Rank : REPORT

RANK HOLDING ESPAÑA, S.A.

STATEMENT OF NON-FINANCIAL INFORMATION

FOR THE FINANCIAL YEAR ENDED ON 30 JUNE 2022

Table of contents

1.			BASIS FOR DRAWING UP THE STATEMENT OF NON-FINANCIAL INFORMATION	4
				1.1.		Analysis of materiality	4
2.			BUSINESS MODEL	5
				2.1.		Structure of the Group	5
				2.2. Description of the business model	5
				2.3. Size of the organisation and geographic layout	6
				2.4. Mission, commitments and values	6
				2.5. Risk policies and management	6
3.			INFORMATION ABOUT ISSUES RELATED TO THE ENVIRONMENT	7
				3.1.		Environmental management approach	7
				3.2. Sustainable use of resources	7
							3.2.1. Use of water	7
							3.2.2 The use of energy and energy efficiency measures and the use of renewable energies	7
				3.3. Circular economy, prevention and waste management	8
				3.4. Climate change	8
4.		INFORMATION ABOUT ISSUES RELATED TO THE STAFF	9
				4.1.		Risks related to human resources affecting the organisation	9
				4.2. Number of employees	9
				4.3. Dismissals	11
				4.4. Remuneration	11
							4.4.1. Wage gap	12
							4.4.2. Average remuneration of directors and executives	12
				4.5. Policies related to disconnection from work	12
				4.6. Number of disabled employees	12
				4.7. Work organisation	12
							4.7.1 Measures aimed at helping to achieve a balance between the employees'
									professional and personal lives	12
							4.7.2 Number of hours of absenteeism	13
				4.8. Health and safety conditions in the workplace	13
				4.9. Labour Relations	17
							4.9.1 Employees covered by collective bargaining agreements	17
				4.10. Training policies	17
				4.11. Universal accessibility of disabled persons	18

STATEMENT OF NON-FINANCIAL INFORMATION FOR THE FINANCIAL YEAR ENDED ON 30 JUNE 2022 / RANK GROUP

	5.			HUMAN RIGHTS	20
			5.1.			The main risks affecting the organisation related to human rights	20
			5.2. Policies and commitments	20
			5.3. Whistle blowing in cases of violation of human rights	21
	6.			INFORMATION ABOUT CORRUPTION AND BRIBERY	22
			6.1.			Risks related to corruption and bribery	22
			6.2. Measures to prevent money laundering	22
				6.3. Contributions to associations or sponsorships	23
7.			SOCIETY	24
			7.1			The company's commitments to sustainable development	24
			7.2			Contributions to foundations and non-profit organisations	24
			7.3			Outsourcing and suppliers	24
			7.4			Consumers	25
8.			TAX INFORMATION	27
			8.1			Profits	27
			8.2			Taxes	27
			8.3			Subsidies	27
9			ANNEX I. Required table of contents according to Act 11 of 28 December 2018	........................................................ 28

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STATEMENT OF NON-FINANCIAL INFORMATION FOR THE FINANCIAL YEAR ENDED ON 30 JUNE 2022 / RANK GROUP

STATEMENT OF NON-FINANCIAL INFORMATION FOR THE FINANCIAL YEAR ENDED ON 30 JUNE 2022 / RANK GROUP

1. Basis for drawing up the	2. Business Model
statement of non-financial
information

This report on the Statement of Non-Financial Information (hereinafter referred to as "SNFI")

for the financial year between 1 July 2021 and 30 June 2022, which forms an integral part of the

Consolidated Management Report of Rank Holding España S.A., (hereinafter referred to as "Rank", "Enracha" or the "Company"), has been drawn up by the directors of Rank in compliance with Act 11 of 28 December 2018, which adapted the Spanish Commercial Code to the Redrafted Text of the Spanish Capital Companies Act approved by Legislative Royal Decree 1 of 2 July 2010, and the

Auditing Act 22 of 20 July 2015 on non-financial information and diversity.

1.1. Analysis of materiality

In this report the company intends to provide information about issues related to sustainability if this has an impact on the company. An analysis has been conducted on materiality taking into consideration the matters required according to Act 11/2018 with an impact both on the company, its situation and the environment.

The Statement of Non-Financial Information has been drawn up in compliance with the Global Reporting Initiative (GRI) Standards published by the GSSB (Global Sustainability Standards Board), selected due to the requirements considered material for the business.

The materiality process consisted of two stages:

• Identification of the potentially material matters required according to Act 11/2018 on which a press analysis of the last year, an analysis of the requirements of investors and ESG analysts for the sector and an analysis of reference standards have been conducted.
• SASB (Sustainability Accounting Standards Board)
• A stage in which matters are prioritised and approved on which an internal strategic consideration has been made on the matters previously identified to obtain the list of the material matters required according to the regulations in force.

The result of the material issues required according to the Non-Financial Information Act is provided in Annex I, "Table of contents required according to Act 11 of 28 December 2018."

2.1. Structure of the Group

Rank Holding España, S.A., with registered office at Calle Balmes 268-270, is the holding company belonging to the Rank Group, hereinafter referred to as "Rank", "the Company" or "Enracha", which manages 9 bingo halls in Spain.

The Rank Group is a leading company in Europe in the gaming sector, operating in the United Kingdom and Spain through casinos, bingo halls and online gaming platforms. Since its beginnings in the film world in 1937,. The Group has remained faithful to the mission of bringing millions of people the fun and entertainment that characterise the Group's business model.

The Rank Group is listed on the stock exchange of London. The Group has been operating in Spain since 1994.

Rank operates in Spain under the trade name Enracha managing 9 bingo halls in three regions of Spain.

2.2. Description of the business model

Enracha is one of the leading operators on the Spanish market of one of the private gaming sub-sectors; it has very well-established positions in the most attractive markets and cities in the country through a portfolio of very high-quality clubs.

Enracha offers its customers a very powerful gaming and leisure activity thanks to the possibility for customers to be able to play bingo, all kinds of slot machines, online roulette and sports betting in a comfortable setting and providing a high-quality gastronomic offer with an excellent quality-price ratio. It focuses on the search for a corporate strategy to ensure its consolidation on highly attractive selected markets and a commercial strategy aimed

at improving its offer to customers and their experience.

Our vision is to offer a global entertainment option based in an excellent service and

a responsible and innovative gambling offering to create great moments of fun and excitement for our customers

Due to the regulatory environment and the different rules for each region where Enracha operates, the contribution to growth and profile of each product and game varies from region to region and club to club.

Enracha has developed a flexible approach in order to quickly adapt to the changes taking place on local markets, at the same time benefiting from diversification of the regulatory risk and its capacity to apply the best practices and coordinate key services, such as procurement, among a larger number of clubs.

Its strategy is to implement a commercial policy based on three focal points:

• Offering the best service quality to its existing clientele
• Enhancing its employees' motivation
• Conducting an in-depth analytical cost control that helps the management adopt the most suitable decisions.

In addition, the service quality can be divided into five key pillars: customer relations, responsible gambling, an attractive catering service and pleasant comfortable facilities and an innovative product.

Enracha's approach focuses on consumers for the operational management of its clubs that reflects the importance placed on them and the benefits that this approach can imply in order to be considered as the preferred entertainment option for our customers. Enracha and the management team, considers that the importance placed on consumers and the initiatives obtained from this is one of its main differentiating factors compared with competitors and is hence a strategic priority.

Promoted by the operational management team at the company's headquarters, the

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and Andalusia (2):

STATEMENT OF NON-FINANCIAL INFORMATION FOR THE FINANCIAL YEAR ENDED ON 30 JUNE 2022 / RANK GROUP

STATEMENT OF NON-FINANCIAL INFORMATION FOR THE FINANCIAL YEAR ENDED ON 30 JUNE 2022 / RANK GROUP

commercial strategy encompasses and involves all the functioning aspects of a club, including its design, the sizing of our staff and structure of the team as well as other aspects, such as promotional and marketing policies. The wide areas covered mean that Enracha has developed an integrated strategy to deal with how customers' needs are covered and how the employees' roles are assigned to provide the appropriate offer to customers. Enracha believes that this integrated approach focussed on customers enables its clubs to retain their leading positions on the relevant local markets and promotes its overall growth.

2.4. Mission, commitments and values

Enracha's mission is to bring the fun and entertainment that characterise its business model to people, but always with a responsible gambling approach, being committed in its day-to-day activity to the following:

•	Its customers: Guaranteeing their
	satisfaction through rendering high-quality
	services and with responsible gambling,
•	Its employees: Creating suitable conditions
	for their professional and personal

3.Information about issues related to the environment

The operational management is carried out in strict compliance with the various regulations, whether of a tax, gaming, labour nature or of any other kind. This approach ensures Enracha's investments are secure and that there is a clearly different approach from that of its competitors.

2.3. Size of the organisation and geographic layout

2.3. Size of the organisationEnrachaand managesgeographic9 bingolayouthalls in Catalonia (6), Madrid (1) and Andalusia (2):

Enracha manages 9 bingo halls in Catalonia (6), Madrid (1)

• Enracha Don Pelayo: c/Comte d'Urgell, 154, Barcelona

• Enracha Don Pelayo:•c/ComteEnrachad'Urgell,Continental154, Barcelona: c/ de Collblanc, 3,

Hospitalet de Llobregat, Barcelona

• Enracha Continental: c/ de Collblanc, 3, Hospitalet de Llobregat, Barcelona• Enracha Sabadell: Av. Onze de Setembre,

125, Sabadell,

• Enracha Sabadell: Av. Onze de Setembre, 125, Sabadell,

• Enracha Girona: c/Pont de la Barca, 1,

• Enracha Girona: c/Pont de la Barca, 1, Girona, Girona,

• Enracha Catedral: Ctra. de Santa Coloma, 77-79, Girona
• • Enracha Catedral: Ctra. de Santa Coloma,

• Enracha Reus: 77-79,Girona

c/Raval de Jesús, 14, Reus

• Enracha Universal: • Enracha Reus: c/Raval de Jesús, 14, Reus c/Carretas, 3, Madrid

• Enracha Zahira: • Enracha Universal: c/Carretas, 3, Madrid c/Conde de Robledo, Cordoba

• • Enracha Zahira: c/Conde de Robledo,
• Bingo Enracha Andalucía: Rda. de Capuchinos, 19, Seville
• • 
    Cordoba
  • Bingo Enracha Andalucía: Rda. de

The services rendered in eachCapuchinos,club are: i)19,bingo,Sevilleii) slot machines,

iii) a betting area and iv) a catering service.

The services rendered in each club are: i) bingo, ii) slot machines, iii) a betting area and iv) a catering service.

Enracha's sales in Spain in the financial year are

distributed geographically as follows:

Autonomous Community	Sales (€)
Catalonia	65,678,568
Madrid	27,934,298
Andalusia	28,677,666
Online Business	18,387,597
Total	140,678,129

development,

• Its shareholders: Retaining their trust by

means of ethical conduct, guaranteeing the

company's sustainability and generating

value for their investment,

• Society: Improving people's lives by

providing society with the fun and

entertainment that characterise our

business model.

The values on which the company is founded are integrity, excellence and commitment.

2.5. Risk policies and management

Enracha is governed by a series of Professional Standards and Policies pre-determined by the Group. Specifically, Enracha's professional standards and policies are organised in two large areas:

1. Risks and Quality Controls that mainly include internal audits related to the following:
2. 1. Verification that all the relevant required legal documents are duly organised and kept in an orderly manner in the club (equipment permits, prizes, employees' bingo identity cards, etc),
   2. Physical inventories of the cash in the clubs,
   1. Regular audits to check compliance with the regulations related to food safety, implementation of hygiene plans, hazard analysis systems and critical control points related to food safety and commitment.
3. Promoting its strategy for business commitment by supporting responsible gambling, encouraging correct use of the leisure activity and providing the required elements to detect and assess possible problems.

3.1. Environmental management approach

Rank has undertaken a commitment to protect the environment and promote sustainability. Its priority is to adopt preventive measures related to the impact on the environment of its activities, products and services.

Due to the activity carried out by Rank, it has no certified environmental management system; however it applies measures to reduce its environmental impact:

• Encouraging responsible conduct among its workers by using natural resources and applying good practices
• Efficient waste management with approved managers
• Minimising the use of water, energy and paper
• Undertaking a food safety commitment, complying with the regulations in force related to health conditions in all our establishments and implementing correct hygiene, recycling and staff training practices.
• Conducting regular audits during which it is verified that the regulations related to health and hygiene are fulfilled.

In general terms, Enracha does not emit large quantities of harmful gases into the atmosphere; it generates low quantities of organic or non-recyclable waste.

Enracha has set up a series of control processes aimed at increasing the recycling

capacity of its waste, such as the following:

1. Depositing used boxes in waste bins to be subsequently recycled.
2. Separate waste bins for depositing organic and non-organic waste to be subsequently recycled
3. Providing waste paper bins
4. Complying with and controlling recycling processes of more specific materials

Rank has no insurance policy for provisions and warranties covering environmental risks.

3.2. Sustainable use of resources

3.2.1. Use of water

		Percentage of use in
Use of water (m3)		areas with low water
		reserves (%)
Total water	12
Use of water by
source (m3)
Water obtained from	34,426
the grid
Underground water	0

The use of water in the clubs is mainly for cleaning and food preparation purposes.

3.2.2. The use of energy and energy efficiency measures and the use of renewable energies

Use of energy (Kwh)

Natural gas	458,781
Electricity from non-renewable	4,119,498
sources
Total	4,578,279

Rank has undertaken a commitment to protect the environment and promote sustainability, its priority being adopting preventive measures for the impact on the environment of its activities, products and services, such as installing LED light bulbs and LED TV screens in all its clubs.

The company does not know the percentage of renewable energy it uses due to not having any certificates of source.

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3.3. Circular economy, prevention and waste management

Rank has entered into agreements with

There is practically no food waste in the clubs since i) customers are offered the possibility to take home the food on the menu if there are any leftovers and ii) it is attempted as much as possible to adapt the purchases to the actual consumption.

STATEMENT OF NON-FINANCIAL INFORMATION FOR THE FINANCIAL YEAR ENDED ON 30 JUNE 2022 / RANK GROUP

4. Information about issues related to the staf

4.1. Risks related to human resources		Number of employees by gender
affecting the organisation
	Distribution by	Female	Male	Total
Enracha is engaged with its employees being
	gender
the polices implemented in the organization
	Permanent	211	278	489
considering always this engagement.
		Part-time	53	10	63

approved waste managers.

Rank has adopted measures to minimise energy use and has set up a series of control processes aimed at increasing the recycling capacity of its waste, such as the following:

• Depositing used boxes in waste bins to be subsequently recycled.
• Separate waste bins for depositing organic and non-organic waste to be subsequently recycled
• Providing waste paper bins
• Complying with and controlling recycling processes of more specific materials

The company has undertaken commitment to food safety, complying with the regulations in force related to the health conditions in all our establishments and implementing correct hygiene, recycling and staff training practices.

3.4. Climate change

The main emissions are from the use of electricity and gasoil for air-conditioning purposes (minimum use).

The measures adopted to reduce energy use are i) installing LED light bulbs, ii) LED televisions in all the clubs and iii) in order to reduce the use of paper, we are minimising the use of paper signs in the clubs as much as possible and instead we are using TV screens for communication and QR codes for the catering menu.

All our facilities are fitted with carpeting in order to reduce the acoustic inconveniences that could be caused by the activity as much as possible and to improve our customers' experience.

Attracting and recruiting talent are fundamental pillars in Enracha.

The human resources policy is aimed at applying the best practices in fields such as professional development, training, work environment or career plans.

One of the most important commitments for the Enracha Group is equal opportunities with no discrimination for ideological, gender, physical or mental reasons, for such purpose we have drawn up equal opportunities plans for the various companies belonging to the group.

One of the ways that equal treatment can be ensured is to make the promotion and advancement processes completely objective. These processes are based on internal training schemes that the employees take part in due to either their talent being detected in the performance assessments conducted every year or else they are employees who freely and voluntarily decide to enrol in these training schemes. This participation ensures non-

Full-time	158	268	426
Temporary	25	21	46
Part-time	8	5	13
Full-time	17	16	33
Total	236	299	535

Number of employees by age

Distribution by age	<30	30-50	>50	Total
Permanent	30	248	211	489
Part-time	4	44	15	63
Full-time	26	204	196	426
Temporary	10	26	10	46
Part-time	1	6	6	13
Full-time	9	20	4	33
Total	40	274	221	535

2021-2022

			Data of the activity	GWP Emis-
	Scope	Source			Units	Emissions (kgCO2)
			sion Factor
			Figure	Unit
	Scope 1	Natural	458,781	kWh	0.1821	(kg CO-	83,498.14
	gas	2eq/kWh)
Partial
results						(kg CO2/
	Scope 2	Electricity	4,119,498	kWh	0.2592	1,068,597.78
	kWh)
		TOTAL EMISSIONS OF SCOPE 1+2 (kg CO2eq)		1,152,095.92

1. Source: The Ministry of Ecological Transition and Demographic Challenge, 2021
2. Source: The Agreement on Electricity Labelling related to the Energy produced in 2021 - The National Market and Competition Commission

discrimination as the best way to decide on the promotions and advancements to guarantee equal opportunities and treatment.

Apart from the equal opportunities plans, the company has drawn up an action protocol in cases of harassment, whether sexual, abuse of power or mobbing among colleagues.

4.2. Number of employees

The number of employees in Spain (natural persons) at the end of the financial year (June 2022) was 535. We explain below the main quantitative data of the staff:

Number of employees by category

Distribution by	Senior		Middle	Administra-
professional	Executives	Total
management	managers	tive staff
category
Permanent	7	20	61	401	489
Part-time	0	0	3	60	63
Full-time	7	20	58	341	426
Temporary	0	0	3	43	46
Part-time	0	0	3	10	13
Full-time	0	0	0	33	33
Total	7	20	64	444	535

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