safer gambling measures across the betting ecosystem. Effectiveness of our actions is monitored through usage and performance data from Mindway AI tools, adoption levels among sportsbooks, and assessments of the visi-bility and accessibility of safer-gambling resourcesacross our brands. Internal compliance reviews and ex-ternal audits, including RAiG’s annual social-responsibility review, support continuous improvement of our safer-gambling controls and initiatives.  Overall, our combined actions enhance user protection, promote responsible engagement, and extend our posi-tive influence into the downstream parts of the ecosys-tem where harm can occur and support sustainablevalue creation through responsible-growth practicesand industry leadership. Safer gambling  2025No. of active players per month scanned by GameScanner 14,382,101 To evaluate of our safer gambling actions, we monitor“Number of active players per month scanned by GameScanner”. The metric measures the volume of player ac-counts monitored through Mindway AI’s tech-nology and serves as an indicator of the scale at which early-detection measures are applied across partnering sportsbooks. Its purpose is to help assess the reach and effectiveness of our contribution to harm-prevention efforts in the downstream part of the value chain.An “Active player” is defined as “a player who places at least one real revenue-generating bet or wager in a calendar month on a gambling platform operated by a sportsbook integrated with Mindway AI’s GameScanner”. The figure is reported as of the last day of the reporting pe-riod. The metric is calculated based on aggregated, anonymized sportsbook data provided directly by Mindway AI. No personal data is accessed or processed. The calculation relies on system-generated counts of unique active players scanned monthly, without sampling or addi-tional behavioural analysis. The metric forms part of our broader monitoring of safer-gambling effectiveness and supports evaluation of how our actions address material impacts and opportunities related to consumers and end-users.Social inclusion  Responsible marketing  We have identified a potential negative impact where advertising and affiliate activities may unintentionally expose consumers and end-users to misleading oroverly persuasive content.  Actions taken to addressthese impacts form part of our management of material impacts on consumers and end-users. Our comprehen-sive compliance framework includes internal advertising guidelines, structured approval workflows, and regula-tory-aligned communication standards. The compliance team performs ongoing monitoring of websites and so-cial media channels, including negative-keyword checks, to identify and correct non-compliant material.  Employees involved in marketing complete mandatory compliance onboarding and training, including short-module advertising rules videos, supported by quizzes to reinforce understanding. An internal Compliance Hub provides access to advertising standards, regulatory up-dates, and ethical marketing guidance, supporting con-sistent application of responsible marketing principles. Effectiveness is monitored through internal audits, qual-ity-assurance checks, and regulatory monitoring. Exter-nal assessments, including RAiG’s annual social respon-sibility audit, further inform continuous improvement of responsible marketing practices. These actions ensure that our practices do not cause or contribute to material negative impacts on consumers and end-users. Targets (S4-5)  We have not yet established measurable, outcome-ori-ented targets related to our material impacts on con-sumers and end-users. At present, we assess how such targets can be meaningfully developed, considering data limitations inherent to our role as a digital media and affiliate business. These constraints are the primary reason why there are currently no plans to introduce quantitative impact targets. Although no targets have been set, we systematically track the effectiveness of our actions through qualita-tive assessments, compliance monitoring, external audit feedback, and engagement indicators relevant to each material impact area. These processes enable ongoing evaluation of whether existing policies and actions op-erate as intended. Our current ambition is to strengthen user protection, transparency, and responsible engage-ment. As part of this ambition, we intend to develop a more structured impact-measurement framework that may serve as a basis for establishing future qualitative or quantitative indicators, including the definition of a baseline for assessing progress. GovernanceIdentification &amp; assessment of material IROs Identification &amp; assessment of material IROs (IRO-1)  As a global digital sports media group operating in a regulated and fast-evolving industry, Better Collective’s ability to operate responsibly depends on maintaining ethical, transparent, and compliant business conduct. Responsible business conduct is therefore material to Better Collective, as it underpins trust with stakeholders, supports operational resilience, and contributes to long-term value creation. Our commitments to compliance, anti-corruption, fair taxation, and contribution to local communities extend beyond regulatory requirements and are essential to maintaining our social license to operate. The impacts, risks, and opportunities related to business conduct in-fluence our governance practices, reputation, and ability to attract and retain employees. A strong and consistent corporate culture supports ethical decision-making, em-ployee well-being, and inclusion, while reducing the risk of misconduct across the group as we operate across multiple markets.  Operating across multiple jurisdictions exposes Better Collective to differing levels of corruption and bribery risk. Unethical proposals, unclear regulatory environ-ments, or insufficient controls could negatively affect trust and reputation if not appropriately managed. Ro-bust anti-corruption procedures and escalation mecha-nisms form the basis of our approach to mitigating such risks. Responsible tax behaviour is equally central to our gov-ernance framework. By paying taxes in all the countries where we operate, we contribute to public services, eco-nomic development, and community well-being. In turn, transparent and compliant tax practices strengthen trust and support our credibility with investors, regula-tors, and financial institutions.  Beyond compliance, our responsibility extends to the societies in which we operate. Through educational academies, we support employability and inclusion while contributing to the resilience of local communities. These efforts create shared value and reinforce our long-term competitiveness by building talent pipelines and deepening our connection with the regions where we are active.  The identification of business conduct-related IROs isanchored in our DMA process described in the General disclosures chapter. In this process, we considered loca-tion, activity, sector, and the structure of business rela-tionships when identifying material IROs related to busi-ness conduct. Location-related governance risk was as-sessed through a country-by-country screening usingthe World Bank Worldwide Governance Indicators.  Activity, sector, and relationship structure  were as-sessed qualitatively through the DMA process, reflecting our operations as a digital sports media group within the regulated gambling and sports betting ecosystem. Rel-evant hard and soft law frameworks, including theDanish Recommendations on Corporate Governance, the EU Whistleblower Directive, and the OECD Guide-lines for Multinational Enterprises, were considered when assessing current practices and identifying gov-ernance-related IROs. POLICY  SCOPE  CORPORATE CULTURE  CORRUPTION AND BRIBERY  TAX TRANSPARENCY  CONTRIBUTION TO LO-CAL COMMUNITIES Code of Conduct  Group  X  X X Human rights  Group  X Sustainability  Group  X  X  X  X Tax transparency  Group  X X  X Whistleblower  Group  X  X  X Business conduct &amp; corporate culture  (G1-1)  Better Collective’s business conduct is anchored in a comprehensive policy framework that establishes ex-pectations for integrity, respect, and compliance with laws, serving as the foundation for strong and consistent business practices across the group. To address material IROs related to business conduct, Better Collective has implemented group-wide actions that are embedded in governance structures, policies, training, monitoring ac-tivities, and reporting and investigation procedures.  Our policies, including the Code of Conduct, mirror in-ternationally  recognized  standards and conventions such as the OECD Guidelines for Multinational Enter-prises, the UN Guiding Principles on Business and Hu-man Rights, the UN Declaration of Human Rights, and the ILO Conventions, as well as relevant national legisla-tion. All group-level policies are applied across all enti-ties to ensure consistent implementation while allowing for adaptation to local regulatory requirements. The Code of Conduct outlines the core principles of in-tegrity, respect, and transparency and is supported by the Sustainability Policy, Human Rights Policy, Whistle-blower Policy, and Tax Policy. These policies are sup-ported by operational actions, including mandatory onboarding and refresher training, internal compliance guidance, and ongoing oversight by Executive Manage-ment and the Board of Directors.  Together, these measures promote ethical behaviour, prevent miscon-duct, and support responsible business practices across the group and its value chain. Executive Management and the Board of Directors review and update group-wide policies annually. The review process incorporates outcomes from the DMA to ensure that identified busi-ness conduct-related  IROs  are addressed through ap-propriate actions and controls.  Better Collective’s corporate culture is rooted in four values - Respect, Ambition, Integrity, and Collaboration - which guide behaviour and decision-making at all lev-els. These values are operationalized through onboard-ing programmes, performance reviews, leadership com-munication, and targeted training activities. All employ-ees receive business conduct training aligned with the Code of Conduct, with refresher sessions provided when policies or regulatory requirements change. Employees in roles with heightened compliance exposure receive additional guidance through the Compliance Hub and Regulatory Compliance function. Monitoring actions are in place to assess the effective-ness of business conduct measures. Cultural cohesion, engagement, and well-being are monitored through the annual Better Workplace Evaluation. Results are re-viewed by People &amp; Culture and senior management, and follow-up actions are defined and implemented atlocal and group level to address identified gaps and im-provement areas. During acquisitions, Better Collective applies structured cultural integration actions, includingalignment with group policies, leadership engagement, and onboarding processes, to ensure continuity and ad-herence to shared values. To address risks related to harassment, misconduct, andunethical behaviour, preventive actions include uncon-scious bias and anti-harassment training for all employ-ees and clear escalation pathways. Employees and ex-ternal stakeholders are encouraged to report concernsthrough the Whistleblower system. We maintain a whistleblower system that is accessible to employees, suppliers, and external stakeholders. Thesystem enables confidential and anonymous reportingof violations of law or internal policies, including fraud, harassment, corruption, and data misuse. Safeguardsare in place to ensure secure reporting, independenthandling, and restricted access to case information.  Re-ports are managed independently by the Chair of theAudit Committee, with defined timelines for acknowl-edgment and follow-up. Reported incidents are investigated promptly, inde-pendently, and objectively, and corrective measures areimplemented where necessary. Better Collective prohib-its retaliation against its own workers who reportconcerns in good faith, and protection measures are ap-plied in accordance with legislation transposing Di-rective (EU) 2019/1937.  Functions assessed as being most exposed to corruption and bribery risk include roles operating in higher-risk geographies, as well as functions within procurement, fi-nance, and sales, where interaction with third parties, commercial negotiations, or financial decision-making occurs. Corruption &amp;  bribery detection &amp; prevention (G1-3)  At Better Collective, we uphold a zero-tolerance policy towards corruption and bribery. Such acts are not only unlawful but undermine trust, integrity, and relation-ships with partners and authorities. Our anti-corruption and bribery commitments are embedded in the Code of Conduct and supported by our internal compliance sys-tems.  We operate a comprehensive compliance control frame-work to prevent and detect corruption or bribery. This includes internal controls, segregation of duties, and clear approval procedures for financial transactions and gifts. The group does not engage in cryptocurrency pay-ments and performs due-diligence assessments in all partnership and acquisition processes. Should any risk of money laundering or fraud be identified, the engage-ment is not pursued.  All gifts and entertainment are accepted on behalf of Better Collective as a group and must be handed to HR. Together with management, HR evaluates whether a gift, meal, or entertainment should be accepted, reim-bursed, or declined, and whether participation aligns with company interests. This procedure ensures trans-parency and prevents conflicts of interest. The Audit Committee, chaired by an independent Board member, oversees investigations to ensure that investi-gators remain independent of the management respon-sible for prevention and detection activities. Outcomes of investigations and compliance reviews are reported to Executive Management and the Board of Directors at least annually, or immediately in the case of significant issues.  All employees are informed of the anti-corruption and bribery policy - as incorporated in our Code of Conduct -  during onboarding and through periodic compliance updates. The policy and reporting channels are perma-nently accessible through the intranet and  corporate websites, ensuring that they remain accessible to all em-ployees and stakeholders.  Despite having internal controls, we recognize a key area for improvement in the form of formalized anti-cor-ruption and bribery training. We acknowledge the im-portance of further educating our workforce - especially those in “sensitive roles” on ethical business practices. To address this gap, we are looking into options for anti-corruption education and training to ensure proactive identification and mitigation of potential threats. Bribery &amp; corruption incidents (G1-4) Better Collective aims for zero reported cases of brib-ery and corruption, including any behaviour that abuses entrusted power for personal gain. In the event of a breach, immediate and appropriate action is taken, including investigation, corrective measures, and disci-plinary sanctions. Root-cause analyses are conducted to prevent recurrence.  During the reporting period, there were no confirmed in-cidents of corruption or bribery involving Better Collec-tive or its value chain and no convictions or fines under applicable laws.     2025  2024 Percentage of functions-at-risk covered by training programmes  0%  0% Number of convictions for viola-tion of anti-corruption and anti-bribery laws  0  0 Amount of fines for violation of anti-corruption and anti-bribery laws 0 0 Accounting principles Percentage of functions-at-risk cov-ered by training programsThere is currently no formalized training for functions-at-risk. Number of convictionsConviction of a group entity by a court of law which is determined during the financial year.Number of finesFines for a group entity are determined by a court of law during the financial year.Tax transparency (MDR) We recognize that transparent tax practices are funda-mental to corporate responsibility and sustainable busi-ness operations. As part of our governance framework, we ensure responsible tax management that aligns with legal compliance, ethical standards, and stakeholder ex-pectations.  Our approach to tax transparency aligns with our broader strategy, emphasizing ethical business practices and accountability. By fulfilling our tax obliga-tions responsibly and transparently, we contribute to a stable and sustainable economic environment in the re-gions 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 taxa-tion is to have a sustainable tax approach, emphasizing our business-anchored approach to managing the im-pact of taxes while remaining true to the values of oper-ating our business in a responsible and transparent man-ner. Our legal structures are based on business-an-chored considerations and substance. The overall responsibility for securing tax compliance rests with Executive Management. Our tax 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 external group consultants moni-tor that local organizations are complying with their re-sponsibility both in terms of international and local reg-ulations. Our approach to tax transparency is guided by our Tax policy, and the group must adhere to all relevant tax regulations in all jurisdictions where it performs its operations. The policy applies to all entities within the Better Collective group, including foreign branches and representations, and covers corporate income tax, indi-rect taxes, withholding taxes, employee taxes, excise taxes, import duties, and similar fiscal obligations.  Better Collective does not have formalized actions on tax;  however, we always ensure alignment with policy and ongoing review of tax compliance. Although no for-mal time-bound targets are currently defined, our qual-itative  objective  is to ensure full compliance with applicable tax laws and our policy, as well as maintainingfair and transparent contribution in all markets of oper-ation. 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.  During the year, corporate income tax expenses wereimpacted by an increase in withholding taxes. This in-crease represents a temporary timing difference and is classified as recoverable, with the amount expected to be refunded in 2026. Additionally, indirect tax costs in-creased in relation to new regulatory requirements inthe Brazilian market implemented in 2025, reflecting the associated duties paid during the fiscal year. We plan to continue assessing whether introducingmeasurable disclosure targets such as enhanced coun-try-by-country tax reporting would provide additionalstakeholder value in future periods. Tax transparency 2025  2024 Corporate income tax (tEUR)  16,203 7,249 Employment taxes (tEUR) 24,044  28,836  Indirect taxes (tEUR) 6,138  - 982  Other taxes (tEUR)  1,415 243 Total taxes (tEUR) 47,800  35,346 Accounting policies Corporate income taxesCorporate income tax consists of corporateincome taxes and state income taxes paid or expensed during the year.Employment taxes Employment taxes primarily consist of taxes collected from employees on behalf of the gov-ernment and social security costs (part of pay-roll taxes in some countries). Indirect taxesIndirect taxes consist of non-refundable VAT, net VAT collections, customs duties and envi-ronmental taxes (if any). Other taxesOther taxes consist of country-specific taxes not linked to one of the categories and with-holding taxes. Contribution to the development of local communities (MDR)Long-term business success depends on the well-being and resilience of the communities that surround us. Bet-ter Collective therefore seeks to contribute positively to the regions where we operate by enhancing education, employability, and social inclusion. This commitment is anchored in our Sustainability Policy, which defines our role in society as creating transparency, supporting ed-ucation, and generating shared value in the regions where we are active.  This topic is material because it manages a key IRO  for Better Collective. The positive impact stems from our ability to close educational gaps by providing relevant, market-driven learning where formal education may fall short. The opportunity lies in building a sustainable talent pipeline that supports em-ployability, inclusion, and long-term growth of our group and related industries.   Our main initiative, the Better Collective Academies, re-flects this commitment in practice. The academies - lo-cated in Niš, Serbia, and Paris, France - provide free, spe-cialized education in disciplines such as SEO, SEM, full-stack development, WordPress, business intelligence, and design. Courses are designed and delivered by in-ternal experts who combine theoretical instruction with practical, hands-on experience, and structured curricula are developed and reviewed by experienced mentors. Each participant receives individual mentoring, continu-ous feedback, and a final joint examination conducted by HR and mentors. Graduates receive certificates rec-ognizing their achievements. The programme targets students, jobseekers, and early-career professionals in our  host communities, thus covering own operations and downstream community beneficiaries. In 2025, one SEM academy was hosted in Niš, with eight graduates. Since 2021, when we launched our first acad-emy, 99% of academy participants have finalized their education, 68% have acquired new skills in a field differ-ent from their formal education, and 70% have received or accepted a job offer after completing an academy with Better Collective. The number of academies deliv-ered during each year reflects internal capacity and pri-oritization given the resource-intensive nature of the academies and the need to ensure high-quality delivery. Each academy requires significant involvement from in-ternal subject-matter experts, mentors, and HR re-sources, as well as structured curriculum development and individual participant support. During 2024 and 2025, Better Collective has undergone extensive organ-izational restructuring, reducing internal capacity avail-able to support academy delivery. As a result, priority was given to core operational activities, and delivery was therefore concentrated on one academy in 2025 to maintain programme quality and alignment with organ-izational priorities Number of annual graduates  2025  2024 Graduates from a BC academy   8   15  To evaluate progress, we track the number of annualgraduates as our primary metric. We also review quali-tative insights such as participant and mentor feedback to ensure that the programmes remain relevant and ef-fective. Despite the temporary reduction in scale, feed-back confirmed continued high satisfaction and align-ment with local needs.  These evaluations help ensurethat the Academies remain effective and supportive of Better Collective’s long-term social objective.  Our Academies are financed by our local entities as partof their operational expenditures. This ensures that ini-tiatives are sustainably funded without reliance on ex-ternal grants or short-term funding schemes. While we have only established one measurable, quantitative tar-get for this topic, we maintain clear qualitative ambi-tions. Our goal is to strengthen employability througheducation and skills transfer and ensure the long-termsustainability of our host communities. Continuous  re-view of outcomes informs our ambitions to define meas-urable impact indicators in future reporting periods.  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 gradu-ates who completed their training within the year 2025.  To ensure accuracy, the reported figure is de-rived from a comparison with the graduate an-nouncements published on our intranet. Since our academies are locally owned, we consolidate the graduate data from both locations to arrive at the final count.EnvironmentClimate change (E1)  105 Transition plan for climate change mitigation Climate change (E1) As a global digital sports media group operating in a data-driven ecosystem, we recognize the need to miti-gate the negative climate-related impacts of our busi-ness. Our operations result in CO₂ emissions primarily from daily business activities, including business travel, the use of data centers in our upstream value chain, and downstream activities related to the distribution of our services.  These impacts are closely tied to the nature of our busi-ness model and reflect our reliance on digital infrastruc-ture for global operations and value delivery - activities that, while essential to our business model, have an as-sociated climate impact.  Although our direct emissions are limited, these impacts make climate change a material topic for Better Collec-tive. They highlight our connection to the broader en-ergy demand of the digital economy and underline the importance of addressing our environmental footprint to minimize our consumption and related impacts to the extent possible while ensuring the long-term resilience of our business. 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 have initiated work to assess how to best approach this based on insight and improved data quality on our GHG disclosures.  Climate-related risks (SBM-3)In our DMA and related analysis, we have assessed the identified IROs, specifically evaluating potential climate-related risks or hazards. To identify and assess potential outcomes of future events under conditions of uncer-tainty, an environmental analysis was conducted across E1 to E5 topics. The environmental analysis considered our offices’ geographical locations and key upstream value-chain operators, as well as temperature changes in alignment with the Representative ConcentrationPathways (RCPs) assessed by the IPCC in its Fifth As-sessment Report. Additional inputs were drawn from sources such as the WWF Risk Filters. The scenarios in the environmental analysis are centered around thetemperature changes and how those will impact climate change, including water, pollution, biodiversity, and re-source use. The environmental analysis was conducted in connec-tion with the 2024 DMA and has been carried forward to the current reporting period. The results continue to be considered representative, as there have been no mate-rial changes to our business model, core activities, geo-graphical footprint, or upstream value-chain structure during the reporting period.  Based on these scenarios, internal sessions were held to understand and evaluate if this indicated any physical or climate-related risks or additional IROs not already iden-tified and assessed. This was particularly relevant toevaluate whether the data centers  in our value chainpose a risk to the environment or to Better Collective. 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 therefore assess our resili-ence to be high. We have not identified any physical or transition risks related to our business model, locations, or activities, which forms the basis of our high resilience assessment derived from the environmental analysis. As detailed in the following section,  internal dialogues in-form our analysis, advice from external specialists, 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 weknow 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 ouroverall business model or strategy over the short-  ormedium-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.  The resilience assessment is subject to uncertainties re-lated to long-term climate developments and limitedupstream data, and while potentially exposed assets and activities are considered at a strategic level, they are not yet systematically embedded in investment decisions or formal mitigation planning. Environmental analysis We have collaborated with external spe-cialists as part of our DMA across all envi-ronmental-related topics. This resulted in the development of an environmental analysis assessing our largest sites and up-stream data centers. The environmental analysis is aligned with requirements set forth in the ESRS related to resilience anal-ysis and scenario analysis.  The environmental analysis ultimately concluded no transitional or physical risks related to climate change as well as no ac-tual or potential pollution-related IROs. The environmental analysis also found no actual or potential biodiversity and eco-systems-related IROs, nor any transitional, physical or systemic risks. The analysis also assessed actual and potential IROs re-lated to circular economy and water and marine resources, concluding both topics are immaterial for Better Collective. Identification &amp; assessment of  material IROs (IRO-1)As described, we have used a combination of internal dialogues and advisories  from external environmentalexperts to adequately assess our situation. We conclude that we have an impact on climate change, but it is not major, considering our GHG footprint. As part of this as-sessment, we reviewed our business model, key activi-ties, and value-chain dependencies to identify the main sources of GHG emissions associated with our opera-tions. This review was conducted at a qualitative level and focused on understanding where emissions ariseacross our own operations and upstream and down-stream activities, rather than on a detailed quantifica-tion of emissions by activity.  We supplemented our DMA with an environmental anal-ysis using bespoke tools to assess environmentally re-lated IROs. As such, establishing a solid understanding of our current situation. In this regard, it was also dis-cussed and evaluated whether scenarios for the future would further expose risks to our business, including ac-tivities and assets. Using this analysis, we have not iden-tified any significant future risks.  The discussions andanalyses also considered whether foreseeable develop-ments in our activities could give rise to additional or in-creased GHG emission sources in the future. Based on this high-level assessment, no material future emission sources or related risks were identified beyond those al-ready understood in relation to our current businessmodel.  The climate scenarios applied in the environmental anal-ysis were used to identify and assess climate-related im-pacts, risks, and resilience and were not applied as direct inputs into the preparation of the financial statements. However, the outcomes of the scenario analysis wereconsidered at a high level to assess whether they indi-cated potential inconsistencies with climate-related as-sumptions applied in the financial statements. Based on this assessment, no material inconsistencies were iden-tified. As part of the DMA and related analysis, we con-sidered the climate-related hazards and transitionevents listed in the climate-change application require-ments. This approach was adequate to assess and un-derstand our situation, especially considering our po-tential exposures are limited. We will continue to evalu-ate the potential benefits of future analytical upgrades, including additional scenario parameters or extendedtime horizons, to ensure that emerging physical andtransition risks are captured.  Policies (E1-2)  We are committed to minimizing our environmentalfootprint through our overarching Sustainability Policy. While we do not maintain a standalone Environmental Policy, our sustainability approach incorporates a long-term commitment to the precautionary principle—ad-dressing environmental challenges and reducing carbon emissions wherever possible. Our mitigation efforts fo-cus on reducing operational and value-chain emissions, particularly from business travel and data-center energy use. As an online business with limited physical infra-structure, our environmental impact is relatively small, and climate change currently poses little risk to our op-erations.  Nevertheless, we aim to reduce our carbon footprint and related energy consumption and are in the process of identifying areas for reduction actions. Tosupport this ambition, we are conducting a comprehen-sive carbon-footprint assessment across our operations to gain a detailed understanding of our actual environ-mental impact.  This foundational work is intended to guide future sus-tainability initiatives, ensuring that we can make more informed decisions beyond our current focus areas, en-abling us to make the right choices.  In addition, ourTravel Policy functions as a cross-cutting policy instru-ment that indirectly supports climate change mitigation. It encourages employees to travel only, when necessary, to consider virtual meetings as an alternative, and to pri-oritize lower-emission options such as trains and public transportation where feasible. Travel bookings are con-solidated through Navan, which also supports CO₂tracking for business travel. Actions (E1-3)  We are committed to acting as responsible corporate citizens. We recognize the importance of climatechange mitigation and are dedicated to expanding our efforts across our operations in the future. Currently, no formalized climate action programme with defined per-formance indicators is in place, as we are in the process of developing a data-driven baseline and prioritizing fo-cus areas before implementing specific reduction initia-tives. We aim to formalize our climate-related actions, monitoring processes,  and performance indicatorswithin a short- to medium-term timeframe. A key exist-ing mitigation action is our Travel Policy, which governs all business travel across the group. Through this Policy, we seek to limit avoidable travel-related emissions while ensuring that necessary travel remains safe, efficient, and aligned with business needs. 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 con-tribute to our carbon footprint, particularly in server hosting, IT infrastructure, and office equipment. When selecting data center suppliers, we try to integrate envi-ronmental considerations alongside technical, security, and commercial criteria. These include  the  extent towhich data centers have efforts in place to reduce en-ergy intensity through efficient infrastructure and hard-ware design, and initiatives related to resource effi-ciency.  This approach supports the reduction of up-stream emissions associated with our digital operations while maintaining operational resilience and perfor-mance.  Targets (E1-4) We recognize our material impact on climate change and acknowledge the importance of tracking and miti-gating our environmental footprint. At present, we do not plan to set measurable emission-reduction targets, as our operations have a relatively low carbon footprint and immaterial exposure to climate-related risks. In-stead, our focus is on maintaining low-impact opera-tions and improving efficiency where feasible.  We continue to assess our environmental performance to ensure our operations remain aligned with responsi-ble business practices. The effectiveness of our ap-proach is tracked through periodic internal reviews of business travel, data-center  energy use, and supplier practices. Our qualitative ambition is to preserve a low emissions profile and to enhance awareness and ac-countability across the organization rather than pursu-ing quantitative reduction goals. Energy consumption &amp; mix (E1-5) Energy consumption and mix  2025  2024 Total fossil energy consumption (MWh)*  2,313   2,677 Consumption from nuclear sources (MWh)   0   0 Fuel consumption for renewable sources, including biomass (also comprising industrial and municipal waste of biologic origin, biogas, renewable hydrogen, etc.) (MWh)  55   131 Consumption of purchased or acquired electricity, heat, steam, and cooling from renewable sources (MWh)   0   0 The consumption of self-generated non-fuel renewable energy (MWh)  0  0 Total renewable energy consumption (MWh)  55   131 Total energy consumption (MWh)*  2,368  2,807 *Restated to reflect proportional office use in Serbia, resulting in a 25% decrease versus 2024 reported data. Gross Scope 1, 2, 3 &amp; total GHG emissions (E1-6) Scope 1 GHG emissions  2025  2024 Gross Scope 1 GHG emissions (tCO2eq)  79 74  Percentage of Scope 1 GHG emissions from regulated emission trading schemes (%)  0%  0% Scope 2 GHG emissions Gross location-based Scope 2 GHG emissions (tCO2eq)*  541 629  Gross market-based Scope 2 GHG emissions (tCO2eq)* 812  940  Significant scope 3 GHG emissions Total Gross indirect (Scope 3) GHG emissions (tCO2eq)**  22,828 22,720  1. Purchased goods and services 3,629  4,363  2. Capital goods 61  461  3. Fuel and energy-related Activities**  186 218  6. Business traveling  1,472 3,406  7. Employee commuting**  505 545  11. Use of sold products**  16,975 13,727  Total GHG emissions Total (with location-based GHG emissions (tCO2eq)***  23,447 23,423  Total (with market-based GHG emissions (tCO2eq)***  23,718 23,734  GHG emission intensity    Location based - (total GHG emissions per net revenue)  0.0696 0.0631  Market based - (total GHG emissions per net revenue)  0.0704 0.0639  *Restated following energy data corrections and emissions recalculations, resulting in 53% and 49% reductions in gross location- and market-based Scope 2 emissions, respectively, versus 2024 reported data. **Restated to reflect corrected energy data and updated 2025 methodologies, resulting in a 14% reduction in total gross Scope 3 emissions and reductions of 49%, 5%, and 21% in the specified categories compared to 2024 reported data. ***Revisions to Scope 2 and Scope 3 GHG emissions resulted in decreases of 16% and 17% in total location-based and market-based GHG emissions, respectively, compared to 2024 reported data. Scope 1 Our scope 1 emissions derive from direct fuel combustion for heating and from the use of gas refrigerants to cool the offices. Better Collective are presenting greenhouse gas (GHG) emissions data starting from 2024 baseline year. Prior-year figures are not disclosed due to the acquisition of PMKR, which prevents reliable recalculation of historical emis-sions.  Accounting principles Scope 1 emissions in our offices arise from the combustion of natural gas, oil, and wood pellets used for space heating, as well as from the use of cooling gases in air conditioning and refrigeration equipment.The input is based on consumption data from external sources or estimates, which were 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 (2025). The cooling gases from DEFRA uses the 100-year time horizon global warming potential (GWP) values from the IPCC fifth Assessment 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, or the headquarters. GHG emission intensity GHG intensity based on net revenue was 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 presenting greenhouse gas (GHG) emissions data starting from 2024 baseline year. Prior-year figures are not disclosed due to the acquisition of PMKR, which prevents reliable recalculation of historical emissions.  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 Collective’s office activities. The input is based on consumption data from external sources or estimates, which were con-verted 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, or the headquarters.  Emission factors used in Scope 2 are from IEA and AIB for location- and market-based electricity. Where appli-cable, more locally available sources were used, such as “Energinet” for Denmark. For district heating, DEFRA 2025 was  used internationally, and where applicable, locally available sources were used as well, such as “Miljødeklaration” for local Danish district heating, “Stockholm Exergi” for district heating in Sweden, etc.Energy consumption and mix Energy consumption covers the same energy as Scope 1 and 2. Energy from purchased electricity, heat and cooling is assumed to originate from fossil sources as renewable or nuclear energy has not been actively pro-cured. Biomass fuels are reported as renewable.Scope 3 Scope 3 emissions are the indirect greenhouse gas emissions attributed to our value chain. The accounting principles for the reported categories are as follows: Accounting principles 1 Purchased goods and servicesGHG emissions associated with the group’s purchase of goods and services were calculated as the direct cost associated with a specific type multiplied by a matching emission factor from Conerstone (2025) v1.4, direct-spend-based emission factors. The direct cost was 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 goodsGHG emissions associated with the group’s additions to tangible assets were calculated as the capitalized cost associated with a specific type multiplied by a matching emission factor from Conerstone (2025) v1.4, direct-spend-based emission factors. The capitalized amount was 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 were calculated using the consumption from Scope 1 and 2 and emission factors from DEFRA (2025) and IEA (2025).   6 Business travelGHG emissions associated with the group’s business travel activities were calculated as the direct cost associated with flight, taxi, train, bus, and accommodation multiplied by a matching emission factor from Conerstone (2025) v1.4, or EPA (2024) v1.3 direct-spend-based emission factors. The direct cost was converted to EUR using the average exchange rate for the year to align with the currency used in the spend-based emission factors. For the category of flight and hotel stays, emissions were based on supplier-specific data. To avoid double counting, the part of the direct cost related to supplier-specific data was subtracted from the direct cost base of the spend-based emission calculation. 34.3% of the emissions is based on supplier specific data.7 Employee commutingGHG emissions related to employee commuting are linked to the emissions generated from employee’s transportation between their homes and their place of work. Emissions have been calculated based on answers to a group-wide survey distributed in November 2025, with a response rate of 41%. 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 were multiplied by the average number of working weeks. The emissions related to working from home were calculated based on the assumed energy consumption related to working from home. To calculate the GHG emissions, the 2025 version of DEFRA’s business travel-land emission factors were used. 11 Use of sold productUse 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 across our sites. Information on the number of hours and type of device used to access our sites were collected and applied to the average data on electricity consumption per hour of the devices. The energy consumption related to the use of our sites was applied to the Global IEA (2025) electricity factor to calculate emissions from the use of our products. Scope 3  non-material categories We have assessed all categories in Scope 3 to determine whether they are material or non-material. The following categories are not relevant to our business model or ac-tivities: 4. Upstream transportation &amp;  distribu-tionThis category has been deemed non-material. As a digi-tal sports media group, we primarily deliver services ra-ther than physical goods. 5. Waste This category has been deemed non-material since we are  a  digital sports media  group  primarily deliver ser-vices and thus do not have material waste from produc-tion, etc.  8. Upstream leased assets This category has been deemed non-material as we do not have any leased assets that are not in our control. 9. Downstream transportation &amp;  distri-butionThis category has been deemed non-material, as we do not distribute materials to clients. 10. Processing of sold products This category has been deemed non-material. As a digi-tal sports media group our business model is based on the delivery of services, meaning we do not sell physical products 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 products sold is not applicable to our operations. We do not sell physical products that require disposal or treatment at the end of their lifecycle. 13. Downstream leased assets This category has been deemed non-material, as we do not act as a lessor. The group has subleases at the office in Copenhagen, but the emissions are included in Scope 1 and 2. 14. Franchises This category has been deemed non-material, as we do not operate with franchises. 15. Investments This category has been deemed non-material as we do not have investments.</mrv:SustainabilityReport>
   <mrv:StatementOfPolicyForDataEthics contextRef="ctx-1" id="f1__s9__7__13" xml:lang="en">Privacy  We take action to ensure that personal data is handled responsibly and securely across our operations. To pro-vide users with tailored and educational experiences, we process various categories of user-related and personal data. This processing is governed by our Data Ethics Pol-icy - developed in accordance with section 99d of theDanish Financial Statements Act - and supported by our GDPR compliance framework.  We assess and identifywhere data handling may carry elevated exposure to cyberattacks, human error, or other vulnerabilities. We act by implementing and maintaining our Data Ethics Policy, reinforcing GDPR compliance structures, andstrengthening internal data-processing and cybersecu-rity controls across relevant operations and business re-lationships. Information collected from users varies by brand, reflecting differences in services offered and the extent to which registration is required. Our largerglobal sites operate with fully automated end-of-year data deletion processes, whereas more local brands fol-low the same data-protection principles, although dele-tion procedures require more manual effort. In all cases, users have the possibility to manage their data through cookie consent settings, and data collection is per-formed only when users allow it.  Effectiveness is monitored through periodic internal au-dits, incident reporting systems, and continuous evalua-tion of IT and data-management processes. Incident monitoring enables us to identify patterns or system weaknesses, and corrective actions are taken to reduce the likelihood of recurrence. Where concerns orbreaches arise, users may seek remedy through estab-lished contact channels or our Whistleblower line, which provides a structured escalation mechanism that en-sures matters are addressed appropriately. Wherebreaches occur, remediation includes timely notification to affected users and implementation of correctivemeasures. These measures mitigate privacy-related risks and support responsible data use across our oper-ations.</mrv:StatementOfPolicyForDataEthics>
   <mrv:DescriptionofTheTaxonomyRegulation contextRef="ctx-1" id="f1__s9__7__22" xml:lang="en">EU Taxonomy The EU Taxonomy is a regulatory 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: •  Climate change mitigation •  Climate change adaptation •  Sustainable use and protection of water and marine resources •  Transition to a circular economy •  Pollution prevention and control •  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 3 of Regulation (EU)2020/852 has been conducted in three stages: 1. Screening of eligible economic activi-tiesWe  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 activ-itiesEach identified economic activity was evaluated to de-termine how well the description in the annex corre-sponds to Better Collective’s operations.3. Assessment of the alignment of eco-nomic activitiesFor 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 2025 is: Climate change mitigation 7.7. Acquisition and ownership of buildingsAligned activities Based on the screening process, we determined thatBetter Collective’s current activities do not align withany of the activities specified under the EU Taxonomy.The eligible activity  does  not live up to the technicalscreening criteria. Revenue Better Collective’s main activities within sports mediaand entertainment are excluded from the taxonomy un-der 13.1 Creative, arts,  and entertainment activities.However, to ascertain whether Better Collective has anyother economic activities that could be eligible for tax-onomy, the group has analyzed its  business, whichshows that the Group has no activities that are eligibleunder the taxonomy.  OPEX Based on the screening process, we concluded that theOPEX for Better Collective’s current activities do  not meet the EU Taxonomy eligibility criteria. However, wewill 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 ensurethat entities that are carrying out environmentally sus-tainable activities that are labeled as Taxonomy-aligned meet certain minimum governance standards and donot negatively  impact human rights,  including laborrights, corrupt practices, or are linked to non-compli-practices. Practically, this means that undertakings whose eco-nomic activities are to be considered as Taxonomy-aligned  must  align with the standards for responsible business conduct mentioned in: • The OECD Guidelines for Multinational Enterprises • The UN Guiding Principles on Business and HumanRights, 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 has 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. OPEXNon-capitalized 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. CAPEXCAPEX 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.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 is only one eligible activity related to CAPEX.Disaggregation of KPIs There has been no disaggregation of KPIs for any economic activity assessed.   Breakdown by environmental objectives of Taxonomy aligned acitivities Proportion Not as-of Taxon-Proportion Proportion Proportion Proportion sessed ac-Taxonomy omy of Taxon-of Taxon-Climate Climate of Taxon-of Taxon-tivities aligned ac-aligned ac-omy eligi-Taxonomy omy change change ad-Circular omy ena-omy transi-considered tivities in tivities in ble activi-aligned ac-aligned ac-mitigation aptation economy Pollution Biodiver-bling activ-tional ac-non-mate-2024 (N-1) 2024 (N-1) KPI (1) Total (2) ties (3) tivities (4)  tivities (5) (6) (7) Water (8) (9) (10) sity (11) ities (12) tivities (13) rial (14) (15) (16) tEUR  %  tEUR  %  %  %  %  %  %  %  %  %  %  tEUR  % Revenue   336,669   0%   0  0%  n/a  n/a  n/a  n/a  n/a  n/a  0%  0%  0%   0  0% CapEx   25,174   10%   0  0% n/a n/a n/a n/a n/a n/a  0%  0%  0%   0  0% OpEx 234,616  0%  0 0% n/a n/a n/a n/a n/a n/a 0% 0% 0%  0 0%   Environmental objective of Taxonomy aligned activities  Proportion Proportion Proportion of Taxon-of Taxon-Taxonomy of Taxon-Climate Climate omy omy eligi-aligned omy change change ad-Circular Enabling Transi-aligned in ble reve-revenue aligned mitigation aptation economy Pollution Biodiver-activities tional ac-Taxonomy Economic activities (1) Code (2) nue (3) (4)  revenue (5) (6) (7) Water (8) (9) (10) sity (11) (12) tivities (13) eligble (14) Revenue % tEUR % % % % % % % % Acitivity  0%  0 0% n/a n/a n/a n/a n/a n/a 0% Sum of alignment per objective    0%   0  0%  n/a  n/a  n/a  n/a  n/a  n/a        0% Total revenue    0%   0  0%  n/a  n/a  n/a  n/a  n/a  n/a        0% Environmental objective of Taxonomy aligned activities  Proportion Proportion Proportion of Taxon-of Taxon-of Taxon-Climate Climate omy omy eligi-Taxonomy omy change change ad-Circular Enabling Transi-aligned in ble CapEx aligned aligned mitigation aptation economy Pollution Biodiver-activities tional ac-Taxonomy Economic activities (1)   Code (2) (3) CapEx (4)  CapEx (5) (6) (7)  Water (8) (9) (10) sity (11) (12) tivities (13) eligble (14) CAPEX     %  tEUR  %  %  %  %  %  %  %        % Acquisition and ownership of buildings  7.7 10%   0  0%  n/a  n/a  n/a  n/a  n/a  n/a        0% Sum of alignment per objective    0%   0  0%  n/a  n/a  n/a  n/a  n/a  n/a        0% Total CapEx 10%  0 0% n/a n/a n/a n/a n/a n/a 0%   Environmental objective of Taxonomy aligned activities  Proportion Proportion Proportion of Taxon-of Taxon-of Taxon-Climate Climate omy omy eligi-Taxonomy omy change change ad-Circular Enabling Transi-aligned in ble OpEx aligned aligned mitigation aptation economy Pollution Biodiver-activities tional ac-Taxonomy Economic activities (1)   Code (2) (3) OpEx (4)  OpEx (5) (6) (7)  Water (8) (9) (10) sity (11) (12) tivities (13) eligble (14) OPEX     %  tEUR  %  %  %  %  %  %  %        % Acitivity    0%   0  0%  n/a  n/a  n/a  n/a  n/a  n/a        0% Sum of alignment per objective    0%   0  0%  n/a  n/a  n/a  n/a  n/a  n/a        0% Total OpEx 0%  0 0% n/a n/a n/a n/a n/a n/a 0%</mrv:DescriptionofTheTaxonomyRegulation>
   <sob:StatementByExecutiveAndSupervisoryBoards contextRef="ctx-1" id="f1__s9__7__26" xml:lang="en">The Board of Directors and the Executive Board have to-day discussed and approved Better Collective A/S's 2025 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, 2025, and of the results of the group’s and the parent company’s op-erations and cash flows for the financial year January 1 – December 31, 2025. Further, in our opinion, the management’s review gives a fair review of the development in the group’s and the parent  company’s 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 ReportingStandards  (ESRS), as required by the Danish Financial Statements Act and article 8 of the EU Taxonomy regu-lation. In our opinion, the annual report for the financial year January 1 – December 31, 2025, with the file name bet-tercollective-2025-12-31-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>
   <sob:PlaceOfSignatureOfStatement contextRef="ctx-1" id="f1__s9__7__27" xml:lang="en">Copenhagen</sob:PlaceOfSignatureOfStatement>
   <sob:DateOfApprovalOfAnnualReport contextRef="ctx-1" id="f1__s9__7__28">2026-02-25</sob:DateOfApprovalOfAnnualReport>
   <cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-37" id="f1__s9__7__29" xml:lang="en">Jesper Søgaard</cmn:NameAndSurnameOfMemberOfExecutiveBoard>
   <cmn:TitleOfMemberOfExecutiveBoard contextRef="ctx-37" id="f1__s9__7__30" xml:lang="en">Co-CEO &amp; Co-founder Executive Vice President</cmn:TitleOfMemberOfExecutiveBoard>
   <cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-38" id="f1__s9__7__31" xml:lang="en">Christian Kirk Rasmussen</cmn:NameAndSurnameOfMemberOfExecutiveBoard>
   <cmn:TitleOfMemberOfExecutiveBoard contextRef="ctx-38" id="f1__s9__7__32" xml:lang="en">Co-CEO &amp; Co-founder  Executive Vice President</cmn:TitleOfMemberOfExecutiveBoard>
   <cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-39" id="f1__s9__7__33" xml:lang="en">Flemming Pedersen</cmn:NameAndSurnameOfMemberOfExecutiveBoard>
   <cmn:TitleOfMemberOfExecutiveBoard contextRef="ctx-39" id="f1__s9__7__34" xml:lang="en">CFOExecutive Vice President</cmn:TitleOfMemberOfExecutiveBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-40" id="f1__s9__7__35" xml:lang="en">Jens Bager</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:TitleOfMemberOfSupervisoryBoard contextRef="ctx-40" id="f1__s9__7__36" xml:lang="en">Chair</cmn:TitleOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-41" id="f1__s9__7__37" xml:lang="en">Therese Hillman</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:TitleOfMemberOfSupervisoryBoard contextRef="ctx-41" id="f1__s9__7__38" xml:lang="en">Vice Chair</cmn:TitleOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-42" id="f1__s9__7__39" xml:lang="en">Britt Boeskov</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-43" id="f1__s9__7__40" xml:lang="en">Todd Dunlap</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-44" id="f1__s9__7__41" xml:lang="en">Leif Nørgaard</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-45" id="f1__s9__7__42" xml:lang="en">René Rechtman</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-46" id="f1__s9__7__43" xml:lang="en">Thomas Stig Plenborg</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements contextRef="ctx-1" id="f1__s9__7__45" xml:lang="en">To the shareholders of  Better Collective A/S</arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements>
   <arr:OpinionOnAuditedFinancialStatements contextRef="ctx-1" id="f1__s9__7__46" 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 – 31 De-cember 2025, 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 2025 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 – 31 December 2025 in accordance with IFRS Accounting Standards as adopted by the EU and additional requirements 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:DescriptionOfQualificationsOfAuditedFinancialStatements contextRef="ctx-1" id="f1__s9__7__47" 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), as applicable to audits of financial statements of public interest entities, and the additional ethical requirements applicable in Denmark to audits of financial statements of public interest entities. We have also fulfilled our other ethical responsibilities in accord-ance 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 7 years up until and including the financial year 2025.  </arr:DescriptionOfQualificationsOfAuditedFinancialStatements>
   <arr:KeyAuditMattersAudit contextRef="ctx-1" id="f1__s9__7__48" 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 2025. 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 an indef-inite useful life are not subject to amortisation but are reviewed annually for impairment, or more frequently if indicators of impairment are identified. The valuation of goodwill, domains and websites is significant to our au-dit due to the carrying amounts involved and the man-agement judgement required in assessing these values, determining indefinite useful life, and performing im-pairment testing of 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 value in use. The value in use is calcu-lated for each cash-generating unit using a discounted cash flow (DCF) model. 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 the main principles and assumptions applied in Management’s identification and assess-ment of CGUs. •  Evaluation of the value-in-use model used by Man-agement, including consideration of the cash-gen-erating units defined by Management and the rea-sonableness of key assumptions and inputs based on our knowledge of the business and industry, to-gether with available supporting evidence such as budgets and externally observable market data re-lated 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 for compliance with applicable ac-counting standards. Revenue recognition The Group’s revenue consists of different revenue streams that are recognized either at a point in time or over time. Furthermore, the Group has agreements with operators that include variable consideration, which is recognized based on expected performance over the contract period. Revenue recognition and measurement of the related variable consideration were matters of most signifi-cance in our audit due to the inherent risk in the esti-mates and judgements made by Management in the nor-mal course of business regarding the timing of revenue and the 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: •  Tested, on a sample basis, recognised revenue and related variable consideration against agreements with operators. •  Data analytical procedures to test the complete-ness, accuracy, and timing of revenue recognition and related variable consideration. •  Tested revenue accruals, revenue deferrals, and sales transactions recognised before and after the balance sheet date against contracts and other supporting documentation to assess proper reve-nue cut-off. •  Assessment of whether the applied revenue recog-nition criteria comply with the Group’s 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 Parent Company financial statements for compliance with applicable accounting standards.</arr:KeyAuditMattersAudit>
   <arr:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements contextRef="ctx-1" id="f1__s9__7__49" xml:lang="en">Statement on the Management's 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 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.  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:StatementOfExecutiveAndSupervisoryBoardsResponsibilityForFinancialStatements contextRef="ctx-1" id="f1__s9__7__50" xml:lang="en">Management’s responsibilities for the financial statements Management is responsible for the preparation of con-solidated financial statements and parent company financial 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 thepreparation 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:StatementOfAuditorsResponsibilityForAuditAndAuditPerformed contextRef="ctx-1" id="f1__s9__7__51" xml:lang="en">Auditor’s 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 omis-sions, misrepresentations or the override of inter-nal 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 preparing the financial statements and, based on the audit evidence obtained, whether a material uncertainty 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, includ-ing 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 fi-nancial statements and the parent company financial statements of the current period and are therefore the key audit matters. We describe these matters in our au-ditor's report unless law or regulation precludes public disclosure about the matter.</arr:StatementOfAuditorsResponsibilityForAuditAndAuditPerformed>
   <arr:AuditorsReportOnXbrlTagging contextRef="ctx-1" id="f1__s9__7__52" 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 D Group A/S, we performed procedures to express an opinion on whether the annual report of D Group A/S for the financial year 1 January – 31 December 2025 with the file name bettercollective-2025-12-31-en.zip is prepared, in all material respects, in compliance with the Commis-sion Delegated Regulation (EU) 2019/815 on the Euro-pean 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 Statements 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 tax-onomy, 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 auditor’s 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 company’s 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 company’s 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 of D Group A/S for the financial year 1 January – 31 December 2025 with the file name bettercollective-2025-12-31-en.zip is prepared, in all material respects, in compliance with the ESEF Reg-ulation.</arr:AuditorsReportOnXbrlTagging>
   <arr:SignatureOfAuditorsPlace contextRef="ctx-1" id="f1__s9__7__58" xml:lang="en">Copenhagen</arr:SignatureOfAuditorsPlace>
   <arr:SignatureOfAuditorsDate contextRef="ctx-1" id="f1__s9__7__59">2026-02-25</arr:SignatureOfAuditorsDate>
   <cmn:NameOfAuditFirm contextRef="ctx-48" id="f1__s9__7__61" xml:lang="en">EY Godkendt Revisionspartnerselskab</cmn:NameOfAuditFirm>
   <cmn:NameOfAuditFirm contextRef="ctx-47" id="f1__s9__7__60" xml:lang="en">EY Godkendt Revisionspartnerselskab</cmn:NameOfAuditFirm>
   <cmn:IdentificationNumberCvrOfAuditFirm contextRef="ctx-47" id="f1__s9__7__62">30700228</cmn:IdentificationNumberCvrOfAuditFirm>
   <cmn:IdentificationNumberCvrOfAuditFirm contextRef="ctx-48" id="f1__s9__7__63">30700228</cmn:IdentificationNumberCvrOfAuditFirm>
   <cmn:NameAndSurnameOfAuditor contextRef="ctx-47" id="f1__s9__7__64" xml:lang="en">Mikkel Sthyr</cmn:NameAndSurnameOfAuditor>
   <cmn:DescriptionOfAuditor contextRef="ctx-47" id="f1__s9__7__65" xml:lang="en">State AuthorisedPublic Accountant</cmn:DescriptionOfAuditor>
   <cmn:NameAndSurnameOfAuditor contextRef="ctx-48" id="f1__s9__7__67" xml:lang="en">Kennet Hartmann</cmn:NameAndSurnameOfAuditor>
   <cmn:DescriptionOfAuditor contextRef="ctx-48" id="f1__s9__7__68" xml:lang="en">State AuthorisedPublic Accountant</cmn:DescriptionOfAuditor>
   <arr:AuditorsReportOnSubstainabilityReport contextRef="ctx-1" id="f1__s9__7__71" xml:lang="en">Independent Auditors’ 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 2025, pages 55-115  (the Sustainability Statements) for the  financial year 1 January – 31 December 2025 including disclosures incorporated by reference listed in the table ‘Disclosure requirements and incorporation by reference’ on pages 197-201 and 58.  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 section about Double ma-teriality assessment within the ‘General disclosures’ chapter on pages 66-71; •  Compliance of the disclosures in the section  EU Taxonomy within the ‘Environment’ chapter  on pages 112-115 of the Sustainability Statements with Article 8 of EU Regulation 2020/852 (the Taxon-omy Regulation). Basis for conclusion 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 tim-ing from, and are less in extent than for, a reasonable assurance engagement. Consequently, the level of as-surance obtained in a limited assurance engagement 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 sufficient and appropriate to provide a basis for our conclusion. Our responsibilities under this stand-ard are further described in the Auditor’s responsibilities for the assurance 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 StatementsIn 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 section about Double materiality assessment within the ‘General dis-closures’ chapter on pages 66-71  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 section EU Taxon-omy within the ‘Environment’ chapter on pages 112-115 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 sus-tainability reporting methods and making assump-tions and estimates that are reasonable in the cir-cumstances.  Auditor's responsibilities for the assurance engagement Our objectives are to plan and perform the assurance engagement to obtain limited assurance about whether the  Sustainability  Statements  are  free from material misstatement, whether due to fraud or error, and to is-sue a limited assurance report that includes our conclu-sion.  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 based on the Sustainability Statements as a whole. As part of a limited assurance engagement in ac-cordance with ISAE 3000 (Revised) we exercise profes-sional judgement and maintain professional scepticism throughout the engagement. Our responsibilities in re-spect 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 sec-tion about Double materiality assessment within the ‘General disclosures’ chapter on pages 66-71.   Our other responsibilities in respect of the sustainability statement 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 statement 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, inten-tional omissions, misrepresentations, or the over-ride 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 iden-tification of disclosures where material misstatements are likely to arise, whether due to fraud or error, in the Sustainability Statements. In conducting our limited as-surance 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 section about Double mate-riality assessment within the ‘General disclosures’ chapter on pages 66-71. 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 control activities, obtaining ev-idence 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. Copenhagen, February 25, 2026 EY Godkendt Revisionspartnerselskab CVR no. 30 70 02 28 Mikkel Sthyr State AuthorisedPublic AccountantMNE no. 26693Lars Fermann State AuthorisedPublic AccountantMNE no. 45879</arr:AuditorsReportOnSubstainabilityReport>
   <arr:AddresseeOfAuditorsReportOnSubstainabilityReports contextRef="ctx-1" id="f1__s9__7__72" xml:lang="en">To the shareholders of Better Collective A/S</arr:AddresseeOfAuditorsReportOnSubstainabilityReports>
   <arr:StatementOfAuditorsResponsibilitySubstainabilityReport contextRef="ctx-1" id="f1__s9__7__74" xml:lang="en">Auditor’s responsibilities for the assurance 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 StatementsIn 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 section about Double materiality assessment within the ‘General dis-closures’ chapter on pages 66-71  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 section EU Taxon-omy within the ‘Environment’ chapter on pages 112-115 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 sus-tainability reporting methods and making assump-tions and estimates that are reasonable in the cir-cumstances.  Auditor's responsibilities for the assurance engagement Our objectives are to plan and perform the assurance engagement to obtain limited assurance about whether the  Sustainability  Statements  are  free from material misstatement, whether due to fraud or error, and to is-sue a limited assurance report that includes our conclu-sion.  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 based on the Sustainability Statements as a whole. As part of a limited assurance engagement in ac-cordance with ISAE 3000 (Revised) we exercise profes-sional judgement and maintain professional scepticism throughout the engagement. Our responsibilities in re-spect 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 sec-tion about Double materiality assessment within the ‘General disclosures’ chapter on pages 66-71.   Our other responsibilities in respect of the sustainability statement 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 statement 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, inten-tional omissions, misrepresentations, or the over-ride of internal control.</arr:StatementOfAuditorsResponsibilitySubstainabilityReport>
   <arr:DescriptionOfQualificationsOfAssuranceEngagementPerformedSubstainabilityReport contextRef="ctx-1" id="f1__s9__7__75" xml:lang="en">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.</arr:DescriptionOfQualificationsOfAssuranceEngagementPerformedSubstainabilityReport>
   <cmn:NameOfAuditFirmSubstainability contextRef="ctx-50" id="f1__s9__7__81" xml:lang="en">EY Godkendt Revisionspartnerselskab</cmn:NameOfAuditFirmSubstainability>
   <cmn:NameOfAuditFirmSubstainability contextRef="ctx-49" id="f1__s9__7__80" xml:lang="en">EY Godkendt Revisionspartnerselskab</cmn:NameOfAuditFirmSubstainability>
   <arr:SignatureOfSubstainabilityAuditorsPlace contextRef="ctx-1" id="f1__s9__7__78" xml:lang="en">Copenhagen</arr:SignatureOfSubstainabilityAuditorsPlace>
   <arr:SignatureOfSubstainabilityAuditorsDate contextRef="ctx-1" id="f1__s9__7__79">2026-02-25</arr:SignatureOfSubstainabilityAuditorsDate>
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   <cmn:IdentificationNumberCvrOfAuditFirmSubstainability contextRef="ctx-50" id="f1__s9__7__83">30700228</cmn:IdentificationNumberCvrOfAuditFirmSubstainability>
   <cmn:NameAndSurnameOfSubstainabilityAuditor contextRef="ctx-49" id="f1__s9__7__84" xml:lang="en">Mikkel Sthyr</cmn:NameAndSurnameOfSubstainabilityAuditor>
   <cmn:DescriptionOfSubstainabilityAuditor contextRef="ctx-50" id="f1__s9__7__88" xml:lang="en">State AuthorisedPublic Accountant</cmn:DescriptionOfSubstainabilityAuditor>
   <cmn:DescriptionOfSubstainabilityAuditor contextRef="ctx-49" id="f1__s9__7__85" xml:lang="en">State AuthorisedPublic Accountant</cmn:DescriptionOfSubstainabilityAuditor>
   <cmn:NameAndSurnameOfSubstainabilityAuditor contextRef="ctx-50" id="f1__s9__7__87" xml:lang="en">Lars Fermann</cmn:NameAndSurnameOfSubstainabilityAuditor>
   <fsa:AverageNumberOfEmployees contextRef="ctx-1"
                                 decimals="0"
                                 id="f1__s9__7__24"
                                 unitRef="pure">1504</fsa:AverageNumberOfEmployees>
   <fsa:AverageNumberOfEmployees contextRef="ctx-51"
                                 decimals="0"
                                 id="f1__s9__8__24"
                                 unitRef="pure">1773</fsa:AverageNumberOfEmployees>
   <gsd:NameOfSubmittingEnterprise contextRef="ctx-1" id="f1__s9__7__100" xml:lang="en">Better Collective A/S</gsd:NameOfSubmittingEnterprise>
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   <gsd:AddressOfSubmittingEnterpriseStreetAndNumber contextRef="ctx-1" id="f1__s9__7__101" xml:lang="en">Sankt Annæ Plads 26-28</gsd:AddressOfSubmittingEnterpriseStreetAndNumber>
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   <gsd:AddressOfReportingEntityStreetBuildingIdentifier contextRef="ctx-1" id="f1__s9__7__96" xml:lang="en">26-28</gsd:AddressOfReportingEntityStreetBuildingIdentifier>
   <gsd:AddressOfSubmittingEnterprisePostcodeAndTown contextRef="ctx-1" id="f1__s9__7__102" xml:lang="en">1250 Copenhagen K</gsd:AddressOfSubmittingEnterprisePostcodeAndTown>
   <gsd:AddressOfReportingEntityPostCodeIdentifier contextRef="ctx-1" id="f1__s9__7__97" xml:lang="en">1250</gsd:AddressOfReportingEntityPostCodeIdentifier>
   <gsd:AddressOfReportingEntityDistrictName contextRef="ctx-1" id="f1__s9__7__98" xml:lang="en">Copenhagen K</gsd:AddressOfReportingEntityDistrictName>
   <gsd:IdentificationNumberCvrOfReportingEntity contextRef="ctx-1" id="f1__s9__7__99">27652913</gsd:IdentificationNumberCvrOfReportingEntity>
   <gsd:IdentificationNumberCvrOfSubmittingEnterprise contextRef="ctx-1" id="f1__s9__7__103">27652913</gsd:IdentificationNumberCvrOfSubmittingEnterprise>
   <gsd:InformationOnTypeOfSubmittedReport contextRef="ctx-1" id="f1__s1__72__15">Annual report</gsd:InformationOnTypeOfSubmittedReport>
   <cmn:TypeOfAuditorAssistance contextRef="ctx-1" id="f1__s1__72__16">Auditor's report on audited financial statements</cmn:TypeOfAuditorAssistance>
   <gsd:ToolForPreparingTheXBRLInstanceDocument contextRef="ctx-1" id="f1__s1__72__17" xml:lang="en">ParsePort XBRL Converter</gsd:ToolForPreparingTheXBRLInstanceDocument>
   <gsd:ReportingPeriodStartDate contextRef="ctx-1" id="f1__s1__72__20">2025-01-01</gsd:ReportingPeriodStartDate>
   <gsd:ReportingPeriodEndDate contextRef="ctx-1" id="f1__s1__72__21">2025-12-31</gsd:ReportingPeriodEndDate>
   <gsd:PrecedingReportingPeriodStartDate contextRef="ctx-1" id="f1__s1__72__22">2024-01-01</gsd:PrecedingReportingPeriodStartDate>
   <gsd:PredingReportingPeriodEndDate contextRef="ctx-1" id="f1__s1__72__23">2024-12-31</gsd:PredingReportingPeriodEndDate>
   <gsd:LegalEntityIdentifierOfReportingEntity contextRef="ctx-1" id="f1__s1__72__42">2549001EPXH6NK7I2R78</gsd:LegalEntityIdentifierOfReportingEntity>
   <fsa:ClassOfReportingEntity contextRef="ctx-1" id="f1__s1__72__43">Reporting class D</fsa:ClassOfReportingEntity>
   <arr:TypeOfModifiedOpinionOnAuditedFinancialStatements contextRef="ctx-1" id="f1__s1__72__47">Opinion</arr:TypeOfModifiedOpinionOnAuditedFinancialStatements>
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   <cmn:IdentificationNumberOfAuditor contextRef="ctx-47" id="f1__s9__7__66">mne26693</cmn:IdentificationNumberOfAuditor>
   <cmn:IdentificationNumberOfAuditor contextRef="ctx-48" id="f1__s9__7__69">mne40036</cmn:IdentificationNumberOfAuditor>
   <cmn:fIdentificationNumberOfSubstainabilityAuditor contextRef="ctx-49" id="f1__s9__7__86">mne26693</cmn:fIdentificationNumberOfSubstainabilityAuditor>
   <cmn:fIdentificationNumberOfSubstainabilityAuditor contextRef="ctx-50" id="f1__s9__7__89">mne45879</cmn:fIdentificationNumberOfSubstainabilityAuditor>
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