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Bally’s Intralot Group (based on the Article 4 of L.3556/2007) ANNUAL FINANCIAL REPORT FOR THE PERIOD ENDED DECEMBER 31, 2025 ACCORDING TO INTERNATIONAL FINANCIAL REPORTING STANDARDS (IFRS) Public
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 TABLE OF CONTENTS 1. REPRESENTATION OF THE MEMBER OF THE BOARD OF DIRECTORS. 12 REPORT OF THE BOARD OF DIRECTORS Bally’s Intralot...................... 15 Who We Are .......................................................................................................... 20 Company Profile ......................................................................................................... 20 Recent Company Developments ............................................................................ 21 Projects / Significant Events ........................................................................................ 21 M&A Activity................................................................................................................ 32 Organizational Change ................................................................................................ 33 Significant Events after the end of FY25 - until the date of the Financial Statements release ....................................................................................................................... 34 Economic Conditions ............................................................................................ 35 Business Activities ................................................................................................ 36 Value chain of gaming market ...................................................................................... 36 B2C and B2B Operations ............................................................................................. 36 Game Categories ........................................................................................................ 38 Bally’s Intralot Solutions, Products and Services ..................................................... 39 Product Strategy ......................................................................................................... 39 Lottery Solution & Lotos X omni ................................................................................... 39 Sports Betting Solution & Bally’s Intralot Orion ............................................................. 40 VLT Monitoring Solution – iGEM ................................................................................... 41 Public
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Bally’s Intralot Enablers – Available for both Lottery and Sports Betting Solutions .......... 41 Customer Touchpoints (Operator, Retailer and Player) – Available for both Lottery and Sports Betting Solutions ....................................................................................... 42 Services...................................................................................................................... 44 GDPR compliance....................................................................................................... 44 Research & Development ............................................................................................ 45 Zero carbon management ........................................................................................... 45 Business Review ................................................................................................... 46 Industry Overview & Market Drivers.............................................................................. 46 Our Strategies ............................................................................................................. 49 Financial Review ................................................................................................... 53 Financial Highlights..................................................................................................... 53 Revenue, EBITDA, EBT and NIATMI ............................................................................... 53 Cash Flow & Net Debt ................................................................................................. 55 Our Key Gaming Markets Performance......................................................................... 56 Looking Ahead ............................................................................................................ 62 Human Resources ................................................................................................. 63 Our Best Asset ............................................................................................................ 63 Performance Appraisal Management ........................................................................... 64 Training and Development ........................................................................................... 65 Activities..................................................................................................................... 65 Risks and Uncertainties ......................................................................................... 66 Enterprise Risk Management ....................................................................................... 66 Description of significant risks and uncertainties ......................................................... 67 Market Risk ................................................................................................................. 68 Operating Risks ..................................................................................................... 70 Gaming sector and economic activity .......................................................................... 70 Gaming Taxation ......................................................................................................... 70 Regulatory risk ............................................................................................................ 71 Technological changes................................................................................................ 71 Emerging markets risk ................................................................................................. 71 Competition risk and margin squeeze .......................................................................... 71
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Environmental Sustainability ....................................................................................... 72 Other Operating Risks ................................................................................................. 72 Material Transactions Between the Company and Related Parties ............................ 73 Alternative Performance Measures (“APM”) ............................................................ 75 Adjusted Earnings Before Interest, Taxes, Financing, Investing Results and Depreciation & Amortization (AEBITDA) ............................................................................................................................... 75 Adjusted Net Debt ........................................................................................................................................ 76 ANNEX A EXPLANATORY REPORT ......................................................... 78 1. Share capital structure ............................................................................................ 79 2. Restrictions on the transfer of the Company’s shares ............................................... 79 3 Major direct or indirect participation pursuant to Articles 9 to 11 of L. 3556/2007 ....... 79 4. Shareholders with special control rights (all types of shares)..................................... 80 5. Restrictions on voting rights. .................................................................................... 80 6. Agreements between the Company’s Shareholders .................................................. 80 The Company has no notion of agreements between its shareholders that may result in restrictions both on the transfer of shares and on the exercise of the related voting rights..................................................................................................... 80 7. BoD members’ appointment rules and replacement; Amendment of the Articles of Association of the Company .................................................................................... 80 8. BoD or BoD member responsibility for the issuance of new shares or the purchase of own shares .............................................................................................. 80 9. Key agreement entered into by the Company that will take effect, be modified or terminate upon a change of control of the Company following a public offer and the effect of such agreement............................................................................................. 84 10. Any agreement between the Company and members of its Board of Directors or its employees that provides for compensation in the event of an unjustified resignation or dismissal or termination of mandate/employment due to a public offer ........................................................................................................................... 85 ANNEX B CORPORATE ......................................................................... 86 GOVERNANCE STATEMENT ................................................................. 86
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Ι. Reference to the Corporate Governance Code the Company is subject to and the location where this Code is available to the public. ...................................................... 87 ΙΙ. Reference to corporate governance practices applied by the Company in addition to provisions of the law, and reference to the location where they are published. .......... 88 ΙΙΙ. Deviations from the Corporate Governance Code. ................................................... 88 ΙV. Description of the main attributes of the Company’s and the companies included in the consolidated financial statements taken as a total, internal audit, and risk management systems, in relation to the process of financial reports drafting. ...................................................................................................................... 89 V. Information demanded by article 10 par. 1 of Directive 2004/25/EK of the European Parliament and Council. .............................................................................. 92 The information demanded by article 10 par. 1 of Directive 2004/25/EK of the European Parliament and Council is included, according to article 4 par. 7 of L. 3556/2007, in the Explanatory Report which comprises part of the Annual Report of the Board of Directors. ................................................................................................ 92 VΙ. Information regarding the function of the General Meeting of shareholders and its main authorities, description of shareholders’ rights and of the manner in which they are exercised. ...................................................................................................... 92 VΙI. Composition and manner of operation of the Board of Directors and other administrative, management or supervisory bodies or committees of the Company. ..... 97 CVs .................................................................................................................... 104 Secretary of the Board of Directors ............................................................................ 108 Board of Director Meetings ........................................................................................ 109 REMUNERATION POLICY........................................................................................... 117 NON-EXECUTIVE MEMBERS OF THE BOD .................................................................. 120 REPORT OF THE AUDIT COMMITTEE FOR THE PERIOD 01.01.25–31.12.25 .................. 124 A. Financial Reporting Process – Statutory External Audit ........................................... 127 Β. Internal Control System Procedures ...................................................................... 131 C. Other Significant Matters ...................................................................................... 132 Sustainable Development Policy ............................................................................... 133 Β. Remuneration and Nomination Committee ............................................................ 134 C. Executive Committee ............................................................................................ 136 D. RISK MANAGEMENT COMMITTEE .......................................................................... 138 E. RESPONSIBLE GAMING COMMITTEE ..................................................................... 139 VIII. Diversity Policy ................................................................................................... 142 IX. ESG reporting ....................................................................................................... 142
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 ANNUAL FINANCIAL STATEMENTS .............................................. 145 INCOME STATEMENT OF THE GROUP / COMPANY FOR THE YEAR 2025 .................... 146 STATEMENT OF COMPREHENSIVE INCOME OF THE GROUP / COMPANY FOR THE YEAR 2025 ........................................................................................................... 147 STATEMENT OF FINANCIAL POSITION OF THE GROUP/COMPANY ........................... 148 STATEMENT OF CHANGES IN EQUITY OF THE GROUP ............................................. 149 STATEMENT OF CHANGES IN EQUITY OF THE COMPANY ........................................ 150 CASH FLOW STATEMENT OF THE GROUP/COMPANY.............................................. 151 2. NOTES TO ANNUAL FINANCIAL STATEMENTS ................................ 152 2.1 General Information & basis of preparation of the Financial Statements .............................. 153 General Information .................................................................................................. 153 2.1.1 Basis of preparation of the Financial Statements ............................................... 154 2.1.2 Statement of compliance .................................................................................. 155 2.1.3 Financial Statements ........................................................................................ 155 2.1.4 Changes in accounting policies ......................................................................... 155 2.1.5 Material accounting policies ............................................................................. 159 2.2 Significant accounting judgments, estimates and assumptions ........................................ 178 2.3 Information per Segment ................................................................................................................ 183 2.4 Change in presentation of the statement of profit or loss (classification of expenses by nature) ............................................................................................................................................................ 186 2.5 Marketing and Advertising .............................................................................................................. 189 2.6 System Costs.................................................................................................................................... 189 2.7 Other Direct Cost ............................................................................................................................. 189 2.8 Net Operating Income / (Expense) ................................................................................................ 190 2.9 Personnel Cost ................................................................................................................................. 190 2.10 Net Result from Investments .......................................................................................................... 191 2.11 Impairments and other gains/(losses) of non-financial assets ................................................. 191 2.12 Net impairment losses on financial and contract assets ......................................................... 192
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 2.13 Net Finance income/ (expense)..................................................................................................... 192 2.14 Exchange differences..................................................................................................................... 192 2.15 Current and Deferred Income Tax ................................................................................................. 193 2.16 Earnings / (Losses) Per Share......................................................................................................... 198 2.17 Tangible Fixed Assets ...................................................................................................................... 199 2.18 Investment Properties ................................................................................................................... 204 2.19 Intangible Assets.............................................................................................................................. 205 2.20 Investment in subsidiaries, associates and joint ventures ....................................................... 213 2.21 Other Financial Assets .................................................................................................................... 214 2.22 Other Long-Term Receivables..................................................................................................... 214 2.23 Trade and Other Short-Term Receivables................................................................................ 215 2.24 Inventories ........................................................................................................................................ 217 2.25 Cash and Cash Equivalents ........................................................................................................... 218 2.26 Share Capital, Treasury Shares and Reserves ............................................................................ 218 2.27 Dividends........................................................................................................................................... 224 2.28 Debt .................................................................................................................................................... 224 2.29 Staff Retirement Indemnities ...................................................................................................... 230 2.30 Shared Based Benefits................................................................................................................... 232 2.31 Other Long-Term Liabilities ......................................................................................................... 232 2.32 Trade and Other Short Term Liabilites ..................................................................................... 233 2.33 Financial Assets and Liabilities .................................................................................................... 233 2.34 Supplementary Information ........................................................................................................... 241 A. Business Combination And Method Of Consolidation ............................................ 241 B. Real Liens ............................................................................................................. 252 C. Provisions............................................................................................................. 253 D. Personnel Employed ............................................................................................. 253 E. Related Party Disclosures ...................................................................................... 254 2.35 Contingent Liabilities, Assets and Commitments...................................................................... 255 A. Litigation Cases .................................................................................................... 255
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 B. Fiscal Years Unaudited by the Tax Authorities......................................................... 259 C. Commitments ...................................................................................................... 261 2.36 Financial Risk Management ......................................................................................................... 263 2.37 Application of IAS 29 “Financial Reporting In Hyperinflationary Economies” ....................... 268 2.38 Comparables .................................................................................................................................... 269 2.39 EBITDA............................................................................................................................................... 270 2.40 Macroeconomic Environment ..................................................................................................... 270 2.41 Subsequent Events ......................................................................................................................... 272 Independent Auditor’s Report ............................................................................. 274 Report for the use of funds from the share capital increase through cash contribution as of 31.12.2025................................................................................ 282 ANNEX C SUSTAINABILITY STATEMENT 2025 ....................................... 285 ESRS 2 GENERAL DISCLOSURES ......................................................... 291 About this report [BP-1] ............................................................................................. 291 Additional information [BP-2]..................................................................................... 292 Governance ................................................................................................................................................... 295 The role of the BoD [GOV-1] ....................................................................................... 295 Oversight of sustainability matters [GOV-2]................................................................ 299 Incentive schemes [GOV-3] ....................................................................................... 304 Due diligence [GOV-4] ............................................................................................... 305 Risk management and internal controls [GOV-5] ........................................................ 306 Strategy.......................................................................................................................................................... 309 Strategy, business model and value chain [SBM-1] ..................................................... 309 Interests and views of stakeholders [SBM-2] .............................................................. 321 Material impacts, risks and opportunities [SBM-3]...................................................... 325 Impact, risk and opportunity management ......................................................................................... 337 Identification of material impacts, risks and opportunities [IRO-1] .............................. 337 Description of the processes to identify and assess material climate-related
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 impacts, risks, and opportunities [Ε1 IRO-1] .............................................................. 347 Description of the processes to identify and assess material pollution-, water- and biodiversity-related impacts, risks, and opportunities [Ε2 IRO-1] [Ε3 IRO-1] [Ε4 IRO- 1].............................................................................................................................. 349 Description of the processes to identify and assess material resource use and circular economy-related impacts, risks, and opportunities [Ε5 IRO-1] ....................... 349 Description of the processes to identify and assess material impacts, risks, and opportunities [G1 IRO-1] ........................................................................................... 350 Policies Overview ........................................................................................................................................ 352 EU Taxonomy ...................................................................................................... 372 Introduction to the Regulation (EU) 2020/852.................................................................................... 372 Application of the Taxonomy Regulation to Bally’s Intralot Group............................................... 373 Eligibility assessment ................................................................................................................................. 374 7.3 Installation, maintenance and repair of energy efficiency equipment..................... 376 7.7 Acquisition and ownership of buildings ................................................................ 376 8.1 Data processing, hosting and related activities ..................................................... 376 Alignment assessment ............................................................................................................................... 376 Minimum Safeguards (MS) ......................................................................................... 377 Substantial Contribution Criteria (SCC) ..................................................................... 379 Do No Significant Harm (DNSH) ................................................................................. 379 Accounting policy ....................................................................................................................................... 379 Avoiding double counting .......................................................................................... 380 EU Taxonomy KPIs ...................................................................................................................................... 381 Summary KPIs........................................................................................................... 381 Turnover ................................................................................................................... 381 CapEx ....................................................................................................................... 382 OpEx ........................................................................................................................ 383 ENVIRONMENT .................................................................................. 384 Climate change [E1] ............................................................................................ 384 Governance ................................................................................................................................................... 384 Integration of sustainability-related performance in incentive schemes [E1.GOV-3] .... 384
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Strategy.......................................................................................................................................................... 384 Transition plan for climate change [E1-1] ................................................................... 384 Material impacts, risks and opportunities [E1.SBM-3] ................................................. 385 Impact, risk and opportunity management ......................................................................................... 387 Policies [E1-2] ........................................................................................................... 387 Actions [E1-3] ........................................................................................................... 388 Metrics and targets..................................................................................................................................... 391 Targets [E1-4]............................................................................................................ 391 Energy consumption and mix [E1-5] ........................................................................... 392 Gross Scopes 1, 2, 3 and total GHG emissions [E1-6] ................................................. 395 SOCIAL .............................................................................................. 401 Own Workforce [S1] ............................................................................................. 401 Strategy.......................................................................................................................................................... 401 Material impacts, risks and opportunities [S1.SBM-3] ................................................. 401 Impact, risk and opportunity management ......................................................................................... 403 Policies [S1-1] ........................................................................................................... 403 Processes for engaging with own workforce and workers’ representatives about impacts [S1-2] .......................................................................................................... 406 Processes to remediate negative impacts and channels for own workforce to raise concerns [S1-3] ........................................................................................................ 407 Actions [S1-4] ........................................................................................................... 408 Metrics and targets..................................................................................................................................... 412 Targets [S1-5]............................................................................................................ 412 Characteristics of the undertaking’s employees [S1-6] ............................................... 412 Characteristics of non-employee workers in the undertaking’s own workforce [S1-7] .. 414 Collective bargaining coverage and social dialogue [S1-8] .......................................... 415 Diversity metrics [S1-9] ............................................................................................. 416 Adequate wages [S1-10] ............................................................................................ 417 Social protection [S1-11] ........................................................................................... 417 Persons with disabilities [S1-12] ................................................................................ 418
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Training and skills development metrics [S1-13] ......................................................... 418 Work-life balance metrics [S1-15] .............................................................................. 421 Compensation metrics (gender pay gap) [S1-16] ........................................................ 422 Incidents, complaints and severe human rights impacts [S1-17] ................................. 423 Affected Communities [S3] .................................................................................. 424 Strategy..........................................................................................................................................................424 Material impacts, risks and opportunities [S3.SBM-3] ................................................. 424 Material impacts to affected communities ................................................................. 424 Impact, risk and opportunity management ......................................................................................... 425 Policies [S3-1] ........................................................................................................... 425 Processes for engaging with affected communities about impacts [S3-2].................... 427 Processes to remediate negative impacts & channels for affected communities to raise concerns [S3-3] ................................................................................................ 428 Actions [S3-4] ........................................................................................................... 429 Metrics and targets..................................................................................................................................... 432 Targets [S3-5]............................................................................................................ 432 Consumers and End Users [S4]............................................................................. 432 Strategy.......................................................................................................................................................... 432 Material impacts, risks and opportunities [S4.SBM-3] ................................................. 432 Impact, risk and opportunity management .........................................................................................434 Policies [S4-1] ........................................................................................................... 434 Processes for engaging with consumers and end-users about impacts [S4-2] ............. 436 Processes to remediate negative impacts and channels for consumers and end- users to raise concerns [S4-3] ................................................................................... 437 Actions [S4-4] ........................................................................................................... 438 Metrics and targets.....................................................................................................................................440 Targets [S4-5]............................................................................................................ 440 GOVERNANCE ................................................................................... 441 Business Conduct [G1] ........................................................................................ 441 Governance ................................................................................................................................................... 441
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 The role of the administrative, supervisory and management bodies [GOV-1] .............. 441 Corporate culture and Business conduct policies [G1-1] ............................................ 443 Management of relationships with suppliers [G1-2] .................................................... 448 Prevention and detection of corruption and bribery [G1-3] .......................................... 451 Metrics, targets, and actions ....................................................................................................................454 Confirmed incidents of corruption or bribery [G1-4].................................................... 454 Payment practices [G1-6] .......................................................................................... 455 Appendices [IRO-2] ............................................................................ 456 Governance / The role of the administrative, supervisory and management bodies [GOV-1] .................................................................................................................... 461 Governance / The role of the administrative, supervisory and management bodies [GOV-1] .................................................................................................................... 461 Governance / Due diligence [GOV-4].......................................................................... 461 Own workforce [S1] / Processes to remediate negative impacts and channels for own workforce to raise concerns [S1-3] ..................................................................... 465 Own workforce [S1] / Health and safety metrics [S1-14].............................................. 465 Limited Assurance Report .................................................................. 468
INTRALOT Όμιλος εταιριών Ενδιάμεσες Οικονομικές Καταστάσεις της περιόδου από 1η Ιανουαρίου έως την 30η Σεπτεμβρίου 2024 1. REPRESENTATION OF THE MEMBER OF THE BOARD OF DIRECTORS According To Article 4 Par. 2 Of L.3556/2007 3
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 The 1. Sokratis P. Kokkalis, Chairman of the Board of Directors 2. Robeson M. Reeves Member of the Board and Chief Executive Officer 3. Georgios A. Karamichalis, Member of the Board of Directors CERTIFY THAT As far as we know: a. The enclosed financial statements of the company “INTRALOT S.A” for the year 1 January 2025 to 31 December 2025, drawn up in accordance with the International Financial Reporting Standards (IFRS), as endorsed by the European Union and implemented, reflect in true manner the assets and liabilities, equity and results of the Company and the companies included in the consolidated financial statements taken as a total. b. The attached Board of Directors’ annual report truly presents the course, the performance and the position of the Company and the companies included in the consolidated financial statements taken as a total, including the description of the most important risks and uncertainties they are facing. c. The Management Report has been prepared in accordance with the sustainability reporting standards referred to in Article 154A of Law 4548/2018 (Government Gazette A’ 104) and the specifications adopted pursuant to paragraph 4 of Article 8 of Regulation (EU) 2020/852, as referenced in Article 4, paragraph 2(c) of Law 3556/2007, as amended by Article 16 of Law 5164/2024. d. d. The attached Financial Statements are those approved by the Board of Directors of “Bally’s Intralot S.A.” th on April 20 , 2026 and have been published to the electronic address www.intralot.com. 13
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Peania, April 20,2026 Sokratis P. Kokkalis Robeson M. Reeves Georgios A. Karamichalis Chairman Member of the Board of Directors Member of the Board of the Board of Directors and Group CEO 14
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 REPORT OF THE BOARD OF DIRECTORS Bally’s Intralot TO THE ANNUAL GENERAL ASSEMBLY OF THE SHAREHOLDERS FOR THE FISCAL YEAR 1/1/2025 – 31/12/2025 15
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Dear Shareholders, The year 2025 marked a transformational milestone for the Group, redefining its scale, strategic positioning and growth prospects. Building on the operational and financial stabilization achieved in prior years, management focused on executing a landmark strategic transaction, strengthening our presence in core markets, expanding long-term contracts, and reshaping the Group’s capital structure to support sustainable growth. The most significant event of the year was the agreement between Company and Bally’s Corporation for the acquisition of Bally’s International Interactive business. On July 1, 2025, the Boards of Directors of both companies approved entry into a definitive Transaction Agreement for a cash-and-shares transaction valuing the International Interactive Business at an enterprise value of €2,7 billion. The total consideration of the transaction was approximately €2,67 billion, of which €1,53 billion was payable in cash and the remainder through the issuance of 873.707.073 new shares of the Company following a share capital increase. This transaction marks a defining transformation for the Company, with group revenues expected to triple and business mix becoming significantly more diversified, with nearly two-third of total revenues generated from the UK market, positioning the Group as a leading global interactive gaming and lottery technology company. To support the Transaction and optimize the Group’s capital structure, series of major financing initiatives were undertaken during the year. In September and October 2025, through its subsidiary Intralot Capital Luxembourg S.A., the Group successfully issued €900 million aggregate principal amount of Senior Secured Notes due 2031, consisting of €600 million fixed-rate notes at 6,750% and €300 million floating- rate notes at EURIBOR plus 4,500%. In parallel, the Group secured new term loan facilities, including a £400 million six-year senior secured term loan and €200 million in binding commitments from a consortium of Greek banks. On October 1, 2025, the Company launched a combined offering of new ordinary registered voting shares as part of a share capital increase, with an offering price of €1,10 per share. The offering was successfully completed with the disposal of 390.000.000 new shares and the concurrent issuance in kind of 873.707.073 new shares. Trading of the new shares commenced on October 9, 2025. Following completion of the share capital increase, the Company’s share capital amounted to €560.340.808,20, divided into 1.867.802.694 common voting shares of nominal value €0,30 each. The successful execution of these transactions allowed the Group to proceed with the full repayment of existing indebtedness, including the €100 million nominal value of a bond loan with maturity date January th 30 2026, and a $230 million (nominal value) bank loan in the United States, thereby streamlining its debt 16
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 maturity profile and reinforcing financial flexibility. In addition, in November 2025 the participation fee to the bondholders of the €130 million common bond loan was duly paid. Upon completion of the transaction in October 2025, Bally’s became the majority shareholder in the combined entity, and the company underwent a rebranding, the new corporate name is Bally’s Intralot S.A., reflecting the integration of the acquired interactive business and the strategic alliance with Bally’s Corporation. At the shareholder level, following the completion of the share capital increase, entities affiliated with Mr. Soohyung Kim acquired significant shareholdings, resulting in an indirect participation of 57,888% of the Company’s total voting rights. Mr. Sokratis P. Kokkalis maintains a total direct and indirect participation of 4,823%, while INTRACOM SA HOLDINGS holds 4,326% of the total voting rights. In terms of business development, the Group continued to strengthen its long-standing presence in North America and other key markets through new contracts and extensions. Among the most notable developments were: • A five-year contract (with options up to 13 years) with the Charitable Gaming Division of the Nebraska Department of Revenue for the provision of a real-time monitoring and reporting system for Cash Devices statewide. • A seven-year extension of the gaming systems contract with the New Hampshire Lottery Commission, securing services through September 2033. • A ten-year contract extension with the Idaho Lottery, effective from September 2027, including the rollout of new industry-leading equipment. • A six-year extension (with further option) of the Electronic Monitoring System contract with the Department of Internal Affairs of New Zealand. • A new contract award with the Montana Lottery for the provision of a next-generation lottery operating system and continued support of Sports Bet Montana. • A new 10-year contract signed between the Group’s U.S. subsidiary, INTRALOT, Inc., and the Arkansas Scholarship Lottery (ASL), continuing a strong and successful partnership that began in 2009. • A new contract signed between the Group’s Canadian subsidiary, Intralot Canada Ltd., and the British Columbia Lottery Corporation (BCLC) for the provision of Shared Services. These agreements reinforce the Group’s reputation as a trusted technology partner to lottery and gaming organizations, providing state-of-the-art systems, digital solutions and high-quality operational support. At the governance level, on November 7, 2025, the Board of Directors appointed Mr. Robeson Mandela Reeves as Chief Executive Officer and member of the Board, while Mr. Chrysostomos Sfatos assumed the 17
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 position of Chief Operating Officer. Subsequently, on 4 March 2026, Bally’s Intralot announced the departure of Mr. Nikos Nikolakopoulos from his executive role effective 16 March 2026, while he will continue to serve as a Non-Executive Board Member. Mr. Chrysostomos Sfatos additionally assumed the role of President, Lotteries. The Board continues to operate in full compliance with the applicable corporate governance framework and maintains a balanced composition of executive, non-executive and independent members. Overall, 2025 was a year of decisive strategic action. The transformational acquisition, successful capital increase, comprehensive refinancing and continued commercial momentum have positioned the Group on a new growth trajectory, with enhanced scale, stronger financial structure and expanded digital capabilities. We remain committed to disciplined execution, operational excellence and responsible growth. Guided by our core values of integrity, transparency, business ethics and responsible gaming, we aim to create long-term value for our shareholders, partners, employees and the communities we serve. Looking ahead, management will focus on the seamless integration of the acquired business, realization of expected synergies, further strengthening of our technology offering, and continued improvement of operational efficiency. The Group enters the new fiscal year with reinforced capital structure, broadened international presence and a clear strategic direction for sustainable value creation. Regarding the financial results of Bally’s Intralot Group for 2025, the year marked a transformative period driven by the strategic acquisition and consolidation of Bally’s International Interactive in the fourth quarter, significantly expanding the scale of B2C operations and strengthening the Group’s presence in 1 regulated online markets. Reported Group revenue increased by 34,8% to €518,0 million and Adjusted 2 EBITDA by 40,4% to €183,5 million. The consolidation of BII contributed €167,1 million in revenue and €67,0 million in Adjusted EBITDA during the year. On a like-for-like basis, however, underlying performance reflected a more challenging environment, with revenue declining by 8,7% and Adjusted EBITDA by 10,9%, mainly due to foreign exchange headwinds and a higher base of merchandise sales and implementation fees in 2024. The Group operates through two core segments, B2B and B2C. The B2B segment remained the primary earnings driver, contributing 53,2% of Group revenue and 50,9% of total Adjusted EBITDA. Performance in the segment supported by resilient demand and disciplined cost management, with the U.S. maintaining a leading role, combined also with a positive momentum in Oceania, Argentina, and 1 Other Operating Income related to U.S. has been reclassified to revenue. For comparability purposes, 2024 figures have been adjusted accordingly. 2 Adjusted EBITDA (AEBITDA) is defined as EBITDA excluding non-recurring items and acquisition-related costs. The Group defines “EBITDA” as “Operating Profit/(Loss) before tax” adjusted for the figures “Profit/(loss) from equity method consolidations”, “Profit/(loss) to net monetary position”, “Exchange Differences”, “Interest and related income”, “Interest and similar expenses”, “Income/(expenses) from participations and investments”, “Write-off and impairment loss of assets”, “Gain/(loss) from assets disposal”, “Reorganization costs” and “Assets’ depreciation and amortization”. 18
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Croatia. The B2C segment expanded materially following the integration of Bally’s International Interactive and contributed 46,8% of Group revenue and 49,1% of total Adjusted EBITDA, delivering a mixed performance across markets. Growth in Argentina was in part offset by pressures in Turkey, where online sports betting market expansion was outweighed by structural changes and currency impacts. On top of the above, our earnings before taxes (EBT) decreased to €-41,0 million from €18,0 million in 2024 mainly impacted by the increased interest and related expenses, coupled also with the transaction costs following the acquisition of Bally’s International Interactive. As regards the parent company results, turnover marginally decreased by 2,0% to €43,7 million in 2025, while earnings after tax amounted to €- 59,2 million, from €-11,2 million in 2024. In 2025, Group Operating Cash flow increased significantly to €158,5 million, up from €108,7 million in 2024, comprising €44,9 from Bally's International Interactive and €113,6 million from the Company’s current operations, supported by favorable working capital movement. 3 st Adjusted Net Debt , as of December 31 , 2025, amounted to €1.493,9 million, up from €334,2 million at 4 the end of the previous year . The significant increase reflects the complete rescheduling of the Group’s financial structure to support the strategic acquisition of Bally’s International Interactive. The transaction related net cash consideration reached €1.534,7 million, while net proceeds from the share capital increase totaled €399,9 million. Reorganization and refinancing-related expenses reached €108,9 million. 5 The Group’s strong financial performance is evident in the generation of €93,4 million in free cash flow . Net interest paid amounted to €23,0 million, entirely related to pre-acquisition debt. Other debt movements included a positive impact from favorable foreign exchange effects, primarily related to U.S. dollar-denominated debt, counterbalanced by increased accrued interest and lease liabilities recognition related to the acquisition. 3 Adjusted Net Debt is defined as Net Debt excluding the impact from Restricted cash. 4 During 2025, a reclassification was made for player deposits and cash pending settlement with certain local lotteries (States) in the U.S. from “Trade and other current liabilities” to “Cash and cash equivalents”, which resulted in a change in the comparative Adjusted Net Debt amounts for 2024. 5 Free Cash Flow defined as “Net Cash from Operating activities” adjusted for “Net Dividends”, “Capex”, “Repayment of leasing obligations”, “Exchange differences” and “Return of Capital to minority shareholders of subsidiary”. 19
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Who We Are Company Profile Bally’s Intralot, following the October 2025 acquisition of Bally’s International Interactive Business, is a leading iGaming and lottery solutions provider listed on the Athens Stock Exchange, reporting €518,0 million in revenues and aiming to drive strategic growth and global competitiveness. Combining Bally’s proven digital B2C expertise with Company’s longstanding leadership in regulated lottery gaming, Bally’s Intralot is uniquely positioned as an independent global champion across online gaming, lottery, iLottery, and sports betting. Supported by a global workforce of approximately 2,800 employees in 2025, our people are our greatest strength. Their talent and diversity drive innovation, performance, and long-term success across all markets. Through its unified, vertically integrated structure in online gaming and lottery, global outlook, technological excellence, and presence across all forms of modern gaming, Bally’s Intralot enables operators to modernize retail and digital offerings, deliver personalized and responsible player experiences, and operate with greater agility and efficiency in an increasingly converging gaming ecosystem. Operating at the intersection of technology, regulation, and entertainment, Bally’s Intralot is optimally positioned to capitalize on strong global growth trends driven by digital adoption and regulatory expansion across lottery and iGaming markets. Through its global footprint, advanced technology, and commitment to long-term value creation, Bally’s Intralot aims to shape the future of regulated gaming and deliver sustainable benefits for operators, players, and communities alike. Bally’s Intralot Group maintains a strong commitment to environmental, social, and governance (ESG) principles, embedding sustainability at the core of its strategy and operations. The Group aligns with the Corporate Sustainability Reporting Directive (CSRD) and reports in accordance with the European Sustainability Reporting Standards (ESRS), ensuring transparency and accountability across its activities. As a member of the United Nations Global Compact, the Group acts as a responsible global corporate citizen, adhering to the UNGC Ten Principles on Human Rights, Labour, Environment, and Anti-Corruption, while actively advancing sustainable development and creating long-term value for its stakeholders and the communities in which it operates. The Bally’s Intralot Board of Directors and senior management are committed to meeting the highest global standards of corporate governance through policies that support a sustainable future. The company is focused on operating with integrity and transparency, following its Code of Conduct both internally and in all dealings with third parties. 20
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Through active engagement with its stakeholders, Bally’s Intralot collaborates with major international industry associations, such as the World Lottery Association, European Lotteries, NASPL, APLA, and the Gaming Standards Association, and strives to be a valued partner that contributes decisively to the development of the regulated gaming industry. Recent Company Developments Projects / Significant Events On January 14, 2025, the Company announced that its US subsidiary “Intralot, Inc.” signed on January 10, 2025, a settlement agreement with the District of Washington DC, by and through its Office of the Attorney General, to settle a civil matter. The issue related to the 2019 lottery games contract in that district and specifically to the percentage of works subcontracted to local businesses. The settlement provides for a US 5million payment while “Intralot, Inc.” denies any admission of fault, so that a long-term litigation and substantial legal expenses to be avoided. With the settlement agreed, the contracts and operations of the group are not affected. On February 12, 2025, the Company announced, further to the notifications received by Mr. Soohyung Kim and the company “Acme Amalgamated Holdings, LLC”, on February 12, 2025, significant changes in the chain of intermediary companies through which voting rights are held in its shareholder company under the trade name “CQ Lottery LLC”, duly established and existing under the laws of Delaware and specifically, as results from the above notifications, “CQ Lottery LLC” is a company 100% controlled by “The Queen Casino & Entertainment Inc.”, which is a company now 100% controlled by “Bally’s Corporation”, which is 55,6% controlled by “SG CQ Gaming LLC”, which is a company controlled by “Standard General Master Fund II L.P” (49,96%) and by “Standard General Master Fund L.P” (9,87%), both controlled by “Standard General GP LLC”, which in turn is 99,1% controlled by “Acme Amalgamated Holdings, LLC”, which is 90,625% controlled by “Standard General Management, LLC”, ultimately 99.99% controlled by Mr. Soohyung Kim. It is noted that there is no change in the number of shares of “CQ Lottery LLC” which continues to own in total 162.269.046 common registered shares in the Company, corresponding 26.86% of the Company’s total voting rights (i.e. 162.269.046 voting rights in a total of 604.095.621 voting rights of the Company). On February 20, 2025, the Company announced that its North American subsidiary, INTRALOT, Inc., has signed a contract with the Charitable Gaming Division of the Nebraska Department of Revenue for the provision of a real-time monitoring and reporting system for Cash Devices across the state. The contract, which was awarded following a competitive process, will run for 5 years and includes the option to renew for four (4) additional two-year (2) periods, totaling 13 years. Company’s system will oversee and report on 21
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Cash Device operations in a growing statewide landscape of at least 5.000 devices at more than 1.600 locations in Nebraska, improving security, compliance, and operational transparency. On February 24, 2025, the Company notified the 2nd interest payment period of the Common Bond Loan, which issued on 27.02.2024: • record date for the beneficiaries: 26.02.2025, • gross interest amount: €3.986.666,67 • payment of the interest amount: 27.02.2025. On April 1, 2025, the Company following its announcement on March 28, 2024, regarding the issuance of a Bond Loan of up to €100 million, with organizers Piraeus Bank and National Bank of Greece, and initial bondholders Piraeus Bank, National Bank of Greece, Optima Bank, and Attica Bank (and the merged entity with the latter, Pancreta Bank), with Piraeus Bank acting as the representative of the bondholders, announced that on March 31, 2025, it signed an agreement to extend the maturity of the loan from June 30, 2025, to January 30, 2026. It is noted that, following the payments already made as provided in the terms of the Bond Loan agreement, the outstanding principal amounts currently to €90 million. On April 7, 2025, the Company announced that its subsidiary INTRALOT New Zealand Ltd., has signed with the Department of Internal Affairs (DIA) of New Zealand a six-year contract extension from 2026 to 2032, with a one-year further extension option, for the provision of Electronic Monitoring System (EMS) solution for Class 4 (non-casino) electronic gaming machines. In parallel, DIA has exercised its right to utilize the one-year extension option in the current EMS Service Agreement with INTRALOT New Zealand for continued supply of the EMS, extending the agreement from 10 May 2025 to 10 May 2026. On April 16, 2025, the Company announced that its U.S. subsidiary INTRALOT, Inc. has extended its gaming systems contract with the New Hampshire Lottery Commission for an additional seven years, ensuring continued cutting-edge technology and high-quality services support through September 2033. On June 26, 2025, the Company announced that its U.S. subsidiary, INTRALOT, Inc., and the Idaho Lottery have agreed to a 10-year contract extension, reaffirming an established partnership and based on Company’s commitment to deliver innovative, technology-based lottery equipment and services. The extension officially takes effect in September 2027 and will include the statewide roll-out of new industry- leading equipment to enhance player experiences, while increasing benefits – financially and in player satisfaction -for the State of Idaho and Gem State residents. On July 1st 2025, the Company, further to the notifications dated July 1, 2025 received by Mr. Soohyung Kim and the company “Acme Amalgamated Holdings, LLC”, announced the following significant changes 22
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 in the major holdings held by persons subject to the notification obligations: On 30 June 2025, the company under the trade name “PE Sub Holdings, LLC”, an indirect subsidiary of “Bally’s Corporation” which is indirectly controlled by “Acme Amalgamated Holdings, LLC” and ultimately controlled by Mr. Soohyung Kim (as shown in detail below), acquired 39.136.435 common registered shares in the Company and the corresponding voting rights which represent 6,48% of the Company’s total voting rights, surpassing the thresholds for notifying changes in significant shareholdings of L. 3556/2007. The above percentage of voting rights is being added to the percentage of 26,86% of the total number of voting rights of the Company (corresponding to 162,269,046 shares and voting rights) that is already being held directly by “CQ Lottery LLC”, which is also an indirect subsidiary of “Bally’s Corporation”, indirectly controlled by “Acme Amalgamated Holdings, LLC” and ultimately controlled by Mr. Soohyung Kim (as shown in detail below). Therefore, following the above acquisition of shares by “PE Sub Holdings LLC”, Mr. Soohyung Kim indirectly holds 201.405.481 shares and voting rights representing a percentage of 33,34% of the total number of the voting rights of the Company through the following chain of companies, which he controls: • Mr. Soohyung Kim controls 99,99% of the share capital of “Acme Amalgamated Holdings, LLC”; • “Acme Amalgamated Holdings, LLC” controls 90,625% of the share capital of “Standard General ANNOUNCEMENT Public Management, LLC”; • “Acme Amalgamated Holdings, LLC” controls 99,1% of the share capital of “Standard General GP LLC” (19,1% directly and 80% indirectly through “Standard General Management, LLC”); • “Standard General GP LLC” controls “Standard General Master Fund II L.P” and “Standard General Master Fund L.P”; • “Standard General Master Fund II L.P” and “Standard General Master Fund L.P” collectively control 59,84% of the share capital of “Bally’s Holdco LLC” (former “SG CQ Gaming LLC”) (49,97 % is controlled by “Standard General Master Fund II L.P” and 9,87% is controlled by “Standard General Master Fund L.P”); • “Bally’s Holdco LLC” (former “SG CQ Gaming LLC”) controls 55,6% of the share capital of “Bally’s Corporation”; • “Bally’s Corporation” controls: (a) 100% of the share capital of “The Queen Casino & Entertainment Inc.” which in turn controls 100% of the share capital of “CQ Lottery LLC” and (b) 100% of the share capital of “Premier Entertainment Parent, LLC” which in turn controls 100% of the share capital of “Premier Entertainment Sub, LLC” which in turn controls 100% of the share capital of “PE Sub Holdings, LLC”. The above acquisition of shares and voting rights in the Company by “PE Sub Holdings, LLC” triggers a mandatory tender offer, according to art. 7 par. 1 of L. 3461/2006. Also, on July 1st 2025, the Company and Bally’s Corporation announced that their respective Boards of Directors approved their entry into a definitive transaction agreement (“Transaction Agreement”) pursuant to which Company will acquire Bally’s International Interactive business (the “International Interactive Business”) in a cash-and-shares transaction that values the International Interactive Business at an enterprise value of €2.7 billion (the “Transaction”). Also, on July 1st, 2025, the Company announced that as informed on 1/7/2025 by the company 23
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 "ALPHACHOICE SERVICES LIMITED", "ALPHACHOICE SERVICES LIMITED" proceeded on 30/06/2025 to the disposal of 39.136.435 common registered shares with voting rights of the Company. Thus, the voting rights held "ALPHACHOICE SERVICES LIMITED" now amount from 120.401.087, i.e. 19.931% based on the previously disclosed position, to 81.264.652 out of a total of 604.095.621, i.e. 13.452%. "ALPHACHOICE SERVICES LIMITED" is a company controlled by "K-GENERAL INVESTMENTS AND SYSTEMS SINGLE- MEMBER HOLDINGS SOCIETE ANONYME" (distinctive title "K-SYSTEMS"), of which the sole shareholder is Mr. Socratis P. Kokkalis. As a result, Mr. Socratis P. Kokkalis now holds a total of 85.535.010 voting rights on the Company's shares, out of a total of 604.095.621, i.e. 14,159%, of which 822.083 directly voting rights (i.e. 0,136%) and indirectly 84.712.927 voting rights (14,023%) against a previous total percentage of 20,638% of the total voting rights of the Company, through the successively controlled companies: - "K- GENERAL INVESTMENTS AND SYSTEMS SINGLE-MEMBER HOLDINGS SOCIETE ANONYME" (distinctive title "K-SYSTEMS"), the sole shareholder of which is Mr. Socratis P. Kokkalis, aa) "ALPHACHOICE SERVICES LIMITED", a company controlled by "K-SYSTEMS", as above, and bb) "CLEARDROP HOLDINGS LIMITED", a company also controlled by "K-SYSTEMS", whose percentage of voting rights on Company’s shares remains 0,571% (i.e. 3.448.275 voting rights) out of a total of 604.095.621 voting rights of the Company. On July 3, 2025, the Company informed the investing public that its Board of Directors on 1.7.2025, by a majority of nine (9) votes out of a total of eleven (11) - due to two (2) abstentions (due to conflict of interest, within the meaning of article 97 par. 3 of Law 4548/2018) - decided, pursuant to articles 99-101 of Law 4548/2018, granting permission for the conclusion of the Agreement (as defined below) and the completion of the Transaction (as defined below) regarding the acquisition, by the Company Group, of its indirect wholly-owned subsidiary Bally’s Corporation (“Bally’s”) under the name Bally’s Holdings Limited, a company incorporated under the laws of Jersey (the “Transferred Company”). The transaction relates to the acquisition of all the shares of the Transferred Company, including its subsidiaries and their activities, of a total agreed value of 2.665.819.000 Euro, part of which will be paid in cash, for an amount of 1.530.000.000 Euro, while, as regards the remaining, the payment will be made by the issuance and delivery of 873.707.073 new shares of the Company following an increase in its share capital (the "Transaction"). For the purpose of the Transaction, the Company and Bally’s have entered into a Transaction Agreement (the “Agreement”), the signature of which is imminent in order to become binding. On July 15, 2025, the Company informed the investing public, that its Board of Directors on 14.7.2025, by a majority of nine (9) votes out of a total of eleven (11) - including two (2) abstentions (due to conflict of interest, within the meaning of article 97 par. 3 of Law 4548/2018) – ascertained the lapse of the ten-day period provided for in Article 100 par. 3 of the same law for the shareholders of the Company to exercise their right to convene a General Meeting on the granting of a special permission in accordance with Articles 24
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 99 to 101 of the same law, for the conclusion of an agreement and completion of the transaction concerning the acquisition, by the Company’s Group, of Bally’s Holdings Limited, a wholly owned indirect subsidiary of Bally’s Corporation, a company incorporated under the laws of Jersey, pursuant to the extract of the minutes of its Board of Directors dated 1.7.2025, which was registered with the General Commercial Registry (G.E.MI.) under Registration Number 5420684/3.7.2025. On July 17, 2025, the Company informed the investor community and its stakeholders that on July 15, 2025, the Maryland Lottery and Gaming Control Commission approved the recommendation to award a new Lottery Central Monitoring and Control System (LCMCS) contract to its US subsidiary, Intralot, Inc. following a competitive bidding process. The vendor awarded the contract will manufacture the counter terminals and self-service vending machines that sell tickets at 4.300 Maryland Lottery retailer points of sale; develops the software that runs the system’s sales and accounting functions; and provide numerous related services that are necessary to operate the Maryland Lottery. The term of the contract is 10 years with a possible 5 + 1 year extension. As part its proposal to the State, the Company has engaged nine local business enterprises (MBE) to service the Maryland Lottery contract. Historically, vendors have used fewer MBE partners, but the Company believes its new approach will create far greater opportunities for local communities. Company’s financial proposal corresponds to a total estimated contract term price of $260.393.946. The Gaming Control Commission’s approval is an intermediary step in the award process for approving any future contract. On July 21, 2025, the Company, further to its announcements dated 1 July 2025 regarding the acquisition of Bally’s International Interactive business and dated 3 and 15 July 2025 regarding the granting of permission for the conclusion of the above related party transaction, announced to the investing public that on 18 July 2025 it has signed the definitive transaction agreement with Bally’s Corporation for the above acquisition. On August 4, 2025, the Company informed the investment community that the Maryland State Lottery and Gaming Control Agency (USA), despite an initially favorable recommendation, has ultimately rejected the bid submitted by its subsidiary, Intralot, Inc., for the award of a contract for a new Central Lottery Monitoring and Control System in the State. The rejection was based on the alleged failure to meet the minimum required percentage of subcontracting to local subcontractors. This decision comes as a great surprise, especially considering that Intralot, Inc. had allocated a significantly higher percentage of the project to local subcontractors than the minimum required. Moreover, the company had provided the Commission with very detailed clarifications, and the Commission was fully aware of the identity and role of these subcontractors. In fact, the Commission initially ruled that all participants in the bidding process complied with the requirements of the relevant RFP — something the Commission itself acknowledges. The Company reserves all its legal rights and intends to pursue every legal remedy available to protect the 25
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 interests of its shareholders. The bid submitted by Intralot, Inc. is technically sound and by far the most financially advantageous, significantly outperforming the second-best offer. Should it not be accepted, the State of Maryland stands to lose a substantial financial benefit. On August 6, 2025, the Company posted on ATHEX as so as on its website the Reasoned Opinion of its BoD regarding the mandatory Tender Offer of the company “PE SUB HOLDINGS, LLC". On August 21, 2025, the Company notified the 3rd interest payment period of the Common Bond Loan, which issued on 27.02.2024: • record date for the beneficiaries: 26.08.2025, • gross interest amount: €3.921.666,67 • payment of the interest amount: 27.08.2025. On August 26, 2025, the Company announced the Invitation of the Bondholders of the common bond loan in the amount of €130.000.000 in the context of the completion of the Transaction between the Company and Bally’s. On August 28, 2025, the Company announced that its U.S. subsidiary, INTRALOT, Inc., has been awarded a new contract to provide the Montana Lottery with a next-generation lottery operating system and related services, including continued support for its Sports Bet Montana wagering product. On September 5, 2025, the Company announced that “PE Sub Holdings, LLC”, a legal entity closely associated with Mr. Soohyung Kim, Vice Chairman and Non-Executive Member of the Company’s Board of Directors, on 5.9.2025 acquired 6.129.397 Common Registered shares, with voting rights of the Company, for a total value of €6.558.454,79, in the context of the completion of the Mandatory Tender Offer commended on 2 July 2025 by “PE Sub Holdings, LLC” for the acquisition of all the ordinary, registered voting shares of the Company according to art. 7 par. 1 of Law 3461/2006. On September 10, 2025, the Company, following the Invitation of the Board of Directors of the Company dated 25.08.2025 in relation to the €130m common bond loan, published an announcement regarding the participation fee for the Bondholders. On September 16, 2025, the Company announced that following the completion of the Bondholders’ Meeting, all items of the Agenda were voted on and approved, in accordance with the recommendations of the Company's Board of Directors. On September 19, 2025, the Company further to the announcement dated 21 July 2025 regarding the signing of the definitive transaction agreement with Bally’s Corporation (NYSE: BALY) for the acquisition of 26
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Bally’s International Interactive business (the “Acquisition”), announces to the investing public that it has signed, through an indirectly wholly-owned subsidiary, a £400 million (€460 million euro-equivalent) six- year senior secured term loan agreement with institutional lenders and has secured €200 million in binding financing commitments for a four-year amortizing term loan from a consortium of Greek banks (collectively, the “New Term Financing”). On September 22, 2025, the Company announced launch of €850.000.000 Senior Secured Notes through its indirect subsidiary Intralot Capital Luxembourg S.A. On September 25, 2025, the Company announced the successful pricing of €600.000.000 Senior Secured Notes due 2031 at 6,750% and €300.000.000 Senior Secured Floating Rate Notes due 2031 at EURIBOR plus 4,500%. On September 30, 2025, the Company issued an announcement regarding the increase in its Share Capital. On October 1, 2025, the Company proceeded to an announcement-invitation to the investors regarding the public offering in Greece of a new, common registered voting dematerialized shares, from Wednesday October 1, 2025, until Friday October 3, 2025. Also, on October 1, 2025, the Company proceeded to an announcement regarding the designated target market for the new common shares issued by the company. Also, on October 1, 2025, the Company announced that launches combined offering of new ordinary, registered voting shares of nominal value of €0,30 each today, as part of its share capital increase with offering price of up to €1.27 per share in cash, starting on October 1, 2025, and ending on October 3, 2025. Also, on October 1, 2025, the Company announced the successful issuance of €900.000.000 aggregate principal amount of Senior Secured Notes due 2031. On October 3, 2025, the Company announced that Mrs. Adamantini Lazari, Independent Non-Executive Member of the Company’s Board of Directors, on 30.09.2025 acquired one (1) Senior Note due 2031, 6,75%, of the Company’s wholly owned subsidiary, Intralot Capital Luxembourg S.A., for a total value of €100.000,00. On October 6, 2025, the Company announced the offering price of the new, common registered, voting shares and the final number of new combined offering shares. On October 8, 2025, the Company announced to the investing public the outcome of the combined offering of the new, common, registered shares involving the disposal of a total of 390.000.000 shares at a final 27
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 offering price of €1,10 per share, along with the concurrent issuance in kind of 873.707.073 new common registered shares. At the same time, on the same date, the company announced that Thursday, October 9, 2025, was set as the commencement date for trading of the new shares." Also, on October 8, 2025, the Company announced that it proceeded with the full repayment, including capital, expenses, and interest, of the Bond Loan dated March 27, 2024 (disbursed on March 28, 2024) in the original aggregate principal amount of €100.000.000. The original bondholder’s lenders were PIRAEUS BANK, NATIONAL BANK OF GREECE, OPTIMA BANK, ATTICA BANK, and PANCRETA BANK, with PIRAEUS BANK acting as the bondholders’ representative. On October 9, 2025, the Company for the purpose of facilitating the calculation of the acquisition limits or disposal of significant holdings by shareholders or holders of rights, informed that after the completion of the share capital increase, its share capital now amounts to €560.340.808,20, divided into 1.867.802.694 common, nominal, intangible, voting shares, with a nominal value of €0,30 each. On October 10, 2025, the Company announced the repayment in full of a $230.000.000 Bank Loan in USA. Also, on October 10, 2025, the Company informed the investing public with the following: • the legal entity “PE SUB HOLDINGS, LLC”, which is affiliated with and controlled by Mr. Soohyung Kim, Vice-Chairman of the Company’s Board of Directors, on 09.10.2025 proceed to the acquisition of 592,707,281 Common Registered shares, with voting rights of the Company, for a total value of €770.519.465,30, • the legal entity “PREMIER ENTERTAINMENT SUB, LLC”, which is affiliated with and controlled by Mr. Soohyung Kim, Vice-Chairman of the Company’s Board of Directors, on 09.10.2025 proceed to the acquisition of 280.999.792 Common Registered shares, with voting rights of the Company, for a total value of €365.299.729,60. • the legal entity “ALPHACHOICE SERVICES LIMITED”, which is affiliated with and controlled by Mr. Sokratis P. Kokkalis, Chairman of the Company’s Board of Directors, on 09.10.2025 proceed to the acquisition of 4.550.000 common registered shares, with voting rights of the Company, for a total value of €5.005.000,00, • the legal entity “INTRACOM HOLDINGS”, which is affiliated with Mr. Sokratis P. Kokkalis, Chairman of the Company’sBoard of Directors, on 09.10.2025 proceed to the acquisition of 18.600.000 common registered shares, with voting right of the Company, for a total value of €20.460.000,00. In the same date, the Company informed the investing public that following the completion of the Company’s share capital increase and the crediting of the new shares: 28
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 • Mr. Soohyung Kim indirectly holds 1.081.241.951 shares and voting rights representing a percentage of 57,888% of the total number of the voting rights of the Company, through the entities “PE Sub Holdings, LLC”, “Premier Entertainment Sub, LLC”, and “CQ Lottery LLC”. • the percentage of the total voting rights of Mr. Sokratis P. Kokkalis on the Company’s shares amounts to a total percentage (directly and indirectly) 4,823% (i.e. 90.085.010 voting rights in a total of 1.867.802.694 voting rights of the Company), of which 0,044% directly (i.e. 822.083 voting rights) and 4,779% indirectly (i.e. 89.262.927 voting rights), through the company “Κ-GENERAL INVESTMENTS AND SYSTEMS SINGLE Public MEMBER HOLDINGS SOCIÉTÉ ANONYME” (distinctive title “K-SYSTEMS”), sole shareholder of which is Mr. Sokratis P. Kokkalis. • “INTRACOM SA HOLDINGS” now holds in total 79.034.501 common registered shares in the Company, corresponding 4,231% of the Company’s total voting rights (i.e. 79.034.501 voting rights in a total of 1.867.802.694 voting rights of the Company). On November 10, 2025, the Company informed the investing public that the participation fee to the beneficiary bondholders of its €130.000.000 common bond loan, amounting to euro forty (€40) per bond, was paid the same date. On November 13, 2025, the Company announced that t its U.S. subsidiary, Intralot, Inc., has signed a new 10-year contract with the Arkansas Scholarship Lottery (ASL), continuing a strong partnership that began in 2009. On November 19, 2025 the Company announced that its fully controlled subsidiary, Intralot Global Holdings BV, disposed the total amount of shares it held in Karenia Enterprises Company Limited, through which it controlled all of its participation in the Athens Resort Casino S.A., a shareholder of North Star S.A. which is the entity that holds the license of the Parnitha Casino in Athens, to Larimar Services Inc., for a total consideration of €8 million. On November 28, 2025 the Company hereby informs the investing public, according to Law 3556/2007 and the article 19 of the Regulation 596/2014/EU, that the legal entity “BLUE OAK FINANCE SOCIETE ANONYME”, which is affiliated with Mr. Dimitrios Theodoridis, Non-Executive Member of the Company’s Board of Directors, on 27.11.2025 proceeded to the acquisition of 200.000,00 common registered shares, with voting rights of the Company, for a total value of €192.000,00. Also on November 28, 2025, the Company hereby informs the investing public, according to Law 3556/2007 and the article 19 of the Regulation 596/2014/EU, that the legal entity “PE Sub Holdings, LLC”, a legal entity closely associated with Mr. Soohyung Kim, Vice Chairman and Non-Executive Member of the Company’s Board of Directors, on 28.11.2025 proceeded to the acquisition of 3.000.000 Common 29
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Registered shares, with voting rights of the Company, for a total value of €3.005.256. On December 1, 2025, the Company hereby informs the investing public according to Law 3556/2007 and the article 19 of the Regulation 596/2014/EU, that INTRACOM SA HOLDINGS, a legal entity associated with Mr. Sokratis P. Kokkalis, Chairman of the Company’s Board of Directors, on 28.11.2025 acquired 1,000,000 Common Registered shares, with voting rights of the Company, for a total value of €999.672,87. On December 3, 2025, the Company hereby informs the investing public according to Law 3556/2007 and the article 19 of the Regulation 596/2014/EU, that the legal entity “PE Sub Holdings, LLC”, a legal entity closely associated with Mr. Soohyung Kim, Vice Chairman and Non-Executive Member of the Company’s Board of Directors, proceeded a) on 1.12.2025 to the acquisition of 3.000.000 common registered shares, with voting rights of the Company, for a total value of €3.040.197, b) on 2.12.2025 to the acquisition of 1.800.000 common registered shares, with voting rights, of the Company’s, for a total value of €1.869.562,80, and c) on 3.12.2025 to the acquisition of 1.900.000 common registered shares, with voting rights of the Company, for a total value of €1.972.205,70. On December 11, 2025, the Company hereby informs the investing public according to Law 3556/2007 and the article 19 of the Regulation 596/2014/EU, that the legal entity “PE Sub Holdings, LLC”, a legal entity closely associated with Mr. Soohyung Kim, Vice Chairman and Non-Executive Member of the Company’s Board of Directors, proceeded a) on 8.12.2025 to the acquisition of 664.000 common registered shares, with voting rights of the Company, for a total value of €694.421.16, b) on 9.12.2025 to the acquisition of 580.000 common registered shares, with voting rights of the Company, for a total value of €601.970,98, and c) on 10.12.2025 to the acquisition of 481.000 common registered shares, with voting rights of the Company, for a total value of €498.229,42. On December 17, 2025, INTRALOT hereby informs the investing public according to Law 3556/2007 and the article 19 of the Regulation 596/2014/EU, that INTRACOM SA HOLDINGS, a legal entity associated with Mr. Sokratis P. Kokkalis, Chairman of the Company’s Board of Directors, on 16.12.2025 acquired 300.000 Common Registered shares, with voting rights of the Company, for a total value of €302.686,00. Also on December 17, 2025, the Company hereby informs the investing public according to Law 3556/2007 and the article 19 of the Regulation 596/2014/EU, that the legal entity “PE Sub Holdings, LLC”, a legal entity closely associated with Mr. Soohyung Kim, Vice Chairman and Non-Executive Member of the Company’s Board of Directors, proceeded a) on 12.12.2025 to the acquisition of 535.000 common registered shares, with voting rights of the Company, for a total value of €549.580,35, b) on 15.12.2025 to the acquisition of 620,000 common registered shares, with voting rights of the Company, for a total value of €635.780,24, c) on 16.12.2025 to the acquisition of 1.100.000 common registered shares, with voting rights of the Company, for a total value of €1.112.818,30, and d) on 17.12.2025 to the acquisition of 920.000 common 30
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 registered shares, with voting rights of the Company, for a total value of €924.709,48. On December 18, 2025, the Company hereby informs the investing public according to Law 3556/2007 and the article 19 of the Regulation 596/2014/EU, that INTRACOM SA HOLDINGS, a legal entity associated with Mr. Sokratis P. Kokkalis, Chairman of the Company’s Board of Directors, on 17.12.2025 acquired 244.000 Common Registered shares, with voting rights of the Company, for a total value of €245.443,70. On December 19, 2025, the Company hereby informs the investing public according to Law 3556/2007 and the article 19 of the Regulation 596/2014/EU, that INTRACOM SA HOLDINGS, a legal entity associated with Mr. Sokratis P. Kokkalis, Chairman of the Company’s Board of Directors, on 18.12.2025 acquired 100.000 Common Registered shares, with voting rights of the Company, for a total value of €103.509,88. Also on December 19, 2025, the Company, following the resolution of the Extraordinary General Meeting of its shareholders dated 19.12.2025 which approved, among others, the establishment of a Share Buy- back Program (the “Share Buy-back Program” or the “Program”), announces to the investment community its intention to commence the implementation of the Program. The maximum number of shares to be acquired under the Share Buy-back Program will not exceed the approved by Extraordinary General Meeting limit of 10% of the Company’s paid-up share capital, i.e. 186.780.269 shares with minimum acquisition price €0,80 and maximum acquisition price €1,50, to be effective from 19.12.2025 until 19.12.2027, and with the possibility of distributing the shares acquired to the Company's personnel or to the personnel of an affiliated company (in accordance with article 32 of Law 4308/2014) and/or retaining them for the future acquisition of another company’s shares. On December 23, 2025, the Company hereby informs the investing public according to Law 3556/2007 and the article 19 of the Regulation 596/2014/EU, that INTRACOM SA HOLDINGS, a legal entity associated with Mr. Sokratis P. Kokkalis, Chairman of the Company’s Board of Directors, on 22.12.2025 acquired 125.000 Common Registered shares, with voting rights of the Company, for a total value of €128.654,99. Also on December 23, 2025, the Company hereby informs the investing public according to Law 3556/2007 and the article 19 of the Regulation 596/2014/EU, that the legal entity “PE Sub Holdings, LLC”, a legal entity closely associated with Mr. Soohyung Kim, Vice Chairman and Non-Executive Member of the Board of Directors of Bally’s Intralot, proceeded a) on 18.12.2025 to the acquisition of 987.000 common registered shares, with voting rights, of Bally’s Intralot, for a total value of €1.006.395,54, and b) on 19.12.2025 to the acquisition of 1.242.000 common registered shares, with voting rights, of Bally’s Intralot, for a total value of €1.299.164,29. Also on December 23, 2025, the Company further to the notifications dated December 23, 2025 received by (a) Mr. Soohyung Kim, and (b) the company “Acme Amalgamated Holdings, LLC” announces the 31
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 following significant changes in the major holdings held by persons subject to the notification obligations: On December 18, 2025, “PE Sub Holdings, LLC”, an indirect subsidiary of “Premier Entertainment Sub, LLC” and indirect subsidiary of “Bally’s Corporation” which is indirectly controlled by “Acme Amalgamated Holdings, LLC” and ultimately by Mr. Soohyung Kim (as shown in detail below), acquired through market purchases 987.000 common registered shares and the corresponding voting rights which represent 0,053% of the total voting rights of the Company. Thus, the aggregate number of voting rights held by “Premier Entertainment Sub, LLC” in the Company (directly 280.999.792 common registered shares with the corresponding voting rights which represent 15,044% of the total voting rights of the Company and indirectly through its indirect subsidiary “PE Sub Holdings, LLC”, 653.560.113 common registered shares with the corresponding voting rights which represent 34,991% of the total voting rights of the Company) exceeded the threshold of 50% of the Company’s total voting rights, under Greek law 3556/2007. The aforementioned acquired number of Company’s shares (987.000) and its corresponding percentage of voting rights (0,053%) is being added to (a) the percentage of 34,938% (corresponding to 652.573.113 shares and voting rights of the Company) that is already held directly by “PE Sub Holdings, LLC”, (b) the percentage of 15,044% (corresponding to 280.999.792 shares and voting rights of the Company) that is already held directly by “Premier Entertainment Sub, LLC” and (c) the percentage of 8,688% (corresponding to 162.269.046 shares and voting rights of the Company) that is already held directly by “CQ Lottery LLC”, which is also an indirect subsidiary of “Bally’s Corporation”, indirectly controlled by “Acme Amalgamated Holdings, LLC” and ultimately controlled by Mr. Soohyung Kim (as shown in detail below). Therefore, following the above acquisition of shares by “PE Sub Holdings, LLC”, Mr. Soohyung Kim indirectly holds 1.096.828.951 shares and voting rights representing a percentage of 58,723% of the total number of the voting rights of the Company. The Company, according to article 49 of the Law 4548/2018 and in the context of the resolution of its Extraordinary General Meeting of Shareholders dated 19.12.2025, notified that in the period from 23.12.2025 until 31.12.2025 proceeded with the purchase of 1.362.000 own shares with a total value of €1.429.160,76 which corresponds to 0,073% of its total share capital. M&A Activity On May 21, 2025, in reply to the query no. 1147/21.05.2025 of the Hellenic Capital Market Commission and in relation to press reports concerning the acquisition of a company in Australia, the Company clarified that no binding agreement of this kind exists. Currently, the Company is not conducting any negotiations relating to any acquisition in Australia. On October 10, 2025, the Company announced the completion of acquisition of Bally’s International Interactive Business for €2,7 Billion. 32
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Organizational Change On November 11, 2025, Bally’s Intralot announced that during the meeting of its Board of Directors on November 7th, 2025, Mr. Robeson Mandela Reeves was elected as new Board of Directors member, in replacement of the resigned member Mr. Konstantinos Farris, and was appointed as new Chief Executive Officer of the company. The Board of Directors of Bally’s Intralot was formed into body as follows: 1. Sokratis Kokkalis, Chairman of the Board of Directors, non-executive member, 2. Soohyung Kim, Vice Chairman of the Board of Directors, non-executive member, 3. Robeson Mandela Reeves, Chief Executive Officer, executive member, 4. Nikolaos Nikolakopoulos, executive member, 5. Chrysostomos Sfatos, executive member, 6. Dimitrios Theodoridis, non-executive member, 7. Vladimira-Donkova Mircheva, non-executive member, 8. Ioannis Tsoumas, independent non-executive member, 9. Adamantini Lazari, independent non-executive member, 10. Dionysia Xirokosta, independent non-executive member, and 11. Georgios Karamichalis, independent non-executive member. Mr. Chrysostomos Sfatos assumed the position of Chief Operating Officer. It is noted that the conditions and criteria provided for in the legislation regarding the composition of the Board of Directors continue to be met. The Board of Directors of Bally’s Intralot has been elected by the General Meeting of the Company's shareholders for a six-year term as from 30.05.2024. Furthermore, on March 4, 2026, Bally’s Intralot announced the departure of Mr. Nikos Nikolakopoulos, President, Lotteries and Executive Board Member, from his Executive role effective 16 March 2026, and he continues to serve as Non-Executive Board Member. Mr. Chrysostomos Sfatos, who continues to serve as Chief Operating Officer and Executive Board Member, will additionally assumed the role of President, Lotteries ensuring the company’s commitment to strategic growth, operational excellence, and long-term value creation. On April 6, 2026, Bally’s Intralot following its announcement dated 4.3.2026 as well as the registration dated 24.3.2026 with the General Commercial Registry (G.E.M.I.) of the Board of Directors’ resolution dated 16.3.2026, notified the reconstitution of the Board of Directors into a body as follows: 1. Sokratis Kokkalis, Chairman of the Board of Directors, non-executive member, 2. Soohyung Kim, Vice Chairman of the Board of Directors, non-executive member, 3. Robeson Mandela Reeves, Chief Executive Officer, executive member, 4. Chrysostomos Sfatos, executive member 5. Nikolaos Nikolakopoulos, non-executive member, 33
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 6. Dimitrios Theodoridis, non-executive member, 7. Vladimira-Donkova Mircheva, non-executive member, 8. Ioannis Tsoumas, independent non-executive member, 9. Adamantini Lazari, independent non-executive member, 10. Dionysia Xirokosta, independent non-executive member, and 11. Georgios Karamichalis, independent non-executive member. Significant Events after the end of FY25 - until the date of the Financial Statements release On January 13, 2026, the change of the name of the company “INTRALOT S.A. Integrated Lottery Systems and Services” to the new name “Bally’s Intralot S.A.” and the distinctive title “Bally’s Intralot”, pursuant to the resolution of the Company’s extraordinary shareholders meeting dated December 19, 2025, was announced. The Ministry of Development & Investment with its decision no 3926429ΑΠ/22.12.2025 approved the relevant amendment of the Company’s articles of association and the Athens Stock Exchange on January 13, 2026, was informed of the above decision. Following the above, by decision of the Company, as of January 15, 2026, the Company's name in the Athens Stock Exchange systems was changed to “Bally’s Intralot S.A.” and the distinctive title to “Bally’s Intralot”. At the same time, the OASIS code of the share of the Company (ticker) was changed from the current INLOT to the new BYLOT, which will be in Latin characters only. On January 23, 2026, Bally’s Intralot hereby informs the investing public, according to Law 3556/2007 and the article 19 of the Regulation 596/2014/EU, that Mr. Konstantinos Farris, Senior Consultant of Bally’s Intralot, on 20.01.2026 acquired one (1) Senior Note due 2031, 6,75%, of Bally’s Intralot’s wholly owned subsidiary, Intralot Capital Luxembourg S.A., for €99.450,00. On February 20, 2026, Bally’s Intralot notified the 4th interest payment period of the Common Bond Loan, which issued on 27.02.2024: • record date for the beneficiaries: 26.02.2026, • gross interest amount: €3.986.666,67 • payment of the interest amount: 27.02.2026. On April 14, 2026, Bally’s Intralot S.A. announced that its Canadian subsidiary, Intralot Canada Ltd., has signed a new contract with the British Columbia Lottery Corporation (BCLC) for the provision of Shared Services, an integrated model governed by BCLC, to accelerate the continued evolution of its lottery technology and to strengthen lottery operations, for the benefit of players across the Province. 34
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Bally’s Intralot S.A. (distinctive title “Bally’s Intralot”), according to article 49 of the Law 4548/2018 and in the context of the resolution of its Extraordinary General Meeting of Shareholders dated 19.12.2025 as well as corresponding notifications, in the period from 2/1/2026 until 9/4/2026 proceeded with the purchase of 19.675.618 own shares with a total value of €18.467.314,47, which corresponds to 1,053% of its total share capital. Following the above, Bally’s Intralot holds 21.037,618 own shares, corresponding to 1,126% of its total share capital. Economic Conditions Following the transformational transaction completed in 2025 and the successful strengthening of its capital structure, Bally’s Intralot enters the new fiscal year with enhanced scale, increased financial flexibility and a significantly broadened international footprint. The acquisition of Bally’s International Interactive business and the comprehensive refinancing of the Group’s indebtedness have repositioned the Company as a leading global lottery and interactive gaming technology platform, well-equipped to pursue sustainable long-term growth. While the global macroeconomic environment continues to present uncertainties, including geopolitical tensions, inflationary pressures, currency volatility and evolving trade policies, the gaming and lottery sector has historically demonstrated resilience across economic cycles. Nevertheless, increasing protectionist trends, regulatory complexity and localized compliance requirements may create operational challenges and cost pressures in certain jurisdictions. In this context, the Group’s diversified geographic presence, long-term contractual framework and strengthened balance sheet mitigate exposure to localized disruptions. Management closely monitors global economic developments and maintains a disciplined approach to capital allocation, liquidity management and operational efficiency. The enhanced capital structure following the 2025 refinancing initiatives provides improved debt maturity visibility and supports the execution of the Group’s strategic objectives. Through continuous innovation, prudent financial management and strong partnerships with state and private operators, Bally’s Intralot remains well-positioned to navigate evolving economic conditions and deliver sustainable value to its shareholders and stakeholders. 35
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Business Activities Bally’s Intralot, following acquisition of the International Interactive Business of Bally's in October 2025, is a top iGaming operator and a leading global provider of lottery solutions. Listed on the Athens Stock Exchange, Bally’s Intralot benefits from access to international capital markets to support growth and strategic initiatives, strengthening its presence and competitiveness both locally and globally. Building on Bally’s International Interactive proven digital B2C operational expertise and Intralot’s long- standing leadership in lottery regulated gaming across all five continents, Bally’s Intralot is uniquely positioned across digital online gaming markets, lottery, iLottery, and sports betting. This strategic combination brings together complementary strengths to form a scaled, independent global champion, capable of addressing a significantly expanded addressable market while operating with deep regulatory expertise across multiple jurisdictions. Value chain of gaming market The Group, under its contracts and licenses, operates as both a Business to Consumer (“B2C”) operator, managing frontline customer-facing activities, and a Business to Business (“B2B”) operator, managing the back-office and support activities of the value chain for other “B2C” operators, which may be public and/or state-owned. In practice, Bally’s Intralot, in its “B2B” role, provides hardware and software solutions as well as operational support services to “B2C” operators. Its presence across the end-to-end gaming value chain offers Bally’s Intralot a distinctive advantage, enabling the Group to transfer knowledge and best practices between its “B2C” to “B2B” operations. B2C and B2B Operations The Group’s operations are organized into B2B and B2C segments, with each segment providing a distinct set of services across the gaming value chain. The following section details the key services, holders, and geographies for each segment. B2C Operations Provision of: • Operation of licensed gaming activities • End-to-end management of player-facing gaming services • Delivery of gaming products and player experience Holder of the License: • We or our clients (in case of fully managed gaming services provided to players) maintain the license, which is acquired from a competent local/state government authority 36
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Geographies: • United Kingdom, Argentina, Turkey, Spain B2Β Operations Provision of: • Technology solutions (central gaming system, lottery terminals, telecommunications systems/solutions • Supply of related peripheral equipment and software • Implementation, maintenance, and technical support services • Monitoring systems for gaming and VLT operations • Operational management and day-to-day support for operators • Marketing services and sales network development and management • Risk management and odds setting for sports betting Holder of the License: • State or state-licensed operator maintains the license Geographies: • United States, United Kingdom, Greece, Australia, New Zealand, Canada, Argentina, Croatia, Chile, Netherlands, Ireland, Germany, Malaysia, Morocco, Taiwan, Peru The following diagram presents our revenue per geographical region and activity line for the twelve months ended December 31, 2025: 37
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Game Categories Our services are offered across 6 distinct gaming market products, namely: • Lottery Games, include the operation and supply of technology services for numerical and traditional lottery games, instant tickets and fast draw games. • Sports Betting, includes the operation, supply of technology, bookmaking, and risk management services. • iGaming, includes an extensive casino game offering, including but not limited to slot games, casino table games, e-Instants, bingo, poker and live casino games • IT Products and Services, include technology and operational services to state and state-licensed organizations. • B2C services, include multi-brand casino and bingo operations management. • Video Lottery Terminals/Amusement with Prizes Machines, include solutions and services for VLT monitoring, gaming venues and server-based gaming. The following diagram presents our revenue per game type for the twelve months ended December 31, 2025: 38
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Bally’s Intralot Solutions, Products and Services Product Strategy Bally’s Intralot develops and delivers an integrated portfolio of next-generation gaming technology products and services, continuously shaped by robust R&D, customer insight, and global market trends. Guided by a forward-looking innovation agenda, the company’s holistic omni-channel ecosystem, spanning retail, online, and mobile, evolves relentlessly to elevate the player experience and empower operators with future-ready capabilities. A major strategic milestone is the acquisition of Bally’s International Interactive in Q4 2025, which strengthens the unified company's digital leadership, enhances its diversified iGaming and lottery offering, and unlocks significant cross-market synergies, scale, and data-driven innovation for its product strategy. Responding proactively to our customers’ challenges and objectives, Bally’s Intralot product strategy aims to accelerate sustainable growth by leveraging the full power of its advanced platforms and services. Our solutions play a critical role in helping customers deliver compelling, responsible, and compliant gaming experiences that drive revenue and long-term value creation. This strategy enables our partners to achieve: • Expansion of distribution channels and frictionless access to play • Rapid enhancement of games portfolios with accelerated time-to-market • A rich variety of marketing capabilities and promotional activities • Real-time reporting and actionable insights for smarter decision-making • Agile delivery frameworks supporting continuous evolution in products and technology • Operational excellence and resilient business continuity through high availability, scalability, and system integrity • Extensive personalization around the user experience based on customer behaviour and product preferences Lottery Solution & Lotos X omni Bally’s Intralot Lottery Solution, currently deployed in 36 Lottery operations worldwide, is tailored to suit the needs of regulated Lotteries globally, catering to customers’ needs across all channels and is an all- in-one solution that fully covers the needs of managing an online and retail Lottery operation. Bally’s Intralot Lottery Solution is an omnichannel solution that can serve both retail and digital worlds as it consists of the Lotos X platform, our cutting-edge lottery game platform for centralized end to end management of all lottery products (numerical, passive or instants) including Lotos Promotions and Lotos Instant Game Management System and of i-Lottery, including digital channel of website portal and mobile application, and PAM (Player Account Management) system. 39
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Lotos X platform currently deployed in 7 major Lottery operators, provides efficient centralized end to end management of all lottery products across multiple sales channels. Lotos X platform allows easy configuration and parametrization of any Lottery game in a simplified, wizard-like manner, with the use of ready-to-launch, preset game templates. What distinguishes Lotos X from all other lottery solutions currently available in the market is that it allows Lotteries to change any parameter of a lottery game at any given time on the fly and the change will immediately notify and update all other components in the ecosystem, through the Orchestrator gateway. This makes Lotos X the most parametrical, fast and cost- efficient game and draw lifecycle management platform in the Lottery industry. Fully compliant and certified, Bally’s Intralot’s Lotos X Lottery Solution is ready to run in every regulated operation with complete responsibility and safety, according to the industry’s highest standards. Sports Betting Solution & Bally’s Intralot Orion Bally’s Intralot’s Sports Betting Solutions, currently deployed in 6 Lottery & Sports Betting operations worldwide, are also tailored to suit the needs of regulated Lotteries and pure Sports Betting operators globally. The solution offers among others rich risk management tools, highly automated and efficient management of events and high frequency markets, derivatives engine that enhance efficiencies and reduce man effort. Our solution comes pre-integrated with all major 3rd party data feed providers; therefore, the coverage is exhaustive and meets the needs of every forward-looking operator. Bally’s Intralot Orion platform, Bally’s Intralot’s latest Sports Betting Solution and currently deployed in 3 major European and North America operators is designed to cater for the complete management of fixed odds sports betting games, both at the operations level, through its extended functionalities for setting competitions, games, odds, handicaps etc., and at the risk management and decision-making level, through the real-time monitoring of betting transactions and risk exposures. Bally’s Intralot’s Orion helps our customers overcome any obstacles and limitations imposed by out-of-date architectures and legacy systems, by providing: • Richer content for all channels: All known Sports, more events, all known markets including instant markets • Risk Management automation through business rules configuration and alerts • Multiple Feed aggregation • Automated event management complemented by the option of manual intervention • Front end independence through an open API framework in order to facilitate our omnichannel vision 40
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 VLT Monitoring Solution – iGEM iGEM currently deployed in 4 major Lottery operators across the world, is a specialized system designed to monitor and control large gaming networks that include gaming machines from various manufacturers and protocols, such as G2S, SAS, and several legacy protocols. It offers support for progressive and mystery jackpots, diverse payment options, responsible gaming practices, and advanced player services. Our in-house developed Site Controller HW and SMIB HW devices seamlessly connect operators of EGM/VLT/COAM with a comprehensive monitoring solution. Bally’s Intralot enabling platforms and touchpoints described below provide for an end-to-end Lottery and Sports Betting solution to our customers’ staying aligned with our commitment for Operational Excellence, Technology Evolution, Integrity and Player Engagement. Bally’s Intralot Enablers – Available for both Lottery and Sports Betting 6 Solutions Bally’s Intralot enablers include a set of applications for addressing additional operational aspects of our customers, outside the two core gaming platforms. 1. The management of content: Canvas Content Management System (CMS) is a powerful platform for managing the content and UI across multiple touchpoints (websites, mobile native apps, self- service terminals, retailer terminals, etc.) with build-in personalization and content optimization features. Includes products of Canvas Retailer (POS terminal application and backend platform) and Canvas Signage (content management, delivery and playout that enrich the retail gaming experience and boost player entertainment and engagement). 2. The management of the retailers: RetailerX is an end-to-end solution designed to empower and motivate retailers, while enabling operators to efficiently manage retail network information, ordering, ticketing and inventory. 3. The management of the players: PlayerX is a platform managing identifiable players in both retail and online domains, to maximize their lifetime value and reduce churn. 4. The management of the devices: Device Management System (DMS) manages centrally all retail network peripherals, while monitoring their performance and identifying any update or upgrade needs. 6 Either directly or through the parent company, Bally’s Corporation. 41
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Furthermore, with the acquisition of Bally’s Interactive, more product lines have come to strengthen the core gaming solutions and are briefly described below: 1. Vitruvian | Data and AI Platform: A next-generation behavioral intelligence solution. Vitruvian is our mature, enterprise-scale, data platform, purpose-built to unify and integrate Data, A.I, real-time tracking and marketing capabilities to drive business growth and innovation across all customer touchpoints. Its aim is to harness real-time insights, automate complex decision- making and deliver highly personalized experiences at scale through a cohesive ecosystem. Seamlessly integrated with the Braze real-time customer engagement engine, they form a unified solution that empowers operators to acquire, engage, protect and retain players with unmatched precision; all while meeting the highest standards of compliance and responsible play. 2. Infinity | Streamlined Ops with Automated Game Publishing: Transforming online operations from a bottleneck into a competitive advantage. Infinity is a game aggregation platform that delivers operational excellence by automating game publishing and equipping teams with intelligent tools that streamline casino management. Fully integrated with our CMS, the system enables 50% faster launches, 90% fewer errors, and halves manual workload. It delivers 3,000+ slots with 100 new monthly launches (including exclusives) while discovery features drive 3,2x more games played per session and 86% higher GGR on engaged days. 3. Excite | Enterprise iGaming Core: A proven, high-performance PAM for demanding regulated iGaming markets. Excite is a heavyweight, battle-tested Player Account Management platform built to operate at scale in the most competitive and tightly regulated jurisdictions globally, including the UK. It is the backbone of sustained iGaming profitability, delivering exceptional performance, resilience, and regulatory confidence in environments where margins are won through operational excellence. Customer Touchpoints (Operator, Retailer and Player) – Available for both Lottery and Sports Betting Solutions Bally’s Intralot is constantly enhancing its Retail and Digital Transformation proposition for its customers by introducing retail concepts, digital workflows and player journeys including responsible gaming practices. To provide a unique player experience and trust, Bally’s Intralot continues looking into new technologies and ways to connect with the players like AI, IoT, AR, VR, Big Data analysis and we continue the incorporation of such features in our product portfolio roadmap. 42
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Bally’s Intralot is a 'one-stop-shop' for any organization looking to expand in the Lottery or Sports Betting business, either in the retail or online space. The most popular touchpoints Bally’s Intralot provides solutions for are: • Retailer terminals: A wide range of bespoke terminals used by the retailer/clerk in any type of retail store (e.g., shop-in-shop, in-lane, dedicated store). • Self-Service Terminals and Vending Machines: A wide range of player terminals that deliver a thrilling gaming experience by dispensing actual products (scratch tickets, betslips & playslips) either in-store or in semi-attended spaces. • Portal websites and mobile applications: Digital channels for playslip preparation and real- money gaming. • Retail Digital Program: A revolutionary solution of digital journeys to provide retail players with an experience that closely resembles the features offered by online gaming platforms. Retailer terminals (used by the retailer/clerk, for any type of retail store) Bally’s Intralot’s terminals for the retailer combine robust technology for serving the advanced needs of the retail channel, with innovative industrial design, and enhanced ergonomics and usability. PhotonX is Bally’s Intralot’s latest retail flagship terminal, awarded as Lottery Product of the Year 2020 that revolutionizes lottery and betting retail operations. PhotonX inherits Bally’s Intralot’s patented and field- proven camera technology for flawless playslip reading and maintenance-free operation. In the category of all-in-one terminal, Bally’s Intralot’s is present with ProtonX, compact camera-based lottery terminal that offers the benefits of the digital reading technology in a minimum retail footprint incorporating a printer. GenionX is a multi-functional solution that can serve as, among other things, a game validation and payment terminal and an online and scratch ticket checker as well as a compact full retailer terminal. Vending Machines Bally’s Intralot’s offers different flavors of Vending Machines which apart from the legacy button-based Winstation30 terminal are all equipped with digital touchscreen monitors to cater for different Lottery operators’ needs. Our vending machines offer different instant ticket capacity options varying between 12, 25, 30 and 40 ticket bins, leading the lottery industry, being always the first to introduce the largest ticket capacity machine in the market. DREAMTOUCH family vending machines are carefully designed in several shapes, with different footprint and height, to best fit retailer’s needs per trade type (i.e.: large supermarkets, small grocery stores, bars, tobacco stores, gas stations etc.). Featuring large player touch screens for game selection, ticket checking and validation mechanisms of printed or digital media, video advertising screens, payment methods including cashless and contactless payment, modular player 43
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 participation methods, security features and age verification methods, Bally’s Intralot’s Vending Machines consists one of our core product segments. Self-Service Terminals The Self-Service terminals come in a wide range of options and can be combined with the right frontend and backend platforms as well as peripherals (play slip scanner, bar code reader, high speed thermal printer, Smart/NFC card reader, bill validator, coin acceptor and cashless payment device) to best serve the distinct needs of each player and retailer. Gamestation is the most advanced multi-purpose Self- Service Terminal with dual displays, ergonomic design and minimal footprint operating successfully in North America and Canada. Its autonomous functionality and multiple integrated participation methods allow it to act as an advanced stand-alone play point that minimizes counter queues, increasing customer satisfaction. All above terminals run on a unified hardware and software platform, from Operating System to middleware, front-end and back-end thus bringing a unified user experience and product evolution. Services Our services offered cover the whole spectrum of the day-to-day operational activities of lottery organizations and are categorized into the following areas: • Strategic Services o Bally’s Intralot Labs (Games & Marketing Services) o Platforms & Technology • Managed Services o Customer Operations o Customer Support o Sports Betting Operations including Managed Trading Services o ICT Services o Online games operations GDPR compliance Bally’s Intralot has established personal data protection as a strategic priority to ensure trust amongst players, customers, employees and shareholders. Bally’s Intralot's Data Protection Framework addresses organizational, procedural, and technical controls to serve the needs of the business, employees and data subjects, taking into account internal and external stakeholders. To achieve this, Bally’s Intralot combines privacy good practices with enterprise risk management including training for managing data- related risks, 44
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 conducting Data Privacy Impact Assessments (DPIAs), and aligning with cyber and information security standards. Data Protection remains a core element of Bally’s Intralot’s product and services, with the data subject at the centre, served with transparency and respect. This approach is underpinned by Privacy by Design, ensuring data protection is embedded in the development of products and processes from the outset, rather than applied retrospectively. Research & Development Bally’s Intralot’s R&D general objective is the constant improvement and further development of its gaming systems, services and products, and the introduction of innovation in company divisions, Group members and customers. In this effort Bally’s Intralot consistently invests a substantial amount of dedicated and non-dedicated resources in R&D programs, which foster emerging technologies and promote innovation in the gaming market. Bally’s Intralot’s rich history of technological advancement and innovation has brought international recognition in the gaming market. Our R&D programs and the harmonious collaboration with third party vendors as well as innovative products and solutions considerably contribute to the advancement of the gaming industry. Apart from in-house R&D, Bally’s Intralot is cooperating with leading educational institutions and Technology Vendors and has established Development Centers in the US and Greece. As of December 2025, Bally’s Intralot holds 189 granted patents, while there are 5 additional active patent applications pending in various stages. Our most recent patents include methods and systems for enabling personalized game betting and lottery playing, new game types as well as the design of various types of terminals (i.e., multi-purpose new generation terminal, full self-service terminal, vending machine, retailer next generation terminal). With the acquisition of Bally’s, Intralot now has an in-house UX Research team who have a constant roadmap that focuses on actionable UX and UI analysis to rapidly diagnose friction points, usability issues and opportunity areas. The research is focused on business outcomes and uses methods such as user testing, user surveys and analytics deep-dives to deliver rich recommendations to enhance acquisition, retention, compliance and accessibility. Zero carbon management Bally’s Intralot’s products and services are designed with the environment in mind, in order to help Lottery organizations achieving environmental sustainability goals and implementation of practices and technologies aimed at reducing and ultimately eliminating carbon emissions from various sources. 45
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Bally’s Intralot is committed to helping its customers reduce their environmental impact, minimize carbon footprint and support their environmental commitments. To do this, Bally’s Intralot's software solutions are designed to be more energy-efficient, using energy efficient programming languages, targeted OS / HW development and adaptors, microservices architecture to create breathable and scalable systems. Bally’s Intralot's hardware solutions are designed to use less energy and produce less heat, be more durable and long-lasting, and use recycled materials. Bally’s Intralot has also acquired all national certifications needed for environmental protection. Business Review Industry Overview & Market Drivers Global gaming market The gaming industry comprises of lottery games, casinos, sports betting, bingo, horse racing, gaming machines and online gaming. According to H2GC, revenue net of payout (“GGR”), which constitutes gross turnover in respect of gaming activities less the amount paid out to players as winnings but including bonuses, is estimated to have grown to €559,3 billion in 2025, from €314,4 billion in 2020, a year when the gaming industry was significantly affected by the COVID-19 pandemic, representing a CAGR of +12,2%. Overall, in 2025 all regions and all verticals have followed the increasing trend that they have presented prior to the COVID-19 pandemic effect in the industry. Thus, it is estimated that the total gaming market has grown by +6,1% in 2025. The game categories that marked the highest y-o-y growth rate in 2025 were Sports Betting and Casino at +10,9% (€107,7 billion) and +8,0% (€206,5 billion) respectively. In terms of growth, according to H2GC, the Global gaming market is estimated to grow at a high rate of +5,4% CAGR 2025e-2030e. Online market trends Online gambling, via desktop, mobile and iTV, has reached a penetration of approximately 34,2% of the total estimated 2025 Global GGR (€191,1 billion) and is estimated to reach 42% by 2030 (€305,9 billion) following a CAGR 2025e-2030e of +9,9%. Total Global CAGR 2020 2021 2022 2023 2024 2025e 2026e 2027e 2028e 2029e 2029e GGR (€bn) 25e-30e Land-based 233,3 259,4 300,2 344,2 358,2 368,2 378,3 387,5 398,6 410 423,2 2,8% Online 81,1 102,7 118,6 138,3 168,7 191,1 212,8 237,7 263,4 287 305,9 9,9% Global Total 314,4 362,1 418,7 482,5 527,0 559,3 591,1 625,2 662,0 697,1 729,1 5,4% Source: H2 Gambling Capital, Global Summary Jan ’26. Data for Fiscal Years 2025e-2030e are estimated by H2GC. 46
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 The contribution of mobile gaming to total Online GGR is estimated at 58,4% (€111,5 billion) for 2025 and is estimated to reach 66,7% (€203,9 billion) of total estimated Online GGR for 2030, showing an increasing annual growth rate in GGR of +12,8%. Online Betting is the strongest product of the total online GGR in 2025 and accounts for 48,8% (€93,3 billion); followed by Casino (35,4%) and State Lotteries (10,4%). Casino, Betting and State Lotteries are the products with the expected highest potential for growth with +11,4%, +9,2% and +9,1% CAGR in 2025e- 2030e respectively. Betting, that contributes the highest share of 59,3% (€66,1 billion) in total mobile estimated GGR in 2025, is expected to grow at a rate of +10,9% CAGR 2025e-2030e. On the other hand, Lotteries with a share of 8,2% (€9,2 billion) are expected to grow at a higher pace, that of +13,3% CAGR 2025e-2030e. The estimate for 2025 shows that Europe holds the leading position in the global Online GGR, with a share of 40,8% (€77,9 billion) with an expected growth rate at +7,4% CAGR 2025e-2030e. From the following two contributors to total GGR, Asia / ME and North America with 21,7% and 19,7% contribution to total GGR respectively, the sharp growth rates of expansion are expected by North America, at +16,2% CAGR 2025e- 2030e as it has the potential to drive the online market due to expectations that various ongoing legal changes will continue taking place in the current legal framework across U.S. in both Sports Betting and Lotteries. Gaming market trends by product Our addressable market includes all game verticals. For the following 5 years, the game verticals that are estimated to bring the highest growth are Sports Betting and Casino with +8,7% and +6,2% CAGR 2025e- 2030e respectively. Lottery games that represent the most traditional segment and have historically attracted the largest number of players were estimated to have contributed to 23,7% of the total estimated gaming market in 2025 (€132,7 billion) and for the following 5 years, according to H2GC, they are estimated to grow at CAGR for the period 2025e-2030e of +3,7%, with the most notable performer in terms of CAGR being the U.S. Lottery, with +3,3% CAGR, and more specifically with +17,3% in Online Lottery, due to the offering of the games Online by even more state Lotteries. Gaming market trends by region From a regional perspective, the top contributor to global GGR, North America, is estimated to keep-up with the global growing trend with CAGR 2025e-2030e of +6,2% due to the growing trend of the U.S. gaming market at +6,2% CAGR. More specifically, the new offering of U.S. Sports Betting in both channels is estimated to follow a CAGR of 2025e-2030e of +12,6%, while the Online offering esp. in Casino, Lottery and Sports Betting products a CAGR 2025e-2030e at +24,7%, +17,3% and +12,9% respectively. 47
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 United States CAGR 2020 2021 2022 2023 2024 2025e 2026e 2027e 2028e 2029e 2029e GGR (€bn) 25e-30e Horserace 1,3 1,6 1,6 1,6 1,5 1,5 1,5 1,5 1,5 1,5 1,6 1,1% Betting Sports Betting 1,9 4,4 7,2 10,3 13,7 16,7 19,7 23,4 27,3 29,1 30,2 12,6% Casino 49,3 64,3 74,7 77,6 81,7 85,9 91,4 98,5 106,3 113,3 117,0 6,4% Gaming 8,6 10,5 12,8 13,0 13,3 13,9 14,3 14,7 15,1 15,5 15,9 2,8% Machines Bingo/Other 2,0 2,7 3,8 4,3 4,7 5,0 5,2 5,5 5,7 5,9 6,2 4,4% Lotteries 24,8 29,4 29,1 31,0 30,8 29,6 30,8 31,7 32,6 33,6 34,7 3,3% Global Total 87,9 113,0 129,3 137,7 145,7 152,5 163,0 175,2 188,5 198,9 205,6 6,2% Source: H2 Gambling Capital, Global Summary Jan ’26. Data for Fiscal Years 2025-2030 are estimated by H2GC. The European gaming market, which is the second largest contributor to the global GGR (by 29,4%) is estimated to grow at a pace of 4,7% CAGR 2025e-2030e. The growth is driven mainly by Online channel, at 7,4%. Online channel’s contribution to total GGR is estimated to range from 47,4% for 2025 to 53,7% in 2030. The UK gaming market, which is one of the most mature markets in the region, is estimated to present a CAGR 2025e-2030e of 1,8%. The share of Online channel to total GGR is estimated to range at app. 60% from 2025 and for the following 5 years. United Kingdom CAGR 2020 2021 2022 2023 2024 2025e 2026e 2027e 2028e 2029e 2029e GGR (€bn) 25e-30e Horserace 1,5 1,5 1,6 1,8 1,7 1,9 1,9 1,9 2,0 2,0 2,1 2,0% Betting Sports Betting 2,3 2,4 2,3 2,5 2,9 2,7 2,8 2,8 2,8 2,9 2,9 1,5% Casino 4,9 5,3 5,6 6,2 7,1 7,8 7,9 7,8 8,0 8,2 8,3 1,2% Gaming 1,8 1,6 3,1 3,2 3,3 3,3 3,4 3,5 3,6 3,7 3,8 2,5% Machines Bingo/Other 0,4 0,4 0,5 0,5 0,5 0,5 0,5 0,5 0,5 0,5 0,5 2,0% Lotteries 4,6 4,8 4,8 4,7 4,8 4,9 5,0 5,1 5,2 5,4 5,5 2,2% Global Total 15,6 16,0 17,9 18,8 20,2 21,1 21,5 21,6 22,0 22,5 23,1 1,8% Source: H2 Gambling Capital, Global Summary Jan ’26. Data for Fiscal Years 2025-2030 are estimated by H2GC. 48
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Our Strategies The landmark combination of Intralot and Bally’s International Interactive in 2025 has created Bally’s Intralot, a global iGaming and lottery champion and one of the worlds’ largest gaming groups committed exclusively to regulated markets. Bally’s Intralot is a truly integrated iGaming and lottery technology provider and operator, underpinned by a highly complementary and tightly integrated tech stack, and enhanced scale and diversification. Currently, the Company maintains presence in 40 regulated jurisdictions worldwide through 49 active contracts, as well as through B2B and B2C projects. As part of the integration of the two entities, which is progressing exactly as intended, the combined Bally’s Intralot’s overarching strategy is currently being recalibrated as a way to navigate a period of profound regulatory change, market consolidation and strategic realignment. The Group’s strategy is being finalized and will in turn be incorporated across the B2B and B2C strategic plans and throughout the Group subsidiaries and affiliates. This strategic framework will guide our growth efforts, ensuring that the Group leverages its enhanced scale, its financial discipline and its reputation of operating responsibility, to lead the industry’s next chapter, for the benefit of shareholders. Deliver best-in-class technology solutions and maintain leadership in technology innovation The most important element of our sustainable growth strategy is to maintain our industry leadership in technology and innovation. This core strategy of Bally’s Intralot emanates from the fact that lottery and gaming is a technology and supply driven industry and thus technology innovation drives growth. In this sense, we strive to develop leading technology solutions for lottery, sports betting, iLottery and gaming machine monitoring, through investing in R&D activities that foster innovation and focus on early adoption of industry shaping trends. Some examples of our R&D program results is the next-generation of our gaming platforms and products, specifically the LotosX platform ecosystem, the Bally’s Intralot Orion, our omni-channel sports betting platform, the PhotonX lottery terminal, and most recently our natively omni- channel iLottery solution which offers a wide range of engaging interactive lottery games and feature personalized player experiences through powerful data analytics. The combination with Bally’s Interactive has further enhanced our innovation portfolio, with the Vitruvian platform, which is a robust, technology- agnostic suite that seamlessly integrates Data, Al, Real-Time Tracking, and Marketing capabilities to drive business growth and innovation. Serving as the backbone of customer-facing product development, it empowers Bally’s Intralot to harness real-time insights, automate complex decision-making, and deliver highly personalized experiences at scale. By unifying critical technologies into a cohesive ecosystem, Vitruvian enhances operational efficiency, accelerates go-to-market strategies, and enables us to stay agile and competitive in an ever-evolving gaming landscape. Its flexible and scalable architecture ensures 49
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 long-term value, supporting continuous innovation and sustainable business success across our B2C and B2B projects. Our current R&D focus is on expanding our iLottery offering so to deliver engaging gaming content across player touchpoints, on integrating Vitruvian and other AI tools across our platfrom ecosystem so to provide more personalized player experiences and broad automation across verticals, and on Big Data models so to provide more granular and actionable insights, while also developing the new generation of our retailer terminals. Our R&D efforts have resulted in numerous industry awards and distinctions as well as multiple technology patents certifying our innovation capability. We are confident that our technology continues to lead the market as our next generation solutions are already receiving significant market traction, with contract extensions and new contracts in Europe, North America and beyond. For more details, refer to Bally’s Intralot website, section “Products and Services” (https://www.Intralot.com/products-services). Expand our footprint in strategic markets & maintain portfolio diversification The second element of our strategy is to maintain and expand our contract base with our main focus being the US and North American markets, the current epicenter of industry developments with sports betting, machine gaming and iLottery regulation evolving across States, while our business development efforts underpin our strategic shift from emerging markets to mature markets, like North America and Europe. We have developed appropriate plans to increase our iLottery, retail sports betting and gaming machine monitoring footprint in the US and North America, working for State Lottery customers, and in this sense our priority is to promote lottery-run sports betting and video lotteries across States. Our current US Lottery footprint provides us a path to 11 States and the District of Columbia, with a vast addressable population, and it is our strategic intent to leverage this unique opportunity to create sustainable value. We believe that our State lottery and monitoring projects, which were further increased in 2025 with a new contract with the Charitable Gaming Division of the Nebraska Department of Revenue for the provision of a real- time monitoring and reporting system across the state, provides us with the perfect platform to deliver on this strategic objective. Moreover, in order to maintain the diversification of our contract base in the rest of the world, we remain vigilant for other opportunities worldwide which we will pursue through partnerships with trusted local partners, in order to benefit from their leverage and understanding of the local market dynamics. This approach also provides for sharing financial and operational risks, reducing capital expenditure, and 50
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 improving access to local funding and for these reasons we are deliberate and strategic in the selection of our partners in all such ventures. Value creation driven by increased cash flow generation, margin expansion and improving longer-term revenue visibility A key component of our sustainable growth strategy is to improve our cash flow trajectory through the strategic and proactive management of our long-term contracts. We selectively seek to maintain and enter into long-term contracts that match our stringent profitability and cash generation targets. These contracts are often for higher margin business activities, such as providing expanded facilities management or managed services. We continuously evaluate the profitability of our existing contracts and have selectively disengaged less profitable contracts. We also aim to enhance revenue visibility and expected cash flow by entering long- term contracts providing recurring revenue stream stability. As proof of our ability to deliver on this strategic objective, our new monitoring contract with the Charitable Gaming Division of the Nebraska Department of Revenue would run for a term of up to 13 years including extensions, while we have signed a new 10-year contract with the Arkansas Scholarship Lottery (ASL) to deliver a lottery solution based on our new technology stack, continuing a strong partnership that began back in 2009. In addition, we have been awarded a new contract to provide the Montana Lottery with a next-generation lottery operating system and related services, including continued support for its Sports Bet Montana wagering product. The new contract award marks the third contract between Bally’s Intralot and the Montana Lottery, extending a nearly 20-year partnership built on innovation, reliability, and results. Disciplined capital allocation aimed to optimize our capital structure By prolonging our existing contract base in strategic markets and by pursuing opportunities and entering new markets through local partnerships, we aim to reduce our capital expenditure, increase our operational margins, and obtain access to local financing with more favorable terms. Following this principle, in 2025 we have managed to prolong several of our lottery contracts in US and in New Zealand. Specifically in 2025, we have extended our gaming systems contract with the New Hampshire Lottery Commission for an additional seven years, through September 2033, and with the Idaho Lottery for an additional ten year period, reaffirming our established partnerships which are based on our commitment to deliver innovative, technology-based lottery equipment and services. Moreover, we have agreed with the Department of Internal Affairs (DIA) of New Zealand a six-year contract extension from 2026 to 2032, with a one-year further extension option, for the provision of Electronic Monitoring System (EMS) solution for electronic gaming machines. 51
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Following the increased CAPEX requirements of previous years for new contract implementations, we will maintain a modest financial and investment policy as required to deliver on the expectations of our lottery customers who have extended our contracts, maintaining our focus on strong liquidity. In addition, we remain commited to follow a disciplined capital expenditure policy with regards to undertaking new projects that meet our investment return criteria. Unwavering Commitment to Responsible Gaming, Social responsibility & Integrity For us, responsible gaming, social responsibility, and integrity is not merely a strategy. These principles are weaved into the company fabric, and we promote them throughout our global operations in any type of engagement. This unwavering commitment, which has been adopted since the company foundation, is essential for building trust with State Lotteries and competent Authorities and in turn for renewing our existing contracts and winning new ones with lottery and gaming organizations in the State-sponsored gaming sphere. Our State Lottery customers and their Regulators require us to conduct our business with all due integrity and to provide our games securely and responsibly, and we deliver on these expectations by keeping responsible gaming and player protection front and center of our thinking. As proof of commitment to leverage industry-best RG technology to improve player protection for our players and lottery customers, we will leverage the Vitruvian platform’s rich RG capabilities and AI algorithmic models to provide the tools for a fully-automated, early detection of at-risk and problem gambling behavior. 52
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Financial Review 7 Financial Highlights In 2025, the Group delivered strong results, with revenue increasing by 34,8% to €518,0 million and Adjusted EBITDA rising by 40,4% to €183,5 million, primarily driven by the acquisition and consolidation of Bally’s International Interactive in the fourth quarter. Excluding the contribution of Bally’s International Interactive, underlying performance reflected a more challenging operating environment. On a like-for-like basis, revenue declined by 8,7% year -over-year and Adjusted EBITDA by 10,9%, primarily driven by foreign exchange headwinds and a higher base of merchandise sales and implementation fees in 2024. Overall, profitability was supported by both the consolidation of Bally’s International Interactive and disciplined management across key operations. % Financial Data (in € million) FY 2025 FY 2024 Change B2C 242,4 92,3 162,7% B2B 275,6 292,0 (5,6%) Revenue 518,0 384,3 34,8% B2C 90,0 27,7 224,9% B2B 93,5 103,0 (9,3%) AEBITDA 183,5 130,7 40,4% AEBITDA margin (%) 35,4% 34,0% 1,4pps EBT (41,0) 18,0 - EBT Margin (%) (7,9%) 4,7% - NIATMI (65,2) 4,9 - Revenue, EBITDA, EBT and NIATMI Reported consolidated revenue posted an increase of €133,7 million compared to FY24, leading to total revenue for the twelve-month period ended December 31, 2025, of 518,0 million (or +34,8%). Lottery Games remained the largest contributor to our top line, accounting for 46,2% of total revenue, followed by iGaming and Sports Betting with a 45,2% share of Group turnover. VLTs monitoring contributed 8,1%, while Casino and other activities represented 0,5% of Group revenue. 7 With respect to BII, FY25 and 4Q25 covers the period from the acquisition date of October 8, 2025, to December 31, 2025. 53
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 The section below provides an overview of the key factors influencing top line across our main operating segments: B2C Segment: Higher revenue by €150,1 million (or +162,7%), with BII contributing €166,3 million to segment revenue. Within legacy operations, performance, in Argentina, revenue recorded a modest year-over-year increase of 2,5%. In Turkey, the underlying online sports betting market expanded by approximately 50% in local currency during the year. Nevertheless, reported revenue declined by 21,8% year-over-year, primarily due to amendments in the remuneration structure within the business value chain, as well as the translation of results into euro. B2B Segment: Lower revenue by €16,4 million (or -5,6%). Excluding the BII contribution, revenue declined by 5,9% year- over-year, primarily due to unfavorable foreign exchange movements. In the US, top-line performance was impacted by €8,1 million in FX headwinds, as well as lower merchandise sales. Operations in Oceania remained resilient during the year, with Australia delivering 4,0% revenue growth in constant currency terms, supported by stable organic growth. Argentina’s B2B operations also showed strong performance, while Croatia maintained solid momentum with revenue increasing by 13,2% year-over-year, partially offsetting softer performance in rest of the world markets. 8 Adjusted EBITDA in FY25 rose 40,4% year-over-year to €183,5 million, largely driven by the acquisition of Bally’s International Interactive, which contributed €67,0 million to Group’s profitability. On a like-for-like basis, excluding Bally’s International Interactive, underlying Adjusted EBITDA declined 10,9%, reflecting foreign exchange headwinds and the higher merchandise sales and implementation fees recorded in 2024. Within the B2B segment, the U.S. remained the largest contributor, with profitability supported by effective operating expense control, resulting in Adjusted EBITDA growth of 5,4% despite lower revenue. Argentina also delivered strong results, with B2B Adjusted EBITDA up 22,5%. The B2C segment expanded materially following the BII integration, while the impact on profitability in Turkey was largely mitigated by corresponding reduction in operating costs. On a yearly basis, Adjusted EBITDA margin on revenue posted an increase of 1,4pps, from 34,0% in FY24 to 35,4% in the current period. 8 Analysis in the AEBITDA section excludes Depreciation & Amortization and transaction fees. 54
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Earnings before Tax in FY25 amounted to €-41,0 million vs. €18,0 million in FY24, mainly impacted by the increased interest and related expenses, coupled also with the transaction costs following the acquisition of Bally’s International Interactive. NIATMI (Net Income After Tax and Minority Interest) in FY25 concluded at €-65,2 million, compared to €4,9 million in FY24. Cash Flow & Net Debt Statement of Financial Position/Cash Flows FY 2025 FY 2024 (in € million) Total Assets 3.538,7 589,7 Total Equity 1.396,2 55,4 Cash & Cash Equivalents 236,2 85,8 9 Restricted cash 10,5 24,2 Total Cash & Cash Equivalents including restricted cash 246,7 110,0 Total Debt 1.740,6 444,2 Adjusted Net Debt 1.493,9 334,2 FY 2025 FY 2024 Operating Cash Flow 158,5 108,7 Net Capital Expenditure (40,3) (37,5) Operating Cash flow in FY25 reached €158,5 million, up from €108,7 million in 2024, comprising €44,9 from Bally's International Interactive and €113,6 million from the Company’s current operations, supported by favorable working capital movement. Net Capex in FY25 was €40,3 million, higher by €2,8 million compared to FY24. For the current year, the figures include a €7,4 million contribution from Bally’s International Interactive and increased expenditures related to Croatia and U.S. projects, while the prior year included the license renewal payment in Turkey amounting to €11,0 million. st Adjusted Net Debt, as of December 31 , 2025, amounted to €1.493,9 million, up from €334,2 million at the end of the previous year. The significant increase reflects the complete rescheduling of the Group’s financial structure to support the strategic acquisition of Bally’s International Interactive. The transaction related net cash consideration reached €1.534,7 million, while net proceeds from the share capital increase totaled €399,9 million. Reorganization and refinancing-related expenses reached €108,9 million. The Group’s strong financial performance is evident in the generation of €93,4 million in free cash flow. Net interest paid amounted to €23,0 million, entirely related to pre-acquisition debt. Other debt 9 Restricted cash comprises amounts held in the Debt Service Reserve Account (DSRA) in relation to the Retail Bond (€130 million). 55
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 movements included a positive impact from favorable foreign exchange effects, primarily related to U.S. dollar-denominated debt, counterbalanced by increased accrued interest and lease liabilities recognition related to the acquisition. Cash and cash equivalents at the end of FY25 shaped at €236,2 million, compared to €85,8 million in FY24. Including restricted cash in accordance with the loan obligations, Cash and cash equivalents at the end of FY25 ended at €246,7 million. 10 Our Key Gaming Markets Performance United States and Canada In the United States, we provide technology and support services to state lotteries through our subsidiary, Intralot, Inc., established in December 2001. We are one of only three vendors holding contracts with U.S. state lotteries for the supply of online gaming systems, retailer communication networks, and point-of- sale equipment, including terminals and vending machines. Notably, we became the first non-U.S. company to win a tender for the supply of lottery systems in the country, securing a contract with the Nebraska State Lottery in 2003. Intralot Tech, a wholly owned subsidiary of Intralot, Inc., was established in 2019 as the Group’s U.S. development hub in Greece, complementing its central functions in Atlanta and Mason. Across the continental U.S. and Canada, we currently operate 15 contracts in 13 jurisdictions. We hold contracts in Illinois, Ohio, Louisiana, Arkansas, New Hampshire, Idaho, Wyoming, Montana, New Mexico, and Washington, D.C. for the supply and operation of online lottery gaming systems. In Georgia, we provide central monitoring services for more than 29,000 Coin Operated Amusement Machines. In Canada, we maintain a long-standing partnership with the British Columbia Lottery Corporation (BCLC), delivering software, hardware, and support services, including the deployment of our next-generation sports betting platform, Bally’s Intralot Orion, and associated managed services to support BCLC’s retail sportsbook operations. In June 2024, the Company successfully completed the migration of BCLC’s retail lottery system to its LotosX Omni ecosystem, fully deployed on a cloud-based technology stack. This milestone positions BCLC among the first lotteries globally to adopt a fully cloud-based lottery system and marks a significant achievement for the Bally’s Intralot in North America. Further strengthening our presence, in February 2025, Intralot, Inc. signed a 5-year contract with the Charitable Gaming Division of the Nebraska Department of Revenue for the provision of a real-time 10 Financial figures refer to the subsidiaries’ contribution to the Group and exclude non-operating entities in each of the countries presented. 56
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 monitoring and reporting system for Cash Devices across the state. The system was successfully deployed and went live in July 2025, overseeing a growing network of at least 5.000 devices across more than 1.600 locations, enhancing security, compliance, and operational transparency. The contract includes options for renewal of up to four additional two-year periods, for a total potential duration of 13 years. The continued renewal and expansion of our U.S. contracts underpin our long-term presence in the market. In April 2025, INTRALOT, Inc. renewed its gaming systems contract with the New Hampshire Lottery Commission for additional seven years, extending the partnership through September 2033. In June 2025, a 10-year contract extension with the Idaho Lottery was secured, extending operations through September 2037. In addition, in August 2025, INTRALOT, Inc. was awarded a new contract with the Montana Lottery for the provision of a next-generation lottery operating system and related services, including continued support of the Sports Bet Montana wagering product. In November 2025, INTRALOT, Inc. also signed a new 10-year contract with the Arkansas Scholarship Lottery, extending a successful partnership that has been in place since 2009. Last but not least, on April 14, 2026, Bally’s Intralot S.A. announced that its Canadian subsidiary, Intralot Canada Ltd., signed a new contract with the British Columbia Lottery Corporation (BCLC) for the provision of Shared Services, an integrated model governed by BCLC, to accelerate the continued evolution of its lottery technology and to strengthen lottery operations, for the benefit of players across the Province. Under the agreement, Intralot Canada will deliver end-to-end operational and technical support across BCLC’s lottery technology encompassing both lottery and technology operations. The contract further includes structured roadmap delivery for the ongoing enhancement of lottery technology and the seamless integration of new capabilities, ensuring BCLC remains at the forefront of lottery innovation. Following these recent renewals and new agreements, the Group has secured the vast majority of its U.S. contracts for the long term, with no significant renewals pending in the near future, with the exception of Illinois. In 2025, our revenue in the United States and Canada reached €184,9 million, posting a decrease of 5,2%, over the prior year, when our revenue amounted to €195,1 million. Revenue decline is mainly attributed to the adverse foreign exchange movement of USD, as well as the higher merchandise sale recorded in 2024. In constant currency terms, top line performance remained broadly stable (-1,1%). Revenue of the United States and Canada for the twelve months ended December 31, 2025, represented 35,7% of the Group’s total revenue. Key Consolidated Figures FY 2025 FY 2024 Δ% (in € million) Revenue 184,9 195,1 (5,2%) 57
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 AEBITDA 73,0 72,3 1,0% CAPEX (Paid) 20,1 18,1 10,7% Greece In Greece, we provide technology support and support services for the operation of private gaming and the lottery through Intralot S.A., our parent company. Originally incorporated in Athens in 1992, we won our first domestic contract in 1993. We currently operate three contracts in Greece. As the center of our Global operations, Greece is also home to our betting-trading center that controls our global fixed odds betting activity, and significant research and development programs (Technology Hub), as well as our corporate Headquarters which supports the wider ecosystem of the Company, employing st approx. 400 employees at the end of December 31 , 2025. As such, Headquarters expenses serve the different projects of INTRALOT S.A, including among others the Greek projects, but most of the effort is distributed towards servicing and supporting the pipeline of won and upcoming contracts, as well as supporting Company’s subsidiaries and R&D efforts. st Our relationship with Greek Organization of Football Prognostics S.A. (OPAP) began in 1999. On July 31 , 2018, the old OPAP contract ended, and the two parties continue their cooperation under a new contract, specifically in the field of numerical lotteries games, resulting in a smaller contract value due to the limited scope. The new contract was initially a 3-year contract that included an option for OPAP to renew for an additional two years. Since then, there have been multiple extensions of the new contract with the most recent extension until July 31, 2026, with two further one-year extension options, under the same terms, to 31.07.2027 and 31.07.2028 respectively. These extensions allow the Company to continue providing its state-of-the-art Lottery Solution, including flagship LotosX lottery engine software and the development of the related functionalities. Revenue from Greek operations in 2025 was €14,5 million, compared to €18,5 million in the respective period of the prior year, accounting for 2,8% of the Group’s total revenue in the twelve months ended December 31, 2025. The decline in revenue is mainly attributed to the positive impact of implementation fees recognized in last year’s results. Key Consolidated Figures FY 2025 FY 2024 Δ% (in € million) Revenue 14,5 18,5 (21,7%) 58
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 AEBITDA (21,8) (10,6) (106,0%) CAPEX (Paid) 5,8 5,0 15,4% Argentina In Argentina, we provide technology support and support services mainly for the operation of lottery games and sports betting in 10 out of the 23 jurisdictions in the country, and we are the lottery operator for the Province of Salta. We entered the market when we acquired a majority stake (50,01%) in our subsidiary Tecno Accion in 2007. We facilitate approximately 8.000 terminals throughout Argentina and operate approximately 850 terminals in Salta. Through Tecno Accion, we offer integrated technology solutions for lottery organizations, such as portable terminals, gaming software and trade management systems and communication consultancy. In Salta, we act as the sole lottery operator in the province, with 12 numerical games. Our partners in Tecno Accion are Grupo Dagma, a holding with diverse businesses and the operator of horse racing (and CASINO HAPSA), and Inverclub, which manages casinos. Our revenue from the Argentina facility management business in 2025 reached €14,5 million, versus €14,1 million in 2024. The lottery operator business generated sales of €16,5 million in 2025, compared to €16,1 million in 2024, posting a slight increase of 2,5%. In local currency base, the results of the current period posted a 63,8% year-over-year increase, supported by sustained economic momentum. However, the translation of results into euros was moderated by the effects of hyperinflation accounting. Our total revenue in Argentina for 2025 was €31,0 million compared to €30,2 million during the same period last year. Argentina's revenue in the twelve months ended December 31, 2025, represented 6,0% of the Group’s total revenue. Key Consolidated Figures FY 2025 FY 2024 Δ% (in € million) Revenue 31,0 30,2 2,6% AEBITDA 12,3 10,5 16,6% CAPEX (Paid) 1,2 0,2 - Oceania 59
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 We originally entered the Australian market in 2006, where we currently provide technology and support services in two jurisdictions through our wholly owned subsidiaries Intralot Australia Pty Ltd and Intralot Gaming Services Pty Ltd. In Victoria, IGS supplies a remote monitoring system to control over 26.000 gaming machines under a 15- year contract signed in September 2011 with the State of Victoria. Our monitoring system is designed to ensure accurate and uninterrupted monitoring of gaming machine transactions, single and multiple venue linked jackpot arrangements, and the capture of data and information with respect to gaming machines for regulatory, taxation, research, and related purposes. In addition, conformance with the statewide precommitment system (PCS) has been in place since December 2015 and has increased the monitoring of revenue substantially. IGS will operate the precommitment scheme up to the end of the monitoring license referred above, which expires in August 2027. In Western Australia, we provide the information technology and systems support for the Lotteries Commission of Western Australia (Lotterywest), to enable Lotterywest’s retail and online gaming sales, through our wholly owned subsidiary Intralot Australia Pty Ltd. Since 2014, we have provided support services for Lotterywest in its Retail Transformation Program (RTP) and secured an extension of our ongoing contract till 2028. In New Zealand, we provide technology and support services through our wholly owned subsidiary Intralot New Zealand Ltd Operations, which was first awarded the government contract in 2005. To the government we provide an electronic monitoring system to link approximately 13.688 electronic gaming machines (EGMs) in more than 952 locations. The electronic monitoring system is designed to guarantee the integrity of games and limit opportunities for fraud. Our contract was extended in 2016 until 2022, and in 2020 up to 2025 with a one-year extension option. In early April 2025, Intralot New Zealand signed a six-year extension of the existing contract from 2026 to 2032, with a one-year further extension option. In parallel, the right to extend the current agreement by one year from 2025 to 2026 was exercised too. Revenue for 2025 from our Oceania operations decreased by 3,6%, amounting to €25,5 million, versus €26,4 million in 2024, driven by the negative FX currency movement. In constant currency terms, current year results in Australia ended higher by 4,0% vs. 2024 supported by stable organic growth, while top line performance in New Zealand remained at the same levels with the prior year. Revenue from our Oceania operations in the twelve months ended December 31, 2025, represented 4,9% of the Group’s total revenue. Key Consolidated Figures FY 2025 FY 2024 Δ% (in € million) Revenue 25,5 26,4 (3,6%) 60
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 AEBITDA 18,1 18,8 (3,6%) CAPEX (Paid) 1,2 0,9 35,9% Turkey In Turkey, we currently own approximately 50,01% of Bilyoner, one of the leading online distributors of sports betting games in Turkey. Bilyoner, along with five other online providers, distributes the games of Spor Toto, D106 and Sisal. Bilyoner was established in 2003 and had approximately 5,8 million registered st players as of December 31 , 2025. Bilyoner’s license agreement is valid till December 2029. Bilyoner’s revenue decreased to €59,6 million in 2025, from €76,2 million over the same period last year. The underlying online sports betting market expanded by approximately 50% in local currency during the year. Nevertheless, reported revenue declined by 21,8% year-over-year, primarily due to amendments in the remuneration structure within the business value chain, as well as the translation of results in euro. Bilyoner’s revenue represented 11,4% of the Group’s total revenue for the twelve months ended December 31, 2025. Key Consolidated Figures FY 2025 FY 2024 Δ% (in € million) Revenue 59,6 76,2 (21,8%) AEBITDA 22,7 23,7 (4,1%) CAPEX (Paid) 0,5 11,4 (95,2%) Croatia We entered the Croatian Market in 2009, when INTRALOT SA and the State Lottery HRVATSKA LUTRIJA D.O.O signed a contract for the supply and maintenance of the i-System interactive gaming platform and internet games, as well as another contract for the supply and maintenance of e-Instants games. In January 2016, INTRALOT SA passed the contract to Intralot Adriatic, with 100% of the shares held by INTRALOT SA. Since then, Intralot Adriatic has been into a partnership with the State Lottery HRVATSKA LUTRIJA D.O.O, for the joint management of the interactive casino business on a shared-profit basis in Croatia. On September 2018, following a competitive process, Intralot Adriatic was awarded a 10-year contract for the supply of new central system, the LOTOS 10 ecosystem for digital, retail and other distribution channels, gaming terminals as well as related services such as implementation, system operations, games selection and planning, retailers and players support, repair lab, maintenance and support services. 61
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Currently, we operate verticals of Numerical and Instant games, Betting and Online Casino. The existing contract is in effect from late April 2021 and will last for 10 years with a two-year extension option. In 2025, Intralot Adriatic generated revenue of €17,8 million, while in 2024 the respective revenue amounted to €15,7 million. The improved performance is attributed to the local market growth. Our total revenue from Croatia for the twelve months ended December 31, 2025, consisted of 3,4% of the Group’s total revenue. Key Consolidated Figures FY 2025 FY 2024 Δ% (in € million) Revenue 17,8 15,7 13,2% AEBITDA 10,4 10,1 2,9% CAPEX (Paid) 3,6 1,5 160,6% Looking Ahead Following the strategic combination with Bally’s International Interactive business, Bally’s Intralot has evolved into a more diversified, digitally oriented and geographically balanced organization. The enlarged Group integrates interactive, iLottery, sports betting and lottery technologies within a unified platform architecture capable of delivering interoperable, scalable and extensible solutions across multiple regulated jurisdictions. This broader business mix materially enhances the Group’s revenue profile, increasing its exposure to digital and recurring revenue streams while reducing concentration risk across individual markets or verticals. The expanded geographic footprint strengthens the Group’s presence in regulated international markets, aligning with its strategy of operating across diversified jurisdictions with established regulatory frameworks. The regulatory environment continues to evolve, with governments placing increasing emphasis on fiscal contributions, consumer protection and responsible gaming standards. In this context, the announced increase in gaming taxation in the United Kingdom, raising the applicable rate on certain gaming activities to 40%, represents a structural change in market economics. While the impact is expected to place pressure on margins within the affected segment, the Group’s broader geographic and product diversification mitigates the risk. Management has initiated targeted mitigation measures, including the accelerated realization of integration synergies, disciplined cost management initiatives and continued optimization of product and channel mix. The combined platform enables operational efficiencies, technology rationalization and 62
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 enhanced cross-selling opportunities, supporting margin resilience despite localized regulatory headwinds. The Group will continue to invest in next-generation platforms, including advanced lottery systems, digital and iLottery solutions, and centralized monitoring technologies. Particular emphasis will be placed on scaling digital capabilities, expanding omni-channel offerings and leveraging shared technology infrastructure across jurisdictions to improve time-to-market and operational efficiency. Technology remains the principal enabler of innovation and value creation. The Group’s integrated solutions are designed to support seamless player experiences, real-time data analytics and centralized operational capabilities. Organizationally, the Group is progressing toward a more integrated operating model, supported by a strengthened leadership structure and a robust governance framework. Key priorities for the upcoming fiscal year include successful post-combination integration, disciplined execution across all contracts, continued synergy realization and the generation of sustainable free cash flows to support strategic investments and deleveraging objectives. With an expanded digital portfolio, broader international presence and enhanced operational scale, Bally’s Intralot enters the new fiscal year positioned to capitalize on structural industry growth and deliver sustainable long-term value to its shareholders, partners, employees and the communities in which it operates. Human Resources Our Best Asset The Human Resources of a Company is acknowledged as its most important asset, providing it with competitive advantage, thus, the policies pursued and the initiatives undertaken by Bally’s Intralot and its subsidiaries abroad, aim at effectively attracting, enhancing, motivating and retaining talent. The continuous efforts and contribution of all Bally’s Intralot employees, as well as their unceasing trust and support of its shareholders, remain a key factor in the advancement of the Company’s competitiveness and further growth. The Company undertakes to provide its employees with a working environment that will constantly develop their capabilities and enhance their performance through reward and recognition schemes, always in accordance with the principles that govern the Group. At Headquarters, the total turnover rate was at the range of 9,4 %, while the people who joined reached 11,7% of the total personnel base. For the selection of human resources, high recruitment standards and processes have been followed. 63
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 In terms of enriching our practices for the better operation of the company, various policies have been updated in group subsidiaries and other processes have been enhanced with automations. These improvements aim to achieve more efficient processes and optimize the Bally’s Intralot group. Performance Appraisal Management The Performance Appraisal Management System has been successfully operating in the parent company and most subsidiaries for the past eight years, providing a structured, transparent, and consistent framework for managing and enhancing performance. At the beginning of each year, a comprehensive and integrated goal-setting process ensures alignment between individual objectives and organizational priorities. A mid-year review meeting follows, offering the opportunity to assess progress, make any necessary adjustments to plans, and refine goals where needed. The cycle concludes at the beginning of the following year with the formal performance appraisal of the year completed. This is now the second year of implementing the competencies model across the organization. In addition to performance goals, all employees are evaluated on five core competencies that are fully aligned with the organization’s values. These competencies define the expected behaviors and mindset that support our culture and long-term success, ensuring that performance is assessed not only on what is achieved, but also on how it is achieved. Indicative competencies include teamwork, integrity, responsibility and reliability, and adaptability, among others, promoting a consistent, values-driven approach throughout the organization. At the same time, Bally’s Intralot continues its transition from a traditional performance appraisal scheme to a more modern, dynamic, and flexible approach through the Continuous Performance Management process. This process is available throughout the year and encourages ongoing dialogue and alignment between employees and supervisors. It incorporates continuous feedback, structured activities related to performance and development goals, documentation of key achievements and contributions, notes to support meaningful 1:1 meetings, and scheduling capabilities to facilitate regular check-ins. Through this approach, performance management becomes an ongoing, collaborative journey rather than a once-a-year event. Individual actions, achievements, and feedback received from colleagues are continuously captured and integrated into the overall performance process, fostering greater transparency, stronger alignment with strategic objectives, improved productivity, and meaningful development opportunities for all employees. 64
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Training and Development In the offices in Greece for 2025, in the context of development and career advancement, 39 of our people were promoted, while twelve of whom assumed managerial positions. In terms of Training, great emphasis was placed on specialized development initiatives aimed at enhancing our people’s skills in modern fields of technology, leadership and innovation. Structured training programs were implemented for the induction of the new hires, leadership skills development (e.g. Coaching Skill for Managers, Providing Effective Feedback) as well as the contiuous development of technical skills through targeted certifications and learning paths (e.g. Project Management PMI, ITIL, Business Analysis, AWS, Checkmk, Kubernetes, Kafka, Rancher,Terraform, PowerBI etc). In parallel, a comprehensive AI training program was rolled out across the organization, including foundational AI and Copilot Chat training for all employees, advanced role-based AI training for technical teams (e.g. GitHub Copilot, JetBrains AI, Microsoft AI solutions and the AI Act), and executive-level AI programs for selected business leaders in collaboration with MIT, focusing on the strategic and business application of AI. In addition, innovative platforms such as Microsoft ESI, Kode Kloud, and Udemy were deployed for specialized IT training programs. The use of these platforms contributes to participants upskilling via cutting edge tools and learning approaches. Moreover, throughout the year, the following programs were updated and implemented via our corporate e-learning platform: the Information Security Management System, the Responsible Gaming, the Anti- bribery and Anti-corruption, the GDPR compliance and the Code of Conduct training programs. Specifically, at Headquarters level, 99 training programs were carried out (53 instructor-led training sessions and 46 e-learning self-paced) with 1600 participations, reaching a total of 5.896 training hours. Activities The company, in the context of strengthening its Employer Branding, participated in the most important events for attracting new talented people in the field of technology, such as: Devoxx Days Athens, Oπe\n conference 2025, and WeTest Athens. In the area of healthcare benefits, we continued offering proactive healthcare check-up, while two blood donation initiatives took place in order to serve the needs of Bally’s Intralot’s blood bank. For our people with children, we supported Project Parenting's 1st educational conference for parents “Are screens bad for children?” In the context of volunteering, we have continued to contribute to the protection of the environment through recycling (aluminum, plastic, paper, batteries, lamps, electrical and electronic devices), while we 65
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 continue to offer our support to the works of HELMEPA (Hellenic Marine Environment Protection Association). Furthermore, we organized at our Headquarters premises the "Christmas Bazaar" and the "Easter Bazaar" and with the contribution of our employees, we have supported the work of the NGO “Médecins du Monde”. Moreover, we had the opportunity - in the parent company - to participate with our people in sports events, such as the 2025 Athens Marathon, the Race for the Cure, the B2Run Αθens 2025 and our basketball team in the 2024-2025 Championship of the Commercial League. Last but not least, we were able to bond through our internal corporate events: the Top Performers Ceremony, the Healthy Breakfast Days, the Ice Cream Days, and the Christmas Kids Party for our workforce’s children as well as our annual Vasilopita Cutting Celebration. Risks and Uncertainties Enterprise Risk Management The Enterprise Risk Management (ERM) Framework documents the good practices adopted by the Bally’s Intralot Group in order to identify, assess and manage risks related to the achievement of its business objectives. Bally’s Intralot ERM targets the assurance of stakeholder and shareholder trust through the appropriate and continuous balancing of risk and value. Bally’s Intralot ERM follows a holistic approach for taking into account all parameters that drive the execution of Bally’s Intralot Group Strategy, including Bally’s Intralot ’s financial health, operations, people, technology, compliance, products and reputation. ERM provides the means to continuously monitor risk, align it with the changing internal and external parameters and manage it according to the defined corporate risk appetite. The Enterprise Risk Management (ERM) Framework is designed according to the specifications of COSO (Committee of Sponsorship Organizations of the Treadway Commission) and ISACA (COBIT for RISK). It is a holistic strategic framework taking into account risks related to the business objectives of INTRALOT GROUP. The framework incorporates the following components: 1. Objective setting: Objectives are clearly defined in order to be used as a reference point for the identification of risks. A process is in place for setting objectives that align with INTRALOT’s mission and are consistent with the corporate risk appetite. 2. Risk assessment: Risks are analyzed in relation to the objectives and by determining the likelihood of and impact from the realization of an adverse event. 66
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 3. Risk response: Management selects risk responses – avoiding, accepting, reducing, or sharing risk – developing a set of actions to align risks with the entity's risk tolerances and risk appetite. 4. Event identification: Internal and external events affecting the achievement of INTRALOT objectives are identified. 5. Internal environment: The internal environment sets the basis for how risk is viewed and addressed by people, including risk management philosophy and risk appetite, integrity and ethical values, and the environment in which they operate. 6. Control activities: Policies, procedures, strategies, and action plans in general are established and implemented to help ensure the risk responses are effectively carried out. 7. Information and communication: Relevant information is identified, captured, and communicated in a form and time frame that enables people to carry out their responsibilities. 8. Monitoring: Risk is monitored, and modifications made as necessary. Monitoring is accomplished through ongoing management activities, separate evaluations, or both. Description of significant risks and uncertainties Financial Risks The Group's international activities create several financial risks in the Group's operation, due to constant changes in the global financial environment. The Group beyond the traditional risks of liquidity risk and credit risk also faces market risk. The most significant of these risks are currency risk and interest rate risk. The risk management program is a dynamic process that is constantly evolving and adapted according to market conditions and aims to minimize potential negative impact on financial results. The basic risk management policies are set by Group Management. The risk management policy is implemented by the Treasury Department of the Group which operates under specific guidelines approved by management. Credit risk The Group does not have significant credit risk concentration because of the wide dispersion of its customers and the fact that credit limits are set through signed contracts. The maximum exposure of credit risk amounts to the aggregate values presented in the financial position. In order to minimize the potential credit risk exposure arising from cash and cash equivalents, the Group sets limits regarding the amount of credit exposure to any financial institution. Moreover, in order to secure its transactions even more, the Group adopted an internal rating system, regarding credit rating evaluation, using the relevant financial indices. 67
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Liquidity risk Prudent liquidity management means maintaining adequate liquidity, funding ability through approved credit limits, and ability to repay liabilities. The Group has established specific policies to manage and monitor its liquidity in order to continuously have sufficient cash and liquid non-core assets that can meet its obligations. In addition, the Group has set up a system of monitoring and constant optimization of its operating and investing costs in the framework of its liquidity management policies. Further analysis of the maturity of the financial liabilities of the Group is provided in note 2.36 of the annual financial statements. Market Risk 1) Foreign Exchange risk Fluctuations in exchange rates can have significant effects on the Group’s currency positions. Group transactions are carried out in more than one currency and therefore there is a high exposure in foreign exchange rate fluctuations against the euro, which is the main underlying economic currency. On the other hand, the Group’s activity abroad also helps to create an advantage in foreign exchange risk management, due to the diversification in the currency portfolio. This kind of risk mainly results from commercial transactions in foreign currency as well as investments in foreign entities. The Group employs various strategies for hedging foreign exchange risk such as collecting foreign currency dividends from its subsidiaries abroad. The Group’s policy regarding the foreign exchange risk concerns not only the parent company but also the Group’s subsidiaries. Further analysis of the sensitivity analysis on foreign exchange variations and currency hedging derivatives is provided in note 2.36 of the annual financial statements. 2) Interest rate risk The interest rate risk is the risk that the fair value or the future cash flows of a financial instrument will fluctuate because of changes in market interest rates. The Group's activities are closely linked to interest rates because of investments and long and short-term borrowings. To manage this risk category, the Group uses financial hedging instruments in order to reduce its exposure to interest rate risk. The Group's policy on managing its exposure to interest rate risk affects not only the parent company but also its subsidiaries for their loans concluded in euros or local currency. The Group's exposure to the risk of changes in market interest rates relates primarily to long-term borrowings of the Group's floating rate. The Group also manages interest rate risk by having a balanced portfolio of loans with fixed and floating rate borrowings. On 31 December 2025, approximately the 55% of the Group's borrowings are at a fixed rate (31/12/2024: 35%) with an average life of approximately 5,4 years. As a result, the impact of interest rate fluctuations on operating results and cash flows of the Group's operating activities is small. 68
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 3) High leverage risk The ability of Bally’s Intralot to raise significant additional debt to finance its operations and expansion depends on capital market conditions, including interest rate and the associated costs of new financing. In March 2024, Bally’s Intralot announced that the maturity of the loan agreement signed on 28 July 2022 by its U.S. subsidiary, Intralot, Inc. (amounting to $230 million), with KeyBank National Association acting as Administrative Agent and a syndicate of U.S. banks, was extended by one year to July 2026. On 10 October 2025, Bally’s Intralot announced the full repayment of this loan, including principal, fees, and interest. On 28 February 2024, the Group completed the issuance of a bond loan listed on the Athens Exchange, amounting to €130 million (before issuance costs), maturing in February 2029. On 15 September 2025, a Bondholders’ Meeting approved, among other matters, the temporary waiver of financial covenant testing. Specifically, for a period of twelve (12) months from the completion date of the acquisition of Bally’s Holdings Limited by the Issuer (Bally’s Intralot), any breach of financial covenants will not constitute an Event of Default. On 28 March 2024, Bally’s Intralot completed the issuance and drawdown of a syndicated bond loan of €100 million, provided by a consortium of five Greek banks (original maturity June 2025). The proceeds were used in full to refinance the outstanding amount, including accrued interest, of the 5.250% notes maturing in September 2024. Following approval by the lending banks, the maturity of this facility was extended to 31 January 2026. On 8 October 2025, Bally’s Intralot announced the full repayment of this loan. On 25 September 2025, BALLY’S INTRALOT announced that €600,000,000 Senior Secured Notes due 2031 with a fixed interest rate of 6.750% per annum and €300,000,000 Senior Secured Floating Rate Notes due 2031, bearing interest at EURIBOR plus 4.50%, were issued through its wholly owned subsidiary Intralot Capital Luxembourg S.A. It is noted that the outstanding balance of this loan as at the date of approval of the Financial Statements amounted to €878 million, following repayments of €8.2 million on 28 February 2026 and €21.9 million on 15 April 2026. In the context of the refinancing of the €250 million notes bearing interest of 6.75% and maturing in 2021, a Supplemental Deed was signed on 3 August 2021 through Intralot Capital Luxembourg S.A., amending certain terms of the Indenture dated 16 September 2021. Among others, the interest rate on the principal was reduced to 0.001% per annum, the principal amount of the 2021 Notes was reduced by 18.00%, and the maturity was extended until 15 September 2050. The outstanding 2021 Notes continue to be guaranteed by the parent company and certain subsidiaries. It is noted that the outstanding balance of this supplemental financing as at the date of approval of the Financial Statements amounted to €2.1 million. On 8 October 2025, BALLY’S INTRALOT proceeded with the drawdown of a €200,000,000 Syndicated Bank Loan from a consortium of Greek banks, maturing in 2029 with a fixed interest rate of 7.00% per annum, through its wholly owned subsidiary Intralot Capital Luxembourg S.A. It is noted that the outstanding balance of this loan as at the date of approval of the Financial Statements amounted to €195.6 million, following a repayment of €7 million on 8 April 2026. On 8 October 2025, BALLY’S INTRALOT also proceeded 69
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 with the drawdown of a £400,000,000 senior secured facility with institutional lenders, maturing in 2031, bearing interest at SONIA plus 5.50%, through its wholly owned subsidiary Intralot Holdings UK Ltd. If the Senior Secured Net Leverage Ratio (SSNLR) is less than or equal to 3.25, the interest rate is reduced to SONIA plus 5.25%. It is noted that the outstanding balance of this loan as at the date of approval of the Financial Statements amounted to £387.9 million, following repayments of £9.4 million on 8 January 2026 and £9.1 million on 8 April 2026. Adjusted Net Debt as at 31 December 2025 amounted to €1,489.9 million compared to €334.2 million at the end of the previous year (Adjusted Net Debt is defined as Net Debt excluding the impact of restricted cash). This significant increase reflects the full restructuring of the Group’s financial structure in order to support the strategic acquisition of Bally’s International Interactive (BII). Management, taking into account the above, in combination with the continuous improvement in operating profitability expected to arise mainly from the performance of online activities in the United Kingdom through Bally’s International Interactive (BII), considers that the high leverage risk is at manageable levels so as to ensure the maintenance of sound financial ratios and to support the Group’s operations. Further analysis of the Group's leverage is provided in note 2.36 of the annual financial statements. Operating Risks Gaming sector and economic activity The gaming market is affected by the economic cycles since lottery products are consumer products. However, the gaming sector is more resilient than other sectors of the economy in periods of economic crisis. Specifically, during an economic downturn, frequent draw games (like KENO or VLTs) are most likely to present a reduction in revenues, while lotto type games are less affected. With its international expansion, INTRALOT has achieved significant diversification and has reduced its dependency on the performance of individual markets and economies. Gaming Taxation The financial crisis has increased the budget deficits of many countries. The increase of the taxation of lottery games constitutes sometimes an easy, but not correct in Group’s opinion, solution for the governments to finance these deficits. Nevertheless, such measures may affect Bally’s Intralot’s financial results. 70
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Regulatory risk The gaming industry is subject to extensive regulations and oversight and regulatory requirements vary from jurisdiction to jurisdiction. Because of the broad geographical reach of Bally’s Intralot’s ’s operations, it is subject to a wide range of complex gaming laws and regulations in the jurisdictions in which it is licensed or operate. These regulations govern, for example, advertisement, payouts, taxation, cash and anti-money laundering compliance procedures and other specific limitations, such as the number of gaming machines in a given POS and their proximity to each other. Most jurisdictions require that Bally’s Intralot be licensed. If a license, approval or finding of suitability is required by a regulatory authority and Bally’s Intralot’s fails to seek or does not receive the necessary approval, license or finding of suitability, then it may be prohibited from providing its products or services for use in the particular jurisdiction. Bally’s Intralot’s relies on government licenses in order to conduct its main business activities and termination of these licenses would have a material adverse effect on Group revenue. Changes in regulatory environment in any particular jurisdictions may have a material adverse impact on Group results, cash flows, business operations or prospects. Technological changes The gaming industry is characterized by rapidly changing technology and evolving industry standards. Many of Bally’s Intralot’s software and hardware products are based on proprietary technologies. Bally’s Intralot’s competitiveness in the future will depend on its ability to respond to technological changes and satisfy future technology demands by developing or licensing innovative and appealing products in a timely and cost-effective manner. Bally’s Intralot’s invests significant financial resources in R&D efforts to develop innovative products so as to compete effectively in the gaming markets. Emerging markets risk Bally’s Intralot’s operates and offers its products and services in many countries, actively operating in rapidly growing and emerging markets. Potential social, political, legal and economic instability in these markets, such as the political turmoil in Turkey in 2016, may pose significant risks to the Group ability to conduct its business and expand its activities in these markets. Although management believes its operations in Turkey have not been affected, there can be no assurances such events will not have an impact in the future. Competition risk and margin squeeze Bally’s Intralot operates in a highly competitive industry and its success depends on its ability to effectively compete with numerous domestic and foreign companies. Also, Intralot is heavily dependent on its ability to renew its long-term contracts with its customers and could lose substantial revenue and profits if is 71
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 unable to renew such contracts or renew them with less favorable terms (profit margins, smaller range of services, etc.) due to high competition during public tender process. Environmental Sustainability Bally’s Intralot embodiesenvironmental sustainability by identifying best practices and performing green initiatives that align with its' values, in order to reduce its' environmental footprint. Paper and energy consumption are the largest environmental impacts identified. Bally’s Intralot is committed to reducing the amount of waste and improve its' recycling rates. Additionally, it reduces the use of physical resources such as paper and ink by reducing printing within the offices. Bally’s Intralot is measuring its environmental impact in order to operate in a more sustainable way in the future. Other Operating Risks • risks posed by illegal betting (loss of market share), • changes in consumer preferences, • increased competition in the gaming industry, • non-renewal or termination of material contracts and licenses, • seasonality of sports schedules, and jackpots in lottery games, • player fraud, • exposure of the Group to risks related to the global economy and the economies of the countries in which it operates, • inability of the Group to protect intellectual and industrial property rights over its technology and/or to prevent the exploitation of this technology by third parties, • cybersecurity risks of the Group's technology or IT infrastructure • failure of the Group to fulfill its contractual obligations arising from the licenses and contracts it has entered into. 72
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Material Transactions Between the Company and Related Parties The most important transactions between the Company and its related parties as per IAS 24 are presented on the table below: Expenses / Purchases of assets & Group Revenues inventories (total operations) 31/12/2025 31/12/2024 31/12/2025 31/12/2024 Intracom Holdings Group 6 2 842 319 VSC 89 0 3.779 5.485 Hitay Group 0 128 3.527 12.593 Bally’s Corporation 0 0 0 0 Karenia Enterprises Company Ltd 0 0 2.165 0 Ganyan Interactif Hizmetler A.S. 0 0 5.167 0 Lotrich Information Co LTD 1.786 3.590 258 0 Other related parties 648 524 0 0 Executives and members of the 0 0 8.490 5.579 board Total 2.528 4.243 24.228 23.975 Expenses / Purchases of assets & Revenues inventories Company 31/12/2025 31/12/2024 31/12/2025 31/12/2024 Intracom Holdings Group 6 2 387 335 Intralot Finance UK LTD 0 0 0 1.858 Intralot Benelux B.V. 2.709 2.961 0 0 Intralot Inc 8.392 5.322 3 0 Bilyoner Interaktif Hizmelter A.S. 2.945 6.098 0 104 Intralot Iberia Holdings S.A. 394 570 5.132 716 Intralot Global Holdings B.V. 3.528 4.093 0 0 Intralot Gaming Services PTY 5.737 5.791 0 0 Intralot Adriatic DOO 5.992 4.906 0 0 Intralot Global Operations B.V. 2.232 2.745 1.949 2.184 Intralot Capital Luxembourg S.A. 740 107 1.095 0 Intralot Ireland LTD 1.525 1.427 158 199 Intralot New Zealand LTD 1.067 1.081 0 0 Lotrich Information Co LTD 1.938 3.786 258 0 Other related parties 1.723 1.514 886 224 Executives and members of the 0 0 7.688 4.370 board Total 38.927 40.403 17.555 9.991 During the years 2025 and 2024, no transactions related to the purchase of fixed assets (including right-of- use assets) and inventories were conducted by the Group or the Company with related parties. From the Company's revenue for 2025, the amount of €3.250 thousand (2024: €6.249 thousand) relates to dividends, mainly from the subsidiaries Bilyoner AS and the associate company Lotrich Information Co LTD. Finally, the compensation for executive directors and members of the management of the Group and the Company amounted to €8,5 million and €7,7 million, respectively, for the period 1/1/2025 – 31/12/2025 (2024: €5,6 million and €4,4 million, respectively). 73
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Group Receivables Provisions for doubtful receivables Payables (total operations) 31/12/2025 31/12/2024 31/12/2025 31/12/2024 31/12/2025 31/12/2024 Intracom Holdings Group 456 456 -456 0 126 478 Lotrich Information Co LTD 526 6.017 0 0 0 0 VSC 4.078 4.516 -606 -606 0 0 Inver Club SA 3.094 1.807 0 0 0 0 Hitay Group 0 0 0 0 210 1.739 Ganyan Interactif Hizmetler 0 3.005 0 0 0 0 A.S. Bally’s Corporation 0 0 0 0 11.744 0 Other related parties 1.481 932 -242 -242 644 284 Executives and members of the 0 0 0 0 0 0 board Total 9.634 16.732 -1.305 -849 12.724 2.501 Receivables Provisions for doubtful receivables Payables Company 31/12/2025 31/12/2024 31/12/2025 31/12/2024 31/12/2025 31/12/2024 Intracom Holdings Group 0 0 0 0 126 478 Intralot International Ltd 13.042 13.042 0 0 0 2 Intralot Capital Luxembourg 747 107 0 0 2.785 0 S.A. Intralot Global Holdings B.V. 35.407 54.382 0 0 643 642 Intralot Gaming Services PTY 1.276 1.510 0 0 1.395 39 Lotrom S.A. 2.420 2.384 0 0 12.374 12.671 Intralot Inc 3.242 2.253 0 0 373 34 Lotrich Information Co LTD 526 6.017 0 0 0 0 Intralot Maroc S.A. 7.057 6.953 0 0 0 3 Intralot Global Operations B.V. 5.344 6.914 0 0 3.402 3.649 Intralot Adriatic DOO 15.444 14.458 0 0 53 31 Intralot Benelux B.V. 2.195 2.198 0 0 8 1.243 Intralot Iberia Holdings S.A. 899 505 0 0 2.626 1.364 Intralot Holdings International 6.078 6.078 0 0 350 0 Ltd Other related parties 1.893 2.254 -463 -463 898 548 Executives and members of the 0 0 0 0 0 0 board Total 95.571 119.056 -463 -463 25.031 20.705 74
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Alternative Performance Measures (“APM”) The Group uses Alternative Performance Measurements ("APM") in decision-making regarding its financial, operational and strategic planning as well as for the evaluation and publication of its performance. These APMs serve to better understand the financial and operating results of the Group, its financial position and the cash flow statement. Alternative indicators ("APM") may not be comparable with similarly titled measures presented by other companies, should always be taken into account in conjunction with the financial results prepared in accordance with IFRS and under no circumstances replace them. Definitions and reconciliation of APM In the description of the Group's performance, "Adjusted” indicators are used: • Adjusted Earnings Before Interest, Taxes, Financing, Investing Results and Depreciation & Amortization (AEBITDA) • Adjusted Net Debt Adjusted Earnings Before Interest, Taxes, Financing, Investing Results and Depreciation & Amortization (AEBITDA) The International Financial Reporting Standards (IFRS) do not define the content of the accounts “Adjusted Earnings / (Losses) Before Interest, Taxes, Financing, Investing Results and Depreciation & Amortization” (AEBITDA). Taking into account the nature of its operations, the Group defines “AEBITDA” as “Earnings / (Losses) Before Interest, Taxes, Financing, Investing Results and Depreciation & Amortization”, adjusted for “Exceptional or unusual items”. Furthermore, the Group defines the following items: “Earnings / (Losses) Before Interest, Taxes, Depreciation and Amortisation” (EBITDA). Taking into account the nature of its operations, the Group defines EBITDA as profit / (loss) before tax from continuing operations, adjusted for “net finance income / (expenses)”, “profit / (loss) on net monetary position”, “foreign exchange differences”, “depreciation and amortization”, “impairments and other gains / (losses) of non-financial assets”, “net result from investments”, “share of net profit of associates and joint ventures accounted for using the equity method”, and “transaction fees”. 75
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 GROUP Reconciliation of Profit/Loss before tax to EBITDA and AEBITDA (continuing operations): 1/1-31/12/2025 1/1-31/12/2024 Profit/(loss) before tax from continuing operations -40.985 18.041 Net Finance income / (expense) 85.343 41.052 Profit / (loss) to net monetary position 2.954 -6.311 Foreign exchange differences 1.124 -578 Profit before financing and income taxes 48.436 52.204 Impairments and other gains/(losses) of non-financial assets 3.399 -95 Transaction fees 20.226 2.391 Depreciation & amortization 92.406 70.943 Net Result from Investment 1.827 -399 Share of net profit of associates and joint ventures accounted for using the equity 45 -362 method EBITDA 166.339 124.682 Exceptional or unusual items 17.166 6.056 Adjusted EBITDA 183.505 130.738 Exceptional or unusual items for the year ended 31 December 2025 include the following: - €10,0 million relates to an impairment allowance for doubtful receivables from the Organization of Horse Racing of Greece S.A. (ODIE) and is included in the line item “Impairment losses on financial assets” - €5,5 million relates to additional bonuses granted in connection with the successful completion of the acquisition agreement, and €0,5 million relates to additional termination benefits. These amounts are included in the line item “Personnel expenses”. - €1,2 million relates to exceptional expenses, including travel and investor presentations abroad associated with the transaction, as well as non-recurring expenses related to the commencement of new projects in the United States. These amounts are included in the line item “Net other operating income / (expenses)”. With respect to exceptional or unusual items for the year ended 31 December 2024, the total amount has been recognized within the line item ‘Net other operating income / (expenses)’ and relates to the settlement agreement with the District of Columbia (Washington, D.C.), together with directly attributable and related costs. Adjusted Net Debt The Adjusted Net Debt is calculated by adding “Long-term loans,” “Long-term lease liabilities,” “Short-term loans,” and “Short-term lease liabilities,” and deducting “Cash and cash equivalents” from the total, while also taking into account restricted deposits related to financing activities. The relevant calculations are presented below: 76
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 GROUP 1/1-31/12/2025 1/1-31/12/2024 Long-term loans 1.625.601 298.057 Long-term lease liabilities 52.819 12.468 Short-term loans 45.546 126.819 Short-term lease liabilities 16.630 6.830 Total Debt 1.740.596 444.174 Cash and cash equivalents -236.213 -85.798 Net Debt 1.504.383 358.376 Restricted cash related to financing activities -10.471 -24.191 Net Debt (adjusted) 1.493.912 334.185 Adjusted earnings before interest, taxes, financing and investing results, and 183.503 130.738 depreciation and amortization (AEBITDA) from continuing operations Adjusted leverage 8,14 2,56 The Group’s adjusted leverage as of 31 December 2025 is not considered fully representative of its ability to service its debt obligations, as the results of the acquired subsidiary have been included in the Group’s consolidated financial statements only for the period from 8 October 2025 to 31 December 2025. Taking into account the contribution of the acquisition for the full period, the Group’s adjusted leverage on a pro forma basis for the full year 2025 provides a more comprehensive view of the Group’s financial position and leverage profile on an annual basis. Based on this approach, Management believes that the Group is able to service its debt obligations. From the information stated above, Annexes A and B attached below, and Annex C attached at the end of the Financial Statements, all of which form an integral part of the Board of Directors' Management Report, as well as the Financial Statements, you are able to have a complete picture of the Group for the year 1/1/2025 - 31/12/2025. Sincerely, Chairman of the Board of Directors Sokratis P. Kokkalis Peania, 20/4/2026 77
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 ANNEX A EXPLANATORY REPORT (on Article 4 par. 7 & 8 of L. 3556/2007) 78
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 1. Share capital structure The share capital of the Company currently amounts to five hundred and sixty million, three hundred and forty thousand, eight hundred and eight euros and twenty cents (€560.340.808.20), divided into one billion eight hundred sixty-seven million eight hundred two thousand six hundred ninety-four (1.867.802.694) registered shares with a nominal value of thirty cents (€ 0,30) each. All of the Company’s shares are admitted to trading on the Main Market of the Athens Stock Exchange, in the “Travel & Leisure / Casinos & Gambling” Sector. The Company’s shares are common registered shares with a voting right. 2. Restrictions on the transfer of the Company’s shares Shares in the Company may be transferred in accordance with the law and the Company’s Articles of Association do not contain any restrictions on transfer. 3 Major direct or indirect participation pursuant to Articles 9 to 11 of L. 3556/2007 Mr. Soohyung Kim indirectly held 58,789% of the Company’s share capital as of 31.12.2025, through the shareholders below: 1. “PE Sub Holdings LLC”, with 35.057% on the Company’s share capital, 2. “PREMIER ENTERTAINMENT SUB, LLC”, with 15.044% on the Company’s share capital, and 3. “CQ Lottery LLC”, with 8.688% on the Company’s share capital. The chain of companies controlled by Mr. Soohyung Kim is set out below: • Mr. Soohuyng Kim controls 99.99% of the share capital of “Acme Amalgamated Holdings, LLC”; • “Acme Amalgamated Holdings, LLC” controls: • 90.625% of the share capital of “Standard General Management, LLC”, • 90.625% of the share capital of “Standard General Holdings L.P.”, • 99.1% of the share capital of “Standard General GP LLC” (19.1% directly and 80% indirectly through “Standard General Management, LLC”) and • 99.1% of the share capital of “Standard General L.P.” (19.1% directly and 80% indirectly through “Standard General Holdings L.P.”); • “Standard General GP LLC”, exercising exclusive managerial responsibility pursuant to a management agreement, controls “Standard General Master Fund II L.P”; • “Standard General L.P.”, exercising exclusive managerial responsibility pursuant to a management agreement, controls “ESPG Master SPC Ltd. – Segregated Portfolio A”; • “Standard General Master Fund II L.P” controls 55.44% of the share capital of “Bally’s Holdco LLC” 79
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 (former “SG CQ Gaming LLC”); • “ESPG Master SPC Ltd. – Segregated Portfolio A” controls 84.09% of the share capital of “Standard RI Ltd.”; • “Bally’s Holdco LLC” (former “SG CQ Gaming LLC”) and “Standard RI Ltd.” collectively control 66.07% of the share capital of “Bally’s Corporation” (49.34% is controlled by “Bally’s Holdco LLC” and 16.73% is controlled by “Standard RI Ltd.”); • “Bally’s Corporation” controls: (a) 100% of the share capital of “The Queen Casino & Entertainment LLC.” which in turn controls 100% of the share capital of “CQ Lottery LLC” and (b) 100% of the share capital of “Premier Entertainment Parent, LLC” which in turn controls 100% of the share capital of “Premier Entertainment Sub, LLC” which in turn controls 100% of the share capital of “PE Sub Intermediate Holdings, LLC” which in turn controls 100% of the share capital of “PE Sub Holdings, LLC”. No other natural person or legal entity owns more than 5% of the Company's share capital. 4. Shareholders with special control rights (all types of shares). Corporate shares, which confer special control rights to their holders, have not been issued. 5. Restrictions on voting rights. The Company’s Articles of Association do not provide for restrictions on voting rights. 6. Agreements between the Company’s Shareholders The Company has no notion of agreements between its shareholders that may result in restrictions both on the transfer of shares and on the exercise of the related voting rights. 7. BoD members’ appointment rules and replacement; Amendment of the Articles of Association of the Company The provisions of the Company's Articles of Association regarding the appointment and replacement of members of the Board of Directors, as well as the amendments to the provisions of the AoA, are in compliance with Law 4548/2018. 8. BoD or BoD member responsibility for the issuance of new shares or the purchase of own shares The Board of Directors of the Company has the authority to issue new shares in the following cases: a. According to Article 5 § 2 and 3 of the Articles of Association of the Company: 80
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 “2. Without prejudice to the provisions of par. 3 of this Article, it is decided herewith that the Company's Board of Directors is entitled upon relevant authorization of the General Meeting of the Company's Shareholders, to make a decision by the majority of two thirds (2/3) of all its members and to increase the Company's share capital, wholly or partly, by issuing new shares for an amount which cannot exceed three times the amount of the share capital which was paid up on the date when such power and authority was granted to the Board of Directors. The above decision of the General Meeting of the Company's Shareholders is subject to publication in accordance with the provisions of Article 13 of L. 4548/2018. The above power and authority of the Board of Directors can be renewed by the General Meeting of the Company's Shareholders for a period of time not exceeding a five-year period for each renewal, while it becomes effective after the expiration of each five-year period. 3. Any decision to increase the Company's share capital made in accordance with the provisions of par. 2 of this Article constitutes a modification of the Company's Articles of Association″. b. In cases referred to in Article 26 of the L. 4548/2018 and Article 113 of L.4548/2018 and in accordance with the Article 7 § 3 and 4 (granting of stock option rights) of the Company's Articles of Association, where the following are defined: “3. In any case of increase of the Company's capital, which is not made by way of contribution in kind as well as in the case of issue of bonds convertible into shares, the shareholders of the Company at the time of issue of the new shares have a pre-emption right as regards the acquisition of all new shares or the participation in the bond loan, on a pro-rata basis, according to the number of shares they already own. The pre-emption right should be exercised within the deadline set by the Company's body which decided on the increase. Such deadline can under no circumstances be less than fourteen (14) days, without prejudice to the provisions regarding deadline for payment of the share capital, as specified in Article 20 of L.4548/2018. In case of paragraph 2 of Article 25 of L.4548/2018, the deadline set for the exercise of the pre-emption right starts as of the date when the relevant decision of the Board of Directors was made regarding determination of the price of disposal of the new shares. After the expiration of such deadlines, the shares which have not been paid according to everything specified hereinabove, shall be disposed of by the Company's Board of Directors at its discretion at a price which cannot be less than the price paid by the shareholders at the time of the increase. In the event that the Company's body which decided on the increase of the capital fails to set the deadline for the exercise of the pre-emption right, then such deadline or any extension thereof, is set upon decision of the Company's Board of Directors within the period of time specified in Article 20 of L. 4548/2018. 81
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 The invitation regarding the exercise of the pre-emption right should also specify the deadline for the exercise of such right and is subject to publication by the Company in the Government Gazette. Without prejudice to the provisions of paragraph 2 of Article 25 of L. 4548/2018, the invitation regarding the exercise of the pre-emption right and the notification regarding the deadline set for the exercise of the pre-emption right, according to everything specified hereinabove, may be omitted, provided that shareholders representing the entire share capital were present in the meeting and provided that they were notified of the deadline set for the exercise of the pre-emption right or declared that they have decided whether they shall exercise or not the pre-emption right. The publication of the invitation may be replaced by a registered letter, return receipt requested. Upon decision of the General Meeting of the Company's Shareholders made in accordance with the provisions of paragraphs 3 and 4 of Article 130 and paragraph 2 of Article 132 of L. 4548/2018, the pre- emption right specified in Article 26 of L. 4548/2018, may be limited or abolished. Such decision can only be made in the event that the Company's Board of Directors has submitted to the General Meeting of the Company's Shareholders a written report specifying the reasons why the pre-emption right should be curtailed or abolished and justifying the price which is suggested for the issue of the new shares. The decision of the General Meeting is subject to publication. There is no case of exclusion from the pre- emption right, according to everything specified in the previous paragraph, when shares are taken by credit institutions or by companies providing investment consulting services, which are entitled to accept title deeds for safeguarding, according to everything specified in the previous paragraph, and in order to offer them to the shareholders, in accordance with the provisions of paragraph 1 of Article 26 of L. 4548/2018. In addition, there is no case of exclusion from the pre-emption right, when the capital increase is intended to give employees a holding in the Company's share capital in accordance with Articles 113 and 114 of L. 4548/2018. The Capital may be increased, in part, by contributions in cash and, in part, by contribution in kind. In this case, the competent body which decides on the increase should declare that the fact that shareholders who contribute in kind do not participate in the increase, which is made by contribution in cash too, does not constitute an exclusion of theirs of the pre-emption right, if the percentage of contributions in kind in comparison to the entire amount of increase is at least equal to the percentage of the share capital owned by those shareholders, who make the said contributions. In case of increase of the capital partially by contribution in cash and partially by contribution in kind, the value of contributions in kind should have been assessed, in accordance with the provisions of Articles 17 and 18 of L. 4548/2018, before any relevant decision is made.” “4. Upon decision of the General Meeting of the Company's Shareholders made, in accordance with the provisions of paragraphs 3 and 4 of Article 130 and paragraph 2 of Article 132 of L.4548/2018, a plan may be prepared for the disposal of shares to the members of the Board of Directors and to the personnel of the Company and of other affiliated companies as defined in Article 32 of L.4308/2014, in the form of a pre- 82
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 emption right (option), on the terms and conditions of such decision, while a summary of such decision is subject to publication. Persons who provide services to the Company on a regular basis can also be designated as beneficiaries in the above plan. The nominal value of shares, which are disposed of according to the provisions of this paragraph, can under no circumstances exceed one tenth (1/10) of the share capital, which was paid up on the date when such decision was made by the General Meeting of the Company's Shareholders. The decision of the General Meeting of the Company's Shareholders specifies that, in order to satisfy the legal requirements with regard to the pre-emption right, the Company will increase its share capital or will use shares, which are acquired or have been acquired by the Company, in accordance with the provisions of Article 49 of L. 4548/2018. In any case, the decision of the General Meeting of the Company's Shareholders should specify the highest number of shares which may be acquired or issued, in the event that the beneficiaries shall exercise the above mentioned right of theirs, the price and the terms and conditions for disposal of the shares to the beneficiaries, the beneficiaries or the categories of beneficiaries and the method used for the determination of the price of acquisition thereof, without prejudice to the provisions of paragraph 2 of Article 35 of L. 4548/2018, the duration of the plan as well as any other relevant term and condition. According to the same decision the beneficiaries or the categories of beneficiaries, the way of exercise of the pre-emption right and any other term and condition related to the plan for the disposal of shares. According to the terms and conditions of the plan, the Company's Board of Directors issues for the beneficiaries who exercised their right certificates proving that they have acquired shares and every three months maximum, it delivers the shares which have already been issued or are issued and it delivers the shares to the above named beneficiaries, by increasing the Company's share capital, while it confirms the increase of the share capital. The decision of the Company's Board of Directors confirming the payment of the amount of increase should be made every three months, in deviation of the provisions of Article 20 of L. 4548/2018. The provisions of Article 26 of L. 4548/2018 do not apply to those capital increases. Upon decision made, in accordance with the provisions of paragraphs 3 and 4 of Article 130, and paragraph 2 of Article 132 of L. 4548/2018, which is subject to publication, in accordance with the provisions of Article 12 of L.4548/2018, the General Meeting of the Company's Shareholders is entitled to authorize the Company's Board of Directors to prepare a plan for the disposal of shares, according to the provisions of the previous paragraph, by increasing the share capital, if necessary, and by making all other relevant decisions. Such authorization is valid for five (5) years, unless the General Meeting of the Company's Shareholders shall determine that it is valid for a shorter period of time and that it is irrelevant to the powers and authorities of the Company's Board of Directors, specified in paragraph 1 of Article 24 of L. 4548/2018. The resolution of the Company's Board of Directors shall be passed under the terms of Article 113 of L. 4548/2018. The above do not apply where the plan for the disposal of shares has been included in the approved remuneration policy. 83
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 With respect to the disposal of shares to members of the Board of Directors and/or employees of the Company or its associated companies as defined in Article 32 of L. 4308/2014 free of charge, the provisions of Article 114 of L. 4548/2018 shall apply.″ c. Pursuant to the current Law 4548/2018, Article 49, the Company may decide to acquire its c. Pursuant to the current Law 4548/2018, Article 49, the Company may decide to acquire its own shares. The Company according to article 49, Law 4548/2018, and based on the resolution of the Shareholder’s Extraordinary General Meeting which took place on the 19.12.2025, has approved a buy-back program of up to 10% of the paid share capital, for the time period of 24 months with effect up to 10% of the paid-up share capital, for the period of the next 24 months, effective from today, 19.12.2025, until 19.12.2027, with a minimum price of Euro 0.80 and a maximum price of Euro 1.5, with the possibility of distributing the shares acquired to the Company's personnel or to the personnel of an affiliated company (in accordance with article 32 of Law 4308/2014) and/or retaining them for the future acquisition of another company’s shares. Until 31/12/2025 the Company holds 1.362.000 own shares (0.073% of the corporate share capital) with average price €1.049 per share and a total amount of €1.429.160.76. 9. Key agreement entered into by the Company that will take effect, be modified or terminate upon a change of control of the Company following a public offer and the effect of such agreement Some of the contracts of Bally’s Intralot Group include Change of Control clauses, which give the counterparty state authority the right to check the persons acquiring a significant stake in the company that manages the project and/or in the Parent Company, and/or the right to terminate the contract in the event of significant findings as to the suitability of these persons. In addition, on 27.2.2024, Bally’s Intralot issued a five-year Common Bond Loan of €130.000.000, the bonds of which were admitted for trading in the Fixed Income Securities Category of the Regulated Market of the Athens Stock Exchange. According to the aforementioned Common Bond Loan Program, in the event of a change of control, Bally’s Intralot will repurchase the bonds at 101% of their nominal value plus accrued and unpaid interest, as well as any expenses and taxes until the date of the mandatory repurchase event. A Change of Control under the above Program is defined as the occurrence of any of the following events: (1) the acquisition in any way of more than 33,3% of the voting rights of Bally’s Intralot by a person or persons acting jointly and in concert, other than the existing investors Mr. Sokratis Kokkalis and Mr. Soohyung Kim or their accepted successors, or (2) a reduction of the joint direct or indirect shareholding and/or voting rights of the above persons to an aggregate percentage of less than 20% of the shares and voting rights of Bally’s Intralot or (3) the acquisition in any way of the control of Bally’s Intralot by any person 84
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 other than the above, or (4) a reduction of the total direct and/or indirect shareholding and/or voting rights held by Bally’s Intralot in its subsidiary Intralot Global Holdings BV to less than 100%. In addition, the subsidiary Intralot Capital Luxembourg S.A. entered into a loan agreement with a syndicate of foreign credit institutions on 18 September 2025 for GBP 400 million and with a syndicate of domestic credit institutions on 3 October 2025 for €200 million, while it issued bonds of a total amount of €900 million as announced on 25 September 2025. All of the above financing agreements provide for mandatory repayment in the event of a Change of Control, defined as the acquisition of more than 50% of Bally’s Intralot by third parties other than the Permitted Shareholders (namely Standard General, Bally’s Corporation and their affiliated companies). Finally, it is noted that the agreements referred to in last year’s explanatory report, namely (a) the loan agreement entered into on 28 July 2022 by the Group’s U.S. subsidiary “Intralot, Inc.” with KeyBank National Association Inc. as Administrative Agent and a syndicate of U.S. banks for a three year USD 230,000,000 Term Loan and a USD 50,000,000 Revolving Credit Facility, and (b) the Syndicated Bond Loan of up to €100,000,000 entered into by Bally’s Intralot with a consortium of five Greek banks, organized by Piraeus Bank and National Bank of Greece as announced on 28 March 2024, were repaid on 9 October 2025 and 8 October 2025 respectively. 10. Any agreement between the Company and members of its Board of Directors or its employees that provides for compensation in the event of an unjustified resignation or dismissal or termination of mandate/employment due to a public offer There are no agreements between the Company and the members of its Board of Directors or its employees providing for compensation in the event of an unjustified resignation or dismissal or termination of mandate/employment due to a public offer. 85
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 ANNEX B CORPORATE GOVERNANCE STATEMENT 86
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Ι. Reference to the Corporate Governance Code the Company is subject to and the location where this Code is available to the public. This Corporate Governance Statement constitutes a special part of the Annual Report of the Board of Directors, according to the provisions of articles 152 and 153 of L 4548/2018. The institutional framework governing the Company’s operation and obligations is L. 4548/2018 on the reform of the law of sociétés anonymes and L. 4706/2020 on corporate governance. As a listed company in the Athens Stock Exchange, the Company has additional obligations in respect of the individual sections of governance, investors, and supervisory authorities’ information, etc. The principal laws describing and imposing the additional obligations are L. 4706/2020 and the Hellenic Capital Market Commission decisions and circulars issued by delegated authority of the law (decisions no. 1Α/890/18.09.2020, 1/891/30.09.2020 as amended and in force, 2/905/3.3.2021, circular 60/18.9.2020, documents no. 425/21.02.22, 784/20.03.23 and 434/24.02.25 and 150/29.01.26 of the Hellenic Capital Market Commission to listed companies with caveats, clarifications and recommendations, L. 3556/2007, L. 4374/2016, L. 5178/2025, the ATHEX Exchange Rulebook, the provisions of article 44 of L. 4449/2017 (Audit Committee), as amended by article 74 of L. 4706/2020 and article 43 of L. 5164/2024 and in force, in conjunction with the caveats, clarifications and recommendations of document No. 1149/17.05.2021 of the Hellenic Capital Market Commission, as well as decision no. 5/204/14.11.2000 of the BoD of the Hellenic Capital Market Commission, as in force. The Company took care for the timely adjustment of its corporate governance framework to the provisions of L. 4706/2020, as well as to the decisions of the Hellenic Capital Market Commission, that were issued by delegated authority of said law. The meeting of 30/06/2021 of the Board of Directors adopted the Hellenic Corporate Governance Code (June 2021 edition) of the Hellenic Corporate Governance Council (HCGC) (hereinafter referred to as the “Code”). The Code is available on the Company website http ://www.intralot.com along with its English translation. During 2021, the Company complied with the provisions of the above Code, with the deviations stated below., while it intends to adopt appropriate policies and proposals to minimize existing deviations from the provisions of the Code. The Company monitors developments in the applicable framework as well as best practices in the field of corporate governance to ensure not only its compliance with the applicable institutional framework, but also the development of policies, values and principles governing its operations, ensuring transparency, and safeguarding the interests of shareholders and all stakeholders. 87
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 ΙΙ. Reference to corporate governance practices applied by the Company in addition to provisions of the law, and reference to the location where they are published. The Company does not apply any other practices in addition to the provisions of the applicable legal framework related to corporate governance. ΙΙΙ. Deviations from the Corporate Governance Code. Hellenic Corporate Governance Explanation/Justification for the Deviation from the Specific Code Practices of the Hellenic Corporate Governance Code 2.2.15 The company ensures The Company has not adopted a specific diversity policy with that the diversity criteria regard to gender balance for the senior and C-level executives. concern, in addition to the However, the Company’s Code of Conduct states that it members of the Board of operates under fair and lawful human resource management Directors, senior and/or senior procedures without discrimination on the basis of age, race, management with specific gender, color, national origin, religion, health, political or representation objectives by ideological views, or other characteristics of employees gender, as well as timetables protected by laws and regulations. The Company’s objective is for achieving them. the fair and equitable treatment of all employees, including their improvement and development. The Company estimates that it will take considerable time to study, formulate and adopt diversity criteria for the senior and top management. It is estimated that there is no risk from this deviation for as long as it exists. 2.2.21 The Chairman shall be In the current Board of Directors of the Company, the Chairman elected by the independent of the Board of Directors is a Νon - Executive Member and has non-executive members. the required knowledge and experience regarding the activities In the event that the Chairman and operation of the Company. A non-executive member has is elected by the non-executive been appointed as the vice-Chairman in accordance with the members, one of the provisions of para. 2 of article 8 of Law 4706/2020, who, due to independent non-executive his long experience, involvement and participation in companies members shall be appointed, with a similar scope of activity to that of the Company, either as vice-Chairman or as a contributes to the adequate information of the non-executive senior independent member members and their effective participation in the supervision and (Senior Independent Director) decision-making process. 2.2.22. The independent non- With the above procedure, the Company believes that the executive Vice-Chairman or effective and productive operation of the Board of Directors has Senior Independent Director been ensured. shall, as appropriate, have the following responsibilities: To support the Chairman, to act as a liaison between the Chairman and the members of the Board of Directors, to coordinate the independent 88
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 non-executive members and lead the evaluation of the Chairman. ΙV. Description of the main attributes of the Company’s and the companies included in the consolidated financial statements taken as a total, internal audit, and risk management systems, in relation to the process of financial reports drafting. The BoD maintains an effective internal audit system whose purpose is to safeguard the investments and assets of the Company and to identify and resolve major risks. The internal audit system is defined as the set of procedures implemented by the Board of Directors, the Management, and the employees of the Company, and aims to ensure the effectiveness and efficiency of corporate operations, the accuracy of financial reporting and the compliance with applicable legislation and regulations. The Board of Directors monitor and regularly review the implementation of corporate strategy. At the same time, it should regularly review the main risks faced by the company and the effectiveness of the internal audit system regarding the management of said risks. The review should comprise all vital audits, including financial and operational audits, compliance testing and the monitoring of risk management systems. The Board of Directors, through the Audit Committee, also develops direct and regular contact with external and internal auditors in order to receive regular updates from the latter in relation to the proper operation of the control system. The Board of Directors must certify in writing that the annual and interim financial statements reflect objectively the financial position of the Company and the companies included in the consolidated financial statements taken as a total. This certification should follow the corresponding certification by the Company auditors. The Board of Directors is responsible for the presentation of all significant business risks related to the operation of the company and the companies included in the consolidated financial statements taken as a total, providing explanations where it deems necessary, in the preparation of annual and interim financial statements. All published interim and annual financial statements include all necessary information and disclosures on the financial statements, in accordance with International Financial Reporting Standards, as adopted by the European Union, reviewed by the Audit Committee, and approved in their entirety respectively by the Board of Directors. The preparation of internal reports to the Management and the reports required by L.4548/2018, the International Financial Reporting Standards and the supervisory authorities is done by the Financial Management, which has the appropriate and experienced executives for this purpose. The Management ensures that these executives are properly informed about the changes in the accounting and tax issues concerning the Company and the Group. 89
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 The Internal Audit Unit has been appointed in accordance with the requirements of the Greek legislation, has been sufficiently staffed and assesses the adequacy of internal controls. The Internal Audit Unit is independent from other business units, and in the fulfillment of its duties, all documents, divisions, and employees must be made available to it. The Internal Audit Unit reports to the Audit Committee of the Board of Directors. The Internal Audit Unit operates in accordance with a program established by it and approved by the Audit Committee and the Board of Directors and submits reports on a three-month basis before the publication of financial information. Responsibilities The Head of Internal Audit has the responsibility to: • Submit, at least annually, to the BoD Audit Committee a risk-based internal audit plan for review and approval. • Communicate to Senior Management and the BoD Audit Committee the impact of resource limitations on the internal audit plan. • Review and adjust the internal audit plan, as necessary, in response to changes in Intralot Group’s business, risks, operations, systems and controls. • Communicate to Senior Management and BoD Audit Committee any significant interim changes to the internal audit plan. • Ensure each engagement of the internal audit plan is executed, including the establishment of objectives and scope, the assignment of appropriate and adequately supervised resources, the documentation of work programs and testing results, and the communication of engagement results with applicable conclusions and recommendations to appropriate parties. • Draft Audit Reports embedding the findings, the risks, and respective recommendations for improvement, along with the auditees' Management response, i.e. the mutually agreed corrective actions (Action Plan) with predetermined deadlines or equivalent measures and/or the acknowledgment of particular risks (Risk Acceptance), and the finalized audit conclusions, which are issued and distributed to the Senior Management. The approved remedial actions which address the findings identified in the Audit Reports must be completed by the auditees, within agreed deadlines. The Internal Audit Unit monitors and evaluates the proper implementation and completion of all the restorative measures required to mitigate the corresponding risks, through follow up audit procedures. • Report periodically to Senior Management and the BoD Audit Committee any corrective actions not effectively implemented. • Ensure the Internal Audit Unit collectively possesses or obtains the knowledge, skills, and other competencies needed to meet the requirements of the Internal Audit Unit Charter. 90
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 • Ensure trends and emerging issues that could impact Intralot Group are considered and communicated to Senior Management and the Audit Committee as appropriate. Furthermore, the Internal Audit Unit: • Monitors and evaluates of the implementation of the Company’s Internal Regulation and the system of internal controls, particularly concerning the adequacy and accuracy of the financial and non- financial information, the risk management, the regulatory compliance, and the Code of Corporate Governance adopted by the Company. • Monitors the compliance with the Articles of Association and, in general, the legislation governing the Company, particularly the stock market and Société Anonyme companies’ legislation. • Provides assurance on the compliance with the commitments outlined in Company’s press releases and business plans concerning the utilization of the funds raised from the regulated stock market. Moreover, the Head of Internal Audit: • Reports to the Board of Directors of cases of conflict of interest between the members of the Board of Directors or the management executives and the Company, detected during the performance of his/ her duties. • Communicates to the BoD Audit Committee of the audit results at least quarterly. • Discloses any information requested in writing by the Supervisory Authorities, collaborates with them and facilitates their monitoring, audit and supervising activities in every possible way. • Is also present at the General Assembly Meetings of the Shareholders. • The members of the Board of Directors, through the Audit Committee and the Internal Audit Unit, are ultimately responsible for ensuring the adequacy and effectiveness of the internal control system and the monitoring and supervision of its effective implementation. The Management of the Company is responsible for the development of a strategy for the Board of Directors as regards a secure internal control system. The Internal Audit Unit adopting a systematic and professional approach to the improvement of the effectiveness of risk management procedures, internal audit systems and corporate governance. Specifically: • Risks be identified and managed effectively. • Resources (assets) of the Company be protected and used efficiently. • Financial and management reporting be reliable, accurate and current. • Employees comply with the policies, procedures, and standards of the Company. • Company conformance with the regulatory framework governing its operation. 91
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 • The Internal Audit Unit, throughout the audit process, presents proposals aiming to continuously improve internal control systems in order to achieve high productivity and efficiency. V. Information demanded by article 10 par. 1 of Directive 2004/25/EK of the European Parliament and Council. The information demanded by article 10 par. 1 of Directive 2004/25/EK of the European Parliament and Council is included, according to article 4 par. 7 of L. 3556/2007, in the Explanatory Report which comprises part of the Annual Report of the Board of Directors. VΙ. Information regarding the function of the General Meeting of shareholders and its main authorities, description of shareholders’ rights and of the manner in which they are exercised. The General Meeting of the Company's shareholders is the supreme body of the Company, and it is entitled to decide on every Company issue as per L. 4548/2018. The decisions of the General Meeting shall also be binding on absent or dissenting shareholders. The General Meeting of the Company's Shareholders is the sole competent body to decide on the following issues: a) Modifications of the Articles of Association; Modifications include increases, regular or extraordinary, and decreases of the share capital. b) Election of members of the Board of Directors, and auditors. c) The approval of the overall management as per article 108 of L.4548/2018 and the discharge of auditors. d) Approval of the annual and any consolidated financial statements. e) Distribution of annual profits. f) The approval of the provision of remuneration or advance payments as per article 109 of L. 4548/2018. g) The approval of the overall remuneration policy as per article 110 of L. 4548/2018 and of the remuneration report as per article 112 of L. 4548/2018. h) The merger, splitting, transformation, revival, extension of the duration or the dissolution of the Company, and, i) Appointment of liquidators. The General Meeting shall meet at the registered head office of the company or in the district of another municipality within the district of the Company's registered head office or of another municipality adjacent to the Company's registered head office or in the district of the municipality where the registered head 92
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 office of the Athens Stock Exchange is located. The General Meeting can meet anywhere when shareholders with voting rights representing the entire capital are present or represented in the meeting and no shareholder objects to the convening of the meeting and to any decision-making. With the exception of repetitive meetings, the invitation to the General Meeting must be published at least twenty (20) full days before the day of the meeting. The invitation to the General Meeting of the Company's Shareholders should clearly specify the date and time of the meeting, the premises - exact address where the meeting shall take place as well as the agenda items. It should also specify the shareholders being entitled to participate in the meeting and any instructions as regards the way in which those shareholders shall participate in the meeting and shall exercise their rights, in person or through a representative or from a distance. Furthermore, the invitation to the General Meeting should specify everything provided for in paragraph 4 of article 121 of L.4548/2018 and be published in accordance with the provisions of article 122 of L. 4548/2018. No other invitation to the repetitive meeting is required, if the initial invitation specifies the place and date of the repetitive meeting, provided that the repetitive meeting shall be convened at least five (5) full days after the meeting which was adjourned. Right to attend General Assemblies Every shareholder is entitled to participate and vote in the General Meeting of the Company's Shareholders either in person or through a representative, in accordance with the provisions of articles 124 and 128 of L. 4548/2018. Shareholders who have not complied with the deadline of paragraph 4, article 128 of L. 4548/2018 participate in the General Meeting unless the General Meeting refuses their participation for serious cause justifying such refusal. Quorum Majority A quorum is present, and the General Meeting validly convenes on the items of the agenda, when shareholders representing one fifth (1/5) of the paid up capital are present in person or by proxy. If such quorum fails to be present in the first meeting, the General Meeting shall be held again within twenty (20) days of the date of postponement, by invitation with notice of at least ten (10) days. The repetitive General Meeting is considered to have reached a quorum and validly meets in order to discuss the initial agenda items regardless of the part of the paid-up capital being represented therein. No other invitation to the repetitive meeting is required, if the initial invitation specifies the place and date of the repetitive meetings, provided that the repetitive meeting shall be convened at least five (5) full days after the meeting which was adjourned. The decisions of the General Meeting of the Company's Shareholders are made by an absolute majority of votes being represented in the meeting. 93
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Exceptionally, the General Meeting is considered to have reached a quorum and validly meets in order to discuss the agenda items when shareholders representing at least one half (1/2) of the paid-up capital are present or represented therein, and in order to make decisions related to: a) change of the Company's nationality, b) alteration of the Company’s object of activities, c) increase of the shareholders' obligations, d) regular capital increase, unless required by law or made through capitalization of reserves, e) the decrease of the capital unless it is made as per paragraph 5 of article 21 of L. 4548/2018 or paragraph 6 of article 49 of L. 4548/2018, f) alteration of the manner of distribution of profits, g) the merger, splitting, transformation, revival, extension of the duration or the 1. dissolution of the Company, h) the provision or renewal of power to the Board of Directors for a capital increase in accordance with paragraph 2 of article 5 of the company’s statute, and i) any other case for which the law provides that the General Meeting decides with increased quorum and majority. In the case of the preceding paragraph, if the quorum required by the last subparagraph is not reached, the General Meeting is invited and meets again within twenty (20) days from the adjourned meeting, after an invitation of at least ten (10) full days in advance, and is in quorum and meets validly on the issues of the original agenda when shareholders representing at least one-fifth (1/5) of the paid up capital are present or represented therein. No other invitation to the repetitive meeting is required, if the initial invitation specifies the place and date of the repetitive meetings, provided that the repetitive meeting shall be convened at least five (5) full days after the meeting which was adjourned. Rights of the Shareholders Shareholders have the right to attend General Meetings in person or by proxy, shareholder or not. Each share entitles the owner to one vote. Priority right In case of increase of the Company’s share capital, when that increase is not happening by contribution in kind or by issue of convertible bonds, priority rights for the entire new capital or the bond issue, are granted to the shareholders at the date of issue, proportionate to their holding in the existing share capital. 94
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 According to article 27 of L. 4548/2018, priority right of article 26 of L. 4548/2018 may be limited or abolished, by decision of the General Meeting of Shareholders made by an increased quorum and majority, pursuant to the provisions of articles 130 par. 3 and 4 and par. 2 of article 132 of L. 4548/2018. Minority rights Upon request of shareholders representing one twentieth (1/20) of the paid-up capital, the Company's Board of Directors is obliged to convene an Extraordinary General Meeting of the Company's Shareholders, by setting the date of such meeting not later than forty-five (45) days from the date when the relevant request was served upon the Chairman of the Board of Directors. The request should specify accurately the agenda items. In the event that the General Meeting of the Company's Shareholders shall not be convened within twenty (20) days from the service of the relevant request, then it should be convened by the shareholders who submitted the above request at the expense of the Company, by virtue of a judgment of the Single-Member First Instance Court in the district where the Company's registered head office is located and such judgment should be issued according to the proceedings of interim and precautionary measures and it should specify the place and time of the General Meeting and the agenda items. Upon request of shareholders representing one twentieth (1/20) of the paid-up capital, the Company's Board of Directors is obliged to add to the existing agenda items of the General Meeting of the Company's Shareholders which has already been convened any other items, provided that the relevant request has been submitted to the Company's Board of Directors at least fifteen (15) days prior to the General Meeting. Those items which shall be added should be published or should be communicated by the Company's Board of Directors, according to the provisions of article 122 of L. 4548/2018, at least seven (7) days prior to the General Meeting. The request to add those additional items to the existing agenda items should also specify the respective reasons or it should contain a draft decision which should be approved by the General Meeting of the Company's Shareholders, while the revised agenda items should be published according to everything provided for as regards the publication of the previous agenda items, thirteen (13) days prior to the date of the General Meeting of the Company's Shareholders and it should be available for the shareholders at the website of the Company together with the reasons or the draft decision which has been submitted by the shareholders in accordance with the provisions of article 123 of L.4548/2018. Should such issues be not published, the applicant shareholders are entitled to request the adjournment of the General Meeting, under paragraph 5 of article 141 of L.4548/2018, and to proceed themselves to the publication, as per the specifications of the second item of the present paragraph, at the expenses of the company. Shareholders representing one twentieth (1/20) of the paid-up capital are entitled to submit draft decisions on items included in the initial or any revised agenda of the General Meeting. The relevant request must be received by the Company's Board of Directors at least seven (7) days before the date of the General Meeting and the draft decisions must be made available to the Company's shareholders in accordance 95
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 with the provisions of article 123, par. 3 of L. 4548/2018 at least six (6) days before the date of the General Meeting. The Board of Directors is under no obligation to record matters in the agenda, publish or notify them along with justification and drafts of resolutions submitted by the shareholders, should their content evidently oppose to the law or the public morality. Upon request of the shareholder(s) representing one twentieth (1/20) of the paid up capital, the President of the General Meeting is obliged to postpone just once any decision-making by the Ordinary or Extraordinary General Meeting, by setting as date for the continuation of the meeting as regards any decision-making, the date designated in the Shareholders' request, and in any case, a date not later than twenty (20) days from the date of postponement. The upon adjournment general meeting is a continuation of the previous meeting and no reiteration of the shareholders’ invitation publication formalities is required; moreover, to this meeting may participate even new shareholders, by abiding by the provisions of paragraph 6 of article 124 of L. 4548/2018. Upon request of any shareholder which should be submitted to the Company at least five (5) full days prior to the General Meeting, the Company's Board of Directors is obliged to provide to the General Meeting specific information requested with regard to the Company's affairs, to the extent that such information is relevant to the agenda items. The Board of Directors is not obliged to provide the information requested when such information is already available at the Company's website, and particularly in the form of questions - answers. Furthermore, upon request of shareholders representing one twentieth (1/20) of the paid up capital, the Company's Board of Directors is obliged to notify the Annual General Meeting of the Company's Shareholders of the amounts paid by the Company due to any reason whatsoever during the last two years to the members of the Board of Directors or the Company's managers as well as of any remuneration paid to those persons as a result of any contract whatsoever concluded between them and the Company. In all the above-mentioned cases, the Board of Directors may refuse to provide the information requested for good reasons, while those reasons should be mentioned in the minutes of the meeting. In the cases set out in this paragraph, the Board of Directors may provide a single answer to any shareholders’ requests relating to the same matter. Upon request of shareholders representing one tenth (1/10) of the paid-up capital, which should be submitted to the Company within the deadline specified in the previous paragraph, the Company's Board of Directors is obliged to provide to the General Meeting of the Company's Shareholders any information on the Company's course of business operations and on the Company's assets. The Board of Directors may refuse to provide the information requested for good reasons, while those reasons should be mentioned in the minutes of the meeting. Upon request by shareholders representing 1/20 of the paid-up capital, the voting on an item or items on the agenda shall be made by an open vote. 96
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Shareholders of the Company representing at least one twentieth (1/20) of the paid-up capital may request the extraordinary audit of the Company by the court which shall hear the case under the ex parte proceedings. Shareholders of the Company representing one fifth (1/5) of the paid-up capital are entitled to request from the court the audit of the Company, where from the course of the Company's business operations as a whole, and based on specific indications, it is believed that the management of the Company's corporate affairs is not exercised according to the criteria of sound and prudent management. Right to Dividends According to the Articles of Association, the Company must distribute annually minimum dividend equal to the minimum annual dividend projected by law (Article 161 of L. 4548/2018), which amounts to at least 35% of the company’s net profit, following the deduction necessary for the establishment of statutory reserves. The place and method of payment is announced in notices published in the press, the Daily Official List, and the website of the ATHEX and the Company website. Dividends are paid within two (2) months of the date of the Annual General Meeting of Shareholders which approves the Company’s Financial Statements. Dividends which remain unclaimed for a period of five years of the date they became payable, are forfeited to the State. Rights in product of liquidation On conclusion of the liquidation, the liquidators return the contributions of the Shareholders in accordance with the Articles of Association and distribute the balance of the Company’s assets’ liquidation to the Shareholders in proportion to their share in the paid-up capital of the Company. VΙI. Composition and manner of operation of the Board of Directors and other administrative, management or supervisory bodies or committees of the Company. The purpose of the Board is the continuous enhancement of the long-term economic value of the Company and the safeguarding of general corporate interests. The Board of Directors is responsible for deciding on all matters pertaining to the management of the Company, administering company assets and the general pursuit of the company’s purposes without any limitation (apart from matters pertaining exclusively to the General Meeting) and representing the Company both judicially and extra-judicially. 97
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Composition In accordance with Article 18 of its Articles of Association, the Company is governed by a Board of Directors, consisting of seven (7) to twelve (12) members, whose responsibilities are described in the Law and the Articles of Association of the Company. The Board of Directors, as a whole, has sufficient knowledge and experience in the activities of the Company, so as to be able to exercise supervision over all of the Company’s operations. The members of the Board of Directors are elected by the General Meeting of the Company’s Shareholders and can be executive, non-executive and independent non-executive members in accordance with the provisions of Law 4706/2020. The Board of Directors convenes following a meetings schedule, adopts an annual action plan, takes decisions, exercises control over all of the Company’s activities and supervises the Company’s executives who have been assigned with relevant executive responsibilities, either in accordance with the organizational chart or directly by the Board of Directors itself on a continuous basis. The members of the Board of Directors are always eligible for re-election and can be recalled at any time by the General Meeting, regardless of the expiry of their term of office. The current Board of Directors of the Company was elected by the Annual General Meeting of Shareholders of May 30th 2024 for a six-year term of office and consists of the following eleven (11) members: 1. Sokratis Kokkalis, son of Petros, Chairman, non- executive member, 2. Soohyung Kim, son of Jong Hyun, Vice Chairman, non-executive member, 3. Robeson-Mandela Reeves, son of Francis William Hugh, CEO, executive member, 4. Chrysostomos Sfatos, son of Dimitrios, Director, executive member, 5. Nikolaos Nikolakopoulos, son of Elias, Director, non-executive member, 6. Dimitrios Theodoridis, son of Savvas, Director, non-executive member, 7. Vladimira Mircheva, daughter of Donko, Director, non-executive member, 8. Ioannis Tsoumas, son of Constantinos, Director, independent non-executive member, 9. Adamantini Lazari, daughter of Constantinos, Director, independent non-executive member, 10. Dionysia Xerokosta, daughter of Dimitrios, Director, independent non-executive member, 11. Georgios Karamichalis, son of Andreas, Director, independent non-executive member. On 07.11.2025, Mr. Konstantinos Farris resigned as executive member and Mr. Robeson-Mandela Reeves was elected as executive member. The Board of Directors was subsequently reconstituted on the same day and Mr. Robeson-Mandela Reeves was appointed as Chief Executive Officer. On 16.03.2026, the Board of Directors of the Company was reconstituted with its current composition. It is noted that in the 98
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 total of 11 members of the Board of Directors, the gender representation exceeds the mandatory quota for the underrepresented gender of Law 4706/2020, i.e. 25% as the gender representation rates are 27.27% female and 72.73% male. According to the provisions of Law 5178/2025, on September 26, 2025, the Company published the Special Annual Report of Article 3C of Law 4706/2020 on BoD Gender Balanced Representation and simultaneously submitted it to the Hellenic Capital Market Commission, to the Documentation Research and Digital Support Department (Observatory) of the General Secretariat for Equality and Human Rights of the Ministry of Social Cohesion and Family, as well as to the Greek Ombudsman. The Report was also posted on the Company’s website, as required by the same article. According to the Special Report, the Company complies with the provisions of Article 3, par. 1(b) of Law 4706/2020 and the corresponding provisions of its Suitability Policy regarding adequate gender representation, as the Board of Directors consists of eight (8) men and three (3) women, representing a 27.27% share of the underrepresented gender. Taking into account the new provisions of Article 3A of Law 4706/2020 (introduced by Article 5 of Law 5178/2025), which establish increased requirements for balanced gender representation, the Board of Directors will ensure any necessary changes to its composition within the legally stipulated timeframe with the aim of improve gender -balanced representation and safeguarding its collective suitability . Also, the total number of independent non-executive members out of a total of 11 members is 36.36% . It is noted that the criteria of independence of article 9, of Law 4706 are met by the above non-executive members of the Board of Directors that have been appointed as independent by the General Meeting of the Shareholders of the Company. In accordance with the Company's practice and the Law, the relevant annual declarations of independence were received and on 09.03.2026, the Remuneration and Nomination Committee of the Board of Directors evaluated and reviewed for the current financial year, as well as on 17.03.2026 by the Company's Board of Directors, the fulfillment of the independence requirements and confirmed the legal and substantive independence of the Independent non-executive members of the Board of Directors. The Independent Non-Executive members, both at the time of their appointment and during their term of office, do not directly or indirectly hold voting rights exceeding zero point five percent (0,5%) of the Company’s share capital and do not have any financial, business, family or other dependencies that may influence their decisions and their independent and objective judgment. The fulfillment of the requirements for a member to be considered as independent is reviewed by the Board of Directors at least annually per financial year, and in any case before the publication of the annual financial report, which shall include a statement to that effect. In the event that during the review of the fulfillment of these conditions or if at any time it is established that the conditions are no longer met in the case of an independent non-executive member, the Board of Directors shall take appropriate actions to replace that member. 99
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Information on the number of shares held by each member of the Board of Directors and each chief executive of the Company dated 31.12.25: NUMBER OF SHARES HELD BY MEMBERS OF THE BOARD OF DIRECTORS AND KEY MANAGEMENT EXECUTIVES NUMBER OF NAME CAPACITY % SHARES CHAIRMAN OF THE BOARD OF SOKRATIS KOKKALIS* 90.085.010 4,823 DIRECTORS - NON- EXECUTIVE MEMBER VICE-CHAIRMAN OF THE BOARD OF SOOHYUNG KIM** 1.098.070.951 58,789 DIRECTORS - NON-EXECUTIVE MEMBER ROBESON- MANDELA CHIEF EXECUTIVE OFFICER - EXECUTIVE - - REEVES MEMBER MEMBER OF THE BOARD OF DIRECTORS - CHRYSOSTOMOS SFATOS - - EXECUTIVE MEMBER NIKOLAOS MEMBER OF THE BOARD OF DIRECTORS - 0,0003 NIKOLAKOPOULOS NON-EXECUTIVE MEMBER 5.000 DIMITRIOS MEMBER OF THE BOARD OF DIRECTORS - 0,011 THEODORIDIS*** NON-EXECUTIVE MEMBER 200.000 MEMBER OF THE BOARD OF DIRECTORS - VLADIMIRA MIRCHEVA - - NON-EXECUTIVE MEMBER MEMBER OF THE BOARD OF DIRECTORS - IOANNIS TSOUMAS INDEPENDENT NON-EXECUTIVE - - MEMBER MEMBER OF THE BOARD OF DIRECTORS - ADAMANTINI LAZARI INDEPENDENT NON-EXECUTIVE - - MEMBER MEMBER OF THE BOARD OF DIRECTORS - XEROKOSTA DIONYSIA INDEPENDENT NON-EXECUTIVE - - MEMBER MEMBER OF THE BOARD OF DIRECTORS - GEORGIOS INDEPENDENT NON-EXECUTIVE - - KARAMICHALIS MEMBER * Mr. Sokratis P. Kokkalis holds 0.044% directly and 4.779% indirectly through the following successively controlled companies: - “Κ-GENERAL INVESTMENTS AND SYSTEMS SINGLE MEMBER HOLDINGS SOCIÉTÉ ANONYME” (distinctive title “K-SYSTEMS”), sole shareholder of which is Mr. Sokratis P. Kokkalis, indirectly holds 4.779%, - “ALPHACHOICE SERVICES LIMITED”, a company controlled by “Κ-GENERAL INVESTMENTS AND SYSTEMS SINGLE MEMBER HOLDINGS SOCIÉTÉ ANONYME” (distinctive title “K-SYSTEMS”), holds 4.594%; and - “CLEARDROP HOLDINGS LIMITED”, a company controlled by “Κ-GENERAL INVESTMENTS AND SYSTEMS SINGLE MEMBER HOLDINGS SOCIÉTÉ ANONYME” (distinctive title “K-SYSTEMS”), holds 0.185%. ** Mr. SOOHYUNG KIM holds 58.789% of the Company’s share capital as of 31.12.2025, through the shareholders below: 100
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 “PE Sub Holdings LLC”, with 35.057%, “PREMIER ENTERTAINMENT SUB, LLC”, with 15.044%, and “CQ Lottery LLC”, with 8.688%. The chain of companies controlled by Mr. Soohyung Kim is set out below: Mr. Soohuyng Kim controls 99.99% of the share capital of “Acme Amalgamated Holdings, LLC”; “Acme Amalgamated Holdings, LLC” controls: (a) 90.625% of the share capital of “Standard General Management, LLC”, (b) 90.625% of the share capital of “Standard General Holdings L.P.”, (c) 99.1% of the share capital of “Standard General GP LLC” (19.1% directly and 80% indirectly through “Standard General Management, LLC”) and (d) 99.1% of the share capital of “Standard General L.P.” (19.1% directly and 80% indirectly through “Standard General Holdings L.P.”); “Standard General GP LLC”, exercising exclusive managerial responsibility pursuant to a management agreement, controls “Standard General Master Fund II L.P”; “Standard General L.P.”, exercising exclusive managerial responsibility pursuant to a management agreement, controls “ESPG Master SPC Ltd. – Segregated Portfolio A”; “Standard General Master Fund II L.P” controls 55.44% of the share capital of “Bally’s Holdco LLC” (former “SG CQ Gaming LLC”); “ESPG Master SPC Ltd. – Segregated Portfolio A” controls 84.09% of the share capital of “Standard RI Ltd.”; “Bally’s Holdco LLC” (former “SG CQ Gaming LLC”) and “Standard RI Ltd.” collectively control 66.07% of the share capital of “Bally’s Corporation” (49.34% is controlled by “Bally’s Holdco LLC” and 16.73% is controlled by “Standard RI Ltd.”); “Bally’s Corporation” controls: (a) 100% of the share capital of “The Queen Casino & Entertainment LLC.” which in turn controls 100% of the share capital of “CQ Lottery LLC” and (b) 100% of the share capital of “Premier Entertainment Parent, LLC” which in turn controls 100% of the share capital of “Premier Entertainment Sub, LLC” which in turn controls 100% of the share capital of “PE Sub Intermediate Holdings, LLC” which in turn controls 100% of the share capital of “PE Sub Holdings, LLC”. *** Mr. Dimitrios Theodoridis holds indirectly 0.011% of the Company’s share capital through the associated legal entity “BLUE OAK FINANCE SOCIETE ANONYME”. NUMBER NAME CAPACITY % OF SHARES ALEXANDRA INTERNAL AUDIT DIRECTOR 0 0,00 MOULAVASILI 101
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 BoD members’ participations in other companies Except where participating in companies that are parties related to the Company, per the meaning of Annex A of L. 4308/2014, the Company’s BoD members, are not members of another legal entity’ governing, management, or supervisory body, with the following exceptions: FULL NAME POSITION PARTICIPATION IN ANOTHER COMPANY INTRACOM S.A. HOLDINGS - CHAIRMAN OF THE BOARD OF DIRECTORS & CHIEF EXECUTIVE OFFICER, EXECUTIVE MEMBER Κ-GENERAL INVESTMENTS AND SYSTEMS SINGLE MEMBER HOLDINGS S.A. (K-SYSTEMS) - CHAIRMAN OF THE BOARD OF CHAIRMAN OF THE DIRECTORS & CHIEF EXECUTIVE OFFICER BOARD OF SOKRATIS KOKKALIS – EUROPE INSURANCE – CHAIRMAN OF THE BOARD OF DIRECTORS - NON- DIRECTORS, NON-EXECUTIVE MEMBERS EXECUTIVE MEMBER INTRACOM GROUP USA, Inc. - CHAIRMAN OF THE BOARD OF DIRECTORS KOKKALIS FOUNDATION - CHAIRMAN OF THE BOARD OF DIRECTORS STANDARD GENERAL L.P. AND STANDARD GENERAL GP LLC AND ITS SUBSIDIARIES AND AFFILIATES, INCLUDING – STANDARD GENERAL OFFSHORE FUND LTD – STANDARD GENERAL OFFSHORE FUND II LTD – STANDARD GENERAL FOCUS OFFSHORE FUND LTD – ACME AMALGAMATED HOLDINGS LLC – STANDARD GENERAL MANAGEMENT LLC – STANDARD GENERAL S CORP – STANDARD GENERAL HOLDINGS L.P. – STANDARD RI LTD (CHIEF EXECUTIVE OFFICER, MANAGING VICE-CHAIRMAN OF PARTNER, CHIEF INVESTMENT OFFICER, DIRECTOR) THE BOARD OF WETHERSFIELD FOUNDATION, INC. – DIRECTOR SΟOYHUNG ΚΙM DIRECTORS - NON- BALLYS CORPORATION - DIRECTOR & CHAIRMAN EXECUTIVE MEMBER BALLYS HOLDCO LLC- MANAGER MEDIACO HOLDINGS INC PURSUIT (FORMERLY KNOWN AS COALITION4QUEENS)- DIRECTOR CARY INSTITUTE OF ECOSYSTEM STUDIES- DIRECTOR & VICE PRESIDENT LINK FARM LLC, LINK FARM II LLC, STANFORD SELECT CAFÉ LLC- MANAGER, MEMBER STUYVESANT HIGH SCHOOL ALUMNI ASSOCIATION – DIRECTOR RGF KIM HOLDINGS E & P LTDA ANNA KAROLINA & SOO KIM FOUNDATION- PRESIDENT EPSG SPC LTD ROBESON- MANDELA CHIEF EXECUTIVE GAMESYS GROUP LIMITED- DIRECTOR REEVES OFFICER - MEMBER OF THE BOARD OF CHRYSOSTOMOS SFATOS - DIRECTORS - EXECUTIVE MEMBER MEMBER OF THE NIKOLAOS BOARD OF TAMPE S.A-. DIRECTOR NIKOLAKOPOULOS DIRECTORS - NON- EXECUTIVE MEMBER 102
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 FULL NAME POSITION PARTICIPATION IN ANOTHER COMPANY INTRACOM HOLDINGS - VICE CHAIRMAN OF THE BOARD INTRACOM VENTURES M.A.E. - VICE CHAIRMAN OF THE BOARD EUROPE HOLDINGS S.A.- DEPUTY CEO, INDEPENDENT NON- EXECUTIVE MEMBER KOKKALIS FOUNDATION - MEMBER OF THE BOARD OF DIRECTORS MEMBER OF THE SHINOUSA PROJECT- ADVISOR-MANAGER BOARD OF DIMITRIOS THEODORIDIS BLACK OAK CAPITAL M.A.E-ADVISOR - MANAGER DIRECTORS - NON- OTF HOLDING AE-ADVISOR - MANAGER EXECUTIVE MEMBER LTD REAL ESTATE SINGLE MEMBER S.A - ADVISOR - MANAGER BLACK OAK INVESTMENTS PLC (Ex STRONGWIEW HOLDINGS LIMITED) - DIRECTOR BLUE OAK FINANCE S.A - ADVISOR-MANAGER D&DUTCHESS HOLDINGS LTD - DIRECTOR BALLYS CORPORATION – CFO BALLYS MANAGEMENT GROUP, LLC- MANAGER PREMIER ENTERTAINMENT TAHOE, LLC- MANAGER MEMBER OF THE TROPICANA LAS VEGAS HOTEL AND CASINO, INC- DIRECTOR AND BOARD OF VLADIMIRA MIRCHEVA TREASURERTROPICANA LAS VEGAS INTERMEDIATE HOLDINGS, DIRECTORS - NON- INC- DIRECTOR AND TREASURER EXECUTIVE MEMBER TROPICANA LAS VEGAS, INC- DIRECTOR AND TREASURER CASINO QUEEN MARQUETTE, LLC – TREASURER LUISIANA CASINO CRUISES, LLC - TREASURER MEMBER OF THE BOARD OF ΙΝΤRΑCΟΜ SA HOLDINGS - INDEPENDENT NON-EXECUTIVE IOANNIS TSOUMAS DIRECTORS - MEMBER OF THE BOARD INDEPENDENT NON- EXECUTIVE MEMBER ΙΝΤRΑCΟΜ SA HOLDINGS-INDEPENDENT NON-EXECUTIVE MEMBER OF THE BOARD MEMBER OF THE HELLENIC CORPORATION OF ASSETS AND PARTICIPATIONS S.A.- BOARD OF INDEPENDENT NON-EXECUTIVE MEMBER OF THE BOARD ADAMANTINI LAZARI DIRECTORS - NEA GEORGIA – NEA GENIA AMKE-NON-EXECUTIVE MEMBER OF INDEPENDENT NON- THE BOARD EXECUTIVE MEMBER INVESTMENT COMMITTEE OF ETAO (Professional Fund of Economists)-CHAIRMAN MEMBER OF THE HELLENIC HYPERMARKETS SKLAVENITIS S.A.-CONSULTANT OF BOARD OF CORPORATE AFFAIRS DIONYSIA XEROKOSTA DIRECTORS - ΙΝΤRΑCΟΜ SA HOLDINGS-INDEPENDENT NON-EXECUTIVE INDEPENDENT NON- MEMBER OF THE BOARD EXECUTIVE MEMBER MEMBER OF THE BOARD OF GEORGIOS KARAMICHALIS DIRECTORS - - INDEPENDENT NON- EXECUTIVE MEMBER 103
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 None of the members of the Board of Directors of the Company (executive, non-executive, and independent non-executive) holds a position on the Boards of Directors of more than five (5) listed companies. CVs SOKRATIS P. KOKKALIS Chairman, Non-Executive Member Visionary founder of INTRALOT and majority shareholder of the INTRACOM Group, Mr. Sokratis Kokkalis launched the first advanced technology hub in Greece in 1977. A leading member of the Greek business community, he is an active sponsor of leading educational, cultural and athletic initiatives in SE Europe. With degrees in Physics and Electronics, he became a John Harvard Fellow in 1997 after establishing the Kokkalis Program at Harvard University’s Kennedy School of Government. In 1998 he founded the non- profit Kokkalis Foundation, a public benefit institution focusing on educational and regional development. A fluent speaker of English, German and Russian, he also speaks Romanian, Italian, Bulgarian and conversational Serbian and French. For many years he was the president and major shareholder of Olympiacos FC, Greece’s leading football club. SOOHYUNG J. Η. KIM Vice-Chairman, Non-Executive Member Mr. Soohyung Kim is the Managing Partner and Chief Investment Officer of Standard General. He has worked in the hedge fund industry since 1997, specializing in distressed and special situations investing. Prior to founding Standard General in 2007, he was one of the Founding Partners and Director of Research of Cyrus Capital Partners, a Principal at Och-Ziff Capital Management and an analyst at the Bankers Trust Company. Mr. Kim currently serves as Chairman of the Board of Directors of Bally’s Corporation (NYSE: BALY). He also serves as a Director of Pursuit Transformation Company, a Director and Treasurer of the Cary Institute of Ecosystem Studies, and the President of the Stuyvesant High School Alumni Association. Mr. Kim was inducted into the GAMCO Investment Management Hall of Fame in 2016 and won American Executive of the Year at the Global Gaming Awards in 2021. He holds an A.B. from the Woodrow Wilson School of Public and International Affairs at Princeton University. ROBESON M. REEVES CEO, Executive Member Mr. Robeson Reeves is the Chief Executive Officer of Bally’s Intralot. In this capacity, Mr. Reeves sets the overall strategic direction for the company, manages daily operations, oversees key initiatives for innovation and growth, and ensures the effective execution of organizational objectives. He is committed 104
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 to building high-performing teams, maintaining strong stakeholder relationships, and driving operational excellence across Bally’s Intralot. Prior to his current role, Mr. Reeves has held senior management positions within the gaming industry. Most notably, he served as President of Interactive at Gamesys Group Limited, a subsidiary of Bally’s Corporation, where he directed the day-to-day operations of the FTSE-250 listed online gaming business. Earlier roles at Gamesys Group included Chief Operating Officer and Director of Gaming Operations, where he was instrumental in developing operational efficiencies and strategic initiatives. He began his career as a Quantitative Analyst & Game Statistician at Mice and Dice Ltd., and subsequently held positions as Games Analyst at Global Interactive Gaming, eventually advancing through progressive leadership roles at Gamesys Ltd. In addition to his responsibilities at Bally’s Intralot, Mr. Reeves also serves as Chief Executive Officer of Bally’s Corporation, a leading global casino- entertainment company with a rapidly expanding presence in Online Sports Betting and iGaming. Mr. Reeves holds a degree in Statistics and Operational Research with Management Studies from University College London. CHRYSOSTOMOS D. SFATOS President Lotteries and Group COO, Executive Member Mr. Chrysostomos Sfatos was appointed President Lotteries, Group Chief Operating Officer of Bally’s Intralot in March 2026. Previously he served as Deputy CEO of Intralot since January 2019, responsible for Strategy, Finance, and Corporate Affairs. He has held roles as Group Director of Corporate Affairs at INTRALOT, Chief Communications Officer at INTRACOM Holdings, Executive Director of the Kokkalis Foundation, and Member of the Board of the Athens Information Technology Center. He holds a Chemistry PhD from Harvard University and a Bachelor's degree from the University of Athens. NIKΟLAOS I. NIKOLAKOPOULOS Non-Executive Member Mr. Nikolaos Nikolakopoulos is a Non-Executive Member of the Board of Directors of Bally’s Intralot. Previously, he has held a number of senior leadership roles at INTRALOT, including Group CEO, CEO of Intralot, Inc., Group Deputy CEO (overseeing Commercial, Operations, and Product Divisions), Group Chief Commercial Officer, Group Chief Operating Officer, Group President for Latin America, Western Europe & Africa, and Managing Director of INTRALOT Latin America. Before joining INTRALOT in 2007 as Group Strategy Director, he held leading positions in multinational IT companies, including the INTRACOM Group, Microsoft, SingularLogic, and Bull. He holds a Bachelor’s degree in Information Technology from the Athens University of Economics and Business and an MBA from La Verne University. 105
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 DIMITRIOS S. THEODORIDIS Non-Executive Member Mr. Dimitris Theodoridis is a Non-Executive Member of Bally’s Intralot Board of Directors. He is Vice Chairman and Executive Member of the BoD of INTRACOM Holdings, while he has previously served as Chairman of the BoD of INTRADEVELOPMENT, Executive Member of the BoD of INTRAKAT, and has worked in the Business Development Division of the INTRALOT Group. He has also served as Athletic Manager of Olympiacos F.C. An Athens College graduate, he holds a BA degree in Economics from Tufts University in Boston. VLADIMIRA D. MIRCHEVA Non-Executive Member Ms. Mira Mircheva serves as Partner & Research Analyst at Standard General and CFO at Bally’s Corporation. She joined Standard General in 2015. Ms. Mircheva was previously a Senior Research Analyst at Perella Weinberg Partners Asset Management from 2009 until 2015. Prior to that, she worked as a Vice President in Distressed Principal Investing at Goldman Sachs. She joined the Goldman Sachs Investment Banking Division as an analyst in 2001. She is currently a member of the Board of Directors of White Energy, Inc. Ms. Mircheva holds a B.A. in Economics from Colgate University. IOANNIS K. TSOUMAS Independent Non-Executive Member Mr. Ioannis Tsoumas holds a bachelor’s degree in Business Administration from the Athens University of Economics and Business. He has over 35 years of experience in the field of finance, the full range of accounting functions, and tax legislation. During his career, he has received several distinctions for his competencies and achievements, and he attended numerous professional seminars on Accounting, Auditing and Taxation acquiring in-depth knowledge and expertise. Prior to his role as a Non-Executive Member of the company’s BOD, he held senior management positions in Accounting and Finance in several companies, among them Grundig of the Hatzimichalis Group (1980 – 1987) and Intracom Group (1999 – 2016), until his retirement in October 2016. ADAMANTINI K. LAZARI Independent Non-Executive Member Mrs. Adamantini Lazari is an Independent Non-Executive Member of the Company’s BoD since 2021. Mrs. Lazari holds a Bachelor in Economics from the Economic University of Athens, a Master of Science in Industrial Relations and Personnel Management from the LSE and a European Master in Multimedia and Audiovisual Business Administration from a European interuniversity post-graduate program. 106
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Currently, she is Senior Advisor to the Board of Domius Capital Advisors LLP (a London-based, FCA regulated, Corporate Finance Advisory Boutique focusing on the provision of Strategic Advice, M&A execution and Private Capital raising for Funds and corporates), as well as member of the Investment Committee of Economists Professional Fund. She has long-term experience in both the private and public sector. She also has knowledge of the international political and economic environment and proven experience in multinational/multicultural negotiations. In the private sector she has served in senior managerial positions mainly in the financial sector, among others, Deputy Governor/Executive Vice Chairwoman of the Board of Directors, Agricultural Bank of Greece - Senior Advisor to the management, Emporiki/Commercial Bank of Greece. She has also participated as a member of BoDs in numerous companies and organizations i.a. Athex Exchange Group, Selonda group/ fisheries, Perseas/ fish feed, Hellenic Sugar Industry SA. In the public sector she has served as senior advisor mainly on issues of public policy preparation and implementation. She has also participated in inter-ministerial committees on important economic and social issues. DIONYSIA D. XIROKOSTA Independent Non-Executive Member Mrs. Dionysia Xirokosta is an Independent, Non-Executive Member of the Board of Directors of Bally’s Intralot. She has graduated from Athens Law School and holds an LL.M. degree in European Law from the University of Essex. Member of the Athens Bar Association since 1998, she is a Consultant of Corporate Affairs at “Hellenic Hypermarkets Sklavenitis S.A.” responsible for strategy, regulatory compliance and communication with supervisory authorities. She is an Independent Non-Executive Member of the BoD of “Pancreta Bank”, an Independent Non-Executive Member of the BoD of “Intracom Holdings”, and Of Counsel in the Law Firm “Tsimbanoulis & Partners”. She is also involved in Corporate Governance and ESG issues. She has served as Director of Legal Services and then as General Director, for two full terms, in the Hellenic Competition Commission, representing Greece before the OECD and the European Commission. She then moved to the retail sector, in the position of Human Resources Director at “Hellenic Hypermarkets Sklavenitis S.A.” for three years. GEORGIOS A. KARAMICHALIS Independent Non-Executive Member Mr. Georgios Karamichalis is an Independent, Non-Executive Member of the Board of Directors of Bally’s Intralot. He is a retired CPA (Certified Public Accountant) and he served in this capacity locally and internationally for more than 35 years. He was also audit partner in one of the biggest audit firms in Greece for 25 years where he also served as a member of the Board of Directors for six years. He was member of 107
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 the Greek and Romanian Certified Public Accountant Bodies. He supported governmental initiatives for double-entry bookkeeping accounting standards to hospitals and municipalities as a member of selected task force teams. He specialized in the application of International Financial Reporting Standards and the audit of large, listed groups. He is a qualified quality auditor, certified by Cranfield University. He was a member of the assembly of the Greek Economic Chamber after due elections for more than 20 years. Secretary of the Board of Directors DIMITRIOS S. KREMMIDAS Chief Legal and Regulatory Compliance Counsel Mr. Dimitrios Kremmidas, as Chief Legal and Regulatory Compliance Counsel, is responsible for managing the internal legal services of BALLY’S INTRALOT, which is listed on the Athens Stock Exchange, as well as those of its group companies active in the lottery gaming sector. These services include legal and litigation support, advisory services, and the monitoring of regulatory compliance matters. He also hires, supervises, and coordinates external legal advisors. Mr. Kremmidas provides guidance to the Board of Directors and the management team handling the legal matters of BALLY’S INTRALOT and its aforementioned group companies across a broad range of areas, including litigation, mergers and acquisitions, intellectual property, licensing, corporate governance, compliance, and commercial and operational issues. Mr. Dimitrios Kremmidas holds a Law degree from the University of Athens and has over 30 years of legal experience. He has been a lawyer and a member of the Athens Bar Association since 1994. He has been working with BALLY’S INTRALOT as in-house counsel since 2001. ALEXANDRA I. MOULAVASILI Internal Audit Director Ms. Alexandra Moulavasili holds the position of Internal Audit Director (Head of Internal Audit Unit) at Bally’s Intralot since 2020. Prior to that, Ms. Moulavasili served as Internal Audit Manager at Bally’s Intralot, Senior Auditor at BDO Greece Certified Public Accountants and Financial Analyst at Frigoglass. She holds a Bachelor’s degree in Accounting and Finance from Athens University of Economics and Business (AUEB), an ACCA Advance Diploma in Accounting & Business and the COSO Internal Control & ERM Certificates. Ms. Moulavasili is also member of the Industrial & Commercial Committee of the Institute of Internal Auditors Greece. There are no other senior executives within the Company apart from the members of the Board of Directors. The CVs of the members of the Board of Directors are available on the Company's website ( http://www.intralot.com ). 108
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Board of Director Meetings The Board of Directors may validly convene, in addition to the company headquarters, elsewhere in Greece or abroad. The Board of Directors may also convene via teleconference; in such case, the invitation to the Board members includes information relevant to the teleconference. The Board of Directors shall convene with the frequency required to ensure the effective performance of its duties and at least once per month. The Chairman will preside over meetings of the Board of Directors and in the case of being absent, the Vice-Chairman will take the chair. The Board of Directors decides with a majority of the members either physically present and/or represented by proxy except in the case of Article 5 Paragraph 2 of the Company’s Articles of Association. The discussions and the resolutions of the Board are recorded in minutes. The minutes of each session must be distributed and approved at the subsequent Board meeting. Copies and extracts of the Minutes are ratified by the Chairman of the Board of Directors or the Managing Director or by any other councilor. BOARD OF DIRECTORS MEETINGS DURING 01.01.25-31.12.25 TERM OF NUMBER OF FULL NAME POSITION OFFICE MEETINGS CHAIRMAN OF THE BOARD OF 30.05.24 - SOKRATIS KOKKALIS DIRECTORS – NON- EXECUTIVE 49 30.05.30 MEMBER VICE CHAIRMAN OF THE BOARD 30.05.24 - SΟOYHUNG ΚΙM OF DIRECTORS - NON-EXECUTIVE 49 30.05.30 MEMBER CHIEF EXECUTIVE OFFICER – 07.11.25- ROBESON- MANDELA REEVES 16 EXECUTIVE MEMBER 30.05.30 30.05.24 - CHRYSOSTOMOS SFATOS EXECUTIVE MEMBER 48 30.05.29 30.05.24- NIKOLAOS NIKOLAKOPOULOS NON-EXECUTIVE MEMBER 48 30.05.30 30.05.24- DIMITRIOS THEODORIDIS NON-EXECUTIVE MEMBER 49 30.05.30 30.05.24- VLADIMIRA MIRCHEVA NON-EXECUTIVE MEMBER 49 30.05.30 INDEPENDENT NON-EXECUTIVE 30.05.24- IOANNIS TSOUMAS 49 MEMBER 30.05.30 INDEPENDENT NON-EXECUTIVE 30.05.24- ADAMANTINI LAZARI 49 MEMBER 30.05.30 INDEPENDENT NON-EXECUTIVE 30.05.24- DIONYSIA XEROKOSTA 49 MEMBER 30.05.30 INDEPENDENT NON-EXECUTIVE 30.05.24- GEORGIOS KARAMICHALIS 49 MEMBER 30.05.30 30.05.24- CONSTANTINOS FARRIS* EXECUTIVE MEMBER 33 07.111.25 * Mr. Constantinos Farris was a member of the Board of Directors from 01.01.25-07.11.25. 109
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 During 2025, the Non-Executive and Independent Non-Executive of the Company (Messrs. SOKRATIS KOKKALIS, SΟOYHUNG ΚΙM, DIMITRIOS THEODORIDIS, VLADIMIRA MIRCHEVA, IOANNIS TSOUMAS, ADAMADINI LAZARI, DIONYSIA XEROKOSTA AND GEORGIOS KARAMICHALIS) convened once without the presence of the Executive Members and discussed the performance of the latter throughout the year. During 2025, the Non-Executive and Independent Non-Executive of the Company (Messrs. SOKRATIS KOKKALIS, SΟOYHUNG ΚΙM, DIMITRIOS THEODORIDIS, VLADIMIRA MIRCHEVA, IOANNIS TSOUMAS, ADAMADINI LAZARI, DIONYSIA XEROKOSTA AND GEORGIOS KARAMICHALIS) convened once without the presence of the Executive Members and discussed the performance of the latter throughout the year. The Board of Directors decides by a majority of the number of members present and/or legally represented, except in the case of article 5 par. 2 of the Company's articles of association. The discussions and decisions of the Board of Directors are recorded in minutes. The minutes of each meeting must be shared and approved at the next meeting of the Board of Directors. Copies and excerpts of the minutes are certified by the Chairman of the Board of Directors or the Managing Director or the Deputy Managing Director or by another Director. The Board of Directors decides by a majority of the number of members present and/or legally represented, except in the case of article 5 par. 2 of the Company's articles of association. The discussions and decisions of the Board of Directors are recorded in minutes. The minutes of each meeting must be shared and approved at the next meeting of the Board of Directors. Copies and excerpts of the minutes are certified by the Chairman of the Board of Directors or the Managing Director or the Deputy Managing Director or by another Director. Operation and Responsibilities of the Board of Directors The Board of Directors is the supreme executive body of the Company which, by exercising its powers, protects the Company’s corporate interests and ensures the Company’s compliance with the provisions of the applicable legislation and its Articles of Association. The members of the Board of Directors and every third person to whom powers have been delegated by it, in accordance with Article 87 of L.4548/2018, shall, in the exercise of their duties and responsibilities, comply with the law, the Articles of Association and the lawful decisions of the General Meeting. They must manage the corporate affairs in order to promote the corporate interest, supervise the execution of the decisions of the Board of Directors and the General Meeting and inform the other members of the Board of Directors of the corporate affairs. Therefore, the Board of Directors of the Company is responsible for: • The management, representation, as well as administration of the Company’s assets, • Taking decisions, without any limitation, on all matters, in general, concerning the Company within the scope of the corporate purpose, with the exception of those which, according to the law or the Company’s Articles of Association, fall within the exclusive authority of the General Meeting, • Taking decisions on any matter relating to the promotion of the interests of the Company, 110
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 • The appointment and supervision of the implementation of the corporate governance system of provisions 1 to 24 of Law 4706/2020, and the periodic monitoring and evaluation, at least every three (3) financial years, of its implementation and effectiveness, taking appropriate actions to address any deficiencies, • The assignment of the Internal Audit of the Company to one or more persons, that are not members of the Board of Directors, • Ensuring the adequate and effective operation of the internal control system (which includes the functions of Internal Audit, Regulatory Compliance and Risk Management), • The management of corporate affairs in order to promote the corporate interest and the supervision of the execution of the decisions of the Board and the General Meeting, while informing at the same time the other Board members about the corporate affairs, • Determining the values and the strategic orientation of the Company, as well as the continuous monitoring of their compliance, ensuring that they are in line with the corporate culture, • Ensuring that the corporate values and purpose influence all policies, practices, and behaviors within the Company, setting the appropriate standards of behavior by example, • The design and monitoring of the implementation of the corporate strategy, as well as the approval and monitoring of the corporate business plan, • Determining the extent of the exposure of the Company to the risks that it intends to assume towards the achievement of its corporate purpose, and particularly, its long-term strategic objectives, • Determining and/or defining the responsibilities of the Chief Executive Officer and the Deputy Chief Executive Officer(s), • Establishing a policy to identify, avoid and deal with conflicts of interest between the interests of the Company and those of the members of the Board of Directors or persons to whom the Board of Directors has delegated some of its responsibilities, • Determining the appropriate structures, reporting lines and responsibilities towards the achievement of the Company’s objectives, • Ensuring the smooth succession of its members and the senior executives of the Company, • The efficient operation and regular evaluation of the Board of Directors, its Committees, and members, as well as their continuous improvement, • Ensuring that the composition and operation of the Board of Directors and its Committees are in agreement with the applicable legislation, as well as ensuring the compliance with any obligation as required by the applicable legislation, the corporate documents, policies, and procedures governing it; and • The submission of Sustainability Statements and ensuring they are submitted; and 111
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 • All other responsibilities as provided for in the Company’s Articles of Association, its Internal Regulation, and the applicable legislation. The Board of Directors may, in general, delegate the powers of management and representation of the Company (except those requiring collective action) to one or more persons, members of the Board or not, while determining at the same time the extent of such delegation. In any case, the powers of the Board of Directors are subject to the provisions of articles 19 and 99-100 of Law No. 4548/2018, as in force. Chairman of the Board of Directors The Chairman of the Board of Directors is the main connection between the Management, the Board of Directors and the shareholders of the Company and has the following responsibilities: Presides over the meetings of the Board of Directors and ensures that its work is in line with its • obligations towards shareholders, the Company, the supervisory authorities, the law, and the Articles of Association of the Company. • Determines the items on the agenda and ensures the effective organization of the meetings, encouraging open debate and the effective contribution of the members of the Board. Furthermore, at the request of a Board member, the Chairman shall be expected to provide an accurate summary of his/her opinion in the minutes. • Ensures that the Board members are accurately and timely informed and have the support of the Management executives. Facilitates the effective participation of executive and non-executive Board members in the work • of the Board and ensures the establishment of constructive relationships between the executive and non-executive Board members. Ensures that the Board of Directors as a whole has a satisfactory understanding of the views of • the shareholders. Ensures effective communication with all shareholders with a view to the fair and equitable treatment of their interests. Promotes dialog with the rest of the stakeholders. • • Ensures the evaluation of the Board of Directors and its Committees. Further, in addition to the above responsibilities related to the operation of the Board of Directors, and to the extent that the Chairman retains his/her executive capacity, he/she shall exercise the executive powers delegated to him/her by the relevant authorizations of the Board of Directors, with a view to participating in all decisions that materially affect the course of the Company. 112
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Vice-Chairman of the Board of Directors The Vice-Chairman of the Board of Directors, who is specifically appointed by the decision constituting the Board of Directors into a body, is the person who replaces the Chairman in his/her duties, in cases where the Chairman is unable to exercise them and, in general, where this is provided for by the Company’s Articles of Association and the law. Chief Executive Officer The Chief Executive Officer is the executive member of the Board of Directors who is assigned by decision of the Board with the management and representation of the Company, acting within the limits of the powers and responsibilities provided for by the applicable legislation, the Articles of Association, the specific decisions of the Board of Directors, the Regulations and the Policies governing the operation and organization of the Company. In particular, the CEO has the following responsibilities: • To perform any act of administration, management, and representation of the Company within the scope of the powers and responsibilities delegated to him/her by the Board of Directors, • To decide on all matters, in general, relating to the Company within the scope of the corporate purpose, • To execute the decisions of the Board of Directors at all times, • To implement the Company’s corporate strategy as this is determined by the Board of Directors, • To delegate in general or for certain actions only, the exercise of the powers and responsibilities entrusted to him/her to third persons, employees or not of the Company, members or not of the Board of Directors, within the scope of the powers delegated to him/her, while determining at the same time the extent of such delegation, • To ensure that the members of the BoD are provided promptly with all the necessary information for the performance of their duties, • To work with the Company Secretary for matters relating to the organization of the Board of Directors and to keeping the BoD Members fully informed, • To regularly consult with the non-executive members of the BoD on the appropriateness of the corporate strategy during its implementation, • To inform the BoD in writing without undue delay, either severally or jointly with the other executive members of the BoD, by submitting a report with the relevant assessments and recommendations, when a crisis or risk situation arises or when circumstances require measures to be taken which are reasonably expected to have a significant impact on the Company, such as when decisions are 113
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 to be taken regarding the development of the Company’s activities and the risks to be assumed, which are expected to affect its financial position. Deputy Chief Executive Officer(s) The Board of Directors may elect one or more Deputy Chief Executive Officers from its executive members and at the same time determine their powers and responsibilities, who act jointly or separately to replace the Chief Executive Officer in the entire scope of his responsibilities, unless the Board of Directors assigns them specific responsibilities only by defining at the same time their responsibilities or limited powers. Company Secretary The Board of Directors is assisted by a Secretary who is not a member of the BoD. The Company Secretary is responsible for providing practical support to the Chairman and the other members of the Board, collectively and individually, to ensure that they comply with the relevant laws and regulations, as well as the internal regulation of the Company. Procedure Concerning Affiliated Party Transactions In addition, in order to provide sufficient information when making decisions regarding transactions between related parties, the Board of Directors has approved and applies a procedure of transactions. The procedure of transactions with related parties provides in particular: • The legislative and regulatory framework with which the Company must comply, • The responsibilities of the Company as well as the roles and obligations of the departments and directorates of the Company and involved in the management of transactions with related parties, • Defining and identifying related parties, • The procedure of managing and approving the conclusion of transactions with related parties, • The legal notification procedures for concluding transactions with related parties. Policy for the Prevention of Conflicts of Interest In addition to the procedure concerning the transactions with related parties, the Company has adopted a conflict-of-interest policy, which includes further procedures, in order to avoid conflict of interest of members of the BoD as contracting parties in the relevant transaction. Suitability Policy for BOD Members Finally, the Company has established a policy of suitability of the members of the Board of Directors (hereinafter referred to as the "Suitability Policy") which aims at ensuring quality staffing, efficient operation, and fulfillment of the role of the Board of Directors, based on the overall strategy and medium- term business pursuits of the Company with a view to promoting the corporate interest. It includes the 114
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 principles concerning the selection or replacement of the members of the Board of Directors and the renewal of the term of office of the existing members, the criteria for the assessment of the collective and individual suitability of the members of the Board of Directors, the provision of diversity criteria. On 28 August 2025, the Annual General Meeting, following a unanimous proposal by the Board of Directors and upon the recommendation of the Remuneration and Nomination Committee, approved the revision of the Board of Directors Members’ Suitability Policy, with the aim of ensuring compliance with the requirements of the new legislative framework introduced by Law 5178/2025 regarding balanced gender representation. The Suitability Policy is uploaded on the Company’s website http://www.intralot.com Responsibilities & Conduct of the members of the Board of Directors The members of the Board of Directors must in particular: • Comply with the law, the Articles of Association, and the lawful decisions of the General Meeting of Shareholders of the Company. • Manage corporate affairs with the sole purpose of promoting the corporate interest. • Not pursue own interests that conflict with the interests of the Company. • Disclose in a timely and adequate manner to the other members of the Board, own interests that may arise in connection with transactions of the Company or its affiliated companies. • Abstain from voting on matters where there is a conflict of interest between their own interests and those of the Company. • Disclose to the Board of Directors other professional commitments as soon as they arise. • Not compete against the Company either by themselves or through any third party by attempting acts that fall within the scope of the Company, unless they are authorized to do so by the General Meeting or unless this is provided for in the Articles of Association of the Company. • Collectively ensure that the annual financial statements, as well as the rest of the Company reports (management, corporate governance, remuneration reports) are prepared and published in accordance with the law. • Maintain records, books, and information as required by law. • Maintain strict confidentiality with respect to corporate affairs and secrets and refrain from acts of abuse and unlawful disclosure of privileged information in accordance with the law. • Not execute transactions involving the Company’s shares, debt instruments, derivative instruments, or other related financial instruments in violation of the law. 115
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 • Disclose to the Company all transactions carried out on their behalf concerning shares, or debt instruments, or derivative instruments, or other related financial instruments of the Company, in case the total amount of these transactions exceeds the amount set as a limit by the applicable provisions. • Disclose any transaction with a key customer, domestic provider or supplier of the Company that does not fall within the current and ordinary transactions of the Company with these partners. • Have sufficient time to perform their duties. Furthermore, specifically the executive members of the Board of Directors: • Are responsible for the implementation of the strategy decided by the Board of Directors. • Regularly consult with the non-executive members of the Board of Directors on the appropriateness of the corporate strategy in force. • In case of a crisis or risk and when important decisions are to be taken, such as decisions affecting the Company’s financial situation, they shall inform the Board of Directors without delay by submitting a report including their assessments and proposals. The non-executive members of the Board of Directors must in particular: • Monitor and review the corporate strategy, its implementation, as well as the achievement of the Company’s objectives. • Effectively supervise the executive members, including monitor and review their performance. • Review the proposals of the executive members and express their views on them on the basis of the available information. In addition to the above, the independent non-executive members: • Must attend meetings concerning the preparation of the financial statements of the Company or any other matter approved by the General Meeting with an increased quorum and majority. • Submit, either jointly or separately, reports to the General Meeting in addition to those submitted by the Board of Directors. • May communicate with the Company’s senior management through regular presentations by the heads of departments. • The regular meetings of the Board of Directors with the senior management may be included in an annual plan/schedule of meetings depending on how frequently the Board of Directors requests for information. In addition to these meetings, which will be held on a regular basis, the non-executive members may invite the relevant senior management for briefings. 116
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 REMUNERATION POLICY The remuneration of the Board Members is defined in the Remuneration Policy for the members of the Board of Directors, which came into force for the first time on 29.05.2020 after approval by the Ordinary General Meeting of Shareholders of the Company and was subsequently amended after the expiration of four (4) years of its validity, by the Ordinary General Meeting of Shareholders of May 30, 2024 (hereinafter the “Remuneration Policy”), in accordance with the specific provisions of articles 110 and 111 of Law 4548 /2018, which incorporates the EU Directive on Shareholders' Rights (Directive (EU) 2017/828) and takes into account the Hellenic Corporate Governance Code and the Internal Regulation of the Company. The Remuneration Policy contributes to the business strategy, the long-term interests, and the sustainability of the Company. This is achieved by giving the Company the flexibility to hire, for different roles, people with the appropriate level and skills ensuring that their remuneration is closely connected to the long-term goals of the Company and, primarily, that such remuneration is aligned with the Company’s shareholders interests, taking in account a wider group of stakeholders, such as the employees. The Remuneration Policy ensures compliance with the Greek and European legal framework. The purpose of the Remuneration Policy is to keep pace with market practices, promoting the Company’s short- and long-term business plan, strategic vision, and sustainability. The Remuneration Policy covers all types of remuneration, i.e. remuneration and benefits which may be paid to persons falling within its scope in accordance with the provisions of the applicable legislation and is available on the Company's website (www.intralot.com). More specifically: In summary, the Remuneration Policy is as follows: Executive Members of the BoD The remuneration of Executive Members of the BoD includes annual fixed remuneration, variable remuneration, benefits in kind as per their individual employment contracts, remuneration for the time they spend in performing their duties in the context of meetings of the BoD and other business expenses/costs. (a) Fixed remuneration The fixed fees are intended to create a stable basis for the integral fulfillment of the function of the Executive members of the BoD and include their salary or remuneration, in accordance with the relevant contracts of employment and/or independent services. The fixed remuneration corresponds to the extent of responsibility, experience and know-how of the Executive Members of the BoD. This remuneration must be competitive compared to those of similar enterprises in the sector, and must be suitably adjusted to 117
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 the performance, duties, position of responsibility of Executive members of the BoD and the Company’s prospects. (b) Variable remuneration The types of variable remuneration that may be paid to the Executive Members of the BoD are as follows: (b.i.) Profit distribution According to the Company’s Articles of Association, remuneration from the Company’s profits is to be paid under the terms and conditions laid down in Law 4548/2018. The total annual amount to be distributed under this Policy and granted as remuneration to Members of the BoD may not exceed a reasonable percentage of the profits distributed in each case by the Company, which shall be approved by the General Meeting in conjunction with the dividend policy. The allocation of remunerations for such variable remuneration will be proposed by the Committee and approved by the BoD. (b.ii.) Bonuses paid in the context of the bonus scheme If specific targets are achieved for selected activities of the Company, it is possible to grant additional variable remuneration (bonus) following a decision of the Board of Directors, following a recommendation from the Committee. At the beginning of each financial year the Committee establishes performance criteria and the achievement of specific targets within the framework of the Company’s business plan. The targets may be related to operating results (EBITDA, EBIT) or personal targets set for specific Board members. At the end of the financial year the Committee evaluates whether the targets have been achieved and recommends the payment of variable remuneration (bonus). In case of unfavorable financial results for the Company and/or capital expenditure needs in view of the start of new projects that require high capital expenditures, the payment of variable remuneration may be postponed by decision of the Board of Directors according to article 111 (f) of Law 4548/2018 for as long as the above events last and for six months after their termination. Under the conditions of article 102 of Law 4548/2018 on the liability of the BoD Members, the Company's Board of Directors may demand from its Executive Members the return of all or part of the variable remuneration (bonus) paid after the entry into force of the Hellenic Corporate Governance Code (June 2021), in the context of their employment contracts, due to breach of contractual terms or drawing up knowingly inaccurate financial statements or generally based on knowingly incorrect financial data, which were used to calculate the variable payments bonuses. 118
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 (b. iii.) Stock option plan under article 113 of Law 4548/2018 and distribution of shares free of charge under article 114 of Law 4548/2018 Following a recommendation from the Committee, the General Meeting may issue a decision adopting: (a) a stock option plan for members of the Company’s BoD and companies associated with it, within the meaning of article 32 of Law 4308/2014, in the form of an option to acquire shares in accordance with article 113 of Law 4548/2018 and (b) a plan to distribute shares free of charge to Members of the Company’s BoD and companies associated with it, within the meaning of article 32 of Law 4308/2014, in accordance with article 114 of Law 4548/2018. The sale of shares referred to in this paragraph may be combined with that referred to in paragraph (a) above. (c) Remuneration for attending Board of Directors meetings The fees of Executive Members of the Board of Directors are proportionate to the time they have spent at meetings of the Board as well as the fulfilment of the tasks assigned to them and is set for each Executive Member of the Board of Directors within a range of € 3.000 - € 17.000, per month and per person. This level of remuneration may be revised on a case-by-case basis in line with prevailing conditions by means of special decision of the Ordinary General Meeting. The remuneration of Executive Members of the BoD shall be subject to the lawful withholdings and charges specified in Greek law. (d) Additional benefits (benefits in kind) In addition, the Company grants to the Executive Members of the BoD civil liability insurance contract as a Board Members, and also the following additional benefits in kind may be granted: • A company car and/or fuel allowance • A company credit card • A Group life and health insurance policy • A pension plan according to the general remuneration policy for all Company’s employees which cannot exceed 100% of the annual fixed remuneration. It is clarified that these benefits in kind are additional discretionary benefits for the Company, which are paid at its discretion and are not counted, nor shall they be added to the fixed remuneration. The above benefits in kind may be modified or revoked in whole or in part by the Company at its discretion. (e) Business Expenses / Costs The Company may cover the business expenses and costs of Executive Members of the BoD which are necessary when performing their duties. 119
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 (f) Executive Members of the BoD shall not be entitled to any compensation for the loss of this status. An Executive Member of the BoD who lost his/her status during a specific financial year shall not be entitled to any remuneration relating to achievement of targets or other variable remuneration for the period following the loss of his/her status. NON-EXECUTIVE MEMBERS OF THE BOD Non-Executive Members of the BoD Non-Executive Members of the BoD are elected by the General Meeting in accordance with the provisions of Law. They receive remuneration which reflects their length of employment and their duties and is not related to the Company's performance. For this very reason Non-Executive Members of the BoD are not entitled to variable remuneration associated with the Company’s performance or any long-term incentives associated with the Company’s share. More specifically: (a) Remuneration The Non-Executive and Independent Non-Executive Members of the Board of Directors receive fees which are proportionate to the time they spend at the meetings of the Board of Directors and its Committees and the general fulfilment of the duties assigned to them in accordance with the applicable legislation and are set within a total range of € 1,500 - € 6,000 per month and per person. This amount of remuneration may be reviewed on a case-by-case basis, in accordance with prevailing circumstances, by special decision of the Ordinary General Meeting. In particular, the remuneration for participation in the Board of Directors, its meetings and the general fulfillment of duties, is set per Member within a range of €1,500-€4,000, monthly and regardless of the number of meetings, in accordance with the specific duties and obligations of the Members. Accordingly, for the participation in the Committees, in their meetings and in general the fulfillment of the duties, the remuneration is set per Member within a range of € 500 - € 1,000 for each Committee, monthly and regardless of the number of meetings, in accordance with the specific duties and obligations of the Members of the Committees. The above fees of the Non-Executive Members of the BoD are within the framework of the market and appropriately structured, so that it is possible to attract and retain Members who have the appropriate knowledge, abilities, skills and experiences needed by the Company and are determined taking into account criteria such as the academic background, previous experience, know-how, consistency and efficiency, the development of initiatives for the benefit of the corporate interest as well as the salary and working conditions of the rest of the Company's employees. 120
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 The fees of Non-Executive Members of the BoD, including Independent Non-Executive Members, are subject to the lawful withholdings and charges specified in Greek law. Non-Executive Members of the BoD may receive additional remuneration for their competences, roles and duties which are outside their remit and obligations as members of the BoD. Any such remuneration shall be paid in accordance with the procedure for approving transactions with a related party (articles 99-101 of Law 4548/2018) and shall be published in the annual Remuneration Report. Without prejudice to point (b) below (Other benefits / Business Expenses / Costs) no other type of fees are provided to Non-Executive Members in the context of this policy. (b) Other benefits / Business Expenses / costs The Company may reimburse business expenses of a reasonable amount payable by the Non-Executive Members of the BoD when performing their duties. These expenses include but are not limited to: travel and accommodation expenses for attending meetings of the BoD. Moreover, the Company grants the Non-Executive Members of the BoD third party liability insurance contract as Members of the BoD and may also grant a Group life and health insurance policy. For the total remuneration and compensation, the Remuneration Report provided for by Law 4548/2018 is prepared annually, in accordance with the provisions of the law, approved by the Board of Directors and submitted for discussion at the Ordinary General Meeting, which is audited for completeness by the Company's Certified Auditors. The information contained in the Remuneration Report is reviewed by the Remuneration and Nomination Committee for the election of members of the Board of Directors, prior to the submission of the Report to the General Meeting. At the Ordinary General Meeting to be held in 2026 for the approval of the FY2025 results, the Remuneration Report for the members of the Board of Directors for the remuneration paid during the FY2025 will be submitted in accordance with article 112 of Law 4548/2018 and the Remuneration Policy for the members of the Board of Directors of the Company. The Remuneration Policy is available on the Company's website www.intralot.com. Other Managerial and Supervisory Bodies The Board of Directors may decide to establish committees governing human resources, scheduling, control, or other responsibilities as it is deemed necessary to facilitate the purpose of the Company. The detailed terms of mandate, composition, term, the directorship and reporting frequency to the Board of Directors is determined at the time of establishment. The committees have consulting competence and submit their recommendations to the Board of Directors for due examination and action. Exceptionally, the Board of Directors may, at its discretion, delegate to these committee’s executive and/or decision- making authorities in cases allowed by law and the Company’s Articles of Association. 121
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Α. Audit Committee Τhe Audit Committee was elected by the Annual General Meeting dated on 30.05.2024. The current line – up of the Audit a Committee is as follows: Chairman: Georgios Karamichalis of Andreas, Independent - non-executive member Members: Adamantini K. Lazari, independent - non-executive member and Dionysia D. Xerokosta, independent - non-executive member The Audit Committee is a committee of the Board of Directors, established with the aim of assisting them with respect to the fulfilment of their supervisory responsibilities as regards the financial reporting and information, of ensuring the compliance of the Company and its subsidiaries with the legislative and regulatory framework of operation as well as of ensuring the audit system procedure and the exercise of supervision over the operation of the auditing operation. The Audit Committee consists of the three (3) independent non-executive members of the Board of Directors. At least one (1) of its members has sufficient knowledge in auditing and/or accounting (international standards). Responsibilities The main responsibilities of the Audit Committee are: • The monitoring of the efficiency of the internal audit, quality assurance and risk management system of the Company and its internal audit with regards to the financial reporting of the entity and the submission of the sustainability reports. The Committee is informed of the annual audit program of the Internal Audit Unit prior to its implementation and holds regular meetings with the Head of the Internal Audit Unit, so as to discuss issues of his/her competence, as well as problems that may arise as a result of the internal audit procedure. • The monitoring of the findings of the Supervisory and Tax Authorities including the responses of the Management of the Company. • The biannual examination of the adequacy of the Regulation of the Company. • The monitoring of the financial reporting processes and of the sustainability reports. • The monitoring of the procedure of statutory audit of the biannual and annual individual and consolidated financial statements of the Company, which are prepared according to the International Financial Reporting Standards (IFRS) and the assurance of the submission of the 122
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 sustainability reports. The Committee takes into account the supplementary report submitted by the Certified Accountant/Auditor that contains the results of the statutory audit carried out and meets at least the specific requirements in accordance with Article 11 of Regulation (EU) No 537/2014 of the European Parliament and Council of the 16th of April of 2014. In addition, the Committee reviews the financial reports prior to their approval by the Board of Directors and evaluates their completeness and consistency in relation to the information provided to it and the accounting principles applied by the Company. • Informs the Board of Directors on the results of the statutory audit and on the results of the assurance of the submission of the sustainability reports. • The Committee examines the most significant financial-accounting reporting matters and the notes to the financial statements, focusing on the areas and the methods utilized to evaluate assets and liabilities that are open to subjective interpretation. • The examination of any taxation or legal matters that may have a significant impact on the financial statements. • In collaboration with the Management of the Company and the internal and external Auditors, the Committee examines the adequacy of the information systems of the Company including the significant risks and the established controls to minimize them. • The Committee recommends the statutory external auditor or firm of auditors (the Auditor) to the Board of Directors, so that the latter can submit their proposal for the appointment of a statutory external auditor or firm of auditors to the General Meeting. • The Committee ensures the independence and objectivity of the Auditor specifically through the examination of the compliance of the firm as to the rotation of the auditors, the amount of the remuneration paid by the Company and the provision of other services (e.g. consulting services) by the statutory auditor or the firm of auditors. • The Committee is informed by the Auditor or the firm of auditors at least once a year, on all matters relating to the progress and the results of the statutory audit. In this framework, the Committee receives a report on the weaknesses of the internal audit system, especially the weaknesses of procedures relating to financial reporting and the preparation of financial statements. • The Committee ensures that the internal and external auditor can communicate freely with the Board of Directors by acting as their main liaison. • The Committee meets with the Auditor (either with or without the presence of the Management of the Company) to discuss the aforementioned matters, potential disputes which may arise between the Auditor and Management of the Company, as well as any other significant changes that may occur in the audit plan. 123
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 • The Committee proposes to the Board of Directors the appointment, replacement, and termination of the Internal Auditor and is responsible for the periodic evaluation of his/her performance. • The Committee receives and examines the periodic internal audit reports and supervises the progress of the implementation of the propositions of the Internal Auditor that are adopted by the Management, as these are expressed in the corresponding reports. • The Committee ensures transparency by examining issues of transparency pertaining to the procedures of awarding and execution of public tenders in accordance with the applicable legislation in force. • The Committee monitors the transactions of the subsidiaries of the Company and its affiliated companies in Greece and abroad as to the interests and the activities of the group. • The Committee proposes the appointment of a person responsible for the policy relating to the disclosure of wrongdoing, determines his/her responsibilities, as well as any remuneration (whistleblowing policy). The above duties relating to the submission of the sustainability reports and the assurance of their submission is allowed to be exercised directly by the Company’s Board of Directors or a specific corporate body established by the Board of Directors. MEETINGS OF THE AUDIT COMMITTEE FOR 2025 During the year 2025, the Audit Committee held 21 meetings and dealt with all matters within its competence, as defined by the provisions in force. The relevant information material (internal audit reports, auditors' reports and presentations, financial and non-financial information, etc.) was distributed in time manner to the members of the Audit Committee for study and relevant minutes were kept in which the issues discussed and approved by the Commission and notified to the Management Board. REPORT OF THE AUDIT COMMITTEE FOR THE PERIOD 01.01.25–31.12.25 Introduction The Audit Committee is a committee of the Company’s Board of Directors, operating within the framework of the applicable legal and regulatory provisions and the principles of corporate governance concerning companies whose securities are traded on a regulated market. It operates in accordance with its Operating Regulation, as approved by the Board of Directors and as in force from time to time. The Committee acknowledges the need for continuous improvement of the internal control environment as a key factor for the Company’s sustainability. For the year 2026, it will focus on the most significant issues and risks within the scope of its responsibilities, placing particular emphasis on monitoring the 124
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 progress of integrating the internal control system of the new subsidiary Bally’s, into that of the Bally’s Intralot Group. Purpose – Responsibilities The primary purpose of the Audit Committee (AC) is to support the Board of Directors in fulfilling its duties with regard to overseeing the quality and integrity of financial reporting and financial statements, evaluating the effectiveness and adequacy of the internal control system and risk management in relation to financial reporting, and monitoring the statutory audit of the Company’s annual and consolidated financial statements. The Committee reports to the Board of Directors on how it performs its duties and submits its recommendations thereto. The responsibilities and operation of the AC for the fulfillment of its purpose are further analyzed in its current Regulation of Operation, which have been drawn up in accordance with the provisions of Article 44 of Law 4449/2017, as amended by Article 74 of Law 4706/2020 and Article 43 of Law 2164/2024, the relevant decisions and clarifications of the Hellenic Capital Market Commission, the provisions of the Company’s Operation Regulation, as in force, and in compliance with the Greek Corporate Governance Code adopted by the Company. They are available at the following hyperlink on the Company’s website: https://www.intralot.com The Committee informs the Board of Directors at least once per quarter, or whenever deemed appropriate, regarding its activities. This update indicatively includes: • Significant, critical, and material matters relating to the preparation of the financial statements and the way they were addressed; • Monitoring the audit planning, the progress of the audit, and assessing the effectiveness of the statutory audit process, as well as recommending the appointment, reappointment, or removal of the statutory auditor; • Matters on which the Board of Directors has requested the Committee’s opinion; • The results of the statutory audit and an explanation of how it contributed to the integrity of financial reporting, as well as the role of the Committee; and • The reports submitted to the Committee by the Head (Chief) of Internal Audit regarding the activities of the Internal Audit Department. In the performance of its duties in general, the Committee had full and unrestricted access to all information necessary and essential for the execution of its responsibilities. The Company’s Management provided it with the necessary infrastructure and personnel for the effective performance of its work. 125
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Composition In accordance with its Regulation of Operation, the Committee consists of three (3) independent non- executive members of the Board of Directors, who are not involved in the Company’s operations in any way, in order to provide objective judgments free from conflicts of interest. At least one member of the Audit Committee must meet the criteria set out in paragraph 1 of Article 44 of Law 4449/2017. The current Audit Committee of the Company was elected in its present composition by resolution of the Ordinary General Meeting on 30/05/2024. The term of office of the Committee members is equal to that of the Board of Directors. All the members of the Committee possess sufficient knowledge of the sector in which the Company operates, and at least one member has adequate knowledge of accounting and auditing, by virtue of their professional experience and background, as confirmed by their curricula vitae, which are posted on the Company’s website. The Committee consists of the following members: • Georgios Karamichalis, Chairman of the Committee, Independent Non-Executive Member of the Board of Directors • Adamantini Lazari, Independent Non-Executive Member of the Board of Directors • Dionysia Xirokosta, Independent Non-Executive Member of the Board of Directors Meetings The Audit Committee meets as often as deemed necessary, following an invitation by its Chair, and meets with the Company’s statutory auditor without the presence of the Company’s Management at least twice per year. For the implementation of its work, the Audit Committee convenes within the first quarter of each year in order to design and determine the annual plan regarding the frequency and timing of its meetings for the calendar year, so as to cover the audit areas and systems falling within its responsibilities In addition to its members and its Secretary, the Committee may, at its discretion and depending on the purpose and agenda of each meeting, invite to attend executives of the Finance Department, the Head (Chief) of Internal Audit, the Statutory Auditor, other members of the Board of Directors, and any executive within or outside the Company who may assist in informing the Committee. During the financial year 2025 (01/01/2025 – 31/12/2025), the Committee held a total of twenty-one (21) meetings, and all of its decisions were adopted unanimously. During each meeting, all agenda items were reviewed and resolved, following the prior distribution of the required briefing materials and, where deemed necessary, the participation of additional Management executives—beyond its members— without voting rights, as well as the statutory auditor. During the scheduled meetings of the Board of Directors, the Chair of the Audit Committee informs the members of the Board of Directors regarding the outcome of the Committee’s work 126
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 TERM OF OFFICE/ COMMENCEMENT OF NUMBER OF FULL NAME CAPACITY PARTICIPATION IN MEETINGS THE AUDIT COMMITTEE MEMBER OF THE BOARD OF GEORGIOS DIRECTORS - INDEPENDENT 30.05.24 - 30.05.30 21 KARAMICHALIS* NON-EXECUTIVE MEMBER - CHAIRMAN MEMBER OF THE BOARD OF ADAMANTINI DIRECTORS - INDEPENDENT 30.05.24 - 30.05.30 20 LAZARI** NON-EXECUTIVE MEMBER - MEMBER MEMBER OF THE BOARD OF DIONYSIA DIRECTORS - INDEPENDENT 30.05.24- 30.05.30 21 XIROKOSTA** NON-EXECUTIVE MEMBER - MEMBER * Mr. G. Karamichalis was elected to the Audit Committee for the first time on 30.05.2024. ** Ms. Adamantini Lazari and Ms. Dionysia Xirokosta were first elected as members of the Audit Committee on 29.06.2021 and were subsequently re-elected on 30.05.2024. Activities of the Commission in the financial year 2025 The Audit Committee during its meetings , dealt with issues within its competence and specifically : A. Financial Reporting Process – Statutory External Audit SUBJECT ACTIVITY Planning of the Regular Audit The Audit Committee was informed by the Statutory Certified Auditor of Corporate and (SCA) regarding the audit plan, the auditor’s communication schedule Consolidated Financial with the Committee in relation to the timetable of the statutory audit, Statements and the analysis of the audit approach for the mandatory annual audit of the Company's and its subsidiaries' corporate and consolidated financial statements for the fiscal year 2024. Audit of the Annual Financial The Audit Committee held meetings with Management and was Statements – Key Audit informed about the financial reporting process, as well as any issues Matters that could potentially affect the financial statements. The Committee monitored the audit of the Company’s annual financial statements for the year ended 31.12.2024 by the statutory auditor. It held meetings with the Company’s Statutory auditor during the planning stage of the audit, throughout its execution, and during the preparation of the audit reports. Specifically, the Statutory Auditor extensively informed the Audit Committee about the approach to auditing the Group’s subsidiaries 127
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 SUBJECT ACTIVITY and highlighted key events that could impact the audit work during the review of the Annual Financial Report. The Audit Committee reviewed the final Audit Report and the Auditor’s Supplementary Report on the Annual Financial Report for the year 2024 and was updated by the auditor on the most significant audit matters. The key audit matters identified were: • The impairment assessment of goodwill and intangible assets, and • The impairment assessment of shareholdings in subsidiaries. The meeting with the statutory auditor took place without the presence of Company Management, and the Committee was informed about the auditor’s collaboration with Management on financial audit matters. The Audit Committee was presented with the Statutory Auditor’s Independence Declaration and confirmed that no independence issues arose. Furthermore, the independence, objectivity, and effectiveness of the audit process were confirmed in accordance with professional and regulatory requirements in Greece. Company Sustainability The Audit Committee, within the framework of the requirements of Report Directive (EU) 222/2464 (CSRD) and Law 5164/2024, was informed by the external advisor during the preparation stage for the Group’s compliance with the directive’s requirements, to ensure the timely preparation of the mandated Sustainability Report in accordance with International Standards. In meetings with Deloitte and the Statutory Auditor, the Committee was updated on the completion of the Sustainability Report for the financial year 2024 and the Group’s compliance with the directive’s requirements, in line with International Standards for the implementation of Directive (EU) 222/2464 (CSRD) and Law 5164/2024, as well as on the provision of the required limited assurance under the Regulatory Framework (according to Law 5164/2024 and the Hellenic Accounting and Auditing Standards Committee decision no. 262/22.01.2025). The Audit Committee monitored the process to ensure the submission of the Sustainability Report, the procedure conducted by the Company to identify the information reported under the ESRS, and the effectiveness of the Company’s internal control, quality assurance, and risk management systems concerning the submission of the annual and consolidated Sustainability Report. Additionally, the Committee reviewed and monitored the independence of the Statutory Auditors throughout the course of their work. 128
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 SUBJECT ACTIVITY Audit Committee Report to The Audit Committee informed the Board of Directors of the outcome the Board of Directors on the of the statutory audit and recommended to the Board of Directors the 2024 Financial Statements approval of the annual financial statements, both individual and consolidated, for the period 01.01.2024–31.12.2024, prior to their publication. This recommendation was based on the accounting principles applied, as the Committee ascertained that the Annual Financial Report, together with the annual financial statements and the Company’s annual management report, presents a true, fair, balanced, and comprehensible view of the Company’s performance and position, as well as that of the entities included in the consolidation, providing shareholders with the necessary information. Review of the Interim The Statutory Auditor informed the Audit Committee about the review Financial Statements conducted on the Company’s and its subsidiaries’ individual and consolidated financial statements for the six-month period from 01.01.2025 to 30.06.2025, in accordance with the International Auditing Standards. The Audit Committee reviewed the interim financial statements for the first half of 2025 and recommended their approval to the Board of Directors. As part of the update from the Statutory Auditor, a discussion was held without the presence of Company Management. Audit of the Financial The Audit Committee was informed by the Finance Department about Statements for the First and the financial statements for the first and third quarters of 2025 and Third Quarters of 2025 recommended their approval to the Board of Directors, after receiving assurances regarding the accuracy and correctness of the information to be disclosed. Provision of Permissible In 2025, the Committee reviewed the non-audit services proposed and Non-Audit Services by the performed by the Statutory Auditor. After evaluating the nature of the Statutory Auditors proposed services and receiving relevant clarifications, declarations, and assurances from the auditing firms, the Committee concluded that these services did not pose a threat to the auditor’s independence, in accordance with Article 44 of Law 4449/2017 and Article 5 of Regulation (EU) 537/2014. Furthermore, with respect to the Statutory Auditors, the Committee ensures that they maintain their independence and objectivity and are effective in conducting the statutory audit. The Committee takes into account their annual independence declaration and discusses with them any threats that could potentially compromise their independence, as well as the measures taken to mitigate such threats. During 2025, the Statutory Auditor submitted to the Audit Committee the independence declaration in accordance with the Code of Ethics for Professional Accountants of the International Ethics Standards Board for Accountants (IESBA Code) and the ethical requirements related to the audit of financial statements in Greece. Based on the 129
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 SUBJECT ACTIVITY information provided, no issues regarding the independence or objectivity of the Statutory Auditor have arisen up to the date of this report. The Audit Committee did not identify any material discrepancies in the matters reviewed concerning the Financial Statements and the Statutory Audit. Overall, the Audit Committee concluded that, with respect to the above, the Company fully complies with the legal and regulatory framework and adheres to all relevant rules and procedures. 130
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Β. Internal Control System Procedures SUBJECT ACTIVITY Quarterly Reports of the The Audit Committee examined and evaluated the quarterly reports of Internal Audit Unit the Internal Audit Unit for Q4 2024 and for Q1, Q2, Q3, and Q4 of 2025. It was informed of the findings, the views of the audited units, and the agreed action plans and timelines, and it monitored the progress and implementation stage of corrective actions concerning the findings identified by the Internal Audit Unit. It also updated the Company’s Management on its observations, submitted improvement proposals, provided comments, and suggested the implementation of additional corrective measures where deemed appropriate. It was informed about the corrective actions and improvements regarding the findings of the 2024 audits. Report of Activities & The Audit Committee was informed by the Internal Audit Unit about its Evaluation of the Adequacy activities for the 2024 fiscal year regarding audits of the Group’s and Effectiveness of the subsidiaries and the operations of the Parent Company, the Internal Audit Unit completion of audits required by applicable law, the annual report on the 2024 Audit Plan, and performance results with respect to the evaluation criteria/KPIs established for this purpose. The annual evaluation of the Internal Audit Unit for 2024 took place during Q1 2025, and the Unit’s work was deemed adequate and effective. The Audit Committee did not identify any weaknesses that would materially affect the functioning of the Internal Audit Unit, and generally evaluates the work carried out by the Company’s Internal Audit Unit as positive. Expression of Overall Based on the results of the audit work of the Internal Audit Unit for the Opinion on the Internal Audit years 2023 and 2024, within the scope of each report, the distribution System of findings by significance and risk rating, and the degree of Management’s response to audit findings, the overall opinion on the Company’s Internal Audit System (IAS) is Satisfactory. 2025 Budget of the Internal The Audit Committee approved the Budget of the Internal Audit Unit for Audit Unit 2025. 2025 Audit Plan of the The Audit Committee was informed of and approved the annual audit Internal Audit Unit plan of the Internal Audit Unit for 2025, which was prepared based on the assessment of risks across the audit universe, taking into account the key areas of business and financial risk. 131
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 C. Other Significant Matters SUBJECT ACTIVITY Report of Activities of the The Audit Committee prepared and approved the Annual Report of Committee for the 2024 Activities of the Audit Committee for the year 2024. Fiscal Year Action Plan of the The Audit Committee defined and approved the framework of its action Committee for 2025 program for 2025. Appointment of External The Audit Committee, in accordance with the existing evaluation Auditors procedures, assessed the level of work and services provided by the Company’s Statutory Auditor (S.A.) as satisfactory, in particular the auditing firm BDO. The Audit Committee made a positive recommendation for the appointment by the General Assembly of BDO for the statutory audit of the Company’s annual financial statements for the 2025 fiscal year, the review of the Company’s semi-annual financial statements as of June 30, 2025, the issuance of the annual tax certificate for the same fiscal year, as well as the provision of assurance on the Sustainability Report. ESG Report of Activities Examination of the Management’s final recommendation regarding the assignment of the audit of the ESG Report in accordance with the CSRD Directive and the EFRAG_ESRS standards, as well as the EU Taxonomy report required under Article 154 C of Law 4548/2018, as amended by Law 5164/2024, to BDO. Evaluation of the Corporate The Audit Committee was informed of the results of the evaluation of Governance System with the Company’s Corporate Governance System as of December 31, reference date 31.12.2024 2024. This evaluation was conducted by Grant Thornton, within the framework of the provisions of paragraph 1 of Article 4 of Law 4706/2020. According to Grant Thornton’s Assurance Report, no material weaknesses were identified in the Company’s Corporate Governance System in accordance with the obligations arising from the Applicable Criteria. The Audit Committee informed the Board of Directors of the conclusions of the Corporate Governance System Evaluation. Selection of a Company for Within the framework of the provisions of Article 14 of Law 4706/2020 the Evaluation of the and the applicable regulatory framework, the Audit Committee Implementation and evaluated and approved the selection of the auditing firm Grant Effectiveness of the Thornton as advisor to provide evaluation services for the Corporate Corporate Governance Governance System for the reference period 01.01.2025 – 31.12.2025 System and the Internal and for the Internal Audit System for the reference period 01.01.2023 – 31.12.2025. 132
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 SUBJECT ACTIVITY Audit System by an External Evaluator Compliance with Report on the Completion of the Allocation of Raised Funds from the Issuance of the Common Bond Loan. Procedures Prescribed by Applicable Law, Including Decision No. Α 10 /1038/30.10.2024 of the Hellenic Capital Market Commission (Government Gazette 7067/23.12.2024) Sustainable Development Policy The Sustainable Development Policy is deﬁned by the Company’s Management, which has established a robust Sustainability Framework that serves as a fundamental pillar of corporate strategy and long-term value creation, promoting the integration of ESG initiatives across all its activities. Speciﬁcally, the Company is committed to all pillars of Environmental, Social, and Corporate Governance, always in accordance with international standards, industry’s best practices, and applicable local regulations. Through this framework, we aim to integrate sustainability principles into our business strategy and daily operations, ensuring that our growth contributes positively to society, protects the environment, and supports long-term economic resilience: • for the continuous growth of the Company and the creation of economic value for shareholders and stakeholders, • to ensure business ethics, • to provide products and services with consideration of environmental and/or social impacts, • to enhance innovation, • to systematically monitor our environmental footprint. The relevant policy also describes actions linked to the thematic pillars of sustainable development. Speciﬁcally, the approach is structured around ﬁve key areas that support the three ESG domains (Environmental, Social, and Governance): Economic Sustainability, Governance, Responsible Gaming, Climate and Environment, and Employee & Community Engagement 133
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 THE AUDIT COMMITTEE THE CHAIRMAN THE MEMBERS GEORGIOS KARAMICHALIS ADAMANTINI LAZARI DIONYSIA XIROKOSTA Β. Remuneration and Nomination Committee Τhe Remuneration and Nomination Committee was elected by the BoD dated on 31.05.24 and the line-up of the Remuneration and Nomination Committee is as follows: Chairman: Adamantini K. Lazari, Independent - non-Executive member, Members: Ioannis K. Tsoumas, Independent - non-executive member, Dionysia D. Xerokosta, Independent - non-executive member, The Remuneration and Nomination Committee for the election of members of the Board of Directors is a committee of the Board of Directors and is formed for the purpose of: (a) assisting the Board of Directors in the performance of their duties relating to the remuneration provided by the Company, by designing remuneration policies that are aimed at the long-term success of the Company and the group and at maximizing the value of the shareholders, taking into account that the senior and upper management executives of the Company and the companies of the group shall be adequately remunerated, in a way that is in compliance with the strategic objectives of the Company, the practices of the competition and any regulatory requirements, and (b) finding suitable persons to be elected as members of the Board of Directors and proposing candidates to the Board of Directors that the latter will nominate for election either by the General Meeting of the Company's shareholders or by the Board of Directors itself, in cases where this is provided by law. Members and Tenure: The Committee is comprised of three (3) members, the majority of whom are independent non-executive members. The Chairman of the Committee is appointed by the Board of Directors of the Company and 134
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 must be an independent- non-executive member. The tenure of the members of the nomination committee shall coincide with the term of office of the Board of Directors with the possibility of its renewal. In any case their term of office in the Committee shall not exceed nine (9) years in total. Responsibilities: • The Committee proposes the remuneration policy of the Company including performance-based bonuses (incentive bonuses), stock options, as well as employee loyalty incentive programs. • Specifically, with respect to the remuneration of executives and managers, the Committee proposes the amount of their fixed salary, the performance-related remuneration schemes, the pension schemes, as well as the severance packages. • The Committee proposes the criteria and the general framework for the selection of the members of the Board of Directors and reviews periodically and consistently the needs for renewal of the Board of Directors in accordance with the Suitability Policy. • It proposes procedures for determining the internal relations of the members of the Board of Directors. • Formulates proposals to the Board of Directors regarding the remuneration policy submitted for approval to the general meeting, in accordance with paragraph 2 of article 110 of Law 4548/2018. • Formulates proposals to the Board of Directors regarding the remuneration of persons falling within the scope of the remuneration policy in accordance with article 110 of Law 4548/2018, and regarding the remuneration of the Company's executives, especially the head of the internal unit audit where the relevant recommendation is made in consultation with the Audit Committee • Examines the information included in the final draft of the annual salary report, providing the opinion to the Board of Directors, before submitting the report to the general meeting, in accordance with article 112 of Law 4548/2018. • It oversees the review of the Succession Procedure for the Board members, if and when required. • It is responsible for conducting the Evaluation Process for the Members of the Board and its Committees. It held sιχ (6) meetings in 2025, the agenda of which is summarized below: • Preparation of an annual meeting plan of the Committee for 2025 • Completion of the evaluation process of the members of the Board of Directors, the Audit Committee and the Remuneration and Nomination Committee of the Board of Directors - results and conclusions-Completion of the self-assessment process of the members of the Board of Directors and the members of its committees - results and conclusions for 2024 • ‘Remuneration Report - Suitability Policy 135
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 • “Proposal for a decision by the Board of Directors on the granting of a special bonus to executives of the Intralot group who participated in the process of acquiring the International Interactive sector of Bally’s and financing the transaction” • Implementation of the Succession Procedure for Members of the Board of Directors/CEO of the Company’s Operating Regulations-CV of a candidate for participation in the Board of Directors of the Company and submission of a proposal and recommendation to the Board of Directors for his election and for his appointment as CEO • Proposal for the remuneration of the Senior General Manager (President Lotteries) and the General Manager of Operations (Chief Operating Officer) and approval of the relevant report in accordance with article 101 of Law 4548/2018 on the fair and reasonable remuneration of their COMPOSITION AND MEETINGS OF THE REMUNERATION & NOMINATION COMMITTEE FOR THE ELECTION OF MEMBERS OF THE BOD FOR 2025 NUMBER OF FULL NAME POSITION TERM OF OFFICE MEETINGS ADAMANTINI MEMBER OF THE BOARD OF DIRECTORS - 31.05.24 -30.05.30 6 LAZARI INDEPENDENT NON-EXECUTIVE MEMBER IOANNIS MEMBER OF THE BOARD OF DIRECTORS - 31.05.24 -30.05.30 6 TSOUMAS INDEPENDENT NON-EXECUTIVE MEMBER DIONYSIA MEMBER OF THE BOARD OF DIRECTORS - 31.05.24 -30.05.30 6 XEROKOSTA INDEPENDENT NON-EXECUTIVE MEMBER The Remuneration and Nomination Committee of the Board of Directors was elected for the first time with its current composition on 30.06.2021. The Regulation for the Remuneration and Nomination Committee for the election of members of the Board of Directors is available on the Company’s website http://www.intralot.com. C. Executive Committee Introduction The Executive Committee is a body of the Company that assists the Board of Directors and the management of the Company in making strategic decisions and planning the day-to-day management of the Company’s affairs. The role of the Executive Committee is essential for the achievement of the inter- company communication, the coordination of the departments’ projects and the support of the Chief Executive Officer at both an informative and advisory level. Members and Tenure The Executive Committee is comprised of the Chief Executive Officer, any possible Deputy Chief Executive Officer and the senior Management Executives that are direct reports to the Chief Executive Officer or any possible Deputy Chief Executive Officer based on the Organizational Chart. 136
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 The tenure of the Committee is indefinite. Responsibilities The Executive Committee acts in accordance with the instructions and directions of the Board of Directors. The Committee is responsible for the implementation of the strategy drawn up by the Board of Directors. The Committee assists the Board of Directors in decision making relating to the strategy of the Company and the Group and proposes alternative strategic options to the Board of Directors, as well as the participation of the Company and/or the companies of the Group in tenders for the awarding of new projects by processing, analyzing, and approving the proposals to be submitted. The Committee deals with, resolves and/or introduces to the Board of Directors of the Company matters relating to the planning of the day-to-day management of the corporate and intra-group affairs. In order to fulfill its purpose, the Executive Committee is entrusted with the following responsibilities: the approval of the annual budget and the corporate business plan, the supervision and consultation of the Company with respect to the compliance with the corporate strategy, the monitoring of the investments, acquisitions and divestitures, as well as the development activities of the Company, the adoption of decisions relating to the signing of contracts of the parent company and/or the subsidiaries controlled by the parent company -for contracts implying a financial commitment exceeding the amount of one million euros (€ 1,000,000)-, as well as the participation of the Company and/or the companies of its Group in tenders. The operation of the Executive Committee aims to: • Support the operation of the Board of Directors • Focus on responsibility • Improve the speed and efficiency of decision-making, • Ensuring the objectivity and reliability of decisions. The principles of ethics and the rules of internal governance of the Executive Committee are: • Compliance with the requirements of the legislation, the Articles of Association, and the Internal Regulation of the Company, as well as with the decisions of its bodies • Loyalty to the Company and prevention of damage to its interests • Guarantee of the confidentiality of information • Non-exploitation of confidential information • Prohibition of the external activities that could impede an independent decision-making and could lead to a conflict of interest The Regulation for the Executive Committee is available on the Company’s website http://www.intralot.com. 137
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 D. RISK MANAGEMENT COMMITTEE Introduction The Risk Management Committee is formed as a means to ensure the management of risks within the Company and the Group. Members and Tenure The Risk Management Committee consists of the following persons: The Group Chief Executive Officer (Chairman of the Committee), The Group Deputy CEO, the Group Chief Commercial Officer, the Group Chief Financial Officer, the Group Chief Technology Officer, the Executive VP, Group ICT & Support, the Group Chief Legal and Compliance Counsel, and the Group Information Security Director. The tenure of the Committee is indefinite. Responsibilities: The main responsibilities of the Risk Management Committee of the Group are: • To provide active support and participate in the risk management procedure • To evaluate and approve the Enterprise Risk Management Framework, as well as any amendments/revisions thereto and submit it for approval to the Board of Directors. • To oversee the proper implementation of the Enterprise Risk Management Framework. • To make recommendations to the Board of Directors for the more effective management of risks. • To monitor the areas of high risk in comparison to their assessment results on an ongoing basis. • To continuously monitor the risk management strategy implemented by the Divisions, as well as the existence and the process of development or updating of the controls that address risks per Division • To submit, when it is necessary, reports on risk management to the Board of Directors in order to adequately inform it on matters under its responsibility. • To reassess all risks that the Company is willing to assume and redefine the areas of high risk. • To train executives on risk management issues. The Risk Management Committee’s regulations are posted on the Company's website http://www.intralot.com. 138
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 E. RESPONSIBLE GAMING COMMITTEE Introduction The Responsible Gaming Committee deals with the overview, design, and implementation of plans and the submission of proposals to the Board of Directors as regards the long-term strategy and the goals of the Company and the Group with respect to the responsible participation in games of chance. Members and Tenure The Committee consists of the Group Chief Executive Officer (and in his absence, the Group Deputy CEO), the Group Chief Commercial Officer, the Executive VP, Group ICT & Support and the Group Director of Corporate Affairs: The tenure of the Committee is indefinite. Responsibilities The responsibilities of the Responsible Gaming Committee are in line with the best practices of the gaming industry and governed by the framework established by the most important global gaming organizations, such as the World Lottery Association and the European Lotteries Association and/or lottery vendors, and are as follows: Research, Training and Information Programs for the employees, Product & Services Development, Online Games, Responsible Advertising and Marketing Communication, Customer Information, Retail network Programs, Games Design, Support Programs, Responsible Gaming for EGMs, Involvement of stakeholders and social partners, Evaluation and Reporting. The Responsible Gaming Committee’s regulations are posted on the Company's website http://www.intralot.com Evaluation of the Board of Directors The Board of Directors conducts a self-evaluation of its effectiveness and that of its Committees (on a collective and individual level), based on the evaluation procedure established by the Company and the specific practices 3.3.3-3.3.5 of the Hellenic Corporate Governance Code. The Board of Directors has established a procedure for the evaluation of its members in order to ensure the effective operation of the Board of Directors and the fulfillment of its role as the highest governing body of the Company, which is responsible for the formulation of the strategy and the supervision and adequate control of the management. The evaluation procedures and the frequency with which they are applied aim at the timely identification of points that may need improvement, the appropriate information, and the initiation of actions, so as to ensure the effective operation of the Board of Directors and its Committees. 139
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 The members of the Board of Directors are evaluated annually: (a) on a collective basis, taking into account the composition, diversity, and effective cooperation of the members of the Board of Directors on the fulfillment of their duties. Collective suitability means the suitability of all members of the Board of Directors as a collective body which is necessary for the Board to effectively exercise its leadership role in corporate matters, managing corporate affairs for the benefit of the company, the shareholders and all stakeholders and ensuring that the management implements the corporate strategy and (b) on an individual basis with respect to the assessment of the contribution of each member to the successful operation of the Board of Directors, taking into account the status of the member (executive, non- executive, independent), the participation in committees, the assumption of specific responsibilities/projects, the time spent, the behavior and the use of knowledge and experience. In addition, through the evaluation of the effectiveness of the Committees of the Board of Directors, namely the Audit Committee and the Nomination and Remuneration Committee, their contribution to the constructive support of the Board of Directors is assessed. The evaluation of the current Board of Directors, its members, and Committees (Audit Committee and Remuneration and Nomination Committee for the election of members of the Board of Directors) was conducted for the period 01.01.25 – 31.12.25 and was completed in 1Q26 without identifying any material weaknesses. The evaluation for the period 01.01.25-31.12.25 did not identify any particular issues requiring corrective action, as the members agreed on the effective functioning of both the Board and its Committees and on the effective fulfillment of the duties of the Chairman and the Chief Executive Officer. It initially took the form of self-assessment questionnaires, which were answered anonymously, and according to the responses, the operation of these bodies was rated from “satisfactory” to “fully satisfactory” in the vast majority of the questions. Then, the Remuneration and Nomination Committee for the Election of Members of the Board of Directors also took into account a number of general evaluation criteria (presence and active participation, continuation of the prevention of conflicts of interest, conditions of knowledge and experience, absence of any administrative or other judicial decision against a member, in accordance with par. 4 of a.3 of Law 4706/2020) and concluded that both the Board of Directors and the aforementioned Committees have the appropriate balance of knowledge, skills, experience, diversity and independence to perform their duties effectively, contribute substantially to the work of these bodies and demonstrate a commitment to their role.. Results of the process of the evaluation of the Internal Control System (ICS) and of the Corporate Governance System (CGS) of the Company Bally’s Intralot S.A for the period 01-01-2023 until 31-12-2025, in accordance with article 14, par. 3 (j) and par. 4 of L. 4706/2020 and the relevant decisions of the Board of Directors of the Hellenic Capital Market Commission 140
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 The Company, by decision of its Board of Directors, assigned to the company “Grant Thornton Chartered Accountants and Management Consultants Société Anonyme” (with distinctive title “Grant Thornton S.A.”) the project "Assessment of the Internal Control System (ICS)’s adequacy and effectiveness", of the Company Bally’s Intralot S.A and its significant subsidiaries, INTRALOT Inc. GROUP and INTRALOT AUSTRALIΑ Pty Ltd. GROUP with reference date 31/12/2025, in accordance with the provisions of c. i of para. 3 and para. 4 of article 14 of Law 4706/2020 and Decision 1/891/30.09.2020 of the Board of Directors of the Hellenic Capital Market Commission, as in force (the "Regulatory Framework"). This assessment of the Internal Control System was successfully completed in March 2026 and covered the following areas: the Control Environment, Risk Management, Control Activities, the Information and Communication System, and the Monitoring of the Internal Control System of the Company and its significant subsidiaries. The Opinion of the Independent Assessor, Athina Moustaki, Certified Public Accountant with SOEL reg. number 28871 and Partner at Grant Thornton, which is included in the final assessment report on the adequacy and effectiveness of the ICS dated 26/03/2026 concludes that, based on the work performed and the evidence obtained in assessing the adequacy and effectiveness of the Company's and its significant subsidiaries' ICS, no weaknesses were identified that could be considered material weaknesses in the Company's ICS and that of its significant subsidiaries in accordance with the Regulatory Framework. In addition, the Board of Directors, with the same decision as above, assigned to Grant Thornton the project "Assessment of the adequacy and effectiveness of the Corporate Governance (“CGS”) of the Company Bally’s Intralot S.A. with reference date of 31/12/2025 in accordance with the provisions of article 4 par.1 of Law 4706/2020. This assessment was carried out based on the audit program included in Decision I'73/08b/14.02.2024 of the Supervisory Board of the Institute of Certified Public Accountants, in accordance with International Standard on Assurance Engagements 3000 (Revised), "Assurance Engagements Other than Audits or Reviews of Historical Financial Information." This assessment of the Corporate Governance System was successfully completed in March 2026 and covered the following areas: a) an adequate and effective Internal Control System, including risk management and regulatory compliance systems, b) adequate and effective procedures for the prevention, detection, and suppression of conflicts of interest, c) adequate and effective mechanisms for communication with shareholders to facilitate the exercise of their rights and active dialogue with them (shareholder engagement), d) a remuneration policy that contributes to the business strategy, long-term interests, and sustainability of the Company. 141
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 The above work of the of the Independent Assessor, Athina Moustaki, Certified Public Accountant with SOEL reg. number 28871 and Partner at Grant Thornton did not reveal any material weaknesses in the Company's Corporate Governance System. It is noted that the first evaluation of the adequacy and effectiveness of the Company ICS and that of its subsidiaries by an independent evaluator was conducted with reference date 31.12.2022 and was completed on March 2023. Furthermore, the first evaluation of CGS was conducted with reference date 31.12.2024 and was completed on March 2025. VIII. Diversity Policy The Company has and implements a diversity policy, aiming at promoting a suitable level of diversity within the Board and achieving an inclusive set of directors. The collection of a wide range of qualifications and skills when selecting directors ensures a variety of opinions and experiences, with a view towards proper decision-making. This Policy includes the key diversity criteria applied by the Company when selecting Directors and are key priorities (diversity objectives) of the Company, including at least: a) adequate gender representation - at least twenty five percent (25%) of the total number of directors must be of the other gender. (In case of fraction this percentage is rounded to the previous whole number) b) ensuring equal treatment and equal opportunities for all potential members of the Board of Directors, irrespective of gender, race, color, national, ethnic, or social origin, religion or belief, assets, birth, marital status, disability, age, or sexual orientation. More information regarding the Policy and its content is available on the Company’s website http://www.intralot.com/ For more information on the Company's diversity, please refer to the Group Sustainability Report. IX. ESG reporting In accordance with the Corporate Sustainability Reporting Directive (CSRD), and Law 5164/2024 the Company is issuing a Sustainability Statement as part of its Annual Financial Report published in 2026, covering the financial year 2025. Through this approach, the Group aims to maximize transparency and comprehensiveness in communicating its sustainability performance in response to stakeholder expectations and regulatory requirements. In this context, the Company conducted a Double Materiality Assessment (DMA) in 2025 to identify and evaluate the most significant sustainability matters related to its operations. Through this process, the Company examines, on one hand, the impacts its activities may have on the environment, society, and the economy (impact materiality) and, on the other hand, how environmental, social, and governance (ESG) factors may affect its financial position, performance, and prospects (financial materiality), creating potential risks and opportunities. The results of this assessment are presented in the Sustainability Statement, which is part of the Annual Financial Report. By aligning with the CSRD, the Group aims to 142
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 provide comprehensive insights into its efforts to promote sustainable development, enhance stakeholder engagement, and contribute positively to society. To reflect its approach to sustainability issues, the Company adopted in 2025 a fully revised Corporate Sustainable Development Policy PURPOSE This policy aims to inform and engage employees and stakeholders about Company’s commitment to Sustainability and the concrete actions we undertake across the ESG pillars, always in alignment with international standards, industry best practices, and applicable local regulations. Through this framework, we aim to integrate sustainable principles into our business strategy and daily operations, ensuring that our growth contributes positively to society, protects the environment, and supports long-term economic resilience. PRINCIPLES The core principles that guide Company’s Sustainability policy include: • Economic Sustainability: The Company is committed to creating long-term value for shareholders, employees, and stakeholders by enhancing its activities, products, and services. The Group embraces innovation and strives to offer high-quality, competitively priced products, aiming for sustainable profits and financial stability, ensuring compliance with Law 4548/2018, EU Directive 2022/2464 (CSRD), and international reporting standards (GRI, IFRS). • Governance: The Company adheres to Corporate Governance principles, aligning its practices with Greek legislation — including Law 4706/2020 on Corporate Governance — and the Hellenic Corporate Governance Code, as well as international standards, with a focus on shareholder and stakeholder rights, transparency, and responsibility. The Group employs clear procedures for business activities and prioritizes transparent practices, including anti-corruption, risk management, stakeholder accountability and continuous employee training. • Responsible Gaming: Aligned with the World Lottery Association (WLA) Responsible Gaming Framework and the iCAP Ready Accreditation from the National Council on Problem Gambling (NCPG), The Company implements best practices in gaming and offers tailored responsible gaming product features. The Group ensures compliance with national and international gaming regulations, implement player protection mechanisms, and provide educational initiatives for employees and customers. • Climate and Environment: The Company is dedicated to environmental protection, complying with relevant legislation, and minimizing environmental impact. The Group efforts include recycling, using ecofriendly materials, conserving resources, reducing plastic use, and addressing transportation pollution. 143
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 • Employees and Community Engagement: The Company ensures a safe, nondiscriminatory workplace with equal opportunities, respects trade union rights, and adheres to health and safety regulations. Emphasizing human resource quality, Group prioritizes fair personnel practices and employee development. The Company supports social welfare and local communities, focusing on cultural preservation and improving the quality of life. The Group’s community initiatives include support for underprivileged children and volunteer programs. This framework guides Company’s sustainability efforts, ensuring that the Group operates in a socially responsible and environmentally sustainable manner. It encompasses policies and procedures related to environmental stewardship, social responsibility, and governance COMMITMENT TO SUSTAINABILITY & SOCIAL RESPONSIBILITY As a member of the United Nations Global Compact (UNGC), the Company is a global corporate citizen committed to the UNGC Ten Principles, in the areas of Human Rights, Labour, Environment and Anti- Corruption, and continuous sustainable development. In addition, as a WLA Responsible Gaming Framework certified vendor, we are an active proponent of and maintain an unwavering commitment to Responsible Gaming. 144
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 ANNUAL FINANCIAL STATEMENTS 145
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 INCOME STATEMENT OF THE GROUP / COMPANY FOR THE YEAR 2025 Notes GROUP COMPANY Amounts reported in thousand € 1/1-31/12/2025 1/1-31/12/2024 1/1-31/12/2025 1/1-31/12/2024 Revenue 2.3 518.037 384.316 43.695 44.567 Personnel Costs 2.9 -120.083 -96.436 -27.249 -20.844 Depreciation & amortization 2.17/ 2.19 -92.406 -70.943 -9.447 -10.079 Marketing and Advertising expenses 2.5 -29.129 -14.236 -1.358 -1.011 Gaming Tax -38.420 -1.618 0 0 System costs 2.6 -38.000 -31.860 -9.274 -7.799 Change in inventories 2.24 -11.384 -10.931 -114 -934 Other direct costs 2.7 -47.046 -35.279 0 0 Impairments and other gains/losses) of non-financial assets 2.11 -3.399 95 -2.205 43 Net impairment losses on financial and contract assets 2.12 -10.392 -631 -10.030 0 Net Other operating income / (expense) 2.8 -57.246 -68.642 -10.146 -9.066 Transaction fees -20.226 -2.391 -17.771 -2.171 Operating profit 50.308 51.443 -43.898 -7.294 Net Result from Investment 2.10 -1.827 399 -1.358 6.249 Share of net profit of associates and joint ventures accounted for using the equity method -45 362 0 0 Profit before financing and income taxes 48.436 52.204 -45.255 -1.045 Net Finance income / (expense) 2.13 -85.343 -41.052 -13.799 -11.150 Profit / (loss) to net monetary position -2.954 6.311 0 0 Foreign exchange differences 2.14 -1.124 578 -397 429 Profit/(loss) before tax from continuing operations -40.985 18.041 -59.452 -11.766 Income tax 2.15 -20.035 -1.405 277 572 Profit from continuing operations -61.020 16.636 -59.175 -11.194 Profit from discontinued operations (attributable to equity holders of the company) 0 0 0 0 Profit/(Loss) for the period -61.020 16.635 -59.176 -11.194 Attributable to: Equity holders of parent -Profit/(loss) from continuing operations -65.199 4.878 -59.175 -11.193 -Profit/(loss) from discontinued operations 0 0 0 0 -65.199 4.878 -59.175 -11.193 Non-Controlling Interest -Profit/(loss) from continuing operations 4.178 11.758 0 0 -Profit/(loss) from discontinued operations 0 0 0 0 4.178 11.758 0 0 Earnings/(losses) after tax per share (in €) from total operations -basic 2.16 -0,073 0,008 -0,066 -0,019 -diluted 2.16 -0,073 0,008 -0,066 -0,019 Weighted Average number of shares 895.707.072 604.095.621 895.707.072 604.095.621 The primary financial statements should be read in conjunction with the accompanying notes. 146
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 STATEMENT OF COMPREHENSIVE INCOME OF THE GROUP / COMPANY FOR THE YEAR 2025 Notes GROUP COMPANY Amounts reported in thousand € 1/1-31/12/2025 1/1-31/12/2024 1/1-31/12/2025 1/1-31/12/2024 Profit/(Loss) for the period -61.020 16.635 -59.176 -11.194 Other comprehensive income after tax Amounts that may not be reclassified to profit or loss: Defined benefit plans revaluation for subsidiaries and parent company 0 -15 -8 -45 Defined benefit plans revaluation for associates and joint ventures 0 0 0 0 Valuation of assets measured at fair value through other comprehensive income of parent and subsidiaries 23 -2.098 23 -17 Amounts that may be reclassified to profit or loss: Exchange differences on subsidiaries consolidation -15.826 -4.714 0 0 Share of exchange differences on consolidation of associates and joint ventures -145 -61 0 0 Total comprehensive income / (expenses) after tax -76.968 9.747 -59.160 -11.256 Attributable to: 0 0 0 0 Equity holders of parent -74.162 122 0 -11.255 Non-Controlling Interest -2.807 9.626 0 0 The primary financial statements should be read in conjunction with the accompanying notes. 147
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 STATEMENT OF FINANCIAL POSITION OF THE GROUP/COMPANY GROUP COMPANY Amounts reported in thousand € Notes 31/12/2025 31/12/2024 31/12/2025 31/12/2024 ASSETS Tangible assets 2.17 127.860 84.368 7.119 8.400 Investment property 2.18 2.379 2.438 2.379 2.438 Intangible assets 2.19 2.917.081 179.460 36.193 41.873 Investment in subsidiaries 2.20 0 0 1.581.555 281.854 Investment in associates and joint ventures 2.20 6.035 16.451 5.131 5.131 Other financial assets 2.21 34.082 139 162 139 Deferred Tax asset 2.15 15.273 15.553 4.630 2.910 Other long-term receivables 2.22 6.813 29.899 44 25.721 Total Non-Current Assets 3.109.523 328.308 1.637.213 368.466 Inventories 2.24 25.660 26.419 2.228 2.355 Trade and other short-term receivables 2.23 167.348 149.131 135.943 165.950 Cash and cash equivalents 2.25 236.213 85.798 29.161 5.157 Total Current Assets 429.221 261.348 167.333 173.462 TOTAL ASSETS 3.538.743 589.657 1.804.546 541.930 EQUITY AND LIABILITIES Share capital 2.26 560.341 181.229 560.341 181.229 Share premium 2.26 1.278.989 122.364 1.278.989 122.364 Treasury shares 2.26 -1.429 0 -1.429 0 Other reserves 2.26 -48.661 73.539 -59.774 62.530 Foreign currency translation reserve 2.26 -122.420 -113.437 0 0 Retained earnings -294.361 -234.173 -139.509 -80.334 Total equity attributable to shareholders of the parent 1.372.459 29.522 1.638.618 285.789 Non-Controlling Interest 23.693 25.888 0 0 Total Equity 1.396.152 55.409 1.638.618 285.789 Long term debt 2.28 1.625.601 298.057 121.596 126.098 Staff retirement indemnities 2.29 1.805 1.651 1.598 1.423 Other long-term provisions 2.34 7.792 8.424 3.635 3.520 Deferred Tax liabilities 2.15 119.976 5.964 0 0 Other long-term liabilities 2.31 53 69 10 10 Long term lease liabilities 2.28 52.819 12.468 587 494 Total Non-Current Liabilities 1.808.046 326.632 127.426 131.545 Trade and other short-term liabilities 2.32 243.138 66.884 35.523 27.347 Short term debt and lease liabilities 2.28 62.177 133.649 2.939 97.209 Income tax payable 16.514 3.127 0 0 Short term provision 2.34 12.715 3.956 40 40 Total Current Liabilities 334.544 207.616 38.502 124.596 TOTAL LIABILITIES 2.142.590 534.248 165.928 256.141 TOTAL EQUITY AND LIABILITIES 3.538.743 589.657 1.804.546 541.930 The primary financial statements should be read in conjunction with the accompanying notes. 148
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 STATEMENT OF CHANGES IN EQUITY OF THE GROUP
STATEMENT OF CHANGES IN EQUITY GROUP (Amounts reported in thousands of €) Share Capital Treasury Shares Share premium Legal Reserve Other Reserves Foreign currency translation reserve Retained Earnings Total Non- Controlling Interest Grand Total Opening Balance as of January 1, 2025 181.229 0 122.364 25.430 48.109 -113.437 -234.173 29.522 25.888 55.409 Share Capital Increase 379.112 0 1.156.625 0 0 0 0 1.535.737 0 1.535.737 Period’s results 0 0 0 0 0 0 -65.199 -65.199 4.178 -61.020 Other comprehensive income / (expenses) after tax 0 0 0 0 20 -8.982 0 -8.962 -6.985 -15.948 Dividends to equity holders of parent / non- controlling interest 0 0 0 0 0 0 0 0 -4.243 -4.243 Non-controlling interest's participation in share capital increase/(decrease) of subsidiary 0 0 0 0 0 0 0 0 -216 -216 Effect due to change in participation 0 0 0 0 0 0 0 0 0 0 Adjustment to net monetary position 0 0 0 93 -17 0 5.035 5.111 5.070 10.181 Cancelation of own shares 0 0 0 0 0 0 0 0 0 0 Adjustment to reserves relating to business combination (Note 2.26) 0 0 0 0 -122.319 0 0 -122.319 0 -122.319 Purchases of treasury shares 0 -1.429 0 0 0 0 0 -1.429 0 -1.429 Transfer between reserves 0 0 0 24 0 0 -24 0 0 0 Balances as December 31 2025 560.341 -1.429 1.278.989 25.547 -74.208 -122.420 -294.361 1.372.459 23.693 1.396.152 The primary financial statements should be read in conjunction with the accompanying notes.
STATEMENT OF CHANGES IN EQUITY GROUP (Amounts reported in thousands of €) Share Capital Treasury Shares Share premium Legal Reserve Other Reserves Foreign currency translation reserve Retained Earnings Total Non- Controlling Interest Grand Total Opening Balance as of January 1, 2024 181.229 0 122.364 23.841 44.794 -110.807 -237.137 24.284 17.827 42.111 Period’s results 0 0 0 0 0 0 4.878 4.878 11.758 16.635 Other comprehensive income / (expenses) after tax 0 0 0 0 -2.125 -2.631 0 -4.756 -2.132 -6.888 Dividends to equity holders of parent / non- controlling interest 0 0 0 0 0 0 0 0 -6.123 -6.123 Non-controlling interest's participation in share capital increase/(decrease) of subsidiary 0 0 0 0 0 0 0 0 -540 -540 Effect due to change in participation percentage 0 0 0 0 0 0 0 0 0 0 Adjustment to net monetary position 0 0 0 182 -20 0 4.950 5.112 5.098 10.210 Transfer between reserves 0 0 0 1.407 5.457 0 -6.864 0 0 0 Balances as December 31 2024 181.229 0 122.364 25.430 48.109 -113.437 -234.173 29.522 25.888 55.409 149
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 STATEMENT OF CHANGES IN EQUITY OF THE COMPANY STATEMENT OF CHANGES IN EQUITY COMPANY Share Treasury Share Other Retained Legal Reserve Total (Amounts reported in thousands of €) Capital Shares premium Reserves Earnings Opening Balance as of January 1, 2025 181.229 0 122.364 17.049 45.481 -80.334 285.789 Share Capital Increase 379.112 0 1.156.625 0 0 0 1.535.737 Period’s results 0 0 0 0 0 -59.175 -59.175 Other comprehensive income /(expenses) after taxes 0 0 0 0 15 0 15 Effect due to change in participation 0 0 0 0 0 0 0 Adjustment to reserves relating to business combination (Note 2.26) 0 0 0 0 -122.319 0 -122.319 Purchases of treasury shares 0 -1.429 0 0 0 0 -1.429 Transfer between reserves 0 0 0 0 0 0 0 Balances as December 31 2025 560.341 -1429 1.278.989 17.049 -76.823 -139.509 1.638.61STATEMENT OF CHANGES IN EQUITY COMPANY Share Treasury Share Other Retained Legal Reserve Total Capital Shares premium Reserves Earnings (Amounts reported in thousands of €) Opening Balance as of January 1, 2024 181.229 0 122.364 15.896 41.080 -63.824 296.745 Share Capital Increase 0 0 0 0 0 0 0 Period’s results 0 0 0 0 0 -11.193 -11.193 Other comprehensive income /(expenses) after taxes 0 0 0 0 -62 0 -62 Effect due to change in participation 0 0 0 0 2 296 298 Cancelation of own shares 0 0 0 0 0 0 0 Transfer between reserves 0 0 0 1.153 4.460 -5.613 0 Balances as December 31 2024 181.229 0 122.364 17.049 45.481 -80.334 285.788 The primary financial statements should be read in conjunction with the accompanying notes. 150
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 CASH FLOW STATEMENT OF THE GROUP/COMPANY Amounts reported in thousands of € (total GROUP COMPANY operations) Notes 1/1-31/12/2025 1/1-31/12/2024 1/1-31/12/2025 1/1-31/12/2024 Operating activities Profit / (loss) before tax from continuing operations -40.985 18.041 -59.452 -11.766 Profit / (loss) before tax from discontinued operations 0 0 0 0 Profit / (loss) before Taxation -40.985 18.041 -59.452 -11.766 Plus / Less adjustments for: Depreciation and amortization 92.406 70.943 9.447 10.079 Provisions 15.922 455 12.414 63 Results (income, expenses, gain and loss) from investing activities 1.026 -927 1.742 -6.744 Net Finance income / (expense) 2.13 85.343 41.052 13.799 11.150 (Gain) / loss to net monetary position 2.37 2.954 -6.311 0 0 Reorganization expenses 20.226 2.391 17.771 2.171 Plus / less adjustments for changes in working capital: Decrease / (increase) of inventories -2.474 -956 118 179 Decrease / (increase) of receivable accounts -5.396 -23.815 3.534 18.481 (Decrease) / increase of payable accounts (except banks) -3.679 14.803 7.554 2.935 Income tax (paid)/received -6.828 -6.954 3.104 -39 Total inflows / (outflows) from operating activities (a) 158.515 108.722 10.031 26.509 Investing Activities (Purchases) / Sales of subsidiaries, associates, joint ventures and other investments 2.19 -1.529.713 -3.874 -290.810 -11.469 Purchases of tangible and intangible assets -40.669 -37.622 -5.763 -8.428 Loan to affiliates 0 0 0 -62.500 Proceeds from sales of tangible and intangible assets 403 138 0 0 Interest and capital received 4.381 3.755 23.049 15.916 Dividends received 126 157 2.784 5.602 Total inflows / (outflows) from investing activities (b) -1.565.472 -37.446 -270.740 -60.879 Financing Activities Proceeds from issues of shares and other equity securities 2.26 399.918 0 399.918 0 Restricted cash related to financing activities 2.34 13.720 -24.191 13.720 -24.191 Return of Capital to minority shareholders of subsidiary -216 -540 0 0 Sale of own shares 2.26 -1.429 0 -1.429 0 Cash inflows from loans 2.28 1.550.544 243.140 0 230.000 Repayment of loans 2.28 -276.989 -256.448 -95.000 -126.122 Bond issuance costs -38.112 -6.223 -4.123 -6.223 Repayments of lease liabilities 2.28 -9.207 -6.829 -453 -312 Interest and similar expenses paid 2.28 -48.049 -35.944 -11.964 -48.155 Dividends paid 2.27 -5.174 -5.928 0 0 Reorganization expenses paid -17.255 -2.391 -15.809 -2.171 Total inflows / (outflows) from financing activities (c) 1.567.751 -95.354 284.860 22.826 Net increase / (decrease) in cash and cash equivalents for the period (a) + (b) + (c) 160.794 -24.078 24.151 -11.544 Cash and cash equivalents at the beginning of the period 2.25 85.798 111.915 5.157 16.602 Net foreign exchange difference -10.379 -2.039 -146 103 Cash and cash equivalents at the end of the period from total operations 2.25 236.213 85.798 29.161 5.157 The primary financial statements should be read in conjunction with the accompanying notes. 151
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 2. NOTES TO ANNUAL FINANCIAL STATEMENTS 152
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 2.1 General Information & basis of preparation of the Financial Statements General Information “Bally’s Intralot S.A.” (formerly “INTRALOT S.A. Integrated Lottery Systems and Services”), trading as “Bally’s Intralot”, is a listed entity that was established based on the Laws of Hellenic Republic, whose shares are traded in the Athens Stock Exchange. The change of the name of the company “INTRALOT S.A. Integrated Lottery Systems and Services” to the new name “Bally’s Intralot S.A.” and the distinctive title “Bally’s Intralot”, was announced pursuant to the resolution of the Company’s extraordinary shareholders meeting dated December 19, 2025. “Bally’s Intralot S.A.”, with the distinctive title “Bally’s Intralot”, is a public-listed company that was established based on the Laws of Hellenic Republic, whose shares are traded in the Athens Stock Exchange. Reference to “Bally’s Intralot” or the “Company” includes “Bally’s Intralot SA”, whereas reference to the “Group” includes “Bally’s Intralot SA” and its fully consolidated subsidiaries, unless otherwise stated. The Company was established in 1992 and has its registered office in Peania of Attica. On October 10, 2025, the Group, acquired 100% of the share capital of Bally’s International Interactive Business (“BII”) from Bally’s Corporation (“Bally’s”) for consideration comprising of €1.530 million in cash and €1.136 million of newly issued shares of the Company (873,707,073 shares, at an issue price of €1,30 per share). Following this transaction, Bally’s total shareholding interest in INTRALOT reached 58% and became INTRALOT’s controlling shareholder. The details of the transaction are described in note 2.19. Combining Bally’s proven B2C digital expertise with INTRALOT’s long-standing leadership in the regulated lottery sector, Bally’s Intralot is uniquely positioned as an independent global leader across online gaming, lotteries, iLottery and sports betting, enabling operators, through its integrated and vertically structured operations, global footprint and technological capabilities, to modernise their retail and digital offerings, deliver personalised and responsible player experiences, and operate with enhanced flexibility and efficiency within an increasingly convergent gaming ecosystem. The financial statements of the Group and the Company for the period ending 31 December 2025, were approved by the Board of Directors on April 20, 2026 and are subject for approval by the Annual General Meeting of the Shareholders. 153
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 2.1.1 Basis of preparation of the Financial Statements The attached financial statements have been prepared on the historical cost basis, except for the financial assets measured at fair value through other comprehensive income and the derivative financial instruments that are measured at fair value, or at cost if the difference is not a significant amount, and on condition that the Company and the Group would continue as a going concern, as described below. The attached financial statements are presented in Euros, which is the functional currency of the Group, and all values are rounded to the nearest thousand (€000) except if indicated otherwise. Any differences that may arise between amounts presented in the financial statements and the corresponding amounts disclosed in the notes are attributable to rounding differences. Going concern The Management assesses that the Group and the Company have sufficient liquidity to meet all their obligations when they become due, and there is no material uncertainty about their ability to continue their operations in the foreseeable future. Therefore, the Financial Statements have been prepared on a going concern basis, assuming that the Company will have the ability to continue its operations as an economic entity in the foreseeable future. The going concern basis of accounting takes into account the current and anticipated financial position of the Company and the Group, considering the conditions and actions planned and implemented by the management. More specific, the Management has taken into consideration the following: (a) the financial position of the Group and the Company; (b) the risks faced by the Group and the Company that could affect their business model and capital adequacy; and (c) strategic decisions completed in the middle of the second half of 2025, including, among others, the refinancing of the entire bank debt through new long-term financing from banks and capital markets with maturities ranging from 4 to 6 years, as further detailed in Note 2.28 to the Financial Statements. In addition, following the recent acquisition of Bally’s International Interactive, the Group has achieved a significantly larger scale, while also strengthening its liquidity sources and its ability for further growth (Note 2.19). Taking into account the above, together with the continued improvement in operating profitability expected to be driven primarily by the performance of the online gaming operations in the United Kingdom through Bally’s International Interactive (BII), as well as all available information regarding the foreseeable future, Management considers that the Group has secured its ability to continue as a going concern and that the preparation of the Group’s and the Company’s Financial Statements on a going concern basis is appropriate. 154
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 2.1.2 Statement of compliance These financial statements for the period ended December 31, 2025 have been prepared in accordance with International Financial Reporting Standards (IFRS), including the International Accounting Standards (IAS) and Interpretations issued by International Financial Reporting Interpretations Committee (IFRIC), that have been endorsed by the European Union as of December 31, 2025. 2.1.3 Financial Statements The consolidated and standalone Financial Statements of the Company have been prepared in accordance with the International Financial Reporting Standards (hereinafter IFRS) of the International Accounting Standards Board (IASB) and the Interpretations of the International Financial Reporting Interpretations Committee (hereinafter IFRIC Interpretations) as adopted by the European Union. Bally’s Intralot’s Greek subsidiaries keep their accounting books and records and prepare their financial statements in accordance with GAS (L.4308/2014), the International Financial Reporting Standards (IFRS) and current tax regulations. Bally’s Intralot’s foreign subsidiaries keep their accounting books and records and prepare their financial statements in accordance with the applicable laws and regulations in their respective countries. For the purpose of the consolidated financial statements, Group entities’ financial statements are adjusted and prepared in relation to the requirements of the International Financial Reporting Standards (IFRS), as adopted by European Union. 2.1.4 Changes in accounting policies For the preparation of the financial statements of period ended December 31, 2025, the accounting policies adopted are consistent with those followed in the preparation of the most recent annual financial statements (December 31, 2024), except for the below mentioned adoption of new standards and interpretations applicable for fiscal periods beginning at January 1, 2025. Standards and Interpretations compulsory for the fiscal year 2025 New standards, amendments of published standards and interpretations mandatory for accounting periods beginning on 1st January 2025. The Group’s assessment of the impact of these new and amended standards and interpretations is set out below. IAS 21 ‘The Effects of Changes in Foreign Exchange Rates’ (Amendments) - Lack of exchangeability (effective for annual periods beginning on or after 1 January 2025) These amendments require companies to apply a consistent approach in assessing whether a currency can be exchanged into another currency and, when it cannot, in determining the exchange rate to use and the disclosures to provide. 155
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Standards and Interpretations effective for subsequent periods IFRS 18 ‘Presentation and Disclosure in Financial Statements’ (effective for annual periods beginning on or after 1 January 2027) IFRS 18 was issued in April 2024. It sets out requirements on presentation and disclosures in financial statements and replaces IAS 1. Its objective is to make it easier for investors to compare the performance and future prospects of entities by changing the requirements for presenting information in the primary financial statements, particularly the statement of profit or loss. The new standard: • requires presentation of two new defined subtotals in the statement of profit or loss—operating profit and profit before financing and income taxes. • requires disclosure of management-defined performance measures—subtotals of income and expenses not specified by IFRS that are used in public communications to communicate management’s view of an aspect of a company’s financial performance. To promote transparency, a company will be required to provide a reconciliation between these measures and totals or subtotals specified by IFRS. • enhances the requirements for aggregation and disaggregation to help a company to provide useful information. • requires limited changes to the statement of cash flows to improve comparability by specifying a consistent starting point for the indirect method of reporting cash flows from operating activities and eliminating options for the classification of interest and dividend cash flows. The new standard has retrospective application. IFRS 19 'Subsidiaries without Public Accountability: Disclosures’ and Amendments to IFRS 19 (effective for annual periods beginning on or after 1 January 2027) IFRS 19, issued in May 2024, introduced reduced disclosure requirements for eligible subsidiaries. Eligible subsidiaries are those which do not have public accountability (as described in a relevant paragraph in IFRS for Small and Medium-sized Entities) and belong to a parent that prepares and publishes consolidated financial statements in accordance with IFRS. These subsidiaries will continue to apply the recognition, measurement and presentation requirements in other IFRS, but they can replace the disclosure requirements in those standards with reduced disclosure requirements. The standard is available for adoption in consolidated, separate, or individual financial statements of eligible subsidiaries that choose to apply it. When first released, IFRS 19 covered standards and amendments issued up to February 2021.The amendments to IFRS 19, released in August 2025, extend these simplified disclosure requirements to include standards and amendments issued between February 2021 and May 2024, reflecting changes to the standards that take effect up to 1 January 2027 when IFRS 19 will be applicable. 156
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 The new standard and its amendments have retrospective application. They have not yet been endorsed by the EU. Narrow scope amendments to IFRS 9 and IFRS 7, ‘Financial Instruments: Disclosures’ (effective for annual periods beginning on or after 1 January 2026) These amendments issued in May 2024: 1. clarify the date of recognition and derecognition of some financial assets and liabilities, with a new exception for some financial liabilities settled through an electronic cash transfer system; 2. clarify and add further guidance for assessing whether a financial asset meets the solely payments of principal and interest (SPPI) criterion; 3. add new disclosures for certain instruments with contractual terms that can change cash flows (such as some instruments with features linked to the achievement ESG targets); and 4. update the disclosures for equity instruments designated at fair value through other comprehensive income (FVOCI). When an entity first applies the amendments, it is not required to restate comparative information, and is only permitted to do so if possible without the use of hindsight. Annual Improvements to IFRS Standards Volume 11 (effective for annual periods beginning on or after 1 January 2026) The amendments include clarifications, simplifications, corrections and changes aimed at improving the consistency of 5 IFRS Standards namely IFRS 9 'Financial Instruments', IFRS 1 'First-time Adoption of International Financial Reporting Standards', IFRS 7 'Financial Instruments: Disclosures', IFRS 10 'Consolidated Financial Statements' and IAS 7 'Statement of Cash Flows'. None of these are expected to have a significant impact on the Group's consolidated financial statements. Amendments to IFRS 9 and IFRS 7, ‘Contracts Referencing Nature-dependent electricity’ (effective for annual periods beginning on or after 1 January 2026) These amendments apply only to contracts that expose an entity to variability in the underlying amount of electricity because the source of its generation depends on uncontrollable natural conditions (such as weather) and specifically only to the nature-dependent electricity component of these contracts (not to electricity certificates).Contracts in scope include both contracts to buy or sell, physically or virtually, nature-dependent electricity and financial instruments that reference such electricity. The amendments: 1. address how IFRS 9 ‘own-use’ requirements would apply for physical PPAs; 2. permit hedge accounting if these contracts are used as hedging instruments; and 157
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 158 3. add to IFRS 7 new disclosure requirements to enable investors to understand the effect of these contracts on a company’s financial performance and cash flows. Some of the amendments are subject to prospective application and others to retrospective application. Narrow scope amendments to IAS 21, ‘The Effects of Changes in Foreign Exchange Rates: Translation to a Hyperinflationary Presentation Currency’ (effective for annual periods beginning on or after 1 January 2027) The amendments are only relevant for entities that have a presentation currency of a hyperinflationary economy, and either its own functional currency or that of its foreign operation(s) is that of a non- hyperinflationary economy. All amounts (including comparatives) are required to be translated using the closing rate at the date of the most recent statement of financial position. In addition, there is an exception for entities with a functional and presentation currency that is the currency of a hyperinflationary economy to not re-translate comparatives of foreign operation(s) with the functional currency of a non-hyperinflationary economy. The amendments have not yet been endorsed by the EU. Reclassification of Comparative Information During the year, the Group changed the presentation of its statement of profit or loss from a classification of expenses by function to a classification by nature of expenses and also proceed with reclassifications of amounts relating to pay-out, player deposits and cash funds held for clearing with certain local lotteries (States), as well as operating leases of equipment and software. These changes were accounted for as a change in accounting policy with respect to presentation, in accordance with the applicable International Financial Reporting Standards, and have been applied retrospectively. Accordingly, the comparative figures for the prior year have been restated to ensure comparability with the amounts presented in the current period (Note 2.4 and 2.38).
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 2.1.5 Material accounting policies The information related to the accounting policies that are considered material for the preparation of the financial statements are the following: Consolidation base The consolidated financial statements comprise the financial statements of Bally’s Intralot S.A. its subsidiaries and its associates as at the end of each reporting period. The financial statements of the subsidiaries are prepared for the same reporting period as the parent company, using consistent accounting policies. Adjustments are made to bring in line any dissimilar accounting policies that may have existed. All intercompany balances and transactions, including unrealized profits arising from intra-group transactions, have been eliminated in full. Unrealized losses are eliminated unless costs cannot be recovered. Control is achieved when the Group is exposed, or has rights, to variable returns from its involvement with the investee and has the ability to affect those returns through its power over the investee. Specifically, the Group controls an investee if and only if the Group has: • Power over the investee (i.e. existing rights that give it the current ability to direct the relevant activities of the investee) • Exposure, or rights, to variable returns from its involvement with the investee, and • The ability to use its power over the investee to affect the amount of its returns. When the Group has less than a majority of the voting or similar rights of an investee, the Group considers all relevant facts and circumstances in assessing whether it has power over an investee, including: • The contractual arrangement with the other vote holders of the investee • Rights arising from other contractual arrangements • The Group’s voting rights and potential voting rights The Group re-assesses whether or not it controls an investee if facts and circumstances indicate that there are changes to one or more of the three elements of control. Consolidation of a subsidiary begins when the Group obtains control over the subsidiary and ceases when the Group loses control of the subsidiary. Assets, liabilities, income and expenses of a subsidiary acquired or disposed of during the year are included in the consolidated statements of comprehensive income and financial position from the date the Group gains control until the date the Group ceases to control the subsidiary. Changes in a parent’s ownership interest in a subsidiary that do not result in a loss of control are accounted for as equity transactions (i.e. transactions with owners in their capacity as owners). Total comprehensive income is attributed to the owners of the parent and to the non-controlling interests even if this results in the non-controlling interests having a deficit balance. 159
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 If the Group loses control over a subsidiary, it: • derecognizes the assets (including goodwill) and liabilities of the subsidiary, • derecognizes the carrying amount of any non-controlling interests in the former subsidiary (including any components of other comprehensive income attributable to them), • derecognizes the cumulative translation differences that have been recorded in equity, • recognizes the fair value of the consideration received from the transaction, • recognizes any investment retained in the former subsidiary at its fair value at the date when control is lost, • reclassifies to profit or loss, (or transfers directly to retained earnings if required in accordance with other IFRSs), the amounts that have been recorded in the parent’s share of other comprehensive income, • recognizes any resulting difference as a gain or loss in profit or loss. Where there is a loss of control of a subsidiary, the consolidated financial statements include the results for the part of the reporting year during which the Group has control. Business combination and goodwill a) Subsidiaries Subsidiaries are entities that are controlled by the Group. Subsidiaries are consolidated using the acquisition method according to IFRS 3. The cost of an acquisition is measured as the aggregate of the consideration transferred measured at acquisition date fair value and the amount of any non-controlling interest in the acquiree. For each subsidiary acquired, the Group elects whether to measure the non- controlling interests in the acquiree at fair value or at the proportionate share of the acquiree’s identifiable net assets. Acquisition-related costs are expensed as incurred and included to income statement. At the acquisition date, the Group classifies or designates the identifiable assets acquired and liabilities assumed on the basis of the contractual terms, economic conditions, its operating or accounting policies and other pertinent conditions as they exist at the acquisition date. In a business combination achieved in stages, the Group remeasures its previously held equity interest in the acquiree at its acquisition-date fair value and recognizes the resulting gain or loss in profit or loss. In prior reporting periods, the Group may have recognized changes in the value of its equity interest in the acquiree in other comprehensive income (i.e. due to the fact that the investment has been classified as available for sale). If so, the amount that was recognized in other comprehensive income shall be recognized on the same basis as would be required if the Group had disposed directly of the previously held equity interest. The Group recognizes any contingent consideration at the fair value, at the acquisition date. Subsequent changes to the fair value of the contingent consideration which is deemed to be an asset or a liability will be recognized in accordance with IFRS 9 either in income statement or as a change in other comprehensive 160
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 income. If the contingent consideration is not within the scope of IFRS 9, it is measured in accordance with the appropriate IFRS. If the contingent consideration is classified as equity, it shall not be remeasured until it is finally settled within equity. Goodwill in a business acquisition is initially measured at cost being the excess of the consideration transferred, the amount recognized for non-controlling interests and any previous interest held, over the net fair value of the identifiable assets acquired and liabilities assumed of the acquiree. If the fair value of the net assets acquired is in excess of the aggregate consideration transferred, the Group re-assesses whether it has correctly identified all of the assets acquired and all of the liabilities assumed and reviews the procedures used to measure the amounts to be recognized at the acquisition date. If the re- assessment still results in an excess of the fair value of net assets acquired over the aggregate consideration transferred, then the gain is recognized in profit or loss. Any goodwill arising on the acquisition of a foreign subsidiary and any fair value adjustments to the carrying amounts of assets and liabilities arising on the acquisition are treated as assets and liabilities of the foreign operation and translated at the closing rate accordingly. Following initial recognition, goodwill is measured at cost less any accumulated impairment losses. Based on IFRS 3 “Business combinations”, Goodwill is not amortized. For the purpose of impairment testing, goodwill acquired in a business combination is, from the acquisition date, allocated to each of the Group’s cash-generating units that are expected to benefit from the combination, irrespective of whether other assets or liabilities of the acquiree are assigned to those units. Goodwill is reviewed for impairment, annually or more frequently if events or changes in circumstances indicate that the carrying value may be impaired. Impairment is determined by assessing the recoverable amount of the cash-generating unit, to which the goodwill relates. Where recoverable amount of the cash-generating unit is less than the carrying amount, an impairment loss is recognized. Where goodwill forms part of a cash generating unit and part of the operation within that unit is disposed of, the goodwill associated with the operation disposed of is included in the carrying amount of the operation when determining the gain or loss on disposal of the operation. Goodwill disposed of in this circumstance is measured on the basis of the relative values of the operation disposed of and the portion of the cash-generating unit retained. Any impairment losses that have been recognized for goodwill, will not be reversed in future periods. Investments in subsidiaries are stated in the individual statement of financial position of the Company at their cost less any impairment in value. b) Investment in associates and joint ventures Associates are entities over which the Group has significant influence. Significant influence is the power to participate in the financial and operating policy decisions of the investee, but is not control or joint control over those policies. 161
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 A joint venture is a type of joint arrangement whereby the parties that have joint control of the arrangement have rights to the net assets of the joint venture. Joint control is the contractually agreed sharing of control of an arrangement, which exists only when decisions about the relevant activities require unanimous consent of the parties sharing control. The considerations made in determining significant influence or joint control are similar to those necessary to determine control over subsidiaries. The Group’s investments in associates and joint ventures are accounted for using the equity method. Under this method, investments in associates or joint ventures are carried in the statement of financial position at cost plus post acquisition changes in the Group’s share of net assets of the associate or joint venture. Goodwill relating to the associate or joint venture is included in the carrying amount of the investment and is neither amortized nor individually tested for impairment. The Group’s share of profits or losses of associates and joint ventures, arising after the acquisition date, is recognised in the consolidated statement of profit or loss and represents the Group’s share in the net results of the associates or joint ventures, after tax and after deducting any non-controlling interests in their subsidiaries. Any change in other comprehensive income of those investees is presented as part of the Group’s other comprehensive income. Also, the Group’s share of the changes in associates’ or joint ventures’ equity is directly recognized to the consolidated statement of changes in equity. Unrealized gains and losses resulting from transactions between the Group and the associate or joint venture are eliminated to the extent of the interest in the associate or joint venture. If an associate or joint venture uses accounting policies other than those of the Group for similar transactions and events in similar circumstances, adjustments are made to the associate’s or joint venture’s financial statements so as to apply the equity method. The financial statements of associates or joint ventures are prepared for the same reporting period as the parent company. If the Group’s share of losses of an associate or joint venture equals or exceeds its interest in the associate or joint venture, the Group discontinues recognizing its share of further losses, unless it has incurred legal or constructive obligations or made payments on behalf of the associate or joint venture. After application of the equity method, the Group applies the requirements of the relative IFRSs to determine whether it is necessary to recognize any additional impairment loss with respect to its net investment in the associate or joint venture. The Group incurs impairment test at the end of each reporting period comparing the recoverable amount of the investment in associate or joint venture to its carrying value and recognizes the difference in the income statement of the period. The Group discontinues the use of the equity method from the date when it ceases to have significant influence over an associate or joint control over a joint venture and accounts for the investment in accordance with IFRS 9 measuring the investment at fair value. Any difference between the carrying amount and the fair value of the investment in associate or joint venture is recognized in the income statement of the period. 162
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Investments in associates or joint venture are stated in the statement of financial position of the Company at their cost less any impairment in value. Foreign Currency Translation The functional currency and presentation currency of Bally’s Intralot S.A. is the Euro. The Group’s consolidated financial statements are presented in Euro. a) Transactions and balances Transactions in foreign currencies are initially recorded by the Group’s entities at their respective functional currency spot rates at the date of the transaction. Monetary assets and liabilities denominated in foreign currencies are retranslated at the functional currency spot rates of exchange at the reporting date. All resulting differences are taken to the consolidated income statement with the exception of differences on foreign currency borrowings that provide a hedge against a net investment in a foreign entity. These are taken directly to Other Comprehensive Income until the disposal of the net investment, at which time they are recognized in the consolidated income statement. Tax charges and credits attributable to exchange differences on those borrowings are also dealt with in Other Comprehensive Income. Exchange differences resulting from financial assets and liabilities (intragroup loans and long term nontrade receivables/payables for which settlement is neither planned nor likely to occur in the foreseeable future) that has been classified as part of an entity’s net investment in a subsidiary with foreign operations, are recognized in income statement in the separate financial statements of the entity or/and subsidiary. In the consolidated financial statements, the above exchange differences are recognized in other comprehensive income and included in the exchange differences reserve. When the settlement of the above financial assets and liabilities is planned or likely to occur in the foreseeable future, cumulative exchange differences in reserves are reclassified in consolidated income statement since the financial assets and liabilities cease to be part of an entity’s net investment in a subsidiary with foreign operations. The same accounting treatment of reclassification applied on the subsidiary disposal. Non-monetary items that are measured in terms of historical cost in a foreign currency are translated using the exchange rate as at the date of initial transaction. Non-monetary items measured at fair value in a foreign currency are translated using the exchange rates at the date when the fair value was determined. The gain or loss arising on translation of non-monetary items measured at fair value is treated in line with the recognition of gain or loss on change in fair value of the item (i.e., translation differences on items whose fair value gain or loss is recognized in other comprehensive income or profit or loss are also recognized in other comprehensive income or profit or loss, respectively). Any goodwill arising on the acquisition of a foreign operation and any fair value adjustments to the carrying amounts of assets and liabilities arising on the acquisition are treated as assets and liabilities of the foreign operation and translated at the spot rate of exchange at the reporting date. 163
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 b) Group companies The functional currency of the overseas subsidiaries is the currency of the country in which these subsidiaries are located and operate. As at the reporting date, the assets and liabilities of these overseas subsidiaries are translated into the presentation currency of Bally’s Intralot S.A. at the rate of exchange ruling at the reporting date and, their statements of comprehensive income are translated at the weighted average exchange rates for the year. The resulting exchange differences arising on the retranslation are taken directly to a separate component of Other Comprehensive Income. On disposal of a foreign entity, the deferred cumulative amount recognized in Other Comprehensive Income relating to that particular foreign operation shall be transferred to the income statement. Tangible assets Tangible assets are stated at cost less accumulated depreciation and any impairment in value. Such cost includes the cost of replacing the tangible assets and borrowing costs for long-term construction assets if the recognition criteria are met. Depreciation is calculated on a straight-line basis over the useful life of the asset as follows:

• | Buildings (owned) | 20 to 30 years
• | Installations on third party property | Over the duration of the lease but not less than 5% per annum
• | Installations and Equipment | 5 to 15 years
• | Machinery and Equipment | 4 to 10 years
• | Computer Hardware | 20% to 30% per annum
• | Transportation Equipment-Motor vehicles | 7 years or 15% per annum
• | Transportation Equipment-Trucks etc. | 5 years or 20% per annum

An item of property, plant and equipment is derecognized upon disposal or when no future economic benefits are expected to arise from the continued use of the asset. Any gain or loss arising on derecognition of the asset (calculated as the difference between the net disposal proceeds and the carrying amount of the item) is included in the income statement in the year the item is derecognized. The assets’ residual values and useful lives are reviewed at each financial year end, and adjusted prospectively, if appropriate. As regards hardware and software leased under operating lease, these assets, in the group statement of financial position are disclosed in acquisition cost values and are depreciated using the straight-line method and according to the lower period between the useful life and the contract life, taking also into account their residual value at the end of the relative contract life as well as the collecting cost. In case of the respective contract’s renewal the assets’ remaining net book value is depreciated according to the renewed contract life. 164
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 The carrying values of property, plant and equipment are reviewed for impairment when events or changes in circumstances indicate the carrying value may not be recoverable. If any such indication exists and where the carrying values exceed the estimated recoverable amount, the assets or cash-generating units are written down to their recoverable amount. The recoverable amount is the greater of fair value less costs of disposal and value in use. In assessing value in use, the estimated future cash flows are discounted to their present value using an after-tax discount rate that reflects current market assessments of the time value of money and the risks specific to the asset. In determining fair value less costs of disposal, recent market transactions are taken into account. If no such transactions can be identified, an appropriate valuation model is used. For an asset that does not generate largely independent cash inflows, the recoverable amount is determined for the cash-generating unit to which the asset belongs. Impairment losses are recognized in the income statement. Investment properties Investment properties are measured initially at cost, including transaction costs. Subsequent to initial recognition, investment properties are stated at historical cost less provisions for depreciation and impairment. Investment properties are derecognized either when they have been disposed of or when they are permanently withdrawn from use and no future economic benefit is expected from their disposal. The difference between the net disposal proceeds and the carrying amount of the asset is recognized in profit or loss in the period of derecognition. Transfers are made to (or from) investment property only when there is a change in use. For a transfer from investment property to owner-occupied property, the deemed cost for subsequent accounting is the carrying amount at the date of change in use. If owner-occupied property becomes an investment property, the Group accounts for such property in accordance with the policy stated under tangible assets up to the date of change in use. Intangible assets Intangible assets acquired individually, are capitalized at cost and those acquired through a business combination at fair values at the acquisition date. After initial recognition, intangibles are valued at cost less accumulated amortization and any impairment in value. Useful lives of these intangibles are assessed to be either finite or indefinite. Intangibles with finite useful lives are amortized as follows:

• Software platforms |
• Central operating software | Over the duration of the
• Central Network software | longest contract
• Licenses |
• Rights | 3 to 5 years

• Other software 165
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Central operating systems used for several projects are amortized over their expected useful life, up to 20 years. The expected useful life is determined by reference to the longest duration of the relevant contracts and the Bally’s Intralot Group’s renewal track record in respect of such contract. Software that does not fall within the scope of particular contracts, is amortized at the expected useful life. Amortization of finite life intangibles is recognized as an expense in the income statement under the caption “Amortization”. Intangibles, except development costs, internally generated are not capitalized and the costs are included in the income statement in the year they are incurred. The carrying values of intangible assets are reviewed for impairment when events or changes in circumstances indicate the carrying value may not be recoverable. If any such indication exists and where the carrying values exceed the estimated recoverable amount, the intangible assets or cash-generating units are written down to their recoverable amount. The recoverable amount is the greater of fair value less costs of disposal and value in use. In assessing value in use, the estimated future cash flows are discounted to their present value using an after-tax discount rate that reflects current market assessments of the time value of money and the risks specific to the intangible asset. In determining fair value less costs of disposal, recent market transactions are taken into account. If no such transactions can be identified, an appropriate valuation model is used. These calculations are corroborated by valuation multiples, quoted share prices for public traded companies or other available fair value indicators. For an intangible asset that does not generate largely independent cash inflows, the recoverable amount is determined for the cash-generating unit to which the intangible asset belongs. Impairment losses are recognized in the income statement. Useful lives are also assessed annually and any revisions do not have retrospective application. Gains or losses arising from derecognition of an intangible asset (that are measured as the difference between the net disposal proceeds and the carrying amount of the asset) are recognized in the income statement when the asset is derecognized. Research and Development Costs Research costs are expensed as incurred. Development expenditure incurred by individual project is capitalized if, and only if, the Group can demonstrate all of the following: (a) the technical feasibility of completing the intangible asset so that it will be available for use or sale (b) its intention to complete the intangible asset and use or sell it (c) its ability to use or sell the intangible asset (d) how the intangible asset will generate probable future economic benefits (e) the availability of adequate technical, financial and other resources to complete the development and to use or sell the intangible asset (f) its ability to measure reliably the expenditure attributable to the intangible asset during its development. 166
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Following the initial recognition of the development expenditure, the cost model is applied requiring the asset to be carried at cost less any accumulated amortization and accumulated impairment losses. Amortization of the capitalized development expenditure begins when development is complete and the asset is available for use. Any expenditure capitalized is amortized over the period of expected future sales from the related project. The carrying value of development costs is reviewed for impairment annually when the asset is not yet in use, or more frequently when an indicator of impairment arises during the reporting year indicates that the carrying value may not be recoverable. Financial instruments Financial assets (a) Recognition and measurement of financial assets The Group recognizes a financial asset in its statement of financial position when, and only when, it becomes a party to the contractual provisions of the instrument. The Group initially recognizes trade and other receivables on the date of transaction. At initial recognition, under IFRS 9, all financial assets, except for certain trade receivables, are recognized initially at their fair value plus transaction costs (except financial assets measured at Fair Value through Profit or Loss, where transaction costs are expensed). (b) Derecognition of financial assets The Group ceases recognizing a financial asset when and only when: • the contractual rights to the cash flows from the financial asset expires or • the Group has transferred its contractual right to receive cash flows from an asset, or retains this right to receive cash flows from an asset but has assumed a contractual obligation to pay the cash flows to a third or more parties, or has transferred substantially all risks and rewards of the asset, or has neither transferred nor retained substantially all the risks and rewards of the asset but has transferred the control of the asset. When the Group has transferred its rights to receive cash flows from an asset or has assumed a contractual obligation to pay the cash flows to a third or more parties, but in parallel has neither transferred nor retained substantially all the risks and rewards of the asset nor transferred control of the asset, the asset is recognized to the extent of the Group’s continuing involvement in the asset. When the Group’s continuing involvement takes the form of a guarantee over the transferred asset, the extent of continuing involvement is measured at the lower of the carrying amount of the asset and the maximum amount of consideration that the Group could be required to repay (“the guaranteed amount”). When the entity’s continuing involvement takes the form of a written or purchased option (or both) on the transferred asset (including cash-settled options), the extent of the entity’s continuing involvement is the amount of the transferred assets that the Group may repurchase. However, in case of a written put option on an asset that is measured at fair value, the extent of the continuing involvement is limited to the lower of the fair value of the transferred asset and the option exercise. 167
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 (c) Impairment of financial assets IFRS 9 requires the Group to recognize loss allowance for Expected Credit Losses (“ECLs”) on: • Debt instruments at amortized cost, • Debt instruments at FVOCI, and • Contract assets (as defined in IFRS 15). ECLs are a probability-weighted estimate of credit losses and are based on the difference between the contractual cash flows due in accordance with the contract and all the cash flows that the Group expects to receive. The shortfall is then discounted at an approximation to the asset’s original effective rate. Under IFRS 9, loss allowances will be measured on either of the following bases: - 12-month ECLs: these are ECLs that result from possible default events within the 12 months after the reporting date; and - Lifetime ECLs: these are ECLs that result from all possible default events over the expected life of a financial instrument. Τhe Group applies the general model for recognizing expected credit losses rather than the simplified approach based on the relevant exemption provided by IFRS 9 due to the wide dispersion of its activities both geographically and due to the nature of the activities and the different characteristics of the counterparties (from small local gambling agencies to large state lotteries and other gambling organizations). This model follows a three-step approach to credit risk grading: Stage 1: Performing financial assets without credit risk deterioration: This stage includes financial assets whose credit risk has not deteriorated significantly since initial recognition or which have a low credit risk at the reporting date. Expected credit losses are calculated and recognized for the period of the next 12 months. Stage 2: Performing financial assets with credit risk deterioration: This stage includes financial assets whose credit risk has deteriorated significantly since initial recognition (unless they have a low credit risk at the reporting date) but there is no objective evidence of impairment. Expected credit losses are calculated and recognized for the full life of the financial asset. Stage 3: Non-performing financial assets: This stage includes financial assets for which there is objective evidence of impairment at the reporting date. Expected credit losses are calculated and recognized for the full life of the financial asset. For “Trade and other short term receivables”, “Other long term receivables” and “Contract assets” (as defined in IFRS 15), the Group calculates the ECLs according to the stage of each of them, examining them on a standalone basis. A key factor in recognizing expected credit losses over the life of a financial asset or over the next twelve months, is the credit risk significant deterioration after initial recognition or not, compared to the corresponding credit risk at the initial recognition of the financial asset. 168
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 When determining whether the credit risk of a financial asset has increased significantly since initial recognition and when estimating ECL, the Group considers reasonable and supportable information that is relevant and available without undue cost or effort. This includes both quantitative and qualitative information and analysis, based on the Group’s historical experience and informed credit assessment and including forward-looking information. IFRS 9 makes a presumption that the credit risk on a financial asset has increased significantly since initial recognition when contractual payments are more than 30 days past due. However, this presumption can be rebut if there are reasonable and supportable information that is available without undue cost or effort, that demonstrates that the credit risk has not increased significantly since initial recognition even though the contractual payments are more than 30 days due. The Group considers a financial asset to be in default when the borrower/debtor is unlikely to pay its credit obligations to the Group in full, without recourse by the Group to actions such as realizing security, collateral, mortgage, etc. Objective presumption for a credit-impaired financial asset, is the delay in collection over the days set as a threshold for each of them (examining them on standalone basis). The range of days that have been set as a threshold for the Group ranges between 30 and 210. The maximum period considered when estimating ECLs is the maximum contractual period over which the Group is exposed to credit risk. The three components of the calculation model of ECLs are as follows: • Exposure at default ("EAD"): which represents the amount of the Group's exposure at the reporting date. • Probability of default ("PD"): an estimate of the probability of default based on historical data, assumptions and future estimates. The probability arises for each of the counterparties initially calculating the DSOs (Days Sales Outstanding), which are then compared to the threshold set for that counterparty to determine whether it is at default or not, and then weighted on the basis of its value weight and exponential time factors. • Loss given default (“LGD”): which represents the estimate of the loss that will occur on the default date. For the calculation of the loss due to default, any collaterals/securities held by the Group are taken into account. The Group's held collaterals/securities for trade receivables at the reporting date relate to cash, as well as to mortgages on property. At each reporting date, the Group assesses whether financial assets carried at amortized cost and debt securities at FVOCI are credit impaired. A financial asset is “credit impaired” when one or more events that have a detrimental impact on the estimated future cash flows of the financial asset have occurred. Evidence that a financial asset is credit impaired includes the following observable data about the following events: – significant financial difficulty of the borrower or issuer; – a breach of contract, such as a default or past due event; 169
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 – the lender, for economic or contractual reasons relating to the borrower’s financial difficulty, having granted to the borrower a concession that the lender would not otherwise consider; – it is becoming probable that the borrower will enter bankruptcy or other financial reorganization; – the disappearance of an active market for a financial asset because of financial difficulties; and – the purchase or origination of a financial asset at a deep discount that reflects the incurred credit losses. Loss allowances for financial assets measured at amortized cost are deducted from the gross carrying amount of the assets. For debt instrument at FVOCI, the loss allowance is charged to profit or loss and is recognized in Other Comprehensive Income. The gross carrying amount of a financial asset is written off (either partially or in full) to the extent that there is no realistic prospect of recovery. This is generally the case when the Group determines that the debtor does not have assets or sources of income that could generate sufficient cash flows to repay the amounts subject to the write off. However, financial assets that are written off could still be subject to enforcement activities in order to comply with the Group’s procedures for recovery of amounts due. Non-derivative financial liabilities Financial liabilities include trade and other liabilities, bank overdrafts, loans and borrowings, as well as financial guarantee contracts. (a) Recognition and measurement of financial liabilities The Group recognizes a financial liability in its statement of financial position when, and only when, it becomes a party to the contractual provisions of the instrument. At initial recognition, financial liabilities are recognized at fair value and in case of loans and borrowings, less directly attributable transaction costs. (b) Classification of non-derivative financial liabilities Financial liabilities measured at amortized cost: All interest-bearing loans and credits are initially measured at their fair value, less directly attributable transaction costs for the issuance of the financial liability. Subsequently, they are measured at amortized cost using the effective interest rate method. The amortized cost is estimated by taking into account any issuance costs, as well as any discount or premium on settlement. Gains and losses are recognized in the income statement when the liabilities are derecognized or impaired, as well as through the amortization process. (c) Derecognition of financial liabilities Financial liabilities are derecognized when the obligation is cancelled, extinguished or not exists anymore. In the case that an existing liability is replaced by another from the same borrower but under substantially 170
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 different terms, or in case that there are substantial changes in terms of an existing liability, then the initial financial liability is derecognized and a new liability recognized, and the resulting difference between balances is recognized in the income statement. Offsetting of financial instruments The financial instruments are offset when the Group, according to law, has this legal right and there is an intention to settle them on a net basis (among them) or to realize the asset and settle the liability simultaneously. Inventories Inventories are valued at the lower of cost and net realizable value. Cost is determined using the weighted average method. Net realizable value is the estimated selling price in the ordinary course of business of the Group, less the estimated costs necessary to make the sale. Provisions for impairment of the inventory’s value are recorded when it is needed and recognized in the income statement. Trade and other short-term receivables Trade receivables are recognized and carried at original invoice amount less an allowance for doubtful provisions, that are estimated according to IFRS 9. When the inflow of cash or cash equivalents arising from goods sale or services rendering is deferred, the fair value of the consideration may be less than the nominal amount of cash received or receivable. When the arrangement effectively constitutes a finance transaction, the fair value of the consideration is determined by discounting all future receipts using the prevailing interest rate for a similar instrument of an issuer with a similar credit rating. The difference between the fair value and the nominal amount of the consideration is recognized as interest revenue in the future periods, in accordance with IFRS 9. Cash and Cash Equivalents Cash and cash equivalents in the statement of financial position include cash at bank, short-term deposits and cash in hand along with other high liquidity investments that are subject to an insignificant risk of changes in value and have an original maturity of three months or less. This caption also includes player deposits and cash funds held for clearing with certain local lotteries and license holders, which are held in the Group’s bank accounts, are not subject to any legal or regulatory restrictions on their use and are held until the completion of the relevant clearing and the transfer to the respective clients. These amounts, net of the commission attributable to the Group for their management, are also presented within current liabilities in the statement of financial position. Bank overdrafts are included in the short-term bank loans in the statement of financial position. Also, cheques payables that have not been paid at the reporting date are included in short-term liabilities. For cash flow statement purposes, cash and cash equivalents include what is defined above, without the netting of outstanding bank overdrafts. 171
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Long Term Liabilities All long-term liabilities are initially recognized at cost. Following initial recognition, liabilities that are denominated in foreign currency are valued at the closing exchange rate of each reporting date. Any interest expenses are recognized on an accruals basis. Provisions and Contingent Liabilities Provisions are recognized when the Group has a present obligation (legal or constructive) as a result of a past event, it is probable that an outflow of resources embodying economic benefits will be required to settle the obligation and a reliable estimate can be made of the amount of the obligation. When the Group expects some or all of a provision to be reimbursed, for example under an insurance contract, the reimbursement is recognized as a separate asset but only when the reimbursement is virtually certain the expense relating to any provision is presented in the income statement net of any reimbursement. Provisions are re-examined at the reporting date and are adjusted so as to represent the present value of the expense that will be needed to settle the liability. If the effect of the time value of money is material, provisions are determined by discounting the expected future cash flows at an after-tax rate that reflects current market assessments of the time value of money and, where appropriate, the risks specific to the liability. Where discounting is used, the increase in the provision due to the passage of time is recognized as a borrowing cost. Contingent liabilities are not recognized in the financial statements but are disclosed, except if the probability of a potential outflow of funds embodying economic benefits is remote. Contingent assets are not recognized but are disclosed when the probability of a cash inflow is probable. Leases Entity of the Group as lessee: • Right-of-use assets The Group recognizes right-of-use assets at the commencement date of the lease (i.e., the date the underlying asset is available for use). Right-of-use assets are measured at cost, less any accumulated depreciation and impairment losses, and adjusted for any remeasurement of lease liabilities. The cost of right-of-use assets includes the amount of lease liabilities recognized, initial direct costs incurred, and lease payments made at or before the commencement date less any lease incentives received. Unless the Group is reasonably certain to obtain ownership of the leased asset at the end of the lease term, the recognized right-of-use assets are depreciated on a straight-line basis over the shorter of its estimated useful life and the lease term. Right-of-use assets are subject to impairment. • Lease liabilities At the commencement date of the lease, the Group recognizes lease liabilities measured at the present value of lease payments to be made over the lease term. The lease payments include fixed payments 172
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 (including in-substance fixed payments) less any lease incentives receivable, variable lease payments that depend on an index or a rate, and amounts expected to be paid under residual value guarantees. The lease payments also include the exercise price of a purchase option reasonably certain to be exercised by the Group and payments of penalties for terminating a lease, if the lease term reflects the Group exercising the option to terminate. The variable lease payments that do not depend on an index or a rate are recognized as expense in the period on which the event or condition that triggers the payment occurs. In calculating the present value of lease payments, the Group uses the incremental borrowing rate at the lease commencement date if the interest rate implicit in the lease is not readily determinable. After the commencement date, the amount of lease liabilities is increased to reflect the accretion of interest and reduced for the lease payments made. In addition, the carrying amount of lease liabilities is remeasured if there is a modification, a change in the lease term, a change in the in-substance fixed lease payments or a change in the assessment to purchase the underlying asset. • Short-term leases and leases of low-value assets The Group applies the short-term lease recognition exemption to its short-term leases (i.e., those leases that have a lease term of 12 months or less from the commencement date and do not contain a purchase option). It also applies the lease of low-value assets recognition exemption to leases that are considered of low value (i.e., below USD5.000). Lease payments on short-term leases and leases of low-value assets are recognized as expense on a straight-line basis over the lease term. Entity of the Group as Lessor: In cases of hardware and software leasing through operating lease, these assets are included in the Group’s tangible assets. The lease income that occurs is recognized on a straight-line basis through the contract period. When fixed assets are leased through financial leasing, the present value of the lease is recognized as a receivable. The difference between the gross amount of the receivable and its present value is registered as a deferred financial income. The income from the lease is recognized in the period’s income statement during the lease using the net investment method, which represents a constant periodic return. Share capital – Treasury shares Share capital includes common and preference shares without voting right, which have been issued and being traded. Share premium reserve includes the excess of the shares par value received consideration. Any costs directly attributable to the issue of new shares are shown as a deduction in share premium reserve. Treasury shares represent shares of the parent company held by the Group. Treasury shares are stated at cost and are deducted from Equity. Upon acquisition, disposal, issuance or cancellation of treasury 173
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 shares, no gain or loss is recognized in the income statement. The consideration given or received and the related gains or losses from the settlement are recognized directly in Equity. Staff Retirement Indemnities Staff retirement indemnities are measured at the present value of the defined benefit obligations at the reporting date, through the recognition of the employees’ right to benefits based on years of service over their expected working life. The above liabilities are calculated using financial and actuarial assumptions and are determined based on an actuarial valuation method (Projected Unit Credit Method). The net pension costs for the period are included in the accompanying statement of comprehensive income and consists of the present value of the benefits earned during the year, interest cost on the benefit liability, past service cost and any other additional pension costs that are recognized within staff costs in income statement, and the actuarial gains or losses that are fully recognized when they occur, in other comprehensive income without future reclassification in income statement. Total past service costs are recognized in income statement at the earlier of when the amendment occurs or when the Group recognizes the related restructuring or termination costs. The Company’s pension benefit schemes are not funded. State Insurance Programs The Company employees are covered by the main State Insurance Organization for the private sector (EFKA) that provides pension and medical benefits. Each employee is obliged to contribute a percentage of the monthly salary to EFKA while part of the total contribution is covered by the Company. On retirement, EFKA is responsible for the payment of pensions to employees. Consequently, the Company does not have any legal or constructive obligation for the payment of future benefits based on this program. Revenue recognition Revenue is recognized when or as the Group satisfies a performance obligation by transferring control of a promised good or service to a customer, in accordance with IFRS 15 – Revenue from Contracts with Customers. The Group accounts for a contract with a customer when the contract has been approved, the rights and payment terms can be identified, the contract has commercial substance and collectability of the consideration is probable. Revenue is recognized as the amount which the Group expects to receive for the satisfaction of the related performance obligations. Revenue is disaggregated into major business activities, reflecting the nature of services transferred to customers. 174
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Lottery, Sports Betting & Video lottery Terminals Revenue from lottery games, sports betting and video lottery terminals primarily arises from contracts under which the Group provides integrated game management and operational services to lottery organizations and similar counterparties. These services include but are not limited to; game design, system operation, sales support, marketing and risk management. The Group accounts for these services as a single performance obligation, as the individual services are not separately identifiable in the context of the contract and together represent a combined output to the customer. The performance obligation represents a series of distinct services that are substantially the same and are transferred continuously over the contract term. The performance obligation is satisfied over time, as the customer simultaneously receives and consumes the benefits of the services provided. Revenue is recognized using an output method, applying the right-to-invoice practical expedient, and is typically contractually determined as a percentage on the total amount received by the lottery games organization from the players. Revenue is recognized when players participate in lottery games and, where the Group acts as an agent, is presented net of prizes, bonuses, marketing incentives and other considerations payable to players. In certain arrangements, the Group might also supply hardware and software (gaming machines, central computer systems, gaming software, communication systems etc.) to Lotteries so that they can operate their games. Revenue is recognized by the Group either (a) as a direct sale of hardware and software, or (b) as an operating lease. In the first (a) case, the revenue from the sales of hardware and software is recognized at a point in time, when the customer obtains control of the asset. Associated implementation services and support are recognized over time in the period during which the performance obligation is satisfied. In the second case (b) the Group may also provide installation, technical support and maintenance services to businesses either bundled together with the sale of hardware and software, or on their own as separate services. The Group accounts for the sales of technology products (hardware and software) and support services as a single performance obligation of bundled sales and recognizes revenue for the total contract over time, as the services are rendered. Progress in the satisfaction of the performance obligation is measured using an output method, based on sales volumes. iGaming, Sports Betting, Lottery & Casinos The Group operates online gaming platforms (iGaming), retail and online sports betting activities, lottery games, as well as a physical casino. In these types of arrangements, the Group holds the relevant operating licenses and undertakes the overall organization, operation and support of the games provided. Players transact with the Group under agreed terms, which form the basis for the contractual arrangement. Revenue recognition occurs at the time that the relevant events take place for both retail and virtual players. As such, gaming revenue is recognised at the point in time upon which satisfaction of the 175
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 performance obligation to the player is achieved. Namely, when the player completes one of the games and the outcome of the game is honored with the appropriate payout being made. Revenue from the gaming business is the difference between total amounts wagered by players less all consideration from winnings payable to players, bonuses allocated and jackpot contributions. Bonuses, jackpot contributions and loyalty incentives outstanding, represent a variable element and are measured at fair value at each reporting date. Taxes Income tax Current and deferred income taxes are calculated based on the financial statements of each entity included in the consolidated financial statements, based on the Greek tax laws or other tax frameworks within which the foreign subsidiaries operate. Income tax is calculated based on the profit of each entity as adjusted on their tax returns, for additional taxes arising from audits performed by the tax authorities and deferred taxes based on enacted or substantially enacted tax rates. Deferred income tax is provided, using the liability method, on all temporary differences at the reporting date between the tax base of assets and liabilities and their carrying amount. Deferred income tax liabilities are recognized for all taxable temporary differences except: • If the deferred income tax liability arises from the initial recognition of goodwill or an asset or liability in a transaction that is not a business combination and, at the time of the transaction, affects neither the accounting profit nor taxable profit or loss; and • In respect of taxable temporary differences associated with investment in subsidiaries, associates and interests in joint ventures, except where the timing of the reversal of the temporary differences can be controlled and it is probable that the temporary differences will not be reversed in the foreseeable future. Deferred income tax assets are recognized for all deductible temporary differences and carry-forward unused tax losses, to the extent that it is probable that taxable profit will be available against which the deductible temporary differences, or the unused tax losses can be utilized except if: • the deferred income tax asset relating to the deductible temporary difference arises from the initial recognition of an asset or liability in a transaction that is not a business combination and, at the time of the transaction, affects neither the accounting profit nor taxable profit or loss; and, • in respect of deductible temporary differences associated with investment in subsidiaries, associates and interests in joint ventures, deferred tax assets are only recognized to the extent that it is probable that the temporary differences will reverse in the foreseeable future and taxable profit will be available against which the temporary differences can be utilized. The carrying amount of deferred income tax assets is reviewed at each reporting date and reduced to the extent that it is no longer probable that sufficient taxable profit will be available to allow all or part of the deferred income tax asset to be utilized. 176
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Deferred income tax assets and liabilities are measured at the tax rates that apply at the year when the asset is expected to be realized or the liability is settled, based on tax rates that have been enacted or substantively enacted at the reporting date. Deferred income tax is not measured by the Group as regards the undistributed profits of subsidiaries, branches, associates and joint ventures due to the elimination of intercompany profits, from relevant transactions, as they are considered insignificant. Income tax relating to items recognized directly in Other Comprehensive Income is recognized in Other Comprehensive Income and not in the income statement. Sales tax Revenues, expenses and assets are recognized net of the amount of sales tax except: • Where the sales tax incurred on a purchase of assets or services is not recoverable from the taxation authority, in which case the sales tax is recognized as part of the cost of acquisition of the asset or as part of the expense item as applicable and • Receivables and payables that are stated with the amount of sales tax included. The net amount of sales tax recoverable from, or payable to, is included as part of receivables or payables in the statement of financial position. Earnings per share The basic earnings per share (EPS) are calculated by dividing net profit by the weighted average number of ordinary shares outstanding during each year, taking into account the average number of ordinary shares of the parent held by the Group as treasury shares. The diluted earnings per share are calculated by dividing the net profits attributable to the equity holders of the parent company by the weighted average number of ordinary shares outstanding during the year (adjusted for the effect of the average number of share option rights outstanding during the year). 177
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 2.2 Significant accounting judgments, estimates and assumptions The preparation of the consolidated financial statements requires management to make judgements, estimates and assumptions that affect the amounts of revenues, expenses, assets liabilities and disclosures of contingent liabilities that included in the financial statements. On an ongoing basis, management evaluates its judgements, estimates and assumptions that mainly refer to goodwill impairment, allowance for doubtful receivables – expected credit losses, provision for staff retirement indemnities, provision for impairment of inventories value, impairment of tangible and intangible assets as well as estimation of their useful lives, recognition of revenue and expenses, pending legal cases, provision for income tax and recoverability of deferred tax assets. These judgements, estimates and assumptions are based on historical experience and other factors including expectations of future events that are considered reasonable under the circumstances. The key judgements, estimates and assumptions concerning the future and other key sources of uncertainty at the reporting date of the financial statements and have a significant risk of causing material adjustment to the carrying amounts of assets and liabilities within the next financial year, are consistent with those applied and were valid at the reporting date of the annual financial statements December 31, 2024. A) Accounting Estimates & Assumptions Goodwill, tangible and intangible assets impairment and Investments Management tests goodwill for impairment annually (as at 31 December) or more frequently if events occur or changes in circumstances indicate that the carrying value may be reduced in accordance with accounting policy described in note 2.1.5. The carrying values of tangible and intangible assets and Investments are reassessed for possible need for impairment whenever events or circumstances indicate that the value reported on may not be recovered in accordance with the accounting policy described in note 2.1.5. The recoverable amounts of cash generating units (CGU) have been determined based on “value in use” calculations using appropriate estimates regarding future cash flows and discount rates. The determination of value in use is obtained by the present value of estimated future cash flows, as expected to be generated by each CGU (discounted cash flow method - DCF). The cash flows are derived from the most recent approved by the administration budgets for the next three years and does not include any estimated future cash inflows or outflows expected to arise from future restructurings or from improving or enhancing the asset's performance, which is tested for impairment. The expected cash flow projections beyond the period covered by the most recent budgets, estimated by extrapolating the projections based on the budgets using a steady or declining growth rate for subsequent years, which does not exceed the long-term average growth rate for products, industries, countries in which the Group operates, or for the market in which the asset is used. The Group makes estimates and beyond the period of three years where 178
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 has signed revenue contracts beyond three years as well as in cases where management believes that based on market data and historical renewals track record of the Group, it is very possible to renew relevant contracts beyond this period. Cash flow projections are based on reasonable and supportable assumptions that represent management's best estimate of the range of economic conditions that will exist over the remaining useful life of the asset, giving greater weight to external evidence. Management assesses the reasonableness of the assumptions on which its current cash flow projections are based by examining the causes of differences between past cash flow projections and actual cash flows. Management also ensures that the assumptions on which its current cash flow projections are based are consistent with past actual outcomes, provided that effects of subsequent events or circumstances, that did not exist when those actual cash flows were generated, make this appropriate. Further details are provided in note 2.1.5. Income Tax Provision The companies of the Group are subject to income taxes in numerous jurisdictions. The provision for income taxes in accordance with IAS 12 "Income Taxes" refers to the amounts expected to be paid to the tax authorities and includes provision for current income taxes and the provision for any additional taxes that may arise as a result of the audit of the tax authorities. The provision for income tax of the Group for numerous transactions require significant subjective judgment, making tax exact calculation uncertain during the ordinary course of business of the Group. The estimate may differ from the final tax due to future changes in tax legislation or to unforeseen effects of the final determination of the tax liability for each year from the tax authorities. Where the final tax resulting from tax audits differ from the amounts that were initially assessed and recorded, such differences will impact the income tax and deferred tax provisions in the period in which such determination of tax differences occurred. Further details are provided in notes 2.1.5. Deferred Tax Assets Deferred tax assets and liabilities are recognized on temporary differences between the accounting basis and the tax basis of assets and liabilities using the tax rates that have been enacted and are expected to apply in the periods when the differences are expected to be eliminated. Deferred tax assets are recognized for the deductible temporary differences and tax losses carried forward to the extent that it is probable that there will be taxable income available to be used against which the deductible temporary differences and the carry forward of unused tax losses. The Group considers the existence of future taxable income and ongoing follow a conservative tax planning strategies in assessing the recoverability of deferred tax assets. The determination of future taxable income is made through the systematic process of budgeting, at the parent company level as well as at the level of subsidiaries, which are mainly based on already signed long-term revenue contracts. Almost all of the Group's revenue (parent and subsidiaries) derives from long-term contracts signed making the risk of discrepancies between budgeted and actual 179
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 revenue as low, something that applies to the costs that usually are in a proportion relationship with the revenue of the related contracts. In any case there is a system of monitoring for the verification of these budgets and conducting relevant adjustments, resulting in the safe keeping of any final discrepancies at low levels. The accounting estimates related to deferred tax assets requires management to make assumptions about the timing of future events, the probability of expected future taxable income and available tax planning possibilities. Further details are provided in 2.1.5. Allowance for doubtful receivables – expected credit losses In determining the expected credit losses and the recognition of a relevant doubtful provision, the Group applies the general model as described in the respective paragraph of the accounting policies in note 2.1.5. The information required to determine whether there is a significant deterioration in credit risk after initial recognition and to determine the stage to which each financial asset belongs and to calculate the provision for impairment is based on historical and future data and includes significant estimates. Past experience and estimates for the future may not lead to conclusions indicative of the actual amount of default when a relevant event will occur 2.1.5. Provision for staff retirement indemnities Liabilities for retirement benefits are calculated using actuarial methods that require management to assess specific parameters such as discount rates, future growth rates of employee wages, the future rate of employees’ retirement and other factors such as the inflation rate. The Group's management estimates in the best possible way these parameters on an annual basis, for the relevant actuarial study. Further details are provided in note 2.1.5. Estimation of assets useful life The Group reassesses at each year end and, when appropriate, prospectively adjusts useful lives of tangible and intangible assets that were recognized either through acquisition or business combination. These estimates take into account new data and current market conditions. Further details are provided in 2.1.5. Contingent liabilities The Group reviews the status of each significant legal case on a periodic basis and assesses the potential risk, based partly on the view of legal department. If the potential loss from any litigation and legal matters is considered probable and the amount can be reliably estimated, the Group recognizes a liability for the estimated loss. In order to determine the probability and whether the risk can be estimated reliably, a considerable degree of judgment of management is required. When additional information becomes available, the Group reassess the potential liability related to pending litigation and legal proceedings and estimates for the probability of an unfavorable outcome and an assessment of potential loss may be 180
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 revised. Such revisions in the estimates of the potential liability could have a material effect on the financial position and income statement of the Group. Further details are provided in note 2.35.A. Provision for impairment of inventories value The Group recognizes inventory at the lower of cost and net realizable value. Net realizable value is the estimated selling price in the ordinary course of business, less estimated selling expenses. Provisions for impairment of inventories are formed when necessary and recognized in the income statement. Further details are provided in 2.1.5. B) Judgements Determination of lease term of contracts with renewal options The Group determines the lease term as the non-cancellable term of the lease, together with any periods covered by an option to extend the lease if it is reasonably certain to be exercised, or any periods covered by an option to terminate the lease, if it is reasonably certain not to be exercised. The Group has the option, under some of its leases, to lease the assets for additional terms. The Group applies judgement in evaluating whether it is reasonably certain to exercise the option to renew, considering all relevant factors that create an economic incentive for it to exercise the renewal. After the commencement date, the Group reassesses the lease term if there is a significant event or change in circumstances that is within its control and affects its ability to exercise (or not to exercise) the option to renew (e.g., a change in Group business strategy). Consolidation of subsidiaries in which the Group holds less than a majority of voting right (de facto control) The Group estimates that on 31/12/2025 controls the subsidiary DC09 LLC, even though it holds less than 50% of the voting rights, based on the conditions specified in IFRS 10. Specifically, the Group, based on its existing rights and the fact that has signed agreements with other shareholders, estimates that has the ability to direct the activities that significantly affect the returns of this entity, i.e. the “relevant activities”. Furthermore, holds significant participations/investments, has rights to variable returns from its involvement with this entity and has the ability to affect the level of these returns. The above conditions of IFRS 10 for the entity DC09 LLC, in which the Group holds on 31/12/2024 49% of the voting rights, define the framework on the basis of which this entity is consolidated. Business combination Group when acquiring a company performs the necessary estimates in determining the fair value and the useful life of the acquired tangible and intangible assets. Future events could cause changes in the assumptions used in determining fair value with a corresponding effect on the results and equity of the Group. Further details are provided in 2.1.5. 181
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Going Concern The Management of the Group evaluates the going concern assumption based on the approved business plans that cover a period of five years. Following this, it prepares Expected Cash Flows that cover a period of at least 12 months since the financial statements reporting date. The estimates and assumptions used to prepare the business plans and Expected Cash Flows are based on historical data as well as on various factors that are considered reasonable given the circumstances and are reconsidered taking into account current and expected future market conditions. The preparation of business plans also includes long-term assumptions for important economic factors that involve a significant use of Management judgement. 182
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 2.3 Information per Segment In relation to the transaction described in the “General Information” section of these financial statements, the composition of Bally’s Intralot’s Management has changed. Consequently, in accordance with the management approach under IFRS 8 Operating Segments, the Group has reassessed its operating segments. Based on the way in which Management now monitors and evaluates performance, the segment structure has been revised. Accordingly, the Group’s activities are presented under updated operating segments, for which segment managers have been identified and which reflect the information regularly reviewed by the Chief Operating Decision Maker (“CODM”), who is the Chief Executive Officer. The Group applies the same accounting policies for measuring the results of the operating segments as those used in the consolidated financial statements. Inter-segment transactions are conducted under normal operating conditions in a manner consistent with transactions with third parties. The results of operating segments are presented after the elimination of inter-segment transactions, which are eliminated at consolidation level. The Group’s activities are organised into two segments, B2C and B2B, each providing a distinct set of services across the full gaming value chain. B2C Activities Services provided: • Operation of licensed gambling activities • End-to-end management of player-facing gaming services • Provision of gaming products and delivery of an integrated player experience License holder: The Company or its customers (in cases of fully managed player-facing gaming services) hold the relevant licence(s), which are obtained from the competent local or state regulatory authorities. Geographical areas: United Kingdom, Argentina, Turkey, Spain 183
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 B2B Activities Services provided: • Technology solutions (central systems, lottery terminals, telecommunications systems/solutions) • Supply of related peripheral equipment and software • Implementation, maintenance and technical support services • Monitoring systems for VLT operations • Operational management and day-to-day operations • Sales network development, marketing services and network management • Risk management / pricing and performance management for sports betting products License holder: A governmental authority or a state-licensed entity holds the relevant license. Geographical areas: United States of America, United Kingdom, Greece, Australia, New Zealand, Canada, Argentina, Croatia, Chile, Netherlands, Ireland, Germany, Malaysia, Morocco, Taiwan, Peru OPERATING SEGMENT INFORMATION

1/1-31/12/2025 (in thousand €) | B2B | B2C | Total
Revenue | 275.628 | 242.410 | 518.037
Personnel Costs | -84.410 | -35.673 | -120.083
Depreciation & amortization | -59.662 | -32.744 | -92.406
Marketing and Advertising expenses | -3.073 | -26.055 | -29.128
Gaming Tax | -644 | -37.776 | -38.420
System costs | -34.503 | -3.497 | -38.000
Change in inventories | -11.374 | -10 | -11.384
Other direct costs | -14.455 | -32.591 | -47.046
Impairments and other gains/(losses) of non-financial assets | -3.402 | 3 | -3.399
Net impairment losses on financial and contract assets | -10.392 | 0 | -10.392
Net Other operating income / (expense) | -31.507 | -25.739 | -57.246
Transaction fees | -20.226 | 0 | -20.226
Operating profit | 1.981 | 48.327 | 50.308
Net Result from Investment | -1.966 | 139 | -1.827
Share of net profit of associates and joint ventures accounted for using the equity method | -45 | 0 | -45
Profit before financing and income taxes | -30 | 48.466 | 48.436
Net Finance income / (expense) | -81.028 | -4.315 | -85.343
Profit / (loss) to net monetary position | 62 | -3.017 | -2.954
Foreign exchange differences | 985 | -2.109 | -1.124
Profit/(loss) before tax from continuing operations | -80.010 | 39.025 | -40.985
Income tax | -8.462 | -11.573 | -20.034
Profit from continuing operations | -88.472 | 27.452 | -61.019
Profit from discontinued operations (attributable to equity holders of the company) | 0 | 0 | 0
Profit/(Loss) for the period | -88.472 | 27.452 | -61.019

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Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025

1/1-31/12/2024 (in thousand €) | B2B | B2C | Total
Revenue | 292.027 | 92.289 | 384.316
Personnel Costs | -79.487 | -16.950 | -96.437
Depreciation & amortization | -61.138 | -9.806 | -70.944
Marketing and Advertising expenses | -2.757 | -11.479 | -14.236
Gaming Tax | -611 | -1.006 | -1.617
System costs | -30.516 | -1.344 | -31.860
Change in inventories | -10.921 | -11 | -10.932
Other direct costs | -21.874 | -13.405 | -35.279
Impairments and other gains/(losses) of non-financial assets | 95 | 0 | 95
Net impairment losses on financial and contract assets | -630 | -1 | -631
Net Other operating income / (expense) | -48.261 | -20.381 | -68.642
Transaction fees | -2.391 | 0 | -2.391
Operating profit | 33.537 | 17.906 | 51.443
Net Result from Investment | -71 | 469 | 398
Share of net profit of associates and joint ventures accounted for using the equity method | 362 | 0 | 362
Profit before financing and income taxes | 33.829 | 18.375 | 52.204
Net Finance income / (expense) | -34.258 | -6.794 | -41.052
Profit / (loss) to net monetary position | 2.172 | 4.139 | 6.311
Foreign exchange differences | 548 | 30 | 578
Profit/(loss) before tax from continuing operations | 2.291 | 15.750 | 18.041
Income tax | -6.482 | 5.077 | -1.405
Profit from continuing operations | -4.191 | 20.827 | 16.636
Profit from discontinued operations (attributable to equity holders of the company) | 0 | 0 | 0
Profit/(Loss) for the period | -4.191 | 20.827 | 16.636

| Revenue per product type (continuing operations) |  |
(in thousand €) | 31/12/2025 | 31/12/2024 | Change
Sports Betting & iGaming | 234.342 | 87.115 | 169,00%
Video Lottery Terminals | 41.786 | 42.400 | -1,45%
Casinos & Other | 2.523 | 0 | -
Lottery games & IT Solutions | 239.385 | 254.800 | -6,05%
Total | 518.037 | 384.316 | 34,79%

Sales per product type 185
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025

| Revenue per geographical region (continuing operations) |  |
(in thousand €) | 31/12/2025 | 31/12/2024 | Change
European Union | 54.784 | 47.753 | 14,72%
United Kingdom | 155.173 | 0 | -
America | 220.796 | 231.372 | -4,57%
Other Countries | 87.285 | 105.191 | -17,02%
Total | 518.038 | 384.316 | 34,79%

Sales per geographical region 2.4 Change in presentation of the statement of profit or loss (classification of expenses by nature) During the year, the Group changed the presentation of the statement of profit or loss from a classification of expenses by function to a classification based on the nature of expenses Management believes that the new presentation provides more relevant and reliable information to users of the financial statements, as it: • better aligns with the way in which the Group internally monitors and evaluates its financial performance, • presents the cost structure with greater transparency, and • is more consistent with common industry practice, thereby enhancing the comparability of the financial statements. This change has been accounted for as a change in accounting policy relating to presentation, in accordance with the applicable International Financial Reporting Standards, and has been applied retrospectively. Accordingly, the comparative figures of the prior period have been restated to ensure comparability with the amounts presented in the current period. Expenses previously included within the line items “Cost of Sales”, “Administrative Expenses”, “Distribution Expenses”, “Research and Development Expenses”, “Other Operating Income” and “Other Operating Expenses” have been reallocated to the respective categories based on their nature, mainly to 186
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 employee benefit expenses, depreciation and amortisation, advertising and promotion expenses, IT costs, and other operating expenses.

|  | GROUP 1/1-31/12/2024 |  |  |
Amounts in € thousand | As previously reported | Reclassification for new presentation of expenses by nature | Presentation of expenses by function | Adjustments from restatements | Restated
Sale Proceeds | 376.363 | - 376.363 | - | - | 0
Income | - | 376.363 | 376.363 | 7.953 | 384.316
Cost of Sales | - 235.037 | 214.209 | - 20.828 | 20.828 | 0
Other Operating Income | 29.943 | - 29.943 | - | - | 0
Other Operating Expenses | - 2.146 | 2.146 | - | - | 0
Net Other operating income / (expense) | - | - 39.861 | - 39.861 | - 28.781 | -68.642
Selling Expenses | - 31.982 | 31.982 | - 0 | - | 0
Administrative Expenses | - 81.861 | 81.861 | - 0 | - | 0
Research and Development Expenses | - 1.542 | 1.542 | - 0 | - | 0
Personnel Costs | - | - 96.436 | - 96.436 | - | -96.436
Depreciation | - | - 70.943 | - 70.943 | - | -70.943
Marketing and Advertising expenses | - | - 14.236 | - 14.236 | - | -14.236
Gaming Tax | - | - 1.618 | - 1.618 | - | -1.618
System costs | - | - 31.860 | - 31.860 | - | -31.860
Change in inventories | - | - 10.931 | - 10.931 | - | -10.931
Other direct costs | - | - 35.279 | - 35.279 | - | -35.279
Impairments and other gains/(losses) of non-financial assets | - | 95 | 95 | - | 95
Net impairment losses on financial and contract assets | - | - 631 | - 631 | - | -631
Reorganization expenses | - 2.391 | 2.391 | - | - | 0
Transaction fees | - | - 2.391 | - 2.391 | - | -2.391
Income/(expenses) from participations and investments | 399 | - 399 | - | - | 0
Gain/(loss) from assets disposal, impairment loss and write-off of assets | 95 | - 95 | - | - | 0
Net result from investments | - | 399 | 399 | - | 399
Interest and similar expenses | - 45.655 | 45.655 | - | - | 0
Interest and similar income | 4.604 | - 4.604 | - | - | 0
Net Finance income / (expense) | - | - 41.052 | - 41.052 | - | -41.052
Exchange Differences | 578 | - | 578 | - | 578
Profit / (loss) from equity method consolidations | 362 | - 362 | - | - | 0
Share of net profit of associates and joint ventures accounted for using the equity method | - | 362 | 362 | - | 362
Profit / (loss) to net monetary position | 6.311 | - 6.311 | - | - | 0
Profit / (loss) to net monetary position | - | 6.311 | 6.311 | - | 6.311
Profit/(loss) before tax from continuing operations | 18.041 | - 0 | 18.041 | - | 18.041
Tax | - 1.405 |  | - 1.405 | - | -1.405
Profit / (loss) after tax from continuing operations (a) | 16.636 | - 0 | 16.636 | - | 16.636

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Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025

| GOMPANY 1/1-31/12/2024
Amounts in € thousand | As previously reported | Reclassification for new presentation of expenses by nature | Presentation of expenses by function | Adjustments from restatements | Restated
Sale Proceeds | 44.567 | - 44.567 | - | - | 0
Income | - | 44.567 | 44.567 | - | 44.567
Cost of Sales | - 30.407 | 30.407 | - 0 | - | 0
Other Operating Income | 448 | - 448 | - | - | 0
Other Operating Expenses | - 76 | 76 | - | - | 0
Net Other operating income / (expense) | - | - 9.066 | - 9.066 | - | -9.066
Selling Expenses | - 7.172 | 7.172 | 0 | - | 0
Administrative Expenses | - 10.986 | 10.986 | - 0 | - | 0
Research and Development Expenses | - 1.542 | 1.542 | - 0 | - | 0
Personnel Costs | - | - 20.844 | - 20.844 | - | -20.844
Depreciation | - | - 10.079 | - 10.079 | - | -10.079
Marketing and Advertising expenses | - | - 1.011 | - 1.011 | - | -1.011
Gaming Tax | - | - | - | - | 0
System costs | - | - 7.799 | - 7.799 | - | -7.799
Change in inventories | - | - 934 | - 934 | - | -934
Other direct costs | - | - | - | - | 0
Impairments and other gains/(losses) of non-financial assets | - | 43 | 43 | - | 43
Net impairment losses on financial and contract assets | - | - | - | - | 0
Reorganization expenses | - 2.171 | 2.171 | - | - | 0
Transaction fees | - | - 2.171 | - 2.171 | - | -2.171
Income/(expenses) from participations and investments | 6.249 | - 6.249 | - | - | 0
Gain/(loss) from assets disposal, impairment loss and write-off of assets | 43 | - 43 | - | - | 0
Net result from investments | - | 6.249 | 6.249 | - | 6.249
Interest and similar expenses | - | - | - | - | 0
Interest and similar income | - 15.729 | 15.729 | - | - | 0
Net Finance income / (expense) | 4.579 | - 15.730 | - 11.151 | - | -11.150
Exchange Differences | 429 | - | 429 | - | 429
Profit/(loss) before tax from continuing operations | - 11.766 | 0 | - 11.766 | - | -11.766
Tax | 572 |  | 572 | - | 572
Profit / (loss) after tax from continuing operations (a) | - 11.193 | 0 | - 11.193 | - | -11.193

188
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 2.5 Marketing and Advertising

| GROUP | COMPANY
Amounts reported in thousand € | 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Donations | -249 | -42 | -168 | -42
Advertising expenses | -25.465 | -10.482 | -1.091 | -519
Sponsorship Expenses | -2.565 | -2.837 | 0 | 0
Conferences and Exibitions | -849 | -875 | -99 | -451
Total | -29.129 | -14.236 | -1.358 | -1.011

The current year’s figures include a contribution of €18,2 million from Bally’s International Interactive, which has been consolidated into the Bally’s Intralot Group for the period from 8 October 2025 (the acquisition date) to 31 December 2025. Excluding this contribution, the Intralot Group on a pre-acquisition basis presents a decrease in advertising expenses of €1,9 million and in sponsorship expenses of €1,6 million, primarily driven by cost-saving initiatives implemented in Turkey. 2.6 System Costs

| GROUP | COMPANY
Amounts reported in thousand € | 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Central system & IT Infrastructure | -14.321 | -11.754 | -9.274 | -7.799
Maintenance Cost Software | -5.435 | -3.926 | 0 | 0
Network Connection Cost | -14.360 | -12.937 | 0 | 0
Other Systems Cost | -3.883 | -3.243 | 0 | 0
Total | -38.000 | -31.860 | -9.274 | -7.799

The current year’s figures include a contribution of €1,8 million from Bally’s International Interactive, relating to systems maintenance costs, which has been consolidated into Bally’s Intralot Group from 8 October 2025 (the acquisition date) to 31 December 2025. Excluding this contribution, the Intralot Group, on a like-for-like (pre-acquisition) basis, presents an increase of €2,6 million in Central Systems and IT Infrastructure expenses, as well as an increase of €1,4 million in network connectivity costs, both primarily attributable to operations in the United States of America. 2.7 Other Direct Cost

| GROUP | COMPANY
Amounts reported in thousand € | 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Third Party Providers Fees | -26.020 | -15.316 | 0 | 0
Duties & Agent commissions | -8.361 | -8.387 | 0 | 0
Other Direct Cost | -12.665 | -11.576 | 0 | 0
Total | -47.046 | -35.279 | 0 | 0

Excluding the contribution of €18,5 million from Bally’s International Interactive, of which €16,3 million relates to third-party provider costs, the variance between the comparative periods is primarily 189
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 attributable to a decrease in content rights expenses from the Group’s subsidiary in the United States, Bally’s Intralot Inc., following the expiration of the iLottery contract in June 2025 in New Hampshire. 2.8 Net Operating Income / (Expense)

| GROUP | COMPANY
Amounts reported in thousand € | 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Professional Services | -18.370 | -19.168 | -6.754 | -6.352
Rental Expenses | -729 | -661 | -173 | -138
Repair and Maintenance | -2.459 | -1.787 | -169 | -195
Utilities and Consumables | -5.680 | -4.963 | -836 | -744
Non Refundable Vat and Other Taxes | -6.296 | -7.272 | -101 | -322
Travelling expenses | -6.308 | -4.911 | -1.231 | -576
Insurance Expenses | -4.879 | -4.905 | -624 | -472
Penalties | -1.436 | -564 | 0 | 0
Other Expenses | -14.089 | -26.186 | -674 | -715
Other Income | 2.998 | 1.775 | 415 | 448
Total | -57.246 | -68.642 | -10.146 | -9.066

“Other Expenses” of the Group comprise a wide range of both recurring and non-recurring items, arising primarily from the Group’s operations in the United Kingdom. The largest portion, amounting to €3,1 million, relates to management fees charged by a related party within the Group. In addition, a significant amount of €2,7 million pertains to corporate card expenses, which are not related to payroll Cost. For the year ended 31 December 2025, Professional Services Fees include fees for audit services provided by the statutory auditors’ network amounting to €0,3 million for the Group (2024: €0,2 million) and €0,3 million for the Company (2024: €0,1 million), while the Group also includes fees for permitted non-audit services amounting to €0,3 million (2024: €0,2 million). 2.9 Personnel Cost

| GROUP | COMPANY
(continuing operations) | 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Salaries | 92.085 | 71.106 | 21.728 | 16.022
Social security contributions | 12.881 | 10.430 | 3.419 | 3.171
Staff retirement indemnities provision (note 2.29) | 650 | 460 | 539 | 304
Other staff costs | 14.467 | 14.440 | 1.562 | 1.348
Total | 120.083 | 96.436 | 27.249 | 20.844

Personnel expenses increased primarily due to the contribution of €18,8 million from Bally’s International Interactive, which has been consolidated into the Bally’s Intralot Group from 8 October 2025 (the acquisition date) to 31 December 2025. 190
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 2.10 Net Result from Investments

| GROUP | COMPANY
(continuing operations) | 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Income from dividends | 6 | 2 | 3.256 | 6.249
Gain from sale of participations and investments | 336 | 396 | 0 | 0
Other income from participations and investments | 0 | 0 | 0 | 0
Income from reversal of impairment of investments | 0 | 0 | 0 | 0
Total income from investments | 342 | 398 | 3.256 | 6.249
Loss from sale of participations and investments | -4 | 0 | -4 | 0
Loss from impairment / write-offs of participations and investments | -2.165 | 0 | -4.609 | 0
Total expenses from investments | -2.169 | 0 | -4.613 | 0
Net result from investments | -1.827 | 399 | -1.358 | 6.249

During the last quarter of the financial year 2025, the Group, through Intralot Global Holdings B.V., proceeded with the disposal of its entire participation in Karenia Enterprises Company for a total consideration of €8 million. The transaction resulted in a loss of €2,16 million, which has been recognized under the line item “Impairment losses and write-offs of investments and securities”. The Company recognized impairment losses on its investments in the subsidiaries INTELTEK INTERNET A.S., INTRALOT IBERIA HOLDINGS S.A. and BETTING COMPANY CYPRUS, amounting to €0,6 million, €3,9 million and €0,1 million, respectively. 2.11 Impairments and other gains/(losses) of non-financial assets

| GROUP | COMPANY
(continuing operations) | 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Gain from disposal of tangible and intangible assets | -11 | 79 | 13 | 66
Loss from disposal of tangible and intangible assets | 1 | 0 | 0 | 0
Loss from impairment and write-off of tangible and intangible assets (note 2.19) | -3.516 | -12 | -2.221 | 0
Gain from write-off lease liability | 818 | 0 | 0 | 0
Gain/(Loss) from modification or write-off right of use assets | -691 | 29 | 3 | -23
Gain from Reversal of tangible & intangible assets' Impairment | 0 | 0 | 0 | 0
Total | -3.399 | 95 | -2.205 | 43

191
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 2.12 Net impairment losses on financial and contract assets

| GROUP |  | COMPANY |
(continuing operations) | 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Provisions for doubtful receivables from subsidiaries | 0 | 0 | 0 | 0
Doubtful provisions from trade receivables | 10.353 | 133 | 10.030 | 0
Write-off of receivables from associates | 0 | 0 | 0 | 0
Provisions for doubtful receivables from other related parties | 0 | 582 | 0 | 0
Provisions for doubtful receivables from associates | 39 | 0 | 0 | 0
Reversal of impairment (incl. recoveries) | 0 | -85 | 0 | 0
Write-off of trade receivables | 0 | 0 | 0 | 0
Write-off of receivables from associates | 0 | 0 | 0 | 0
Write-off of receivables from other related parties | 0 | 0 | 0 | 0
Total | 10.392 | 631 | 10.030 | 0

The Income Statement of 2025 has been impacted by provisions amounting to €10 million relating to Hellenic Organization of Horse Racing S.A. (ODIE). For further information, refer to Notes 2.23 and 2.35. 2.13 Net Finance income/ (expense)

| GROUP |  | COMPANY |
(continuing operations) | 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Interest Expense | -89.310 | -42.613 | -17.081 | -15.360
Financial Expense | -2.299 | -3.042 | -809 | -369
Discounting | 0 | 0 | 0 | 0
Total Interest and similar expenses | -91.609 | -45.655 | -17.890 | -15.729
Interest Income | 6.267 | 4.604 | 4.090 | 4.579
Total Interest and similar Income | 6.267 | 4.604 | 4.090 | 4.579
Total | -85.342 | -41.052 | -13.799 | -11.150

The increase in “Interest expense” is mainly attributable to the impact of accrued interest on the new borrowing facilities raised by the Group (Note 2.28), with a total nominal amount of €1.551 million (before issuance costs), as well as to charges from commitment fees associated with bridge financing arrangements, which were ultimately not utilised. This increase was partially offset by the reduction in interest costs resulting from the repayment of existing borrowings. 2.14 Exchange differences The Group reported in the Income Statement of 2025 losses from «Exchange differences» in the amount of €1.124 thousand (2024: loss €578 thousand) mainly from valuation of commercial and borrowing liabilities in EUR that various subsidiaries abroad had as at 31/12/2025, with a different functional currency than the Group, from valuation of cash balances in foreign currency other than the functional currency of each entity. The Company reported in the Income Statement for 2025 losses from "Exchange differences" of €397 thousand (2024: loss €429 thousand) arising mainly from the valuation of cash reserves, trade balances and loan liabilities (intercompany and non) in foreign currency on 31/12/2025. 192
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 2.15 Current and Deferred Income Tax

GROUP (continuing operations) | 31/12/2025 | 31/12/2024
Current income tax | 20.250 | 10.131
Deferred income tax | -2.620 | -8.160
Tax audit differences and other taxes non-deductible | 2.405 | -566
Total impact of income tax in income statement | 20.035 | 1.405

The income tax expense for the Company and its Greek subsidiaries was calculated to 22% on the taxable profit of the periods 1/1-31/12/2025 and 1/1-31/12/2024.

COMPANY | 31/12/2025 | 31/12/2024
Current income tax | -230 | 0
Deferred income tax | -1.719 | -572
Tax audit differences and other taxes non-deductible | 1.672 | 0
Total impact of income tax in income statement | -277 | -572

Income tax attributable to the Group's profit differs from the amount that would arise by applying the nominal tax rate applicable at the domicile of the Parent Company, as follows:

| GROUP | COMPANY
(continuing operations) | 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Profit before income taxes | -40.985 | 18.041 | -59.452 | -11.766
Income taxes based on the statutory income tax rate of the Parent 22% | -9.017 | 3.969 | -13.079 | -2.588
Adjustments to income taxes related to: |  |  |  |
Adjustments in previous periods provisions | 1.672 | 0 | 1.672 | 0
Tax effect of non-deductible tax expenses | 12.801 | 2.007 | 4.088 | 343
Tax effect of transferred losses, for which deferred tax asset was not recognized | 14.020 | 3.613 | 7.954 | 1.948
Tax effect of non-taxable profits | -2.350 | -2.632 | -682 | -275
Tax effect of foreign subsidiaries’ profits that are taxable at different tax rates | -1.281 | 2.762 | 0 | 0
Pillar Two top-up tax | 557 | 0 | 0 | 0
Income tax of previous years after tax audit | 1.964 | -966 | -230 | 0
Effect from IAS 29 | 3.057 | -7.007 | 0 | 0
Οther | -1.388 | -340 | 0 | 0
Income taxes reported in the income statement | 20.035 | 1.405 | -277 | -572

193
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 OECD Pillar Two model rules The Organisation for Economic Co-operation and Development (OECD)/G20 Inclusive Framework on Base Erosion and Profit Shifting (BEPS) addresses the tax challenges arising from the digitalisation of the global economy. The Global Anti-Base Erosion Model Rules (Pillar Two model rules) apply to multinational enterprises (MNEs) with annual revenue in excess of EUR 750 million per their consolidated financial statements. The Pillar Two model rules introduce four new taxing mechanisms under which MNEs would pay a minimum level of tax (the Minimum Tax): • The Qualified Domestic Minimum Top-up Tax (QDMTT) • The Income Inclusion Rule (IIR) • The Under Taxed Payments/Profits Rule (UTPR) • The Subject to Tax Rule The Subject to Tax Rule is a tax treaty-based rule that generally proposes a Minimum Tax on certain cross- border intercompany transactions that otherwise are not subject to a minimum level of tax. The new taxing mechanisms can impose a minimum tax on the income arising in each jurisdiction in which an MNE operates. The IIR, UTPR and QDMTT do so by imposing a top-up tax in a jurisdiction whenever the effective tax rate (ETR), determined on a jurisdictional basis under the Pillar Two rules, is below a 15% minimum rate. On 23 May 2023, the International Accounting Standards Board issued International Tax Reform—Pillar Two Model Rules – Amendments to IAS 12 (the Amendments). The Amendments clarify that IAS 12 applies to income taxes arising from tax law enacted or substantively enacted to implement the Pillar Two model rules published by the OECD, including tax law that implements a QDMTT. The Group has adopted these amendments, which introduce: • A mandatory temporary exception to the accounting for deferred taxes arising from the jurisdictional implementation of the Pillar Two model rules And • Disclosure requirements for affected entities to help users of the financial statements better understand an entity’s exposure to Pillar Two income taxes arising from that legislation The Pillar Two model rules were adopted in Greece at the end of 2024 and are applicable starting from 1 January 2024. At the same time, Pillar Two legislation has been enacted or substantively enacted in several other jurisdictions in which the Group operates effectively for the financial year beginning 1 January 2025. 194
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 As of October 2025, following the acquisition of Bally’s International Interactive business from Intralot Group (“the Group”) and the resulting change in the ownership of voting rights, the Intralot Group became part of the Bally’s Group and within the scope of the OECD Pillar Two model rules. Considering that [Bally’s Corporation] -the Ultimate Parent Entity of the Bally’s Group- is located in the USA where Pillar Two legislation has not been enacted for 2025, any potential top-up tax arising in a jurisdiction where the Group has presence and Pillar Two legislation is either not yet applicable or has not introduced a Qualified Domestic Minimum Top-up Tax (QDMTT) for 2025 will be payable under the Income Inclusion Rule (IIR) by an Intermediate Parent Entity (IPE) or a Partially Owned Parent Entity (POPE), following the ‘top-down’ approach. Intralot SA qualifies as a POPE of the Bally’s Group from October 2025 onwards. The Group has performed an assessment of its potential exposure to Pillar Two income taxes based on 2025 financial information for the constituent entities in the Group. The Pillar Two effective tax rates in most of the jurisdictions in which the Group operates is above 15%. However, the Group has recognized a Pillar Two current tax expense of €557 thousand in the consolidated income statement, driven by potential obligations arising under the QDMTT and IIR rules. The Group continues to follow Pillar Two legislative developments, as further countries enact the Pillar Two model rules, to evaluate the potential future impact on its consolidated results of operations, financial position and cash flows beginning.

| GROUP | COMPANY
| 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Net deferred tax asset / (liability) at beginning of the year | 9.589 | 859 | 2.910 | 2.383
(Debit)/Credit to income statement (continuing operations) | 1.360 | 8.160 | 1.719 | 572
(Debit)/Credit to income statement (discontinued operations) | 0 | 0 | 0 | 0
Impact from acquisition of subsidiary | -116.341 | 0 | 0 | 0
Exchange differences | -1.218 | -469 | 0 | 0
Deferred tax on other comprehensive income or directly affect Equity | 0 | 708 | 2 | 13
Transfer from income tax payable | 0 | 0 | 0 | 0
Effect from impact from IAS 29 | 648 | 331 | 0 | 0
Non-consolidated subsidiary due to sale | 0 | 0 | 0 | 0
Impact from the absorbion of subsidiary | 0 | 0 | 0 | -57
Net deferred tax asset / (liability) at end of the fiscal year | -104.703 | 9.589 | 4.630 | 2.911

Deferred income tax assets and liabilities are offset when there is a legally enforceable right to set off current tax assets against current tax liabilities and when the deferred income taxes relate to the same fiscal authority. Deferred tax assets and deferred tax liabilities are presented separately in the statement of financial position, as the offsetting criteria under IAS 12 Income Taxes are not met, since they relate to different tax jurisdictions. 195
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 The deferred tax assets and liability presented in the accompanying financial position are analyzed as follows:

| GROUP | COMPANY
31/12/2025 | Assets | Liabilities | Assets | Liabilities
Tax losses and interest expense carried forward | 12.704 | 0 | 7.164 | 0
Inventories–intercompany profit | 32 | -309 | 0 | 0
Financial assets | 0 | -36 | 0 | 0
Long term receivables | 0 | 0 | 0 | 0
Provisions | 608 | 0 | 352 | 0
Tangible assets | 1.155 | -25.339 | 861 | 0
Intangible assets | 7.761 | -117.642 | 0 | -3.966
Short term receivables | 3.305 | -261 | 0 | 0
Accrued expenses | 0 | 0 | 193 | 0
Long term liabilities | 10.170 | 0 | 3 | 0
Short term liabilities | 1.934 | -224 | 0 | 0
Short term loans | 1.439 | 0 | 22 | 0
Total | 39.108 | -143.811 | 8.595 | -3.965

1/1-31/12/2025 | Income Statement
Deferred income tax (continuing operations) | GROUP | COMPANY
Prior years’ tax losses utilized | 442 | 0
Interest expense tax carry forward | 0 | 0
Accrued expenses | -179 | 91
Tangible assets | 2.082 | 111
Intangible assets | -3.823 | -1.283
Financial assets | 909 | 0
Short term receivables | -7.133 | -688
Long Term receivables | -62 | 0
Inventories–impairment | -138 | 0
Short term provisions | -1.068 | 0
Short term liabilities | 4.496 | 87
Long term liabilities | 1.854 | -40
Discontinued operations | 0 | 0
Deferred Tax (income) / expense | -2.620 | -1.719

As of 31/12/2025, the major companies of the Group had accumulated tax losses amounting to approximately €230,5 million (31/12/2024: €104 million), of which €5,5 million has been recognized as a deferred tax asset in previous periods. Additionally, as of 31/12/2025, the Company has a total deferred tax asset from tax-deductible interest expenses amounting to €7,1 million, which had been recognized in a previous period. 196
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025

| GROUP | COMPANY
31/12/2024 | Assets | Liabilities | Assets | Liabilities
Tax losses and interest expense carried forward | 13.146 | 0 | 7.237 | 0
Inventories–intercompany profit | 30 | -445 | 0 | 0
Financial assets | 2.134 | -1.261 | 0 | 0
Long term receivables | 0 | -62 | 0 | 0
Provisions | 1.329 | -1.789 | 313 | 0
Tangible assets | -9.686 | -1.261 | 900 | 0
Intangibles assets | 800 | 3.036 | 0 | -5.246
Short term receivables | 17 | -3.998 | 0 | -688
Accrued expenses | 0 | -179 | 0 | 284
Long term liabilities | 62 | 73 | 2 | 0
Short term liabilities | 3.284 | -78 | 87 | 0
Short term loans | 4.438 | 0 | 22 | 0
Total | 15.554 | -5.964 | 8.561 | -5.650

1/1-31/12/2024 | Income Statement
Deferred income tax (continuing operations) | GROUP | COMPANY
Prior years’ tax losses utilized | 5.222 | 0
Interest expense tax carry forward | 0 | 0
Accrued expenses | 462 | 91
Tangible assets | -13.004 | -72
Intangible assets | -4.000 | -743
Financial assets | -2.117 | 0
Short term receivables | 701 | 0
Long Term receivables | 0 | 0
Inventories–impairment | 163 | 0
Short term provisions | -523 | 0
Short term liabilities | 1.307 | 159
Long term liabilities | 2.920 | -20
Discontinued operations | 0 | 0
Deferred Tax (income) / expense | -8.869 | -585

Deferred income tax for the Group amounting to €8,87 million, as presented above, includes a deferred tax income of €0,7 million which was recognized in other comprehensive income. 197
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 2.16 Earnings / (Losses) Per Share The calculation of basic and diluted earnings / (losses) per share is as follows: Basic earnings / (losses) per share (EPS) are calculated by dividing net earnings / (losses) for the period attributable to equity holders of the parent by the weighted average number of common shares outstanding during the period, taking into account the average number of ordinary shares acquired by the Group as treasury shares. Profits/(losses) per share for the comparatives have been adjusted to include the reward element to the existing shareholders which was realized through the pre-emptive right to increase the share capital .

| GROUP | COMPANY
(total operations) | 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Net profit / (loss) attributable to equity holders of the parent | -65.199 | 4.878 | -59.175 | -11.193
Weighted average number of shares outstanding | 895.707.072 | 604.095.621 | 895.707.072 | 604.095.621
Less: Weighted average number of treasury shares from period movements |  |  |  |
Weighted average number of shares outstanding during the period | 895.707.072 | 604.095.621 | 895.707.072 | 604.095.621
Basic earnings / (losses) per share (EPS) (in euro) | -0,073 € | 0,008 € | -0,066 € | -0,019 €

Diluted earnings / (losses) per share are calculated by dividing net earnings / (losses) for the period attributable to equity holders of the parent by the weighted average number of shares outstanding during the period (adjusted for the effect of the average stock option plans outstanding during the period). During 2025 and 2024 the Group had no stock option plan in effect.

| GROUP | COMPANY
(total operations) | 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Weighted average number of shares outstanding (for basic EPS) | 895.707.072 | 604.095.621 | 895.707.072 | 604.095.621
Effect of potential exercise of options (weighted average number for the period) | 0 | 0 | 0 | 0
Weighted average number of shares outstanding (for diluted EPS) | 895.707.072 | 604.095.621 | 895.707.072 | 604.095.621
Diluted earnings / (losses) per share (EPS) (in euro) | -0,073 € | 0,008 € | -0,066 € | -0,019 €

198
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 2.17 Tangible Fixed Assets

GROUP | LAND | BUILDINGS AND INSTALLATIONS | MACHINERY AND EQUIPMENT | TRANSPORT EQUIPMENT | FURNITURE AND FIXTURES | ASSETS UNDER CONSTRUCTION | OTHER TANGIBLE ASSETS | Total
January 1, 2025 |  |  |  |  |  |  |  |
Cost | 0 | 41.689 | 428.280 | 13.416 | 85.241 | 3.444 | 1.825 | 573.895
Accumulated depreciation | 0 | -23.793 | -374.616 | -6.078 | -83.344 | 0 | -1.695 | -489.526
Net Book value January 1, 2025 | 0 | 17.896 | 53.664 | 7.338 | 1.897 | 3.444 | 130 | 84.368
COST |  |  |  |  |  |  |  |
Additions of the period | 0 | 4.893 | 9.943 | 4.510 | 716 | 350 | 17 | 20.429
Transfer of assets from (to) other category | 0 | -10 | 2.479 | 0 | 1 | -2.468 | 0 | 0
Other transfer | 0 | 14 | 15 | 68 | 0 | -68 | 26 | 55
Impact from acquisition of subsidiary | 2.904 | 71.878 | 32.170 | 0 | 12.846 | 0 | 0 | 119.798
Effect from the application of IAS 29 | 0 | -121 | 9.742 | 829 | 420 | 0 | 0 | 10.870
Disposal of subsidiaries/change in consolidation method | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0
Disposals | 0 | 0 | -2.500 | -651 | -1.182 | 0 | 0 | -4.333
Impairment / write off | 0 | -494 | -333 | 0 | -6 | 0 | 0 | -833
Derecognition due to termination / expiration of lease contracts | 0 | -402 | 0 | -4.548 | 0 | 0 | 0 | -4.950
Exchange differences | -13 | -4.067 | -54.273 | -1.653 | -632 | -320 | -71 | -61.029
ACCUMULATED DEPRECIATION |  |  |  |  |  |  |  |
Depreciation of the period | 0 | -5.398 | -22.134 | -5.017 | -943 | 0 | -103 | -33.591
Disposals | 0 | 467 | 2.500 | 183 | 1.182 | 0 | 0 | 4.332
Impairment / write-off | 0 | 494 | 330 | 0 | 6 | 0 | 0 | 830
Impact from acquisition of subsidiary | 0 | -16.298 | -31.495 | 0 | -5.832 | 0 | 0 | -53.625
Effect from the application of IAS 29 | 0 | -259 | -9.873 | -302 | -390 | 0 | 0 | -10.824
Exchange differences | 0 | 2.249 | 48.278 | 807 | 783 | 0 | 66 | 52.183
Transfer from (to) other category | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0
Other transfer | 0 | 0 | 0 | -68 | 0 | 0 | 0 | -68
Derecognition due to termination / expiration of lease contracts | 0 | 314 | 0 | 3.937 | 0 | 0 | 0 | 4.251
Disposal of subsidiaries/change in consolidation method | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0
Net book value December 31, 2025 | 2.891 | 71.156 | 38.513 | 5.433 | 8.866 | 938 | 65 | 127.860
Cost | 2.891 | 113.380 | 425.523 | 11.971 | 97.404 | 938 | 1.797 | 653.902
Accumulated depreciation | 0 | -42.224 | -387.010 | -6.538 | -88.538 | 0 | -1.732 | -526.042
Net book value December 31, 2025 | 2.891 | 71.156 | 38.513 | 5.433 | 8.866 | 938 | 65 | 127.860

199
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025

GROUP | LAND | BUILDINGS AND INSTALLATIONS | MACHINERY AND EQUIPMENT | TRANSPORT EQUIPMENT | FURNITURE AND FIXTURES | ASSETS UNDER CONSTRUCTION | OTHER TANGIBLE ASSETS | Total
January 1, 2024 |  |  |  |  |  |  |  |
Cost | 0 | 38.567 | 384.914 | 13.000 | 84.165 | 2.695 | 1.791 | 525.132
Accumulated depreciation | 0 | -22.102 | -320.501 | -7.294 | -82.074 | 0 | -1.600 | -433.571
Net Book value January 1, 2024 | 0 | 16.465 | 64.413 | 5.706 | 2.091 | 2.695 | 191 | 91.560
COST |  |  |  |  |  |  |  |
Additions of the period | 0 | 4.280 | 11.226 | 3.494 | 468 | 665 | 9 | 20.142
Transfer of assets from (to) other category | 0 | 74 | 0 | -40 | 0 | -34 | 0 | 0
Other transfer | 0 | 46 | -275 | 0 | 14 | -71 | 20 | -266
Effect from the application of IAS 29 | 0 | 398 | 18.851 | 756 | 719 | 0 | 44 | 20.768
Disposal of subsidiaries/change in consolidation method | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0
Disposals | 0 | 0 | -595 | -200 | -9 | 0 | 0 | -804
Impairment / write off | 0 | 0 | -183 | 0 | -22 | 0 | -39 | -244
Derecognition due to termination / expiration of lease contracts | 0 | -3.040 | -85 | -4.105 | -8 | 0 | 0 | -7.238
Exchange differences | 0 | 1.365 | 14.425 | 511 | -87 | 189 | 0 | 16.403
ACCUMULATED DEPRECIATION |  |  |  |  |  |  |  |
Depreciation of the period | 0 | -3.833 | -25.917 | -2.674 | -740 | 0 | -73 | -33.237
Disposals | 0 | -29 | 566 | 158 | 0 | 0 | 0 | 695
Impairment / write-off | 0 | 0 | 176 | 0 | 22 | 0 | 34 | 232
Effect from the application of IAS 29 | 0 | -209 | -16.350 | -353 | -644 | 0 | -44 | -17.600
Exchange differences | 0 | -655 | -12.675 | -193 | 101 | 0 | -12 | -13.434
Transfer from (to) other category | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0
Other transfer | 0 | 0 | 0 | 201 | -15 | 0 | 0 | 186
Derecognition due to termination / expiration of lease contracts | 0 | 3.034 | 85 | 4.078 | 6 | 0 | 0 | 7.203
Disposal of subsidiaries/change in consolidation method | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0
Net book value December 31 2024 | 0 | 17.896 | 53.662 | 7.339 | 1.896 | 3.444 | 130 | 84.369
Cost | 0 | 41690 | 428278 | 13416 | 85240 | 3444 | 1825 | 573893
Accumulated depreciation | 0 | -23794 | -374616 | -6077 | -83344 | 0 | -1695 | -489525
Net book value December 31 2024 | 0 | 17.896 | 53.662 | 7.339 | 1.896 | 3.444 | 130 | 84.368

200
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 BUILDINGS MACHINERY

COMPANY | LAND | AND INSTALLATIONS | AND EQUIPMENT | TRANSPORT EQUIPMENT | FURNITURE AND FIXTURES | ASSETS UNDER CONSTRUCTION | OTHER TANGIBLE ASSETS | Total
January 1, 2025 |  |  |  |  |  |  |  |
Cost | 0 | 9.192 | 19.326 | 1.637 | 78.858 | 0 | 0 | 109.014
Accumulated depreciation | 0 | -5.386 | -16.741 | -926 | -77.559 | 0 | 0 | -100.612
Net Book value January 1, 2025 | 0 | 3.806 | 2.585 | 711 | 1.299 | 0 | 0 | 8.400
COST |  |  |  |  |  |  |  |
Additions of the period | 0 | 97 | 356 | 448 | 389 | 0 | 0 | 1.290
Transfer of assets from (to) other category | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0
Other transfer | 0 | 0 | 9 | 68 | 0 | 0 | 0 | 77
Disposals | 0 | 0 | -12 | -17 | -46 | 0 | 0 | -75
Impairment / write off | 0 | 0 | 0 | 0 | -6 | 0 | 0 | -6
Impact from acquisition of subsidiary | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0
Derecognition due to termination / expiration of lease contracts | 0 | 0 | 0 | -323 | 0 | 0 | 0 | -323
ACCUMULATED DEPRECIATION |  |  |  |  |  |  |  |
Depreciation of the period | 0 | -677 | -1.142 | -307 | -452 | 0 | 0 | -2.578
Disposals | 0 | 0 | 12 | 17 | 46 | 0 | 0 | 75
Impairment / write-off | 0 | 0 | 0 | 0 | 6 | 0 | 0 | 6
Transfer from (to) other category | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0
Other transfer | 0 | 0 | 0 | -68 | 0 | 0 | 0 | -68
Impact from acquisition of subsidiary | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0
Derecognition due to termination / expiration of lease contracts | 0 | 0 | 0 | 319 | 0 | 0 | 0 | 319
Net book value December 31, 2025 | 0 | 3.226 | 1.808 | 848 | 1.236 | 0 | 0 | 7.119
Cost | 0 | 9.289 | 19.679 | 1.813 | 79.195 | 0 | 0 | 109.977
Accumulated depreciation | 0 | -6.063 | -17.871 | -965 | -77.959 | 0 | 0 | -102.858
Net book value December 31, 2025 | 0 | 3.226 | 1.808 | 848 | 1.236 | 0 | 0 | 7.119

201
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025

COMPANY | LAND | BUILDINGS AND INSTALLATIONS | MACHINERY AND EQUIPMENT | TRANSPORT EQUIPMENT | FURNITURE AND FIXTURES | ASSETS UNDER CONSTRUCTION | OTHER TANGIBLE ASSETS | Total
January 1, 2024 |  |  |  |  |  |  |  |
Cost | 0 | 9.149 | 19.326 | 1.637 | 77.124 | 0 | 0 | 107.237
Accumulated depreciation | 0 | -4.716 | -14.958 | -1.156 | -75.584 | 0 | 0 | -96.414
Net Book value January 1, 2024 | 0 | 4.433 | 4.368 | 481 | 1.540 | 0 | 0 | 10.821
COST |  |  |  |  |  |  |  |
Additions of the period | 0 | 3 | 35 | 567 | 270 | 0 | 0 | 875
Transfer of assets from (to) other category | 0 | 40 | 0 | -40 | 0 | 0 | 0 | 0
Other transfer | 0 | 0 | 0 | 11 | 0 | 0 | 0 | 11
Disposals | 0 | 0 | -36 | -133 | -2 | 0 | 0 | -171
Impairment / write off | 0 | 0 | 0 | 0 | -22 | 0 | 0 | -22
Acquisition through merger of subsidiary | 0 | 0 | 0 | 0 | 1.488 | 0 | 0 | 1.488
Derecognition due to termination / expiration of lease contracts | 0 | 0 | 0 | -405 | 0 | 0 | 0 | -405
ACCUMULATED DEPRECIATION |  |  |  |  |  |  |  |
Depreciation of the period |  |  |  |  |  |  |  |
Disposals | 0 | -670 | -1.814 | -275 | -521 | 0 | 0 | -3.280
Impairment / write-off | 0 | 0 | 31 | 133 | 1 | 0 | 0 | 165
Transfer from (to) other category | 0 | 0 | 0 | 0 | 22 | 0 | 0 | 22
Other transfer | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0
Acquisition through merger of subsidiary | 0 | 0 | 0 | -10 | 0 | 0 | 0 | -10
Derecognition due to termination / expiration of lease contracts | 0 | 0 | 0 | 0 | -1.477 | 0 | 0 | -1.477
Derecognition due to termination / expiration of lease contracts | 0 | 0 | 0 | 383 | 0 | 0 | 0 | 383
Net book value December 31, | 0 | 3.806 | 2.584 | 712 | 1.299 | 0 | 0 | 8.400
2024 |  |  |  |  |  |  |  |
Cost | 0 | 9.192 | 19.325 | 1.637 | 78.858 | 0 | 0 | 109.012
Accumulated depreciation | 0 | -5.386 | -16.741 | -925 | -77.559 | 0 | 0 | -100.611
Net book value December 31, 2024 | 0 | 3.806 | 2.584 | 712 | 1.299 | 0 | 0 | 8.400

202
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Tangible Assets include Right-of-Use-Assets (RoU Assets) through Leases pursuant to IFRS 16:

| RIGHT OF USE ASSETS
GROUP | BUILDINGS AND INSTALLATIONS | TRANSPORT EQUIPMENT | MACHINERY AND EQUIPMENT | FURNITURE AND FIXTURES | Total
Balance 01/01/2025 | 12.947 | 7.174 | 1.944 | 7 | 22.072
Additions | 2.837 | 4.510 | 336 | 7 | 7.690
Termination/expiration of contracts | -87 | -1.078 | 0 | 0 | -1.165
Foreign Exchange differences | -1.493 | -806 | -229 | 0 | -2.528
Effect from IAS 29 | -402 | 507 | -847 | 0 | -742
Impact from acquisition of subsidiary | 54.071 | 0 | 0 | 0 | 54.071
Depreciation | -4.294 | -4.972 | -218 | -7 | -9.492
Write off of asset | 0 | 0 | 0 | 0 | 0
Transfers | -10 | 0 | 0 | 0 | -10
Balance 31/12/2025 | 63.569 | 5.335 | 986 | 7 | 69.896

Below amounts recognized in Income Statement pursuant to IFRS 16:

GROUP |  |
(continuing operations) | 1/1 -31/12/2025 | 1/1 - 31/12/2024
Depreciation from right of use assets | 9.492 | 8.241
Interest expenses from lease liabilities | 957 | 1.016
Rental expenses from short-term contracts | 725 | 23
Rental expenses from contracts of low value assets | 59 | 21
Total amounts recognized in Income Statement | 11.231 | 9.301

| RIGHT OF USE ASSETS
COMPANY | BUILDINGS AND INSTALLATIONS | TRANSPORT EQUIPMENT | MACHINERY AND EQUIPMENT | FURNITURE AND FIXTURES | Total
Balance 01/01/2025 | 1.411 | 711 | 0 | 7 | 2.129
Additions | 97 | 448 | 0 | 7 | 552
Termination/expiration of contracts | 0 | -3 | 0 | 0 | -3
Write off of asset | 0 | 0 | 0 | 0 | 0
Depreciation | -523 | -307 | 0 | -7 | -837
Balance 31/12/2025 | 986 | 849 | 0 | 7 | 1.840

203
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 2.18 Investment Properties On 31/12/2025 the unamortized value of Company's Investment Properties classified in Land amounts to € 1.950 thousand, while the relevant value of Buildings & Installation amounts to € 429 thousand. There was no other movement in the period, apart from depreciation on Buildings & Installation which amounted to € 59 thousand (2024: €59 thousand). Rental income from investment properties amounted to €168 thousand in 2025 for the Group and the Company (2024: €153 thousand). The fair value of the Group’s investment properties as at the reporting date of 31/12/2025 is estimated at €3.223 thousand. For the valuation of fair value, the comparative method was applied for office spaces, while the residual method was used for the land, taking into account the location, condition and use of the properties. The fair value is classified within Level 3 of the fair value hierarchy due to the use of unobservable inputs. Management uses these estimates as an indication for assessing any potential impairment of the investment properties. 204
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 2.19 Intangible Assets

GROUP | GOODWILL | SOFTWARE | DEVELOPMENT COSTS (Internally generated) ¹ | OTHER | INDUSTRIAL PROPERTY RIGHTS & LICENSES | Total
January 1, 2025 |  |  |  |  |  |
Cost | 33 | 79.886 | 226.484 | 57.502 | 268.185 | 632.090
Accumulated depreciation | 0 | -70.564 | -169.673 | -38.096 | -174.297 | -452.630
Net Book value January 1, 2025 | 33 | 9.322 | 56.811 | 19.406 | 93.888 | 179.460
COST |  |  |  |  |  |
Additions of the period | 343 | 6.182 | 5.552 | 13.891 | 335 | 26.303
Transfer of assets from (to) other category | 0 | -16 | -354 | 354 | 16 | 0
Transfer from (to) inventories and tangible assets | 0 | -14 | 0 | 0 | 0 | -14
Impact from acquisition of subsidiary | 2.202.217 | 84.772 | 0 | 2.553 | 559.341 | 2.820.975
Effect from the application of IAS 29 | 0 | 980 | 0 | 39 | 22.484 | 23.503
Disposal of subsidiaries/change in consolidation method | 0 | 0 | 0 | 0 | 0 | 0
Disposals | 0 | -3 | 0 | -1 | -30 | -34
Impairment / write off | 0 | -28 | 0 | 0 | 0 | -28
Exchange differences | -12 | -4.007 | -1.182 | -5.631 | -37.058 | -47.887
ACCUMULATED DEPRECIATION |  |  |  |  |  |
Depreciation of the period | 0 | -4.994 | -9.471 | -6.704 | -37.586 | -58.755
Disposals | 0 | 3 | 0 | 0 | 30 | 33
Impairment / write-off | 0 | -396 | -3.088 | 0 | 0 | -3.484
Impact from acquisition of subsidiary | 0 | -62.377 | 0 | -2.218 | -368 | -64.963
Effect from the application of IAS 29 | 0 | -783 | 0 | -21 | -10.732 | -11.536
Exchange differences | 0 | 3.016 | 718 | 4.182 | 17.688 | 25.604
Transfer from (to) other category | 0 | 0 | 0 | 0 | 0 | 0
Transfer from (to) inventories and tangible assets | 0 | 0 | 0 | 0 | 0 | 0
Disposal of subsidiaries/change in consolidation method | 0 | 0 | 0 | 0 | 0 | 0
Net book value December 31, 2025 | 2.202.581 | 31.657 | 48.986 | 25.850 | 608.008 | 2.917.081
Cost | 2.202.581 | 167.752 | 230.500 | 68.707 | 813.273 | 3.482.813
Accumulated depreciation | 0 | -136.095 | -181.514 | -42.857 | -205.265 | -565.728
Net book value December 31, 2025 | 2.202.581 | 31.657 | 48.986 | 25.850 | 608.008 | 2.917.081

205
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025

GROUP | GOODWILL | SOFTWARE | DEVELOPMENT COSTS (Internally generated) ¹ | OTHER | INDUSTRIAL PROPERTY RIGHTS & LICENSES | Total
January 1, 2024 |  |  |  |  |  |
Cost | 39 | 76.962 | 219.592 | 43.513 | 245.253 | 585.359
Accumulated depreciation | 0 | -63.770 | -160.413 | -30.113 | -148.741 | -403.037
Net Book value January 1, 2024 | 39 | 13.192 | 59.179 | 13.400 | 96.512 | 182.322
COST |  |  |  |  |  |
Additions of the period | 0 | 556 | 6.615 | 11.861 | 4 | 19.036
Transfer of assets from (to) other category | 0 | 0 | 102 | -102 | 0 | 0
Transfer from (to) inventories and tangible assets | 0 | 2 | 0 | 0 | 0 | 2
Effect from the application of IAS 29 | 0 | 2.162 | 0 | 59 | 26.198 | 28.419
Disposal of subsidiaries/change in consolidation method | 0 | 0 | 0 | 0 | 0 | 0
Disposals | 0 | -89 | 0 | -44 | 0 | -133
Impairment / write off | 0 | 0 | 0 | 0 | 0 | 0
Exchange differences | -6 | 292 | 174 | 2.215 | -3.269 | -591
ACCUMULATED DEPRECIATION |  |  |  |  |  |
Depreciation of the period | 0 | -5.021 | -9.188 | -6.273 | -17.165 | -37.646
Disposals | 0 | 89 | 0 | 1 | 0 | 90
Impairment / write-off | 0 | 0 | 0 | 0 | 0 | 0
Effect from the application of IAS 29 | 0 | -1.655 | 0 | -24 | -9.749 | -11.428
Exchange differences | 0 | -207 | -72 | -1.686 | 1.358 | -607
Transfer from (to) other category | 0 | 0 | 0 | 0 | 0 | 0
Transfer from (to) inventories and tangible assets | 0 | 0 | 0 | 0 | 0 | 0
Disposal of subsidiaries/change in consolidation method | 0 | 0 | 0 | 0 | 0 | 0
Net book value December 31, 2024 | 33 | 9.321 | 56.810 | 19.407 | 93.889 | 179.464
Cost | 33 | 79.885 | 226.483 | 57.502 | 268.186 | 632.089
Accumulated depreciation | 0 | -70.564 | -169.673 | -38.095 | -174.297 | -452.626
Net book value December 31, 2024 | 33 | 9.321 | 56.810 | 19.407 | 93.889 | 179.460

¹The internally generated intangible assets of the Group include a material intangible asset with net book value of €31,2 million on 31/12/2024 (31/12/2024: €35,2 million) (central operating system – LOTOS and relevant modules, which supports the majority of the contracts of the Group). The useful life of the central operating system is up to 20 years whereas additions, upgrades and improvements to this asset are constant. The Group recognized impairment losses/write-offs of intangible fixed assets amount to €3.516 thousand during the period 1/1-31/12/2025 which were recognized in the income statement (in “Impairments and other gains/(losses) of non-financial assets” - note 2.11). The whole amount of €1.171 thousand related to the impairment loss on intangible assets of CGU “Sports Betting” as discussed below in the section Intangible Assets (except goodwill) impairment test. 206
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025

COMPANY | GOODWILL | SOFTWARE | DEVELOPMENT COSTS (Internally generated) ¹ | OTHER | INDUSTRIAL PROPERTY RIGHTS & LICENSES | Total
January 1, 2025 |  |  |  |  |  |
Cost | 0 | 24.387 | 174.461 | 0 | 24.070 | 222.918
Accumulated depreciation | 0 | -24.387 | -132.735 | 0 | -23.923 | -181.045
Net Book value January 1, 2025 | 0 | 0 | 41.726 | 0 | 147 | 41.873
COST |  |  |  |  |  |
Additions of the period | 0 | 330 | 3.021 | 0 | 0 | 3.351
ACCUMULATED DEPRECIATION |  |  |  |  |  |
Depreciation of the period | 0 | -316 | -6.346 | 0 | -147 | -6.809
Impairment / write-off | 0 | 0 | -2.221 | 0 | 0 | -2.221
Transfer from (to) other category | 0 | 0 | 0 | 0 | 0 | 0
Net book value December 31 2025 | 0 | 14 | 36.180 | 0 | 0 | 36.194
Cost | - | 24.717 | 177.482 | - | 24.070 | 226.269
Accumulated depreciation | - | -24.703 | -141.302 | 0 | -24.070 | -190.075
Net book value December 31 2025 | 0 | 14 | 36.180 | 0 | 0 | 36.194

COMPANY | GOODWILL | SOFTWARE | DEVELOPMENT COSTS (Internally generated) ¹ | OTHER | INDUSTRIAL PROPERTY RIGHTS & LICENSES | Total
January 1, 2024 |  |  |  |  |  |
Cost | 0 | 24.274 | 171.346 | 0 | 24.070 | 219.690
Accumulated depreciation | 0 | -24.274 | -126.268 | 0 | -23.763 | -174.305
Net Book value January 1, 2024 | 0 | 0 | 45.078 | 0 | 307 | 45.385
COST |  |  |  |  |  |
Additions of the period | 0 | 113 | 3.115 | 0 | 0 | 3.228
ACCUMULATED DEPRECIATION |  |  |  |  |  |
Depreciation of the period | 0 | -113 | -6.467 | 0 | -160 | -6.740
Impairment / write-off | 0 | 0 | 0 | 0 | 0 | 0
Transfer from (to) other category | 0 | 0 | 0 | 0 | 0 | 0
Net book value December 31 2024 | 0 | 0 | 41.726 | 0 | 147 | 41.873
Cost | 0 | 24.387 | 174.461 | 0 | 24.070 | 222.918
Accumulated depreciation | 0 | -24.387 | -132.735 | 0 | -23.923 | -181.045
Net book value December 31 2024 | 0 | 0 | 41.726 | 0 | 147 | 41.873

¹ The Company's internally generated intangible assets constitute a standalone asset (central operating system - LOTOS and related modules, which supports the majority of the Group's contracts). The remaining depreciation period of the central operating system is 20 years given that additions, upgrades and improvements to this asset are constant 207
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Acquisitions On October 10, 2025, the Group acquired Bally’s International Interactive from Bally’s Corporation, with the consideration paid to Bally’s Corporation consisting of €1.530 billion in cash and 873.707.073 shares in newly issued Intralot shares (note 2.26). The acquisition represents a business combination under common control, since before the transaction, Bally’s ultimate shareholders had obtained de facto control in the Company through total indirect shareholding of 58%. Given that business combinations under common control are outside IFRS 3 scope, the Company had to follow the provisions of IAS 8 and adopt a policy that is relevant and reliable for the transaction. On this basis, Management elected to apply IFRS 3 as it was judged that this accounting policy reflects the substance of the transaction and its strategic rationale as described below. Operations of Bally’s International Interactive Bally’s International Interactive (“BII”) is a leading multi-brand iGaming operator, with a history of solid market share in the UK, remained broadly stable at around 14-15% since 2020, with BII being the UK’s second largest operator of online casinos. BII operates across a broad range of online gaming activities, including online casino offerings and other forms of online gambling, as well as related intangible assets, such as trademarks, customer relationships and similar identifiable intangible assets. Strategic rationale The BII Acquisition supports the Group's strategy to diversify revenue sources and enhance returns from its holding portfolio. The integration of Intralot within Bally’s broader customer gaming structure is expected to: • expand the range of financial products provided to customers; • enable cross-selling opportunities and cost efficiencies through the Group's shared capabilities and enhanced network; and • strengthen the Group's positioning as a key online gambling player with an expanded product offering and increased market penetration. 208
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Purchase price allocation The following table presents the fair values of identifiable assets acquired and liabilities assumed at the acquisition date. The purchase price allocation has been finalised and no measurement period adjustments are expected.

('000 €) | Fair Values
Cash and cash equivalents | 21.601
Trade and other short-term receivables | 44.204
Total Current Assets | 65.805
Tangible assets | 66.172
Intangible assets | 581.693
Other financial assets | 35.427
Total Non-Current Assets | 683.290
TOTAL ASSETS | 749.095
Trade and other short-term liabilities | 185.193
Short-term debt and lease liabilities | 9.860
Income tax payable | 10.953
Short term provision | 11.175
Total Current Liabilities | 217.182
Other long-term provisions | 189
Long term lease liabilities | 44.210
Deferred Tax liabilities | 116.342
Total Non-Current Liabilities | 160.740
TOTAL LIABILITIES | 377.921
TOTAL EQUITY AT FAIR VALUE | 371.174
Cash consideration | 1.530.000
Share exchange consideration | 1.013.500
Advisors’ Fees of Bally's Corp. paid by the Group as consideration for the sale of BII | 29.891
GOODWILL | 2.202.217

Intangible assets include the brands “Botemania” and “JackpotJoy”, as well as the developed technology and customer relationships of the acquired group. These assets were recognized at their fair value (amounting to a total of €559.2 million) at the transaction date. Other financial assets of the Group include an amount of €35.100 thousand relating to a financial asset measured at fair value through profit or loss, which is held within a business model, in accordance with IFRS 9, with the objective of collecting contractual cash flows. 209
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Goodwill Goodwill of € 2.202 million primarily reflects expected future profitability arising from revenue synergies generated through the integration of BII and Legacy Intralot’s technical capacities, resulting in anticipated cost efficiencies, the workforce and technical expertise of Bally’s Intralot. None of the goodwill recognised is expected to be deductible for tax purposes. Acquisition-related costs Acquisition-related costs of € 20,2 million have been recognized, in financial year 2025, within line item "Transaction fees" of the income statement, in accordance with IFRS 3. Post acquisition performance From 8 October 2025 to the reporting date, BII contributed € 167,1 million to the Group's line "Revenue" and € 41,6 million to "Profit before tax". Had the BII Acquisition occurred on 1 January 2025, the Group's total "Revenue" and "Profit before income tax" for the year ended 31 December 2025, would have increased by €567,7 million and €242,7 million, respectively. Intangible assets (except for Goodwill) impairment test Management tests Intangible assets (except for Goodwill) for impairment if events occur or changes in conditions indicate that the carrying value may not be recoverable in accordance with accounting practice described in note "Intangible assets". The Group, due to the recent changes in revenue contracts portfolio, did an impairment test on 31/12/2025 for all operating systems that are used to its operating activities. The above intangible assets were classified for impairment testing purposes to the following cash generating units (CGU): “Lottery”, “Sports Betting” and “VLT”. The recoverable value of cash generating units is determined according to the calculation of their value in use. The above calculation is based on after-tax cash flow forecasts from budgets that have been approved by management. The determination was made by applying the Income Approach – Relief from Royalty method, in which the value of intangible assets is determined by reference to the value of hypothetical royalty payments, which are saved through ownership of the asset, compared to the licensing (licensing) of the intangible assets by a third party. The test concluded that the carrying amount of the CGU “Sports Betting” exceeded the estimated recoverable amount, and the Group recognized an impairment loss, due to insufficient future revenue, of €3.516 thousand in Income Statement (in “2.11 Impairments and other gains/(losses) of non-financial assets”. The respective amount for Company amounted to €2.221 thousand. 210
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Based on indications arising from recent changes in the tax treatment of gaming in the United Kingdom, the Group performed an impairment test as at 31 December 2025 on all significant intangible assets acquired as part of the BII acquisition, which were allocated for impairment testing purposes to the “iGaming” cash-generating unit (CGU); the recoverable amount of the CGU was determined based on its value in use, calculated using post-tax cash flow projections derived from management-approved budgets, and valued under the Income Approach using the Relief from Royalty method, whereby the value of intangible assets is determined by reference to the hypothetical royalty payments avoided through ownership rather than licensing from a third party; as a result of this assessment, no impairment loss was identified for the Group’s acquired intangible assets (excluding goodwill). NBV per CGU

CGU (amounts in mil. €) | 2025 | 2024
Lottery | 31,8 | 35,5
Sports Betting | 12,6 | 15,9
VLT | 7,2 | 6,9
iGaming | 538,1 | 0,0
Total | 589,7 | 58,3

Key assumptions

| Discount rate | Royalty rate
CGU | 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Lottery | 9,6% | 11,1% | 20,0% | 23,5%
Sports Betting | 9,6% | 11,1% | 20,0% | 23,5%
VLT | 9,6% | 11,1% | 20,0% | 23,5%
iGaming | 13,3% | - | 9,5% | -

Recoverable amount sensitivity analysis: As of 31 December 2025, the Group performed a sensitivity analysis of the recoverable amounts to reasonably possible changes in key assumptions, including a 0,25 percentage point change in the royalty rate and a 0,25 percentage point change in the discount rates, which did not indicate any scenario where the carrying amount of the CGUs “Lottery”, “Videolotto (VLT)” and “iGaming” would exceed their recoverable amounts; however, for the CGU “Betting”, a decrease in the royalty rate by 0,25 percentage points combined with an increase in the discount rate by 0,25 percentage points would result in an additional impairment loss of approximately €0,1 million. Impairment loss per intangible assets category:

(Amount in millions €) | GROUP | COMPANY | GROUP | COMPANY
| 31/12/2025 | 31/12/2025 | 31/12/2024 | 31/12/2024
Software | 0,4 | 0 | 0 | 0
Development Costs (Internally generated) | 3,1 | 2 | 0 | 0
Industrial Property Rights & Licenses | - | 0 | 0 | 0
Total | 3,5 | 2,2 | 0,0 | 0,0

211
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Impairment test of goodwill Management tests goodwill for impairment on an annual basis (as at 31 December) or more frequently if events or changes in circumstances indicate that the carrying amount may be impaired, in accordance with the accounting policy described in Note 2.1.5 “Business combination and goodwill”. The Group performed its annual goodwill impairment test as at 31 December 2025. The key assumptions used in determining the recoverable amount are disclosed below. No impairment loss was recognised as a result of this assessment. The recoverable amounts of the cash-generating units (CGUs) are determined based on value-in-use calculations, using appropriate estimates of future cash flows and discount rates.

Carrying amount |  |
| Goodwill
CGU | 31/12/2025 | 31/12/2024
B2B | 241.784 | 33
B2C | 1.960.797 | 0
Total | 2.202.581 | 33

The Company performs an annual impairment test of goodwill. For the year ended 2025, the impairment assessment was carried out with the support of external advisors. The recoverable amount was determined as the higher of fair value less costs of disposal and value in use, based on calculations that require the use of significant assumptions. These calculations incorporate estimates of future cash flows derived from the Company’s business plan, which has been approved by Management and covers a period of 10 years. The key assumptions used are set out below: Revenue growth rate (%): Revenues are projected to increase from €862,6 million in 2026 to €1,5 billion in 2034, reflecting an average annual growth rate of approximately 7%. This rate represents the average annual growth over the 10-year period, based on current industry trends and incorporating inflationary increases. Average EBITDA margin (%): EBITDA margin is estimated to average 30,6%, based on management’s expectations regarding the Company’s future average performance over the 10-year projection period. Terminal growth rate (%): This represents the expected average annual growth rate used to estimate future cash flows beyond the 10-year period and has been determined at 1,5%, reflecting the weighted average of relevant assumptions across each country and business segment of the Group. Discount rate (%): This represents the weighted average cost of capital (WACC), which reflects the risks associated with the Company’s country of operation, and has been estimated at 12,9%. 212
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Recoverable amount sensitivity analysis: As at 31 December 2025, the Group performed a sensitivity analysis of the recoverable amounts to reasonably possible changes in key assumptions. Indicatively, changes of one (1,0) percentage point in the terminal growth rate and zero-point eight (0,8) percentage points in the discount rates were considered. These analyses did not indicate any scenario in which the carrying amount of the Group’s significant CGUs would exceed their recoverable amount. 2.20 Investment in subsidiaries, associates and joint ventures

GROUP INVESTMENT IN ASSOCIATES AND JOINT VENTURES | % Participation | Country | 31/12/2025 | 31/12/2024
LOTRICH INFORMATION Co LTD | 40% | Taiwan | 5.757 | 6.196
KARENIA ENTERPRISES COMPANY LTD | 50% | Cyprus | 0 | 9.694
Other |  |  | 279 | 561
Total |  |  | 6.035 | 16.451

GROUP INVESTMENT IN ASSOCIATES AND JOINT VENTURES | 31/12/2025 | 31/12/2024
Opening Balance | 16.451 | 15.226
Participation in net profit / (loss) of associates and joint ventures | 360 | 362
Exchange differences | -554 | -56
(Impairment)/Reverse of impairment (note 2.10) | -2.165 | 0
Dividends | -152 | -196
Increase of share capital | 95 | 760
Change of Consolidation method | 0 | 0
Disposal of interest in a subsidiary | -8.000 | 0
Other | 0 | 355
Closing Balance | 6.035 | 16.451

COMPANY INVESTMENT IN ASSOCIATES AND JOINT VENTURES | % Participation | Country | 31/12/2025 | 31/12/2024
Lotrich Information Co LTD | 40% | Taiwan | 5.131 | 5.131
Total |  |  | 5.131 | 5.131

COMPANY INVESTMENT IN SUBSIDIARIES | % Participation | Country | 31/12/2025 | 31/12/2024
ΙΝTRALOT HOLDINGS INTERNATIONAL LTD | 100% | Cyprus | 1.274 | 544
INTELTEK INTERNET AS | 100% | Turkey | 0 | 659
BILYONER INTERAKTIF HIZMELTER AS GROUP | 50% | Turkey | 10.751 | 10.751
INTRALOT GLOBAL SECURITIES B.V. | 100% | Netherlands | 187.461 | 187.461
INTRALOT GLOBAL HOLDINGS B.V. | 0,02% | Netherlands | 76.374 | 76.374
INTRALOT IBERIA HOLDINGS S.A. | 100% | Spain | 1.768 | 5.638
INTRALOT MAROC S.A. | 100% | Morocco | 427 | 427
INTRALOT HOLDINGS UK LTD | 100% | United Kingdom | 1.303.500 | 0
Total |  |  | 1.581.555 | 281.854
Grand Total |  |  | 1.581.555 | 281.854

213
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025

COMPANY INVESTMENT IN SUBSIDIARIES | 31/12/2025 | 31/12/2024
Opening Balance | 281.854 | 270.726
Increase of share capital of subsidiary | 810 | 11.480
Liquidations | 0 | -352
Investment in a newly acquired subsidiary (note 2.34) | 1.303.500 | 0
Impairment of investments in subsidiaries | -4.609 | 0
Closing Balance | 1.581.555 | 281.854

2.21 Other Financial Assets Other financial assets classified as equity instruments designated at fair value through other comprehensive income (FVOCI), as well as unquoted equity instruments measured at fair value through profit or loss (FVTPL), are presented below:

| GROUP | COMPANY
| 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Opening Balance | 139 | 159 | 139 | 159
Purchases | 0 | 0 | 0 | 0
Disposals | 0 | 0 | 0 | 0
Receipts | 0 | 0 | 0 | 0
Impact from acquisition of subsidiary | 35.100 | 0 | 0 | 0
Fair value revaluation | -1.157 | -20 | 23 | -20
Foreign exchange differences | 0 | 0 | 0 | 0
Closing balance | 34.082 | 139 | 162 | 139
Quoted securities | 162 | 139 | 162 | 139
Unquoted securities | 33.920 | 0 | 0 | 0
Total | 34.082 | 139 | 162 | 139
Long-term Financial Assets | 34.082 | 139 | 162 | 139
Short-term Financial Assets | 0 | 0 | 0 | 0
Total | 34.082 | 139 | 162 | 139

For investments that are actively traded in organized financial markets, the fair value is determined by reference to the closing price at the reporting date. For investments where there is no corresponding market price, fair value is determined by reference to the current market value of another instrument that is substantially the same or estimated based on expected cash flows of the net assets underlying the investment or acquisition value. 2.22 Other Long-Term Receivables

| GROUP | COMPANY
| 31/12/2024 | 31/12/2023 | 31/12/2024 | 31/12/2023
Receivables from related parties (note 2.34.E) | 456 | 456 | 0 | 0
Minus: Provisions for doubtful receivables | -456 | 0 | 0 | 0
Guarantees | 1.925 | 3.289 | 44 | 44
Other receivables | 7.219 | 26.177 | 0 | 25.677
Minus: Provisions for doubtful receivables | -2.331 | -24 | 0 | 0
Total | 6.813 | 29.899 | 44 | 25.721

214
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025

| GROUP | COMPANY
Reconciliation of changes in provisions for impairment of long-term receivables | 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Opening Balance | -24 | -24 | 0 | 0
Provisions for the period for receivables from third parties | -248 | 0 | 0 | 0
Write-off of trade receivables | 0 | 0 | 0 | 0
Provisions for the period for receivables from other related parties | -456 | 0 | 0 | 0
Transfer from/to short term receivables | 0 | 0 | 0 | 0
Transfer to investments in subsidiaries | 0 | 0 | 0 | 0
Sale of subsidiary | 0 | 0 | 0 | 0
Impact from acquisition of subsidiary | -2.083 | 0 | 0 | 0
Exchange differences | 25 | 0 | 0 | 0
Closing Balance | -2.787 | -24 | 0 | 0

2.23 Trade and Other Short-Term Receivables

| GROUP | COMPANY
| 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Trade receivables (third parties) | 72.434 | 67.071 | 32.885 | 13.448
Minus: Doubtful provisions | -18.251 | -9.947 | -17.927 | -7.897
Trade receivables from related entities and other related parties (note 2.34.E) | 1.914 | 7.254 | 43.825 | 46.868
Minus: Doubtful provisions from related entities and other related parties (note 2.34.E) | -849 | -849 | -463 | -463
Total trade receivables | 55.248 | 63.529 | 58.320 | 51.956
Other receivables (third parties) | 9.813 | 4.608 | 5.127 | 1.956
Minus: Doubtful provisions | -5.314 | -2.165 | -4.966 | -1.838
Other receivables from related entities and other related parties (note 2.34.E) | 7.264 | 9.022 | 51.745 | 72.188
Minus: Doubtful provisions from related entities and other related parties | 0 | 0 | 0 | 0
Pledged bank deposits | 27.751 | 29.939 | 10.489 | 25.859
Tax receivables | 50.603 | 38.096 | 19.360 | 19.081
Less: Provision for tax receivables | -8.291 | -6.987 | -7.488 | -6.184
Prepaid expenses and other receivables | 30.274 | 13.088 | 3.355 | 2.932
Total other receivables | 112.100 | 85.601 | 77.622 | 113.994
Total | 167.348 | 149.131 | 135.942 | 165.950

Pursuant to IFRS 9, for the determination of the expected credit losses and the recognition of relevant doubtful provisions, the Group followed the general model as described in the relevant paragraph of accounting policies note 2.1.5. Subsequent changes in market conditions and the business model of the Group may affect the estimations below. In the accounts “Trade receivables (third parties)” and “Other receivables (third parties)” included an overdue receivable of €25,6 million from the entity under liquidation, Hellenic Organization of Horse Racing S.A. (ODIE). A property located in Markopoulo, over which security interests have been established in favor of Bally’s Intralot, was disposed of through an auction process for a total consideration of €19,3 million, of which 65% is expected to be recovered by the Company. 215
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 For the remaining balance of the receivable, an impairment loss of €13,1 million has been recognized and charged to the profit or loss for the year. Of this amount, €3,1 million is included in "net finance income / (expense) and €10,0 million is presented under “net impairment losses on financial and contract assets”. The related impairment provisions in the statement of financial position have been recorded within trade and other current receivables and are presented in the reconciliation of movements in impairment provisions for current receivables under the line item “Provisions for the period for receivables from third parties”. On December 31, 2025 and 2024, the trade receivables and the doubtful provisions are as follows:

| GROUP | COMPANY
31/12/2025 | Trade receivables | Doubtful provisions | Trade receivables | Doubtful provisions
Not past due | 31.962 | 0 | 13.179 | 0
Past due less than 30 days | 4.520 | -2 | 1.995 | 0
Past due 30-60 days | 4.378 | -5 | 247 | 0
Past due 60-90 days | 578 | 0 | 298 | 0
Past due 90-120 days | 1.614 | -1 | 27 | 0
Past due more than 120 days | 31.296 | -19.091 | 60.964 | -18.390
Total | 74.348 | -19.099 | 76.709 | -18.390
| 55.249 |  | 58.319 |

| GROUP | COMPANY
31/12/2024 | Trade receivables | Doubtful provisions | Trade receivables | Doubtful provisions
Not past due | 41.191 | 0 | 7.675 | 0
Past due less than 30 days | 4.440 | -7 | 1.983 | 0
Past due 30-60 days | 2.741 | 0 | 152 | 0
Past due 60-90 days | 2.196 | 0 | 2.029 | 0
Past due 90-120 days | 968 | 0 | 291 | 0
Past due more than 120 days | 22.789 | -10.788 | 48.187 | -8.360
Total | 74.325 | -10.796 | 60.316 | -8.360
| 63.530 |  | 51.956 |

6 216
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025

| GROUP | COMPANY
Reconciliation of changes in provisions for impairment of short-term receivables | 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Opening Balance | -19.948 | -13.260 | -16.382 | -10.198
Provisions for the period for receivables from subsidiaries | 0 | 0 | 0 | 0
Provisions for the period for receivables from third parties | -15.153 | -133 | -14.829 | 0
Provisions for the period for receivables from other related parties | -39 | -583 | 0 | 0
Provisions utilized for the period for tax receivables | 0 | 0 | 0 | 0
Provisions utilized for receivables from subsidiaries | 0 | 0 | 0 | 0
Provisions utilized for associates | 0 | 0 | 0 | 0
Provisions utilized for receivables from third parties | 2.268 | 75 | 368 | 0
Reversed provisions for receivables from subsidiaries | 0 | 0 | 0 | 0
Reversed provisions for receivables from third parties | 0 | 85 | 0 | 0
Transfer to investments to subsidiaries |  |  |  | 0
Subsidiaries disposal/change in consolidation method | 0 | 0 | 0 | 0
Transfer from/to long term receivables | 0 | 0 | 0 | 0
Exchange differences | 168 | 52 | 0 | 0
Reclassification | 0 | -6.184 | 0 | -6.184
Transfer to investments to subsidiaries | 0 | 0 | 0 | 0
Closing Balance | -32.704 | -19.948 | -30.843 | -16.382

2.24 Inventories

| GROUP | COMPANY
| 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Merchandise – Equipment | 13.794 | 21.247 | 2.228 | 2.355
Other | 11.866 | 6.612 | 0 | 0
Total | 25.660 | 27.860 | 2.228 | 2.355
Provisions for impairment | 0 | -1.441 | 0 | 0
Total | 25.660 | 26.419 | 2.228 | 2.355

The burden for 2025, from disposals/usage and provision of inventories for the Group amounts to €11.384 thousand (2024: €10.931 thousand) while for the Company amounts to €114 thousand (2024: €934 thousand) .and is included in “Change in inventories”.

Reconciliation of changes in inventories provision for impairment | GROUP | COMPANY
| 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Opening balance for the period | -1.441 | -1.441 | 0 | 0
Provisions of the period | 0 | 0 | 0 | 0
Utilized Provisions | 1.441 | 0 | 0 | 0
Foreign exchange differences | 0 | 0 | 0 | 0
Sale of subsidiary | 0 | 0 | 0 | 0
Closing balance for the period | 0 | -1.441 | 0 | 0

There are no liens on inventories. 217
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 2.25 Cash and Cash Equivalents Bank current accounts are either non-interest bearing or interest bearing and yield income at the daily bank interest rates. The short-term deposits are made for periods from one day to three months depending on the Group’s cash requirements and yield income at the applicable prevailing interest rates. For the purposes of the statement of cash flows, cash and cash equivalents consist of:

| GROUP | COMPANY
| 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Cash and bank current accounts | 225.066 | 82.474 | 19.161 | 4.157
Short term time deposits/investments (cash equivalents) | 11.147 | 3.324 | 10.000 | 1.000
Total | 236.213 | 85.798 | 29.161 | 5.157

The category “Cash and bank current accounts” as at 31 December 2025 includes player deposits amounting to €4.327 thousand (31 December 2024: €3.504 thousand), as well as cash funds held for clearing with certain local lotteries in the United States and licensed operators amounting to €26.029 thousand (31 December 2024: €21.862 thousand). These amounts are held in bank accounts of the Group’s subsidiaries and are not subject to any legal or regulatory restrictions on their use. 2.26 Share Capital, Treasury Shares and Reserves Share Capital

Total number of authorized shares | 31/12/2025 | 31/12/2024
Ordinary shares of nominal value €0,30 each | 1.867.802.694 | 604.095.621
Issued and fully paid shares | Number of ordinary shares | €’000
Balance December 31,2025 | 1.867.802.694 | 560.341

By virtue of the Board of Directors’ resolution dated 8 October 2025, the completion of the Company’s share capital increase was certified, which was effected (a) in part through a contribution in kind amounting to €262.112.121,90, through the issuance of 873.707.073 new common, dematerialised, registered with voting rights shares with a nominal value of €0,30 each and an issue price of €1,30 per share. The amount in excess of nominal value was credited to the share premium account; and (b) in part through a cash contribution, following partial subscription, amounting to €117.000.000, through the issuance of 390.000.000 new common, dematerialised, registered with voting rights shares with a nominal value of €0,30 each and an issue price of €1,10 per share, with the amount in excess of nominal value credited to the share premium account. Following the above, the Company’s share capital amounts to €560.340.808,20, divided into 1.867.802.694 common, dematerialised, registered with voting rights shares with a nominal value of €0,30 each. 218
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Share Premium Following the above share capital increase, the difference between the nominal value of the new shares and their issue price, amounting to €1.185.707.073, has been credited to the “Share premium” account. This amount has been reduced by the total transaction costs directly attributable to the capital increase, resulting in a balance of €1.156.625.000. Consequently, the total share premium as at 31 December 2025 amounted to €1.278.989.000. Treasury Shares

| GROUP | COMPANY
Treasury shares | Number of Ordinary Shares | €’000 | Number of Ordinary Shares | €’000
Balance December 31,2025 | 1.362.000 | 1.429 | 1.362.000 | 1.429

On 19 December 2025, the Extraordinary General Meeting of the Company’s shareholders resolved the implementation of a treasury shares program, in accordance with the provisions of Article 49 of Law 4548/2018 and granted authorization to the Board of Directors to determine the detailed terms thereof and proceed with its execution. As of 31 December 2025, the Company held 1.362.000 treasury shares, corresponding to 0,073% of its paid-up share capital. Reserves Foreign exchange differences reserve This reserve is used to report the exchange differences arising from the translation of foreign subsidiaries’ financial statements. The balance of this reserve in the Group on 31/12/2025 was €-122,4 million (31/12/2024: €-113,4 million). The Group had a total net loss which was reported in the statement of comprehensive income from the change in the fair value reserve during 2025 amounting to €15,9 million, out of which loss of €8,9 million is attributable to the owners of the parent and a loss of €6,9 million to non- controlling interest. The above total net loss of 2025 comes mainly from the negative fluctuation of TRY and ARS against the EUR. The main exchange rates of abroad subsidiaries financial statements conversion were: Statement of Financial Position:

| 31/12/2025 | 31/12/2024 | Change
EUR / USD | 1,17 | 1,04 | 12,5%
EUR / AUD | 1,76 | 1,68 | 4,8%
EUR / TRY | 50,48 | 36,74 | 37,4%
EUR / ARS | 1.703,62 | 1.067,48 | 59,6%

219
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025

31/12/2025 | 08/10/2025 | Change
EUR / GBP | 0,872 | 0,864 | 0,5%

The comparative reporting date is 8 October 2025, which represents the date of completion of the acquisition of Bally’s International Interactive (BII). The foreign exchange differences arising primarily from movements in the GBP/EUR exchange rate are attributable to this acquisition. Income Statement:

| AVG 1/1- 31/12/2025 | AVG 1/1- 31/12/2024 | Change
EUR / USD | 1,13 | 1,08 | 4,6%
EUR / AUD | 1,75 | 1,64 | 6,7%
EUR / TRY¹ | 50,48 | 36,74 | 37,4%
EUR / ARS ¹ | 1.703,62 | 1.067,48 | 59,6%

¹ The Income Statement of 2025 and 2024 of the Group's subsidiaries operating in Argentina and in Turkey was converted at the closing rate of 31/12/2025 and 31/12/2024 instead of the Avg. 1/1-31/12/2025 and Avg.1/1-31/12/2024 pursuant to IAS 21, paragraph 42a, for hyperinflationary economies.

| AVG 8/10-31/12/2025
EUR / GBP | 0,875

No comparative period is presented, as foreign exchange differences arising primarily from movements in the GBP/EUR exchange rate relate mainly to Bally’s International Interactive (BII), whose acquisition was completed on 8 October 2025. Other Reserves

| GROUP | COMPANY
| 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Statutory Reserve | 25.547 | 25.430 | 17.049 | 17.049
Extraordinary Reserves | -118.127 | 4.192 | -120.863 | 1.456
Tax Free and Specially Taxed Reserves | 44.355 | 44.355 | 44.091 | 44.091
Treasury shares reserve | 0 | 0 | 0 | 0
Actuarial differences reserve | -97 | -77 | -29 | -21
Revaluation reserve | -338 | -361 | -22 | -45
Total operations | -48.661 | 73.539 | -59.774 | 62.530

Statutory reserve Some of the Group companies are obliged, according to commercial laws in force in the country based, to form a percentage of their annual net profit as reflected in their statutory books to a legal reserve. Under Greek corporate law, companies are required to form at least 5% of their annual net profit as reflected in their statutory books to a legal reserve until the aggregate amount of legal reserve reaches at least 1/3 of the share capital. This reserve cannot be distributed during the Company's operation. Statutory reserve as of 31 December 2025 amounts to €25,5 million for the Group and €17,1 million for the Company (31/12/2024: €25,4 million and €17,1 million respectively). 220
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Extraordinary Reserves During the year, the Group and the Company recognized a change in extraordinary reserves amounting to €122,3 million, arising from the measurement at fair value of the consideration transferred in the context of the acquisition of Bally’s International Interactive. In accordance with the terms of the transaction, the total consideration amounted to €2.666 million, comprising €1.530 million in cash and €1.36 million through the issuance of 873.707.073 new shares of the Company, at an issue price of €1,30 per share. In accordance with IFRS 3 -Business Combinations (paragraph 37), the consideration transferred is measured at the fair value of the shares issued at the acquisition date. As at that date, the quoted market price of the Company’s shares amounted to €1,16 per share. Accordingly, the fair value of the equity component of the consideration amounted to €1.013 million (873.707.073 shares at €1,16 per share), compared to an issue price of €1.136 million (873.707.073 shares at €1,30 per share). The resulting difference of €122,3 million, arising between the issue price and the fair value of the shares issued, was recognized directly in equity, under extraordinary reserves, with no impact on profit or loss. Extraordinary reserves also include, inter alia, reserves formed in accordance with development laws by the Company and certain subsidiaries of the Group. For these reserves, the relevant tax obligations have either been settled or the reserves have been definitively exempted from taxation; therefore, their distribution does not give rise to any additional tax burden for the Group and the Company. As at 31 December 2025, extraordinary reserves amounted to €-118,1 million for the Group and €-120,9 million for the Company (31 December 2024: €4,2 million and €1,5 million, respectively). Tax free and specially taxed reserves Tax-free and specially taxed reserves represent reserves formed under investment and development laws, as well as other special legislative provisions, and interest income which is either tax-free or has been subject to a 15% withholding tax at source. These revenues are not taxable provided that there are sufficient profits from which can be formed relative untaxed reserves. Under Greek tax legislation, these reserves are exempt from income tax provided that they are not distributed to shareholders. Distribution of these reserves may be made following approval by the shareholders in the Annual General Meeting and subject to payment of the applicable tax. The Group does not intend to distribute these reserves and, accordingly, has not recognized any deferred tax liability in respect of the income tax that would arise in the event of such distribution. 221
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 In addition, dividends received or receivable by domestic companies from companies established in other EU Member States, in which the domestic company holds a participation within the meaning of Article 11 of Law 2578/1998 and Articles 48 and 63 of Law 4172/2013, are exempt from taxation. The exempt amount is recorded in a separate reserve account (POL.1007/2014), regardless of the existence of sufficient accounting profits. In the event that such reserves are distributed or capitalised in whole or in part, the amount is not included in taxable profits or otherwise subject to additional taxation. As of 31 December 2025, tax-free and specially taxed reserves amounted to €44,4 million for the Group and €44,1 million for the Company (31 December 2024: €44,4 million and €44,1 million, respectively). Actuarial differences reserve It concerns actuarial gains / losses arising from actuarial studies performed by the Group to its subsidiaries for the various benefit plans to employees. The actuarial differences reserve on 31 December 2025 amount to €-97 thousand for the Group and €-29 thousand for the Company (31/12/2024: €-77 thousand and €21 thousand respectively). Revaluation Reserve This reserve relates to changes in the fair value of assets measured at fair value through other comprehensive income and amounts to €338 thousand for the Group and €-22 thousand for the Company as of December 31, 2025 (31/12/2024: €361 thousand and €-45 thousand, respectively). Analysis of changes in other comprehensive income by category of reserves

COMPANY 1/1-31/12/2025 | Actuarial differences Reserve | Revaluation Reserve | Total
Defined benefit plans revaluation | -8 | 0 | -8
Valuation of assets measured at fair value through other comprehensive income | 0 | 23 | 23
Other comprehensive income / (expenses) after tax | -8 | 23 | 15

COMPANY 1/1-31/12/2024 | Actuarial differences Reserve | Revaluation Reserve | Total
Defined benefit plans revaluation | -45 | 0 | -45
Valuation of assets measured at fair value through other comprehensive income | 0 | -17 | -17
Other comprehensive income / (expenses) after tax | -45 | -17 | -62

222
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025

GROUP 1/1-31/12/2025 | Actuarial differences Reserve | Revaluation Reserve | Foreign currency translation reserve | Total | Non-controlling interest | Grand Total
Defined benefit plans revaluation for subsidiaries and parent company | -4 | 0 | 0 | -4 | 4 | 0
Valuation of assets measured at fair value through other comprehensive income of parent and subsidiaries | 0 | 23 | 0 | 23 | 0 | 23
Foreign exchange differences on consolidation of subsidiaries | 0 | 0 | -8.837 | -8.837 | -6.988 | -15.825
Share of foreign exchange differences on consolidation of associates and joint ventures | 0 | 0 | -145 | -145 | 0 | -145
Total operations | -4 | 23 | -8.982 | -8.963 | -6.985 | -15.948

GROUP 1/1-31/12/2024 | Actuarial differences Reserve | Revaluation Reserve | Foreign currency translation reserve | Total | Non-controlling interest | Grand Total
Defined benefit plans revaluation for subsidiaries and parent company | -27 | 0 | 0 | -27 | 12 | -15
Revaluation of defined benefit plans of associates and joint ventures | 0 | 0 | 0 | 0 | 0 | 0
Valuation of assets measured at fair value through other comprehensive income of parent and subsidiaries | 0 | -2.098 | 0 | -2.098 | 0 | -2.098
Foreign exchange differences on consolidation of subsidiaries | 0 | 0 | -2.570 | -2.570 | -2.144 | -4.714
Share of foreign exchange differences on consolidation of associates and joint ventures | 0 | 0 | -61 | -61 | 0 | -61
Total operations | -27 | -2.098 | -2.631 | -4.756 | -2.132 | -6.888

223
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 2.27 Dividends

| GROUP | COMPANY
Declared dividends to minority shareholders: | 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Final dividend of 2023 | 0 | 6.123 | 0 | 0
Final dividend of 2024 | 4.243 | 0 | 0 | 0
Dividend per statement of changes in equity | 4.243 | 6.123 | 0 | 0

Paid Dividends on ordinary shares: During 2025 dividends paid on ordinary shares to minority shareholders aggregated to € 5.174 thousand (2024: €5.928 thousand). 2.28 Debt Long-term loans and lease liabilities:

|  | GROUP | COMPANY
| Interest rate | 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
SSN Fixed rate (€ 600 million) | 6,750% | 594.845 | 0 | 0 | 0
SSN Floating rate (€ 300 million) | Floating rate | 297.481 | 0 | 0 | 0
Supplemental Indenture (€2,1 million) | 0,001% | 2.073 | 2.073 | 0 | 0
Bank Loan ($ 230 million) | Floating rate | 0 | 193.206 | 0 | 0
Syndicated bond loan (€100 million) | Floating rate | 0 | 94.216 | 0 | 94.216
Retail bond (€130 million) | 6,00% | 124.098 | 128.704 | 124.098 | 128.704
Term Loan (£400 million) | Floating rate | 454.309 | 0 | 0 | 0
Greek Banks Facility (€ 200 million) | 7,00% | 198.341 | 0 | 0 | 0
Intercompany Loans | - | 0 | 0 | 60 | 69
Other | - | 0 | 6.676 | 0 | 0
Total Loans (long-term and short-term) |  | 1.671.147 | 424.875 | 124.158 | 222.989
Less: Payable during the next year |  | -45.546 | -126.819 | -2.562 | -96.891
Long-term loans |  | 1.625.601 | 298.057 | 121.596 | 126.098
Long-term lease liabilities |  | 52.819 | 12.468 | 587 | 494
Total long-term debt (loans and lease liabilities) |  | 1.678.420 | 310.525 | 122.183 | 126.592

224
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Short-term loans and lease liabilities:

|  | GROUP | COMPANY
| Interest rate | 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Supplemental Indenture (€2,1 million) | 0,001% | 0 | 0 | 0 | 0
Bank Loan ($ 230 million) | Floating rate | 0 | 23.320 | 0 | 0
Syndicated bond loan (€100 million) | Floating rate | 0 | 94.216 | 0 | 94.216
Retail bond (€130 million) | 6,00% | 2.502 | 2.606 | 0 | 0
SSN Fixed rate (€ 600 million) | 6,750% | 9.894 | 0 | 0 | 0
SSN Floating rate (€ 300 million) | Floating rate | 4.999 | 0 | 0 | 0
Term Loan (£400 million) | Floating rate | 9.849 | 0 | 0 | 0
Greek Banks Facility (€ 200 million) | 7,00% | 18.301 | 0 | 0 | 0
Intercompany Loans | - | 0 | 0 | 60 | 69
Other | - | 0 | 6.676 | 2.502 | 2.606
Short-term loans |  | 45.546 | 126.818 | 2.562 | 96.891
Short-term lease liabilities |  | 16.630 | 6.830 | 377 | 318
Total short-term debt (loans and lease liabilities) |  | 62.176 | 133.649 | 2.939 | 97.209

| GROUP | COMPANY
| 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Total debt (loans and lease liabilities) | 1.740.596 | 444.174 | 125.122 | 223.801

• Supplemental Indenture In the context of the refinancing of the €250 million Notes bearing interest at 6.75% and maturing in 2021, a Supplemental Deed was signed on 3 August 2021 through Intralot Capital Luxembourg, which amended certain terms of the Indenture dated 16 September 2021. Among other amendments, the interest rate on the principal amount was reduced to 0.001% per annum, the principal amount of the 2021 Notes was reduced by 18.00%, and the maturity of the 2021 Notes was extended to 15 September 2050. The outstanding 2021 Notes remain guaranteed by the parent company and certain subsidiaries. • Bank Loan ($230 million) & Revolving Credit Facility ($50 million) On 28 July 2022, the Group’s subsidiary in the United States, Intralot Inc., entered into a Loan Agreement with KeyBank National Association, as Administrative Agent, and a syndicate of U.S. banks, for a three-year $230,000,000 Term Loan and a $50,000,000 Revolving Credit Facility. The proceeds were used for the repayment of bonds amounting to $254,042,911 maturing in 2025. In March 2024, Bally’s Intralot announced the extension of the loan maturity by one additional year, i.e. until July 2026, while on 10 October 2025 the Group announced the full repayment of the facility, including principal, expenses and interest. • Retail Bond (€130 million) On 28 February 2024, Bally’s Intralot announced that, following the completion of the Public Offering on 23.02.2024 and in accordance with the aggregate allocation results produced through 225
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 the Electronic Book Building of the Athens Exchange, a total of 130,000 dematerialised, common, registered bonds of the Company with a nominal value of €1,000 each (the “Bonds”) and a five (5)- year maturity were issued, resulting in the raising of €130 million at par (i.e. €1,000 per Bond), with a fixed interest rate and final yield of 6.0% per annum. On 15 September 2025, the Bondholders’ Meeting, following the invitation of the Company’s Board of Directors dated 25.08.2025, approved a series of amendments, including the waiver of the obligation to calculate Financial Covenants and the provision that any breach thereof shall not constitute an Event of Default for reporting periods relating to, or occurring within, a twelve (12)-month period following the completion of the acquisition by the Issuer (Bally’s Intralot) of Bally’s Holdings Limited. • Syndicated Loan (€100 million) On 28 March 2024, Bally’s Intralot announced the completion of the issuance process of a €100 million syndicated bond loan with a consortium of five Greek banks, with Piraeus Bank and National Bank of Greece acting as arrangers, and the full amount provided under the agreement being disbursed on the same date. Following a relevant request, the Company’s Management obtained approval from the banking syndicate for the extension of the loan maturity until 30 January 2026. On 8 October 2025, Bally’s Intralot announced the full repayment of the loan, including principal, expenses and interest. • Bond Loan (€900 million) On 25 September 2025, Bally’s Intralot announced the issuance of Senior Secured Notes amounting to €600,000,000, maturing in 2031 with a fixed interest rate of 6.750% per annum, and Senior Secured Floating Rate Notes amounting to €300,000,000, maturing in 2031 with an interest rate of EURIBOR plus 4.50%, issued through its wholly-owned subsidiary Intralot Capital Luxembourg S.A.. • Greek Banks Facility (€200 million) On 8 October 2025, Bally’s Intralot proceeded with the drawdown of a €200,000,000 syndicated bank loan from a consortium of Greek banks, maturing in 2029 with a fixed interest rate of 7.00% per annum, through its wholly-owned subsidiary Intralot Capital Luxembourg S.A. • Term Loan (£400 million) On 8 October 2025, Bally’s Intralot proceeded with the drawdown of a senior secured high-priority facility amounting to £400,000,000 with institutional lenders, maturing in 2031, with a floating interest rate of SONIA plus 5.50%, through its wholly-owned subsidiary Intralot Holdings UK Ltd. In 226
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 the event that the Senior Secured Net Leverage Ratio to EBITDA is less than or equal to 3.25 (SSNLR ≤ 3.25), the interest rate is reduced to SONIA plus 5.25%. The Company, the subsidiaries of the Group or other related parties, or agents on its or their behalf, may from time-to-time purchase and/or re-sell bonds of the Group in one or more series of open-market transactions from time to time. The Group does not intend to disclose the extent of any such purchase or re-sale otherwise than in accordance with any legal or regulatory obligation the Group may have to do so. Maturity analysis of lease liabilities

GROUP | Minimum of the lease payments | Present value of the minimum lease payments | Minimum of the lease payments | Present value of the minimum lease payments
| 31/12/2025 | 31/12/2025 | 31/12/2024 | 31/12/2024
Within 1 year | 17.029 | 16.630 | 7.293 | 6.830
Between 2 and 5 years | 46.668 | 37.919 | 11.254 | 10.355
Over 5 years | 18.407 | 14.900 | 2.243 | 2.113
Minus: Interest | -12.655 | 0 | -1.492 | 0
Total | 69.449 | 69.449 | 19.298 | 19.298

COMPANY | Minimum of the lease payments | Present value of the minimum lease payments | Minimum of the lease payments | Present value of the minimum lease payments
| 31/12/2025 | 31/12/2025 | 31/12/2024 | 31/12/2024
Within 1 year | 415 | 377 | 360 | 318
Between 2 and 5 years | 602 | 587 | 541 | 494
Over 5 years | 0 | 0 | 0 | 0
Minus: Interest | -53 | 0 | -89 | 0
Total | 964 | 964 | 812 | 812

227
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Reconciliation of liabilities arising from financing activities

Non cash adjustments
Group | BALANCE 31/12/2024 | Cash flows | Finance cost | Foreign exchange differences & IAS 29 effect | Transfers | Impact from debt restructuring | Purchases of fixed assets under leases/contr act cancellation | Change of consolidatio n method & other transfers | BALANCE 31/12/2025
Long term loans | 298.057 | 1.353.456 | 50.772 | -16.570 | -19.619 | -40.494 | 0 | 0 | 1.625.602
Short term loans | 126.818 | -104.356 | 5.359 | -1.895 | 19.619 | 0 | 0 | 0 | 45.546
Long term lease liabilities | 12.468 | -6.838 | 957 | -1.484 | -152 | 0 | 3.658 | 44.210 | 52.819
Short term lease liabilities | 6.830 | -886 | 0 | -757 | 152 | 0 | 1.431 | 9.860 | 16.630
Total liabilities from financing activities | 444.173 | 1.241.376 | 57.088 | -20.706 | 0 | -40.494 | 5.089 | 54.070 | 1.740.596

Non cash adjustments
Group | BALANCE 31/12/2023 | Cash flows | Finance cost | Foreign exchange differences & IAS 29 effect | Transfers | Impact from debt restructuring | Purchases of fixed assets under leases/contr act cancellation | Change of consolidatio n method & other transfers | BALANCE 31/12/2024
Long term loans | 182.132 | 179.808 | 30.859 | 11.823 | -105.965 | -599 | 0 | 0 | 298.057
Short term loans | 247.182 | -233.727 | 6.734 | 23 | 105.965 | 643 | 0 | 0 | 126.818
Long term lease liabilities | 11.105 | -7.129 | 1.016 | 615 | -405 | 0 | 7.267 | 0 | 12.468
Short term lease liabilities | 4.725 | -716 | 0 | 256 | 405 | 0 | 2.159 | 0 | 6.830
Total liabilities from financing activities | 445.144 | -61.764 | 38.609 | 12.717 | 0 | 44 | 9.426 | 0 | 444.173

228
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Maturity of long-term debt: Long term loans after repurchases:

| GROUP | COMPANY
| 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
From 1 to 5 years | 322.433 | 422.802 | 124.158 | 222.989
More than 5 years | 1.348.715 | 2.073 | 0 | 0
Total | 1.671.148 | 424.875 | 124.158 | 222.989

Long term lease liabilities:

| GROUP | COMPANY
| 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
From 1 to 5 years | 37.919 | 10.354 | 587 | 494
More than 5 years | 14.900 | 2.113 | 0 | 0
Total | 52.820 | 12.467 | 587 | 494

Total debt is classified as below in relation to the issue currency: Long term loans after repurchases:

| GROUP | COMPANY
| 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Loans in EUR | 1.181.141 | 128.171 | 0 | 126.098
Loans in USD | 0 | 169.886 | 0 | 0
Loans in GBP | 444.460 | 0 | 0 | 0
Total | 1.625.601 | 298.057 | 0 | 126.098

Long term lease liabilities:

| GROUP | COMPANY
| 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Leases in EUR | 1.622 | 625 | 587 | 494
Leases in USD | 9.186 | 11.297 | 0 | 0
Leases in GBP | 41.331 | 0 | 0 | 0
Leases in NZD | 406 | 2 | 0 | 0
Leases in AUD | 72 | 67 | 0 | 0
Leases in MAD | 0 | 0 | 0 | 0
Leases in ARS | 197 | 295 | 0 | 0
Leases in TRY | 0 | 160 | 0 | 0
Leases in BRL | 4 | 21 | 0 | 0
Total | 52.819 | 12.468 | 587 | 494

Short term loans after repurchases:

| GROUP | COMPANY
| 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Loans in EUR | 35.697 | 96.822 | 2.562 | 96.891
Loans in USD | 0 | 23.320 | 0 | 0
Loans in GBP | 9.849 | 0 | 0 | 0
Loans in TRY | 0 | 6.676 | 0 | 0
Total | 45.546 | 126.818 | 2.562 | 96.891

229
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Short term lease liabilities:

| GROUP | COMPANY
| 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Leases in EUR | 6.406 | 380 | 377 | 318
Leases in USD | 5.516 | 5.217 | 0 | 0
Leases in MAD | 0 | 277 | 0 | 0
Leases in NZD | 58 | 61 | 0 | 0
Leases in AUD | 124 | 296 | 0 | 0
Leases in ARS | 97 | 64 | 0 | 0
Leases in CLP | 23 | 23 | 0 | 0
Leases in GBP | 4.086 | 0 | 0 | 0
Leases in TRY | 18 | 451 | 0 | 0
Leases in BRL | 303 | 62 | 0 | 0
Total | 16.630 | 6.831 | 377 | 318

2.29 Staff Retirement Indemnities (a) State Insurance Programs: The Group’s contributions to the State insurance funds for the year ended 31 December 2025 that were reported in the year’s expenses amount to €12.881 thousand (2024: €10.430 thousand), whereas the respective contributions of the Company amounted to €3.419 thousand (2024: €3.171 thousand), as stated in note 2.9. (b) Defined Contribution Plans: The US Subsidiaries have a defined contribution plan ("The Intralot USA 401 (k) Plan") under Section 401 (k) of the Internal Revenue Code, which covers virtually all their full-time employees. The program requires matching contributions up to 6% of employees' salaries, and there is a provision for additional contributions that are at the discretion of the Board of Directors. The Group's subsidiaries in the US incurred expenses related to the above program, which in 2025 amounted to €1.771 thousand (2024: €1.734 thousand) and are included under "Other staff costs" in note 2.9. On retirement, "The Intralot USA 401 (k) Plan" is responsible for paying employees' retirement benefits. Consequently, the Group has no legal or constructive obligation to pay future benefits under this plan. Bally’s International Interactive also operates defined contribution plans, under which, depending on the country and the applicable scheme of each subsidiary within its perimeter, the employer is required to match or make additional contributions to employees’ pension plans. For the Group’s entities, contribution rates under such plans range from 1% to 10% of employees’ payroll costs. The Group’s subsidiaries comprising BII incurred expenses relating to these plans amounting to €594 thousand in 2025 (2024: €0 thousand). The Group has no legal or constructive obligation to make further contributions or to provide additional future benefits under these plans. 230
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 (c) Staff Retirement Indemnities: According to Greek Labor Law, employees are entitled to indemnity on dismissal or retirement, the amount of which varies depending on the years of service, salary level and the way the employee leaves employment (dismissal or retirement). Employees that resign or are dismissed for legally valid reasons are not indemnified. The indemnity payable on retirement is 40% of the amount that would have been payable to the same employee on dismissal on the same day (retirement date). In Greece, based on customary practice these programs are not funded. The Group charges the income statement the expense attributable to the service provided by employees in the year, with a corresponding increase in the provision for staff retirement indemnities. Any payments made to retiring employees are set against the related provision. Independent actuaries calculated the Company’s and the Group’s liability for retirement indemnities. The movement of the net liability as presented in the financial position, details and the basic assumptions used in the actuarial study as of 31 December 2025 are as follows:

| GROUP | COMPANY
| 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Present Value of unfunded liability | 1.805 | 1.651 | 1.598 | 1.423
Reconsideration of opening balance from IAS 19 effect | 0 | 0 | 0 | 0
Unrecognized actuarial losses | 0 | 0 | 0 | 0
Net liability on the financial position | 1.805 | 1.651 | 1.598 | 1.423
Components of the net retirement cost in the year: |  |  |  |
Current service cost | 239 | 182 | 160 | 100
Finance cost | 62 | 68 | 40 | 44
Effect of cutting / settlement / termination benefits | 349 | 211 | 340 | 160
Intragroup staff transfer | 0 | 0 | 0 | 0
Debit to income statement (Note 2.9)- (total operations) | 650 | 461 | 540 | 304
Additional service cost | 0 | 0 | 0 | 0
Total charge to income statement | 650 | 461 | 540 | 304
Actuarial (gains) / losses recognized in other comprehensive income (before deferred tax) | 0 | 33 | 10 | 57
Deferred tax attributable to actuarial (gains)/losses | 0 | -18 | -2 | -13
Total debit/(credit) / losses in other comprehensive income | 0 | 15 | 8 | 45
Reconciliation of benefit liabilities: |  |  |  |
Net liability at beginning of year | 1.651 | 1.559 | 1.423 | 1.258
Revaluation from reconsideration of IAS 19 | 0 | 0 | 0 | 0
Service cost | 239 | 182 | 160 | 100
Finance cost | 62 | 68 | 40 | 44
Effect of cutting / settlement / termination benefits | 349 | 211 | 340 | 160
Benefits paid | -492 | -394 | -373 | -265
Intragroup staff transfer | 0 | 0 | 0 | 0
Impact due to absorption of subsidiary | 0 | 0 | 0 | 68
Actuarial (gains) / losses | 0 | 33 | 10 | 57
Exchange differences | -4 | -7 | -2 | 0
Present Value of the liability at end of year | 1.805 | 1.651 | 1.598 | 1.423

231
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Basic assumptions:

| GROUP | COMPANY
| 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Discount rate | 2,80% | 2,78% | 2,80% | 2,78%
Percentage of annual salary increases | 2,10% | 2,10% | 2,10% | 2,10%
Increase in Consumer Price Index | 2,00% | 2,00% | 2,00% | 2,00%

Sensitivity analysis for the most important assumptions on 31/12/2025

| GROUP | COMPANY
Effect on current service cost | increase 0,5% | decrease 0,5% | increase 0,5% | decrease 0,5%
Discount rate | 15 | 31 | -7 | 6
Percentage of annual salary increases | 30 | 16 | 5 | -7

| GROUP | COMPANY
Effect on present value of liability | increase 0,5% | decrease 0,5% | increase 0,5% | decrease 0,5%
Discount rate | -39 | 39 | -207 | -141
Percentage of annual salary increases | 35 | -36 | -143 | -205

Analysis of Actuarial (gains) / losses in other comprehensive income (before deferred tax):

| GROUP | COMPANY
| 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Change in economic assumptions | -8 | 31 | 1 | 42
Change in demographic assumptions | 0 | 3 | 0 | 2
Change due to experience and other assumptions change | 9 | -1 | 9 | 13
Actuarial (gains) / losses in other comprehensive income (before deferred tax) | 0 | 33 | 10 | 57

2.30 Shared Based Benefits The Group had no active option plan during 2025. 2.31 Other Long-Term Liabilities

| GROUP | COMPANY
| 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Deferred Income | 0 | 0 | 0 | 0
Other liabilities | 43 | 59 | 0 | 0
Guarantees | 10 | 10 | 10 | 10
Total | 53 | 69 | 10 | 10

232
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 2.32 Trade and Other Short Term Liabilites

| GROUP | COMPANY
| 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Creditors | 117.190 | 24.619 | 4.923 | 4.159
Amounts due to related parties (Note 2.34.E) | 12.639 | 2.352 | 24.971 | 20.636
Other creditors | 91.010 | 26.349 | 164 | 128
Deferred Income | 118 | 3.407 | 0 | 394
Accrued expenses for the period | 14.777 | 3.271 | 3.018 | 939
Taxes | 7.404 | 6.885 | 2.447 | 1.092
Total | 243.138 | 66.884 | 35.523 | 27.348

2.33 Financial Assets and Liabilities The following presents an analysis of the Group’s financial assets and financial liabilities, excluding cash and cash equivalents, prepaid expenses and prepayments, and receivables (including related expected credit loss provisions) from taxes:

31/12/2025 | GROUP
Financial assets: | Debt instruments at amortized cost | Equity instruments at fair value through other comprehensive income | Financial assets measured at fair value through profit or loss | Total
Trade receivables | 72.434 | 0 | 0 | 72.434
Provisions for doubtful receivables | -18.251 | 0 | 0 | -18.251
Receivables from related parties | 9.634 | 0 | 0 | 9.634
Provisions for doubtful receivables from related parties | -1.305 | 0 | 0 | -1.305
Pledged bank deposits | 27.751 | 0 | 0 | 27.751
Οther receivable | 17.032 | 0 | 0 | 17.032
Provisions for doubtful receivables (other receivable) | -7.644 | 0 | 0 | -7.644
Other quoted financial assets | 0 | 162 | 0 | 162
Other unquoted financial assets | 0 | 0 | 33.920 | 33.920
Total | 99.651 | 162 | 33.920 | 133.734
Long-term | 13.179 | 162 | 33.920 | 47.261
Short-term | 86.472 | 0 | 0 | 86.472
Total | 99.650 | 162 | 33.920 | 133.733

31/12/2024 | GROUP
Financial assets: | Debt instruments at amortized cost | Equity instruments at fair value through other comprehensive income | Financial assets measured at fair value through profit or loss | Total
Trade receivables | 67.071 | 0 | 0 | 67.071
Provisions for doubtful receivables | -9.947 | 0 | 0 | -9.947
Receivables from related parties | 16.732 | 0 | 0 | 16.732
Provisions for doubtful receivables from related parties | -849 | 0 | 0 | -849
Pledged bank deposits | 29.939 | 0 | 0 | 29.939
Οther receivable | 30.785 | 0 | 0 | 30.785
Provisions for doubtful receivables (other receivable) | -2.189 | 0 | 0 | -2.189
Other quoted financial assets | 0 | 139 | 0 | 139
Other unquoted financial assets | 0 | 0 | 0 | 0
Total | 131.542 | 139 | 0 | 131.681
Long-term | 26.609 | 139 | 0 | 26.748
Short-term | 104.933 | 0 | 0 | 104.933
Total | 131.542 | 139 | 0 | 131.681

233
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025

31/12/2025 | GROUP
Financial liabilities: | Financial liabilities measured at amortized cost | Financial liabilities at fair value through profit and loss | Financial liabilities at fair value through other comprehensive income | Total
Creditors | 117.190 | 0 | 0 | 117.190
Payables to related parties | 12.724 | 0 | 0 | 12.724
Other liabilities | 105.840 | 0 | 0 | 105.840
Borrowing and lease liabilities | 1.740.512 | 0 | 0 | 1.740.512
Total | 1.976.265 | 0 | 0 | 1.976.265
Long-term | 1.678.473 | 0 | 0 | 1.678.473
Short-term | 297.792 | 0 | 0 | 297.792
Total | 1.976.265 | 0 | 0 | 1.976.265

31/12/2024 | GROUP
Financial liabilities: | Financial liabilities measured at amortized cost | Financial liabilities at fair value through profit and loss | Financial liabilities at fair value through other comprehensive income | Total
Creditors | 24.619 | 0 | 0 | 24.619
Payables to related parties | 2.501 | 0 | 0 | 2.501
Other liabilities | 29.689 | 0 | 0 | 29.689
Borrowing and lease liabilities | 444.024 | 0 | 0 | 444.024
Total | 500.833 | 0 | 0 | 500.833
Long-term | 310.593 | 0 | 0 | 310.593
Short-term | 190.240 | 0 | 0 | 190.240
Total | 500.833 | 0 | 0 | 500.833

Below is the analysis of the Company’s financial assets and liabilities, excluding cash and cash equivalents, prepaid expenses and prepayments, and tax receivables (including the related impairment allowances):

31/12/2025 | COMPANY
Financial assets: | Debt instruments at amortized cost | Equity instruments at fair value through other comprehensive income | Derivative financial assets at fair value through other comprehensive income | Total
Trade receivables | 32.885 | 0 | 0 | 32.885
Provisions for doubtful receivables | -17.927 | 0 | 0 | -17.927
Receivables from related parties | 95.570 | 0 | 0 | 95.570
Provisions for doubtful receivables from related parties | -463 | 0 | 0 | -463
Pledged bank deposits | 10.489 | 0 | 0 | 10.489
Οther receivable | 5.127 | 0 | 0 | 5.127
Provisions for doubtful receivables (other receivable) | -4.966 | 0 | 0 | -4.966
Other quoted financial assets | 0 | 162 | 0 | 162
Total | 120.715 | 162 | 0 | 120.877
Long-term | 0 | 162 | 0 | 162
Short-term | 120.716 | 0 | 0 | 120.716
Total | 120.716 | 162 | 0 | 120.878

234
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025

31/12/2024 | COMPANY
Financial assets: | Debt instruments at amortized cost | Equity instruments at fair value through other comprehensive income | Derivative financial assets at fair value through other comprehensive income | Total
Trade receivables | 13.448 | 0 | 0 | 13.448
Provisions for doubtful receivables | -7.897 | 0 | 0 | -7.897
Receivables from related parties | 119.056 | 0 | 0 | 119.056
Provisions for doubtful receivables from related parties | -463 | 0 | 0 | -463
Pledged bank deposits | 25.859 | 0 | 0 | 25.859
Οther receivable | 27.633 | 0 | 0 | 27.633
Provisions for doubtful receivables (other receivable) | -1.838 | 0 | 0 | -1.838
Other quoted financial assets | 0 | 139 | 0 | 139
Total | 175.798 | 139 | 0 | 175.937
Long-term | 31.861 | 139 | 0 | 32.000
Short-term | 143.938 | 0 | 0 | 143.938
Total | 175.799 | 139 | 0 | 175.938

31/12/2025 | COMPANY
Financial liabilities: | Financial liabilities measured at amortized cost | Financial liabilities at fair value through profit and loss | Financial liabilities at fair value through other comprehensive income | Total
Creditors | 4.923 | 0 | 0 | 4.923
Payables to related parties | 25.030 | 0 | 0 | 25.030
Other liabilities | 3.192 | 0 | 0 | 3.192
Borrowing and lease liabilities | 125.062 | 0 | 0 | 125.062
Total | 158.208 | 0 | 0 | 158.208
Long-term | 122.193 | 0 | 0 | 122.193
Short-term | 36.014 | 0 | 0 | 36.014
Total | 158.207 | 0 | 0 | 158.207

31/12/2025 | COMPANY
Financial liabilities: | Financial liabilities measured at amortized cost | Financial liabilities at fair value through profit and loss | Financial liabilities at fair value through other comprehensive income | Total
Creditors | 4.159 | 0 | 0 | 4.159
Payables to related parties | 20.705 | 0 | 0 | 20.705
Other liabilities | 1.077 | 0 | 0 | 1.077
Borrowing and lease liabilities | 223.733 | 0 | 0 | 223.733
Total | 249.673 | 0 | 0 | 249.673
Long-term | 126.602 | 0 | 0 | 126.602
Short-term | 123.071 | 0 | 0 | 123.071
Total | 249.673 | 0 | 0 | 249.673

235
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Estimated fair value Below is a comparison by category of carrying amounts and fair values of financial assets and liabilities of the Group and the Company as of December 31, 2025 and December 31, 2024:

| GROUP
Financial Assets | Carrying Amount | Carrying Amount | Fair Value | Fair Value
| 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Other long- term financial assets measured at fair value through profit or loss | 33.920 | 0 | 33.920 | 0
Other long-term financial assets – equity instruments at FVOCI | 162 | 139 | 162 | 139
Other long-term receivables | 4.888 | 26.609 | 4.888 | 26.609
Trade and other short-term receivables | 94.763 | 104.933 | 94.763 | 104.933
Cash and cash equivalents | 236.213 | 85.798 | 236.213 | 85.798
Total | 369.946 | 217.479 | 369.946 | 217.479

| GROUP
Financial Liabilities | Carrying Amount | Carrying Amount | Fair Value | Fair Value
| 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Long-term loans | 1.625.601 | 298.057 | 1.637.645 | 305.636
Other long-term liabilities | 53 | 69 | 53 | 69
Long-term lease liabilities | 52.819 | 12.468 | 52.819 | 12.468
Trade and other short-term payables | 235.616 | 56.591 | 235.616 | 56.591
Short-term loans and lease liabilities | 62.177 | 133.649 | 62.424 | 133.806
Total | 1.976.266 | 500.834 | 1.988.557 | 508.569

| COMPANY
Financial Assets | Carrying Amount | Carrying Amount | Fair Value | Fair Value
| 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Other long-term financial assets – equity instruments at FVOCI | 162 | 139 | 162 | 139
Other long-term receivables | 0 | 25.677 | 0 | 25.677
Trade and other short-term receivables | 120.716 | 150.121 | 120.716 | 150.121
Cash and cash equivalents | 29.161 | 5.157 | 29.161 | 5.157
Total | 150.039 | 181.094 | 150.039 | 181.094

| COMPANY
Financial Liabilities | Carrying Amount | Carrying Amount | Fair Value | Fair Value
| 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Long-term loans | 121.596 | 126.098 | 133.639 | 133.682
Other long-term liabilities | 10 | 10 | 10 | 10
Long-term lease liabilities | 587 | 494 | 587 | 494
Trade and other short-term payables | 33.075 | 25.862 | 33.075 | 25.862
Short-term loans and lease liabilities | 2.939 | 97.209 | 3.187 | 97.209
Total | 158.207 | 249.673 | 170.498 | 257.257

The management estimated that the carrying value of cash and cash equivalents, trade and other receivables, trade and other payables approximates their fair value, primarily because of their short-term maturities. 236
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Fair value hierarchy The Group classifies fair value measurements using a fair value hierarchy that reflects the significance of the inputs used in making these measurements. The levels of the fair value hierarchy are as follows: Level 1: official quoted prices (unadjusted) in markets with a significant volume of transactions for similar assets or liabilities Level 2: Inputs other than quoted prices included within Level 1 that are observable for the asset or liability, either directly (i.e. as prices) or indirectly (i.e. derived from prices) Level 3: inputs for the asset or liability that are not based on observable market data (unobservable inputs). The Group and the Company held on 31/12/2025 the following assets and liabilities measured at fair value: During 2025 there were no transfers between Level 1 and Level 2 of the fair value hierarchy, no transfers to and from Level 3. The Group and the Company held on 31/12/2025 the following assets and liabilities measured at fair value:

GROUP | Fair Value | Fair value hierarchy
| 31/12/2025 | Level 1 | Level 2 | Level 3
Financial assets measured at fair value |  |  |  |
Financial assets measured at fair value through profit or loss | 33.920 | 0 | 0 | 33.920
- Quoted securities | 0 | 0 | 0 | 0
- Unquoted securities | 33.920 | 0 | 0 | 33.920
Other financial assets classified as “equity instruments at fair value through other comprehensive income” | 162 | 162 | 0 | 0
- Quoted securities | 162 | 162 | 0 | 0
- Unquoted securities | 0 | 0 | 0 | 0
Derivative financial instruments | 0 | 0 | 0 | 0
Financial liabilities measured at fair value |  |  |  |
Derivative financial instruments | 0 | 0 | 0 | 0

COMPANY | Fair Value | Fair value hierarchy
| 31/12/2025 | Level 1 | Level 2 | Level 3
Financial assets measured at fair value |  |  |  |
Other financial assets classified as “equity instruments at fair value through other comprehensive income” | 162 | 162 | 0 | 0
- Quoted securities | 162 | 162 | 0 | 0
- Unquoted securities | 0 | 0 | 0 | 0
Derivative financial instruments | 0 | 0 | 0 | 0
Financial liabilities measured at fair value |  |  |  |
Derivative financial instruments | 0 | 0 | 0 | 0

237
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 During 2025 there were no transfers between Level 1 and Level 2 of the fair value hierarchy, no transfers to and from Level 3. The Group and the Company held on 31/12/2024 the following assets and liabilities measured at fair value:

GROUP | Fair Value | Fair value hierarchy
| 31/12/2024 | Level 1 | Level 2 | Level 3
Financial assets measured at fair value |  |  |  |
Other financial assets classified as “equity instruments at fair value through other comprehensive income” | 139 | 139 | 0 | 0
- Quoted securities | 139 | 139 | 0 | 0
- Unquoted securities | 0 | 0 | 0 | 0
Other financial assets classified as “debt instruments at amortized cost” | 0 | 0 | 0 | 0
- Quoted securities | 0 | 0 | 0 | 0
- Unquoted securities | 0 | 0 | 0 | 0
Derivative financial instruments | 0 | 0 | 0 | 0
Financial liabilities measured at fair value |  |  |  |
Derivative financial instruments | 0 | 0 | 0 | 0

COMPANY | Fair Value | Fair value hierarchy
| 31/12/2024 | Level 1 | Level 2 | Level 3
Financial assets measured at fair value |  |  |  |
Other financial assets classified as “equity instruments at fair value through other comprehensive income” | 139 | 139 | 0 | 0
- Quoted securities | 139 | 139 | 0 | 0
- Unquoted securities | 0 | 0 | 0 | 0
Derivative financial instruments | 0 | 0 | 0 | 0
Financial liabilities measured at fair value |  |  |  |
Derivative financial instruments | 0 | 0 | 0 | 0

During 2024 there were no transfers between Level 1 and Level 2 of the fair value hierarchy, no transfers to and from Level 3. 238
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Reconciliation for recurring fair value measurements classified in the 3rd level of the fair value hierarchy:

- Unquoted securities | GROUP | COMPANY
Balance 31/12/2023 | 0 | 0
Fair value adjustment | 0 | 0
Receipts | 0 | 0
Foreign exchange differences | 0 | 0
Acquisitions | 0 | 0
Balance 31/12/2024 | 0 | 0
Fair value adjustment | -1.180 | 0
Receipts | 0 | 0
Exchange differences | 0 | 0
Impact from acquisition of subsidiary | 35.100 | 0
Acquisitions | 0 | 0
Balance 31/12/2025 | 33.920 | 0

Valuation methods and assumptions The fair value of the financial assets and liabilities is the amount at which the asset could be sold or the liability transferred in a current transaction between market participants, other than in a forced or liquidation sale. The following methods and assumptions are used to estimate the fair values: • Fair value of the quoted shares (classified as "equity instruments at fair value through other comprehensive income") derives from quoted market closing prices in active markets at the reporting date. • Fair value of the unquoted shares (classified as "equity instruments at fair value through other comprehensive income") is estimated by reference to the current market value of another item substantially similar or using a DCF model. The valuation through the DCF model requires management to make certain assumptions about the model inputs, including forecast cash flows, the discount rate, credit risk and volatility. The probabilities of the various estimates within the range can be reasonably assessed and are used in management’s estimate of fair value for these unquoted equity investments. • The fair values of financial assets measured at fair value through profit or loss and classified within Level 3 are determined using valuation techniques such as discounted cash flow (DCF) models. These techniques incorporate significant unobservable inputs, including projected cash flows, discount rates, and growth rates. As these inputs require management judgment and estimates rather than observable market data, the related instruments are classified within Level 3 of the fair value hierarchy. Changes in these assumptions could have a significant impact on the measurement of fair value of these instruments. • Fair value of the quoted bonds is based on price quotations at the reporting date. The fair value of unquoted instruments, loans from banks and other financial liabilities, obligations under leases, as 239
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 well as other non-current financial liabilities is estimated by discounting future cash flows using rates currently available for debt on similar terms, credit risk and remaining maturities. Description of significant unobservable inputs to valuation: The fair value of unquoted shares (classified as "equity instruments at fair value through other comprehensive income") except that it is sensitive to a reasonably possible change in the forecast cash flows and the discount rate, is also sensitive to a reasonably possible change in growth rates. The valuation requires management to use unobservable inputs in the model, of which the most significant are disclosed in the tables below. The management regularly assesses a range of reasonably possible alternatives for those significant unobservable inputs and determines their impact on the total fair value. Unquoted shares (classified as "equity instruments at fair value through other comprehensive income") On 31/12/2025 and 31/12/2024 the Group did not hold any unquoted shares (classified as “Equity instruments valued at fair value through other comprehensive income”) 240
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 2.34 Supplementary Information A. Business Combination And Method Of Consolidation The companies included in the consolidation, with the relevant addresses and the relevant participation percentages are the following:

I. Full consolidation | Domicile | Nature of business | % Direct Part’n | % Indirect Part’n | % Total Part’n
BALLY'S INTRALOT | Peania, Greece | Holding company / Technology and support services | Parent | Parent | -
BETTING CYPRUS LTD | Nicosia, Cyprus | Technology and support services | 100% |  | 100%
INTRALOT IBERIA HOLDINGS S.A. | Madrid, Spain | Holding company | 100% |  | 100%
8. INTRALOT CHILE SPA | Santiago, Chile | Technology and support services |  | 100% | 100%
INTELTEK INTERNET AS | Istanbul, Turkey | Management contracts | 100% |  | 100%
BILYONER INTERAKTIF HIZMELTER AS GROUP | Istanbul, Turkey | Management contracts | 50% |  | 50%
INTRALOT MAROC S.A. | Casablanca, Morocco | Management contracts | 99,83% |  | 99,83%
INTRALOT GLOBAL SECURITIES B.V. | Amsterdam, Netherlands | Holding company | 100% |  | 100%
1. INTRALOT CAPITAL LUXEMBOURG S.A. | Luxembourg, Luxembourg | Financial services |  | 100% | 100%
1,2,3,4. INTRALOT GLOBAL HOLDINGS B.V. | Amsterdam, Netherlands | Holding company | 0,02% | 99,98% | 100%
5. INTRALOT US SECURITIES B.V. | Amsterdam, Netherlands | Holding company |  | 100% | 100%
9. INTRALOT US HOLDINGS B.V. | Amsterdam, Netherlands | Holding company |  | 100% | 100%
10. INTRALOT INC | Atlanta, USA | Technology and support services |  | 100% | 100%
11. DC09 LLC | Wilmington, USA | Technology and support services |  | 49% | 49%
11. INTRALOT TECH SINGLE MEMBER S.A. | Peania, Greece | Technology and support services |  | 100% | 100%
5. INTRALOT AUSTRALIA PTY LTD | Melbourne, Australia | Technology and support services |  | 100% | 100%
7. INTRALOT GAMING SERVICES PTY | Melbourne, Australia | Technology and support services |  | 100% | 100%
5. INTRALOT NEDERLAND B.V. | Amsterdam, Netherlands | Technology and support services |  | 100% | 100%

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Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025

I. Full consolidation (Continue) | Domicile | Nature of business | % Direct Part’n | % Indirect Part’n | % Total Part’n
12. INTRALOT BENELUX B.V. | Amsterdam, Netherlands | Technology and support services |  | 100% | 100%
5. LOTROM S.A. | Bucharest, Romania | Management contracts |  | 84% | 84%
5. TECNO ACCION S.A. | Buenos Aires, Argentina | Technology and support services |  | 50% | 50%
5. TECNO ACCION SALTA S.A. | Buenos Aires, Argentina | Licensed operations |  | 50% | 50%
5. INTRALOT BRASIL LTDA | Brazil,Balneario Camboriu | Technology and support services |  | 80% | 80%
5. MALTCO LOTTERIES LTD | Valetta, Malta | Licensed operations |  | 73% | 73,00%
5. INTRALOT NEW ZEALAND LTD | Wellington, New Zealand | Technology and support services |  | 100% | 100%
5. INTRALOT GERMANY GMBH | Munich, Germany | Technology and support services |  | 100% | 100%
5. INTRALOT FINANCE UK LTD | Hertfordshire, United Kingdom | Financial services |  | 100,00% | 100%
5. INTRALOT BETTING OPERATIONS (CYPRUS) LTD | Nicosia, Cyprus | Holding company |  | 55% | 55%
5,6. ROYAL HIGHGATE LTD | Nicosia, Cyprus | Licensed operations |  | 35% | 35%
5. INTRALOT IRELAND LTD | Dublin, Ireland | Technology and support services |  | 100% | 100%
5. INTRALOT GLOBAL OPERATIONS B.V. | Amsterdam, Netherland | Technology and support services |  | 100% | 100%
5. INTRALOT ADRIATIC DOO | Zagreb, Croatia | Technology and support services |  | 100% | 100%
5. INTRALOT CYPRUS GLOBAL ASSETS LTD | Nicosia, Cyprus | Holding company |  | 100% | 100%
ΙΝTRALOT HOLDINGS INTERNATIONAL LTD | Nicosia, Cyprus | Holding company | 100% |  | 100%
2. INTRALOT INTERNATIONAL LTD | Nicosia, Cyprus | Technology and support services |  | 100% | 100%
3. INTRALOT OPERATIONS LTD | Nicosia, Cyprus | Technology and support services |  | 100% | 100%
2,4. NETMAN SRL | Bucharest, Romania | Management contracts |  | 100% | 100%
2. INTRALOT BUSINESS DEVELOPMENT LTD | Nicosia, Cyprus | Technology and support services |  | 100% | 100,00%
INTRALOT SOUTH AFRICA LTD | Johannesburg, S. Africa | Technology and support services | 73% |  | 73%
INTRALOT HOLDINGS UK LTD | Cheshire, United Kingdom | Holding company | 100% |  | 100%
10. INTRALOT CANADA LTD | Vancouver, Canada | Technology and support services |  | 100,00% | 100%

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Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025

I. Full consolidation (Continue) | % Indirect Part’n | % Total Part’n
15. | Bally s Holdings Limited | Jersey, United Kingdom | Holding company | 100% | 100%
15. | Gamesys Network Limited | San Gwann, Malta | Technology and support services | 100% | 100%
15. | Ballys Estonia OU | Tallinn, Estonia | Technology and support services | 100% | 100%
15. | Gamesys Operations Limited | Gibraltar,United Kingdom | Operation of online gaming services | 100% | 100%
15. | Ballys Holdings UK Limited | London, United Kingdom | holding company | 100% | 100%
15. | Horses Mouth Limited | Dublin, Ireland | development and provision of free-to- play online gaming solutions | 100% | 100%
15. | JPJ Holding II Limited | Jersey, United Kingdom | Holding company | 100% | 100%
15. | Chelms, LLC | Cayman Islands,Caribbean | Holding company | 100% | 100%
15. | Bally’s Finance Corporation Limited | Msida, Malta | Dormant | 100% | 100%
15. | Games Spain Operations, S.A.U. | Ceuta, Spain | Operation of online gaming services | 100% | 100%
15. | Gamesys Spain S.A.U. | Ceuta, Spain | Operation of online gaming services | 100% | 100%
15. | Play Spain Casino S.A.U. | Ceuta, Spain | Operation of online gaming services | 100% | 100%
15. | Bally's International Limited | Msida, Malta | Licensed iGaming Operator | 100% | 100%
15. | JPJ Ops Spain, S.A.U. | Ceuta, Spain | Holding company | 100% | 100%
15. | Solid Innovations Limited | Gibraltar,United Kingdom | Dormant | 100% | 100%
15. | Gamesys Group Limited | London, United Kingdom | Technology and support services | 100% | 100%
15. | Gamesys Group (Holdings) Limited | Jersey, United Kingdom | Holding company | 100% | 100%
15. | Bally’s (Newcastle) Limited | London, United Kingdom | Operation of casino gaming facilities | 100% | 100%
15. | Gamesys Jersey Limited | Jersey, United Kingdom | Holding company | 100% | 100%
15. | Gamesys Limited | London, United Kingdom | Technology and support services | 100% | 100%
15. | Mice and Dice Limited | London, United Kingdom | Technology and support services | 100% | 100%
15. | Degree 53 Limited | London, United Kingdom | Dormant | 100% | 100%

II. Equity method | Domicile | Nature of business | % Direct Part’n | % Indirect Part’n | % Total Part’n
| LOTRICH INFORMATION Co LTD | Taipei, Taiwan | Technology and support services | 40% |  | 40%
14. | GANYAN INTERACTIF HIZMETLER A.S. | Istanbul, Turkey | Horse racing services |  | 50% | 50%
13. | TECNO ACCIÓN SALTA S.A. – END POINT S.A. - UNION TRANSITORIA | Buenos Aires, Argentina | Licensed operations |  | 17,5% | 17,5%
5. | KARENIA ENTERPRISES COMPANY LTD | Nicosia, Cyprus | Holding company |  | 50% | 50%

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Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025

Investee of :
1: Intralot Global Securities B.V. | 6: Intralot Betting Operations (Cyprus) LTD | 11: Intralot Inc
2: Intralot Holdings International LTD | 7: Intralot Australia PTY LTD | 12: Intralot Nederland B.V.
3: Intralot International LTD | 8: Intralot Iberia Holdings S.A. | 13: Tecno Accion Salta S.A
4: Intralot Operations LTD | 9: Intralot US Securities B.V. | 14: INTELTEK INTERNET AS
5: Intralot Global Holdings B.V. | 10: Intralot US Holdings B.V. | 15:INTRALOT HOLDINGS UK LTD

The standalone annual financial statements of the most important subsidiaries of the Group (not listed on a stock exchange) are posted on the Bally’s Intralot website (www.intralot.com) pursuant to article 1 of the Board of Directors' decision 8/754/14.04.2016 of the Hellenic Capital Market Commission. On 31/12/2025, the Group or its subsidiaries did not have any significant contractual or statutory restrictions on their ability to access or use the assets and settle the liabilities of the Group. I. Acquisitions During the first half of 2025, the Group, through its 100% subsidiary in the Netherlands, Intralot Global Holdings B.V., proceeded with the acquisition of an 80% stake in Intralot Brasil Ltd., a company expected to operate in the development and provision of technological solutions for local lottery markets. The consideration paid amounted to €355 thousand. On October 10, 2025, the Group completed the acquisition of Bally’s International Interactive (BII) from Bally’s Corporation, with a total consideration of €1,53 billion in cash and 873.707.073 newly issued shares. BII is a leading iGaming services provider, with a historically strong market presence in the United Kingdom, maintaining a market share of approximately 14–15% since 2020, and ranking as the second largest online casino operator in the UK. For further information, please refer to Note 2.19. II. New Companies of the Group The Group established a new subsidiary, Intralot Holdings UK Limited (“IHUK”), a 100% subsidiary of Bally’s Intralot S.A. The investment in IHUK was carried out through a share capital increase, which was funded by €290 million in cash and €1,0 billion through a non-cash contribution. The non-cash contribution relates to the transfer of shares representing a 43% interest in Bally’s International Interactive, previously held by the Company. In addition, the Group established Intralot Canada Ltd, which will operate in the field of technology and support services. III. Changes in ownership percentage / Consolidation method change During the year 2025, there was no change in the percentage of ownership. 244
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 IV. Subsidiaries’ Share Capital Increase / Decrease On 12 March 2025 and 9 December 2025, the Company participated in share capital increases of its subsidiary in Cyprus, Intralot Holdings International Ltd, amounting to €150 thousand and €580 thousand, respectively. On 12 March 2025, the Group’s subsidiary in Malta, Maltco Lotteries Ltd, proceeded with a share capital reduction and return to Intralot Global Holdings B.V., through the distribution of 250.711 shares with a nominal value of €2,329373 each, totaling €584 thousand, with no change in the ownership percentage. On 28 April 2025, the Company participated in a share capital increase of its subsidiary in Cyprus, Betting Company Cyprus Ltd, amounting to €80 thousand. On 5 August 2025, Intralot Global Holdings B.V. participated in a share capital increase of Karenia Enterprises Company Ltd, which is accounted for under the equity method, amounting to €450 thousand (450 shares with a nominal value of €1,71 each, issued at a price of €1.000 per share). On 19 November 2025, the Group, through Intralot Global Holdings B.V., disposed of its entire shareholding in Karenia Enterprises Company Ltd for a total consideration of €8 million. The difference between the consideration and the carrying amount of the investment, amounting to €2,16 million, has been recognized in the Group’s statement of profit or loss (Note 2.11). Regarding the capital increase in the newly established Intralot Holdings UK Limited (IHUK) by Bally’s, please refer to the section “New Group Companies” above. V. Strike off - Disposal of Group Companies The Group did not completed the liquidation or the disposal of any company during 2025. VI. Discontinued Operations The Group did not recognize any discontinued operations during the year 2025. VII. Companies merge The Company did not complete any merger during 2025. X. Material partly owned subsidiaries: Provided below is financial information regarding subsidiaries which have significant non-controlling 245
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Interests:

Proportion of equity interest held by non-controlling interests:
Subsidiary Name | Country of incorporation and operation | Geographic operating segment | 31/12/2025 | 31/12/2024
BILYONER INTERAKTIF HIZMELTER AS GROUP | Turkey | Other Countries | 49,99% | 49,99%
MALTCO LOTTERIES LTD | Malta | European Union | 27,00% | 27,00%
DC09 LLC | USA | America | 51,00% | 51,00%
TECNO ACCION S.A. | Argentina | America | 49,99% | 49,99%
TECNO ACCION SALTA S.A. | Argentina | America | 49,99% | 49,99%

Accumulated balances of material non-controlling interests per subsidiary:

Subsidiary Name | 31/12/2025 | 31/12/2024
BILYONER INTERAKTIF HIZMELTER AS GROUP | 22.061 | 24.540
MALTCO LOTTERIES LTD | 58 | 303
DC09 LLC | -5.146 | -5.110
TECNO ACCION S.A. | 4.219 | 3.455
TECNO ACCION SALTA S.A. | 1.160 | 1.190

Profit allocated to material non-controlling interests per subsidiary:

Subsidiary Name | 1/1- 31/12/2025 | 1/1- 31/12/2024
BILYONER INTERAKTIF HIZMELTER AS GROUP | 1.703 | 9.120
MALTCO LOTTERIES LTD | -29 | 364
DC09 LLC | -839 | -999
TECNO ACCION S.A. | 2.151 | 2.259
TECNO ACCION SALTA S.A. | 1.230 | 1.056

Below are presented the standalone condensed financial statements per geographical operating area pursuant to IFRS. This information is based on amounts before elimination entries:

Condensed statement of profit or loss for the period 1/1- 31/12/2025
European Union | MALTCO LOTTERIES LTD
Sales Proceeds | 0
Gross Profit/ (loss) | -5
EBITDA | -108
Profit / (loss) before tax | -108
Tax | 0
Profit / (loss) after tax | -108
Other comprehensive income after tax | 0
Total comprehensive income after tax | -108
Attributable to non-controlling interest | -29
Dividends paid to non-controlling interest | 0

Condensed statement of profit or loss for the period 1/1- 31/12/2025
America | TECNO ACCION S.A. | TECNO ACCION SALTA S.A. | DC09 LLC
Sales Proceeds | 15.077 | 35.939 | 0
Gross Profit/ (loss) | 7.027 | 4.717 | -771

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Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025

Condensed statement of profit or loss for the period 1/1- 31/12/2025
America | TECNO ACCION S.A. | TECNO ACCION SALTA S.A. | DC09 LLC
Sales Proceeds | 15.077 | 35.939 | 0
Gross Profit/ (loss) | 7.027 | 4.717 | -771
EBITDA | 6.112 | 3.686 | 0
Profit / (loss) before tax | 4.818 | 4.107 | -1.645
Tax | -1.621 | -1.713 | 0
Profit / (loss) after tax | 3.197 | 2.394 | -1.645

0 0

Other comprehensive income after tax | -2.345 | -588 | 1.574
Total comprehensive income after tax | 852 | 1.806 | -70
Attributable to non-controlling interest | 1.598 | 1.197 | -839
Dividends paid to non-controlling interest | 243 | 1.999 | 0

Condensed statement of profit or loss for the period 1/1- 31/12/2025
Other Countries | BILYONER INTERAKTIF HIZMELTER AS GROUP
Sales Proceeds | 59.593
Gross Profit/ (loss) | 46.022
EBITDA | 22.624
Profit / (loss) before tax | 8.121
Tax | -5.182
Profit / (loss) after tax | 2.939
Other comprehensive income after tax | -12.569
Total comprehensive income after tax | -9.630
Attributable to non-controlling interest | 1.470
Dividends paid to non-controlling interest | 2.839

Condensed statement of profit or loss for the period 1/1- 31/12/2024
European Union | MALTCO LOTTERIES LTD
Sales Proceeds | 0
Gross Profit/ (loss) | -21
EBITDA | 538
Profit / (loss) before tax | 537
Tax | 812
Profit / (loss) after tax | 1.349
Other comprehensive income after tax | 0
Total comprehensive income after tax | 1.349
Attributable to non-controlling interest | 364
Dividends paid to non-controlling interest | 0

Condensed statement of profit or loss for the period 1/1- 31/12/2024
America | TECNO ACCION S.A. | TECNO ACCION SALTA S.A. | DC09 LLC
Sales Proceeds | 14.688 | 36.923 | 0
Gross Profit/ (loss) | 4.730 | 4.462 | -930
EBITDA | 4.057 | 3.327 | 0
Profit / (loss) before tax | 1.932 | 3.303 | -1.960
Tax | -518 | -1.377 | 0
Profit / (loss) after tax | 1.413 | 1.926 | -1.960
Other comprehensive income after tax | -462 | -75 | -740

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Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025

Total comprehensive income after tax | 952 | 1.851 | -2.700
Attributable to non-controlling interest | 707 | 963 | -999
Dividends paid to non-controlling interest | 0 | 219 | 0

Condensed statement of profit or loss for the period 1/1- 31/12/2024
Other Countries | BILYONER INTERAKTIF HIZMELTER AS GROUP
Sales Proceeds | 76.194
Gross Profit/ (loss) | 63.133
EBITDA | 23.653
Profit / (loss) before tax | 11.150
Tax | 6.454
Profit / (loss) after tax | 17.604
Other comprehensive income after tax | -2.979
Total comprehensive income after tax | 14.625
Attributable to non-controlling interest | 8.802
Dividends paid to non-controlling interest | 5.708

Condensed statement of financial position as at 1/1- 31/12/2025
European Union | MALTCO LOTTERIES LTD
Non-current assets | 0
Current assets | 219
Non-current liabilities | 0
Current liabilities | -4
Total equity | 215
Attributable to: |
Equity holders of parent | 157
Non-controlling interests | 58

Condensed statement of financial position as at 1/1- 31/12/2025
America | TECNO ACCION S.A. | TECNO ACCION SALTA S.A. | DC09 LLC
Non-current assets | 2.931 | 455 | 4.752
Current assets | 9.214 | 6.064 | 0
Non-current liabilities | -808 | -248 | -17.758
Current liabilities | -3.194 | -3.657 | -113
Total equity | 8.143 | 2.615 | -13.119
Attributable to: |  |  |
Equity holders of parent | 3.924 | 1.456 | -7.972
Non-controlling interests | 4.219 | 1.159 | -5.147

Condensed statement of financial position as at 1/1- 31/12/2025
Other Countries | BILYONER INTERAKTIF HIZMELTER AS GROUP
Non-current assets | 34.696
Current assets | 22.281
Non-current liabilities | -59
Current liabilities | -12.796
Total equity | 44.122
Attributable to: |
Equity holders of parent | 22.061
Non-controlling interests | 22.061

248
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025

Condensed statement of financial position as at 1/1- 31/12/2024
Other Countries | BILYONER INTERAKTIF HIZMELTER AS GROUP
Non-current assets | 0
Current assets | 1.125
Non-current liabilities | 0
Current liabilities | -2
Total equity | 1.123
Attributable to: |
Equity holders of parent | 820
Non-controlling interests | 303

Condensed statement of financial position as at 1/1- 31/12/2024
America | TECNO ACCION S.A. | TECNO ACCION SALTA S.A. | DC09 LLC
Non-current assets | 3.280 | 437 | 6.213
Current assets | 7.572 | 5.109 | 0
Non-current liabilities | -1.048 | -330 | -19.134
Current liabilities | -3.190 | -2.541 | -127
Total equity | 6.615 | 2.675 | -13.049
Attributable to: |  |  |
Equity holders of parent | 3.160 | 1.486 | -7.938
Non-controlling interests | 3.455 | 1.189 | -5.111

Condensed statement of financial position as at 1/1- 31/12/2024
Other Countries | BILYONER INTERAKTIF HIZMELTER AS GROUP
Non-current assets | 47.549
Current assets | 19.625
Non-current liabilities | -215
Current liabilities | -17.879
Total equity | 49.081
Attributable to: |
Equity holders of parent | 24.542
Non-controlling interests | 24.538

Condensed cash flow information for the year ending 1/1- 31/12/2025
European Union | MALTCO LOTTERIES LTD
Operating activities | -106
Investing activities | 0
Financing activities | -800
Effect of exchange differences | 0
Net increase / (decrease) in cash and cash equivalents | -906

Condensed cash flow information for the year ending 1/1- 31/12/2025
America | TECNO ACCION S.A. | TECNO ACCION SALTA S.A. | DC09 LLC
Operating activities | 2.882 | 3.774 | 0
Investing activities | -1.098 | -107 | 0
Financing activities | -658 | -4.380 | 0
Effect of exchange differences | -575 | -768 | 0
Net increase / (decrease) in cash and cash equivalents | 551 | -1.481 | 0

249
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025

Condensed cash flow information for the year ending 1/1- 31/12/2025
Other Countries | BILYONER INTERAKTIF HIZMELTER AS GROUP
Operating activities | 22.467
Investing activities | 2.239
Financing activities | -11.802
Effect of exchange differences | -3.872
Net increase / (decrease) in cash and cash equivalents | 9.032

Condensed cash flow information for the year ending 1/1- 31/12/2024
European Union | MALTCO LOTTERIES LTD
Operating activities | 1.286
Investing activities | 0
Financing activities | -2.003
Effect of exchange differences | 0
Net increase / (decrease) in cash and cash equivalents | -717

Condensed cash flow information for the year ending 1/1- 31/12/2024
America | TECNO ACCION S.A. | TECNO ACCION SALTA S.A. | DC09 LLC
Operating activities | 1.161 | 1.926 | 0
Investing activities | -151 | -6 | 0
Financing activities | -261 | -563 | 0
Effect of exchange differences | -460 | -131 | 0
Net increase / (decrease) in cash and cash equivalents | 289 | 1.226 | 0

Condensed cash flow information for the year ending 1/1- 31/12/2024
Other Countries | BILYONER INTERAKTIF HIZMELTER AS GROUP
Operating activities | 13.805
Investing activities | -9.505
Financing activities | -8.993
Effect of exchange differences | -3.307
Net increase / (decrease) in cash and cash equivalents | -7.999

ΧΙ. Investments in companies consolidated with the equity method: i) Investment in Associates & Join Ventures The Group has significant influence over the associates and joint ventures below. The Group consolidates these associate companies with the equity consolidation method. In addition, the Group owns 50% of Karenia Enterprises Co Ltd, a Cyprus-based joint venture, and consolidates it from January 2018 using the equity method applying IFRS 11 "Joint Arrangements”. During the year, the Group disposed of its entire interest in Karenia Enterprises Co. Ltd for a total consideration of €8 million. The difference between the consideration received and the carrying amount of the investment, amounting to €2.16 million, has been recognised in the Group’s statement of profit or loss (Note 2.11). The following table illustrates the summarized financial information of the Group’s investment in associates and joint ventures: 250
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025

GROUP INVESTMENT IN ASSOCIATES AND JOINT VENTURES |  |  |
| Country | 31/12/2025 | 31/12/2024
LOTRICH INFORMATION Co LTD | Taiwan | 40% | 40%
TECNO ACCIÓN SALTA S.A. – END POINT S.A. - UNION TRANSITORIA | Argentina | 18% | 18%
INTRALOT SOUTH AFRICA LTD | S. Africa | 28% | 28%
KARENIA ENTERPRISES COMPANY LTD | Cyprus | 50% | 50%

Condensed statement of financial position as at 31/12/2025 | LOTRICH INFORMATION Co LTD | KARENIA ENTERPRISES COMPANY LTD
Non-current assets | 238 | 20.251
Current assets | 15.845 | 257
Non-current liabilities | 0 | 0
Current liabilities | -1.237 | -176
Total equity | 14.846 | 20.331 0
Group’s investment book value | 5.757 | 9.694

Condensed statement of financial position as at 31/12/2024 | LOTRICH INFORMATION Co LTD | KARENIA ENTERPRISES COMPANY LTD
Non-current assets | 309 | 19.501
Current assets | 25.607 | 54
Non-current liabilities | 0 | 0
Current liabilities | -9.973 | -164
Total equity | 15.943 | 19.391
Group’s investment book value | 6.196 | 9.694

Condensed statement of profit or loss for the period 1/1- 31/12/2025 | LOTRICH INFORMATION Co LTD | KARENIA ENTERPRISES COMPANY LTD
Sales Proceeds | 4.320 | 0
Gross Profit/ (loss) | 1.634 | 0
EBITDA | 861 | -23
Profit / (loss) before tax | 586 | 40
Tax | -117 | 0
Profit / (loss) after tax | 469 | 40
Other comprehensive income after tax | -1.186 | 0
Total comprehensive income after tax | -717 | 40
Profit / (loss) from equity method consolidations | 188 | 20
Dividends received by the Group from the associates | -474 | 0

251
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025

Condensed statement of profit or loss for the period 1/1- 31/12/2024 | LOTRICH INFORMATION Co LTD | KARENIA ENTERPRISES COMPANY LTD
Sales Proceeds | 25.068 | 0
Gross Profit/ (loss) | 1.462 | 0
EBITDA | 683 | -16
Profit / (loss) before tax | 532 | 14
Tax | -106 | 0
Profit / (loss) after tax | 426 | 14
Other comprehensive income after tax | -141 | 0
Total comprehensive income after tax | 285 | 14
Profit / (loss) from equity method consolidations | 170 | 7
Dividends received by the Group from the associates | -196 | 0

Reconciliation of the condensed financial statements with the carrying amount of the investment:

| LOTRICH INFORMATION Co LTD | KARENIA ENTERPRISES COMPANY LTD
Carrying amount of Investment as of 31/12/2023 | 6.278 | 8.927
Profit / (Loss) after taxes of the period | 170 | 7
Other Comprehensive Income after tax of the period | -59 | 0
Dividends | -196 | 0
Share Capital Increase | 0 | 760
Impairment provision | 0 | 0
Other | 0 | 0
Carrying amount of Investment as of 31/12/2024 | 6.193 | 9.694
Profit / (Loss) after taxes of the period | 188 | 20
Other Comprehensive Income after tax of the period | -471 | 0
Dividends | -152 | 0
Share Capital Increase | 0 | 0
Προσθήκες / εισφορά σε είδος | 0 | 450
Transfer to Assets Held for Sale | 0 | 0
Impairment provision | 0 | 0
Other | 0 | 0
Carrying amount of Investment as of 31/12/2025 | 5.757 | 10.165

252
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 B. Real Liens A subsidiary of the Group in Netherlands has an open credit line of €15,0 million for revolving facility and the issuance of guarantee letters, secured by financial assets. On 31/12/2025 the utilized letters of guarantee amounted to €0,2 million, which remain in effect as of 31/12/2025. In the Statement of Financial Position (line item ‘Trade and other short-term receivables’) of the Group and the Company as at 31 December 2025, restricted bank deposits amounting to €27.751 thousand (31/12/2024: €29.939 thousand) and €10.489 thousand (31/12/2024: €25.859 thousand), respectively, are included. Out of this amount, €10.471 thousand (31/12/2024: €24.191 thousand) relates to a bank guarantee securing a €130 million bond loan (Note 2.28). C. Provisions

GROUP | Litigation cases ¹ | Unaudited fiscal years and tax audit expenses ² | Other provisions ³ | Total provisions
Period opening balance | 3.773 | 0 | 8.607 | 12.380
Period additions | 205 | 0 | 1.052 | 1.257
Utilized provisions | -155 | 0 | -3.409 | -3.564
Unused provisions (note 2.19) | 0 | 11.175 | 189 | 11.364
Foreign exchange differences | 57 | 0 | -986 | -929
Period closing balance | 3.880 | 11.175 | 5.452 | 20.507
Long-term provisions | 3.635 | 0 | 4.157 | 7.792
Short-term provisions | 245 | 11.175 | 1.295 | 12.715
Total | 3.880 | 11.175 | 5.452 | 20.508

¹ Relate to litigation cases as analyzed in note 2.35A. ² Relate to provisions for the coverage of differences from future audits for income taxes and other taxes. It is expected to be used in the next 1-3 years. ³ Relate to provisions for risks none of which are individually material to the Group except from provisions for additional fees (bonus) and other employee benefits of the Group amounting to €1.560 thousand as well as provisions amounting to €814 thousand for earned winnings which relate to sports betting prices and guaranteed future numerical games jackpots. The Other provisions are expected to be used in the next 1-6 years.

COMPANY | Litigation cases ¹ | Unaudited fiscal years and tax audit expenses ² | Other provisions | Total provisions
Period opening balance | 3.560 | 0 | 0 | 3.560
Utilized provisions | 0 | 0 | 0 | 0
Period additions | 0 | 0 | 0 | 0
Foreign exchange differences | 115 | 0 | 0 | 115
Period closing balance | 3.675 | 0 | 0 | 3.675
Long-term provisions | 3.635 | 0 | 0 | 3.635
Short-term provisions | 40 | 0 | 0 | 40
Total | 3.675 | 0 | 0 | 3.675

¹ Relate to litigation cases as analyzed in note 2.35A. ² Relate to provisions for the coverage of differences from future audits for income taxes and other taxes. It is expected to be used in the next 1-3 years . 253
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 D. Personnel Employed During the period, the Group completed the acquisition of a subsidiary, which had a significant impact on employee-related figures. In particular, the average number of employees increased by approximately 1,033 persons due to the inclusion of the acquired entity’s personnel in the consolidated financial statements. Accordingly, the comparative information is not fully comparable with the prior period, as it has been affected by the business combination. As a result, the total number of employees of the Group as at 31 December 2025 amounted to 2.777 (of which 2.770 relate to the Company and its subsidiaries and 7 to associates), while the number of employees of the Company amounted to 426. At 31 December 2024, the Group employed 1.676 persons (Company/subsidiaries: 1.668; associates: 8), while the Company employed 416 persons. E. Related Party Disclosures Bally’s Intralot S.A. purchases goods and services and/or provides goods and services to various related companies, in the ordinary course of business. These related companies consist of subsidiaries, associates or other related companies which have common ownership and / or management with Bally’s Intralot SA as defined by IAS24. Below is a condensed report of the transactions for 2025 and the balances on 31/12/2025, As well as the comparative amounts as of 31/12/2024 of other related parties:

Amounts reported in thousands of € | GROUP | COMPANY
(total operations) | 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Income |  |  |  |
-from subsidiaries | 0 | 0 | 36.983 | 36.615
-from associates and joint ventures | 1.786 | 3.590 | 1.938 | 3.786
-from other related parties | 742 | 653 | 6 | 2
Expenses / Purchases of assets & inventories |  |  |  |
-to subsidiaries | 0 | 0 | 9.222 | 5.286
-to associates and joint ventures | 7.590 | 0 | 258 | 0
-to other related parties | 8.148 | 18.396 | 387 | 335
Receivables |  |  |  |
-from subsidiaries | 0 | 0 | 94.669 | 112.766
-from associates and joint ventures | 536 | 9.087 | 526 | 6.017
-from other related parties | 9.098 | 7.645 | 376 | 273
Doubtful Provisions |  |  |  |
-to subsidiaries | 0 | 0 | -221 | -221
-to associates and joint ventures | 0 | 0 | 0 | 0
-to other related parties | -1.305 | -849 | -242 | -242
Payables |  |  |  |
-to subsidiaries | 0 | 0 | 24.905 | 20.367
-to associates and joint ventures | 644 | 425 | 0 | 0
-to other related parties | 12.080 | 2.076 | 126 | 338
BoD and Key Management Personnel transactions and fees | 8.490 | 5.579 | 7.688 | 4.370
BoD and Key Management Personnel receivables | 0 | 0 | 0 | 0
BoD and Key Management Personnel payables | 0 | 0 | 0 | 0
(Α) The respective amounts are analyzed as follows: |  |  |  |
Total due from related parties(note 2.23) | 8.329 | 15.883 | 95.107 | 118.593
(less) long term portion (note 2.22) | 456 | 456 | 0 | 0
Short term receivables from related parties | 7.873 | 15.427 | 95.107 | 118.593

254
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025

(Β) The respective amounts are analyzed as follows: |  |  |  |
Total due to related parties (note 2.33) | 12.724 | 2.501 | 25.030 | 20.705
(less) long term debt | 0 | 0 | 0 | 0
(less) long term liabilities | 0 | 0 | 0 | 0
Short term payables to related parties (note 2.33) | 12.724 | 2.501 | 25.030 | 20.705

2.35 Contingent Liabilities, Assets and Commitments A. Litigation Cases a. In Colombia, Bally’s Intralot, on July 22, 2004, entered into an agreement with an entity called Empresa Territorial para la salud (“Etesa”), under which it was granted with the right to operate games of chance in Colombia. In accordance with terms of the abovementioned agreement, Bally’s Intralot has submitted an application to initiate arbitration proceedings against Etesa requesting to be recognized that there has been a disruption to the economic balance of abovementioned agreement to the detriment of Bally’s Intralot and for reasons not attributable to Bally’s Intralot and that Etesa to be compelled to the modification of the financial terms of the agreement in the manner specified by Bally’s Intralot as well as to pay damages to Bally’s Intralot (including damages for loss of profit) or alternatively to terminate now the agreement with no liability to Bally’s Intralot. The arbitration court adjudicated in favor of Etesa the amount of 23,6 billion Colombian pesos (approx. €5m ). The application for annulment of the arbitration award filed by Bally’s Intralot before the High Administrative Court was rejected on May 25, 2011. The Company filed a lawsuit before the Constitutional Court of Colombia which was rejected on December 18, 2012. On August 31, 2016, an application was served to the Company requesting to render the abovementioned arbitration decision as executable in Greece which was heard before the Athens One-Member First Instance Court and the decision issued accepted it. The Company filed an appeal against this decision which was rejected by the Athens Court of Appeals. The Company filed, before the Supreme Court, a cassation appeal against the decision of the Athens Court of Appeals which was rejected. The Company filed, before the Athens Court of Appeals, an application for the revocation of the above decision of the Athens Court of Appeals that rejected the appeal, which was also rejected and now the company examines the possibility of exercising further legal means. In Colombia, the Council of State issued recently a decision annulling prior administrative decisions and proceeded to the judicial liquidation at the amount of 50,908,326,934 Colombian pesos (approx. €11.6). The Company examines the possibility of challenging this liquidation amount. The Company has created relative provision in its financial statements part of which (€2,2m) has already been used for the payment to Etesa of a letter of guarantee amounting to 7.694.081.042 Colombian pesos. b. Against the subsidiary Intralot Holdings International Ltd., a shareholder of LOTROM SA and against LOTROM SA, other shareholders of LOTROM SA, Mr. Petre Ion filed a lawsuit before the competent court of Bucharest requesting that Intralot Holdings International Ltd to be obliged to purchase his shares in LOTROM SA for €2.500.000 and that LOTROM SA to be obliged to register in the shareholders book such 255
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 transfer. Following the hearing of September 28, 2010 a decision of the court was issued, accepting the lawsuit of the plaintiff. Intralot Holdings International Ltd and LOTROM SA filed an appeal which was rejected. The abovementioned companies further filed a recourse before the Supreme Court which was heard and rejected. Mr. Petre Ion initiated an enforcement procedure of the above decision in Romania. The companies will exercise legal means against the enforcement procedure according to the provisions of the Romanian laws. c. Mr. Petre Ion filed in Romania a lawsuit against Intralot Holdings International Ltd and LOTROM requesting to issue a decision to replace the share purchase contract of its shares in LOTROM SA for €2.500.000 (for which he had filed the above lawsuit) in order to oblige Intralot Holdings International Ltd a) to pay the amount of €400.000 as tax on the above price, b) to sign on the shareholders book for the transfer of the shares, c) to pay the price of the transfer and the legal costs. The Court of First Instance rejected Mr. Petre Ion’s lawsuit. Mr. Petre Ion filed an appeal which was heard on November 4, 2014 and was partially accepted. The Company filed an appeal against this decision which was rejected. Following postponements, the case was heard on June 10, 2016 and the respective first instance decision was issued on July 19, 2016; the lawsuit against LOTROM was rejected while it was accepted partially in respect to its part filed against Intralot Holdings International Ltd, obligating the latter to pay the amount of the purchase and the legal expenses. Both Intralot Holdings International Ltd and Mr. Petre Ion filed appeals against this decision which was heard and were rejected. The decision became final, while the application for cassation filed by Intralot Holdings International Ltd was rejected. While since 2018 there has been no action by the plaintiff, at the beginning of 2021 it was notified to Intralot Holdings International Ltd that, following a unilateral petition of the plaintiff (ex parte procedure, i.e. without Intralot Holdings International Ltd to be summoned and represented), a decision was issued by the Cypriot court appointing Bank of Cyprus as custodian of the amount of the account held by Intralot Holdings International Ltd in that bank, as precautionary measure to ensure the payment of the claim of the plaintiff pursuant to the decision of the courts of Romania. This decision has been rendered enforceable in Cyprus by the local court in October 2020 also without any knowledge of Intralot Holdings International Ltd. since the same unilateral procedure ex parte had been followed by the plaintiff. After being informed on the above, Intralot Holdings International Ltd objected before the court of Cyprus which, on July 23, 2021, didn’t accept its arguments. Intralot Holdings International Ltd filed an appeal against this decision before the competent courts of Cyprus which is pending. Intralot Holdings International Ltd considers that has valid grounds to deny the execution of the decision in Cyprus. d. In Romania, the tax authority imposed to the subsidiary LOTROM SA, following a review, an amount RON 3.116.866 (approx. €600 thousand) relating to tax differences (VAT) of the period 2011-2016. The company paid the amount of RON 2.880.262, while the remaining amount was counterbalanced with VAT amount owed to the company. The company filed before the local tax authority an appeal for the return of the amount of RON 3.116.866 (approx. €600 thousand) which was rejected; the company filed a lawsuit before the 256
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 competent courts in Romania which has been scheduled to be heard, following postponements, on March 13, 2026. e. On July 30, 2012, Bally’s Intralot filed before the Athens Multi-member Court of First Instance a lawsuit against the company “Hellenic Organization of Horse Racing S.A.” (ODIE) requesting the payment of the amount of €2.781.381,15 relating to system maintenance services provided but not paid. The case was heard on May 6, 2015 and a decision was issued accepting Intralot’s lawsuit in full. ODIE filed an appeal against this decision was heard on November 1, 2018 before the Athens Court of Appeal and was rejected with decision no. 3153/2019 of the Athens Court of Appeal. The decision has not been further appealed and, therefore, has become final and irrevocable. Moreover, Bally’s Intralot filed a recourse to the arbitration panel on August 13, 2012 against the same company ODIE requesting the payment of the amount of €9.551.527,34 relating to operational services of integrated system provided but not paid. The arbitration was concluded on March 1, 2013 and the arbitration decision no 27/2013 was issued vindicating Bally’s Intralot and compelling ODIE to pay to Bally’s Intralot the total amount requested (€9.551.527,34). Bally’s Intralot has not been notified of any legal remedy against the above arbitral decision. Furthermore, on March 20, 2014, Bally’s Intralot filed before the Athens Multi-member Court of First Instance a lawsuit against ODIE requesting the payment of the amount of €8.043.568,69 which is owed to it pursuant to the “Agreement of Maintenance and Operation of the System of the Mutual Betting on Horse Races of ODIE” dated March 6, 2012. The decision issued accepted the lawsuit. ODIE filed an appeal which was rejected by the Athens Court of Appeals in December 2019 with decision no 6907/2019. This Court of Appeals became final. In order to secure its claims, Intralot: a) by virtue of the above arbitration decision, has already recorded on the mortgage books of the Land Registry Office of Kropia a mortgage on a land property of ODIE (already under liquidation) and specifically on the property where the Horse Racetrack of Athens in Markopoulo Attica is operating, and on the buildings thereupon, for an amount of €11.440.655,35 plus interests and expenses. b) by virtue of the decision no 2209/2014 of the Athens Single Member Court of First Instance, has already recorded on the mortgage books of the Land Registry Office of Kropia, a note of mortgage on the same real estate of ODIE for an amount of €9.481.486,11, which: (a) by virtue of the above decision no. 3153/2019 of the Athens Court of Appeal, partially turned to a mortgage for the total amount adjudicated, i.e. for the amount of €2.781.381,15 and (b) by virtue of the above decision no. 6907/2019 of the Athens Court of Appeal, also turned to a mortgage for the remaining amount of the note of mortgage, i.e. for €6.700.104,96. Therefore, the abovementioned note of mortgage has now been turned into mortgage in total (that is for €9.481.486,11, plus interests and expenses). c) advanced the procedure of compulsory execution against ODIE in order to execute its claims. 257
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 The confiscation on the above land property of ODIE in Markopoulo Attica imposed in the frame of the abovementioned procedure of compulsory execution against ODIE, was reversed with the consent of Bally’s Intralot on December 15, 2015 in execution of the terms of the agreement dated November 24, 2015 between Bally’s Intralot and ODIE which settled the payment of all above claims of Intralot. Pursuant to this agreement, ODIE assigned to Bally’s Intralot 2/3 of the rent which it will receive from the lease agreement relating to that real estate to the company “Ippodromies SA”. The assigned rent amounts were paid to Intralot, however, on January 30, 2024, “Ippodromies SA” notified Bally’s Intralot on the termination of the lease agreement with ODIE with effective date April 1, 2024 and since then the payment of the assigned rent amount stopped. The liquidator of ODIE has already proceeded with the process of the sale of the abovementioned property of ODIE in Markopoulo Attica on which the above encumbrances have been registered in favor of Bally’s Intralot which precede all other possible third-party encumbrances, through a voluntary auction that took place on March 28, 2025. The only bidder offered the amount of €19,3m and Bally’s Intralot has announced its claims to the liquidator while the process for the conclusion of the liquidation is pending. Additionally, without the above decisions and encumbrances being affected, Bally’s Intralot filed before the Athens Multi Member Court of First Instance a lawsuit dated March 8, 2021 against ODIE (under liquidation), the company “Hellenic Republic Asset Development Fund SA” (HRADF) and the Greek State, requesting to be recognized that the above agreement is binding, in addition to ODIE, for HRADF and the Greek State, to oblige all defendants to pay to Bally’s Intralot €487.079,32 and to be recognized that all defendants are obliged to pay to Bally’s Intralot the total amount of €4.747.489,91, while HRADF and the Greek State the amount of €12.676.846,6. The case was heard on September 22, 2022 and the decision issued rejected the lawsuit. The company filed an appeal which was rejected. The Company has filed an appeal before the Supreme Court. The Management assesses that, based on the aforementioned legal actions undertaken, the claim is deemed secured with respect to the portion of the auction proceeds attributable to it, while in relation to the remaining portion the Company has made respective provision. f. In Cyprus, the National Betting Authority had suspended the Class A license of the company Royal Highgate Pcl Ltd in which the Company has an indirect participation of approx. 35,08%, initially for a period of two months, alleging non-compliance of Royal Highgate Pcl Ltd with specific terms of the license. Royal Highgate Pcl Ltd considering that those requested by the National Betting Authority are beyond the provisions of the law, filed a recourse before the competent administrative court of Nicosia which was heard on March 30, 2018. The decision issued rejected the recourse for typical reasons. Royal Highgate Pcl Ltd filed an appeal against this decision which has been heard, following postponement, on March 8, 2021 and was rejected for the same typical reasons. Royal Highgate Pcl Ltd filed a complaint application in relation to that case before the European Court of Human Rights which was rejected. In parallel, Royal Highgate Pcl Ltd had filed three more recourses against decisions of the National Betting Authority relating to the suspension of the license of Royal Highgate Pcl Ltd. Following withdrawal of two of the three recourses, the 258
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 third one has been heard in April 2025 and was rejected; Royal Highgate Pcl Ltd. filed an appeal which is pending. The National Betting Authority started the procedure for the revocation of the license of Royal Highgate Pcl Ltd and the latter submitted its arguments on November 30, 2018 without any further actions from the National Betting Authority. On December 31, 2018, the contractual term of the license of Royal Highgate Pcl Ltd expired. Until April 16, 2026 apart from the legal issues for which a provision has been recognized, the Group Management estimates that the rest of the litigations will be finalized without a material effect on the Group’s and the Company’s financial position and results. B. Fiscal Years Unaudited by the Tax Authorities Ι. COMPANY AND SUBSIDIARIES

COMPANY | YEARS | COMPANY | YEARS
INTRALOT S.A. | 2022-2025 | TECNO ACCION S.A. | 2018-2025
BETTING COMPANY S.A. | 2019-2023 | TECNO ACCION SALTA S.A. | 2018-2025
BETTING CYPRUS LTD | 2023-2025 | MALTCO LOTTERIES LTD | 2024-2025
INTRALOT IBERIA HOLDINGS SA | 2021-2025 | INTRALOT NEW ZEALAND LTD | 2013 & 2017-2025
INTRALOT CHILE SPA | 2022-2025 | INTRALOT GERMANY GMBH | 2019-2025
INTELTEK INTERNET AS | 2020-2025 | INTRALOT FINANCE UK LTD | 2024-2025
BILYONER INTERAKTIF HIZMELTER AS GROUP | 2023-2025 | INTRALOT BETTING OPERATIONS (CYPRUS) LTD | 2023-2025
INTRALOT MAROC S.A. | 2023-2025 | ROYAL HIGHGATE LTD | 2021-2025
LOTROM S.A. | 2017-2025 | INTRALOT IRELAND LTD | 2021-2025
INTRALOT GLOBAL SECURITIES B.V. | 2016-2025 | INTRALOT GLOBAL OPERATIONS B.V. | 2016-2025
INTRALOT CAPITAL LUXEMBOURG S.A. | 2020-2025 | INTRALOT SOUTH AFRICA LTD | 2024-2025
INTRALOT ADRIATIC DOO | 2015-2025 | INTRALOT CYPRUS GLOBAL ASSETS LTD | 2023-2025
INTRALOT GLOBAL HOLDINGS B.V. | 2016-2025 | ΙΝTRALOT HOLDINGS INTERNATIONAL LTD | 2022-2025
INTRALOT US SECURITIES B.V. | 2021-2025 | INTRALOT INTERNATIONAL LTD | 2022-2025
INTRALOT US HOLDINGS B.V. | 2021-2025 | INTRALOT OPERATIONS LTD | 2022-2025
INTRALOT INC | 2021-2025 | NETMAN SRL | 2017-2025
DC09 LLC | 2021-2025 | INTRALOT BUSINESS DEVELOPMENT LTD | 2022-2025
INTRALOT TECH SINGLE MEMBER S.A. | 2020-2025 | INTRALOT DE COLOMBIA (BRANCH) | 2020-2025
INTRALOT NEDERLAND B.V. | 2016-2025 | INTRALOT AUSTRALIA PTY LTD | 2021-2025
INTRALOT BENELUX B.V. | 2018-2025 | INTRALOT GAMING SERVICES PTY | 2021-2025
BALLYS (NEWCASTLE) LIMITED | 2021-2025 | BALLYS ESTONIA OU | 2022-2025
BALLYS FINANCE CORPORATION LIMITED | 2021-2025 | BALLY'S HOLDINGS LIMITED | 2023-2025
BALLY'S HOLDINGS UK LIMITED | 2021-2025 | GAMES SPAIN OPERATIONS S.A.U. | 2021-2025
DEGREE 53 LIMITED | 2021-2025 | GAMESYS GROUP (HOLDINGS) LIMITED | 2021-2025
GAMESYS GROUP LIMITED | 2021-2025 | GAMESYS JERSEY LIMITED | 2021-2025
GAMESYS LIMITED | 2021-2025 | GAMESYS NETWORK LIMITED | 2020-2025
GAMESYS OPERATIONS LIMITED | 2020-2025 | GAMESYS SPAIN S.A.U. | 2021-2025
HORSES MOUTH LIMITED | 2020-2025 | INTRALOT HOLDINGS UK LIMITED | 2025
JPJ HOLDING II LIMITED | 2023-2025 | JPJ OPS SPAIN S.A.U. | 2021-2025
MICE AND DICE LIMITED | 2021-2025 | PLAY SPAIN CASINO S.A.U. | 2025
SOLID INNOVATIONS LIMITED | 2020-2025 | INTRALOT BRASIL LTDA | 2025
INTRALOT CANADA LTD | 2025 |  |

259
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Pending Tax Cases of the parent company During the tax audit for the fiscal year 2011, which was completed in 2013, taxes were assessed from accounting differences, plus surcharges amounting to €3,9 million. The company filed administrative appeals against the relevant tax audit reports, resulting in a reduction of the taxes to €3,34 million. The company filed new appeals in the Greek Administrative Courts, which did not rule in its favor and filed a petition for annulment before the Council of State (CoS), which accepted the annulment petition and referred the case back for substantial judgment to the Administrative Court of Appeal. The case was heard on November 7, 2024, and the decision was issued on February 27, 2025, which awards the Company an amount of €2,97 million. The Company had paid all the taxes. The Company submitted a Request for Correction of the decision of the Administrative Court of Appeal, as well as a Petition for Cassation before the Council of State regarding the decision issued by the Administrative Court of Appeal, seeking the return of the €2,97 million awarded on 27/2/2025 together with statutory interest. The total amount of €2,97 million was reimbursed to the Company in May 2025. During the tax audit for the fiscal year 2013, as well as the partial re-audit of the fiscal years 2011 and 2012, taxes, VAT, fines, and surcharges totaling €15,7 million were assessed. The company filed administrative appeals against the relevant audit reports, resulting in a reduction of the taxes to €5,4 million. The company filed six appeals before the Athens Three-Member Administrative Court of Appeal against decisions of the Dispute Resolution Directorate of the Independent Authority for Public Revenue (AADE) that rejected its administrative appeals, seeking their annulment. Three appeals were filed for an amount of €4,6 million. A decision was issued for one appeal (assessed amount of €386 thousand) rejecting the appeal, and a petition for annulment was filed before the CoS, which is still pending. For the other two appeals (following their separation), four decisions were issued. Specifically, the first decision reduced the fine from €216 thousand to €2,5 thousand, the second annulled a fine of €2 thousand, the third determined the company's net profits at €3,85 million, reduced by €104 thousand (a petition for annulment has already been filed before the CoS, which is still pending), and the fourth rejected the appeal, with the company considering filing a petition for annulment before the CoS. Additionally, for an amount of €782 thousand, three appeals were filed, and court decisions were issued, according to which: (a) the first appeal was partially accepted, and the assessed amount of €260 thousand was reduced by the court to €2,5 thousand, (b) the second appeal (assessed amount of €146 thousand) was partially accepted and reduced by €135 thousand, and (c) the third appeal (assessed amount of €376 thousand) was rejected. Legal actions were taken against the last two decisions before the CoS, which are still pending. It should be noted that all the assessed amounts have already been paid by the company, and therefore, the final outcome of the appeals will not result in any additional cash burden for the company. Also, during the tax audit for the fiscal years 2014 & 2015, which was completed in 2020, taxes from accounting differences plus surcharges amounting to €353 thousand were assessed. The company filed an administrative appeal against the relevant audit reports, resulting in a reduction of the taxes to €301 thousand. The company filed appeals with the Administrative Court of Appeal against decisions of the Dispute Resolution Directorate of AADE that rejected its administrative appeals, 260
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 seeking their annulment. The appeals were heard on 19/1/2022, and the taxes were reduced by €132 thousand. The company filed legal actions before the CoS, which are still pending. The company's management and legal advisors believe that the case has high chances of success in most aspects at the highest judicial level. The company has already paid the entire assessed amount of taxes and surcharges and has made adequate provisions. The company has filed appeals before the Administrative Courts for the years 2017, 2018, 2019, 2020, 2021& 2023, following the rejection of its administrative appeals by the Dispute Resolution Directorate for the aforementioned years. The company is claiming a refund of foreign withholding taxes totaling €4,87 million, relating to countries with which Greece has signed a Double Taxation Avoidance Agreement (DTAA), in accordance with decision No. 651/2020 of the CoS. Finally, the Company submitted its income tax return for the 2024 tax year with a reservation and is claiming a refund of foreign withholding taxes amounting to €605 thousand, related to countries with which Greece has signed a Double Taxation Avoidance Agreement (DTAA), in accordance with decision No. 651/2020 of the Council of State. The Dispute Resolution Directorate rejected the administrative appeal on 20/02/2026, and the Company is currently in the process of filing an appeal before the Administrative Courts. Within the framework of Law 4174/2013, Article 65A, and POL.1124/2015, INTRALOT S.A., INTRALOT TECH S.A., have obtained tax compliance certificates for the fiscal years up to and including 2024, while Betting Company S.A. up to fiscal year 2023. Pending Tax Cases of Affiliates The tax audit for the years 2021–2022 has been completed at Bilyoner İnteraktif Hizmetler AŞ, and the Company has filed lawsuits for fines amounting TL 171 thousand (€4 thousand), and TL 1.791 thousand (€38 thousand), respectively. The lawsuit was concluded favorably for the Company. A tax audit is currently in progress for the fiscal year 2023. At Intralot Germany GMBH, a tax audit is underway for the years 2019 – 2022. ΙΙ) ASSOCIATE COMPANIES & JOINT VENTURES

Company | Years
LOTRICH INFORMATION Co LTD | 2024-2025
KARENIA ENTERPRISES COMPANY LTD | 2023-2025
TECNO ACCIÓN SALTA S.A. – END POINT S.A. - UNION TRANSITORIA | 2020-2025
GANYAN INTERACTIF HIZMETLER A.S. | 2024-2025

261
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 C. Commitments I. Guarantees The Company and the Group on December 31, 2025 had the following contingent liabilities from guarantees for:

| GROUP | COMPANY
| 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024
Bid | 876 | 110 | 766 | 0
Performance | 142.044 | 126.245 | 6.829 | 6.139
Financing | 200 | 200 | 200 | 200
Other | 1.259 | 2.516 | 0 | 0
Total | 144.379 | 129.072 | 7.795 | 6.339

| GROUP
| 31/12/2025 | 31/12/2024
Guarantees issued by the parent and subsidiaries: |  |
-to third party | 144.379 | 129.072
Total | 144.379 | 129.072

| COMPANY
| 31/12/2025 | 31/12/2024
Guarantees issued by the parent: |  |
- to third party on behalf of subsidiaries | 0 | 0
- to third party on behalf of the parent | 7.795 | 6.339
Total | 7.795 | 6.339

Beneficiaries of Guarantee on 31/12/2025: BID: Magnum Corporation Sdn Bhd Performance: Centre Monetique Interbancaire (CMI), City of Torrington WY, District of Columbia,Georgia Lottery Corporation, Idaho State Lottery, Louisiana Lottery Corpotation, Meditel Telecom SA, Milli Piyango Idaresi, New Hampsire Lottery Commision, New Mexico Lottery Authority, Polla Chilena de Beneficencia S.A., Spor Toto, State of Montana, Ohio Lottery Commission, Town of Greybull, Town of Jackson, City of Gillette, Wyoming Lottery Corporation, D106 Dijital, Bogazici Kurumlar Vergi Dairesi, Ankara 18 Icra, Asia Property AU 1 Pty Ltd ,Qube Subiaco Development Pty Ltd, Gebze Icra Mudurlugu, The Crown in right of the State of Victoria , Allwyin Illinois ,SİSAL,TVF,İSTANBUL 12., State of Arkansas, Maryland Lottery and Gaming Control Agency, Georgia Lottery Corporation. Other: Magnum Corporation Sdn Bhd, Ohio Lottery Commission Minnesota State Lottery. 262
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 II. Other commitments The Group has contractual commitments for the purchase of telecommunication services for the interconnection of points of sale, as well as commitments relating to the development and distribution of electronic gaming products under a well-known trademark. The minimum future payments for the remaining contract duration on December 31, 2025 were:

GROUP | 31/12/2025 | 31/12/2024
Within 1 year | 4.844 | 2.052
Between 2 and 5 years | 12.597 | 0
Over 5 years | 0 | 0
Total | 17.441 | 2.052

As of December 31, 2025, the Group did not have material contractual commitments for acquisition of tangible and intangible assets. 2.36 Financial Risk Management Description of significant risks and uncertainties The Group's international activities create several financial risks in the Group's operation, due to constant changes in the global financial environment. The Group beyond the traditional risks of liquidity risk and credit risk also faces market risk. The most significant of these risks are currency risk and interest rate risk. The risk management program is a dynamic process that is constantly evolving and adapted according to market conditions and aims to minimize potential negative impact on financial results. The basic risk management policies are set by Group Management. The risk management policy is implemented by the Treasury Department of the Group which operates under specific guidelines approved by management. Credit risk The Group does not have significant credit risk concentration because of the wide dispersion of its customers and the fact that credit limits are set through signed contracts. The maximum exposure of credit risk amounts to the aggregate values presented in the financial position. In order to minimize the potential credit risk exposure arising from cash and cash equivalents, the Group sets limits regarding the amount of credit exposure to any financial institution. Moreover, in order to secure its transactions even more, the Group adopted an internal rating system, regarding credit rating evaluation, using the relevant financial indices. Liquidity risk Prudent liquidity management means maintaining adequate liquidity, funding ability through approved credit limits, and ability to repay liabilities. The Group has established specific policies to manage and monitor its liquidity in order to continuously have sufficient cash and liquid non-core assets that can meet its obligations. In addition, the Group has set up a system of monitoring and constant optimization of its operating and investing costs in the framework of its liquidity management policies. 263
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 The following tables summarize the maturity of the financial liabilities of the Group based on 31/12/2025 and 31/12/2024:

GROUP | 31/12/2025
Financial Liabilities: | 0-1 years | 2-5 years | > 5 years | Total
Creditors and other liabilities ¹ | 235.616 | 0 | 0 | 235.616
Other long-term liabilities ¹ | 0 | 53 | 0 | 53
Bonds & Bank Loans (Senior Notes) ² | 144.514 | 2.230.049 | 1.949 | 2.376.512
Other Loans and lease liabilities³ | 17.029 | 46.668 | 18.407 | 82.104
Total | 397.159 | 2.276.770 | 20.356 | 2.694.285

GROUP | 31/12/2024
Financial Liabilities: | 0-1 years | 2-5 years | > 5 years | Total
Creditors and other liabilities ¹ | 56.591 | 0 | 0 | 56.591
Other long-term liabilities ¹ | 0 | 69 | 0 | 69
Bonds & Bank Loans (Senior Notes) ² | 128.114 | 329.309 | 2.074 | 459.497
Other Loans and lease liabilities³ | 13.506 | 10.354 | 2.113 | 25.973
Total | 198.211 | 339.732 | 4.187 | 542.130

¹ Excluding “Deferred Income” and “Taxes” of notes 2.31 & 2.32 and refer to liabilities balances as of 31/12/2025 and 31/12/2024 as recognized in the relevant Statements of Financial Position, measured at amortized cost. ² They relate to the “Bank Loan ($230 million)” (as at 31/12/2025 this facility has been fully repaid), the “Syndicated Loan (€100 million)” (as at 31/12/2025 this facility has been fully repaid), the “Fixed Rate Bond Loan (€600 million)”, the “Floating Rate Bond Loan (€300 million)”, the “Bond Loan (€130 million)”, the “Long-term Loan (£400 million)”, the “Bank Loan (€200 million)” and the “Additional Financing” as disclosed in Note 2.28, and include the outstanding bond balances (principal outstanding), including future contractual interest until maturity, stated on an undiscounted basis. These amounts differ from the corresponding carrying amounts in the Statement of Financial Position, which are measured at amortised cost in accordance with IFRS. ³ They relate to the remaining borrowings (loans and finance lease liabilities) as disclosed in Note 2.28 (excluding the above-mentioned obligations) as at 31/12/2025 and 31/12/2024, and are presented as recognised in the respective Statements of Financial Position, measured at amortised cost.

COMPANY | 31/12/2025
Financial Liabilities: | 0-1 years | 2-5 years | > 5 years | Total
Creditors and other liabilities ¹ | 33.075 | 0 | 0 | 33.075
Other long-term liabilities ¹ | 0 | 10 | 0 | 10
Bonds & Bank Loans (Senior Notes) ² | 7.908 | 149.825 | 0 | 157.733
Other Loans and lease liabilities³ | 415 | 609 | 0 | 1.024
Total | 41.398 | 150.444 | 0 | 191.842

COMPANY | 31/12/2024
Financial Liabilities: | 0-1 years | 2-5 years | > 5 years | Total
Creditors and other liabilities ¹ | 25.862 | 0 | 0 | 25.862
Other long-term liabilities ¹ | 0 | 10 | 0 | 10
Bonds & Bank Loans (Senior Notes) ² | 105.975 | 157.733 | 0 | 263.708
Other Loans and lease liabilities³ | 318 | 494 | 0 | 812
Total | 132.155 | 158.237 | 0 | 290.392

¹ Excluding “Deferred Income” and “Taxes” of notes 2.31 & 2.32 and refer to liabilities balances as of 31/12/2025 and 31/12/2024 as recognized in the relevant Statements of Financial Position, measured at amortized cost. ² They relate to the “Syndicated Loan (€100 million)” (as at 31/12/2025 this facility has been fully repaid) and the “Bond Loan (€130 million)” as disclosed in Note 2.29, and include the outstanding bond balances (principal outstanding), including future contractual interest until maturity, stated on an undiscounted basis. These amounts differ from the corresponding carrying amounts in the Statement of Financial Position, which are measured at amortised cost in accordance with IFRS 9. ³ They relate to the remaining borrowings (loans and finance lease liabilities) as disclosed in Note 2.29 (excluding the above-mentioned obligations) as at 31/12/2025 and 31/12/2024, and are presented as recognised in the respective Statements of Financial Position, measured at amortised cost. 264
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Market Risk 1) Foreign Exchange risk Foreign exchange risk arises from changes in exchange rates affecting the Group’s foreign currency positions. The Group’s transactions are conducted in more than one currency; therefore, it is exposed to exchange rate fluctuations against its functional currency, the Euro. However, the Group’s activity across multiple countries provides diversification benefits, contributing to a more balanced portfolio and improved management of foreign exchange risk. This type of risk arises both from commercial transactions in foreign currencies and from investments in foreign operations. To manage this risk, the Group applies various strategies, such as hedging foreign exchange exposure through dividend receipts in foreign currencies from its subsidiaries abroad, as well as servicing loan agreements in currencies other than the Euro by subsidiaries whose functional currency matches the currency of the respective financing. The Group’s policy for managing foreign exchange exposure applies not only to the parent company but also to its subsidiaries. During 2025 and 2024, the Group did not enter into any foreign exchange hedging contracts.

Sensitivity Analysis in Currency movements amounts of the period 1/1-31/12/2025 (in thousand €)
Foreign Currency | Currency Movement | Movement Effect in Earnings before taxes | Effect in Equity
USD: | 5% -5% | 511 -462 | 399 -441
TRY: | 5% -5% | 427 -387 | -1.343 1.485
AUD | 5% -5% | 552 -499 | -196 216
ARS: | 5% -5% | 470 -425 | -260 -44
GBP | 5% -5% | 2.637 -2.386 | -2.635 -2.225

Sensitivity Analysis in Currency movements amounts of the period 1/1-31/12/2024 (in thousand €)
Foreign Currency | Currency Movement | Movement Effect in Earnings before taxes | Effect in Equity
USD: | 5% -5% | 192 -174 | 161 -178
TRY: | 5% -5% | 586 -530 | -1.040 1.110
AUD | 5% -5% | 680 -615 | -3 127
ARS: | 5% -5% | 276 -249 | 192 -212
GBP | 5% -5% | 0 0 | 0 0

265
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 2) Interest rate risk Interest rate risk is the risk that the fair value or the future cash flows of a financial instrument will fluctuate because of changes in market interest rates. The Group's activities are closely linked to interest rates because of investments and long and short-term borrowings. To manage this risk category, the Group uses financial hedging instruments in order to reduce its exposure to interest rate risk. The Group's policy on managing its exposure to interest rate risk affects not only the parent company but also its subsidiaries for their loans concluded in euros or local currency. The Group's exposure to the risk of changes in market interest rates relates primarily to long-term borrowings of the Group's floating rate. The Group also manages interest rate risk by having a balanced portfolio of loans with fixed and floating rate borrowings. On 31 December 2025, approximately 55% of the Group's borrowings are at a fixed rate (31/12/2024: 35%) with an average life of approximately 5,4 years. As a result, the impact of interest rate fluctuations in operating results and cash flows of the Group's operating activities is small.

Sensititivity Analysis in floating interest loan rates (amount of the period 1/1-31/12/2025) (thousands €)
Interest Rates Movement | Movement effect in Earnings before taxes | Effect in Equity
10% | -778 | -778
-10% | 360 | 360
5% | -493 | -493
-5% | 76 | 76

Sensititivity Analysis in floating interest loan rates (amount of the period 1/1-31/12/2024) (thousands €)
Movement effect in Earnings before taxes | Movement effect in Earnings before taxes | Movement effect in Earnings before taxes
10% | -1.182 | -1.182
-10% | 2.624 | 2.624
5% | -272 | -272
-5% | 1.659 | 1.659

3) High leverage risk The ability of Bally’s Intralot to raise significant additional debt to finance its operations and expansion depends on capital market conditions, including interest rate and the associated costs of new financing. In March 2024, Bally’s Intralot announced that the maturity of the loan agreement signed on 28 July 2022 by its U.S. subsidiary, Intralot, Inc. (amounting to $230 million), with KeyBank National Association acting as Administrative Agent and a syndicate of U.S. banks, was extended by one year to July 2026. On 10 October 2025, Bally’s Intralot announced the full repayment of this loan, including principal, fees, and interest. On 28 February 2024, the Group completed the issuance of a bond loan listed on the Athens Exchange, 266
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 amounting to €130 million (before issuance costs), maturing in February 2029. On 15 September 2025, a Bondholders’ Meeting approved, among other matters, the temporary waiver of financial covenant testing. Specifically, for a period of twelve (12) months from the completion date of the acquisition of Bally’s Holdings Limited by the Issuer (Bally’s Intralot), any breach of financial covenants will not constitute an Event of Default. On 28 March 2024, Bally’s Intralot completed the issuance and drawdown of a syndicated bond loan of €100 million, provided by a consortium of five Greek banks (original maturity June 2025). The proceeds were used in full to refinance the outstanding amount, including accrued interest, of the 5,250% notes maturing in September 2024. Following approval by the lending banks, the maturity of this facility was extended to 31 January 2026. On 8 October 2025, Bally’s Intralot announced the full repayment of this loan. On 25 September 2025, BALLY’S INTRALOT announced that €600.000.000 Senior Secured Notes due 2031 with a fixed interest rate of 6,750% per annum and €300.000.000 Senior Secured Floating Rate Notes due 2031, bearing interest at EURIBOR plus 4,50%, were issued through its wholly owned subsidiary Intralot Capital Luxembourg S.A. It is noted that the outstanding balance of this loan as at the date of approval of the Financial Statements amounted to €878 million, following repayments of €8,2 million on 28 February 2026 and €21,9 million on 15 April 2026. In the context of the refinancing of the €250 million notes bearing interest of 6,75% and maturing in 2021, a Supplemental Deed was signed on 3 August 2021 through Intralot Capital Luxembourg S.A., amending certain terms of the Indenture dated 16 September 2021. Among others, the interest rate on the principal was reduced to 0.001% per annum, the principal amount of the 2021 Notes was reduced by 18.00%, and the maturity was extended until 15 September 2050. The outstanding 2021 Notes continue to be guaranteed by the parent company and certain subsidiaries. It is noted that the outstanding balance of this supplemental financing as at the date of approval of the Financial Statements amounted to €2.1 million. On 8 October 2025, BALLY’S INTRALOT proceeded with the drawdown of a €200.000.000 Syndicated Bank Loan from a consortium of Greek banks, maturing in 2029 with a fixed interest rate of 7,00% per annum, through its wholly owned subsidiary Intralot Capital Luxembourg S.A. It is noted that the outstanding balance of this loan as at the date of approval of the Financial Statements amounted to €195,6 million, following a repayment of €7 million on 8 April 2026. On 8 October 2025, BALLY’S INTRALOT also proceeded with the drawdown of a £400.000.000 senior secured facility with institutional lenders, maturing in 2031, bearing interest at SONIA plus 5,50%, through its wholly owned subsidiary Intralot Holdings UK Ltd. If the Senior Secured Net Leverage Ratio (SSNLR) is less than or equal to 3,25, the interest rate is reduced to SONIA plus 5,25%. It is noted that the outstanding balance of this loan as at the date of approval of the Financial Statements amounted to £387,9 million, following repayments of £9,4 million on 8 January 2026 and £9,1 million on 8 April 2026. Adjusted Net Debt as at 31 December 2025 amounted to €.489,9 million compared to €334.2 million at the end of the previous year (Adjusted Net Debt is defined as Net Debt excluding the impact of restricted cash). This significant increase reflects the full restructuring of the Group’s financial structure in order to support the strategic acquisition of Bally’s International Interactive (BII). Management, taking into account the above, in combination with the continuous improvement in operating profitability expected to arise mainly from the performance of online 267
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 activities in the United Kingdom through Bally’s International Interactive (BII), considers that the high leverage risk is at manageable levels so as to ensure the maintenance of sound financial ratios and to support the Group’s operations. Environmental Sustainability Bally’s Intralot embodies environmental sustainability by identifying best practices and perform green initiatives that align with its' values, in order to reduce its' environmental footprint. Paper and energy consumption are the largest environmental impacts identified. Bally’s Intralot is committed to reducing the amount of waste and improve its' recycling rates. Additionally, it reduces the use of physical resources such as paper and ink by reducing printing within the offices. Bally’s Intralot is measuring its environmental impact in order to operate in a more sustainable way in the future. 2.37 Application of IAS 29 “Financial Reporting In Hyperinflationary Economies” The Group operates in Argentina through its two subsidiaries Tecno Accion SA and Tecno Accion Salta SA. Since the third quarter of 2018, the cumulative 3-year inflation index in Argentina has exceeded 100% and the country is now considered as a hyperinflationary economy for accounting purposes under IAS 29. The Group applied, for the first time in the nine months of 2018, IAS 29 and restated to current purchasing power in the financial statements (transactions and non-cash balances) of the above subsidiaries that use ARS as functional currency and present their financial statements at historical cost. The restatement was made using the (IPIM) Internal Index Wholesale Prices and applied pursuant to IAS 29, as if Argentina has always been a hyperinflationary economy. Since the first semester of 2022, the cumulative 3-year inflation index in Turkey has exceeded 100% and the country is now considered as a hyperinflationary economy for accounting purposes under IAS 29. The Group applied, for the first time in the six months of 2022, IAS 29 and restated to current purchasing power in the financial statements (transactions and non-monetary balances) of its subsidiaries BILYONER INTERAKTIF HIZMELTER AS GROUP and INTELTEK INTERNET AS that use TRY as functional currency and present their financial statements at historical cost. The result (after the relevant consolidation eliminations) from the restatement of the non-cash assets, liabilities and transactions of 2025 following the application of IAS 29 amounted to a loss of €2.954 thousand (31/12/2024: gain €6.311 thousand) and was recorded in the Income Statement (line “Profit / (loss) to net monetary position”). 268
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 The conversion FX rates of the financial statements of the above subsidiaries were: Statement of Financial Position:

| 31/12/2025 | 31/12/2024 | Change
EUR / TRY | 50,48 | 36,74 | 37,4%
EUR / ARS | 1.703,62 | 1.067,48 | 59,6%

Income statement:

| Μ.Ο 1/1-31/12/2025 | Μ.Ο 1/1-31/12/2024 | Change
EUR / TRY¹ | 50,48 | 34,74 | 37,4%
EUR / ARS ¹ | 1.703,62 | 1.067,48 | 59,6%

¹ The Income Statement of the twelve-month period of 2025 and 2024 of the Group's subsidiaries operating in Argentina and in Turkey converted at the closing rate of 31/12/2025 and 31/12/2024 instead of the Avg. 1/1-31/12/2025 and Avg.1/1-31/12/2024 pursuant to IAS 21, paragraph 42a, for hyperinflationary economies. 2.38 Comparables During the current year, the Company proceeded with the retrospective reclassifications of certain comparative figures in the Group and Company Statement of Financial Position, Income Statement, and Cash Flow Statement of the prior year, in order to ensure a more appropriate and consistent presentation. These reclassifications relate to the correction of prior-period classification errors and the reassessment of accounting policy application. The reclassifications, which are described in detail below, have been prepared in accordance with International Accounting Standard 8 “Accounting Policies, Changes in Accounting Estimates and Errors” (IAS 8), which requires the retrospective restatement of comparative information. Accordingly, prior-year comparative figures have been adjusted to reflect the correct classification and presentation. These reclassifications had no impact on the Group’s or the Company’s profit or loss or equity and relate solely to the presentation of certain line items in the financial statements. The main reclassifications are as follows: • In the Group Income Statement for the year 2024, an amount of €20.827 thousand was reclassified from “Cost of Sales” to “Revenue,” relating to winners’ payouts (pay-out) of the Group’s subsidiary in Argentina, Tecno Accion Salta S.A., which had previously been disclosed separately in the notes to the financial statements (Note 2.4). • In the Group Statement of Financial Position and Cash Flow Statement for the year 2024, an amount of €21.493 thousand was reclassified from “Cash and cash equivalents” to “Trade and other current liabilities,” with a corresponding adjustment to “Opening cash and cash equivalents” in the Cash Flow Statement. This relates to amounts of the Group’s US subsidiary, Intralot Inc., connected to player deposits and cash pending settlement with certain local lotteries (States). Following reassessment, it was concluded that gross presentation of the related cash balances and corresponding liabilities is appropriate in accordance with IAS 32 and IAS 7 (para. 49). 269
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 • In the Group and Company Statement of Financial Position for the year 2024, an amount of €6.184 thousand was reclassified from “Other long-term provisions” to “Trade and other short-term receivables,” relating to provisions for expected refunds of withholding taxes on foreign dividends and tax assessments and penalties arising from prior-year tax audits conducted by the Greek tax authorities. • In the Group Income Statement for the year 2024, an amount of €28.781 thousand was reclassified from “Other operating income” to “Revenue,” relating to operating lease arrangements for equipment and software (lottery machines, central IT systems, gaming software, communication systems, etc.) provided by the Group’s US subsidiary, Bally’s Intralot Inc., to lottery operators enabling the operation of their games. Revenue is recognised either as direct sale of equipment and software or as operating lease income (Note 2.4). 2.39 EBITDA International Financial Reporting Standards (IFRS) do not define the content of the measures “Earnings / (Losses) Before Interest, Taxes, Depreciation and Amortization” (EBITDA) and “Earnings / (Losses) Before Interest and Taxes” (EBIT). Taking into account the nature of its operations, the Group defines EBITDA as “profit / (loss) before tax from continuing operations”, adjusted for” net finance income / (expenses)”, “profit / (loss) on net monetary position”, “foreign exchange differences”, “depreciation and amortization”, “impairments and other gains / (losses) of non-financial assets”, “net result from investments”, “share of net profit of associates and joint ventures accounted for using the equity method”, and “transaction fees”.

| GROUP
Reconciliation of Profit/Loss before tax to EBITDA (continuing operations): |  |
| 1/1-31/12/2025 | 1/1-31/12/2024
Profit/(loss) before tax from continuing operations | -40.985 | 18.041
Net Finance income / (expense) | 85.343 | 41.052
Profit / (loss) to net monetary position | 2.954 | -6.311
Foreign exchange differences | 1.124 | -578
Profit before financing and income taxes | 48.436 | 52.204
Impairments and other gains/(losses) of non-financial assets | 3.399 | -95
Transaction fees | 20.226 | 2.391
Depreciation & amortization | 92.406 | 70.943
Net Result from Investment | 1.827 | -399
Share of net profit of associates and joint ventures accounted for using the equity method | 45 | -362
EBITDA | 166.339 | 124.682

| COMPANY
Reconciliation of Profit/Loss before tax to EBITDA (continuing operations): |  |
| 1/1-31/12/2025 | 1/1-31/12/2024
Profit/(loss) before tax from continuing operations | -59.452 | -11.766
Net Finance income / (expense) | 13.799 | 11.150
Foreign exchange differences | 397 | -429
Profit before financing and income taxes | -45.256 | -1.045
Impairments and other gains/(losses) of non-financial assets | 2.205 | -43
Transaction fees | 17.771 | 2.171
Depreciation & amortization | 9.447 | 10.079
Net Result from Investment | 1.358 | -6.249
EBITDA | -14.475 | 4.913

270
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 2.40 Macroeconomic Environment ECONOMIC CONDITIONS Following the completion of the Transaction in 2025 and the successful strengthening of its capital structure, Bally’s Intralot enters the new financial year with an enhanced scale, improved financial flexibility and a significantly expanded international presence. The acquisition of Bally’s International Interactive segment, together with the comprehensive refinancing of the Group’s debt, positions the Company as a leading global gaming technology platform across lottery and interactive gaming, with the capacity to pursue sustainable long-term growth. Although the global macroeconomic environment continues to be characterised by uncertainty due to geopolitical tensions, inflationary pressures, foreign exchange volatility and evolving trade policies, the gaming industry has historically demonstrated resilience across economic cycles. However, increasing protectionist measures, complex regulatory frameworks and local compliance requirements may give rise to operational challenges and cost pressures in certain jurisdictions. In this context, the Group’s diversified geographical presence, portfolio of long-term contracts and strengthened balance sheet contribute to mitigating its exposure to locally driven disruptions. Management closely monitors global economic developments and maintains a disciplined approach to capital allocation, liquidity management and operational efficiency. The enhanced capital structure following the 2025 refinancing initiatives provides improved visibility over debt maturities and supports the execution of the Group’s strategic objectives. Through continuous innovation, prudent financial management and strong partnerships with public and private gaming operators, Bally’s Intralot maintains a strong position to navigate changing economic conditions and support the creation of sustainable value for its shareholders and other stakeholders. 271
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 2.41 Subsequent Events On 27 February 2026, Bally’s Intralot S.A. paid interest amounting to €3.987 thousand (i.e. €30,6666666667 per bond, each with a nominal value of €1.000) in respect of the 4th Interest Period, covering the period from 27 August 2025 to 27 February 2026, in accordance with the terms of the Bond Loan issued on 27 February 2024. On April 14, 2026 Bally’s Intralot announced that its Canadian subsidiary, Intralot Canada Ltd., has signed a new contract with the British Columbia Lottery Corporation (BCLC) for the provision of Shared Services, an integrated model governed by BCLC, to accelerate the continued evolution of its lottery technology and to strengthen lottery operations, for the benefit of players across the Province. Under the agreement, Intralot Canada will deliver end-to-end operational and technical support across BCLC’s lottery technology encompassing both lottery and technology operations. The contract further includes structured roadmap delivery for the ongoing enhancement of lottery technology and the seamless integration of new capabilities — ensuring BCLC remains at the forefront of lottery innovation. Bally’s Intralot S.A., in accordance with Article 49 of Law 4548/2018 and pursuant to the resolution of the Extraordinary General Meeting of Shareholders dated 19 December 2025, proceeded during the period from January 2026 to 17 April 2026 with the acquisition of 19.675.618 treasury shares, with a total value of €18.467 thousand. Following the above, Bally’s Intralot S.A. holds 21.037.618 treasury shares, representing 1,126% of its total outstanding shares as of 17 April 2026. There have been no other significant events subsequent to the reporting date that would require disclosure or adjustment to the financial statements of the Group and the Company in accordance with International Financial Reporting Standards (IFRS). 272
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Peania, April 20, 2026 THE CHAIRMAN OF THE BOD CHIEF EXECUTIVE OFFICER AND MEMBER OF THE BOD S.P. KOKKALIS ROBESON M. REEVES ID. No. AΙ 091040 I.D. 121335510 THE CFO THE GROUP ACCOUNTING DIRECTOR A. A. CHRYSOS G.A. XANTHOS ID No. AK 544280 H.E.C. License No. 0143502 / A' Class 273
Independent Auditor’s Report To the Shareholders of “BALLY’S INTRALOT S.A.” Report on the audit of the separate and consolidated financial statements Opinion We have audited the accompanying separate and consolidated financial statements of the company “BALLY’S INTRALOT S.A.” (the Company), which comprise the separate and consolidated statement of financial position as at December 31,2025, and the separate and consolidated statement of comprehensive income, changes in equity and cash flow for the year then ended, as well as and the notes to the financial statements, including material accounting policy information. In our opinion, the accompanying separate and consolidated financial statements present fairly, in all material respects, the financial position of the Company and its subsidiaries (the Group) as of December 31,2025, and of their financial performance and their cash flows for the year then ended in accordance with International Financial Reporting Standards as endorsed by the European Union. Basis for opinion We conducted our audit in accordance with the International Standards on Auditing (ISAs) as they have been transposed in Greek Legislation. Our responsibilities under those standards are described in the “Auditor’s responsibilities for the audit of the separate and consolidated financial statements” section of our report. During our audit, we remained independent of the Company and the Group, in accordance with the International Ethics Standards Board for Accountants’ Code of Ethics for Professional Accountants (IESBA Code) as transposed in Greek legislation and the ethical requirements relevant to the audit of the separate and consolidated financial statements in Greece. We have fulfilled our responsibilities in accordance with the provisions of the currently enacted law and the requirements of the IESBA Code. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Key audit matters Key Audit Matters are those matters that, in our professional judgment, were of most significance in our audit of the separate and the consolidated financial statements of the current annual period. These matters and the related risks of material misstatements were addressed in the context of our audit of the separate and the consolidated financial statements as a whole, and in forming our opinion thereon, and we do not provide a separate opinion on these matters. Key Audit Matters How our audit addressed the Key audit matter Impairment assessment of goodwill and intangible assets (consolidated and separate financial statements) As of December 31, 2025, the Group Our audit approach included, among others, the presented goodwill and intangible assets following procedures: amounting to euro 2.917,1 mil. in the • Assessment of management's assessment of consolidated Statement of Financial whether there are indications of impairment of Position, and the Company presented these assets. 274
intangible assets amounting to euro 36,2 • Assessment of the appropriateness of the mil. models used to determine either fair value or According to the requirements of IAS 36, value in use. goodwill and intangible assets with • Assessment of the reliability of the business indefinite useful lives are tested for plans prepared by management, taking into impairment at least annually, while account, among other things, the comparison of intangible assets with finite useful lives are key budget figures with actual financial figures. tested for impairment when relevant • Assessment of key assumptions by comparing indications arise. Determining the them with external market information, recoverable amount of these assets including analyst reports and internal requires management to exercise information. The key assumptions evaluated judgment and make significant estimates. included revenue and profit margin trends, Given the significance of the balances of estimated investments in assets related to these assets in the seprate and licenses and equipment, and discount rates. consolidated Statement of Financial • Use of an auditor’s expert with expertise in Position, the degree of subjectivity in the valuations and business models to assess the assumptions underlying the impairment mathematical accuracy of the model calculations analysis, and the significant judgments and and the reasonableness of the discount rates estimates required by management, we used. evaluated the impairment assessment of • Assessment of the sensitivity analysis of key these assets as one of the most significant assumptions and the potential impact on the audit matters. recoverable value of investments. Management's disclosures regarding the • Assessment of the adequacy of disclosures in accounting policy, judgments and the separate and consolidated financial estimates used, and the analysis of these statements in relation to this matter. items are included in notes 2.1.5, 2.2 and 2.19 of the corporate and consolidated financial statements. Impairment assessment of investments in subsidiaries (separate financial statements) As of December 31, 2025, the Company Our audit approach included, among others, the held investments amounting to euro following procedures: 1.581,5 mil. in subsidiaries, which are • Assessment of management's assessment of initially measured at acquisition cost and whether there are indications of impairment of subsequently adjusted for impairment if these assets. necessary. • Assessment of management's analysis, To determine potential impairment, according to which the recoverable amounts of management compares the carrying Cash Generating Units were correlated with the amount of each subsidiary (Cash corresponding investments in subsidiaries. Generating Unit) with its recoverable • Assessment of key assumptions by comparing amount. The recoverable amount is them with external market information, determined as the value in use, supported including analyst reports and internal 275
by forecasts of future operating cash flows, information. The key assumptions evaluated which are inherently subjective and included revenue and profit margin trends, depend on various factors, such as estimated investments in assets related to expectations for future sales. licenses and equipment, and discount rates. Given the significance of the balance of • Use of an auditor’s expert with expertise in investments in subsidiaries in the separate valuations and business models to assess the financial statements, the degree of mathematical accuracy of the model subjectivity in the assumptions underlying calculations and the reasonableness of the the impairment analysis, and the discount rates used. significant judgments and estimates • Assessment of the adequacy of disclosures in required by management, we assesed the the separate and consolidated financial impairment assessment of investments in statements in relation to this matter. subsidiaries as one of the most significant audit matters. Management's disclosures regarding the accounting policy, judgments and estimates used, and the analysis of these items are included in notes 2.1.5 and 2.20 of the separate and consolidated financial statements. Business Combinations – Acquisition of Bally’s Holdings Ltd (Consolidated Financial Statements) On 8 October 2025, the Group acquired Our audit approach included, among others, the Bally’s Holdings Ltd from Bally’s following procedures: Corporation for a consideration of €1.530,0 • Assessment of the design of the Group’s mil. in cash and 873.707.073 newly issued processes relating to the development of shares of the Company, with the total assumptions used in the allocation of the consideration amounting to euro 2.543,5 purchase consideration to the acquired net million. As part of the purchase price assets in this business combination. allocation, the Group recognised intangible • Use of a specialist with expertise in valuation assets and brands amounting to euro 559,2 and business modelling to evaluate the mil., as well as goodwill of euro 2.202,1 valuations performed by the Group and the mil. The accounting treatment of this methodology applied in determining the assets transaction is complex due to the acquired and liabilities assumed in the business significant judgements and estimates combination. In particular, we assessed the required in determining the recognition methodology adopted and the key assumptions and measurement of the fair value of the used in determining the fair value of the acquired assets. This area was considered recognised intangible assets and brands arising significant to the audit due to the from the acquisition, including the discount rate. magnitude and complexity of the above • Assessment of the adequacy of disclosures in estimates. the separate and consolidated financial statements in relation to this matter. 276
Management's disclosures regarding the accounting policy, judgments and estimates used, and the analysis of these items are included in notes 2.1.5, 2.2 and 2.19 of the separate and consolidated financial statements. Other Information Management is responsible for the other information. The other information is included in the Board of Directors’ Report, reference to which is made in the “Report on other Legal and Regulatory Requirements” section, in the Declaration of the Board of Directors members and in any other information which is either required by Law or the Company optionally incorporated, in the Annual Report required by Law 3556/2007, but does not include the financial statements and our auditor’s report thereon. Our opinion on the separate and consolidated financial statements does not cover the other information and we do not express any form of assurance conclusion thereon. In connection with our audit of the separate and consolidated financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the separate and consolidated financial statements or our knowledge obtained during the audit, or otherwise appears to be materially misstated. If, based on the procedures performed, we conclude that there is a material misstatement therein, we are required to communicate this matter. We have nothing to report in this respect. Responsibilities of management and those charged with governance for the separate and consolidated financial statements Management is responsible for the preparation and fair presentation of the separate and consolidated financial statements in accordance with International Financial Reporting Standards, as endorsed by the European Union, and for such internal control as management determines is necessary to enable the preparation of separate and consolidated financial statements that are free from material misstatement, whether due to fraud or error. In preparing the separate and consolidated financial statements, management is responsible for assessing the Company’s and the Group’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern principle of accounting unless management either intends to liquidate the Company or the Group or to cease operations, or has no realistic alternative but to do so. The Audit Committee (art. 44 of Law 4449/2017) of the Company is responsible for overseeing the Company’s and the Group’s financial reporting process. Auditor’s responsibilities for the audit of the separate and consolidated financial statements Our objectives are to obtain reasonable assurance about whether the separate and the consolidated financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs, as they have been transposed in Greek Legislation, will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these separate and consolidated financial statements. 277
As part of an audit in accordance with ISAs as they have been transposed in Greek Legislation, we exercise professional judgment and maintain professional skepticism throughout the audit. We also: • Identify and assess the risks of material misstatement of the separate and consolidated financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. • Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Company’s and the Group’s internal control. • Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by Management. • Conclude on the appropriateness of Management’s use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Company’s and the Group’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the separate and consolidated financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the Company and the Group to cease to continue as a going concern. • Evaluate the overall presentation, structure and content of the separate and consolidated financial statements, including the disclosures, and whether the separate and consolidated financial statements represent the underlying transactions and events in a manner that achieves fair presentation. • Plan and perform the Group audit to obtain sufficient appropriate audit evidence regarding the financial information of the entities or business units within the Group as a basis for forming an opinion on the financial statements of the Group. We are responsible for the direction, supervision and review of the audit work performed for purposes of the Group audit. We remain solely responsible for our audit opinion. We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit. We also provide those charged with governance with a statement that we have complied with relevant ethical requirements regarding independence, and to communicate with them all relationships and other matters that may reasonably be thought to bear on our independence, and where applicable, related safeguards. From the matters communicated with those charged with governance, we determine those matters that were of most significance in the audit of the consolidated financial statements of the audited year end and are therefore the key audit matters. 278
Report on Other Legal and Regulatory Requirements 1. Board of Directors’ Report Taking into consideration that Management is responsible for the preparation of the Board of Directors’ Report which also includes the Corporate Governance Statement, according to the provisions of paragraph 1, cases aa’, ab’ and b’ of article 154C of Greek Law 4548/2018 which do not include the sustainability statement for which we issued a limited assurance report dated 20.04.2026 in accordance with the International Standard on Assurance Engagements 3000 (Revised), we note the following: a) The Board of Directors’ Report includes the Corporate Governance Statement which provides the information required by article 152 of Greek Law 4548/2018. b) In our opinion the Board of Directors’ Report has been prepared in accordance with the applicable legal requirements of articles 150 and 153 of Greek Law 4548/2018 excluding the provisions in paragraph 5A of article 150 of the aforementioned Law for the submission of sustainability statement, and its content is consistent with the accompanying separate and consolidated financial statements for the year ended 31.12.2025. c) Based on the knowledge we obtained during our audit about the Company “BALLY’S INTRALOT S.A.” and its environment, we have not identified any material inconsistencies in the Board of Directors’ Report. 2. Additional Report to the Audit Committee Our audit opinion on the accompanying separate and the consolidated financial statements is consistent with the additional report to the Audit Committee referred to in article 11 of EU Regulation 537/2014. 3. Non-Audit Services We have not provided to the Company and its subsidiaries any prohibited non-audit services referred to in article 5 of EU Regulation No 537/2014. The permissible non-audit services that we have provided to the Company and its subsidiaries during the fiscal year ended December 31, 2025, are disclosed in note 2.8 of the accompanying separate and consolidated financial statements. 4. Appointment We were appointed as statutory auditors for the first time by the General Assembly of shareholders of the Company on 30.05.2024. Since then, our appointment has been continuously renewed for a total period of two years, based on the annual resolutions of the General Assembly of shareholders. 5. Operations’ Regulation The Company has an Operations’ Regulation in accordance with the content prescribed by the provisions of article 14 of Greek Law 4706/2020. 6. Assurance Report on European Single Electronic Format reporting Underlying Subject Matter We have undertaken the reasonable assurance work to examine the digital files of the Company “BALLY’S INTRALOT S.A.” (hereinafter the Company or/and the Group), that were prepared in accordance with the European Single Electronic Format (ESEF), which include the separate and consolidated financial statements of the Company and the Group for the year ended 31 December 2025 in XHTML “213800XNTZ8P8L74HM35-2025-12- 31-1-en.xhtml” format as well as the prescribed XBRL file “213800XNTZ8P8L74HM35-2025-12-31-1-en.zip” with the appropriate tagging on these consolidated financial statements, including other explanatory information (Notes to the financial statements), (hereinafter the “Underlying Subject Matter”) in order to ascertain whether they have been prepared in accordance with the requirements set out in the section Applicable Criteria. Applicable Criteria 279
The Applicable criteria for European Single Electronic Format (ESEF) are set out in the European Commission Delegated Regulation (EU) 2019/815, as amended by Regulation (EU) 2020/1989 (the ESEF Regulation) and the 2020/C 379/01 European Commission interpretative communication dated 10 November 2020, as provided by Greek Law 3556/2007 and the relevant announcements of the Hellenic Capital Market Commission and the Athens Stock Exchange. In summary those criteria require, inter alia, that: - All annual financial reports shall be prepared in XHTML format. - With regard to the consolidated financial statements prepared in accordance with the International Financial Reporting Standards, the financial information included in the Statement of Total Comprehensive Income, in the Statement of Financial Position, in the Statement of Changes in Equity, the Statement of Cash Flows, as well as financial information included in the notes to the financial statements shall be tagged with XBRL mark- up (“XBRL tags” and “block tag”) in accordance with ESEF Taxonomy, as currently in force. The technical specifications of ESEF, including the related taxonomy, are included in ESEF Regulatory Technical Standards. Responsibilities of management and those charged with governance Management is responsible for the preparation and submission of the separate and consolidated financial statements of the Company and the Group for the year ended 31 December 2025, in accordance with the Applicable Criteria, and for such internal controls that Management determines that are necessary to enable the preparation of the digital files that are free from material misstatement, whether due to fraud or error. Auditor’s responsibilities Our responsibility is to issue this report in relation to the evaluation of the Underlying Subject Matter, on the basis of our work performed that is described below in the section “Scope of work performed”. Our work was performed in accordance with the International Standard on Assurance Engagements 3000 (Revised) “Assurance engagements other than audits or reviews of historical financial information” (hereinafter “ISAE 3000”). ISAE 3000 requires that we design and perform our work so as to obtain reasonable assurance for the evaluation of the Underlying Subject Matter against Applicable Criteria. As part of the assurance procedures, we assess the risk of material misstatement of the information related to the Underlying Subject Matter. We believe that the evidence we have obtained is sufficient and appropriate and provide a basis for our conclusion expressed in this assurance report. Professional ethics and quality management We are independent of the Company and the Group, during the whole period of this engagement and we have complied with the requirements of the International Code of Ethics for Professional Accountants issued by the International Ethics Standards Board for Accountants (IESBA Code), the ethical and independence requirements of Law 4449/2017 and EU Regulation 537/2014. Our audit firm applies the International Standard on Quality Management 1 (ISQM 1), “Quality Management for firms that perform audits or reviews of financial statements, or other assurance or related services engagements” and accordingly, maintains a comprehensive system of quality management, including documented policies and procedures regarding compliance and ethical requirements, professional standards and applicable legal and regulatory requirements. 280
Scope of work performed Our assurance work covers exclusively the objectives set out included in the Decision No 214/4/11-02-2022 of the Board of Hellenic Accounting and Auditing Oversight Board (HAASOB) and in the “Guidelines in connection with the work and the assurance report of the Certified Public Accountants on the European Single Electronic Format (ESEF) of issuers with trading securities listed in a regulated market in Greece” dated 14/02/2022, as issued by the Institute of Certified Public Accountants, in order to obtain reasonable assurance that financial statements of the Company that were prepared by management, comply in all material respects with the Applicable Criteria. Inherent limitations Our assurance work covered the objectives set out in the section “Scope of work performed” in order to obtain reasonable assurance on the basis of the procedures described. In this context, our work performed could not provide absolute assurance that all the matters that could be considered as material weaknesses will be revealed. Conclusion On the basis of the work performed and the evidence obtained, we conclude that the separate and the consolidated financial statements of the Company and the Group for the year ended 31 December 2025 prepared in XHTML format “213800XNTZ8P8L74HM35-2025-12-31-1-en.xhtml” as well as the prescribed XBRL file “213800XNTZ8P8L74HM35-2025-12-31-1-en.zip” with the appropriate tagging on the abovementioned consolidated financial statements, including the notes to the financial statements, are prepared, in all material respects, in accordance with the Applicable Criteria. Ag. Paraskevi, April 20, 2026 Certified Public Accountant BDO Certified Public Accountant S.A. 449 Mesogion Ave, Christoforos I. Achiniotis Athens- Ag. Paraskevi, Greece Reg. SOEL: 35961 Reg. SOEL: 173 281
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Report for the use of funds from the share capital increase through cash contribution as of 31.12.2025 In accordance with the provisions of article 4.1.2 of the Athens Exchange Rulebook and the decisions of the Board of Directors of the Hellenic Capital Market Commission no. 8/754/14.04.2016 and 10A/1038/30.10.2024 (as in force), the following are disclosed: Pursuant to the resolution dated 30.09.2025 of the Board of Directors of “Bally’s Intralot S.A.” (hereinafter the “Company”), adopted in accordance with article 24 paragraph 1(b) of Law 4548/2018, following the authorization granted by the Annual General Meeting of the Company’s shareholders held on 28.08.2025, a Share Capital Increase was carried out, partly through contribution in kind and partly through cash contribution, with the pre-emption rights of the existing shareholders being abolished. With regard to the Share Capital Increase through cash contribution, as described in term VII paragraph b of the document dated 30.09.2025, prepared in accordance with Annex IX of Regulation (EU) 2017/1129 (as in force), it was provided for the issuance of not less than 350.000.000 and not more than 450.000.000 new ordinary registered with voting rights shares of the Company, each with a nominal value of €0,30. The total net proceeds, based on the maximum disposal price of €1,27 per new share and assuming the issuance of the maximum number of new shares, after the deduction of the estimated issuance expenses of approximately €33,5 million (including VAT, where applicable), would amount to approximately €538 million, i.e. total gross proceeds of €571,5 million. Ultimately, from the Share Capital Increase through cash contribution, total funds of €429.000.000 were raised and 390.000.000 new ordinary shares were issued, with an issue price of €1,10 per share and a nominal value of €0,30 per share. Following the approval by the Listings and Market Operation Committee of the Athens Exchange at its meeting held on 08.10.2025, the new shares were admitted to trading on the Main Market of the Athens Exchange on 09.10.2025. The certification of the timely and full payment of the total amount of the Share Capital Increase by the Board of Directors of the Company took place on 08.10.2025. Up to 31.12.2025, the funds raised were allocated in accordance with the use specified in the document dated 30.09.2025, prepared under Annex IX of Regulation (EU) 2017/1129 (as in force). The table below presents the total allocation of the funds raised (amounts in € thousand) for the period from 08.10.2025 to 31.12.2025. 282
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Table on the Use of Proceeds from the Share Capital Increase for the period 08.10.2025 – 31.12.2025 Funds use (in Use of Proceeds Use of Proceeds Funds thousand €) in accordance raised with Annex IX of Remaining Regulation (EU) (in Up to for use after Note 2017/1129* thousand €) 31/12/2025 31/12/2025 Increase of the share capital of the subsidiary under the name Intralot Holdings UK Ltd., in order for the latter to complete the acquisition of the International Interactive business of Bally’s Corporation (the “Acquisition”), with respect to the portion of 290.000 290.000 290.000 0 1 the consideration payable in cash, in accordance with the resolution of the Company’s Board of Directors dated 01.07.2025 and the terms of the transaction agreement dated 18.07.2025 entered into with Bally’s Corporation. Transaction-related expenses and fees in connection with the 10.000 10.000 10.000 0 2 Acquisition Repayment of the Company’s existing debt 90.089 90.089 90.089 0 3 Working capital financing 147.911 9.814 2.858 6.957 4 Estimated Issue Expenses 33.500 29.096 29.096 0 5 Grand Total 571.500 429.000 422.043 6.957 * In the event of issuance of the maximum number of shares (450,000,000) at the maximum offering price (€1.27), as described above. Notes: 1. On 08.10.2025, the Company carried out a Share Capital Increase in cash amounting to €290.000 thousand in its 100% subsidiary in the United Kingdom, “Intralot Holdings UK Ltd”, in order for the latter to settle the portion of the Acquisition consideration payable in cash. 2. An amount of €10.000 thousand relates to fees of advisors and banks in connection with the Acquisition. 3. An amount of €90.089 thousand relates to the full repayment (principal, expenses and interest) of the Bond Loan dated 27 March 2024 (drawn down on 28.03.2024), with a total initial principal amount of €100.000.000. 4. An amount of €2.858 thousand was used for working capital purposes, in line with the intended uses described in the Prospectus up to 31.12.2025. 5. Issuance expenses amounted to €29.096 thousand and had been fully settled by 31.12.2025. The initial estimate of issuance expenses of €33.500 thousand had been calculated based on the maximum number of shares to be issued (450.000 thousand new shares) and the maximum offering price per share (€1,27). It is noted that any unallocated funds are held in the Company’s bank accounts. 283
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Peania, 20 April 2026 THE CHAIRMAN OF THE BOD CHIEF EXECUTIVE OFFICER AND MEMBER OF THE BOD S. P. KOKKALIS ROBESON M. REEVES ID No. ΑΙ 091040 I.D. 121335510 THE CFO A. Α. CHRYSOS ID No. AΚ 544280 284
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 ANNEX C SUSTAINABILITY STATEMENT 2025 285
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 TABLE OF CONTENTS ANNEX C SUSTAINABILITY STATEMENT 2025 ....................................... 285 ESRS 2 GENERAL DISCLOSURES ......................................................... 291 About this report [BP-1] ............................................................................................. 291 Additional information [BP-2]..................................................................................... 292 Governance ................................................................................................................................................... 295 The role of the BoD [GOV-1] ....................................................................................... 295 Oversight of sustainability matters [GOV-2]................................................................ 299 Incentive schemes [GOV-3] ....................................................................................... 304 Due diligence [GOV-4] ............................................................................................... 305 Risk management and internal controls [GOV-5] ........................................................ 306 Strategy.......................................................................................................................................................... 309 Strategy, business model and value chain [SBM-1] ..................................................... 309 Interests and views of stakeholders [SBM-2] .............................................................. 321 Material impacts, risks and opportunities [SBM-3]...................................................... 325 Impact, risk and opportunity management ......................................................................................... 337 Identification of material impacts, risks and opportunities [IRO-1] .............................. 337 Description of the processes to identify and assess material climate-related impacts, risks, and opportunities [Ε1 IRO-1] .............................................................. 347 Description of the processes to identify and assess material pollution-, water- and biodiversity-related impacts, risks, and opportunities [Ε2 IRO-1] [Ε3 IRO-1] [Ε4 IRO- 1].............................................................................................................................. 349 2-286
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Description of the processes to identify and assess material resource use and circular economy-related impacts, risks, and opportunities [Ε5 IRO-1] ....................... 349 Description of the processes to identify and assess material impacts, risks, and opportunities [G1 IRO-1] ........................................................................................... 350 Policies Overview ........................................................................................................................................ 352 EU Taxonomy ...................................................................................................... 372 Introduction to the Regulation (EU) 2020/852.................................................................................... 372 Application of the Taxonomy Regulation to Bally’s Intralot Group............................................... 373 Eligibility assessment ................................................................................................................................. 374 7.3 Installation, maintenance and repair of energy efficiency equipment..................... 376 7.7 Acquisition and ownership of buildings ................................................................ 376 8.1 Data processing, hosting and related activities ..................................................... 376 Alignment assessment ............................................................................................................................... 376 Minimum Safeguards (MS) ......................................................................................... 377 Substantial Contribution Criteria (SCC) ..................................................................... 379 Do No Significant Harm (DNSH) ................................................................................. 379 Accounting policy ....................................................................................................................................... 379 Avoiding double counting .......................................................................................... 380 EU Taxonomy KPIs ...................................................................................................................................... 381 Summary KPIs........................................................................................................... 381 Turnover ................................................................................................................... 381 CapEx ....................................................................................................................... 382 OpEx ........................................................................................................................ 383 ENVIRONMENT .................................................................................. 384 Climate change [E1] ............................................................................................ 384 Governance ................................................................................................................................................... 384 Integration of sustainability-related performance in incentive schemes [E1.GOV-3] .... 384 Strategy.......................................................................................................................................................... 384 Transition plan for climate change [E1-1] ................................................................... 384 Material impacts, risks and opportunities [E1.SBM-3] ................................................. 385 2-287
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Impact, risk and opportunity management ......................................................................................... 387 Policies [E1-2] ........................................................................................................... 387 Actions [E1-3] ........................................................................................................... 388 Metrics and targets..................................................................................................................................... 391 Targets [E1-4]............................................................................................................ 391 Energy consumption and mix [E1-5] ........................................................................... 392 Gross Scopes 1, 2, 3 and total GHG emissions [E1-6] ................................................. 395 SOCIAL .............................................................................................. 401 Own Workforce [S1] ............................................................................................. 401 Strategy.......................................................................................................................................................... 401 Material impacts, risks and opportunities [S1.SBM-3] ................................................. 401 Impact, risk and opportunity management ......................................................................................... 403 Policies [S1-1] ........................................................................................................... 403 Processes for engaging with own workforce and workers’ representatives about impacts [S1-2] .......................................................................................................... 406 Processes to remediate negative impacts and channels for own workforce to raise concerns [S1-3] ........................................................................................................ 407 Actions [S1-4] ........................................................................................................... 408 Metrics and targets..................................................................................................................................... 412 Targets [S1-5]............................................................................................................ 412 Characteristics of the undertaking’s employees [S1-6] ............................................... 412 Characteristics of non-employee workers in the undertaking’s own workforce [S1-7] .. 414 Collective bargaining coverage and social dialogue [S1-8] .......................................... 415 Diversity metrics [S1-9] ............................................................................................. 416 Adequate wages [S1-10] ............................................................................................ 417 Social protection [S1-11] ........................................................................................... 417 Persons with disabilities [S1-12] ................................................................................ 418 Training and skills development metrics [S1-13] ......................................................... 418 Work-life balance metrics [S1-15] .............................................................................. 421 Compensation metrics (gender pay gap) [S1-16] ........................................................ 422 Incidents, complaints and severe human rights impacts [S1-17] ................................. 423 2-288
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Affected Communities [S3] .................................................................................. 424 Strategy..........................................................................................................................................................424 Material impacts, risks and opportunities [S3.SBM-3] ................................................. 424 Material impacts to affected communities ................................................................. 424 Impact, risk and opportunity management ......................................................................................... 425 Policies [S3-1] ........................................................................................................... 425 Processes for engaging with affected communities about impacts [S3-2].................... 427 Processes to remediate negative impacts & channels for affected communities to raise concerns [S3-3] ................................................................................................ 428 Actions [S3-4] ........................................................................................................... 429 Metrics and targets..................................................................................................................................... 432 Targets [S3-5]............................................................................................................ 432 Consumers and End Users [S4]............................................................................. 432 Strategy.......................................................................................................................................................... 432 Material impacts, risks and opportunities [S4.SBM-3] ................................................. 432 Impact, risk and opportunity management .........................................................................................434 Policies [S4-1] ........................................................................................................... 434 Processes for engaging with consumers and end-users about impacts [S4-2] ............. 436 Processes to remediate negative impacts and channels for consumers and end- users to raise concerns [S4-3] ................................................................................... 437 Actions [S4-4] ........................................................................................................... 438 Metrics and targets.....................................................................................................................................440 Targets [S4-5]............................................................................................................ 440 GOVERNANCE ................................................................................... 441 Business Conduct [G1] ........................................................................................ 441 Governance ................................................................................................................................................... 441 The role of the administrative, supervisory and management bodies [GOV-1] .............. 441 Corporate culture and Business conduct policies [G1-1] ............................................ 443 Management of relationships with suppliers [G1-2] .................................................... 448 Prevention and detection of corruption and bribery [G1-3] .......................................... 451 Metrics, targets, and actions ....................................................................................................................454 2-289
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Confirmed incidents of corruption or bribery [G1-4].................................................... 454 Payment practices [G1-6] .......................................................................................... 455 Appendices [IRO-2] ............................................................................ 456 Governance / The role of the administrative, supervisory and management bodies [GOV-1] .................................................................................................................... 461 Governance / The role of the administrative, supervisory and management bodies [GOV-1] .................................................................................................................... 461 Governance / Due diligence [GOV-4].......................................................................... 461 Own workforce [S1] / Processes to remediate negative impacts and channels for own workforce to raise concerns [S1-3] ..................................................................... 465 Own workforce [S1] / Health and safety metrics [S1-14].............................................. 465 Limited Assurance Report .................................................................. 468 2-290
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 ESRS 2 GENERAL DISCLOSURES About this report [BP-1] Scope against the financial statements Bally’s Intralot Group’s (hereinafter “Bally’s Intralot or “Group”) Sustainability Statement has been prepared on a consolidated basis, in line with the requirements of the European Sustainability Reporting Standards (ESRS) and mirrors the scope of the Group’s financial statements, ensuring a comprehensive and integrated presentation of Bally’s Intralot’s global operations across financial and sustainability activities. [BP-1.5 b(i)] Consolidation The data presented in the Sustainability Statement are consolidated at the Group level and include the listed parent company, Bally’s Intralot S.A., together with its subsidiaries, associates, and joint ventures (hereinafter referred to as the “Subsidiaries” or “entities”). Following the acquisition of Bally’s International Interactive business within 2025, the scope of consolidation has been expanded to reflect the Group’s updated structure, ensuring that the newly acquired entities are appropriately incorporated where applicable. This process involves aligning the scope, structure, and content of the Sustainability Statement with the requirements of the ESRS framework to ensure comprehensive, transparent and compliant reporting. The current Sustainability Statement covers all entities within the Group and provides key environmental, social, and governance (ESG) information to meet the expectations of both regulatory authorities and stakeholders. Reporting in accordance with an ESRS-aligned Sustainability Statement enhances the transparency, relevance, and comparability of Bally’s Intralot Group’s sustainability disclosures, enabling the Group to more effectively demonstrate its ESG commitments and performance on a broader scale. [BP-1 5 a, BP-1 5 b(ii)] Bally’s Intralot’s Sustainability Statement not only covers its internal operations but also extends to the entire value chain, including suppliers, partners, and customers. This comprehensive approach is essential from both the ESRS and ESG perspectives as it ensures that all aspects of the Group's environmental, social, and governance impacts are accounted for and managed. By addressing the entire value chain, Bally’s Intralot can identify and mitigate risks, enhance transparency, and drive improvements across all areas of its business. This alignment with ESRS guidelines ensures thorough and compliant reporting, while also demonstrating Bally’ s Intralot's commitment to sustainability and responsible business practices, ultimately strengthening stakeholder trust and supporting long-term value creation. [BP-1 5 c, AR 1] 291
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Omission of EU-related information Bally’s Intralot is fully committed to transparency in its sustainability reporting and corporate disclosures. In alignment with the European Sustainability Reporting Standards (ESRS) and Directive 2013/34/EU, the Group affirms that it will not apply the option to withhold information related to intellectual property, know- how, or innovation outcomes, as specified in ESRS 1 section 7.7. Additionally, Bally’s Intralot will not utilize the exemption outlined in articles 19a(3) and 29a(3) of Directive 2013/34/EU concerning impending developments or ongoing negotiations. The Group remains committed to delivering complete and precise information to all stakeholders, upholding accountability, and adhering to the highest standards of corporate governance and transparency. [BP-1 5d] [BP-1 5e] Additional information [BP-2] Bally’s Intralot Integration Following the completion of the acquisition of Bally’s International Interactive by INTRALOT, as announced on 10 October 2025, the subsidiary is being progressively integrated into the Group’s structures and reporting systems. As a result of this change in the scope of consolidation during the reporting period, and with respect to certain qualitative and quantitative Disclosure Requirements (DRs) under the ESRS standards and the Corporate Sustainability Reporting Directive (CSRD), it is noted that certain data points and indicators are not yet fully available or harmonized at consolidated Group level for the current reporting period. The Group is currently in a transitional phase, during which policies, procedures, governance structures, and data collection and reporting methodologies are being systematically aligned across all subsidiaries. Full alignment and consolidation of the relevant indicators are expected to be completed by the end of 2026 and will be fully reflected in the next reporting cycle. Time horizons Bally’s Intralot structures its sustainability reporting in accordance with the timelines set by the European Sustainability Reporting Standards (ESRS), incorporating a short-term horizon of up to one year (1 year), a mid-term horizon spanning one to five years (1-5), and a long-term horizon extending beyond five years (more than 5 years). This alignment guarantees consistency with ESRS guidelines and establishes a transparent framework for evaluating and documenting sustainability goals and achievements over various periods. [BP-2 9 a, b] Value chain estimation Bally’s Intralot is dedicated to maintaining the highest standards of accuracy, transparency, and accountability in its sustainability reporting processes. As part of this commitment, the Group has 292
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 carefully assessed the metrics used for value chain data and has determined that estimations from indirect sources have been appropriately utilized where necessary. By leveraging well-founded estimations alongside direct data sources, Bally’s Intralot ensures a comprehensive and reliable approach to reporting. The Group remains committed to clarity and verifiability, continuously enhancing its methodologies to provide stakeholders with meaningful and insightful sustainability disclosures. Furthermore, Bally’s Intralot has established sustainable procurement policies, implemented effective monitoring mechanisms, and conducts regular audits to uphold its high standards and reinforce trust across its value chain. [BP-2 10 a, b, c, d] Sources of estimation and outcome uncertainty Notwithstanding the transitional elements described under the section “Bally’s Intralot integration”, the Group remains committed to delivering robust quantitative metrics and monetary values derived from available and calculated data, using established methodologies and documented procedures. While a degree of estimation and measurement uncertainty is inherent in certain indicators—particularly in the context of ongoing integration—the Group applies internal controls and validation processes to ensure that the reported information provides a fair, and reasonable representation of its sustainability performance based on the information currently available. In addition, for the subsidiary Intralot Inc., certain estimates were applied in the calculation of Scope 1 and Scope 2 GHG emissions due to the temporary unavailability of a complete set of primary activity data (energy supplier invoices/bills) for the reporting period. In such cases, energy consumption was estimated using prior-year consumption data with the corresponding headcount (as of 31/12) used as a proxy, under the assumption that no significant changes occurred in the subsidiary’s operational activities compared to the previous year. This approach is consistent with commonly applied methodologies under the GHG Protocol. The resulting level of measurement uncertainty is considered moderate. Further details on the methodology and related assumptions are provided in section ESRS E1-6. [BP-2 11 a] Changes in preparation or presentation of sustainability information For the current reporting year, Bally’s Intralot is updating its previous Sustainability Statement to reflect both the requirements of the Corporate Sustainability Reporting Directive (CSRD) and the significant changes in the Group’s scope and operations following the acquisition of Bally’s International Interactive business. Therefore, the Group's sustainability disclosures continue to fully align with ESRS requirements. [BP-2 13 a] A recalculation of the 2024 data has been carried out in sections E1-5, Ε-6 and S1-13, where deemed necessary. The changes primarily relate to the incorporation of more complete or updated information, as 293
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 well as the correction of errors or miscalculations. The 2024 revised data are clearly indicated in the respective sections, where explanations of the changes are provided. [BP-2 14 a, b, c] Following the acquisition of Bally’s International Interactive business, the reporting boundary of the Group has changed, and the current reporting period includes all subsidiaries of the expanded Group. The comparative information between the 2025 and 2024 data presented in other sections of the Sustainability Statement is provided solely for reference purposes and does not fully reflect the current consolidated position of the Group, due to the ongoing harmonization and integration process of the acquired subsidiary. [BP-2 13 b, c] Other EU legislation included This Sustainability Statement includes data from all entities within Bally’s Intralot Group, offering a thorough overview of the Group’s operations. It provides stakeholders with insights into how Bally’s Intralot addresses significant issues, the measures the Group takes towards Sustainable Development, and Group’s responsible efforts in supporting the United Nations Sustainable Development Goals (SDGs). Compliant with the CSRD, this report demonstrates Bally’s Intralot's commitment to transparency, accountability, and adherence to evolving sustainability standards. The reporting period spans from January 1, 2025, to December 31, 2025, covering all business activities of Bally’s Intralot and its subsidiaries. [BP-2 15] Incorporation by reference When Bally’s Intralot fully applies other reporting standards or frameworks, this is explicitly stated within the Sustainability Statement. For instances where only partial application occurs, the Group provides detailed references to the specific sections of the standards or frameworks that have been utilized. This approach guarantees transparency and clarity for stakeholders regarding the origins and extent of the disclosed sustainability information. Bally’s Intralot ensures that any information derived from other legislation or widely accepted sustainability reporting standards and frameworks is clearly indicated in the Sustainability Statement. In cases of partial application, exact references to the relevant sections are provided, preserving the integrity and transparency of the reporting process. Disclosure Requirement Reference SBM-1 – Strategy, business model and value chain Annual Report 2025, pp. 309 [SBM-1 40 b] Gross Scopes 1, 2, 3 and total GHG emissions [E1-6 Annual Report 2025, pp. 395 AR 55] [BP-2 16] 294
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Governance The role of the BoD [GOV-1] In accordance with Article 18 of its Articles of Association, Bally’s Intralot is governed by a Board of Directors, comprising between seven (7) and twelve (12) members, whose duties are outlined in both the Law and the Articles of Association. The Board of Directors collectively possesses ample knowledge and experience in the Group's activities, enabling effective oversight of all operations. Members of the Board are elected by the General Meeting of Shareholders and include executive, non-executive, and independent non-executive members, as stipulated by Law 4706/2020. The Board meets according to a predetermined schedule, adopts an annual action plan, makes decisions, oversees all Group activities, and supervises executives assigned with specific responsibilities, either according to the organizational chart or directly by the Board itself. Board members are eligible for re-election and can be dismissed at any time by the General Meeting, irrespective of their term's expiration. The current Board of Directors of Bally’s Intralot was elected by the General Meeting of Shareholders on 30 May 2024 for a six-year term, expiring on 30 May 2030. Following the resignation of one member, the Board was reconstituted on 7 November 2025, when Mr. Robeson Mandela Reeves was elected as a new member of the Board, replacing the resigned member, and was appointed as Chief Executive Officer of the Company. This reconstitution took place in the context of the strategic transformation of the Group, including the acquisition of Bally’s International Interactive business, a transaction which was completed in October 2025. Τhe Board of Directors is composed of eleven (11) members. The Board maintains a diverse composition, with approximately 27% female representation, ensuring a broad range of perspectives and experience. Following Mr. Nikolaos Nikolakopoulos step down from his executive role on March 16, 2026, the Board consists of two (2) executive members and nine (9) non-executive members, of whom four (4) are independent, representing 36% of the Board. The composition of the Board continues to meet all conditions and criteria set forth by applicable legislation, supporting the Company’s governance framework during its expanded international operations. The Board of Directors of Bally’s Intralot comprises individuals with extensive and diverse expertise across various sectors, products, and geographic locations, ensuring robust governance and strategic oversight. Key members include Sokratis Kokkalis, Chairman and Non-Executive Member, the visionary founder with a strong background in technology and international business and Soohyung Kim, Non-Executive Vice- Chairman, with valuable investment management skills and huge knowledge of the gaming sector. Robeson Reeves, Group CEO, holds various senior management positions within the gaming industry and has vast knowledge of B2C and B2B gaming operations. Group operations and corporate governance are led by Chrysostomos Sfatos, President Lotteries & Group Chief Operating Officer, who oversees Finance, 295
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 HR, Legal Divisions, and Corporate Affairs, bringing extensive experience in strategy, finance, and executive leadership across Bally’s Intralot and related organizations. Nikolaos Nikolakopoulos, brings deep experience in corporate strategy and sustainability, having served in numerous senior leadership positions across Bally’s Intralot global operations. Dimitrios Theodoridis brings experience in business development and strategic planning and Vladimira Mircheva contributes significant financial analysis skills and institutional investment management background. The Board also benefits from the financial acumen of Ioannis Tsoumas and Georgios Karamichalis, the strategic and international experience of Adamantini Lazari and the legal expertise of Dionysia Xirokosta. Collectively, their diverse backgrounds and skills ensure effective oversight and strategic direction for the Group. Bally’s Intralot does not maintain designated elected representative from its own workforce on the Board of Directors (BoD). [GOV-1 21 a, b, c, d, e, AR 5] Sustainability governance Following the introduction of CSRD regulation in 2024, Bally’s Intralot established a robust sustainability governance framework in early 2025 that drives the Group's sustainability strategy and promotes the integration of ESG initiatives across its operations. This governance structure is built on an annual sustainability plan, comprehensive reporting and data management, performance monitoring, stakeholder engagement, and the identification and management of relevant risks and controls. To effectively manage and oversee the Group’s sustainability impacts, risks, and opportunities, Bally’s Intralot has formed a cross-departmental structure, which consists of Units (Departments and Divisions) with a well-defined structure, roles, and responsibilities. This structure functions as an in-house community dedicated to ensuring the Group’s sustainability efforts are aligned with its goals and continuously improved. While this structure ensures the development of sustainability policies and processes across the Group’s entities, it has yet to assign targets for the identified material impacts, risks, and opportunities at each level of governance. Specific targets will be established and allocated for monitoring and implementation in the upcoming reporting cycles. At the Supervisory Level, the Board of Directors (BoD) supervises the sustainability strategy, aligning it with the Group’s long-term goals and corporate strategy. They monitor performance, due diligence processes, and provide strategic direction to address key impacts, risks, and opportunities identified through materiality assessments. The Audit Committee ensures the integrity of the Sustainability Statement and compliance with relevant regulations, collaborating with the Management Level, Internal Audit Unit, and external auditor for thorough review and approval. At the Management Level, the Group CEO integrates sustainability with business goals, shaping the Group’s approach to sustainable development. The COO aligns the sustainability strategy with corporate objectives, integrates initiatives across functions, and adapts ESG policies to regulatory requirements. The 296
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Chief Operating Officer leads the Sustainability Coordinating Team and engages stakeholders to ensure strategic alignment. The CTO drives innovation in sustainable product solutions and services, aiming to reduce environmental impact and improving efficiency. The CFO ensures sustainability investments align with financial objectives and regulatory requirements, including EU Taxonomy and climate-related disclosures. The CLO oversees regulatory compliance, advising on sustainability practices related to human rights, anti-corruption, and governance. The CCO integrates sustainability into the commercial strategy, promoting sustainable products, identifying market opportunities, and fostering customer relationships. The Risk Management Committee identifies and mitigates risks, ensuring proactive adaptation to challenges. The Responsible Gaming Committee upholds responsible gaming principles, integrating features into products and services, and ensuring compliance with the World Lottery Association framework. At the Administrative Level, the Coordinating Team executes the sustainability strategy, providing training on reporting standards, engaging with the Management of Bally’s Intralot Group and ensuring accurate ESG metrics reporting. The Corporate Affairs & Sustainability Unit aligns executive directives with annual plans, collects ESG data, develops the sustainability report, and fosters transparent communication with stakeholders. The Finance Unit verifies financial data related to sustainability projects, ensuring alignment with ESG performance and financial reporting. The Regulatory Compliance Unit ensures sustainability data compliance with laws and regulations, providing advice to the Coordinating Team. The Human Resources Unit embeds sustainability into corporate culture through training, engagement initiatives, and integrating principles into recruitment and performance management. Additionally, is responsible for the development and implementation of all human resources policies. The Risk Management Unit aligns sustainability initiatives with data security and privacy regulations, managing operational risks. The Supply Chain Unit is responsible for the alignment of procurement objectives with the sustainability strategy, ensuring all supply chain stakeholders meet ESG criteria and reporting on performance. The Technology Unit develops sustainable product solutions, adapting innovative technologies to support the environmental footprint reduction and efficiency improvement. It supports circular economy goals through optimized resource use in product development. General Managers of Bally’s Intralot’s subsidiaries integrates sustainability strategy into their local initiatives, aligning with the Group’s goals and providing feedback on performance. The Audit process takes place through the Internal Audit Unit and an appointed External Auditor. The Internal Audit Unit monitors and evaluates the sustainability statement process, by reviewing content under CSRD regulations, assessing the risks that may affect the financial statements. The External Auditor conducts limited assurance engagements on the Sustainability Statement to ensure accuracy, reliability, and compliance with CSRD regulation. 297
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 [GOV-1 21 b] [GOV-1 22 a, GOV-1 22 b, AR 3] [GOV-1 22 c, AR 4] [GOV-1 22 c(i)] [GOV-1 22 c(ii)] [GOV-1 22 c(iii)] [GOV-1 22 d] Training Management on Sustainable Development Issues The Group is responsible for developing and implementing a comprehensive training program on risk management, in alignment with both institutional regulations and internal policies. This program will include introductory training materials tailored for various stakeholders, such as Board members, management staff, and relevant personnel from different Divisions. The objective is to educate participants on the fundamental principles, governance, classification, and methodologies of risk management. Board members will receive training upon assuming their roles and periodically throughout their tenure, ensuring compliance with the Board Members' Suitability Policy. The training policy for the Board of Directors, top management team, and other executives, particularly those involved in control, risk management, regulatory compliance, and information systems functions, is integrated into the internal rules of operation. It is important for Bally’s Intralot's path towards sustainability, to ensure a deep understanding of sustainability across the organization through tailored training sessions for all levels, from the Management to Administrative Level. This includes educating the Board of Directors and executives per focus of area on high-level sustainability concepts, governance, and risk management, while providing operational teams with practical knowledge on implementing sustainable practices in their daily work. The Group offers a variety of learning materials such as seminars, webinars, workshops, and ongoing educational resources to keep employees informed about the latest sustainability trends and best practices. By fostering continuous learning and a culture of ownership, Bally’s Intralot ensures that every employee is empowered to contribute to Bally’s Intralot’s sustainability goals, aligning both individual and organizational efforts with its commitment to making a positive social and environmental impact. The Board of Directors of Bally’s Intralot possesses a diverse array of skills and expertise crucial for effectively overseeing sustainability matters. The Board ensures that the necessary skills and expertise are either directly available or developed through a combination of direct experience and access to external experts or training. This encompasses expertise in technology, international business, finance, accounting, legal and regulatory compliance, strategic planning, and investment management. The Board's collective expertise is closely aligned with the Group's material impacts, risks, and opportunities. They utilize their knowledge to identify and mitigate sustainability-related risks, foster innovation in sustainable products and services, enhance stakeholder engagement, ensure regulatory compliance, and support sustainable financial planning. This holistic approach enables the Board to steer Bally’s Intralot towards achieving its sustainability objectives and contributing to long-term success and value creation for all stakeholders. [GOV-1 23, AR 5, GOV-1 23 a, GOV-1 23 b] 298
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Oversight of sustainability matters [GOV-2] At Bally’s Intralot, the administrative, management, and supervisory bodies, including their relevant committees, are regularly informed about material impacts, risks, and opportunities, as well as the implementation of due diligence and the results and effectiveness of policies, actions, metrics, and targets adopted to address them. Roles & Responsibilities Bally’s Intralot’s sustainability governance framework is structured across three main levels of responsibility: Supervisory, Management, and Administrative Levels. These roles and responsibilities ensure sustainability is integrated into every aspect of Bally’s Intralot’s operations, from strategy development to day-to-day execution, reinforcing the Group’s commitment to delivering long-term value through responsible, sustainable practices. In addition, the Internal Audit Unit monitors and evaluates the process of the Sustainability Statement development under CSRD and relevant regulations, while External Auditor performs a limited assurance engagement on the consolidated Sustainability Statement of Bally’s Intralot under CSRD. 299
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 SUPERVISORY LEVEL Board of Directors (BoD): The Board of Directors oversees the Sustainability Strategy, ensuring it aligns with the Group’s long-term objectives and corporate strategy, while addressing key sustainability impacts, risks, and opportunities (IROs) identified through the DMA. In addition, the BoD monitors Bally’s Intralot’s overall sustainability performance and due diligence processes and provides strategic directions to meet Group goals. Audit Committee: The Audit Committee assesses the integrity of Bally’s Intralot’s Sustainability Statement and monitors its compliance with all relevant financial, environmental, social and governance regulations. This committee examines the most significant sustainability reporting matters in the group’s financial statements, in collaboration with the Management Level, the Internal Audit Unit, and the external auditor, in order to be submitted for approval to the BoD. MANAGEMENT LEVEL Group CEO: The Group CEO demonstrates corporate commitment to sustainability by ensuring the integration of the Group’s sustainability strategy with overall business goals. The Group CEO plays a key role in shaping the Group’s approach to sustainable development and resource management. Chief Operating Officer (COO) & Sustainability Officer: The Group COO & Sustainability Officer holds overarching responsibility for the Group’s sustainability strategy, ensuring alignment with both corporate and industry objectives, integrating sustainability initiatives across key Group functions, and adapting ESG policies in response to evolving regulatory requirements and business needs. The Sustainability Officer chairs the Sustainability Committee and leads the Sustainability Coordinating Team, fostering effective cross-functional collaboration to advance sustainability initiatives across the Group. In addition, the role includes active engagement with internal and external stakeholders to ensure alignment with and effective implementation of the Group’s sustainability strategy Chief Technology Officer (CTO): The CTO leads and oversees the development of Bally’s Intralot’s wide range of sustainable product solutions and services, driving innovation that supports the reduction of the environmental footprint of the Group’s corporate operation and customers who use products and solutions of Bally’s Intralot. The CTO also leads the integration of new technologies, such as cloud solutions, AI, and data analytics, as well as extensive automations in products and projects development life cycle to improve efficiency and resource utilization, aiming to support circular economy synergies. Chief Financial Officer (CFO): The CFO integrates sustainability strategy into the Group’s financial strategy, ensuring that sustainability investments are viable and align with financial objectives. This includes overseeing financial materiality results of identified Impacts, Risks and Opportunities (IROs) that affect (or could reasonably be expected to affect) the Group’s financial position, financial performance, 300
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 cash flows, and cost of capital over the short, medium or long-term. Additionally, the CFO oversees alignment with the EU Taxonomy for sustainable finance and the climate-related financial disclosures, ensuring compliance with regulatory requirements and integrating sustainability considerations into financial decision-making. Chief Legal & Regulatory Compliance Counsel (CLO): The Group CLO oversees Bally’s Intralot's regulatory compliance function and advises the Executive Level as well as, if requested, the Supervisory Level on the Group’s sustainability initiatives and practices in order to comply with all relevant environmental, social, and governance (ESG) regulations, both locally and internationally. This includes, without limitation, adhering to laws related to human rights, anti-corruption, whistleblowing, and Code of Conduct. Chief Commercial Officer (CCO): The CCO holds a pivotal role in integrating sustainability into Bally’s Intralot's commercial strategy by aligning sustainability goals with business objectives and customer needs. The CCO fosters strong customer relationships, promoting sustainable products and services that meet growing demand for environmentally and socially responsible solutions. They identify new market opportunities, ensuring the Group’s offerings align with sustainability trends and business needs. The CCO collaborates across functions to embed sustainability in all customer-facing activities and works closely with stakeholders to communicate and advance Bally’s Intralot’s sustainability initiatives, while monitoring and reporting on their commercial impact. The CCO may seek partnerships with organizations focused on sustainability to innovate and enhance the organization's ability to meet sustainability goals. Sustainability Committee: To reinforce the Group’s commitment to the Corporate Sustainability Reporting Directive (CSRD) and relevant international sustainability regulations, the Sustainability Committee has been formally established to provide strategic oversight of the Group’s sustainability agenda. The Committee assumes overall responsibility for the Group’s sustainability strategy, ensuring alignment with corporate objectives, industry standards, and evolving ESG requirements. The Committee is supported by a Sustainability Coordinating Team, which is responsible for the operational execution of sustainability initiatives across the Group. This includes cross-departmental coordination, monitoring of progress against established objectives, and reporting on outcomes to ensure transparency, accountability, and continuous improvement. Risk Management Committee: The Risk Management Committee is responsible for identifying, assessing, and mitigating risks across the organization. This includes monitoring risks related to business activities, ensuring that risk management practices align with ESG impacts of material topics, and ensuring the Group is prepared to proactively adapt to potential challenges. Responsible Gaming (RG) Committee: To ensure that responsible gaming remains a key focus within the Group’s sustainability framework, the RG Committee is tasked with upholding responsible gaming 301
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 principles and practices across its operations, product portfolio, and services. The Committee oversees the annual initiatives plan, the integration of responsible gaming features into the product portfolio, and the implementation of training programs to ensure compliance with the World Lottery Association (WLA) framework, under which the Group is certified. ADMINISTRATIVE LEVEL Coordinating Team: At the administrative level, a Coordinating Team has been established to execute and implement the sustainability strategy. The Coordinating Team plays a pivotal role in addressing medium- to long-term environmental, social, and governance (ESG) challenges by engaging regularly with the Management of Bally’s Intralot Group to enhance decision-making and align sustainability objectives. Additionally, the team is responsible for providing specialized training on sustainability reporting standards and requirements, and for engaging all relevant functions to ensure accurate, consistent reporting and monitoring of ESG metrics to drive alignment across all entities within the Group. The Coordinating Team consists of: Corporate Affairs & Sustainability Unit: This Unit aligns executive sustainability directives with the annual plan and initiatives across the Group. It collects ESG data and metrics from all functions and subsidiaries to develop the annual sustainability report in compliance with legal frameworks. The function fosters transparent communication with external stakeholders, ensuring alignment with industry standards, and develops strategic communication plans to promote sustainability initiatives both internally and externally. It synthesizes input from various functions to ensure consistent monitoring of sustainability metrics, supports CSRD reporting, and ensures that all communications reflect Bally’s Intralot’s long-term vision and drive engagement across the organization. Finance Unit: This Unit is responsible for collecting and verifying financial data related to sustainability projects and the EU Taxonomy, ensuring that reported accounts meet eligibility criteria and align with overall ESG performance in financial reporting. Additionally, the team evaluates the financial materiality of identified Impacts, Risks, and Opportunities (IROs) that may affect or are likely to affect the Group’s financial position, performance, cash flows, and cost of capital in the short, medium, and long term. This ensures that the Group’s financial reporting accurately reflects the potential financial implications of sustainability-related factors. Regulatory Compliance Unit: This Unit examines that all sustainability-related data input are in line with local and international laws and regulations and provides relevant advices to all members of the Coordinating Team to ensure such compliance with the applicable legislation, ensuring transparency and consistency across the organization. The function also monitors the legal framework for latest updates and new requirements and safeguards the regulatory compliance of the sustainability policies therewith. 302
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Human Resources Unit: This Unit is responsible for embedding sustainability into Bally’s Intralot’s corporate culture. They oversee training programs, employee engagement initiatives, and integrate sustainability into recruitment and performance management, ensuring that sustainability principles are reflected in every aspect of the employee experience. Risk Management Unit: This Unit ensures that sustainability initiatives align with data security and privacy regulations. They also manage business risks distinct from sustainability risks, focusing on operational risks that may affect the broader sustainability strategy. Supply Chain Unit: This Unit leads procurement strategies that support the Group’s sustainability objectives. They ensure that suppliers meet ESG criteria, mitigate risks related to sustainability, and promote ethical sourcing, regularly reporting to leadership on supply chain sustainability performance. Technology Unit: The Technology Unit ensures that financial data related to sustainability technology investments is accurately inputted and verified. They collaborate with other departments to ensure technology-driven sustainability projects are aligned with Bally’s Intralot’s financial and operational objectives. Subsidiaries’ Unit: The General Managers of Bally’s Intralot’s subsidiaries are responsible for executing sustainability initiatives within their regions. They ensure that global sustainability goals are adapted and implemented at the local level, providing feedback on performance and aligning subsidiary operations with Bally’s Intralot’s overarching sustainability strategy. AUDIT Internal Audit Unit: The Head of Internal Audit Unit monitors and evaluates the process of drawing up and submitting the Sustainability Statement in terms of design and effectiveness. The Head of Internal Audit Unit reviews the content of the Sustainability Statement under CSRD and relevant regulations, by capturing information about ESG-related matters that may affect the financial statements, assessing the risks of material misstatement of the financial statements resulting from such matters and evaluating such matters to determine whether they may need to be reflected in the financial statements. External Audit: The appointed External Auditor is responsible for performing a limited assurance engagement on the consolidated Sustainability Statement of Bally’s Intralot, under the Corporate Sustainability Reporting Directive (CSRD), to ensure accuracy, reliability, and compliance of the reported information according to the respective regulation. [GOV-2 26 a] During the reporting period, the administrative, management, and supervisory bodies, including their relevant committees, addressed several material impacts, risks, and opportunities. 303
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Specifically, the bodies focused on energy consumption and emissions, developing and implementing climate change mitigation strategies to manage associated impacts and risks. Fair employment, diversity, and inclusion were key areas of focus, ensuring fair employment practices, talent attraction, and retention. The Group promoted human rights, diversity, and equal opportunities, enhanced employee training and skills development, and established grievance mechanisms to address employee concerns. Employee health, safety, and wellbeing were prioritized, with measures implemented to mitigate risks and enhance workplace safety. Responsible gaming was another critical area, promoting a safe gaming experience and responsible gaming awareness, and designing products with responsible gaming features to mitigate associated risks. Innovation and technology were leveraged to drive sustainable products and services through digitization, addressing related risks and opportunities. Data privacy and security were ensured, with robust measures implemented to protect customer data and address risks related to data breaches. The Group engaged with local communities to understand and address their needs, evaluating the economic impact of its operations on these communities. Corporate governance and business ethics were promoted, with a focus on business conduct and anti-corruption measures, ensuring compliance with ethical standards and regulatory requirements. Lastly, responsible procurement practices were implemented, assessing risks and opportunities related to the supply chain and procurement processes. These material impacts, risks, and opportunities were addressed by Bally’s Intralot's administrative, management, and supervisory bodies, ensuring alignment with the Group's sustainability goals and strategic objectives. [GOV-2 26 b, GOV-2 26 c] Incentive schemes [GOV-3] Incentive schemes The Remuneration Policy for Board of Directors members considers the existing legal framework, the Hellenic Corporate Governance Code, and the Group’s Internal Regulation, with the aim of aligning Board remuneration with the interests of all Group stakeholders. The policy is consistent with market practices and supports the Group’s business strategy, long-term objectives, and sustainability. It provides the necessary flexibility to attract and retain individuals with the appropriate skills and experience for each role, while ensuring that remuneration is closely linked to Bally’s Intralot’s long-term goals. The policy primarily aligns remuneration with shareholders’ interests, while also considering the interests of other stakeholders, including employees, and fully complies with European and Greek legal requirements. 304
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 For Bally’s Intralot no incentive schemes linked to sustainability matters have been implemented for members of the Board of Directors during the reporting period, nor are any such schemes currently under consideration. [GOV-3 29, AR 7] [GOV-3 29 a] [GOV-3 29 e] [GOV-3 29 b] [GOV-3 29 c] Due diligence [GOV-4] Statement on Due Diligence Sections in the Core elements of due diligence Sustainability Statement a) Embedding due diligence in governance, strategy, and business GOV-3, SBM-3 model b) Engaging with affected stakeholders in all key steps of the due SBM-2, IRO-1, MDR-P diligence c) Identifying and assessing adverse impacts IRO-1, SBM-3 d) Taking actions to address those adverse impacts MDR-A e) Tracking the effectiveness of these efforts and communicating MDR-M, MDR-T General Principles The Group proactively identifies potential corruption and bribery risks across its operations by embedding responsible internal operating principles and implementing policies, rules, and procedures that guide daily activities. This approach includes ensuring compliance with applicable regulations in all jurisdictions where it operates, as well as assessing existing and emerging corruption-related risks, on a periodic basis. Bally’s Intralot, also, conducts thorough assessments of its suppliers' financial and technical performance, monitoring products and service providers based on criteria such as quality of deliverables, infrastructure deployment, testing, system performance, and incidents recorded by its Global Service Desk. Additionally, Bally’s Intralot performs due diligence on suppliers' financial data and business partners, including agents, consultants, suppliers, intermediaries, consortium or joint venture partners, contractors or major sub-contractors, and distributors in accordance with its internal risk assessment procedures, before engaging in any business relationship. The Group maintains robust Know Your Customer (KYC) and due diligence procedures, which are embedded in its operational processes. Responsible procurement practices are governed by a Group- wide Procurement Policy, while anti-corruption clauses are systematically incorporated into supplier agreements. The Group conducts comprehensive and periodic corruption risk assessments and refrains from engaging in, or continuing, business relationships where due diligence outcomes do not meet its established standards, unless adequate risk mitigation measures are implemented in line with internal policies. The Group implements a standardized internal auditing procedure performed annually to assess its business units for relevant risks and monitor high-risk areas. Bally’s Intralot also underwent an 305
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 extensive independent assessment of its responsible gaming practices and products, resulting in the renewal of its Certificate of Alignment with the World Lottery Association (WLA) Responsible Gaming Framework for Associate members until 2027. Bally’s Intralot’s DMA examines sustainability matters from two complementary dimensions: impact materiality, which evaluates the effects on society, governance, and the environment, and financial materiality, which assesses how sustainability-related issues influence the Group’s value creation and financial performance. This assessment aligns with regulatory requirements and integrates considerations from the Group internal Risk Registry. In addition, Bally’s Intralot has implemented grievance mechanisms that enable employees to report and seek redress for incidents of harassment or discrimination. The Group applies a merit-based approach and enforces a strict non-retaliation policy, ensuring that employees can raise concerns through these mechanisms without fear of adverse consequences. Risk management and internal controls [GOV-5] Risk management and internal controls The Group has established a Risk Management System (RMS) as an integral component of its Internal Control System (ICS) in accordance with the corporate governance regulations for listed companies. The ICS comprises a structured set of internal control mechanisms, policies and frameworks -including risk management, internal audit and regulatory compliance- which collectively contribute to the Group’s safe and efficient operation across all its activities. They are designed to ensure the efficiency of corporate operations, reliability of financial reporting and compliance with applicable laws and regulations. To reinforce its governance practices, the Group has formally adopted the RMS and a Regulatory Compliance System that apply to all Group activities. The RMS enables Group management to collect and monitor risk information, thereby supporting informed decision-making and effective risk management. The Risk Management supports the Group's strategic objectives amidst domestic and international influences. The RMS is supported by the Enterprise Risk Management (ERM) Framework, which defines the governance structure, roles, and methodologies for managing risk. Under the ERM framework, the Group applies a structured risk management process for the systematic management of risk for all Group activities following the below key steps: • Risk identification • Risk assessment • Risk response • Risk monitoring and reporting 306
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Furthermore, within the ERM Framework, the Group has established a Governance Framework that defines the structures, roles and processes that most effectively support the achievement of objectives and enable strong governance and risk management. The Board of Directors holds ultimate responsibility for risk management and for determining the Group's risk appetite. It approves the ERM Framework and oversees the adequacy and effectiveness of the ICS. Supporting the Board of Directors, the Risk Management Committee has been established to ensure the effective management of risks across the Company and the Group. It consists of senior Chief-level executives from key business and control functions ensuring strong cross-functional governance and comprehensive risk oversight. Its main responsibilities include evaluating the ERM Framework, approving it for submission to the Board for final approval, and actively supporting the risk management process by overseeing its proper implementation. The Risk Management Officer acts as a liaison between the Risk Management Committee -and consequently the Board of Directors- and operational management, by coordinating the implementation of the risk management process. They are responsible for the management and monitoring of risks (depending on the level of risk), coordinating the actions required under the RMS, and for preparing regular risk management reports for the Board of Directors submitted through the Risk Management Committee. The Divisions/Departments act as the first line of defense, responsible for identifying, managing, and monitoring risks within their areas of operation. Within their accountability is timely reporting significant risks to the Risk Management Committee and the Board through the Risk Management Officer. The Board of Directors is tasked with presenting all significant business risks related to the operation of the Group and the companies included in the consolidated financial statements, providing explanations where necessary, in the preparation of annual and interim financial statements. The Internal Audit Unit plays a crucial role to adding value and improving the operations of the Group by providing independent and objective assurance and advisory services. It supports the Group in achieving its objectives by applying a systematic and professional approach on the evaluation and improvement of the effectiveness of the risk management, corporate governance, internal control systems and processes of the Group. The Internal Audit Unit monitors and evaluates: • the implementation of Bally’s Intralot’s Internal Regulation and the ICS, particularly with respect to the adequacy and accuracy of financial and non-financial information, risk management, regulatory compliance, and adherence to the Code of Corporate Governance adopted by the Group, • the compliance with the Articles of Association and, more broadly, with the legislation governing the Group, in particular stock market and Société Anonyme companies’ legislation, • the quality assurance mechanisms, • the corporate governance mechanisms, 307
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 • the compliance with commitments outlined in Group’s press releases and business plans regarding the use of the funds raised from the regulated stock market. The Audit Committee is responsible for monitoring and evaluating the adequacy of the ICS of the Group. The Committee is informed of the annual audit program of the Internal Audit Unit prior to its implementation and holds regular meetings with the Head of the Internal Audit Unit to discuss relevant issues and any problems arising from the internal audit procedure. The Audit Committee also monitors the financial reporting processes. In summary, the Group's RMS Governance framework involves the Board of Directors, the Risk Management Committee, the Risk Management Officer, the functional Divisions and Departments, the Internal Audit Unit, and the Audit Committee. Each governance body has defined roles and responsibilities to ensure effective risk management, regulatory compliance, accurate and reliable financial reporting, thereby supporting the Group's strategic objectives and operational integrity. For the purposes of sustainability reporting, risks are classified based on the Group’s ERM Framework risk classification, where sustainability-related risks fall under the first-level Classification “Strategy and Planning” and second-level classification “Corporate Responsibility & Sustainability (CR&S)”. [GOV-5 36 a, 36 b, 36 e, AR 11] Risk catalogue Through the above procedure the Group has identified the risks below: 1. Accuracy of Data Due to the Nature of the Subsidiaries Risk: The diverse nature of subsidiaries can lead to inconsistencies and inaccuracies in data, which can affect the overall reliability of consolidated sustainability statements. For the mitigation controls the group has implemented: • Standardization of Reporting: Bally’s Intralot has implemented standardized reporting templates and guidelines across all subsidiaries to ensure uniformity in data collection and reporting. • Regular Audits: Bally’s Intralot conducts regular internal audits to verify the accuracy and completeness of the data reported by subsidiaries. • Training and Development: Bally’s Intralot provides ongoing training to subsidiary finance teams on the importance of data accuracy and the use of standardized reporting tools. 2. Consolidation of the Data • Risk: The process of consolidating data from multiple subsidiaries can be complex and prone to errors, leading to inaccurate sustainability reporting. For the mitigation controls the group has implemented: 308
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 • Investment in ESG Reporting System Automation and Traceability: Bally’s Intralot has invested in and implemented an ESG software solution to support the consolidation of sustainability data from internal stakeholders and subsidiaries. This control enhances data accuracy, improves traceability, and reduces the risk of manual errors in sustainability reporting. • Training and Support: Bally’s Intralot provides comprehensive training and ongoing support to ensure that staff are proficient in using the new tools and technologies. • Reconciliation Procedures: Bally’s Intralot has implemented robust reconciliation procedures to ensure that intragroup transactions and balances are accurately eliminated during consolidation. • Regular Review and Monitoring: Bally’s Intralot has established a regular review and monitoring process to identify and address any discrepancies or issues in the consolidation process. • Segregation of Duties: Bally’s Intralot ensures segregation of duties within the consolidation process to prevent errors and fraud. Different individuals are responsible for data entry, review, and approval. By implementing these mitigation strategies and related controls, Bally’s Intralot significantly reduces the risks associated with data accuracy and consolidation, ensuring reliable and accurate sustainability reporting. [GOV-5 36 c, AR 11] [GOV-5 36 d, AR 11] Strategy Strategy, business model and value chain [SBM-1] Profile - Group Snapshot The landmark combination of INTRALOT and Bally’s International Interactive in 2025 has created Bally’s Intralot, global iGaming and lottery champion and one of the world’s largest gaming groups with commitment to regulated markets. Bally’s Intralot Group is a truly integrated iGaming and lottery technology provider and operator, underpinned by a highly complementary and tightly integrated tech stack, as well as enhanced scale and diversification, operating in more than 40 regulated jurisdictions worldwide, delivering solutions and services across B2G, B2B and B2C projects. The Group continues to be a technology and innovation-driven corporation, a reliable partner to state and state-licensed operators and a trusted gaming operator. By providing secure systems, reliable infrastructures and top quality services it delivers a growing omni-channel gaming ecosystem in responsible gaming environment while maximizing benefits to all stakeholders. The Group’s scale and scope expanded significantly during the reporting period through the acquisition of Bally’s International Interactive business. By integrating proven digital B2C capabilities with INTRALOT’s global leadership in regulated lottery gaming, the Group is well positioned across online gaming, lottery, 309
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 iLottery, sports betting and gaming machine monitoring. The complementary strengths of the standalone entities have formed a scaled, technology-independent global champion with global regulator acceptance and access to a substantially larger total addressable market (TAM). The Bally’s Intralot Group, in line with the standalone entities focus on ESG, maintains a strong commitment to environmental, social and governance (ESG) principles. As a member of the United Nations Global Compact, Bally’s Intralot acts as a global corporate citizen, adhering to the UNGC Ten Principles on Human Rights, Labour, Environment and Anti-Corruption, and pursuing continuous sustainable development. Building on Intralot’s overarching strategy for “Driving Lottery Digital Transformation with flexible, reliable, secure solutions and systems,” Bally’s Intralot remains committed to modernizing gaming and lotteries by delivering innovative and technologies and customer-centric operational services that continue to shape the future of gaming. Bally’s Intralot long-term objective is driving the sustainable growth of the combined value previously created by the standalone entities for the benefit of all stakeholders. For this reason, Bally’s Intralot has integrated best practices in corporate governance into its business conduct and across its operations. Bally’s Intralot is primarily focused on operating with integrity and transparency, and abiding by the Code of Conduct, both within the organization and in its dealings and transactions with third parties, which prohibits any form of corruption or bribery. In addition, Bally’s Intralot is certified under the WLA Responsible Gaming Framework for its B2B and B2G activities as a vendor to licensed lotteries and operators, and is a proponent of, and maintains an unwavering commitment to Responsible Gaming. What is more, Bally’s Intralot is accredited in accordance with some of the most stringent industry standards for quality and safety management systems, all of which apply specifically to its B2B and B2G activities. Bally’s Intralot was the first vendor in the sector certified with the WLA SCS:2016 (Security Control Standard) and ISO 27001:2013 for its Information Security Management Systems. Furthermore, its B2B and B2G operations are covered by a comprehensive set of ISO certifications, including ISO 9001:2015 (Quality Management Systems), ISO 14001:2015 (Environmental Management Systems), ISO 20000:2018 (IT Service Management Systems), ISO 29993:2017 (Learning Services Outside Formal Education), and ISO 37001:2016 (Anti-Bribery Management Systems), reflecting the company’s strong commitment to excellence, regulatory compliance, and operational integrity across its business- to-business and business-to-government activities. Bally’s Intralot, as part of its stakeholder engagement approach, collaborates with many external stakeholders, among them all major international industry associations including the World Lottery 310
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Association, the European Lotteries, the North American Association of State & Provincial Lotteries (NASPL), the Asia Pacific Lottery Association (APLA), and the Gaming Standards Association. These collaborations and partnerships relate specifically to Bally’s Intralot’s B2B and B2G operations. Bally’s Intralot is a valued partner of those industry organizations, and strives to contribute decisively to the development of the regulated gaming industry. Vision & Mission Bally’s Intralot is a technology-driven corporation, uniquely positioned to offer flexible, reliable, and secure gaming products and services to licensed lottery and gaming organizations globally and to run iGaming operations with outmost integrity and responsibility Vision Bally’s Intralot’s vision aims at transforming field experience from gaming operations into intelligent solutions and immersive games that meet players and lotteries needs in the digital era and creating value for all stakeholders sustainably and responsibly. Furthermore, the Group’s long-term vision is to lead the industry’s next chapter by being better than its peers in every aspect of its operations. Mission Bally’s Intralot’s mission focuses on: • Delivering innovation driven by experience. • Modernizing licensed lotteries in today’s digital world and supply them with entertaining gaming options, exciting omnichannel content, integrated best-in-class technology solutions, flexible future-proofed platforms, and added value services. • Operating lotteries in a secure, reliable, and transparent manner, by consistently providing engaging player experiences. • Lead as an omni-channel provider of gaming and entertainment experiences. • Providing world-class B2C iGaming platforms and proprietary gaming content across regulated markets. • Offering premium online gaming entertainment through a diverse portfolio of interactive digital entertainment brands. Business Model Technology innovation spearheads the Group’s conduct of business and serves as the driving force behind its leading position in the gaming industry. Large investments in research and innovation have resulted in the development of cutting-edge technologies over several years. The acquisition of Bally’s International Interactive amplifies the Group’s technology capabilities, by instilling the Group with expertise in 311
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 interactive and online gaming, while expanding the technology and content portfolio. This integration positions the Group as a top iGaming operator and a leading global provider of lottery solutions. In addition, the utilization of global player insights, diverse project experience and operational expertise, enables the delivery of entertaining gaming content across-channels and regulated segments that responsibly engage players and drive sustainable growth. These core components of the business model of Bally’s Intralot are complemented by a well-established local presence in key geographies and by maintaining collaborative relationships with governments and regulators worldwide. These technology assets, critical business qualities and operational capabilities shape a resilient business model which is characterized by robust and long-term recurring revenues and a diversified geographic and game vertical/product mix. This business model encompasses: a) the categories/gaming verticals which Bally’s Intralot serves, b) the technology products and solutions which cater for the needs of each vertical, c) the services which are provided as part of the Group’s offering and d) the activities/types of engagement in which it is delivering its offering to its customers. a) Categories /Gaming Verticals Services of Bally’s Intralot are offered across 6 distinct gaming verticals/products, namely: • Lottery Games, include the operation and supply of technology services for numerical and traditional lottery games, instant tickets and fast draw games. • iGaming, include the end to end operation and management of own or partner iGaming brands. • Sports Betting, includes the operation, supply of technology, bookmaking, and risk management services. • Video Lottery Terminals/Amusement with Prizes Machines, include solutions and services for VLT monitoring, gaming venues and server-based gaming. • Racing includes technology, content, and integrated services for pari-mutuel and fixed odds race betting on horse racing events, as well as virtual games. • IT Products and Services, include technology, support and operational services to state and state- licensed organizations. b) Products Lottery Solution & Lotos X omni Bally’s Intralot’s Lottery Solutions, currently deployed in 36 Lottery operations worldwide, are tailored to suit the needs of regulated Lotteries globally, catering to customers’ needs across all channels and is an all-in-one solution that fully covers the needs of managing an online and retail Lottery operation. Bally’s Intralot’s new generation Lottery Solution is an omnichannel solution that can serve both retail and digital worlds as it consists of the Lotos X platform, its cutting-edge lottery game platform for centralized end to end management of all lottery products (numerical, passive or instants) including Lotos Promotions and 312
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Lotos Instant Game Management System and of i-Lottery, including digital channel of website portal and mobile application, and PAM (Player Account Management) system. Vitruvian Platform The Vitruvian platform is a robust, technology-agnostic suite that seamlessly integrates Data, Al, Real- Time Tracking, and Marketing capabilities to drive business growth and innovation. Serving as the backbone of customer-facing product development, it empowers Baily's Intralot to harness real-time insights, automate complex decision-making, and deliver highly personalized experiences at scale. By unifying critical technologies into a cohesive ecosystem, Vitruvian enhances operational efficiency, accelerates go-to-market strategies, and enables us to stay agile and competitive in an ever-evolving gaming landscape. Its flexible and scalable architecture ensures long-term value, supporting continuous innovation and sustainable business success across its B2C and B2B projects. Sports Betting Solution & Bally’s Intralot Orion Bally’s Intralot’s Sports Betting Solutions, currently deployed in 9 Lottery & Sports Betting operations worldwide, are also tailored to suit the needs of regulated Lotteries and pure Sports Betting operators globally. The solution offers among others rich risk management tools, highly automated and efficient management of events and high frequency markets, derivatives engine that enhance efficiencies and reduce man effort. The Group’s solution comes preintegrated with all major 3rd party data feed providers; therefore, the coverage is exhaustive and meets the needs of every forward-looking operator. VLT Monitoring Solution – iGEM iGEM currently deployed in 5 major Lottery operators across the world, is a specialized system designed to monitor and control large gaming networks that include gaming machines from various manufacturers and protocols, such as G2S, SAS, and several legacy protocols. It offers support for progressive and mystery jackpots, diverse payment options, responsible gaming practices, and advanced player services. The Group’s proprietary Site Controller HW and SMIB HW devices seamlessly connect operators of EGM/VLT/COAM with a comprehensive monitoring solution. Bally’s Intralot Enablers – Catering both Lottery and Sports Betting Solutions Bally’s Intralot enablers include a set of platform components and applications for addressing additional operational aspects of its customers, outside the two core gaming platforms. • The management of content: Canvas Content Management System (CMS) is a powerful platform for managing the content and UI across multiple touchpoints (websites, mobile native apps, self- service terminals, retailer terminals, etc.) with build-in personalization and content optimization features. Includes products of Canvas Retailer (POS terminal application and backend platform) 313
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 and Canvas Signage (content management, delivery and playout that enrich the retail gaming experience and boost player entertainment and engagement). • The management of the retailers: RetailerX is an end-to-end solution designed to empower and motivate retailers, while enabling operators to efficiently manage retail network information, ordering, ticketing and inventory. • The management of the players: PlayerX is a platform managing identifiable players in both retail and online domains, to maximize their lifetime value and reduce churn. • The management of the devices: Device Management System (DMS) manages centrally all retail network peripherals, while monitoring their performance and identifying any update or upgrade needs. Customer Touchpoints (Operator, Retailer and Player) – Available for both Lottery and Sports Betting Solutions Bally’s Intralot is constantly enhancing its Retail and Digital Transformation proposition for its customers by introducing retail concepts, digital workflows and player journeys including responsible gaming practices. Bally’s Intralot is a 'one-stop-shop' for any Lottery or Sports Betting operator, either in the retail or online space. The standard touchpoints Bally’s Intralot provides solutions for are: • Retailer terminals: A wide range of bespoke terminals used by the retailer/clerk in any type of retail store (e.g., shop-in-shop, in-lane, dedicated store). • Self-Service Terminals and Vending Machines: A wide range of player terminals that deliver a thrilling gaming experience by dispensing actual products (scratch tickets, betslips & playslips) either instore or in semi-attended spaces. • Portal websites and mobile applications: Digital channels for playslip preparation and real-money gaming. • Retail Digital Program: A revolutionary solution of digital journeys to provide retail players with an experience that closely resembles the features offered by online gaming platforms. c) Services The offered services cover the whole spectrum of the day-to-day operational activities of lottery organizations and are categorized into the following areas: • IT Professional Services • Technical Support • Game Operations • Sports Betting – Managed Trading Services • Sales & Marketing Services • Player management services d) Activities/Types of engagement Bally’s Intralot is a leading supplier of integrated gaming systems and services, being well diversified geographically and with a balanced presence in both developed and developing markets as well as a 314
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 leading market position in licensed gaming in most of the highly regulated markets in which it operates. The Group conducts and reports its business activities as per three engagement models – Technology and support services, management contracts and Licensed operations – representing its different contractual activities. The following table summarizes the principal products and services provided in each of Bally’s Intralot's business activities: Technology and Support Management Contracts Licensed Operations Services Contracts Description Provision of: Management of all the Ownership of a license to aspects of a gaming operate games including: • Central gaming system operation: • Lottery terminals • Provision of technology • Telecommunications • Management of solutions as described system/solutions services as described under “Technology and • Related peripheral under “Management Support Services equipment and Contracts” and/or Contracts” software • Provision of technology • Day-to-day operations • Implementation solutions as described • Marketing services services and/or under “Technology and • Sales network • Maintenance and Support Services development and support services Contracts” management and/or • Monitoring systems for • Risk VLT operations management/odds setting for sports betting games Holder of State or state-licensed State or state-licensed Bally’s Intralot or its License operator maintains the operator maintains the partner maintain the license license license, which is acquired from a competent local/state government authority Key United States, Greece, United States, Turkey UK, Spain, Argentina Geographies Australia, New Zealand, Canada and Argentina Other Croatia, Chile, Morocco Geographies Netherlands, Ireland, Germany, Malaysia, Taiwan, Philippines and Peru 315
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Strategy The overarching strategy to deliver stakeholder value is based on 5 strategic pillars: • Deliver best-in-class technology solutions and maintain sustainable leadership in technology innovation. Continuously invest in R&D activities to develop leading technology solutions and streamline technology development through measures to enhance efficiency and promote agility and performance. • Expand its footprint in strategic markets & maintain portfolio diversification. Expand the contract base with its main focus being the US lottery market, the current epicenter of industry developments with sports betting and iLottery regulation evolving across States, while its business development efforts underpin the strategic shift from emerging markets to mature markets, like North America and Europe. Maintain a well-diversified portfolio across the three core business activities of technology and support services, management contracts and licensed operations. • Value creation driven by increased cash flow generation, margin expansion and improving longer- term revenue visibility. Create cost savings and operational efficiencies through cost optimization initiatives, effective management of long-term contracts and strategic partnerships. • Disciplined capital allocation aimed to optimize its capital structure. Steadily de-lever business through additional cash flows generated by expected operational and financial synergies and efficiencies, as well as expected positive cash flows impact from the shift to an ‘asset-light’ model. • Unwavering commitment to Responsible Gaming, Social Responsibility, and Integrity. Promote responsible gaming, social responsibility, and integrity throughout its global activities in any type of engagement. [SBM-1 40 a(i), AR 12, AR 13], [SBM-1 40 a(ii), AR 12, AR 13] [SBM-1 42 a] [SBM-1 42 b] Global workforce distribution Lastly, Bally’s Intralot's total headcount is distributed across all continents reflecting its global presence: • In North and South America, the Group employs 820 individuals, • in Oceania, the workforce consists of 67 employees, • in Africa, Bally’s Intralot has a team of 33 employees, • and in Asia, the headcount reaches 233. • The number of employees in Europe is 1,624. This distribution highlights Bally’s Intralot's strategic expansion and operational footprint across geographies. [SBM-1 40 a(iii)] Value chain Bally’s Intralot is driving digital transformation of lottery and iGaming operations, aiming to responsibly deliver sustainable growth for the benefit of all stakeholders. The Group provides advanced lottery and gaming technology solutions and services to both State and private State-licensed operators across geographies. The strategy and business model are designed to ensure the secure and continuous operation of the entire value chain, spanning upstream, own operations, and downstream activities. 316
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Upstream The input and approach of the Group’s value chain are characterized by the procurement and transportation of essential raw materials & lottery/casino products, as well as the energy/fuels for day-to- day activities, financial capital, logistics, technical support services and business partnerships. Following the acquisition, the Group’s upstream activities have expanded to support licensed iGaming operations. This includes IT hardware components and software licenses, AI tools, cloud servers and encryption technologies, which are critical to operations. A significant part of the Group’s upstream activities also includes Bally’s Intralot marketing materials, advertising resources, promotional items and the procurement of consumables. These inputs increasingly support both technology-driven and licensed gaming activities. The Group adopts a meticulous approach to gathering, developing, and securing these inputs, ensuring that high standards of quality and reliability are maintained, while aligning procurement practices with regulatory and operational requirements for licensed gaming operations by procuring rd specialized solutions and services, including 3 party gaming content, KYC/AML components and martech solutions. Own Operations Bally’s Intralot’s activities can be divided into three main categories, addressing the different needs of the lottery partners: 317
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 • Technology and support services, including provision of equipment, software, and maintenance services. • Management services, including day-to-day management of operations, marketing services, sales network and risk management/ odds’ setting for game and Sports Betting organizations. • Licensed operations that may also include responsibility of all aspects of a gaming operation, selection and provision of technology, as well as the efficient, ongoing support and management of the operations, including direct participation in licensed iGaming activities following the acquisition of Bally’s International Interactive business. Within its own operations, Bally’s Intralot focuses on the development of central gaming systems for gaming machines/VLT activities through software design, system integration, software deployment, and implementation. These capabilities are supported by the provision of specialized telecommunications systems, solutions, and services, alongside the development of software and multi-purpose computer and electronic systems. The Group’s Technology and Support Services include also post-deployment integration of hardware and software (field upgrades and feature bundling), as well as the operation, hosting and monitoring of critical gaming platforms and infrastructure. Through its management contracts, the Group provides essential marketing and advertisement services to support operator growth, while also managing the direct operation of instant lottery systems and various lottery games. Following the acquisition of Bally’s International Interactive business, the Group has expanded its own operations to include the direct management of licensed gaming operations, encompassing retail and digital gaming activities, player account administration and customer support functions. Own operations also encompass regulatory compliance, licensing management, AML and responsible gaming monitoring, payment processing and fraud prevention mechanisms, reflecting the Group’s expanded role as a licensed gaming operator. The go-to-market and sales strategies involve comprehensive market research and analysis, effective positioning and branding, lead generation, client acquisition, competitive bidding processes and applying for local iGaming licenses in regulated jurisdictions. The output encompasses the delivery, hosting, and maintenance of gaming solutions, alongside operational services that support customers including on- site venue operations and the provision of responsible gaming and player protection measures. Finally, support activities are integral to the Group’s cycle of operations to deliver value to customers and maintain operational excellence. Bally’s Intralot invests in human capital management and development, procurement, and shared services such as finance, legal, and compliance. 318
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Downstream The output of the Group’s value chain is the delivery of lottery, gaming and licensed iGaming solutions and services, encompassing platforms, central systems infrastructure (data centers/cloud), network equipment, and hardware to ensure seamless operations. Another key component is the commercial deployment and exploitation of gaming platforms, lotteries, and systems hosted on web, mobile, and casino or lottery environments, which ensures that the Group’s technology reaches players effectively across all regulated channels of Lottery and Gaming operators. Following the acquisition of Bally’s International Interactive business, these outputs increasingly include enhanced iGaming offerings and platforms, expanding the Group’s reach in regulated international markets. Outcome By leveraging the value chain, Bally’s Intralot drives digital transformation for lottery and gaming operators, fostering economic growth that benefits societies. The commitment to delivering high-quality technology solutions and services is reflected in the strategic approach and business model, which prioritises the needs of customers and other stakeholders. The material impacts, risks, and opportunities (IROs) are predominantly located within Bally’s Intralot's own operations, particularly concerning the workforce and the resources utilised in operating gaming platforms and IT infrastructures. The upstream and downstream components of the value chain, including key suppliers of hardware, software, and operational support services, are essential to deliver value and sustain the strategy. These dependencies are carefully considered in decision-making processes to ensure the continued success and resilience of the business model. [SBM-1 42, AR 14] [SBM-1 42 c, AR 15] Sustainability strategy Bally’s Intralot's sustainability strategy is centered around five key areas, as outlined in the latest Sustainability and NFR reports. By concentrating on these areas, the Group aims to generate sustainable long-term value for all stakeholders while upholding its commitment to social and environmental responsibility. Economic Sustainability: Bally’s Intralot is dedicated to creating long-term value for shareholders, employees, and stakeholders by expanding its activities, and its portfolio of products, and services. The Group embraces innovation and strives to offer high-quality, competitive products, aiming for sustainable profits and financial stability. Governance: Bally’s Intralot adheres to Corporate Governance principles, aligning its practices with Greek laws and international standards, with a focus on shareholder and stakeholder rights, transparency, 319
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 and responsibility. The Group employs clear procedures for business activities and prioritizes transparent practices, including fraud prevention and employee training. Responsible Gaming: Committed to the WLA Responsible Gaming Framework, Bally’s Intralot implements best practices in gaming and develops tailored responsible gaming solutions. Furthermore, the Group educates employees and players on responsible gaming principles as well as local gaming regulations so to promote healthy and responsible gaming behaviors. Climate and Environment: Bally’s Intralot is dedicated to environmental protection, complying with relevant legislation, and minimizing environmental impact. The Group’s efforts include recycling, using eco-friendly materials, conserving resources, reducing plastic use, and addressing transportation pollution. Employees and Community Engagement: Bally’s Intralot supports social welfare and local communities, focusing on cultural preservation and improving the quality of life. The Group’s community initiatives include support for underprivileged children and volunteer programs. Bally’s Intralot ensures a safe, non-discriminatory workplace with equal opportunities, respects trade union rights, and adheres to health and safety regulations. Emphasizing human resource quality, the Group prioritizes fair personnel practices and employee development. Following the landmark integration, the combined Bally’s Intralot’s sustainability strategy framework is currently being recalibrated as a way to navigate a period of profound regulatory change, market consolidation and strategic realignment. The Group will finalize it within 2026 and incorporate it across the B2B and B2C strategic plans and throughout the Group subsidiaries and affiliates. This framework guides Bally’s Intralot’s sustainability efforts, ensuring that the Group operates in a socially responsible and environmentally sustainable manner. It encompasses policies and procedures related to environmental stewardship, social responsibility, and governance. [SBM-1 40 g, AR 12, AR 13] [SBM-1 40 e, f, AR 12, AR 13] Revenue In 2025, Bally’s Intralot S.A. reported a revenue of approximately €14.5 million and employed 426 individuals. The consolidated subsidiaries included in the scope of the Sustainability Statement also achieved a revenue of approximately €503.55 million in 2025, with a total of 2,351 employees. Based on the Group’s consolidated financial statements, the Group’s total revenue is approximately €518.04 millions and is primarily generated from activities classified under the NACE code 62.01 – Computer programming activities, which relate to the development, licensing, implementation and support of lottery, betting and iGaming software platforms and related technology solutions and 320
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 represents the Group’s principal economic activity. Revenues from this sector account for approximately 53.05% of total consolidated revenue. A secondary share of revenue is attributable to activities classified under the NACE code 92.00 – Gambling and betting activities. Revenues from this sector, including lottery and betting operations, licensed gaming activities, management contracts, and the operation of gaming systems and terminals, account for approximately 46.95% of total consolidated revenue. More information on the financial statement can be found in Financial Review, page 53. Interests and views of stakeholders [SBM-2] Stakeholder groups The Group defines stakeholders as natural or legal persons who are directly or indirectly connected to, have an influence on, or are impacted by its decisions and activities. In line with its commitment to responsible business conduct, the Group maintains regular engagement with its key stakeholders. This ongoing engagement enables the identification, assessment and effective management of sustainability- related impacts, supporting the continuous improvement of sustainable business practices and overall performance. The Group seeks to foster meaningful dialogue and close collaboration with stakeholders by transparently communicating Bally’s Intralot’s positions and policies, while actively considering diverse perspectives. The main identified stakeholder groups include Shareholders, Employees, Customers, Suppliers, Business Partners, Investors and Financial Community, National and International Regulatory Authorities, Industry Associations, Community and NGOs, Media, Retailers, Players, and Industry Peers. [SBM-2 45 a(i), AR 16] Stakeholder engagement In line with its commitment to ethical and responsible business practices, Bally’s Intralot maintains regular engagement with its key stakeholders. This engagement enables the Group to better understand, prioritize and manage its sustainability impacts, thereby strengthening sustainable business practices and enhancing overall performance. Bally’s Intralot is committed to fostering meaningful dialogue and close collaboration with stakeholders, clearly communicating its positions while actively considering diverse perspectives across sustainability matters. In addition to collaborating with research organizations and independent institutions, Bally’s Intralot engages with governments, regulatory authorities and non- governmental organizations (NGOs) through ongoing collaborations and strategic partnerships. The Group organizes a range of stakeholder engagement initiatives and actively participates in international trade conferences and events addressing industry developments, sustainability topics and Responsible Gaming 321
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 matters. Through these engagement activities, Bally’s Intralot seeks to contribute thought leadership, deepen understanding of the social impacts of gaming and strengthen player protection practices. Bally’s Intralot maintains robust communication and engagement practices with its stakeholders to ensure alignment with their expectations and needs. This structured approach supports the Group’s sustainable development initiatives and enhances overall performance. The following sections outline the communication methods and key focus areas for engagement with the Group’s main stakeholder groups. Shareholders Shareholders are engaged through Shareholders’ General Meetings, BoD meeting, BoD Committees meetings, Annual Reports, Quarterly Reports, corporate website, Whistleblowing form, Press Releases, social media, articles and interviews. Key topics of communication include strategy and business objectives, corporate governance and business ethics, innovation and technology. Communication with shareholders is conducted whenever deemed necessary. Employees Communication with employees is facilitated through multiple channels, including the Corporate Intranet (iSpace), Whistleblowing form, Corporate Events, Social Events, Trainings, social media, “Your Voice” platform, Announcements and Meetings. The focus areas for these communications include fair employment, diversity and inclusion, employee health, safety and wellbeing, and innovation and technology. Communication with employees is conducted on frequent basis. Customers Communication with customers is managed through formal communications, RFIs/RFPs, meetings, training sessions, call center, customer visits, corporate website, Whistleblowing Form, UNGC CoP, Sustainability Report, Press Releases, social media, articles, interviews and international conferences, seminars and exhibitions. The primary focus areas are innovation and technology, market trends and insights, commercial-related matters and Responsible Gaming. Communication with customers is conducted regularly and whenever deemed necessary. Business Partners Business partners are engaged through meetings, formal communications, corporate website, Press Releases, social media, articles, interviews. Key topics of communication include partnership opportunities, business development, innovation and technology, and industry-related matters. Communication with business partners is conducted whenever deemed necessary. 322
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Suppliers Suppliers are communicated through formal communications, RFPs, meetings/visits, exhibitions, corporate website, Press Releases, and social media. The focus areas for these communications include financial, human rights, health and safety, data privacy and security, energy and emissions, waste management and materials. Communication with suppliers is conducted whenever deemed necessary. Financial Institutions and Investors Communication with financial institutions and investors involves formal communications, Quarterly Earnings Conference Call, Shareholders General Meetings, Road Shows, Presentations, corporate website, Press Releases, Announcements. The focus areas include financial, strategy and business objectives, market opportunities, corporate governance and business ethics. Communication with financial institutions and investors is conducted whenever deemed necessary. Industry Associations Engagement with lottery, gaming, and trade associations is conducted through industry events and exhibitions, corporate website, Press Releases, social media, articles, interviews and seminars. The primary focus areas are responsible gaming, innovation and technology, certifications, industry-related matters and data privacy and security. Communication with industry associations is conducted whenever deemed necessary. National Regulatory Authorities Engagement with National Regulatory Authorities is conducted through formal communications, formal meetings with representatives of Authorities, presentations, corporate website, Press Releases, industry events and Chambers of Commerce. The focus areas of communication are regulation developments, industry developments, sustainability, responsible gaming, and innovation and technology. Communication with National Regulatory Authorities is conducted regularly. Media Engagement with the media is conducted through Press Releases, announcements, social media, articles, interviews, and providing material/information upon request. The focus areas of communication are Group developments, market trends and insights, sustainability, responsible gaming, and innovation and technology. Communication with trade press is conducted regularly. Community and Non-Governmental Organizations 323
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Communication with local communities and non-governmental organizations occurs through meetings, events, corporate websites and social media. The focus areas of communication include sustainability, local communities’ matters and responsible gaming. Communication with local communities and NGOs is conducted whenever deemed necessary. Retailers Retailers are engaged through Call Center, commercial and technical visits, corporate website and social media. Key topics of communication include product updates, customer feedback, sales strategies, and market trends. Communication with retailers is conducted whenever deemed necessary to ensure effective operation and address any issues promptly. Players Players are engaged through gaming platforms, Call Center, corporate website, social media, articles and Press Releases. The primary focus areas for communication with players include game updates, new releases and player protection. Communication with players is conducted whenever deemed necessary. Industry Peers Industry peers are engaged through published research, industry events and exhibitions, corporate website, Press Releases, social media, thought-leadership panels. Key topics of communication include industry trends, best practices, innovation and technology, and regulatory developments. Communication with industry peers is conducted whenever deemed necessary. Through these comprehensive engagement efforts, Bally’s Intralot ensures that it maintains a balanced and inclusive perspective on material topics, effectively aligning its sustainable development actions with the expectations and needs of all its stakeholders. During the materiality validation process, Bally’s Intralot engaged with its internal stakeholder groups to prioritize and validate material topics. [SBM-2 45 a(ii), AR 16, ] [SBM-2 45 a, a(iii), a(iv), a(v), AR 16] Stakeholders/ Business model Following the reassessment of last year’s DMA, Bally’s Intralot Group conducted an updated validation process to ensure that the identified impacts, risks, and opportunities (IROs) remain relevant and comprehensive in light of evolving internal and external conditions, including the expansion of its operations through the acquisition of Bally’s International Interactive business. This year’s process focused on an internal validation of the previously identified IROs, without conducting a new external stakeholder survey, while still taking into account the broader scope and increased complexity of the Group’s activities following the acquisition. 324
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Internal peer review and management validation exercises were carried out to confirm that the shortlisted material topics were aligned with internal strategic priorities and operational realities. Lessons and insights from last year’s external survey were referenced where relevant to maintain continuity in stakeholder perspectives. Feedback from these internal validation activities was systematically analysed to identify common themes, areas of alignment, and any emerging concerns within the Group, while acknowledging that no new external engagement was conducted this year. The results informed the final prioritization of material topics, ensuring that the materiality outcomes remain consistent with previously identified stakeholder expectations, reflect the enlarged Group’s responsibilities, and continue to support transparency and responsible business practices. Insights derived from the internal validation and engagement process have informed potential adjustments to the Group’s strategy and business model, aimed at addressing stakeholder interests more effectively in the context of the expanded organization. Actions and implementation timelines have been defined to strengthen stakeholder relationships and positively influence perceptions over time. The administrative, management, and supervisory bodies are kept informed, as appropriate, of internal and previously gathered external stakeholder views concerning sustainability-related impacts, risks, and opportunities. This governance structure ensures that leadership remains aware of relevant concerns, facilitating informed decision-making aligned with long-term sustainability objectives. Through continuous reassessment, internal validation, and strategic consideration of prior external feedback, the Group remains committed to collaboratively addressing sustainability challenges together with its stakeholders, while integrating the broader operations and responsibilities resulting from Bally’s International Interactive acquisition. [SBM-2 45 b, c, c(i), AR 16, c(ii),c(iii), SBM-2 45 d] Material impacts, risks and opportunities [SBM-3] Impact description 325
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Material Impacts ESRS ESRS Sub- Actual or Location in Time Impact description Type Topic topic Potential Value Chain horizon Upstream Downstream Own operations Upstream activities (i.e. business travel, employee commuting) and downstream E1 E1. Climate activities (i.e. Long- Climate change Negative Actual ▪ ▪ distribution, use of term Change mitigation sold products), result in significant Scope 3 GHG emissions across the value chain. Bally's Intralot’s transportation activities and facility operations release E1 E1. Climate Scope 1 and 2 GHG Long- Climate change Negative Actual ▪ emissions, mainly from term Change mitigation the consumption of fuel and energy, that contribute to its overall climate footprint. Bally's Intralot’s IT infrastructure, i.e. data centers, servers, requires substantial E1 electricity and fuel, Long- Climate E1. Energy Negative Actual ▪ contributing to its term Change overall energy consumption and environmental footprint. The manufacturing, assembly, and transportation of hardware, terminals, networking equipment, E1 and other supplier- Long- Climate E1. Energy Negative Actual ▪ ▪ provided components term Change consume electricity and fuel, contributing to Bally's Intralot's upstream energy footprint. 326
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Material Impacts ESRS ESRS Sub- Actual or Location in Time Impact description Type Topic topic Potential Value Chain horizon Upstream Downstream Own operations Inclusive and equitable workplace by promoting diversity in S1.Equal recruitment and S1 Own treatment offering inclusive Long- workforc and Positive Actual ▪ benefits, ensuring term e opportuniti equal opportunities for es for all employees and fair access regardless of sex, race, or age. Bally's Intralot ensures employee development through a structured S1.Equal performance appraisal S1 Own treatment process. In this way, Mid- workforc and Positive Actual ▪ employees receive term e opportuniti valuable feedback and es for all guidance, helping identify strengths and areas for improvement. The absence of an international employee union or representative association across all global subsidiaries S1 Own S1.Working may result in under- Mid- workforc Negative Actual ▪ conditions representation of term e employees and limited ability to collectively negotiate wages, benefits, and working conditions. Economic growth of the local communities S3.Commu by creating jobs, S3 nities' paying taxes, and Affected economic, stimulating multiple Positive Actual ▪ - communi social and sectors, helping ties cultural strengthen economic rights stability and prosperity. 327
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Material Impacts ESRS ESRS Sub- Actual or Location in Time Impact description Type Topic topic Potential Value Chain horizon Upstream Downstream Own operations Clients benefit from safe and enjoyable entertainment S4.Informat experiences through S4 ion-related responsible gaming, Consume impacts for supported by Bally's rs and Positive Actual ▪ - consumers Intralot’s strict player- end- and/or end- protection monitoring users users tools, and clear guidelines that promote healthy gaming behaviour. The availability of reliable information, the responsive technical support and the integrity of Bally's Intralot's platforms and systems as well as S4.Informat the reliability of data S4 ion-related and gaming systems Consume impacts for contribute to fair, rs and Positive Actual ▪ - consumers transparent, and end- and/or end- trustworthy gaming users users operations. This enables informed use, reduces friction and disputes, enhances user experience, and builds long-term trust with customers, users, and regulators. Bally's Intralot enhances social S4 S4.Social inclusion of people of Consume inclusion of all abilities by offering rs and consumers accessible gaming Positive Actual ▪ - end- and/or end- solutions that enable users users equal participation and a more inclusive user experience. 328
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Material Impacts ESRS ESRS Sub- Actual or Location in Time Impact description Type Topic topic Potential Value Chain horizon Upstream Downstream Own operations Bally's Intralot can contribute to players' gambling addiction S4 S4.Persona because of the nature Consume l safety of of the industry it Mid- rs and consumers operates in, as it is Negative Potential ▪ term end- and/or end- inherently linked to users users products that involve repetitive play and can foster excessive participation. Anti-corruption employee training promotes an ethical and transparent G1 G1.Corrupti workplace, Business on and strengthening Positive Actual ▪ - conduct bribery employee trust and reducing their exposure to unfair or unethical practices in the workplace. Prioritising qualified local suppliers G1. alongside international Manageme bidders across nt of subsidiaries increases G1 relationshi local participation in Business ps with Positive Actual ▪ - sourcing, channels conduct suppliers spend to domestic including businesses and payment supports local practices economic resilience and sustainability. G1.Manage Effective supplier ment of management and fair relationshi payment practices G1 ps with strengthen trust, Business Positive Actual ▪ - suppliers support responsible conduct including value-chain payment performance, and practices contribute to 329
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Material Impacts ESRS ESRS Sub- Actual or Location in Time Impact description Type Topic topic Potential Value Chain horizon Upstream Downstream Own operations sustainable business relationships. Risks and opportunities description Material risks ESRS ESRS Location in Time Risk description Topic Sub-topic Value Chain horizon Upstream Downstream Own operations E1. Rising energy prices targeting high-electricity E1. Climate and fuel-intensive operations could Climate change significantly increase Bally’s Intralot's ▪ Mid-term Change adaptatio operating costs, particularly due to the energy n demands of servers, facility infrastructure etc. Heat stress and changing temperatures may increase the demand for cooling and air- conditioning across Bally's Intralot’s offices, data centers, technology hubs, and gaming E1. operations. Prolonged exposure to high E1. Climate temperatures can result in direct damage to Climate change ▪ ▪ ▪ Mid-term buildings, technical infrastructure, and Change adaptatio sensitive IT and gaming equipment, potentially n affecting system availability and service continuity, resulting in higher energy consumption and costs, as well as increasing maintenance expenses. Sudden temperature spikes can overload cooling systems or cause temporary IT failures E1. in data centers and offices, increasing E1. Climate operational costs and business continuity Short- Climate change ▪ ▪ risks. Immediate interruptions to electricity term Change adaptatio during adverse weather events (heat or cold n waves) can affect IT systems, transaction processing, and gaming service continuity. 330
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Material risks ESRS ESRS Location in Time Risk description Topic Sub-topic Value Chain horizon Upstream Downstream Own operations Transitioning to greener cloud providers, E1. renewable-powered data centers, more energy- E1. Climate efficient solutions (e.g., reduced server load Climate change etc.) may require upfront investment and ▪ ▪ Mid-term Change mitigatio redevelopment of platforms and system, n increasing capital expenditure and operating costs. Reliance on energy-intensive data centers and network infrastructure exposes Bally’s Intralot E1. E1. to electricity and fuel price volatility as well as Climate ▪ Mid-term Energy grid constraints, which could lead to higher Change operating costs, increased outage risk, and service-level breaches. S4. Gambling addiction, inherent to the industry in S4. Personal which Bally's Intralot operates, poses Consume safety of significant reputational and regulatory risks to rs and consume the company and can result in potential ▪ Long-term end- rs and/or financial losses including fines and penalties, users end- while affecting stakeholder trust and long-term users business sustainability. G1. The global operations and varying regulatory G1. Corruptio environments create residual risks of Business ▪ Mid-term n and non-compliance and ethical breaches within conduct bribery subsidiaries. If post-merger alignment of cultures, policies, and management practices is not effectively G1. G1. achieved at Group level, this may lead to higher Business Corporat ▪ Long-term employee turnover, reduced productivity, and conduct e culture increased integration and governance costs, resulting in operational inefficiencies. 331
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Material opportunities ESRS ESRS Location in Time Opportunity description Topic Sub-topic Value Chain horizon Upstream Downstream Own operations Investing in IT systems and data centers designed to withstand extreme weather events, E1. heatwaves, and power disruptions allows Bally's E1. Climate Intralot to guarantee uninterrupted service for Mid- Climate change government-operated lotteries and gaming ▪ ▪ term Change adaptatio platforms. This enhance credibility and clients n trust increasing the contract renewals, and supporting long-term revenue growth under climate uncertainty. Bally's Intralot can improve resource efficiency by increasing server utilization through E1. virtualization and optimized system architecture, E1. Climate reducing the total number of physical servers Long- Climate change required. This lowers energy consumption, ▪ ▪ ▪ term Change adaptatio hardware demand, and operating costs n associated with running IT-intensive gaming platforms that can make Bally’s Intralot more attractive to potential investors and new clients. Growth in digital and interactive gaming markets E1. enables Bally's Intralot to shift towards digital- E1. Climate first revenue streams, reducing its dependence Mid- Climate change ▪ ▪ on energy-intensive physical infrastructure and term Change adaptatio supporting scalable growth while improving n capital efficiency and long-term profitability. Offering competitive compensation and S1. S1. supporting employee well-being, boosts Own Working employee productivity and operational Mid- ▪ workforc condition performance, driving long-term business term e s success and ultimately strengthens Bally's Intralot's reputation. S4. Informati on- S4. Providing versatile authentication protocols related Consume strengthens Bally's Intralot's customer and impacts Long- rs and partner confidence, reinforcing its leadership in ▪ for term end- secure verification across diverse markets and consume users supporting operational stability. rs and/or end- users 332
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Material opportunities ESRS ESRS Location in Time Opportunity description Topic Sub-topic Value Chain horizon Upstream Downstream Own operations S4. S4. Personal Promoting responsible gaming and protecting Consume safety of players, not only boosts customer trust and Long- rs and consume satisfaction, improving player retention, but also ▪ term end- rs and/or enhances Bally's Intralot's reputation improving users end- investors trust and long-term revenue. users G1. Managem ent of Consistent, fair payment practices, with G1. relations flexibility for SMEs, will build trust and Mid- Business hips with cooperation, strengthen a resilient and ▪ Term conduct suppliers dependable supply chain, and enhance the including brand as a fair, ethical business partner. payment practices G1. Protecting whistleblowers will reduce G1. Protectio misconduct costs through earlier detection, Mid- Business n of lowering fines, legal fees and disruption, and will ▪ Term conduct whistle- strengthen compliance credentials to improve blowers financing and tender success. The current financial impact of the identified material risks and opportunities for Bally’s Intralot is minimal. These risks and opportunities influence or are influenced by various stakeholders, including Shareholders, Employees, Customers, Suppliers, Business Partners, Investors and Financial Community, National and International Regulatory Authorities, Industry Associations, Community and NGOs, Media, Retailers, Players, and Industry Peers. Given the close connection between Bally’s Intralot's material risks and opportunities to its business model, most of these are continuously managed within its operations, allowing Bally’s Intralot to take direct action itself. [SBM-3 48 a, AR 17, AR 18, SBM-3 48 c (i), AR 18, SBM- 3 c(ii), AR 18, SBM-3 48 c(iii), AR 18, SBM-3 48 d, AR 18, SBM-3 48 e, AR 18, SBM-3 48 h, AR 18] In 2025, Bally’s Intralot conducted a validation of its 2024 DMA, in full alignment with the requirements of the Corporate Sustainability Reporting Directive (CSRD). This validation process did not identify any new ESRS material topics for the Group within the current reporting period. While the majority of previously identified material ESRS topics were re-validated as material for 2025, minor adjustments were made: Specifically, ESRS E5: Resource use and circular economy, along with the sub-topic G1: Political engagement and lobbying activities, were not deemed material in 2025. Furthermore, a comprehensive 333
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 climate risks assessment was undertaken to identify both transition and physical risks. The outcomes of this assessment were integrated into the DMA validation, thereby enhancing the Group's understanding and informing its strategic roadmap towards climate resilience. For topics that were identified as material in the previous reporting year and continue to be material under the CSRD-aligned validation (e.g. Climate Change, Own Workforce, etc.), Bally’s Intralot’s updated DMA has provided a significantly more granular and comprehensive understanding of the specific sub-topics that drive these material impacts, risks, and opportunities. The table below presents the changes to material impacts, risks and opportunities, compared to 2024 reporting year. 2024 2025 Change (New/ ESRS Topic/ Materiality Materiality Removed/ Explanation of Change Sub-topic Status Status Shifted) ESRS E1: Climate Material Material Consistent N/A Change ESRS E5: Resource Use Deeper understanding of Bally’s Material Not Material Topic Removed and Circular Intralot’s environmental footprint Economy ESRS S1: Own Material Material Consistent N/A Workforce ESRS S3: Affected Material Material Consistent N/A Communities ESRS S4: Consumers Material Material Consistent N/A and end-users ESRS G1: Political engagement and lobbying activities sub-topic removed, according to peers ESRS G1: Sub-topic benchmarking, a deeper Business Material Material removed understanding of the Group’s Conduct action in responsible lobbying through internal discussions, and DMA validation process. This deeper analysis allows Bally’s Intralot to better prioritize and evaluate the performance of its actions, set more targeted objectives, and enhance its disclosure in subsequent ESRS topic-specific standards. [SBM-3 48 g, AR 18] 334
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 All identified material IROs are covered by ESRS disclosure requirements, and no entity-specific disclosure has been identified. [SBM-3 48 h, AR 18] Bally’s Intralot has integrated material ESG factors into its strategic planning, thereby enhancing the resilience of its strategy. Furthermore, its business model has been adapted to address material sustainability matters. This proactive consideration of material ESG factors, both current and potential, ensures the Group is well-prepared to navigate a wide range of challenges and capitalize on emerging opportunities. The Group's resilience is further reinforced by a comprehensive risk management system that covers the entire spectrum of its business activities. This system enables Bally’s Intralot to effectively anticipate and mitigate potential impacts, thereby minimizing their disruption. Complementing this, Business Continuity arrangements are in place, with the headquarters maintaining a certified Business Continuity Management System (BCMS). These arrangements, supported by operational resources, strengthen operational resilience by ensuring the continuity and availability of essential services, minimizing disruptions, and enabling effective and reliable operations consistent with stakeholder expectations. [SBM-3 48 f, AR 18] Integration of Material Impacts, Risks and Opportunities into Strategy and Decision- Making Bally’s Intralot stands as a top iGaming operator and a leading global provider of lottery solution. In full alignment with its vision and mission, the Group's strategic approach and operational resilience are linked to its ability to understand, manage, and respond to its material impacts, risks, and opportunities (IROs) identified through its DMA process. These IROs directly influence Bally’s Intralot business model, shape its value chain interactions, inform its strategic priorities, and guide its decision-making processes. The Group’s operations are challenged by a complex interaction of environmental, social, and governance (ESG) issues that shape its business model and value chain by influencing infrastructure requirements, operational practices and stakeholder relationships. Its responses are designed to mitigate adverse impacts, capitalize on opportunities, and ensure long-term value creation for all stakeholders. Concerning environmental IROs, Bally’s Intralot recognises that its Scope 1,2 and 3 greenhouse gas (GHG) emissions represent a significant portion of its overall environmental footprint, extending beyond direct operational control. These emissions contribute to the Group’s environmental impact and may expose it to increasing regulatory risks and reduced stakeholder trust from environmentally conscious investors and customers. Anticipated effects include pressure for decarbonization, potential supply chain disruptions due to climate-related events, and increased operational costs. This directly impacts Bally’s Intralot’s 335
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 business model by influencing procurement strategies, operational expenditure, and brand perception. Furthermore, its value chain is affected through dependencies on suppliers' environmental performance and the energy efficiency of its distributed products. To address these effects, the Group has initiated a comprehensive Scope 3 emissions mapping exercise to quantify and identify key hotspots within its value chain. The actions undertaken include encouraging the adoption of renewable energy sources. Furthermore, the Group explores potential investments in optimizing the energy efficiency of its software and hardware products, including exploring cloud-based solutions and energy-efficient designs, to reduce downstream emissions. These actions will be increasingly integrated into the Group’s product development lifecycles, reflecting a strategic shift towards a lower-carbon operating model. Regarding responsible gaming and player protection, the provision of safe and enjoyable entertainment through responsible gaming measures is fundamental to the Group's social license to operate and the long-term sustainability of its business model. Bally’s Intralot’s commitment to player protection, evidenced by monitoring tools and clear guidelines, directly enhances customer trust and loyalty, which are drivers of sustained revenue. On the other hand, inadequate responsible gaming provisions present significant risks, including regulatory fines, legal challenges and reputational damage, ultimately affecting long-term business sustainability. Such material IROs influence the Group’s product development, marketing strategies, and customer relationship management. Bally’s Intralot’s strategy prioritizes the continuous enhancement of its responsible gaming framework. The Group is committed to investing in player-protection monitoring tools. Its guidelines promoting healthy gaming are regularly reviewed and communicated transparently to Bally’s Intralot’s customer base. Moreover, the Group actively collaborates with industry bodies, regulators, and research institutions to advance best practices in responsible gaming. This commitment is embedded in Bally’s Intralot’s product design principles, ensuring that player welfare remains paramount and underpins the Group’s sustainable growth strategy. Additionally, an inclusive and equitable workplace is a cornerstone of the Group's human capital strategy and directly impacts its ability to attract, retain, and develop talent. Promoting diversity in recruitment and offering inclusive benefits enhances employee engagement and drives innovation. On the other hand, a lack of diversity or perceived inequity poses significant risks, including difficulty in attracting skilled professionals, higher employee turnover and reduced productivity. The Group's strategy to embed Diversity, Equity, and Inclusion (DEI) principles across all human resource functions, from recruitment and talent development to compensation and benefits, as well as an inclusive benefits package, are designed to support the varied needs of its global workforce. Decision-making in talent management and organizational development is informed by regular discussions and employee 336
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 feedback, ensuring continuous improvement. This commitment strengthens Bally’s Intralot employer brand and contributes to a resilient and adaptable workforce capable of navigating future challenges. [SBM-3 48 b, AR 18] Impact, risk and opportunity management Identification of material impacts, risks and opportunities [IRO-1] Bally’s Intralot conducted a validation of its 2024 DMA. In 2024 the Group’s assets and activities were screened in order to determine and evaluate actual and potential impacts, risks and opportunities related to sustainability areas, across its updated value chain. In 2025 Bally’s Intralot conducted a validation of the 2024 DMA. This approach evaluated the Group’s sustainability impacts from two perspectives: • Impact materiality: which considers the sustainability impacts of the Group's activities on people and/or the environment over the short-, medium- and long-term and • Financial materiality: which addresses how sustainability issues affect or could affect the Group's value creation and financial position, financial performance, cash flows, access to finance or cost of capital over the short, medium or long term. The Group combines impact and financial materiality to meet regulatory requirements, align with sector standards, anticipate and address stakeholder expectations and integrate insights from its internal Risk Registry. This methodology offers an integrated framework for managing impacts, risks & opportunities across environmental, social and governance matters, which are determined to be material from the impact materiality perspective, the financial materiality perspective or both. For FY2025, the Group used the existing baseline list of impacts, risks, and opportunities established during the previous reporting period (FY2024) Double Materiality Assessment as the starting point. The assessment was updated and revalidated through a structured review and refinement process to ensure all relevant IROs remain complete, accurate and reflective of the current business context. This validation cycle included: • benchmarking exercise against industry peers and competitors, • checking the continued relevance of each IRO and merging, updating, removing and/or rephrasing any IROs if deemed necessary, • identifying any emerging IROs arising from regulatory, strategic or operational developments as well as sector-specific developments, • confirming alignment with Bally’s Intralot’s internal risk registry. 337
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 These steps led to the finalization of the updated list of material IROs and the corresponding material topics. The following steps outline the process used to finalize the list of material IROs and the related material topics. [IRO-1 53 h] Double Materiality Assessment validation methodology Step 1: Peer benchmarking The first step of the process focused on understanding the key sustainability matters and material topics identified by industry peers. The main objective of this step was to identify common and emerging sustainability themes across the sector, particularly those reflected under the ESRS. The process involved a comparative analysis of Bally’s Intralot’s existing list of material topics, as identified in the previous reporting period, against those disclosed by peer companies operating across different sectors such as lottery, gambling, casinos, software development and online gaming, as operators, both domestically and internationally. The benchmarking review was based on publicly available sustainability disclosures, such as ESRS-aligned Sustainability Statements, GRI/MSCI-aligned sustainability reports. Emphasis was placed on peers that have already reported in alignment with the ESRS, as their disclosures provided a relevant benchmark for assessing sustainability matters at both topic and sub-topic level across the three sustainability pillars—Environmental, Social, and Governance. As part of the DMA validation, the peer benchmarking exercise supported the identification of common sector-specific sustainability matters, related Impacts, Risks and Opportunities (“IROs”), and potential gaps from both impact and financial materiality perspectives. IROs not previously identified as material by Bally’s Intralot, but commonly addressed by peers, were considered for inclusion in the inventory to ensure broader sectoral alignment and comprehensive coverage of sustainability topics, in line with industry practices and ESRS requirements. Based on peer benchmarking and sector practices, the Group qualitatively assessed whether identified sustainability impacts and dependencies could give rise to potential risks and opportunities. Relevant considerations from the Group’s ERM framework were taken into account to support this assessment. Through this process, the Group established a clear view of sector-specific trends, relevant to its operations and across the value chain, while also identifying potential areas for enhancement within its own ESG thematic coverage. [IRO-1 53 a, b, c] [IRO-1 53 c(i)] [IRO-1 53 g] [IRO-1 53 b, b(i), b(ii)] 338
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Step 2: Updating the list of Impacts, Risks and Opportunities (IROs) Following the peer benchmarking exercise, the Group conducted a comprehensive review of the existing inventory of all IROs from the previous reporting period. The objective of this step was to refresh and update the list of IROs to ensure they accurately reflect the most relevant sustainability matters for the current reporting period (2025). As part of this process, Bally’s Intralot also reviewed its existing sustainability initiatives and ongoing actions for each Environmental, Social, and Governance matter, evaluating whether current measures effectively address the identified IROs and contribute to the Group’s sustainability objectives. In addition, the update process involved a series of targeted adjustments, including merging overlapping IROs, excluding those that were no longer relevant, and refining descriptions to enhance clarity and precision. The scope of the review ensured that the updated IROs fully capture Bally’s Intralot’s actual and potential impacts, risks, and opportunities, while reflecting any changes in the operations, value chain, or external environment during the financial year 2025, ensuring alignment with relevant reporting standards and industry benchmarks. This inventory of updated IROs served as the foundation for subsequent phases of the assessment, and ensured a shared understanding of impacts, risks, and opportunities across the Group and its value chain. At this point, it should be noted that the sustainability risks and opportunities were also aligned with the Group’s ERM framework, in order to enhance DMA validity, strengthen its risk management approach and address interconnected risks and opportunities in both non-sustainability and sustainability-focused areas. Step 3: Assessment and scoring of the IROs Following the update of the IRO inventory, the next step involved the validation, assessment and scoring of each IRO to determine their relative significance from impact and financial materiality perspectives. According to the CSRD, Bally’s Intralot applied criteria for assessing impact and financial materiality to determine the material actual and potential impacts and the material risks and opportunities. This would form the basis for determining material information, to be disclosed in the Group’s Sustainability Statement based on the ESRS disclosure requirements. The Corporate Affairs Department, supported by the internal dedicated subject matter experts - each assigned to specific thematic areas or groups of IROs - assessed, reviewed and updated the scoring of the IROs. The Department leveraging its in-depth understanding of the Group’s sustainability matters and expectations, ensured that each IRO was evaluated consistently and accurately in line with the defined materiality criteria. The subject matter experts’ involvement was crucial to ensure the accuracy and relevance of the scoring. 339
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 The scoring of IROs was conducted in alignment with the guidelines outlined in CSRD and the principles set out in ESRS 1 and ESRS 2. Once the IROs were identified, documented, the next step involved assigning scores based on their materiality. Regarding the identified impacts, after they have been initially pre- scored, they were subsequently validated through targeted consultations with the relevant internal departments (e.g. the Human Resources Department for matters related to the own workforce), to ensure an informed and function-specific assessment. This year, the validation and scoring of IROs were conducted exclusively through internal consultations with the relevant departments and subsidiaries, without engaging external stakeholders, while still ensuring alignment with previously identified stakeholder expectations and materiality criteria. Furthermore, the preliminary scoring of the identified risks and opportunities was reviewed by the Group’s Risk Department, ensuring consistency with Bally’s Intralot’s enterprise risk management framework. [IRO-1 53 b(iii)] Impact Materiality scoring analysis The impact materiality assessment focused on how sustainability matters affect or could affect external stakeholders, including communities, employees, customers, and the environment. For the DMA validation process, the Corporate Affairs Department took into consideration the meetings and ongoing dialogue held throughout the year with relevant subject-matter experts (such as the HR Department, Procurement Department, Legal & Compliance Department, and Risk Department). These interactions provided valuable insights and contributed meaningfully to the completion of the assessment. Scoring these impacts involved an evaluation of four key parameters: Scale, Scope, Irreversibility (only for negative impacts), and Likelihood (only for potential impacts). For the scoring process, the time horizons defined by the ESRS were applied only to potential impacts, since actual impacts are already occurring. Potential impacts are assessed within the reasonably expected time horizons during which they are likely to occur. Assessment criteria for actual positive Assessment criteria for potential positive impacts impacts 🗸 Severity 🗸 Severity 🗸 Scale 🗸 Scale 🗸 Scope Scope 🗸 🗸 Likelihood Assessment criteria for actual negative Assessment criteria for potential negative impacts impacts 🗸 Severity 🗸 Severity 🗸 Scale 🗸 Scale 🗸 Scope 🗸 Scope 🗸 Irreversibility 🗸 Irreversibility 🗸 Likelihood 340
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Each impact was assessed using a five-level scoring scale applied consistently across all assessment criteria: • Very Low = 1 • Low = 2 • Moderate = 3 • High = 4 • Substantial = 5 Scale This parameter assessed how grave the negative impact is or how beneficial the positive impact is for people or the environment, which was often the most subjective part of the scoring process and required careful evaluation based on the Group’s expertise and operational context. It was divided into the following categories: • Substantial: The impact has a systemic, transformative effect reshaping entire ESG pillars (e.g., altering markets, biodiversity). • High: The impact is extensive, with major consequences across one or more ESG pillars. • Moderate: The impact produces recognisable outcomes within a defined area (e.g., local community, specific ecosystem). • Low: The impact has perceptible but limited impact on specific groups or habitats. • Very Low: The impact results in minimal or negligible change to environmental or social conditions. Scope This parameter evaluated how widespread the negative or positive impacts are: • Substantial: The impact affects multiple continents, >3 countries, and nearly all individuals across many stakeholder groups. • High: The impact affects multiple regions/operational areas, ~2-3 countries, and significant parts of key stakeholder groups. • Moderate: The impact affects multiple territories within one country and a considerable share of specific, diverse stakeholder categories. • Low: The impact is concentrated in specific localities/business areas, involving a limited number of stakeholder groups/subsets. • Very Low: The impact is confined to a single site, process, or a very small, isolated group of individuals. Irreversibility (only for negative impacts) 341
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 This parameter evaluated the extent to which the negative impact could be reversed or mitigated: • Substantial: The impact is permanently irreversible; restoration of ecosystem integrity, cultural or social displacement, or irreversible economic disruption is impossible. • High: The impact is extremely difficult to reverse and has lasting consequences that can persist for generations. • Moderate: The impact can be partially reversed through targeted intervention, with a reasonable prospect of restoring key functions or conditions over time. • Low: The impact is easily reversible, with low levels of intervention needed to restore baseline conditions. • Very Low: The impact presents negligible irreversibility or is irrelevant in the given context. Any change is superficial or temporary. Likelihood (only for potential impacts) This parameter assessed the probability of a potential impact occurring: • Substantial: The impact is almost certain to occur under current or foreseeable conditions (once a year or more). • High: The impact is likely to occur under standard operating or environmental conditions (at least once every 1-2 years). • Moderate: The impact may occur intermittently or under specific conditions (at least once every 3-5 years). • Low: The impact is unlikely but not impossible. It may arise under rare or exceptional circumstances (at least once every 6-9 years). • Very Low: The impact is highly improbable or not relevant in the given context. It occurs only under exceptional or extreme conditions (less than once in every 10 years or more). Financial Materiality scoring analysis Financial materiality assesses the risk and opportunities that could affect Bally’s Intralot’s financial position and value creation, and they may derive from impacts, dependencies, or other risk factors such as exposure to climate hazards, regulatory changes etc. The scoring process assessed the magnitude and likelihood of financial outcomes and also considered the timing of when these benefits or losses might materialize. The time horizons considered for Financial Materiality were those required by the ESRS and were aligned with the time horizons used for Impact Materiality. It is worth noting that for climate change adaptation and mitigation, the identification and assessment of relevant risks and opportunities was informed by the Group’s climate risk assessment, which was 342
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 implemented along with the DMA validation. Upon completion, its outcomes were incorporated into the DMA to ensure consistency and robustness of climate-related disclosures. In evaluating financial materiality, key parameters were considered: Magnitude and Likelihood. These factors, align with the Group's Enterprise Risk Management (ERM) framework, provided a comprehensive view of how sustainability matters could impact Bally’s Intralot’s financial health. Assessment criteria for risks and opportunities • Magnitude (for opportunities) • For risks magnitude was assessed as a combination of: – Reputation and corporate image effect – Corporate operations & technology effect – Compliance effect – Financial damage effect • Likelihood Time Horizons • Short-term: The Group expects to realize the financial impact within one year after the reporting period. • Mid-term: The financial impact is expected to occur within one to five years after the reporting period. • Long-term: The financial impact is likely to materialize over a period of five to ten years following the reporting period. Each risk or opportunity was assessed using a five-level scoring scale applied consistently across both assessment criteria: • Very Low = 1 • Low = 2 • Moderate = 3 • High = 4 • Substantial = 5 Magnitude The potential magnitude highlights the size of financial effects for risks and opportunities in shaping the Group’s financial health. The assessment of the magnitude of identified risks was aligned with the Group’s Enterprise Risk Management (ERM) framework and was determined based on the potential effects across the following key ERM pillars: • Reputation and corporate image, • Corporate operations and technology, • Compliance, • Financial damage 343
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Risk Magnitude Reputation - Corporate Scale Financial Classification Corporate Operations and Compliance 11 Damage Image Technology Core business is fully disrupted due International Significant to operational long-term prosecution and and/or technology Parameters/potential negative media fines, litigation, breakdown; loss of events with an 5 Substantial coverage; failure class actions, integrity or impact above 10% of to achieve long imprisonment of confidentiality due EBITDA term strategic executives, loss of to technology objectives. license. failure; loss of key senior employees. National long- term negative Core business is Report to regulator Parameters/potential media coverage; partially disrupted requiring major events with an 4 High failure to achieve due to operational project for impact between 5– medium term and/or technology corrective action. 10% of EBITDA strategic breakdown. objectives. National short- Operational and/or term negative Report of breach to technology Parameters/potential media coverage; regulator with problems cause events with an 3 Moderate failure to achieve immediate business impact between 2– short term correction to be performance 5% of EBITDA strategic implemented. degradation. objectives. Operational and/or Reportable Local technology issues incident to Parameters/potential reputational cause limited regulator, no events with an 2 Low damage; no business follow up, impact between 1– strategic impact. performance customer 2% of EBITDA degradation. complaints. Operational and/or Local media technology issues Not reportable to Parameters/potential attention quickly make business regulator, limited events with an 1 Very Low remedied; no operations customer impact below 1% of strategic impact. cumbersome with complaints. EBITDA no impact. For the identified opportunities, magnitude was assessed as following: • Substantial: Substantial gains driving a fundamental change in market position or core capability (e.g., major regulatory/tech breakthrough). Success in achieving long-term strategic objectives. • High: Significant gains from strong opportunities (e.g., major cost reduction or high-impact efficiency). Increases customer base and investor interest, achieving medium-term strategic objectives. 11 Clarification on EBITDA Scope: The EBITDA considered should correspond to the Group’s future EBITDA under its new structure, following the integration of Bally’s Corporation. 344
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 • Moderate: Considerable gains from noticeable improvements in efficiency, moderate financial benefit, and improved stakeholder trust. Achieves short-term strategic objectives. • Low: Limited gains from small-scale enhancements or minor opportunities. Minor positive impact on strategy and limited, short-term positive effects. • Very Low: Very low relevant impact. No tangible financial benefit, process enhancement, or noticeable strategic change. Likelihood of occurrence The likelihood of occurrence refers to the probability that sustainability-related activities or decisions will yield a positive or negative financial impact. This likelihood is influenced by various factors, including market trends, regulatory changes, environmental impacts, and social dynamics. The higher the likelihood, the more certain it is that the Group will experience a financial benefit or loss as a consequence of its sustainability actions. In assessing the effects, impacts are treated as if they have already occurred, while the likelihood considers how realistic it is that these impacts will materialize. • Substantial: Very high likelihood of occurrence; almost certain to happen. • High: High likelihood of occurrence; likely to happen under normal conditions. • Moderate: Moderate likelihood; may occur occasionally. • Low: Low likelihood; unlikely to occur, but still possible. • Very Low: Very low likelihood of occurrence, or the criterion is not applicable to the context. Time frame - Certainty Each potential, material financial risk or opportunity was also assessed based on the expected time frame in which the financial outcome would manifest (for classification purposes): • Short-term: Bally’s Intralot expects to realize the financial impact within one year after the reporting period. • Mid-term: The financial impact is expected to occur within one to five years after the reporting period. • Long-term: The financial impact is likely to materialize over a period of five to ten years following the reporting period. [IRO-1 53 c(ii)] [IRO-1 53 c(iii)] Step 4: External Stakeholder Engagement Bally’s Intralot maintains ongoing dialogue and engagement with its stakeholders to support continuous communication and responsiveness to emerging concerns. As part of the initial DMA conducted in the prior reporting year, an external stakeholder engagement process, including a questionnaire, was carried out for the first time to identify relevant IROs. For the current reporting year, which focuses on the validation 345
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 and refinement of the previously identified IROs, the Group deemed it was not necessary to repeat the external stakeholder analysis, relying instead on the outcomes of prior engagement and ongoing interactions with key stakeholders. [IRO-1 53 b(iv)] Step 5: Determination of Material Topics Setting thresholds In order to assess the materiality of impacts, risks and opportunities, and identify Bally’s Intralot’s material topics, a defined quantitative threshold was applied to the final scores resulting from the IRO assessment. The threshold was set at a value equal to or higher than the median of the assessed scores and was applied consistently for both impact materiality and financial materiality. Final material matters and results Impacts, risks and opportunities with final scores equal to or exceeding this threshold were classified as material, while those below the threshold were considered not material. Any matters determined to be non-material at this stage or that have been omitted from the beginning of the assessment, were assessed and excluded based on the thresholding approach above or their limited relevance to the Group’s business model, activities in FY2025 and the sector respectively. Materiality of information Once the Group has identified the material matters, it then assessed the information to be reported for each material matter based on the materiality of information (ESRS 1). The approach of the materiality of information has been applied at a more granular level, i.e., at the Disclosure Requirement or the datapoint level, based on the ESRS recommendation. Step 6: Validation Process The identified Impacts, Risks and Opportunities were reviewed and validated through a structured internal process involving both the central sustainability team of Bally’s Intralot S.A. and the Group’s subsidiaries across geographies. The Sustainability Team reviewed the IRO scoring in collaboration with the relevant internal departments, following targeted training sessions on the scoring methodology. Subsequently, the consolidated list of IROs was shared with the Group’s subsidiaries for validation. The feedback received was assessed and duly considered, ensuring that subsidiaries actively participated in the process and that the results accurately reflected local perspectives and business realities. Following completion of the validation process, the outcomes were submitted for review and approval by top management, including the President, the COO and other key executives, ensuring appropriate management-level oversight and endorsement. This process supports the integration of material sustainability matters into the Group’s 346
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Sustainability Statement and ensures alignment with the Group’s sustainability objectives, strategic priorities and long-term goals. [IRO-1 53 d]. [IRO-1 53 f] [IRO-1 53 e] Description of the processes to identify and assess material climate-related impacts, risks, and opportunities [Ε1 IRO-1] Bally’s Intralot has implemented a structured approach for identifying and evaluating climate-related impacts, risks and opportunities across its own activities and throughout the upstream and downstream value chain. This approach incorporates climate-related scenario analysis and applies three defined time horizons: short-term (2025), medium-term (2026–2030) and long-term (2031–2050). Within the framework of the DMA, the Group reviewed its operations to determine actual and potential sources of greenhouse gas (GHG) emissions across both direct activities and the value chain, including energy consumption, IT infrastructure and related business processes. This analysis supported the evaluation of the Group’s actual and potential impacts on climate change through total GHG emissions, in accordance with ESRS E1-6. The outputs of this process contributed to confirming climate change as a material topic from an impact perspective and ensured alignment between the Climate Risk Assessment and the DMA. [E1 IRO-1 20a, AR 9] Climate-related physical risks Climate-related physical risks were identified and assessed across Bally’s Intralot’s operations and value chain through a Climate Risk Assessment based on hazard identification combined with qualitative vulnerability analysis. Relevant acute and chronic physical hazards were considered across the defined time horizons, focusing on those most pertinent to the Group’s operational footprint and IT infrastructure. The material hazards identified included heat stress, changing temperatures and heatwave. The selected time horizons were aligned with ESRS requirements and were not determined by asset lifespan, investment cycles or capital allocation planning. Hazard identification and vulnerability analysis were informed by the high- emissions IPCC scenario SSP5-8.5. The assessment did not include a quantitative exposure analysis or geospatial modelling of assets. The evaluation qualitatively examined how identified hazards could affect assets and business activities, taking into consideration asset characteristics, general locational aspects and operational interdependencies across the value chain. Likelihood, magnitude and duration were considered qualitatively within the Climate Risk Assessment process. Identified physical risks were categorized using a low, medium and high scale to facilitate internal prioritization across time horizons. [E1 IRO-1 20 b, AR 11] 347
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Climate-related transition risks and opportunities Transition-related climate risks and opportunities were identified and evaluated across the Group’s operations and value chain by reviewing relevant transition drivers over the short-, medium- and long-term. These drivers included policy and regulatory developments, technological change, market evolution and reputational considerations linked to the shift toward a low-carbon economy. The assessment of transition risks and opportunities was informed by scenario analysis aligned with a 1.5°C pathway with no or limited overshoot, specifically the IPCC SSP1-2.6 scenario. The vulnerability of assets and activities to identified transition drivers was evaluated qualitatively, taking into account likelihood, magnitude and duration, and subsequently categorized using a low, medium and high scale. The assessment also highlighted climate-related opportunities, including improvements in IT infrastructure efficiency and resilience, as well as the evolution of gaming services in response to sustainability expectations. The Group has not identified assets or activities that are fundamentally incompatible with the transition to a climate-neutral economy. This conclusion is based on qualitative assessment and has not been supported by a detailed taxonomy-alignment analysis within the climate risk assessment process. [E1 IRO-1 20 c, AR 12] Use of climate-related scenario analysis Climate-related scenario analysis was used to support the identification and evaluation of physical and transition-related risks and opportunities across all defined time horizons. The selected scenarios encompass both a low-emissions transition pathway (SSP1-2.6) and a high-emissions pathway associated with intensified physical risks (SSP5-8.5), with projections extending to 2050. The SSP1-2.6 scenario reflects a global decarbonization trajectory consistent with the objectives of the Paris Agreement. It was applied to evaluate transition-related risks. The SSP5-8.5 scenario, representing continued high emissions and limited climate action, was used for the qualitative assessment of physical hazards. Scenario assumptions were informed primarily by projections developed by the Intergovernmental Panel on Climate Change (IPCC), complemented by widely recognized transition narratives referenced by international organizations such as NGFS and IEA. This combination of scenarios was considered appropriate for capturing key uncertainties associated with both transition and physical climate risks in light of the qualitative nature of the assessment. Drivers examined within the scenarios included regulatory developments, macroeconomic trends, sectoral technological evolution, energy system transformation and the frequency and severity of climate hazards. 348
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Key constraints of the scenario analysis include uncertainties inherent in long-term climate modelling and the absence of asset-level exposure modelling or location-specific climate projections within the assessment. Climate-related assumptions derived from scenario analysis have not been incorporated into Bally’s Intralot’s financial statements. Accordingly, no alignment assessment between climate scenarios and financial statement assumptions has been performed at this stage. The Climate Risk Assessment was carried out in cooperation with the Risk Department and the Corporate Affairs Department, and its findings are intended to inform management-level decision-making and strategic planning. [E1 IRO-1 21, AR 13, 15] Financial Compatibility with Climate Scenarios Bally’s Intralot has not yet conducted an analysis to assess its financial compatibility with climate scenarios. As a result, there is no formal evaluation of how various climate-related scenarios could impact its financial performance, investments, or long-term strategy. However, the Group acknowledges the relevance of such an assessment in understanding potential financial risks and opportunities associated with climate change. Future considerations may include integrating scenario analysis into its financial planning and risk management processes to align with evolving regulatory and stakeholder expectations. Description of the processes to identify and assess material pollution-, water- and biodiversity-related impacts, risks, and opportunities [Ε2 IRO- 1] [Ε3 IRO-1] [Ε4 IRO-1] Bally’s Intralot identified and assessed material impacts, risks, and opportunities (IROs) related to pollution, water and marine resources and biodiversity and ecosystems through the DMA validation process, while examining its activities across the value chain and reflecting organizational changes, including integration activities following the acquisition of Bally’s International Interactive and evolving regulatory requirements. Based on the evaluation of the IROs, these sustainability topics continued to be assessed as not material and therefore are excluded from the scope of reporting in 2025. Description of the processes to identify and assess material resource use and circular economy-related impacts, risks, and opportunities [Ε5 IRO-1] As part of Bally’s Intralot’s DMA validation performed during the reporting period, resource use and circular economy matters were reassessed through internal analysis of operational activities and review of regulatory developments. Based on this process, no impacts, risks or opportunities related to E5 were assessed as meeting the defined materiality thresholds for the current reporting year. 349
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 The Group will continue to monitor developments in operational practices, supply chain requirements and regulatory expectations, and will reassess the topic in future reporting cycles. Description of the processes to identify and assess material impacts, risks, and opportunities [G1 IRO-1] Bally’s Intralot identified and assesses material impacts, risks, and opportunities (IROs) related to business conduct through a DMA validation process, to reflect organizational changes, including integration activities following the acquisition of Bally’s International Interactive and evolving regulatory requirements. The process combines internal inputs, policy reviews and analysis of operational practices across subsidiaries. As part of the DMA validation, the Group evaluated actual impacts associated with ethical culture, anti- corruption training, supplier management and payment practices. Positive impacts were identified in relation to strengthening an ethical and transparent workplace, supporting employee trust, promoting responsible value-chain performance, and increasing local economic participation through the prioritization of qualified local suppliers alongside international bidders. The assessment also considered risks arising from Bally’s Intralot’s global footprint and differing regulatory environments, which may create residual exposure to non-compliance or ethical breaches at subsidiary level. Additional governance-related risks were identified in connection with post-merger integration, where insufficient alignment of corporate culture, policies and management practices could affect employee retention, productivity and operational efficiency. Opportunities were identified where strengthened whistleblower protection, consistent and fair payment practices — including flexibility for SMEs — and enhanced supplier engagement can reinforce trust, improve compliance performance, support access to financing and public tenders, and contribute to a resilient and dependable supply chain. Bally’s Intralot screens its logistics activities as well as related operational and commercial processes for governance-related issues such as corporate culture, prevention of corruption, management of supplier relationships, and protection of whistleblowers. The Group embeds governance principles into transaction frameworks such as supplier contracts to promote ethical practices, aims at ensuring compliance with ESG standards and mitigates financial and operational risks. This thorough approach ensures that the Group effectively addresses material impacts and risks, while leveraging opportunities to align its business conduct with ethical practices, strategic goals and sustainable development. The results of the DMA validation and inform the Group’s policies, controls, training programs and monitoring activities related to responsible business conduct. The process ensures 350
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 that material IROs are integrated into decision-making, risk management and ongoing post-integration governance across the Group. [G1-6] The DMA validation also included a reassessment of impacts, risks and opportunities related to political engagement and lobbying activities. While the Group maintains processes governing transparency, compliance and responsible interaction with public authorities, the assessment concluded that related impacts, risks and opportunities did not meet the Group’s materiality thresholds for the reporting period, in contrast to prior assessments. The Group will continue to monitor its activities, stakeholder expectations and regulatory developments in this area and will revisit the assessment in subsequent reporting cycles as part of its ongoing governance review. 351
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Policies Overview Third-party standards or Brief Description of key contents Scope of policy Availability initiatives (if applicable) Policy: Sustainability Policy Accountable for implementation (the most senior role) Group Chief Operating Officer (COO) • UNGC 1. Sustainability Governance 1. Employees • WLA SCS • Key functions and responsibilities. 2. Suppliers • ISO 27001 • Innovation aiming for sustainable profits. 3. Partners • ISO 14001 INTRANET 2. Sustainability Action Plan • 4. Operators ISO 9001 • Main pillars of sustainability action plan: Environmental impact, employees • ISO 20000 5. Clients training, Information security & data privacy, ESG dedicated policies, • ISO 50001 6. Contractors sustainability report, setting targets, customer satisfaction. • ISO 37001 Policy: Code of Conduct Accountable for implementation (the most senior role) Group HR Director 1. Corporate Values • Integrity: Upholding honesty and strong moral principles. • Quality: Commitment to excellence in services and products. • Professionalism: Maintaining high standards of conduct and expertise. 2. International Business Conduct 1. C-Level Officer • Compliance with international laws and regulations. INTRANET • Respect for cultural differences and ethical business practices. 2. Group Directors 3. Information Security Policy ISO 27001 3. Employees • Data protection and safeguarding sensitive information. WLA SCS Corporate • Implementation of strong cybersecurity measures. 4. Subsidaries • Employee training on security best practices. website 5. Controlled affiliates 4. Compliance • Adherence to laws, regulations, and internal policies. • Regular monitoring and auditing for compliance. 5. Social Media • Responsible and professional use of social media. • Protection of confidential information. 352
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Third-party standards or Brief Description of key contents Scope of policy Availability initiatives (if applicable) • Upholding company image and values online. 6. Confidential Information Protection • Non-disclosure and secure storage of sensitive data. • Access control limited to authorized personnel. 7. Use of Company Assets and Resources • Proper use for business purposes only. • Efficient allocation and responsible maintenance. 8. Competition and Fair Dealing • Fair competition and transparency in business practices. • Prohibition of bribery and corruption. 9. Conflict of Interest • Mandatory disclosure of potential conflicts. • Ensuring objective decision-making. 10. Corporate Opportunities & Inventions • Protection and reporting of intellectual property. • Leveraging innovations for company growth. 11. Business Courtesies • Transparency and ethical standards in gifts and courtesies. • Avoiding any undue influence on business decisions. 12. Integrity & Ethical Conduct • Commitment to honesty, accountability, and ethical behavior. 13. Corporate Travel Policy • Cost-effective and safety-prioritized travel. • Compliance with company travel policies. 14. Information & Technology Resources • Responsible and secure use of IT resources. • Encouragement of innovation in technology. 15. Relationships with Suppliers & Clients • Fair treatment, transparency, and high-quality service standards. • Building and maintaining trust with clients. 16. Relationships with Competitors • Respectful and fair competition practices. • Avoidance of negative comments about competitors. 17. Environmental Health & Safety • Commitment to sustainability and workplace safety. • Employee health and well-being initiatives. 18. Equal Employment & Harassment Policies 353
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Third-party standards or Brief Description of key contents Scope of policy Availability initiatives (if applicable) • Promotion of diversity, inclusion, and a discrimination-free workplace. • Prevention of harassment in any form. 19. Alcohol & Drug Policy • Workplace prohibition of alcohol and drugs. • Support programs for employees facing substance issues. 20. Violence Prevention • Zero tolerance for violence. • Encouragement of reporting incidents and support for victims. 21. Reporting Code of Conduct Breaches • Confidential reporting channels. • Thorough investigations • and protection for whistleblowers. Policy: Internal Regulation Accountable for implementation (the most senior role) The members of the Board of Directors, • The Group CEO, the Group deputy CEO(s), the Executive Vice-Chairman if any, the Group Chiefs, the Vice Presidents, the Group Directors, the Directors, and Heads of Departments (hereinafter referred to as the “Management Executives”), • The employees of the Company bound under an employment relationship, • The Company’s partners providing their services under a contract for the provision of services, a paid mandate or a project contract, if this is a cooperation based on a special relationship of trust or if the contract they have concluded with the Company expressly subjects them to the Internal Regulation. 1. Implementation of the Regulation The Internal Regulation and any amendments thereto Article 14 of Law • Ensuring adherence to internal policies and regulatory frameworks. shall be communicated to the employees 4706/2020 on 2. Organizational Structure & Responsibilities of the Company through the internal communications corporate • Defining unit scopes, committee roles, reporting lines, and managerial governance network (Intranet) of the Company. responsibilities. Responsible to comply with the Internal Regulation are: Law 3. Internal Control System 3016/2002 • The members of the Board of Directors, • Establishing and maintaining an effective control framework for corporate • The Group CEO, the Group deputy CEO(s), the Article 14 par. 2 of INTRANET governance. Executive Vice-Chairman if any, the Group 4. Recruitment & Performance Evaluation of Management Executives Law 4706/2020 • Chiefs, the Vice Presidents, the Group Directors, Implementing structured procedures for hiring and assessing management Regulation (EU) the Directors, and Heads of Departments personnel. No. 596/2014 (hereinafter referred to as the “Management 5. Compliance with Article 19 of Regulation (EU) No. 596/2014 Paragraph 14 of • Executives”), Ensuring obligations are met by managerial staff and associated persons. Article 2 of Law • The employees of the Company bound under an 6. Disclosure of Dependence Relationships of Independent - Non-Executive 4706/2020 employment relationship Board Members 354
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Third-party standards or Brief Description of key contents Scope of policy Availability initiatives (if applicable) • Transparency in the independence status of board members. The Company’s partners providing their services under a Article 19 of 7. Procedure Concerning Affiliated Party Transactions contract for the provision of Regulation (EU) • Establishing protocols for transactions involving related parties. services, a paid mandate or a project contract, if this is a No. 596/2014 8. Policy & Procedures for Conflict of Interest Management cooperation based on a special Article 9 of • Preventing and mitigating conflicts of interest within corporate operations. relationship of trust or if the contract they have Law 4706/2020 9. Compliance with Regulatory Provisions concluded with the Company expressly Articles 99 to 101 • Ensuring the company adheres to all applicable laws and regulations. subjects them to the Internal Regulation. of Law 10. Privileged Information • Safeguarding confidential and market-sensitive information. 4548/2018 11. Training Policy for Board Members & Executives Regulation (EU) • Continuous education and skill development for leadership. No. 12. Sustainable Development Policy 596/2014 • Commitment to environmental, social, and governance (ESG) principles. par. 1 of Article 9 13. Shareholders’ Communication Procedure of Law 4706/2020 • Transparent and effective communication channels with shareholders. 14. Validity, Amendments & Monitoring of Internal Regulations Ensuring regulations remain relevant and effectively monitored. Policy: Official Employment Guide Accountable for implementation (the most senior role) Group HR Director 1. General principles 2. Terms and conditions of employement 3. Compensation Managers and remunerate employees on long-term 4. Social security coverage and insurance INTRANET 5. Benefits assignments 6. Relocation 7. Repatriation and reintegration 8. Terminations and resignation Policy: Official Employment Guide Accountable for implementation (the most senior role) Company Chief Executive Officer, Company General Directors, Human Resources Manager. 355
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Third-party standards or Brief Description of key contents Scope of policy Availability initiatives (if applicable) 1. The present Employment Policies and Procedures lay down the rights and obligations of employees working 1. Commitment to Employee Rights and Obligations: Bally’s Intralot is dedicated to outlining the rights and obligations of its employees, ensuring a clear for the company under the name “ Bally’s Intralot S.A.” – hereinafter referred to as the “Company”. 2. understanding of corporate policies and procedures in compliance with applicable The body responsible for implementing these Internal laws and regulations. 2. Comprehensive Recruitment Process: The company follows a thorough Employment Policies and Procedures is the Company recruitment process, requiring new employees to provide necessary Board of 1. The Employment Policies and Procedures of Bally’s Intralot S.A. outline the rights and documentation and sign employment contracts governed by private law, ensuring transparency and compliance. obligations of employees. 2. Implemented by: 3. Fair and Legal Remuneration: Bally’s Intralot guarantees that salaries and wages • Company Board of Directors (BoD) meet legal standards, with structured payment methods and permissible • deductions, maintaining fairness and adherence to legal requirements. Chief Executive Officer (CEO) • General Directors 4. Structured Working Hours and Locations: The company sets working hours and • locations based on legal provisions and business needs, monitoring employee Human Resources Manager attendance and ensuring proper compensation for overtime work. 3. Applicable to: • All personnel with fixed-term or open-ended 5. Equitable Leave Policies: Employees are entitled to various types of leave, contracts including annual, sickness, and maternity leave, in accordance with legal P.D.156/94 • provisions, promoting work-life balance and employee well-being. Employees working in company offices, production units, or other corporate departments/premises Civil Code INTRANET 6. Professional Conduct and Duties: Bally’s Intralot expects employees to adhere to 4. Not applicable to: corporate policies, demonstrate respectful and cooperative behaviour, and Articles 200 & 288 • maintain confidentiality, fostering a professional and ethical work environment. Special advisors and associates 5. Compliance: 7. Regulation of External Employment: Employees must inform the company of any • additional employment, with the company reserving the right to restrict external Must comply with Labour Legislation, Collective work that conflicts with corporate interests. Labour Agreements, and Arbitration Awards • Complement individual employment contracts 8. Intellectual Property Rights: All inventions and work outcomes developed by employees during their tenure belong to Bally’s Intralot , with provisions for without infringing legal rights 6. Notification: reasonable remuneration for beneficial inventions. • Policies are posted in accessible and visible places 9. Commitment to Hygiene and Safety: The company ensures workplace cleanliness and safety, requiring employees to report malfunctions and comply or distributed individually with signed acknowledgements with safety guidelines, protecting employee health and company assets 7. Modification: 10. Disciplinary Measures: Bally’s Intralot enforces disciplinary actions • proportionate to the severity of breaches, including warnings, fines, and temporary Company reserves the right to modify policies in accordance with applicable laws release, ensuring compliance with corporate policies and maintaining discipline. 8. Dispute Resolution: 11. Employee Complaint Mechanism: Employees can report serious complaints • directly to the administration if unresolved by superiors, ensuring a transparent and Employees should address issues to their Superiors fair resolution process. • Superiors will settle disputes in good faith, within legal frameworks and common practices 356
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Third-party standards or Brief Description of key contents Scope of policy Availability initiatives (if applicable) 12. Amendments and Notifications: Any changes to policies are communicated to employees and comply with legal procedures, ensuring that policies remain current and effective. Policy: Corporate Training Policy Accountable for implementation (the most senior role) Group HR Director 1. Employee Development Focus – Encourages continuous improvement of employee skills and knowledge. 2. HR Oversight – Human Resources manages and approves all training activities. 3. Performance-Linked Training – Development needs are identified during performance reviews and registered in the Individual Development Plan. 4. Role-Based Mandatory Training – Programs tailored to company strategy, market Bally’s Intralot S.A. personnel INTRANET trends, and technical skill requirements. 5. Manager & HR Involvement – Line Managers can propose training; HR has the final approval and also selects employees for specific programs. 6. Annual Training Plan – Developed based on business strategy, employee needs, and industry best practices. 7. Budget & Prioritization – Additional training requests require HR approval based on available budget and company priorities. Policy: Corporate Perfomance Management Policy Accountable for implementation (the most senior role) Group HR Director 1. Clear Expectations: The policy sets clear and transparent expectations for employees, ensuring they understand their roles, responsibilities, and performance standards. 2. Continuous Feedback: Employees receive ongoing feedback to help them stay on Bally’s Intralot S.A. personnel INTRANET track, improve performance, and grow professionally. 3. Professional Development Opportunities: The policy emphasizes providing employees with opportunities for skill development, career growth, and advancement within the company. 357
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Third-party standards or Brief Description of key contents Scope of policy Availability initiatives (if applicable) 4. Recognition for Achievements: Employees' accomplishments are acknowledged and celebrated, motivating them to continue performing at a high level. 5. Accountability: A culture of accountability is fostered, where employees take responsibility for their performance and outcomes. 6. Excellence and Continuous Improvement: The policy encourages a mindset of striving for excellence and continuous improvement in both individual and organizational performance. 7. Alignment with Corporate Strategy: The policy is designed to align employee goals and performance with Bally’s Intralot’s broader corporate strategy, ensuring everyone works toward common objectives. 8. Structured and Transparent Framework: A well-defined structure and transparency in the performance management process ensure fairness and consistency across the organization. 9. Motivation and Engagement: By focusing on employee development, feedback, and recognition, the policy helps maintain a highly engaged and motivated workforce. 10. Organizational Success: Ultimately, the policy is aimed at driving the overall success of the company by enhancing individual and team performance, contributing to the company's long-term goals. Policy: Recruitement and Selection Corporate Policy Accountable for implementation (the most senior role) Group HR Director 1. Employment Objective: To hire individuals who are the The key characteristics of the Recruitment & Selection Policy are: best fit for the job. 2. Cultural Adaptation: To ensure employees can easily 1. Objective: Attract, select, recruit, and onboard suitable candidates for current adapt to the Company's culture. and future needs. 3. Performance and Potential: To enable employees to 2. Consistency and Transparency: Ensures a fair and transparent recruitment INTRANET perform well and unleash their full potential during process based on merit. their tenure with the Company. 3. Compliance: Adheres to corporate policy on equality and diversity and relevant 4. Applicability: This policy applies to all candidates employment legislation. being considered for employment at Bally’s Intralot , 4. Approval for Exceptions: Any deviations from the policy require approval from the ensuring they meet the criteria for job fit, cultural Group Human Resources Director. adaptation, and potential performance. Policy: Group Anti-corruption policy Accountable for implementation (the most senior role) Group Chief Legal & Compliace Counselor 358
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Third-party standards or Brief Description of key contents Scope of policy Availability initiatives (if applicable) 1. Mandatory Compliance: All employees must adhere 1. OECD 1. Encouragement of Opportunities: Not intended to discourage pursuit of to this policy. business and contract award opportunities in public or private sectors. Convention 2. Approval and Amendments: The Board of Directors is 2. Awareness of Anti-Corruption: Provides awareness regarding the anti-corruption 2. NSPAC responsible for approving the policy and major legal framework. amendments proposed by the Audit and Compliance 3. FCPA 3. Incorporation of Principles: Introduces measures that incorporate the main Committee. 4. UKBA principles of anti-corruption. INTRANET 3. Oversight and Review: The Audit and Compliance 4. Implementation Advice: Offers advice on the implementation of anti-corruption 5. Criminal Committee, assisted by the Group Compliance measures. Law Convention Officer, oversees adherence to the policy, conducts 5. Risk Insulation: Aims to insulate the Group from the risk of unknowingly being on Corruption annual reviews, and incorporates approved involved in corruption. amendments. of the Council 6. Safeguarding Credibility: Protects the Group's credibility, reliability, and stability 4. Implementation: Ensures the Group's adherence to within the global gaming and lotteries community. of Europe anti-corruption measures and principles. Policy: Anti-Money Laundering Corporate Policy Accountable for implementation (the most senior role) Group Chief Legal & Compliace Counselor Guidelines for the Prevention and Suppression of Money Laundering and of Terrorist Financing Key characteristics: 1. The purpose of the policy is to provide guidelines for the Prevention and Suppression of Money Laundering and of Terrorist Financing" (hereinafter "AML 1. Law 1. Communication to Personnel: The policy is Policy") at the Group level, which ensure that the services it offers globally will not communicated to all involved personnel through their 4557/2018 (EU be used for the purposes of money laundering and terrorist financing. The AML contracts and the Company's intranet portal. Policy presents 2015/849) 2. Communication to Stakeholders: The policy is a set of measures that incorporate the main principles of the anti-money 2. Laws communicated to other stakeholders (customers, laundering and anti-terrorist financing framework within which the Group 4734/2020, INTRANET operates and whose implementation it recommends. suppliers) through specific contractual terms in the 2. Management of the AML Policy – Compliance Officer: The Board of Directors is Company's contractual documents. 4816/2021 and responsible for the approval of the AML Policy. 3. Public Access: An appropriately adapted version of 5026/2023 3. Risk-Based Approach: Number of actions required to assess the the policy is posted on the Company's website for 3. Law most proportionate way of managing and mitigating the money laundering access by other interested parties (e.g., the risks 4557/2018 investment public). 4. Identification and Assessment of Risks: Bally’s Intralot entities must assess their risks in the context of how they are most likely to be involved in money laundering activities or actions. 5. Risk Assessment Process: Risk associated with the country or place 359
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Third-party standards or Brief Description of key contents Scope of policy Availability initiatives (if applicable) Risk associated with the client/player Risk associated with the transaction (including payment methods) Risk associated with the product 6. Examples of "Suspicious Activity" are included in Appendix A of the AML Policy 7. Compliance with Local Laws and Regulations Policy: Whistleblowing Corporate Policy Accountable for implementation (the most senior role) Group Chief Legal & Compliace Counselor 1. Purpose: Encourage and enable Reporting Individuals to raise information on Breaches regarding suspected illegal or unethical conduct or practices or violations of the law. Protect Reporting Individuals Establish policies and procedures 1. Encouragement and support of the Reporting 2. Reporting Responsibility Individuals to raise information on Breaches INTRANET 3. No Retaliation: No Reporting Individual who participates in a review or investigaton of an Information on Breaches shall be subject to retaliation. regarding suspected illegal or unethical conduct or EU DIRECTIVE 4. Confidentiality: identification of the anyone reporting an Information on practices or violations of the law. 2019/1937 Corporate Breaches to identify themselves in order to faciliate the investigation. 2. Protection of Reporting Individuals. website 5. Reporting Procedures: 3. Establishment of policies and procedures. • Prompt Reporting • Reporting Information on Breaches • Questions relating the scope, interpretation, or operation of this Policy • Investigation of the Reported Information on Breaches 6. Periodic reviews 7. Miscellaneous Policy: Group Procurement Policy Accountable for implementation (the most senior role) Group Supply Chain Director 360
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Third-party standards or Brief Description of key contents Scope of policy Availability initiatives (if applicable) 1. Mandatory Framework: The policy is mandatory for all worldwide subsidiaries of 1. Applicability: Applies to all worldwide subsidiaries of Bally’s Intralot S.A Bally’s Intralot. 2. Best Practices: Aims to enable subsidiaries to apply basic international best 2. Purpose: To ensure subsidiaries apply international INTRANET practices concerning the purchasing process. best practices in their purchasing processes. 3. Immediate Effect: The policy is placed into immediate effect. 3. Implementation: Effective immediately, with 4. Performance Evaluation: Proper incorporation of the policy is a significant part adherence being crucial for annual performance of the annual performance evaluation and review of each subsidiary. evaluations and reviews. Policy: Payments Policy Accountable for implementation (the most senior role) Group Treasury Director / Group CFO 1. Vendors’ (national and international) payments. 1. Processing time & Payment terms: The Policy defines the timelines for 2. Payments to employees for expenses reinbursement. payments to vendors, suppliers, and employees. 3. Payments to Employees for advances (Travel, The Policy establishes the pre-requisites for 2. Pre-requisites to Payments: INTRANET Temporary Cash, Salary). payments to vendors, suppliers, and employees, including cases involving 4. Employee Payroll & Independent Contractors’ down payments. payments. Policy: Information Security Policy Accountable for implementation (the most senior role) Group Information Security Director 361
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Third-party standards or Brief Description of key contents Scope of policy Availability initiatives (if applicable) Defines Information Security Management System 1. Provides ISMS Structure: The Information Security Policy is the backbone of ISMS 2. Organization of Information Security: 1. All business-related activities, including overall management, regional/ international management, • Internal Organisation strategy, legal, communications, investor relations, • Mobile Computing and Teleworking organization and HR, finance, business 3. Threat Inteligence development, marketing and lotteries, internal audit 4. Human Resource Security and information security. 5. Asset Management: Responsibility for Assets ISO 27001:2022 2. All functions related to the design, development, 6. Access Control WLA SCS:2020 INTRANET implementation, testing and support of state-of-the- 7. Cryptographic Controls ISO 27017:2015 art integrated lottery, betting and generally gaming 8. Physical and Environmental Security solutions, products, services and technology. 9. Operations Security 3. All functions related to the centralized remote 10. Data leakage Prevention (DLP) operation of Lottery Systems, including gaming 11. Data Masking system operation activities, retailer management 12. System Acquisition, Development and Maintenance and ICT operations. 13. Third Parties 14. Information Security Incident Management 15. Compliance with Legal requirements, Security Policies, Standards and Technical Compliance Policy: Private Data Protection Accountable for implementation (the most senior role) Group Information Security Director, Group DPO 1. All business-related activities, including overall Defines Bally’s Intralot’s policy on privacy management, regional/ international management, 1. GDPR Definitions strategy, legal, communications, investor relations, 2. Mandatory Provisions organization and HR, finance, business 3. Sets the Roles and Responsibilities (Data Protection Officer and Data Protection development, marketing and lotteries, internal audit Supportive Roles) and information security. EU GDPR 4. Policies Communication 2. All functions related to the design, development, 5. Tranfer of Personal Data (Rules, Informational Items) implementation, testing and support of state-of-the- 6. Handle Privacy Requests form Data Subjects art integrated lottery, betting and generally gaming 7. Data Breach Reporting solutions, products, services and technology. 8. Implementation Guide (Definition of the steps) 3. All functions related to the centralized remote 9. GDPR Stakeholder Map operation of Lottery Systems, including gaming 362
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Third-party standards or Brief Description of key contents Scope of policy Availability initiatives (if applicable) system operation activities, retailer management and ICT operations. Policy: Quality Policy Accountable for implementation (the most senior role) Group Information Security Director Defines the quality management system 1. Customer, Shareholder, and Employee Value: Bally’s Intralot focuses on delivering value to its customers, shareholders, and employees by offering integrated systems, transaction processing, game content, and value-added services to gaming organizations. 2. Customer Satisfaction: The policy emphasizes achieving high levels of satisfaction for customers, investors, and employees. 1. All business-related activities, including overall 3. Continuous Improvement: Bally’s Intralot is committed to ongoing process and management, regional / international management, system improvements to enhance overall business performance. strategy, legal, communications, investor relations, 4. Compliance and Ethical Standards: The company ensures adherence to organization and HR, finance, business applicable laws and regulations while maintaining the highest ethical standards development, marketing and lotteries, internal audit in all its operations. and information security. ISO 9001:2015 INTRANET 5. Employee Involvement: Employee engagement is a critical component, 2. All functions related to the design, development, fostering participation in decision-making and process enhancements. implementation, testing and support of state-of-the- 6. Business Performance Goals: The policy aligns business goals with customer art integrated lottery, betting and generally gaming needs, focusing on improved performance and meeting both stated and implied solutions, products, services, and technology. customer requirements. Analysis, Design, Delivery, Monitoring and Evaluation 7. Business Excellence: Bally’s Intralot strives for excellence across all of project-based training services. departments and functions to achieve superior outcomes. 8. Alignment with Organizational and Strategic Goals: The quality policy reflects the broader organizational and strategic objectives, ensuring alignment with company goals. 9. Periodic Review and Revision: The policy is periodically reviewed and revised to stay aligned with Bally’s Intralot commitment to quality and customer requirements. 363
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Third-party standards or Brief Description of key contents Scope of policy Availability initiatives (if applicable) Quality Objectives: Bally’s Intralot sets quality objectives that are regularly reviewed and updated, ensuring continuous progress and relevance within corporate procedures. Policy: Quality Policy Accountable for implementation (the most senior role) Executive VP, Group ICT & Support Defines the IT Service Management System 1. Alignment with Quality Policy: ITSM is aligned with its overarching Quality Policy to ensure effective and efficient IT service delivery while maintaining service quality. 2. IT-Business Alignment: IT services are aligned with Bally’s Intralot’s corporate strategy to meet both current and future customer business objectives. A service portfolio is developed to guide all service delivery and management activities, and Service Level Agreements (SLAs) are established to ensure quality and stakeholder satisfaction. The Service Management System that supports 3. Process Approach: A process-based approach is adopted to manage IT services, with clearly defined roles and responsibilities for service management. configuration and release management of Information Continuous improvement is embedded in the process, driven by business Technology (IT) and covers the provision of managed IT needs and stakeholder feedback. Services such as: Integrated gaming and transaction ISO 20000-1:2018 INTRANET 4. Leveraging Technology and Resources: Efficient allocation of technology processing systems & services and interactive gaming functions and resources is emphasized. State-of-the-art technology is used to services, as provided to licensed Lottery, Gaming and maximize productivity, and relationships with suppliers are fostered for mutual Casino organizations and entities worldwide benefit. 5. Continual Improvement: The effectiveness of the IT Service Management System is continually monitored and improved. Regular feedback from stakeholders is used to refine services and service quality. 6. Customer Focus: Customer satisfaction and success are central to the ITSM framework, with the goal of ensuring that customer needs and requirements are consistently met. 7. Training & Awareness: Bally’s Intralot ensures that staff involved in service management have the necessary skills through continuous training and awareness programs to perform their roles effectively. 364
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Third-party standards or Brief Description of key contents Scope of policy Availability initiatives (if applicable) 8. Risk and Change Management: Risk management principles are applied to ensure the security and continuity of IT services. Changes to services are systematically managed to minimize disruption and risk to customer operations. 9. Leadership Commitment: Top management is committed to the policy, ensuring the allocation of resources to support the implementation and improvement of service management processes. Policy: Quality Policy Accountable for implementation (the most senior role) Group Information Security Director, Facilities Supervisor Defines the Environmental Management System 1. Environmental Impact Minimization: Bally’s Intralot is committed to reducing 1. All business-related activities, including overall its environmental impact by conserving energy and natural resources and management, strategy, legal, communications, minimizing waste and pollution. investor relations, organization and HR, finance, 2. Compliance with Legislation: The company ensures it meets or exceeds all business development, marketing and lotteries, environmental laws and requirements related to its operations and processes. internal audit and information security. 3. Sustainable Operations: It adopts state-of-the-art technology to create 2. All functions related to the design, implementation, environmentally friendly and efficient operations, including waste management testing, installation, maintenance, integration and ISO 14001:2015 INTRANET and reducing health and safety risks. operation of information technology systems. 4. Environmental Responsibility: Bally’s Intralot strives to be a responsible Organization, operation, risk management and neighbor, addressing any environmental issues or incidents that could impact consultancy of fixed odds betting games and pool health, safety, or the environment. betting games through land based and alternative 5. Emissions Reduction: Efforts are made to minimize emissions by reducing channels with regard to pregame betting and live employee travel, optimizing the vehicle fleet, and selecting energy-efficient betting on sports and non-sporting events, power sources. greyhound and horse races. 6. Recycling Promotion: The company actively promotes recycling, both within its operations and among customers and partners. 365
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Third-party standards or Brief Description of key contents Scope of policy Availability initiatives (if applicable) 7. Continuous Improvement: Environmental performance goals are established, evaluated, and continually improved as part of the EMS, ensuring ongoing environmental sustainability. Use of Environmentally Compliant Materials: Bally’s Intralot ensures that its products comply with environmental standards, and old equipment is recycled responsibly. Policy: Quality Policy Accountable for implementation (the most senior role) Group Information Security Director, Facilities Supervisor Defines the Energy Management System 1. Energy Efficiency Improvement: Bally’s Intralot is committed to continuously improving energy efficiency across its operations. 2. Energy Performance Goals: The company establishes clear energy performance goals and regularly evaluates its progress to ensure continuous 1. All business-related activities, including overall improvement. management, strategy, legal, communications, 3. Energy Consumption Monitoring: Bally’s Intralot monitors energy investor relations, organization and HR, finance, consumption and identifies areas for optimization to reduce energy use and business development, marketing and lotteries, costs. internal audit and information security. 4. Sustainable Energy Practices: The organization implements energy-efficient 2. All functions related to the design, implementation, practices, technologies, and systems to minimize energy consumption while testing, installation, maintenance, integration and maintaining operational performance. ISO 50001:2018 INTRANET operation of information technology systems. 5. Compliance with Energy Regulations: Bally’s Intralot ensures compliance Organization, operation, risk management and with relevant energy-related legislation and standards, striving to exceed the consultancy of fixed odds betting games and pool minimum requirements. betting games through land based and alternative 6. Employee Awareness and Training: Employees are trained and made aware of channels with regard to pregame betting and live the importance of energy management to encourage responsible energy use betting on sports and non-sporting events, across the organization. greyhound and horse races. 7. Energy Resource Optimization: The company focuses on optimizing energy resources, including the use of renewable energy sources where possible, to reduce its carbon footprint. 8. Continual Improvement: The EnMS is subject to regular reviews and improvements based on performance data, ensuring Bally’s Intralot maintains its commitment to energy sustainability. Policy: Quality Policy 366
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Third-party standards or Brief Description of key contents Scope of policy Availability initiatives (if applicable) Accountable for implementation (the most senior role) Group Information Security Director, Facilities Supervisor Defines the Occupational Health and Safety Management System 1. Commitment to Safe Working Environment: Bally’s Intralot prioritizes providing a safe working environment for employees, workers, partners, and customers, in compliance with Greek and European labor and safety laws. 2. Prevention of Injury and Ill Health: The company is committed to preventing any injury or ill health resulting from its operations, through established 1. All business-related activities, including overall procedures and controls. management, strategy, legal, communications, 3. Continuous Improvement: Bally’s Intralot maintains and continuously investor relations, organization and HR, finance, improves a documented Occupational Health & Safety Management System business development, marketing and lotteries, (OHSMS), ensuring effective implementation and communication of safety internal audit and information security. objectives. 2. All functions related to the design, implementation, 4. Risk Identification and Assessment: The OHSMS identifies and assesses testing, installation, maintenance, integration and potential occupational health and safety risks to mitigate hazards in the ISO 45001:2018 INTRANET operation of information technology systems. workplace. Organization, operation, risk management and 5. Training and Awareness: Employees and partners are trained in occupational consultancy of fixed odds betting games and pool health and safety procedures to ensure compliance and promote safety betting games through land based and alternative awareness. channels with regard to pregame betting and live 6. Establishment of Objectives and Metrics: OHSMS objectives are set with betting on sports and non-sporting events, clear metrics to track progress and ensure continuous improvement in health greyhound and horse races. and safety standards. 7. Workplace Inspections and Audits: Regular inspections and audits are conducted to assess and manage occupational health and safety risks. Compliance with ISO 45001: The system is continuously improved to ensure full compliance with the ISO 45001 standard, supporting Bally’s Intralot’s commitment to health and safety excellence. Policy: Quality Policy Accountable for implementation (the most senior role) Group Information Security Director, Group Chief Legal Counsel 367
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Third-party standards or Brief Description of key contents Scope of policy Availability initiatives (if applicable) Defines the Anti-Bribery Management System 1. Commitment to Ethics and Integrity: Bally’s Intralot is committed to promoting honesty, ethics, and integrity in all business activities, in compliance with applicable laws, regulations, and corporate standards. 2. Zero Tolerance for Corruption and Bribery: The company upholds a zero- tolerance policy for corruption and bribery, ensuring that all employees and stakeholders act ethically in all transactions. 3. Transparency in Transactions: Bally’s Intralot ensures transparency in all transactions with stakeholders, maintaining openness and fairness in business dealings. 4. Employee Morale and Anti-Corruption Culture: The system focuses on 1. All Business-related Activities, including overall boosting employee morale and fostering a culture of anti-corruption, Management, Regional and international emphasizing ethical behavior in every aspect of business. Management, Strategy, Legal, Communications, 5. Legal and Regulatory Compliance: Bally’s Intralot ensures full compliance Investor Relations, Organization and HR, Finance, with the legal and regulatory framework related to corruption and integrity, Operations and Sales, Business Development, safeguarding the company’s reputation. Marketing and Lotteries, Internal Audit and ISO 37001:2016 INTRANET 6. Competitive Advantage: By maintaining ethical standards, Bally’s Intralot Information Security. seeks to preserve its competitive edge in national and international markets. 2. All Functions Related to the Design, Development, 7. Ethical Business Culture: The system promotes an ethical business culture Implementation, Testing and Support of state-of- that protects the company, its assets, shareholders, and management from the-art Integrated Lottery, Betting and Generally bribery and corruption risks. Gaming Solutions, Products, Services and 8. Prevention and Detection of Bribery: Bally’s Intralot’s ABMS focuses on Technology preventing, detecting, and efficiently managing bribery incidents through clear policies and procedures. 9. Management Commitment: Top management is fully committed to the zero- tolerance policy for bribery and actively supports the implementation and monitoring of the ABMS. 10. Continuous Improvement and Monitoring: The ABMS is continuously updated and monitored to remain flexible and effective, ensuring that it adapts to the company’s evolving needs and the nature of its operations. 11. Bribery Risk Assessment: The system includes a robust bribery risk assessment process to identify and mitigate potential bribery risks across the organization. Policy: Responsible Gaming Accountable for implementation (the most senior role) Group Chief Executive Officer, overseen by Responsible Gaming Committee 368
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Third-party standards or Brief Description of key contents Scope of policy Availability initiatives (if applicable) Defines responsible gaming principles for Bally’s Intralot Group 1. Ensuring that all relevant employees and customer-facing staff receive regular training on responsible Gaming principles. 2. Supporting internal and external research efforts to better understand player behavior. 3. Working closely with internal stakeholders, regulators, partners, and treatment organizations to align RG practices and promote safer gaming environments. 4. Ensuring that all promotional activities comply with ethical standards, avoid targeting vulnerable groups (including minors), and promote responsible messages informed by Positive Play principles. WLA 1. Employees, suppliers, partners, contractors and 5. Integration of RG-by-design into game and platform development to ensure iCAP Ready INTRANET internal consultants of Bally’s Intralot Group. safety, transparency and player empowerment. Accreditation 6. Implementing features such as age and identity verification, session timers, reality checks, deposit & spending limits, self-exclusion, and personalized play tracking to support safe gaming behavior. 7. Bally’s Intralot is enhancing its RG tools through behavioral analytics that help operators identify early signs of risky gambling behavior. In parallel, the Group is committed to the ethical use of artificial intelligence (AI). 8. Providing players with clear, accessible information on the odds, risks, and rules of games to support responsible decision-making and encourage Positive Play. Policy: Environment and Climate Change Accountable for implementation (the most senior role) Sustainability Director, overseen by the ESG Committee Defines the understanding, management and mitigation of environmental impacts of Bally’s Interactive 1. Understanding and mitigating the significant environmental impacts of the 1. Personnel of Bally’s Interactive. INTRANET business. 2. Energy and climate change commitments. 369
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Third-party standards or Brief Description of key contents Scope of policy Availability initiatives (if applicable) Policy: Responsible Gaming Policy and Commitments Accountable for implementation (the most senior role) Responsible Gambling Manager of Bally’s Interactive Defines responsible gambling operations for Bally’s Interactive’s online platform 1. Responsible Gambling policy, strategy, and culture: Bally’s Interactive will create policy statements that outline expectations and makes a clear commitment to addressing harms related to gambling, and mitigation and prevention measures. 2. Employee training: Bally's Interactive classifies training into three types: new hire, job-specific, and all-employee. New Hire training covers responsible gaming basics and is completed by all new employees during onboarding. Job- Specific training targets player-facing roles. All-Employee training ensures everyone understands responsible gaming, their role in player protection, and key concepts of problem gambling. 3. Self-exclusion: Bally’s Interactive will provide a well-managed and communicated self-exclusion program for customers that facilitates access to support located on Bally’s Interactive’s online platforms. Bally’s Interactive will uphold all jurisdictionally based regulated self-exclusion and cool-off 1. Employees, consultants, contractors, and programs. INTRANET temporary personnel of Bally’s Interactive. 4. Assisting players who may be experiencing harms from gambling: Bally’s Interactive will offer support to its online customers facing gambling problems. The responsible gaming team will enforce policies to identify, assess, and manage such issues. All employees will be informed about various help resources and can share this information when needed. These resources include local gambling hotlines, brochures, signs, web and app limit tools, cooling-off measures, and self-exclusion options. 5. Informed decision making: Bally’s Interactive will ensure a systematic approach is used to support, integrate, and disseminate information to enable players to make informed decisions and encourage safer play, and that Bally’s Interactive’ online platforms provide easily accessible information that helps players to make informed decisions about their gambling as well as how to access help resources. 6. Marketing communications: Bally’s Interactive will ensure that its marketing, including advertising and promotions, includes local problem gambling resources, and does not mislead players, misrepresent products, or target 370
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Third-party standards or Brief Description of key contents Scope of policy Availability initiatives (if applicable) potentially vulnerable players. Bally’s Interactive will further ensure that both a policy and employee training are in place to supports this commitment. 7. Accounts and payment: Bally’s Interactive will ensure its account registration and money services are provided in a responsible manner, and that online terms and conditions clearly inform players about legal age requirements, responsible gaming, and player protection with precautions in place to prevent and detect underage gambling. 8. Site and product design: Bally’s Interactive will ensure that all site and product design features online help prevent extended, continuous, and impulsive play and that products and the user experience are designed to promote breaks in play, avoid excessive play and track the passage of time. 9. Stakeholder engagement: Bally’s Interactive will work with stakeholders including players, agencies, and researchers to collectively assess, improve and address the harms associated with gambling, and that a systematic approach of stakeholder identification and engagement to prevent and mitigate harms is in place. 371
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 EU Taxonomy Introduction to the Regulation (EU) 2020/852 In line with the European Union’s ambition to strengthen resilient and sustainable economies, and to help deliver the 2030 climate and energy targets and the objectives of the European Green Deal, the European Commission introduced a common classification system for sustainable economic activities through the 12 Taxonomy Regulation . In force since July 2021, the Regulation sets out a structured method to determine whether an economic activity qualifies as environmentally sustainable. The unified framework establishes a common language for investors, businesses, and policymakers, and it improves transparency and enables clear, consistent communication on the environmental sustainability of economic activities. The EU Taxonomy defines six environmental objectives: • Climate change mitigation • Climate change adaptation • Sustainable use and protection of water and marine resources • Pollution prevention and control • Transition to a circular economy • Protection and restoration of biodiversity and ecosystems. 13 The Climate Delegated Act , introduced the environmental objectives of climate change mitigation and climate change adaptation. It entered into force in July 2021 and has applied since 1 January 2022. The 14 Environmental Delegated Act , established the criteria for the remaining four environmental objectives and has applied since 1 January 2024. For each environmental objective, the Delegated Acts define the economic activities that are considered taxonomy-eligible and taxonomy-aligned. An activity is taxonomy-eligible when the relevant Delegated Act explicitly includes it under the environmental objective to which it makes a substantial contribution. An activity is taxonomy-aligned where it meets all of the following conditions: • It meets the substantial contribution criteria defined for the activity; • It does not significantly harm any of the remaining environmental objectives; and • It complies with the minimum safeguards requirements. 12 Regulation (EU) 2020/852 13 Commission Delegated Regulation (EU) 2021/2139, later amended by Commission Delegated Regulation (EU) 2023/2485, which updated and expanded certain substantial contribution criteria (SCC). 14 Commission Delegated Regulation (EU) 2023/2486 372
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 15 Under the Disclosure Delegated Act , companies within the scope of the Taxonomy Regulation must report the share of their economic activities that are taxonomy-eligible and taxonomy-aligned. The Regulation requires these disclosures through specific key performance indicators (KPIs), turnover, capital expenditure (CapEx), and operational expenditure (OpEx), which show the degree of alignment with the environmental objectives set out in the Climate Delegated Act and the Environmental Delegated Act. On 26 February 2025, the European Commission presented the Omnibus legislative package, a set of proposals that seeks to simplify EU regulatory requirements and strengthen the competitiveness of the European economy. The package aims to streamline administrative processes, reduce unnecessary burdens, and improve the usability of complex frameworks, including sustainability reporting obligations under the EU Taxonomy. Subsequently, on 4 July 2025, the European Commission proposed a new Delegated Act amending the Taxonomy Disclosures, the Climate Delegated Act, and the Environmental Delegated Act. The proposal underscores the Commission’s intention to update and refine the EU Taxonomy framework so that it remains fit for purpose, taking into account developments in market practices, technological progress, and the simplification objectives of the Omnibus package. After the scrutiny period by the European Parliament and the Council elapsed without objections, the act was adopted and subsequently published in the Official Journal of the European Union as Commission Delegated Regulation (EU) 2026/73. Bally’s Intralot Group has decided to apply the EU Taxonomy disclosure requirements in accordance with Commission Delegated Regulation (EU) 2026/73, as published in the Official Journal of the European Union, for the financial year from 1 January to 31 December 2025. In accordance with the Regulation, the Group applies the 10% materiality threshold, whereby the assessment of taxonomy eligibility or alignment for specific economic activities may be excluded when the related cumulative turnover/CapEx/OpEx represents less than 10% of the denominator of the relevant KPI. Application of the Taxonomy Regulation to Bally’s Intralot Group To ensure full compliance with the Taxonomy Regulation, Bally’s Intralot Group conducted a comprehensive assessment of the eligibility and alignment of its economic activities against the six environmental objectives defined in the Climate Delegated Act and the Environmental Delegated Act. On the basis of this assessment, the Group quantified the turnover, CapEx, and OpEx associated with each 15 Commission Delegated Regulation (EU) 2021/2178 373
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 eligible and aligned activity. This report presents the results for the reporting period ended 31 December 2025, covering eligible and non-eligible activities as well as aligned and non-aligned activities. The analysis covers all consolidated subsidiaries of Bally’s Intralot Group, as presented in the financial statements, in line with the Taxonomy Regulation. Joint ventures accounted for under the equity method fall outside the scope of the EU Taxonomy assessment and are therefore excluded from this analysis and reporting. For these disclosures, the entities within scope are referred to collectively as Bally’s Intralot Group and, hereafter, as “Bally’s Intralot” or “the Group”. Eligibility assessment The Group operates as a global provider and operator of gaming solutions, delivering innovative, future- ready services to licensed operators worldwide. Its business model focuses on the development, maintenance, and operation of software-based services, supported by advanced technology, specialist consulting, and end-to-end operational support for the lottery, betting, and gaming sector. The 2025 EU Taxonomy disclosures include data collected from the following subsidiaries: • BALLY'S INTRALOT S.A. (parent company) • BALLY's INTERNATIONAL INTERACTIVE GROUP • INTRALOT HOLDINGS UK Ltd • INTRALOT TECH SINGLE MEMBER S.A. • INTRALOT INC • INTRALOT AUSTRALIA PTY LTD • INTRALOT GAMING SERVICES PTY • INTRALOT INTERNATIONAL LTD • INTRALOT IBERIA HOLDINGS S.A. • INTRALOT CHILE SPA • INTRALOT GLOBAL SECURITIES B.V. • INTRALOT GLOBAL HOLDINGS B.V. • INTRALOT BENELUX B.V. • INTRALOT NEDERLAND B.V. • INTRALOT GLOBAL OPERATIONS B.V. • INTRALOT NEW ZEALAND LTD • INTRALOT GERMANY GMBH • INTRALOT IRELAND LTD • INTRALOT ADRIATIC DOO • INTRALOT MAROC S.A. 374
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 • BILYONER INTERAKTIF HIZMELTER AS GROUP • TECNO ACCION S.A. • TECNO ACCION SALTA S.A. • BETTING CYPRUS LTD • INTELTEK INTERNET AS • INTRALOT CAPITAL LUXEMBOURG S.A. • LOTROM S.A. • MALTCO LOTTERIES LTD • INTRALOT FINANCE UK LTD • INTRALOT BETTING OPERATIONS (CYPRUS) LTD • ROYAL HIGHGATE LTD • INTRALOT CYPRUS GLOBAL ASSETS LTD • INTRALOT OPERATIONS LTD • NETMAN DISTRIBUTION MANAGEMENT SOLUTION SRL • INTRALOT BUSINESS DEVELOPMENT LTD • INTRALOT SOUTH AFRICA LTD • ΙΝTRALOT HOLDINGS INTERNATIONAL LTD • DC09 LLC • INTRALOT US SECURITIES B.V. • INTRALOT US HOLDINGS B.V. • INTRALOT CANADA LTD • LOTRICH INFORMATION Co LTD • GANYAN INTERACTIF HIZMETLER A.S. • TECNO ACCIÓN SALTA S.A. – END POINT S.A. - UNION TRANSITORIA • KARENIA ENTERPRISES COMPANY LTD The Group identified its taxonomy-eligible economic activities by assessing which of its operations contribute to one or more of the six environmental objectives under the EU Taxonomy. These activities were then mapped to the EU Taxonomy Compass, the official catalogue of Taxonomy-eligible economic activities, to determine their corresponding classifications in the Climate Delegated Act and the Environmental Delegated Act. The eligibility assessment covered the Group’s turnover, CapEx, and OpEx to determine which economic activities qualify as taxonomy-eligible. The analysis spanned all relevant operations and considered both revenue-generating activities and assets under development. 375
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 In the financial year 2025, 0.00% of the Group's turnover, 14.04% of its CapEx, and 0.00% of its OpEx were classified as Taxonomy-eligible. The Group’s taxonomy-eligible economic activities are the following: 7.3 Installation, maintenance and repair of energy efficiency equipment This activity covers individual renovation measures involving the installation, maintenance, or repair of energy efficiency equipment and supports the environmental objective of climate change mitigation (CCM). In 2025, the Group invested in equipment such as air-conditioning systems and specialized kitchen equipment to improve energy efficiency across its sites. This activity is included in the Group’s eligibility mapping on the basis of the nature of the investments and their contribution to improved energy performance in facilities. 7.7 Acquisition and ownership of buildings This activity covers the acquisition and ownership of buildings and supports the environmental objective of climate change mitigation (CCM). In 2025, the Group identified both CapEx and OpEx related to this activity. CapEx mainly includes investments associated with the acquisition of buildings, while OpEx includes expenses related to the rental, lease, and maintenance of premises and other building-related assets. This activity is included in the Group’s eligibility mapping based on the nature of these expenditures and their link to the acquisition, operation, and upkeep of buildings. 8.1 Data processing, hosting and related activities This activity includes investments associated with the development and operation of digital infrastructure and software solutions that support data processing and hosting services, contributing to the environmental objective of climate change mitigation (CCM) through the efficient use of digital technologies. During the reporting period, Bally’s International Interactive Group incurred CapEx related to software development for product development purposes, including the design and enhancement of digital platforms and systems supporting its online operations. Eligible Activities Objectives CCM 7.3 Installation, maintenance and repair of energy efficiency equipment CCM 7.7Acquisition and ownership of buildings CCM 8.1 Data processing, hosting and related activities Alignment assessment A detailed review indicated that the Group is not currently able to demonstrate full compliance with the EU Taxonomy Substantial Contribution Criteria (SCC). Although activities 7.3, 7.7, and 8.1 have been 376
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 assessed as eligible under the EU Taxonomy, the necessary evidence to confirm full alignment is not yet available. However, the Group recognizes the importance of strengthening its approach to climate resilience and related disclosures. To this end, it is currently conducting a climate risk and vulnerability assessment, which will support the identification and prioritization of material physical risks across relevant locations and operations. The results of this assessment will also inform the development of an investment roadmap for targeted adaptation measures, with the aim of enhancing the Group’s EU Taxonomy alignment in the coming years. Minimum Safeguards (MS) In line with Article 18 of the Taxonomy Regulation, Bally’s Intralot has ensured compliance with the minimum safeguards. These safeguards align the Group’s conduct with the OECD Guidelines for Multinational Enterprises and the United Nations Guiding Principles on Business and Human Rights. In addition, the Group has observed the fundamental principles and rights set out in the ILO Declaration on Fundamental Principles and Rights at Work, as well as those reflected in the International Bill of Human Rights. Bally’s Intralot Group completed a comprehensive review of the relevant requirements and supported its approach through appropriate policies and procedures designed to uphold these international standards. The minimum safeguards cover the following areas: • Human rights, including workers’ rights • Fair competition • Bribery/corruption • Taxation Human rights, including workers’ rights The Group’s commitment to respecting human rights is reflected in key internal policies, including the Code of Conduct and the Recruitment and Selection Policy, which promote equal employment opportunities, prohibit child labor, and ensure that all employees are treated with dignity, free from discrimination and harassment. The Group also maintains mechanisms to identify and manage potential human rights risks across its operations and provides grievance channels that allow employees and stakeholders to report concerns confidentially or anonymously. The Group confirms that it has not been held liable for breaches of human rights or labor laws. 377
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Fair competition Bally’s Intralot Group confirms its commitment to fair competition and compliance with applicable laws and regulations across the jurisdictions in which it operates. This commitment is supported by internal policies, including the Whistleblowing Policy, Anti-Corruption Policy, and Internal Regulation, which require employees and business partners to conduct business with integrity and in accordance with legal and regulatory requirements. The Group also maintains procedures for reporting and investigating potential misconduct through its whistleblowing mechanism. Reported concerns are reviewed by the Compliance Officer, who is responsible for conducting investigations and recommending corrective actions where necessary. The Group confirms that it has not been finally convicted of any breaches of competition laws. Bribery and Corruption The Group upholds a zero-tolerance approach to corruption and bribery and ensures alignment with the EU Taxonomy Minimum Safeguards requirements in this area. It has established an Anti-Corruption Policy that sets out clear principles, roles, and internal controls to prevent corrupt practices across its operations. The Policy, approved by the Board of Directors and overseen by the Audit and Compliance Committee with the support of the Group Compliance Officer, requires full compliance with applicable anti-corruption laws and explicitly prohibits any form of corrupt payments, including facilitation payments. The Group also applies due diligence procedures when engaging with business partners and maintains reporting channels that allow concerns related to corruption or unethical conduct to be raised confidentially or anonymously. Reported cases are investigated by the Compliance Officer, who is responsible for ensuring appropriate review and recommending corrective actions where necessary. The Group confirms that it has not been finally convicted in any court cases related to bribery or corruption. Taxation Bally’s Intralot Group confirms that it complies with applicable tax laws and regulations in the jurisdictions in which it operates and follows internationally recognized standards for responsible tax practices. In particular, the Group applies transfer pricing principles in line with the OECD Transfer Pricing Guidelines, ensuring that intra-group transactions are conducted in accordance with the arm’s length principle. The Group’s intercompany pricing framework applies appropriate methodologies depending on the nature of each transaction, such as profit-sharing approaches for joint project activities, cost-plus arrangements for service provision, and royalty-based remuneration for the use of intangible assets. In addition, the Greek entities of the Group comply with the provisions of Law 4174/2013 and are subject to tax compliance audits by independent statutory auditors, ensuring adherence to the applicable tax regulatory framework. 378
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Following the recent structural change in the scope of the Group after the incorporation of Bally's International Interactive Group, Bally’s Intralot Group is currently reviewing and updating its internal policies and procedures in order to further strengthen its governance framework. Substantial Contribution Criteria (SCC) As part of its alignment work, Bally’s Intralot assessed its taxonomy-eligible economic activities and assets against the Substantial Contribution Criteria set out in Annex I of the Climate Delegated Act. Given that the Group’s eligible activities fall under the climate change mitigation objective, Bally’s Intralot reviewed whether those activities meet the technical requirements for substantial contribution, as defined in the Climate Delegated Act, and considered the relevant criteria for this objective. Do No Significant Harm (DNSH) As part of the alignment process, the Group carried out an assessment of its taxonomy-eligible economic activities against the DNSH criteria set out in the Climate Delegated Act as applicable. This assessment aimed to confirm that, while making a substantial contribution to the relevant environmental objective, the Group’s activities do not cause significant harm to any of the other environmental objectives defined under the EU Taxonomy. The review was conducted using the information available at the time of reporting and took into account the nature of the Group’s operations, internal controls, and existing policies and procedures. Accounting policy The consolidated financial statements of Bally’s Intralot Group for the year ended 31 December 2025 have been prepared in accordance with International Financial Reporting Standards (IFRS). This section presents the information used for the calculation of the EU Taxonomy KPIs, turnover, CapEx, and OpEx, for the Group’s subsidiaries within the scope of these disclosures, as described earlier in this report. Linking the Group’s environmentally sustainable practices and performance to financial metrics (turnover, CapEx, and OpEx) provides investors and financial institutions with a clear, measurable view of the Group’s positioning under the EU Taxonomy and supports informed decision-making. The eligibility and alignment KPIs have been calculated as follows: • Turnover represents the share of net turnover generated from products and services associated with taxonomy-eligible and/or taxonomy-aligned economic activities. The Turnover KPI provides a snapshot of the Group’s contribution to the EU Taxonomy environmental objectives. • CapEx represents the share of capital expenditure related to assets or processes that are taxonomy-eligible and/or taxonomy-aligned, or that form part of a credible plan to expand 379
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 taxonomy-aligned activities or achieve alignment over time. The CapEx KPI provides a forward- looking view of the Group’s investment pathway. • OpEx represents the share of operating expenditure linked to taxonomy-eligible and/or taxonomy- aligned activities or related to the CapEx plan. OpEx includes direct, non-capitalized costs such as research and development, renovation measures, short-term leases, maintenance, and other direct costs required for the day-to-day operation and effective use of property, plant, and equipment. Avoiding double counting Bally’s Intralot Group confirms that the EU Taxonomy assessment was performed in a manner that prevents double counting and removes intragroup impacts. This outcome was supported by the consolidation structure applied in the Group’s financial reporting, together with detailed account-level identification of the CapEx and OpEx items relevant to the disclosures. In addition, the Group follows EU Taxonomy regulatory developments closely and continues to enhance its internal processes for capturing and validating the required information. These efforts aim to ensure robust, decision-useful disclosures and sustained compliance with the Regulation in subsequent reporting periods. 380
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 EU Taxonomy KPIs Summary KPIs Proportion of turnover, CapEx, OpEx from products or services associated with Taxonomy-eligible or Taxonomy-aligned economic activities – disclosure covering year 2025 (summary KPIs in ‘000,000): Breakdown by environmental objectives of Financial year 2025 Taxonomy-aligned activities Proportio Taxonom n of Not y Taxonomy Proportio Proportio Proportio Proportion assessed Taxonom aligned aligned n of n of n of activities y activities activities KPI Total Taxonomy Taxonomy of transitiona considere aligned in in Water eligible aligned enabling l d Pollution activities previous previous Biodiversity activities activities activities activities non- financial financial Circular economy material year 2024 year Climate change mitigation Climate change adaptation 2024 (Text) € % € % % % % % % % % % % € % Turnove 518.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00% 0.00 € 0.00% 0.00% 0.00% 0.00% 0.00 € 0.00% r 4 € % % % % % % 46.73 0.00 0.00 0.00 0.00 0.00 0.00 CapEx 17.12% 0.00 € 0.00% 0.00% 0.00% 9.65% 0.00 € 0.00% € % % % % % % 32.79 0.00 0.00 0.00 0.00 0.00 0.00 OpEx 6.08% 0.00 € 0.00% 0.00% 0.00% 4.05% 0.00 € 0.00% € % % % % % % Turnover Bally’s Intralot Group has assessed the applicability of the EU Taxonomy to its activities and concluded that it does not generate EU Taxonomy-eligible turnover. This outcome is primarily related to the nature of the Group’s core business activities, which do not fall within the economic activities currently 381
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 defined as eligible under the EU Taxonomy framework. As a result, for the reporting year 2025, the Group reports zero eligible turnover and, consequently, zero aligned turnover. CapEx Proportion of CapEx from products or services associated with Taxonomy-eligible or Taxonomy-aligned economic activities – disclosure covering year 2025 (activity breakdown): CapEx Environmental objective of Taxonomy-aligned Financial year 2025 activities Taxonomy Taxonomy Taxonomy Proportion eligible KPI aligned KPI aligned of (Proportion (Proportion Bally's Intralot Group's Economic KPI Enabling Transitional Taxonomy Code of of Activities (monetary activity activity aligned in Water Pollution Taxonomy Taxonomy Biodiversity value of Taxonomy eligible aligned Circular economy CapEx) eligible CapEx) CapEx) Climate change mitigation Climate change adaptation (E where (T where (Text) % € % % % % % % % % applicable) applicable) Installation, maintenance and repair CCM 1.52% 0.00 € 0.00% - - 0.00% of energy efficiency equipment 7.3 Acquisition and ownership of CCM 4.40% 0.00 € - - 0.00% buildings 7.7 Data processing, hosting and related CCM 11.21% 0.00 € 0.00% - - 0.00% activities 8.1 Sum of alignment per objective 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Total CapEx 17.12% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 382
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 OpEx Proportion of OppEx from products or services associated with Taxonomy-eligible or Taxonomy-aligned economic activities – disclosure covering year 2025 (activity breakdown): OpEx Environmental objective of Taxonomy-aligned Financial year 2025 activities Taxonomy Taxonomy Taxonomy Proportion eligible KPI aligned KPI aligned of (Proportion (Proportion Bally's Intralot Group's Economic KPI Enabling Transitional Taxonomy Code of of Water Activities (monetary activity activity aligned in Pollution Taxonomy Taxonomy Biodiversity value of Taxonomy eligible aligned Circular economy OpEx) eligible OpEx) OpEx) Climate change mitigation Climate change adaptation (E where (T where (Text) % € % % % % % % % % applicable) applicable) Acquisition and ownership of CCM 6.08% 0.00 € 0.00% - - 0.00% buildings 7.7 Sum of alignment per objective 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Total OpEx 6.08% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 383
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 ENVIRONMENT Climate change [E1] Governance Integration of sustainability-related performance in incentive schemes [E1.GOV-3] Climate-related remuneration Information regarding incentive schemes and remuneration policies linked to climate-related matters is currently unavailable. The Group does not currently evaluate performance against greenhouse gas (GHG) emission reduction targets, as such targets have not yet been established. Consequently, no portion of remuneration recognized during the reporting period is linked to climate-related criteria. The Group considers introducing climate-related performance indicators into the remuneration and incentive schemes of its administrative, management, and supervisory bodies, aligned with [E1.GOV-3 13] sustainability-related targets, with disclosures to follow in future reporting cycle. Strategy Transition plan for climate change [E1-1] Bally’s Intralot recognizes the importance of environmental protection and actively monitors its environmental performance, as the Group has implemented various measures to mitigate its carbon footprint. Even though Bally’s Intralot has not yet adopted a formal transition plan for climate change mitigation, the Group considers it essential to be in line with climate-related targets and is reviewing its operational and strategic framework to align climate resilience and mitigation strategies. The Group acknowledges the significance of developing a transition plan for climate change and the benefits to both its operations and the environment from mitigating and monitoring emissions. Therefore, its future efforts will now include the process of developing a coherent transition plan, alongside its existing initiatives to reduce energy consumption and GHG emissions. The specific date for the adoption of the transition plan and the process of its approval will be finalized until the next reporting period. [E1-1 17] 384
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Alignment with the Paris Agreement Bally’s Intralot has adopted various climate-related initiatives aimed at reducing its environmental impact and improving sustainability performance, however, the Group has not formally aligned with the Paris Agreement; There is no specific adoption date fixed yet, but one will be decided in the next reporting cycles. [E1-1 15] Material impacts, risks and opportunities [E1.SBM-3] The Group integrates climate change considerations into its strategy and business model by embedding sustainability principles across its operations. This includes taking into account environmental and social externalities, such as greenhouse gas emissions from energy consumption, waste generation and the need for infrastructure and system upgrades, while pursuing opportunities related to resource efficiency and sustainable development. Through the integration of sustainability into its competitive positioning, Bally’s Intralot aims to enhance resilience to climate-related challenges, create long-term value for stakeholders and support the transition towards a more sustainable economy. In total, Bally’s Intralot has identified five (5) material risks, out of which three (3) are considered to be transition risks and two (2) are considered to be physical risks. All risks are categorized accordingly in the table below: Risk Physical or Transition Transitioning to greener cloud providers, renewable-powered data centers, more energy-efficient solutions (e.g., reduced server load etc.) Transition may require upfront investment and redevelopment of platforms and system, increasing capital expenditure and operating costs. Rising energy prices targeting high-electricity and fuel-intensive operations could significantly increase Bally’s Intralot's operating Transition costs, particularly due to the energy demands of servers, facility infrastructure etc. Reliance on energy-intensive data centers and network infrastructure exposes Bally’s Intralot to electricity and fuel price volatility as well as Transition grid constraints, which could lead to higher operating costs, increased outage risk, and service-level breaches. Heat stress and changing temperatures may increase the demand for cooling and air-conditioning across Bally's Intralot’s offices, data centers, technology hubs, and gaming operations. Prolonged exposure Physical to high temperatures can result in indirect damage to buildings, technical infrastructure, and sensitive IT and gaming equipment, potentially affecting system availability and service continuity, resulting 385
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 in higher energy consumption and costs, as well as increasing maintenance expenses. Sudden temperature spikes can overload cooling systems or cause temporary IT failures in data centers and offices, increasing operational costs and business continuity risks. Immediate interruptions to Physical electricity during adverse weather events (heat or cold waves) can affect IT systems, transaction processing, and gaming service continuity. [E1 SBM-3 18] Bally’s Intralot evaluated the resilience of its strategy and business model in the context of climate change through a qualitative resilience analysis based on its Climate Risk Assessment and the application of climate-related scenario analysis. This resilience analysis was performed for the first time during the reporting year and encompassed the Group’s operations and infrastructure, as well as relevant interactions across the upstream and downstream value chain. It took into account the material physical and transition climate risks and opportunities identified through the climate risk assessment process. The analysis did not include quantitative exposure modelling or asset-level climate projections. No material physical or transition risks were omitted from the scope of the review. The same time horizons applied in the Climate Risk Assessment and the DMA, namely short-term (2025), medium-term (2026–2030) and long-term (2031–2050). Scenario analysis under SSP1-2.6 and SSP5-8.5 was used to qualitatively examine how varying climate futures could influence the Group’s operating environment. The analysis was based on assumptions relating to macroeconomic developments, the evolution of climate-related regulation and policy, energy transition pathways, technological advancements within the sector, and increasing physical climate pressures affecting data centers and related infrastructure. In the absence of formally approved climate targets and considering the phased-in implementation of quantitative disclosures concerning anticipated financial effects, the resilience assessment was carried out on a qualitative basis. No quantified emissions reduction targets under ESRS E1-4 nor quantified anticipated financial effects under ESRS E1-9 were incorporated. Instead, the review concentrated on identifying potential strategic weaknesses, operational sensitivities, and adaptive capacity under different climate scenarios, while taking into account the mitigation and adaptation measures described in E1-3. 386
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 The findings suggest that climate change could progressively influence Bally’s Intralot’s operational landscape, particularly through physical impacts on infrastructure and business continuity, as well as through transition-related shifts in technology requirements and market dynamics within the sector. Given the qualitative nature of the assessment, the results do not constitute a quantified stress test of the business model. Uncertainty remains regarding the timing and strictness of climate policy implementation, the pace of decarbonization within the sector, and the severity of climate-related hazards affecting IT infrastructure. These uncertainties were considered in evaluating the robustness of the current strategy and business model. The analysis indicates that Bally’s Intralot retains the capacity to adjust its strategy and business model over time through initiatives such as improving the resilience of key assets, maintaining access to financing under evolving market conditions, and capitalizing on opportunities linked to more sustainable operations and services. These conclusions are based on qualitative scenario analysis rather than quantitative financial modelling and asset exposure analysis. The results are intended to inform strategic discussions and future climate-related decision-making. [E1 SBM-3 19, AR 6,7,8] Impact, risk and opportunity management Policies [E1-2] Climate change policies Bally’s Intralot recognizes the importance of addressing climate-related risks and opportunities across its operations and activities. In this context, and as part of its broader commitment to sustainability, a Sustainability Policy was developed in 2025 by Bally’s Intralot S.A. One of the core principles of this Policy relates to Climate and Environment, reflecting the Group’s commitment to environmental protection, compliance with applicable legislation and the continuous reduction of environmental impacts. Bally’s International Interactive’s has established an Environment and Climate Change Policy, which formalizes the company’s commitment to environmental stewardship and the responsible management of its environmental impacts. The Policy outlines Bally’s International Interactive’s approach to reducing its carbon footprint through the deployment of alternative energy solutions and the efficient use of resources. It provides a structured framework for understanding, managing 387
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 and mitigating environmental impacts, supporting continuous improvement and alignment with applicable environmental regulations and sustainability objectives. In accordance with ESRS 1 – General Requirements (paragraph 114) and ESRS 2 (paragraph 62), Bally’s Intralot Group has not yet developed a formal Climate Change Policy. This is due to fact that the Group is currently operating in a transition phase, during which policies, procedures and strategic priorities — including climate change–related commitments — are being progressively aligned, following the recent acquisition of Bally’s International Interactive. Nevertheless, the Group implements environmental management practices to enhance its environmental performance. The development of a structured Climate Change Policy aligned with the requirements of ESRS E1 and the objectives of the Paris Agreement is planned as part of the Group’s sustainability governance framework and is expected to be completed in the next reporting cycles. [ESRS 2 62] Actions [E1-3] Climate change actions Bally’s Intralot has developed and is implementing an Environmental Management System (EMS) which monitors and records the Group’s environmental footprint, ensuring compliance with environmental laws. Respecting relevant national and European regulations and principles of ISO 14001, Bally’s Intralot identifies, evaluates, and manages the environmental aspects and impacts of its operations. Regarding employee awareness, the Group provides education and awareness programs to encourage energy-conscious behaviour and sets performance indicators. As the Group is committed to mitigating its environmental impact, it has developed a set of actions regarding GHG 2 emission reductions. Central to its efforts to manage the COemissions from transportation, is the plan to gradually replace its gasoline-powered fleet with advanced technology hybrid vehicles, resulting in a substantial reduction in fuel consumption. To monitor its fuel usage from leased vehicles, Bally’ s Intralot continues to implement the use of fuel cards. With this system, fuel consumption can be tracked per vehicle - highlighting inefficiencies and potentials for improvement. To increase the share of renewable electricity in its energy consumption, Bally’s Intralot has enabled in 2025 the installation of photovoltaic systems on the rooftops of selected facilities in its Headquarters in Greece, through third-party arrangements. The external provider financed, constructed and operates the installations, while the electricity produced is supplied to Bally’s Intralot S.A. under contractual agreement. As a result, energy is not considered self-generated but procured as renewable electricity. This initiative supports the reduction of market-based Scope 2 greenhouse gas emissions and contributes to the Group’s climate transition efforts, without 388
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 requiring significant capital investment. It reflects an approach based on energy procurement partnerships to enhance access to low-carbon energy and improve energy resilience. Energy consumption is a significant operational aspect of Bally’s Intralot’s activities. To address this, the Group has established a Building Management System (BMS), as well as energy meters, to monitor, manage, and reduce energy consumption. In addition to this, the Group has installed motion sensors in all 52 restroom areas and subterranean areas. Expanding the Group’s environmental efforts to its services, Bally’s Intralot is working towards more environmentally friendly IT solutions by increasing their use of virtualized environments and cloud solutions for IT and development services. This approach replaces stand-alone and physical servers, resulting in energy 2 savings and reduced COemissions. With regards to the products provided by Bally’s Intralot, it follows certain technical specifications in order to minimize their energy consumption. More specifically, the machines that are designed have the option of going into idle mode (they can turn off the monitors and thus, they have lower power consumption), as well as LED displays are used and the products are characterised by low processors using mobile technology, thus provides them with the possibility to be cooled physically rather than by ventilators. In addition to the above, Bally’s Intralot has launched multiple energy efficiency initiatives, including the replacement of traditional lamps with efficient LED alternatives, which significantly reduces electricity consumption. Besides, the Group has optimized the usage of air-conditioning systems in its premises, thus mitigating the unnecessary use without the presence of employees in the offices. Moreover, Bally’s Intralot remains committed to fulfilling its obligations under Greece’s Climate Law (Law 4936/2022), which requires the establishment of specific targets and compliance with existing legislation. To this end, the Group has adopted the principles of ISO 14064 and the Greenhouse Gas 2 2Protocol to measure its COequivalent (COe) emissions. Bally’s Intralot continuously tracks and reports emissions derived from its operations. [E1-3 28] Bally’s Intralot’s climate change mitigation actions are categorized by decarbonization levers as follows: • Energy Efficiency: Replacement of traditional lamps with LED lighting; air-conditioning system usage optimization; employee training on energy-conscious behavior; continuous monitor of energy consumption using energy meters; Establishment of a BMS; installation of motion sensors in restroom areas. Implementation of an EMS which monitors and records 389
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 the Group’s environmental footprint; Installation of Electric Vehicle (EV) charging stations at some properties globally. • Fuel Switching: Transition from diesel and petrol to hybrid equipment, resulting in a substantial reduction in fuel usage. • Renewable Energy: Installation of photovoltaic panels on facilities rooftops, supporting a transition to renewable energy sources, as part of the energy produced, will cover the Group’s energy needs. • Increased use of virtualized environments and cloud solutions for IT and development services. • Apply technological specifications to the designed products, ensuring lower energy consumption. [E1-3 29 a] Decarbonization actions Outcome of Actions The outcome of Bally’s Intralot’s actions on climate change mitigation is reflected in measurable progress toward GHG emission reductions and energy efficiency. The key outcomes include: • Reduction in Diesel Consumption: Liquid fuel use is expected to be significantly reduced by replacing high-diesel-consumption machines with hybrid or electric equipment, while the use of fuel cards monitors fuel usage from leased vehicles. • Energy Savings: The replacement of traditional lamps with LED lighting reduces energy consumption, while energy meters, the BMS and the EMS give real-time overview of consumption patterns. • Net-Zero Energy Consumption Balance: The installation of photovoltaic panels on rooftops at its premises aims to move towards a net-zero electric energy balance, further supporting GHG reduction objectives. Bally’s Intralot continuously reviews and enhances its climate-related initiatives to align with regulatory frameworks, including Greece’s National Climate Law and the requirements of ISO 14064-1:2018. Through Internal audits, management reviews, and corrective actions, ensure the effectiveness of these initiatives, contributing to the allocation of resources towards impactful climate change mitigation and adaptation measures. Progress is tracked through quantitative indicators for GHG emissions, energy consumption, and fuel use, which are systematically assessed as part of Bally’s Intralot’s ongoing improvement cycle, reflecting its long-term dedication to climate change mitigation and operational resilience. [E1-3 28, 29 a] 390
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Although Bally’s Intralot has previously measured its Scope 1, Scope 2 and Scope 3 emissions, the change in the scope of consolidation following the acquisition of Bally’s International Interactive in October 2025 limits the comparability of historical data. As the Group is currently undergoing the progressive integration of the acquired entity into its structures, systems and reporting processes, the current reporting period should be considered part of a transitional phase in the development of the Group’s consolidated GHG inventory. A formal baseline year for monitoring emissions performance will be established in a future reporting cycle once organisational boundaries and data collection processes are fully aligned across the Group. Consequently, historical measurements cannot be used at this stage to assess progress. Going forward, the Group intends to monitor and assess emissions data against the baseline once it has been formally defined in order to track and demonstrate progress over time. [E1-3 29 b] Bally’s Intralot prioritizes the availability of resources to support key operations and initiatives. Flexible mechanisms are in place to reallocate resources efficiently, ensuring that emerging priorities are managed without delays. This strategic approach helps maintain smooth implementation of its plans. Additionally, the Group secures steady access to cost-effective financing, facilitating capital acquisition and funding at favourable terms. Furthermore, many implemented initiatives did not require significant capital investment, such as the installation of photovoltaic systems on the rooftops of Bally’s Intralot S.A., reflecting an approach based on energy procurement partnerships to enhance access to low-carbon energy and improve energy resilience. Overall, the financial stability plays a crucial role in sustaining operations and investments, enabling the Group to execute initiatives effectively while adapting to evolving financial and operational demands. [E1-3 AR 21] Metrics and targets Targets [E1-4] Climate change targets Baseline values Bally’s Intralot actively tracks the impact of its policies and activities, however it has not yet set measurable, outcome-oriented targets for Climate Change Mitigation and Energy. This is mainly due to the recent acquisition of Bally’s International Interactive in October 2025 and the ongoing alignment and integration of the acquired entity into the Group’s structures, systems and reporting processes. As a result, the Group has not yet determined the most appropriate baseline year upon 391
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 which to establish measurable climate and energy targets. Through various mechanisms such as GHG emissions quantification in accordance with ISO 14064: 2018 for Scope 1 & Scope 2 emissions, Bally’s Intralot monitors its emissions and records its metrics. The ISO 14001 Environmental Management System (EMS) monitors and records the Group’s environmental footprint, ensuring compliance with environmental laws, and providing continuous data. Additionally, its Building Management System (BMS) allows for proactive automatic shutdowns when necessary, helping identify high-consumption assets for efficiency improvements. While formal targets are yet to be established, Bally’s Intralot is committed to reducing Scope 1, 2, and 3 emissions through operational changes and technological upgrades. This includes gradually replacing all gasoline-powered vehicles with advanced technology hybrid vehicles and installing photovoltaic panels for a net-zero electricity balance. Progress is tracked through both qualitative and quantitative indicators, including GHG emissions from Scope 1 and Scope 2, and, where available, Scope 3 emissions, as well as energy consumption metrics, and operational improvements. Periodic reviews and audits of the Energy Management System under ISO 50001:2018 ensure that any areas for improvement are addressed, supporting the alignment with regulatory obligations and international best practices. [ESRS 2 81] Energy consumption and mix [E1-5] Bally’s Intralot's S.A. energy consumption data and related metrics underwent external verification, as the organization is certified under ISO 50001:2018. This certification ensures that a structured and systematic approach is followed in energy management, which includes validation of the methodology and data used for measuring energy performance. No other subsidiary currently underwent external validation for the reported measurements. Regarding GHG emissions, only the Scope 1 and Scope 2 emissions data from Bally’s Intralot S.A. has been externally verified. This is because the Greek subsidiary has calculated and reported its emissions in compliance with the National Climate Law, which mandates external verification. For Scope 3 emissions, no subsidiary currently undergoes external verification for the reported measurements. [MDR-M 77b] 392
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 ESRS 16 17 Energy consumption and mix Unit 2025 2024 Indicator Fuel consumption from coal and coal [E1-5 38 a] MWh - - products Fuel consumption from crude oil and [E1-5 38 b] MWh 1,573.81 586.41 petroleum products Fuel consumption from natural gas [E1-5 38 c] MWh 2,559.72 2,164.27* Fuel consumption from other fossil [E1-5 38 d] MWh - - sources Consumption of purchased or acquired electricity, heat, steam, and cooling [E1-5 38 e] MWh 7,535.26 7,608.15* 18 from fossil sources [E1-5 37 a, 19 Total fossil energy consumption AR 32, AR MWh 11,669.17 10,358.83* 33] Share of fossil sources in total energy [E1-5 AR 34] % 91.48 99.16 consumption Consumption from nuclear sources [E1-5 37 b] MWh 13.16 - Share of consumption from nuclear [E1-5 AR 34] % 0.10 - sources in total energy consumption Fuel consumption for renewable sources, including biomass (also [E1-5 37 comprising industrial and municipal MWh 3.76 - c(i)] waste of biologic origin, biogas, renewable hydrogen, etc.) 16 For Intralot Inc. no activity data regarding energy consumption are available due to incomplete invoices/bills from energy suppliers (i.e., limited availability of primary data). Therefore, from a methodological perspective, for Intralot Inc. secondary data and reasonable assumptions/estimations were used. Specifically, the previous year’s energy consumption data along with the corresponding headcount (31/12) for that year are used. Based on this relationship, the current reporting year’s energy consumption was proportionally estimated to the current year’s headcount (31/12). 17 Data for the 2025 reporting year reflect the expanded reporting scope of the Group following the inclusion of BALLY’s INTERNATIONAL INTERACTIVE. 18 Specifically, the electricity consumption mainly calculated based on actual data derived from electricity bills of BALLYS INTRALOT SA, INTRALOT AUSTRALIA PTY LTD, BILYONER INTERAKTIF HIZMELTER AS GROUP, TECNO ACCION S.A., TECNO ACCION SALTA S.A. and BALLY's INTERNATIONAL INTERACTIVE. Data for BALLY’S INTERNATIONAL INTERACTIVE cover offices in Ceuta, Barcelona, Estonia, Gibraltar, Malta, London Stoke, and Manchester; dedicated offices are not available for all entities. Figures are scaled to the final three months of 2025, following the transaction, rather than representing the full fiscal year. 19 For the calculation of fuel consumption from crude oil and petroleum products, INTRALOT S.A., BILYONER INTERAKTIF HIZMELTER AS GROUP, TECNO ACCION S.A. and TECNO ACCION SALTA S.A. contributed solely by providing data related to diesel and gasoline consumption, while BALLYS INTRALOT SA provided the LPG consumption. For the calculation of fuel consumption from natural gas, BILYONER INTERAKTIF HIZMELTER AS GROUP, TECNO ACCION S.A. and BALLY's INTERNATIONAL INTERACTIVE contributed solely by providing data. 393
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 ESRS 16 17 Energy consumption and mix Unit 2025 2024 Indicator Consumption of purchased or acquired [E1-5 37 electricity, heat, steam, and cooling MWh 1,070.42 87.42 c(ii)] 20 from renewable sources Consumption of self-generated non- [E1-5 37 MWh - - fuel renewable energy c(iii)] Total renewable energy [E1-5 37 c] MWh 1,074.18 87.42 21 consumption Share of renewable sources in total [E1-5 AR 34] % 8.42 0.84 energy consumption [E1-5 37, AR Total energy consumption MWh 12,756.51 10,446.25* 35] *During the current reporting cycle, the Group identified the need to recalculate certain energy- related indicators previously disclosed for the prior year (2024). The recalculation primarily relates to the subsequent receipt of updated data from Intralot Inc. that had not provided finalized information within the original reporting timeline. With the availability of more complete subsidiary- level information, the Group has refined its calculations to improve accuracy, consistency and alignment with its defined reporting boundaries and methodologies. The recalculation reflects an improvement in data completeness and methodological consistency. The energy consumption calculations were derived based on the recorded electricity consumption data and the energy mix provided by the respective electricity suppliers. This approach ensures that the calculations reflect the actual energy sources used. Bally’s Intralot has not identified any activities classified as high climate impact sectors under the relevant ESRS E1-5 criteria. Consequently, no reconciliation to financial statements or specific notes regarding net revenue from such activities has been conducted. However, the Group remains committed to continuously assessing its operations and financial disclosures in line with evolving regulatory requirements and industry best practices. If any high climate impact activities are identified in the future, Bally’s Intralot will ensure appropriate reporting and alignment with disclosure requirements. 20 Data for BALLY’S INTERNATIONAL INTERACTIVE cover offices in Ceuta, Barcelona, Estonia, Gibraltar, Malta, London Stoke, and Manchester; dedicated offices are not available for all entities. Figures are scaled to the final three months of 2025, following the transaction, rather than representing the full fiscal year. 21 For the calculation of renewable energy consumption, BALLYS INTRALOT SA, INTRALOT NEW ZEALAND LTD., INTRALOT IBERIA HOLDINGS S.A, TECNO ACCION S.A., TECNO ACCION SALTA S.A. and BALLY's INTERNATIONAL INTERACTIVE contributed solely by providing data. 394
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Gross Scopes 1, 2, 3 and total GHG emissions [E1-6] Scope 1 emissions Bally’s Intralot’s Scope 1 greenhouse gas (GHG) emissions derive from fuel for the Group-owned or leased fleet as well as office heating or cooling. Detailed information is provided in the following section “Emission methodologies”. [E1-6 45 a] Scope 2 emissions Bally’s Intralot’s Scope 2 GHG emissions are associated with the purchase of electricity used to support its business operations. This includes electricity consumed from the grid for powering offices and other electric equipment. In calculating Scope 2 emissions, the Group has applied the country-specific and market-specific emission factors of the power system using a location-based (per each country) and a market-based model. Detailed information is provided in the following section “Emission methodologies”. [E1-6 45 b] Scope 3 emissions Bally’s Intralot is committed to monitoring its environmental impact across its value chain. Therefore, the Group continued to measure its Scope 3 emissions for the second consecutive year, and the results of the calculations and the emissions methodologies are presented below. More information on the methodologies is provided in the following section “Emission methodologies”. [E1-6 45 c] Gross Scopes 1, 2, 3 & Total GHG ESRS 22 Unit 2025 2024 emissions Indicator Scope 1 GHG emissions [E1-6 48 a, Total Scope 1 emissions tCO2eq 4,532.17 557.40* AR 43] Percentage of Scope 1 GHG [E1-6 48 b, emissions from regulated emission % - - AR 44] trading schemes Scope 2 GHG emissions 22 Data for the 2025 reporting year reflect the expanded reporting scope of the Group following the inclusion of BALLY’s INTERNATIONAL INTERACTIVE. 395
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Gross Scopes 1, 2, 3 & Total GHG ESRS 22 Unit 2025 2024 emissions Indicator [E1-6 49 a, 23 Scope 2 location-based emissions 52 a, AR 45, tCO2eq 3,302.84 3,114.65* AR 47] [E1-6 49 b, 24 Scope 2 market-based emissions 52 b, AR 45, tCO2eq 2,750.25 3,097.74* AR 47] Significant Scope 3 GHG emissions Total Gross indirect (Scope 3) GHG [E1-6 44, 52 tCO2eq 39,727.46 2,094.35* emissions a, AR 47] [E1-6 AR 1. Purchased goods & services tCO2eq 26,983.56 - 48] [E1-6 AR 2. Capital goods tCO2eq 1,885.97 - 48] 3. Fuel- and energy-related activities/ [E1-6 AR tCO2eq 669.32 760.18* services 48] 4. Upstream transportation & [E1-6 AR tCO2eq 2,765.67 - distribution 48] [E1-6 AR 5. Waste generated in operation tCO2eq 0.84 0.05 48] [E1-6 AR 6. Business travel tCO2eq 2,385.33 821.05 48] [E1-6 AR 7. Employee commuting tCO2eq 661.81 513.07 48] [E1-6 AR 8. Upstream leased assets tCO2eq 1.35 - 48] [E1-6 AR 11. Use of sold goods tCO2eq 4,373.61 - 48] Total GHG emissions [E1-6 44, 45 Total GHG emissions (location- d, 52 a, AR tCO2eq 47,562.47 5,766.40* based) 47] [E1-6 44, 45 Total GHG emissions (market- d, 52 b, AR tCO2eq 47,009.88 5,749.48* based) 47] GHG emissions intensity 23 Data for BALLY’S INTERNATIONAL INTERACTIVE cover offices in Ceuta, Barcelona, Estonia, Gibraltar, Malta, London Stoke, and Manchester; dedicated offices are not available for all entities. Figures are scaled to the final three months of 2025, following the transaction, rather than representing the full fiscal year. 24 Data for BALLY’S INTERNATIONAL INTERACTIVE cover offices in Ceuta, Barcelona, Estonia, Gibraltar, Malta, London Stoke, and Manchester; dedicated offices are not available for all entities. Figures are scaled to the final three months of 2025, following the transaction, rather than representing the full fiscal year. 396
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Gross Scopes 1, 2, 3 & Total GHG ESRS 22 Unit 2025 2024 emissions Indicator GHG emissions intensity, location- tCO2eq/per [E1-6 53, based (total GHG emissions per net million 91.89 15.32* AR 53] revenue) euros GHG emissions intensity, market- tCO2eq/per [E1-6 53, based (total GHG emissions per net million 90.75 15.28* AR 53] revenue) euros [E1-6 AR million 25 Net revenue 518.03 376.36 55] euros Net revenue used to calculate GHG [E1-6 AR million 518.03 376.36 intensity 55] euros *During the current reporting cycle, the Group identified the need to recalculate certain energy- related indicators previously disclosed for the prior year (2024). The recalculation primarily relates to the subsequent receipt of updated data from Intralot Inc. that had not provided finalized information within the original reporting timeline. With the availability of more complete subsidiary- level information, the Group has refined its calculations to improve accuracy, consistency and alignment with its defined reporting boundaries and methodologies. The recalculation reflects an improvement in data completeness and methodological consistency. Emissions methodologies Scope 1 For the calculation of Scope 1 GHG emissions, Bally’s Intralot used fuel consumption data (as presented in E1-5 Energy Consumption & Mix) and the relevant emission factors from the UK Government GHG Conversion Factors for Company Reporting (DEFRA 2024), as well as relevant emission factors derived from the Greek National Climate Law (Law 4936/2022), where applicable. Scope 2 Bally’s Intralot’s Scope 2 GHG emissions are associated with the purchase of electricity used to support its business activities, as presented in E1-5 Energy consumption & mix. This includes electricity consumed from the grid for powering offices. In calculating Scope 2 emissions, the Group has applied the country-specific and market-specific emission factors of the power system using a location-based (per each country) and a market-based model. Scope 2 market-based emissions 25 The net revenue used in the GHG emissions intensity calculation is derived from the financial statements, as disclosed in the relevant section of the annual report (pp. 53) 397
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 were calculated using a market-based approach, employing the emissions intensity index provided by DAPEEP for 2025, given the fact that provider information was only available for Bally’s Intralot S.A. This index considers the average emission intensity of the network, derived from the Residual Energy Mix, as detailed in DAPEEP's 2025 energy mix report. Where provider information was not available the country’s residual mix was used for the calculations. For location-based Scope 2 emissions, the energy production for each country is used, reflecting the national grid’s overall emissions. Scope 3 Bally’s Intralot expanded its emissions reporting to include Scope 3 – indirect CO2 emissions, in its effort to improve the total scope of its emissions. In 2025, Bally’s Intralot’s Scope 3 reporting includes the following nine categories, based on the Greenhouse Gas Protocol (GHG Protocol): 1. Purchased goods & services 2. Capital goods 3. Fuel -and energy- related activities/services 4. Upstream transportation & distribution 5. Waste generated in operation 6. Business travel 7. Employee commuting 8. Upstream leased assets 11. Use of sold products The Group has decided not to include the rest Scope 3 categories in its analysis due to the lack of relevant data. Although, for future reporting periods, Bally’s Intralot’s is committed to enhancing data collection processes and expanding the scope of analysis to include further Scope 3 categories, in order to provide a more comprehensive assessment of its full carbon footprint. 1. Purchased goods and services: This category includes emissions resulting from the production of goods and services purchased by Bally’s Intralot. Long lists of purchased goods and services were received from Bally’s Intralot’s internal databases and subsequently categorized into the relevant NACE codes. These classifications were then used to apply the appropriate emission factors from the EEIO model 2020 in order to calculate the associated emissions. 2. Capital goods: This category includes emissions resulting from the production of capital goods purchased or acquired by Bally’s Intralot in the reporting year. Lists of capital goods were obtained from the Group’s internal databases and categorized into the relevant NACE codes. The 398
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 corresponding emission factors from the EEIO model 2020 were then applied to calculate the emissions associated with these capital goods. 3. Fuel-and-energy-related activities: This category includes emissions resulting from transmission and distribution losses for electricity and the indirect losses from the extraction, production and transportation of other fuels and energy sources, purchased and used by Bally’s Intralot in 2025. The upstream emissions of purchased fuels were calculated by multiplying the respective quantities by the emission factors from DEFRA 2025. In case of electricity, the upstream emission factors by country extracted from the IEA (2023), Life Cycle Upstream Emission Factors database were applied. For Transmission and Distribution losses subcategory, which is related to emissions from the losses of the electricity transmission and distribution network, the emission factors used were based on the International Energy Agency (IEA)(2023), Life Cycle Upstream Emission Factors database, per country. 4. Upstream transportation and distribution: This category includes emissions resulting from the transportation and distribution of purchased goods prior to their receipt by the Group as well as third-party transportation and distribution services purchased by the Group in the reporting year. Activity data were obtained from the Bally’s Intralot’s internal records and subsequently categorized into the relevant NACE codes. The appropriate emission factors from the EEIO model 2020 were then applied to calculate the associated emissions. 5. Waste generated in operations: This category includes emissions associated with solid waste disposed of via landfilling and recycling. Τhe actual waste data has been retrieved from internal database only for INTRALOT S.A. as reporting mechanisms in other included subsidiaries have not yet established. Emissions from waste were calculated using activity data multiplied by the appropriate emission factor from DEFRA 2025. 6. Business travel: Group’s business travel includes air travel and its employees hotel stays. Air travel emissions per person (invoice) have been provided by travel agencies as well as number of stays and number of rooms in each country. Secondary EEIO emission factors for the air transport sector have also been used to identify inconsistencies or discrepancies. 7. Employee commuting: For the calculation of GHG emissions in this category, the results of the latest survey (2025) among the Group’s employees were exploited, in order to determine a typical travel profile for the personnel, by also taking into consideration the reduction in mobility because of teleworking which was applied in 2025. Based on the detailed information available through the field regarding the type of vehicle used, its capacity, the distance travelled, as well as the avoided 399
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 transportation load due to teleworking, a distance-based approach was used for the estimation of Scope 3 emissions in this category. Emissions from all means of transport were calculated using DEFRA 2025 emission factors. The emission estimations are based on activity data derived from the 25% of employees that participated in the employee commuting survey (responses received from 666 employees out of 2,683 employees of the subsidiaries included), a quite common and representative rate of response in those types of internal surveys. 8. Upstream leased assets: This category includes emissions from the operation of assets that are leased by Bally’s Intralot in the reporting year and not already included in scope 1 or scope 2 inventories. For the reporting year, electricity consumption data for the Group’s upstream leased asset were provided through the Group’s internal records. The reported electricity consumption was multiplied by the emission factor derived from Greece’s National Inventory Report (NIR) to calculate the asset’s location-based emissions. 11. Use of sold products: This category includes emissions from the use of the most common goods and/or services sold by Bally’s Intralot in the reporting year, based on the available data. Bally’s Intralot’s scope 3 emissions from use of sold products include the scope 1 and scope 2 emissions of end users. A list of the Group’s products and/or services was provided along with the electricity consumption per use. Considering the total lifetime expected uses of the products, the electricity consumption per use was multiplied by the total expected uses to estimate the electricity consumption over each product’s lifetime. This value was then multiplied by the emission factor derived from Greece’s National Inventory Report (NIR) to calculate location-based emissions. Relevant assumptions regarding product operation hours and charging times were also applied. 400
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 SOCIAL Own Workforce [S1] Strategy Material impacts, risks and opportunities [S1.SBM-3] Bally’s Intralot places significant value on its workforce and recognizes that employees’ contributions are fundamental to the Group’s long-term success and sustainability. The Group is committed to fostering a working environment that prioritizes safety, promotes equal opportunities, and supports continuous learning and professional development for all employees. Through sustained investment in its people, the Group seeks to ensure that individual contributions are meaningful and that collective efforts support long-term value creation. The identified material impacts, and opportunities associated with own workforce influence both day-to-day operations and the Group’s long-term strategy and business model. The workforce comprises directly employed staff, contractors, and third-party workers engaged through external service providers. For this reporting year the Group did not identify any material financial risks associated with its own workforce. [ESRS 2 SBM-3 13 a, b 14 a] The Group has not identified any material negative impacts on its own workforce that are either widespread or systemic in the contexts in which it operates, or that relate to individual incidents. Additionally, the Group has implemented policies and practices designed to prevent and address any potential incidents of child, forced or compulsory labor, and has not identified any operations, either by type or location, that are at significant risk. However, it remains committed to monitoring and addressing any potential risks or negative impacts that may arise. [ESRS 2 SBM-3 14 b, f, g] At present, the Group has not identified any material impacts on its own workforce arising from its transition plans to reduce environmental impacts or achieve climate-neutral operations. This includes potential effects related to restructuring, employment loss, or other workforce adjustments linked to the Group’s carbon reduction initiatives. The Group continues to monitor the implementation of its environmental and climate-related plans, and will assess any emerging workforce impacts, including opportunities for job creation, reskilling, or upskilling, as these initiatives progress. [ESRS 2 SBM-3 14 e] 401
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Positive impacts to own workforce The Group has identified material positive impacts on its own workforce in relation to equal treatment and equal opportunities. These impacts mainly arise from initiatives aimed at promoting diversity, inclusion, and employee development. More specifically, Bally’s Intralot fosters an inclusive and equitable workplace by promoting diversity in recruitment, providing inclusive benefits, and ensuring equal opportunities for all employees regardless of sex, race, or age. These measures support fair access to roles, career progression, and participation in Group activities, creating a material positive impact on its own workforce, including directly employed staff, contractors, and third-party workers, across the countries and regions in which the Group operates. Bally’s Intralot also supports employee growth through a structured performance appraisal process, enabling employees to receive regular feedback and guidance, identify strengths and areas for improvement, and engage in targeted professional development. [ESRS 2 SBM-3 14 c] Negative impacts to own workforce In accordance with the DMA, the Group has identified a material negative impact in relation to social dialogue which results from the absence of an international employee union or representative association across subsidiaries. Financial opportunities related to own workforce The Group has identified a material opportunity by offering competitive compensation and supporting employee well-being. These measures enhance employee motivation, engagement, and productivity, which in turn positively influence operational performance and contribute to long-term business success. This opportunity is considered material because the workforce is a critical driver of the Group’s performance and strategic objectives, and the ability to attract, retain, and develop talent directly affects its reputation, operational efficiency, and capacity to deliver sustainable value across its activities and markets. [ESRS 2 SBM-3 14 d] 402
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Impact, risk and opportunity management Policies [S1-1] The Group has adopted comprehensive policies to effectively manage its material impacts, and opportunities related to its workforce, ensuring alignment with sustainability objectives. These policies are designed to address the needs of employees across the organization, with specific provisions for distinct groups within the workforce, where applicable. Following the recent acquisition of Bally’s International Interactive, Bally’s Intralot is in the process of aligning and extending its workforce policies to cover all employees. Safeguarding human rights The Group is committed to maintain high standards of ethics and responsibility across all its operations. While Bally’s Intralot does not have a standalone Human Rights Policy, principles and commitments regarding respect on human rights are mainly embedded in the Code of Conduct. Thus, the Group commits to be aligned with principles related to respect for human rights, including matters regarding working conditions and equal treatment, non-discrimination, fair labor practices, and compliance with international regulations. [S1-1 20 a] More specifically, Bally’s Intralot has established a firm approach towards safeguarding human rights. By adhering to the needs of the United Nations and the legislation of International Labor Organization (ILO), the Group responds to the need for increased attention towards human rights. Based on the principles imposed by the aforementioned organizations, the Group has established its Code of Conduct, as well as its employment guide, to fully integrate safeguarding of human rights within its operations. The standards described in the Code apply to all employees, directors and officers of Bally’s Intralot and its subsidiaries and controlled affiliates. As also stated in the Code of Conduct, Bally’s Intralot is firmly opposed to child labor and ensures that all its operations adhere to this principle. [S1-1 22] [S1-1 21, AR 12] The Long-term International Assignment Policy, the Internal Regulation, and the Recruitment and Selection Policy of Bally’s Intralot S.A. also guarantee the imposition of human rights core values, which employees follow with strict adherence. Additionally, Intralot Australia strictly follows the Australian employment laws and conducts annual training, covering relevant thematic areas, such as equal employment opportunity, sexual harassment, diversity, and inclusion. [S1-1 20] 403
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 The Group has also signed the United Nations Global Compact since 2009, which delineates its commitments to refrain from activities that violate human rights, such as discrimination, harassment, and any kind of violence. Bally’s Intralot recognizes that human rights have to be safeguarded continuously, and strenuously. However, since subsidiaries operate in multiple places across the globe, human rights should be considered on all occasions. This means that risk management for human rights ought to be integrated in all risk management procedures, and all sources of risk. Remedy for human rights infringements Bally’s Intralot is committed to providing remedy for any human rights violations through its grievance mechanisms. Grievance mechanisms are in place, enabling employees to report instances of harassment, discrimination, or any other violations of their rights. These mechanisms are available at the Group’s headquarters and Intranet and are accessible for all employes who have access to it. They ensure that the workforce has a clear, confidential, and safe process to seek justice. Similarly, employees of Intralot Inc., and third-party contractors are encouraged to report any concerns of human right violations, following the process as described in the Whistleblowing Policy of Intralot Inc., which also highlights the internal process for providing remedy. The Group follows a meritocratic approach, meaning that all employees are evaluated based on work-related merit, and no form of retaliation is tolerated. Employees are encouraged to use the grievance mechanism without fear of retribution, knowing that their concerns will be taken seriously and investigated thoroughly. [S1-1 20 c] [S1-1 24 d] Health & Safety Management System Through the Code of Conduct and the Quality Policy, Bally’s Intralot is committed not only to complying with all relevant health and safety laws and regulations, but also to conducting business in a manner that prioritizes a safe working environment for employees, partners, and customers. The Quality Policy further defines the Health & Safety Management System, supporting the effective implementation and communication of safety objectives. In this context, a Health & Safety management framework has been established, and all subsidiaries apply similar principles ensuring alignment and compliance with applicable local regulations. Bally’s Intralot implements risk assessments at a Group level, which address various health and safety risks. These risk assessments help identify potential hazards and ensure that appropriate measures are established to mitigate those risks. The Group continues to focus on addressing health and safety issues through these assessments and is committed to continuously improving its approach to employee safety. 404
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Additionally, Bally’s Intralot S.A. maintains a health and safety management system that is certified with the international standard ISO 45001 and has also established a Health and Safety procedure which provides safety instructions and guidelines to be followed by its employees and subcontractors working under contract for the Company. [S1-1 23] Diversity and Inclusion Policies Bally’s Intralot is fully committed to its role as a haven for anti-discrimination, diversity, and equity through its Code of Conduct and Elimination of Violence and Harassment Policy. However, the Group has not yet established a stand-alone diversity-related policy. According to the Code of Conduct, employees are compelled to follow the Group’s driving values, which bring about an environment of mutual respect. Bally’s Intralot shows zero tolerance towards unlawful discrimination and harassment on people from groups at particular risk of vulnerability related to gender, race, color, nationality, citizenship, ancestry, sexual orientation, age, religion, physical or mental disability, medical and marital status, in regard to work-related matters. The Group actively promotes the inclusion of people with disabilities in the labor market through various initiatives, reflecting their commitment to diversity and inclusion, while it also safeguards all employees for their traits of sexual preference, sex, religion, ethnicity, or nationality, and commits to making an impact in that front. Additionally, through equal employment practices, Bally’s Intralot strives to nurture a welcoming and diverse work environment to provide equal opportunities for all candidates. [S1-1 24 b, AR 15-16] [S1-1 24 c] Elimination of Violence and Harassment Policy Through the Elimination of Violence and Harassment policy, Bally’s Intralot proactively prevents and addresses any incidents of violence and harassment in the workplace. The policy is designed with the focus of creating a safe and respectful environment for all employees. By implementing appropriate measures, the aim is to prevent such incidents from occurring, while ensuring immediate action is taken if any issues arise. The Elimination of Violence and Harassment policy is designed to comply with Greek Law No. 4808 and the International Labour Organization's Convention No. 190 (ILO C190), aiming to establish a safe and respectful work environment. The policy applies on a Group level is currently under review and will be updated where necessary to reflect the expanded organizational scope. [S1-1 24 a] Whistleblowing Policy Whistleblowing Corporate policy is designed to address concerns related to unethical behavior, actual or suspected fraud, or violations of the Code of Conduct. The policy provides a confidential 405
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 communication channel for employees and stakeholders to report such issues without fear of retaliation. Whistleblowing Corporate Policy applies to Bally’s Intralot S.A. For more information regarding the Whistleblowing Corporate policy please refer to section “Processes to remediate negative impacts and channels for own workforce to raise concerns [S1- 3]” and “Whistleblowing Policy” under section “Corporate culture and Business conduct policies [G1-1]”. For more information regarding policies and ESRS 2 MDR-P requirements, please refer to section Policies Overview. Processes for engaging with own workforce and workers’ representatives about impacts [S1-2] Bally’s Intralot recognizes the importance of engaging with its employees to ensure that their perspectives are considered when managing the actual and potential impacts on own workforce. Effective communication with employees is essential for building trust, engagement, and fostering a positive and productive workplace culture. Therefore, Bally’s Intralot aims at continuous, interactive, and substantial communication with its employees, by utilizing a wide range of internal communication channels, initiatives, and policies, such us: • Whistleblowing Corporate policy and Elimination of Violence and Harassment policy, • HR focus groups aiming to enforce open and honest communication, • Corporate intranet portal iSpace designated part of the portal for suggestions, comments and ideas of the employees, • Open door policy, • E-mail announcements, • Frequent one to one meetings between Managers and employees, • Awareness initiatives, followed by Q&A sessions, • Communication on a team level through Managers and department heads. These channels are available through Bally’s Intralot’s headquarters. Engagement occurs both directly with employees and through workers' representatives. Engagement with workers' representatives is integral to ensuring that all employees are represented, particularly in matters affecting their rights and well-being. By using these broad-based engagement methods, the Group aims to ensure that all employees, including those who may be particularly vulnerable or marginalized have an equal opportunity to express their opinions and concerns. Additionally, Bally’s 406
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Intralot respects and safeguards the right of employees to participate in working unions. It is the Group’s commitment to ensure the freedom of association for its employees and their willingness to participate in labor actions. [S1-2 27 a, AR 24] For the subsidiaries outside Greece, employee engagement takes place through regular meetings, with the frequency determined at the local level, in accordance with regional agreements, and managed by the respective HR teams. [S1-2 27 b] The Human Resources Department is responsible for ensuring effective employee engagement across the organization. At a Group level, the Group’s Human Resources Director oversees the engagement strategy and ensures that the results of employee feedback are incorporated into the Group's decision-making processes. In light of the geographical diversity of the Group’s subsidiaries, local Human Resources leaders are also appointed at subsidiary level, with responsibility for employee engagement within their respective regions, in alignment with applicable local legislation, customs, and practices. [S1-2 27 c] While these processes are fully operational within the headquarters, they have not yet been expanded across all Group locations. The Group is actively working on extending these engagement processes to other regions and entities within the Group to ensure a consistent approach to workforce engagement. [S1-2 29] For more information regarding Stakeholder Engagement methods and Communication Channels, including engagement with employees, please refer to section Interests and views of stakeholders [SBM-2]. Processes to remediate negative impacts and channels for own workforce to raise concerns [S1-3] The Group has established grievance mechanisms to ensure that employees across the headquarters, have accessible channels to address concerns related to harassment, discrimination, or other matters affecting their well-being. These mechanisms are designed to provide employees with the opportunity to seek remedies for any negative impacts they have experienced, ensuring that they are treated fairly and equitably. [S1-3 32 a] [S1-3 32 c] In compliance with the Regulations, Codes, Policies and Procedures of Bally’s Intralot, shareholders, employees, clients, suppliers and any partners of the Group are encouraged to submit reports or complaints for incidents of illegal behavior, mismanagement, or severe misconduct or non-compliance with the regulations, policies and procedures. Any reports or complaints may be 407
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 submitted, either anonymously or by name through a letter to designated email address, a formal email, and the whistleblowing form which is publicly available to company’s website. The Whistleblowing Corporate policy ensures that individuals can raise issues on an anonymous basis if desired and guarantees protection from retaliation for those who report such concerns. The policy also outlines clear procedures for receiving, investigating, and addressing reported concerns, which includes a systematic process for corrective action when inappropriate conduct is identified. This mechanism helps ensure that employee concerns are addressed effectively, and that the integrity of the workplace is maintained. [S1-3 32 b] Employees are informed about the availability of engagement channels through internal communication and onboarding training. These methods ensure that all employees are made aware of the available channels for providing feedback, raising concerns, or reporting any issues related to their rights and well-being. [S1-3 32 d] [S1-3 32 e] In addition, the Group has clear policies in place to protect individuals, including workers’ representatives, who use grievance mechanisms from any form of retaliation. These policies are embedded in the Group’s Code of Conduct and are communicated regularly to its employees. [S1- 3 33] The Group acknowledges the importance of providing all employees, regardless of their location, with access to mechanisms for raising concerns and is actively working on expanding these channels to other regions and entities within the Group. [S1-3 34] Actions [S1-4] The Group recognizes the essential role of its people in the conduct of its activities and in value creation. It is committed to fostering a healthy and inclusive working environment with equal opportunities for all employees. Through continuous initiatives, teamwork, and ongoing training, the Group supports employees’ professional and personal development, while implementing policies and procedures that promote employee satisfaction, health and safety, diversity, and high retention rates. The Human Resources Department is responsible for implementing and overseeing workforce- related policies and practices. This includes the development and delivery of training programs, the implementation of performance management systems, and the promotion of diversity and equal opportunities. [S1-4 43] 408
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Bally’s Intralot is committed to safeguarding the well-being of its workforce and to ensuring that its activities do not cause or contribute to material negative impacts on employees. This commitment extends across key areas of its operations, including procurement, sales, and data use. Within the procurement process, the Group requires suppliers and business partners to adhere to ethical labor standards, thereby reducing the risk of indirect negative impacts on employees arising from third- party relationships. In the context of sales activities, the Group seeks to ensure that commercial objectives and performance targets are pursued in a manner that does not compromise employee welfare. Open communication channels are maintained to clearly convey organizational goals and expectations, while measures are in place to prevent excessive pressure that could adversely affect employee well-being or work–life balance. With regard to data use, the Group prioritizes transparency, security, and the ethical handling of employee data. Robust data protection measures are implemented, and personal data are processed in compliance with applicable privacy laws and regulations, with the aim of preventing any adverse impacts on employees’ rights and privacy. [S1-4 41] Following the DMA, no material negative impacts on the Group’s own workforce requiring remediation have been identified. However, in relation to its impact on social dialogue, associated with the absence of a Group-wide employee union, Bally’s Intralot continues to assess opportunities to further strengthen social dialogue mechanisms across subsidiaries, taking into account local legal frameworks and operational contexts. In parallel, the Group maintains alternative communication channels for employee dialogue and engagement at local level, reflecting the geographical diversity of its subsidiaries. Employees are free to form or join trade unions of their choosing, and the Group is committed to ensuring that no employee faces retaliation for participating in labor actions or employee representation activities. Compensation and Benefits Bally’s Intralot, offers benefits including flexible work arrangements, paid time off, and parental leave to decrease absenteeism and enhance productivity. These benefits mainly apply to Bally’s Intralot S.A., while for subsidiaries outside Greece, compensation and benefits are offered in accordance to local legislation. While meeting all local legislation requirements, other benefits depending on local market practices may be provided such as private medical/life insurance, company sponsored automobiles and fuel allowance. According to the Compensation and Benefits policy, all employees within the headquarters and most subsidiaries, including part-time and temporary employees, have a defined salary level and benefits. This policy regulates the former, as well as providing performance-related remuneration to executive members, based on their job 409
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 description, accountability, responsibility that comes with their position, academic background, competencies, professional experience, and performance. The latter is highly relevant to corporate strategy and the achievement of corporate objectives. Training and Development The Group integrates training at all levels of employment to ensure continuous development and alignment with strategic goals. Upon recruitment, employees undergo an orientation program to familiarize themselves with the gaming industry and corporate values, including responsible gaming principles. An induction program, supported by an induction handbook on the intranet portal, is also provided to all new employees. For higher-level employees, the Group offers specialized training aimed at expanding their knowledge of cross-departmental processes and operations. This is part of a broader strategy to develop executives’ educational backgrounds and leadership capabilities. Such trainings implemented during 2025 or are planned for early 2026 are, among others, around Artificial Intelligence and its application in business. Training is closely tied to annual performance evaluation process. Managers are responsible for identifying individual development needs and setting goals to guide employee growth. Personalized development plans are created for each employee, and these plans are regularly updated to ensure that training aligns with both individual needs and broader Group objectives. The Group also offers role-based training programs, which include development programs for managerial roles, soft skills and technical skills training for specialized positions. These programs are designed to improve employee performance and support the overall success of the Group. All training initiatives are aligned with the strategic direction of Bally’s Intralot and are continuously adapted to address market trends and best practices. Performance Management System Bally’s Intralot has established a structured and comprehensive performance monitoring framework to systematically assess and enhance employee performance. The Performance Appraisal Management System has been operating at headquarters and in most subsidiaries for the past nine years, supporting the identification of strengths, areas for improvement, and development needs, while contributing to the Group’s overall performance and effectiveness. The process includes annual goal setting aligned with the Group’s strategic priorities, a mid-year review to assess progress 410
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 and adjust plans where necessary, and a year-end evaluation. This is the second year of implementing the competencies model, under which all employees are assessed on five core competencies aligned with the Group’s values, ensuring that performance is evaluated, not only on results achieved, but also on the behaviors demonstrated. In addition, Bally’s Intralot has adopted a Continuous Performance Management process, moving beyond a traditional appraisal model. This approach is available throughout the year and promotes ongoing dialogue between employees and supervisors through continuous feedback, tracking of performance and development goals, and structured 1:1 meetings supported by notes and scheduling tools. The system is closely linked to talent development, training, and overall employee management, while also minimizing performance-related risks, such as underutilization of potential or ineffective management practices. Combined with open communication channels—including the intranet, email announcements, open-door policies, and HR engagement—the framework fosters transparency, continuous feedback, and a proactive approach to performance and risk management. Health and Safety While Health and Safety was assessed as non-material at Group level, due to the nature of the activities, it, however, maintains basic policies and procedures to ensure compliance with applicable legislation and to safeguard employee wellbeing. The Group is committed to ensuring a safe and healthy working environment for its employees by adhering to relevant health and safety laws. Ongoing risk assessments of the working environment are conducted to identify and address potential health and safety risks. At headquarters an independent Health & Safety committee controlled by the local labor union also exists, which monitors conditions and conducts periodic meetings with Human Resources to address any findings. In addition, each facility appoints a building coordinator responsible for monitoring workplace conditions, with particular focus on infrastructure-related matters. Additionally, Bally’s Intralot S.A. is certified under the international ISO 45001 standard for occupational health and safety management. Diversity and Equal opportunities Bally’s Intralot is committed to fostering diversity and inclusion within the organization, as well as promoting a more inclusive gaming industry. Therefore, the Group has taken proactive initiatives to ensure that its workforce is diverse and feels welcome and valued. Job descriptions and recruitment advertisements are designed to be bias-free, using inclusive language and supported by unbiased recruitment processes. Diversity and inclusion commitments are clearly communicated in job postings, while candidate assessments are conducted solely on the basis of qualifications, through objective résumé reviews and diverse interview panels. 411
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Acknowledging that the workforce is predominantly male, the Group actively seeks to enhance female representation. Progress toward this objective is monitored through the tracking of female employee representation by geographical area, age group, and job position in quarterly performance KPIs. [S1-4 38 c] [S1-4 39] Equal opportunities for advancement are a core element of the Group’s culture. Leadership development programs are designed to encourage diverse participation, while clearly defined promotion criteria support fair and unbiased decision-making based on merit. The Group also actively participates in job fairs, conferences, workshops, forums, and events focused on diversity and inclusion, with particular emphasis on underrepresented groups. Such initiatives include participation in events such as the WHEN Career Fair for Everyone and Disability Awareness educational programs. Through engagement in these initiatives, the Group seeks to strengthen its understanding, exchange best practices, and contribute to the broader dialogue on advancing diversity and inclusion within the gaming industry. [S1-4 37] 26 Metrics and targets Targets [S1-5] Bally’s Intralot has not yet established time-bound and outcome-oriented targets, to measure its progress in mitigating its negative impacts, advancing its positive impacts, or managing material risks and opportunities related to its own workforce. In the meantime, the Group monitors the effectiveness of its policies and actions through regular engagement with employees, grievance mechanisms. Although quantitative indicators are still under development, the Group aims to track improvements in employee well-being, health and safety compliance, and workplace satisfaction, using metrics such as incident reduction rates, employee retention, and performance data as baseline indicators. [S1-5 44] [MDR-T 81 b] Characteristics of the undertaking’s employees [S1-6] Employee head count by gender 27 Gender ESRS indicator Unit 2025 2024 Male No. 1,877 1,179 [S1-6 50 a, AR 57] Female No. 900 490 [S1-6 50 a, AR 57] 26 The Group has not engaged any external body, for the validation of the metrics, under ESRS S1, at this stage. 27 Data for the 2025 reporting year reflect the expanded reporting scope of the Group following the inclusion of Bally’s International Interactive. 412
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Employee headcount by contract type, broken down by gender 27 Employees by contract type ESRS indicator Unit 2025 2024 [S1-6 50 a, AR Total number of employees No. 2,777 1,669 57] Permanent employees (male) [S1-6 50 b] No. 1,855 1,177 Permanent employees (female) [S1-6 50 b] No. 878 489 Temporary employees (male) [S1-6 50 b] No. 17 2 Temporary employees (female) [S1-6 50 b] No. 13 1 Non-guaranteed [S1-6 50 b] No. 5 0 employees (male) Non-guaranteed [S1-6 50 b] No. 9 0 employees (female) Methodologies and contextual information For the calculation of employees’ number, the "headcount" methodology was applied, which concerns the number of employees at the end of reporting period as of December 31 of the corresponding year. For the total number of employees, please see page 254 of the financial statements. [S1-6 50 d(i)] [S1-6 50 f] Permanent employees: Permanent employees are employees who are hired on a long-term basis, with an open-ended contract. Temporary employees: Temporary employees are employees who are employed on a short-term basis, often for a specific project or to cover seasonal demand or special assignments. Non-guaranteed hours employees: Non-guaranteed hours employees are employed by the Group without a guarantee of a minimum or fixed number of working hours. [S1-6 50 e, AR 58] 27 Employee turnover ESRS indicator Unit 2025 2024 [S1-6 50 c, AR Employee turnover No. 527 239 59] Percentage of employee [S1-6 50 c] % 18.98% 14.32% turnover 413
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Methodologies and contextual information Employee turnover: Employee turnover is defined as the total number of employees who have left voluntarily or due to dismissal, retirement or death, during the reporting period. Employee turnover is calculated by aggregating the number of employees who left across all subsidiaries during the reporting period. For the calculation of employees who have left during the reporting period, headcount methodology was applied. Percentage of employee turnover: Percentage of employee turnover is calculated by dividing the total number of employees who left either voluntarily or through dismissal, retirement, or death during the reporting period by the total number of employees reported at the end of reporting period of the corresponding year, as reported under ESRS S1-6. [S1-6 50 c, AR 59] Employees by country (for 2727 countries with significant ESRS indicator Unit 2025 employment) [S1-6 50 a, AR United Kingdom No. 803 57] [S1-6 50 a, AR The United States No. 644 57] [S1-6 50 a, AR Greece No. 540 57] Methodologies and contextual information Significant employment: significant employment refers to countries where Bally’s Intralot has 50 or more employees and where those employees represent at least 10% of the Group’s total workforce. After the acquisition with Bally’s International Interactive, the Group has significant employment in the following countries: • Inside the European Economic Area (EEA): United Kingdom and Greece • Outside the European Economic Area (EEA): The United States Characteristics of non-employee workers in the undertaking’s own workforce [S1-7] 27 Non-employees ESRS indicator Unit 2025 2024 Number of non-employees [S1-7 55 a] No. 111 79 Methodologies and contextual information Non-employees: Non-employees in own workforce of Bally’s Intralot are considered the contractors and third-party workers supplied by external service providers. 414
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 For 2025, number of non-employees is reported in headcount, as an average across the reporting period. [S1-7 55 b] [S1-7 55 c, AR 64, AR 65] Collective bargaining coverage and social dialogue [S1-8] 27 Bargaining agreements ESRS indicator Unit 2025 2024 Percentage of total employees [S1-8 60 a, AR covered by collective bargaining % 24.74% 40.62% 66] agreements Methodologies and contextual information Percentage of employees covered by collective bargaining agreements: The percentage of employees covered by collective bargaining agreements is calculated by dividing the number of employees covered by such agreements by the total number of employees as reported under ESRS S1-6. This result is then expressed as a percentage. The decrease in the percentage is due to the integration of coverage data of Bally’s International Interactive. Social dialogue 2025 Collective Bargaining Coverage Coverage Employees – Non- Workplace Employees – EEA EEA (estimate for representation (EEA (for countries with > regions with > 50 only) (for countries Coverage Rate 50 employees employees with >50 employees representing > 10% representing > 10% representing >10% total employees) total employees) total employees) 0 - 19% United Kingdom The United States - 20 - 39% - - - 40 - 59% - - - 60 - 79% - - - 80 - 100% Greece - Greece [S1-8 60 b] [S1-8 60 c] [S1-8 63 a, AR 69] Methodologies and contextual information Significant employment: Significant employment is defined as at least 50 employees by head count representing at least 10% of the Groups total employees. The Group does not have any agreement in place for employee representation through a European Works Council (EWC), a Societas Europaea (SE) Works Council, or a Societas Cooperativa Europaea (SCE) Works Council. 415
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Collective Bargaining Coverage: Collective Bargaining Coverage is calculated by dividing the total number of employees covered by collective bargaining agreements in each country of significant employment by the total number of employees in that country. Social dialogue Coverage: Social dialogue Coverage is calculated by dividing the total number of employees covered by formal social dialogue (such as works councils, employee representatives, or other consultative bodies) by the total number of employees in the country. This calculation is only applicable to countries within the EEA where the Group has significant employment. For 2025 reporting year, this metric could not be provided for the operations in the United Kingdom, due to the recent acquisition of Bally’s International Interactive and ongoing integration of reporting processes. The Group aims to progressively integrate this information into its sustainability reporting scope in future reporting cycles. Diversity metrics [S1-9] Employees at top 2727 ESRS indicator Unit 2025 2024 management level Employees at top management [S1-9 66 a] No. 156 49 level (male) Percentage of employees at top [S1-9 66 a] % 74.64% 73.13% management level (male) Employees at top management [S1-9 66 a] No. 53 18 level (female) Percentage of employees at top [S1-9 66 a] % 25.36% 26.87% management level (female) Methodologies and contextual information Top management: Bally’s Intralot defines "top management" as one and two levels below the supervisory bodies. [S1-9 AR 71] Percentage of employees at top management level: The percentage of male and female employees in top management is calculated by determining the number of male and female employees at the top management level and dividing each by the total number of top management employees. 416
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Employee headcount by age group 27 Employees by age group ESRS indicator Unit 2025 2024 under 30 years old [S1-9 66 b] No. 563 344 under 30 years old (Percentage) [S1-9 66 b] %. 20.27% 20.61% 30-50 years old [S1-9 66 b] No. 1,680 913 30-50 years old (Percentage) [S1-9 66 b] % 60.50% 54.70% over 50 years old [S1-9 66 b] No. 534 412 over 50 years old (Percentage) [S1-9 66 b] % 19.23% 24.69% Methodologies and contextual information Distribution of employees by age group: Distribution of employees by age is calculated by aggregating the total number of employees in each age group, by headcount, at the end of reporting period as of December 31 of the corresponding year. Adequate wages [S1-10] All employees of Bally’s Intralot receive fair and competitive wages, which reflect the Group's strong commitment to equitable compensation practices. The wages provided to employees are consistently above the minimum thresholds established by Greek legislation, ensuring compliance with legal standards. Furthermore, the Group reports that no employees earn below the applicable wage benchmarks in any of the countries in which it operates both inside and outside the European Economic Area (EEA). [S1-10 69, AR 72, 73, 74] Social protection [S1-11] Social protection All employees who are subject to the collective labor agreement, are covered by social protection in accordance with jurisdictional local regulations, in cases of sickness, injuries, unemployment, parental leave and retirement. There are no identified categories of employees who are excluded from these protections. In addition, Bally’s Intralot offers additional programs and benefits aimed at further supporting and enhancing the well-being of its employees. For more information regarding benefits please refer to section Actions [S1-4]. 417
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Persons with disabilities [S1-12] As of the reporting period, 0.34% of the Group's employees are persons with disabilities, while in 2024 the percentage corresponded to 0.18%. The Group respects the privacy and confidentiality of its employees and ensures that the collection and handling of this data are in line with local data protection laws. For 2025 reporting year, this metric does not include data for Bally’s International Interactive, due to the recent acquisition and ongoing integration of reporting processes. The Group aims to progressively integrate this information into its sustainability reporting scope in future reporting cycles. [S1-12 79] [S1-12 AR 76] Training and skills development metrics [S1-13] 27 Performance reviews ESRS indicator Unit 2025 2024 Male employees that participated in regular [S1-13 83 a, AR % 83.22% 77.95% performance and career 77] development reviews Female employees that participated in regular [S1-13 83 a, AR % 82.56% 87.55% performance and career 77] development reviews Percentage of employees that participated in regular [S1-13 83 a, AR % 83.00% 80.77% performance and career 77] development reviews 28 Training hours ESRS indicator Unit 2025 2024 Average number of training [S1-13 83 b, AR 29 hr 7.23 9.17 hours by gender (male) 78] Average number of training [S1-13 83 b, AR hr 7.37 8.95 hours by gender (female) 78] Average number of training [S1-13 83 b, AR hr 7.27 9.10 hours per person for employees 78] Methodologies and contextual information 28 For Bally’s International Interactive, a portion of training hours recorded during the reporting period could not be attributed to employees’ gender due to system limitations. These hours were therefore excluded from the calculation of average number of training hours. The reported indicators are based solely on training hours for which gender information was available. Following the recent acquisition and the ongoing alignment of data collection and reporting processes across the Group, improvements in data availability are expected in future reporting cycles. 29 For 2024 reporting year, the average number of training hours of male employees, has been recalculated due to previous miscalculations. 418
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Percentage of employees that participated in regular performance and career development reviews: The percentage of employees participating in regular performance and career development reviews is calculated by dividing the number of employees who received a performance review by the total number of employees, as reported under ESRS S1-6. Training hours: Total training hours were calculated based on the total hours spent for employees who participated in trainings across subsidiaries. The training hours for employees across Bally’s Intralot entities cover a broad range of essential areas aimed at professional development and alignment with the Group’s goals. These include hours spent for Onboarding and Induction training, online courses, adherence to policies and Code of Conduct, Training via the corporate e-Learning platform on compliance courses, AI & Digital Transformation Upskilling and other courses. However, training hours do not typically include ad- hoc, informal training, one-off workshops, or training activities not directly related to job functions or core business operations or on the job training. Average number of training hours per employee: The average training hours per employee are calculated by dividing the total number of training hours offered and completed by employees, segregated by gender, by the total number of employees, as reported under ESRS S1-6. Health and safety metrics [S1-14] 27 Health and safety metrics ESRS indicator Unit 2025 2024 Percentage of employees [S1-14 88 a, AR 30 covered by health and safety % 100% 100% 80] management system Number of recordable work- [S1-14 88 c, AR No. 14 18 related accidents 89, AR 90, AR 91] Rate of recordable work-related [S1-14 88 c, AR rate 3.56 5.59 accidents 89, AR 90, AR 91] Number of cases of recordable work-related ill health of [S1-14 88 d] No. 380 29 employees 30 Employees of Bally’s International Interactive entities are not yet included in this calculation due to the recent acquisition and the ongoing alignment of governance, policies, and management systems across the Group. Their inclusion in the relevant metric will be progressively assessed in future reporting cycles. 419
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 27 Health and safety metrics ESRS indicator Unit 2025 2024 Number of days lost due to [S1-14 88 e, AR 31 work-related ill health and work- days 451 39 95] related accidents Number of fatalities in own [S1-14 88 b, AR workforce as result of work- 82, AR 89, AR 90, No. 0 0 related injuries and work-related AR 91] ill health Number of fatalities as result of work-related injuries and work- [S1-14 88 b, AR related ill health of other 82, AR 89, AR 90, No. 0 0 workers working on AR 91] undertaking's sites Methodologies and contextual information Percentage of employees covered by health and safety management system: The percentage of employees (or non-employees) covered by health and safety management system is calculated based on the number employees covered by the Health & Safety Management System divided by the total number of employees (or non-employees), as reported under ESRS S1-6, excluding Bally’s International Interactive. A percentage of 100% of the Group's employees are covered by the Health and Safety Management System. Due to the nature of the Group’s operations, non-employees in own workforce are not exposed to high levels of risk on Health and Safety matters. Bally’s Intralot remains committed to maintaining a safe environment for all individuals on its premises, ensuring that health and safety protocols effectively manage any potential risks. Number of work-related accidents: The number of accidents for employees, recorded for all Group’s subsidiaries within the reporting period. Number of cases of recordable work-related ill health: Number of cases of recordable work- related ill health, subject to legal restrictions on the collection of data refers to the total number of documented instances where employees experience illness or health conditions caused or aggravated by their work environment or work-related activities. 31 For this metric, data regarding days lost for INTRALOT Inc. were not recorded. 420
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Rate of recordable work-related accidents: The rate of recordable work-related accidents is the number of work-related accidents that result in injury, illness, or fatality, per one million hours worked. It is calculated by dividing the total number of recordable accidents by the total hours worked, then multiplying by 1,000,000. Number of days lost: The number of working days lost due to work-related injuries from work- related accidents, or work-related ill health. Days lost due to non-work-related incidents are not included. Number of fatalities: Number of fatalities refers to the total number of deaths of employees or other workers that occur as a result of work-related incidents or work-related ill health during the reporting period. [S1-14 88 b, AR 82, AR 89 - AR91] Work-life balance metrics [S1-15] 27 32 Family-related leave ESRS indicator Unit 2025 2024 Percentage of employees [S1-15 93 a, AR entitled to take family-related % 76.41% not available 96, AR 97] leave Percentage of entitled employees that took family- [S1-15 93 b] % 9.90% not available related leave Percentage of entitled employees that took family- [S1-15 93 b] % 9.95% not available related leave (male) Percentage of entitled employees that took family- [S1-15 93 b] % 17.79% not available related leave (female) Methodologies and contextual information Family-related leave: Family-related leave includes maternity leave, paternity leave, parental leave and carers’ leave, where applicable due to local legislations. Percentage of employees entitled to take family-related leave: The percentage of employees entitled to take family-related leave within the Group was calculated based on the total number of 32 As part of the phased-in approach to preparing the Sustainability Statement, in 2024 the Group has opted to omit sustainability data required by ESRS S1-15, for all its subsidiaries, for the first year of reporting. 421
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 employees who are eligible based on the respective HR policies and the applicable national labor legislations in the countries where the Group operates, divided by number of employees with a breakdown by gender. As eligibility criteria may vary across jurisdictions, the percentage does not necessarily reach 100% of total employees per gender group. Percentage of entitled employees who took family-related Leave: The percentage of entitled employees who took family-related leave during the reporting period was calculated by dividing the number of employees who took family-related leave by the total number of employees eligible for such leave with a breakdown by gender. Compensation metrics (gender pay gap) [S1-16] Gender Pay Gap ESRS indicator Unit 2025 2024 [S1-16 97 a, AR Pay Gap 98, AR 99, AR % 17.22% 14.33% 100] Methodologies and contextual information Pay gap: Pay gap is defined as the difference in average pay levels between female and male employees, expressed as a percentage of the average pay level of male employees. The Group has calculated the gender pay gap using a weighted average methodology of employee average gross hourly pay data. Subsidiaries unable to provide accurate data were excluded from the calculations. While the reported gender pay gap is partly due to a higher proportion of men being attracted to roles within the gaming and technology sectors, Bally’s Intralot is committed to promoting gender equality across all levels of the organization. The Group recognizes the need to improve gender diversity and continuously strive to close the gender pay gap through proactive recruitment strategies, supporting women in leadership, and eliminating any potential biases in its pay practices. Ongoing efforts aim to ensure equal opportunities for all employees, regardless of gender. Annual total remuneration ratio: The Group was unable to provide accurate calculations for the annual total remuneration ratio of the highest-paid individual to the median annual total remuneration for all employees, as the necessary data was not available for all employees across its subsidiaries. The Group acknowledges the importance of transparency in reporting pay equity and is actively working on implementing a centralized system to track and standardize remuneration data. [S1-16 97 c, AR 99, 102] 422
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Incidents, complaints and severe human rights impacts [S1-17] Work-related incidents and/or complaints and severe human ESRS indicator Unit 2025 2024 rights impacts Total number of incidents of [S1-17 103 a, AR 33 discrimination (including No. 0 6 103, 104, 105, 106] harassment) reported Number of complaints filed [S1-17 103 b, AR 33 No. 0 0 through channels 103, 104, 105, 106] Number of complaints filed to [S1-17 103 b, AR No. 0 0 National Contact Points 103, 104, 105, 106] Total amount of fines, penalties, [S1-17 103 c, AR No. 0 0 and compensation for damages 103, 104, 105, 106] Number of severe human rights [S1-17 104 a, AR No. 0 0 incidents 103, 104, 105, 106] Cases of non respect of UN [S1-17 104 a, AR No. 0 0 Guiding Principles 103, 104, 105, 106] Total amount of fines, penalties and compensation for damages [S1-17 104 b, AR No. 0 0 of severe human rights 103, 104, 105, 106] incidents Methodologies and contextual information No complaints were filed through grievance mechanisms or other channels for raising concerns related to discrimination or harassment. No additional complaints or legal actions were initiated during the reporting period, and no financial penalties were incurred related to the reported incidents. [S1-17 103 d] For the reporting periods, the Group has recorded no cases of severe human rights incidents, including cases of forced labor, human trafficking, or child labor. As such, there were no registered fines, penalties, and compensation for damages or incidents of non-respect of the UN Guiding Principles on Business and Human Rights, the ILO Declaration on Fundamental Principles and Rights at Work, or the OECD Guidelines for Multinational Enterprises. [S1-17 104 a, b] 33 For this metric, data for Bally’s International Interactive was not provided. The Group aims to progressively integrate this information into its sustainability reporting scope in future reporting cycles. 423
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Affected Communities [S3] Strategy Material impacts, risks and opportunities [S3.SBM-3] Material impacts to affected communities Bally’s Intralot’s identified impact, driving economic growth and supporting local community development, is closely aligned with its sustainability strategy and business model. This alignment is reflected across the five core pillars of its Sustainability Framework: economic sustainability, governance, responsible gaming, climate and environment, and employee and community engagement. The Group contributes to economic growth and development through its commitment to economic sustainability and strong governance. By consistently paying taxes, creating employment opportunities, and supporting local businesses and suppliers, the Group helps stimulate local economies and strengthen the communities in which it operates. At the same time, transparent business practices and responsible tax contributions reinforce high governance standards and foster trust among stakeholders while supporting broader community development. These practices support market growth, while strengthening financial resilience and enabling long- term value creation. They also bolster Bally’s Intralot’s brand reputation and ESG profile, helping attract sustainability-minded investors and reaffirming the Group’s dedication to responsible and ethical business practices. [SBM-3 8 a (i), (ii)] [SBM-3 8 b] As no material negative impacts, risks and opportunities have been identified in relation to local communities, the Group has not identified specific community groups with particular characteristics, living in specific contexts, or undertaking particular activities that would be at greater risk of harm. Nevertheless, the Group maintains an understanding of the local contexts in which it operates through its subsidiaries and ongoing engagement with relevant internal functions, ensuring that potential community-related risks are monitored and addressed should they arise in the future. [SBM-3 9 b] [SBM-3 9 d][SBM-3 10] [SBM-3 11, AR 8] Types of communities All affected communities who can be materially impacted by the undertaking are included in scope of disclosures under ESRS 2. For more information, please refer to section “Material impacts, risks and opportunities [SBM-3”]. [SBM-3 9, AR 5, AR 6] 424
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Bally’s Intralot’s activities affect a range of local communities primarily through positive economic impacts. The Group contributes to the economic growth and development of the communities in which it operates by creating employment opportunities and through the payment of taxes, which support public finances and local development. These positive impacts benefit local economies and the wider public by fostering financial stability and supporting long-term socio-economic development. [SBM-3 9 a, AR 7] All affected communities that can be materially impacted by Bally’s Intralot are included in the “Materiality Assessment validation methodology” chapter. The Group communicates and interacts constantly with its stakeholders, who belong to either its internal or external environment. Special attention is given to stakeholders located in the areas where the Group operates. [SBM-3 9 a(i-iv), AR 7] Positive impacts to affected communities Due to its global presence and extensive network of subsidiaries across multiple jurisdictions, Bally’s Intralot contributes to economic stability and prosperity in the communities where it operates. The Group supports local economies by generating direct and indirect employment opportunities, contributing to public revenues through taxes, and stimulating related economic sectors across its value chain. Through its DMA validation process, the Group has identified these contributions as a positive impact on affected communities and recognizes the material significance of its activities in strengthening local economies, supporting public finances, and promoting long-term socioeconomic development in the regions where it maintains operations. [SBM-3 9 c] Impact, risk and opportunity management Policies [S3-1] General policies Bally’s Intralot is committed to supporting affected communities by promoting social welfare and strengthening local communities, with particular emphasis on cultural preservation and improving quality of life, as outlined in its Sustainability Policy. Following the completion of the acquisition of Bally’s International Interactive by Intralot, announced on 10 October 2025, the Group is currently in the process of developing unified policies across the organization. 425
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 While specific policies addressing affected communities have not yet been formally established, the Group already undertakes community initiatives, including support for underprivileged children and employee volunteer programs. Once finalized, the forthcoming policies are expected to further strengthen the Group’s engagement with affected communities and enhance the positive and lasting impact of its activities. [S3-1 14] In addition, while Bally’s Intralot has not yet adopted a standalone human rights policy, the Group remains committed to respecting and promoting human rights throughout its operations and business activities, as outlined in its Code of Conduct and a broader set of internal policies. Ethical business conduct and continuous stakeholder engagement are embedded in its practices to help prevent and mitigate potential human rights impacts. The Group also provides affected communities and other stakeholders with access to transparent reporting channels and grievance mechanisms. As its approach continues to evolve, Bally’s Intralot intends to align with internationally recognized human rights standards and to develop a formal human rights policy in the near term, further strengthening and formalizing these commitments. [S3- 1 16] [S3-1 16 b] [S3-1 17, AR 10] Indigenous people Due to the nature of its activities, Bally’s Intralot does not impact Indigenous peoples. It operates within the gaming and lottery industry, which does not interfere with Indigenous lands, rights, or cultural heritage. Bally’s Intralot remains committed to ethical business practices and social responsibility, ensuring that its operations respect all communities while promoting inclusive and sustainable development. [S3-1 15] [S3-1 16 a] Remedy The Group strives to provide effective and fair remediation when adverse human rights impacts occur as a result of its activities. Where it has been identified that the Group has caused or contributed, directly or indirectly, through its partners to adverse human rights impacts, it will engage in appropriate remediation processes by itself or in cooperation with other relevant institutions. This process will pay particular attention to vulnerable groups due to their vulnerability or marginalization. In 2025, there were no cases of non-compliance regarding the human rights of affected communities. The Group adheres to international frameworks such as the UN Guiding Principles on Business and Human Rights, the ILO Declaration on Fundamental Principles and Rights at Work, and the OECD 426
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Guidelines for Multinational Enterprises. In 2025, there were no recorded cases of non-compliance related to the human rights of affected communities under these standards, demonstrating Bally’s Intralot’s commitment to upholding human rights principles and fostering responsible business practices. [S3-1 16 c] [S3-1 17] Processes for engaging with affected communities about impacts [S3-2] Engagement with vulnerable communities For more information regarding the engagement with vulnerable communities, please refer to section “Policies [S3-1]”. [S3-2 22] [S3-2 23, AR 13] Affected communities engagement Bally’s Intralot takes a sustainable and integrated approach in supporting local communities, by maintaining ongoing communication with communities impacted by its operations aiming to promote transparency and build trust. Through direct and open dialogue with affected communities representatives, Bally’s Intralot seeks to understand local economic needs, encourage collaboration, and adapt its initiatives to maximize positive economic impact, including job creation and support for local development. [S3-2 21, AR 16] [S3-2 21 a] For more information regarding the communication channels and the engagement processes with the affected communities please refer to section “Interests and views of stakeholders [SBM-2]”. Bally’s Intralot engages with affected communities at various stages of decision-making, from identifying sustainability impacts to developing and implementing business strategies. This approach ensures that community perspectives are taken into account. The Group maintains open communication with affected communities through public reports, collaborations, memberships in collective associations (such as Chambers of Commerce and SEV), and participation in economic forums. By clearly communicating its positions and policies while considering a range of perspectives, Bally’s Intralot promotes transparency and builds trust. Affected community engagement is an ongoing process, with regular interactions taking place through structured initiatives and continuous communication. The Group actively seeks feedback to refine its sustainability efforts and business practices. [S3-2 21 b, AR 15] The Group Chief Operating Officer (COO), who also serves as a Chief Sustainability Officer is responsible for overseeing engagement with affected communities, ensuring that the outcomes align with Bally’s Intralot’s approach. This role ensures that the Group’s sustainability strategy and 427
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 corporate objectives incorporate ESG practices and adhere to regulatory requirements. Additionally, the Chief Sustainability Officer actively engages with stakeholders to ensure strategic alignment and that community insights are effectively integrated into decision-making. [S3-2 21 c, AR 14, AR 15] The effectiveness of this engagement is assessed through the analysis of survey participation rates, the quality and relevance of feedback received, and the extent to which stakeholder input confirms or challenges the identified material topics. The results of the engagement are incorporated into the validation of the DMA outcomes and may lead to refinements in the company’s sustainability priorities and actions. [S3-2 21 d] Processes to remediate negative impacts & channels for affected communities to raise concerns [S3-3] Channels to raise concern Bally’s Intralot has established structured processes to ensure that affected stakeholders have access to effective channels for raising concerns and seeking appropriate remedies. These mechanisms are designed to be transparent, accessible, and responsive to the needs of those impacted. To facilitate open communication, Bally’s Intralot provides dedicated internal reporting channels, including direct contact with responsible Group representatives, as well as an online reporting form available on the Group’s website. These channels allow affected communities to voice concerns securely and confidentially. The Group ensures that these mechanisms are well-publicized and easily accessible to all relevant stakeholders, including vulnerable groups that may be disproportionately affected. Upon receiving a concern, Bally’s Intralot follows a structured assessment and resolution process. Each case is evaluated based on its severity and potential impact, with a clear framework in place for implementing corrective measures. The effectiveness of these measures is regularly reviewed to ensure that they provide meaningful relief and prevent recurrence. This review process includes direct feedback from affected stakeholders, who are actively involved in assessing the adequacy of the remediation provided. Bally’s Intralot also works with its business partners to promote the availability of such grievance mechanisms throughout its supply chain and broader business ecosystem. By encouraging 428
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 transparency and accountability beyond its immediate operations, the Group aims to mitigate risks and enhance corporate responsibility across all its business relationships. To track and monitor the concerns raised, Bally’s Intralot maintains detailed records of reported issues, the actions taken, and the outcomes achieved. Evaluations, stakeholder engagement sessions, and internal audits help assess the effectiveness of these mechanisms. The Group is committed to continuous improvement, ensuring that its processes remain aligned with best practices and evolving affected communities expectations. Bally’s Intralot facilitates engagement through structured surveys designed to capture both quantitative and qualitative stakeholder insights. These surveys help assess the relevance of sustainability topics and gather direct feedback from key business relationships, including local communities. By incorporating stakeholder feedback into decision-making, Bally’s Intralot enhances transparency, builds trust, and promotes shared responsibility in tackling sustainability challenges. This engagement process reflects the Group’s commitment to ongoing dialogue, responsible business practices, and long-term collaboration with stakeholders. A key priority for Bally’s Intralot is ensuring that affected communities are aware of and have confidence in these engagement channels. To achieve this, the Group actively seeks feedback to assess trust in its reporting and remediation processes. [S3-3 27 a, AR 17, AR 22] [S3-3 27 b, AR 18] [S3-3 27 c] [S3-3 28, AR 23] For more information on policies regarding protection against retaliation for individuals that use channels to raise concerns or needs are in place, please refer to section “Corporate culture and Business conduct policies [G1-1]”. [S3-3 28, AR 23] [S3-3 29] Actions [S3-4] Actions [S3-4 31] Bally’s Intralot actively fosters economic growth and workforce development by creating employment opportunities across its global markets and investing in the professional growth of its employees. The Group places particular emphasis on supporting youth employability through targeted initiatives such as upskilling and training programs, scholarships, graduate programs, and career days, which provide young professionals with practical industry experience and exposure to real-world career opportunities. These programs not only equip participants with valuable skills but also strengthen the Group’s talent pipeline, ensuring a sustainable supply of skilled professionals to support its long-term business objectives and contribute to local economic development. 429
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Bally’s Intralot is committed to supporting its neighboring communities through a range of initiatives, channeling the value it gains back into societal benefits. As a global organization, Bally’s Intralot considers both national and local communities, implementing various programs to aid them under the key pillars of Education and Sports. Additionally, Bally’s Intralot focuses on supporting underprivileged individuals, particularly children, through initiatives in partnership with NGOs and foundations. The Group also offers volunteering opportunities and employment programs to both national and local communities, such as blood donations, and has financial involvement in various community events, which showcase Bally’s Intralot’s dedication to creating a positive impact and a better future for society. Bally’s Intralot promotes local entrepreneurship by creating networks between universities and businesses and offering scholarships to students, providing opportunities for young people. The Group has integrated its business model with ongoing volunteering efforts and sports events, further reinforcing its community commitment. [S3-4 32 c, AR 37] Currently, Bally’s Intralot does not have a formal system in place to track and assess the effectiveness of its actions or initiatives in delivering outcomes for affected communities. Beneficiaries often express their appreciation and the positive impact of these initiatives through formal letters of gratitude. The Group recognizes the importance of systematically evaluating the impact of its activities and is exploring ways to develop and implement effective tracking and assessment mechanisms in the future. [S3-4 32 d, AR 31, AR 32, AR 33] Bally’s Intralot actively pursues opportunities to support affected communities by encouraging employee participation in societal initiatives and directly contributing to programs that promote well-being. Through voluntary efforts such as blood donations and charity races, employees are empowered to make a tangible impact. Additionally, the Group provides financial support and engages in initiatives that promote health, sustainability, and social welfare. These actions not only strengthen Bally’s Intralot’s commitment to corporate social responsibility but also create meaningful benefits for affected communities, reinforcing its dedication to fostering positive change and a better future for society. [S3-4 34 b] During the reporting year, the Group validated its DMA to confirm the material impacts related to affected communities, with the results reviewed and approved by top management. The management of these impacts is currently embedded within existing organizational functions. The Human Resources Department supports internal communication and awareness, while the Corporate Affairs Department manages external communication and stakeholder engagement. 430
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 The resources required for managing these impacts are limited and do not represent a significant portion of the Group’s overall operations. Consequently, they are integrated within existing operational structures and are not separately recorded or tracked. Following the acquisition of Bally’s, the Group is further strengthening its approach and plans to develop a more structured strategic plan during 2026, aligning identified material impacts with specific actions and corresponding budget allocations to enable more systematic management and monitoring. [S3-4 38] Mitigation actions Bally’s Intralot's actions, as described, aim to prevent material negative impacts on affected communities by creating a positive, sustainable presence in the areas it operates. Here's how these actions work toward minimizing negative effects: Community Investment and Social Impact: Bally’s Intralot reinvests the value it generates into society through initiatives such as employee volunteering, blood donation drives, career fairs, and more. This ensures that the Group's activities contribute directly to the well-being of local and national communities. By focusing on long-term community improvements, these actions can mitigate the risk of exploitation or harm that might arise from business activities. Support for Underprivileged Groups: The Group's focus on supporting underprivileged individuals, through partnerships with NGOs and foundations helps address inequalities and creates opportunities for vulnerable groups. This approach can reduce poverty and social marginalization, preventing negative impacts like greater inequality or social instability. Job Creation and Economic Opportunity: Employment programs contribute to local economies by offering job opportunities, which reduce unemployment and the associated social problems. By promoting local entrepreneurship, offering scholarships and creating networks between universities and businesses, Bally’s Intralot stimulates innovation, economic development, and social mobility, further preventing financial difficulties. [S3-4 32 a, AR 28, AR 29, AR 36] Bally’s Intralot has not identified any negative material impacts or risks related to affected communities in 2025. [S3-4 32 b] [S3-4 33 a, AR 26] [S3-4 33 b] [S3-4 33 c] [S3-4 34 a, AR 38, AR 39, AR 40, AR 42] 431
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Human right incidents There were no reported human rights incidents connected to affected communities in 2025 for Bally’s Intralot. [S3-4 36] Metrics and targets Targets [S3-5] Targets Bally’s Intralot has not yet established specific targets for managing its material impacts, risks, and opportunities. Consequently, the Group has not developed a structured monitoring system for these key performance indicators (KPIs). However, recognizing the importance of effective oversight, Bally’s Intralot is in the process of designing and implementing a comprehensive framework. This system, which will be introduced in the coming years, aims to enhance transparency, track progress, and ensure continuous improvement in managing material sustainability factors. [ESRS 2 81] Consumers and End Users [S4] Strategy Material impacts, risks and opportunities [S4.SBM-3] Through its global footprint, leading position as a global provider of lottery solutions and digital gaming technology and commitment to operating exclusively in regulated markets, Bally’s Intralot seeks to shape the future of responsible and transparent gaming, delivering sustainable value to lottery and gaming operators, players and communities. The Group’s business model, centered on the digital transformation of Lottery and Gaming operators through the development, delivery and operation of technology platforms and services, is directly connected to impacts on consumers and end-users, including risks and opportunities arising from these impacts. The identification of actual and potential impacts, risks and opportunities, through the DMA, informs the Group’s strategic priorities, including the integration of player-protection and responsible gaming safeguards across digital and retail channels, the continuous enhancement of platform performance, security and transparency, the development of accessible digital gaming solutions supporting both retail and online offerings, and the reinforcement of responsible gaming measures within product design and operations. [SBM-3 9 a, b] 432
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Types of consumers primarily consist of licensed lottery and gaming operators who rely on the Group’s technology, information systems and platform integrity to deliver regulated gaming services. End-users consist of adult players participating in lottery and online gaming activities through platforms and solutions supported by Bally’s Intralot. [SBM-3 10] [SBM-3 12, AR 8] Positive impacts to consumers and end-users The Group’s material positive impacts on consumers and end-users arise primarily from the design and operation of its gaming platforms and support services in regulated markets. Through the integration of responsible gaming safeguards within its systems, including player-protection monitoring tools and clear guidelines, Bally’s Intralot contributes to safer and more controlled entertainment experiences for adult players. In addition, the Group’s emphasis on system integrity, reliability and transparency generates positive impact by fostering fair and trustworthy gaming environments. The availability of accurate and accessible information, the provision of responsive technical support, and the maintenance of robust and secure gaming systems enable informed participation and reduce operational friction and disputes. These features benefit both individual players and operator clients who depend on the consistency and credibility of gaming operations. The development of accessible gaming solutions further contributes to social inclusion by enabling participation by individuals of varying abilities. This commitment to accessibility aims at ensuring that people of all abilities can participate in and enjoy gaming experiences on equal terms, reinforcing the dedication of Bally’s Intralot to diversity and inclusion in the gaming industry. [SBM- 3 10 c] Negative impacts to consumers and end-users Material impacts may arise in connection with the use of lottery products and services, particularly in relation to player protection or potential risk of excessive participation inherent in repetitive gaming activities, which may negatively affect players’ personal safety and well-being. Certain users may be particularly vulnerable to negative impacts, including individuals at risk of excessive gambling behavior or financially vulnerable persons. Users are therefore dependent on accurate, transparent and accessible information regarding game rules, conditions and responsible gaming measures in order to make informed decisions and avoid potentially harmful use of gaming services. Bally’s Intralot offers within its product portfolio a wide range of responsible gaming features such as age verification, tools for self-exclusion, cool-offs etc., to enhance player protection. 433
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Based on the DMA conducted for the reporting period, no material impacts were identified in relation to rights to privacy, data protection, freedom of expression or non-discrimination of consumers or end-users. Additionally, no impacts linked to isolated incidents or specific product defects were identified. [SBM-3 10 a (i) – (iv), b] [SBM-3 11] Financial risks related to consumers and end-users Through its DMA Bally’s Intralot identifies that the inherent risk of excessive participation associated with gaming activities could expose the Group to reputational and regulatory risks. Gambling addiction, as a structural characteristic of the industry, can lead to increased regulatory scrutiny, stricter compliance requirements, financial penalties or license restrictions in the event of non- compliance with responsible gaming standards. Such developments could result in direct financial losses, increased compliance and monitoring costs, potential litigation exposure and erosion of stakeholder trust, thereby affecting long-term revenue generation. Financial opportunities related to consumers and end-users By specializing in versatile authentication protocols, Bally’s Intralot enhances secure verification across industries, ensuring trust and protection against unauthorized access and breaches. This benefits businesses and customers worldwide, particularly in regions with strict security regulations, while it strengthens the Group’s competitive positioning in regulated markets, supports long-term contractual relationships with operators and public authorities, and contributes to revenue stability. Additionally, the Group recognizes that effective promotion of responsible gaming and robust player-protection measures can create financial opportunities, strengthening customer and player trust and reinforcing its reputation as a responsible and compliant technology provider. Enhanced trust and transparency may contribute to increased customer retention, stronger engagement levels and more stable long-term participation within regulated environments. Impact, risk and opportunity management Policies [S4-1] Bally’s Intralot is committed to fostering a safe, transparent, and supportive gaming environment that prioritizes sustainable business practices and player well-being. The Group is undertaking a policy alignment process to harmonize Responsible Gaming standards across all operations. 434
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Responsible Gaming policy In 2025, Bally’s Intralot S.A. developed a Responsible Gaming policy (RG policy), reflecting its unwavering commitment to player protection, the promotion of positive play, and the prevention of gambling-related harm. Policy principles are built on a robust program designed to safeguard all players globally, promote informed choices and Positive Play and foster a culture of accountability across all levels of the organization. The policy applies to all employees, suppliers, partners, contractors and internal consultants of Bally’s Intralot S.A. and its subsidiaries and is fully aligned with international best practices and standards developed in collaboration with long-standing partnerships with Lottery and Gaming Associations and regulatory authorities. The Policy incorporates a Stakeholder Engagement principle, under which the Group works closely with internal stakeholders, regulators, partners and treatment organizations to align responsible gaming practices and promote safer gaming environments. This collaborative approach supports continuous improvement of player protection mechanisms and alignment with regulatory expectations. In relation to prevention and mitigation of potential adverse impacts, the RG Policy includes principles on Behavioral Monitoring and Ethical AI Use. The Group enhances its responsible gaming tools through behavioral analytics that assist operators in identifying early signs of risky gambling behavior, enabling timely intervention measures within regulated environments. In addition, Bally’s International Interactive Group maintains a Responsible Gaming policy governing its i-gaming activities. The policy establishes a preventive and protective framework aimed at mitigating gambling-related harm and promoting informed and responsible participation. Its commitments will be progressively aligned with the Group’s broader responsible gaming framework. Commitments related to the rights and well-being of consumers and end-users are embedded in the Group’s Responsible Gaming (RG) Policies. While the Group does not maintain a standalone Human Rights Policy, the RG Policies incorporate commitments relevant to consumers and end-users, including respect for player safety, the provision of transparent and accurate information, ethical advertising and marketing communications, the responsible use of artificial intelligence, and ongoing engagement with relevant stakeholders. [S4-1 15] [S4-1 17, AR 11] [S4-1 16 a, b, c] For more information regarding policies and ESRS 2 MDR-P requirements, please refer to section “Policies Overview”. 435
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Processes for engaging with consumers and end-users about impacts [S4-2] Engagement with lottery and gaming operators Bally’s Intralot’s customers include licensed lottery and gaming operators as well as users of online gaming and betting platforms. The company tailors its engagement approach, including the type and frequency of communication, to the characteristics and needs of each customer rather than applying a single standardized process. For business-to-business (B2B) customers, dedicated representatives from the company’s workforce are assigned to each client as primary contact persons throughout the project and operational relationship, as reflected in the company’s organizational structure and client governance arrangements. Communication and coordination with clients take place through established channels, including email correspondence, online and in-person meetings, and operational coordination mechanisms, such as the establishment of dedicated working groups and support teams, enabling ongoing dialogue and the effective addressing of client needs and requirements. Bally’s Intralot highly values its customers' perspectives, recognizing them as essential in shaping its business practices and ensuring responsible operations. Meaningful engagement with customers is a cornerstone of the Group’s approach to identifying, managing, and mitigating actual or potential impacts. This includes actively listening to customer feedback, addressing concerns, and adapting its strategies accordingly. [S4-2 20 a] [S4-2 20 b, AR 16] The Group Chief Commercial Officer (CCO) holds the most senior role with operational responsibility for ensuring engagement with licensed lottery and gaming operators. This responsibility is further delegated to subsidiaries’ General Managers or Chief Commercial Officers (CCOs), who oversee engagement at the regional level. These roles ensure that feedback from stakeholders informs approach and decision-making processes of Bally’s Intralot. [S4-2 20 c] Bally’s Intralot also ensures effective customer engagement within its subsidiaries’ entities. This approach ensures that overseeing cross-functional teams or departments that handle customer interactions, such as customer service, marketing, and product development. Entities are responsible for implementing strategies to engage customers through various touchpoints. The structure also includes processes to capture, analyze, and report customer insights and feedback, which are then used to inform the Group's approach. This data is shared with relevant departments to improve products, services, and customer experiences. Senior representatives ensure that the results of customer engagement directly influence decision-making, helping to align the Group’s 436
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 strategies with customer needs and expectations. This feedback-driven model is a key assessment tool of the effectiveness of customer engagement which contributes to the Group’s responsive and customer-centric approach. [S4-2 20 d] Engagement with online gaming and betting platform users The Group is also committed to engaging with stakeholders including players, individuals, groups, or organizations that are affected or potentially affected by its operations. Within Bally’s International Interactive, engagement with players occurs directly through its digital platforms. As the Group continues the integration of Bally’s International Interactive operations, player engagement practices relating to these activities will be further assessed and progressively reflected in future Group disclosures. [S4-2 22] Processes to remediate negative impacts and channels for consumers and end-users to raise concerns [S4-3] Stakeholder engagement is essential for identifying and addressing potential negative impacts on customers or players. By leveraging customer feedback and various communication channels, the Group can proactively respond to concerns and develop effective solutions to mitigate any adverse impacts. The Commercial Devision including Marketing Services and Customer Operations, Sales and Business Development departments along with Corporate Affairs department, play a key role in this process by collecting feedback from external stakeholders such as customers, end-users and consumers and coordinating with the relevant departments to ensure that appropriate actions are taken, reinforcing the Group’s commitment to continuous improvement and customer satisfaction. The Group also maintains a grievance and reporting mechanism that allows stakeholders, including customers and end-users, to raise reports or complaints related to misconduct, non-compliance, or operational concerns. This mechanism can be used either anonymously or by name and is accessible via email, postal mail, or an online form, available on the company’s corporate website. For certain customers, structured communication channels such as the ICMA Change Request a formal mechanism for submitting, reviewing, and managing system modifications and process - operational improvement requests - are used to allow licensed operators to communicate technical needs and operational concerns that may influence service delivery and platform performance. [S4- 3 25 b, AR 19] Though the Whistleblowing policy, individuals are protected from retaliation for raising such concerns, ensuring that they can report issues without fear of retribution. For more information 437
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 regarding the Whistleblowing policy, please refer to section “Corporate culture and Business conduct policies [G1-1]”. [S4-3 26, AR 23] The Group’s approach to addressing potential adverse impacts on players is primarily preventive and implemented through the design and operation of responsible gaming functionalities within its technology solutions. Where potential harm is identified through behavioral monitoring tools, intervention measures are implemented by licensed operators in accordance with applicable regulatory frameworks. Actions [S4-4] Bally’s Intralot has implemented a structured approach to safeguard customer trust, data security, responsible gaming, and social inclusion by investing in technology, compliance, customer support, training, and accessibility initiatives. As the integration and alignment of the recently acquired Bally’s International Interactive operations progresses, additional actions addressing impacts related to i-gaming activities will be further assessed and progressively reflected in future reporting cycles. The Group’s key actions and allocated resources currently include: Responsible Gaming and Player Protection Bally’s Intralot prioritizes the integration of responsible gaming safeguards into the design and operation of its technology solutions and online platforms. While safety measures aim to prevent excessive gaming, the Group acknowledges its link to gambling addiction and remains committed to ensuring a safe gaming environment. The Group embeds player protection functionalities within its platforms, including self-exclusion options, budget-setting tools and behavioral monitoring capabilities that support early identification of potentially risky gaming patterns. The Group promotes responsible gaming through targeted in-platform messaging and awareness initiatives aimed at encouraging informed and controlled participation. Resources are allocated to responsible gaming training programs, continuous monitoring of gaming activity, and the enhancement of player protection features across products and services. [S4-4 37] The Group also aligns its responsible gaming framework with international standards and regulatory requirements and collaborates with regulators, consumer protection organizations and responsible gaming stakeholders to strengthen preventive safeguards and improve operational practices. To strengthen its commitment, Bally’s Intralot invests in research, responsible gaming initiatives, and collaborative efforts with industry regulators to refine and improve safety measures. Moreover, processes to identify actions needed in response potential negative impact on players, are available 438
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 in section “Processes to remediate negative impacts and channels for consumers and end-users to raise concerns [S4-3]”. [S4-4 31 a, AR 25, 26] [S4-4 32 a, b] Through these measures, as well as by aligning its responsible gaming policies with global best practices and regulatory requirements, Bally’s Intralot seeks to mitigate the risk of gambling-related harm and reduce associated business risks, including potential regulatory scrutiny, financial penalties, reputational damage and impacts on stakeholder trust and long-term business sustainability. [S4-4 33 a, AR 37, AR 38, AR 40] [S4-4 34, AR 29] Accessible Gaming and Inclusive User Experience Bally’s Intralot supports product accessibility for individuals with disabilities by developing inclusive customer facing product solutions such as Vending Machines and Self-Service Terminals with adaptive features. These efforts foster social equity and inclusiveness, ensuring that all players can participate on equal terms. The Group dedicates resources to accessibility enhancements, user- friendly interface design, and ongoing testing to improve inclusivity in its gaming platforms. [S4-4 31 c] [S4-4 37] System Reliability and Security Bally’s Intralot implements technology and operational measures that ensure the integrity, security and reliability of its platforms and data. The Group deploys secure authentication mechanisms, encryption protocols and advanced cybersecurity infrastructure to protect system access and maintain the integrity of gaming transactions and information provided to operators and players. These measures are supported by ongoing investments in secure platform development, real-time monitoring systems and specialised information security technologies. The Group maintains comprehensive data protection and information security practices aligned with applicable regulatory requirements and recognized international standards, supported by dedicated compliance resources and staff training programs. In addition, a 24/7 Service Desk provides continuous technical support and incident management, enabling timely resolution of system issues and supporting uninterrupted, reliable service delivery. The Service Desk, aligned with ISO 20000:2018 regulations, serves as a central point of contact for IT and application support. To maintain this service, Bally’s Intralot allocates resources to round-the-clock operations, skilled IT support teams, and advanced customer service tools. [S4-4 31 c] 439
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 These actions strengthen customer and partner confidence in the Group’s technology solutions and support operational stability in diverse regulatory environments, pursuing a financial opportunity. [S4-4 33 b, AR 37, AR 38, AR 40] Tracking the effectiveness of actions Bally’s Intralot actively engages with its stakeholders through a variety of communication channels, ensuring open and ongoing dialogue. To further enhance its customer relationships and assess the effectiveness of its interactions, the Group is currently exploring the development of a comprehensive customer survey. This survey will be designed to gather valuable feedback from customers, enabling Bally’s Intralot to better understand their experiences, identify areas for improvement, and refine its approach to customer engagement. [S4-4 31 d, AR 30, AR 31, AR 32] Metrics and targets Targets [S4-5] Bally’s Intralot has not yet established time-bound and outcome-oriented targets for managing its material impacts, risks, and opportunities on consumers and end-users. However, the Group is committed to establishing clear KPIs and monitoring mechanisms to assess the effectiveness of its policies and activities. This process is set to be implemented in the coming years, with concrete steps planned for future reporting cycles. [MDR-T 81 b] 440
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 GOVERNANCE Business Conduct [G1] Governance The role of the administrative, supervisory and management bodies [GOV-1] Bally's Intralot S.A. (“Bally’s Intralot”) is committed to modern principles of Corporate Governance, a system of laws, rules, procedures and sound approaches by which corporations are managed and controlled, in accordance with applicable Greek legislation and international best practices. Bally’s Intralot has adopted voluntarily the Hellenic Corporate Governance Code-HCGC, issued by the Hellenic Corporate Governance Council-HCGC (June 2021). Furthermore, Bally’s Intralot S.A. has adopted a detailed Internal Regulation, in accordance with article 14 par. 2 of Law 4706/2020, that defines the organizational structure, the roles of the organizational units, the standing committees of the Company, as well as their responsibilities. In the context of the Group’s recent expansion following acquisition of the International Interactive business of Bally’s which was completed during the reporting period (the “Transaction”), the Internal Regulation is subject to further review and progressive alignment to ensure consistent application across the expanded Group structure. The Board of Directors (BoD) and the established committees at Bally’s Intralot oversee the processes involved in maintaining and upholding the Group’s business conduct practices. Following the Transaction which was completed during the reporting period, this oversight has been extended to the newly acquired entities, which are being progressively integrated into Bally’s Intralot Group’s governance framework. The Group is currently developing methods for tracking the implementation and effectiveness of governance policies and actions across the expanded organizational structure and will proceed with the necessary adjustments and updates to its policies and procedures related to corporate governance, to reflect this new structure. The BoD is responsible for strategic decision-making, managing corporate affairs, and guiding the Group's new long-term strategy, ensuring that stakeholder relationships are appropriately considered in decision-making processes as a core element of responsible business conduct. The BoD approves and reviews the regulations and policies governing responsible operations, sets standards for ethical behavior and oversees their consistent application, including throughout the integration of newly acquired operations. 441
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 The members of the BoD, while having the authority to approve policies and procedures related to organizational and operational matters, work within the framework established by the committees to maintain a high standard of business conduct. Collectively, the committees support the oversight of ethical practices, effective risk management and the alignment of operations with the Group’s strategic objectives and values across all entities: The Audit Committee strengthens accountability through monitoring internal controls, quality assurance and risk management system, financial and sustainability reporting and compliance. The Remuneration and BoD Nominations Committee shortlists candidates for leadership roles, underlining expertise among others and ensures fair and transparent compensation practices in accordance with Bally’s Intralot’s policy. These bodies ensure that business conduct reflects the Group's goals, values, and commitment to long-term sustainability. The expertise of the administrative, management and supervisory bodies on business conduct matters is ensured through a robust Suitability Policy, which was revised and approved by the Ordinary General Meeting of Shareholders on 28 August 2025. The Suitability Policy of Bally’s Intralot is in line with the applicable provisions of Greek law on corporate governance and the directives of the Hellenic Capital Market Commission. Following the Transaction, the Suitability Policy may be subject to a further review and progressive alignment at Group level, ensuring consistent application across all subsidiaries. The Suitability Policy defines general principles and guidelines for the Remuneration and BoD Nominations Committee to select, evaluate and propose candidate members for election to the Board, as well as the criteria for the evaluation of the personal and collective suitability of BoD members. The Suitability Policy aims to ensure quality staffing, effective operation and fulfillment of the role of the Board of Directors, based on the overall strategy and medium- and long-term business objectives. This policy also ensures that the collective expertise of the BoD covers key areas such as technology, strategic management, financial reporting, auditing, and risk management. Diversity in expertise is essential for addressing complex business conduct matters and ensuring that the Group's operations align with its values and strategic objectives. The Remuneration & BoD Nominations Committee assists the BoD in the performance of their duties, by designing remuneration policies and, implementing the Suitability Policy, finding suitable persons to be elected as members of the BoD and proposing candidates for election to the BoD. Detailed resumes of BoD members, showcasing their expertise, are publicly accessible on Bally’s Intralot's website, alongside the Suitability Policy itself. For more information regarding the administrative, management and supervisory bodies, as well as their expertise, please refer to the Corporate Governance Statement. [GOV-1 5 a] [GOV-1 5 b] 442
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Corporate culture and Business conduct policies [G1-1] Bally’s Intralot promotes a strong corporate culture and responsible business practices through a framework of clearly defined policies and procedures governing its activities. Among them lies the Code of Conduct, which underlines the Group's commitment to integrity, transparency and ethical conduct in all its activities. Other policies, such as the Whistleblowing Policy, the Anti-Corruption policy and the Anti-Money Laundering Policy, further support these commitments by addressing specific aspects of business conduct. Together these policies and practices demonstrate Bally's Intralot’s commitment to building trust and fostering strong relationships with stakeholders as well as promoting ethical behavior. The Group cultivates its corporate culture through a structured approach, encompassing policies focused on ethical conduct, transparency, employee engagement and integrity across its operations and value chain. Following the Transaction, the Group actively monitors processes to support the progressive integration of its expanded operations and is in the process of progressively updating and harmonizing its corporate governance policies, expanding their scope to newly acquired entities and further strengthening a coherent and consistent framework of corporate culture and ethical governance. These processes include the alignment of governance structures, and the evaluation of management practices across subsidiaries. The Group tracks policy adoption and feedback from internal communication channels to assess the effectiveness of integration efforts. Through this structured approach, the Group aims to promote a consistent corporate culture, strengthen collaboration across entities and reduce the likelihood of employee turnover, duplication of processes and increased integration or governance costs. Ongoing oversight by central functions and governance bodies supports the timely identification of gaps and the implementation of corrective actions, contributing to operational efficiency and a coherent organizational framework across the Group. Corporate Governance Code The Corporate Governance Code is a set of principles introducing self-regulation provisions, sometimes exceeding the mandatory provisions of the law. It is based on the acceptance and implementation of rules recorded as specific practices, which govern the administration, monitoring, and control of corporate functions, as well as relationships with shareholders and stakeholders (e.g., suppliers, customers, public administration). Additionally, it facilitates the achievement of goals and the management of emergent risks. 443
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Through the principles of the Corporate Governance Code, the aim is to facilitate the application of the above principles, enhance the credibility of the Greek capital market, and improve the competitiveness of the businesses, aiming to increase transparency. A comprehensive corporate governance framework contributes to the mitigation of risks of non-compliance and potential fines, enhances brand reputation, and improves stakeholder trust. This proactive approach can lead to operational efficiencies, attract socially conscious investors to building trust in the business environment and can bridge the interests of businesses, citizens, and society in an effective and beneficial way. Bally’s Intralot has voluntarily adopted the Hellenic Corporate Governance Code 2021 which is available on the Group's corporate website. Whistleblowing policy In Bally’s Intralot there are clearly defined mechanisms to identify, report and investigate concerns regarding unlawful behavior or breaches of its Code Conduct or any other violation according to the EU standards. In compliance with the Regulations, Codes, Policies and Procedures of Bally's Intralot Group, its shareholders, employees, clients, suppliers and any partners of the Group are encouraged to submit reports or complaints for incidents of illegal behavior, mismanagement, or severe misconduct -noncompliance with the regulations, policies and procedures of the Group. Any reports or complaints may be submitted, either anonymously or by name, through a dedicated e- mail, a letter or via an online form, following the Group’s policies and procedures. Bally’s Intralot mandates that all employees and representatives maintain honesty and integrity in their duties, adhere to internal policies, and comply with all relevant laws and regulations. To support this, Bally’s Intralot has established a Whistleblowing Corporate Policy. This policy encourages members of the BoD, management, employees, customers, suppliers, and partners to report criminal activities, suspected illegal conduct, and significant irregularities or violations of Group policies and procedures. The Whistleblowing Corporate Policy aims to foster an environment where individuals feel safe to raise concerns regarding suspected illegal or unethical conduct or practices or violations of Bally’s Intralot’s policies on a confidential and, if desired, anonymous basis. It also seeks to protect individuals from retaliation for raising such concerns, ensuring that they can report issues without fear of retribution. Furthermore, the policy establishes clear procedures for Bally’s Intralot to receive, investigate, and address reported concerns, and to correct inappropriate conduct and actions. 444
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 To ensure that employees are well-informed about whistleblowing and ethical business conduct, Bally’s Intralot provides structured training and continuous communication. New hires undergo classroom training on the Whistleblower Policy during their induction, while all staff members have access to e-learning modules that cover anti-corruption policies. Additionally, Bally’s Intralot maintains ongoing awareness and compliance through regular email updates, newsletters, and policy communications, reinforcing the importance of whistleblower protections and reporting mechanisms. Due to the ongoing harmonization of the acquired subsidiaries, a consistent application of this dedicated training across all Bally’s Intralot subsidiaries is expected to be achieved by the end of 2026. Through its Whistleblowing Policy, Bally’s Intralot promotes a culture of transparency and accountability. By safeguarding employees who report unethical or illegal activities, the Group enhances operational efficiency by addressing potential issues early and reducing risks. Reputationally, Bally’s Intralot strengthens its image as a responsible and ethical organization, fostering greater trust with stakeholders, investors, and customers. Legally, it mitigates the risk of lawsuits or penalties related to non-compliance with regulations concerning corporate governance and ethical conduct. Following the Transaction, the extension and active communication of the Policy across the expanded network of subsidiaries is being progressed as part of the Group’s ongoing alignment and integration process and is expected to be achieved by the end of 2026. Any necessary updates to the policy will also be incorporated to reflect the broader organizational scope and ensure consistent application across all entities. [G1-1 10 a] [G1-1 10 c] Anti-Corruption Policy The Group has adopted an Anti-Corruption Policy, which sets out clear commitments and prohibitions applicable to its employees. The policy is publicly available on the corporate website and applies to the Group’s operations. Following the Transaction, the extension and active communication of the policy across the expanded partner network is being addressed as part of the Group’s ongoing alignment and integration process. To ensure swift action, the Group requires third parties to promptly certify their ongoing compliance with relevant laws whenever requested. Additionally, third parties must immediately report any pending or ongoing investigations related to bribery or corruption. This immediate reporting mechanism allows the Group to address potential issues without delay. 445
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Independence in the investigation process is maintained through the formalization of all third-party relationships involving government officials via written contracts. These contracts include clauses that ensure adherence to anti-corruption laws. The Legal Department plays a crucial role in drafting and reviewing these agreements, providing independent oversight and helping to avoid conflicts of interest. Objectivity is further supported by the Group's right to audit the books and records of third parties to ensure compliance with the terms of the agreement. This auditing process is conducted independently, focusing on the evidence provided by third parties. The requirement for detailed accounting of all payments made by third parties or their agents on behalf of the Group ensures transparency and supports an objective investigation. Third parties are also required to cooperate fully with the Group by providing any necessary information to assure their integrity and reputation. This includes disclosing any background, history, or reputation that may be deemed unsuitable under industry standards. Such transparency ensures accountability and supports an objective investigation process. If a regulatory agency informs the Group that its business with a third party jeopardizes its licensing or ability to participate in tenders or contracts, the agreement will be terminated unless a remedy is implemented within thirty calendar days, in accordance with the applicable contractual terms. This clause ensures that corrective actions are taken promptly to address any identified issues. [G1-1 7] [G1-1 10 e] The Policy includes references to internationally recognized anti-corruption frameworks, including the United Nations Convention against Corruption, acknowledging their role in promoting global standards for integrity and transparency. However, the Policy does not explicitly state that it has been formally designed to ensure full alignment with, or direct adoption of, the provisions of the Convention. [G1-1 10 b] New Employee Training on Business Ethics Bally’s Intralot is committed to designing, implementing, evaluating, and continuously improving its employee training programs, taking into account the ongoing integration and harmonization process following the Transaction, in collaboration with the People Development Department and the Responsible Gaming Committee. The training program for employees at Bally’s Intralot focuses on Responsible Gaming practices and aims to ensure that they maintain the highest possible standards. 446
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 As part of their induction, new employees within the Group’s existing operations undergo a comprehensive course on Responsible Gaming to understand its principles, policies, and practices. This initial training is crucial for embedding the core values of honesty and integrity from the outset. To enhance general employee awareness, Bally’s Intralot provides all employees, across the core operating entities with a Responsible Gaming Quick Reference Card, informative emails highlighting the importance of Responsible Gaming, access to relevant materials including a leaflet on the corporate intranet, and a detailed e-learning course on Responsible Gaming. Additionally, role-specific training is conducted annually for employees in key departments such as Customer Experience and Human Resources where applicable. This specialized training ensures that these employees remain well-informed and understand the significance of Responsible Gaming in their specific roles. The training programs developed through this partnership focus on raising awareness, dispelling myths, and familiarizing employees with Responsible Gaming practices. To ensure the effectiveness of the training, Bally’s Intralot also includes assessments as part of its established training framework to test employees' knowledge and understanding of the material covered. The training content will be reviewed and updated where necessary to reflect the broader organizational scope after the Transaction, and will be implemented in a harmonized manner across all newly integrated entities to ensure consistent understanding and application of the Group’s ethical standards. [G1-1 9, AR 1] [G1-1 10 g] Corporate Mechanisms at Risk While compliance with the Anti-Corruption Policy is mandatory for all employees, certain roles within Bally’s Intralot are particularly vulnerable to risks associated with corruption and bribery. BoD members, senior management, and employees operating in high-risk departments (e.g. traders) and in high-risk countries are especially susceptible, especially when they engage with government officials. These individuals are crucial in maintaining the integrity and ethical standards of the Group, as their positions often expose them to corruption pressures. Procedures to investigate business conduct incidents Beyond the procedures to follow-up on reports by whistleblowers in accordance with the applicable law and the Whistleblowing Policy, Bally’s Intralot also has procedures in place to investigate business conduct incidents, including incidents of corruption and bribery, in a timely, independent 447
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 and objective manner, taking into account the Group’s operating structure and the ongoing integration process following the recent acquisition. It is also worth mentioning that according to Bally’s Intralot S.A.'s Summary of Internal Regulation, the Company has adopted a Regulatory Compliance System for identifying, addressing, preventing and monitoring regulatory compliance issues. The Regulatory Compliance System applies to the Company’s core operations and may be aligned and extended within 2026, as appropriate, across the expanded Group following the Transaction. The main mission of the Regulatory Compliance System is to establish and implement appropriate and updated policies and procedures for achieving compliance by assessing the complexity and nature of the Company’s activities in the existing operating model, and, where applicable, in the context of newly integrated activities and entities, as well as when designing new activities and products, and when forming third party relationships, among others. [G1-1 10 e] Management of relationships with suppliers [G1-2] Bally’s Intralot is dedicated to fostering responsible procurement by implementing thorough policies and procedures to evaluate and oversee its suppliers. During the current reporting period, following the acquisition of Bally’s by INTRALOT, certain practices and controls are in a process of gradual alignment at Group level. The Group diligently identifies potential risks and areas for improvement within its supply chain, working closely with suppliers to adopt best practices and sustainability initiatives. Bally’s Intralot also motivates its suppliers to integrate responsible procurement practices into their own operations. To further its commitment to sustainability, where applicable, Bally’s Intralot sources environmentally friendly products and services, such as renewable energy, sustainable packaging, and energy-efficient equipment, thereby reducing the environmental footprint of its supply chain. The Group adheres to the Restriction of Hazardous Substances (RoHS) Directive 2002/95/EC for all terminals and requires European suppliers to comply with the Waste Electrical and Electronic Equipment (WEEE) Directive 2002/96/EC. [G1-2 15 a, AR 2, AR 3] Supplier Selection Bally’s Intralot employs standardized procedures for supplier collaborations and purchasing processes across its entire product chain. These procedures are being progressively harmonized across the Group and include a detailed procurement policy that outlines step-by-step procedures, supplier requirements, and necessary documentation to ensure fairness and compliance. Audits of procurement processes verify that the Group selects the most qualified vendors and service providers. Additionally, a non-discrimination policy during the procurement process ensures that supplier selection is based solely on financial and technical evaluation, irrespective of race, color, 448
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 gender, sexual orientation, religion, disability, age, ancestry, or national or ethnic origin, in line with Bally’s Intralot’s Procurement Policy. By following these procedures, Bally’s Intralot ensures that its procurement practices are transparent, responsible, and compliant with relevant laws and regulations. In addition, by including local suppliers in the bidding process alongside international ones, the Group aims to support the local economy and promote domestic business growth, encouraging economic sustainability. Procurement Policy Bally’s Intralot's current Procurement Policy does not yet incorporate specific ESG criteria for supplier evaluation at Group level, though the Group recognizes the importance of integrating such measures. While general assessments of key social and financial factors are performed, there is no dedicated focus on ESG performance. This gap could impede progress towards environmental sustainability and social justice. Efforts are currently underway to incorporate ESG criteria into the Policy. Following the Transaction, the extension and active communication of the Policy across the expanded network of subsidiaries is being progressed as part of the Group’s ongoing alignment and integration process and is expected to be achieved by the end of 2026. Any necessary updates to the policy will also be incorporated to reflect the broader organizational scope and ensure consistent application across all entities. Supplier Performance Monitoring To maintain the quality of its products and services, Bally’s Intralot regularly monitors the performance of its suppliers. During the current reporting period, and following the acquisition of Bally’s by INTRALOT, supplier performance monitoring practices are in a process of progressive alignment at Group level. This monitoring process includes financial and technical quality control assessments for each order. Subcontractor evaluations are based on specific criteria such as financial stability, technical capabilities, quality of deliverables, infrastructure deployment, system performance, and incident records from the Global Service Desk. Through these regular evaluations, Bally’s Intralot ensures that its suppliers and subcontractors meet the Group’s quality and performance standards, thereby delivering high-quality products and services to its customers. Where relevant and applicable, this approach reinforces Bally’s Intralot’s commitment to responsible and sustainable procurement practices and helps maintain the integrity and reputation of its supply chain. Additionally, Bally’s Intralot conducts due diligence on suppliers’ financial data. The identification of suppliers with actual or potential negative environmental, labour practices, 449
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 human rights, or social impacts is incorporated into the supplier Know Your Customer (KYC) process. This integration ensures that the Group evaluates and addresses these risks within standard supplier assessment procedures. [G1-2 15 b, AR 2, AR 3] Payments to Suppliers At Bally’s Intralot, payments to suppliers are governed by a formal Payment Policy, which sets out the procedures and timelines for payments to vendors, suppliers and employees, ensuring transparency, consistency and appropriate financial control across the Group’s operations. According to the Policy, standard payment terms generally provide for 60 days or more for Greek vendors and 30 days or more for international vendors, unless otherwise approved. Operational departments are not authorized to negotiate alternative payment terms or establish special arrangements with suppliers and any deviations from the established procedures require prior written approval from the Group CFO, ensuring appropriate oversight. The Policy also establishes defined payment schedules to ensure predictability and efficient processing. Payments to domestic suppliers are typically executed on the 5th and 20th of each month, while payments to international suppliers are processed on the 10th and 25th of each month. Down payments to suppliers are generally processed on a weekly basis, subject to the required approvals, while payments to customs authorities are made upon request where applicable. Following the recent expansion of the Group, payment practices will be progressively harmonized across subsidiaries to ensure consistent application of the Policy. Through these structured procedures, the Group aims to maintain fair, transparent and predictable payment practices, supporting reliable supplier relationships and contributing to the stability of its supply chain. While the Payment Policy establishes standardized payment terms, there is no formal prioritization of specific supplier categories at Group level. Nevertheless, Bally’s Intralot may informally provide operational flexibility for small and medium-sized enterprises (SMEs) by facilitating expedited payments upon request, where feasible and subject to internal approval procedures, recognizing the potential cash-flow constraints faced by smaller suppliers. Although the Group has not adopted a dedicated policy specifically addressing the prevention of late payments, the implementation of structured payment procedures and the consistent application of established payment schedules support timely payment practices. This approach contributes to maintaining transparent relationships with suppliers, supports supply chain stability and reliability, and strengthens trust with business partners, including SMEs. [G1-2 14, AR 2, AR 3] 450
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Prevention and detection of corruption and bribery [G1-3] Bally’s Intralot Anti-Corruption Regulation imposes strict restrictions on bribery and unfair practices. Anyone involved in acts of corruption is immediately removed from the Group, regardless of any criminal liabilities. The same principles apply with regard to the newly acquired entities following the Transaction. Bally’s Intralot is committed to thoroughly investigating all breaches of its Anti-Corruption Policy. Employees, officers, or directors who have concerns about possible bribery or corruption can report them to the Human Resources Department and the Internal Audit Unit, in line with the Bally’s Intralot Group Code of Conduct as applicable. Reports can be made anonymously or with identification, and confidentiality is maintained in all cases. [G1-3 18 a, AR 5, AR 6] In addition, Bally’s Intralot has established and implements a Whistleblowing mechanism. Employees can report actual or potential incidents of corruption via a letter, a dedicated email address, or an online whistleblowing tool. These reports are sent to Bally’s Intralot Chief Legal Counsel, who has also been appointed as Compliance Officer. The Whistleblowing Policy ensures the protection of employees who submit reports, preventing any retaliatory actions against them. Any such action is considered a violation of the Group's Code of Conduct and the Code of Corporate Governance. Reports of potential breaches are received and initially assessed by the Compliance Officer in accordance with the Group’s Whistleblowing Policy. Where the Compliance Officer is the subject of the report, or where the Reporting Individual is not comfortable reporting the Information on Breaches to the Compliance Officer, the matter may be reported to another designated officer. Investigations are conducted within the existing management structure, and the outcomes are reported to the relevant administrative, management, or supervisory bodies to ensure oversight, objectivity, and appropriate handling of the matter where necessary. As such, investigations are conducted within the existing management structure and are not structurally separate from the chain of management, although escalation mechanisms are provided to safeguard objectivity and appropriate handling of the matter. [G1-3 18 b] [G1-3 18 c] (referenced in [G1-1 10 a, G1-1 10 c, G1-1 10 e]) Anti-Corruption Policy Bally’s Intralot places a high value on honesty and integrity in all its operations, business dealings, and management practices. The Group is firmly committed to preventing and addressing corruption, 451
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 ensuring full compliance with anti-corruption legislation. Bally’s Intralot's esteemed reputation is built not only on its products but also on these core values, which have led to the establishment of a robust Group Anti-Corruption Policy. This policy, which applies to all employees, outlines the Group's position on corruption, business transactions, procurement processes, gifts, and political donations. In line with the Group’s Code of Conduct, employees, officers and directors are encouraged to promptly report any concerns or suspicions related to bribery or corruption to the Human Resources Department and the Internal Audit Unit. Reports may be submitted either on a named or anonymous basis, with confidentiality safeguarded in all cases. The Group is committed to thoroughly reviewing and investigating all reported cases of potential breaches of Anti-Corruption Policy. The parent company (Bally’s Intralot) is notably one of the few gaming companies certified with ISO 37001 for its Anti-Bribery Management System, which enhances transparency and combats bribery. The Group also ensures that its suppliers adhere to anti-corruption principles through comprehensive risk assessments before any business engagement. The policy is accessible to employees via the Group intranet, with no reported incidents to date. Based on the Group’s current risk assessment, no functions have been identified as being at heightened risk of corruption. While no standalone training programs are currently in place, the Anti- Corruption Policy is communicated during employee induction and forms part of the broader ethical framework of the Group. The implementation of anti-corruption and anti-bribery mechanisms significantly mitigates financial and reputational risks. The absence of recorded incidents further bolsters Bally’s Intralot's image as a transparent and trustworthy entity. Although expanding training programs may involve additional costs, these are likely to be outweighed by the long-term benefits of maintaining high ethical standards. As part of the Group’s ongoing organizational alignment following recent corporate developments, the Policy is being progressively extended and actively communicated across the broader network of subsidiaries. The Anti-Corruption Policy is subject to periodic review and, where required, updates to reflect the expanded organizational scope, supporting its harmonized implementation across all entities and ensuring a consistent understanding and application of the Group’s ethical standards. [G1-3 20] [G1-3 21 a] [G1-3 21 c] 452
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Anti-Money Laundering Policy Bally’s Intralot has put in place detailed guidelines to protect its global operations from being misused for money laundering. These guidelines aim to minimize the risk of the Group's products being involved in illegal financial activities, and adherence to these guidelines is mandatory for all employees. To detect and prevent potential money laundering, Bally’s Intralot uses stringent measures such as Know Your Customer (KYC) protocols, comprehensive due diligence, and ongoing monitoring of gambling activities. Bally’s Intralot’s entities are required to assess their exposure to money laundering risks by evaluating the ways in which their activities could potentially be involved in such practices. This assessment follows a structured approach whereby entities identify, analyze and understand relevant risks, including the nature of potential criminal activities, business vulnerabilities and the possible consequences. Based on this analysis, entities determine what constitutes a money laundering threat in their specific operating context and prioritize appropriate mitigation measures accordingly. Since the Compliance Officer is responsible for the correct implementation of the Anti-Money Laundering Policy, informs without delay the Greek Anti-Money Laundering Authority for any report related to proceeds of criminal activity or terrorist financing and provides the Greek Anti-Money Laundering Authority and other public authorities, upon their request, all required information and evidence. By operating with transparency and ethical standards, the Group actively shields its global operations from illicit financial misuse. This dedication not only upholds Bally’s Intralot's integrity but also ensures that its services comply with the highest standards, thereby protecting its reputation and building trust with stakeholders. Bally’s Intralot provides comprehensive Anti-Bribery and Anti-Corruption training, as part of its broader compliance framework, to help employees recognize and mitigate risks associated with unethical practices. All new hires must complete an interactive Anti-Bribery and Anti-Corruption eCourse available on the Corporate eLearning Platform. This training covers key concepts such as defining bribery and corruption, understanding the implications of accepting gifts, and identifying high-risk scenarios. Employees validate their understanding through a quiz and receive a certificate and digital badge upon successful completion. 453
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Specialized compliance training is offered to employees in high-risk roles, such as procurement, finance, and sales, covering due diligence processes, third-party risk management, and procedures for escalating suspected violations. Senior executives and key decision-makers also participate in refresher trainings and courses on regulatory compliance. However, the percentage of functions-at- risk covered by training programs has not been calculated. By embedding anti-corruption principles into its corporate culture, Bally’s Intralot reinforces its commitment to integrity, protects its operations from legal and reputational risks, and strengthens trust with stakeholders, investors, and regulatory bodies. Implementing these measures greatly reduces the risk of non-compliance with anti-money laundering laws, thereby avoiding potential fines and legal costs associated with regulatory violations. This approach secures financial stability and showcases the Group's strong commitment to ethical practices. Additionally, it can attract investors and stakeholders who value governance and compliance. Following the Transaction and as part of the Group’s ongoing organizational alignment, Anti-Money Laundering guidelines are under review and may be updated as necessary to reflect the expanded organizational scope. The Group aims to progressively harmonize Anti-Money Laundering guidelines and controls across all integrated entities, ensuring a consistent and risk-based approach, while remaining compliant with local regulatory requirements. [G1-3 20] [G1-3 21 a] [G1-3 21 b] [G1-3 21 c] Metrics, targets, and actions Bally’s Intralot is committed to tracking the effectiveness of its policies and actions related to sustainability, even though it has not yet set measurable targets for managing its material sustainability impacts, risks, and opportunities. The Group employs various processes to monitor progress, including qualitative and quantitative indicators that assess the level of ambition and measure progress from a defined base period. Bally’s Intralot is currently evaluating the necessity and feasibility of establishing specific targets and aims to define a timeframe for their implementation taking also into consideration the expanded organizational scope following the Transaction. [ESRS 2 81] Confirmed incidents of corruption or bribery [G1-4] During the reporting period, Bally’s Intralot was not involved in any confirmed incidents of corruption or bribery, and no convictions, fines or penalties were imposed by courts or competent authorities 454
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 for violations of applicable anti-corruption and anti-bribery legislation. Accordingly, no remediation actions were required in relation to breaches of relevant procedures or standards. The Group maintains a zero-tolerance approach to corruption and bribery and has established policies, controls and reporting mechanisms designed to prevent, detect and address such incidents should they arise, supporting a culture of integrity and transparency across its operations. [G1-4 24 a, b, AR 8] [G1-4 25] Payment practices [G1-6] Bally’s Intralot is dedicated to ethical business practices, ensuring prompt payments to all suppliers, including small and medium-sized enterprises (SMEs) in accordance with agreed contractual terms and established financial procedures. Recognizing the importance of SMEs in the economic landscape, Bally’s Intralot maintains timely payments to support their financial stability and growth. This practice helps to build reliable and efficient supply chains, fostering mutual trust and cooperation between Bally’s Intralot and its suppliers. ESRS Supplier payment metrics Unit 2025 2024 Indicator Average time the Group takes to pay an invoice from the date when 34 35 the contractual or statutory term [G1-6 33 a] Days 23.83 9.9 of payment starts to be calculated, in number of days Percentage of the Group's Not payments aligned with the above [G1-6 33 b] % 85.41 available standard terms Number of legal proceedings currently outstanding for late [G1-6 33 c] No. 0 0 payments 34 During the current reporting period, additional subsidiaries of Bally’s Intralot Group provided data for the calculation of the indicator, resulting in a more comprehensive and representative consolidated figure at Group level. 35 The average is calculated using internally generated data from each subsidiary, rather than a standardized procedure. 455
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 Appendices [IRO-2] List of disclosure requirements The tables below summarize all ESRS disclosure requirements from ESRS 2, along with relevant topical standards that have influenced the development of the Sustainability Statement. The disclosure requirements for topical standards E2, E3, E4, E5 and S2 are excluded, as they did not emerge as material topics of the Group, based on the current year’s DMA for the reporting year. These tables serve as a guide to identify information on specific disclosure requirements. ESRS 2 General Requirements Section ESRS 2 General basis for preparation of the About this report [BP-1] BP-1 sustainability statement ESRS 2 Disclosures in relation to specific circumstances Additional information [BP-2] BP-2 ESRS 2 The role of the administrative, management and The role of the BoD [GOV-1] GOV-1 supervisory bodies Information provided to and sustainability ESRS 2 matters addressed by the undertaking’s Oversight of sustainability matters [GOV-2] GOV-2 administrative, management and supervisory bodies ESRS 2 Integration of sustainability-related performance Incentive Schemes [GOV-3] GOV-3 in incentive schemes ESRS 2 Statement on sustainability due diligence Due diligence [GOV-4] GOV-4 ESRS 2 Risk management and internal controls over Risk management and internal controls GOV-5 sustainability reporting [GOV-5] ESRS 2 Strategy, business model and value chain Strategy, business model and value chain SBM-1 [SBM-1] ESRS 2 Interests and views of stakeholders Interests and views of stakeholders [SBM-2] SBM-2 Material impacts, risks and opportunities and ESRS 2 Material impacts, risks and opportunities their interaction with strategy and business SBM-3 [SBM-3] model ESRS 2 Description of the process to identify and assess Identification of material impact, risks and IRO-1 material impacts, risks, and opportunities opportunities [IRO-1] ESRS 2 Disclosure requirements in ESRS covered by the Appendices [IRO-2] IRO-2 undertaking’s sustainability statement ESRS 2 General Requirements Section Description of the processes to identify and ESRS 2, Description of the processes to identify and assess material pollution-related impacts, risks, IRO-1 assess material pollution-, water- and and opportunities 456
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 ESRS 2 General Requirements Section biodiversity-related impacts, risks, and opportunities [Ε2 IRO-1] [Ε3 IRO-1] [Ε4 IRO-1] Description of the processes to identify and Description of the processes to identify and ESRS 2, assess material pollution-, water- and assess material water and marine resources- IRO-1 biodiversity-related impacts, risks, and related impacts, risks, and opportunities opportunities [Ε2 IRO-1] [Ε3 IRO-1] [Ε4 IRO-1] Description of the processes to identify and Description of the processes to identify and ESRS 2, assess material pollution-, water- and assess material biodiversity and ecosystem- IRO-1 biodiversity-related impacts, risks, and related impacts, risks, and opportunities opportunities [Ε2 IRO-1] [Ε3 IRO-1] [Ε4 IRO-1] Description of the processes to identify and Description of the processes to identify and ESRS 2, assess material resource use and circular assess material resource use and circular IRO-1 economy-related impacts, risks, and economy-related impacts, risks, and opportunities opportunities [Ε5 IRO-1] ESRS E1 Climate Change Section Climate Change [E1] / Integration of ESRS 2, Integration of sustainability-related sustainability-related performance in GOV-3 performance in incentive schemes incentive schemes [E1.GOV-3] Climate Change [E1] / Transition plan for E1-1 Transition plan for climate change mitigation climate change [E1-1] Material impacts, risks and opportunities, and ESRS 2, Climate Change [E1] / Material impacts, risks their interaction with strategy and business SBM-3 and opportunities [E1.SBM-3] model Description of the processes to identify and Description of the processes to identify and ESRS 2, assess material climate-related impacts, risks, assess material climate-related impacts, IRO-1 and opportunities risks, and opportunities [Ε1 IRO-1] Policies related to climate change mitigation E1-2 Climate Change [E1] / Policies [E1-2] and adaptation Actions and resources in relation to climate E1-3 Climate Change [E1] / Actions [E1-3] change policies Targets related to climate change mitigation E1-4 Climate Change [E1] / Targets [E1-4] and adaptation Climate Change [E1] / Energy consumption E1-5 Energy consumption and mix and mix [E1-5] Climate Change [E1] / Gross Scopes 1, 2, 3 E1-6 Gross Scopes 1, 2, 3 and total GHG emissions and total GHG emissions [E1-6] Anticipated financial effects from material E1-9 physical and transition risks and potential Phased-in climate-related opportunities 457
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 ESRS S1 Own Workforce Section/ report ESRS 2, Interests and views of stakeholders Interests and views of stakeholders [SBM-2] SBM-2 Material impacts, risks and opportunities and ESRS 2, Own workforce [S1] / Material impacts, risks their interaction with strategy and business SBM-3 and opportunities [S1.SBM-3] model S1-1 Policies related to own workforce Own workforce [S1] / Policies [S1-1] Own workforce [S1] / Processes for engaging Processes for engaging with own workers and S1-2 with own workforce and workers’ workers’ representatives about impacts representatives about impacts [S1-2] Own workforce [S1] / Processes to remediate Processes to remediate negative impacts and S1-3 negative impacts and channels for own channels for own workers to raise concerns workforce to raise concerns [S1-3] Taking action on material impacts on own workforce, and approaches to mitigating S1-4 material risks and pursuing material Own workforce [S1] / Actions [S1-4] opportunities related to own workforce, and effectiveness of those actions Targets related to managing material negative S1-5 impacts, advancing positive impacts, and Own workforce [S1] / Targets [S1-5] managing material risks and opportunities Own workforce [S1] / Characteristics of the S1-6 Characteristics of the undertaking’s employees undertaking’s employees [S1-6] Own workforce [S1] / Characteristics of non- Characteristics of non-employee workers in the S1-7 employee workers in the undertaking’s own undertaking’s own workforce workforce [S1-7] Collective bargaining coverage and social Own workforce [S1] / Collective bargaining S1-8 dialogue coverage and social dialogue [S1-8] S1-9 Diversity metrics Own workforce [S1] / Diversity metrics [S1-9] S1-10 Adequate wages Own workforce [S1] / Adequate wages [S1-10] Own workforce [S1] / Social protection [S1- S1-11 Social Protection 11] Own workforce [S1] / Persons with S1-12 Persons with disabilities disabilities [S1-12] Own workforce [S1] / Training and skills S1-13 Training and skills development metrics development metrics [S1-13] Own workforce [S1] / Health and safety S1-14 Health and safety metrics metrics [S1-14] Own workforce [S1] / Work-life balance S1-15 Work-life balance metrics metrics [S1-15] Remuneration metrics (pay gap and total Own workforce [S1] / Compensation metrics S1-16 compensation) (gender pay gap) [S1-16] Incidents, complaints and severe human rights Own workforce [S1] / Incidents, complaints S1-17 impacts and severe human rights impacts [S1-17] 458
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 ESRS S3 Affected communities Section/ report ESRS 2, Interests and views of stakeholders Interests and views of stakeholders [SBM-2] SBM-2 Material impacts, risks and opportunities and ESRS 2, Affected communities [S3] / Material their interaction with strategy and business SBM-3 impacts, risks and opportunities [S3.SBM-3] model S3-1 Policies related to affected communities Affected communities [S3] / Policies [S3-1] Affected communities [S3] / Processes for Processes for engaging with affected S3-2 engaging with affected communities about communities about impacts impacts [S3-2] Affected communities [S3] / Processes to Processes to remediate negative impacts and remediate negative impacts & channels for S3-3 channels for affected communities to raise affected communities to raise concerns [S3- concerns 3] Taking action on material impacts on affected communities, and approaches to managing S3-4 material risks and pursuing material Affected communities [S3] / Actions [S3-4] opportunities related to affected communities, and effectiveness of those actions Targets related to managing material negative S3-5 impacts, advancing positive impacts, and Affected communities [S3] / Targets [S3-5] managing material risks and opportunities ESRS S4 Consumers and end-users Section/ report ESRS 2, Interests and views of stakeholders Interests and views of stakeholders [SBM-2] SBM-2 Material impacts, risks and opportunities and ESRS 2, Consumers and end-users [S4] / Material their interaction with strategy and business SBM-3 impacts, risks and opportunities [S4.SBM-3] model Consumers and end-users [S4] / Policies [S4- S4-1 Policies related to consumers and end-users 1] Consumers and end-users [S4] / Processes for Processes for engaging with consumers and S4-2 engaging with consumers and end-users about end-users about impacts impacts [S4-2] Consumers and end-users [S4] / Processes to Processes to remediate negative impacts and remediate negative impacts and channels for S4-3 channels for consumers and end-users to consumers and end-users to raise concerns raise concerns [S4-3] Taking action on material impacts on consumers and end-users, and approaches to S4-4 managing material risks and pursuing material Consumers and end-users [S4] / Actions [S4-4] opportunities related to consumers and end- users, and effectiveness of those actions Targets related to managing material negative S4-5 impacts, advancing positive impacts, and Consumers and end-users [S4] / Targets [S4-5] managing material risks and opportunities 459
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 ESRS G1 Business Conduct Section/ report ESRS 2, The role of the administrative, supervisory and The role of the administrative, supervisory GOV-1 management bodies and management bodies [GOV-1] Description of the processes to identify and Description of the processes to identify and ESRS 2, assess material impacts, risks and assess material impacts, risks, and IRO-1 opportunities opportunities [G1 IRO-1] Business conduct policies and corporate Business conduct [G1] / Corporate culture G1-1 culture and Business conduct policies [G1-1] Business conduct [G1] / Management of G1-2 Management of relationships with suppliers relationships with suppliers [G1-2] Prevention and detection of corruption and Business conduct [G1] / Prevention and G1-3 bribery detection of corruption and bribery [G1-3] Business conduct [G1] / Confirmed incidents G1-4 Incidents of corruption or bribery of corruption or bribery [G1-4] Business conduct [G1] / Payment practices G1-6 Payment practices [G1-6] 460
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 List of datapoints in cross-cutting and topical standards that derive from other EU legislation The following table outlines all data points derived from other EU legislation, as described in Annex B of ESRS 2, indicating where these data points are located in the Sustainability Statement and highlighting those assessed as “not material”. [IRO-2 56] EU Sustainability Benchmark Disclosure Data SFDR Pillar 3 Climate Statements | regulation Section Requirement point reference reference Law Appendix reference reference Governance / The role of the administrative Board's gender , supervisory ESRS 2 GOV-1 21 (d) x x diversity and management bodies [GOV- 1] Governance / The role of the Percentage of administrative board members , supervisory ESRS 2 GOV-1 21 (e) x who are and independent management bodies [GOV- 1] Governance / Statement on due ESRS 2 GOV-4 30 x Due diligence diligence [GOV-4] Involvement in 40 (d) activities related ESRS 2 SBM-1 x x x Not material i to fossil fuel activities Involvement in 40 (d) activities related ESRS 2 SBM-1 x x Not material ii to chemical production Involvement in 40 (d) activities related ESRS 2 SBM-1 x x Not material iii to controversial weapons Involvement in 40 (d) ESRS 2 SBM-1 activities related x Not material iv to cultivation and 461
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 EU Sustainability Benchmark Disclosure Data SFDR Pillar 3 Climate Statements | regulation Section Requirement point reference reference Law Appendix reference reference production of tobacco Transition plan to ESRS E1-1 14 reach climate x Not material neutrality by 2050 Undertakings excluded from ESRS E1-1 16 (g) x x Not material Paris-aligned Benchmarks GHG emission ESRS E1-4 34 x x x Not material reduction targets Energy consumption from Climate fossil sources Change [E1] / ESRS E1-5 38 disaggregated by x Energy sources (only high consumption climate impact and mix [E1-5] sectors) Climate Energy Change [E1] / ESRS E1-5 37 consumption and x Energy mix consumption and mix [E1-5] Energy intensity associated with ESRS E1-5 40-43 activities in high x Not material climate impact sectors Climate Change [E1] / Gross Scope 1, 2, Gross Scopes ESRS E1-6 44 3 and Total GHG x x x 1, 2, 3 and emissions total GHG emissions [E1- 6] Climate Change [E1] / Gross GHG Gross Scopes ESRS E1-6 53-55 emissions x x x 1, 2, 3 and intensity total GHG emissions [E1- 6] GHG removals and ESRS E1-7 56 x Not material carbon credits Exposure of the ESRS E1-9 66 benchmark x Not material portfolio to 462
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 EU Sustainability Benchmark Disclosure Data SFDR Pillar 3 Climate Statements | regulation Section Requirement point reference reference Law Appendix reference reference climate-related physical risks Disaggregation of monetary amounts by acute and 66 (a); chronic physical ESRS E1-9 x Not material 66 (c) risk; Location of significant assets at material physical risk Breakdown of the carrying value of ESRS E1-9 67 (c) its real estate x Not material assets by energy- efficiency classes Degree of exposure of the ESRS E1-9 69 portfolio to x Not material climate-related opportunities Amount of each pollutant listed in Annex II of the E- ESRS E2-4 28 x Not material PRTR Regulation emitted to air, water, and soil Water and marine ESRS E3-1 9 x Not material resources ESRS E3-1 13 Dedicated policy x Not material Sustainable ESRS E3-1 14 x Not material oceans and seas Total water ESRS E3-4 28 (c) recycled and x Not material reused Total water 3 consumption in m ESRS E3-4 29 x Not material per net revenue on own operations ESRS 2 - SBM 16 (a) x Not material 3 - E4 i ESRS 2 - SBM 16 (b) x Not material 3 - E4 ESRS 2 - SBM 16 (c) x Not material 3 - E4 Sustainable land / agriculture ESRS E4-2 24 (b) x Not material practices or policies 463
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 EU Sustainability Benchmark Disclosure Data SFDR Pillar 3 Climate Statements | regulation Section Requirement point reference reference Law Appendix reference reference Sustainable oceans / seas ESRS E4-2 24 (c) x Not material practices or policies Policies to address ESRS E4-2 24 (d) x Not material deforestation Non-recycled ESRS E5-5 37 (d) x Not material waste Hazardous waste ESRS E5-5 39 and radioactive x Not material waste Own workforce [S1] / Material ESRS 2- SBM3 Risk of incidents of 14 (f) x impacts, risks - S1 forced labor and opportunities [S1.SBM-3] Own workforce [S1] / Material ESRS 2- SBM3 Risk of incidents of 14 (g) x impacts, risks - S1 child labor and opportunities [S1.SBM-3] Own Human rights workforce [S1] ESRS S1-1 20 policy x / Policies [S1- commitments 1] Due diligence policies on issues Own addressed by the workforce [S1] ESRS S1-1 21 fundamental x / Policies [S1- International 1] Labor Organization Conventions 1 to 8 Processes and Own measures for workforce [S1] ESRS S1-1 22 preventing x / Policies [S1- trafficking in 1] human beings Workplace Own accident workforce [S1] ESRS S1-1 23 prevention policy x / Policies [S1- or management 1] system 464
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 EU Sustainability Benchmark Disclosure Data SFDR Pillar 3 Climate Statements | regulation Section Requirement point reference reference Law Appendix reference reference Own workforce [S1] / Processes to remediate negative Grievance/compla impacts and ESRS S1-3 32 (c) ints handling x channels for mechanisms own workforce to raise concerns [S1- 3] Number of Own 88 (b) fatalities and workforce [S1] ESRS S1-14 and number and rate of x x / Health and (c) work-related safety metrics accidents [S1-14] Own Number of days workforce [S1] lost to injuries, ESRS S1-14 88 (e) x / Health and accidents, safety metrics fatalities, or illness [S1-14] Own workforce [S1] / Unadjusted gender ESRS S1-16 97 (a) x x Compensatio pay gap n metrics (gender pay gap) [S1-16] Excessive CEO pay ESRS S1-16 97 (b) x Not material ratio Own workforce [ S1] / Incidents, 103 Incidents of ESRS S1-17 x complaints (a) discrimination and severe human rights impacts [S1- 17] Own workforce [ Non-respect of S1] / UNGPs on Incidents, 104 ESRS S1-17 Business and x x complaints (a) and severe Human Rights and human rights OECD impacts [S1- 17] 465
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 EU Sustainability Benchmark Disclosure Data SFDR Pillar 3 Climate Statements | regulation Section Requirement point reference reference Law Appendix reference reference Significant risk of ESRS 2 - child labour or 11 (b) x Not material SBM3 – S2 forced labour in the value chain Human rights ESRS S2-1 17 policy x Not material commitments Policies related to ESRS S2-1 18 value chain x Not material workers Non-respect of UNGPs on Business and ESRS S2-1 19 x x Not material Human Rights principles and OECD guideline ESRS S2-1 Due diligence policies on issues addressed by the ESRS S2-1 19 fundamental x Not material International Labor Organisation Conventions 1 to 8 Human rights issues and incidents ESRS S2-4 36 connected to its x Not material upstream and downstream value chain Affected Human rights communities ESRS S3-1 16 policy x [S3] / Policies commitments [S3-1] Non-respect of UNGPs on Affected Business and communities ESRS S3-1 17 x x Human Rights, ILO [S3] /Policies [S3-1] principles or and OECD guidelines Affected Human rights communities ESRS S3-4 36 issues and x [S3] / Actions incidents [S3-4] Consumers Policies related to and end users ESRS S4-1 16 consumers and x [S4] / Policies end-users [S4-1] 466
Bally’s Intralot Group Annual Financial Report for the Year Ended December 31, 2025 EU Sustainability Benchmark Disclosure Data SFDR Pillar 3 Climate Statements | regulation Section Requirement point reference reference Law Appendix reference reference Non-respect of Consumers UNGPs on and end users ESRS S4-1 17 Business and x x [S4] / Policies Human Rights and [S4-1] OECD guidelines Human rights ESRS S4-4 35 issues and x Not material incidents Business conduct [G1] / United Nations Corporate ESRS G1-1 10 (b) Convention x culture and Business against Corruption conduct policies [G1-1] Business conduct [G1] / Corporate Protection of ESRS G1-1 10 (d) x culture and whistle- blowers Business conduct policies [G1-1] Business Fines for violation conduct [G1] / of anti-corruption Confirmed ESRS G1-4 24 (a) x x and anti-bribery incidents of corruption or laws bribery [G1-4] Standards of anti- ESRS G1-4 24 (b) corruption and x Not material anti-bribery Bally’s Intralot provides an explanation of how it has determined the material information to be disclosed in relation to the impacts, risks and opportunities that it has assessed to be material in the section “Identification of material impacts, risks and opportunities [IRO-1]”. [IRO-2 59] 467
Limited Assurance Report To the Shareholders of BALLY'S INTRALOT We have performed a limited assurance engagement regarding the Sustainability Statement BALLY'S INTRALOT of (hereinafter referred to as the "Group") which is included in section Annex C Sustainability Statement 2025 of the consolidated Management Report (the "Sustainability Statement"), for the period from 1/1/2025 to 31/12/2025. Limited Assurance Conclusion Based on our procedures, as described below in the paragraph "Scope of Work Performed", as well as the evidence obtained, nothing has come to our attention that causes us to believe that: • The Sustainability Statement has not been prepared, in all material respects, in accordance with Article 154 of Law 4548/2018 as amended and in force by Law 5164/2024 which incorporated Article 29(a) of EU Directive 2013/34 into Greek legislation. • The Sustainability Statement does not comply with the European Sustainability Reporting Standards (hereinafter "ESRS"), in accordance with Regulation (EU) 2023/2772 of the Commission of 31 July 2023 and Directive (EU) 2022/2464 of the European Parliament and of the Council of 14 December 2022. • The process followed by the Company for identifying and assessing significant risks and opportunities (the "Process"), as outlined in the section Impact, risk, and opportunity management of the Sustainability Statement, does not comply with the "Requirement IRO-1-Description of the processes to identify and assess material impacts, risks, and opportunities" of ESRS 2 "General Disclosures". • The disclosures in the section EU Taxonomy of the Sustainability Statement do not comply with Article 8 of Regulation EU 2020/852. This assurance report does not extend to information for previous periods. Basis for Conclusion The limited assurance work was conducted in accordance with the International Standard on Assurance Engagements 3000 (Revised), "Assurance Engagements Other than Audits or Reviews of Historical Financial Information" (hereinafter "ISAE 3000"). In the context of a limited assurance engagement, the procedures performed differ in nature and timing from and are less in extent than for a reasonable assurance engagement. Consequently, the level of assurance obtained in a limited assurance engagement is 468
substantially lower than the assurance that would have been obtained had we performed a reasonable assurance engagement. Our responsibilities are further described in the section "Auditor's Responsibilities". Professional Ethics and Quality Management We are independent of the Company throughout the duration of this engagement and have complied with the requirements of the Code of Ethics for Professional Accountants issued by the International Ethics Standards Board for Accountants (IESBA Code), the ethical and independence requirements of Law 4449/2017 and EU Regulation 537/2014. The firm applies the International Standard on Quality Management 1 (ISQM1) "Quality Management for firms that perform audits or reviews of financial statements, or other assurance or related services engagements" and consequently maintains a comprehensive quality management system that includes documented policies and procedures regarding compliance with ethical requirements, professional standards, and applicable legal and regulatory requirements. We believe that the evidence we have obtained is sufficient and appropriate to provide a basis for our conclusion. Responsibilities of Management for the Sustainability Statement Management is responsible for designing and implementing an appropriate process for identifying the required information included in the Sustainability Statement in accordance with the ESRS, as well as for disclosing the Process in the Impact, risk and opportunity management section of the Sustainability Statement. Specifically, this responsibility includes: • Understanding the context in which the Company's and the Group's activities and business relationships take place, as well as understanding the affected stakeholders. • Identifying the actual and potential impacts (both negative and positive) related to sustainability issues, as well as the risks and opportunities that affect or are reasonably expected to affect the financial position, financial performance, cash flows, access to financing, or cost of capital of the Company and the Group in the short, medium, or long term. • Assessing the significance of identified impacts, risks, and opportunities related to sustainability matters, through the selection and application of appropriate thresholds and • Formulating assumptions that are reasonable under the prevailing circumstances. 469
The Company's and the Group's Management is also responsible for preparing the Sustainability Statement in accordance with Article 154 of Law 4548/2018, as amended and in force by Law 5164/2024 which incorporated Article 29(a) of EU Directive 2013/34 into Greek legislation. In this context, the Company's and the Group's Management is responsible for: • Compliance of the Sustainability Statement with the ESRS. • Preparing the disclosures in the section EU Taxonomy of the Sustainability Statement in compliance with the provisions of Article 8 of Regulation EU 2020/852. • Designing and implementing appropriate internal controls that management deems necessary to ensure that the Sustainability Statement is free from material misstatement, whether due to fraud or error and • Selecting and applying appropriate reporting methods, including assumptions and estimates regarding individual disclosures in the Sustainability Statement, which have been assessed as reasonable under the circumstances. The Audit Committee is responsible for overseeing the preparation process of the Sustainability Statement. Inherent Limitations in the Preparation of the Sustainability Statement As noted in the section ESRS 2 General Disclosures of the Sustainability Report, the consolidation of sustainability data for the current reporting period has been affected by the recent acquisition of Bally’s International Interactive. As a result, certain performance indicators are not yet fully harmonized at the consolidated Group level. Furthermore, for the subsidiary Intralot Inc., due to the temporary lack of primary activity data, the calculation of greenhouse gas emissions (Scope 1 and Scope 2) was based on estimation techniques. Management used as a basis the historical consumption data of the previous year in conjunction with the number of employees as at 31 December, under the assumption of stability in operational activities. The nature of these estimates involves an inherent level of uncertainty regarding the accuracy of the final reported amounts. In disclosing forward-looking information in accordance with the ESRS, the Company’s Management is required to prepare such information based on disclosed assumptions regarding events that may occur in the future and possible future actions of the Company and the Group. Actual results may differ from those expressed in such forward-looking information, as anticipated events frequently do not occur as expected. As stated in the section Impact, risk, and opportunity management of the Sustainability Report, the information included in the relevant disclosures is based, inter alia, on climate- 470
471 related scenarios, which are subject to inherent uncertainty with respect to the likelihood, timing, and impact of potential future physical and transition climate-related effects. Our work covered the items mentioned in the section "Scope of Work Performed" to obtain limited assurance based on the procedures included in the Schedule. Our work does not constitute an audit or review of historical financial information, in accordance with the applicable International Standards on Auditing or the International Standards on Review Engagements, and therefore we do not express any other assurance beyond the stated in the section "Scope of Work Performed". Auditor's Responsibilities This limited assurance report has been prepared based on the provisions of Article 154C of Law 4548/2018 and Article 32A of Law 4449/2017. Our responsibility is to design and perform the limited assurance engagement to obtain limited assurance regarding whether the Sustainability Statement is free from material misstatement, whether due to fraud or error, and to issue a limited assurance report that includes our conclusion. A misstatement may arise from fraud or error and is considered material when, individually or cumulatively, it could reasonably be expected to influence the economic decisions of users, taken based on the Sustainability Statement as a whole. In the context of a limited assurance engagement in accordance with ISAE 3000 (Revised), we exercise professional judgment and maintain professional skepticism throughout the engagement. Our responsibilities regarding the Sustainability Statement, in relation to the Process, include: • Performing risk assessment procedures, including understanding relevant internal controls to identify risks related to whether the Process followed by the Company and the Group for identifying the information referred to in the Sustainability Statement does not meet the applicable requirements of the ESRS, but not for the purpose of providing a conclusion on the effectiveness of internal controls over the Process and • Designing and performing procedures to assess whether the Process for identifying the information referred to in the Sustainability Statement is consistent with the description of the Process as disclosed in the Impact, risk, and opportunity management section of the said Statement. Furthermore, we are responsible for: • Performing risk assessment procedures, including understanding relevant internal controls, to identify those disclosures where a material misstatement is likely to occur, whether due to fraud or error, but not for the purpose of providing a conclusion on the effectiveness of the Company's and the Group's internal controls.
472 • Designing and performing procedures regarding those disclosures of the consolidated Sustainability Statement, where a material misstatement is likely to occur. The risk of not detecting a material misstatement resulting from fraud is higher than that resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal controls. Scope of Work Performed Our work includes performing procedures and obtaining evidence to draw a limited assurance conclusion and exclusively covers the limited assurance procedures provided in the limited assurance Schedule issued by decision 262/22-01-2025 of the Hellenic Accounting and Auditing Standards Oversight Board (hereinafter "Schedule"), as formulated for the issuance of a limited assurance report on the Sustainability Statement of the Company and the Group. Our procedures were designed in order to obtain a limited level of assurance on which we to base our conclusion, and do not provide all the required evidence in order to obtain a reasonable level of assurance. BDO Certified Public Accountants SA 449, Mesogion Ave. 153 43 Agia Paraskevi Athens Greece Reg.SOEL: 173 Agia Paraskevi, 20/04/2026 The Certified Public Accountant Kleopatra Kalogeropoulou Reg.SOEL: 36121