Annual Report
Page 39 
 
 
Founder statement 
40 
Reporting framework 
42 
ESG strategy 
44 
Sustainability governance 
45 
Social 
46 
Governance 
51 
Environment 
52 
ESG metrics 
53 
EU Taxonomy 
58 
 
   
Sustainability  
 
Annual Report
Page 39 
 
Statement of corporate 
responsibility 
 
cf. the Danish Financial Statements Act  
sections 99a, 99b, 99d and 107d as well as the 
EU Taxonomy regulation.

Annual Report
Page 40 
 
 
Founder statement 
We are pleased to present Better 
Collective’s sustainability report for 
the year 2022, which showcases our 
ongoing commitment to 
environmental, social and 
governance (ESG) practices.  
Since we founded Better Collective, we have strived to 
offer entertaining and engaging sports media content 
for our users. This objective has shaped our vision to be-
come the leading digital sports media group along with 
our mission to make sports entertainment more engag-
ing and fair. As a leader in the intersection of media and 
entertainment, with an element of igaming, we reach 
millions of sports fans. With this position comes an obli-
gation to ensure a responsible and sustainable offering 
including editorial guidelines, proper segmentation, and 
safer gambling resources. 
Offering transparency in the 
industry 
As we are continually growing our business and adding 
new entities, we dedicate our attention to initiatives that 
allow us to grow sustainably. Most importantly, we want 
to help sports fans navigate the world of sports betting 
by having them visit a Better Collective brand before 
registering an account or placing a bet with a sports-
book. This is important as we only work with licensed 
sportsbooks in regulated markets. Our US leading sports 
betting media; Action Network, has an app which is used 
by millions of sports fans. In this app, we have developed 
BetSync, which offers users the unique opportunity to 
track their bets and outcomes across several sports-
books. This adds transparency and supports a sustaina-
ble betting behavior. We are excited about the positive 
feedback we receive from BetSync users and the trans-
parency we can offer down the line as we onboard more 
sportsbooks to the solution and explore more geogra-
phies for the app. 
Playing a key role in 
channelization 
As we operate in regulated markets with licensed 
sportsbooks, we play an important role in channeling us-
ers to the right sportsbooks. In the online marketplace, 
users will be met with a multitude of offers, some of 
which are outside the regulated markets which means 
that user protection measures may not be in place and 
marketing practices non-compliant. Our objective is to 
work with partners who proactively address safer gam-
bling and given our position in the value chain, we aim 
to educate our users while pointing them towards legal 
sportsbooks. 
 
 
 
 
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Annual Report
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Our commitment to 
sustainability  
Being a business with operations structured around re-
sponsible practices, we find it crucial to support the 
overall sustainable development of our world and indus-
try. This is why Better Collective committed to incorpo-
rate the UN Global Compact and its 10 principles into our 
strategy, culture, and day-to-day operations in 2019. 
With this report, which is also our Communication on 
Progress, we renew our ongoing commitment to the in-
itiative and our continued support for the Sustainable 
Development Goals (SDGs). As a result of our commit-
ment we always strive to operate in ways that meet fun-
damental responsibilities in the areas of human rights, 
labor, environment and anti-corruption. We see our ef-
forts and commitment as constant work which each year 
gets better, and we strive to supply the data to support 
transparency of our efforts.  
A talented and diverse work-
force is key 
In 2022, we established a Diversity, Equity & Inclusion 
topics in the Better Collective Group. A special focus this 
last year has been actively pursuing a diverse workforce 
and ensuring equal opportunity to everyone. If we take 
a quick look at our organization, it is evident that when 
it comes to females in leadership positions we are – like 
most other companies in our industry – lagging behind. 
To speed up our efforts and create awareness, we have 
recently signed two pledges: The Confederation of Dan-
ish Industry’s (DI) Gender Diversity Pledge along with 
the UN’s Women Empowerment Principles. We genu-
inely believe that by having a better representation of 
society in our company and creating a working environ-
ment that is inclusive and fair, we will foster an innova-
tive environment and, in the end, become a more sus-
tainable and successful business. 
Environmental responsibility 
‘To strengthen our sustainability approach, we have 
been tracking our carbon emissions for the fourth con-
secutive year. Being an online business, our footprint is 
limited, and our largest impact comes from our travel 
activities. With offices across the world, we value the 
opportunity to meet in person to create closer ties be-
tween teams and similarly for business contacts, not 
least after being cut off from meetings during the pan-
demic. That said, we have also fully embraced the virtual 
meeting facilities and we are carefully considering when 
to fly. Throughout 2022, we have updated and devel-
oped our policies, systems, and processes to manage 
and mitigate social, governance and environmental 
risks.  
Linking executive pay to ESG 
targets 
We acknowledge that our sustainability reporting and 
responsibilities require constant attention and re-
sources. Therefore, we have laid a solid foundation upon 
which a clear vision for our sustainability work continu-
ously can be built. In 2022, we started including ESG 
goals in the executive management team’s bonus and 
for 2023 the ESG goals will make up 10% and be based 
on social KPIs: gender diversity and employee training.  
Uncertainty brought on by the 
Russian invasion of Ukraine 
The Russian invasion of Ukraine caused us to suspend 
business activities related to the Russian market. The 
impact on our business has been limited and we have no 
employees or representation in Ukraine, yet we have 
Ukrainian employees and others with close ties to 
Ukraine who are deeply affected by the current 
situation. We have made donations to humanitarian ac-
tion and set up a program to aid our Polish colleagues 
to volunteer in local initiatives. 
Looking ahead 
Overall, we are proud of the progress we have made this 
year in our sustainability efforts. We remain committed 
to building a better, more sustainable future for our 
company and our stakeholders, and we look forward to 
continuing to lead by example in the years to come. 
Christian Kirk Rasmussen 
Co-founder & COO 
Jesper Søgaard 
Co-founder & CEO 
 
 
 
 
We approach diversity and inclusion
as drivers in our long-term strategy;
building a sustainable business that 
is here to perform not only today
and tomorrow but also far into the
future.”
Jesper Søgaard
Co-founder and CEO

Annual Report
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Reporting framework 
The 
present 
report 
covers 
the 
financial year January 1, 2022, to 
December 31, 2022, and constitutes 
our statutory reporting cf. the Danish 
Financial Statements Act, Sections 
99a, 99b, 99d and 107d as well as the 
EU Taxonomy regulation.  
To give our stakeholders an overview of our perfor-
mances, the report puts forth our current sustainability 
efforts and presents our focus areas, ambitions, achieve-
ments, and goals. The report addresses any relevant so-
cial, governance and environmental issues relating to 
Better Collective’s activities. 
Framework and commitments 
To operationalise our sustainability strategy we have 
built on our framework which we introduced in the 2020 
sustainability report. In this report, we have further 
aligned our framework to the Environmental, Social and 
Governance factors (ESG) and related them to our busi-
ness operations and key stakeholders. We have made 
sure that each area contributes to the positive develop-
ment of the chosen Sustainable Development Goals 
(SDGs) and/or respects the UNGC ten guiding princi-
ples. The report also serves as our Communication on 
Progress as we renew our ongoing commitment to the 
initiative and our continued support for the SDGs. Our 
overall ambition is to use our leading position to influ-
ence and support safer gambling and a sustainable de-
velopment of society – for the benefit of our employees, 
shareholders, users, partners, the industry and our busi-
ness. 
Our commitment is founded on respect for the core 
principles of human rights (including labor rights), the 
environment (including climate), and anti-corruption as 
reflected in the UN Guiding Principles for Business and 
Human Rights and the OECD Guidelines for Multina-
tional Enterprises. This commitment is embedded in our 
strategy and business operations. 
The ESG key figures presented in our reporting take 
their departure in the ESG key figure overview as pub-
lished by The Danish Finance Society / CFA Society Den-
mark, FSR – Danish Auditors, and Nasdaq Copenhagen. 
The reported data is uploaded to Nasdaq Nordic’s ESG 
Data Portal certifying Better Collective as a Nasdaq ESG 
Transparency partner. 
Continuity 
While we have further aligned our focus areas to the 
ESG framework, we have ensured continuity in report-
ing. Our ESG metrics have all been continued from the 
previous sustainability report and for 2022 we have im-
plemented new data points for increased transparency 
and in preparation for the upcoming Corporate Sustain-
ability Reporting Directive to come into force from the 
financial year 203.  
We have discontinued local communities as a separate 
focus area and instead included our ongoing initiatives 
in social and environmental respectively.  
In the 2020 and 2021 reports we have addressed the 
Covid-19 pandemic and it’s impact on the company’s op-
erations and the health and safety of our employees. As 
the impact was limited and declining in 2021, manage-
ment has assessed the matter to be non-material for the 
2022 report. 
Balance 
Throughout the report we describe our efforts and 
achievements whether they are positive or negative. We 
ensure this by continuing to report on the same metrics 
year after year and only adding to rather than discontin-
uing reporting on those metrics.

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Materiality assessment 
The report primarily focuses on the topics that are con-
sidered the most important to our business operations. 
These topics have been selected and prioritized based 
on a double materiality assessment performed by Better 
Collective’s management and the sustainability board. 
The assessment is carried out as a mix of desk research, 
internal workshops, questionnaires and dialogue over 
time with our primary stakeholders for sustainability, 
and the board. We consider our stakeholders for sus-
tainability to be our shareholders, our partners and 
sports fans, our employees, regulatory authorities, and 
society as a whole. The assessment includes how our ac-
tivities may affect society negatively and how society 
may affect the company negatively.
The sustainability data collection in the present report 
relates to Better Collective’s operations for 2022, and 
further addresses our ambitions and KPIs for the future 
both short- and long-term. The outcome of our materi-
ality assessment is listed in the tables below. 
 
 
 
 
Major 
 
Safer gambling 
Talent attraction and retention 
Employee development 
Diversity, equity and inclusion 
 
Significant 
 
Business ethics 
Cybersecurity 
Responsible marketing 
Anti-corruption 
 
Moderate 
 
Data/privacy protection 
Tax transparency 
Climate risk

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ESG strategy 
Responsibility and sustainability are 
ingrained elements of Better 
Collective’s business model and have 
been the cornerstone of our 
organization since its inception in 
2004.

Annual Report
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Sustainability 
governance 
Good governance is essential in 
helping us to run our business 
responsibly and to meet the 
ambitious goals in our strategy.  
The governance of Better Collective’s sustainability ef-
forts defines the role of the Board and its Committees as 
well as specifying the powers the Board delegates to our 
Group Management. 
We rely on clear terms of reference for the sustainability 
board to support and advise us as we put our strategy 
into action. To further the sustainability agenda, we 
have put in place a DEI board and a safer gambling 
board to address these matters across our organization, 
gathering expertise from relevant teams. The insights 
from these groups feed into the Group Management and 
Board’s decision-making. 
The Board of Better Collective 
Our Board is a diverse one in terms of gender and na-
tionality. Members have expertise that includes wide-
ranging board and leadership experience as well as spe-
cific skills such as understanding of sustainability, fi-
nance, the igaming industry, technology and digital. 
The Board has ultimate responsibility for reviewing, 
monitoring and guiding the strategy of Better Collec-
tive, as well as its conduct. Our Board members provide 
constructive challenges, strategic guidance and special-
ist advice, bringing their diverse experience to our dis-
cussions and decision-making.  
The Board has overall accountability for the manage-
ment and guidance of risks and opportunities, including 
those associated with aspects of sustainability, such as 
operating a compliant business, promoting safer gam-
bling, implementing socially responsible conducts, envi-
ronmental responsibility, and ethical behavior.  
See risk management on p. 29 for sustainability risks.

Annual Report
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Social  
Our people 
It is our long-term commitment to 
foster and uphold an inclusive and 
diverse workplace by implementing 
socially responsible conducts and 
eliminating all discriminatory 
practices.  
Our business is based on specialized expertise and inno-
vation, this is why we see people as a core element in 
everything that we do. We believe it is crucial to consist-
ently cultivate an inclusive and diverse employment en-
vironment that promotes the rights of the individual. 
These efforts support the SDG 8 in promoting inclusive, 
sustainable, and productive employment for everyone 
at Better Collective. 
Onboarding and learning 
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 be-
tween manager and employee to discuss performance 
and further development for each individual employee. 
Our leadership development initiative ensures the con-
tinuous professional development of our managers to 
match the ever-changing nature of our business. The 
2021-2022 program, consisting of 6 seminars, was at-
tended by approximately 100 managers across offices. 
By supporting the professional and personal develop-
ment of our managers, we enable them to identify and 
deal with challenges in their respective teams. Ulti-
mately, such initiatives ensure the well-being of all em-
ployees and make Better Collective an attractive and re-
spected workplace.  
Measuring our work culture 
We conduct an annual workplace survey, and the 2022 
results indicated a healthy and effective work environ-
ment with engaged and highly motivated employees. 
Our engagement score of 83% (2021: 87%) is high 
though fluctuating year to year which may also reflect 
our continuous growth by new hires and entire teams 
through acquisitions. The survey returned an unsatisfac-
tory number of harassment cases (11 in 2022 against 9 in 
2021). As the survey is anonymous, we can only investi-
gate the cases that are also reported to HR of which we 
have had none that were considered severe. During the 
year we implemented anti-harassment training to edu-
cate all employees and encourage them to come for-
ward if they experience harassment of any kind for the 
matter to be dealt with. We will strive to increase open-
ness while working to bring down the number of cases. 
We recognize the risk for the well-being of the employ-
ees exposed to harassment of any kind as well as for our 
work environment. 
Health and safety 
We give priority to health and safety at work in compli-
ance with the regulations and standards in the countries 
in which we operate. We run local health and safety ini-
tiatives to assess health and safety risks and to generate 
preventive solutions. The health and safety committee 
issues guidelines, performs workplace evaluations, and 
maintains the fire instructions and evacuation plan. We 
have implemented a more flexible working schedule as 
working from home (WFH) has proven efficient for most 
of our employees, both in terms of productivity and im-
proving the work-life balance. We follow and adhere to 
the guidelines set out by the authorities where applica-
ble. Depending on local customs, our offices provided 
employees with internet allowance, IT equipment and 
office furniture. In this way, we make sure they have the 
best physical conditions at their home office.  We had 
no reported cases of workplace injuries in 2022 (2021: 
0). 
▶ Sustainability policy 
https://bettercollective.com/wp-content/up-
loads/2023/03/Sustainability-Policy-Better-
Collective_approved-2023.02.21.pdf 
 
▶ Code of Conduct 
https://bettercollective.com/wp-content/up-
loads/2023/03/Better_Collective_Code-of-
Conduct_approved-2023-02-21-3.pdf

Annual Report
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Diversity and inclusion, cf. §107d 
In our business practices and in relation to the composi-
tion of our management we aim to level the playing field 
through gender awareness in recruitment and retention, 
equal pay, and equal access to training while upholding 
a zero-tolerance policy against harassment at the work-
place. As stated in our diversity manifesto, we are com-
mitted to building a diverse team and inclusive culture. 
Diversity spans across many dimensions, including eth-
nicity, seniority, nationality, age, gender, education, and 
religion. Better Collective aims to offer equal opportuni-
ties to everyone across our organization and sound pol-
icies and benefits are in place for the promotion of di-
versity and equality. Our Diversity, Equity, and Inclusion 
(DEI) board involves our employees through employee 
resource groups in these efforts. It is management’s 
view that the policies are met, as the criteria on diversity 
and inclusion has taken basis for selection of the board 
of directors and the other managerial positions in 2022. 
Gender distribution 
Better Collective is part of a male dominated industry, 
both in terms of tech and sports betting. To 
acknowledge this challenge and to further the positive 
development of SDG 5, diversity and inclusion initiatives 
have been on our agenda for 2022. To secure that poli-
cies are met, 2022 initiatives included awareness of pos-
sible bias in our recruitment processes, including train-
ing for hiring managers, job ad terminology, and screen-
ing. By the end of the year Better Collective group 
counted 29% of the underrepresented gender (women) 
against 30% in 2021 which means we have not made 
progress towards our goal of reaching 35% by 2030. 
Gender distribution in management, cf. §99b 
Better Collective has set a target for the board of direc-
tors of 35% of the underrepresented gender. The board 
is made up of two women (33%) and four men (67%) 
whereby the split is the number that comes closest to 
40% without exceeding 40% in a board consisting of six 
members. This is considered an equal gender distribu-
tion by the Danish Business Authority. The board has ad-
justed the target from 35% to 40% from the year 2023. 
It is management’s view that the board composition 
meets our policy on additional diversity criteria based 
on age, nationality, and educational background. 
For the other management levels in the company, the 
gender split in 2022 was 12% women and 88% men. This 
is a decline from 2021 (17% women and 83% men), 
though it is partly due to a change in reporting: In prep-
aration for new rules in the Danish Companies Act com-
ing into force in 2023, other management levels include 
the executive management and their direct reports, 
which brings the group from six in 2021 to 17 in the 2022 
reporting. The technical reasons aside, Better Collective 
recognizes that gender distribution at the other man-
agement level is unsatisfactory. Recruitment and pro-
motion of managers in 2022 did not improve the gender 
distribution although this was the aim. We will continue 
the work to increase the share of the underrepresented 
gender at all management levels through new initiatives 
to ensure that both genders are represented in recruit-
ment at the interview stage and similarly that gender is 
considered in succession planning. The board has set a 
target for the other management levels of 25% to con-
sist of the underrepresented gender by 2027. 
Collaboration 
and 
commitment 
to 
further gender equality 
We recently joined the All-In Diversity Project which is 
an industry-driven initiative to benchmark diversity, 
equality, and inclusion for the global igaming sector. We 
are proud to join as the first non-sportsbook founding 
member alongside the likes of Entain, Caesars, Betsson, 
Flutter and Kindred, to provide guidance and support 
sharing best practices and resources.  
We have further shown our commitment to gender 
equality in signing both the Confederation of Danish In-
dustry’s (DI) Gender Diversity Pledge along with the 
UN’s Women Empowerment Principles. The job market 
is to this day still quite gender-imbalanced and that 
curbs developments in businesses as well as society. The 
business community plays a large role in the battle to 
create a more inclusive society and by joining these ini-
tiatives we take part in identifying and taking measures 
that can make businesses more diverse.

Annual Report
Page 48 
 
Human rights 
Better Collective persistently strives to be a responsible 
corporate citizen, which entails respecting human rights 
and supporting the protection as well as advancement 
of human rights. To solidify our commitment, we imple-
mented a human rights policy in early 2022. We have 
taken the first steps to establish an ongoing human 
rights due diligence process to move us from commit-
ment to action. So far, we consider our salient human 
rights issues to relate to our own workforce as currently 
addressed and mitigated by measures mentioned in the 
previous pages. 
Recently, we have joined hundreds of companies across 
the globe in UN Global Compact’s Business & Human 
Rights Accelerator to further our learning and imple-
menting best practices in Better Collective. We recog-
nize that failure to comply with human rights and 
principles constitutes a risk to those potentially im-
pacted as well as a reputational risk to the company. 
Our Academies on tech and marketing 
Since 2021, we have been running BC academies in Niš, 
Serbia, which targets the local youth by encouraging 
them to enroll in one of the education programs tailored 
by Better Collective. 
Having our own, specially designed training delivered in 
the form of the SEO (search engine optimization), SEM 
(search engine marketing), WordPress, fullstack, and 
quality assurance academies is a key long-term play in 
ensuring Better Collective can continue to hire best-in-
class talents, who already come equipped with the skill 
sets required and can hit the ground running.  
Not only is the academy beneficial to Better Collective, 
but it also provides an alternative education and subse-
quently career opportunity for the youth in Niš. By edu-
cating the local youth in tech and marketing we also 
contribute to lowering the general unemployment rate 
in Serbia. It is a true win-win situation being able to give 
back to the community while furthering our own com-
petitive edge. In 2022, we enrolled a total of 33 partici-
pants across the five subjects. 
▶ Human Rights policy 
https://bettercollective.com/wp-content/up-
loads/2022/03/Human-Rights-Statement_ap-
proved_BoD_2022.02.23.pdf 
▶ Modern Slavery Act 
https://bettercollective.com/wp-con-
tent/uploads/2022/09/Modern-Slavery-Po-
licy_approved_2022.08.22.pdf  
 
The academy gives young people a 
chance to discover areas of business 
that otherwise would be 
inaccessible. Considering that many 
jobs today do not require traditional 
education, it can be difficult to enter 
these fields or gain enough 
experience. This is exactly the 
opportunity Better Collective’s 
academies provided me with.” 
Milena Jeremic 
PPC Campaign Assistance and Academy graduate

Annual Report
Page 49 
 
Social 
Our users 
 
For our users, our long-term commit-
ment is to promote safer gambling 
through education.  Ultimately, the 
focus on safer gambling and being a 
responsible business is what grants 
us our social license to operate.  
 
As a digital sports media group, we derive a significant 
part of our revenues from our user’s engagement in 
sports betting with our sports book partners Better Col-
lective views sports betting purely as a form of enter-
tainment and wants to make sure that sports fans and 
employees’ betting experiences remain as a form of fun 
and entertainment. In 2022, we have increased our ef-
forts internally by updating our safer gambling policy 
and implementing training programs to support a safer 
approach to betting. 
Safer gambling resources  
We want to ensure that our users are better suited to 
navigate the iGaming world by visiting a Better Collec-
tive website before registering an account with a sports-
book. We focus on the teaching of strategies and the 
presentation of insightful information and data to make 
our users more confident in their betting. However, we 
do not, and cannot, guarantee winning – and we will 
never claim to do so. As Better Collective is not a sports-
book, we rely on our partner operators to scan for user 
behavior and take action when a sports fan shows signs 
of at-risk or problem gambling behavior.  
We can educate sports fans, e.g., by making sure that 
they know the legal gambling age, of possible adverse 
effects of gambling, and prevention. By taking respon-
sibility in protecting end-users from potential negative 
health-impacts - in this case gambling addiction - and 
by promoting mental health and well-being through var-
ious initiatives, it is our goal to aid the positive advance-
ment of SDG 3.  
We offer safer gambling resources on our websites, as 
well as a Betting Academy to educate users. For our em-
ployees, we rolled out an updated safer gambling policy 
in 2022 and launched safer gambling training which will 
continue in 2023. We have implemented the Gamalyze 
software on our internal employee platform and we en-
courage all employees to take the test at least annually.  
Collectively we are better  
We strongly believe that the long-term sustainability 
and growth of the sports betting industry is dependent 
on responsible operations. Evidently, this is not 
achieved by a single business, but rather by a collective 
effort across the industry. This is why Better Collective 
in 2019 entered into a partnership with our peers Racing 
Post and Oddschecker to co-found the UK based trade 
association, Responsible Affiliates in Gambling (RAiG). 
Through RAiG we promote socially responsible market-
ing of gambling products and a safer gambling environ-
ment for users. As a condition of membership in RAiG, 
each member is subject to an annual social responsibil-
ity audit which is conducted by an independent third 
party. Again, this year we participated in the Safer Gam-
bling Week, a cross-industry initiative to promote safer 
gambling in Europe.  
Similarly, we are active members of various national as-
sociations, one of which is the Danish Online Gambling 
Association (DOGA). Through DOGA we work to initiate 
dialogue between all stakeholders in the gambling in-
dustry to secure a responsible and safe gambling market 
in Denmark and other countries. We are also members 
of the German Association for Telecommunication and 
Media (DVTM)and the US National Council on Problem 
Gambling (NCPG).

Annual Report
Page 50 
 
Creating safer 
customer journeys 
with Mindway AI  
 
Mindway AI (part of the Better Col-
lective Group) specializes in support-
ing the igaming industry with various 
safer gambling tools and solutions.  
Mindway AI is an award-winning company that develops 
state of the art software solutions for fully automatic 
monitoring and profiling of gamblers and for identifying, 
preventing, and intervening in at-risk and problem gam-
bling.  
Mindway AI plays an increasingly important role in the 
iGaming ecosystem supporting operators on a global 
scale to create safer iGaming experiences. This supports 
our ambition to make betting safer: while we can't con-
trol what operators do, we support them by holding 
them to high standards during the customer acquisition 
process and by providing them with a chance to set the 
bar higher and take initiative in developing sustainable 
gaming through Mindway AI tools and software. That 
way, we are extending our influence in the value chain 
rather than focusing only on our own area. 
Early detection of at-risk and problem gambling 
Mindway AI partners with operators and leading indus-
try organizations with a clear mission to improve player 
protection in the gambling industry. By combining neu-
roscience, AI and human expert assessment, the safer 
gambling software helps operators meet and exceed 
player protection requirements. The award-winning AI 
solution GameScanner ensures a fully automated, early 
detection of at-risk and problem gambling, allowing op-
erators to reach out to players before unhealthy gam-
bling habits escalate.  
This way, we make a real difference for millions of play-
ers around the world. GameScanner is already running 
in nearly 40 jurisdictions in 20 countries boosting oper-
ators' player protection, scanning a total of 6.5M active 
players per month. 
Gamified reinvention of the self-test 
Gamalyze is an award-winning, gamified reinvention of 
the self-test, making self-testing more user-friendly, en-
gaging, and actionable than typical player question-
naires. Gamalyze helps players develop self-awareness 
of their risk profile and their decision making when they 
engage in gambling. Drawing in insights from neuroim-
aging, Gamalyze analyzes each user’s decision while 
they play and generates a report with feedback on the 
player’s strategy and their sensitivity to rewards and 
losses. It also includes advice tailored to the individual 
user. 
Making good use of Mindway AI expertise and tools 
Mindway AI and Better Collective share common goals 
for safer gambling, and while Mindway AI is run as an 
independent business, we make good use of the exper-
tise and tools available when offering safer gambling re-
sources on Better Collective platforms. Gamalyze is 
available to our users on key websites together with in-
sightful articles on safer gambling authored by Mindway 
AI experts.  
We recognize that working in an environment where 
gambling is normalized makes our employees more ex-
posed to gambling and therefore at a higher risk when 
it comes to problem gambling. Gamalyze is available to 
all employees, and we remind everyone at least annually 
to test their gambling behavior along with training and 
awareness activities.  Furthermore, meeting colleagues 
across the Group, Mindway AI helps create awareness 
on safer gambling at internal events and on our Safer 
Gambling Board. 
Annual Report
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Annual Report
Page 51 
 
Governance  
It is our long-term commitment to 
comply with applicable legislation in 
the countries in which we are active, 
and work against corruption in all its 
forms.  
At Better Collective, we believe that corporate sustain-
ability starts with our value system and a principles-
based approach to doing business. This is reflected in 
our business ethics where we conduct business in com-
pliance with applicable laws, regulations, and standards. 
We are subject to a variety of national compliance reg-
ulations in the countries where we operate, and to aid in 
developing a sustainable iGaming environment we 
solely operate in regulated markets or markets where 
sports betting is accepted by the authorities. 
We seek to develop editorial guidelines, which ensure 
balanced and compliant marketing messages and in-
clude proper segmentation for our activities across dif-
ferent channels using marketing technology to avoid 
targeting the wrong audience. 
Regulation of markets 
As sports betting becomes more widespread, more 
countries are amending or implementing new gambling 
laws and regulations to protect users and to limit black 
market activities. We have processes for being continu-
ously updated on regulation and applying for licenses 
where relevant. Our in-house legal team is also dedi-
cated to this area, with compliance processes for our 
websites. 
Commitment to compliance 
For the fourth consecutive year, Better Collective was 
awarded for its efforts within compliance at the Vixio 
Global Regulatory Awards. We seek to educate regula-
tors, politicians, and users on what performance market-
ing is, what it entails, and to ensure that relevant stand-
ards are set for our industry. 
We do not engage in cryptocurrency payments. When 
partnering with operators and reviewing acquisition tar-
gets, it is an integrated part of our due diligence process 
to pay careful attention to any signs of money launder-
ing or fraud - in case of which we choose not to engage.  
The Russian invasion of Ukraine caused us to suspend 
business activities related to the Russian market which 
was predominantly advertising activities. The impact on 
our business is limited at an estimated full-year effect on 
revenue and earnings of approximately 1-2 mEUR in 
2022. Better Collective fully supports the sanctions and 
the signal from corporations in suspending activities. 
Anti-bribery and corruption 
Better Collective condemns the acts of corruption and 
bribery. Not only are they illegal; they also pose a threat 
to our trustworthiness and a risk to our partners, users, 
and authorities. Our policy on anti-bribery and corrup-
tion is included in our Code of Conduct and was updated 
in 2022 and implemented across the Better Collective 
group. We aim for 0 reported cases of bribery and cor-
ruption, including any behaviors that abuse entrusted 
power for private gain in Better Collective.  
Our whistleblower scheme facilitates anonymous re-
porting, and we encourage all employees to speak up if 
they find something to be in breach of our policies. Dur-
ing 2022, we have not received any reports about brib-
ery, facilitation payment, or other forms of corruption 
nor have we received any other whistleblower reports. 
Code of Conduct 
Throughout our organization we promote our Code of 
Conduct as a guide for all employees on the standards 
and values of a compliant and responsible business. The 
Code of Conduct also outlines that all employees are to 
report on gifts, meals, and entertainment (received and 
offered) to track and prevent conflicts of interest. Our 
efforts within governance advance overall sustained, in-
clusive, and sustainable economic growth while they 
also secure full and productive employment and decent 
work for our employees - all of which support SDG 8. 
Data ethics report 
We have developed a policy for data ethics in light of 
Section 99d of the Danish Financial Statements Act and 
this section serves as our report on data ethics for the 
financial year 2022. The data ethics policy outlines a set 
of data ethics principles that support ethical decision 
making when using data across Better Collectives activ-
ities. We employ data to provide our users with a unique 
and educational experience whenever they visit our 
websites and/or engage in our communities. To give our 
users the best and most relevant experience possible, 
we process various categories of data including user-re-
lated data and personal data. In 2022, we adjusted the 
data ethics policy. Planned activities for 2023 include 
establishing a process and governance setup to handle 
and evaluate data ethics reporting. 
▶ Data ethics policy 
https://bettercollective.com/wp-content/up-
loads/2022/09/Data-Ethics-Policy_ap-
proved_2022.08.22.pdf 
▶ Code of Conduct 
https://bettercollective.com/wp-content/up-
loads/2023/03/Better_Collective_Code-of-
Conduct_approved-2023-02-21-3.pdf

Annual Report
Page 52 
 
Environment 
Better Collective has always been 
committed to making responsible 
decisions across all operations – this 
is also the case when it comes to our 
impact on the environment.  
It is our long-term commitment to implement a precau-
tionary approach to environmental challenges and min-
imize our carbon emissions. As we are an online busi-
ness, our environmental impact is relatively small. Cli-
mate changes generally pose little risk to our current 
and future operations as we have no physical supply 
chain, and as such, we can operate almost anywhere. 
Still, we aim to minimize our carbon footprint and we are 
working towards setting a reduction target. Our envi-
ronmental policy is included in our sustainability policy. 
Key emissions factors 
Business travel is one of BCs principal sources of carbon 
emissions and has a significant impact on our ambition 
to lower our carbon footprint. When making travel deci-
sions, the environmental and economic impacts must be 
taken into account and weighed against the expected 
benefits of meeting in person. The booking principles, 
including low-carbon options, are included in the Better 
Collective Travel Policy. 
Besides travel, server hosting, IT and office equipment, 
and food supplies make up most of our carbon intense 
procurement. When choosing suppliers, considerations 
of environmental factors must be considered. In 2022, 
we started including server hosting in our scope 3. Our 
range of websites are hosted at data centers with a con-
scious approach to the environment and a significant 
purchase of renewable energy (92% of estimated emis-
sions in 2021-2022). Our next steps in scope 3 mapping 
include our procurement of IT and office equipment as 
well as food supplies.  
Garbage with a significant negative environmental ef-
fect (such as batteries, IT equipment, etc.) should be re-
used when possible or disposed of according to govern-
mental recommendations. Old IT equipment, to an in-
creasing degree, is disposed of by a third party based on 
environmentally responsible practices (where available) 
or re-used for private purposes by employees. Food 
waste should be kept to a minimum. We do so by work-
ing with our caterers and regulating our consumption 
daily. 
The Sustainable Beekeeping Initiative 
Better Collective Serbia had the opportunity to partici-
pate in an exciting urban beekeeping project. We placed 
one of our beehives in a business apiary in Belgrade. The 
project was collaborative, with Nordic Business Alliance 
companies playing a significant role in its implementa-
tion. 
While the project produced some delicious honey, our 
involvement extended far beyond that. We saw this as 
an opportunity to learn from the bees and incorporate 
their work into our business practices. We shared this 
knowledge with our employees and partners to help 
promote sustainable and environmentally friendly prac-
tices throughout our industry. 
The project lasted throughout the year and concluded 
this spring. We are proud to have been a part of such an 
initiative, and our involvement helped to impact both 
our industry and the environment positively. We're also 
planning to continue exploring ways to incorporate 
what we've learned into our business practices in the fu-
ture.

Annual Report
Page 53 
 
Social metrics 
The data in the following accounts is 
based on information registered in 
and retrieved from HR’s software 
system. 
Our 
continued 
growth 
through M&As means that newer 
offices are not accounted for with the 
same accuracy as our long-standing 
operations.  
Average number of full-time work force (FTE)  
The average number of full-time employees as stated in 
the annual accounts 2022.  
Total headcount (HC)  
The total headcount by the end of 2022.  
Gender diversity  
The percentage of the underrepresented gender 
(women) in the workforce at the end of 2022.  
Gender diversity top management  
The percentages of the underrepresented gender 
(women) at the other management levels (in addition to 
the board of directors) at the end of 2022. Note the 
change in principle from 2021 to 2022: In preparation for 
new rules in the Danish Companies Act coming into 
force in 2023, other management levels include the ex-
ecutive management and their direct report, which 
brings the group from six in 2021 (executive manage-
ment and SVP/VP) to 17 in the 2022 reporting. 
Gender pay ratio  
The gender pay ratio is calculated as the median male 
salary divided by the median female salary (the un-
derrepresented gender), per country and collated as a 
weighted average for the group. Salaries include pen-
sion and excludes bonus, incentive programs and other 
benefits. The 2019 and 2020 figures have been recalcu-
lated.  
Employee turnover  
Employee turnover is defined as voluntary and involun-
tary leaves (headcount) divided by the number of em-
ployees and converted to a percentage rate. Resigna-
tions and dismissals have been specified and added in 
the 2022 reporting. 
Sickness absence  
The number of sick days for all HCs for the period di-
vided by total HC. Action Network was left out of the 
calculations as it was not possible to gather infor-
mation on sick days. 
 
Employee engagement and response rate 
Based on the average responses to five specified ques-
tions in our better workplace evaluation 2022. 
Reported cases of harassment 
Based on anonymous reports in our better workplace 
evaluation. The nature of harassment is unknown. 
Reported workplace injuries 
Number of reported workplace injuries as reported to 
HR. 
Nationalities 
Number of nationalities. 
Corporate income tax  
Total income tax for 2022. 
Social 
Unit 
Target 
2022 
2021 
2020 
2019 
Average number of FTE 
FTE 
  
878  
635  
420  
364  
Total headcount 
HC 
  
949  
781  
476  
428  
Gender diversity 
% 
35  
29  
30  
30  
31  
Gender diversity top management 
% 
35  
12  
17  
17  
17  
Gender pay ratio 
Times 
1  
1.10  
1.19  
1.20  
1.19  
Employee turnover ratio 
% 
  
18.25  
16.86  
21.15  
13.79  
 - Resignations 
% 
  
12.33  
14.96  
10.46  
9.38  
 - Dismissals 
% 
  
5.93  
1.90  
10.68  
4.41  
Sickness absence 
Days per HC 
  
2.37  
1.12  
1.13  
2.04  
Employee engagement 
% 
80  
83  
87  
85  
- 
Employee engagement response rate 
% 
80  
75  
91  
- 
- 
Reported cases of harassment 
Number 
 0 
11  
9  
12  
- 
Reported workplace injuries 
Number 
 0 
 0 
 0 
 0 
- 
Nationalities 
Number 
  
43  
35  
30  
30  
Corporate income tax 
mEUR 
  
16.89  
12.60  
6.00  
5.00  
▶ Tax policy 
https://bettercollective.com/wp-content/up-
loads/2023/01/Better_Collective_Tax_Pol-
icy_approved_2022.08.22.pdf

Annual Report
Page 54 
 
Governance metrics 
 
Gender diversity, board  
Percentage of the underrepresented gender (women) 
on the board of directors elected at the Annual General 
Meeting. The board has a 67% (men) and 33% (women) 
split, which is the number that comes closest to 40% 
without exceeding 40% in a board consisting of six 
members and thereby considered an equal gender dis-
tribution by the Danish Business Authority. The target 
figure of 35% was reached in 2021. To signal a continued 
commitment to gender diversity, the board has in-
creased the target from 35% to 40% from the year 2023. 
Board meeting attendance rate  
Percentage of board meetings attended per board 
member including board committee meetings (Audit 
committee and Remuneration committee respectively).  
Breaches of customer privacy 
Number of complaints for the breach of consumers' pri-
vacy including complaints from official data protection 
authorities. Any complaints under investigation will be 
included once investigation is finalized. 
 
Reported cases of bribery or corruption 
Number of cases reported to HR, in the whistleblower 
scheme or otherwise. 
Whistleblower reports 
Number of whistleblower reports received in 2022. 
CEO pay ratio  
CEO pay ratio is calculated as the CEO salary including 
bonus, pension and warrants divided by the median em-
ployee salary. Note that in 2020, the CEO waived his 
base salary in the second quarter in light of the COVID-
19 pandemic impact. 
 
Governance 
Unit 
Target 
2022 
2021 
2020 
2019 
Gender diversity, board 
% 
35  
33  
33  
17  
20  
Board meeting attendance rate 
% 
>95  
99  
96  
97  
100  
Breaches of customer privacy 
Number 
 0 
 0 
 0 
- 
- 
Reported cases of bribery or corruption 
Number 
 0 
 0 
 0 
- 
- 
Whistleblower reports 
Number 
  
 0 
 0 
 0 
 0 
CEO pay ratio 
Times 
  
12.61  
10.27  
8.27  
9.12

Annual Report
Page 55 
 
Our Carbon emissions 
 
 
 
 
 
 
Annual Report
Page 55

Annual Report
Page 56 
 
Environmental 
metrics 
 
Environmental data covers our 21 
sites across 11 countries.  
 
The GHG report has been prepared in accordance with 
Part 1 of ISO 14064: 2018. The GHG inventory, report, or 
statement has not been verified. The GHG calculation 
and report has also been prepared in accordance with 
The Greenhouse Gas Protocol Corporate Standard. The 
GHG inventory, report, or assertion has not been sepa-
rately verified. The carbon footprint appraisal is derived 
from a combination of our own data collection and data 
computation by Carbon Footprint’s analysts.  
 
Carbon Footprint’s analysts have calculated Better Col-
lective’s footprint using the 2022 conversion factors de-
veloped by the UK Department for Environment, Food 
and Rural Affairs (Defra) and the Department for Busi-
ness, Energy & Industrial Strategy (BEIS). These factors 
are multiplied with the company’s GHG activity data. 
Carbon Footprint has selected this preferred method of 
calculation as a government recognized approach and 
uses data which is realistically available from the client, 
particularly when direct monitoring is either unavailable 
or prohibitively expensive.  
CO₂ emissions scope 1  
Scope 1 comprises CO₂ emissions from heating using oil 
and gas and from the usage of company cars.  
CO₂ emissions scope 2  
Scope 2 comprises CO₂ emissions from heating and 
electricity supplied by external suppliers.  
CO₂ emissions scope 3  
Scope 3 comprises CO₂ emissions from business travel 
by public transportation including flights, working from 
home and employee commutes, as well as district heat-
ing distribution and electricity transmission and distri-
bution. Due to the COVID-19 pandemic, we travelled sig-
nificantly less in 2020 and 2021.  
CO₂ emissions per average  
FTE CO₂ emissions per employee (tons/average FTW) is 
calculated on the basis of the total amount of CO₂ emis-
sions (tons) and the average number of full time em-
ployees (FTE).  
CO₂ emissions per mEUR revenue  
CO₂ emissions per mEUR revenue (tons/mEUR revenue) 
are calculated based on the total amount of CO₂ emis-
sions (tons) and the revenue in mEUR as stated in the 
annual accounts 2022.  
 
 
 
 
Environmental 
Unit 
Target 
2022 
2021 
2020 
2019 
CO₂ e, scope 1 
Metric tons 
  
10.00  
73.88  
73.53  
13.95  
CO₂ e, scope 2 
Metric tons 
  
50.32  
70.08  
49.99  
215.14  
CO₂ e, scope 3 
Metric tons 
  
1,362.50  
346.42  
176.88  
730.14  
Total tons of CO₂e 
Metric tons 
  
1,422.82  
490.38  
300.41  
959.24  
Tons of CO₂e per employee 
Times 
  
1.62  
0.77  
0.72  
2.92  
Tons of CO₂e per mEUR turnover 
Times 
  
5.28  
2.77  
3.30  
15.76

Annual Report
Page 57 
 
 Assessment by scope 
and source activity 
 
Flights 
Report from travel provider with manual additions of di-
rects bookings 
Home-workers 
Employee survey, 48% response rate. Apportioned to 
account for the employees which did not respond. 
Commuting 
Employee survey, 48% response rate. Apportioned to 
account for the employees which did not respond. 
Hotel stays 
Report from travel provider with manual additions of di-
rects bookings 
Rail, taxi, bus travels and hire cars 
Based on cost and distance 
Electricity transmissions & distribution 
Primarily utility bills. For the sites where electricity con-
sumption information was not available, but other sites 
are located within the same country with a complete da-
taset, this was apportioned based on employee numbers 
at the site with the complete dataset and used the num-
ber of staff working at the site 
Server hosting 
Report from server hosting provider, 12 month period 
from October 1, 2021 to September 31, 2022. 
Water (and waste water) 
Utility bills for all but one office (calculated based on per 
person consumption in nearby office) 
 
 
Assessment by scope and source activity (tCO2e) 
2022 
2021 
2020 
2019 
Scope 1 
Site gas 
9.43  
67.50  
65.68  
1.84  
  
Company car travel 
0.57  
6.38  
7.86  
12.12  
Scope 1 total 
  
10.00  
73.88  
73.54  
13.96  
Scope 2 
Electricity generation 
50.32  
66.77  
49.99  
215.14  
  
District heating generation 
- 
3.32  
- 
- 
Scope 2 total 
  
50.32  
70.09  
49.99  
215.14  
Scope 3 
Flights 
915.48  
164.38  
126.67  
711.84  
  
Home-workers 
144.68  
103.69  
42.39  
- 
  
Commuting 
198.47  
62.52  
- 
- 
  
Rail travel 
3.74  
8.81  
2.34  
3.24  
  
Electricity transmission & distribution 
4.76  
5.34  
2.52  
12.37  
  
Taxi travel 
5.36  
1.43  
1.81  
1.68  
  
District heating distribution 
- 
0.17  
- 
- 
  
Bus travel 
3.64  
0.08  
0.01  
1.01  
  
Server hosting 
1.60  
- 
- 
- 
  
Company electric vehicles (charged off-site) 
0.61  
- 
- 
- 
Scope 3 total 
  
1,278.34  
346.42  
176.88  
730.14  
Total 
  
1338.66 
490.39 
300.41 
959.24

Annual Report
Page 58 
 
EU Taxonomy 
KPI for Revenue 
Better Collective’s main activities within sports media 
and entertainment is excluded from the taxonomy un-
der 13.1 Creative, arts and entertainment activities. To 
ascertain whether Better Collective has any other eco-
nomic activities which could be eligible for the taxon-
omy, the group has made an analysis of the business 
which has not returned any other economic activities 
that are eligible under the taxonomy. Better Collective 
thus reports no eligible revenue for any eligible activi-
ties. 
KPI for CAPEX 
CAPEX is calculated as the 'Addition of tangible and in-
tangible 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). Of the eligible activities, 
none was assessed as Taxonomy-aligned. 
KPI for OPEX 
Better Collective has made an analysis of OPEX which 
has not returned any economic activities that are eligi-
ble under the taxonomy. 
 
 
 
 
 
 
Substantial contributions % 
Do no signifi-
cant harm 
 
 
 
Revenue 
Absolute Rev-
enue tEUR 
Proportion of 
Revenue 
Climate 
change miti-
gation 
Climate 
change adap-
tation 
1-6 
Minimum safe-
guards 
Taxonomy 
aligned Reve-
nue 
Category  
  
  
  
  
  
  
  
  
  
Taxonomy aligned activities - none 
 0 
0% 
n/a 
n/a 
- 
n/a 
0% 
n/a 
  
  
  
  
  
  
  
  
  
Taxonomy eligible but not aligned activities - none 
 0 
0% 
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
Taxonomy non-eligible activities 
269,297  
100% 
  
  
  
  
  
  
Total 
269,297  
100% 
n/a 
n/a 
n/a 
n/a 
n/a 
n/a 
  
  
  
  
  
  
  
  
  
 
 
 
Substantial contributions % 
Do no signifi-
cant harm 
 
 
 
CAPEX 
Absolute 
CAPEX tEUR 
Proportion of 
CAPEX 
Climate 
change miti-
gation 
Climate 
change adap-
tation 
1-6 
Minimum safe-
guards 
Taxonomy 
aligned Reve-
nue 
Category  
  
  
  
  
  
  
  
  
  
Taxonomy aligned activities - none 
 0 
0% 
n/a 
n/a 
- 
n/a 
0% 
n/a 
  
  
  
  
  
  
  
  
  
Taxonomy eligible but not aligned activities 
7,045  
5% 
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
Taxonomy non-eligible activities 
144,522  
95% 
  
  
  
  
  
  
Total 
151,568  
100% 
n/a 
n/a 
n/a 
n/a 
n/a 
n/a 
  
  
  
  
  
  
  
  
  
 
 
 
Substantial contributions % 
Do no signifi-
cant harm 
 
 
 
OPEX 
Absolute 
OPEX tEUR 
Proportion of 
OPEX 
Climate 
change miti-
gation 
Climate 
change adap-
tation 
1-6 
Minimum safe-
guards 
Taxonomy 
aligned Reve-
nue 
Category  
  
  
  
  
  
  
  
  
  
Taxonomy aligned activities - none 
 0 
0% 
n/a 
n/a 
- 
n/a 
0% 
n/a 
  
  
  
  
  
  
  
  
  
Taxonomy eligible but not aligned activities - none 
 0 
0% 
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
Taxonomy non-eligible activities 
184,222  
100% 
  
  
  
  
  
  
Total 
184,222  
100% 
n/a 
n/a 
n/a 
n/a 
n/a 
n/a

Annual Report
Page 130 
 
 
 
 
 
Better Collective A/S 
Toldbodgade 12 
1253 Copenhagen K 
Denmark 
CVR no 27 65 29 13 
+45 29 91 99 65 
info@bettercollective.com 
bettercollective.com