On March 16, 2021, the supervisory board adopted a resolution on the compensation system for management board members. 
The supervisory board proposes that the compensation system for the members of the management board resolved by the 
supervisory board, which is presented below, be approved. 
Compensation system for members of the management board: 
1. Principles of the compensation system for members of the management board of bet-at-home.com AG 
The compensation system for the management board aims to remunerate management board members appropriately in line with 
their duties and responsibilities and to directly consider the performance of each management board member as well as 
the success of the Company. The structure of the compensation system for the management board of bet-at-home.com AG is 
aimed at achieving a sustainable increase in enterprise value and success-oriented corporate management. In principle, 
the supervisory board is guided by the following guidelines when determining compensation levels and the compensation 
system: 
The compensation system as a whole makes a significant contribution to promoting the business strategy. To this end, 
the variable compensation components in particular are also to be linked to the achievement of strategic targets. The 
focus here is on profitable growth, measured against the target figures of (i) the Group's gross betting and gaming 
revenue and (ii) consolidated profit adjusted for income taxes, net financial income, depreciation and amortization 
(EBITDA). In order to ensure that the interests of shareholders are also considered, the variable compensation 
components are supplemented by a share price-based component. Variable compensation components also have a multi-year 
character. The creation and preservation of value for shareholders thus also leads to positive salary development. The 
performance of the management board members is appropriately considered by setting adequate and ambitious performance 
criteria within the variable compensation components ("pay for performance"). 
In addition, non-financial performance criteria such as integrity, employee satisfaction and diversity as well as 
sustainability/environmental social governance (ESG) aspects are included in the assessment of compensation. 
The compensation system and the performance criteria of its variable components thus incentivize long-term and 
sustainable development of the bet-at-home.com AG Group. 
2. Procedures for determining, reviewing and implementing the compensation system 
The compensation of the management board is determined by the supervisory board as a whole. The establishment of a 
separate Personnel Committee has been dispensed with, as the supervisory board of the Company consists of three members 
and there is therefore no need for such a committee. If necessary, independent external advisors are consulted. In 
accordance with the Rules of Procedure for the supervisory board, the members of the supervisory board are obliged to 
report any conflicts of interest without delay. The supervisory board designs the system for the compensation of 
management board members considering applicable laws and regulations, in particular the requirements of the AktG as 
amended, any regulatory requirements and the recommendations of the German Corporate Governance Code. In doing so, it 
shall ensure clarity and comprehensibility. 
The management board compensation system thus adopted by the supervisory board will be submitted to the annual 
shareholders' meeting for a resolution on its approval. 
The supervisory board determines the specific target total compensation on the basis of the compensation system. 
The supervisory board regularly reviews the compensation system for the management board and the appropriateness of the 
compensation. In accordance with the requirements of Section 120a (1) AktG, the supervisory board will submit the 
compensation system for the members of the management board to the annual shareholders' meeting for approval in the 
event of significant changes, but at least every four years. 
The present system of compensation for members of the management board shall apply to future management board service 
contracts. In accordance with the statutory provision (Section 87a (2) AktG), the supervisory board may temporarily 
deviate from the components of the compensation system described below in exceptional circumstances if this is 
necessary in the interests of the long-term welfare of the Company. 
2.1. Horizontal comparison 
When designing the compensation system, an attempt was made to use a suitable peer group to assess the market standard 
of the overall compensation. In the opinion of the supervisory board, however, no suitable peer group (listed online 
betting and gaming providers) has been identified that provides reliable information for a horizontal comparison. 
However, generally accessible compensation studies were considered, but these only provide a comparative starting point 
in terms of company size and other non-specific aspects. 
2.2. Vertical comparison 
The compensation and employment conditions of employees were considered as part of the vertical comparison. In line 
with previous practice, the supervisory board considers the relationship of compensation to senior executives in the 
Group, to the extended management group, and to the workforce as a whole. This consideration was also carried out over 
the course of the last three years. 
3. Compensation components in detail 
3.1. Fixed compensation components 
The fixed compensation components granted to the members of the management board under the compensation system comprise 
basic compensation and fringe benefits. The members of the management board do not receive a pension commitment. 
3.1.1. Base references 
The members of the management board shall receive a fixed basic compensation. Provision may be made for this to be 
payable monthly or in fourteen (14) monthly salaries, of which twelve (12) monthly salaries are payable at the end of 
each month, the thirteenth (13th) monthly salary at the end of May of each year and the fourteenth (14th) monthly 
salary at the end of November of each year. The basic compensation is promised and granted by bet-at-home.com AG and/or 
its subsidiaries, if applicable, in the context of employment relationships. 
3.1.2. Fringe benefits 
Fringe benefits are granted on the basis of service contracts with the individual members of the management board and 
may include, for example: private use of company cars, special payments such as payment of tuition, housing, rent and 
relocation expenses, reimbursement of fees for the preparation of income tax documents, reimbursement of fees, 
subsidies for pension insurance (with the exception of the pension commitments presented here), subsidies for accident 
, life and health insurance or other insurance. Fringe benefits may be provided on a one-time or recurring basis. 
3.1.3. Pension commitments 
The members of the management board do not receive any pension commitments. 
3.2. Variable Compensation 1 ("VC1") 
Under the compensation system, the members of the management board are entitled to Variable Compensation 1, which can 
lead to an annual bonus payment, some of which is deferred. Variable Compensation 1 rewards the members of the 
management board for the success of the Group based on certain financial indicators and non-financial performance 
targets. 
3.2.1. Target amounts 
With regard to Variable Compensation 1, target amounts are agreed with the management board members in their service 
contracts, which are granted to them if they achieve 100% of their targets ("VC1 target amount"). The variable 
compensation is calculated on the basis of the VC1 target amount within a target achievement corridor of 50% to 200%. 
The exact payment is determined by multiplying the degree of target achievement by the VC1 target amount of the 
individual management board member. If the target is exceeded, there is an increase up to a maximum of 200% of the 
target amount (cap). If the target is achieved by up to 50%, Variable Compensation 1 is reduced on a straight-line 
basis; if the target is achieved by less than 50%, Variable Compensation 1 is not paid at all. 
3.2.2. Performance targets 
The assessment factors to be defined for VC1 comprise financial and non-financial performance criteria. Non-financial 
performance criteria account for up to 10% of the VC1 target amount. 
Financial performance targets 
As financial performance criteria, reference is to be made in particular to the gross betting and gaming revenue 
generated as the most significant performance indicator, and to EBITDA. At the beginning of a management board service 
agreement, which generally runs for three years, corresponding targets are set in advance for each year for the entire 
term, so that the assessment basis is already multi-year in this respect. 
85% of the Variable Compensation 1 to be granted on this basis for a financial year, which is based on financial 
performance targets, is due in the month following approval of the annual financial statements and consolidated 
financial statements by the supervisory board of the Company. A further 15% of the Variable Compensation 1 for a 
financial year, which is based on financial performance targets, is allocated to a so-called sustainability account (" 
mid-term incentive"). Payment of the mid-term incentive is linked to the targets for the following financial year. If 
targets are achieved by 100% or more in the following financial year, the management board member is entitled to 
payment of the full mid-term incentive. If targets are achieved by up to 50%, the mid-term incentive is reduced on a 
straight-line basis; if targets are achieved by less than 50%, the mid-term incentive is not paid out at all. If the 
management board contract is not continued beyond the end of the financial year, the mid-term incentive is payable 
immediately after approval of the annual financial statements. 
Non-financial performance targets

(MORE TO FOLLOW) Dow Jones Newswires

March 29, 2021 04:01 ET (08:01 GMT)