FULLTEXT DEL 4 AV 4
Årsredovisning 2025
Annual report
Page
181
Notes
15.
Issued capital and reserves
Reference is made to the disclosures in note 16 of the consolidated financial statements.
16.
Trade and other receivables
tEUR
2025
2024
Trade receivables
14,000
13,486
Accrued revenue
5,123
7,947
Other receivables
481
656
Total receivables
19,604
22,089
17.
Trade and other payables
tEUR
2025
2024
Trade payables
2,562
2,814
Other payables
2,
807
3,488
Total payables
5,
369
6,302
18.
Leas
es
Right
-
of
-
use assets
Lease liabilities
tEUR
2025
2024
Maturity analysis
-
contractual undiscounted cash flows
Less than one year
1,892
1,892
One to five years
4,039
6,238
More than five years
0
0
Total undiscounted cash flows
5,931
8,130
Total lease liabilities
6,036
7,967
Current
2,002
1,924
Non
-
current
4,034
6,043
The total cash outflow for leases in 202
5
was
2.
1
9
1
tEUR (202
4
:
2,092
tEUR).
tEUR
Buildings
Total
Balance at January 1, 2025
7,750
7,750
Additions
2,220
2,220
Disposals
0
0
Modifications
0
0
Exchange rate adjustment
-
297
-
297
Depreciation
-
1,985
-
1,985
Depreciation on disposed assets
-
1,932
-
1,932
Balance at December 31, 2025
5,755
5,755
Balance at January 1, 2024
7,469
7,469
Additions
2,223
2,223
Disposals
0
0
Modifications
0
0
Exchange rate adjustment
-
6
-
6
Depreciation
-
1,941
-
1,941
Depreciation on disposed assets
7
7
Balance at December 31, 2024
7,750
7,750
===== SIDA 182 =====
Annual report
Page
182
Notes
18. Leas
es
(continued)
Amounts
recognized
in the consolidated income statement
tEUR
2025
2024
Interest on lease liabilities
268
319
Expenses relating to short
-
term lease
19
17
Expenses relating to lease of low value assets
0
0
19.
Financial risk management objectives and policies
The parent company’s activities expose it to a variety of financial risks: market risk (including foreign currency ex-
change risk and interest rate risk), credit risk, and liquidity risk. The parent company has established principles for
overall risk manage
ment, which seek to
minimize
potential adverse effects on the parent company’s performance.
Market Risk
Market risk is the risk that the fair value of future cash flows of a financial instrument will fluctuate because of changes
in market prices. For the parent company, market risk comprises foreign currency risk and interest rate risk.
Foreign currency risk
Foreign currency risk is the risk that the fair value of future cash flows of an exposure will fluctuate because of changes
in foreign exchange rates. The parent company´s exposure to the risk of changes in foreign exchange rates relates
primarily to the p
arent company’s international operating activities. The parent company’s revenues are mainly de-
nominated in DKK and EUR, with limited revenues in GBP, USD, and PLN. The majority of the parent company’s ex-
penses are employee costs, which are denominated in
the Group entities’ functional currency, DKK together with ex-
penses. Expenses have a pattern there is in line with the revenue. The expenses are mainly in DKK, EUR and limited
GBP, USD, and PLN. The DKK rate is fixed to the EUR. Since revenues in other for
eign currencies than DKK and EUR
(GBP, USD, and PLN) are limited and expenses in GBP, USD, and PLN reduces the exposure, the parent company is not
overly exposed to foreign currency risk for the ongoing operations.
The parent company has provided long
-
term intercompany loans in USD to Better Collective US, Inc.
to fund the acqui-
sitions in
the
US. The unrealized exchange rate gains/losses are recorded in the profit and loss in the parent company.
Beyond the impact due to loans mentioned above, the historic exposure to currency fluctuations has not had a mate-
rial impact on the parent company’s financial condition or results of operations. Accordingly, Management deems that
a further sensitivity anal
ysis showing how profit or pre
-
tax equity would have been impacted by changes in these for-
eign exchange rates is not necessary.
Interest rate risk
Interest rate risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of
changes in market interest rates. The
p
arent
c
ompany
’s exposure to interest rate risk arises mainly from club financing
with floating interest signed in October 2022 and in September 2025 was extended by 3 years to September 2029. With
259.7 mEUR drawn on the facility as of December 2025. Better Collective
has entered two hedging contracts regarding
the interest rate risk for the perio
d October 2025 to October 2028, nominal amount of 550 mDKK each securing the
interest rate at 2.29% and 2.31% respectively.
Management expects to reduce the credit facility in the short to medium term, as the Group is generating positive cash
flows, and therefore exposure to interest rate risk is considered minimal. The interest rate risk arising from deposits held
are short
-
te
rm and non
-
material.
The parent company regularly monitors its interest rate risk and considers it to be insignificant, therefore an interest
rate sensitivity analysis is not deemed necessary.
Credit risk
T
he parent company
uses a simplified
IFRS 9 expected credit loss model. The model implies that the expected loss
over the lifetime of the asset is
recognized
in the profit and loss immediately and is monitored on an ongoing basis
until
realization
. The parent company has very limited overdue trade receivables and historically there has been mini-
mal losses on trade receivables and the subsidiaries have a high liquidity ratio. The inputs to the expected credit loss
model reflects this.
As per December 31, 202
5
the parent company’s impairment for expected loss is included in the trade receivables (ref
note 15)
.
===== SIDA 183 =====
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183
Notes
19. Financial risk management objectives
and policies
(cont
inued
)
Expected credit loss on receivables from trade and subsidiaries can be specified as follows:
tEUR
Expected
Loss Rate
Gross
Receivable
Expected
loss
Net
receivable
2025
Not Due
0.
0
%
9,107
0
9,
107
Less than 30 days
0.2%
2,490
6
2,484
Between 31 and 60 days
0.7%
1,392
10
1,382
Between 61 and 90 days
2.5%
130
3
127
More than 91 days
31
.
1
%
1,305
4
05
9
00
Total
2.9%
14,425
425
14,000
Receivables from subsidiaries
0%
396,734
0
396,734
L
imited losses were
recognized
during 202
5
and the weighted credit
loss
has
slightly
increased
compared to
202
4
.
tEUR
Expected
Loss Rate
Gross
Receivable
Expected
loss
Net
receivable
2024
Not Due
0.0%
7,736
1
7,735
Less than 30 days
0.3%
4,028
11
4,017
Between 31 and 60 days
1.1%
437
5
432
Between 61 and 90 days
3.4%
207
7
200
More than 91 days
31.0%
1,596
494
1,102
Total
3.7%
14,004
518
13,486
Receivables from subsidiaries
0%
411,819
0
411,819
Liquidity risk
The parent company is exposed to liquidity risk in relation to meeting future obligations associated with its financial
liabilities, which mainly include trade payables, other payables and the credit facility. The parent company ensures ad-
equate liquidity
through the management of cash flow forecasts and close monitoring of cash inflows and outflows.
===== SIDA 184 =====
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184
Notes
19. Financial risk management objectives
and policies
(cont
inued
)
The following table summarizes the maturities of the parent company’s financial obligations.
Contractual cash flows:
Carrying
amount
Fair
Value
Total
< 1 year
2
–
5
years
> 5 years
2025
Non
-
derivative financial instruments:
Financial liabilities measured at fair value
through profit and loss
Earn
-
out consideration
85
85
85
0
85
0
Financial liabilities measured at amortized
costs
Lease liabilities
6,036
6,036
5,931
1,892
4,039
0
Trade and other payables
5,369
5,369
5,369
5,369
0
0
Deferred payment on acquisitions
79
79
79
16
63
0
Payables to subsidiaries
26,556
26,556
26,556
26,556
0
0
Loans from subsidiaries
0
0
0
0
0
0
Debt to credit institutions
259,946
259,946
306,005
10,551
295,454
0
Other financial liabilities measured at fair
value
30,426
30,426
30,426
7,071
23,355
0
Derivative financial instruments:
Financial liabilities measured at fair value
Derivatives used as hedging instrument
120
120
120
0
120
0
Total financial instruments
328,618
328,618
374,572
51,456
323,116
0
Assets:
Non
-
current financial assets, subsidiaries
346,618
346,618
450,604
20,797
429,806
0
Trade and other receivables
19,604
22,089
22,089
22,089
0
0
Receivable from subsidiaries
49,245
49,245
49,245
49,245
0
0
Other current financial assets
0
0
0
0
0
0
Cash
242
242
242
242
0
0
Total financial assets
415,710
418,195
522,180
92,374
429,806
0
Contractual cash flows:
Carrying
amount
Fair
Value
Total
< 1 year
2
–
5
years
> 5 years
2024
Non
-
derivative financial instruments:
Financial liabilities measured at fair value
through profit and loss
Earn
-
out consideration
0
0
0
0
0
0
Financial liabilities measured at amortized
costs
Lease liabilities
7,967
7,967
8,130
1,892
6,238
0
Trade and other payables
6,302
6,302
6,302
6,302
0
0
Deferred payment on acquisitions
921
921
921
0
921
0
Payables to subsidiaries
17,579
17,579
17,579
17,579
0
0
Loans from subsidiaries
0
0
0
0
0
0
Debt to credit institutions
259,691
259,691
289,123
10,388
278,735
0
Other financial liabilities measured at fair value
47,823
47,823
47,823
47,624
41,109
0
Derivative financial instruments:
Financial liabilities measured at fair value
Derivatives used as hedging instrument
662
662
662
0
662
0
Total financial instruments
340,945
340,945
370,540
83,785
327,666
0
Assets:
Non
-
current financial assets, subsidiaries
372,121
372,121
465,151
18,606
446,545
0
Trade and other receivables
22,089
22,089
22,089
22,089
0
0
Receivable from subsidiaries
39,698
39,698
39,698
39,698
0
0
Other current financial assets
0
0
0
0
0
0
Cash
12,667
12,667
12,667
12,667
0
0
Total financial assets
446,575
446,575
539,605
93,060
446,545
0
===== SIDA 185 =====
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185
Notes
19. Financial risk management objectives
and policies
(continued)
Fair value of Earn
-
out consideration, contingent consideration, and other financial
liabilities
All liabilities measured at fair value, or in respect of which the fair value is disclosed, are categorized into levels withi
n
the fair value hierarchy based on the lowest level input that is significant to the entire fair value measurement, see be-
low:
Level 1:
Quoted priced in an active market for identical assets or liabilities
Level 2:
Inputs other than quoted prices included in Level 1 that are observable either directly or indirectly
Level 3:
Inputs that are not based on observable market data (valuation techniques that use inputs that are not
based on observable market data)
The fair value of Earn
-
Out consideration, and other financial liabilities is measured based on weighted probabilities of
assessed possible payments discounted to present value (level 3). Derivates are measured at fair value based on gen
-
erally accepted val
uation methods using available observable market data (level 2).
Fair value of short term liabilities and financial assets
In all material aspects the financial liabilities are current/short termed. Non
-
current loans and overdraft facility are sub-
ject to a variable interest rate. Thus, the fair value of the liabilities is considered equal to the booked value.
Listed shares included under other current financial assets are measured at fair value (market price) at the balance sheet
date. (Fair Value Level 1)
.
Capital Management
For the purpose of the parent company’s capital management, capital includes issued capital, share premium, and all
other equity reserves attributable to the equity holders of the parent. The primary objective of the parent company’s
capital management is
to
maximize
shareholder value and to maintain an optimal capital structure. The parent com-
pany manages its capital structure and makes adjustments in light of changes in economic conditions. To maintain or
adjust the capital structure, the parent company m
ay adjust the dividend payment to shareholders, issue new shares
or return capital to shareholders.
Credit facilities
As per December 31, 202
5
, Better Collective has drawn 26
6.4
mEUR (202
4
:
261
mEUR) out of the total committed club
facility of 319 mEUR established with Nordea
and
Nykredit. On
September 30
, 202
5
Better Collective reestablished its 3
year financing agreement with Nordea
and
Nykredit Bank with a total committed facility of 319 mEUR and a
80
mEUR
higher accordion option with expiry at the end of October 202
8, with an option to extend for one additional year
.
Change in liabilities arising from financing activity
tEUR
2023
Cash flows
Net
Non cash
flow
changes
2024
Cash flows
Net
Non cash
flow
changes
2025
Non
-
current financing liabilities
248,657
10,858
177
259,691
2,681
-
2,426
259,946
Leasing and other non
-
current
liabilities
6,024
-
546
565
6,043
0
-
2,009
4,034
Current financing liabilities
Payables to subsidiaries
11,993
5,586
0
17,579
8,977
0
26,556
Leasing current liabilities
1,483
-
2,092
2,533
1,924
-
2,191
2,269
2,002
Total liabilities from financing
activities
268,156
13,806
3,275
285,237
9,467
-
2,166
292,539
===== SIDA 186 =====
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186
Notes
20.
Change in working capital
tEUR
2025
2024
Change in receivables
2,485
-
6,354
Changes in Intercompany balances
9,430
-
17,058
Prepaid expenses
834
-
767
Prepayment
-
from Customers
4,558
4,300
Change in trades payable, other debt
-
933
-
5,193
Change in working capital, total
16,374
-
25,073
21.
Other contingent liabilities
Other contingent liabilities
The Parent Company is jointly taxed with the Danish subsidiaries,
Tipsbl
a
det
ApS and Mindway A
I
ApS
.
As administra-
tion company, the Company has unlimited joint and several liability, together with the subsidiaries, for payment of
Danish corporation taxes and withholding taxes on dividends, interest and royalties within the joint taxation group.
Any subse
quent corrections of income subject to joint taxation and withholding taxes, etc., may entail that the entities’
liability will increase.
The Parent Company is party to a few lawsuits and disputes that are common within the Company's specific industry.
Management believes that these lawsuits and disputes will not significantly affect the financial position of the Parent
Company.
The Parent Company has issued a letter of subordination to Mindway AI ApS regarding continued financial support.
The letter of subordination is unrestricted and expires 12 months after the balance sheet date.
22.
Related party disclosures
In addition to the disclosures in note 2
2
of the consolidated financial statements, the parent company’s related parties
include subsidiaries, cf. note 2
3
to the consolidated financial statements.
Transactions with related parties have been as follows:
tEUR
2025
2024
Income Statement
Other Operating income
19,699
21,435
Intercompany revenue
24,665
-
1,765
Purchases
37,022
44,750
Interest expense
324
296
Interest income
12,900
10,759
Dividend income
17,275
34,186
Balance Sheet
Long
-
term financial assets
346,618
376,021
Receivables from subsidiaries
49,245
34,570
Short term loans and payables to subsidiaries
26,556
16,351
Management remuneration and share option programs are disclosed in note
5
and note
6
in
the
consolidated
financial
statements.
There have been transactions related to sublease of the Headquarters and related cost with Better Holding ApS and
MM Properties ApS, total amounting
117
k EUR. The transactions have all been on arm length.
There have not been other transactions with the Board of Directors, the Executive Directors, major shareholders or
other related parties
beside above transactions
.
===== SIDA 187 =====
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187
Alternative Performance Measures and Definitions
188
Other
===== SIDA 188 =====
Annual report
Page
188
Better Collective uses and communicate certain Alternative Performance Measures (“APM”), which are not defined under
IFRS. Such are not to replace performance measures defined and under IFRS. The APM’s may not be indicative of the
group’s historical operat
ing results, nor are such measures meant to be predictive of the group’s future results. The
group believes however that the APMs are useful supplemental indicators that may be used to assist in evaluating a
company’s future operating performance, and its
ability to service its debt. Accordingly, the APMs are disclosed to
permit a more complete and comprehensive analysis of the group’s operating performance, consistently with how the
group’s business performance is evaluated by the Management. The group bel
ieves that the presentation of these APMs
enhances an investor’s understanding of the group’s operating performance and the group’s ability to service its debt.
Accordingly, the group discloses the APM’s to permit a more complete and comprehensive analysis
of its operating
performance relative to other companies and across periods, and of the group’s ability to service its debt. However,
these APM’s may be calculated differently by other companies and may not be comparable with APM’s with similarly
titled m
easures used by other companies. The group’s APMs are not measurements of financial performance under IFRS
and should not be considered as alternatives to other indicators of the Company’s operating performance, cash flows or
any other measures of performa
nce derived in accordance with IFRS. The group’s APM’s have important limitations as
analytical tools, and they should not be considered in isolation or as substitutes for analysis of the group’s results of
operations as reported under IFRS. Our currently
applied APM’s are summarized and described below.
Alternative Performance Measures
Alternative
Performance Measure
Description
SCOPE
Operating profit
before amortization
(EBITA)
Operating profit plus amortizations
Better Collective reports this APM to allow monitoring
and evaluation of the Group’s operational profitabil-
ity.
Operating profit
before amortizations
margin (%)
Operating profit before amortizations / reve-
nue
This APM supports the assessment and monitoring of
the Group’s performance and profitability
Alternative
Performance Measure
Description
SCOPE
Free Cash Flow
EBITDA before special items adjusted for net
acquisition of business and intangible assets,
net working capital and other contingent liabil-
ities (partnerships, lease liability etc.), repay-
ments, interest and tax.
This APM supports the assessment of the Group’s abil-
ity to create a free cash flow.
EBITDA before special
items
EBITDA adjusted for special items
This APM supports the assessment and monitoring of
the Group’s performance as well as profitability ex-
cluding special items that do no stem from ongoing
operations, providing a more comparable measure
over time.
Operating profit before
amortizations and special
items margin (%)
Operating profit before amortizations and spe-
cial items / revenue
This APM supports the assessment and monitoring of
the Group’s performance as well as profitability ex-
cluding special items that do no stem from ongoing
operations, providing a more comparable measure
over time.
Special items
Items that are considered not part of ongoing
business
Items that are not part of ongoing business, e.g. cost
related to M&A and restructuring, adjustments of
earn
-
out payments.
Net Debt / EBITDA
before special items
(Interest bearing debt, minus cash and cash
equivalents) / EBITDA before special items on
rolling twelve months basis
This ratio is used to describe the horizon for pay back
of the interest
-
bearing debt and measures the lever-
age of the funding.
Liquidity ratio
Current Assets / Current Liabilities
Measures the ability of the group to pay its current li-
abilities using current assets.
Equity to assets ratio
Equity / Total Assets
Reported to show how much of the assets in the com-
pany is funded by equity
Cash conversion rate
before special items
(Cash flow from operations before special items
+ Cash from CAPEX) / EBITDA before special
items
This APM is reported to illustrate the Group’s ability
to convert profits to cash
Alternative Performance Measures
and Definitions
===== SIDA 189 =====
Annual report
Page
189
Alternative
Performance Measure
Description
SCOPE
NDC
New depositing customers
A key figure to reflect the Group’s ability to fuel long
-
term revenue and organic growth
Organic Growth
Revenue growth as compared to the same pe-
riod previous year. Organic growth from ac-
quired companies or assets are calculated from
the date of acquisition measured against the
historical baseline performance.
Reported to measure the ability to generate growth
from existing business
Recurring revenue
Recurring revenue is a combined set of reve-
nues that is defined as recurring as manage-
ment considers that the sources of these reve-
nue streams will continuously generate revenue
over a variable period of time and size e.g. if
players continue to bet with s
portsbooks with
which BC has revenue share agreements, cus-
tomers continue current subscriptions or if BC
on a current basis receive revenues from cus-
tomers having current marketing agreements in
respect of banners, etc. on the group’s web-
sites. Accordingly
, it includes Revenue share in-
come, CPM /Advertising and subscription reve-
nues.
The group reports this APM to distinguish between
what management consider as recurring revenue
streams and what management consider as non
-
re-
curring revenue streams, e.g. revenues reflecting one
-
time settlements with sportsbooks.
CLV
The Customer Lifetime Value (CLV) shows ex-
pected revenue generated throughout the life-
time of a New Depositing Customer (NDC).
This measure is pivotal for understanding how
much value a NDC is anticipated to bring to
the Group. The prerequisites going into
the
CLV are a number of factors such as average
value, average frequency, NDC lifespan and
churn rate.
Average revenue per NDC x NDC lifespan
A key figure to assess the value of NDCs generated by
the Group, providing critical insights into NDC profit-
ability. It allows the Group to identify the most valua-
ble segments and optimize marketing strategies ac-
cordingly.
Value of
D
eposits
(VoD)
The Value of Deposits (VoD)
represents
the to-
tal amount of deposits by referred users across
partner platforms during the period.
VoD repre-
sents deposits generated within the quarter and
is not a cumulative metric.
This reflects the Group’s
strategic focus on
attracting
fewer but higher
-
value customers for our partners.
Definitions
Term
Description
PPC
Pay
-
Per
-
Click
SEO
Search Engine Optimization
Sports win margin
Sports net player winnings (
sportsbooks
) / sports wagering
Sports wagering
The value of bets placed by the players
Recurring revenue
Recurring revenue is a combined set of revenues that is defined as recurring. It includes revenue
share income, CPM/Advertising and subscription revenues
Board
The Board of Directors of the company
Executive management
Executives that are registered with the Danish Company register
Company
Better Collective A/S, a company registered under the laws of Denmark
===== SIDA 190 =====
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Page
190
EU legislation data points (IRO
-
2)
191
UN Global Compact
196
Disclosure requirements
197
Appendix
===== SIDA 191 =====
Annual report
Page
191
EU legislation data
points (IRO
-
2)
The table below outlines the data points derived from
other EU legislation as listed in ESRS 2 Appendix B. It
indicates where these data points can be found in our
report and identifies which data points are assessed as
‘Not material’
DISCLOSURE REQUIREMENT
DATA POINT
SFDR REFERENCE
PILLAR 3 REFERENCE
BENCHMARK REFERENCE
REGULATION
EU CLIMATE LAW
PAGE/RELEVANCE
ESRS 2 GOV
-
1
21 (d)
Board's gender diversity
X
X
43
ESRS 2 GOV
-
1
21 (e)
Percentage of board members who are independent
X
41
ESRS 2 GOV
-
4
30
Statement on due diligence
X
62
ESRS 2 SBM
-
1
40 (d) i
Involvement in activities related to fossil fuel activities
X
X
X
Not relevant
ESRS 2 SBM
-
1
40 (d) ii
Involvement in activities related to chemical production
X
X
Not relevant
ESRS 2 SBM
-
1
40 (d) iii
Involvement in activities related to controversial weapons
X
X
Not relevant
ESRS 2 SBM
-
1
40 (d) iv
Involvement in activities related to cultivation and production of tobacco
X
Not relevant
ESRS E1
-
1
14
Transition plan to reach climate neutrality by 2050
X
Not relevant
ESRS E1
-
1
16 (g)
Undertakings excluded from Paris
-
aligned Benchmarks
X
X
Not relevant
===== SIDA 192 =====
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192
DISCLOSURE REQUIREMENT
DATA POINT
SFDR REFERENCE
PILLAR 3 REFERENCE
BENCHMARK REFERENCE
REGULATION
EU CLIMATE LAW
PAGE/RELEVANCE
ESRS E1
-
4
34
GHG emission reduction targets
X
X
X
Not relevant
ESRS E1
-
5
38
Energy consumption from fossil sources disaggregated by sources
X
Not relevant
ESRS E1
-
5
37
Energy consumption and mix
X
108
ESRS E1
-
5
40
-
43
Energy intensity associated with activities in high climate impact sectors
X
Not relevant
ESRS E1
-
6
44
Gross Scope 1, 2, 3 and Total GHG emissions
X
X
X
108
ESRS E1
-
6
53
-
55
Gross GHG emissions intensity
X
X
X
10
8
ESRS E1
-
7
56
GHG removals and carbon credits
X
Not relevant
ESRS E1
-
9
66
Exposure of the benchmark portfolio to climate
-
related physical risks
X
Not relevant
ESRS E1
-
9
66 (a)
Disaggregation of monetary amounts by acute and chronic physical risk
Not relevant
ESRS E1
-
9
66 (c)
Location of significant assets at material physical risk
X
Not relevant
ESRS E1
-
9
67 (c)
Breakdown of the carrying value of its real estate assets by energy
-
effi-
ciency classes
X
Not relevant
ESRS E1
-
9
69
Degree of exposure of the portfolio to climate
-
related opportunities
X
Not relevant
ESRS E2
-
4
28
Amount of each pollutant listed in Annex II of the E
-
PRTR Regulation emit-
ted to air, water and soil
X
Not relevant
ESRS E3
-
1
9
Water and marine resources
X
Not relevant
ESRS E3
-
1
13
Dedicated policy
X
Not relevant
===== SIDA 193 =====
Annual report
Page
193
DISCLOSURE REQUIREMENT
DATA POINT
SFDR REFERENCE
PILLAR 3 REFERENCE
BENCHMARK REFERENCE
REGULATION
EU CLIMATE LAW
PAGE/RELEVANCE
ESRS E3
-
1
14
Sustainable oceans and seas
X
Not relevant
ESRS E3
-
4
28 (c)
Total water recycled and reused
X
Not relevant
ESRS E3
-
4
29
Total water consumption in m3 per net revenue on own operations
X
Not relevant
ESRS 2 SBM 3
-
E4
16 (a) i
Biodiversity sensitive areas
X
Not relevant
ESRS 2 SBM 3
-
E4
16 (b)
Land impacts
X
Not relevant
ESRS 2 SBM 3
-
E4
16 (c)
Threatened species
X
Not relevant
ESRS E4
-
2
24 (c)
Sustainable oceans/seas practices or policies
X
Not relevant
ESRS E4
-
2
24 (d)
Policies to address deforestation
X
Not relevant
ESRS E5
-
5
37 (d)
Non
-
recycled waste
X
Not relevant
ESRS E5
-
5
39
Hazardous waste and radioactive waste
X
Not relevant
ESRS 2 SBM3
-
S1
14 (f)
Risk of incidents of forced labor
X
Not material
ESRS 2 SBM3
-
S1
14 (g)
Risk of incidents of child labor
X
Not material
ESRS S1
-
1
20
Human rights policy commitments
X
7
4
-
76
;
79;
197
ESRS S1
-
1
21
Sustainability due diligence policies on issues addressed by the fundamen-
tal International Labor Organization Conventions 1 to 8
X
74
-
76
ESRS S1
-
1
22
Processes and measures for preventing trafficking in human beings
X
Not material
===== SIDA 194 =====
Annual report
Page
194
DISCLOSURE REQUIREMENT
DATA POINT
SFDR REFERENCE
PILLAR 3 REFERENCE
BENCHMARK REFERENCE
REGULATION
EU CLIMATE LAW
PAGE/RELEVANCE
ESRS S1
-
1
23
Workplace accident prevention policy or management system
X
74
-
76;
79
ESRS S1
-
3
32 (c)
Grievance/complaints handling mechanisms
X
80
ESRS S1
-
14
88 (b), (c)
Number of fatalities and number and rate of work
-
related accidents
X
X
88
ESRS S1
-
14
88 (e)
Number of days lost to injuries, accidents, fatalities or illness
X
88
ESRS S1
-
16
97 (a)
Unadjusted gender pay gap
X
X
90
ESRS S1
-
16
97 (b)
Excessive CEO pay ratio
X
90
ESRS S1
-
17
103 (a)
Incidents of discrimination
X
91
ESRS S1
-
17
104 (a)
Non
-
respect of UNGPs on Business and Human Rights and OECD Guide-
lines
X
X
91
ESRS 2 SBM3
–
S2
11 (b)
Significant risk of child labor or forced labor in the value chain
X
Not material
ESRS S2
-
1
17
Human rights policy commitments
X
Not material
ESRS S2
-
1
18
Policies related to value chain workers
X
Not material
ESRS S2
-
1
19
Non
-
respect of UNGPs on Business and Human Rights principles and
OECD guidelines
X
X
Not material
ESRS S2
-
1
19
Sustainability due diligence policies on issues addressed by the funda-
mental International Labor Organization Conventions 1 to 8
X
Not material
ESRS S2
-
4
36
Human rights issues and incidents connected to its upstream and down-
stream value chain
X
Not material
ESRS S3
-
1
16
Human rights policy commitments
X
Not material
===== SIDA 195 =====
Annual report
Page
195
DISCLOSURE REQUIREMENT
DATA POINT
SFDR REFERENCE
PILLAR 3 REFERENCE
BENCHMARK REFERENCE
REGULATION
EU CLIMATE LAW
PAGE/RELEVANCE
ESRS S3
-
1
17
Non
-
respect of UNGPs on Business and Human Rights, ILO principles or
OECD guidelines
X
X
Not material
ESRS S3
-
4
36
Human rights issues and incidents
X
Not material
ESRS S4
-
1
16
Policies related to consumers and end
-
users
X
74
-
76
;
93
ESRS S4
-
1
17
Non
-
respect of UNGPs on Business and Human Rights and OECD guidelines
X
X
93
ESRS S4
-
4
35
Human rights issues and incidents
X
Not material
ESRS G1
-
1
10 (b)
United Nations Convention against Corruption
X
10
0
ESRS G1
-
1
10 (d)
Protection of whistleblowers
X
100
ESRS G1
-
4
24 (a)
Fines for violation of anti
-
corruption and anti
-
bribery laws
X
X
101
ESRS G1
-
4
24(b)
Standards of anti
-
corruption and anti
-
bribery
X
101
===== SIDA 196 =====
Annual report
Page
196
Human rights
1.
Support and respect the protection of internationally proclaimed human rights
2.
Make sure that they are not complicit in human rights abuses
Labor
3.
Uphold freedom of association and the effective recognition of the right to collective bargaining
4.
The elimination of all forms of forced and compulsory labor
5.
The effective abolition of child labor
6.
The elimination of discrimination in respect of employment and occupation
Corruption and bribery
7.
Work against corruption in all its forms, including extortion and bribery
UN Global Compact
In 2019, Better Collective committed to incorporate the
UN Global Compact and its 10 principles into our strat-
egy, culture, and day
-
to
-
day operations. As a result of
our participation, we are committed to observing the
Global Compact’s 10 fundamental princ
iples. Read more
about the Global Compact and its principles at
www.un-
globalcompact.org
.
In 2022, we further signed the UN’s Women Empower-
ment Principles. The principles are adapted from the
Calvert Women's Principles. By signing the statement
Better Collective committed to use the seven principles
as guidelines for actions that advance and em
power
women in the workplace.
Annual report
Page
196
===== SIDA 197 =====
Annual report
Page
197
Disclosure
requirements
•
SS = Sustainability Statements
•
CM = Corporate matters
•
S = Strategy
•
RR = Remuneration report
Cross
-
cutting standards
ESRS 2
GENERAL DISCLOSURE
CHAPTER
PAGE(S)
BP
-
1
General basis for preparation of the sustainability statement
SS
58
BP
-
2
Disclosures in relation to specific circumstances
SS
58
GOV
-
1
The role of the administrative, management, and supervisory bodies
CM and SS
38
-
42
;
59
-
60
GOV
-
2
Information provided to and sustainability matters addressed by the undertaking’s administrative, management, and supervisory
bodies
SS
60
-
61
GOV
-
3
Integration of sustainability
-
related performance in incentive schemes
CM
and SS
44
-
45
;
61
GOV
-
4
Statement on sustainability due diligence
SS
62
GOV
-
5
Risk management and internal controls over sustainability reporting
CM and SS
4
6
-
48
;
62
SBM
-
1
Strategy, business model and value chain
S and SS
4
-
6
;
33
-
36
;
63
SBM
-
2
Interests and views of stakeholders
SS
64
-
65
SBM
-
3
Material impacts, risks and opportunities and their interaction with strategy and business model
SS
66
-
70
IRO
-
1
Description of the process to identify and assess material impacts, risks and opportunities
SS
70
-
72
IRO
-
2
Disclosure requirements in ESRS covered by the undertaking’s sustainability statement
SS
191
-
195
===== SIDA 198 =====
Annual report
Page
198
Environmental standards
ESRS 2
CLIMATE CHANGE
CHAPTER
PAGE(S)
ESRS 2, GOV
-
3
Integration of sustainability
-
related performance in incentive schemes
SS
61
E1
-
1
Transition plan for climate change mitigation
SS
105
ESRS 2, SBM
-
3
Material impacts, risks and opportunities, and their interaction with strategy and business model
SS
66
-
70
;
105
-
106
ESRS 2, IRO
-
1
Description of the processes to identify and assess material climate
-
related impacts, risks and opportunities
SS
70
-
72
;
106
E1
-
2
Policies related to climate change mitigation and adaptation
SS
76
;
106
E1
-
3
Actions and resources in relation to climate change policies
SS
107
E1
-
4
Targets related to climate change mitigation and adaptation
SS
107
E1
-
5
Energy consumption and mix
SS
108
E1
-
6
Gross Scopes 1, 2, 3 and total GHG emissions
SS
108
-
111
ESRS E2
POLLUTION
ESRS 2, IRO
-
1
Description of the processes to identify and assess material pollution
-
related impacts, risks and opportunities
SS
70
-
72; 106
ESRS E3
WATER AND MARINE RESOURCES
ESRS 2, IRO
-
1
Description of the processes to identify and assess material pollution
-
related impacts, risks and opportunities
SS
70
-
72; 106
ESRS E4
BIODIVERSITY AND ECOSYSTEMS
ESRS 2, IRO
-
1
Description of the processes to identify and assess material pollution
-
related impacts, risks and opportunities
SS
70
-
72; 106
ESRS E5
RESOURCE USE AND CIRCULAR ECONOMY
ESRS 2, IRO
-
1
Description of the processes to identify and assess material pollution
-
related impacts, risks and opportunities
SS
70
-
72; 106
===== SIDA 199 =====
Annual report
Page
199
Social standards
ESRS S1
OWN WORKFORCE
CHAPTER
PAGE(S)
ESRS 2 SBM
-
2
Interests and views of stakeholders
SS
64
-
65
ESRS 2 SBM
-
3
Material impacts, risks and opportunities and their interaction with strategy and business model
SS
66
-
70
;
78
S1
-
1
Policies related to own workforce
SS
74
-
76
;
78
-
79
;
197
S1
-
2
Processes for engaging with own workers and workers’ representatives about impacts
SS
80
S1
-
3
Processes to remediate negative impacts and channels for own workers to raise concerns
SS
80
S1
-
4
Acting on material impacts on own workforce, and approaches to mitigating material risks and pursuing material opportunities
related to own workforce, and effectiveness of those actions
SS
81
-
82
S1
-
5
Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunit
ies
SS
83
S1
-
6
Characteristics of the undertaking’s employees
SS
84
-
86
S1
-
9
Diversity metrics
CM and
SS
43
;
87
S1
-
14
Health and safety metrics
SS
88
S1
-
15
Work
-
life balance metrics
SS
89
S1
-
16
Compensation metrics (pay gap and total compensation)
SS
90
S1
-
17
Incidents, complaints and severe human rights impacts
SS
91
===== SIDA 200 =====
Annual report
Page
200
ESRS S4
CONSUMERS AND END
-
USERS
CHAPTER
PAGE(S)
ESRS 2 SBM
-
2
Interests and views of stakeholders
SS
64
-
65
ESRS 2 SBM
-
3
Material impacts, risks and opportunities and their interaction with strategy and business model
SS
66
-
70
;
92
S4
-
1
Policies related to consumers and end
-
users
SS
74
-
76
;
93
S4
-
2
Processes for engaging with consumers and end
-
users about impacts
SS
93
S4
-
3
Processes to remediate negative impacts and channels for consumers and end
-
users to raise concerns
SS
94
S4
-
4
Acting on material impacts on consumers and end
-
users, and approaches to managing material risks and pursuing material opportunities related to consumers and end
-
users, and effectiveness of
those actions
SS
94
-
97
S4
-
5
Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunit
ies
SS
97
Governance standards
ESRS G1
BUSINESS CONDUCT
CHAPTER
PAGE(S)
ESRS 2 GOV
-
1
The role of the administrative, supervisory and management bodies
CM and SS
38
-
42;
59
-
60
ESRS 2 IRO
-
1
Description of the processes to identify and assess material impacts, risks and opportunities
SS
70
-
72
;
99
G1
-
1
Business conduct policies and corporate culture
SS
74
-
76;
100
G1
-
3
Prevention and detection of corruption and bribery
SS
101
G1
-
4
Incidents of corruption or bribery
SS
101
===== SIDA 201 =====
Annual report
Page
201
Minimum disclosure requirements
ESRS 2 MDR
SAFER GAMBLING
CHAPTER
PAGE(S)
IRO
-
1
Description of the processes to identify and assess material impacts, risks, and opportunities
SS
70
-
72
;
95
-
96
MDR
-
P
Policies adopted to manage material sustainability matters
SS
75
-
76
MDR
-
A
Actions and resources in relation to material sustainability matters
SS
95
-
96
MDR
-
M
Metrics in relation to material sustainability matters
SS
96
MDR
-
T
Tracking effectiveness of policies and actions through targets
SS
9
7
ESRS 2 MDR
CONTRIBUTION TO LOCAL COMMUNITIES
IRO
-
1
Description of the processes to identify and assess material impacts, risks and opportunities
SS
70
-
72
;
103
MDR
-
P
Policies adopted to manage material sustainability matters
SS
103
MDR
-
A
Actions and resources in relation to material sustainability matters
SS
103
MDR
-
P
Metrics in relation to material sustainability matters
SS
103
MDR
-
T
Tracking effectiveness of policies and actions through targets
SS
103
ESRS 2 MDR
TAX TRANSPARENCY
IRO
-
1
Description of the processes to identify and assess material impacts, risks and opportunities
SS
70
-
72
;
102
MDR
-
P
Policies adopted to manage material sustainability matters
SS
102
,
76
MDR
-
A
Actions and resources in relation to material sustainability matters
SS
102
MDR
-
M
Metrics in relation to material sustainability matters
SS
102
MDR
-
T
Tracking effectiveness of policies and actions through targets
SS
102
===== SIDA 202 =====
Annual report
Page
202
Better Collective A/S
Sankt Annæ Plads 26
-
28
125
0
Copenhagen K
Denmark
CVR no 27 65 29 13
+45 29 91 99 65
info@bettercollective.com
bettercollective.com