[[52 Entertainment] Impact report 2023

IMPACT report 2023

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It’s here!

The first lines of our first ever impact report story.

It’s always exciting to start a story.

And even better when you’re part of the story.

This is the story of how we’re changing the way we do things and how we plan to continue to improve.

These initial pages of the 52 Entertainment Group’s seminal impact report are first and statuscheck, check measuring the first foremost aastatus steps and results of our CSR strategy. They also mark our ambitions for the road we are yet to travel.

So, as you read on, you’ll discover how we’re pushing the boundaries to create an even more sustainable,

inclusive and responsible entertainment company.

So, let’s get going and set a course for the year ahead.

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A new chapter

e t m o C r e i v i l O by Président & CEO

"The 52 Group’s impact along with Corporate Social Responsibility are central to our vision and values. Both are deeply rooted in our DNA and shape the way we do business.

In the ever-changing landscape of the technology industry, and as a gaming company, we recognize the profound impact our actions can have on the world around us. It’s not just about what we create, the games we develop; it’s about the responsibility we have as a company and as individuals.

Our commitment to CSR stems from the conviction that our purpose goes beyond profit.

As a gaming company, we have the power to innovate, inspire and contribute to positive change.This is not just a moral imperative; it’s a strategic decision that aligns our growth with the betterment of society.

A key aspect of our CSR strategy is environmental management. Our industry, while fostering innovation, can also leave a significant carbon footprint. We are taking steps to minimize our impact by ensuring that our growth does not come at the expense of the planet, with these two guidelines:

Ethical technology practices: as a technology company, we are acutely aware of the ethical considerations that accompany innovation. We’re committed to developing and deploying technologies that not only advance our business objectives, but also meet the highest ethical standards. Our commitment to responsible AI, data privacy and cybersecurity reflects our dedication to these principles.

Employee well-being: Our employees are at the heart of our business, and their wellbeing is paramount. We invest to ensure that our team flourishes both professionally and personally. We’re committed to fostering a diverse, inclusive and welcoming workplace for all. By embracing different perspectives and backgrounds, we enhance our creativity, innovation and, ultimately, our competitiveness."

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"

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How we became s A new chapter r e d a e l e h t f o e n o in online entertainment 52 Entertainment is the world world leader leader in «evergreen» online games, halfway between gaming, entertainment, and e-sport, bringing together an ecosystem of 40 gaming platforms in over 180 180 countries.

worldlead leader We’re the world er in online bridge, with iconic brands such as BBO and Funbridge, and we also make our mark in e-sailing, thanks to the world renowned Virtual Regatta.

52 Entertainment is also a leader leader in numerous mind and strategy games such as dominos, tarot, belote and canasta, among others.

Good to know euros, in sales in 2023.

Acquisition growth over the years:

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2016 2018 2020 2021 2022 2023

Our gaming platforms as a foundation for global growth now

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lities nationa eart t n e r e diff the h ther at p e g o t k r u ro wo of our g games p Over he grou within t

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Let’s build the future of gaming together, l o r b a C r e i v i l

by O Chief Impact officer

When it came to drawing up a roadmap for the 52 Entertainment Group’s CSR strategy, the aim was to create a powerful means of having a po positive sitive impact on society, sustainable development fostering community involvement, and contributing to sustainable development. involvement community But when we talk about responsibility, sustainability and commitment, the risk of Greenwashing is never far away. Can we really transform our business models? And how can we reconcile the 3 Ps: People, Planet and Profit, within an international tech group worth nearly 100 million?

I’m very proud, with this first impact report, to share with you our commitment to a more responsible approach, both in the development of our games and the fulfillment of our employees and community. We aim and have a deep desire to be even better every day on issues impacting society.

As you will see, the game development process can have an impact on the environment.

As a responsible company, we are gradually adopting design practices to minimize our carbon footprint. This includes the use of sustainable materials sustainable materials , waste reduction and the gradual adoption of energy-efficient technologies. energy-efficient technologies We see our role as an opportunity to educate and raise awareness among our employees and community. We are starting to create awareness-raising programs, collaborating with charitable organizations, and dedicating resources and time to support important social causes. We’re encouraging our employees to take ever greater action in this direction.

One of our CSR priorities is a commitment to the well-being well-being of our employees and our gaming community. We understand the impact our games can have on the daily lives of our players, and we are committed to creating positive, enriching, and respectful experiences.

We are committed to open communication about our initiatives, progress, and challenges.

We regard feedback as essential for adjusting and continuously improving our practices.

CSR is not just an initiative, it’s the way we do business every day.

We are proud of our commitment to our players, our staff and society as a whole.

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"

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Group governance structure O. COMTE 52 Entertainment

Groupe CEO

BUSINESS CASUAL EVERGREEN O. COMTE

Head of Business SVP

Publishing

Dev. Studio

EXOTY

52 Saigon

R.Daanouni

LOOP

S. Alessi

B. Coupez

CASUALINO

52 Varna

VIRTUAL REGATTA T.Gauthier

COO US Business BBO / CJ / BB D. Storch

Head of Funbridge

Deputy Bridge MP

CFO - SVP

Chief Bridge Officer

Accounting

I. Pavlovic

J. Rombaut

A. Baudet

Consolidation

VIRTUAL REGATTA A. Ufferte

Controlling

P. Dreulle

G. Boychev

Member of the Comex 10

O. COMTE

Head of Bridge Business

FINANCE & HR

52 Paris

N. Cellier

G. Boychev

BRIDGE

Head of Content

K. Meyer Naudan

HR Payroll

SUPPORT & CROSS-FUNCTIONAL SUPPORT & CROSS-FUNCTIONAL EVP

G. Fossorier

CORP. COM & CULTURE

GROWTH

Head of Com. & Corp

Growth VP

STRATEGY

TECH & INFRA

PMO

CMO

Strategy

Head of IT & R&D

VP - CPO

UA & Monetization

O. Cabrol

JC. Lavocat

G. Fossorier

CSR

Data

M&A

Game Eco

Global Strat

D. Ross

IA Expert

(new initiatives)

B. Coupez

V. Tessier

Head of Group QA & Testing

Infra

Cyber Security

Web Services

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The big dates that marked big milestones: 2022

The year we changed the rules of the game

52 an internal committee, formed to define Creation of «IImpact mpact 52», and guide the CSR strategy for the Group and its various entities. where all colleagues based in Organization of the first "«I France gathered to share and contribute to the Group’s vision and crossfunctional practices.

Eurazeo includes 3 ESG criteria for 52 Entertainment in its financing criteria.

The committee selects Sami as a trusted third party to support the reduction of the Group’s carbon footprint in terms of measurement, recommendations, and monitoring.

First carbon footprint report (for 2021).

now

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sibil respon iia c o s e t t corpora es its ac uses on mpany manag n society. c o f R S C o how a c sitive impact o tment lity, i.e. es po a e v ha is an inv te pervities to he other hand, o orp ra t luates c ia: Environa v ESG, on e t a criter ork th framew on three main l (S) e c c ), So ia forman ment (E nance (G). er and Gov

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2023

The year the game intensified

Strategic partnership with Noos Global.

The Impact 52 committee changes its structure.

Manager recruited.

Project CSRProject Dedicated CSR Manager ambassadors appointed.

Internal CSR ambassadors Second carbon footprint report (for 2022).

Work certification.

First Great ToWork PlaceTo GreatPlace

ress A pr prog ogres siviv ee structure introduced to define key milestones and anticipate key challenges linked to our objectives.

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Impact as a central tenet of corporate culture: From CSR CCR R CSR to CC (Corporate Cultural Responsibility) Program It all started with our Better BetterProgram.

What’s that you might ask? It’s formed of 66values values that guide our day-to-day behavior; how we work and grow within our field of business and industry, how we connect with our community and how we develop our people.

It’s quite simply, «BEING BETTER».

In our products. In our services. In our behavior. As individuals, and as a company.

A key characteristic of the program is that it gives us the opportunity to develop a business model that resonates with all stakeholders and gives equal importance to strategic decisionmaking and the distribution of value.

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The B.E.T.T.E.R PROGRAM

B. E. T. T. E. R.

BEST-IN-CLASS EXPECTATIONS

ENVIRONMENT CENTRIC

TOGETHER STRONGER

TRUSTING MINDSET

ENTHUSIASTIC ENERGY

RESPONSIBLE ATTITUDE

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We have decided to involve all our employees in CSR We changed the governance of CSR in 2023; CSR ambassadors replaced the voluntary committee…

ambassador at 52 mean?

But what does being a CSR CSR ambassador

Committed ambassadors These ambassadors were chosen according to their willingness to get involved, with one ambassador appointed for each entity, making a total of 66 ambassadors for the Group.

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know

t adors a ambass ment, and rtain 52 Ente s of potential n doze didates. can

Karine

ridgeur B e L r o t c e ir D g Managin ador and CSR Ambass 16

The ambassador’s cheat sheet ambassador my main tasks include CSR-BUambassador, As a CSR-BU acting as the conduit for information and communication within my team, identifying colleagues’ expectations and needs, and proposing initiatives in collaboration with the CSR project manager. ambassador at 52 Entertainment, projectambassador As a project I propose initiatives for the company, taking into account budgetary concerns and objectives, which I present to the CSR project manager. I also take part in the CSR monthly meetings to discuss plans with the other ambassadors.

ambassador at 52 Entertainment, I’m business ambassador As a business contributing to the Group’s CSR strategy by providing my expertise in specific areas such as digital, green finance and HR.

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Ambassador projects Yes, it’s possible! t c e j o r p g n i z a m a Paul Sutton’s

Testimonial : How to create strong culture through a unique team building experience

Create an inclusive and collaborative internal challenge

Why did we do it?

Reinforce our BETTER program values Teambuilding for colleagues from all areas of the business Create viral content internally and externally

onus:

The added b

nation A charity do very re was made fo elled v a tr r kilomete

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" "The Échappée project is an adventure that has spirit and our working team spirit strengthened our team

relationships.

We all went out of our comfort zone, pushing our limits to reach the south of France together by bike, creating a link between our three French offices. The memories shared and the bonds forged will live on, testifying to teamwork that got us to the end successfully.

The management really believed in the project, support p proves that innovative ideas and their sup can become a reality at 52 Entertainment.

I’m proud that we brought this idea to fruition, success, but success, collective marking not only a collective also significant support for the Qhubeka NGO." 19

TEAM BUILDING as a model for CSR In all, some fifty employees took part in all or part of the adventure.

Over

of training

10

days to cross France

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ent tertainm e n E 2 5 tir from d the en e t le p m co e route. challeng

120km daily average distance

€250 donated every 50km

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total challenge distance

Colleagues committed to CSR « Let’s live well together and make our company a model of e.e nc la eeba c lif n k or la w a b f li k r o w

"Let’s change our everyday actions into responsib le , environmentally conscious ones" "Let’s build stronger links with our ecosystem for a more sustainable model"

Our mantra

on a mission.

We’re not a company on We’re a company with with a mission.

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Diagnose and take action: t n i r p t o o f n o b r a c r u o What does it involve?

Today, companies are encouraged to set reduction targets for their greenhouse gas (GHG) emissions in line with scientific recommendations, in accordance with the recommendations of the Intergovernmental Panel on Climate Change (IPCC) and the Paris Climate Agreement.

52 has taken up the challenge to reduce its carbon footprint and intends to continue to reinforce its action. The first step of this environmental strategy was therefore to carry out an assessment of the 52 Group's CO2 emissions for 2021.

And how does it work?

52 Entertainment’s carbon footprint takes into account direct and indirect energy emissions (scope 1, 2 and 3).

Scope 1 relates to greenhouse gas emissions produced directly by the company, from

heating offices or running a fleet of company-owned vehicles for example.

Scope 2 concerns indirect energy-related emissions. This is mainly related to emissions

linked to the energy production, such as electricity which is consumed by the company, but not emitted in the workplace, rather in the place where it is produced (e.g. combustion in a gas-fired power plant).

Scope 3

represents all other emissions generated as a result of the company’s activity by sources that aren’t owned or controlled by the company, either upstream or downstream of the value chain.

Our trusted partner Sami The Sami platform enables us to measure our greenhouse gas emissions and reduce our carbon footprint. Sami has been with us every step of the way!

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3 important take aways from our 2022 review 202

2,2 teq C02

The emissions per employee fell from 2.9 tCO2e to 2.2 tCO2e, representing a significant carbon footprint reduction per employee. Well done everyone!

0,9%

Objectives : Create and develop a low-carbon offer by reducing the overall impact of our activity. mpany.

Be a carbon-neutral co

inability

ta ntal sus e m n o r i Env

Of all flights in 2022, only 0.9% were less than 1,000 km, thanks to the ban on domestic flights lasting more than 4 hours.

Almost 1/4 of the carbon footprint results from computers and mobile devices.

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emissions into Taking all account, the Group has a total carbon footprint of 2,266 tons of CO2 equivalent in 2022.

The economic intensity of 52 Entertainment is 41 kgCO2e/k€.

In comparison, Sami’s and the Carbon Disclosure Project’s (CDP) customer base from our sector, "Software and Consulting", the kgCO2e/k€ economic intensity is 117.

Total CO2 emissions and our three main sources of emissions:

47,4% Purchases of services

ow* n k o t d Goo

tivity of all ac y ed b is cover lysis. this ana

Digital

6%

*Excludes Casualino and Zariba data for 2022, and network consumption data for game use.

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Meals and accommodation

A carbon footprint is good. good.

The actions that follow are even better. etter. b Better trips, our new travel and transport charter In order to promote fairness in business travel expenses and reduce our environmental footprint, we have drawn up a travel and transport policy.

It includes reimbursement for the daily commute from home to the o ce by bicycle and is authorized for employees via an expense claim linked to proof of their shortest route.

mobility We also have a mobility bonus s and an electric fleet. bonu This scheme is designed to encourage employees to get to work by bike or electric bike. All employees receive €250 50 for the purchase of a bike or scooter. €2 Isn’t that great?

Good to kn

ow

the CO2 emission saving sm taking a train ra ade when th plane for a trip er than a equivalent to Paris-Marse ille.

From January 1, 2023, domestic flights within France will be strongly discouraged in favor of rail travel, with the exception of train journeys lasting more than 4 hours, which may be authorized (subject to specific agreement).

Objectives : Use green modes of transport to get to work.

stainability

ntal su Environme

Who’s taking the bike this year?

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Better games, moving towards e l b a n i a t more sustainab s u s e r o m games...

The servers and services used on AWS are now switched off at night.

This represents a saving of around 30%.

30%.

And what are the challenges for the coming years?

Improve the way in which our games are produced, developed and operated, without reducing performance and everyone’s day-to-day workload.

Reducing the number of requests, and using green servers. A "Sustainable Game" taskforce has been in place since 2023 to make real progress towards more "sustainable" games. la façon dont sont produits, développés et exploités nos jeux sans en réduire la performance et le travail de tous au quotidien. Diminution du nombre de requêtes, serveurs greens. Une taskforce «Jeu Sobre» est mise en place depuis 2023 pour avancer concrêtement vers des jeux plus «sobres».

Develop partnerships with universities and an t R&D cluster to suppor the research on eo sustainability in the vid game industry.

Objectives :

opment l e v e D h& Researc

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Interview with s s o R l e i n a D d Tech Director of IT an

Outlook for 52 Entertainment The two key topics are: Minimizing the Digital Carbon Footprint: The trend is towards energy optimization in data centers. All the major players in the field, such as Amazon Web Services (AWS) and Google Cloud Platform (GCP), which we use at 52 Entertainment, are committed to, and innovative in energy optimization. Using renewable energy sources, improving cooling, and optimizing server usage (such as turning off test and development servers at night) are increasingly common practices.

In 2024, this trend will intensify, with innovations in low-energy cooling and the use of AI to manage resources efficiently.

The cost of our infrastructure is directly linked to the volume of data we process and the efficiency of our applications.

Improving the performance of our games reduces our carbon footprint per user.

Digital sustainability: In 2024, we continue to focus on the circular economy in the IT sector. Priority is given to purchasing reconditioned equipment and reusing devices to extend their lifespan. For example, we are using old machines to set up the network at our new premises in Boulogne-Billancourt.

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Our road to digital sustainability The «3Rs» IT equipment program : by 52 Entertainment

We have a partnership with Inmacstore, the reseller and the refurbisher of 52 Entertainment hardware.

30% of all computers purchased in 2023, will be refurbished.

30%

(source : internal excel file)

82% : the number of people who received a refurbished computer (24 out of 29) (based on the number of tickets opened for onboarding)

Today, screens, mice and keyboards are mostly bought new, but we’re working to switch to refurbished screens, mice and keyboards.

We buy reconditioned hardware from the second-hand marketplaces, Backmarket, and Apple Reconditonné.

Objectives : e the development Promote and encourag le games of new, more responsib responsible use of Promoting ethical and d prioritize eco-design digital technologies an

inability

Digital susta

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Good to know Compared to a new one,

a refurbished smartphone creates

91,3% less raw material waste and uses

86,4% less water

But it also generates

less electronic waste and releases

less carbon emissions into the atmosphere

(SOURCE : BACKMARKET)

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What’s it like to be a woman in tech? . t i t u o b a k l a t o It’s time t s

y Solution og ol n h ec T , in T a ti ti ae L With Manager for l’IT groupe

"I feel valued in a gender-neutral team where we work well together. We were all recruited on the basis of our technical skills, irrespective of other personal characteristics. The trust of my peers and manager reinforces my motivation, and working with caring colleagues has fostered opportunities for advancement. I’ve been lucky to be surrounded by fair and caring colleagues, leaders, and producers. My efforts over time have been rewarded by career development, and our collaborative working environment supports this and defines w o the way we work together." d to kn

Goo

ber of the num which p, he Grou ge t in n e ra wom ove ave is 3% ab arket. for our m

With Chloé Jan graphic designer fo r

VR

" «Over the four years that I have been with the company, I’ve seen parity improve which has had a positive impact on performance and atmosphere. The increased presence of women sends a strong message to future generations in terms of career opportunities and choice. This diversity reinforces women’s confidence when applying for jobs, and this is essential in the video game industry. Women have key roles, which establishes equal opportunity in terms of idea creation and projects.» "

Objectives :

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Increasing the en representation of wom in the tech industry d Inclusion Diversity an

«Making Quality of Life at Work a daily priority» Fantastic News We’ve been awarded the Great Place to Work certification!

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yees of emplo lace P a Great is 2 5 said To Work

How our colleagues responded: I can take titime me of off f as and when I need.

I have all the tools tools I need to do my job.

98%

96%

Overall I can say that it’s an organisation that does a gr great eat job. job.

Our offices and facilities make for a great eat gr working environment.

Colleagues are encouraged to have a good work life ba balance. lance.

92%

88%

85%

105

colleagues responded

anonymous responses

84%

thrilled In 2023, we were also to be awarded the 40 label.

French Tech Next 120/

participation

positive responses 31

What’s it good for?

Gaining the «Great Place to Work» certification is an important recognition for 52:

Employee satisfaction anddes commitment: 1. Satisfaction et engagement emploie The certification Great Place to Work is associated with high levels of employee satisfaction and commitment. By achieving this certification, 52 demonstrates its commitment to creating a positive and fulfilling working environment for its employees.

Attractionetand retention talentet and 2. Attraction rétention desof talents image de marque empl an improved corporate amélior Being recognized as a great place to work enhances our image: employer brand. In the ultra-competitive world of tech, the challenge is to attract the best talent and retain existing employees, who are more likely to stay with a company when they feel valued and supported. This is crucial not only to attract future talent, but also to create a positive perception with customers, investors, and other stakeholders.

3. Culture d’entreprise positive Positive corporate culture: Certification reflects a positive corporate culture that fosters trust, collaboration, and respect between team members. This positive culture has a ripple effect on various aspects of the business, leading to better teamwork and innovation.

4. Bien être des emplo Certification reflects our commitment to Employee well-being: employee well-being, including physical, mental and emotional health, enabling us to create a healthier, more sustainable workplace.

Global recognition: 5. Reconnaissance m La Great Place to Work certification is recognized worldwide, which is particularly beneficial for our group given our international presence.

A starting point, not an end in itself Being a GPTW is not an end in itself and it doesn’t mean we’re perfect.

But it does mean we are recognized as a company where employees feel valued valued , supported fulfilled . supporte d and fulfilled 32

But what are Good Vibes ?

We’ve been taking steps to improve the quality of working life since 2022...

Happiness We’ve even set up a Happiness KPI KPI with OfficeVibe!

The spread of «good vibes» " refers " to the sending out of positive vibes, thank you messages and recognition among employees, both within and between the various BUs.

ow

kn Good to And what’s Officevibe ?

es good vib onth he last m sent in t 023 of 2

Officevibe is an employee engagement platform designed to help companies measure and improve workplace culture.

7,3

Overall Engagement Score

This helps us to improve corporate culture and engage colleagues

Objectives : Work on continuously improving Employee Satisfaction and have a positive impact on the work-life balance.

Facilitate programs and initiatives aimed at cultivating a work environment conducive to the es. mental health and overall well-being of employe .

QWL Personal life &

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QWL is also about: The aim of a good awareness campaign is to involve and motivate people to take action to change things. 52 employees were made aware of this with a "Diversity and Inclusion" campaign. In total, almost 60 employees played the game and took part in the campaign organized by Noos.

31 min The average time spent by employees learning about diversity

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topics were covered on average by our employees DEI (Diversity, Equity and Inclusion) has become a crucial and transformational element in the workplace and in our society.

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A quality of life where raising employee awareness and sharing information is key: E G D E L W O N K 2 OUR FIRST S M A R G O R P T N E MANAGEM 1

Internal communication, and ensuring people feel they belong in an international group is a daily challenge.

In fact, the post-covid period, with the challenge of returning to the office, led us to create a program called [k]nowledge - when you know better, you do better. Thanks to this program, we are better able to share information.

2 We have also created an awareness-raising program called "Insight", highlighting topics that are sensitive and important to our employees.

Learning and raising awareness in a fun way.

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The number of "Knowledge" sessions carried out for all colleagues in 2023 35

r e t t e b w o n k u o When y you do better

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Awareness-raising workshops a big priority sk at e r F e t a m i l C e h T

52:

80

colleagues took part in the Climate Fresk and our other colleagues trained at the Digital Fresk

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gram afe"» pro of s o " s « e Th ss warene ong raises a sues am is y it r u ec cyber-s ur employees all o e worldwid

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Our commitment to sustainability with our partner Noos Global A tool that enables our employees to act for the benefit of the planet and society.

With Noos Global, the 52 Entertainment community creates a significant impact through remarkable projects.

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involve all employees in CSR

37%

of employees have a NooS account (up 25% on last year, no less !)

Good to

And how are the votes distributed?

128 68

know

bonus impact ployees A m e ll a o en t orm was giv he platf t f o h c un for the la tember 2022. in Sep

votes on

projects

And what are the most popular projects on NooS? Protecting biodiversity in the Amazon

Planting fruit trees and protecting biodiversity

Restore and protect the coral reefs

Objectives : Support initiatives on various social and environmental themes, such as biodiversity, education, zero waste, inclusion, carbon offsetting, health and reforestation.

Ethical Business

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Beyond awareness, we have made employee training y t i r o i r p g n i o g n o r u o OHS TRAINING : Feedback from employees on the question, "What did you like about the course?"

• It gave us the ability to put the theory into practice. practice.

variety of exercises that we were able to cover in a short space of time, • The variety the workshops and the way they were handled. educational.

• They were educational. securing the scene before administering first aid • Understand the importance of securing to avoid secondary accidents.

• The professionalism professionalism , and the number of case studies.

• The trainer was highly educational and efficient. Clear, precise, and concise.

4

presentations by the organisation Goalmap

4,8/5 average satisfaction rating for training

Objectives :

to Offer online educational resources ong educate and raise awareness am players about the impact of digital technology and how to play more ing responsibly ion & train

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Educat

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ses ing cour in a r t T S S redit to our c

50% of French employees trained in first aid

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Did you know ?

Employee Referral Bonusses are available at 52 Yes, we call on the network of our colleagues to recruit candidates.

Vincent, Nicolas, Andelys, and Alexandre, are 4 colleagues who have been recruited our 4 via the employee referral scheme.

It’s a real recruitment lever, offering both in-house staff and new recruits a financial reward.

At 52, the bonus is paid in 2 instalments: on taking up the position at the end of the trial period, and after one year’s employment.

Our ambition for 2024:

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d recruite people referral e e y lo p by em in 2023

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: Padel, the national sport at 52 E! This racket sport has won over many 52 colleagues, helping to strengthen professional relationships at work. Three days a week, a court is made available for 52 Entertainment in our Lille offices, and tournaments are organized on a regular basis.

So, are you convinced by this hybrid of tennis and squash?

See you on the court!

Promoting spor sportt in our various offices.

Apprenticeship, enticeship, Appr another priority...

8 8 apprentices at 52 41

Our entities are committed: partnerships with meaning 42

The SeaCleaners & Virtual Regatta The association that makes noise!

A virtual race adapted from the Transat Jacques Vabre. The aim of the race is to raise awareness of ocean protection through games. It’s an opportunity to learn while having fun. For the 2 days of interstitials, we had nearly 700 finishers on the race.

Nohé & Virtual Regatta `

A company whose low-carbon approach is perfectly in line with our values A Breton brand of eco-responsible clothing, we couldn’t think of a better partner for VR. Nohé develops alternatives to classic clothing brands, offering quality garments that take care of the environment and people, through sustainable fashion.

Tara & Virtual Regatta The Tara Ocean Foundation is France’s first charitable foundation dedicated to the ocean.

Defending the sea and oceans: a partnership with meaning

Tara

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kn Good to

people n a h he More t for the T d e r e t is ce reg aners ra Sea Cle 43

Interview Tom with Dep

uty General Manager Virtual Regatta

What are VR’s aspirations when it comes to preserving seas and oceans?

The sea is our playground, albeit for us a virtual one. Through our partnerships and initiatives, our main objective is to raise awareness of the importance of the preservation of the seas and oceans.

How do you ensure that environmental awareness is integrated into all of your projects?

All of our projects are connected to real races. We integrate environmental awareness by sharing with our players the marine conservation e orts taken by race organizers.

The measures taken in the real world, are also represented in game as can be seen with the Cetacean Protection Zones that is now displayed in-game.

Are there any specific environmental considerations for the next edition of the Vendée Globe?

The Vendée Globe organization is about to make an announcement regarding its environmental commitment for the 2024 edition. For our part, in preparation for the event, we are exploring specific measures to reduce our environmental impact, including optimizing the platform’s technical hosting solutions and collaborating with partners committed to sustainability.

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The WBF and Funbridge A charity tournament that doesn’t go unnoticed...

Once again this year, Funbridge organized two special WBF tournaments to raise funds, and donated all the proceeds to the WBF, who then donated to a worthy cause. It’s always nice to see our passion for the game of bridge having a positive impact for an association we’re close to, the AFM Telethon.

Thanks to the active participation of players in our various tournaments, we were able to raise over Telethon.

for the

Unicef, 52 Entertainment and bridge federations partnership. Are you interested?

In order to reduce emissions linked to the traditional end-of-year customer gifts, and create a positive impact on the climate, 52 Entertainment chose to replace gift boxes with intangible gifts.

These gifts took the form of a donation to Unicef, and was equivalent in value to what would have been spent on goodies in the traditional end-of-year gift boxes.

Canasta Junction's weekly donations For several years now Canasta Junction has donated 50% of token sales to charity every Tuesday. Every month, a new charity is honored, and the causes supported are diverse. Charities who’ve benefited include the Alzheimer’s Association, Play for Pink, the Autism Society and the American Heart Association.

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And that’s not all...

In 2023 we also supported Qhubeka Thanks to our donation of €6000, we’ll be enabling 20 20 children to have a bike.

Qhubeka will be distributing the new bikes in the first half of 2024. Wonderful news!

But it’s not just a bike, it’s also: • Training to ride safely, the highway code and basic maintenance training for beneficiaries of the bike.

• Helmet • Pump • Repair kit - Tools • Some basic spare parts (inner tube, brake pads, etc.)

Objectives : To have trusted partners to achieve our SDG goals.

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And for the ‘Règles Élémentaires’ charity during our DEI campaign: With the €3,000 donation to the association, 10 000 women it was possible to provide 10,000 with sanitary products for a month.

And our strategic goals for the future e m a g w e n a o t Welcome

SDG

At 52 Entertainment, we’re seriously committed to making the world a better place, and above all, to creating a world where we can constantly improve ourselves.

Sustainable That’s why we’ve set ourselves a challenge : to align our strategy and policy with Sustainable Development Goals (SDGs). There are 17 in all. We have selected the 4 that match 52’s values and objectives.

Firstly, we have key corporate objectives, such as growth, innovation and responsibility.

This goes hand in hand with our commitment to "decent work and economic growth" (goal 8) and "responsible consumption and production" (goal 12).

But that’s not all. Furthermore, we contribute to initiatives, support social causes and combat climate change. This aligns with our commitments to support action to "fight climate change" (goal 13) and to be a "super-partner in these objectives" (goal 17).

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4

Looking ahead: our 4 goals linked to SDG Goal 8 Decent work and economic growth

Responsible consumption and production

Goal 12 Goal 13

0"!% ")! , 48

" !,% 2 *2 ' ! % 5 " 2

Goal 17

What does the future hold?

er g a n a M t c je o r P R S C d r Eva Gira

In keeping with our objectives (which we’re working hard on), here’s what you’ll read in our next Impact 52 Report (please note that this list is non exhaustive).

In 2024, 3 major targets for SDG 12 and 13* Impact Assessment by BCorp Green Finance et green IT Ethical supplier charter

In 2024, there will be 2 major targets for SDG 8 and 17*: Join the impact groups (Women in games, P4P) Facilitate programs and initiatives aimed at cultivating a work environment conducive to the mental health and overall well-being of colleagues.

CSR regulationsVisio Carry out an Energy audit

n for 2030

Publish our first Non-Financial Performance Statement Although we are not currently subject to these regulations, we are preparing for them.

With the first report, we are going beyond the minimum expectations in terms of CSR, and making a head start with our long-term strategy. *see appendix

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" My devise Mamot to:: get to know how to achieve our CSR ambitions and to share this knowledge with everyone.

Certifications, training, emissions reduction, digital responsibility and QWL (quality of working life) improvement are all areas in which we are committed to working actively on and improving.

As a company in the entertainment sector, we have a central role to play with our digital footprint. This sector accounts for 4% of global emissions, and the figure could rise to around 14% by the year 2050, according to projections by the Shift Project.

At 52 Entertainment, quality of working life is at the heart of the company, enabling our colleagues to carry out their work in the best possible conditions.

QWL is not just an aspect of CSR for me, it’s an essential pillar and perfectly aligns with values particularly dear to my heart.

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The numbers speak for themselves

t u o b a w o n k to d e e n u o y s 14 thing 52 Entertainment in 2023

1,8

billion games played on all our platforms

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lovingly prepared breakfasts to motivate the team

Our game Dominoes is still #1 in the world and is the leader in online dominoes space

30min the average time spent per day on our games

14 the number of people who took part in "échappée 52": a wonderful adventure that linked our 3 offices by bike from Lille to Sanary-sur-Mer

We won the award French Tech Next 40/120.

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million downloads of our games this year

7

million monthly active users on our games

-0,7

tons reduction in our carbon footprint per employee compared with 2022

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million unique players on all our platforms

45 people joined the group (nearly 1 per week)

internal Knowledge webinars: our management program for sharing and learning internally

375

million games played on Funbridge in 2023

251 000 players started the Transat Jacques Vabre race

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Appendix

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Objective 52 Environmental sustainability • Choose green modes of transport to get to work.

• Reduce consumption of electricity, water, paper and gas in the various premises.

• Invest in eco-responsible technologies and use energy-saving equipment and technologies.

• Decarbonize premises.

• Reduce the carbon content of our digital purchases.

• Promote sustainability in our supply chain.

• Create and develop a low-carbon offering by reducing the overall impact of our activity.

• Be a carbon-neutral company.

• Partner with others to achieve SDG goals.

Diversity and inclusion • Define the company’s purpose and integrate this into its legal status.

• Adopt inclusive practices for disabled people.

Governance • Eliminate pay disparities based on gender, age, and ethnic origin. Promote pay transparency policies.

• Implement transparent policies with employees (pay scales, EGAPRO equality index, choice of suppliers, anti-harassment).

• Create corporate policies to ensure 52 Entertainment’s ongoing alignment of internal values with the external market.

Digital sustainability • Promote and encourage the development of new, more responsible games.

• Promote responsible and ethical use of digital technologies and encourage eco-design.

Research & Development • Develop partnerships with universities and an R&D cluster to support sustainability research in the video game industry.

Business ethics • Support initiatives on a range of social and environmental themes, such as biodiversity, education, zero waste, inclusion, carbon offsetting, health and reforestation.

QWL • Facilitate programs and initiatives aimed at cultivating a work environment conducive to the mental health and overall well-being of employees.

Education and training • Offer online educational resources to educate and raise awareness among players about the impact of digital technology and how to play more responsibly.

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Details of the SDGs on page 52 #Goal 8 Strategic challenges: SDG 8:

Decent work and economic growth (For 52, this means: Investing in skills and training, improving working conditions, QWL; good work practices: equal opportunities, eliminating stereotypes, equality, diversity, inclusion).

8.2 Achieve higher levels of economic productivity through diversification, technological upgrading and innovation, including through a focus on high-value added and labourintensive sectors.

8.3 Promote development-oriented policies that support productive activities, decent job creation, entrepreneurship, creativity and innovation, and encourage the formalization and growth of micro-, small- and medium-sized enterprises, including through access to financial services.

8.5 By 2030, achieve full and productive employment and decent work for all women and men, including for young people and persons with disabilities, and equal pay for work of equal value.

8.8 Protect labour rights and promote safe and secure working environments for all workers, including migrant workers, in particular women migrants, and those in precarious employment.

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#Goal 12 Strategic challenges: SDG 12:

ction

du o r p d n a n o ti p m u s n o c Responsible

(For 52, this means buying second-hand equipment, selecting energy-efficient data centers, optimizing data storage, digital responsibility).

12.2 By 2030, achieve the sustainable management and efficient use of natural resources.

12.5 By 2030, substantially reduce waste generation through prevention, reduction, recycling and reuse.

12.6 Encourage companies, especially large and transnational companies, to adopt sustainable practices and to integrate sustainability information into their reporting cycle.

#Goal 13 Contributory issues: SDG 13: Climate action (For 52, this means: minimizing travel, support action to combat climate change, carbon footprinting, carbon offsetting solutions) 13.2 Integrate climate change measures into national policies, strategies and planning.

13.3 Improve education, awareness-raising and human and institutional capacity on climate change mitigation, adaptation, impact reduction and early warning.

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#Goal 17 Contributory issues: SDG 17: ls Partnerships for the goa

17.14 Enhance policy coherence for sustainable development.

17.17 Encourage and promote effective public, public-private and civil society partnerships, building on the experience and resourcing strategies of partnerships.

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Director of Publication: Olivier Comte Editor-in-Chief: Olivier Cabrol and Eva Girardet Contributors: Laëtitia Tin, Chloé Jan, Thomas Gauthier, Paul Sutton, Daniel Ross Art Direction and Iconography: Valentine Lenaerts Thanks: The whole 52 Entertainment team 59

I

mmerse yourself in the insights of our inaugural impact report. Within these pages, you’ll find out all about our commitment to Corporate Social Responsibility (CSR). transformer You’ll see how determined we are to revolutionize the gaming and entertainment industries towards a model that’s more proactive, to bring about a future that’s sustainable, inclusive, and accountable. It’s now time to learn and act together.

Because the choice to make ‘52’ impactful (or not) is up to us.