FDJ UNITED : annual integrated report 2025

About this update from Fdj United

2025 Integrated Report INTERVIEW Play Forward 2028 Stéphane Pallez talks strategy TALENTS 360° snapshot ACTIVITIES SOCIETY Our gaming worlds Our impact in action C NTENTS HORIZONS Industry trends 14 This 2025 FDJ UNITED integrated report contains information on the Group's strategy, commitments and performance. As you journey through these pages, you will discover how FDJ UNITED creates financial, social and environmental value for the long term. PROFILE STRATEGY Word in play: what makes a champion? FDJ UNITED, a European champion 04 Play Forward 2028 2025 UNIVERSAL REGISTRATION DOCUMENT Reports, interviews, glimpses behind the scenes and exclusives: this year, some articles include QR codes that will take you to the Group's website and social channels. A new way to explore FDJ UNITED… and continue the journey. www.fdjunited.com 12 08 ACTIVITIES Our gaming worlds AI: debunking the myths Behind the creation of a draw game Playing responsibly A well-rounded business model INTERVIEW 18 "With Play Forward 2028, we want to cement our position as a leading gaming operator in Europe" - Stéphane Pallez, Chairwoman and Chief Executive Officer 02 2025 Integrated Report FDJ UNITED SOCIETY Impact: buzzword or measurable reality? Our impact in action France: a measurable contribution FDJ UNITED Foundation: from local action to global impact 34 GOVERNANCE TALENTS 360° snapshot Guess my job! Championing diversity 30 Governance supporting FDJ UNITED's ambitions ExCom keywords 44 FINANCE Shareholders' corner 50 QUIZ How well do you know FDJ UNITED? ? SHAREHOLDER VOICES 54 Each year, FDJ UNITED's shareholders are invited to share their expectations or ask questions through a survey conducted ahead of the General Meeting. We answer some of those questions here, tying in with the topics covered in this report. SPORT Sports spotlights 42 FDJ UNITED 2025 Integrated Report 03 PROFILE WORD IN PLAY WHAT MAKES A CHAMPI N? We asked what the word "champion" means to you! RETAILER GLADYS PAYET - SUPPORTED BY PREMIER LOTTERIES IRELAND LIAM BRERETON - COACH AT ST BRIGID'S EDENDERRY BOXING CLUB, G "A champion is someone who always strives for excellence: it's someone who wins but, most of all, someone who works hard to achieve their goals, through discipline and by staying positive when things get tough." G "A champion doesn't seek the limelight; they help others shine. It's about believing in people when they don't believe in themselves and showing them how strong they can be. That's what counts in my book: it's about what's in your heart, building trust and helping others find their cause." 04 2025 Integrated Report FDJ UNITED G "A champion is above all a human being who accepts their foibles and their doubts but uses them to make them stronger. It's not someone who always wants to do more, go further, be faster… rather it's someone who goes at their own pace to reach their goal when the time is right through sharing and kindness." 2025 FRENCH CHAMPION MARIE LE NET - PROFESSIONAL CYCLIST WITH THE FDJ UNITED-SUEZ TEAM, PROFILE g "Some might call me a champion of chance. When I won €200 million by playing EuroMillions - My Million, I already knew that I wanted to use my winnings to set up a foundation. Fast forward a few months and I was able to set up Anyama, which is devoted to protecting the living world. My greatest prize is being able to share my luck with as many people as possible." JACKPOT IN DECEMBER 2020 GUY - WINNER OF THE €200M EUROMILLIONS - MY MILLION MARTINE DEPUY - FDJ UNITED SHAREHOLDER SINCE 2019 g "Being a champion is not about doing it alone but moving forward together. It's about taking responsibility, personally and as a team, and sharing a passion so powerful it drives us ahead. Because success is only truly meaningful when it is built together." KIM OLESEN - DIRECTOR, COMMERCIAL STRATEGY AND MARKET ALIGNMENT WITH FDJ UNITED'S ONLINE BETTING AND GAMING UNIT G "A champion can be an individual, a team or a company, and they are simply the greatest in their field!" FDJ UNITED 2025 Integrated Report 05 PROFILE AT A GLANCE FDJ UNITED: A EUROPEAN CHAMPI N Sweden Estonia Denmark Ireland United Kingdom 1 Netherlands Belgium France 2 Romania Spain Malta Australia Including Gibraltar. Metropolitan France and French overseas territories. 06 2025 Integrated Report FDJ UNITED PROFILE FDJ UNITED has a vast portfolio of iconic brands and a reputation for technological excellence. With 5,700 employees and a presence in a dozen locally regulated markets, the Group provides a diversified and responsible range of games, which it operates under exclusive rights and in markets open to competition. ... IN LOTTERY, GAMING AND BETTING 33m players, including 10m online 34,000 points of sale, of which nearly 29,000 in France and 5,200 in Ireland Our business units French lottery and retail sports betting (exclusive rights) Online gaming and betting (open to competition) International lottery (exclusive rights in Ireland, products and services for worldwide lotteries) Payment and Services €3.7bn in revenue 5,700 employees representing 70+ nationalities €902m in recurring EBITDA ... GUIDED BY OUR PURPOSE ( RAISON D'ÊTRE ) Inspire the future of safe and entertaining lottery, gaming and betting with positive impacts on society. Countries in which the Group operates (B2C) FDJ UNITED 2025 Integrated Report 07 INTERVIEW 08 2025 Integrated Report FDJ UNITED " WITH PLAY F RWARD 2028, WE WANT TO CEMENT OUR POSITION AS A LEADING GAMING OPERATOR IN EUROPE " STÉPHANE PALLEZ Chairwoman and Chief Executive Officer Transformation, integration, responsible gaming and impact on society and communities: Stéphane Pallez reflects on a defining year and the strategic choices that will shape FDJ UNITED's future. The Group began a new chapter in its history in 2025 when it became FDJ UNITED. Why did you decide to make such a transformation? Stéphane Pallez: Because the real risk would have been standing still! This is a rapidly-evolving industry. The boundaries between markets, activities and physical and digital worlds are blurring. We are seeing global players emerge who can offer online lottery, sports betting and gaming services all in one. Consolidation is intensifying around major global leaders operating in both competitive environments and monopoly markets. We anticipated these shifts as early as 2023 when we expanded internationally with the acquisition of Premier Lotteries Ireland (PLI). We followed this up with the Kindred acquisition in late 2024, which was a major milestone in our expansion and took us on our second far-reaching transformation since the 2019 IPO. Today, nearly 22% of FDJ UNITED's revenue is international and more than a third is generated on our digital platforms, compared with just 12% in 2023. FDJ UNITED announced a new strategic plan, Play Forward 2028. What does it mean for the Group in the coming years? S.P.: With Play Forward 2028, we want to cement our position as a leading gaming operator in Europe. We are targeting a sustainable and profitable growth with improved recurring EBITDA margin and a growing dividend year after year. In France, we aim at recruiting more than a million additional players by 2028, both by expanding our online presence and through our network of retailers. In global markets, we will focus on developing online gaming and betting, supported by the rollout of our proprietary sports betting platform, KSP. Lastly, we want to grow responsibly and continue to share the value we create with all our stakeholders. We are committed to supporting our distribution network, intensifying our social and environmental contribution and pursuing our attractive shareholder return policy. f FDJ UNITED 2025 Integrated Report 09 INTERVIEW Play Forward 2028 comes with an ambitious performance plan. Why is that? S.P.: As we embark on this major transformation, we are facing an increase in gaming levies in France and the Netherlands, and more recently in the United Kingdom and Romania, making for a cumulative impact in 2025 and 2026 of upwards of €150 million. To limit the repercussions and stay on our profitable growth trajectory, we moved swiftly to implement a far-reaching performance plan in keeping with our new operational model. We are targeting a reduction of more than €150 million in cumulative costs by 2028, of which half will come from online betting and gaming, with the remainder coming from our French lottery and retail sports betting activities and overheads. What role does innovation have to play in this transformation? S.P.: It is central to our strategy. The key issue for us today is to seize opportunities in data and artificial intelligence (AI) to improve the user experience and enhance operational efficiency. Our partnership with H Company is a perfect example. It allows us to experiment with agentic AI and deploy it Group-wide. Innovation is also a very important driver of responsible gaming. By using data and AI, we are able to detect risky gaming patterns earlier, adapt our marketing messages and better support vulnerable players. On that point, what are your goals when it comes to responsible gaming? S.P.: Responsible gaming is non-negotiable when you provide gaming services! Our model's sustainability depends on it. We operate in regulated markets with stringent operating conditions. The monopoly we hold in France and Ireland brings with it a special responsibility, compelling us to remain vigilant and constantly improve. Our priorities are to tackle underage gaming, prevent excessive gaming and support players in vulnerable situations. We already dedicate at least 10% of our advertising budget to prevention campaigns, but we want to go even further and stand out as a reference in responsible gaming in Europe. That is the thinking behind our Safe Play commitment programme, which we are rolling out across all our markets to highlight the actions we have been taking for over 20 years to protect players. Following on from Kindred, are you planning any more acquisitions? S.P.: Our priority at the moment is to complete Kindred's integration and the related transformation of our online betting and gaming activities. It is an ambitious transformation, engaging our teams and requiring significant time and effort. We must complete this phase before we can consider any future acquisitions. With a financial debt ratio 1 of less than 2x and our cash generation capabilities, we are able to rapidly rebuild our borrowing capacity. So, we are keeping an eye out for opportunities, including in international lottery activities, as long as they fit into our model and reflect our values. In 2025, you changed the Group's corporate purpose. Tell us why that was necessary. S.P.: Our first corporate purpose ( raison d'être ), adopted in 2020, set a clear course after our IPO and has supported the Group's transformation over the past five years. However, when we became FDJ UNITED and changed scale, it seemed natural for our purpose to also evolve and take on an international dimension. The Kindred acquisition added more than 2,000 international employees to our workforce! We built our new purpose with all our stakeholders, particularly with our own teams. It involves concrete commitments, which guide our actions every day. Contribution to society and the environment is central to your model. How exactly is this reflected? S.P.: That is a fundamental issue for us. FDJ UNITED has unique origins that go back to the French National Lottery founded in 1933 to help World War I veterans who were injured or left permanently disabled. Almost a century later, we firmly believe that financial gain should be used for the good of society and communities. More specifically, this is reflected in a highly redistributive model. In France, nearly 20% of the stakes wagered by players are returned to public finances - a record total of €4.8 billion, representing 1.5% of the State budget, in 2025. Beyond France, this 10 2025 Integrated Report FDJ UNITED At least 75% of adjusted net income 2 is distributed to shareholders in the form of dividends 34% of FDJ UNITED's revenue comes from digital gaming vibrant local communities. Through our partnerships with major sporting events, such as the men's and women's Tour de France races, we help showcase local regions and boost their economic appeal. Responsible gaming is non-negotiable. Our model's sustainability depends on it. Given the many uncertainties facing the world today, what issues do you see as key for advancing together? S.P.: Businesses are the beating heart of society and must take action to promote diversity and inclusion. This is not just a core belief at FDJ UNITED - it's a performance driver: diverse teams who feel respected and heard are stronger and more engaged! I believe business leaders carry a unique responsibility to set an example and spark momentum within their organisations. I am immensely proud of the progress we have made in the past ten years to ensure that diversity is a key focus in our hiring policies, provide in-house awareness training and open career pathways to all. However, we must be realistic: there is still a great deal to be done, and we must take nothing for granted. And that's exactly why I remain fully committed going forward! principle extends across the entire Group. In Ireland, PLI has allocated €239 million to more than 4,500 good causes. With our new European dimension, we are going even further by increasing our voluntary social and environmental contribution in a lasting way. Aren't you concerned that a more international focus might distance you from local communities? S.P.: Not in the slightest. In France, we remain deeply attached to our points of sale, which number nearly 29,000 and make up the largest local network in the country. In 2025 alone, we paid more than €1 billion in commissions to our retail partners and helped retain jobs in the bar, tobacconist and newsagent sector. We have a similar local model in Ireland, where PLI works with over 5,000 retailers. But it takes more than a network to cultivate strong roots in local communities. We also support what gives communities their identity and vitality, sustaining more than 57,000 jobs through our business. This is also expressed in our efforts to safeguard heritage sites and biodiversity and through our support for sports initiatives, which are a genuine driver of social connection and Net financial debt/recurring EBITDA. See page 50. FDJ UNITED 2025 Integrated Report 11 STRATEGY OUR AMBITION Market share increase in verticals open to competition Recruitment of new players for activities under exclusive rights Assert our leadership in Europe as a unique sustainable lottery, gaming and betting operator Sustainable and profitable growth Attractive return to shareholders 12 2025 Integrated Report FDJ UNITED STRATEGY FINANCIAL TARGETS AND SUSTAINABILITY COMMITMENTS FOUR BUSINESS UNITS FULLY COMMITTED TO ACHIEVING OUR AMBITION Gradual acceleration in revenue growth, expected to reach +5% in 2028 French lottery and retail sports betting Online betting and gaming >26% recurring EBITDA margin in 2028 Continue to drive the sustainable and profitable growth of our player base, on both distribution channels, coupled with an omnichannel approach >80% yearly recurring EBITDA to free cash-flow conversion A compound annual organic growth rate in "low to mid single digits" Increase in digital penetration to around 20% of lottery revenue Transformation of the network and distribution model Expand our presence in all our markets, with rapid revenue growth and faster margin growth Market share gains in Europe, with compound annual revenue growth in "high single digits" Enhanced operational efficiency and double-digit EBITDA growth A unique proprietary platform, with a gradual rollout to all our brands and markets Y-O-Y dividend increase with a minimum payout of 75% of adjusted net income 1 Continue to reduce the share of revenue from high-risk players International lottery Payment and Services Establish ourselves as a multi-jurisdiction lottery leader Gradually increase our social and environmental contribution to 5% of 2030 reported net income (compared to 2.7% in 2024) Ability to successfully run lotteries outside of France, Group-wide synergies Build a truly unique and scalable asset Payment services for end customers (Nirio) Merchant services for retailers in France Multi-year performance plan with a €150m+ target by end-2028 1. See page 50. FDJ UNITED 2025 Integrated Report 13 Stronger regulation, a changing competitive landscape and rapidly shifting consumer habits are driving a profound transformation of the gaming sector in Europe. FDJ UNITED is getting ahead of the curve by developing a responsible, innovative and competitive model. KEY TRENDS IN THE 1 More stringent regulation Gaming regulations are being strengthened across Europe. Several countries seek new protection measures to improve the detection and support of high-risk players: identity and age checks, caps on deposit amounts and frequency, self-exclusion and more. Advertising and sponsorship by gaming operators will be subject to stricter controls - and in certain cases, outright bans - on audiovisual and digital media as well as inside sports venues. While protecting players, the regulations also seek to channel demand towards regulated gaming while illegal operations persist. Illegal gambling remains contained in France (estimates put it at less than 10% of the market), but is more prevalent in other European countries (above 50% in the Netherlands) despite strong local regulation. Lastly, in an uncertain economic environment, the specific gaming and betting levies continue to climb, compounded by rising corporate taxes. FDJ UNITED has long been committed to combating illegal gambling and only operates in markets that are already regulated or soon will be. Key takeaways France's gaming duty increased on 1 July 2025. This duty applies to lottery games and sports betting, as well as advertising spend. In addition, many of the Group's markets have introduced higher tax rates for online gaming. Amid tight budgetary conditions, other countries have also decided to increase gaming duties. This is the case in Romania, where the increase will apply to online gaming operators, as well as the United Kingdom, which has announced an increase in Remote Gaming Duty in 2026 and a new rate of General Betting Duty in 2027. The overall full-year impact on FDJ UNITED is estimated to exceed €150 million, prompting the 2025-2028 performance plan. Our model is an innovative, responsible alternative to illegal platforms, which expose players to risks of addiction, fraud or criminal activity. In response to both regulatory and customer expectations, we are constantly improving our services and moderation tools to ensure that gaming remains truly recreational at all times. CELIA VEROT - GROUP GENERAL SECRETARY, CHIEF LEGAL AND REGULATORY OFFICER 14 2025 Integrated Report FDJ UNITED 2 New competitive dynamics €200bn Between 2025 and 2030, gross gaming revenue in the global regulated online gaming market is expected to grow from €139 billion to €200 billion. Did you know? The global competitive landscape is shifting at a dizzying pace. There has been an acceleration of mergers and acquisitions as operators seek to acquire critical scale, secure control of key technology and expand their product portfolio. This is leading to new growth opportunities, as international markets open up or reorganise. Italy, for instance, has introduced a new licensing system for online games. Austria has launched a competitive tender for lottery operating rights. Meanwhile, online offerings are becoming more diverse, with sports betting, online casino games, instant games and hybrid formats blending entertainment, prediction with gaming and other experiences. Newcomers from the tech ecosystem, such as streaming platforms, video game studios and entertainment operators, are redefining the sector's traditional models. The lines between once-separate channels and segments are blurring as various forms of gaming become increasingly interconnected and the physical and digital worlds continue to converge. In this fast-moving environment, control over technological platforms, combined with the ability to harness data and provide a seamless user experience, will give operators a decisive competitive edge. The Kindred acquisition has taken FDJ UNITED to a whole new level. For 2028, our ambition is clear: we want to leverage our brand recognition, strengthen our sports betting platform and extend our European reach. RICHARD COURTOIS - CHIEF ONLINE BETTING AND GAMING OFFICER FRANCE More and more sports betting platforms are using artificial intelligence to provide a personalised customer journey or to optimise odds. AI also makes it easier to detect high-risk gaming habits and therefore to impr ove player protection. GAMING SECT R FDJ UNITED 2025 Integrated Report 15 3 Changing consumer behaviour and preferences Gaming habits are changing dramatically, propelled by the widespread use of smartphones. Users can now play at any time of the day or night, in short bursts or "micro-moments", choosing games they can access in a single click. The focus is now on personalised experiences that draw on models used in the entertainment and video game worlds such as content recommendations, customised journeys and gamification. Immersive formats are gathering momentum, from live dealers to enhanced experiences, boosting the appeal of digital offerings. However, amid this digital rush, players remain very attached to human connection and the personal touch and trust that come with physical networks. This diversity makes a truly omnichannel approach even more necessary - one that adapts to each player's journey, age, habits and expectations while making responsibility and transparency a core imperative. True or false? Millennials play more than previous generations. 27% That's the digitalisation rate in the global gaming industry , up from 21% in 2022. Partly true! In Europe, the 26-35 age group accounts for around 29% of players and tends to be more active on online gaming platforms. People from older generations play less on their mobiles but remain frequent users of physical games and traditional lottery products. By becoming the operator of the Irish National Lottery, FDJ UNITED did not just enter a new market, it proved it could appeal to players in a country with a gaming culture different from France's. This experience shows that we can adapt, innovate and build engaging offerings that resonate with everyone. Building on this success, we are now perfectly positioned to expand our activities by leveraging our operational expertise, creativity and increasingly immersive content. GIOVANNA D'ESPOSITO - CHIEF INTERNATIONAL LOTTERY OFFICER Gross gaming revenue (GGR): difference between the stakes wagered by players and the winnings paid out. It is a key metric to measure the size of the market. Gamification: built-in game-like mechanics (such as missions, points, rankings and rewards) to make the gaming experience more engaging and build player loyalty. Omnichannel: available through multiple distribution and contact channels: points of sale, web sites, mobile apps, social media and more. Channelling: steering gaming-related demand towards legal, regulated offerings to protect player data, guarantee the payout of winnings and combat risks of addiction and fraud. Live dealer: live-streamed online casino games where the dealer is a real person, with real-time interaction and gameplay. 16 2025 Integrated Report FDJ UNITED Europe ahead FDJ UNITED is building on its long history in France to expand into other markets. Jonathan Gindt, Group Strategy Director, outlines why a strong, growing European market is a genuine opportunity for the Group. Why is Europe the right play for the Group? Jonathan Gindt: France is our historic market but we are now looking further afield. Europe provides a well-established, stable regulatory framework, where the promotion of a regulated, safe and responsible gaming offering is supported by many countries. It is also a vibrant market, in which gross gaming revenue (GGR) is expected to climb from €144 billion in 2025 to €166 billion in 2028 1 . Leading operators Is the market affected by economic crises? J.G.: The regulated gaming market in Europe is relatively immune to economic cycles. Between 2022 and 2025, annual growth averaged 7%, even at times of crisis or budget pressures. This resilience was partly due to segment diversification (lottery, sports betting and online games) and the rapid expansion of digital offerings, for which demand remains strong across all economic cycles. What are your thoughts on regulation in Europe and the opening of certain markets? J.G.: Most European countries have local regulations governing online games open to competition, and this provides us with a stable, predictable environment in which to grow. This regulatory stability makes it easier for us to plan our strategy and gives us peace of mind in our investment decisions. In France, the legal and regulatory framework JONATHAN GINDT Offline Regulator FDJ UNITED Group Strategy Director are consolidating the market to seize these growth opportunities. adopted in 2019 when the Group was privatised was well received by our partners. UP CLOSE: THE FRENCH GAMING SECTOR The gaming market is heavily regulated in France. FDJ UNITED has exclusive rights to operate point-of-sale and online lottery games and point-of-sale sports betting. These rights have been secured until 2044 under the PACTE Law. The Group also operates sports betting, horse-race betting and poker games online in a competitive, dynamic and constantly-evolving market. This diagram Activities performed by FDJ UNITED Activities operated under exclusive FDJ UNITED rights Activity operated under exclusive rights shows the main segments and FDJ UNITED's position in the French ecosystem. FIND OUT MORE See Chapter 1 "Overview of the Group" of the 2025 Universal Registration Document. Poker Sports betting Horse-race betting Lottery Sports betting Traditional lottery draws and bingo 2 eSport Casinos and gaming clubs Horse-race betting Lottery Online Source: H2GC, 15 January 2026. Traditional lottery draws and bingo games are organised by associations to support good causes, encourage the arts or finance non-profit sporting activities. FDJ UNITED 2025 Integrated Report 17 ACTIVITIES OUR GAMING WORLDS At FDJ UNITED, we see gaming as a universe in which entertainment, innovation and responsibility are intertwined. In this constantly-changing universe, the Group's model encompasses a unique blend of monopoly-based and competitive activities. 18 2025 Integrated Report FDJ UNITED French lottery and retail sports ACTIVITIES betting EXCLUSIVE RIGHTS PLAY FORWARD 2028 NEW PLAYERS More than 50% of adults play FDJ UNITED games in France. Life after winning RECRUIT 1 MILLION Why can't there be more small-prize winners instead of one big winner? SHAREHOLDER VOICES TARGET Answer: Because dreaming big is part of the game! Exceptional jackpots create excitement, leave a lasting impression and boost the visibility of the EuroMillions - My Million and LOTO brands. They also offer a way for people to play responsibly at a slower frequency. The French National Lottery, from which FDJ UNITED traces its origins, was set up in 1933 to help veterans who suffered facial injuries in World War I (the "Gueules Cassées") (see p. 46). Today, lottery games remain our largest activity, both in points of sale and online. Under the FDJ brand, our offering includes LOTO, EuroMillions - My Million, EuroDreams, Amigo, Keno, Joker+, Crescendo and the Illiko instant games, which are also available through our fast-growing online channel. FDJ UNITED also holds exclusive sports betting rights in retail locations, where players can place odds-based or pool bets. This physical presence is also evolving, with a growing number of digital features that allow players to prepare their bets on their smartphones. Winning a lottery jackpot is a once-in-a-lifetime event that changes lives. FDJ UNITED offers a comprehensive set of measures to help prize winners plan ahead with peace of mind. This free, optional service is available to any winner of €1 million or more and combines personalised support with group workshops, where winners can share their experience, learn to navigate their new circumstances, find out how to manage their newly acquired wealth and more. FDJ UNITED 2025 Integrated Report 19 ACTIVITIES Podium: top sports on our online platforms in France FOOTBALL 1 51% of stakes 2 Inside the maths… There are two types of bets: odds-based and pool betting. With odds-based, the potential winnings are tied to set odds: the less likely the outcome, the greater the winnings and the higher the risk! With pool betting, the stakes that are wagered are pooled and paid out to all the winners, after deducting the relevant duty and the organiser's fee. This system is very common in horse racing. TENNIS 24% of stakes 3 BASKETBALL 10% of stakes TARGET A unique technological platform The Kindred acquisition extended FDJ UNITED's technological capabilities. We are gradually rolling out our in-house KSP sportsbook platform, soon to be available across all our brands and markets. In a highly competitive environment, proprietary tools facilitate a unique customer experience, enhance data protection and fuel agility to further improve our offering. GAIN MARKET SHARE PLAY FORWARD 2028 Online betting IN EUROPE and gaming OPEN TO COMPETITION FDJ UNITED provides players with a rich, diverse offering, ranging from sports and horse-race betting to poker and casino games, in markets that authorise them. The Group has been licensed to operate online sports betting in France since the market was opened to competition in 2010. Players can also place bets during live sports events. With the acquisition of online horse-race betting operator ZEturf, followed by Kindred and its flagship betting brand Unibet, FDJ UNITED stands out as an online betting and gaming champion in more than 10 countries, primarily in Europe. 20 2025 Integrated Report FDJ UNITED International ACTIVITIES lottery EXCLUSIVE RIGHTS IN IRELAND, PRODUCTS AND SERVICES FOR WORLDWIDE LOTTERIES PLAY FORWARD 2028 TARGET BECOME A MULTI-JURISDICTIONAL LEADER IN THE LOTTERY SECTOR Christmas lottery Ireland's annual Christmas Millionaire Raffle on 31 December is not to be missed. With just 600,000 tickets issued at a price of €25 each and 8,500 prizes ranging from €500 to €1 million, thousands of players try their luck every year. It's a special draw to end the year on a high note… and kick off the next under a lucky star! Nearly 20% Nearly 5,200 of lottery stakes are wagered online in Ireland retail partners in Ireland In 2023, FDJ UNITED acquired Premier Lotteries Ireland (PLI), which holds an exclusive licence to run the Irish National Lottery until 2034. With a workforce of more than 200 people, PLI offers around 30 draw and scratch games in Ireland, distributed through points of sale and online. FDJ UNITED is also working with international partners to develop future digital content. FDJ UNITED 2025 Integrated Report 21 ACTIVITIES A Nirio account and payment card A new Nirio service was launched in 2025: Nirio Compte includes a free virtual card that allows users to deposit or withdraw cash at the Group's participating Nirio-approved points of sale. New features will also be added to the premium Nirio Compte Plus service from early 2026. 15,000 retailers using Nirio Business solutions (point-of-sale software and electronic payment solutions) point-of-sale transactions in 2025 (payment of tax bills, deposits and withdrawals of cash and payment of household bills and tolls) 4m Payment Launch of Nirio Business: partnering with local businesses Nearly An innovative new point-of-sale solution has been unveiled for business customers in the bar, tobacconist and newsagent segment. A helpful financing solution was also introduced in April 2025 for cafés, hotels and restaurants. and Services PLAY FORWARD 2028 TARGET BUILD A TRULY UNIQUE AND SCALABLE ASSET Nirio is an innovative payment and collection service in France. It includes Payment Services for the general public, offering point-of-sale payment and collection through the participating FDJ network, as well as Merchant Services for retailers. This new Nirio Business offering draws on the expertise of software publishers Aleda and L'Addition, both subsidiaries of FDJ UNITED. 22 2025 Integrated Report FDJ UNITED AI: DEBUNKING THE INTERVIEW MYTHS Artificial intelligence (AI) is both a source of great hope and great concern in terms of what it means for our daily lives. Sébastien Rozanes, Chief Digital, Data G AI Officer, debunks common misconceptions and explains how the Group actually uses AI. ACTIVITIES Will AI replace employees at FDJ UNITED? S.R.: No, we will not be replacing humans with machines. But all our jobs will evolve, just as they did when computers or the Internet were introduced into the workplace, and AI will need to be harnessed. Over time, there will be fewer roles in certain areas as people retire, while new jobs will emerge. At FDJ UNITED, we are really focusing on positions that require customer relationship skills, design expertise and strategic thinking. We want to free our talented employees from repetitive, analytical tasks so that they can focus instead on areas where creativity and relationships are key. For instance, our sales teams sometimes spend half their time on administrative tasks or data analysis, even though their core role is to build relationships with retailers. AI will make their jobs more human, not less. Is it possible that AI might become more intelligent than humans and turn against us? Can AI hack into a LOTO draw? Sébastien Rozanes: No. Machine learning is used to analyse historical data to predict the future, but the very nature of lottery draws is that they are completely random and unrelated to each other: only pure chance determines the winning numbers. That makes it impossible to identify recurring patterns or predict future winning combinations! We do use AI, however, to detect complex fraud patterns that require correlating large quantities of data, as well as to flag suspicious behaviour. Can AI be used to lower the risk of gambling addiction? S.R.: Absolutely! Our algorithms can analyse a player's behaviour and spot early warning signs before their gaming becomes risky or excessive. In the future, we will even be able to send personalised prevention messages. Think of it like medicine: rather than using SÉBASTIEN ROZANES Chief Digital, Data C AI Officer a broad-spectrum antibiotic, AI enables a targeted approach tailored to each profile. We will also be able to spot underage players by analysing their click behaviour, as they tend to click and swipe much faster than adults. S.R.: That type of scenario is a long way off. I don't have a crystal ball to see what the world will look like ten years from now, but in the medium term, there is no call for alarm. With the AI Act, Europe has introduced a very strict regulatory framework. At FDJ UNITED, a review committee looks at each AI-based project before it is launched, keeping humans in the driving seat to oversee and make decisions. It's a matter of responsibility. What about the carbon footprint of AI? S.R.: It is important to look at the bigger picture. Yes, AI consumes energy. But it can also optimise our operations. For example, we have developed an algorithm to customise our shipments of advertising material to points of sale across France. Currently, some of the materials in these kits cannot be used effectively, as certain display formats are not suitable for all points of sale. AI helps us manage printing and logistics more efficiently. It may be part of the problem, but it is also a part of the solution! FDJ UNITED 2025 Integrated Report 23 ACTIVITIES BEHIND THE SCENES BEHIND THE CREATI N OF A DRAW GAME 3 REGULATORY APPROVAL Before it can be launched, every new FDJ game must first receive a green light from the French gaming regulatory authority (Autorité Nationale des Jeux - ANJ), ensuring player protection and compliance. Alongside independent experts, the regulator meticulously reviews the game before issuing its final verdict. Years of creative and preparatory work goes into a single draw game. With Crescendo, launched in November 2025, FDJ UNITED teams spent two years imagining, testing and fine-tuning this new draw game to make it an iconic feature of our range. 1 DESIGN With Crescendo, the concept was simple: a draw that remains accessible at just €1 per line, a very good chance of winning and an all-new draw frequency. As with all our offerings, the FDJ UNITED teams gather in co-creation workshops, draw inspiration from international examples and come up with a number of concepts. 2 USER RESEARCH Ideas are tried out with a player panel using qualitative and quantitative research techniques to ensure the product is fit for purpose. It is also tested to ensure it fulfils the Group's responsible gaming requirements and is reviewed by a committee of experts. It then moves through the technical, financial and legal feasibility stages. 24 2025 Integrated Report FDJ UNITED 8 PERFORMANCE TRACKING FDJ UNITED teams keep a close eye on the game's KPIs and monitor player and retailer feedback. Whenever possible, they immediately make any necessary technical tweaks or activate triggers to ensure players truly embrace the game as a "keeper". 7 LAUNCH Once final checks have been completed, the game can go live! The new game is officially launched. It is supported by a strong media plan: an original TV campaign, point-of-sale displays and innovative digital messaging give the game maximum visibility and create a buzz from day one of the launch. 4 TECHNICAL DEVELOPMENT Once the regulator signs off on the game, FDJ UNITED teams can proceed to the all-important technical development stage, which accounts for the bulk of the workload in any given project. Experts at the Boulogne-Billancourt and Vitrolles sites look at every detail of the game to ensure the gaming experience is seamless, from number-picking through to the announcement of the winning combination. ACTIVITIES 6 COMMERCIAL AND OPERATIONAL PREPARATIONS The sales force and retailers are trained on the new game using a variety of tools, including e-learning modules and practical guides. The logistics teams are on hand to get the game slips delivered on time for "go live" in every market covered by the game, as far as French Polynesia. 5 CREATING THE BRAND UNIVERSE Throughout the technical development stage, product managers also bring in outside agencies to work on the visual identity, including the logo, style guide and supporting material. The name of a game is a major factor for players. It must be snappy and tie in with the game's mechanics. "Crescendo" evokes the evolution of the jackpot, which can gradually increase throughout the afternoon. LET THE JACKPOT ROLL Crescendo is FDJ UNITED's new weekly draw game: every Saturday, players can take part in seven consecutive draws on the hour every hour between 1 p.m. and 7 p.m. The jackpot starts at €100,000 and rolls over to the next hourly draw if there is no winner, and so on and so forth. The jackpot for the afternoon's final draw can reach as much as €700,000 and will either be taken by one lucky winner or split among lower prize tiers winners. It's a simple, dynamic concept, where the suspense keeps rising… crescendo ! FDJ UNITED 2025 Integrated Report 25 RESPONSIBLE GAMING PLAYING RESP NSIBLY At FDJ UNITED, responsible gaming is more than just a promise: it is who we are. We have reasserted our commitment to reducing excessive gaming. SHAREHOLDER The vast majority of players play for fun. However, a small proportion - roughly 5% - may be at risk of experiencing health-related, social or financial difficulty. FDJ UNITED must take action to ensure gaming remains recreational and does not get out of control. VOICES Two key issues Answer: At FDJ UNITED, sustainable growth starts with responsible gaming. It builds trust and player loyalty. Using prevention and monitoring tools, we are able to better understand gaming behaviours and use this information to adapt our offering, meet our regulatory obligations and fulfil our social responsibilities. How do you balance growth with responsibility in gaming? FDJ UNITED's responsible gaming policy has two key focuses: combating underage gaming and preventing excessive gaming. Retailers are specifically trained to uphold FDJ UNITED's responsible gaming standards. The training programme emphasizes on their regulatory obligations and provides tips on how to spot vulnerable players. The Group conducts regular inspections across points of sale in France and Ireland to ensure the continued implementation of these standards. For digital games, FDJ UNITED uses detection tools that trigger actions adapted to the level of gaming risk: in 2025, we launched our in-house FDJ Protect tool for online lottery customers in France. On international markets, the Crucial Compliance solution is being rolled out across our online betting and gaming platforms. We can reach out to players as part of a personalised approach, guiding them to find the help they need or putting them in touch with specialised organisations. We provide many online features to help every player stay in control by setting limits, monitoring their activity via a dashboard and using our temporary self-exclusion feature. Every FDJ UNITED game is built with risk reduction in mind, from design 26 2025 Integrated Report FDJ UNITED FDJ UNITED is introducing Safe Play, a programme with concrete commitments to make responsible gaming the norm Group-wide. through to launch. Our goal is clear: reduce the share of revenue generated with high-risk players. Bringing all sector players together for safe play Building on this long-standing commitment, we aim to change the entire sector narrative around responsible play. In France, we support structures such as SOS Joueurs, which helps players in difficulty and people around them, e-Enfance, which teaches young people and their parents about safe digital habits, and Crésus, which assists people struggling with over-indebted-ness. FDJ UNITED also supports scientific research into the gaming phenomenon. For example, the Group funds IFAC's (Federative Institute of Behavioural Addictions) research into non-substance addictions such as pathological gaming or digital addiction. FDJ UNITED is committed to sharing best practices and promoting an industry-wide approach. With this in mind, the Group holds a Sustainable Gambling Conference (SGC) every two years, bringing together researchers, regulators and operators from all over Europe. In 2025, the Group's Chairwoman and Chief Executive Officer, Stéphane Pallez, kicked off the SGC in Brussels with a reminder of two major challenges for the industry: the ever-increasing impact of AI on gaming operators and the surge in illegal gambling, with all the dangers this involves for players. We must work together to develop practical solutions to make gaming safer, more responsible and more sustainable. 3 QUESTIONS FOR LOUISE NADEAU Psychologist and addiction expert, recipient of the Order of Canada and member of FDJ UNITED's Stakeholder Committee Is there a "typical" profile of vulnerable players? Louise Nadeau: Young people between the ages of 12 and 21 do not necessarily gauge the risk, which makes them particularly vulnerable. People who have suffered childhood trauma are also more susceptible to developing risky habits when they are adults. However, it is important to remember that anyone can slip into addictive behaviour. How can gaming addiction be avoided and how can we best support at-risk players? L.N.: Prevention programmes are essential to dispel myths about games of chance - such as the notion of a "lucky number"! Doctors also have a role to play in educating patients about gaming risks, identifying patients who may be vulnerable to addiction and offering long-term support to reduce the risk of relapse. What action is the Stakeholder Committee taking in this area? L.N.: Gaming is not a trivial pastime, but it has always existed and always will. Responsibility is therefore central to our work, to determine how best to encourage safe play and further enhance the measures that FDJ UNITED can put in place. I personally believe that prevention and self-control are more effective than tough laws cracking down on gaming, which risk triggering an increase in illegal activities. DISCOVER OUR SAFE PLAY PROGRAMME FDJ UNITED 2025 Integrated Report 27 A WELL-ROUNDED As of 31 December 2025 STRATEGIC AMBITION Find out more on p. 12 RESOURCES ACTIVITIES (as a % of revenue) Committed teams 5,700 talented employees representing 70+ nationalities 85/100 employee engagement rate 1 4% of the share capital held by the Group's employees A strong presence for a broad player base Iconic brands such as LOTO, Unibet, EuroMillions - My Million, Illiko and 32Red 33m players, including 10m online Nearly 29,000 points of sale in France and 5,200 in Ireland A robust financial profile €978m in equity Debt-to-EBITDA ratio (net financial debt / recurring EBITDA) of 1.9x €176m net income State-of-the-art technology 25bn transactions per year 100,000+ connected devices in points of sale Server infrastructure in a dozen European countries, Australia and the United States Asserted responsibility 100% of our markets are regulated or soon will be 10.8% of our ad spend is allocated to responsible gaming in France 96% of Group gaming materials and 100% of FDJ games are printed on FSC®-certified paper MARKET TRENDS Find out more on p. 14 €3.7bn in revenue CORPORATE PURPOSE More stringent regulation FDJ Scope 2025 survey. 28 2025 Integrated Report FDJ UNITED BUSINESS M DEL Assert our leadership in Europe as a unique sustainable lottery, gaming and betting operator. VALUE CREATED 69% French lottery and retail sports betting 25% Online betting and gaming For our talents 44% of the seats on the Executive Committee are held by women, who make up 38.6% of the workforce 11.5 hours of training on average per employee Around 3 months' worth of salary paid out through profit-sharing and employee incentive schemes For our customers €33bn in winnings paid out to players 218 millionaires in France and Ireland 100% compliance rate with The European Lotteries' responsible gaming standards 4% 2% For our shareholders and investors 24.5% recurring EBITDA margin 80% payout of adjusted net income in the form of dividends, i.e. International lottery Payment and Services €389m for 2025 Non-financial performance recognised by leading rating agencies: 15.6 : Sustainalytics | AA : MSCI | 55/100 : SCP Inspire the future of safe and entertaining lottery, gaming and betting with positive impacts on society. New competitive dynamics For society and the environment €5.1bn contribution to public finances in France 57,200 jobs created or sustained in France €1bn in commissions paid to retailers in France and Ireland €239m in funding allocated by Premier Lotteries Ireland (PLI) to good causes 5% of Group reported net income in 2030: targeted voluntary social and environmental contribution 42% : reduction target on Scopes 1 and 2 greenhouse gas emissions and 25% target for Scope 3 2 Changing consumer behaviour and preferences Between 2022 and 2030. FDJ UNITED 2025 Integrated Report 29 Guided by strong values, the people at FDJ UNITED are harnessing technology to reinvent games every day and open up a world of new experiences for players. innovating to enrich our services: we deploy more than 13,000 new features and improvements each year on our websites, mobile apps and IT infrastructure. The gaming industry is required to meet the highest availability, security and compliance standards, similar to those observed in the banking sector. We have one overriding priority: to deliver services that all our customers can access securely at any time of the day or night. That is quite a feat, and it is reflected in the sheer volume of transactions that can be processed by our servers each year: up to 25 billion. 360 SNAPSHOT EXPERTISE "Data, AI C Business": a game-changing graduate programme In keeping with our Game Changer AI strategy, which is aimed at embedding AI into all FDJ UNITED processes, we launched our "Data, AI C Business" graduate programme in 2025. Intended as a springboard for future talent, this 24-month programme takes the participants to our Boulogne-Billancourt and London offices, where they complete three eight-month rotations. Designed both for technical profiles, such as data scientists, data engineers and product owners, as well as more business-related profiles, the programme gives them an opportunity to take part in impactful projects: responsible gaming, personalised player experience, sustainability initiatives and fraud prevention. As well as acquiring hands-on experience, the four participants receive support tailored to their own specific needs, through mentoring, continuing professional training and immersion with FDJ UNITED experts. This journey is both human and tech-driven and will help these future graduates shape a lasting career with the Group. A team guided by values 5,700 talents representing 70+ nationalities 1,700 tech specialists 44% of tech jobs at FDJ UNITED held by women Everyone who joins FDJ UNITED must share the three fundamental values defined by our teams: Passion to Succeed, Accountability and Collective Spirit. Passion to Succeed reflects the energy and commitment of our teams to rise to every challenge and strive for excellence. Accountability is embodied by each individual and every team, and includes the Group's trust in its people. Lastly, Collective Spirit highlights the importance of working together as a team. Success is built together in a respectful environment where everyone has a role to play. These three values are the foundations on which our corporate culture is built. Every day, they guide our teams to deliver an entertaining, safe and responsible gaming experience for all. Tech is the beating heart of FDJ UNITED Tech-related professions - such as development, data, cybersecurity, IT and production - make up a third of the FDJ UNITED workforce. Technology is central to our entire operation as a Group: it allows us to optimise processes, enhance the gaming experience and detect risky behaviour, namely through models using artificial intelligence. At FDJ UNITED, we are constantly 30 2025 Integrated Report FDJ UNITED WATCH THE VIDEO ON OUR SOCIAL CHANNELS WATCH THE VIDEO ON OUR SOCIAL CHANNELS TALENTS GUESS WATCH THE VIDEO ON OUR SOCIAL CHANNELS PROFILES MY J B! FDJ UNITED 2025 Integrated Report 31 Impact Innovation Manager "I develop innovative solutions to emphasise our commitments, such as the "FDJ in complete transparency" section on all our digital stor efronts. It brings Responsible Gaming Governance Officer "My role could be likened to an umbrella: I ensure pla yers can play safely by detecting risky behaviours, suggesting gaming limits and offering the TALENTS IET* Project Expertise Manager "This safety helmet was my daily companion for three years. With the project team, we completely transformed the Vitrolles site into a more engaging, collaborative and people-friendly workspace." Philippe Gouy, Vitrolles (France) Customer Experience Manager "I support our network of nearly 5,200 points of sale to ensure a seamless experience for our retail partners and players and best prepare for the launch of new games." Emily O'Kane, Dublin (Ireland) Sports Trader "I monitor sports competitions and bet placement, and analyse market trends to manage the odds on a whole range of sports (including rugby and cricket) and offer safe, attractive bets." Michael Fiedler, Sydney (Australia) answers to all the questions one may ask about FDJ games!" Logistics Production Manager Benjamin Ispenian, Boulogne-Billancourt (France) Liudmila Kisurkina, Valetta (Malta) right level of support." * Real Estate and Working Environment "I coor dinate the logistics teams and supply chain flows so that gaming materials get to their destination on time. Shipments are traceable and secur e, and the whole process is seamless throughout the logistics chain, thanks to a system of bar codes." Adeline Poitrault, Saint-Witz (France) GUESS PROFILES MY J B! 32 2025 Integrated Report FDJ UNITED FDJ UNITED A CLOSER LOOK CHAMPI NING DIVERSITY At FDJ UNITED, diversity and inclusion are not simple buzz words: we provide a healthy, respectful working environment where all talents can freely express themselves. LGBTQIA+: shared pride The ALL'PROUD network was set up two years ago, at the initiative of FDJ UNITED employees. Its mission? Raising awareness about the importance of respecting sexual orientation and gender identity and supporting LGBTQIA+ individuals within the Group. ALL'PROUD organises in-house events throughout the year, culminating with Pride Month in June. In 2025, one such initiative was a "drag bingo" night hosted by drag queen Minima Gesté and the Director of the media outlet têtu•connect, Loïc Dumoulin-Richet, which featured information about the rights and representations of LGBTQIA+ people. Another highlight of the year was Stéphane Pallez's cosigning of an opinion piece published by têtu•connect. In an international context in which human rights, particularly those of LGBTQIA+ people, are increasingly under threat, FDJ UNITED stands firm in its commitment: "Diversity unites, inclusion makes us stronger". Supporting female enterprise In 2025, FDJ UNITED VENTURES lent its support to the Spark Fund launched by Bpifrance and JPMorganChase, set up to finance funds managed mostly by women to have a positive impact on society. This is a very important initiative, considering that just 2% of funding currently goes to women. FDJ UNITED had already invested in the SISTAFUND set up by SISTA, a collective that is committed to narrowing the funding gap between male and female business leaders. Another major initiative is the Sprinteuses programme developed by the WILLA association, for which FDJ UNITED talents provide mentoring to female founders of start-ups in the SporTech field. Every year since 2020, around 30 FDJ UNITED employees put their expertise to work to support five new rising stars. Unlocking the talents behind "Dys" conditions Although they affect 6% to 8% of the population, dyslexia, dyspraxia, dysphasia and similar conditions are still often misunderstood. FDJ UNITED is committed to highlighting and raising awareness about these issues to ensure everyone concerned can thrive both within and outside the workplace. We distribute a "Dys at work" guide both in-house and outside the Group with concrete solutions to make everyday life easier in the workplace: adapting recruitment practices, adjusting workstations, training staff in order to remove misconceptions and more. In 2025, FDJ UNITED also joined forces with eight other leading economic players, including Orange, Thales and Carrefour, to launch "Objective Neuroinclusion", France's first neuroinclusive business collective set up to promote cognitive diversity and share inclusive practices far and wide. READ THE "DYS AT WORK" GUIDE FDJ UNITED 2025 Integrated Report 33 IMPACT: BUZZW RD OR... AGNÈS AUDIER Chairwoman of the FDJ UNITED Stakeholder Committee and Chairwoman of the Impact Tank 1 CHARLES LANTIERI Deputy CEO of FDJ UNITED and Chairman of the FDJ UNITED Foundation INSIGHTS ... MEASURABLE REALITY? 34 2025 Integrated Report FDJ UNITED Agnès, you chair the Impact Tank, which has looked at the role of sport in social inclusion and urban transformation, a theme that shines through very clearly at FDJ UNITED. How can sport drive positive impact? A.A.: Our work shows that while sport has an undeniable positive effect on public health and social cohesion, it is not "natu-rally" inclusive. Organisation and preparation is needed for it to benefit the widest possible audience, as seen with the Paris 2024 Olympic and Paralympic Games. Together with our partners, we identified practices that deliver a truly positive impact, to help them spread: supporting grassroots associations, building local infrastructure, improving access to facilities and more. How would you describe the "impact" of an organisation? Charles Lantieri: It's the positive mark it chooses to leave, beyond its core business footprint. At FDJ UNITED this footprint is built on a model that creates lasting value for our stakeholders in all our markets. The desire to create a lasting impact is deeply rooted in our culture and in our natural commitment to amplify our positive contribution to society. Agnès Audier: Positive impact spans many dimensions: financial, social, environmental, and more. It is essential to distinguish impact from the means used to achieve it. For example, when it comes to equal opportunities, it is not the number of people trained or who have graduated that counts. What truly matters is the impact on employment, well-being and working conditions. What indicators or methods can be used to actually measure that impact? A.A.: To measure our impact, we must all speak the same language. At the Impact Tank, we joined forces to come up with a framework of indicators with various stakeholders: businesses in the social and solidarity economy, private operators like FDJ UNITED, research laboratories and public authorities. Businesses and associations can use this framework to define their own measures, set ambitions and compare their performance. C.L.: The FDJ UNITED corporate foundation embraces this precise, concrete approach to measuring its impact. Its new impact study carried out in 2025 showed that every €1 provided by the Foundation generated €3.7 in social value - an increase that encourages us to continue our efforts. In 2025, FDJ UNITED's footprint became more international. How did this translate into impact? C.L.: We are now among industry leaders in Europe, which puts us in an even greater position of responsibility. At a time when many organisations are downsizing their social and environmental ambitions, at FDJ UNITED, we are strengthening ours. In June, we committed to increase our voluntary social and environmental contribution to 5% of reported net income in 2030, compared to 2.7% in 2024. We are guided by two priorities: supporting equal opportunities and continuing to safeguard biodiversity. We want to keep shaping society for the better in every one of our markets. C.L.: That's right. With sport, there are so many opportunities to be seized. That is why FDJ UNITED has launched several initiatives directly or through its Foundation. For instance, by supporting women in sport, financing neighbourhood sports facilities or backing an inclusive school sports programme that brings together disabled and non-disabled students. How does the Stakeholder Committee, which meets regularly, influence the way FDJ UNITED thinks about impact? A.A.: Whatever topic is on the agenda, we try to take a forward-looking approach and look at different scenarios with the same question always in the back of our minds: ten years down the road, what will we regret not having done? This helps the Group pinpoint the actions it needs to take to really maximise its positive impact and prepare for future developments and challenges. C.L.: The Stakeholder Committee has a pivotal role in our efforts. It challenges us regarding our activities and commitments, propels new ideas and invites us to look at things from different perspectives. It enables frank, respectful dialogue and is a source of inspiration, both for the Group as a whole and for the people who take part in it. 1. The Impact Tank is a European association set up to promote and scale positive impact social innovations. FDJ UNITED 2025 Integrated Report 35 INITIATIVES OUR IMPACT IN ACTI N Restoring nature, supporting local solidarity initiatives and protecting heritage sites: this section takes a closer look at the visible, lasting impacts FDJ UNITED is having in three areas. >€22m raised and around 60 restoration projects funded in the space of three years with Mission Nature Financing the restoration of nature In 2025, FDJ UNITED invested €5 million in the Averrhoa Nature-Based Solutions fund. The fund was set up by Ardian, a world-leading private investment house, and aDryada, a French operator in forest and biodiversity restoration, to finance the restoration of woodland, wetlands and mangroves. By naturally capturing CO2, which is the main greenhouse gas, these ecosystems - or "carbon sinks" - are crucial tools in tackling climate change. Through the Averrhoa Nature-Based Solutions fund, 85 million tonnes of carbon should be sequestered in natural carbon sinks within 40 years. The projects implemented, primarily in emerging markets and developing economies, will also generate substantial net gains in terms of biodiversity - including water conservation and improved soil and air quality - and socio-economic benefits for local populations. FDJ UNITED's investment in the Averrhoa Nature-Based Solutions fund is fully in line with the Group's commitment to bringing its voluntary social and environmental contribution up to 5% of reported net income by 2030. Our players directly contribute to this initiative by playing the Mission Nature lottery games, which have already raised more than €22 million in three editions. At the end of 2025, FDJ UNITED also joined Act4nature international, a global coalition of companies committing to voluntary, concrete, measurable actions at the highest level to preserve and restore biodiversity. Pictured: "Regenerating and sustaining mangroves", a project led by the New Caledonian Biodiversity Agency and chosen for the 2025 edition. 36 2025 Integrated Report FDJ UNITED >€210m raised since 2018 and over 760 sites already or soon-to-be restored with Mission Patrimoine Supporting good causes in Ireland Every year, Premier Lotteries Ireland (PLI), which runs the Irish National Lottery, holds its Good Causes Awards to celebrate everyday heroes (volunteers, coaches, care workers and others) across the country and the organisations they represent. Participants are judged on how they have used funds received through National Lottery schemes to make an ever-lasting impact on their local community, project, club or service users. In 2025, 35 national finalists were selected and seven winners in different categories (sport, health C well-being, arts C culture, heritage, community, youth and Irish language) were each awarded an extra €10,000. Two special awards were also given: one for Hero or Heroine of the Year, which recognises an exceptional person within an organisation and awards them a prize of €5,000, and the other for Good Cause of the Year, which received a prize of €25,000. The 2025 Good Cause of the Year award went to AkiDwA, an association that supports migrant women living in Ireland. €239m raised in 2025 for good causes in Ireland Celebrating and safeguarding cultural and architectural heritage sites FIND OUT MORE ABOUT THE GOOD CAUSES AWARDS Led by French heritage advocate and broadcaster, Stéphane Bern, implemented by the French Heritage Foundation and supported by the Ministry of Culture and FDJ UNITED, Mission Patrimoine has been helping to safeguard France's rich and diverse heritage since 2018. Mission Patrimoine entered its eighth year in 2025 with the selection of 18 iconic sites across France. These included Maison Martin-Valliamée in Saint-André (Réunion) , the Church of Notre-Dame-la-Grande in Poitiers (Vienne), Pont Valentré stone-arched bridge in Cahors (Occitanie) and the Citadel of Saint-Florent (Corsica). Again, FDJ UNITED launched a special scratch card for Mission Patrimoine 2025, with a top prize of €1.5 million. For every ticket sold, the French State allocated €1.83 to the French Heritage Foundation. Eight special LOTO draws also took place, including a Super LOTO draw held ahead of European Heritage Days, which offered a starting jackpot of €13 million. Pictured: The Château de Montferrand (Hérault) was one of the 102 French monuments selected for the 2025 edition. FDJ UNITED 2025 Integrated Report 37 SOCIETY FRANCE: A MEASURABLE CONTRIBUTI N Data for the year ended 31 December 2025 (scope: France) Stakes wagered €24.6bn Player winnings €17.1bn Gross gaming revenue €7.5bn Gaming levies .7bn Net gaming revenue €2 €4.8bn €184m Revenue from other activities 1 1. Revenue from other activities mainly comes from Payment and Services (Nirio). 38 2025 Integrated Report FDJ UNITED SOCIETY ANALYSIS 57,200 jobs created or sustained of which 20,400 in bars, tobacconists and newsagents Nearly 70% of the stakes wagered are redistributed as prizes, but the rest does not vanish into thin air: it creates value. In France, every stake wagered with FDJ UNITED feeds into a unique redistribution model for players, local communities and public interest initiatives. This section takes a closer look at the Group's economic and social impact. In 2025, French players wagered €24.6 billion on games marketed by FDJ UNITED. Behind this figure lies an entire redistribution circuit contributing to the national economy and local communities. Measured each year in an independent BDO review, the resulting impact highlights the uniqueness of the FDJ UNITED model, where economic performance goes hand-in-hand with deep local roots and tangible commitment to the common good. Players are the primary recipients of the value that this model creates. On average, 70% of stakes are returned in the form of prizes. However, FDJ UNITED's impact goes far beyond this, evidenced by its substantial contribution to public finances. In France, for every €10 wagered, around €2 is redistributed to public finances in the form of taxes and social security contributions. These funds are channelled into the general State budget and public interest policies, for example, to rescue heritage sites (Mission Patrimoine), restore biodiversity (Mission Nature) or promote sports through the National Sports Agency (ANS). €7.5bn in economic value creation (contribution of FDJ UNITED's activities to French GDP) or 0.3% of GDP With a presence in more than 11,000 towns and villages nationwide, the Group has the largest local network in France, comprising nearly 29,000 retailers. This activity boosts local communities in France by helping to create or sustain 57,200 jobs, of which more than half are in towns, rural areas, coastal areas and mountainous regions. On average, the FDJ offering makes up nearly a quarter of the revenue generated by bars, tobacconists and newsagents in France, making it a cornerstone of economic stability in this sector. DISCOVER OUR IMPACT ON TERRITORIES €8.7m with Mission Nature to restore biodiversity €89m for the National Sports Agency (ANS) to promote sport Revenue (France) €2.9bn €29m for Mission Patrimoine to save heritage sites €1bn in commissions (retailers) €558m in goods and services purchased (suppliers) €394m in personnel costs (employees) €389m in dividends (shareholders) Other FDJ UNITED 2025 Integrated Report 39 SOCIETY FDJ UNITED FOUNDATION: FROM LOCAL ACTI N TO GLOBAL IMPACT Launched by the FDJ UNITED Foundation, "Lycées Pro'Solidaires" provides support to students from vocational high schools in Marseille so that they can create local solidarity projects and travel abroad. It is an impactful programme that reflects the Foundation and its work to promote equal opportunities day after day. With summer just around the corner, excitement filled the air on 20 June 2025 at La Floride Vocational High School in Marseille. The third cohort of students in the "Lycées Pro'Solidaires" programme were the happy recipients of the Edith Arnoult-Brill award for their stand-out solidarity project. This was a well-deserved reward for the 84 students of three vocational high schools in Marseille's northern districts, who spent two years on their local solidarity projects: a healthy eating awareness and education programme for single mothers living in extreme hardship and the organisation of fun, culture-focused outings to break the isolation of many middle-school students living with disabilities. The programme also took the students on a trip abroad to connect with people who run local social impact associations. Teacher Kaouinya Payet explained: "this programme was a chance for us to see the students evolve, mature and become more responsible. It pushed them to find out more about how other people live and encouraged them to move forward." Amane, a student in her final year of high school, agreed: "When we travelled to the United States, I discovered that I had real English skills, and I became more sociable thanks to all the teamwork. It really helped me grow." Promoting equal opportunities Nearly 145 students have already completed the "Lycées Pro'Solidaires" programme since it was set up in 2021, and nearly 290 are currently enrolled. "We are keen to extend the programme to cover the whole Marseille area, and even take it nationwide", says Isabelle Delaplace, Managing Director of the FDJ UNITED Foundation. "'Lycées Pro'Solidaires'" echoes our mission perfectly: to promote equal opportunities." The Foundation supports public interest projects that DEEP DIVE INTO THE "LYCÉES PRO'SOLIDAIRES" PROGRAMME 81% of beneficiaries of the FDJ UNITED Foundation have gone on to earn an academic or vocational diploma such as a high school diploma, vocational diploma or vocational skills certificate. Nearly 290 students enrolled in the "Lycées Pro'Solidaires" programme 40 2025 Integrated Report FDJ UNITED

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