| Name and Surname | Position |
| Andrea Moneta | Chairman |
| Guglielmo Angelozzi | Chief Executive Officer |
| John Paul Maurice Bowtell | Director |
| Michele Rabà | Director (b) |
| Michael Ian Saffer | Director |
| Yulia Shakhova | Director |
| Catherine Renee Anne Guillouard | Director (a) (d) |
| Augusta Iannini | Independent director* (a) (c) |
| Gaia Mazzalveri | Independent director* (a) (c) |
| Marzia Mastrogiacomo | Independent director* (b) (d) |
| Nadine Farida Faruque | Independent director* (b) (c) (d) |
| Name and Surname | Position |
| Andrea Lionzo | Chairman |
| Giancarlo Russo Corvace | Auditor |
| Veronica Tibiletti | Auditor |
| Angela Frisullo | Alternative Auditor |
| Alberto Incollingo | Alternative Auditor |
| INDEPENDENT EXTERNAL AUDITORS | PricewaterhouseCoopers S.p.A. |
| 2024 | 2023 | 2022 | Change 2024 vs 2023 | |||||
| (In millions of Euro) | GGR | % on GGR | GGR | % on GGR | GGR | % on GGR | (Euro) | % |
| Online(1) | 4,881 | 22.9% | 4,258 | 20.4% | 3,744 | 18.7% | 623 | 14.6% |
| iGaming | 2,796 | 13.1% | 2,368 | 11.3% | 2,013 | 10.0% | 428 | 18.1% |
| iSports | 1,843 | 8.6% | 1,651 | 7.9% | 1,498 | 7.5% | 192 | 11.6% |
| Other online | 242 | 1.1% | 239 | 1.1% | 233 | 1.2% | 3 | 1.3% |
| Sports retail(1) | 1,511 | 7.1% | 1,429 | 6.8% | 1,297 | 6.5% | 82 | 5.7% |
| Other betting retail | 459 | 2.1% | 424 | 2.0% | 440 | 2.2% | 35 | 8.3% |
| Gaming retail | 8,163 | 38.2% | 8,513 | 40.7% | 8,612 | 43.0% | (350) | (4.1%) |
| Other games(2) | 6,342 | 29.7% | 6,278 | 30.0% | 5,954 | 29.7% | 64 | 1.0% |
| Total | 21,356 | 100.0% | 20,902 | 100.0% | 20,047 | 100.0% | 454 | 2.2% |
| Euro | Date | |
| IPO price | 9.00 | 3-may-23 |
| Minimum price | 9.57 | 3-jan-24 |
| Maximum price | 12.94 | 11-dec-24 |
| Average price | 11.29 | 30-dec-24 |
| End of period | 12.84 | 30-dec-24 |
| Capitalization | 3,230,934,490 | 30-dec-24 |
| As of and for the year ended 31 December | ||
| (In thousands of Euro) | 2024 | 2023* |
| Revenues | 2,004,725 | 1,632,488 |
| Adjusted EBITDA | 706,922 | 580,351 |
| Adjusted EBIT | 535,648 | 456,914 |
| Adjusted Net Profit | 254,260 | 215,884 |
| Profit for the year | 103,839 | 73,862 |
| Total shareholders' equity | 565,503 | 541,231 |
| Net Financial Indebtedness - ESMA | 1,954,275 | 1,360,933 |
| Net Financial Debt | 1,872,825 | 1,248,726 |
| Cash Capital Expenditures | (261,501) | (144,767) |
| Operating Cash Flow | 556,831 | 469,626 |
| Cash Conversion Rate | 78.8% | 80.9% |
| Gross Domestic Product9 | I Q | II Q | III Q | IV Q | I Q | II Q | III Q | IV Q | I Q | II Q | III Q | IV Q |
| 2022 | 2022 | 2022 | 2022 | 2023 | 2023 | 2023 | 2023 | 2024 | 2024 | 2024 | 2024 | |
| +0.1% | +1.0% | +0.5% | -0.1% | +0.5% | +0.6% | -0.4% | +0.2% | +0.3% | +0.2% | +0.0% | +0.0% |
| As of 31 December | ||
| 2023 | 2024 | |
| Inflation rate | +0.6% | +1.3% |
| (In millions of Euro) | Amount* | Finance expenses | Costs not included in Adjusted EBITDA | Financial liabilities at amortized cost | Monetary portion | Non-monetary portion |
| Refinancing 2024 | ||||||
| Underwriting fees and consultants / advisors | (10.9) | ✓ | (10.9) | - | ||
| Make-whole on 2024 Notes Repaid | (26.4) | ✓ | (26.4) | - | ||
| Effect of acceleration of the unamortized costs and net charge IRS on 2024 Notes Repaid | (21.7) | ✓ | - | (21.7) | ||
| Total (A) | (59.0) | (48.1) | (10.9) | (37.3) | (21.7) | |
| SKS365 Acquisition | ||||||
| Transaction costs related to SKS365 | (1.8) | ✓ | (1.8) | - | ||
| Negative carry (including net income from IRS) | (4.2) | ✓ | (4.2) | - | ||
| Additional RCF (over five years) | (0.9)** | ✓ | (0.9) | - | ||
| Total (B) | (6.9) | (5.1) | (1.8) | - | (6.9) | - |
| Total (A+B) | (65.9) | (53.2) | (1.8) | (10.9) | (44.2) | (21.7) |
| Concession No. | Company | Announcement | Betting offering | Number of rights 2024 |
| 4098 | GBO Italy S.p.A. | Bersani betting shops | Sport | 421 |
| 4098 | GBO Italy S.p.A. | Bersani betting shops | Sport | 1,241 |
| 4341 | GBO Italy S.p.A. | Bersani betting shops | Horse racing | 13 |
| 4805 | GBO Italy S.p.A. | Giorgetti betting shops | Horse racing | 12 |
| 4504 | GBO Italy S.p.A. | Monti | Sport+Horse racing | 358 |
| 72000 | GBO Italy S.p.A. | Tax regularization | Sport+Horse racing | 993 |
| pursuant to article 1 co. 643 L. 190/2014 |
| Concession No. | Company | Announcement | Betting offering | Number of rights 2024 |
| 4538 | Ricreativo B S.p.A. | Monti | Sport + Horse racing | 8 |
| 4869 | Ricreativo B S.p.A. | Giorgetti betting shops | Horse racing | 1 |
| Concession No. | Company | Announcement | Betting offering | Number of rights 2024 |
| 4584 | PWO Limited | Monti | Sport + Horse racing | 1 |
| 72002 | PWO Limited | Tax regularization | Sport + Horse racing | 1,002 |
| pursuant to article 1 co. 643 L. 190/2014 |
| For the year ended 31 December | Change | |||||
| (In thousands of Euro) | 2024 | % of revenues | 2023* | % of revenues | (Euro) | % |
| Revenues | 2,004,725 | 100.0% | 1,632,488 | 100.0% | 372,237 | 22.8% |
| Other income | 14,951 | 0.7% | 18,529 | 1.1% | (3,578) | (19.3%) |
| Total revenues and income | 2,019,676 | 100.7% | 1,651,017 | 101.1% | 368,659 | 22.3% |
| Cost of services | (1,213,725) | (60.5%) | (972,759) | (59.6%) | (240,966) | 24.8% |
| Personnel expenses | (135,503) | (6.8%) | (98,378) | (6.0%) | (37,125) | 37.7% |
| Other operating costs | (39,477) | (2.0%) | (40,952) | (2.5%) | 1,475 | (3.6%) |
| Depreciation, amortization and impairments | (244,353) | (12.2%) | (194,678) | (11.9%) | (49,675) | 25.5% |
| Accruals and impairments | (1,028) | (0.1%) | (5,998) | (0.4%) | 4,970 | (82.9%) |
| Net finance expenses | (206,362) | (10.3%) | (192,148) | (11.8%) | (14,214) | 7.4% |
| Share of profit / (loss) of equity accounted investments | 1,663 | 0.1% | (8,965) | (0.5%) | 10,628 | (>100%) |
| Profit before taxes | 180,891 | 9.0% | 137,139 | 8.4% | 43,752 | 31.9% |
| Income tax expense | (77,052) | (3.8%) | (63,277) | (3.9%) | (13,775) | 21.8% |
| Net profit for the year | 103,839 | 5.2% | 73,862 | 4.5% | 29,977 | 40.6% |
| Net profit for the year attributable to non-controlling interests | 5,242 | 0.3% | 5,919 | 0.4% | (677) | (11.4%) |
| Net profit for the year attributable to the owners of the parent | 98,597 | 4.9% | 67,943 | 4.2% | 30,654 | 45.1% |
| For the year ended 31 December | Change | |||||
| (In thousands of Euro) | 2024 | % of revenues | 2023 | % of revenues | (Euro) | % |
| Online | 780,230 | 38.9% | 520,787 | 31.9% | 259,443 | 49.8% |
| Sports Franchise | 460,755 | 23.0% | 368,217 | 22.6% | 92,538 | 25.1% |
| Gaming Franchise | 763,740 | 38.1% | 743,484 | 45.5% | 20,256 | 2.7% |
| Total | 2,004,725 | 100.0% | 1,632,488 | 100.0% | 372,237 | 22.8% |
| As of and for the year ended 31 December | ||
| 2024 | 2023 | |
| Unique active users* | 2,003,458 | 1,310,675 |
| Total online bet (in millions of Euro) | 24,492.7 | 16,203.6 |
| As of and for the year ended 31 December | ||
| 2024 | 2023 | |
| Number of licenses/concessions* | 4,024 | 3,022 |
| Number of active points of sale (shops and corner) | 3,740 | 2,803 |
| Average number of points of sale in operations (shops and corner) | 3,441 | 2,747 |
| Sports Franchise bet (in millions of Euro) | 3,578.3 | 2,824.5 |
| As of and for the year ended 31 December | ||
| 2024 | 2023 | |
| Number of AWPs in operation as of the period end | 63,941 | 63,138 |
| Average number of AWPs in operation for the period | 63,471 | 62,757 |
| AWP bet (in millions of Euro)* | 4,286.7 | 4,471.4 |
| Average AWP PREU (as percentage of bet) | 24.0% | 24.0% |
| As of and for the year ended 31 December | ||
| 2024 | 2023 | |
| Number of VLTs licenses | 19,831 | 19,831 |
| Average number of VLTs in operation for the period | 18,279 | 18,287 |
| Number of VLTs in operation as of the period end | 18,395 | 18,344 |
| VLT in operation as percentage of VLT rights | 92.8% | 92.5% |
| VLT bet in millions of Euro* | 6,129.2 | 6,216.7 |
| Average VLT PREU (as percentage of bet) | 8.6% | 8.6% |
| For the year ended 31 December | Change | |||||
| (In thousands of Euro) | 2024 | % of revenues | 2023 | % of revenues | (Euro) | % |
| Distribution network compensation | (828,381) | (41.3%) | (681,284) | (41.7%) | (147,097) | 21.6% |
| Fee on gaming platform licenses | (116,691) | (5.8%) | (88,065) | (5.4%) | (28,626) | 32.5% |
| Concession fee | (58,445) | (2.9%) | (51,447) | (3.2%) | (6,998) | 13.6% |
| Rentals, leases and other rentals | (13,687) | (0.7%) | (7,351) | (0.5%) | (6,336) | 86.2% |
| Other | (196,521) | (9.8%) | (144,612) | (8.9%) | (51,909) | 35.9% |
| Total | (1,213,725) | (60.5%) | (972,759) | (59.6%) | (240,966) | 24.8% |
| For the year ended 31 December | Change | |||||
| (In thousands of Euro) | 2024 | % of revenues | 2023 | % of revenues | (Euro) | % |
| Remuneration | (99,881) | (5.0%) | (70,850) | (4.3%) | (29,031) | 41.0% |
| Social security contributions | (26,080) | (1.3%) | (21,131) | (1.3%) | (4,949) | 23.4% |
| Other personnel costs | (9,542) | (0.5%) | (6,397) | (0.4%) | (3,145) | 49.2% |
| Total | (135,503) | (6.8%) | (98,378) | (6.0%) | (37,125) | 37.7% |
| For the year ended 31 December | Change | |||||
| (In thousands of Euro) | 2024 | % of revenues | 2023* | % of revenues | (Euro) | % |
| Amortization of intangible assets | (176,104) | (8.8%) | (137,832) | (8.4%) | (38,272) | 27.8% |
| of which PPA | (73,079) | (3.6%) | (71,241) | (4.4%) | (1,838) | 2.6% |
| Depreciation of property, plant and equipment | (47,146) | (2.4%) | (39,256) | (2.4%) | (7,890) | 20.1% |
| Depreciation of investment property | (27) | (0.0%) | (27) | (0.0%) | - | 0.0% |
| Impairments of property, plant and equipment and intangible assets | (244) | (0.0%) | (553) | (0.0%) | 309 | (55.9%) |
| Depreciation of right of use | (20,832) | (1.0%) | (17,010) | (1.0%) | (3,822) | 22.5% |
| Total | (244,353) | (12.2%) | (194,678) | (11.9%) | (49,675) | 25.5% |
| Amortized costs on deferred purchase consideration for acquisition | (1,404) | (0.1%) | (3,504) | (0.2%) | 2,100 | (59.9%) |
| Other interest expense | (1,546) | (0.1%) | (4,339) | (0.3%) | 2,793 | (64.4%) |
| Total finance expenses | (215,400) | (10.7%) | (220,287) | (13.5%) | 4,887 | (2.2%) |
| Net finance expenses | (206,362) | (10.3%) | (192,148) | (11.8%) | (14,214) | 7.4% |
| For the year ended 31 December | ||
| (In thousands of Euro) | 2024 | 2023* |
| Net profit for the year | 103,839 | 73,862 |
| Income tax expense | 77,052 | 63,277 |
| Finance income | (9,038) | (28,139) |
| Finance expenses | 215,400 | 220,287 |
| Share of loss / (income) of equity accounted investments | (1,663) | 8,965 |
| Depreciation, amortization and impairment | 244,353 | 194,678 |
| Cost related to M&A and international activities ** (a) | 8,298 | 19,762 |
| Integration costs*** (b) | 33,713 | 12,534 |
| Other non-recurring (income)/expense**** (c) | 34,968 | 15,125 |
| Total non-recurring not included in Adjusted EBITDA (a+b+c) | 76,979 | 47,421 |
| Of which: | ||
| - Monetary costs not included in Adjusted EBITDA | 68,491 | 35,192 |
| - Non-monetary costs not included in the Adjusted EBITDA | 8,488 | 12,229 |
| Adjusted EBITDA | 706,922 | 580,351 |
| For the year ended 31 December | ||
| (In thousands of Euro) | 2024 | 2023* |
| Net profit for the year | 103,839 | 73,862 |
| Income tax expense | 77,052 | 63,277 |
| Finance income | (9,038) | (28,139) |
| Finance expenses | 215,400 | 220,287 |
| Share of loss / (income) of equity accounted investments | (1,663) | 8,965 |
| Amortization of assets resulting from business combinations | 73,079 | 71,241 |
| Other non-recurring costs and income excluded from Adjusted EBITDA | 76,979 | 47,421 |
| Adjusted EBIT | 535,648 | 456,914 |
| For the year ended 31 December | ||
| (In thousands of Euro) | 2024 | 2023* |
| Net profit for the year | 103,839 | 73,862 |
| Amortization of assets resulting from business combinations | 73,079 | 71,241 |
| Other non-recurring costs and income excluded from Adjusted EBITDA** | 75,316 | 56,386 |
| Adjustments related to IPO, refinancing and SKS365 Acquisition | 52,360 | 48,650 |
| Of which: | ||
| - Income from Interest rate swap | - | (19,845) |
| - Prepayment penalty on Gamma Bondco loan | - | 16,473 |
| - Bridge Facility | - | 20,735 |
| - Make-whole on notes repaid | 26,443 | 12,680 |
| - Effect of acceleration of the unamortized costs and net charge IRS on notes repaid and previous RCF | 21,663 | 15,264 |
| - Negative carry (net of accrued interest received from escrow account) | 4,254 | 3,343 |
| Other non-monetary items including in financial expenses | 8,375 | 13,788 |
| Tax effect (IRES + IRAP)*** | (58,709) | (48,043) |
| Adjusted Net Profit | 254,260 | 215,884 |
| Adjusted Net Profit per Share**** | 1.01 | 0.86 |
| Online | Sports Franchise | Gaming Franchise | Unallocated/Eliminations | Total | ||||||
| (in thousands of Euro, except %s) | FY24 | FY'23 | FY24 | FY'23 | FY24 | FY'23 | FY24 | FY'23 | FY24 | FY'23* |
| BET(including other concessionaires) | 24,492,740 | 16,203,559 | 3,578,320 | 2,824,521 | 11,089,823 | 11,103,444 | - | - | 39,160,883 | 30,131,524 |
| BET (Lottomatica Group) | 24,492,740 | 16,203,559 | 3,578,320 | 2,824,521 | 10,415,944 | 10,688,157 | - | - | 38,487,004 | 29,716,237 |
| GGR | 1,354,990 | 869,584 | 581,337 | 465,677 | 2,456,613 | 2,528,979 | - | - | 4,392,940 | 3,864,240 |
| Revenues toward third parties | 780,230 | 520,787 | 460,755 | 368,217 | 763,740 | 743,484 | - | - | 2,004,725 | 1,632,488 |
| Other income toward third parties | 3,206 | 1,972 | 3,623 | 2,832 | 8,122 | 13,725 | - | - | 14,951 | 18,529 |
| Intragroup Revenues and Other income | 22,894 | 24,051 | 6,297 | 8,140 | 8,988 | 12,974 | (38,179) | (45,165) | - | - |
| Total Revenues and Income | 806,330 | 546,810 | 470,675 | 379,189 | 780,850 | 770,183 | (38,179) | (45,165) | 2,019,676 | 1,651,017 |
| Adjusted EBITDA | 418,566 | 300,612 | 108,642 | 97,230 | 179,714 | 182,509 | - | - | 706,922 | 580,351 |
| Adjusted EBITDA Margin** | 53.6% | 57.7% | 23.6% | 26.4% | 23.5% | 24.5% | 35.3% | 35.6% | ||
| Costs not included in Adjusted EBITDA | (76,979) | (47,421) | ||||||||
| Depreciation, amortization and impairment | (244,353) | (194,678) | ||||||||
| Finance income | 9,038 | 28,139 | ||||||||
| of which non-recurring finance income*** | 6,215 | 24,402 | ||||||||
| Finance expenses | (215,400) | (220,287) | ||||||||
| of which non-recurring finance expenses*** | (58,575) | (73,052) | ||||||||
| Share or profit/(loss) of equity accounted investments | 1,663 | (8,965) | ||||||||
| Profit before tax | 180,891 | 137,139 | ||||||||
| Income tax expense | (77,052) | (63,277) | ||||||||
| Profit for the year**** | 103,839 | 73,862 | ||||||||
| Adjusted Net Profit***** | 254,260 | 215,884 | ||||||||
| For the year ended 31 December | ||
| (In thousands of Euro) | 2024 | 2023 |
| Cash flow from operating activities (a) | 524,338 | 407,532 |
| Cash flow used in investing activities (b) | (341,348) | (640,882) |
| Cash flow generated /(used in) financing activities(c) | (313,516) | 293,194 |
| Net cash flow (a+b+c) | (130,526) | 59,844 |
| Cash and cash equivalents at the beginning of the year | 294,682 | 234,838 |
| Cash and cash equivalents at the end of the year | 164,156 | 294,682 |
| For the year ended 31 December | ||
| (In thousands of Euro) | 2024 | 2023 |
| Recurring capex | (86,881) | (65,575) |
| Concession capex | (63,210) | (45,150) |
| Extraordinary capex | (61,410) | (34,042) |
| Of which: | ||
| - Integration | (10,265) | - |
| - Bolt-ons (including deferred consideration) | (30,088) | (14,020) |
| - Other | (21,057) | (20,022) |
| Deferred price Betflag | (50,000) | - |
| Cash Capital Expenditures | (261,501) | (144,767) |
| Adjustments for: | ||
| Investments in associated companies | - | (217) |
| Net disposal in financial assets | 1,764 | 1,602 |
| - Escrow account | 504,281 | (497,500) |
| - SKS365 Acquisition | (591,724) | - |
| - Acquisition of Billions Italia and New Matic minorities | 5,832 | - |
| Cash flow from investing activities | (341,348) | (640,882) |
| For the year ended 31 December | ||
| (In thousands of Euro) | 2024 | 2023 |
| Adjusted EBITDA | 706,922 | 580,351 |
| Capital expenditures in recurring capex | (86,881) | (65,575) |
| Capital expenditures in concessions capex | (63,210) | (45,150) |
| Operating Cash Flow | 556,831 | 469,626 |
| M. Net Financial Indebtedness - ESMA (H+L) | 1,954,275 | 1,360,933 |
| As of 31 December | ||
| (In thousands of Euro) | 2024 | 2023 |
| 2022 Notes* | - | 350,000 |
| June 2023 Notes* | 565,000 | 1,115,000 |
| December 2023 Notes* | 500,000 | 500,000 |
| May 2024 Notes* | 900,000 | - |
| IFRS 16 | 81,169 | 75,908 |
| Cash and cash equivalents** | (173,344) | (792,182) |
| Net Financial Debt | 1,872,825 | 1,248,726 |
| Shareholders' Equity as of 31 December | Net profit for the year ended 31 December | Shareholders' Equity as of 31 December | Net profit / (loss) for the year ended 31 December | |
| (In thousands of Euro) | 2024 | 2023* | ||
| Company financial statements | 777,615 | 311,683 | 532,655 | (3,422) |
| Share of equity and net profit of consolidated subsidiaries, net of carrying amount of the related investments | 10,971 | 283,721 | 177,464 | 141,227 |
| Elimination of dividends from subsidiaries | - | (448,249) | - | (16,500) |
| Elimination of intercompany profits and losses included in fixed assets | (1,318) | 109 | (1,526) | (499) |
| Consolidation entries | (269,299) | (48,667) | (210,581) | (52,863) |
| Shareholders’ equity and net profit for the year attributable to the Group | 517,969 | 98,597 | 498,012 | 67,943 |
| Non-controlling interests | 47,534 | 5,242 | 43,218 | 5,919 |
| Total shareholders’ equity and net profit for the year | 565,503 | 103,839 | 541,230 | 73,862 |
| Administrative, management and control bodies | u.m. | 2024 | ||
| Men | Women | Total | ||
| Members of the administrative, management, and control bodies | No. | 7 | 7 | 14 |
| of which executives | 1 | 0 | 1 | |
| of which non-executives | 6 | 7 | 13 | |
| Members of the Board of Directors | u.m. | 2024 | ||
| Men | Women | Total | ||
| Members of the Board of Directors | No. | 5 | 6 | 11 |
| of which executives | 1 | 0 | 1 | |
| of which non-executives | 4 | 6 | 10 | |
| of which independent | 0 | 4 | 4 | |
| Gender diversity15 | % | 120 | ||
| Independent members | 36 | |||
| Disclosures concerning | |||||
| Key elements of sustainability due diligence | Disclosure requirements | Page | People | Environment | |
| a. | Integration of due diligence into governance, strategy, and the business model | ESRS 2 GOV-2ESRS 2 GOV-3ESRS 2 SBM-3ESRS 2 SBM-3-E1ESRS 2 SBM-3-S1ESRS 2 SBM-3-S2ESRS 2 SBM-3-S4 | 484959-6290-91106-107129135 | XXXXXX | XXXX |
| b. | Stakeholder involvement | ESRS 2 GOV-2ESRS 2 SBM-2ESRS 2 IRO-1ESRS 2 IRO-2ESRS 2 MDR-PS1-2S2-2S4-2 | 4857-5862-6571-7866-70110-111130-131137 | XXXXXXXX | XXXXX |
| c. | Identification and assessment of negative impacts on people and the environment | ESRS 2 IRO-1ESRS 2 SBM-3ESRS 2 SBM-3-E1ESRS 2 SBM-3-S1ESRS 2 SBM-3-S2ESRS 2 SBM-3-S4 | 62-6559-6290-91106-107128135 | XXXXX | XXX |
| d. | Implementation of measures to mitigate negative impacts | E1-1E1-3E5-2S1-4S2-4S4-4 | 89-9091-93101-103114-120132-133138-141 | XXX | XXX |
| e. | Monitoring the effectiveness of these measures | MDR-T/E1-4MDR-T/S1-5E1-6E5-5S1-6S1-8S1-10S1-11S1-14S1-16S1-17 | 93-9512096-100104121122124124126127128 | XXXXXXXX | XXX |
| Employees by geographical areas | u.m. | 2024 |
| Northern Italy | No. | 615 |
| Central Italy | 1,432 | |
| Southern Italy | 205 | |
| Abroad | 415 | |
| Total | 2,667 |
| EMPLOYEES AND COLLABORATORSof offices, points of sale, and other workplaces | LOTTOMATICA’S STAKEHOLDERS |
| SHAREHOLDERS AND THE FINANCIAL COMMUNITYincluding: credit institutions, investment funds, shareholders, bondholders, potential investors, and other financial entities | |
| SECTOR OPERATORS AND SUPPLIERSincluding: commercial partners, hardware and software technology suppliers, logistics companies, service providers, certification bodies, consulting companies | |
| CUSTOMERSof the online and physical sales networks | |
| REGULATORY BODIES AND PUBLIC ADMINISTRATIONSincluding: the Customs and Monopolies Agency, the Ministry of Economy and Finance, Ministry of Health, Central and Local Administrations, and Law Enforcement Agencies | |
| COMMUNITIESincluding: local communities, universities, scientific research and training institutes, cultural and sports associations and organisations, consumer associations, and the media |
| Category | Mode of engagement | Purpose |
| Employees and collaborators | Internal communication tools; events; regular meetings; meeting with workers' representatives; first- and second-level bargaining; satisfaction surveys | Enhancing the staff's sense of belonging; promoting inclusion; recognising and rewarding talent |
| Shareholders and the financial community | Shareholders' Meeting; Corporate Governance Report; Financial reports; Corporate website; Press releases | Communicating the creation of shared value; reinforcing trust; ensuring integrity and transparency |
| Sector operators and other suppliers | Specific meetings, Communication portals | Incorporating ESG-related aspects into the supply chain |
| Customers | Satisfaction surveys | Building customer loyalty; improving service quality |
| Regulatory bodies and Public Administrations | Specific meetings; regular communications; events | Fostering proactive and collaborative dialogue |
| Communities | Community projects; partnerships; press releases; engagement with local institutions | Promoting social inclusion |
| ESRS(SUB-TOPIC) | IRO | DESCRIPTION | POSITIVE / NEGATIVEACTUAL / POTENTIAL | TIME HORIZON | VALUE CHAIN |
| ESRS E1 – CLIMATE CHANGE | |||||
| Climate change mitigation | I | Greenhouse gas emissions at all stages of Lottomatica Group's production chain | NegativeActual | Short termMedium termLong term | Own OperationsUpstreamDownstream |
| Energy | I | Energy consumption from renewable sources at all stages of the production chain | PositiveActual | Short termMedium termLong term | Own OperationsUpstreamDownstream |
| ESRS E5 – CIRCULAR ECONOMY | |||||
| Waste | I | Generation of waste that requires disposal (incineration/landfill) rather than recycling | NegativeActual | Short termMedium termLong term | Own OperationsUpstreamDownstream |
| ESRS S1 – OWN WORKFORCE | |||||
| Working conditions | I | Employment stability and work-life balance | PositiveActual | Short termMedium termLong term | Own operations |
| I | Violations of rights and regulations concerning working conditions | NegativePotential | Medium termLong term | Own operations | |
| O | Flexible and hybrid work models can enhance employees’ work-life balance while simultaneously reducing personnel costs | Short termMedium termLong term | Own operations | ||
| I | Raising employee awareness of occupational health and safety issues | PositiveActual | Short termMedium termLong term | Own operations | |
| I | Workplace accidents | NegativeActual | Short termMedium termLong term | Own operations | |
| R | Inadequate/partial compliance with the occupational health and safety regulations | Short termMedium term | Own operations | ||
| Equal treatment and opportunities for all | I | Incidents of discrimination and gender pay disparity | NegativeActual | Short termMedium termLong term | Own operations |
| I | Employee attraction, development, and training | PositiveActual | Short termMedium termLong term | Own operations | |
| O | Investment in training and skill development programmes, including funded training and e-learning, can help attract and retain a highly qualified and diverse workforce while managing associated costs effectively | Short termMedium termLong term | Own operations | ||
| Other work-related rights | I | Human rights violations | NegativePotential | Medium termLong term | Own operations |
| I | Cyber attacks and/or theft of information | NegativePotential | Medium termLong term | Own operations | |
| Policy | Description of key elements | Scope of the Policy | Person responsible for implementation | Internationally recognised standards | Accessibility | ESRS Topic |
| Environmental Sustainability Policy | Compliance with the environmental laws and regulations Addresses responsible resource and waste management while also promoting paper conservationCommitment to:•reducing environmental impacts;•lowering emissions;•monitoring and optimising energy consumption;•sourcing and using renewable energy.Promotes environmental awareness among the company's staff and stakeholders | Employees, internal consultants, suppliers, business partners | BoD | 17 UN Sustainable Development GoalsThe 2030 Agenda The 2015 Paris AgreementThe COP26 Climate ConferenceCore Conventions of the International Labour Organisation, OECD Guidelines | Company Website; Training sessions | E1 / E5 |
| Green Procurement Policy | Ensures the selection of suppliers that produce goods / provide services that have a lesser or reduced effect on the environment through reward mechanisms based on:•compliance with environmental criteria;•certification of environmental management systems (EMAS – ISO 14001);•compliance with environmental criteria•possession of certified environmental management systems (EMAS - ISO 14001)•presence of decarbonisation plans | Employees, internal consultants, suppliers, business partners | BoD | 17 UN Sustainable Development GoalsThe 2030 Agenda The 2015 Paris AgreementThe COP26 Climate Conference | Company Website; Training sessions | E1 / E5 / G1 |
| Policy on the protection and preservation of Human Rights | Defines, structures and develops a clear approach to the protection and safeguarding of human rights that is broader than that required by law through general principles such as:•safeguarding and protecting the rights of employees, suppliers and partners, including non-discrimination; fair and favourable working conditions; occupational health and safety; freedom of association and right to collective bargaining; fight against child and forced labour, working time policy•customer protection, including privacy and responsible gaming. | All parties belonging to the group’s value chain | BoD | The Universal Declaration of Human Rights and subsequent international conventions on civil and political rights and on economic, social and cultural rightsThe Declaration on Fundamental Principles and Rights in the Workplace and the eight Core Conventions of the International Labour Organisation (ILO)The 2030 Agenda and its SDGs | Training sessions, Company Website | S1 / S2 / S4 / G1 |
| Diversity Policy of the Board of Directors | Enhances diversity as a founding element of sustainability also with reference to the Company's Board of Directors, pursuing the objective of integrating different managerial and professional profiles in its composition, also maintaining a balanced presence of independent members and a balanced representation of gender and age | BoD | BoD | - | Company Website | S1 |
| Smart working policy | Facilitates work-life balance in return for greater accountability for results and an environmental benefit through reduced CO2 emissions | Group employees | Chief People Officer | - | Company Intranet | S1 |
| Declaration of use | Lottomatica has submitted its Consolidated sustainability statement in accordance with the ESRS Standards for the fiscal year 2024 |
| Use of ESRS 1 | ESRS 1 – General Requirements |
| ESRS Standard | Indicator number and description | Page |
| General Information | ||
| ESRS 2 | Disclosure Requirement BP-1 – General basis for preparation of sustainability statement (reporting criteria)for preparation | 43-44 |
| Disclosure Requirement BP-2 – Disclosures in relation to specific circumstances | 44 | |
| Disclosure Requirement GOV-1 – The role of the administrative, management and supervisory bodies | 45-48 | |
| G1 Disclosure requirement related to ESRS 2 GOV-1 – The role of the administrative, management and supervisory bodies | 45-48 | |
| Disclosure Requirement GOV 2 – Information provided to and sustainability matters addressed by the undertaking’s administrative, management and supervisory bodies | 48 | |
| Disclosure Requirement GOV-3 - Integration of sustainability-related performance in incentive schemes | 49 | |
| E1. Disclosure requirement relative to ESRS 2 GOV-3 - Integration of sustainability-related performance in incentive schemes | 49 | |
| Disclosure Requirement GOV-4 - Statement on due diligence | 50 | |
| Disclosure Requirement GOV-5 - Risk management and internal controls over sustainability reporting | 50-51 | |
| Disclosure Requirement SBM-1 – Strategy, business model and value chain | 51-57 | |
| Disclosure Requirement SBM-2 – Interests and views of stakeholders | 57-58 | |
| Disclosure Requirement SBM-3 - Material impacts, risks and opportunities and their interaction with the strategy and business model | 59-62 | |
| Disclosure Requirement IRO-1 – Description of the processes to identify and assess material impacts, risks and opportunities | 62-65 | |
| E1. Disclosure Requirement related to ESRS 2 IRO-1 – Description of the processes to identify and assess material impacts, risks and opportunities related to climate | 65 | |
| E5. Disclosure Requirement related to ESRS 2 IRO-1 – Description of the processes to identify and assess material impacts, risks and opportunities related to the use of resources and circular economy | 66 | |
| G1. Disclosure Requirement related to ESRS 2 IRO-1 – Description of the processes to identify and assess material impacts, risks and opportunities | 66 | |
| Minimum disclosure requirement – Policies MDR-P – Policies adopted to manage material sustainability matters | 66-70 | |
| Disclosure Requirement IRO-2 – Disclosure requirements in ESRS covered by the undertaking’s sustainability statement | 71-78 | |
| Environmental Information | ||
| EU Taxonomy Disclosure | 79-88 | |
| E1Climate change | Disclosure Requirement E1-1 – Transition plan for climate change mitigation | 89-90 |
| Disclosure requirement related to ESRS 2 SBM – 3 Material impacts, risks and opportunities and their interaction with the strategy and business model | 90-91 | |
| Disclosure Requirement E1-2 – Policies related to climate change mitigation and adaptation | 91 | |
| Minimum disclosure requirement – Actions MDR-A – Actions and resources in relation to material sustainability matters | 91-93 | |
| Disclosure requirement E1-3 – Actions and resources in relation to climate change policies | 91-93 | |
| Minimum disclosure requirement – Targets MDR-T – Tracking effectiveness of policies and actions through targets | 93-95 | |
| Disclosure Requirement E1-4 – Targets related to climate change mitigation and adaptation | 95-96 | |
| Disclosure Requirement E1-5 – Energy consumption and mix | 95-96 | |
| Disclosure Requirement E1-6 – Gross Scopes 1, 2, 3 and Total GHG emissions | 96-100 | |
| Disclosure Requirement E1-9 – Anticipated financial effects from material physical and transition risks and potential climate-related opportunities | 100 | |
| E5Resource use and circular economy | Disclosure Requirement E5-1 – Policies implemented to manage resource use and circular economy | 101 |
| Minimum disclosure requirement – Actions MDR-A – Actions and resources in relation to material sustainability matters | 101-103 | |
| Disclosure Requirement E5-2 – Actions and resources related to resource use and circular economy | 101-103 | |
| Disclosure Requirement E5-3 – Targets related to resource use and circular economy | 103 | |
| Minimum disclosure requirement – Targets MDR-T – Tracking effectiveness of policies and actions through targets | 101-103 | |
| Disclosure Requirement E5-5 – Resource outflows | 104 | |
| Social Information | ||
| S1Own Workforce | Disclosure requirement related to ESRS 2 SBM-3 – Material impacts, risks and opportunities and their interaction with the strategy and business model | 106-107 |
| Disclosure Requirement S1-1 – Policies related to own workforce | 107-110 | |
| Disclosure Requirement S1-2 – Processes for engaging with own workers and workers’ representatives about impacts | 110-111 | |
| Disclosure Requirement S1-3 – Processes to remediate material negative impacts and channels for own workers and workers to raise concerns | 111-113 | |
| Minimum disclosure requirement – Actions MDR-A – Actions and resources in relation to material sustainability matters | 114-120 | |
| Disclosure Requirement S1-4 – Taking action on material impacts on own workforce and approaches to managing material risks and pursuing material opportunities related to own workforce, and effectiveness of those actions | 114-120 | |
| Minimum disclosure requirement – Targets MDR-T – Tracking effectiveness of policies and actions through targets | 120 | |
| Disclosure requirement S1-5 – Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities | 120 | |
| Disclosure Requirement S1-6 – Characteristics of the undertaking’s employees | 121 | |
| Disclosure Requirement S1-7 – Characteristics of non-employee workers in the undertaking’s own workforce | 121-122 | |
| Disclosure Requirement S1-8 – Collective bargaining coverage and social dialogue | 122 | |
| Disclosure Requirement S1-9 – Diversity indicators | 123 | |
| Disclosure Requirement S1-10 – Fair remuneration | 124 | |
| Disclosure Requirement S1-11 – Social security | 124 | |
| Disclosure Requirement S1-12 – Persons with disabilities | 124 | |
| Disclosure Requirement S1-13 – Training and skills development indicators | 125-126 | |
| Disclosure Requirement S1-14 – Health and safety indicators | 126 | |
| Disclosure requirements and related data | SFDR reference | Reference to Pillar 3 | Reference to the Benchmark Regulation | Reference to the EU Climate Law | Material / Immaterial | Page |
| ESRS 2 GOV-1 Gender diversity of the Council, section 21(d) | Indicator No. 13 in Table 1 of Annex 1 | N/A | Commission Delegated Regulation (EU) 2020/1816, Annex II | N/A | Material | 45 |
| ESRS GOV-1 Percentage of board members who are independent, sec. 21(e) | N/A | N/A | Delegated Regulation (EU) 2020/1816, Annex II | N/A | Material | 46 |
| ESRS 2 GOV-4 Due diligence statement, section 30 | Indicator No. 10 in Table 3 of Annex 1 | N/A | N/A | N/A | Material | 50 |
| ESRS 2 SBM-1 Involvement in activities related to fossil fuel activities, paragraph 40(d) i | Indicator No. 4 in Table 1 of Annex 1 | Article 449a of Regulation (EU) no. 575/2013: Implementing Regulation (EU) 2022/2453 Table 1: Qualitative information on environmental risk and Table 2: Qualitative information on social risk | Delegated Regulation (EU) 2020/1816, Annex II | N/A | Material | - |
| ESRS 2 SBM-1 Involvement in Activities Related to the Production of Chemicals, sec. 40(d) ii | Indicator No. 9 in Table 2 of Annex 1 | N/A | Delegated Regulation (EU) 2020/1816, Annex II | N/A | Material | - |
| ESRS 2 SBM-1 Involvement in controversial weapons activities, sec. 40(d) iii | Indicator No. 14 in Table 1 of Annex 1 | N/A | Delegated Regulation (EU) 2020/1818, Article 12(1) Delegated Regulation (EU) 2020/1816, Annex II | N/A | Material | - |
| ESRS 2 SBM-1 Involvement in activities relating to the cultivation and production of tobacco, sec. 40(d) iv | N/A | N/A | Delegated Regulation (EU) 2020/1818, Article 12(1) Delegated Regulation (EU) 2020/1816, Annex II | N/A | Material | - |
| ESRS E1-1 Transition Plan to Achieve Climate Neutrality by 2050, section 14 | N/A | N/A | N/A | Regulation (EU) 2021/1119, Article 2(1) | Material | - |
| ESRS E1-1 Companies excluded from Paris-aligned indices, section 16(g) | N/A | Article 449a of Regulation (EU) no. 575/2013; Implementing Regulation (EU) 2022/2453 Model 1: Climate change transition risk in the banking book: Credit quality of exposures by sector, issuance and residual maturity | Delegated Regulation (EU) 2020/1818, Article 12.1(d) through (g), and Article 12.2 | N/A | Material | - |
| ESRS E1-4 Greenhouse gas emission reduction targets, sec. 34 | Indicator No. 4 in Table 2 of Annex 1 | Article 449a of Regulation (EU) no. 575/2013; Implementing Regulation (EU) 2022/2453 Model 3: Banking book – Climate change | Delegated Regulation (EU) 2020/1818, Article 6 | N/A | Material | 93-95 |
| ESRS E1-5 Energy consumption from fossil fuels, disaggregated by source (high climate impact sectors only), section 38 | Indicator No. 5 in Table 1 of Annex 1 and Indicator No. 5 in Table 2 of Annex 1 | N/A | N/A | N/A | Immaterial | - |
| ESRS E1-5 Energy consumption and mix, section 37 | Indicator No. 5 in Table 1 of Annex 1 | N/A | N/A | N/A | Material | 95-96 |
| ESRS E1-5 Energy intensity associated with activities in high climate impact sectors, sections 40 to 43 | Indicator No. 6 in Table 1 of Annex 1 | N/A | N/A | N/A | Immaterial | - |
| ESRS E1-6 Gross Scope 1, 2, 3 and total GHG emissions, sec. 44 | Indicator No. 1 and 2 in Table 1 of Annex 1 | Article 449a; Regulation (EU) No 575/2013; Implementing Regulation (EU) 2022/2453 Model 1: Banking book – Climate change transition risk: Credit quality of exposures by sector, issuance and residual maturity | Delegated Regulation (EU) 2020/1818, Articles 5(1), 6 and 8(1) | N/A | Material | 96-100 |
| ESRS E1-6 Intensity of gross GHG emissions, sections 53 to 55 | Indicator No. 3 in Table 1 of Annex 1 | Article 449a of Regulation (EU) no. 575/2013; Implementing Regulation (EU) 2022/2453 Model 3: Banking book – Climate change transition risk: alignment metrics | Delegated Regulation (EU) 2020/1818, Article 8(1) | N/A | Material | 100 |
| ESRS E1-7 GHG removals and carbon credits, section 56 | N/A | N/A | N/A | Regulation (EU) 2021/1119, Article 2(1) | Immaterial | - |
| ESRS E1-9 Exposure of the benchmark index portfolio to physical climate-related risks, section 66 | N/A | N/A | Delegated Regulation (EU) 2020/1818, Annex II Delegated Regulation (EU) 2020/1816, Annex II | N/A | Immaterial | - |
| ESRS E1-9 Breakdown of monetary amounts by acute and chronic physical risk, section 66(a) ESRS E1-9 Location of assets at significant physical risk, section 66(c) | N/A | Article 449a of Regulation (EU) no. 575/2013; Implementing Regulation (EU) 2022/2453 paragraphs 46 and 47; Model 5: Banking book – Physical risk related to climate change: Exposures subject to physical risk | N/A | Immaterial | - | |
| ESRS E1-9 Breakdown of the book value of its real estate assets by energy efficiency classes, section 67(c) | N/A | Article 449a of Regulation (EU) no. 575/2013; Implementing Regulation (EU) 2022/2453 paragraph 34; | N/A | N/A | Immaterial | - |
| ESRS E1-9 Degree of portfolio exposure to climate-related opportunities, section 69 | N/A | N/A | Delegated Regulation (EU) 2020/1818 | N/A | Immaterial | - |
| ESRS E2-4 Amount of each pollutant listed in Annex II of E-PRTR (European Pollutant Release and Transfer Register) emitted to air, water and land, section 28 | Indicator No. 8 in Table 1 of Annex 1Indicator No. 2 in Table 2 of Annex 1Indicator No. 1 in Table 2 of Annex 1Indicator No. 3 in Table 2 of Annex 1 | N/A | N/A | N/A | Immaterial | - |
| ESRS E3-1 Waters and marine resources, section 9 | Indicator No. 7 in Table 2 of Annex 1 | N/A | N/A | N/A | Immaterial | - |
| ESRS E3-1 Dedicated policy, section 13 | Indicator No. 8 in Table 2 of Annex 1 | N/A | N/A | N/A | Immaterial | - |
| ESRS E3-1 Sustainability of the oceans and seas section 14 | Indicator No. 12 in Table 2 of Annex 1 | N/A | N/A | N/A | Immaterial | - |
| ESRS E3-4 Total recycled and reused water, section 28(c) | Indicator No. 6.2 in Table 2 of Annex 1 | N/A | N/A | N/A | Immaterial | - |
| ESRS E3-4 Total water consumption in m3 compared to net revenues from own operations, section 29 | Indicator No. 6.1 in Table 2 of Annex 1 | N/A | N/A | N/A | Immaterial | - |
| ESRS 2 IRO-1 - E4 section 16(a)(i) | Indicator No. 7 in Table 1 of Annex 1 | N/A | N/A | N/A | Immaterial | - |
| ESRS 2 IRO-1 - E4 section 16 (b) | Indicator No. 10 in Table 2 of Annex 1 | N/A | N/A | N/A | Immaterial | - |
| ESRS 2 IRO-1 – E4 section 16(c) | Indicator No. 14 in Table 2 of Annex 1 | N/A | N/A | N/A | Immaterial | - |
| ESRS E4-2 Sustainable agricultural/land-use policies or practices, section 24(b) | Indicator No. 11 in Table 2 of Annex 1 | N/A | N/A | N/A | Immaterial | - |
| ESRS E4-2 Sustainable sea/ocean use practices or policies, section 24(c) | Indicator No. 12 in Table 2 of Annex 1 | N/A | N/A | N/A | Immaterial | - |
| ESRS E4-2 Policies to address deforestation, section 24(d) | Indicator No. 15 in Table 2 of Annex 1 | N/A | N/A | N/A | Immaterial | - |
| ESRS E5-5 Non-recycled waste, section 37(d) | Indicator No. 13 in Table 2 of Annex 1 | N/A | N/A | N/A | Material | 104 |
| ESRS E5-5 Hazardous waste and radioactive waste, section 39 | Indicator No. 9 in Table 1 of Annex 1 | N/A | N/A | N/A | Material | 104 |
| ESRS 2 – SBM3 – S1 Risk of forced labour, section 14(f) | Indicator No. 13 in Table 3 of Annex I | N/A | N/A | N/A | Material | - |
| ESRS 2 – SBM3 – S1 Risk of child labour, section 14(g) | Indicator No. 12 in Table 3 of Annex I | N/A | N/A | N/A | Material | - |
| ESRS S1-1 Political commitments to human rights, section 20 | Indicator No. 9 in Table 3 of Annex I | N/A | N/A | N/A | Material | 107 |
| ESRS S1-1 Due diligence policies on matters covered by Core Conventions 1 to 8 of the International Labour Organisation, section 21 | N/A | N/A | Delegated Regulation (EU) 2020/1816, Annex II | N/A | Material | 107 |
| ESRS S1-1 Procedures and measures to prevent trafficking in human beings, section 22 | Indicator No. 11 in Table 3 of Annex I | N/A | N/A | N/A | Material | 107-108 |
| ESRS S1-1 Occupational accident prevention policy or management system, section 23 | Indicator No. 1 in Table 3 of Annex I | N/A | N/A | N/A | Material | 109 |
| ESRS S1-3 Mechanisms for handling claims/complaints, section 32(c) | Indicator No. 5 in Table 3 of Annex I | N/A | N/A | N/A | Material | 111-113 |
| ESRS S1-14 Number of deaths and number and rate of work-related injuries, sec. 88 (b) and (c) | Indicator No. 2 in Table 3 of Annex I | N/A | Delegated Regulation (EU) 2020/1816, Annex II | N/A | Material | 126 |
| ESRS S1-14 Number of days lost due to injury, accident, fatality or illness, sec. 88 (e) | Indicator No. 3 in Table 3 of Annex I | N/A | N/A | N/A | Material | 126 |
| ESRS S1-16 Unadjusted gender pay gap, section 97(a) | Indicator No. 12 in Table 1 of Annex I | N/A | Delegated Regulation (EU) 2020/1816, Annex II | N/A | Material | 127 |
| ESRS S1-16 Excessive pay gap in favour of the CEO, section 97(b) | Indicator No. 8 in Table 3 of Annex I | N/A | N/A | N/A | Material | 127 |
| ESRS S1-17 Discrimination-related incidents, section 103(a) | Indicator No. 7 in Table 3 of Annex I | N/A | N/A | N/A | Material | 127 |
| ESR S1-17 Failure to comply with the UN Guiding Principles on Business and Human Rights and OECD section 104(a) | Indicator No. 10 and indicator no. 14 in Table 3 of Annex I | N/A | Delegated Regulation (EU) 2020/1816, Annex II Delegated Regulation (EU) 2020/1818 Article 12 (1) | N/A | Material | 128 |
| ESRS 2 SBM-3 – S2 Serious risk of child labour or forced labour in the labour chain, section 11(b) | Indicator No. 12 in Table 13 of Annex I | N/A | N/A | N/A | Material | 129 |
| ESRS S2-1 Political commitments to human rights, section 17 | Indicator No. 9 in Table 3 and indicator no. 1, Table 1 of Annex 1 | N/A | N/A | N/A | Material | 130 |
| ESRS S2-1 Policies related to value chain workers, section 18 | Indicator No. 11 and 4 in Table 3 of Annex 1 | N/A | N/A | N/A | Material | 130 |
| ESRS S2-1 Non-compliance with the UN Guiding Principles on business and human rights and the OECD Guidelines, section 19 | Indicator No. 10 in Table 1 of Annex 1 | N/A | Delegated Regulation (EU) 2020/1816, Annex II Delegated Regulation (EU) 2020/1818 Article 12 (1) | N/A | Material | 130 |
| ESRS S2-1 Due diligence policies on matters covered by Core Conventions 1 to 8 of the International Labour Organisation, section 19 | N/A | N/A | Delegated Regulation (EU) 2020/1816, Annex II | N/A | Material | 130 |
| ESRS S2-4 Human rights issues and incidents in the upstream and downstream value chain, section 36 | Indicator No. 14 in Table 3 of Annex 1 | N/A | N/A | N/A | Material | - |
| ESRS S3-1 Political commitments to human rights, section 16 | Indicator No. 9 in Table 3 and indicator 11 Table 1 of Annex 1 | N/A | N/A | N/A | Immaterial | - |
| ESRS S3-1 Failure to comply with the UN guiding principles on business and human rights, the ILO principles or the OECD guidelines, section 17 | Indicator No. 10 in Table 1 of Annex 1 | N/A | Delegated Regulation (EU) 2020/1816, Annex II Delegated Regulation (EU) 2020/1818 Article 12 (1) | N/A | Immaterial | - |
| ESRS S3-4 Human rights issues and incidents, section 36 | Indicator number 14 in Table 3 of Annex 1 | N/A | N/A | N/A | Immaterial | - |
| ESRS S4-1 Policies related to consumers and end-users, section 16 | Indicator No. 9 in Table 3 Indicator number 11 in Table 1 of Annex 1 | N/A | N/A | N/A | Material | 136 |
| ESRS S4-1 Failure to comply with the UN guiding principles on business and human rights and the OECD guidelines, section 17 | Indicator No. 10 in Table 1 of Annex 1 | N/A | Delegated Regulation (EU) 2020/1816, Annex II Delegated Regulation (EU) 2020/1818 Article 12 (1) | N/A | Material | - |
| ESRS S4-4 Human rights issues and incidents, section 35 | Indicator No. 14 in Table 3 of Annex 1 | N/A | N/A | N/A | Material | - |
| ESRS G1-1 United Nations Convention against corruption, section 10(b) | Indicator No. 15 in Table 3 of Annex 1 | N/A | N/A | N/A | Material | - |
| ESRS G1-1 Protection of whistleblowers, section 10(d) | Indicator No. 6 in Table 3 of Annex 1 | N/A | N/A | N/A | Material | - |
| ESRS G1-4 Fines imposed for violations of laws against active and passive corruption, section 24 (a) | Indicator No. 17 in Table 3 of Annex 1 | N/A | Delegated Regulation (EU) 2020/1816, Annex II | N/A | Material | 146 |
| ESRS G1-4 Rules for combating bribery and corruption, section 24(b) | Indicator No. 16 in Table 3 of Annex 1 | N/A | N/A | N/A | Material | 146 |
| 6.5 Transport by motorcycle, passenger car, and light commercial vehicle | Climate change mitigation (1) and adaptation objectives (2) |
| 7. Construction and real estate activities | |
| 7.2 Renovation of existing buildings | Climate change mitigation (1) and adaptation objectives (2) |
| 7.3 Installation, maintenance, and repair of energy efficiency devices | |
| Financial year 2024 | 2024 | Substantial Contribution Criteria | DNSH ("do no significant harm") criteria | ||||||||||||||||
| Economic activities (1) | Code (2) | Turnover (3) | Share of turnover, year 2024 (4) | Climate change mitigation (5) | Climate change adaptation (6) | Water (7) | Pollution (8) | Circular economy (9) | Biodiversity (10) | Climate change mitigation (11) | Climate change adaptation (12) | Water (13) | Pollution (14) | Circular economy (15) | Biodiversity (16) | Minimum safeguards (17) | Proportion of Taxonomy-aligned (A.1.) or eligible (A.2.) turnover, year 2023 (18) | Category enabling activity (19) | "Category transitional activity (20)" |
| € MM | % | Yes; No; N/EL | Yes; No; N/EL | Yes; No; N/EL | Yes; No; N/EL | Yes; No; N/EL | Yes; No; N/EL | Yes/No | Yes/No | Yes/No | Yes/No | Yes/No | Yes/No | Yes/No | % | A | T | ||
| A. TAXONOMY-ELIGIBLE ACTIVITIES | |||||||||||||||||||
| A.1 Environmentally sustainable activities (taxonomy-aligned) | |||||||||||||||||||
| Turnover of environmentally sustainable activities (taxonomy-aligned) (A.1) | - | 0.00% | 0.00% | - | - | - | - | - | No | No | No | No | No | No | Yes | - | |||
| Of which enabling | - | 0.00% | 0.00% | - | - | - | - | - | No | No | No | No | No | No | Yes | - | |||
| Of which transitional | - | 0.00% | 0.00% | No | No | No | No | No | No | Yes | - | ||||||||
| A.2 Taxonomy-eligible but not environmentally sustainable activities (not taxonomy-aligned activities) | |||||||||||||||||||
| EL; N/EL | EL; N/EL | EL; N/EL | EL; N/EL | EL; N/EL | EL; N/EL | ||||||||||||||
| Turnover of taxonomy-eligible but not environmentally sustainable activities (not taxonomy-aligned activities) (A.2) | - | 0.00% | 0.00% | - | - | - | - | - | - | ||||||||||
| A. Turnover of Taxonomy eligible activities (A.1 + A.2) | - | 0.00% | 0.00% | - | - | - | - | - | - | ||||||||||
| B. TAXONOMY-NON-ELIGIBLE ACTIVITIES | |||||||||||||||||||
| Turnover of taxonomy non-eligible activities | 2,004 | 100% | |||||||||||||||||
| Total | 2,004 | 100% | |||||||||||||||||
| Proportion of Total Turnover | ||
| Taxonomy-aligned by objective | Eligible for taxonomy by objective | |
| CCM | 0.0% | 0.0% |
| CCA | 0.0% | 0.0% |
| WTR | 0.0% | 0.0% |
| CE | 0.0% | 0.0% |
| PPC | 0.0% | 0.0% |
| BIO | 0.0% | 0.0% |
| Financial year 2024 | 2024 | Substantial Contribution Criteria | DNSH ("do no significant harm") criteria | ||||||||||||||||
| Economic activities (1) | Code (2) | CapEx (3) | Proportion CapEx, year 2024 (4) | Climate change mitigation (5) | Climate change adaptation (6) | Water (7) | Pollution (8) | Circular economy (9) | Biodiversity (10) | Climate change mitigation (11) | Climate change adaptation (12) | Water (13) | Pollution (14) | Circular economy (15) | Biodiversity (16) | Minimum safeguards (17) | Proportion of taxonomy-aligned (A.1) or eligible (A.2) CapEx, Year 2023 (18) | Category enabling activity (19) | "Category transitional activity (20)" |
| € MM | % | Yes; No; N/EL | Yes; No; N/EL | Yes; No; N/EL | Yes; No; N/EL | Yes; No; N/EL | Yes; No; N/EL | Yes/No | Yes/No | Yes/No | Yes/No | Yes/No | Yes/No | Yes/No | % | A | T | ||
| A. TAXONOMY-ELIGIBLE ACTIVITIES | |||||||||||||||||||
| A.1 Environmentally sustainable activities (taxonomy-aligned) | |||||||||||||||||||
| CapEx of environmentally sustainable activities (taxonomy-aligned) (A.1) | - | 0.00% | - | - | - | - | - | - | No | No | No | No | No | No | Yes | - | |||
| Of which enabling | - | 0.00% | - | - | - | - | - | - | No | No | No | No | No | No | Yes | - | |||
| Of which transitional | - | 0.00% | 0.00% | No | No | No | No | No | No | Yes | - | ||||||||
| A.2 Taxonomy-eligible but not environmentally sustainable activities (not taxonomy-aligned activities) | |||||||||||||||||||
| EL; N/EL | EL; N/EL | EL; N/EL | EL; N/EL | EL; N/EL | EL; N/EL | ||||||||||||||
| Transport by motorcycle, passenger car, and light commercial vehicle | CCM 6.5 / CCA 6.5 | 5.15 | 1.2% | EL | EL | N/EL | N/EL | N/EL | N/EL | - | |||||||||
| Renovation of existing buildings | CCM 7.2 / CCA 7.2 | 9.30 | 2.20% | EL | EL | N/EL | N/EL | N/EL | N/EL | - | |||||||||
| Installation, maintenance, and repair of energy efficiency devices | CCM 7.3 / CCA 7.3 | 0.61 | 0.14% | EL | EL | N/EL | N/EL | N/EL | N/EL | 0.12% | |||||||||
| CapEx of taxonomy-eligible but not environmentally sustainable activities (not taxonomy-aligned activities) (A.2) | 15.07 | 3.56% | 3.56% | 0.00% | 0.00% | 0.00% | 0.00% | 0.00% | 0.12% | ||||||||||
| A. CapEx of Taxonomy eligible activities (A.1+A.2) | 15.06 | 3.56% | 3.56% | 0.00% | 0.00% | 0.00% | 0.00% | 0.00% | 0.12% | |||||||||
| B. TAXONOMY-NON-ELIGIBLE ACTIVITIES | ||||||||||||||||||
| CapEx of taxonomy non-eligible activities | 408.24 | 96.44% | ||||||||||||||||
| Total | 423.31 | 100% | ||||||||||||||||
| Proportion of CapEx/Total CapEx | ||
| Taxonomy-aligned by objective | Eligible for taxonomy by objective | |
| CCM | 0.0% | 3.56% |
| CCA | 0.0% | 3.56% |
| WTR | 0.0% | 0.0% |
| CE | 0.0% | 0.0% |
| PPC | 0.0% | 0.0% |
| BIO | 0.0% | 0.0% |
| Proportion of OpEx/Total OpEx | ||
| Taxonomy-aligned by objective | Eligible for taxonomy by objective | |
| CCM | 0.0% | 0.07% |
| CCA | 0.0% | 0.07% |
| WTR | 0.0% | 0.0% |
| CE | 0.0% | 0.0% |
| PPC | 0.0% | 0.0% |
| BIO | 0.0% | 0.0% |
| Nuclear Activities | ||
| 1. | The company carries out, finances or has exposures to research, development, demonstration and implementation of innovative power generation plants that produce energy from nuclear processes with a minimum amount of fuel cycle waste. | No |
| 2. | The company carries out, finances or has exposures to the construction and safe operation of new nuclear power plants for the generation of electricity or process heat, including for district heating purposes or for industrial processes such as hydrogen production, and improvements in their safety using the best available technology. | No |
| 3. | The company carries out, finances or has exposures to the safe operation of existing nuclear power plants generating electricity or process heat, including for district heating or for industrial processes such as the production of hydrogen from nuclear energy, and improvements in their safety. | No |
| Fossil gas activities | ||
| 4. | The company carries out, finances or has exposures to the construction or operation of power generation plants using gaseous fossil fuels. | No |
| 5. | The company carries out, finances or has exposures to the construction, rehabilitation and operation of combined heat/cool and power generation plants using gaseous fossil fuels. | No |
| 6. | The company carries out, finances or has exposures to the construction, upgrading and operation of combined heat/cool and power generation plants using gaseous fossil fuels. | No |
| ESRS(SUB-TOPIC) | IRO | DESCRIPTION | POSITIVE / NEGATIVEEFFECTIVE / POTENTIAL | TIME HORIZONS | VALUE CHAIN |
| Climate change mitigation | I | Production of greenhouse gas emissions at all stages of the production chain of Lottomatica Group | NegativeActual | Short termMedium termLong term | Own OperationsUpstreamDownstream |
| Energy | I | Energy consumption from renewable sources in all stages of the production chain | PositiveActual | Short termMedium termLong term | Own OperationsUpstreamDownstream |
| Main actions | Field of application | Time horizons |
| Green Energy | The concessionaire's direct network gaming halls | Each year |
| Energy efficiency in buildings | Aldobrandeschi Headquarters | Each year |
| Use of non-private means of transport | Aldobrandeschi Headquarters | Each year |
| Green Procurement | Lottomatica Group | Each year |
| LTMCar | Aldobrandeschi Headquarters | Each year |
| E – GAP | Aldobrandeschi Headquarters | Each year |
| Electric/hybrid company fleet | Aldobrandeschi Headquarters | Each year |
| Maintenance of ISO 14001:2015 Certification | Gamenet Spa, GBO spa, LVR; Marim; Big easy; PWO, Totosi; Betflag | Each year |
| Action | Type of financial resources | CapEx (€) | OpEx (€) | Link with financial statement items | Future financial resources (€) |
| Green Energy | Provision of services | - | 22,987.41 | Costs for services - Utilities, postage and logistics, security services | 25,000 |
| Energy efficiency in buildings | Provision of services | - | 21,000 | Costs for services - utilities, postage and logistics, security services | - |
| Use of non-private means of transport | Provision of services | - | 147,433 | Personnel costs - Other personnel costs | 150,000 |
| LTMCar | Internal development | n/a | n/a | n/a | n/a |
| E – GAP | Provision of services | - | 1,000 | Costs for services - Other | 7,000 |
| Electric/hybrid company fleet | Provision of services | 8,000 | Costs for services - Rentals, leases and other lease transactions | 8,000 | |
| Maintenance of ISO 14001:2015 Certification | Provision of services | 110,105 | Costs for services - tax, administrative, legal and financial consulting | 46,900 |
| Emissions | Base year | Base value | Target year31 | Target value | Reduction % |
| Scope 1 Emissions | 2023 | 5,019 tCO2e | 2033 | 1,807 tCO2e | -64% |
| Scope 2 Emissions | 2023 | 2,142 tCO2e | 2025 | 107 tCO2e | -95% |
| Scope 3 Emissions | 2023 | 49,806 tCO2e | 2033 | 31,876 | -36% |
| Fuel consumption | u.m. | 2024 |
| From non-renewable sources | ||
| Natural gas for heating | MWh | 15,303.74 |
| Natural gas for motor vehicles | 0.16 | |
| Diesel fuel for motor vehicles | 8,284.91 | |
| Petrol for motor vehicles | 2,342.06 | |
| LPG for motor vehicles | 41.42 | |
| From renewable sources | ||
| HVO biodiesel for motor vehicles | 26.19 | |
| Total fuel consumption from fossil sources | 25,998.50 |
| Energy purchased | u.m. | 2024 |
| Electrical energy purchased from non-renewable sources | MWh | 1,544.14 |
| Electrical energy purchased from nuclear sources | 0 | |
| Electrical energy purchased from renewable sources | 26,392.00 | |
| Energy purchased for district heating | 64.96 | |
| Total energy purchased | 28,001.10 |
| Total energy consumption | u.m. | 2024 |
| Total energy consumption from fossil sources | MWh | 27,516.45 |
| Total energy consumption from nuclear sources | 0 | |
| Total energy consumption from renewable sources | 26,483.14 | |
| of which: fuel consumption from renewable sources, including biomass (also including industrial and municipal waste of biological origin), biofuels, biogas, hydrogen from renewable sources | 26.19 | |
| of which: consumption of electricity, heat, steam and cooling from renewable sources, purchased or acquired | 26,392.00 | |
| of which consumption of self-produced renewable energy without using fuels | 0 |
| Total emissions | u.m. | 2024 |
| Scope 1 Emissions | ||
| Gross Scope 1 emissions | tCO2e | 5,956.46 |
| Scope 1 emissions covered by regulated emissions trading schemes | % | 0 |
| Scope 2 Emissions | ||
| Gross Scope 2 location-based emissions | tCO2e | 6,666.06 |
| Gross Scope 2 market-based emissions | 720.63 | |
| Scope 3 Emissions | ||
| Total gross Scope 3 location-based indirect emissions | tCO2e | 73,868.86 |
| Total gross Scope 3 market-based indirect emissions | 73,259.59 | |
| 1. Purchased goods and services | 4,360.03 | |
| Subcategory: Cloud computing and data centre services | 238.54 | |
| 2. Capital goods | 14,132.16 | |
| 3. Fuel and energy-related activities (not included in Scope 1 or 2) location-based | 2,537.42 | |
| 3. Fuel and energy-related activities (not included in Scope 1 or 2) market-based | 1,928.10 | |
| 4. Upstream transport and distribution | 6,250.43 | |
| 5. Waste generated during the course of operations | 209.01 | |
| 6. Business travel | 351.50 | |
| 7. Employee commuting | 3,058.46 | |
| 8. Upstream leased assets | 3,668.29 | |
| 9. Downstream transportation | 10,001.84 | |
| 11. Use of the products sold | 23,114.71 | |
| 13. Downstream leased assets | 5,946.54 | |
| Total emissions | ||
| Total emissions (location-based) | tCO2e | 86,491.45 |
| Total emissions (market-based) | 79,936.68 |
| Intensity of emissions with respect to net revenues | u.m. | 2024 |
| Total emissions (location-based) with respect to net revenues | tCO2e / € | 0.0000431 |
| Total emissions (market-based) with respect to net revenues | 0.0000398 |
| ESRS(SUB-TOPIC) | IRO | DESCRIPTION | POSITIVE / NEGATIVEACTUAL / POTENTIAL | TIME HORIZON | VALUE CHAIN |
| Waste | I | Generation of waste that requires disposal (incineration/landfill) rather than recycling | NegativeActual | Short termMedium term Long term | Own OperationsUpstreamDownstream |
| Main actions | Field of application | Time horizons |
| Repair Lab - Repairs | Concessionaires | Each year |
| Repair Lab - Disposal | Concessionaires | Twice a year |
| Redemption of electronic devices | Aldobrandeschi Site | Each year |
| Donation of electronic devices | Lottomatica Group | Each year |
| Waste separation | Aldobrandeschi Site | Each year |
| Become green | Aldobrandeschi Site | 2024 |
| GoSign | Lottomatica Group | Each year |
| FSC Paper | Aldobrandeschi Site | Each year |
| CFP Assessment | Lottomatica Group | 2025 |
| Action | Type of financial resources | CapEx (€) | OpEx (€) | Link with financial statement items | Future financial resources (€) |
| Repair Lab - Repairs | Purchase of goods | - | 96,400 | Goods and other purchases | 95,000 |
| Repair Lab - Disposal | Provision of Services | - | 9,400 | Other operating costs and expenses | 10,000 |
| Become green | Donation | - | 1,500 | Other personnel costs | - |
| GoSign | Purchase of software licenses | 28,060 | - | Tangible fixed assets – software | 12,200 |
| FSC Paper | Purchase of goods | - | 2,448.42 | Other operating costs and expenses – purchases of goods and other purchases | 2,500 |
| CFP Assessment | Provision of Services | - | 5,490.00 | Costs for services – tax, administrative, legal and financial consulting | 14,640 |
| Waste diverted from disposal | u.m. | 2024 | |
| Hazardous waste | Non-hazardous waste | ||
| Preparation for re-use | t | 0 | 41.89 |
| Recycling | 0 | 80.69 | |
| Other recovery operations | 164.16 | 341.93 | |
| Total | 164.16 | 464.51 | |
| 628.66 | |||
| Waste directed to disposal | u.m. | 2024 | |
| Hazardous waste | Non-hazardous waste | ||
| Incineration | t | 0 | 0 |
| Landfill disposal | 0.06 | 19.31 | |
| Other disposal operations | 182.00 | 0 | |
| Total | 182.06 | 19.31 | |
| 201.37 | |||
| Non-recycled waste | u.m. | 2024 |
| Non-recycled waste | t | 201.37 |
| Total waste | 830.03 | |
| Percentage of waste not recycled | % | 24.26 |
| ESRS(SUB-TOPIC) | IRO | DESCRIPTION | POSITIVE / NEGATIVEACTUAL / POTENTIAL | TIME HORIZON | VALUE CHAIN |
| Working conditions | I | Employment stability and work-life balance | PositiveActual | Short termMedium termLong term | Own operations |
| I | Violations of rights and regulations concerning working conditions | NegativePotential | Medium termLong term | Own operations | |
| O | Flexible and hybrid work models can enhance employees’ work-life balance while simultaneously reducing personnel costs | Short termMedium termLong term | Own operations | ||
| I | Raising employee awareness of occupational health and safety issues | PositiveActual | Short termMedium termLong term | Own operations | |
| I | Workplace accidents | NegativeActual | Short termMedium termLong term | Own operations | |
| R | Inadequate/partial compliance with the occupational health and safety regulations | Short termMedium term | Own operations | ||
| Equal treatment and opportunities for all | I | Incidents of discrimination and gender pay disparity | NegativeActual | Short termMedium termLong term | Own operations |
| I | Employee attraction, development, and training | PositiveActual | Short termMedium termLong term | Own operations | |
| O | Investment in training and skill development programmes, including funded training and e-learning, can help attract and retain a highly qualified and diverse workforce while managing associated costs effectively | Short termMedium termLong term | Own operations | ||
| Other work-related rights | I | Human rights violations | NegativePotential | Medium termLong term | Own operations |
| I | Cyber attacks and/or theft of information | NegativePotential | Medium termLong term | Own operations |
| Main actions | Field of application | Time horizons |
| Human Rights – National Collective Labour Agreements (CCNL) | All Lottomatica Group employees in countries where collective bargaining is in place | Every new hire |
| Human Rights – Local Communities | - | The initiatives are carefully selected during the drafting of the sustainability plan |
| Human Rights – Training | Lottomatica Group | Each year |
| D&I – Fair-pay project | The initiative impacted 7% of the Group's workforce | Each year |
| D&I Trainings | - | Each year |
| D&I Partnerships | - | Each year |
| D&I Recruitment with A.I.P.D. (Italian Association of People with Down Syndrome) | 1 resource | 2024 |
| D&I – food drives | The 2024 edition of the food drive campaign was conducted at 12 company locations across 6 Italian regions. This initiative potentially engaged 1,696 employees and resulted in the collection of 1,347.95 kg of food, which was distributed to local charitable organisations. | Each year |
| D&I – Partnership with Rosso for blood donation | 2 events were organised within the company in 2024, with around 50 employees participating as blood donors | Each year |
| Gender equality – Gender pay gap | Lottomatica Group | Each year |
| Gender equality – Women in management | Lottomatica Group | Each year |
| Adoption of smart working | in Lottomatica Group where the job role allows | Each year |
| Maintenance of 45001 Certification | Lottomatica Group, Gamenet, GBO, LVR, Betflag, PWO, and Totosi | Each year |
| Best HR Team | Lottomatica Group | Each year |
| Top Employer | Lottomatica Group | Each year |
| UNI/PdR 125 | Lottomatica Group | Each year |
| ISO 26000:2020 Certification | Lottomatica Group | Each year |
| Action | Type of financial resources | CapEx (€) | OpEx (€) | Link with financial statement items | Future financial resources (€) |
| Human Rights – National Collective Labour Agreements (CCNL) | N/A | - | - | - | - |
| Human Rights – Local Communities | Donations | - | 104,825 | Other operating costs and charges - Other operating costs and charges. Costs for services - Tax, administrative, legal and financial consulting | - |
| Human Rights – Training | - | - | 292,804.44 | Tab. Costs for services - Other | 355,250 |
| D&I - Fair-pay project | - | - | N/A | ||
| D&I – Training | Provision of Services | - | 5,328 | Tax, administrative, legal, and financial consulting | 42,000 |
| D&I – Partnerships | Provision of Services | - | 36,470 | Tax, administrative, legal, and financial consulting | 9,760 |
| D&I – Recruitment with A.I.P.D. (Italian Association of People with Down Syndrome) | - | - | - | - | - |
| D&I – food drives | - | - | - | - | - |
| D&I – Partnership with Rosso for blood donation | Provision of Services | - | 11,102 | Tax, administrative, legal, and financial consulting | 12,200 |
| Gender equality – Gender pay gap | - | - | - | - | - |
| Gender equality – Women in management | - | - | - | - | - |
| Adoption of smart working | - | - | - | - | - |
| Maintenance of 45001 Certification | Provision of Services | - | 160,746 | Tab. Costs for services - Tax, administrative, legal and financial consultingTab. Costs for services - Other | - |
| Best HR Team | Provision of Services | - | 650 | Tab. Costs for services - Other | 1,830 |
| Top Employer | Provision of Services | - | 28,670 | Tab. Costs for services - Other | 28,670 |
| UNI/PdR 125 | Provision of Services | - | 1,220 | Tab. Costs for services - Other | 25,000 |
| ISO 26000:2020 Certification | Provision of Services | - | 10,187 | Tab. Costs for services - Tax, administrative, legal and financial consultingTab. Costs for services – Technical assistance and network management services | 30,000 |
| Employee type | 2024 | |||||
| u.m. | Women | Men | Other | Not disclosed | Total | |
| Permanent employees | No. | 830 | 1,610 | 0 | 0 | 2,440 |
| Fixed-term employees | No. | 109 | 117 | 0 | 0 | 226 |
| Variable-schedule employees | No. | 1 | 0 | 0 | 0 | 1 |
| Total employees | No. | 940 | 1,727 | 0 | 0 | 2,667 |
| Employee type | 2024 | |||||
| u.m. | Women | Men | Other | Not disclosed | Total | |
| Full-time employees | No. | 819 | 1,675 | 0 | 0 | 2,494 |
| Part-time employees | No. | 121 | 52 | 0 | 0 | 173 |
| Total employees | No. | 940 | 1,727 | 0 | 0 | 2,667 |
| Employee type | u.m. | 2024 |
| Number of employees | No. | 2,667 |
| Number of terminated employees | 382 | |
| Employee turnover rate34 | % | 14.32 |
| Characteristics of non-employees | u.m. | 2024 |
| Self-employed workers non-employees | No. | 20 |
| Workers provided by enterprises engaged in recruitment, selection, and personnel provision | 2 | |
| Total number of non-employees | 22 |
| Collective bargaining and social dialogue | u.m. | 2024 |
| Number of employees covered by collective bargaining agreements | No. | 2,253 |
| Number of employees covered by trade unions | 2,193 | |
| Number of employees | 2,667 | |
| Percentage of employees covered by collective agreements | % | 84.48 |
| Social dialogue coverage | 82.23 |
| Collective bargaining coverage | Social dialogue | ||
| Coverage rate | Employees – EEA(for countries with > 50 emp. representing > 10% of total employees) | Employees - non-EEA (estimated for regions with > 50 emp. representing > 10% of total employees) | Workplace representation (EEA only) (for countries with > 50 emp. representing > 10% of total employees) |
| 0-19% | - | Serbia | - |
| 20-39% | - | - | - |
| 40-59% | - | - | - |
| 60-79% | - | - | - |
| 80-100% | Italy | - | Italy |
| Senior management gender diversity | u.m. | 2024 |
| Senior management employees | 13 | |
| of which women | No. | 5 |
| of which men | 8 | |
| of which other | 0 | |
| of which not disclosed | 0 | |
| Percentage of women in senior management | % | 38.46 |
| Percentage of men in senior management | 61.54 |
| Distribution of employees by age group | 2024 | ||||
| u.m. | < 30 years | 30-50 years | > 50 years | Total | |
| Managers | No. | 0 | 29 | 30 | 59 |
| Middle Managers | 2 | 144 | 83 | 229 | |
| White collar workers | 236 | 1,405 | 345 | 1,986 | |
| Blue collar workers | 81 | 216 | 96 | 393 | |
| Total employees | 319 | 1,794 | 554 | 2,667 | |
| Managers | % | 0 | 1.09 | 1.12 | 2.21 |
| Middle Managers | 0.07 | 5.40 | 3.11 | 8.59 | |
| White collar workers | 8.85 | 52.68 | 12.94 | 74.47 | |
| Blue collar workers | 3.04 | 8.10 | 3.60 | 14.74 | |
| Total employees | 11.96 | 67.27 | 20.77 | 100.00 | |
| Wages | u.m. | 2024 |
| Lowest wage | € | 16,171 |
| Adjusted wage35 | 19,580 | |
| Ratio | 0.83 |
| Persons with disabilities | u.m. | 2024 |
| Number of employees with disabilities | No. | 92 |
| of which women | 48 | |
| of which men | 44 | |
| of which other | 0 | |
| of which not disclosed | 0 | |
| Percentage of employees with disabilities | % | 3.45 |
| of which women | 1.80 | |
| of which men | 1.65 | |
| of which other | 0 | |
| of which not disclosed | 0 |
| Periodic reviews of employee performance and career development by gender | 2024 | |||||
| u.m. | Women | Men | Other | Not disclosed | Total | |
| Employees who participated in the periodic reviews | No. | 646 | 1,299 | 0 | 0 | 1,945 |
| Periodic reviews | 1 | 1 | 1 | 1 | 4 | |
| Employees | 940 | 1,727 | 0 | 0 | 2,667 | |
| Periodic reviews conducted per employee | 0 | 0 | 0 | 0 | 0 | |
| Employees who participated in the periodic reviews | % | 68.72 | 75.22 | 0 | 0 | 72.93 |
| Periodic reviews of employee performance and career development by category | 2024 | |||||
| u.m. | Managers | Middle Managers | White collar workers | Blue collar workers | Total | |
| Employees who participated in the periodic reviews | No. | 59 | 189 | 1,544 | 153 | 1,945 |
| Performance reviews | 1 | 1 | 1 | 1 | 4 | |
| Total employees | 59 | 229 | 1,986 | 393 | 2,667 | |
| Periodic reviews conducted per employee | 0.02 | 0 | 0 | 0 | 0 | |
| Employees who participated in the periodic reviews | % | 100 | 82.53 | 77.74 | 38.93 | 72.93 |
| Periodic reviews of the performance and career development of non-employees | u.m. | Non-employee workers |
| Number of non-employees who participated in the reviews | No. | 2 |
| Number of performance reviews | 1 | |
| Total non-employee workers | 22 | |
| Percentage of non-employees who participated in the reviews | % | 9.09 |
| 2024 | |||
| Employees training hours | u.m. | Training hours | Average training hours |
| Women | No. | 14,154.62 | 15.06 |
| Men | 16,319.70 | 9.45 | |
| Other | 0.00 | 0.00 | |
| Not disclosed | 0.00 | 0.00 | |
| Total | 30,474.32 | 11.43 | |
| Health and safety | 2024 | |||
| u.m. | Employees | Non-employees | Total | |
| Workers covered by the health and safety management system, as required by law and/or recognised standards or guidelines | % | 100 | 100 | 100 |
| Workers covered by the health and safety management system according to legal requirements and/or recognised standards or guidelines and which has been object of internal audit and/or audit or certification by an external party36 | % | 47.32 | N.D. | 47.32 |
| Deaths due to work-related injuries and illnesses | No. | 0 | 0 | 0 |
| Recordable workplace accidents | 15 | 0 | 15 | |
| Hours worked | 3,409,127.26 | 27,413.14 | 3,436,540.40 | |
| Rate of recordable workplace accidents | % | 4.40 | 0.00 | 4.36 |
| Cases of work-related illnesses detected during the reporting period among those who were formerly part of the workforce | No. | 0 | 0 | 0 |
| Cases involving recordable work-related diseases | 0 | 0 | 0 | |
| Days lost due to work-related injuries and deaths | 0 | 0 | 0 | |
| Family leave | 2024 | |||||
| u.m. | Women | Men | Other | Not disclosed | Total | |
| Number of employees entitled to family leave | No. | 940 | 1,727 | 0 | 0 | 2,667 |
| Number of eligible employees who took family leave | 99 | 125 | 0 | 0 | 224 | |
| Percentage of employees entitled to family leave | % | 100 | 100 | 0 | 0 | 100 |
| Percentage of eligible employees who took family leave | 10.5 | 7.2 | 0 | 0 | 8.4 | |
| u.m. | Average gross hourly remuneration | |
| Gender pay gap | % | 13 |
| u.m. | Complementary or variable components | |
| Ratio of the total annual remuneration of the highest-paid individual to the median total annual remuneration of all other employees | 60.04 |
| ESRS(SUB-TOPIC) | IRO | DESCRIPTION | POSITIVE / NEGATIVEACTUAL / POTENTIAL | TIME HORIZON | VALUE CHAIN |
| Working conditions | I | Heightened awareness of occupational health and safety issues among workers in the value chain | PositivePotential | Medium termLong term | Upstream Downstream |
| I | Accidents at the workplace of suppliers, logistics sites, and points of sale | NegativeActual | Short termMedium termLong term | UpstreamDownstream | |
| Equal treatment and opportunities for all | I | Expansion and updating of the skills of the workers in the production chain | PositivePotential | Medium termLong term | UpstreamDownstream |
| Other work-related rights | I | Human rights violations along the value chain | NegativePotential | Medium termLong term | UpstreamDownstream |
| I | Cyber attacks and/or information theft along the value chain | NegativePotential | Medium termLong term | UpstreamDownstream |
| Main actions | Field of application | Time horizons |
| Training for betting outlets and indirectly operated VLT gaming halls | Indirectly operated network, betting network and directly operated network | Each year |
| Responsible gaming section on websites for Betting and gaming machine managers | Indirectly operated network and betting network | 2024 |
| Action | Type of financial resources | CapEx (€) | OpEx (€) | Link with financial statement items | Future financial resources (€) |
| Training for betting outlets and indirectly operated VLT gaming halls | Provision of Services | - | 3,050 | Costs for services - other | 3,050 |
| Responsible gaming section on websites for Betting and gaming machine managers | Internal development | n/a | n/a | n/a | n/a |
| ESRS(SUB-TOPIC) | IRO | DESCRIPTION | POSITIVE / NEGATIVEACTUAL / POTENTIAL | TIME HORIZON | VALUE CHAIN |
| Information-related impacts for consumers and/or end-users | I | Cyber attacks and/or theft of consumer information | NegativePotential | Medium termLong term | Downstream |
| R | Incorrect/lack of management of logical access constraints | Short termMedium term | Own operations | ||
| R | Untimely, incomplete and/or incorrect implementation of the established security policies and specifications | Short term | Own operations | ||
| R | Failure to identify actions to prevent cyber attacks or theft of information and data | Short termMedium term | Own operations | ||
| R | Inadequate establishment, implementation, review, maintenance or improvement of the Information Security Management System (ISMS) within the context of the implementation and management of information systems and services related to the legally required retention activities | Short termMedium term | Own operations | ||
| R | Inadequate data management, in terms of: confidentiality, integrity and availability | Short termMedium term | Own operations | ||
| Personal safety of consumers and/or end users | I | Presence of cases of gambling disorder in the areas where the Group operates | NegativeActual | Short termMedium termLong term | Downstream |
| Social inclusion of consumers and/or end-users | R | Lack of ability to ensure the reliability and availability of ICT systems and critical computer programmes, with negative effects on operations in terms of malfunctions / disruptions / delays in IT systems, which in turn could affect the performance of the different businesses | Short termMedium term | Own operations | |
| R | Lack of Software Factory flows and processes, useful for aligning business objectives with the evolution of IT systems | Short termMedium term | Own operations | ||
| R | Inadequate management of installation, replacement, maintenance, and decommissioning activities related to the technological infrastructures present at the network's points of pale (e.g. PoS, Gaming Machines, Terminals) | Short termMedium term | Own operations | ||
| I | Adoption of responsible business and consumer protection practices | PositiveActual | Short termMedium termLong term | Downstream | |
| O | The provision of a secure gaming environment and legal channels can help attract some of the gaming demand that would otherwise turn to illegal gaming, resulting in improvements in the Group's financial performance | Short termMedium termLong term | Own operationsDownstream |
| Main actions | Field of application | Time horizons |
| "Safe Plai" System | Customer base online | 2024 |
| Corporate Responsible Gaming Campaign | Online and physical touchpoints | 2024 |
| First level training of employees and the direct network | Lottomatica Group / Direct network employees | Each year |
| Second level training for employees in contact with customers | Lottomatica Group employees | Each year |
| Dedicated responsible gaming section on the corporate intranet | Lottomatica Group employees | 2024 |
| Direct network training | Direct network | Each year |
| Responsible gaming functionality on online gaming accounts | Customer base online | 2024 |
| G4 Certification (Online) | GBO Italy spa | 2024 |
| G4 Certification (Retail) | Big Easy S.p.A. | 2024 |
| WLA Certification (Online/Retail) | GBO Italy spa | 2024 |
| ISO 27001 Certification | Gamenet SpA, GBO Italy SpA, PWO, Totosi and Betflag | 2024 - 2026 |
| Milan Polytechnic University | Lottomatica Group research project | 2024 |
| Action | Type of financial resources | CapEx (€) | OpEx (€) | Link with financial statement items | Future financial resources (€) |
| Corporate Responsible Gaming Campaign | Provision of Services | - | 42,968.60 | Costs for services - Marketing expensesOther operating costs and expenses - Purchases of goods and other purchases | 20,000 |
| First level training of employees and the direct network | Provision of Services | n/a | n/a | n/a | n/a |
| Second level training for employees in contact with customers | Provision of Services | - | 31,110 | Costs for services - other | 42,700 |
| Direct network training | Provision of Services | - | 3,050 | Costs for services - other | 3,050 |
| Dedicated responsible gaming section on the corporate intranet | Internal development | n/a | n/a | n/a | n/a |
| Responsible gaming functionality on online gaming accounts | Internal development | n/a | n/a | n/a | n/a |
| G4 Certification (Online) | Provision of Services | - | 31,103.90 | Costs for services - other | 109,800 |
| G4 Certification (Retail) | Provision of Services | - | 12,255 | Costs for services - other | 7,500 |
| WLA Certification (Online/Retail) | Provision of Services | - | 27,433.35 | Other operating costs and charges- Other operating costs and charges | - |
| ISO 27001 Certification | Provision of Services | - | 35,725 | Costs for services - Tax, administrative, legal and financial consulting | 12,500 |
| Milan Polytechnic University | Provision of Services | - | 29,280 | Costs for services - other | - |
| ESRS(SUB-TOPIC) | IRO | DESCRIPTION | POSITIVE / NEGATIVEACTUAL / POTENTIAL | TIME HORIZON | VALUE CHAIN |
| Business culture | I | Incidents of behaviour inconsistent with the Lottomatica Code of Ethics and mission | NegativePotential | Medium termLong term | Upstream,Own operations |
| Whistleblower protection | I | Incidents of behaviour inconsistent with the Lottomatica Code of Ethics and mission | NegativePotential | Medium termLong term | Upstream,Own operations |
| R | Non-compliance or partial compliance with the Market Abuse Regulation on inside information | Short term | Own operations | ||
| Political engagement and lobbying | I | Transparency in interactions with institutions and trade associations | PositiveActual | Short termMedium termLong term | Own operations |
| Management of supplier relations, including payment practices | I | Adherence to Lottomatica's values and principles throughout the supply chain (e.g. Supplier Code of Conduct, Code of Ethics, 231 Model) | PositiveActual | Short termMedium termLong term | Upstream |
| R | Procurement process not aligned with the business needs due to an unstructured accounts payable management cycle and/or uncoordinated information flows between the Purchasing & Shared Services function and other functions involved in the unstructured process | Short term | Upstream,Own operations | ||
| R | Identification of unqualified or unsuitable suppliers | Short term | Upstream,Own operations | ||
| R | Inadequacies in the supplier contracting process | Short term | Own operations | ||
| I | Raising sustainability awareness within the supply chain | PositiveActual | Short termMedium termLong term | Upstream | |
| Bribery and corruption risks | I | Compliance with tax obligations and the payment/collection of taxes due to the Tax Authorities | PositiveActual | Short termMedium termLong term | Own operations |
| R | Non-compliance or partial compliance with the regulations on related party transactions | Short termMedium term | Own operations |
| Anti-corruption training | u.m. | 2024 | |||
| Functions at risk | Managers | OADC | Other own workers | ||
| Extent of training | |||||
| Total | No. | 28 | 59 | 40 | 2078 |
| Total training recipients | 28 | 59 | 40 | 2078 | |
| Method and duration46 | |||||
| E-learning | h | 0.50 | 0.50 | 0.50 | 0.50 |
| Frequency | |||||
| Frequency of training requirements | Every three years | Every three years | Every three years | Every three years | |
| Topics covered | |||||
| Anti-corruption management system in accordance with ISO 37001 | x | x | x | x | |
| 231 Model | x | x | x | x | |
| Code of Ethics | x | x | x | x | |
| Main actions | Field of application | Time horizons |
| Training on the 231 Model and Code of Ethics | Lottomatica Group employees | Quarterly for new recruits |
| Whistleblowing | Lottomatica Group employees | Every six months |
| ISO 37001 Certification | Gamenet S.p.A., Lottomatica Videlot Rete S.p.A., Lottomatica Group S.p.A., GBO Italy S.p.A., Betflag S.p.A., PWO Limited, and Totosì S.r.l. | Each year |
| Action | Type of financial resources | CapEx (€) | OpEx (€) | Link with financial statement items | Future financial resources (€) |
| Training on the 231 Model and Code of Ethics | Provision of services | - | 19,520 | Tax, administrative, legal, and financial consulting | 8,540 |
| Whistleblowing | Provision of services | - | 15,465 | Tax, administrative, legal, and financial consulting | 13,892 |
| ISO 37001 Certification | Provision of services | - | 19,646 | Tax, administrative, legal, and financial consulting | 25,000 |
| Cases of bribery and corruption | u.m. | 2024 |
| Convictions for violations of laws regarding bribery and corruption | No. | 0 |
| Fines imposed for breaches of laws related to bribery and corruption | € | 0 |
| Average payment time | u.m. | 2024 |
| Average payment time | No. of days | 34.34 |
| Payments meeting standard terms | No. | 33,757 |
| Total payments | 33,961 | |
| Percentage of payments made within the standard terms | % | 99.40 |
| Court proceedings currently pending due to late payment | N | 0 |
| Chief ExecutiveOfficerGuglielmo Angelozzi | Executive Officer responsible for the preparation of corporate accounting informationLaurence Van Lancker |
| (In thousands of Euro) | Note | 2024 | of which Related Parties (Note 10) | 2023* | of which Related Parties (Note 10) |
| Revenues | 8.1 | ||||
| Other income | 8.2 | ||||
| Total revenues and income | |||||
| Cost of services | 8.3 | ( | ( | ||
| Personnel expenses | 8.4 | ( | ( | ( | ( |
| Other operating costs | 8.5 | ( | ( | ( | ( |
| Depreciation, amortization and impairments | 8.6 | ( | ( | ||
| Impairment of receivables and financial assets | 8.7 | ( | ( | ||
| Other (accruals)/ releases | 8.7 | ( | |||
| Finance income | 8.8 | ||||
| Finance expenses | 8.8 | ( | ( | ( | |
| Share of profit/(loss) of equity accounted investments | 8.9 | ( | |||
| Profit before tax | |||||
| Income tax expense | 8.10 | ( | ( | ||
| Net profit for the year | |||||
| Net profit for the year attributable to non-controlling interests | |||||
| Net profit for the year attributable to the owners of the parent | |||||
| Earning per share – Base and diluted (in Euro) | 8.11 |
| For the year ended 31 December | |||||
| (In thousands of Euro) | Note | 2024 | of which Related Parties (Note 10) | 2023* | of which Related Parties (Note 10) |
| Net profit for the year | |||||
| Actuarial gains and losses on employee benefit liabilities | |||||
| Fiscal effect on actuarial gains on employee benefit liabilities | ( | ( | |||
| Other items that will not be classified to profit or loss | |||||
| Losses on hedging derivatives | 9.14 | ( | ( | ||
| Fiscal effect on losses on hedging derivatives | 9.14 | ||||
| Gains / (losses) on conversion of financial statements of the foreign companies | ( | ||||
| Other items that will be classified to profit or loss | ( | ( | |||
| Total comprehensive profit | |||||
| Total comprehensive profit attributable to non-controlling interests | |||||
| Total comprehensive profit attributable to the owners of the parent | |||||
| As of 31 December | |||||
| (In thousands of Euro) | Note | 2024 | of which Related Parties (Note 10) | 2023* | of which Related Parties (Note 10) |
| Intangible assets | 9.1 | ||||
| Goodwill | 9.2 | ||||
| Property, plant and equipment | 9.3 | ||||
| Right of use | 9.4 | ||||
| Investment property | 9.5 | ||||
| Non-current financial assets | 9.6 | ||||
| Equity accounted investments | 9.7 | ||||
| Non-current trade receivables | 9.9 | ||||
| Deferred tax assets | 9.10 | ||||
| Other non-current assets | 9.11 | ||||
| Total non-current assets | |||||
| Inventories | 9.8 | ||||
| Current trade receivables | 9.9 | ||||
| Current financial assets | 9.6 | ||||
| Tax receivables | 9.12 | ||||
| Other current assets | 9.11 | ||||
| Cash and cash equivalents | 9.13 | ||||
| Total current assets | |||||
| Total assets | |||||
| Share capital | 9.14 | ||||
| Other reserves | 9.14 | ||||
| Retained earnings | 9.14 | ||||
| Total shareholders' equity attributable to the owners of the parent | |||||
| Equity attributable to non-controlling interests | 9.14 | ||||
| Total shareholders' equity | |||||
| Employee benefit liabilities | 9.15 | ||||
| Non-current financial liabilities | 9.16 | ||||
| Provisions for risks and charges | 9.17 | ||||
| Deferred tax liabilities | 9.10 | ||||
| Other non-current liabilities | 9.18 | ||||
| Total non-current liabilities | |||||
| Current financial liabilities | 9.16 | ||||
| Current trade payables | 9.19 | ||||
| Tax payables | 9.12 | ||||
| Other current liabilities | 9.18 | ||||
| Total current liabilities | |||||
| Total equity and liabilities | |||||
| INDIRECT METHOD | |||||
| Profit before tax | |||||
| Reconciliation of profit before tax with cash flow from operating activities: | |||||
| Depreciation, Amortization and Impairment | 8.6 | ||||
| Accruals and write-downs for impairment losses | 8.7 | ||||
| Other accruals | 8.4 | ||||
| Share of (profit)/loss of equity accounted investments | 8.9 | ( | |||
| Net financial expenses | 8.8 | ||||
| Leasing financial expenses | 8.8 | ||||
| Other adjustments for non-monetary items | |||||
| Cash flow from operating activities before changes in net working capital | |||||
| Changes in net working capital | |||||
| Increase in inventories | 9.8 | ||||
| Decrease/ (Increase) in trade receivables | 9.9 | ( | |||
| Increase / (Decrease) in trade payables | 9.19 | ( | ( | ( | |
| Other changes in net working capital | 9.11-9.18 | ( | ( | ( | ( |
| Cash flow from changes in net working capital | ( | ( | |||
| Income taxes paid | ( | ( | |||
| Accruals to employee benefits and provisions for risks and charges | 9.15 - 9.17 | ( | ( | ||
| Cash flow from operating activities (a) | |||||
| Cash flow from investing activities | |||||
| Investments: | ( | ( | |||
| - intangible assets | 9.1 | ( | ( | ||
| - property, plant and equipment | 9.3 | ( | ( | ||
| Investments in associates | ( | ( | |||
| Escrow account | 9.6 | ( | |||
| Net disposal in financial assets | 9.6 | ||||
| Deferred purchase consideration for acquisition of subsidiaries/business units | 9.16 | ( | ( | ||
| Acquisition net of cash and cash equivalents | 9.16 | ( | ( | ||
| Cash flow from investing activities (b) | ( | ( | |||
| Cash flow from financing activities | |||||
| Proceeds from bond issuance | 9.16 | ||||
| Repayment of notes | 9.16 | ( | ( | ||
| Bridge Loan fees and make-whole costs | 9.16 | ( | ( | ||
| Fees for issuance of notes | 9.16 | ( | ( | ( | ( |
| Net financial expenses including RCF | 9.16 | ( | ( | ||
| Lease payment | 9.16 | ( | ( | ||
| Repayment of other bank liabilities | 9.16 | ( | ( | ||
| Changes in current and non-current financial assets | 9.16 | ( | |||
| Proceeds from closing IRS | |||||
| Repayment of Gamma Bondco loan | ( | ( | |||
| Transactions with minorities | 9.14 | ( | ( | ||
| Dividends paid | 9.14 | ( | ( | ||
| Capital increase | 9.14 | ||||
| Transaction costs for capital increase | 9.14 | ( | ( | ||
| Cash flow from financing activities (c) | ( | ||||
| Net Cash flow (a+b+c) | ( | ||||
| Cash and cash equivalents at the beginning of the year | 9.13 | ||||
| Cash and cash equivalents at the end of the year | 9.13 | ||||
| (In thousands of Euro) | Note | Share capital | Legal Reserve | Share premium reserve | Other Reserves | Total Other Reserves | Retained Earnings/ (Losses) | Total Shareholders' Equity Attributable to Owners of the Parent | Equity Attributable to Minority Interests | Total Shareholders' Equity |
| As of 31 December 2022 | 9.14 | ( | ||||||||
| Net profit for the year | ||||||||||
| Other items of comprehensive income | ( | ( | ( | |||||||
| Total comprehensive income | ||||||||||
| Dividends distribution | ( | ( | ||||||||
| Capital Increase | ||||||||||
| Capital Increase transaction costs * | ( | ( | ( | ( | ||||||
| Share based compensation | . | |||||||||
| Transactions with minorities | ( | ( | ( | ( | ( | |||||
| As of 31 December 2023** | 9.14 | |||||||||
| Net profit for the year | ||||||||||
| Other items of comprehensive income | ( | ( | ( | |||||||
| Total comprehensive income | ||||||||||
| Dividends distribution | ( | ( | ( | ( | ( | |||||
| Share based compensation | ||||||||||
| Other changes in equity including transactions with minorities | ( | ( | ( | |||||||
| As of 31 December 2024 | 9.14 |
| Registered office | Share capital | % direct ownership | Owned by | % ownership at Group level | Consolidation method | As of 31 December | ||
| 2024 | 2023 | |||||||
| PARENT COMPANY: | ||||||||
| Lottomatica Group S.p.A. | Rome | €10,000,000 | - | - | - | - | X | X |
| SUBSIDIARIES: | ||||||||
| Lottomatica S.p.A. (15) | Rome | €32,350,625 | 100.0% | Lottomatica Group S.p.A. | 100.0% | Line-by-line | - | X |
| Gamenet S.p.A. | Rome | €8,500,000 | 100.0% | GGM S.p.A. | 96.5% | Line-by-line | X | X |
| Billions Italia S.r.l. | Rome | €200,000 | 100.0% | Gamenet S.p.A. | 96.5% | Line-by-line | X | X |
| Gnetwork S.r.l. | Rome | €66,667 | 75.0% | Gamenet S.p.A. | 72.4% | Line-by-line | X | X |
| GBO Italy S.p.A. | Rome | €860,000 | 100.0% | GBO S.p.A. | 100.0% | Line-by-line | X | X |
| Jolly Group S.r.l. (12) | Rome | €19,683 | 64.7% | Gamenet S.p.A. | 62.4% | Line-by-line | X | X |
| New Matic S.r.l. (12) | Rome | €100,000 | 100.0% | Jolly Group S.r.l. | 62.4% | Line-by-line | - | X |
| Agesoft S.r.l. | Rome | €100,000 | 60.0% | Gamenet S.p.A. | 57.9% | Line-by-line | X | X |
| Lottomatica Videolot Rete S.p.A. | Rome | €3,413,984 | 100.0% | GGM S.p.A. | 96.5% | Line-by-line | X | X |
| Big Easy S.r.l. (16) | Rome | €2,474,219 | 100.0% | Lottomatica Videolot Rete S.p.A. | 96.5% | Line-by-line | X | X |
| GGM S.p.A. | Rome | €27,238,695 | 96.5% | Lottomatica Group S.p.A. | 96.5% | Line-by-line | X | X |
| GBO S.p.A. | Rome | €300,000 | 100.0% | Lottomatica Group S.p.A. | 100.0% | Line-by-line | X | X |
| Gamenet PRO S.r.l. | Rome | €10,000 | 100.0% | GBO S.p.A. | 100.0% | Line-by-line | X | X |
| GNet Inc. (21) | Delaware (USA) | USD 264,854 | 100.0% | GBO S.p.A. | 100.0% | Line-by-line | X | X |
| The Box S.r.l. (1) | Rome | €5,277,680 | 100.0% | Big Easy S.r.l. | 96.5% | Line-by-line | - | X |
| Slottery S.r.l. (1) | Rome | €90,000 | 100.0% | Big Easy S.r.l. | 96.5% | Line-by-line | - | X |
| Lottomatica UK Ltd. (14) | London (UK) | £ 1,000 | 100.0% | Lottomatica Group S.p.A. | 100.0% | Line-by-line | X | X |
| Giocaonline S.r.l. | Milan | €10,000 | 60.0% | GBO Italy S.p.A. | 60.0% | Line-by-line | X | X |
| Ares S.r.l. | Rome | €10,000 | 80.0% | Gamenet S.p.A. | 77.2% | Line-by-line | X | X |
| Marim S.r.l. | Rome | €583,640 | 85.7% | GGM S.p.A. | 82.7% | Line-by-line | X | X |
| Tecno-Mar S.r.l. | Moncalieri (TO) | €1,000 | 70.0% | Marim S.r.l. | 57.9% | Line-by-line | X | X |
| Lottomatica Digital Solutions S.r.l. | Rome | €10,000 | 100.0% | GBO Italy S.p.A. | 100.0% | Line-by-line | X | X |
| AB Games S.r.l. (18) | Rome | €10,000 | 100.0% | Big Easy S.r.l. | 96.5% | Line-by-line | - | X |
| Big Easy Bingo S.r.l. (formerly Battistini Andrea S.r.l.) (18) | Rome | €10,400 | 100.0% | Big Easy S.r.l. | 96.5% | Line-by-line | X | X |
| Betflag S.p.A | Rome | €1,500,000 | 100.0% | GBO S.p.A. | 100.0% | Line-by-line | X | X |
| Ricreativo B S.p.A. | Rome | €10,000,000 | 100.0% | GGM S.p.A. | 96.5% | Line-by-line | X | X |
| Bingo Service S.r.l. (18) | Rome | €110,000 | 100.0% | Big Easy S.r.l. | 96.5% | Line-by-line | - | X |
| Iris S.r.l. (18) | Rome | €103,000 | 100.0% | Big Easy S.r.l. | 96.5% | Line-by-line | - | X |
| Kristal Palace S.r.l. (2) (18) | Mazzano (BS) | €50,000 | 100.0% | Big Easy S.r.l. | 96.5% | Line-by-line | - | - |
| SKS365 Malta Holding Limited (3) | St. Julian's (MT) | €10,000 | 100.0% | GBO S.p.A. | 100.0% | Line-by-line | X | - |
| PWO Limited (3) (9) | St. Julian's (MT) | €10,000,000 | 100.0% | SKS365 Malta Holding Limited | 100.0% | Line-by-line | X | - |
| SKS Services doo (3) (13) | Belgrade (SRB) | RSD 1,185,000 | 100.0% | SKS365 Malta Holding Limited | 100.0% | Line-by-line | X | - |
| SKS365 SRB doo (3) (13) | Belgrade (SRB) | RSD 0 | 100.0% | PWO Limited | 100.0% | Line-by-line | X | - |
| Planet Entertainment S.r.l. (3) | Rome | €10,000 | 100.0% | PWO Limited | 100.0% | Line-by-line | X | - |
| Il Galletto Fortunato S.r.l. (4) (18) | Rome | €51,000 | 100.0% | Big Easy S.r.l. | 96.5% | Line-by-line | - | - |
| Totosì Servizi S.r.l. (5) | Rome | €100,000 | 100.0% | GBO S.p.A. | 100.0% | Line-by-line | X | - |
| Totosì S.r.l. (6) | Rome | €10,000 | 100.0% | GBO S.p.A. | 100.0% | Line-by-line | X | - |
| Dea Bendata S.r.l. (7) | Rome | €10,000 | 100.0% | Big Easy S.r.l. | 96.5% | Line-by-line | X | - |
| Rete Gioco Italia S.r.l. (10) | Rome | €3,759,060 | 60.0% | Lottomatica Videolot Rete S.p.A. | 57.9% | Line-by-line | X | - |
| Bakoo S.p.A. (11) | Rome | €120,000 | 100.0% | Marim S.r.l. | 82.7% | Line-by-line | X | - |
| Sea S.r.l. (17) | Rome | €50,000 | 96.5% | Big Easy S.r.l. | 100.0% | Line-by-line | X | - |
| IMA S.r.l. (19) | Rome | €101,000 | 82.7% | Marim S.r.l. | 100.0% | Line-by-line | X | X |
| ASSOCIATES: | ||||||||
| Thinkabout S.r.l. (8) | Milan | €85,783 | 24.0% | Gamenet S.p.A. | 24.0% | Equity | - | X |
| iPRO Inc. (20) | Nevada (USA) | USD 8,000,000 | 19.7% | Gamenet PRO S.r.l. | 19.7% | Equity | - | X |
| Estimated useful life | |
| Gaming hardware | 2-8 years |
| Furniture | 2-8 years |
| Leasehold improvement | Lower of estimated useful life of the asset and duration of the relevant lease contract |
| Other assets | 4-8 years |
| Estimated useful life | |
| Concessions | Duration of concession |
| Trademarks | 10 - 30 years |
| Software | 3-10 years or on a straight-line basis |
| Network relationship | 4-10 years |
| Other intangible assets | 2-5 years |
| Vesting date | Expiration date | Strike price (Euro) | Price at valuation date (Euro) | Annual volatility | Expected dividend rate | Exit annual rate | |
| 1° assignments | 15 June 2026 | 15 June 2028 | 9.00 | 8.214 | 45.36% | 3.83% | 0.00% |
| 2° assignments | 14 June 2027 | 14 June 2029 | 10.80 | 10.570 | 24.35% | 3.81% | 0.00% |
| Average annual growth rate of the stock | Stock volatility | Discount rate | Expected dividend rate | |
| 1° assignments | 3.53% | 45.36% | 3.53% | 3.83% |
| 2° assignments | 2.98% | 24.35% | 2.98% | 3.81% |
| Unit fair value (Euro) | |
| 1° assignments | 2.595 |
| 2° assignments | 1.852 |
| Amendments to IFRS 16 Leases: Lease Liability in a Sale and Leaseback (issued on 22 September 2022) | YES | Accounting periods beginning on or after 1 January 2024 |
| Endorsed by the EU | Effective date | |
| IFRS 19 Subsidiaries without Public Accountability: Disclosures (issued on 9 May 2024) | NO | Accounting periods beginning on or after 1 January 2027 |
| IFRS 18 — Presentation and Disclosure in Financial Statements (issued on 9 April 2024) | NO | Accounting periods beginning on or after 1 January 2027 |
| Amendments to the Classification and Measurement of Financial Instruments (Amendments to IFRS 9 and IFRS 7) (issued on 30 May 2024) | NO | Accounting periods beginning on or after 1 January 2026 |
| Contracts Referencing Nature-dependent Electricity – Amendments to IFRS 9 and IFRS 7 (issued on 18 December 2024) | NO | Accounting periods beginning on or after 1 January 2026 |
| Annual Improvements Volume 11 (issued on 18 July 2024) | NO | Accounting periods beginning on or after 1 January 2026 |
| Endorsed by the EU | Effective date | |
| Amendments to IAS 21 The Effects of Changes in Foreign Exchange Rates: Lack of Exchangeability (issued on 15 August 2023) | YES | Accounting periods beginning on or after 1 January 2025 |
| (In thousands of Euro) | Effect on net profit of the year | Effect on Equity | |||
| Sensitivity analysis | -100 bps | +100 bps | -100 bps | +100 bps | |
| May 2024 Notes | - | (570) | - | (570) | |
| Total effect for the year | . | (570) | . | (570) | |
| (In thousands of Euro) | As of 31 December 2024 | Not yet overdue | Overdue 0-30 days | Overdue 31-90 days | Overdue 91-150 days | Overdue by more than 150 days |
| Trade receivables | 111,987 | 80,822 | 1,971 | 3,124 | 146 | 25,924 |
| Allowance for doubtful receivables | (34,002) | (4,431) | (943) | (2,558) | (146) | (25,924) |
| Net | 77,985 | 76,391 | 1,028 | 566 | - | - |
| (In thousands of Euro) | Carrying amount as of 31 December 2024 | Within1 year | Between1 and 5 years | Over5 years | Total |
| Notes | 1,942,805 | 126,217 | 1,009,645 | 1,486,565 | 2,622,427 |
| Lease payable | 81,169 | 24,848 | 9,927 | 56,345 | 91,120 |
| Other current and non-current financial liabilities | 124,853 | 70,125 | 54,728 | - | 124,853 |
| Trade payables | 133,702 | 133,702 | - | - | 133,702 |
| Other current and non-current liabilities | 380,275 | 327,075 | 53,200 | - | 380,275 |
| Notes | 1,939,762 | 150,940 | 2,005,278 | 568,196 | 2,724,414 |
| Lease payable | 75,908 | 22,581 | 57,320 | 8,463 | 88,364 |
| Other current and non-current financial liabilities | 170,420 | 124,460 | 45,960 | - | 170,420 |
| Trade payables | 95,911 | 95,911 | - | - | 95,911 |
| Other current and non-current liabilities | 325,901 | 308,225 | 17,676 | - | 325,901 |
| (In thousands of Euro) | Financial assets and receivables at amortized cost | Financial assets at FVTOCI | Financial liabilities and liabilities at amortized cost | Financial liabilities at FVTOCI | As of 31 December 2024 |
| Current and non-current financial assets | 32,415 | 18 | - | - | 32,433 |
| Trade receivables | 77,985 | - | - | - | 77,985 |
| Other current and non-current assets | 177,894 | - | - | - | 177,894 |
| Cash and cash equivalents | 164,156 | - | - | - | 164,156 |
| Total | 452,450 | 18 | - | - | 452,468 |
| Current and non-current financial liabilities | - | - | 2,137,420 | 11,407 | 2,148,827 |
| Trade payables | - | - | 133,702 | - | 133,702 |
| Other current and non-current liabilities | - | - | 380,275 | - | 380,275 |
| Total | - | - | 2,651,397 | 11,407 | 2,662,804 |
| (In thousands of Euro) | Financial assets and receivables at amortized cost | Financial assets at FVTOCI | Financial liabilities and liabilities at amortized cost | Financial liabilities at FVTOCI | As of 31 December 2023 |
| Current and non-current financial assets | 531,044 | 45 | - | - | 531,089 |
| Trade receivables | 96,780 | - | - | - | 96,780 |
| Other current and non-current assets | 134,503 | - | - | - | 134,503 |
| Cash and cash equivalents | 294,682 | - | - | - | 294,682 |
| Total | 1,057,009 | 45 | - | - | 1,057,054 |
| Current and non-current financial liabilities | - | - | 2,178,551 | 7,539 | 2,186,090 |
| Trade payables | - | - | 95,911 | - | 95,911 |
| Other current and non-current liabilities | - | - | 325,901 | - | 325,901 |
| Total | - | - | 2,600,363 | 7,539 | 2,607,902 |
| (In thousands of Euro) | Level 1 | Level 2 | Level 3 | As of 31 December 2024 | ||||
| Derivative financial instruments assets | - | 18 | - | 18 | ||||
| Derivative financial instruments liabilities | - | (11,407) | - | (11,407) | ||||
| Total | - | (11,389) | - | (11,389) |
| (In thousands of Euro) | Level 1 | Level 2 | Level 3 | As of 31 December 2023 | ||||
| Derivative financial instruments assets | - | 45 | - | 45 | ||||
| Derivative financial instruments liabilities | - | (7,539) | - | (7,539) | ||||
| Total | - | (7,494) | - | (7,494) |
| Online | Sports Franchise | Gaming Franchise | Elimination | Total | ||||||
| (In thousands of Euro) | Dec '24 | Dec '23 | Dec '24 | Dec '23 | Dec '24 | Dec '23 | Dec '24 | Dec '23 | Dec '24 | Dec '23* |
| Revenues toward third parties | 780,230 | 520,787 | 460,755 | 368,217 | 763,740 | 743,484 | - | - | 2,004,725 | 1,632,488 |
| Other income toward third parties | 3,206 | 1,972 | 3,623 | 2,832 | 8,122 | 13,725 | - | - | 14,951 | 18,529 |
| Intragroup Revenues and Other income | 22,894 | 24,051 | 6,297 | 8,140 | 8,988 | 12,974 | (38,179) | (45,165) | - | - |
| Total Revenues and Income | 806,330 | 546,810 | 470,675 | 379,189 | 780,850 | 770,183 | (38,179) | (45,165) | 2,019,676 | 1,651,017 |
| Adjusted EBITDA | 418,566 | 300,612 | 108,642 | 97,230 | 179,714 | 182,509 | - | - | 706,922 | 580,351 |
| Adjusted EBITDA Margin ** | 53.6% | 57.7% | 23.6% | 26.4% | 23.5% | 24.5% | 35.3% | 35.6% | ||
| Costs not included in Adjusted EBITDA | (76,979) | (47,421) | ||||||||
| of which: | ||||||||||
| - monetary | (68,491) | (35,192) | ||||||||
| - non monetary | (8,488) | (12,229) | ||||||||
| Depreciation, amortization and impairments | (244,353) | (194,678) | ||||||||
| Finance income | 9,038 | 28,139 | ||||||||
| of which non-recurring finance income*** | 6,215 | 24,402 | ||||||||
| Finance expenses | (215,400) | (220,287) | ||||||||
| of which non-recurring finance expenses *** | (58,575) | (73,052) | ||||||||
| Share of profit/(loss) of equity accounted investments | 1,663 | (8,965) | ||||||||
| Profit before tax | 180,891 | 137,139 | ||||||||
| Income tax expense | (77,052) | (63,277) | ||||||||
| Net profit for the year | 103,839 | 73,862 | ||||||||
| (In thousands of Euro) | Book Value at acquisition date | Purchase price allocation at acquisition date | Fair Value at acquisition date |
| Intangible assets | 14 | - | 14 |
| Property, plant and equipment | 548 | - | 548 |
| Right of use | 1,890 | - | 1,890 |
| Financial assets | 295 | - | 295 |
| Trade receivables | 2 | - | 2 |
| Inventories | 30 | - | 30 |
| Other assets | 657 | - | 657 |
| Cash and cash equivalents | 156 | - | 156 |
| Employee benefit liabilities | (147) | - | (147) |
| Financial liabilities | (2,259) | - | (2,259) |
| Trade payables | (203) | - | (203) |
| Tax payables | (12) | - | (12) |
| Other liabilities | (1,790) | - | (1,790) |
| Net acquired assets (liabilities) (A) | (819) | - | (819) |
| Purchase price (B) | 675 | - | 675 |
| Goodwill (B) - (A) | 1,494 | - | 1,494 |
| (In thousands of Euro) | |
| Consideration paid as of 31 December 2024 | (505) |
| Consideration paid as of 31 December 2023 | (170) |
| Cash and cash equivalents at acquisition date | 156 |
| Net cash flow from acquisition as of 31 December 2024 | (519) |
| (In thousands of Euro) | Book Value atacquisition date | Purchase price allocation atacquisition date | Fair Value atacquisition date | |||
| Intangible assets | 12,585 | 218,024 | 230,609 | |||
| Property, plant and equipment | 11,139 | - | 11,139 | |||
| Right of use | 3,383 | - | 3,383 | |||
| Financial assets | 931 | - | 931 | |||
| Trade receivables | 2,042 | - | 2,042 | |||
| Deferred tax assets | 13,781 | - | 13,781 | |||
| Other assets | 34,365 | - | 34,365 | |||
| Cash and cash equivalents | 29,816 | - | 29,816 | |||
| Provisions for risks and charges | (1,039) | (5,519) | (6,558) | |||
| Employee benefit liabilities | (955) | - | (955) | |||
| Financial liabilities | (3,687) | - | (3,687) | |||
| Trade payables | (21,146) | - | (21,146) | |||
| Tax payables | (966) | - | (966) | |||
| Deferred tax liabilities | - | (63,445) | (63,445) | |||
| Other liabilities | (141,953) | - | (141,953) | |||
| Net acquired assets (liabilities) (A) | (61,704) | 149,060 | 87,356 | |||
| Purchase price (B) | 621,540 | - | 621,540 | |||
| Goodwill (B) - (A) | 683,244 | (149,060) | 534,184 |
| (In thousands of Euro) | |
| Consideration paid as of 31 December 2024 | (621,540) |
| Cash and cash equivalents at acquisition date | 29,816 |
| Net cash flow from acquisition as of 31 December 2024 | (591,724) |
| (In thousands of Euro) | Book Value at acquisition date | Purchase price allocation at acquisition date | Fair Value at acquisition date |
| Property, plant and equipment | 32 | - | 32 |
| Financial assets | 2 | - | 2 |
| Trade receivables | 5 | - | 5 |
| Other assets | 4 | - | 4 |
| Cash and cash equivalents | 325 | - | 325 |
| Employee benefit liabilities | (57) | - | (57) |
| Trade payables | (47) | - | (47) |
| Tax payables | (32) | - | (32) |
| Other liabilities | (16) | - | (16) |
| Net acquired assets (liabilities) (A) | 216 | - | 216 |
| Purchase price (B) | 1,226 | - | 1,226 |
| Goodwill (B) - (A) | 1,010 | - | 1,010 |
| (In thousands of Euro) | |
| Consideration paid as of 31 December 2024 | (976) |
| Cash and cash equivalents at acquisition date | 325 |
| Net cash flow from acquisition as of 31 December 2024 | (651) |
| (In thousands of Euro) | Book Value at acquisition date | Purchase price allocation at acquisition date | Fair Value at acquisition date |
| Property, plant and equipment | 162 | - | 162 |
| Trade receivables | 161 | - | 161 |
| Other assets | 266 | - | 266 |
| Deferred tax assets | 8 | - | 8 |
| Cash and cash equivalents | 449 | - | 449 |
| Employee benefit liabilities | (8) | - | (8) |
| Trade payables | (1,051) | - | (1,051) |
| Other liabilities | (379) | - | (379) |
| Net acquired assets (liabilities) (A) | (392) | - | (392) |
| Purchase price (B) | 250 | - | 250 |
| Goodwill (B) - (A) | 642 | - | 642 |
| (In thousands of Euro) | |
| Consideration paid as of 31 December 2024 | (250) |
| Cash and cash equivalents at acquisition date | 449 |
| Net cash flow from acquisition as of 31 December 2024 | 199 |
| (In thousands of Euro) | Book Value atacquisition date | Purchase price allocation atacquisition date | Fair Value atacquisition date | |||
| Property, plant and equipment | 67 | - | 67 | |||
| Financial assets | 40 | - | 40 | |||
| Right of use | 475 | - | 475 | |||
| Current tax receivables | 58 | - | 58 | |||
| Other assets | 96 | - | 96 | |||
| Cash and cash equivalents | 192 | - | 192 | |||
| Trade payables | (181) | - | (181) | |||
| Other liabilities | (76) | - | (76) | |||
| Financial liabilities | (475) | - | (475) | |||
| Net acquired assets (liabilities) (A) | 196 | - | 196 | |||
| Purchase price (B) | 1,686 | - | 1,686 | |||
| Goodwill (B) - (A) | 1,490 | - | 1,490 |
| (In thousands of Euro) | |
| Consideration paid as of 31 December 2024 | (1,486) |
| Cash and cash equivalents at acquisition date | 192 |
| Net cash flow from acquisition as of 31 December 2024 | (1,294) |
| (In thousands of Euro) | Book Value atacquisition date | Purchase price allocation atacquisition date | Fair Value atacquisition date | |||
| Property, plant and equipment | 1,410 | - | 1,410 | |||
| Right of use | 838 | - | 838 | |||
| Trade receivables | 294 | - | 294 | |||
| Deferred tax assets | 952 | - | 952 | |||
| Other assets | 1,085 | - | 1,085 | |||
| Cash and cash equivalents | 7,048 | - | 7,048 | |||
| Employee benefit liabilities | (825) | - | (825) | |||
| Financial liabilities | (953) | - | (953) | |||
| Trade payables | (235) | - | (235) | |||
| Deferred tax liabilities | (781) | - | (781) | |||
| Other liabilities | (4,866) | - | (4,866) | |||
| Net acquired assets (liabilities) (A) | 3,967 | - | 3,967 | |||
| Equity attributable to non-controlling interests (B) | 1,587 | - | 1,587 | |||
| Purchase price (C) | 14,268 | - | 14,268 | |||
| Goodwill (C) - (A) + (B) | 11,888 | - | 11,888 |
| (In thousands of Euro) | |
| Consideration paid as of 31 December 2024 | (8,685) |
| Cash and cash equivalents at acquisition date | 7,048 |
| Net cash flow from acquisition as of 31 December 2024 | (1,637) |
| (In thousands of Euro) | Book Value atacquisition date | Purchase price allocation at acquisition date | Fair Value atacquisition date |
| Intangible assets | 414 | - | 414 |
| Property, plant and equipment | 22 | - | 22 |
| Right of use | 187 | - | 187 |
| Financial assets | 3 | - | 3 |
| Trade receivables | 66 | - | 66 |
| Inventories | 260 | - | 260 |
| Tax receivables | 1 | - | 1 |
| Other assets | 38 | - | 38 |
| Cash and cash equivalents | 2 | - | 2 |
| Employee benefit liabilities | (154) | - | (154) |
| Financial liabilities | (964) | - | (964) |
| Trade payables | (167) | - | (167) |
| Other liabilities | (210) | - | (210) |
| Net acquired assets (liabilities) (A) | (502) | - | (502) |
| Purchase price (B) | 4,245 | - | 4,245 |
| Goodwill (B) - (A) | 4,747 | - | 4,747 |
| (In thousands of Euro) | |
| Consideration paid as of 31 December 2024 | (851) |
| Cash and cash equivalents at acquisition date | 2 |
| Net cash flow from acquisition as of 31 December 2024 | (849) |
| (In thousands of Euro) | Book Value at acquisition date | Purchase price allocation at acquisition date | Fair Value at acquisition date |
| Intangible assets | 532 | 15,514 | 16,046 |
| Property, plant and equipment | 4,604 | - | 4,604 |
| Financial assets | 1,837 | - | 1,837 |
| Right of use | 7,573 | - | 7,573 |
| Trade receivables | 396 | - | 396 |
| Other assets | 2,387 | - | 2,387 |
| Inventories | 235 | - | 235 |
| Cash and cash equivalents | 6,620 | - | 6,620 |
| Provisions for risks and charges | (65) | - | (65) |
| Employee benefit liabilities | (1,902) | - | (1,902) |
| Trade payables | (2,117) | - | (2,117) |
| Deferred tax liabilities | 47 | (4,375) | (4,328) |
| Tax payables | (168) | - | (168) |
| Other liabilities | (7,793) | - | (7,793) |
| Financial liabilities | (13,190) | - | (13,190) |
| Net acquired assets (liabilities) (A) | (1,004) | 11,139 | 10,135 |
| Purchase price (B) | 42,723 | - | 42,723 |
| Goodwill (B) - (A) | 43,727 | (11,139) | 32,588 |
| (In thousands of Euro) | Book Value at 31 December 2023 | Purchase price allocation | 31 December 2023 Restated |
| Intangible assets | 561,321 | 15,014 | 576,335 |
| Goodwill | 1,481,917 | (11,139) | 1,470,778 |
| Deferred tax liabilities | 101,147 | 4,235 | 105,382 |
| Retained earnings | 16,989 | (360) | 16,629 |
| (In thousands of Euro) | Book Value at 31 December 2023 | Purchase price allocation | 31 December 2023 Restated |
| Depreciation, amortization and impairments | (194,177) | (501) | (194,678) |
| Income tax expense | (63,418) | 141 | (63,277) |
| (In thousands of Euro) | Book Value atacquisition date | Purchase price allocation at acquisition date | Fair Value atacquisition date |
| Intangible assets | 21 | - | 21 |
| Property, plant and equipment | 437 | - | 437 |
| Right of use | 494 | - | 494 |
| Financial assets | 247 | - | 247 |
| Inventories | 42 | - | 42 |
| Other assets | 61 | - | 61 |
| Cash and cash equivalents | 613 | - | 613 |
| Employee benefit liabilities | (70) | - | (70) |
| Financial liabilities | (821) | - | (821) |
| Trade payables | (287) | - | (287) |
| Tax payables | (99) | - | (99) |
| Other liabilities | (798) | - | (798) |
| Net acquired assets (liabilities) (A) | (160) | - | (160) |
| Purchase price (B) | 6,178 | - | 6,178 |
| Goodwill (B) - (A) | 6,338 | - | 6,338 |
| (In thousands of Euro) | ||
| Consideration paid as of 31 December 2024 | (4,000) | |
| Cash and cash equivalents at acquisition date | 613 | |
| Net cash flow from acquisition as of 31 December 2024 | (3,387) |
| (In thousands of Euro) | Book Value atacquisition date | Purchase price allocation at acquisition date | Fair Value atacquisition date |
| Property, plant and equipment | 1 | - | 1 |
| Other assets | 79 | - | 79 |
| Cash and cash equivalents | 340 | - | 340 |
| Employee benefit liabilities | (32) | - | (32) |
| Trade payables | (90) | - | (90) |
| Other liabilities | (34) | - | (34) |
| Net acquired assets (liabilities) (A) | 264 | - | 264 |
| Purchase price (B) | 192 | - | 192 |
| Fair value of pre-existing interest in IMA S.r.l. (C) | 184 | - | 184 |
| Goodwill (B) + (C) - (A) | 112 | - | 112 |
| (In thousands of Euro) | ||
| Consideration paid as of 31 December 2024 | (192) | |
| Cash and cash equivalents at acquisition date | 340 | |
| Net cash flow from acquisition as of 31 December 2024 | 148 |
| (In thousands of Euro) | Fair Value atacquisition date |
| Intangible assets | 13 |
| Property, plant and equipment* | 3,243 |
| Other assets | 14 |
| Cash and cash equivalents | 1,647 |
| Employee benefit liabilities | (683) |
| Financial liabilities | (1,768) |
| Trade payables | (604) |
| Tax payables | (24) |
| Other liabilities | (3,871) |
| Net acquired assets (liabilities) (A) | (2,033) |
| Purchase price (B) | 15,733 |
| Goodwill (B) - (A) | 17,766 |
| For the year ended 31 December | ||||
| (In thousands of Euro) | 2024 | 2023 | ||
| Online | 780,230 | 520,787 | ||
| Sports Franchise | 460,755 | 368,217 | ||
| Gaming Franchise | 763,740 | 743,484 | ||
| of which: | ||||
| AWP | 279,839 | 278,241 | ||
| VLT | 436,244 | 438,267 | ||
| Retail and Street Operations | 47,657 | 26,976 | ||
| Total | 2,004,725 | 1,632,488 | ||
| Social security contributions | (26,080) | (21,131) | ||
| Other personnel costs | (9,542) | (6,397) | ||
| Total | (135,503) | (98,378) |
| Number as of 31 December 2024 | Average number 2024 | Number as of 31 December 2023 | Average number 2023 | |||||
| Executives | 59 | 56 | 50 | 48 | ||||
| Middle managers | 229 | 203 | 194 | 176 | ||||
| White collar | 1,571 | 1,562 | 1,417 | 1,304 | ||||
| Blue collar | 393 | 322 | 262 | 199 | ||||
| Foreign employees | 415 | 421 | - | - | ||||
| Total | 2,667 | 2,564 | 1,923 | 1,727 |
| Number as of 31 December | ||
| Company | 2024 | 2023 |
| Lottomatica Group | 205 | 7 |
| Gamenet | 159 | 157 |
| Lottomatica* | - | 188 |
| GBO Italy | 579 | 564 |
| Gnetwork | 80 | 39 |
| Billions | 56 | 60 |
| Agesoft | 12 | 11 |
| Jolly Group | 156 | 148 |
| New Matic** | - | 18 |
| Lottomatica Videolot Rete | 120 | 124 |
| Big Easy | 109 | 97 |
| Lottomatica UK | - | 1 |
| Slottery**** | - | 76 |
| GNet | - | 1 |
| Giocaonline | 28 | 23 |
| Lottomatica Digital Solutions | 15 | 12 |
| Ares | 10 | 9 |
| Marim | 22 | 22 |
| Ima | 1 | - |
| AB Games*** | - | 18 |
| Betflag | 105 | 84 |
| Ricreativo B | 210 | 208 |
| Dea Bendata | 5 | - |
| Macao | 2 | - |
| Planet Entertainment | 2 | - |
| PWO – Serbia branch | 385 | - |
| PWO – Austria branch | 1 | - |
| PWO – Italian Branch | 92 | - |
| PWO Malta | 29 | - |
| Bakoo | 13 | - |
| Rete Gioco Italia | 73 | - |
| SEA | 42 | - |
| Big Easy Bingo (formerly Andrea Battistini) | 156 | 25 |
| Bingo Service*** | - | 16 |
| Iris*** | - | 15 |
| Total | 2,667 | 1,923 |
| Number of options | ||||||
| Grant date | Expiry date | 2024 | 2023 | |||
| 15-jun-23 | 15-jun-28 | 1,950,000 | 2,000,000 | |||
| 14-jun-24 | 14-jun-29 | 3,607,300 | - | |||
| 5,557,300 | 2,000,000 | |||||
| Weighted average remaining contractual life of options outstanding at end of period | 4.10 | 4.46 | ||||
| For the year ended 31 December | ||||
| (In thousands of Euro) | 2024 | 2023 | ||
| Purchase of goods and other purchases | (12,659) | (8,994) | ||
| Taxes and sundry duties | (5,550) | (3,903) | ||
| Entertainment expenses | (4,046) | (4,915) | ||
| Fines, penalties and losses on receivables | (1,232) | (2,302) | ||
| Other expenses | (15,990) | (20,838) | ||
| Total | (39,477) | (40,952) | ||
| For the year ended 31 December | ||||
| (In thousands of Euro) | 2024 | 2023* | ||
| Amortization of intangible assets | (176,104) | (137,832) | ||
| of which purchase price allocation | (73,079) | (71,241) | ||
| Depreciation of property, plant and equipment | (47,146) | (39,256) | ||
| Depreciation of investment property | (27) | (27) | ||
| Impairments of property, plant and equipment and intangible assets | (244) | (553) | ||
| Depreciation of right of use | (20,832) | (17,010) | ||
| Total | (244,353) | (194,678) | ||
| For the year ended 31 December | ||||
| (In thousands of Euro) | 2024 | 2023 | ||
| Impairment of financial assets | - | (5,122) | ||
| (Provision) / release for impairment of receivables and financial assets | (243) | (2,853) | ||
| (Provision) / release for risks and charges | (785) | 1,977 | ||
| Total | (1,028) | (5,998) | ||
| For the year ended 31 December | ||||
| (In thousands of Euro) | 2024 | 2023 | ||
| Other interest income | 9,038 | 28,139 | ||
| Total finance income | 9,038 | 28,139 | ||
| Interest expense on May 2024 Notes | (26,440) | - | ||
| Interest expense on December 2023 Notes | (20,317) | (944) | ||
| Interest expense on June 2023 Notes | (54,461) | (45,344) | ||
| Interest expense on 2022 Notes | (14,124) | (34,125) | ||
| Interest expense on April 2021 Notes | - | (15,962) | ||
| Interest expense on July 2020 Notes | - | (18,627) | ||
| Amortized cost on May 2024 Notes | (990) | - | ||
| Amortized cost on December 2023 Notes | (1,513) | (65) | ||
| Amortized cost on June 2023 Notes | (17,931) | (2,919) | ||
| Amortized cost on 2022 Notes | (7,494) | (1,549) | ||
| Amortized cost on April 2021 Notes | - | (8,327) | ||
| Amortized cost on July 2020 Notes | - | (4,240) | ||
| IRS interest expense | (22,700) | (3,919) | ||
| Commission on sureties | (10,052) | (5,661) | ||
| Interest expense on Revolving Loan | (5,689) | (10,176) | ||
| Leasing interest expense | (4,296) | (3,751) | ||
| Interest expense on Gamma Bondco loan | - | (6,947) | ||
| Other interest expense | (29,393) | (57,731) | ||
| Total finance expenses | (215,400) | (220,287) | ||
| Net finance expenses | (206,362) | (192,148) | ||
| For the year ended 31 December | ||||
| (In thousands of Euro) | 2024 | 2023* | ||
| Current taxes | (88,788) | (78,405) | ||
| Deferred taxes Purchase price allocation | 21,071 | 20,451 | ||
| Deferred taxes | (9,335) | (5,323) | ||
| Total | (77,052) | (63,277) | ||
| Tax rate reconciliation 2024 | ||||
| IRES | Taxable | Tax | ||
| Profit before tax | 180,891 | |||
| Consolidation adjustment (taxable) | 923,214 | |||
| Aggregate pre-tax result | 1,104,105 | |||
| Theoretical income tax charge | 24% | 264,985 | ||
| Increasing differences | 82,330 | 19,759 | ||
| Decreasing differences | (916,111) | (219,867) | ||
| Other | 3,547 | 851 | ||
| Net effect | (830,234) | (199,256) | ||
| Total (A) | 65,729 | |||
| Adjustments from previous years (B) | 471 | |||
| Italian Regional tax on productive activity (IRAP) (C) | 23,945 | |||
| Deferred taxes effect (D) | (11,737) | |||
| Tax effect on consolidation adjustments (E) | (1,356) | |||
| Effective income tax charge (A+B+C+D+E) | 77,052 |
| Tax rate reconciliation 2023 | ||||
| IRES | Taxable | Tax | ||
| Profit before tax | 137,139 | |||
| Consolidation adjustment (taxable) | 146,258 | |||
| Aggregate pre-tax result | 283,397 | |||
| Theoretical income tax charge | 24% | 68,015 | ||
| Increasing differences | 52,144 | 12,515 | ||
| Decreasing differences | (79,678) | (19,123) |
| For the year ended 31 December | ||||
| 2024 | 2023 | |||
| Net profit for the year attributable to the owners of the parent (in thousands of Euro) | 98,597 | 67,943 | ||
| Weighted average number of outstanding shares – Basic | 251,630,412 | 234,373,124 | ||
| Earnings per share – Basic and Diluted (in Euro) | 0.39 | 0.29 | ||
| (In thousands of Euro) | Software | Concessions | Trademarks | Assets under development and other intangible | Network Relationship | Total |
| Cost as of 31 December 2022 | 140,842 | 100,832 | 231,900 | 51,169 | 342,754 | 867,497 |
| Accumulated amortization as of 31 December 2022 | (80,568) | (69,155) | (29,230) | (24,671) | (59,455) | (263,079) |
| Net book amount as of 31 December 2022 | 60,274 | 31,677 | 202,670 | 26,498 | 283,299 | 604,418 |
| Additions | 15,866 | 64,350 | 1 | 19,379 | - | 99,596 |
| Business combination | - | |||||
| Ricreativo B | 70 | - | 3,523 | 462 | 11,991 | 16,046 |
| Iris | - | - | - | 2 | - | 2 |
| Business acquisition | - | 1,055 | - | 140 | - | 1,195 |
| Amortization for the year | (30,298) | (42,073) | (14,418) | (9,081) | (41,962) | (137,832) |
| of which purchase price allocation | ||||||
| Gamenet Acquisition | (14,925) | - | (4,812) | - | (10,288) | (30,025) |
| IGT business | - | - | (6,390) | - | (17,772) | (24,162) |
| Goldbet.News | - | - | - | (128) | - | (128) |
| Giocaonline | - | - | - | - | (988) | (988) |
| Marim | - | - | - | - | (390) | (390) |
| Betflag | - | - | (2,910) | - | (12,137) | (15,047) |
| Ricreativo B | - | - | (113) | - | (388) | (501) |
| Disposal | (53) | - | - | (6,942) | - | (6,995) |
| Reclassifications | 3,340 | (4,386) | 5,345 | (1,121) | (3,274) | (96) |
| Cost as of 31 December 2023 | 155,218 | 161,462 | 237,495 | 62,467 | 325,922 | 942,564 |
| Accumulated amortization as of 31 December 2023 | (106,019) | (110,839) | (40,374) | (33,130) | (75,867) | (366,229) |
| Net book amount as of 31 December 2023 | 49,199 | 50,623 | 197,121 | 29,337 | 250,055 | 576,335 |
| Additions | 23,624 | 15,510 | 33 | 33,463 | - | 72,630 |
| Business combination: | ||||||
| Kristal Palace | 11 | - | - | 3 | - | 14 |
| SKS365 Acquisition | 11,248 | 1,260 | 30,802 | - | 187,299 | 230,609 |
| Bakoo Acquisition | 414 | - | - | - | - | 414 |
| Sea Acquisition | - | 21 | - | - | - | 21 |
| Business acquisition | 13 | - | - | - | - | 13 |
| Amortization for the year | (21,316) | (69,661) | (16,714) | (13,220) | (55,193) | (176,104) |
| of which purchase price allocation | ||||||
| Gamenet Group | (1,249) | - | (4,812) | - | (10,288) | (16,349) |
| IGT business | - | - | (6,391) | - | (17,703) | (24,094) |
| Goldbet.News | - | - | - | (128) | - | (128) |
| Giocaonline | - | - | - | - | (990) | (990) |
| Marim | - | - | - | - | (391) | (391) |
| Betflag | - | - | (2,918) | - | (12,170) | (15,088) |
| Ricreativo B | - | - | (342) | - | (1,162) | (1,504) |
| SKS365 | - | - | (2,048) | - | (12,487) | (14,535) |
| Disposal | 48 | 231 | (2) | (6,420) | - | (6,143) |
| Reclassifications | 6,840 | 2,303 | (2,302) | (6,677) | - | 164 |
| Cost as of 31 December 2024 | 174,565 | 180,901 | 266,397 | 78,282 | 513,221 | 1,213,366 |
| Accumulated amortization as of 31 December 2024 | (104,484) | (180,614) | (57,459) | (41,796) | (131,060) | (515,413) |
| Net book amount as of 31 December 2024 | 70,081 | 287 | 208,938 | 36,486 | 382,161 | 697,953 |
| (In thousands of Euro) | Total | |
| Balance as of 31 December 2022 | 1,428,719 | |
| Acquisitions | 42,059 | |
| Balance as of 31 December 2023* | 1,470,778 | |
| Acquisitions | 577,785 | |
| Balance as of 31 December 2024 | 2,048,563 |
| As of 31 December | ||||
| (In thousands of Euro) | 2024 | 2023 | ||
| Online | 1,229,250 | 749,263 | ||
| Sports Franchise | 405,929 | 351,090 | ||
| Gaming Franchise | 413,384 | 370,425 | ||
| Total | 2,048,563 | 1,470,778 | ||
| (In thousands of Euro) | Gaming Hardware | Other assets | Furniture | Leasehold improvements | Assets under development and payments on account | Total |
| Cost as of 31 December 2022 | 93,490 | 30,594 | 21,800 | 38,372 | 14,744 | 199,000 |
| Accumulated depreciation as of 31 December 2022 | (55,376) | (13,823) | (7,915) | (19,197) | - | (96,311) |
| Net book amount as of 31 December 2022 | 38,114 | 16,771 | 13,885 | 19,175 | 14,744 | 102,689 |
| Additions | 14,220 | 8,883 | 4,719 | 10,280 | 2,788 | 40,890 |
| Business combination | ||||||
| Ricreativo B | 2,532 | 410 | 919 | 734 | 9 | 4,604 |
| Bingo Service | - | 53 | - | 173 | - | 226 |
| Iris | - | 30 | 5 | 107 | - | 142 |
| Business acquisition | 1,660 | 67 | 5 | - | - | 1,732 |
| Disposals | (705) | (249) | (537) | (346) | (52) | (1,889) |
| Depreciation for the year | (20,008) | (6,336) | (3,916) | (8,996) | - | (39,256) |
| Reclassifications | 414 | 3,051 | 265 | 1,178 | (4,812) | 96 |
| Cost as of 31 December 2023 | 105,716 | 42,020 | 27,788 | 51,256 | 12,677 | 239,457 |
| Accumulated depreciation as of 31 December 2023 | (69,489) | (19,340) | (12,443) | (28,951) | - | (130,223) |
| Net book amount as of 31 December 2023 | 36,227 | 22,680 | 15,345 | 22,305 | 12,677 | 109,234 |
| Additions | 17,776 | 20,669 | 8,302 | 14,208 | 9,429 | 70,384 |
| Business combination | ||||||
| Kristal Palace | - | 456 | 43 | 49 | - | 548 |
| Dea Bendata | - | 7 | 19 | 6 | - | 32 |
| Galletto Fortunato | - | 67 | - | - | - | 67 |
| Macao Phygital | 102 | 2 | - | - | 58 | 162 |
| SKS365 Acquisition | - | 6,585 | 3,204 | 1,350 | - | 11,139 |
| Bakoo Acquisition | 10 | 5 | 7 | - | - | 22 |
| Rete Gioco Italia Acquisition | 1,314 | 89 | 4 | 3 | - | 1,410 |
| IMA Acquisition | - | 1 | - | - | - | 1 |
| Sea Acquisition | - | 196 | 84 | 157 | - | 437 |
| Business acquisition | 3,113 | 49 | 81 | - | - | 3,243 |
| Disposals | (392) | (449) | (412) | 402 | (58) | (909) |
| Depreciation for the year | (20,539) | (11,679) | (5,451) | (9,477) | - | (47,146) |
| Reclassifications | 821 | 799 | 224 | 715 | (2,723) | (164) |
| Cost as of 31 December 2024 | 115,257 | 67,827 | 38,357 | 64,517 | 19,383 | 305,341 |
| Accumulated depreciation as of 31 December 2024 | (76,825) | (28,350) | (16,907) | (34,799) | - | (156,881) |
| Net book amount as of 31 December 2024 | 38,432 | 39,477 | 21,450 | 29,718 | 19,383 | 148,460 |
| (In thousands of Euro) | Land, Buildings and Offices | Gaming halls | Vehicles | Other | Right of Use |
| Balance as of 31 December 2022 | 15,098 | 44,441 | 2,174 | 340 | 62,053 |
| Business Combination | |||||
| Ricreativo B | 2,066 | 2,796 | 402 | 2,309 | 7,573 |
| Bingo Service | - | 237 | - | - | 237 |
| Iris | - | 145 | - | - | 145 |
| Depreciation | (3,323) | (11,686) | (1,365) | (636) | (17,010) |
| Additions | 647 | 15,674 | 3,293 | - | 19,614 |
| Disposal | - | (3,055) | (2) | - | (3,057) |
| Other movements | (1,671) | 1,671 | 2 | (2) | - |
| Balance as of 31 December 2023 | 12,817 | 50,223 | 4,504 | 2,011 | 69,555 |
| Business Combination | |||||
| Kristal Palace | - | 1,890 | - | - | 1,890 |
| Galletto Fortunato | - | 475 | - | - | 475 |
| SKS365 Acquisition | 77 | 3,263 | 43 | - | 3,383 |
| Bakoo | 187 | - | - | - | 187 |
| Rete Gioco Italia | 730 | - | 108 | - | 838 |
| SEA | - | 494 | - | - | 494 |
| Depreciation | (4,164) | (13,607) | (2,670) | (391) | (20,832) |
| Additions | 6,407 | 13,335 | 5,152 | - | 24,894 |
| Disposal | (866) | (4,041) | (26) | (1,553) | (6,486) |
| Balance as of 31 December 2024 | 15,188 | 52,032 | 7,111 | 67 | 74,398 |
| (In thousands of Euro) | As of 31 December 2024 | of which current | As of 31 December 2023 | of which current |
| Cash held by operators | 23,293 | 23,293 | 25,399 | 25,399 |
| Escrow account | 5,174 | 5,174 | 503,296 | 503,240 |
| Merchant accounts and restricted cash | 429 | 201 | 230 | 230 |
| Interest rate swap assets | 18 | 18 | 45 | 45 |
| Other | 3,519 | 1,710 | 2,119 | 1,561 |
| Total | 32,433 | 30,396 | 531,089 | 530,475 |
| As of 31 December | ||||
| (In thousands of Euro) | 2024 | 2023 | ||
| Finished products and goods | 1,478 | 1,495 | ||
| Total | 1,478 | 1,495 | ||
| (In thousands of Euro) | As of 31 December 2023 | Changes in the scope of consolidation | Charges/ releases to the income statement | Charges/ releases to the statement of comprehensive income | Other movements | As of 31 December 2024 |
| Deferred tax assets | ||||||
| Provisions for risks and charges | 1,105 | 8 | 230 | - | - | 1,343 |
| Allowance for doubtful receivables | 8,352 | - | (1,812) | - | - | 6,540 |
| Tangible and intangible assets | 6,556 | 1,086 | (3,175) | - | - | 4,467 |
| Tax losses | 2,739 | 13,781 | (3,522) | - | - | 12,998 |
| IFRS 16 | 327 | - | (30) | - | - | 297 |
| Cash flow hedge reserve | 1,824 | - | - | 928 | - | 2,752 |
| Other | 2,946 | - | (1,205) | - | 69 | 1,810 |
| Total deferred tax assets | 23,849 | 14,875 | (9,514) | 928 | 69 | 30,207 |
| Deferred tax liabilities | ||||||
| Intralot trademark software and right to use | (765) | - | 314 | - | - | (451) |
| PPA | (127,889) | (63,445) | 20,757 | - | - | (170,577) |
| Employee benefit liabilities | (646) | - | - | (98) | - | (744) |
| Other | 69 | - | - | - | (69) | - |
| Total deferred tax liabilities | (129,231) | (63,445) | 21,071 | (98) | (69) | (171,772) |
| Total deferred tax liabilities, net | (105,382) | (48,570) | 11,557 | 830 | . | (141,565) |
| (In thousands of Euro) | As of 31 December 2022 | Changes in the scope of consolidation | Charges/ releases to the income statement | Charges/ releases to the statement of comprehensive income | Other movements | As of 31 December 2023 |
| Deferred tax assets | ||||||
| Provisions for risks and charges | 3,916 | - | (1,930) | - | (881) | 1,105 |
| Allowance for doubtful receivables | 8,389 | - | 261 | - | (298) | 8,352 |
| Tangible and intangible assets | 11,518 | 47 | (2,913) | - | (2,096) | 6,556 |
| Tax losses | 1,956 | - | 4 | - | 779 | 2,739 |
| Put Jolly | 397 | - | (432) | - | 35 | - |
| IFRS 16 | 284 | - | 43 | - | - | 327 |
| Cash flow hedge reserve | - | - | - | 1,824 | - | 1,824 |
| Other | 2,524 | - | (356) | - | 778 | 2,946 |
| Total deferred tax assets | 28,984 | 47 | (5,323) | 1,824 | (1,683) | 23,849 |
| Deferred tax liabilities | ||||||
| Intralot trademark software and right to use | (437) | - | 314 | - | (642) | (765) |
| PPA | (143,761) | (4,235) | 19,996 | - | 111 | (127,889) |
| Employee benefit liabilities | (604) | - | - | (42) | - | (646) |
| Cash flow hedge reserve | (5,663) | - | - | 5,663 | - | - |
| Other | (2,125) | - | - | - | 2,194 | 69 |
| Total deferred tax liabilities | (152,590) | (4,235) | 20,310 | 5,621 | 1,663 | (129,231) |
| Total deferred tax liabilities, net | (123,606) | (4,188) | 14,987 | 7,445 | (20) | (105,382) |
| As of 31 December | ||||
| (In thousands of Euro) | 2024 | 2023 | ||
| Gaming online accounts | 56,458 | 36,144 | ||
| ADM guarantee deposits | 52,087 | 53,465 | ||
| Accrued income and prepayments | 22,940 | 16,472 | ||
| Gaming halls receivables | 16,351 | 15,230 | ||
| Guarantee deposits | 13,811 | 4,274 | ||
| Tax receivables | 12,681 | 4,451 | ||
| Other receivables | 3,566 | 4,467 | ||
| Total | 177,894 | 134,503 | ||
| (In thousands of Euro) | As of 31 December 2024 | of which current | As of 31 December 2023 | of which current | |
| Gaming online accounts | 56,458 | 56,458 | 36,144 | 36,144 | |
| ADM guarantee deposits | 52,087 | 52,087 | 53,465 | 53,465 | |
| Accrued income and prepayments | 22,940 | 14,247 | 16,472 | 8,207 | |
| Gaming halls receivables | 16,351 | 16,351 | 15,230 | 15,198 | |
| Guarantee deposits | 13,811 | 9,443 | 4,274 | 686 | |
| Tax receivables | 12,681 | 10,340 | 4,451 | 2,255 | |
| Other receivables | 3,566 | 3,153 | 4,467 | 4,200 | |
| Total | 177,894 | 162,079 | 134,503 | 120,155 |
| (In thousands of Euro) | ||
| Employee benefit liabilities | Total | |
| Balance as of 31 December 2022 | 17,979 | |
| Business combination | 2,047 | |
| Service cost | 2,792 | |
| Interest cost | 707 | |
| Advances and benefits paid | (1,335) | |
| Actuarial gains/(losses) | (174) | |
| Balance as of 31 December 2023 | 22,016 | |
| Business combination | 2,932 | |
| Service cost | 3,363 | |
| Interest cost | 765 | |
| Advances and benefits paid | (1,938) | |
| Actuarial gains/(losses) | (408) | |
| Balance as of 31 December 2024 | 26,730 |
| As of 31 December | |||
| Financial assumptions | 2024 | 2023 | |
| Discount rate | 3.38% | 3.17% | |
| Inflation rate | 2.00% | 2.00% | |
| Annual TFR increase | 3.00% | 3.00% | |
| Annual salary increase | Executives 2.50% | Executives 2.50% | |
| Middle managers 1.00% | Middle managers 1.00% | ||
| White collar 1.00% | White collar 1.00% | ||
| Blue collar 1.00% | Blue collar 1.00% | ||
| Demographic assumptions | ||
| Mortality rate | ISTAT 2022 | |
| Disability | INPS (social security) tables by age and gender | |
| Retirement | 100% on reaching AGO requirements | |
| Annual turnover and frequency of advance payments | ||
| Frequency of advance payments | 0.50% | |
| Turnover rate | 10.00% |
| (In thousands of Euro) | ||
| Change in assumption | Amount | |
| Turnover rate +1.00% | 26,768 | |
| Turnover rate -1.00% | 26,620 | |
| Inflation rate +0.25% | 27,048 | |
| Inflation rate -0.25% | 26,356 | |
| Discount rate +0.25% | 26,260 | |
| Discount rate -0.25% | 27,151 |
| Expected disbursements | ||
| Years | (In thousands of Euro) | |
| 1 | 3,897 | |
| 2 | 3,427 | |
| 3 | 3,313 | |
| 4 | 3,525 |
| As of 31 December | ||||
| (In thousands of Euro) | 2024 | 2023 | ||
| May 2024 Notes | 890,096 | - | ||
| December 2023 Notes | 487,737 | 486,188 | ||
| June 2023 Notes | 556,258 | 1,088,327 | ||
| 2022 Notes | - | 342,506 | ||
| Accrued interest – May 2024 Notes | 3,652 | - | ||
| Accrued interest – December 2023 Notes | 1,707 | 944 | ||
| Accrued interest – June 2023 Notes | 3,355 | 6,156 | ||
| Accrued interest – 2022 Notes | - | 15,641 | ||
| Payables for leasing | 81,169 | 75,908 | ||
| Put option liability | 56,614 | 49,518 | ||
| Payables for acquisitions | 51,129 | 93,868 | ||
| Bank borrowings | 2,561 | 4,384 | ||
| Interest Rate Swap liabilities | 13,147 | 8,937 | ||
| Other financial payables | 1,402 | 13,713 | ||
| Total | 2,148,827 | 2,186,090 | ||
| (In thousands of Euro) | As of 31 December 2024 | of which current | As of 31 December 2023 | of which current | ||||
| Notes | 1,934,091 | - | 1,917,021 | - | ||||
| Accrued interest on Notes | 8,714 | 8,714 | 22,741 | 22,741 | ||||
| Payables for acquisitions | 51,129 | 46,840 | 93,868 | 90,159 | ||||
| Payables for leasing | 81,169 | 21,552 | 75,908 | 18,592 | ||||
| Put option liability | 56,614 | 18,348 | 49,518 | 16,861 | ||||
| Interest Rate Swap liabilities | 13,147 | 1,740 | 8,937 | 1,398 | ||||
| Bank borrowings | 2,561 | 1,795 | 4,384 | 2,329 | ||||
| Other financial payables | 1,402 | 1,402 | 13,713 | 13,713 | ||||
| Total | 2,148,827 | 100,391 | 2,186,090 | 165,793 |
| (In thousands of Euro) | As of 31 December 2023 | Cash flow from financing activities | Non-cash changes | As of 31 December 2024 | ||||
| Notes | 1,917,021 | (10,857) | 27,927 | 1,934,091 | ||||
| Accrued interest on Notes | 22,741 | (129,370) | 115,343 | 8,714 | ||||
| Payables for acquisitions | 93,868 | (60,852) | 18,113 | 51,129 | ||||
| Payables for leasing | 75,908 | (24,676) | 29,937 | 81,169 | ||||
| Put option liability | 49,518 | - | 7,096 | 56,614 | ||||
| Interest Rate Swap liabilities | 8,937 | (22,357) | 26,567 | 13,147 | ||||
| Bank borrowings | 4,384 | (2,871) | 1,048 | 2,561 | ||||
| Other financial payables | 13,713 | (13,793) | 1,482 | 1,402 | ||||
| Total | 2,186,090 | (264,776) | 227,513 | 2,148,827 |
| (In thousands of Euro) | As of 31 December 2022 | Cash flow from financing activities | Non-cash changes | As of 31 December 2023 | ||||
| Notes | 1,543,390 | 366,606 | 7,025 | 1,917,021 | ||||
| Accrued interest on Notes | 35,913 | (128,173) | 115,001 | 22,741 | ||||
| Gamma Bondco loan | 250,000 | (250,000) | - | - | ||||
| Accrued interest on Gamma Bondco Loan | 23,375 | (30,322) | 6,947 | - | ||||
| Payables for acquisitions | 94,284 | (21,532) | 21,116 | 93,868 | ||||
| Payables for leasing | 68,215 | (20,363) | 28,056 | 75,908 | ||||
| Put option liability | 1,773 | - | 47,745 | 49,518 | ||||
| Interest Rate Swap liabilities | 81 | (2,602) | 11,458 | 8,937 | ||||
| Bank borrowings | 840 | (1,436) | 4,980 | 4,384 | ||||
| Other financial payables | - | (1,981) | 15,694 | 13,713 | ||||
| Total | 2,017,871 | (89,803) | 258,022 | 2,186,090 |
| Consolidated Senior Secured Debt Ratio* | Annual spread (%) |
| > 2.3:1 | 3.5 |
| ≤ 2.3:1 e > 1.8:1 | 3.25 |
| ≤ 1.8:1 e > 1.3:1 | 3.0 |
| ≤ 1.3:1 e > 0.8:1 | 2.75 |
| ≤ 0.8:1 | 2.5 |
| CovenantsDescription*Contractual valueFixed Charge Coverage RatioEBITDA** / Fixed Charge**>= to 2.0OrConsolidated Total Debt RatioTotal Indebtedness net of Cash and Cash Equivalents** / EBITDA**<= to 3.15 |
| Covenants | Description* | Contractual value |
| Consolidated Senior Secured Debt Ratio | Senior Secured Total Indebtedness net of Cash and Cash Equivalents** / EBITDA** | <= to 2.90 |
| As of 31 December | ||||
| (In thousands of Euro) | 2024 | 2023 | ||
| A. Cash | 164,156 | 294,682 | ||
| B. Cash equivalent | - | - | ||
| C. Other current financial assets | 30,396 | 530,475 | ||
| D. Liquidity (A+B+C) | 194,552 | 825,157 | ||
| E. Current financial debt | 3,155 | 15,305 | ||
| F. Current portion of non-current financial debt | 97,236 | 150,488 | ||
| G. Current Financial Indebtedness (E+F) | 100,391 | 165,793 | ||
| H. Net Current Financial Indebtedness (G-D) | (94,161) | (659,364) | ||
| I. Non-current financial debt | 114,345 | 103,276 | ||
| J. Debt instruments | 1,934,091 | 1,917,021 | ||
| K. Non-current trade and other payables | - | - | ||
| L. Non-Current Financial Indebtedness (I+J+K) | 2,048,436 | 2,020,297 | ||
| M. Net Financial Indebtedness - ESMA (H+L) | 1,954,275 | 1,360,933 | ||
| (In thousands of Euro) | Total | |
| Balance as of 31 December 2022 | 27,845 | |
| Business combination | 107 | |
| Provisions/ (Releases) | (1,977) | |
| Reclassifications | (5,041) | |
| Other movements | (16,043) | |
| Balance as of 31 December 2023 | 4,891 | |
| Business combination | 6,709 | |
| Provisions/ (Releases) | 785 | |
| Utilizations | (58) | |
| Other movements | (6,163) | |
| Balance as of 31 December 2024 | 6,164 |
| (In thousands of Euro) | As of 31 December 2024 | of which current | As of 31 December 2023 | of which current | ||||
| Public gaming taxes | 49,794 | 49,794 | 31,377 | 31,377 | ||||
| Other payables to tax authorities | 80,475 | 41,225 | 18,996 | 17,621 | ||||
| Players’ online accounts | 56,458 | 56,458 | 36,144 | 36,144 | ||||
| Payables to tax authorities for PREU | 96,807 | 96,807 | 97,377 | 97,377 | ||||
| Payables to employees | 21,969 | 21,969 | 18,762 | 18,602 | ||||
| Payables to distribution network for guarantees | 14,014 | 261 | 16,251 | 360 | ||||
| Provision for Jackpot and VLT tickets to be validated | 11,810 | 11,810 | 11,649 | 11,649 | ||||
| Payables to INPS | 8,862 | 8,862 | 8,542 | 8,542 | ||||
| Payables to other concessionaires for bets/wagers collection | 9,248 | 9,235 | 7,204 | 7,204 |
| As of 31 December 2023 | ||||||||
| (In thousands of Euro) | Associates | Key management personnel | Other related parties | Total related parties | Total reported amount | Related party % of total | ||
| Current financial liabilities | - | - | 560 | 560 | 165,793 | 0.3% | ||
| Current trade payables | 214 | - | - | 214 | 95,911 | 0.2% | ||
| Current trade receivables | 3 | - | - | 3 | 95,825 | 0.0% | ||
| Other current liabilities | - | 2,379 | - | 2,379 | 308,226 | 0.8% | ||
| For the year ended 31 December 2024 | |||||||
| (In thousands of Euro) | Associates | Key management personnel | Total related parties | Total reported amount | % of total | ||
| Personnel expenses | - | (6,380) | (6,380) | (135,503) | 4.7% | ||
| Other income | 10 | - | 10 | 14,951 | 0.1% | ||
| Other operating costs | (71) | - | (71) | (39,477) | 0.2% | ||
| For the year ended 31 December 2023 | ||||||||
| (In thousands of Euro) | Subsidiaries of shareholders | Associates | Key management personnel | Total related parties | Total reported amount | % of total | ||
| Finance expenses | (23,420) | - | - | (23,420) | (220,287) | 10.6% | ||
| Personnel expenses | - | - | (4,351) | (4,351) | (98,378) | 4.4% | ||
| Other income | - | 568 | - | 568 | 18,529 | 3.1% | ||
| Other operating costs | - | (2,033) | - | (2,033) | (40,952) | 5.0% | ||
| Finance income | - | 13 | - | 13 | 28,139 | 0.0% | ||
| (In thousands of Euro) | ||||||
| Service | Service performed on behalf of | Subject who provided the service | 2024 Fees | |||
| Audit of financial statement | Parent company | PwC S.p.A. | 725 | |||
| Other services* | Parent company | PwC S.p.A. | 625 | |||
| Other services | Parent company | PwC Network | 341 | |||
| Audit of financial statement | Subsidiaries | PwC S.p.A. | 1,114 | |||
| Other services** | Subsidiaries | PwC Network | 861 | |||
| Total | 3,666 | |||||
| Concession No. | Company | Announcement | Betting offering | Number of rights 2024 |
| 4098 | GBO Italy S.p.A. | Bersani betting shops | Sport | 421 |
| 4098 | GBO Italy S.p.A. | Bersani betting shops | Sport | 1,241 |
| 4341 | GBO Italy S.p.A. | Bersani betting shops | Horse racing | 13 |
| 4805 | GBO Italy S.p.A. | Giorgetti betting shops | Horse racing | 12 |
| 4504 | GBO Italy S.p.A. | Monti | Sport + Horse racing | 358 |
| 72000 | GBO Italy S.p.A. | Tax regularization pursuant to article 1 co. 643 L. 190/2014 | Sport + Horse racing | 993 |
| Concession No. | Company | Announcement | Betting offering | Number of rights 2024 |
| 4538 | Ricreativo B S.p.A. | Monti | Sport + Horse racing | 8 |
| 4869 | Ricreativo B S.p.A. | Giorgetti betting shops | Horse racing | 1 |
| Concession No. | Company | Announcement | Betting offering | Number of rights 2024 |
| 4584 | PWO Limited | Monti | Sport + Horse racing | 1 |
| 72002 | PWO Limited | Tax regularization | Sport + Horse racing | 1,002 |
| pursuant to article 1 co. 643 L. 190/2014 |
| Chief ExecutiveOfficerGuglielmo Angelozzi | Executive Officer responsible for the preparation of corporate accounting informationLaurence Van Lancker |
| As of 31 December | ||||||||||
| (In Euro) | Note | 2024 | of which Related Parties (Note 8) | 2023 | of which Related Parties (Note 8) | |||||
| Intangible assets | 7.1 | 14,285,701 | - | |||||||
| Property, plant and equipment | 7.2 | 5,139,195 | - | |||||||
| Non-current financial assets | 7.3 | 2,965,691,365 | 915,831,999 | 527,188,074 | 60,881,355 | |||||
| Deferred tax assets | 7.4 | 5,141,522 | 132,766 | |||||||
| Other non-current assets | 7.5 | 5,465,590 | 670,210 | |||||||
| Total non-current assets | 2,995,723,373 | 527,991,050 | ||||||||
| Current financial assets | 7.3 | 298,584,558 | 298,584,558 | 411,541,643 | 411,541,643 | |||||
| Tax receivables | 7.10 | 5,377 | - | |||||||
| Other current assets | 7.5 | 56,645,143 | 51,395,426 | 46,961,243 | 45,493,466 | |||||
| Cash and cash equivalents | 7.6 | 77,517,507 | 106,325,539 | |||||||
| Total current assets | 432,752,585 | 564,828,425 | ||||||||
| Total assets | 3,428,475,958 | 1,092,819,475 | ||||||||
| Share capital | 7.7 | 10,000,000 | 10,000,000 | |||||||
| Other reserves | 7.7 | 458,150,572 | 530,780,185 | |||||||
| Retained earnings | 7.7 | 309,464,144 | (8,124,804) | |||||||
| Total shareholders' equity | 777,614,716 | 532,655,381 | ||||||||
| Employee benefit liabilities | 7.8 | 3,219,784 | 299,689 | |||||||
| Non-current financial liabilities | 7.9 | 1,945,498,424 | - | |||||||
| Other non-current liabilities | 7.12 | 423,169 | 423,169 | - | ||||||
| Total non-current liabilities | 1,949,141,377 | 299,689 | ||||||||
| Current financial liabilities | 7.9 | 665,326,914 | 654,872,633 | 522,720,551 | 522,720,551 | |||||
| Tax payables | 7.10 | 12,954,609 | 8,488,226 | |||||||
| Current trade payables | 7.11 | 8,117,302 | 35,271 | 863,447 | ||||||
| Other current liabilities | 7.12 | 15,321,040 | 9,476,758 | 27,792,181 | 27,265,655 | |||||
| Total current liabilities | 701,719,865 | 559,864,405 | ||||||||
| Total equity and liabilities | 3,428,475,958 | 1,092,819,475 | ||||||||
| (In Euro) | Note | Share capital | Legal Reserve | Share premium reserve | Capital contribution reserve | Stock option reserve | Gains / (losses) on hedging derivatives reserves | Actuarial gain/(losses) reserves | Total Other Reserves | Retained Earnings/ (Losses) | Result of the year | Total Shareholders' Equity |
| As of 31 December 2022 | 7.5 | 50,000 | 10,000 | - | 96,538,107 | - | - | - | 96,548,107 | (2,953,524) | (1,748,795) | 91,895,788 |
| Allocation of previous year loss | - | - | - | - | - | - | - | - | (1,748,795) | 1,748,795 | - | |
| Faro Games Transaction | 50,000 | - | 39,623,710 | - | - | - | - | 39,623,710 | - | 39,673,710 | ||
| Capital Increase | 9,900,000 | - | 415,100,000 | - | - | - | - | 415,100,000 | - | 425,000,000 | ||
| Capital Increase transaction costs* | - | - | (20,892,007) | - | - | - | - | (20,892,007) | - | (20,892,007) | ||
| Share based compensation | - | - | - | - | 403,397 | - | - | 403,397 | - | 403,397 | ||
| Net loss for the year | - | - | - | - | - | - | - | - | - | (3,422,485) | (3,422,485) | |
| Other items of comprehensive income | - | - | - | - | - | - | (3,022) | (3,022) | - | (3,022) | ||
| As of 31 December 2023 | 7.5 | 10,000,000 | 10,000 | 433,831,703 | 96,538,107 | 403,397 | - | (3,022) | 530,780,185 | (4,702,319) | (3,422,485) | 532,655,381 |
| Allocation of previous year net loss | - | - | - | - | - | - | - | - | (3,422,485) | 3,422,485 | - | |
| Dividends distribution | - | - | (65,423,906) | - | - | - | - | (65,423,906) | - | - | (65,423,906) | |
| Share based compensation | - | - | - | - | 1,332,531 | - | - | 1,332,531 | - | - | 1,332,531 | |
| Merger contribution | - | - | - | - | - | (5,729,627) | (176,363) | (5,905,990) | 5,905,990 | - | - | |
| Losses on hedging derivatives | - | - | - | - | - | (2,939,380) | - | (2,939,380) | - | - | (2,939,380) | |
| Net profit for the year | - | - | - | - | - | - | - | - | - | 311,682,958 | 311,682,958 | |
| Other items of comprehensive income | - | - | - | - | - | - | 307,132 | 307,132 | - | - | 307,132 | |
| As of 31 December 2024 | 7.5 | 10,000,000 | 10,000 | 368,407,797 | 96,538,107 | 1,735,928 | (8,669,007) | 127,747 | 458,150,572 | (2,218,814) | 311,682,958 | 777,614,716 |
| For the year ended 31 December 2023 | For the year ended 31 December 2024 | |||
| (In Euro) | Lottomatica S.p.A. | Lottomatica Group S.p.A. | Lottomatica Group S.p.A.Pro-forma | Lottomatica Group S.p.A. |
| Dividends from subsidiaries | - | 16,500,000 | - | 448,248,622 |
| Net Income from equity investments | - | 16,500,000 | - | 448,248,622 |
| Finance income | 72,924,628 | 7,594,306 | 75,073,386 | 65,468,147 |
| Finance expenses | (184,983,935) | (25,550,399) | (205,088,786) | (201,475,777) |
| Net Financial Expenses | (112,059,307) | (1,456,093) | (130,015,400) | 312,240,992 |
| Impairment of financial assets | - | - | - | (7,580) |
| Total financial operations | (112,059,307) | (1,456,093) | (130,015,400) | 312,233,412 |
| Other income | 24,104,165 | 1,252,961 | 24,104,937 | 27,699,546 |
| Cost of services | (18,848,779) | (3,193,023) | (20,789,613) | (20,409,138) |
| Personnel expenses | (18,303,971) | (2,630,328) | (20,934,299) | (23,808,401) |
| Other operating costs | (495,291) | (41,118) | (536,409) | (1,532,080) |
| Depreciation, amortization and impairments | (1,945,429) | - | (1,945,429) | (3,625,836) |
| Share of loss of equity accounted investments | (216,724) | - | (216,724) | - |
| Profit before tax | (127,765,336) | (6,067,601) | (150,332,937) | 290,557,503 |
| Income tax expense | 20,957,629 | 2,645,116 | 23,602,745 | 21,125,455 |
| Net profit for the year | (106,807,707) | (3,422,485) | (126,730,192) | 311,682,958 |
| Estimated useful life | |
| Furniture | 8 years |
| Leasehold improvement | Lower of estimated useful life of the asset and duration of the relevant lease contract |
| Other assets | 5-8 years |
| Vesting date | Expiration date | Strike price (Euro) | Price at valuation date (Euro) | Annual volatility | Expected dividend rate | Exit annual rate | |
| 1° assignments | 15 June 2026 | 15 June 2028 | 9.00 | 8.214 | 45.36% | 3.83% | 0.00% |
| 2° assignments | 14 June 2027 | 14 June 2029 | 10.80 | 10.570 | 24.35% | 3.81% | 0.00% |
| Average annual growth rate of the stock | Stock volatility | Discount rate | Expected dividend rate | |
| 1° assignments | 3.53% | 45.36% | 3.53% | 3.83% |
| 2° assignments | 2.98% | 24.35% | 2.98% | 3.81% |
| Unit fair value (Euro) | |
| 1° assignments | 2.595 |
| 2° assignments | 1.852 |
| Endorsed by the EU | Effective date | |
| Amendments to IAS 1 Presentation of Financial Statements:• Classification of Liabilities as Current or Non-current Date (issued on 23 January 2020);• Classification of Liabilities as Current or Non-current - Deferral of Effective Date (issued on 15 July 2020); and• Non-current Liabilities with Covenants (issued on 31 October 2022) | YES | Accounting periods beginning on or after 1 January 2024 |
| Amendments to IAS 7 Statement of Cash Flows and IFRS 7 Financial Instruments: Disclosures: Supplier Finance Arrangements (issued on 25 May 2023) | YES | Effective for accounting periods beginning on or after 1 January 2024 |
| Amendments to IFRS 16 Leases: Lease Liability in a Sale and Leaseback (issued on 22 September 2022) | YES | Accounting periods beginning on or after 1 January 2024 |
| Endorsed by the EU | Effective date | |
| IFRS 19 Subsidiaries without Public Accountability: Disclosures (issued on 9 May 2024) | NO | Accounting periods beginning on or after 1 January 2027 |
| IFRS 18 — Presentation and Disclosure in Financial Statements (issued on 9 April 2024) | NO | Accounting periods beginning on or after 1 January 2027 |
| Amendments to the Classification and Measurement of Financial Instruments (Amendments to IFRS 9 and IFRS 7) (issued on 30 May 2024) | NO | Accounting periods beginning on or after 1 January 2026 |
| Contracts Referencing Nature-dependent Electricity – Amendments to IFRS 9 and IFRS 7 (issued on 18 December 2024) | NO | Accounting periods beginning on or after 1 January 2026 |
| Annual Improvements Volume 11 (issued on 18 July 2024) | NO | Accounting periods beginning on or after 1 January 2026 |
| Endorsed by the EU | Effective date | |
| Amendments to IAS 21 The Effects of Changesin Foreign Exchange Rates: Lack ofExchangeability (issued on 15 August 2023) | YES | Accounting periods beginning on or after 1 January 2025 |
| (In thousands of Euro) | Effect on net profit of the year | Effect on Equity | |||
| Sensitivity analysis | -100 bps | +100 bps | -100 bps | +100 bps | |
| May 2024 Notes | (570) | (570) | |||
| Total effect for the year | - | (570) | - | (570) | |
| (In thousands of Euro) | Carrying amount as of 31 December 2024 | Within 1 year | Between 1 and 5 years | Over 5 years | Total |
| Notes | 1,942,805 | 126,217 | 1,009,645 | 1,486,565 | 2,622,427 |
| Other current and non-current financial liabilities | 668,020 | 656,613 | 11,407 | - | 668,020 |
| Trade payables | 8,117 | 8,117 | - | - | 8,117 |
| Other current and non-current liabilities | 15,744 | 15,321 | 423 | - | 15,744 |
| (In thousands of Euro) | Carrying amount as of 31 December 2023 | Within 1 year | Between 1 and 5 years | Over 5 years | Total |
| Other current and non-current financial liabilities | 522,721 | 522,721 | - | - | 522,721 |
| Trade payables | 863 | 863 | - | - | 863 |
| Other current and non-current liabilities | 27,792 | 27,792 | - | - | 27,792 |
| (In thousands of Euro) | Financial assets and receivables at amortized cost | Financial assets at FVTOCI | Financial liabilities and liabilities at amortized cost | Financial liabilities at FVTOCI | As of 31 December 2024 | |||||
| Current and non-current financial assets* | 1,214,417 | - | - | - | 1,214,417 | |||||
| Other current and non-current assets | 62,111 | - | - | - | 62,111 | |||||
| Cash and cash equivalents | 77,518 | - | - | - | 77,518 | |||||
| Total | 1,354,046 | - | - | - | 1,354,046 | |||||
| Current and non-current financial liabilities | - | - | 2,599,418 | 11,407 | 2,610,825 | |||||
| Trade payables | - | - | 8,117 | - | 8,117 | |||||
| Other current and non-current liabilities | - | - | 15,744 | - | 15,744 | |||||
| Total | - | - | 2,623,279 | 11,407 | 2,634,686 |
| (In thousands of Euro) | Financial assets and receivables at amortized cost | Financial liabilities and liabilities at amortized cost | As of 31 December 2023 | |||
| Current and non-current financial assets* | 472,423 | - | 472,423 | |||
| Other current and non-current assets | 47,631 | - | 47,631 | |||
| Cash and cash equivalents | 106,326 | - | 106,326 | |||
| Total | 626,380 | - | 626,380 | |||
| Current and non-current financial liabilities | - | 522,721 | 522,721 | |||
| Trade payables | - | 863 | 863 | |||
| Other current and non-current liabilities | - | 27,792 | 27,792 | |||
| Total | - | 551,376 | 551,376 |
| (In thousands of Euro) | Level 1 | Level 2 | Level 3 | As of 31 December 2024 | ||||
| Derivative financial instruments liabilities | - | (11,407) | - | (11,407) | ||||
| Total | - | (11,407) | - | (11,407) |
| For the year ended 31 December | ||||
| (In thousands of Euro) | 2024 | 2023 | ||
| Dividends from subsidiaries | 448,249 | 16,500 | ||
| Net Income from equity investments | 448,249 | 16,500 | ||
| Interest income from group companies | 56,631 | 5,445 | ||
| Other interest income | 8,837 | 2,149 | ||
| Financial income | 65,468 | 7,594 | ||
| Interest expense on notes | (115,342) | - | ||
| Amortized cost on notes | (27,928) | - | ||
| IRS interest expense | (22,700) | - | ||
| Interest expense on Revolving Credit Facility | (5,689) | - | ||
| Interest expense on Gamma Bondco loan | - | (23,419) | ||
| Interest expenses on cash pooling | (3,263) | (2,035) | ||
| Other interest expense | (26,554) | (96) | ||
| Financial expenses | (201,476) | (25,550) | ||
| Net Financial income / (expenses) | 312,241 | (1,456) | ||
| For the year ended 31 December | ||||
| (In thousands of Euro) | 2024 | 2023 | ||
| Dividends from GBO | 400,000 | - | ||
| Dividends from GGM | 48,249 | - | ||
| Dividends from Lottomatica* | - | 16,500 | ||
| Interest income from GBO for loan | 56,321 | - | ||
| Interest income from Big Easy for loan | 295 | - | ||
| Interest income from GBO for cash pooling | 8 | - | ||
| Interest income from GGM for cash pooling | 5 | - | ||
| Interest income from Marim for cash pooling | 2 | - | ||
| Interest income from Lottomatica loan* | - | 3,978 | ||
| Interest income from Lottomatica for cash pooling* | - | 1,467 | ||
| Interest expense from GBO Italy for cash pooling | (1,533) | (1,150) | ||
| Interest expense from Lottomatica Videolot Rete for cash pooling | (784) | (428) | ||
| Interest expense from Betflag for cash pooling | (384) | (218) | ||
| Interest expense from PWO Limited (formerly SKS365 Malta Limited) for cash pooling | (253) | - | ||
| Interest expense from Gamenet for cash pooling | (194) | (161) | ||
| Interest expense from Jolly Group for cash pooling | (43) | (31) | ||
| Interest expense from Billions for cash pooling | (18) | (9) | ||
| Interest expense from Gnetwork for cash pooling | (17) | (12) | ||
| Interest expense from Big Easy for cash pooling | (16) | (14) | ||
| Interest expense from Big Easy Bingo for cash pooling | (7) | (7) | ||
| Interest expense from Agesoft for cash pooling | (4) | (3) | ||
| Interest expense from Ricreativo for cash pooling | (4) | - | ||
| Interest expense from Totosì (formerly Macao Phygital) for cash pooling | (2) | - | ||
| Interest expense from Giocaonline for cash pooling | (2) | - | ||
| Interest expense from Rete Gioco Italia for cash pooling | (1) | - | ||
| Interest expense from GPRO for cash pooling | (1) | - | ||
| Interest expense on Gamma Bondco loan | - | (23,419) | ||
| Interest expense from Marim for cash pooling | - | (2) | ||
| Total | 501,617 | (3,509) | ||
| For the year ended 31 December | ||||
| (In thousands of Euro) | 2024 | 2023 | ||
| Revenues from group companies | 27,674 | 1,252 | ||
| Other | 26 | 1 | ||
| Total | 27,700 | 1,253 | ||
| For the year ended 31 December | ||||
| (In thousands of Euro) | 2024 | 2023 | ||
| Revenues of services to GBO Italy | 14,583 | - | ||
| Revenues of services to Gamenet | 5,594 | - | ||
| Revenues of services to Lottomatica Videolot Rete | 4,225 | - | ||
| Revenues of services to Big Easy | 799 | - | ||
| Revenues of services to Betflag | 734 | - | ||
| Revenues of services to Jolly Group | 580 | - | ||
| Revenues of services to Billions Italia | 310 | - | ||
| Revenues of services to Ricreativo B | 223 | - | ||
| Revenues of services to Gnetwork | 160 | - | ||
| Revenues of services to Big Easy Bingo | 120 | - | ||
| Revenues of services to Lottomatica Digital Solution | 105 | - | ||
| Revenues of services to Giocaonline | 83 | - | ||
| Revenues of services to Marim | 63 | - | ||
| Revenues of services to Agesoft | 48 | - | ||
| Revenues of services to PWO Limited (formerly SKS365 Malta Limited) | 31 | - | ||
| Revenues of services to Ares | 16 | - | ||
| Revenues of services to Lottomatica * | - | 1,252 | ||
| Total | 27,674 | 1,252 | ||
| For the year ended 31 December | ||||
| (In thousands of Euro) | 2024 | 2023 | ||
| Tax, administrative and legal consultancy costs | (6,983) | (1,062) | ||
| Bank and insurance expenses | (2,637) | (567) | ||
| Board of Directors remunerations and costs | (1,645) | (1,027) | ||
| Marketing and advertising | (1,073) | (25) | ||
| Technical assistance and network management | (793) | - | ||
| Leases and rentals | (694) | (18) | ||
| Utility costs, postal and logistics costs, security services | (147) | - | ||
| Other | (6,437) | (494) | ||
| Total | (20,409) | (3,193) | ||
| For the year ended 31 December | ||||
| (In thousands of Euro) | 2024 | 2023 | ||
| Cost of services from Gamenet | (1,136) | - | ||
| Cost of services from Gnet | (897) | - | ||
| Cost of services from Lottomatica UK | (284) | - | ||
| Cost of services from GBO Italy | (53) | - | ||
| Cost of services from Lottomatica Videolot Rete | (43) | - | ||
| Cost of services from Lottomatica Digital Solution | (19) | - | ||
| Cost of services from Agesoft | (13) | - | ||
| Cost of services from PWO Limited (formerly SKS365 Malta Limited) | (8) | - | ||
| Total | (2,453) | - | ||
| For the year ended 31 December | ||||
| (In thousands of Euro) | 2024 | 2023 | ||
| Remuneration | (16,512) | (2,104) | ||
| Social security contributions | (3,770) | (384) | ||
| Other personnel costs | (3,526) | (142) | ||
| Total | (23,808) | (2,630) | ||
| Number as of 31 December 2024 | Average number 2024 | Number as of 31 December 2023 | Average number 2023 | |||||
| Executives | 23 | 9 | 6 | 6 | ||||
| Middle managers | 44 | 8 | 1 | 1 | ||||
| White collar | 136 | 23 | - | - | ||||
| Blue collar | 2 | - | - | - | ||||
| Total | 205 | 40 | 7 | 7 |
| For the year ended 31 December | ||||
| (In thousands of Euro) | 2024 | 2023 | ||
| Purchase of goods and other purchases | (121) | - | ||
| Taxes and sundry duties | (33) | (1) | ||
| Entertainment expenses | (23) | - | ||
| Fines, penalties and losses on receivables | (4) | (2) | ||
| Other expenses | (1,351) | (38) | ||
| Total | (1,532) | (41) | ||
| For the year ended 31 December | ||||
| (In thousands of Euro) | 2024 | 2023 | ||
| Amortization of intangible assets | (2,757) | - | ||
| Depreciation of property, plant and equipment | (869) | - | ||
| Total | (3,626) | - | ||
| Tax rate reconciliation 2024 | ||||
| IRES | Taxable | Tax | ||
| Result before taxes | 290,558 | |||
| Theoretical income tax charge | 24% | 69,734 | ||
| Permanent increasing differences | 133,941 | 32,146 | ||
| Permanent decreasing differences | (446,380) | (107,131) | ||
| Net effect | (312,439) | (74,985) | ||
| Temporary increasing differences | 3,139 | 753 | ||
| Temporary decreasing differences | (4,849) | (1,164) | ||
| Net effect | (1,710) | (410) | ||
| Other changes | 185 | 45 | ||
| Net effect | (313,964) | (75,351) | ||
| Total (A) | (5,617) | |||
| ROL/interest expense transferred to the tax consolidation (B) | (15,918) | |||
| Deferred taxes effect (C) | 410 | |||
| Effective income tax charge (A+B+C) | (21,125) |
| Tax rate reconciliation 2023 | ||||
| IRES | Taxable | Tax | ||
| Result before taxes | (6,068) | |||
| Theoretical income tax charge | 24% | (1,456) | ||
| Permanent increasing differences | 21,375 | 5,130 | ||
| Permanent decreasing differences | (43,183) | (10,364) | ||
| Net effect | (21,808) | (5,234) | ||
| Temporary increasing differences | 549 | 132 | ||
| Net effect | 549 | 132 | ||
| Net effect | (21,259) | (5,102) | ||
| Total (A) | (6,558) | |||
| ROL/interest expense transferred to the tax consolidation (B) | (2,552) | |||
| Tax effect on IPO costs reclassified to equity (C) | 6,597 | |||
| Deferred taxes effect (D) | (132) | |||
| Effective income tax charge (A+B+C+D) | (2,645) |
| (In thousands of Euro) | Software | Trademarks | Assets under development and other intangible | Total |
| Cost as of 31 December 2023 | - | - | - | - |
| Accumulated amortization as of 31 December 2023 | - | - | - | - |
| Net book amount as of 31 December 2023 | - | - | - | - |
| Merger contribution | 9,861 | 3 | 628 | 10,492 |
| Additions | 5,183 | - | 4,881 | 10,064 |
| Amortization for the year | (6,267) | (2) | - | (6,269) |
| Disposal | (1) | - | - | (1) |
| Reclassifications | 607 | - | (607) | - |
| Cost as of 31 December 2024 | 15,650 | 3 | 4,902 | 20,555 |
| Accumulated amortization as of 31 December 2024 | (6,267) | (2) | - | (6,269) |
| Net book amount as of 31 December 2024 | 9,383 | 1 | 4,902 | 14,286 |
| (In thousands of Euro) | Other assets | Furniture | Leasehold improvements | Total |
| Cost as of 31 December 2023 | - | - | - | - |
| Accumulated amortization as of 31 December 2023 | - | - | - | - |
| Net book amount as of 31 December 2023 | - | - | - | - |
| Merger contribution | 1,927 | 54 | 44 | 2,025 |
| Additions | 4,233 | 6 | - | 4,239 |
| Amortization for the year | (1,087) | (17) | (21) | (1,125) |
| Cost as of 31 December 2024 | 6,160 | 60 | 44 | 6,264 |
| Accumulated amortization as of 31 December 2024 | (1,087) | (17) | (21) | (1,125) |
| Net book amount as of 31 December 2024 | 5,073 | 43 | 23 | 5,139 |
| As of 31 December | ||||
| (In thousands of Euro) | 2024 | 2023 | ||
| Investment in subsidiaries | 2,049,859 | 466,307 | ||
| Receivables from subsidiaries | 915,832 | 60,881 | ||
| Receivables from group companies for cash pooling | 250,336 | 411,542 | ||
| Other financial receivables | 48,249 | - | ||
| Total | 3,264,276 | 938,730 | ||
| Name | City or Foreign State | Share capital | Equity as of 31 December 2024 | Profit/(Loss) at 31 December 2024 | % | Carrying value (A) | Equity share (B) | Difference (A-B) |
| GGM S.p.A. | Rome | €27,239 | 945,073 | 49,030 | 96.5% | 902,139 | 911,995 | (9,856) |
| GBO S.p.A. | Rome | €300 | 581,664 | 328,207 | 100.0% | 1,147,721 | 581,664 | 566,057 |
| (In thousands of Euro) | As of 31 December 2024 | of which current | As of 31 December 2023 | of which current | ||||
| Investment in subsidiaries | 2,049,859 | - | 466,307 | - | ||||
| Receivables from subsidiaries | 915,832 | - | 60,881 | - | ||||
| Receivables from group companies for cash pooling | 250,336 | 250,336 | 411,542 | 411,542 | ||||
| Other financial receivables | 48,249 | 48,249 | - | - | ||||
| Total | 3,264,276 | 298,585 | 938,730 | 411,542 |
| As of 31 December | |||
| (In thousands of Euro) | 2024 | 2023 | |
| Receivables from GBO for loans | 846,900 | - | |
| Receivables from GBO for cash pooling | 249,250 | - | |
| Receivables from GBO for interests | 68,932 | - | |
| Receivables from GGM for dividends | 48,249 | - | |
| Receivables from Big Easy for cash pooling | 733 | - | |
| Receivables from Ares for cash pooling | 352 | - | |
| Receivables from Bakoo for cash pooling | 1 | - | |
| Receivables from Lottomatica for cash pooling* | - | 411,542 | |
| Receivables from Lottomatica* | - | 60,881 | |
| Total | 1,214,417 | 472,423 | |
| (In thousands of Euro) | As of 31 December 2023 | Merger contribution | Charges/ releases to the income statement | Charges/ releases to the statement of comprehensive income | As of 31 December 2024 |
| Deferred tax assets | |||||
| Tax losses | - | 2,139 | - | - | 2,139 |
| Cash flow hedge reserve | - | 1,809 | - | 928 | 2,737 |
| Other | 133 | 580 | 43 | - | 756 |
| Total deferred tax assets | 133 | 4,528 | 43 | 928 | 5,632 |
| Deferred tax liabilities | |||||
| Approved dividends but not yet paid | - | - | (452) | - | (452) |
| Employee benefit liabilities | - | 59 | - | (97) | (38) |
| Total deferred tax liabilities | - | 59 | (452) | (97) | (490) |
| Total deferred tax assets, net | 133 | 4,587 | (409) | 831 | 5,142 |
| As of 31 December | ||||
| (In thousands of Euro) | 2024 | 2023 | ||
| Receivables from group companies for tax consolidation | 41,834 | 44,207 | ||
| Accrued income and prepayments | 9,288 | 1,608 | ||
| Receivables from group companies for service recharge | 9,561 | 1,285 | ||
| Tax receivables | 1,399 | 530 | ||
| Guarantee deposits | 23 | - | ||
| Other receivables | 6 | 1 | ||
| Total | 62,111 | 47,631 | ||
| (In thousands of Euro) | As of 31 December 2024 | of which current | As of 31 December 2023 | of which current | ||||
| Receivables from group companies for tax consolidation | 41,834 | 41,834 | 44,207 | 44,207 | ||||
| Accrued income and prepayments | 9,288 | 3,874 | 1,608 | 938 | ||||
| Receivables from group companies for service recharge | 9,561 | 9,561 | 1,285 | 1,285 | ||||
| Tax receivables | 1,399 | 1,370 | 530 | 530 | ||||
| Guarantee deposits | 23 | - | - | - | ||||
| Other receivables | 6 | 6 | 1 | 1 | ||||
| Total | 62,111 | 56,645 | 47,631 | 46,961 |
| As of 31 December | ||||
| (In thousands of Euro) | 2024 | 2023 | ||
| Receivables from GBO Italy | 33,120 | 18,660 | ||
| Receivables from Betflag | 9,572 | 13,590 | ||
| Receivables from Big Easy | 1,821 | 3,158 | ||
| Receivables from Gamenet | 1,457 | - | ||
| Receivables from Lottomatica Videolot Rete | 1,287 | 5,929 | ||
| Receivables from Ricreativo | 1,118 | - | ||
| Receivables from GGM | 815 | 361 | ||
| Receivables from Jolly Group | 426 | 670 | ||
| Receivables from GBO | 400 | - | ||
| Receivables from Giocaonline | 385 | 929 | ||
| Receivables from Billions Italia | 291 | 274 | ||
| Receivables from Marim | 221 | - | ||
| Receivables from Big Easy Bingo (formerly Battistini Andrea) | 196 | 317 | ||
| Receivables from Gamenet PRO | 100 | - | ||
| Receivables from Gnetwork | 62 | - | ||
| Receivables from Agesoft | 49 | 30 | ||
| Receivables from Lottomatica Digital Solutions | 36 | 7 | ||
| Receivables from PWO Limited (formerly SKS365 Malta Limited) | 31 | - | ||
| Receivables from Ares | 5 | - | ||
| Receivables from Tecnomar | 3 | 3 | ||
| Receivables from Lottomatica* | - | 1,285 | ||
| Receivables from Slottery ** | - | 258 | ||
| Receivables from AB Games *** | - | 21 | ||
| Total | 51,395 | 45,492 | ||
| As of 31 December | ||||
| (In thousands of Euro) | 2024 | 2023 | ||
| Bank deposits | 77,512 | 106,323 | ||
| Cash on hand | 6 | 3 | ||
| Total | 77,518 | 106,326 | ||
| (In thousands of Euro) | As of 31 December 2024 | Origin | Possible utilization | Distributable share | Use in previous three years | |||||
| Share capital | 10,000 | |||||||||
| Legal reserve | 10 | Capital | B | - | - | |||||
| Share premium reserve | 368,408 | Capital | A;B;C | 368,408 | 65,424 | |||||
| Capital contribution reserve | 96,538 | Capital | A;B;C | 96,538 | 16,250 | |||||
| Stock option reserve | 1,736 | Earnings | - | - | ||||||
| Gains / (losses) on hedging derivatives reserve | (8,669) | Earnings | - | - | ||||||
| Actuarial gain/losses reserve | 128 | Earnings | - | - | ||||||
| Total other reserve | 458,141 | |||||||||
| Retained Earnings/ (Losses) | (2,219) | Earnings | - | - | ||||||
| Net profit for the year | 311,683 | - | - | |||||||
| Total | 777,615 | 464,946 | 81,674 |
| (In thousands of Euro) | ||
| Employee benefit liabilities | Total | |
| Balance as of 31 December 2022 | - | |
| Service cost | 19 | |
| Interest cost | 6 | |
| Actuarial gains/(losses) | 4 | |
| Transfers | 271 | |
| Balance as of 31 December 2023 | 300 | |
| Merger contribution | 2,967 | |
| Service cost | 22 | |
| Interest cost | 107 | |
| Advances and benefits paid | (117) | |
| Actuarial gains/(losses) | (59) | |
| Balance as of 31 December 2024 | 3,220 |
| (In thousands of Euro) | ||
| Change in assumption | Amount | |
| Turnover rate +1.00% | 3,227 | |
| Turnover rate -1.00% | 3,212 | |
| Inflation rate +0.25% | 3,263 | |
| Inflation rate -0.25% | 3,178 | |
| Discount rate +0.25% | 3,166 | |
| Discount rate -0.25% | 3,276 |
| As of 31 December | ||||
| (In thousands of Euro) | 2024 | 2023 | ||
| Notes | 1,934,091 | - | ||
| Accrued interest- Notes | 8,714 | - | ||
| Interest Rate Swap liabilities | 13,147 | - | ||
| Financial liabilities to group companies | 654,873 | 522,721 | ||
| Total | 2,610,825 | 522,721 | ||
| As of 31 December | ||||
| (In thousands of Euro) | 2024 | 2023 | ||
| Financial liabilities to GBO Italy for cash pooling | 205,987 | 299,197 | ||
| Financial liabilities to PWO Limited (formerly SKS365 Malta Limited) for cash pooling | 137,657 | - | ||
| Financial liabilities to Lottomatica Videolot Rete for cash pooling | 115,073 | 109,432 | ||
| Financial liabilities to Betflag for cash pooling | 92,975 | 56,445 | ||
| Financial liabilities to Gamenet for cash pooling | 50,822 | 41,393 | ||
| Financial liabilities to GGM for cash pooling | 25,604 | - | ||
| Financial liabilities to Totosì (formerly Macao Phygital) for cash pooling | 5,937 | - | ||
| Financial liabilities to Jolly Group for cash pooling | 5,733 | 7,014 | ||
| Financial liabilities to Billions for cash pooling | 3,772 | 2,525 | ||
| Financial liabilities to Gnetwork for cash pooling | 3,616 | 3,181 | ||
| Financial liabilities to Rete Gioco Italia for cash pooling | 3,040 | - | ||
| Financial liabilities to Ricreativo for cash pooling | 2,582 | - | ||
| Financial liabilities to Marim for cash pooling | 592 | 5 | ||
| Financial liabilities to Big Easy Bingo (formerly Battistini Andrea) for cash pooling | 576 | 1,325 | ||
| Financial liabilities to Agesoft for cash pooling | 468 | - | ||
| Financial liabilities to Gpro for cash pooling | 146 | - | ||
| Financial liabilities to Giocaonline for cash pooling | 220 | - | ||
| Financial liabilities to Lottomatica Digital Solution for cash pooling | 73 | - | ||
| Financial liabilities to Big Easy for cash pooling | - | 1,248 | ||
| Financial liabilities to Agesoft for cash pooling | - | 956 | ||
| Total | 654,873 | 522,721 | ||
| (In thousands of Euro) | As of 31 December 2024 | of which current | As of 31 December 2023 | of which current | ||||
| Notes | 1,934,091 | - | - | - | ||||
| Accrued interest- Notes | 8,714 | 8,714 | - | - | ||||
| Interest Rate Swap liabilities | 13,147 | 1,740 | - | - | ||||
| Financial liabilities to group companies | 654,873 | 654,873 | 522,721 | 522,721 | ||||
| Total | 2,610,825 | 665,327 | 522,721 | 522,721 |
| (In thousands of Euro) | As of 31 December 2023 | Merger contribution | Cash flow from financing activities | Non-cash changes | As of 31 December 2024 | |||||
| Notes | - | 1,917,021 | (10,857) | 27,927 | 1,934,091 | |||||
| Accrued interest on Notes | - | 22,741 | (129,370) | 115,343 | 8,714 | |||||
| Interest Rate Swap liabilities | - | 8,937 | (22,357) | 26,567 | 13,147 | |||||
| Other financial payables | - | 13,713 | (13,713) | - | - | |||||
| Financial liabilities to group companies | 522,721 | - | 132,152 | - | 654,873 | |||||
| Total | 522,721 | 1,962,412 | (44,145) | 169,837 | 2,610,825 |
| (In thousands of Euro) | As of 31 December 2022 | Cash flow from financing activities | Non-cash changes | As of 31 December 2023 | ||||
| Gamma Bondco Loan | 250,000 | (250,000) | - | - | ||||
| Accrued interest on Gamma Bondco Loan | 23,375 | (30,322) | 6,947 | - | ||||
| Financial liabilities to group companies | - | 522,152 | 569 | 522,721 | ||||
| Total | 273,375 | 241,830 | 7,516 | 522,721 |
| Consolidated Senior Secured Debt Ratio* | Annual spread |
| > 2.3:1 | 3.5 |
| ≤ 2.3:1 e > 1.8:1 | 3.25 |
| ≤ 1.8:1 e > 1.3:1 | 3.0 |
| ≤ 1.3:1 e > 0.8:1 | 2.75 |
| ≤ 0.8:1 | 2.5 |
| Covenants | Description* | Contractual value |
| Fixed Charge Coverage Ratio | EBITDA** / Fixed Charge** | >= to 2.0 |
| Or | ||
| Consolidated Total Debt Ratio | Total Indebtedness net of Cash and Cash Equivalents** / EBITDA** | <= to 3.15 |
| Covenants | Description* | Contractual value |
| Consolidated Senior Secured Debt Ratio | Senior Secured Total Indebtedness net of Cash and Cash Equivalents** / EBITDA** | <= to 2.90 |
| As of 31 December | ||||
| (In thousands of Euro) | 2024 | 2023 | ||
| A. Cash | 77,518 | 106,326 | ||
| B. Cash equivalent | - | - | ||
| C. Other current financial assets | 298,585 | 411,542 | ||
| D. Liquidity (A+B+C) | 376,103 | 517,868 | ||
| E. Current financial debt | 656,613 | 522,721 | ||
| F. Current portion of non-current financial debt | 8,714 | - | ||
| G. Current Financial Indebtedness (E+F) | 665,327 | 522,721 | ||
| H. Net Current Financial Indebtedness (G-D) | 289,224 | 4,853 | ||
| I. Non-current financial debt | 11,407 | - | ||
| J. Debt instruments | 1,934,091 | - | ||
| K. Non-current trade and other payables | - | - | ||
| L. Non-Current Financial Indebtedness (I+J+K) | 1,945,498 | - | ||
| M. Net Financial Indebtedness - ESMA (H+L) | 2,234,722 | 4,853 | ||
| As of 31 December | ||||
| (In thousands of Euro) | 2024 | 2023 | ||
| Invoices to be received | 4,630 | 743 | ||
| Trade payables | 3,487 | 120 | ||
| Total | 8,117 | 863 | ||
| As of 31 December | ||||
| (In thousands of Euro) | 2024 | 2023 | ||
| Payables due to Gamenet | 23 | - | ||
| Payables due to PWO Limited (formerly SKS365 Malta Limited) | 8 | - | ||
| Payables due to Agesoft | 4 | - | ||
| Total | 35 | - | ||
| As of 31 December | ||||
| (In thousands of Euro) | 2024 | 2023 | ||
| Payables to group companies for tax consolidation | 6,197 | 25,226 | ||
| Payables to employees | 3,942 | 648 | ||
| Other payables to tax authorities | 1,789 | 86 | ||
| Payables to INPS | 1,521 | 129 | ||
| (In thousands of Euro) | As of 31 December 2024 | of which current | As of 31 December 2023 | of which current | ||||
| Payables to group companies for tax consolidation | 6,197 | 6,197 | 25,226 | 25,226 | ||||
| Payables to employees | 3,942 | 3,942 | 648 | 648 | ||||
| Other payables to tax authorities | 1,789 | 1,789 | 86 | 86 | ||||
| Payables to INPS | 1,521 | 1,521 | 129 | 129 | ||||
| Accrued expenses and prepayments | 1,520 | 1,097 | - | - | ||||
| Payables to group companies for service recharge | 775 | 775 | 1,703 | 1,703 | ||||
| Total | 15,744 | 15,321 | 27,792 | 27,792 |
| As of 31 December | ||||
| (In thousands of Euro) | 2024 | 2023 | ||
| Payables due to Gamenet | 2,828 | 31 | ||
| Payables due to GBO | 2,664 | - | ||
| Payables due to Lottomatica Videolot Rete | 1,260 | - | ||
| Payables due to Gnet | 365 | - | ||
| Payables due to GBO Italy | 329 | 4,582 | ||
| Payables due to Ares | 197 | 178 | ||
| Payables due to Big Easy Bingo (formerly Battistini Andrea) | 51 | - | ||
| Payables due to Lottomatica Digital Solutions | 19 | - | ||
| Payables due to Gnetwork | 13 | 69 | ||
| Payables due to Marim | 10 | 267 | ||
| Payables due to Giocaonline | 9 | - | ||
| Payables due to Agesoft | 4 | - | ||
| Payables due to Gamenet PRO | 4 | 1 | ||
| Payables due to Lottomatica* | - | 21,799 | ||
| Payables due to The Box** | - | 2 | ||
| Total | 7,753 | 26,929 | ||
| As of 31 December 2024 | ||||||||||
| (In thousands of Euro) | Subsidiaries | Key management personnel | Total related parties | Total reported amount | Related party % of total | |||||
| Non-current financial assets | 915,832 | - | 915,832 | 2,965,691 | 30.9% | |||||
| Current financial assets | 298,585 | - | 298,585 | 298,585 | 100.0% | |||||
| Other current assets | 51,395 | - | 51,395 | 56,645 | 90.7% | |||||
| Current financial liabilities | 654,873 | - | 654,873 | 665,327 | 98.4% | |||||
| Current trade payables | 35 | - | 35 | 8,117 | 0.4% | |||||
| Other non-current liabilities | 423 | - | 423 | 423 | 100.0% | |||||
| Other current liabilities | 7,330 | 2,147 | 9,477 | 15,321 | 61.9% | |||||
| As of 31 December 2023 | ||||||||||||
| (In thousands of Euro) | Subsidiaries of shareholders | Subsidiaries | Key management personnel | Total related parties | Total reported amount | Related party % of total | ||||||
| Non-current financial assets | - | 60,881 | - | 60,881 | 527,188 | 11.5% | ||||||
| Current financial assets | - | 411,542 | - | 411,542 | 411,542 | 100.0% | ||||||
| Other current assets | - | 45,492 | - | 45,492 | 46,961 | 96.9% | ||||||
| Current financial liabilities | - | 522,721 | - | 522,721 | 522,721 | 100.0% | ||||||
| Other current liabilities | - | 26,928 | 338 | 27,266 | 27,792 | 98.1% | ||||||
| For the year ended 31 December 2024 | ||||||||||
| (In thousands of Euro) | Subsidiaries | Key management personnel | Total related parties | Total reported amount | % of total | |||||
| Dividends from subsidiaries | 448,249 | - | 448,249 | 448,249 | 100.0% | |||||
| Financial income | 56,631 | - | 56,631 | 65,468 | 86.5% | |||||
| Finance expenses | (3,263) | - | (3,263) | (201,476) | 1.6% | |||||
| Other income | 27,674 | - | 27,674 | 27,700 | 99.9% | |||||
| Cost of services | (2,453) | - | (2,453) | (20,409) | 12.0% | |||||
| Personnel expenses | - | (5,544) | (5,544) | (23,808) | 23.3% | |||||
| For the year ended 31 December 2023 | ||||||||||||
| (In thousands of Euro) | Subsidiaries of shareholders | Subsidiaries | Key management personnel | Total related parties | Total reported amount | % of total | ||||||
| Dividends from subsidiaries | - | 16,500 | - | 16,500 | 16,500 | 100.0% | ||||||
| Financial income | - | 5,445 | - | 5,445 | 7,594 | 71.7% | ||||||
| Finance expenses | (23,419) | (2,035) | - | (25,454) | (25,550) | 99.6% | ||||||
| Cost of services | - | (3) | - | (3) | (3,193) | 0.1% | ||||||
| Personnel expenses | - | - | (872) | (872) | (2,630) | 33.2% | ||||||
| Other income | - | 1,253 | - | 1,253 | 1,253 | 100.0% | ||||||
| For the year ended 31 December | ||||
| (In thousands of Euro) | 2024 | 2023 | ||
| Remuneration | 3,555 | 806 | ||
| Bonus una tantum | 1,362 | 1 | ||
| Social security contributions | 380 | 15 | ||
| Severance indemnity | 247 | 50 | ||
| (In thousands of Euro) | ||||
| Service | Subject who provided the service | 2024 Fees | ||
| Audit of financial statement | PwC S.p.A. | 725 | ||
| Other services * | PwC S.p.A. | 625 | ||
| Other services | PwC Network | 341 | ||
| Total | 1,691 |
| (In millions of Euro) | For the year ended 31 December 2024 | Result before tax | Financial Position |
| Acquisition of SKS365 Malta Holding Limited | |||
| Negative carry (including net income from IRS) | (4.2) | ✓ | |
| Total | (4.2) | (4.2) | - |
| Refinancing 2024 | |||
| Underwriting fees and advisors | (10.9) | ✓ | |
| Make-whole on 2024 Notes Repaid | (26.4) | ✓ | |
| Effect of acceleration of the unamortized costs and net charge IRS on 2024 Notes Repaid | (21.7) | ✓ | |
| Total | (59.0) | (26.4) | (10.9) |
| Costs not included in Adjusted EBITDA | |||
| Cost related to M&A and international activities | (3.6) | ✓ | |
| Integration costs | (0.6) | ✓ | |
| Other non-recurring expense | (3.2) | ✓ | |
| Total | (7.4) | (7.4) | - |
| Total | (66.4) | (33.8) | (10.9) |
| (In millions of Euro) | For the year ended 31 December 2023 | Result before tax | Financial Position |
| IPO costs | |||
| Underwriting fees and advisors | (27.5) | ✓ | |
| Prepayment penalty on Gamma Bondco Loan | (16.5) | ✓ | |
| Total | (44.0) | (16.5) | (27.5) |
| Costs not included in Adjusted EBITDA | |||
| Cost related to M&A, international activities and IPO | (1.7) | ✓ | |
| Other non-recurring expense | (0.4) | ✓ | |
| Total | (2.1) | (2.1) | - |
| Total | (46.1) | (18.6) | (27.5) |
| Chief ExecutiveOfficerGuglielmo Angelozzi | Executive Officer responsible for the preparation of corporate accounting informationLaurence Van Lancker |