CD PROJEKT GROUP
SUSTAINABILITY REPORT
FOR 2022
2
Disclaimer: This English language translation has been prepared solely for the convenience of English-speaking readers. Despite all the eorts devoted to this translation, certain
discrepancies, omissions or approximations may exist. In case of any dierences between the Polish and the English versions, the Polish version shall prevail. CD PROJEKT, its representatives
and employees decline all responsibility in this regard.
OUR BUSINESS OUR TEAM
CORPORATE
GOVERANCE
ENVIRONMENT
OUR APPROACH
TO ESG
TRANSPARENT
RELATIONS
SOCIAL
ENGAGEMENT
ATTACHMENTSOUR GAMES
ABOUT THE
REPORT
3
4 Foreword from the President of the Board
5 About the report
6 About the Report
6 Scope of reporting
7 Boundaries of reporting
8 Changes in reporting practices and external verification
8 Contact information
9 Our business
10 About the CD PROJEKT Group
11 Calendar of events
12 CD PROJEKT S.A. and the CD PROJEKT RED studio
13 How we create value for stakeholders
16 Our business strategy
17 Corporate Governance
18 Structure of the CD PROJEKT Group
18 Share capital and shareholding structure
19 Corporate bodies of CD PROJEKT
21 Management Board of CD PROJEKT
22 Supervisory Board of CD PROJEKT
23 General Meeting of CD PROJEKT
23 Conflict of interest
24 Diversity on corporate bodies of CD PROJEKT
25 Remuneration policy for members of the Management
Board and Supervisory Board
26 Managing sustainability at CD PROJEKT
26 Managing sustainability-related risks
Table of contents
28 Our approach to ESG
29 CD PROJEKT Group stakeholders
31 Assessing the materiality of ESG topics
34 Analysis of the eect of material ESG topics
on the environment, society and economy
39 Our games
41 Our team
42 CD PROJEKT as an employer
44 Talent acquisition
45 Satisfaction and motivation
45 Training and professional development
50 Diversity and inclusion
52 Health and well-being
53 Environment
54 CD PROJEKT environmental policy
55 Carbon footprint
58 Environmentally friendly campus
59 Team commitment to aiding the environment
59 Datacenter management
64 Transparent relations
65 Gamers first
67 Business relations
69 Rules of the Game and other internal regulations
70 Human rights policy
71 Compliance management
72 Whistleblowing
73 Anti-corruption policy
74 Compliance with international regulations
and fair competition
74 Intellectual property
75 Personal data protection
76 Cybersecurity
76 Tax transparency
77 Social engagement
78 Support for Ukrainian war refugees
79 Girls in the Game!
79 Promised Land Art Festival
79 Holiday charity events
80 Attachments
81 Attachment 1. Compliance with the requirements of the
Accounting Act in the scope of non-financial disclosures
82 Attachment 2. Numerical data
93 Attachment 3. GRI index
98 Attachment 4. SASB disclosure
102 Attachment 5. Compliance with UE Taxonomy
for sustainable activities
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In October 2022 we unveiled a strategy update for the
CD PROJEKT Group which charts our activities in the
coming years. For the first time ever this update covers
social, environmental and governance (ESG) aspects of our
activity. We also defined five ESG ambitions which will help
us achieve our business goals in the future.
Fully aware that people are our greatest asset, we have
– for years – been working to ensure a healthy work envi-
ronment. We want CD PROJEKT to be a workplace of which
people want to be an integral, crucial part. In the past year
we carried out our first-ever team engagement survey, us-
ing the Culture Amp tool. This highlighted CD PROJEKT’s
strengths, as well as areas which call for improvement. We
are already working on such improvements. We also con-
tinued to invest in further expansion of our career devel-
opment opportunities and adapted our training portfolio
to the current needs of our teams.
Continuing the green transformation of our campus,
in 2022 we introduced numerous investments to improve
the energy eciency of our buildings. We also calculat-
ed the carbon footprint for our entire value chain
1
– this
will help us pinpoint major sources of carbon emissions,
and plan further remedial actions.
We base our business on transparency and mutual
trust. In 2022 we focused on improving our internal
regulations and on training our team in the scope of
ethical business practices. For the first time ever we also
submitted our ESG report – on a voluntary basis – to
external verification to ensure that it conforms to GRI
standards.
In 2022, immediately following the launch of the Russian
invasion of Ukraine, we decided to suspend distribution
of our games in Russia and Belarus. We then took ac-
tion to support the victims of the ongoing war beyond
our eastern borders. To us, social responsibility also
entails participation in events where we can share our
skills with others. In the past year, among other initia-
tives, we organized the first edition of our mentoring
and scholarship program called Girls in the Game!, as
well as yet another edition of the Promised Land Art
Festival.
All these initiatives enable us to evolve as a company
and gain expertise in areas which we consider important
for our daily business activities. We also remain faithful
to the values which have guided CD PROJEKT since its
inception, and which represent an integral part of our
DNA.
We are ambitious, willing to break the mold, and attentive
to the needs of others. All this is necessary to continue
creating the world’s best games.
I invite you to join us on a journey around the CD PROJEKT
Group.
At CD PROJEKT videogame
development is the core of our
business. We create unique games
with memorable stories which leave
a long-lasting mark on gamers.
This is the purpose of our existence
and the focal point of our activities
throughout 2022.
Best regards,
Adam Kiciński
1
detailed information regarding emissions in our value chain (i.e. in Scope 3) can be found in the section titled Carbon footprint
Foreword from the
President of the Board
[GRI 2-22]
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ABOUT THE REPORT
OUR BUSINESS OUR TEAM
CORPORATE
GOVERANCE
ENVIRONMENT
OUR APPROACH
TO ESG
TRANSPARENT
RELATIONS
SOCIAL
ENGAGEMENT
ATTACHMENTSOUR GAMES
ABOUT THE
REPORT
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About the Report
We place in your hands the CD PROJEKT Group Sustain-
ability Report for 2022. The document provides a basic
description of the CD PROJEKT Group, a description of
sustainability issues which have particularly strong long-
term impact on the Group’s business, ways in which the
CD PROJEKT Group manages these issues, and important
risks associated therewith. The Report also contains an
update on our progress towards environmental, social
and governance goals, as well as goals for further years.
The report is provided, for the second time, on a voluntary
basis – despite the fact that CD PROJEKT does not meet
the criteria specified in the Accounting Act which impos-
es upon certain companies traded on the Warsaw Stock
Exchange the obligation to publish separate non-financial
Statements or distinct Reports.
Scope of reporting
[GRI 2-3]
Information provided in the Report is consistent with the
requirements of the Accounting Act, GRI Universal Stand-
ards and other international standards published by the
Sustainability Accounting Standards Board (SASB).
Information regarding compliance with the Accounting
Act, disclosure of compliance with the taxonomy for sus-
tainable activities, and tables listing GRI and SASB indica-
tors are annexed to this Report as appendices
1-5 respectively.
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Information regarding management of ESG issues
at CD PROJEKT and at the CD PROJEKT Group will be
published on an annual basis together with the CD PROJEKT
Group’s annual report.
Information presented in the Report is valid as of
31 December 2022 and covers the period between
1 January and 31 December 2022 unless indicated other-
wise. The sustainability reporting period is consistent with
the financial reporting period.
Boundaries of reporting
[GRI 2-2]
Given the character of its business activities, which involves
significant business and organizational autonomy of mem-
ber companies, the CD PROJEKT Group, in most cases,
does not enforce uniform policies and procedures on the
level of the Group, applicable to all its subsidiaries (unless
indicated otherwise in the Report). Each member of the
Group is responsible for introducing local policies and
procedures adapted to the scope and scale of its activity,
as well as to local legal requirements. The list of compa-
nies covered by sustainability reporting is not equivalent
to the list of companies subject to consolidation in the
Group’s financial statement.
Employment-related data and indicators
Employment indicators are provided for all persons em-
ployed at CD PROJEKT S.A. (1 012 individuals as of
31 December 2022) regardless of contract type. We opted
for this solution due to the specific nature of the digital
entertainment industry. Restricting the scope of reporting
to persons who hold standard contracts of employment
would distort employment-related disclosures.
Environmental data (GRI 302-1, 303-3, 305-1, 305-2,
305-3, 305-4 and SASB – “Environmental Footprint
of Hardware Infrastructure”)
Organizational boundaries for environmental indicators
encompass the activities of four companies which belong
to the CD PROJEKT Group:
■ CD PROJEKT S.A. (3 locations: Warsaw, Kraków,
Wrocław)
■ GOG Sp. z o.o.
■ Spokko Sp. z o.o.
■ CD PROJEKT RED STORE Sp. z o.o.
Carbon footprint indicators are consolidated in accordance
with the CD PROJEKT Group’s operational control criterion
for Polish entities, accounting for 100% of emissions gen-
erated by the analyzed companies.
Other data and indicators
Given that CD PROJEKT S.A., which is the holding com-
pany of the CD PROJEKT Group, accounts for 78% of all
of the Group’s employees, 79% of its consolidated
OUR BUSINESS OUR TEAM
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8
revenues for 2022 and 99% of its consolidated net profit
for 2022, the management of ESG issues described in
successive sections of this report is presented mostly from
the perspective of the holding company. This applies both
to GRI and SASB indicators.
We proceed from the assumption that CD PROJEKT Inc.
and CD PROJEKT RED STORE Sp z o.o., whose financial
results are consolidated by the Company as a conse-
quence of past decisions, does not meet the materiality
criterion in the context of this report, given its limited scope
of activities – unless indicated otherwise.
Changes in reporting practices
and external verification
[GRI 2-4, 2-5]
As a result of updates to the GRI standard, the CD PROJEKT
Group Sustainability Report for 2022 incorporates the
following changes:
■ we updated the list of disclosed indicators to
comply with the new version of the GRI standard;
■ we revised the list of areas of materiality
compared to the list identified in 2021.
Moreover, given the uniformization of tier names, our anal-
ysis of managerial structures is based on the following
tiers: Director, Manager, Lead. We recomputed all related
indicators for 2021 accordingly and provide adjusted data
in this report (please refer to the annexed table titled
“CD PROJEKT S.A. managerial sta by gender”).
The CD PROJEKT Group Sustainability Report was subject-
ed to independent attestation covering all profile indicators
and selected material result indicators. This attestation
service was provided by Deloitte Audyt Sp. z o.o. sp. k.
The attestation report will be posted at https://www.cdpro-
jekt.com/en/esg/download-center/.
Contact information
[GRI 2-3]
Coordination and preparation of the CD PROJEKT Group
Sustainability Report for 2022 is the responsibility of the
ESG Team, which is part of the Investor Relations Depart-
ment.
Any inquiries related to this Report should be addressed
to: esg@cdprojekt.com
Registered seat; headquarters:
CD PROJEKT S.A.
ul. Jagiellońska 74
03-301 Warsaw
Date of publication: 30 March 2023
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OUR BUSINESS
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About the CD PROJEKT Group
As the CD PROJEKT Group we have been active on the
dynamically growing global electronic entertainment
market for nearly thirty years.
Find out more about key moments
in the CD PROJEKT Group’s history
We carry out our operations in two key business segments
– CD PROJEKT RED and GOG.COM.
CD PROJEKT RED accounts for the bulk of the CD PROJEKT
Group’s activities – namely, developing and publishing
videogames and other tie-in products based on our brands:
The Witcher and Cyberpunk 2077.
GOG.COM is the second, smaller part of our business,
which consists in digital distribution of videogames via
the proprietary online distribution platform named
GOG.COM and the GOG GALAXY application.
2
Financial reserves comprise cash on hand, near-cash, bank deposits with maturity periods longer than 3 months and other liquid financial assets in the form of treasury bonds (jointly aggregated with short- and long-term
Other financial assets).
2022 in CD PROJEKT Group
953 million PLN
in consolidated sales revenues
347 million PLN
in consolidated net profit
1 091 million PLN
in financial reserves
2
at the end of 2022
1 292
employees from 43 countries
32%
women account for 32% of our team
97%
of our sales are exports
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■ 1 July
We celebrate the 20th anniversary of the founding
of our CD PROJEKT RED studio
■ 17 August
We formally adopted the CD PROJEKT
Environmental Policy
■ 31 August
Opening of the 4th edition of the Promised Land
Art Festival, of which we are co-organizers
■ 13 September
the Cyberpunk: EDGERUNNERS anime series
co-produced by CD PROJEKT RED and the
Japanese Studio Trigger – was released on Netflix
■ 4 October
We unveil the CD PROJEKT Group Strategy Update,
which also describes our ESG ambitions
Calendar of events
■ 26 January
The Supervisory Board appoints Mr. Paweł Zawodny
and Mr. Jeremiah Cohn to the Management Board
of CD PROJEKT S.A.
■ 15 February
The next-gen edition of Cyberpunk 2077 is released,
along with a major update (1.5) for all supported
platforms
■ 3 March
Following Russia’s invasion of Ukraine, we
suspended sales of our products in Russia
and Belarus
■ 21 March
We announce a new Witcher-themed game
in development, and a strategic partnership
with Epic Games
■ 26 October
We announce The Witcher remake
■ 21 November
We launch the 4th edition of the “Cancer Week:
Let’s Get Tested” awareness campaign
■ 6 December
We announce our decision to progressively phase
out The Witcher: Monster Slayer
■ 9 December
At The Game Awards we unveiled a new
trailer of Phantom Liberty – an expansion
for Cyberpunk 2077
■ 14 December
The Witcher 3: Wild Hunt – Complete Edition
is released for next-gen consoles and PCs
OUR TEAM
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Headquarters CD PROJEKT RED
CD PROJEKT RED dev studio
Branch oces
Media and community managers
Local subsidiaries of the Group
Studio The Molasses Flood
São Paulo
Perugia
Dubai
Wrocław
Kraków
Warsaw
Berlin
Los Angeles
Boston
Shanghai
Tokyo
Seoul
Paris
Vancouver
CD PROJEKT S.A. and the
CD PROJEKT RED studio
[GRI 2-1, 2-28]
CD PROJEKT S.A. (later referred to simply as “CD PROJEKT”
or “the Company”) is the parent company of the CD PROJEKT
Group. In 2022 it accounted for 79% of the Group’s con-
solidated sales revenues, and 99% of its consolidated net
profit.
Over a period of nearly thirty years, activities carried out
under the CD PROJEKT brand evolved from distribution
of games in Poland and later throughout Central-Eastern
Europe into full-fledged development of new games, glob-
al distribution and franchise management – all within the
framework of the CD PROJEKT RED studio.
Our main products include three games from The Witch-
er series, including the last part of the trilogy – The Witch-
er 3: Wild Hunt, with its two storyline expansions: Hearts
of Stone and Blood and Wine – along with Cyberpunk
2077: the first game set in the Cyberpunk universe,
released on 10 December 2020.
In addition to developing games, we continue to explore
new business segments, build strong communities around
our franchises and work to generate synergies between
our products. A good example of this process in action
is provided by the Cyberpunk: Edgerunners anime series,
co-developed with the Japanese Studio Trigger. Its Netflix
release in September 2022 was met with enthusiastic
reception on the part of viewers and generated fresh
interest in Cyberpunk 2077.
Our core values
■ Quality as our top priority
■ Gamer-centric approach
■ Passionate and talented team as our greatest strength
■ Tolerance, fairness and openness at our heart
■ Independence as the foundation of creative freedom
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To further develop and strengthen our franchises, we also
invest in tie-in products dedicated to fans of our games:
among others, we oer comic books, board games, post-
ers, music albums, apparel and other collectible gadgets.
Our corporate headquarters are located in Warsaw,
Poland. For years we have been progressively expanding
our development teams, employing videogame specialists
from all around the world. At the end of 2022 the
CD PROJEKT Group employed 1 292 persons. The bulk of
our workforce is represented by CD PROJEKT RED devel-
opers, currently based in four locations: Warsaw, Kraków
and Wrocław (in Poland), and Vancouver (in Canada).
CD PROJEKT actively participates in a variety of gaming
industry events. We are strongly involved in the activities
of the Polish Games Association, which aims to support
development and raise the international competitiveness
of our domestic videogame industry. We are also a mem-
ber of the Polish Association of Listed Companies which
concerns itself – among others – with promoting devel-
opment of the Polish capital market.
Since 2010 CD PROJEKT has been listed on the Warsaw
Stock Exchange. In 2018 the Company also became part
of the WIG20 index, which aggregates the largest and
most liquid stocks traded on the Warsaw market.
How we create value
for stakeholders
[GRI 2-6]
We want to remain an independent company. We believe
that operational, financial and publishing independence
enables us to pursue our ambitions and our creative vision.
Eective control over every stage of the game development
process – creation, production, technology, publishing
activities, distribution and external communication – is,
in our view, a cornerstone of commercial success.
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Own IP and full control over
the creative process
Focus on two widely
recognizable franchises and
limited number of products
International team
of experienced developers
who consistently prioritize
quality
Three development studios:
CD PROJEKT RED Europe,
CD PROJEKT RED North
America
*
and The Molasses
Flood
Own toolset and know-how
required in the process of
developing captivating
open-world role-playing
experiences
Strategic partnership
with Epic Games enabling
us to base our games on
Unreal Engine
Player-first business
philosophy supported by
publishing autonomy
Direct digital distribution
of games
Global reach – cooperation
with handpicked distributors
of box editions of video
games
Honest and direct
communication with gamers
Full control over message
OUR PERFORMANCE IN 2022:
PRODUCTIONCREATION TECHNOLOGY PUBLISHING ACTIVITIES DISTRIBUTION PRIORITY – GAMERS
INTELLECTUAL AND
TECHNOLOGICAL CAPITAL
PRODUCT CAPITAL
HUMAN CAPITAL
FINANCIAL CAPITAL
CONNECTIONS
AND SOCIAL CAPITAL
Strong communities centered
around our products
Longstanding trust-based
relations with business partners
Supporting the videogame
industry in Poland
Involvement of CD PROJEKT
development and publishing
teams in creating, producing,
publishing, Selling and distributing
our games and other products
Backoce support
for CD PROJEKT’s operating
activities
Our proprietary franchises
and gamedev tools
Portfolio of available games
and tie-in products
Financial reserves
1 292 employees at the
CD PROJEKT Group
70% engagement rate
**
2 globally recognizable brands
Range of proprietary tools
used in the game development
process
4
th
edition of the Promised Land Art
Festival and successful conclusion
of the first edition of our
mentoring/scholarship program
– Girls in the Game!
Active involvement in activities
of the Polish Games Association
Sales revenue:
953 MN PLN
Net cash flows from operating
activities:
406 MN PLN
Financial reserves
**
:
1 091 MN PLN
VALUE FOR OUR STAKEHOLDERS:
Developing ambitious,
innovative games which
continue to generate revenues
for years
Ability to carry out promotional
campaigns supporting sales
of our releases
Franchise development
– generating synergies and
promoting brand awareness
Brand awareness contributing
to sales potential of our releases
Developing unique open-world
RPGs which provide a high level
of immersion
Passionate community
clustered around our games
and franchises, contributing
to their strength
Good relations with business
partners, required for eective
business operations
Stable revenue
stream and cash inflows
Ensuring the ability to finance
the development of our games
and other projects while retaining
creative and financial
independence
OUR KEY CAPITALS
CD PROJEKT RED North America is expected to begin operating in 2023.
based on a survey conducted with the Culture Amp tool
Financial reserves comprise cash on hand, near-cash, bank deposits with maturity periods longer than 3 months and other liquid financial assets in the form of treasury bonds (jointly aggregated with short- and long-term
Other financial assets).
*
**
***
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We create revolutionary role-playing games
with memorable stories that inspire gamers.
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CD PROJEKT operates in a dynamic business environment,
aected, among others, by evolving expectations and
preferences on the part of gamers, political and macroe-
conomic uncertainties in Poland and throughout the world,
as well as ongoing technological progress.
To eectively implement our long-term strategic plans, we
need to remain aware of the opinions voiced by gamers
and the broader community of stakeholders.
Our activities involve ESG (Environmental, Social and
Governance) aspects. In our adopted business strategy
we list a set of ESG ambitions which shape our approach
to responsible business development. Further sections
of this report will describe the tools and activities used
to achieve each of these ambitions.
To learn more about our approach to ESG,
watch our video presentation.
We also intend to publish, on an annual basis, our short-
and long-term ESG goals, which will drive implementation
of our business objectives in the years to come.
Our business strategy
[GRI 2-6]
In October 2022 we announced an update of the
CD PROJEKT Group strategy and revealed long-term
plans concerning our future releases.
Watch a video presentation of the main points
of the CD PROJEKT Group strategy update.
In the coming years we envision the following strategic
growth directions for the Group:
■ further upscaling of our development capabilities
to be able to deliver more top-quality content
to gamers;
■ broadening our experience pool to include
multiplayer features;
■ further development of our franchises.
An important aspect of our long-term business development
is the establishment of the CD PROJEKT RED North America
studio, which will include the existing CD PROJEKT RED
Vancouver team along with a new dev team based in Boston,
USA. In future years CD PROJEKT RED North America will
be responsible for the Orion project, which is another game
set in the Cyberpunk universe. For its part, CD PROJEKT RED
Europe will focus on the new Witcher-themed videogame
trilogy, starting with the first game codenamed Polaris.
The European studio will also be responsible for developing
the Group’s third franchise (a project codenamed Hadar).
3
As of the publication date of the CD PROJEKT Group Sustainability Report for 2022.
4
Moody’s did not rate the Company in 2021.
Our ESG ratings in 2022
3
ESG Ambitions
■ Provoke reflection through the memorable stories
■ Be a company people want to be a part of
■ Continue the green transformation
on our campus and beyond
■ Build relationships based on trust and transparency
■ Use our resources and competencies
to support others
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CORPORATE
GOVERNANCE
OUR BUSINESS OUR TEAM ENVIRONMENT
OUR APPROACH
TO ESG
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100%
100%
100%
100%
100%
GOG sp. z o.o.
Digital distribution of computer games
CD PROJEKT Inc.
Coordinating CD PROJEKT RED publishing activities
throughout North America
CD PROJEKT RED Vancouver Studio Ltd.
CD PROJEKT RED dev team
SPOKKO sp. z o.o.*
Creators of The Witcher: Monster Slayer
CD PROJEKT S.A.
Publishing and distributing videogames
in the framework of the CD PROJEKT RED studio
A merger between Spokko sp. z o.o. (as the target company) and CD PROJEKT S.A. (as the surviving company) is planned
companies subject to consolidation
Founders and Management
Board members
Michał Kiciński
6
10.4%
Piotr Nielubowicz
6.8%
Adam Kiciński
4.0%
100 770 800
Total number of shares
Remaining shares
66.0%
12.8%
Marcin Iwiński
The Molasses Flood LLC
dev studio
CD PROJEKT SILVER Inc.
company which takes part in creating entertainment
products associated with CD PROJEKT franchises
60%
100%
100%
100%
100%
100%
GOG sp. z o.o.
Digital distribution of computer games
CD PROJEKT Inc.
Coordinating CD PROJEKT RED publishing activities
throughout North America
CD PROJEKT RED Vancouver Studio Ltd.
CD PROJEKT RED dev team
SPOKKO sp. z o.o.*
Creators of The Witcher: Monster Slayer
CD PROJEKT S.A.
Publishing and distributing videogames
in the framework of the CD PROJEKT RED studio
A merger between Spokko sp. z o.o. (as the target company) and CD PROJEKT S.A. (as the surviving company) is planned
companies subject to consolidation
Founders and Management
Board members
Michał Kiciński
6
10.4%
Piotr Nielubowicz
6.8%
Adam Kiciński
4.0%
100 770 800
Total number of shares
Remaining shares
66.0%
12.8%
Marcin Iwiński
The Molasses Flood LLC
dev studio
CD PROJEKT SILVER Inc.
company which takes part in creating entertainment
products associated with CD PROJEKT franchises
60%
Structure of the
CD PROJEKT Group
[GRI 2-6]
At the end of 2022 the CD PROJEKT Group consisted of
the parent entity – CD PROJEKT S.A. – and seven sub-
sidiaries (jointly referred to as the Group). The merger
between CD PROJEKT RED STORE sp. z o.o. (as the target
company) and CD PROJEKT S.A. (as the surviving com-
pany) was formally registered on 28 February.
In December 2022 we also announced plans for a merger
between Spokko sp. z o.o. (as the target company) and
CD PROJEKT S.A. (as the surviving company).
Share capital and
shareholding structure
The share capital of CD PROJEKT consists of 100 770 800
bearer shares, with each share aording one vote at the
General Meeting
5
.
Structure of the CD PROJEKT Group as of 30 March 2023
Company shareholding structure as of 30 March 2023
6, 7
5
According to §25a of the CD PROJEKT S.A. Articles of Association, the voting rights of each shareholder of the Company are limited in such a way that no shareholder may exercise more than 20% of votes from all
Company shares outstanding as of the date of the General Meeting. This restriction does not apply to entities which jointly control at least 50% of all votes as a result of a public tender oer for all outstanding shares
oftheCompany
6
According to a declaration submitted on 26 May 2021.
7
As disclosed in Current Report no. 4/2023 of 15 February 2023, the aggregate percentage share of votes controlled by The Goldman Group from shares (1.70%) and other financial instruments (4.70%) held by that entity,
was 6.39% as of 10 February 2023. According to the corresponding notification received by the parent Company, The Goldman Sachs Group, Inc. indirectly controls 1 708 240 votes from shares, 2 122 503 votes which
may be gained in the exercise or conversion of financial instruments comprising securities on loan, and 2 613 546 votes from other types of financial instruments.
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Corporate bodies
of CD PROJEKT
[GRI 2-9, 2-11]
CD PROJEKT is governed by the following corporate bod-
ies: General Meeting, Supervisory Board and Management
Board. A single standing committee – the Audit Committee
– exists within the organizational structure of the Supervisory
Board.
The division of responsibilities among Company bodies
does not diverge from basic principles adopted by other
joint stock companies traded on the Polish market. As such,
members of the Management Board are regarded as
executives, while members of the Supervisory Board are
regarded as non-executives.
We strive to ensure that the activities of ocial
bodies of CD PROJEKT remain consistent with
Best practices for WSE listed companies.
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Corporate bodies of CD PROJEKT S.A. as of 30.03.2023
Employment at the
CD PROJEKT Group (years)
29 24 20 18 16 5 9
% of CD PROJEKT
shares held****
4.0% 6.8% 0.7% 0.5% 0.1% – –
Katarzyna Szwarc
Deputy Chairperson
of the Supervisory Board
Maciej Nielubowicz
Secretary
of the Supervisory Board
Michał Bień
Member
of the Supervisory Board
Jan Wejchert
Member
of the Supervisory Board
Member
of the Audit Committee
Member
of the Audit Committee
Holds 12.8% of
CD PROJEKT S.A. shares
Chairperson
of the Audit Committee
Independent members***
Adam Kiciński
President of the Board
Piotr Nielubowicz
Member of the Board, CFO
Adam Badowski
Member of the Board
Michał Nowakowski
Member of the Board
Piotr Karwowski
Member of the Board
Paweł Zawodny
**
Member of the Board
Jeremiah Cohn
**
Member of the Board
Marcin Iwiński
*
Chairperson of the
Supervisory Board
Marcin Iwiński was appointed to the Supervisory Board on 1 January 2023 pursuant to a resolution adopted by the General Meeting on 20 December 2022. Earlier, on 4 October 2022, Piotr Pągowski tendered his resignation
from the Supervisory Board.
The Chairperson of the Supervisory Board is not a Member of the Management Board of CD PROJEKT S.A. [GRI 2-11]
In 2022 Paweł Zawodny and Jeremiah Cohn were appointed to the Management Board of CD PROJEKT S.A. - eective on 1 February 2023 in both cases.
The independence criterion is specified in the Act of 11 May 2017 on licensed auditors, audit firms and public supervision.
For holders of at least 0.1% of all shares outstanding.
*
**
***
****
General Meeting
Supervisory Board
Management Board
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Management Board
of CD PROJEKT
The Management Board of CD PROJEKT acts in compli-
ance with the Commercial Companies Code, Company
Articles and Management Board regulations.
Appointment of Management Board members
[GRI 2-10]
Members of the Management Board, including the
President of the Management Board, are appointed by
the Supervisory Board of CD PROJEKT. Members of the
Management Board are appointed to a joint four-year term
of oce. In line with current practices, key factors which
determine appointment of members of the Management
Board include professional experience, knowledge and
educational background.
The current term of oce of members of the Management
Board of CD PROJEKT expires in 2025.
Powers of the Management Board
The Management Board handles all Company matters
which are not reserved to the General Meeting or the
Supervisory Board by the Commercial Companies Code
or Company Articles.
Among others, the Management Board of CD PROJEKT:
■ sets forth the Group’s business strategy, defines
its main goals, prepares financial plans for the
Company, and oversees implementation there
of so as to ensure that the adopted strategy,
goals and financial plans are realized;
■ works to ensure that Company management
practices remain transparent, eective and
consistent with legal regulations, best practices
for WSE listed companies and generally accepted
market standards.
Management Board regulations are adopted by an absolute
majority of votes. In case of a tie, the President of the Board
has the casting vote.
In 2022 the Management Board adopted 44 resolutions.
See the bios of members of CD PROJEKT’s
Management Board (including any notable
involvement in the work of corporate bodies
at other companies).
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Supervisory Board
of CD PROJEKT
The Supervisory Board acts in compliance with the Com-
mercial Companies Code, Company Articles and Super-
visory Board Regulations.
Appointment of Supervisory Board members
[GRI 2-10]
Members of the Supervisory Board of CD PROJEKT are
appointed and dismissed by the General Meeting. Members
of the Supervisory Board are appointed to a joint four-year
term of oce. At its first meeting, the Supervisory Board
appoints its Chairperson, Deputy Chairperson and Sec-
retary from among its members.
The current term of oce of the CD PROJEKT Supervisory
Board expires in 2025.
Supervisory Board members submit declarations attesting
to their independence
8
and the lack of any factual and
material links with shareholders who control at least
5% of the total number of votes at the Company. As of the
publication date of this report, two members of the
Supervisory Board (Michał Bień and Jan Łukasz Wejchert)
meet the independence criterion.
See the bios of members of CD PROJEKT’s
Supervisory Board (including any notable
involvement in the work of corporate bodies
at other companies).
Powers of the Supervisory Board
Among others, the Supervisory Board of CD PROJEKT S.A.:
■ supervises all areas of activity at the Company;
■ contracts licensed auditors to perform audits of the
Company’s annual financial statements and reviews
of its semiannual financial statements;
■ endorses petitions submitted by the Management
Board to the General Meeting;
■ authorizes the Management Board to buy and sell
properties, shares in properties, or perpetual usufruct
thereof;
■ prepares reports on remuneration of Members
of the Management Board and Supervisory Board,
as well as activity reports which contain a concise
assessment of the Company’s condition – including
its internal control system, risk management and
compliance.
Audit Committee
Activities of the Audit Committee are regulated by the
CD PROJEKT S.A. Audit Committee Regulations along with
the applicable legal regulations. The Audit Committee con-
sists of at least three persons appointed in an open ballot by
the Supervisory Board from among its own members. The
term of oce of the Audit Committee is consistent with that
of the Supervisory Board itself. Chairpersonship of the Audit
Committee is held by a member of the Supervisory Board
who meets independence criteria and is not the Chairperson
of the Supervisory Board. At least one member of the Audit
Committee should possess knowledge and skills in the scope
of accounting or auditing financial statements.
8
These refer to independence criteria defined in Art. 129 section 3 of the Act of 11 May 2017 on licensed auditors, audit firms and public supervision.
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General Meeting of
CD PROJEKT
The General Meeting of CD PROJEKT acts in compliance
with the Company Articles, General Meeting Regulations
and applicable legal regulations, including the Commercial
Companies Code. Shareholders exercise their rights
as defined in th Company Articles, General Meeting Reg-
ulations and applicable legal regulations.
Powers of the General Meeting
General Meeting approval is required for all decisions
regarded as crucial for the Company. Powers of this body
include:
■ approving financial statements and the
Management Board’s activity reports;
■ granting discharge on the performance of duties
to the Company’s Management Board and
Supervisory Board;
■ adopting a resolution on the distribution of profit
or coverage of the Company’s losses;
■ expressing an opinion on the Supervisory Board’s
reports;
■ appointing and dismissing Members of the
Supervisory Board;
■ amending the Company’s Articles of Association;
■ changing the Company’s share capital.
Among other matters, the General Meeting of
CD PROJEKT S.A. is also responsible for setting the
remuneration of Supervisory Board members
9
.
A General Meeting is held at least once per financial year.
General Meeting resolutions are adopted by a 3/5 major-
ity of votes cast, with the exception of matters where the
applicable regulations require a higher supermajority
of votes.
Conflict of interest
[GRI 2-15]
Rules to be observed in relation to a conflict of interest
are determined by the Company’s internal regulations
and the Commercial Companies Code.
According to the Management Board Regulations,
Members of the Management Board should notify the
Supervisory Board whenever a conflict of interest has
arisen or may arise in connection with their duties. A Man-
agement Board member may not, without express
approval of the Supervisory Board:
■ be a member of any corporate body of an entity
which is not part of the Company’s Group;
■ engage in competition with the Company;
■ be a partner in a civil law partnership or sit
on an ocial body of a limited company which
engages in competition with the Company;
■ be a member of an ocial body of any other legal
entity which engages in competition with the
Company;
■ hold at least 10% of shares or stock of a competing
company, or be empowered to appoint at least
one member of the management board of
a competing company.
9
with the exception of setting the remuneration of a Supervisory Board member delegated to perform the duties of a Management Board member in temporary capacity, which is instead handled by the Supervisory Board.
If a conflict of interest arises between the Company and
a Member of its Management Board, their spouse
or relative up to the second degree of kinship, or a person
with whom the member of the Management Board has
a personal relationship, the aected member should
declare that a conflict of interest has arisen and recuse
themselves from making any decisions in the relevant
matter. They may also demand that a corresponding note
be included in the meeting minutes.
According to Supervisory Board Regulations in circum-
stances when the adoption or non-adoption of a Super-
visory Board resolution would trigger a conflict of interest
involving a Member of the Supervisory Board, the aect-
ed Member should notify the Supervisory Board and
recuse themselves from further discussion and voting on
the resolution. A corresponding note is also included
in the Supervisory Board meeting minutes.
Thus far the Company has not encountered
a situation where a conflict of interest would
arise with respect to a Member of the
Management Board or Supervisory Board.
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Diversity on corporate bodies
of CD PROJEKT
[GRI 405-1]
In line with the Diversity Policy, a general non-discrimina-
tion principle applies to teams and bodies of CD PROJEKT,
and consequently also to members of the Management
Board and Supervisory Board, as well as other top man-
agers.
The Company’s policy with regard to its corporate bodies
and other top managers is to appoint creative individuals
who have the required competences, professional expe-
rience and educational background. Members of the Man-
agement Board and Supervisory Board possess expertise
in areas such as management and marketing, finance,
law and IT.
All Members of the Management Board of CD PROJEKT
have long standing experience as holders of managerial
positions at CD PROJEKT Group member companies.
Given the provisions of Directive (EU)
2022/2381 of the European Parliament and
of the Council on improving the gender balance
among directors of listed companies and
related measures
10
, as well as the regulations
which will be transposed to the Polish legal
order in association therewith, CD PROJEKT
will strive to take action to improve gender
balance on its corporate bodies.
Company activities related to improving gender balance
on corporate bodies will be taken in accordance with the
applicable regulations, and will acknowledge the opinions
of Members of the Supervisory Board or shareholders
who exercise their voting rights at the General Meeting
and are empowered to appoint Members of the Manage-
ment Board and the Supervisory Board respectively.
In 2022 the Management Board of CD PROJEKT consist-
ed solely of men, whereas the Supervisory Board included
one woman, who was also its Chairperson during the
reporting period
11
.
10
https://eur-lex.europa.eu/legal-content/PL/TXT/PDF/?uri=CELEX:32022L2381&from=PL
11
Starting on 1 January 2023 Ms. Katarzyna Szwarc is the Deputy Chairperson of the Supervisory Board of CD PROJEKT S.A.
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Remuneration policy for
members of the Management
Board and Supervisory Board
[GRI 2-19, 2-20]
The CD PROJEKT Remuneration Policy regulates the
remuneration of Members of the Company’s Management
Board and Supervisory Board, and is part of the overall
employment and compensation policy at the Group. In order
to avoid conflicts of interest related to the Remuneration
Policy, responsibility for adopting, enforcing and verifying
the Remuneration Policy is divided among various corpo-
rate bodies of the Company.
The Remuneration Policy is adopted by the General Meet-
ing at least once every four years. The Supervisory Board
develops elements of the Remuneration Policy on the
basis of a suitable authorization issued by the General
Meeting, and prepares recommendations concerning the
Policy’s eectiveness. The Management Board is charged
with enforcing the Remuneration Policy and preparing the
relevant documentation, as well as providing the Supervi-
sory Board with information required in the process of ver-
ifying and applying the Policy.
The overall aim of the Remuneration Policy is to create
favorable conditions for recruitment, retention and incen-
tivization of persons who possess competences and
experience required to ensure the Group’s further dynam-
ic growth.
The Remuneration Policy applicable to members of the
Management Board and Supervisory Board of the Com-
pany was submitted to a vote at the General Meeting on
28 July 2020, and duly approved by shareholders with
69.4% of votes cast in favor of the corresponding resolu-
tion.
As authorized by the General Meeting, on 27 August 2020
the Supervisory Board of CD PROJEKT announced detailed
provisions regarding specific elements of the Remunera-
tion Policy, among them – descriptions of components
of variable remuneration, criteria and deferment periods
applicable to variable remuneration as well as non-mon-
etary benefits which may be assigned to members of the
Management Board as part of their fixed compensation
packages.
The remuneration of a Management Board member
includes a fixed portion, i.e. a base salary which is assigned
on an individual basis by the Supervisory Board, pursuant
to the Remuneration Policy and consistent with the scope
of responsibilities of the given Management Board mem-
ber. Members of the Management Board may additionally
be assigned variable remuneration, which is dependent
on meeting certain objectives related to the Company’s
business performance – financial and non-financial. A claw-
back clause applies if variable remuneration is assigned
on the basis of erroneous information obtained from the
Management Board Member in the context of meeting the
aforementioned objectives, or if it is assigned in breach
of the applicable provisions of the Remuneration Policy
or conditions of assignment of variable remuneration.
The Supervisory Board may, by adopting a suitable resolu-
tion, assign a bonus to a specific member of the Manage-
ment Board for performing a certain task – such as eective
management of environmental issues, ensuring obser-
vance of the Company’s social responsibility commitments,
overseeing corporate governance practices at the Com-
pany, or accomplishing other managerial objectives
as defined by the Supervisory Board.
Members of the Supervisory Board obtain only fixed re-
muneration in the form of cash payments which are not
dependent on any performance indicators and are not tied
to the Company’s earnings. Remuneration of Supervisory
Board members is assigned on the basis of General Meet-
ing resolutions and must comply with the provisions of the
Remuneration Policy in force at the Company.
The Company does not assign to Members of its Manage-
ment Board and Supervisory Board any individual remu-
neration in the framework of retirement and pension
programs, early retirement programs, welcome bonuses
or – with regard to candidates for appointment to the
aforementioned bodies – monetary incentives to seek
such appointment.
Detailed information regarding the remuneration of mem-
bers of the Management Board and Supervisory Board of
CD PROJEKT can be found in the Management Board
report on CD PROJEKT Group activities in 2022, which is
available on the Company website at www.cdprojekt.com.
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Managing sustainability
at CD PROJEKT
[GRI 2-12, 2-13, 2-14, 2-17, 2-18]
At CD PROJEKT S.A. supervision of ESG reporting is the
responsibility of Piotr Nielubowicz, Member of the Board,
CFO. He participates in preparing the Report and reviews
the ESG disclosures contained within.
Setting and overseeing implementation of specific goals
related to ESG is the responsibility of Management
Board members tasked with supervising specific areas
of the Company’s activity. At CD PROJEKT, ESG matters
fall within the scope of activity of numerous teams and
departments, including HR, payroll, internal communi-
cation, diversity and inclusion, administration (incl.
environmental issues), IT, operations, legal (incl. matters
related to compliance, IP and corporate law), taxation,
community, PR and others. The Management Board has
delegated to leads of these teams and departments
the responsibility for managing ESG issues related
to their respective profiles.
In 2021 Members of the Management Board of
CD PROJEKT and other top managers at the CD PROJEKT
Group took part in a materiality assessment which iden-
tified key non-financial aspects of the Group’s activity.
In 2022 this materiality assessment was revised, with
involvement of top executives at CD PROJEKT, as a result
of which two topics were added to the list of issues
regarded as material: maintaining stable long-term re-
lations with key suppliers and business partners, and
social engagement.
In 2022 a separate ESG team was created within the
framework of the CD PROJEKT Investor Relations de-
partment. This team is responsible for coordinating ESG
disclosures at CD PROJEKT and throughout the Group,
and for overseeing implementation of the Group’s strat-
egy insofar as it relates to sustainability.
In 2022 the President of the Management Board and the
Vice President-CFO took part in workshops devoted to
assessing the business value of diversity at CD PROJEKT.
The Vice President-CFO furthermore participated in
a training course concerning compliance-related disclo-
sures and their relation with the environmental taxonomy
for sustainable activities. In addition to the above, each
member of the Management Board participated in meet-
ings concerning key aspects of ESG which fall within
their respective areas of responsibility. The resulting
materials were used to formulate our ESG ambitions,
later enshrined in the CD PROJEKT Group’s Strategy
document.
According to the adopted Compliance Policy, the Chief
Compliance Ocer, together with the Privacy & Compli-
ance team informs the Management Board of actions
undertaken in the scope of compliance. Information
regarding material risks related to CD PROJEKT activities
is conveyed to the Management Board by the Risk Man-
agement Committee.
As mandated by the Best Practices for WSE Listed Com-
panies, the Management Board prepares and submits
to the Supervisory Board annual reports on the operation
of the internal control system, risk management, com-
pliance and internal audit. These reports contain, among
others, a description of actions undertaken in the scope
of risk mitigation, compliance (including ethics), internal
regulations, investigations related to the internal whis-
tleblowing system and training activities. The Supervi-
sory Board prepares annual reports which express
(among others) its assessment of the above systems and
submits them to the Ordinary General Meeting for
approval. Moreover, the Chief Compliance Ocer is able
to submit reports directly to the Supervisory Board and
the Audit Committee.
Additional sustainability training courses for members
of the Management Board and Supervisory Board of the
Company are scheduled for 2023.
No assessment of the Management Board’s performance
in the scope of managing the impact of environmental,
social and governance issues at CD PROJEKT was carried
out in 2022.
Managing sustainability-
related risks
In 2021 a Risk Management Procedure was instituted at
CD PROJEKT. Based on this procedure we identify, assess
and analyze risks, and make decisions related to further
management of strategic risks.
The goal of the risk management process at the Compa-
ny is to ensure an acceptable level of risk for all identified
threats. In the framework of identifying strategic risks, the
Company also identifies opportunities which may have
a positive impact on the analyzed risk events.
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A Risk Management Committee has been set up at the Com-
pany, consisting of Risk Owners, i.e. top managers
or executives charged with coordinating specific areas of
the Company’s activity. Risk management at each member
company of the CD PROJEKT Group is the responsibility
of that company’s management board.
Additional information regarding the risk management
system in place at CD PROJEKT S.A., along with a descrip-
tion of risks identified as material for the CD PROJEKT
Group and a description of actions undertaken to mitigate
such risks, can be found in the Management Board report
on CD PROJEKT Group activities in 2022.
The following ESG-related risks have been identified
as material and are managed in accordance with the Risk
Management Procedure.
Team-related risks:
■ Risk associated with availability and recruitment
of specialists
■ Risk associated with departure of team members
■ Risk of noncompliance with employment
regulations
Environmental risk:
■ Risk of facing regulatory and market pressure
to undertake activities related to environmental
and climate protection
Business model risks:
■ Risk of temporary restriction of access
to distribution channels which carry the Group’s
products, or to certain markets and hardware
platforms
■ Cybersecurity risks related to leakage, loss
or unauthorized modification of data
■ Risk of unavailability of IT infrastructure or service
■ Risk associated with processing personal data
■ Risk associated with entering new market
segments
■ Risk associated with intellectual property rights
■ Risk related to collaboration with key suppliers
■ Risk associated with focusing on a limited number
of projects with long investment cycles and
unpredictable commercial potential
■ Risk of failure to meet production goals
A detailed list of risks and opportunities related to climate
change can be found in the Environment section.
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OUR APPROACH
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CD PROJEKT Group
stakeholders
[GRI 2-29]
Key stakeholders are entities which have
a material impact on the operations of the
Group and the Company, and which are
aected by the Company’s activities
in the public economic and social spheres.
We preceded our preparation of the CD PROJEKT Group
Sustainability Report for 2022 by a review of key stake-
holder groups, based on the Johnson&Scholes matrix.
Below we list the key groups of stakeholders with which
we interact.
The overall aim of engagement is to ensure that stake-
holders are kept up to date on the Company’s daily aairs,
and also that they are able to share their opinions regard-
ing our ongoing activities.
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Key stakeholders Type of engagement
External stakeholders
Gamers and customers
Proactive and reactive communication with gamers – direct communication during trade fairs and live meetings with the community
hosted by the Group and indirect interactions through social media and portals.
Capital market
■ institutional and retail investors
■ rating agency analysts, including
ESGrating agencies
■ sell-side analysts
■ buy-side analysts
■ representatives of capital market
institutions and organizations
We endorse transparency – we provide detailed and transparent information in the form of press releases, current reports and periodic
reports regarding financial performance indicators and key operating and corporate events. We also engage in direct dialogue during
meetings, conferences and conference calls, and also by responding to inquiries on an ongoing basis.
We care about providing transparent information on our investor relations website. We organize and broadcast General Meetings
ofShareholders at which we facilitate real-time remote voting. Each year we participate in over a dozen international conferences
androadshows dedicated to institutional investors, and in selected events targeting individual investors. We run a dedicated investor
relations profile on Twitter: @CDPROJEKTRED_IR.
Information regarding CD PROJEKT and its current activities is provided in two language versions – in Polish and in English.
Business partners (suppliers and clients)
We maintain business relations through individual meetings, phone calls and e-mail discussions. Our agreements are based
onfairstandards of cooperation complying with the internal policies of both parties.
Media:
■ trade journalists
■ finance and economic journalists,
■ web creators
■ opinion leaders
Our PR, marketing and investor relations departments remain in constant contact with representatives of the media, internet creators
and opinion leaders. Communication entails, among others: publishing current and periodic reports, distributing press releases,
holding press conferences, actively communicating in social media and delegating Company representatives to take part in trade
events, interviews and expert panels.
Internal stakeholders
Team members
We stay in touch with our team members – among others via meetings, e-mail, surveys, opinion polls, periodic reviews and
feedback collection. Team members are also able to submit reports of potential irregularities, either directly or using anonymous
contact forms.
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Assessing the materiality
of ESG topics
[GRI 3-1, 3-2]
An initial ESG materiality analysis was carried out in 2021.
It involved a broad pool of internal and external stake-
holders, and was based on anonymous surveys and
in-depth interviews.
The analysis carried out in a 2021 produced an ESG
materiality matrix for the CD PROJEKT Group, with key
topics described in terms of their relevance to stakehold-
ers and importance for the Group’s development.
The outcome of the materiality analysis process led us
to formulate five ESG-related ambitions for inclusion
in the CD PROJEKT Group Strategy Update, which was
published on 4 October 2022.
In November 2022, on the basis of internal and sectoral
surveys, we carried out a review of ESG topics identified
as material in our 2021 report. This process took place in
the framework of internal analyses involving top manage-
ment at CD PROJEKT, where we analyzed the CD PROJEKT
Group’s impact on the environment and the economy.
Subsequently, we defined specific areas where we intend
to maximize our positive impact while minimizing negative
impact.
Assessing the materiality of ESG topics
Review of key groups of stakeholders for the Company and the Group
Initial list of topics regarded as material for the purposes of reporting:
■ listing 22 topics regarded as material for our market sector, based on our own assessment and analysis
ofdisclosures provided by companies representing the global gamedev industry
Dialogue with stakeholders:
■ using anonymous surveys and in-depth interviews to determine stakeholders’ expectations
regarding priority ESG disclosures
Preparing a materiality matrix:
■ CD PROJEKT S.A. Management Board approval for the materiality matrix which identifies material
ESGtopicsfor the purposes of reporting
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Materiality matrix of ESG topics for CD PROJEKT Group
OUR PRODUCTS
1. Ensuring accessibility of games – adapting games for individuals with special needs
2. Ensuring in-game diversity
3. Gamers’ health and safety
GAMERS
4. Community moderation; listening to feedback; dialogue
5. Supporting the gaming industry
6. Responsible marketing communications
GOVERNANCE
7. Clearly defined rules and norms related to Company management and directions of growth
– enshrined in a formal Strategy document
8. Privacy of clients and customers; personal data protection; guarding against cybercrime
9. Business ethics: fair competition, respect for intellectual property, counteracting corruption
and preventing other irregularities
10. Stable long-term cooperation with key suppliers and business partners
11. Screening suppliers with regard to quality of supplies as well as environmental and social aspects
(human rights, child labor, etc.)
TEAM MEMBERS
12. General health and safety
13. Training and career development
14. Well-being, workplace comfort and ergonomics
15. Diversity and inclusion; equal treatment
16. Satisfaction and motivation
ENVIRONMENT
17. Responsible use of utilities (limiting consumption of water and energy) and waste management
18. Working to reduce greenhouse gas emissions in business activities and throughout the value chain
19. Product (game) packaging)
20. Environmental awareness among team members
SOCIAL RESPONSIBILITY
21. Social initiatives and cooperation with NGOs
22. Sponsorships and charity work
EFFECT ON CD PROJEKT GROUP
STAKEHOLDER INTEREST IN CD PROJEKT GROUP
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Compared to last year’s list of relevant ESG topics, the up-
dated list includes long- and short-term collaboration with
key suppliers and business partners, as well as social
engagement..
List of key ESG topics for the CD PROJEKT Group
[GRI 3-2]
■ Talent acquisition
■ Team members’ satisfaction and motivation
■ Training and professional development of team
members
■ Diversity and inclusivity, equal treatment,
well-being
■ Reducing our impact on the environment
and on the climate
■ Long-term, stable collaboration with key suppliers
and business partners
■ Business ethics: fair competition practices,
respect for intellectual property, combating
corruption/fraud
■ Privacy of clients and team members; securing
personal data, combating cybercrime
■ Responsible marketing; moderating
communication with the gamer community
■ Social engagement
The next materiality analysis is scheduled for 2023, based
on CSRD
12
and ESRS
13
.
12
Corporate Sustainability Reporting Directive
13
European Sustainability Reporting Standards
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Ambition 1.
Provoke reflection through memorable stories
Potential impact
Environmental Social Economic
No impact Positive impact No impact
We believe we can influence the world at large by devel-
oping games which enrich gamers’ perceptions. This is why
we do not shy away from confronting socially important
topics in the stories we tell. Our games depict social ine-
qualities, the various paths people take through life, and
the problems they face. We want to make sure that the
characters populating the worlds we create represent
a diverse set of mindsets, social groups, and backgrounds.
In The Witcher 3: Wild Hunt, we tackle, among others, the
issues of domestic violence, strained family relationships,
and discrimination. For its part, Cyberpunk 2077 addresses
alienation and dehumanization of society. Our products
reach millions of people around the world — so we want
to focus on what’s important and encourage gamers to
reflect upon the choices that surround them.
Ambition 2.
Be a company people want to be a part of
Potential impact
Environmental Social Economic
No impact Positive impact Positive impact
Our team is our greatest value, and actions which benefit
the team are also in the interest of social responsibility
– particularly in the area of human rights, where we strive
to support the well-being of our team members and follow
best practices associated with the labor market. We exert
a positive eect on the economy as the largest employer
in the Polish gaming industry, with 1 292 people working
at the Group. We are aware that a motivated team is a pre-
requisite of product quality and innovation, which in turn
has a positive impact on our business performance and
thereby also on the economy. We continually monitor labor
market trends and take action to be seen as the employ-
er of choice for people who wish to pursue a career in the
digital entertainment industry. Our unique organizational
culture helps foster involvement, a sense of belonging
and long-term relations with other employees.
Analysis of the eect of material ESG topics
on the environment, society and economy
[GRI 3-3]
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Ambition 3.
Continue the green transformation
on our campus and beyond
Możliwy wpływ
Environmental Social Economic
Negative impact No impact No impact
Potential negative impact on the environment results from
the use of natural resources in ongoing activities, as well
as consumption of energy which is required to play our
games. To limit our footprint in this area in 2022 we adopt-
ed an ocial Environmental Policy where we pledge to cal-
culate and monitor our carbon footprint, work to reduce
greenhouse gas emissions throughout our value chain,
promote responsible management of resources and
optimize our energy requirements. We also work to raise
environmental awareness among our team members
as well as business partners and tenants who engage
in business activities on our premises.
Ambition 4.
Build relationships based
on trust and transparency
Możliwy wpływ
Environmental Social Economic
No impact Positive impact Positive impact
Our actions to gain trust and increase our transparency
and reliability in daily business practice may have a positive
impact on the society and the economy. When dealing with
capital market representatives we aim to provide everyone
with equal access to information about the Company, and
to ensure that the information we disclose remains up-to-
date, comprehensive and accurate. We also manage the
impact of our business dealings by observing a range
of policies and procedures, chief of them being Rules of the
Game. Business and Ethics Standards at the CD PROJEKT
Group, which guide our approach to issues such as human
rights, counteracting corruption or resolving conflicts of
interest. In 2023 we intend to adopt the Code of Conduct
for Suppliers. Our social impact in this scope is also man-
aged by maintaining dialogue with the gamer community.
Being able to reach a broad pool of customers aects
CD PROJEKT’s earnings and thereby the taxes we pay
in Poland, which further benefits the economy.
Ambition 5.
Use our resources and competencies
to support others
Możliwy wpływ
Environmental Social Economic
No impact Positive impact No impact
We express our values by sharing our knowledge, skills
and resources. In this scope, we benefit the society by
maintaining our scholarship and mentoring program titled
“Girls in the Game!”, organizing the Promised Land Art
Festival and providing team members with opportunities
to engage in charitable activities. We also react to chang-
es in our social environment, as evidenced by our support
for victims of the war in Ukraine. Such actions are guided,
among others, by our Donations Policy.
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Summary of implementation of ESG goals in 2022
In our report for 2021 we listed – for the first time ever – specific operating goals in the scope of environmental, social and governance activities for 2022. These goals are aligned
with the UN’s 2030 Agenda for Sustainable Development. Below we provide a summary of our to-date work to achieve each goal.
Summary
Governance and organization
Creation of the ESG Strategy
in CD PROJEKT S.A.
Achieved. Our ESG strategy, which encompasses five ambitions related to sustainable development, is presented as part of our
business strategy in the “Our approach to ESG” deep dive presentation.
Formalization of the compliance system
in CD PROJEKT S.A., including protection
for whistleblowers, fighting corruption and
protecting human right
Achieved*. We instituted a Procedure for Reporting Irregularities and an Anti-Corruption Policy. Protection of human rights
was enshrined in Rules of the Game. Business and Ethics Standards at the CD PROJEKT Group, while our Human rights
policywaspublished on our corporate website at www.cdprojekt.com under the “ESG” tab.
Growing the number of training sessions
regarding the law and ethical behavior
in business among other things, in
reporting violations, including undesirable
behavior in mutual relations and inclusive
leadership
Achieved. PWe carried out a range of training activities encompassing legal and ethical aspects of business, incl. training for
TrustedPersons on recognizing undesirable behavior; 2 open webinars covering IPR protection in the videogame development
process, as well as open webinars on anti-mobbing policy, cultural dierences and inclusive speech. Detailed information
regardingtraining and webinars held in 2022 can be found in the section titled Rules of the Game and other internal regulations.
Unifying the standards for managing
information security in the CD PROJEKT
Group, among other things, by adopting
the Information Security Policy in the
CD PROJEKT Group
Achieved. We adopted the CD PROJEKT Group Information Security Policy. Its rollout was accompanied by a series of cybersecurity
webinars, mandatory for all employees.
*achieved in the first quarter of 2023.
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Social area
Preparation of a strategy and goals for
CD PROJEKT S.A. in the Diversity and
Inclusion area, in consideration of the
business value arising from D&I and while
creating D&I-related standards and rules
significant for the organization and while
creating D&I-related standards and rules
significant for the organization
Partly achieved*. We assessed the business value of diversity and inclusion, developed a D&I strategy
andsetD&Igoalsforthecoming years.
In line with our adopted strategy, we intend to implement D&I norms and rules important for CD PROJEKT
Establishment of a strategy and action
plan to increase the share of women
in the workforce of CD PROJEKT S.A.,
including in management position
Achieved*. Our adopted Diversity and Inclusion strategy identifies goals and actions undertaken with the aim to increase
theshareof women in the overall CD PROJEKT workforce, including among holders of managerial posts.
Launch of a comprehensive array
ofdevelopment programs for the
CDPROJEKT S.A. team, including as
part of general, managerial and expert
development paths, and assessment
ofhow eective the activities have been
Achieved. We rolled out a comprehensive package of general, managerial and expert training courses, along with training
eciencyassessment based on the Kirkpatrick model.
Preparation of an Employer Branding
strategy and goals for CD PROJEKT
S.A., including the launch of a regularly
repeated internship program at
CD PROJEKT S.A
Achieved*. We developed and ocially adopted an Employer Branding strategy; the first edition of our internship program
tookplace in the summer of 2022.
*achieved in the first quarter of 2023.
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Pursuit by the CD PROJEKT Group of a
series of activities focused on supporting
people aected by the armed conflict in
Ukraine
Achieved. We undertook a range of actions to assist victims of the conflict in Ukraine, including a direct cash donation
tothePolishHumanitarian Action in the amount of 1 million PLN, earmarked for this purpose.
Environmental area
Adoption and publication of the
CD PROJEKT S.A. Environmental Policy
Achieved. We implemented and published the CD PROJEKT S.A. Environmental Policy.
Development and implementation
of an environmental management
system at CD PROJEKT S.A
Partly achieved. We developed procedures which are part of an environmental management system, identified and assessed
environmental aspects of our activities, and analyzed environmental opportunities and threats.
Calculation of CD PROJEKT Group’s
carbon footprint in 20222 in line with
Scope 3 of the GHG Protocol3 and
determination of the greenhouse
gasemission reduction target
Partly achieved*. We calculated our Scope 3 carbon footprint.
We intend to set reduction targets in 2023.
Identification and assessment of climate
change risk according to the guidelines
of the Task Force on Climate-related
Financial Disclosure (TCFD)
Achieved. We identified and assessed climate change risks in accordance with TCFD guidelines (this action had originally
beenscheduled for 2023).
* achieved in the first quarter of 2023.
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OUR GAMES
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[GRI 3-3]
ESG ambition: To provoke reflection through
the memorable stories we tell in our games
We believe we can leave a strong mark on the world by
creating games which broach important subjects and
provoke reflection.
To create memorable storylines, unconventional charac-
ters, and immersive worlds we must provide our devel
-
opers with a creative work environment along with artis-
tic freedom. This freedom – unconstrained by external
factors – is necessary if we want our stories to go to the
hearts of gamers the world over.
Marcin Blacha, VP, Narration w CD PROJEKT:
“At CD PROJEKT, we are committed to create virtual worlds
that are as immersive as possible and provide gamers
with high quality entertainment. For this reason, we create
a reality that is credible and internally consistent. We reflect
the diversity of our world in large and small things and its
bright and dark sides. This is how we create fantastic
worlds inhabited by people of flesh and blood entangled
in events that are emotionally engaging. We believe that
only such deep worlds may engage gamers enough
so that they want to come back to them. Depth is achieved
by designing digital reality from various elements in such
a way that it can be fashioned into a mosaic.
Gamers are the final creators of this mosaic. By replaying
the stories we prepared using their expectations, they cre-
ate their own experiences and the game as an interactive
medium makes this possible by oering a variety of choic-
es. Our customers live in dierent places of the world.
They are shaped by dierent cultures and local conditions,
so we must make sure that everyone can find elements
to create their own subjective experience in the worlds
we create and in the stories we tell.
We are making eorts to place in our games characters
of dierent personalities, social classes, ethnic groups and
sexual preferences. We show the inequality that exists in
the world, the diverse paths that people take, as well as var-
ious problems they must overcome. The man, with all his
flaws and virtues, is at the center of our interest. This is
why we do not shy away from controversy but try to arm
all that is best in humanity. When we introduce new char-
acters into our stories, first we must make sure that we
have created an interesting heroine or hero and then take
a broader view on our creation, to make sure that the
character is a good fit for the contrasting world we have
created and in the emotionally-charged story.
We believe that, in a world in which good interacts with evil,
people are capable of the very worst deeds, but also of the
very best ones. We are also aware that daily life in the
world is not always an arena for the struggle between good
and evil; it is comprised of small wrongdoings and small
heartfelt gestures. People seek their place in the world
by taking winding paths, facing the challenges created by
misfortune, nature and society.
For us, presenting the daily struggle for a better life is usually
more interesting than clashes of ideas.
Our games reveal the inequalities that exist in the world,
the paths people take through life, and the problems they
face. We try to create distinctive characters who face
ambiguous choices and whose decisions are weighed
with consequences.”
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OUR TEAM
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The Group’s greatest strength and value are rooted in our
team. We hire energetic individuals who are passionate
about delivering top-notch products and services consist-
ent with global standards. Their talent, commitment and
motivation make up the CD PROJEKT Group’s human
capital. They and their creative ideas drive the success
of our company.
The fundamental document governing the rights and
obligations of CD PROJEKT employees is our set of Work
Regulations. They are applicable to all employees as
required by Polish labour law – regardless of contract,
type of work performed and position held.
At yearend 2022, the CD PROJEKT Group had 1 292 sta
members, i.e 8% more than the year before. 78% of them
were members of the CD PROJEKT S.A. team, 12% belonged
to the GOG team, 4% were members of The Molasses
Flood team and 5% were employees of other companies
comprising the Group.
At yearend 2022 65% of CD PROJEKT Group employees
were developers, with back oce and publishing depart-
ments accounting for 18% and 17% respectively.
14
The videogame industry is characterized by strong autonomy of cooperating individuals and businesses. This is particularly true of creative aspects of the production process, such as storyboarding, conceptual design,
artistic vision, 2D and 3D model design, animation, programming, sound recording and gameplay design. The outcomes of each stage often constitute distinct creative works in the sense of the Act on Copyrights and
Related Rights. Given the specific nature of our environment, the Group’s products and services rely to a great extent on collaboration with individuals who are not bound by standard employment contracts. Accordingly,
the Company sees fit to extend the description of its workforce to include individuals who are not on the payroll, but nevertheless contribute to videogames and other services oered by the Group. In light of the above,
this section provides a comprehensive description of a team of independent specialists who regularly collaborate with the Group and who directly influence its operations and growth prospects, regardless of their
contractual ties to the Group (employment contract, contract for work, contract of mandate, permanent collaboration, appointment or any other type of contract used in countries where the Group’s foreign subsidiaries
carry out their core activities), and duration thereof (permanent contract, fixed-term contract, project, trial period etc.)
ESG ambition
To be a company people want to be a part of
Key areas
■ Talent acquisition
■ Satisfaction and motivation
■ Training and career development
■ Diversity and inclusion, equal treatment, well-being
Goals
■ 2025: Increasing the engagement score for CD PROJEKT
employees to at least 75% (currently at 70%; measured
using the Culture Amp tool)
■ 2023: Improving team diversity, among others by carrying
out a survey of career development requirements and
obstacles faced by female employees, and preparing
recommendations based on its results.
Sustainable
Development Goals
Employment at the CD PROJEKT Group
by type of work performed
31.12.2020 31.12.2021 31.12.2022
Devs Publishing Back oce
0
300
600
900
1200
1500
1177
768 837
226
229
766
221
209
231
178
1196
1292
CD PROJEKT as an employer
[GRI 3-3]
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At yearend 2022 the vast majority of the CD PROJEKT RED
dev team – 83% of employees – worked out of the Group’s
Warsaw oce. 9% of employees were based in Kraków,
5% in Wrocław and 3% in Vancouver.
The CD PROJEKT turnover rate (i.e. the ratio between the
number of departures and the total number of employees)
was 14.3% in 2022, which was nearly 6% lower than in 2021.
The reasons behind this decrease are twofold.
On the one hand, there was increased churn in 2021
in the aftermath of the release of Cyberpunk 2077 in 2020
– note that it is a common occurrence in the videogame
industry for some team members to seek other employ-
ment once a project has been completed. On the other
hand, however, in recent years we initiated a number of
activities aiming to further improve working conditions and
enrich the compensation packages oered to employees.
This promotes engagement, improves job satisfaction,
and – as a result – reduces employee turnover.
RED Teams Representatives (RTR)
[GRI 2-30]
In 2021, the Company appointed RED Teams Representatives
(RTR). RTR is an advisory body to the CD PROJEKT Manage-
ment Board, which represents the interests of CD PROJEKT’s
employees. It consists of thirteen team members represent-
ing all areas of CD PROJEKT’s structure. RTRs are elected for
yearlong terms in anonymous and democratic elections from
among all employees who do not hold directorial or other
senior positions at the organization.
The main task of RTRs is to identify areas which need
improvement, proposing solutions and cooperating with
the Management Board on implementing these solutions.
Irrespective of the actions of RTRs, we respect
everyone’s right to unionize and engage in
collective bargaining. Our commitment in this
regard is expressed in Rules of the Game.
Business and Ethics Standards at the
CD PROJEKT Group. In 2022 there were
no active trade unions at the Group and
no collective labor agreements in place.
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Talent acquisition
We want to create conditions which would enable us to
attract, retain and incentivize individuals who possess key
skills and experience required for further dynamic growth
of the Group. This is one of the most important factors
which enable us to compete for talent on the global elec-
tronic entertainment market.
To familiarize potential candidates with the working con-
ditions at CD PROJEKT and improve our talent acquisition
potential, in 2022 we rolled out an employer branding
strategy, focusing on improving our perceived attractive-
ness as an employer (which is expected to result
in a greater number of applications from appropriately
skilled candidates), and on increasing employee engage-
ment.
In 2022 CD PROJEKT received over 45 thousand job
applications (compared to over 30 thousand in 2021).
255 candidates were successfully recruited.
On 1 July 2022 we launched our first-ever
summer internship program (RED SUMMER
INTERNSHIP), which, given the ongoing global
events (war in Ukraine) was enlarged to provide
additional places for young Ukrainians. From
among more than 4 800 applicants, we selected
31 interns who joined 20 dierent teams.
Following three-month internships, 25 of our
interns received oers of employment.
Given that our candidates hail from all around the world,
in some cases acceptance of a job oer triggers a relo-
cation process. In the scope of relocation we organize
– and later coordinate – immigration and settlement
in Poland for the candidate and their loved ones, and also
provide ongoing advice and assistance.
Number of relocations and countries of origin of relo-
cated employees
Year
Number of
relocations
Countries
of origin of the
relocated persons
2022 27 19
2021 28 17
2020 24 16
Interested in joining the CD PROJEKT Group?
Curious about our recruitment process?
Visit www.cdprojektred.com and reply to
a selected job posting – or just send us your
spontaneous application!
Employee recommendation system
CD PROJEKT employees are able to recommend candi-
dates for open positions using our internal system.
In 2022 we recruited 38 persons through the employee
recommendation system (compared to 36 in 2021 and
14 in 2020).
Candidate experience surveys
We strive to improve our recruitment process and appre-
ciate any feedback from people who have taken part in
it. At CD PROJEKT we measure the quality of our recruitment
by conducting candidate experience surveys (since
2020). In this scope, any candidate who was not ultimate-
ly oered a position, but who took part in at least one
interview, is sent a survey where they can broadly rate
and comment upon our recruitment process.
According to candidate experience surveys
gathered in 2022:
■ 86% of candidates would recommend
applying to CD PROJEKT or contacting
our recruiters;
■ the most important factors from the point
of view of applicants included our brand
reputation (94%), type of job sought (67%)
and our products (61%).
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Satisfaction and motivation
At CD PROJEKT we want to surround ourselves with people
for whom work is a passion and a source of professional pride
– people who want to join us to create unique and inspiring
games which go straight to the hearts of gamers from around
the world.
It is with our team in mind that we strive to build a healthy
work environment where everyone can pursue their ambitions
and expand their knowledge and skills. In our daily practice
we work to make sure that every employee feels their con-
tribution to CD PROJEKT matters, and that their voice is heard.
We also take care to provide fair and equitable remuneration
– we continue to improve our practices in this regard in a bid
to attract and retain top talent at our studio.
Training and professional
development
[GRI 404-2]
A Training and Development Team operates at CD PROJEKT
with the aim to enable all employees to improve their profes-
sional skills. Professional development involves not only
improving one’s technical skills and specialization, but also
soft skills and exchange of experiences among teams.
In 2022, similarly to preceding years, we provided open pro-
fessional development paths geared to improve key strategic
skills of RED team members, as well as individual training
plans available to all employees.
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CD PROJEKT oers an open-access training and devel-
opment platform called HR Skill Tree. It enables sta
to sign up for training, conferences and industry events,
keep track of all development meetings conducted with
HR Partners and obtain access to in-house training and
development materials.
In 2022 87% of employees took part in at least
one training course (compared to 76% in 2021
and 57% in 2020).
General development path
The general development path covers training in the scope
of soft skills, such as management of emotions, providing
feedback, negotiating and managing impression. This train-
ing is organized on a periodic basis and open to all em-
ployees.
In 2022 general training activities attracted 641 partici-
pants.
In addition to soft skills, in 2022 we also organized train-
ing sessions in the following areas:
■ mandatory training on online safety organized
in collaboration with Zaufana Trzecia Strona
(with more than 750 persons participating)
at Polish locations, and with the KnowBe4
platform at our foreign oces;
■ training on how to deal with mobbing, or bullying,
conducted by Diversity Hub (58 participants);
■ UX training conducted by an expert
– Celia Hodent (109 participants);
■ intercultural competences training conducted
by Diversity Hub (80 participants);
■ Agile methodology training – a total of
27 training sessions aimed for developers,
with 277 participants, along with back-oce
training sessions attended by 38 participants.
A set of workshops and open training events also took
place in the reporting period, organized on the initiative
of individual team members willing to share their expertise,
among others in the area of:
■ storytelling and quest design in games
(16 workshops);
■ programming (16 workshops);
■ IPR in the gamedev industry (2 workshops).
42 foreign sta members at CD PROJEKT participated in
Polish language classes in 2022. On average, 43 classes
were held per month, for a total of 383 hours of instruction
in 2022. For those employed in the back oce, the studio
also arranged English language classes. In 2022, 64 par-
ticipants took advantage of this opportunity – an average
of 135 classes were held monthly, or a total of 1 548 hours
of English language training throughout the year.
Managerial development path
Improving the leadership skills of managerial staff is par-
ticularly important for implementing the Group’s business
strategy. In 2021, we created a new long-term develop-
ment program at CD PROJEKT to enhance key compe-
tences of our managers. The program is tailored to chal-
lenges existing at various management levels and involves,
on average, 90 hours of instruction. Each manager may
choose the training type, level of advancement and formula,
all tailored to their individual preferences and needs.
The diverse offer includes both online and onsite workshops
that are available in two language versions. Moreover, we
diversified the forms of our training courses by offering
training based on strategic games, case studies, action
learning and short workshops (compact learning) lasting
2 hours each. The path begins with the Get Ready to Lead
training which prepares newly promoted or newly hired
managers to perform their roles. Get Ready to Lead consists
of several workshop meetings lasting a total of 17.5 hours.
Follow-up modules are dedicated for more experienced
managers, and focus on skills such as managerial courage,
change management or employee development. In 2022,
we trained a total of 164 persons under this program.
All development programs – for managers and otherwise – are
assessed for their effectiveness. In this process we employ the
Kirkpatrick model, which, in addition to measuring trainee sat-
isfaction, also takes into account knowledge gain and behav-
ioral changes – i.e. the outcome of training. This helps us ensure
that the programs have the desired effect and properly address
the needs of the organization and its employees, thereby con-
tributing to implementation of the Company’s strategy.
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Rating and feedback system
[GRI 404-3]
The ongoing Agile transition at CD PROJEKT RED required
us to adapt the employee appraisal criteria to the new
approach in team management. The essence of the chang-
es in the employee appraisal system rolled out in 2022
is to shift focus from assessing the individual effort of each
staff member to joint effort for the purpose of incentivizing
more effective communication processes and attaining
high-quality goals.
One of the ways in which we supported our Agile transi-
tion in 2022 is continued bolstering of CD PROJEKT’s
feedback culture. Our activities in this area include
encouraging all staff members to provide feedback to
their colleagues and continuing to develop tools which
assist in this process (360-degree assessment, 180-degree
assessment, feedback tab in employee portal). In addition,
in the context of this activity in 2022 we launched a day-
long training course called “Daily feedback – give & receive”,
which is available to all employees.
In 2022 (similarly to 2020 and 2021) 100% of
CD PROJEKT employees received, on at least
one occasion, feedback concerning their
attitude and quality of work in the given period.
Culture Amp engagement survey
In order to better address the needs of our employees
and remain up to date on the challenges they face,
in 2022 we rolled out the Culture Amp tool for measuring
team engagement. This helps us keep track of the condition
of our organization and implement – in collaboration with
employees – solutions which aim to increase engagement.
The first Culture Amp survey was carried out in the fall
of 2022. Currently, based on its results, we are implement-
ing a range of initiatives on the level of the organization
as a whole, as well as within individual teams. In 2023 we will
focus on bolstering leadership, enhancing collaboration
between teams, supporting feedback and appraisal
activities, improving the efficiency of internal communi-
cation, and further expanding our offer for employees.
Engagement score for CD PROJEKT employees
Share of employees participated in the Culture Amp survey
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Approach to remuneration
[GRI 2-20]
At CD PROJEKT we attach great importance to equal
treatment of all our team members. Our commitment in this
regard is expressed in Rules of the Game. Business and
Ethics Standards at the CD PROJEKT Group. We continue
to improve our personnel-related policies with the aim to
ensure equitable remuneration and career development
opportunities for all our employees regardless of gender,
age or nationality. Our practices in this regard are con-
sulted with key internal stakeholders.
To make sure that our remuneration is consistent with
market standards, we carry out annual reviews of our pay
grid, comparing our salaries to market benchmarks.
We also monitor the Compa Ratio (CR) indicator.
Given the structure of employment in the gamedev indus-
try, both in Poland and globally, and the resulting difficul-
ties in obtaining comparative data for all tiers of the
corporate hierarchy, at CD PROJEKT pay gap analysis
– which assesses potential differences in remuneration
offered to men and women – is based on Compa Ratio
indicator. This indicator, in our opinion, accurately reflects
the variance in remuneration which may be attributable
to employee gender.
Compa Ratio (CR) for all employees
15
in 2021 and
2022
2021 2022
97% 97%
CR provides a baseline for determining the midrange point
of compensation brackets at each level. The listed values
represent CR derived for women and men respectively.
We regard 97% as a very good result, made possible by our
longstanding remuneration policy. The slight dierence
(3%) in favor of men is generally due to their longer aver-
age duration of employment at the Company, which trans-
lates into additional job experience.
Benefits for team members
[GRI 401-2]
In addition to financial remuneration for sta, CD PROJEKT
also oers several fringe benefits. Their scope depends
on the place of employment and is independent of work-
ing hours.
■ Healthcare – we provide funding or co-funding
of medical subscriptions in private medical
facilities such as ENEL-MED, LUXMED and
MEDICOVER, operating throughout the country.
It is also possible to include family members
or a partner in this form of insurance coverage.
■ Cafeteria benefits plan – in 2022 we rolled out
a cafeteria plan where the Company, monthly,
adds points to participants’ personal accounts.
Team members may exchange these points for
a range of additional benefits, including sports cards,
additional medical coverage, or one-o perks
such as movie/theatre tickets or vouchers
redeemable in selected stores. The plan is
successively being expanded based, among
others, on employee feedback.
■ Campus gym – the Warsaw studio operates
a gym which is available 24 hours a day, 7 days
a week, and staed by a personal fitness trainer.
■ Flexible working hours – CD PROJEKT oers
flexible working hours. Team members may start
their working day between 8 and 10 in the morning.
■ Dogs at the oce – CD PROJEKT is a dog-
friendly company. By following a few basic rules,
each employee may bring his or her dog to the
oce. The presence of a dog creates an
opportunity to build good rapport with colleagues,
improves cooperation and promotes positive
team dynamics.
■ Events – integration meetings such as
a Christmas party and summer picnic are held
several times a year. In 2022 we organized
a special event to celebrate the 20th anniversary
of CD PROJEKT RED.
15
Covering all types of contracts (employment contract, contract of mandate, work order, B2B) and excluding remuneration of members of the Management Board of CD PROJEKT
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In 2022 we formally regulated our flexible work model
where each employee may decide to either work primarily
at the oce (oce-first) or remotely (home-first). Persons
who opt for the oce-first model must report to the oce
at least 10 days each month, and have personal desks
assigned to them. Home-first employees may instead use
hot desks while at the oce. Work model selection is based
on internal agreements within each team, acknowledging
the team’s goals and the need for direct interaction between
employees.
In 2022 the portfolio of employee benefits did not include
life insurance coverage. Retirement benefits and parenting
leave are handled in accordance with the provisions of the
Polish Labor Law.
Earnings bonuses
[GRI 401-2]
In line with current practice, in 2022 10% of our net profit
was allocated to a separate budget from which bonuses
are paid out to all employees. This budget is divided
among team members according to a formula which
acknowledges everyone’s base salary and tenure at the
Group.
Starting in 2023 we introduced an important change
in our remuneration policies: the above-mentioned
earnings bonus was discontinued, and a proportional
change in the base salary assigned to each employee
was introduced in its place. This change is consistent
with the Company’s long-term strategy and augments
its implementation.
Share-based incentive program
[GRI 401-2]
Our goal is to incentivize our team members to remain
with the CD PROJEKT Group for years. Among the tools
we use for this purpose are long-term incentive plans
based on the rights to acquire the Company’s shares
at a historical price set at the outset of the plan. The Group
has successfully implemented three incentive plans since
its establishment. Their implementation depended on the
achievement of specific financial performance objectives
or a certain increase in the share price or, in selected
cases, achievement of individual goals.
Detailed information on the current Incentive Plan for
2020-2025 can be found in the Management Board report
on CD PROJEKT Group activities in 2022, available at
www.cdprojekt.com.
Employee Pension Scheme
[GRI 401-2]
The Employee Pension Scheme is a form of voluntary,
non-public, additional savings for retirement. It enables
participants to put aside money under the third pillar
of the pension system. Saving money under an Employee
Pension Scheme is long-term in nature – the contributions
are paid by the employer and may also be paid by
employees on an optional basis.
At CD PROJEKT the Employee Pension Scheme was
launched in December 2019. For employees who satisfy
the length-of-employment criterion, the employer pays
the base contribution of 3.5% of the employee’s gross
income, while the option available to the employee is to pay
an additional contribution in an amount of his or her choos
-
ing (at least 50 PLN). At yearend 2022, 32.1% of eligible
CD PROJEKT employees participated in the Employee
Pension Scheme. The Employee Pension Scheme is man-
aged by NN Investment Partners TFI S.A.
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Diversity and inclusion
Since 2018 a Diversity Policy is in place at CD PROJEKT.
This policy sets core values upon which our organizational
culture is based.
CD PROJEKT is also a signatory of the Diversity Charter
– an international initiative under the auspices of the
European Commission which obligates us to forbid
discrimination in the workplace and take action to create
and promote diversity and engage team members and
business partners in such actions
Our commitments regarding diversity and
inclusion are expressed in Rules of the Game.
Business and Ethics Standards at the
CD PROJEKT Group.
Basic diversity indicators at CD PROJEKT
[GRI 401-3]
At yearend 2022 women accounted for 32% of all
CD PROJEKT employees – this represents a 3% increase
over yearend 2021, and is 7% higher than the Polish
gamedev industry average
16
.
Share of men and women in the CD PROJEKT workforce in 2020-2022 compared to the Polish gamedev industry
31.12.2020 31.12.2021 31.12.2022
Women
27% 29% 32%
Men
73% 71% 68%
Average % of women in the
Polish gamedev industry
16
25% 26% 25%
32%
68%
Men Women
Employment at CD PROJEKT by gender
at yearend 2022
16
According to the report “PolskiGamedev.pl – największy raport o kondycji polskiej branży gamedev 2022/23”
17
Director, Manager, Lead
■ Women represent 22% of managerial sta
17
at the Company.
■ 25% of developers employed at CD PROJEKT
are women.
■ The average age of CD PROJEKT employees in 2022
was 32, which is consistent with global trends in the
gamedev industry.
■ 22% of CD PROJEKT employees are foreigners.
At the end of 2022 we employed nationals of 43
countries. Besides Poles, Ukrainians are the most
represented nationality.
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All CD PROJEKT Group employees are entitled to paren-
tal leave in accordance with the applicable laws. Those
include all types of leave to which people are entitled on
account of giving birth to/taking in a child, such as mater-
nity leave, additional maternity leave and parental leave.
In 2022 32 employees took advantage of parental
leave (compared to 47 in 2021). 22 people returned to
work from parental leave in 2022 (compared to 26 in 2021).
At yearend 2022 CD PROJEKT employed 10 persons with
disabilities. Our Warsaw HQ is adapted to the needs of
such people – among others, buildings on the campus
are equipped with wide elevators, four accessible toilets,
as well as dedicated parking spaces for the disabled right
next to the main entrance. We also strive to remain open
to the unique needs of each employee, customizing
the workstations to the specific requirements associated
with their health condition or disabilities.
Activities promoting diversity
Cultural Diversity Week
In connection with the World Day for Cultural Diversity
for Dialogue and Development celebrated on 21 May,
between 16 and 20 May 2022 we organized an event
called the Cultural Diversity Week. The goal was to foster
cultural sensitivity among team members, and establish
a forum where our employees can get to know the cultural
habits of their colleagues.
As part of the Cultural Diversity Week, we invited Fundac-
ja Ocalenie to discuss the circumstances of refugee fam-
ilies in Poland, while Diversity Hub organized webinars
devoted to intercultural dialogue. We also held a meeting
with CD PROJEKT expats (called Culture Connect) while
on each day of the Week our canteen served national
dishes from a dierent region of the world.
Pride Month
To celebrate Pride Month
18
in collaboration with the Stone-
wall Group we organized a webinar devoted to the histo-
ry of the LGBTQ+ movement. We also collected funds for
Kampania Przeciw Homofobii and coordinated the partic-
ipation of CD PROJEKT representatives in the annual Pride
Parade, organized by Fundacja Wolontariat Równości.
CD PROJEKT for parents
In 2022 we continued activities initiated the year before
in the context of supporting parenthood and guardianship.
This includes webinars organized in conjunction
with Mother’s Day (titled “Bittersweet Motherhood – Facts
and Myths About Family life and Femininity”) and Father’s
Day (“Let Your Child Be”), co-organized with the Shareth-
ecare organization and attended by 43 persons.
To celebrate International Children’s Day our employees’
children were oered a tour of our Warsaw campus – this
event attracted 69 participants. We also organized and
co-financed a series of day camps, with 43 children
participating. In 2022 we gave away 21 layettes for new-
born children of our team members.
To better address the needs of parents who work at
CD PROJEKT, in 2022 we carried out a survey titled “Fam-
ily-friendly workplace” in which 98 employees took part.
For 2023 we scheduled a more in-depth study, which will
involve group interviews with parents and guardians.
Based on this research we will develop a plan for sup-
porting parents and guardians who return to work follow-
ing long-term leave, and we will investigate how to adapt
our benefits portfolio to their specific needs.
18
June is commonly regarded as the Pride Month for sexual minorities.
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Health and well-being
Occupational health and safety (OHS)
[GRI 403-1, 403-3, 403-4, 403-5, 403-8, 403-9]
All CD PROJEKT employees with an employment contract
are referred for initial medical examination upon hiring.
They also undergo regular or ad-hoc medical tests
in accordance with referrals considering the nature of their
work. Information concerning the health of our employees
is covered by the physician-patient privilege and is not
processed by our organization for any purpose. Access
to medical certificates is limited to persons in charge of HR,
in accordance with their assigned duties.
On the first day at work, employees undergo an orienta-
tional OHS e-learning course (valid 1 year for administra-
tive and oce positions and 6 months for management
positions). Periodic training is also carried out; it is valid
6 years for administrative and oce positions and 5 years
for management positions. In addition, we organize and
carry out specialized training focused on e.g., first aid or
operating AED defibrillators. OHS and fire safety regula-
tions are described in the Company’s intranet.
An Occupational Health and Safety Committee is in place
at CD PROJEKT, representing the interests of all the Com-
pany’s employees. It is an advisory and consultative body
for the employer to ensure that occupational health and
safety conditions are observed and improved. The Com-
mittee is composed of six members: three representatives
of the employer and three representatives of employees
(elected in a ballot). OHS Committee meetings are held
at least once per quarter.
In 2022 and 2021 no workplace accidents
occurred at CD PROJEKT. One such accident
occurred in 2020.
In addition to ensuring compliance with occupational
health and safety (OHS) regulations, we also engage
in initiatives which benefit the health and well-being of our
team members.
Actions benefitting the team’s health
and well-being
[GRI 403-6]
In October and November 2022, the fourth edition
of a campaign which promotes awareness of early detec-
tion, diagnosis and treatment of cancer, was organized
on our premises in Warsaw, Kraków and Wrocław. In the
framework of this campaign members of our team under-
went over 380 blood tests and nearly 450 USG examina-
tions.
In 2022 we carried on the series of webinars – initiated
the year before – titled “Minding your mind” and organ-
ized by experts from the SWPS University of Social Scienc-
es and Humanities. We discussed how to care for one’s
mental health as well as personal and professional devel-
opment. A total of 20 webinars were held in 2022, with an
average attendance of 199.
If required, our team members can participate in free-of-
charge individual psychological consultations, which are
oered in five languages.
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ENVIRONMENT
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[GRI 3-3]
As we strive to maintain a balance between the Group’s
dynamic growth and care for the natural environment,
we take steps to ensure that our activities are conducted
in a responsible manner, consistent with the general prin-
ciples of sustainable growth. In particular, we take action
to mitigate our environmental footprint and counteract
climate change.
Environmental management is the responsibility of the
Environmental Management Coordinator who is a member
of the Administration department.
To the best of our knowledge, in 2022:
■ no deviations from applicable environmental
protection laws and regulations were
identified at the CD PROJEKT Group;
■ the CD PROJEKT Group did not incur any
penalties as a result of deviations from
environmental protection laws and regulations.
CD PROJEKT environmental
policy
In 2022 we adopted an Environmental Policy in which
we pledge to (1) implement and then progressively refine
an Environmental Management System consistent with
ISO 14001 and the EMAS regulation; (2) reduce the negative
impact of our activities on the environment and the climate;
(3) take environmental issues into account when making
business decisions
In line with our commitment, in 2022 we carried out
the following activities:
■ calculating our carbon footprint in Scopes 1, 2
and 3 which will enable us to monitor and
manage our environmental impact,
■ design work on the redevelopment of our campus
and construction of a multistory parking lot
incorporating the latest technological innovations
(including electric car charging stations and
a rainwater recuperation/plant irrigation system),
■ energy eciency audit of our Warsaw campus
and development of a plan to improve
the eciency of energy consumption,
■ encouraging team members to engage in
environmental protection activities – including
cleanup work on the Vistula embankments
in Warsaw,
■ promoting commuting by bike, electric vehicles
or public transport,
■ Green Up – a series of webinars and workshops
devoted to environmental issues,
■ enabling remote work which cuts down emissions
associated with commuting to the oce,
■ climate risks and opportunities analysis consistent
with TCFD recommendations
19
.
19
Task Force on Climate-Related Financial Disclosures
ESG ambition
Key area
Goals
Sustainable
Development Goals
Limiting the impact of our activities on the environment
and the climate
To continue the green transformation on our campus
and beyond
■ 2023: Submitting to EMAS certification as the first
gamedev company in Poland
■ 2023: Setting long-term emissions reduction targets
in Scopes 1 and 2 for domestic member companies
of the CD PROJEKT Group
■ 2023: Reducing our carbon footprint in Scope 2
by expanding the renewable energy infrastructure
at CD PROJEKT’s Warsaw campus by at least 40%
and modernizing our IT infrastructure
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Carbon footprint
[GRI 305-1, 305-2, 305-3, 305-4]
The CD PROJEKT Group measures and discloses its car-
bon footprint in three scopes (1, 2 and 3) which together
reflect the extent of our impact on the environment. Carbon
footprint is defined as the aggregate emissions of green-
house gases caused – directly or indirectly – by the com-
pany. It covers both direct emissions, such as burning
fuels, but also indirect emissions – e.g., in the process
of generating electrical and heat energy. Carbon footprint
is expressed as carbon dioxide equivalent (CO
2
e), with
a ton of carbon dioxide equivalent (tCO
2
e) being its basic
unit. It is calculated in accordance with the requirements
of the GHG Protocol
20
.
We focus on calculating the emissions of the CD PROJEKT
Group in Poland
21
and consolidate the results of this cal-
culation in the framework of CD PROJEKT Group’s oper-
ational control in Poland, considering 100% of emissions
at each analyzed company.
Emissions of greenhouse gases by the CD PROJEKT
Group encompass the following:
■ Scope 1 – direct GHG emissions at premises
owned or managed by the Group. At CD PROJEKT
this comprises emissions from burning fuels and
release of refrigeration agents.
■ Scope 2 – indirect GHG emissions associated
with generation of electrical and heat energy
consumed by the Group. Scope 2 emissions
are calculated using market-based indicators
(published by each energy distributor) or location-
based indicators (based on the average emission
coecient for Poland).
■ Scope 3 – other indirect GHG emissions not
covered by Scopes 1 and 2, identified throughout
the value chain. Scope 3 includes upstream
emissions (purchase of raw materials and
services, capital assets, energy- and fuel-related
emissions not covered by Scopes 1 and 2,
transportation and distribution of raw materials,
waste management, business travel, employee
commuting) and downstream emissions
(transportation and distribution of our products,
consumption of energy when playing games,
and emissions related to leased assets
22
).
Emissions indicators for various fuels are published by the
National Center for Emissions Management (KOBiZE), while
the corresponding indicators for refrigeration agents are
derived from the DEFRA (UK Department for Environment,
Food and Rural Aairs) database and calculated based on
baseline data contained in the IPCC Sixth Assessment Re-
port – Global Warming Potentials (AR6). Regarding thermal
energy, we rely on energy generation intensity indicators
reported for Poland by the Energy Regulatory Oce (URE).
About electrical energy, we rely on indicators published by
each energy distributor (market-based method) and the
average emissions indicator for electrical energy in Poland
for 2021, based on KOBiZE publications (location-based
method). Regarding selected resources as well as waste,
tap water, transportation, business travel and commuting
we rely on the DEFRA database. About other resources,
emissions data is derived from documentation obtained
from manufacturers and the Ecoinvent 3.8 database.
The CD PROJEKT Group’s Scope 1 and 2 carbon footprint
in 2021 and 2022
In 2022 our Scope 1 GHG emissions totaled
27 tCO
2
e, which is 27% lower than in 2021
(reduction by 10 tCO
2
e). This result was driven
by a reduction in the quantity of fuels consumed,
and by diligent maintenance of our air
conditioning devices. In 2022 no emissions
related to leakage of refrigeration agents from
air conditioning units were identified.
No biogenic greenhouse gas emissions were identified
at the CD PROJEKT Group in 2022.
0
500
1000
1500
2000
Scope 2 LB
2021 2022
Scope 1
37
27
1523
1644
1686
1664
Scope 2 MB
20
Greenhouse Gas Protocol, GHG Protocol – accounting tool used for measuring greenhouse gas emissions; co-developed by the World Resources Institute and the World Business Council for Sustainable Development.
21
This is due to the relative immateriality of emissions caused by the Group’s foreign entities.
22
Leased assets comprise space leased to external entities at the Group’s Warsaw campus. The corresponding calculation takes into account consumption of heat by lessees and leakage of refrigeration agents from
air conditioning units on leased premises.
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In Scope 2, our greenhouse gas emissions calculated using
the location-based (LB) method were 1 644 tCO
2
e, which
is 121 tCO
2
e more than in 2021. When applying the mar-
ket-based (MB) method, our Scope 2 emissions in 2022
work out to 1 686 tCO
2
e (increase by 22 tCO
2
e). These
increased emissions in Scope 2 are caused by increased
consumption of electrical energy at the Group’s oces
compared to 2021, when Covid-19 restrictions were still
in place and fewer employees were physically present
at the oce. The GHG
23
figures reported for 2022 more
accurately reflect our actual environmental footprint under
standard working conditions and will serve as the basis for
developing an emissions reduction plan. Location-based
figures are somewhat lower, given that the market-based
indicators published by energy distributors tend to be high-
er than the average indicator for Poland as a whole.
The vast majority (98.4%) of greenhouse gas emissions
generated during the Group’s operating activity fall within
Scope 2: those are indirect emissions from the consumption
of purchased electricity and heat. The bulk of this figure
is related to consumption of electrical energy – 74% of the
overall emissions in Scopes 1 and 2 combined.
The remaining 25% (LB method) or 24% (MB method)
of aggregate Scope 1 and 2 emissions is related to con-
sumption of heat. Scope 1 emissions are identified only
at CD PROJEKT S.A. and are related to consumption of fuel
in vehicles operated by the Company and combustion
of fuel in local sources (emergency generator powering
the server room); they contribute 1.5% to the Group’s over-
all carbon footprint in Scopes 1 and 2.
The structure of Scope 1 and 2 GHG emissions underscores
the importance of the existing commitment to improving
energy eciency at our oces and transition to renewable
energy sources. 328 photovoltaic panels with a total capacity
of 100 kWp deployed at our campus buildings in Warsaw
generate benefits associated with lower greenhouse gas
emissions.
To illustrate the intensity of GHG emissions, we refer to
indicators and parameters specific to the Group’s activities,
such as oce space and number of employees.
Intensity of Scope 1 and 2 greenhouse gas emissions
at the CD PROJEKT Group in 2021 and 2022 [GRI 305-4]
2022 2021
Emissions per m
2
of space
used (location-based)
[t CO
2
e/m
2
]
0.12 0.12
Emissions per m
2
of space
used (market-based)
[t CO
2
e/m
2
]
0.13 0.13
Emissions per employee
(location-based)
[t CO
2
e/osobę]
1.44 1.39
Emissions per employee
(market-based)
[t CO
2
e/osobę]
1.48 1.52
Location-based figures are somewhat lower, given that
the market-based indicators published by energy distrib-
utors tend to be higher than the average indicator for
Poland as a whole. GHG emissions in Scopes 1 and 2 per
unit of space remained like 2021 levels but increased
slightly per employee when calculated using the loca-
tion-based method. This is due to increased consumption
of energy in 2022, caused by return to oce work after
the pandemic period.
Scope 3 covers other indirect GHG emissions throughout
the organization’s value chain. It is divided into 15 cate-
gories. Following analysis, we selected those categories
which are material from the point of view of the Group’s
activities and for which adequate input data can be
obtained. We discarded categories which do not apply
to the Group’s activities, which are regarded as immate-
rial, or for which no reliable estimates can be provided.
Regarding Scope 3, we primarily relied on emissions data
provided by our suppliers. In cases where a supplier could
not provide us with emissions data related to their prod-
ucts or services, we instead relied on public data derived
from specialized databases (e.g., Ecoinvent, DEFRA),
Type III Environmental Product Declarations (EPDs) or sci-
entific publications.
23
Greenhouse Gas Emissions
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In calculating Scope 3 emissions for domestic member
companies of the CD PROJEKT Group the following
categories were considered:
■ Category 1: Purchased goods and services, i.e.,
emissions from production of goods and services
purchased by Group member companies;
■ Category 2: Capital goods, i.e., purchased fixed
assets whose useful economic life lasts for at
least several years;
■ Category 3: Fuel- and energy-related activities
not included in Scope 1 or Scope 2, i.e., emissions
from production and distribution of electrical
energy and transport fuels – here, we relied on
actual usage reports related to Scope 1 and 2,
and on emissions indicators published by
DEFRA 2021 and KOBIZE;
■ Category 4: Upstream transportation and
distribution, i.e., emissions from transportation
of resources and of finished products whose
costs are borne by Group member companies;
■ Category 5: Waste generated in operations
of CD PROJEKT Group member companies,
including transport and utilization of waste,
and wastewater discharged to the sewer system;
■ Category 6: Business travel of Group employees,
including emissions from the associated transport
and accommodation;
■ Category 7: Employee commuting, including
emissions produced by remote work;
■ Category 8: Upstream leased assets
– not applicable to the CD PROJEKT Group;
■ Category 9: Downstream transportation and
distribution, i.e., transportation and distribution
of finished products whose costs are not borne
by any member company of the Group. In the
case of online distribution of videogames
or distribution of data using streaming tools,
calculations are based on the volume of
data transmitted;
■ Category 10: Processing of sold products
– not applicable to the CD PROJEKT Group;
■ Category 11: Use of sold products, which includes
direct emissions (Scope 1 and 2 for end users)
and indirect emissions, e.g., from consumption of
electrical energy required to operate the product;
■ Category 12: End-of-life treatment of sold
products – considered immaterial for the
CD PROJEKT Group;
■ Category 13: Downstream leased assets, i.e.,
oce space leased to external entities at
the Group’s Warsaw campus. This calculation
acknowledges greenhouse gas emissions
resulting from consumption of electrical and
thermal energy by lessees, and leakage of
coolant agents from air conditioning devices
throughout leased space;
■ Category 14: Franchises – not applicable
to the CD PROJEKT Group;
■ Category 15: Investments (mainly concerning
investors and companies which provide financial
services) – not applicable to the CD PROJEKT
Group.
Other indirect greenhouse gas emissions (Scope 3)
[GRI 305-3]
Scope 3 –other material
indirect emissions
2022 emissions
market-based [tCO
2
e]
% scope 3
emissions
Cat. 1. Purchased goods
and services
1 284.15 0.40%
Cat. 2. Capital goods 201.36 0.06%
Cat. 3. Fuel- and energy-
relatesd activities
323.12 0.10%
Cat. 4. Upstream
transportation and
distribution
224.65 0.07%
Cat. 5. Waste generated
in operations
0.18 0.00%
Cat. 6. Business travel 514.28 0.16%
Cat. 7. Employee
commuting
73.28 0.02%
Cat. 9. Downstream
transportation and
distribution
270 973.02 84.29%
Cat. 11. Use of solid
products
46 853.58 14.57%
Cat. 13. Downstream
leased assets
1 042.45 0.32%
Total: 321 490.07 100.00%
Regarding emissions, the most important categories are
Category 9: Downstream transportation and distribution
(over 84% of Scope 3 emissions) and Category 11: Use
of sold products (over 14% of Scope 3 emissions).
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By purchasing subsidies for sustainable aircraft
fuel in 2022, we have achieved a reduction
in emissions from air travel by 2.83 tCO
2
e.
CD PROJEKT Group’s 2022 carbon footprint
Scope
LB
emissions
[tCO
2
e]
MB
emissions
[tCO
2
e]
% of total
1 27 27 0.01%
2 1 644 1 686
0.51% (LB),
0.52% (MB)
3 320 856 321 490
99.48% (LB),
99.47% (MB)
1 + 2 + 3 322 527 323 203 100%
The CD PROJEKT Group’s 2022 carbon footprint was
323 203 tons CO
2
e (market-based method) or 322 527 tons
CO
2
e (location-based method). The largest contribution to
this figure is from Scope 3, which accounts for almost 99.5%
of the Group’s aggregate carbon footprint.
Calculation of greenhouse gas emissions forms the foun-
dation upon which the Group devises its carbon footprint
management strategy for the coming years. We intend to
focus on further improving our energy eciency and
increasing the share of renewable energy in the Group’s
overall energy balance, among others by expanding our
own renewable energy infrastructure.
Environmental impact of our products
We are aware of our environmental impact
throughout the value chain – which includes
the games we distribute around the world.
Consumption of energy related to playing
games represents 14.6% of our total carbon
footprint in Scope 3.
Environmentally friendly
campus
In August 2020, 328 photovoltaic panels with a peak
capacity of 100 kWp were installed on the rooftops of four
buildings at CD PROJEKT’s Warsaw campus. In 2022 these
panels generated a total of 92.8 MWh (334 GJ) of elec-
tricity, preventing the release of 65 tons of carbon dioxide
equivalent into the atmosphere.
Check the energy output of our photovoltaic
panels.
Among the major investment projects carried out in 2022
and 2023 is the construction of a parking lot which con-
sists of two underground stories and two above-ground
stories. Eco-friendly solutions are integrated in its design
given the increasing popularity of electromobility and the
ever-growing demand for electric car infrastructure, all 129
parking spaces are ready for deployment of EV charging
stations. In 2022 we deployed 20 charging stations. Over
4 800 plants were planted throughout our campus grounds,
on rooftops and in pots mounted on building façades. We
also deployed a rainwater recuperation system coupled
to a plant irrigation system, which will enable us to reuse
all water collected in the parking structure. The new park-
ing lot is scheduled to open in the first half of 2023.
To improve energy management at the
CD PROJEKT campus we contracted
a specialized entity to perform an energy
audit of our structure and carry out a series
of analyses focusing, among others,
on the economic and practical feasibility
of implementing additional renewable energy
solutions. Based on the results of this work,
we prepared an investment plan which deals
with improving the energy eciency of the
CD PROJEKT campus. By rolling out targeted
solutions we aim to reduce our Scope 2 GHG
emissions.
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Team commitment to aiding
the environment
Cleaning up the Earth
Together with Fundacja Ja Wisła we organized an activity
where our team members were encouraged to help clean
up the Vistula embankments. The event was open to all
employees at our Warsaw oces and to their loved ones.
It was preceded by mandatory OHS training for volunteers
and culminated in a bonfire BBQ. Together we managed
to collect approximately 40 bags of trash weighing over
half a ton.
Bike to work
To foster healthy lifestyle habits and promote eco-friend-
ly transportation we organized a challenge where our
employees were encouraged to commute to work by bike.
Participants could register their commutes in a dedicated
app, with each commute rewarded with a 50% discount
coupon redeemable at our Warsaw canteen. Employees
working at our Kraków and Wrocław oces received lunch
vouchers instead. The challenge lasted between July and
September 2022 and attracted 137 participants who joint-
ly logged 2 530 commutes totaling 16 650 km and pre-
venting the emission of 2.9 tCO
2
e.
Webinars and eco-friendly activities
In addition to the above, we organized a series of webi-
nars titled Green Up with the aim to increase environmen
-
tal awareness among our team members and promote
environmentally friendly actions. Meetings were devoted
to creating an eco-friendly work environment, explaining
how the recycling system works, preventing wastage
of food or making sustainable fashion choices. We also
underscored the importance of individual actions in the
face of the climate crisis. The session devoted to sustain-
able fashion was accompanied by a swap meet – partic-
ipants could bring to the oce items of clothing which
they no longer needed and swap them for other items.
Unclaimed items were turned over to the Ubrania do
Oddania foundation. We also organized an eco-workshop
at our September team integration meeting. Posters
displayed at our oces explain the principles of recycling,
and there are also pictograms which encourage employ-
ees to turn o unneeded lights, conserve water and avoid
wasting paper.
Datacenter management
At CD PROJEKT we store data in our own server room,
as well as in global cloud infrastructures (including Goog-
le Cloud Platform, AWS, Alibaba, OVH or Atman Cloud).
We also collocate our servers at facilities which rent out
specialized space.
The Company’s own servers are powered by electrical
energy purchased from the distributor who serves the
entire CD PROJEKT campus in Warsaw. Public cloud
providers use – in whole or in large part – renewable en-
ergy sources or have plans in place to cover their current
energy needs with 100% renewable energy in the coming
years. Servers located outside of the Company’s premis-
es, under a collocation agreement with Atman, are pow-
ered with electrical energy based on contracts concluded
between the datacenter operator and energy distributors.
In 2022 Atman datacenters worked to ensure that their
facilities are powered only using renewable energy sourc-
es. This goal was achieved on 1 January 2023.
In 2022 we decided to upgrade the central IT infrastruc-
ture deployed in the server room at our Warsaw HQ.
This upgrade will significantly limit consumption of elec-
trical energy and reduce the quantity of equipment need-
ed to support the operations of CD PROJEKT.
Our computing resources are virtualized and/or contain-
erized and using automatic scaling mechanisms for
selected external and internal services, the computing
power is directed to where it is needed most at the mo-
ment. Promotional activities or entire campaigns carried
out on our GOG.COM distribution platform are partially
or fully supported by additional computing resources pro-
cured from the above-mentioned public cloud providers,
as well as by our own resources which are not used at the
given time – this guarantees a high resource utilization
ratio. In daily tasks and whenever there is increased activity
related to the development of game or application code,
resources are dynamically added on demand.
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Climate-related risks and opportunities
In accordance with TCFD guidelines, CD PROJEKT carries out identification, assessment and management of climate-re-
lated risks and opportunities. At a workshop held in November 2022 and attended by members of teams whose activities
may have the greatest impact on the climate and the environment, we identified climate-related risks and opportunities
facing CD PROJEKT in two distinct climate change scenarios and under three dierent time horizons.
Expert analysis, carried out by our internal team, determined the impact and likelihood of materialization of each identified
physical risk as well as for each transformational risk related to climate change. Risks were assessed in accordance with
two scenarios: RCP 2.6 (which assumes an average increase in temperatures by 1.5°C compared to the preindustrial period
– in line with the aspirational goal of the Paris Agreement), and RCP 8.5 (maintaining the current rate of increase of GHG
emissions under the “business as usual” formula; in this scenario average temperatures will increase by 4.5°C compared
to the preindustrial period, leading to irreversible destabilization of the Earth’s climate).
TCFD recommendation Implementation
Identifying the short-, medium- and long-
term perspectives
■ Short-term perspective – by 2025
■ Medium-term perspective – 2025 to 2030
(based on EU medium-term climate goals)
■ Long-term perspective – 2030 to 2050
(based on EU long-term climate goals)
Analysis involving two scenarios, one
of which posits an increase in global
temperatures by 2°C or less
Risks have been assessed in the context of two climate change
scenarios: RCP
24
2.6 and RCP 8.5
24
Representative Concentration Pathways (RCP) have been accepted by the Intergovernmental Panel on Climate Change. They concern ranges
offuture changes in anthropocentric climate change drivers. In each scenario, the anticipated emissions depend on socioeconomic factors,
degree of mitigation, climate change and reduction in air pollution.
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The presented analysis covers 29 physical risks (16 persistent risks and 13 acute risks) as well as five categories of transfor-
mational risks: policy-related risk, regulatory risk, market risk, technological risk and risk associated with loss of reputation.
From among physical phenomena which may potentially aect our activities we analyzed, among others, risks related
to the consequences of heavy rainfall, heat waves, water stress or global sea level change.
In the RCP 2.6 scenario the likelihood of materialization of physical risks in the short and medium term is somewhat low
and has been assessed as “negligible/improbable”. In the RCP 8.5 scenario the likelihood of materialization of such risks
increases to “possible/likely”, particularly in the long-term perspective. In addition, the risk of electrical outages caused by
violent weather events is regarded as “nearly certain” in this scenario.
The impact of the materialization of physical risks in both scenarios is deemed as not having a significant impact on
the activities of our organization (i.e. their potential financial consequences are below the assumed materiality threshold).
Base scenario Alternative scenario
RCP 2.6 – 1.5°C temperature increase RCP 8.5 – 4.5°C temperature increase
Greater likelihood and scale of medium-
and long-term transformational risks:
■ Meeting EU emissions reduction goals defined
for 2030 and 2050
■ Poland adopts and meets the goal of achieving
climate neutrality, or achieves it with a minor delay
■ Significant increase in the cost of energy carriers
■ Significant increase in energy prices
■ Significant increase in ecological awareness
on the part of consumers; greater demand
■ for low-emissions products
■ Fastest-ever increase in the eciency
ofrenewableenergy technologies
Lower likelihood and scale of medium-
and long-term transformational risks:
■ Failure to meet EU emissions reduction goals defined
for 2030 and 2050
■ Poland does not implement the goal of achieving climate
neutrality, and instead significantly deviates from this goal
■ Moderate increase in emissions-related costs
■ Gradual and moderate increase in energy prices
■ Significant increase in ecological awareness on the part
of consumers; greater demand for low-emissions products
■ Slower than expected increase in the eciency
of renewable energy technologies
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Transformational risks have a higher likelihood of materialization in the RCP 2.6 scenario, particularly in the short and
medium term, due to the need to take immediate action to ensure compliance with the Paris Agreement. The average
likelihood of the materialization of such risks in the aforementioned scenario is assessed as “improbable/possible”.
The risk event which is regarded as the most likely to materialize is an increase in energy prices. In the RCP 8.5 scenar-
io transformational risks have a lower likelihood of materialization, which is assessed as “negligible/improbable”.
The impact of the materialization of transformational risks is deemed as not having a significant impact on the activities
of our organization (i.e., their potential financial consequences are below the assumed materiality threshold).
In the scope of transformational risks, we analyzed four risk categories:
Market risks:
■ risk of increase in energy prices;
■ risk of having to raise product prices as a result of increased costs.
Regulatory risks:
■ risk of additional financial liabilities related to introduction of EU climate regulations;
■ risk of facing additional non-financial reporting obligations related to environmental issues;
■ risk of incurring penalties because of failing to observe more restrictive environmental regulations.
Technological risks:
■ risk of increased expenditures when faced with a requirement to upgrade equipment to meet high energy
eciencystandards;
■ risk of reduced interest in energy-intensive games on the part of gamers;
■ risk of increased expenditures due to changes aecting the logistics and transport sectors;
■ risk of losing key technology partners because of failing to meet their environmental and climate protection standards.
Reputational risks:
■ risk of losing customers due to an insuciently ambitious approach to climate change issues;
■ risk of the Company’s pro-environmental activities being branded as greenwashing.
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Transformational risks are listed in our strategic risk catalogue
under the header “risk of facing institutional and market
pressure take action in the scope of climate and environ-
mental protection” and are monitored in accordance with
our internal Risk Management Procedure.
The following climate opportunities faced by CD PROJEKT
were identified at the previously mentioned internal work-
shop:
■ increased reliance on cloud solutions which are less
energy-intensive than the in-house infrastructure
currently used by CD PROJEKT;
■ potential decrease in expenses because
of improving the energy eciency of buildings
and devices operated at the CD PROJEKT
campus in Warsaw;
■ being regarded as the gaming industry leader
in terms of climate-friendly approach to business;
■ deploying eco-friendly solutions at new
CD PROJEKT buildings (with construction
of a modern oce building set to begin in 2023).
The above opportunities are most likely to materialize
in the short and medium term in the RCP 2.6 scenario.
The presented identification and assessment of climate-re-
lated risks and opportunities represents a preliminary step
towards a full TCFD-compliant climate disclosure, which
is scheduled for publication in 2024.
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TRANSPARENT
RELATIONS
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[GRi 3-3]
Gamers first
Treating players with respect is one of the cornerstones
upon which CD PROJEKT RED was founded. When creating
our titles, we always give it our all in a bid to provide
gamers with top-quality entertainment and best value for
money they can get.
We are gamers ourselves – thus, we want to treat others
in the same way we would like to be treated. We believe each
gamer should feel that they are an important and integral part
of the community built around the games we create – which
is why we put big emphasis on engaging in open communi-
cation with our communities around the world. We analyze
received feedback and take it into account when working on
patches and updates for our projects.
ESG Ambition
Key areas
Goals
Sustainable
Development Goals
■ Moderation of dialogue with the gaming community
and responsible marketing communication
■ Stable long-term business relations with key suppliers
and partners
■ Business ethics – fair competition practices, respect for
intellectual property, counteracting corruption and fraud
■ Privacy of customers and team members; securing their
data and safeguarding against cybercrime
■ 2023: Improving the contractor verification process and
developing a Code of Conduct for Suppliers
■ 2023: Raising awareness of ethical and legal issues at
CD PROJEKT, i.a. by training additional employees in the
scope of whistleblowing, preventing corruption and GDPR
compliance
Build relationships based on trust and transparency
Dialogue with community
At CD PROJEKT, a dedicated Community team is respon-
sible for interacting with the gaming community.
In 2022 we communicated with gamers from around the
world in thirteen languages (English, Polish, Russian,
German, French, Italian, Spanish, Japanese, Brazilian
Portuguese, Arabic, Korean, simplified Chinese and tra-
ditional Chinese). In every region there is a dedicated
CD PROJEKT RED representative or representatives who
tend to our relations with gamers in a given area and con-
duct local communication activities.
In terms of social media, the studio has a presence on all
main platforms, both global – such as Facebook, Instagram,
Twitter, Discord, YouTube and Tumblr – as well as local,
such as the Chinese Bilibili, Weibo and WeChat platforms.
In February 2022 we launched the studio’s channel on
TikTok, where we already have 167 thousand followers
and nearly 1.7 million likes for the content posted thus far.
In 2022 our communication focused on the next-gen
console releases of Cyberpunk 2077 and The Witcher 3:
Wild Hunt, as well as on the NETFLIX premiere of the
Cyberpunk: Edgerunners anime series.
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In 2022 we organized, among others:
■ 4 four live streams dedicated to game updates
where we discussed upcoming changes and
replied to questions from gamers;
■ a series of streams celebrating
CD PROJEKT RED’s 20th anniversary;
■ a community meetup at our Warsaw HQ where
over 100 fans from around the world had the
opportunity to participate in the studio’s 20th
anniversary celebrations;
■ several contests for gamers, including
Growl FM – a dedicated music competition
targeting talented fans of Cyberpunk 2077.
The goal was to create a playlist for a radio
station which will feature in the Phantom Liberty
expansion. Participants submitted over 7 800
musical pieces, 14 of which have been selected
to appear in the expansion.
th
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The culmination of CD PROJEKT RED’s 20
th
anniversary celebration coincided with a major
Italian event for fans of comic books and
videogames – Lucca Comics & Games 2022.
To mark the occasion, the studio prepared
a range of attractions, chief of them being
a dedicated zone at Villa Bottini modeled after
the city of Toussaint which appears in the Blood
and Wine expansion. Participants also had the
opportunity to view a gallery detailing two
decades of CD PROJEKT RED’s history,
participate in discussion panels with creators
of Cyberpunk 2077, The Witcher and
Cyberpunk: Edgerunners, and attend a music
concert which reprised the soundtrack from
The Witcher 3: Wild Hunt, featuring the Percival
band and Marcin Przybyłowicz.
A technical support team is also active at CD PROJEKT,
serving as the primary point of contact for gamers who
require assistance with our games and services.
The technical support team is tasked, among others,
with the following:
■ collecting and analyzing feedback from gamers
using feedback forms available on our tech
support website,
■ advising development teams on which areas
require improvements, and assisting in work
on these improvements,
■ maintaining our support profile on Twitter
https://twitter.com/cdpred_support along
with our online knowledge base https://support.
cdprojektred.com/ and answering frequently
asked questions;
■ preparing informational content for gamers
– for example, by collecting information on
upcoming changes and collating patch notes
for each update).
Product labeling
[GRI 417-1]
In our care for the safety of gamers we do our utmost
to label the Company’s products appropriately, among
others by doing the following:
■ labeling games with an age-based rating suitable
for the given territory (e.g. PEGI, ESRB).
Information regarding each game’s rating is
placed on its physical package, on a dedicated
website, on selected marketing materials related
to the game, and on its product sheet;
■ putting in place photosensitivity warnings.
We also take action to restrict access to certain types of-
content related to the studio’s games for persons regard-
ed as too young to access such content. This is done by
adding age gates to dedicated websites and the studio’s
product websites on digital distribution platforms.
According to the Company’s knowledge, in 2022
CD PROJEKT S.A. did not experience the following:
■ incidents of non-compliance with regulations and
voluntary codes concerning product and service
information and labeling;
■ incidents of non-compliance with regulations
and voluntary codes concerning the health and
safety impact of products and services at every
stage of their life cycle.
Business relations
[GRI 2-6]
Developing large-scale RPGs is a process which requires
cooperation with dozens of companies – both those which
provide generic business services and those which
represent the creative and artistic industries from around
the world.
At CD PROJEKT establishing and maintaining relations
with key business partners is the responsibility of the
Business Development team. For its part, the Procurement
team supports CD PROJEKT employees in purchasing
products and services required in our daily activities.
No significant changes related to CD PROJEKT’s main
sector of activity occurred in the reporting period. With
regard to markets on which the Company sells its prod-
ucts, on 3 March 2022, following the Russian invasion of
Ukraine, the Management Board of CD PROJEKT decided
to suspend sales of CD PROJEKT Group products and
games distributed on the GOG.COM platform throughout
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Russia and Belarus
25
. A notable business development
which occurred during the reporting period was the initi-
ation, on 21 March 2022, of a strategic partnership with
Epic Games under which future products developed by the
studio will be based on Unreal Engine 5
26
.
CD PROJEKT business environment
CD PROJEKT collaborates with providers of generic
business services as well as partners whose activities
are specific to the videogame industry.
Our gamedev partners include, among others:
■ distributors of digital and box editions
of videogames and fan merchandise,
■ game engine vendors,
■ external production studios (responsible e.g.
for developing audio tracks or motion capture)
■ outsourcing partners who specialize in services
such as QA, localization, translation, programming
and training,
■ manufacturers of physical components of box
editions of videogames, and merchandising
partners,
■ streaming services providers,
■ providers of middleware used in the game
development process,
■ providers of middleware and technologies
incorporated directly in videogames,
■ artists and content creators – including actors,
musicians and writers.
Establishing professional business relations based
on mutual trust and shared values is a key aspect
of our growth strategy – in the area of game
development as well as in all other areas of our
activity. In 2023 we intend to unveil a Code of
Conduct for Suppliers, specifying our standards
and expectations regarding each supplier’s
activities and our mutual interactions.
25
See Current report no. 6/2022
26
See Current report no. 7/2022
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Rules of the Game and other
internal regulations
[GRI 2-23, 2-24, 2-27]
At CD PROJEKT we want each of our policies and proce-
dures to have practical applicability. We also work to ensure
that such policies and procedures are understandable and
accessible to our employees..
CD PROJEKT has published a set of standards titled Rules
of the Game. Business and Ethics Standards at the
CD PROJEKT Group (“the Standards”). They represent our
commitment to abide by the highest ethical norms, legal
regulations, and other principles guiding member compa-
nies of the CD PROJEKT Group in their daily work. The Stand-
ards provide a set of guidelines, explaining which actions
are encouraged and which ones are not condoned.
Every employee at the Company is obligated to follow the
Standards, and the Company also encourages its business
partners to follow similar rules. This concerns respect for
human rights, conservation of resources, respect for priva-
cy, acting in accordance with the law and broadly accepted
rules, and reacting to any perceived irregularities.
The Standards are available for download in the Company
intranet and on our corporate website, in both Polish and
English. The Company does not require its employees or
contractors to submit written declarations stating that they
have familiarized themselves with the Standards.
The Standards were instituted by the corresponding
Management Board resolution adopted in 2021, and are
subject to annual reviews and updates. All changes in the
Standards are communicated to our employees via e-mail.
In order to further increase the awareness of responsible
business practices among our employees, CD PROJEKT
provides training, which, depending on the issue, can be
mandatory, voluntary, or dedicated to selected teams
or persons.
In 2022 at CD PROJEKT:
■ 253 persons took part in onboarding training
which also covers issues related to
responsible business practices;
■ 208 persons from selected teams took part
in IPR protection training;
■ 750 persons participated in information
security training;
■ 24 representatives of selected teams
participated in personal data protection
training;
■ Trusted Persons took part in training which
addressed whistleblowing practices;
■ 58 employees participated in open webinars
on the Company’s anti-mobbing policy;
■ 80 persons participated in an open webinar
on cultural dierences and inclusive language.
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Human rights policy
Acceptance and mutual respect are part of our organiza-
tional culture. We commit to respecting human rights in
our daily business activities. This commitments concerns
in particular:
■ employees working for the CD PROJEKT Group;
■ candidates for employment;
■ gamers;
■ business partners;
■ our local community.
At CD PROJEKT we act in compliance with international
standards, including the Universal Declaration of Human
Rights and UN Guiding Principles on Business and Human
Rights. We exert due diligence in matters related to hu-
man rights by following the six-step approach proposed
by OECD (Organisation for Economic Cooperation and
Development).
Our Human rights policy is part of Rules of the Game.
Business and Ethics Standards at the CD PROJEKT Group.
Examples of best practices in the scope of human rights
are provided on our corporate website at www.cdprojekt.com.
6
IDENTIFICATION AND ASSESSMENT OF RISKS
related to the area of human rights in line
with the Risk Management Procedure
COOPERATION AND IMPROVEMENT
OF INTERNAL PROCESSES
PREVENTION
EVALUATION
OF EFFECTIVENESS
5 2
34
1
IMPLEMENTATION
OF THE BUSINESS AND
ETHICS STANDARDS AT THE
CD PROJEKT GROUP
Illustration of the human rights due diligence process at CD PROJEKT Group
based on the OECD Due Diligence Guidance for Responsible Business Conduct
REPORTING
on addressing human
rights issues
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Compliance management
Compliance and business ethics are among the responsi-
bilities of the Privacy & Compliance team which
is a distinct unit within the Company’s legal department.
At CD PROJEKT compliance is based on the principle
of ongoing improvement and alignment with regulatory
requirements as well as with the needs of our daily activ-
ities. Our goal in this scope is to maintain a balance between
compliance and the Company’s business objectives.
We regard communication as one of key aspects of eec-
tive compliance management. This is why we work to
clearly and eciently communicate our goals, use simple
language and streamline our internal regulations and
procedures. We organize internal training, including
e-learning courses to increase our employees’ awareness
regarding matters such as confidentiality, personal data
protection, IT security or protection of our intellectual
property.
In 2022 our activities in the area of compliance included
the following:
■ we instituted a formal CD PROJEKT S.A.
Compliance Management Policy, based on which
our Chief Compliance Ocer, supported by the
Privacy & Compliance team, monitors and
coordinates the Company’s requirements
regarding compliance management;
■ we introduced a new whistleblowing system
which provides, among others, the ability to
submit anonymous notifications of irregularities;
■ we instituted an Anti-Corruption Policy in
CD PROJEKT Group and trained selected teams
which interact with external partners in
recognizing and counteracting corruption;
■ we launched the process of revising our internal
regulations on the basis of clear language and
legal design principles, to ensure that they
remain understandable for employees.
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Whistleblowing
[GRI 2-16, 2-25, 2-26, 406-1]
Whistleblowing is an important component of open com-
munication and building trust – for this reason in 2022
we updated our existing whistleblowing system. We insti-
tuted a new Procedure for reporting irregularities
at CD PROJEKT S.A. and refined internal regulations which
deal with issues of mobbing, discrimination and harass-
ment – i.e. the Procedure for counteracting undesirable
conduct in employee relations at CD PROJEKT S.A.
Based on the above procedures, the Company commits
to strengthening activities which aim to prevent and coun-
teract any undesirable conduct which may constitute
a breach of the applicable laws, ethical norms or internal
regulations, or which may be construed as mobbing,
discrimination or harassment.
Notifications are brought to the attention of the Chief
Compliance Ocer along with a dedicated Member
of the Management Board (for allegations which concern
breaches of the law, internal regulations or ethics norms),
the Supervisory Board (for allegations of improper con-
duct of Management Board members) or to Trusted Per-
sons, who are elected from among all employees in an
open ballot (for allegations of misconduct in employee
relations – eg. discrimination, mobbing or harassment).
A team of HR Partners is also in place at CD PROJEKT,
tasked with providing support for any employee regard-
less of their ocial position.
At CD PROJEKT all whistleblowers, and also anyone who
assists them in the process of reporting regularities, is
oered protection against potential reprisals which may
violate their rights or otherwise cause them harm. In 2022,
as part of the employees survey, we began to assess the
eectiveness of our whistleblowing mechanisms in order
to identify areas which call for improvement.
In 2022 we received 12 notifications. In 4 cases which
involved misconduct in employee relations, investigative
committees were established (compared to 3 similar pro-
ceedings in 2021 and 5 in 2020). Allegations of miscon-
duct in employee relations concerned mobbing (2 cases)
and harassment (2 cases). With regard to 2 reports alleg-
ing other types of irregularities (suspected leak of infor-
mation; suspected misappropriation of funds in the pro-
curement process) follow-up investigations did not
uncover any actual wrongdoing. The remaining 6 notifi-
cations involved contacts with Trusted Persons where
advice or consultation was sought. In each case, the
Company bases further actions of the type of reported
irregularity and the outcome of investigation, and acts
in accordance with the applicable laws as well as internal
by-laws.
No cases of discrimination were identified at CD PROJEKT
in 2022.
Reporting irregularities
For employees:
■ an internal form, providing the ability to submit
anonymous notifications,
■ in person.
For external parties:
■ in writing, addressed to the Company with
a “Confidential: Compliance” annotation on the envelope,
or by e-mail, at: naruszenia@cdprojektred.com
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Anti-corruption policy
[GRI 205-1, 205-2, 205-3]
Counteracting corruption is one of the cornerstones of
Rules of the Game. Business and Ethics Standards at the
CD PROJEKT Group.
In 2022 we formally adopted an Anti-corruption Policy
in CD PROJEKT Group, aiming to prevent and limit the
risk of corruption and related irregularities in the daily
activities of Group member companies. The rules set forth
in the Policy apply to our business relations as well as to
our dealing with public authorities.
“Zero tolerance” principle regarding corruption
The Anti-corruption Policy specifies rules
applicable to giving and accepting gifts,
interacting with external partners (whether
business partners or administrative bodies)
and exercising caution in situations which
may trigger a conflict of interest – for example,
when seeking additional employment,
becoming involved in activities of entities which
engage in competition or cooperation with
CD PROJEKT, or making personal decisions.
Our Policy specifies basic standards of conduct, e.g.:
■ we emphasize due diligence in keeping accounts
and other documentation; we believe it is
unacceptable to use Company funds in order
to engage in corruption;
■ we process payments in accordance with
our internal standards;
■ we keep our recruitment procedures transparent;
■ we screen the beneficiaries of our charitable
activities.
Thus far the Company has not carried out an analysis
of the risk of encountering corruption among our business
partners.
To build awareness in the scope of recognizing and coun-
teracting corruption, in 2022 we began training for depart-
ments regarded as particularly exposed to this kind of risk
(Business Development and Procurement – with 9 people
participating in training sessions in 2022). In future years
we plan to continue training employees of departments
which are at risk of encountering corruption. Additionally,
all of our employees, including members of the Manage-
ment Board and Supervisory Board, have been informed
of our anti-corruption policies and procedures.
Anyone who receives a request which is indicative of
corruption, or has a justifiable reason to believe that such
a request may have been made, or may be made in the
future, may report it using our whistleblowing system.
No instances of corruption were reported in 2022.
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Compliance with international
regulations and fair competition
[GRI 2-27, 206-1, 417-2, 417-3]
As the CD PROJEKT Group we operate globally, supplying
products and services to users across the globe. Ensuring
compliance with the states’ legal and regulatory require-
ments that are applicable to our business is an important
pillar for us when it comes to fostering mutual trust.
To ensure compliance of our eorts with the legal regula-
tions in force in various countries, our internal Legal
Department, among others, provides opinions on conclud-
ed contracts, verifies legislative processes and cooperates
with external law firms (domestic and foreign).
In business relations we do not take advantage of unfair
advantages stemming from our market position, while as
part of the commercial transactions we execute, we include
the pertinent declarations of our status as a large corporate
undertaking.
To the best of the Company’s knowledge, in 2022 at
CD PROJEKT S.A.:
■ no incidents involving non-compliance regarding
marketing communication were identified;
■ no incidents involving non-compliance of product
and service labeling, or of product- and service-
related information, were identified;
■ no fines or non-monetary sanctions for non-
compliance with laws and regulations were
imposed upon the Company;
■ no legal steps concerning incidents of breaches
of the principles of free competition or
monopolistic practices were taken against us;
■ no financial losses were incurred as a result of
litigation due to unfair competition.
In the framework of the 2021 case pending before
the US District Court for the Central District of California,
on 27 January 2022 the Company announced that it had
been notified of a formal Stipulation Agreement conclud-
ed with the law firm representing holders of securities
traded in the USA under ticker symbols “OTGLY” and
“OTGLF” and based on CD PROJEKT shares. Subsequent-
ly, on 4 January 2023 the Company announced that
it had been notified that the Court had issued an order
concerning preliminary approval of the class action set-
tlement. Further information concerning this litigation and
the conditions of the agreement can be found in the Man-
agement Board Report on CD PROJEKT Group activities
for 2022, available on www.cdprojekt.com.
Intellectual property
The intellectual property rights vested in
CD PROJEKT are primarily related to the
universe of “The Witcher” and “Cyberpunk
2077”. For each of them CD PROJEKT has
procured the acquisition of intellectual property
rights beyond the games field, which in the long
run will facilitate the development of our IP also
in areas other than just video games.
Creation and protection of intellectual property are the cor-
nerstones of CD PROJEKT’s activity; that is why in the frame-
work of our activities we incessantly tend to the rights
held by CD PROJEKT. Each of our video games consists
of many dierent elements – including software, graphics,
animation, sound eects and storylines. Each one of them,
taken individually and as a whole, constitutes intellectual
property. The dedicated Business & IP team operating
as part of CD PROJEKT’s Legal Department is responsible
for the protection and management of intellectual prop-
erty rights.
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Within the framework of the Business & IP team:
■ we ensure that each element of intellectual
property created by CD PROJEKT receives the
appropriate legal protection. As part of this area,
we register trademarks and other rights subject
to registration, and we ensure that we acquire
full copyright from artists;
■ we deal with the sublicensing of the intellectual
property rights vested in CD PROJEKT, i.e. to
numerous marketing and merchandising partners;
■ we are responsible for ensuring that the content
created by CD PROJEKT does not infringe upon
third-party rights, among others, by entering into
the pertinent agreements, including licensing
agreements or investigating the risk of violating
trademark rights.
At CD PROJEKT we want to give the gaming community
the ability to become inspired by our products by support-
ing the process of creating content based on our games.
For instance, we have adopted a set of Fan Content Guide-
lines that make it possible to create fan content for
non-commercial purposes. In the event of encroachment
on the bounds of allowed utilization of CD PROJEKT S.A.’s
rights, or violating them in some other scope, we under-
take legal measures to protect the intellectual property
vested in us.
Personal data protection
[GRI 418-1]
Activities involving personal data protection are pursued
at CD PROJEKT on the basis of the CD PROJEKT Group’s
Personal Data Protection Policy ratified and implemented
in 2018. The Privacy & Compliance team, as a distinct part
of the CD PROJEKT Legal Department, is responsible for
enforcing and updating this policy. CD PROJEKT’s activi-
ties in the scope of personal data protection are monitored
on an ongoing basis by an external Data Protection Ocer
designated by the Company.
To the best of our knowledge, in 2022 at CD PROJEKT S.A.:
■ no leak, theft or loss of customer data was
identified;
■ no complaints were filed against CD PROJEKT
with any institution responsible for personal data
protection;
■ CD PROJEKT did not incur any monetary losses
related to litigation due to personal data
protection;
■ we did not receive any requests to divulge the
data of CD PROJEKT users from the authorized
public authorities.
Ochrona danych osobowych w CD PROJEKT:
■ zgodnie z obowiązującymi regulacjami,
przetwarzamy dane osobowe tylko w niezbędnym
zakresie, uzasadnionym jasno komunikowanymi
celami,
■ zawsze informujemy osoby, których dane dotyczą,
o tym jak, dlaczego i na jakiej podstawie
przetwarzamy ich dane oraz o tym, jakie prawa
przysługują im w tym kontekście,
■ wybierając podwykonawców, którzy mają mieć
dostęp do danych osobowych, upewniamy się,
że dbają o bezpieczeństwo powierzonych im
danych,
■ na bieżąco monitorujemy bezpieczeństwo
przetwarzanych danych osobowych i reagujemy
na sygnały o możliwych naruszeniach,
■ gdy wymaga tego sytuacja, zgłaszamy naruszenie
do właściwych organów oraz informujemy o nim
podmioty danych.
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Cybersecurity
In 2022 we uniformized our information security standards,
among others by adopting the CD PROJEKT Group Infor-
mation Security Policy and rolling out an Information
Security Management System (ISMS)..
The Information Security Management System
contains, among others, rules concerning:
■ security of IT systems, workstations
and backups;
■ continuity of operations;
■ classifying information and granting
access thereto;
■ managing security incidents and ensuring
compliance;
■ cooperation with external entities.
In 2022 we undertook the following cybersecurity-related
actions, among others:
■ we equipped our employees with U2F hardware
keys and provided access to a centrally supported
and integrated password manager;
■ we launched a Security Operations Center (SOC)
which improves our capabilities for early detection
of security threats to our infrastructure;
■ we organized mandatory cybersecurity training
for all employees;
■ we took action to raise awareness of phishing
threats;
■ we streamlined the process of handling potential
cybersecurity breach notifications and security
incidents.
In keeping with the security obligations incumbent upon
providers of software solutions, we carry out screening
of contractors who may require access to our IT infrastruc-
ture or production data. This screening process involves
analysis of risks associated with each given partner, along
with assessment of their security safeguards. We do not
initiate collaboration with contractors who do not maintain
our required level of security.
Tax transparency
[GRI 207-1, 207-2]
In discharging our fiscal obligations we exercise due
diligence – we transparently provide all disclosures required
under law, and we discharge our public law liabilities in
a timely manner.
Maintaining control over implementation of our fiscal strat-
egy, as well as over discharge of fiscal duties, is the
responsibility of the Tax Department working in collabo-
ration with CD PROJEKT’s CFO.
CD PROJEKT has instituted a set of internal policies and
procedures which aim to ensure proper discharge of fiscal
obligations and thus mitigate the associated risks. When
in doubt regarding the interpretation of tax law, the
Tax Department submits requests for individual interpre-
tations to the appropriate public tax authorities, or arrang-
es consultations with external entities which provide
consultancy services in this scope. These activities aim
to ensure transparent decision-making, appropriate risk
analysis, verification of the applicability and observance
of our procedures, and assessment of the eects of our
decisions on matters related to taxation.
The Company does not engage in any action which could
be construed as unlawful tax optimization or tax evasion.
The Company discharges its public-law disclosure obliga-
tions concerning CD PROJEKT’s tax strategy in a diligent
and timely manner. Information regarding CD PROJEKT S.A.
Tax Strategy for the given financial year is updated on an
annual basis and published on our corporate website at
www.cdprojekt.com.
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SOCIAL
ENGAGEMENT
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[GRI 3-3]
CD PROJEKT takes action to positively aect its social
environment, instill shared values in our employees, and
assist others with our resources and skills. The Company
engages in social projects, national charity drives and
global aid campaigns through material donations, financial
support and knowledge sharing. We also carry out projects
targeted at the young generation, enabling participants
to develop their skills and gain experience in the gaming
industry.
In 2022 we donated a total of 1 210 611 PLN
to charity. Our beneficiaries included the
PolishHumanitarian Action, the Tech to the
Rescue initiative (which mobilizes IT companies
to support non-profit Ukrainian organizations
by delivering digital solutions to maintain the
integrity of Ukraine in the face of war), the
Ministry of Internal Aairs Hospital as well as
a CD PROJEKT employee participating in
a wheelchair fencing competition. This amount
also includes scholarships paid out to
participants enrolled in the Girls in the Game!
program.
Support for Ukrainian war
refugees
On 25 February 2022, one day after the beginning of
the Russian invasion of Ukraine, acting in solidarity with
the victims of that aggression, we donated 1 million PLN
to the Polish Humanitarian Action, for the purpose of help
-
ing refugees and victims of the ongoing armed con-
flict in Ukraine.
At CD PROJEKT we oered, among others, support for our
Ukrainian team members and their loved ones. We pro-
vided psychological and legal aid, as well as assistance
with organizing their stay in Poland. Two families took ad-
vantage of our oer of accommodation in 2022.
In collaboration with NGOs – SOS Wioski Dziecięce and
Fundacja Ocalenie – we carried out a collection of per-
sonal hygiene products. Our oce canteen prepared meals
for refugees accommodated in reception centers.
On 14 March 2022, on the Twitch platform CD PROJEKT
organized a charity stream where our team members
played and provided commentary on the Studio’s games.
The collected donations, in the amount of 15 thousand PLN,
were transferred to the Siepomaga.pl foundation.
Faced with the ongoing armed conflict, on 3 March 2022
the Management Board of CD PROJEKT decided to sus-
pend distribution of CD PROJEKT Group products and
sales of games on the GOG.COM platforms throughout
the territory of Russia and Belarus. We were among the
first companies to make and announce such a decision.
In addition to activities undertaken by the CD PROJEKT
Group itself, members of our team actively supported
a range of grassroots initiatives to support Ukrainian ref-
ugees. In order to enable such work, anyone who volun-
teered for refugee assistance work was granted three
additional days of paid leave.
In response to numerous inquiries, we announced a new
initiative – an internship program addressed to young
Ukrainians forced to relocate to Poland following the in-
vasion. Eight internships were oered as part of the program,
four of which related to the videogame development.
The paid internship lasted for three months. Participants
were provided with accommodation (if required), free lunch-
es at our canteen and Polish language classes
ESG Ambition
Sustainable
Development Goals
Use our resources and competencies to support others
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Girls in the Game!
“Girls in the Game!” is the first scholarship and mentoring
program in Poland dedicated specifically to female high
school students, oering the opportunity to learn practical
aspects of work in the videogame industry and gain valu-
able experience under the supervision of our experts.
The program is co-organized by CD PROJEKT and Fundacja
Edukacyjna Perspektywy.
The program is addressed to girls who live in smaller towns
and are at the early steps of planning their future and their
professional career. Our goal is to make our industry more
accessible to such candidates – which also contributes
to diversity.
The first edition of “Girls in the Game!” ended in January
2023. From the very beginning the program attracted great
interest – we received 1 400 applications from all around
Poland. Following a multistage recruitment process, we
extended formal invitations to 20 exceptionally talented
applicants..
Over the course of one year, our mentors – CD PROJEKT
specialists – shared their knowledge and professional
experience with program participants. They also helped
their protégés gain self-confidence and plan further steps
along their chosen path of professional development.
Participants took part in workshops and events, and received
financial support (1000 PLN mo thly) to finance further
development and educational activities.
The second edition of the program was launched on
28 January 2023.
Promised Land Art Festival
In 2022, together with the Municipality of Łódź and the
“EC1 Łódź – Miasto Kultury” initiative, we organized
the 4
th
edition of the Promised Land Art Festival. The event
attracted over 850 participants from all around the world,
including nearly 60 speakers.
The Festival is addressed to content creators aliated
with the digital industry, including computer graphics,
2D and 3D animation, and special eects. It includes sculpt-
ing and illustration workshops (31 hours overall in 2022,
including 15 hours of activities involving professional mod-
els) as well as meetups with celebrated artists. During the
Festival EC1 was visited, among others, by the famous
comic book author Grzegorz Rosiński. Sculpting work-
shops were supervised by the sculptor and illustrator
Tomasz Radziewicz.
A distinct part of the Festival is the Open Day which,
in 2022, attracted 500 attendees. During this day the
venue can be visited by persons who are not professional
artists; many of whom at the outset of their professional
careers. The Open Day provides the opportunity to attend
talks by creators from CD PROJEKT RED and other studi-
os, establish contacts, present one’s own work to artists
participating in the event, and gain valuable feedback.
In 2022 almost 100 persons took advantage of this oppor-
tunity, enabled by artists aliated with CD PROJEKT RED
and People Can Fly.
Holiday charity events
A number of charity events were held around the Christ-
mas season. The auction of skills and joint activities oered
by our team members proved particularly popular – such
activities included, among others, photography workshops
coupled with a walk around the Praga district of Warsaw,
as well as public speaking workshops for individual
participants. Another grassroots initiative involved the
creation and sale of a calendar featuring photos
of CD PROJEKT team members’ pets. We also organized
a bake sale, with cakes prepared by our team members,
as well as a collection of pet food. Altogether, our holiday
charity events attracted over 500 people. We collected
nearly 37.5 thousand PLN, which was donated to two
foundations – Fundacja Ocalenie and Fundacja Złap Dom.
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ATTACHMENTS
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Attachment 1. Compliance with the requirements of the Accounting Act in the scope
of non-financial disclosures
Requirement (Accounting Act) Document reference
Description of the entity’s business model and key performance indicators Our business
Description of management of risks identified as material Managing sustainability-related risks
Description of policies, due diligence procedures and performance indicators related
totheentity’s activities in the scope of counteracting corruption
Anti-corruption policy
Description of policies, due diligence procedures and performance indicators related
totheentity’s activities with regard to respect for human rights
Human rights policy
Description of policies, due diligence procedures and performance indicators related
totheentity’s activities with regard to social issues
Social engagement
Description of policies, due diligence procedures and performance indicators related
totheentity’s activities with regard to the natural environment
Environment
Description of policies, due diligence procedures and performance indicators related
totheentity’s activities with regard to labor issues
Our team
Description of policies, due diligence procedures and performance indicators related
totheentity’s activities with regard to consumer/client relations and quality
Gamers first
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Attachment 2. Numerical data
Employment figures
[GRI 2-7 and 2-8] Number of employees at the CD PROJEKT Group – all forms of collaboration
Company Type of cooperation Gender Total
CD PROJEKT S.A.
Permanent employment contract
women 190
451
508
men 261
Fixed-term employment contract
women 25
57
men 32
Self-employed, cooperators under civil law contracts 504
Total: 1012
Total number of employees at other companies belonging to the Group 280
Total: 1292
Company Type of cooperation Gender Total
CD PROJEKT S.A.
Full-time employment contract
women 210
499
508
men 289
Part-time employment contract
women 5
9
men 4
Self-employed, cooperators under civil law contracts 504
Total: 1012
Total number of employees at other companies belonging to the Group 280
Total: 1292
Headcount as of 31 December 2022
“Total number of employees at other companies belonging to the Group” includes persons employed at GOG Sp. z o.o., CD PROJEKT Inc., The Molasses Flood LLC, CD PROJEKT SILVER Inc., SPOKKO Sp. z o.o.,
CDPROJEKTREDVancouver Studio Ltd. and CD PROJEKT RED STORE Sp. z o.o.
The videogame industry is characterized by strong autonomy of cooperating individuals and businesses. This is particularly true of creative aspects of the production process, such as storyboarding, conceptual design, artistic
vision, 2D and 3D model design, animation, programming, sound recording and gameplay design. The outcomes of each stage often constitute distinct creative works in the sense of the Act on Copyrights and Related Rights.
Giventhespecific nature of our environment, the Group’s products and services rely to a great extent on collaboration with individuals who are not bound by standard employment contracts. Accordingly, the Company sees
fit toxtend the description of its workforce to include individuals who are not on the payroll, but nevertheless contribute to videogames and other services oered by the Group. In light of the above, this section provides
a comprehensive description of a team of independent specialists who regularly collaborate with the Group and who directly influence its operations and growth prospects, regardless of their contractual ties to the Group
(employmentcontract, contract for work, contract of mandate, permanent collaboration, appointment or any other type of contract used in countries where the Group’s foreign subsidiaries carry out their core activities),
anddurationthereof (permanent contract, fixed-term contract, project, trial period, etc.).
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[GRI 2-21] Annual total compensation ratio
CD PROJEKT S.A 2022
Ratio of the annual total compensation for the organization’s highest-paid individual to the
median annual total compensation for all employees (excluding the highest-paid individual)
31.74
Ratio of the percentage increase in annual total compensation for the organization’s highest-paid
individual to the median percentage increase in annual total compensation for all employees
(excluding the highest-paid individual)
3.99*
This calculation covers all individuals employed at the Company, on the territory of Poland, throughout all of 2022, regardless
of contract type.
*The reported decrease in compensation is due to the fact that the bonus pool, which is tied to the Company’s net profit
was higher for bonuses paid out in 2021 (for 2020 – which was a release year) than for bonuses paid out in 2022 (for 2021
– when there was no new release). The total compensation for the highest-paid individual and the median total compen-
sation for all employees both decreased, with a fourfold decrease observed in the former.
[GRI 202-1] Ratios of standard entry level wage by gender compared to local minimum wage
CD PROJEKT S.A. 2022
Minimum wage in Poland (gross) 3010
Ratio of standard entry level wage of women compared to local minimum wage 1.36
Ratio of standard entry level wage of men compared to local minimum wage 1.36
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Employee category
Number of
employees
as of
31.12.2022
Number of
employees that
the organization's
anti-corruption
policies and
procedures
have been
communicated to
% of employees
that the
organization's
anti-corruption
policies and
procedures
have been
communicated to
Number of
employees that
have received
training on
anti-corruption
% of employees
that have received
training on
anti-corruption
Junior 138 138 100.0% 0 0.0%
Specialist 396 396 100.0% 2 0.5%
Senior 307 307 100.0% 1 0.3%
Expert 47 47 100.0% 0 0.0%
Lead 28 28 100.0% 1 3.6%
Manager 46 46 100.0% 3 6.5%
Director 42 42 100.0% 2 4.8%
Management
Board
8 8 100.0% 0 0.0%
Supervisory Board 5 5 100.0% 0 0.0%
[GRI 205-2] Communication and training about anti-corruption policies and procedures
In 2022 we launched training for employees in departments seen as particularly at risk for corruption. By the end of 2022
9 persons had taken part in anti-corruption training. In future years we intend to continue organizing anti-corruption
training for other teams which may be at risk for corruption.
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[GRI 401-1] New employee hires and employee turnover
CD PROJEKT S.A.
Number of
employees as
of 31.12.2022
Number of new
employee hires
Rate of new
employee hires
Number of
employee
turnover
Rate of
employee
turnover
Women 324 96 29.6% 37 11.7%
Men 682 148 21.7% 99 14.5%
No data available 6 – – – –
Total: 244 136
CD PROJEKT S.A.
Number of
employees as
of 31.12.2022
Number of new
employee hires
Rate of new
employee hires
Number of
employee
turnover
Rate of
employee
turnover
<30 324 137 42.3% 40 12.3%
30-50 682 100 14.7% 95 13.9%
>50 8 2 25.0% 1 12.5%
No data available 6 5 83.3% – –
Total: 244 136
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[GRI 404-1] Average hours of training per year per employee at CD PROJEKT S.A.
Average number of training hours by gender in 2022
Women 24.07
Men 19.47
Average number of training hours per category in 2022
Junior 19.94
Specialist 18.48
Senior 20.85
Expert 19.15
Lead/Manager 29.98
Director 29.96
Average hours of training per year per employee 20.84
[GRI 405-1] Diversity of governence bodies and employees
CD PROJEKT S.A.
Percentage of Management Board members
byage and gender
Percentage of Supervisory Board members
byage and gender
Women Men Total Women Men Total
<30 – – – – – –
30-50 – 7 87,5% 1 2 60%
>50 – 1 12,5% – 2 40%
Total %
bygender
– 100% 100% 100% 400% 100%
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CD PROJEKT S.A.
Percentage of employees in each group in relation to the total number of employees in the organisation according to a given criterion
<30 30-50 >50 No data available Total Women Men No data available Total
Junior 11.6% 2.0% 0.1% – 12.8% 6.3% 7.2% 0.1% 12.8%
Specialist 17.8% 21.1% – 0.2% 39.1% 13.7% 25.2% 0.2% 39.1%
Senior 3.9% 25.8% 0.3% 0.4% 30.3% 8.7% 21.3% 0.3% 30.3%
Expert 0.2% 4.2% 0.2% – 4.6% 0.6% 4.1% – 4.6%
Lead 0.1% 2.7% – – 2.8% 0.6% 2.2% – 2.8%
Manager 0.3% 4.2% – – 4.5% 1.1% 3.5% – 4.5%
Director – 4.7% 0.2% – 4.7% 1.0% 4.0% – 4.7%
Total: 33.8% 64.8% 0.8% 0.6% 100.0% 32.0% 67.4% 0.6% 100.0%
CD PROJEKT S.A.
Number of employees in each category
<30 30-50 >50 No data available Total Women Men No data available Total
Junior 117 20 1 – 138 64 73 1 138
Specialist 180 214 – 2 396 139 255 2 396
Senior 39 261 3 4 307 88 216 3 307
Expert 2 43 2 – 47 6 41 – 47
Lead 1 27 – – 28 6 22 – 28
Manager 3 43 – – 46 11 35 – 46
Director – 48 2 – 50 10 40 – 50
Total: 342 656 8 6 1012 324 682 6 1012
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CD PROJEKT Group - employment by type of work performed
CD PROJEKT Group Developers Publishing Back oce Total
2022 837 226 229 1292
2021 766 221 209 1196
2020 768 231 178 1177
The reported figures are valid for the end of each indicated year. The Publishing branch comprises, among others,
teams responsible for PR and Marketing, Business Development, Customer Relations and Game Releases.
Employment figures for CD PROJEKT RED dev studios
Warsaw Kraków Wrocław Vancouver
2022 831 90 50 33
2021 765 80 41 23
2020 734 107 43 –
2019 713 108 38 –
The table lists team members assigned to each location. In 2022 41 persons were not aliated with any specific dev
studio – these included Community Managers, persons engaged in economic activities outside of Poland and persons
performing remote work in other countries.
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CD PROJEKT S.A. managerial sta by gender
CD PROJEKT S.A.
2022 2021
number % number %
Women 27 22.1% 26 22.2%
Men 95 77.9% 91 77.8%
Total 122 100.0% 117 100.0%
The reported figures are valid for the end of each indicated year. The summary covers Directors, Managers and Leads.
Given the uniformization of tier names, our analysis of managerial structures is based on the following tiers: Director,
Manager, Lead. We have recomputed all related indicators for 2021 accordingly and provide adjusted data in the table
above.
Career path in CD PROJEKT S.A. by gender
CD PROJEKT S.A. 2022 2021
Career path (% of promoted women) 22.8% 24.6%
promotions to director positions 0.6% 0.7%
promotions to managerial positions 1.9% 0.4%
other promotions 20.4% 23.5%
Career path (% of promoted men) 21.7% 30.4%
promotions to director positions 0.7% 0.8%
promotions to managerial positions 2.5% 0.8%
other promotions 18.5% 28.9%
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90
Environmental indicators
[GRI 302-1] Energy consumption within the organisation
Energy source
2022 2021
GJ % GJ %
Electricity 6981 61.2% 6287 56.0%
Heat 4056 35.5% 4526 39.9%
Petrol 356 3.1% 390 3.4%
Diesel 27 0.2% 137 1.2%
Total energy consumptiom 11420 100.0% 11340 100.0%
renewable sources: 334 2.9% 343 3.0%
non-renewable sources: 11086 97.1% 10997 97.0%
The following assumptions were made when converting energy consumption into GJ:
■ for electrical energy, a fixed conversion rate of 1kWh = 0.0036 GJ was applied,
■ for petrol, a conversion rate of 44.3 GJ/t was applied (based on KOBIZE report on calorific values and CO
2
emission coecients for 2019, applicable to reporting in the context of the Emissions Trading System for 2022),
■ for diesel oil, a conversion rate of 43 GJ/t was applied (based on KOBIZE report on calorific values and CO
2
emission coecients for 2019, applicable to reporting in the context of the Emissions Trading System for 2022),
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[GRI 303-3] Water withdrawal
CD PROJEKT S.A. 2022 2021
Water withdrawal [m3] 6040 3715
Quantity used/discharged [m3] 5857 3654
The reported data is drawn from invoices received from the Municipal Water Supply and Sewerage Company in Warsaw,
and settlement sheets submitted by managers of our Kraków and Wrocław branches. Invoices are issued on the basis
of meter readings performed at Company oces. According to World Resources Institute Poland does not currently face
elevated water stress.
In 2022 withdrawal of water from the supply network was 63% higher than in 2021. This is a consequence of more people
working at the oce compared to 2021, when pandemic-related restrictions were in place.
[GRI 305-1] Direct (Scope 1) GHG emissions
Direct (Scope 1) GHG emissions [tCO
2
e] 2022 2021
Consumption of petrol on own fleet 25 27
Consumption of diesel in own fleet and generator station 10
Emissions from release of refrigeration agents 0 0
Total direct GHG emissions (fuel consumption) 27 37
We monitor refrigerant leaks and no such leaks were identified in 2022.
[305-2] Energy indirect (Sopce 2) GHG emissions
Indirect emissions
Indirect GHG emissions
[tCO
2
e, location-based]
Indirect GHG emmissions
[tCO
2
e, marked-based]
2022 2021 2022 2021
Indirect emissions of GHGs
from electricity
1230 1077 1272 1218
Indirect emissions of GHG
from heating
414 446 414 446
Total energy indirect
emissions
1644 1523 1686 1664
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[GRI 306-3] Waste generated
Type of waste
Waste weight [t]
Method of treatment
2021 2022
Hazardous waste 0.25 0.69 processing
Non-hazardous waste 10.25 7.59 processing
Total 10.5 8.28
All waste that could not be avoided is segregated in accordance with applicable laws, and directed to disposal by spe-
cialized entities who hold the required permits concerning management of specific types of waste.
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Attachment 3. GRI index
Number Disclosure Page/comment
General disclosures 2021
2-1* Organizational details 12
2-2* Entities included in the organization’s sustainability reporting 7
2-3* Reporting period, frequency and contact point 8
2-4* Restatements of information 8
2-5* External assurance 8
2-6* Activities, value chain and other business relationships 13, 16, 18, 67
2-7* Employees 82
2-8* Workers who are not employees 82
2-9* Governance structure and composition 19
2-10* Nomination and selection of the highest governance body 21, 22
2-11* Chair of the highest governance body 20
2-12* Role of the highest governance body in overseeing the management of impacts 26
2-13* Delegation of responsibility for managing impacts 26
2-14* Role of the highest governance body in sustainability reporting 26
2-15* Conflicts of interest 23
2-16* Communication of critical concerns 72
2-17* Collective knowledge of the highest governance body 26
2-18* Evaluation of the performance of the highest governance body 26
* Indicators covered by an independent assurance service performed by Deloitte Audyt Sp. z o.o sp. k.
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Number Disclosure Page/comment
2-19* Remuneration policies 25
2-20* Process to determine remuneration 25, 48
2-21* Annual total compensation ratio 83
2-22* Statement on sustainable development strategy 4
2-23* Policy commitments 69
2-24* Embedding policy commitments 69
2-25* Processes to remediate negative impacts 72
2-26* Mechanisms for seeking advice and raising concerns 72
2-27* Compliance with laws and regulations 74
2-28* Membership associations 12
2-29* Approach to stakeholder engagement 29
2-30* Collective bargaining agreements 43
Material topics 2021
3-1* Process to determine material topics 31
3-2* List of material topics 33
3-3* Management of material topics 34, 40, 42, 54, 65, 78
Economic disclosures
Market presence 2016
202-1 Ratios of standard entry level wage by gender compared to local minimum wage 83
* Indicators covered by an independent assurance service performed by Deloitte Audyt Sp. z o.o sp. k.
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95
Number Disclosure Page/comment
Anti-corruption 2016
205-1 Operations assessed for risks related to corruption 73
205-2* Communication and training about anti-corruption policies and procedures 73
205-3 Confirmed incidents of corruption and actions taken 73
Anti-competitive behavior 2016
206-1 Legal actions for anti-competitive behavior, anti-trust, and monopoly practices 74
Tax 2019
207-1 Approach to tax 76
207-2 Tax governance, control, and risk management 76
Environmental disclosures
Energy 2016
302-1* Energy consumption within the organization 90
Water 2018
303-3 Water withdrawal 91
Emissions 2016
305-1* Direct (Scope 1) GHG emissions 55, 91
305-2* Energy indirect (Scope 2) GHG emissions 55, 91
305-3 Other indirect (Scope 3) GHG emissions 57
305-4 GHG emissions intensity 56
Waste 2020
306-3 Waste generated 92
* Indicators covered by an independent assurance service performed by Deloitte Audyt Sp. z o.o sp. k.
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Number Disclosure Page/comment
Social disclosures
Employment 2016
401-1* New employee hires and employee turnover 85
401-2* Benefits provided to full-time employees that are not provided to temporary or part-time employees 48
401-3 Parental leave 50
Occupational health and safety 2018
403-1 Occupational health and safety management system 52
403-3 Occupational health services 52
403-4 Worker participation, consultation, and communication on occupational health and safety 52
403-5 Worker training on occupational health and safety 52
403-6 Promotion of worker health 52
403-8 Workers covered by an occupational health and safety management system 52
403-9 Work-related injuries 52
Training and education 2016
404-1* Average hours of training per year per employee 86
404-2* Programs for upgrading employee skills and transition assistance programs 45
404-3* Percentage of employees receiving regular performance and career development reviews 47
Diversity and equal opportunity 2016
405-1* Diversity of governance bodies and employees 86, 87
* Indicators covered by an independent assurance service performed by Deloitte Audyt Sp. z o.o sp. k.
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Number Disclosure Page/comment
Non-discrimination 2016
406-1* Incidents of discrimination and corrective actions taken 72
Udział wżyciu publicznym 2016
415-1 Political contributions 0 PLN.
According to the Rules o the Game - Business and Ethics
Standards at the CD PROJEKT Group “CDPROJEKT
maintains political neutrality and does not support
political parties. Accordingly, we make nopayments
which might benefit any specific politicalparty.”
Marketing and labeling 2016
417-1 Requirements for product and service information and labeling 67
417-2* Incidents of non-compliance concerning product and service information and labeling 74
417-3* Incidents of non-compliance concerning marketing communications 74
Customer privacy 2016
418-1* Substantiated complaints concerning breaches of customer privacy and losses of customer data 75
* Indicators covered by an independent assurance service performed by Deloitte Audyt Sp. z o.o sp. k.
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Attachment 4. SASB disclosure
Sustainability Accounting Standards Board (SASB) – Software & IT Services
TOPIC ACCOUNTING METRIC CODE DISCLOSURE
Environmental
Footprint of
Hardware
Infrastructure
(1) Total energy consumed,
(2) percentage grid electricity
(3) percentage renewable
TC-SI-130a.1 (1) 11 420 GJ
(2) 61.2 %
(3) 2.9 %
(1) Total water withdrawn
(2) total water consumed, percentage of
each in regions with High or Extremely High
Baseline Water Stress
TC-SI-130a.2 (1) 6 040 m
3
(2) 5 857 m
3
; 0%
Discussion of the integration of environmental
considerations into strategic planning for data
center needs
TC-SI-130a.3 Much of the service is provided from our own servers, located at CD PROJEKT’s
headquarters in Warsaw. Our computing resources are virtualized and/or
containerized, thus ensuring a high resource utilization rate. In addition, some
services are also implemented using public cloud providers, including AWS and
Google Cloud Platform. Cloud solutions are taken into account when planning new
projects. Publiccloud providers completely or significantly use renewable energy
orplan to cover energy needs with 100% renewable energy in the coming years.
Thecompany’sown servers are powered by electricity from the energy supplier
forthe CDPROJEKT campus in Warsaw.
Data Privacy
& Freedom of
Expression
Description of policies and practices relating
to behavioral advertising and user privacy
TC-SI-220a.1 Personal data is processed in accordance with the internal Personal Data
Protection Policy and the publicly available CD PROJEKT RED Privacy Policy.
Thereisnodedicated policy relating specifically to behavioral advertising.
Number of users whose information is used
for secondary purposes
TC-SI-220a.2 We did not consolidate data from this area in the reported period
Total amount of monetary losses as a result
of legal proceedings associated with user
privacy
TC-SI-220a.3 0 PLN – we did not incur such losses in the reported period
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TOPIC ACCOUNTING METRIC CODE DISCLOSURE
Data Privacy
& Freedom of
Expression
(1) Number of law enforcement requests
foruser information,
(2) number of users whose information
wasrequested,
(3) percentage resulting in disclosure
TC-SI-220a.4 0 – no such requests regarding users of our services in the reported period
List of countries where core products
orservices are subject to government-
required monitoring, blocking, content
filtering, orcensoring
TC-SI-220a.5 We did not consolidate data from this area in the reported period.
Data Security
(1) Number of data breaches,
(2) percentage involving personally
identifiable information (PII),
(3) number of users aected
TC-SI-230a.1 We did not record any leaks of customer data during the reported period.
Description of approach to identifying and
addressing data security risks, including
useof third-party cybersecurity standards
TC-SI-230a.2 As part of the strategic risk management process, the following risk was identified:
cybersecurity risk related to the threat of data leakage, loss or unauthorized
modification. The risk was analyzed in accordance with the applicable methodology.
Risk factors were identified and described. A treatment plan grouped into programs
with a series of mitigation actions was developed. A description of strategic risks
can be found in the CD PROJECT Group Activity Report. Cybersecurity risks involve
potential exposure to loss or damage resulting from the fact that data is processed in
information or communication systems. Cybersecurity risks go beyond data corruption,
leakage or destruction, and include theft of intellectual property, loss of productivity
and loss of reputation. The consequences of a potential breach can range from
brand damage and revenue loss to stock price reductions. Also directly related to the
consequences are the costs of investigations, remedies, fraud, litigation and possibly
related penalties.
Recruiting &
Managing a Global,
Diverse & Skilled
Workforce
Percentage of employees that are:
(1) foreign nationals
(2) located oshore
TC-SI-330a.1 (1) 22%
(2) 4%
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TOPIC ACCOUNTING METRIC CODE DISCLOSURE
Recruiting &
Managing a Global,
Diverse & Skilled
Workforce
Employee engagement as a percentage TC-SI-330a.2 70% – the score of the engagement survey conducted with the Culture Amp tool.
Percentage of gender and racial/ethnic
grouprepresentation for
(1) management
(2) technical sta
(3) all other employees
TC-SI-330a.3 (1) women: 22%, men: 78%; Poles: 87%, foreigners: 13%
(2) women: 25%, men: 75%; Poles: 72%, foreigners: 28%
(3) women: 49%, men: 51%; Poles: 86%, foreigners: 14%
Intellectual
Property
Protection &
Competitive
Behavior
Total amount of monetary losses as
aresultof legal proceedings associated
withanti-competitive behavior regulations
TC-SI-520a.1 0 PLN – we did not incur such losses in the reported period
Managing
Systemic Risks
from Technology
Disruptions
Number of
(1) performance issues
(2) service disruptions
(3) total customer downtime
TC-SI-550a.1 n/a – CD PROJEKT does not provide services to clients based on cloud solutions
Description of business continuity risks related
to disruptions of operations
TC-SI-550a.2 As part of the strategic risk management process, the following risk was identified:
Risk of unavailability of IT infrastructure or services. The risk was analyzed
inaccordance with the applicable methodology. Risk factors were identified
anddescribed. A treatment plan grouped into programs with a series of mitigation
actions was developed. A description of strategic risks can be found in the
CDPROJECT Group Activity Report. The identified risk relates to loss of access
to IT infrastructure or business applications supporting critical business processes
at CDPROEJKT as a result of an unforeseen event. This risk represents potential
exposure to loss or damage resulting from an interruption in the availability
ofCDPROJEKT’s ICT systems. The risk goes beyond physical or logical damage
of infrastructure components or data processing systems, and also includes loss
ofphysical access to server rooms and other data processing locations.
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ACTIVITY METRIC CODE DISCLOSURE
(1) Number of licenses or subscriptions
(2) percentage cloud-based
TC-SI-000.A We did not consolidate data from this area in the reported period
(1) Data processing capacity
(2) percentage outsourced
TC-SI-000.B
(1) 11 426 GHz
(2) 1.61%
(1) Amount of data storage
(2) percentage outsourced
TC-SI-000.C
(1) 2.73 PB
(2) 3.21%
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Attachment 5. Compliance
with UE Taxonomy
for sustainable activities
Context
The UE Taxonomy
27
provides a classification system
for reporting what percentage share of the CD PROJEKT
Group’s activities – based on revenues
28
, capital expendi-
tures (CapEx) i and operating expenditures (OpEx)
29
– is e vironmentally sustainable.
According to this framework, an activity is environmentally
sustainable if it meets all the following criteria:
■ it contributes substantially to one or more
of the environmental objectives,
■ it does not significantly harm any of these
environmental objectives,
■ it is carried out in compliance with
minimum safeguards,
■ it complies with technical screening criteria.
The EU Taxonomy is structured around six environmental
objectives:
1. climate change mitigation;
2. climate change adaptation;
3. sustainable use and protection
of water and marine resources;
4. transition to a circular economy;
5. pollution prevention and control;
6. protection and restoration of
biodiversity and ecosystems.
Technical screening criteria (TSC) are used to determine
what constitutes substantial contribution to each objective
and when a given activity does not cause significant harm.
These are provided in Annexes I and II to Commission
Delegated Regulation (EU) 2021/2139
30
, later amended
by Commission Delegated Regulation (UE) 2022/1214
31
.
Thus far the European Commission has only issued del-
egated acts concerning the criteria of substantial contri-
bution to the first two objectives – climate change mitigation
and climate change adaptation. These criteria will be
extended in the future and will incorporate conditions
which an activity must meet in order to contribute sub-
stantially to the remaining four environmental objectives.
27
This taxonomy was introduced by Regulation (EU) 2020/852 of the European Parliament and of the Council of 18 June 2020 on the establishment of a framework to facilitate sustainable investment,
and applies to all companies which provide non-financial disclosures, including the CD PROJEKT Group.
28
Sum of the following line items: Sales revenues (Note 1 in the Consolidated Financial Statement of the CD PROJEKT Group for 2022) and Revenues from lease contracts (Note 3 in the Consolidated Financial Statement
of the CD PROJEKT Group for 2022).
29
Sum of the following line items: Increases from purchases of PP&E and lease agreements concluded (Note 10 in the Consolidated Financial Statement of the CD PROJEKT Group for 2022); Increases from purchases
and own creation of intangible assets and expenditures on development projects (Note 11 in the Consolidated Financial Statement of the CD PROJEKT Group for 2022) and Activation of costs for investment properties
(Note 13 in the Consolidated Financial Statement of the CD PROJEKT Group for 2022).
30
Commission Delegated Regulation (EU) 2021/2139 of 4 June 2021 supplementing Regulation (EU) 2020/852 of the European Parliament and of the Council by establishing the technical screening criteria for determining
the conditions under which an economic activity qualifies as contributing substantially to climate change mitigation or climate change adaptation and for determining whether that economic activity causes no significant
harm to any of the other environmental objectives
31
Commission Delegated Regulation (EU) 2022/1214 of 9 March 2022 amending Delegated Regulation (EU) 2021/2139 as regards economic activities in certain energy sectors and Delegated Regulation (EU) 2021/2178
as regards specific public disclosures for those economic activities
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Alignment of the CD PROJEKT Group’s activities with the Taxonomy for sustainable activities
Following analysis, we have determined that the following percentage of revenues and capital expenditures (CapEx)
is aligned with the Taxonomy:
Revenues CapEx
Value in 2022 [PLN thousands] 959 220 324 869
Sustainable activities (Taxonomy-aligned) 0.0% 1.6%
Non-sustainable activities (Taxonomy-eligible but not aligned) 0.7% 7.8%
Neutral activities (Not eligible under the Taxonomy) 99.3% 90.7%
Revenues
Neutral activities (Not eligible under the Taxonomy)
Non-sustainable activities
(Taxonomy-eligible but not aligned)
Sustainable activities (Taxonomy-aligned)
0.0% 0.7%
99.3%
1.6%
7.8%
90.7%
Neutral activities (Not eligible under the Taxonomy)
Non-sustainable activities
(Taxonomy-eligible but not aligned)
Sustainable activities (Taxonomy-aligned)
Neutral activities (Not eligible under the Taxonomy)
Non-sustainable activities
(Taxonomy-eligible but not aligned)
Sustainable activities (Taxonomy-aligned)
0.0% 0.7%
99.3%
1.6%
7.8%
90.7%
Neutral activities (Not eligible under the Taxonomy)
Non-sustainable activities
(Taxonomy-eligible but not aligned)
Sustainable activities (Taxonomy-aligned)
CapEx
The percentage values in the CapEx column do not add up to 100% due to rounding.
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The remainder of this section characterizes the process
of assessing alignment with the Taxonomy, describes the
applicable accounting regulations and provides a detailed
overview of three performance indicators, along with
tables consistent with the so-called Art. 8 delegated act;
that is, Commission Delegated Regulation (UE) 2021/2178
32
.
Information concerning assessment
of alignment with the Taxonomy
The process of analyzing alignment with the Taxonomy
was carried out with participation of the ESG team,
the financial department and administration, and with
assistance from an external advisor.
The process involved the following four steps:
Step 1: Identification
KBased on activity descriptions listed in annexes to Com-
mission Delegated Regulation (EU) 2021/2139 the
CD PROJEKT Group carried out a review of its 2022
activities – in the context of revenues and capital expendi-
tures (CapEx) – and identified Taxonomy-eligible areas.
Regarding sales revenues a cautious approach was fol-
lowed. In the process of assessing whether revenues from
sales of videogames are Taxonomy-eligible it was deter-
mined that the definitions of activity contained in section
8 of Annexes I and II to the aforementioned delegated
regulation are ambiguous. Following a review of disclo-
sures published by gaming industry companies based in
the European Union we concluded that no uniform market
practices exist in this regard. While the European Union
published a Frequently Asked Questions document on
19 December 2022
33
, this document also did not provide
clear guidance in the matter. Consequently, although
it could be argued that revenues obtained by the Group
from sales of videogames are eligible under Activity 8.2
Computer programming, consultancy and related activi-
ties, in this report we nevertheless regard them as non-el-
igible. In 2023 CD PROJEKT S.A. intends to submit a formal
request for clarification to the European Commission
to obtain a binding interpretation in this matter.
Step 2: Allocation
Subsequently, for each activity identified as Taxonomy-el-
igible, we determine the corresponding revenues and
capital expenditures incurred by the CD PROJEKT Group
in 2022. Details of the allocation methods are described
in the section titled “Accounting principles” elsewhere in
this chapter.
32
Commission Delegated Regulation (EU) 2021/2178 of 6 July 2021 supplementing Regulation (EU) 2020/852 of the European Parliament and of the Council by specifying the content and presentation of information to be disclosed
by undertakings subject to Articles 19a or 29a of Directive 2013/34/EU concerning environmentally sustainable economic activities, and specifying the methodology to comply with that disclosure obligation
33
Draft Commission Notice on the interpretation and implementation of certain legal provisions of the EU Taxonomy Climate Delegated Act establishing technical screening criteria for economic activities that contribute substantially
to climate change mitigation or climate change adaptation and do no significant harm to other environmental objective, https://ec.europa.eu/finance/docs/law/221219-draft-commission-notice-eu-taxonomy-climate.pdf
Step 3: Verification
Verification of eligibility is enabled by two types of assess-
ment:
1. Assessment of compliance with Technical
Screening Criteria
Compliance with Technical Screening Criteria (TSC) listed
in annexes to Commission Delegated Regulation
(EU) 2021/2139 was analyzed for selected types of activ-
ity regarded as financially material (with the threshold
of financial materiality set at 50 thousand PLN). The align-
ment of activities which fell below the materiality threshold
was not assessed; instead, any associated revenues
or capital expenditures were deemed eligible but not
aligned with the Taxonomy. Activities which exceed the
materiality threshold were analyzed with respect to each
criterion specifying what constitutes substantial contribu-
tion and lack of significant harm, in order to determine
whether the given activity is aligned with TSC.
2. Assessment of compliance with Minimum
Safeguards
ZCompliance with Minimum Safeguards was assessed on
the basis of recommendations provided in the Final Report
on Minimum Safeguards published by Platform on Sus-
tainable Finance. Minimum Safeguards are defined in Art.
18 of Regulation 2020/852 and based to a large extent
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105
on the requirement to exercise due diligence as defined
in UN Guiding Principles on Business and Human Rights,
and OECD Guidelines for Multinational Enterprises.
Although the Platform on Sustainable Finance report is not
legally binding, it nevertheless represents the sole avail-
able source of interpretations regarding Minimum Safe-
guards issued by an entity aliated with the European
Commission and appointed on the basis of Regulation
2020/852.
Platform on Sustainable Finance defined four criteria
and specified that meeting at least one of them implies
noncompliance with Minimum Safeguards.
The relevant criteria and the associated verification meth-
ods are listed in the following table.
The aforementioned analysis indicates that
CD PROJEKT Group activities in 2022 were
consistent with Minimum Safeguards.
Step 4: Calculation
By applying the information obtained in the three preced-
ing stages, we prepared tables concerning our revenues
and capital expenditures, consistent with the Commission
Delegated Regulation (EU) 2021/2139.
Criterion Verification method
Inadequate or nonexistent due diligence
mechanismswith regard to human rights,
anti-corruption measures, counteracting
unfaircompetition ortaxstrategy.
Verification of due diligence procedures was
performed by filling out an extensive form – based
on the methodology proposed by Platform for
Sustainable Finance (World Benchmark Alliance Core
UNGP Indicators) – by the CD PROJEKT Group (self-
assessment) and by additional analysis of corporate
documentation and processes performed by an
external company which specializes in consultancy
services. This process revealed that due diligence
processes are appropriately followed at the
CDPROJEKT Group.
The Company is ultimately held liable or declared guilty
of violating labor law or human rights in certain court
cases related to labor law or human rights.
Verification was based on checking – in collaboration
with persons responsible for Compliance and Internal
Audit – whether no binding court indictments had
been issued with regard to the Company in matters
related to human rights, corruption, unfair competition
and taxation. This process revealed that no such
indictments had been issued.
The Company has refused to engage in dialogue
withthe OECD National Contact Point (NCP).
Querying the OECD NCP database revealed
that no attempts to contact the Group had been
made between 1 January and 31 December 2022;
accordingly, there was no cause to engage in
dialogue with OECD NCP during the reporting period.
The Business and Human Rights Resource Centre
(BHRRC) issued allegations regarding the Company,
towhich the Company did not respond within 3 months.
Querying the BHRRC database revealed that
noactivity concerning the Company had occurred
between 1 January and 31 December 2022.
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Accounting principles
When calculating the eligible fraction of revenues, capital
expenditures (CapEx) and operating expenditures (OpEx)
the following criteria were applied:
Revenues
Regarding revenues, the basis for calculations were the
consolidated revenues of the CD PROJEKT Group for
2022, as disclosed in its consolidated financial state-
ment for 2022, Notes 1 and 3
34
. The numerator represents
revenues from activities regarded as eligible.
Capital expenditures (CapEx)
Regarding capital expenditures (CapEx), the basis for cal-
culations were capital expenditures incurred in each con-
solidated member company of the CD PROJEKT Group.
Investment expenditures are s presented in Notes 10, 11
and 13
35
in the Group’s Consolidated Financial Statement
for 2022. The numerator represents investment expendi-
tures related to activities regarded as eligible.
Operating expenditures (OpEx)
Regarding operating expenditures (OpEx), it was deter-
mined that these do not play a significant role in the
Group’s business model; consequently, in line with section
1.1.3.2 of Annex I to Commission Delegated Regulation
(EU) 2021/2139, this KPI was excluded from calculations
and disclosure.
Supplementary information
Data used in calculations was drawn from the financial
and accounting system operated by CD PROJEKT S.A.
and from financial and accounting systems operated by
other member companies of the Group which are subject
to consolidation.
In the process of assigning revenues and investment
expenditures to categories, the Group avoided double
counting by applying the appropriate consolidation elim-
inations, in line with the applicable accounting regulations.
The presented analysis did not reveal any types of activ-
ity which would contribute to more than one environmen-
tal objective. Consequently, there was no need to apply
special procedures to avoid double counting.
This report marks the first time the Group has revealed
the share of Taxonomy-aligned activities in its overall
activity profile, as well as the second time it has revealed
the share of its corresponding Taxonomy-eligible activities.
The disclosure provided in this report covers the previ-
ous financial year, i.e. the period between 1 January
and 31 December 2022.
Analysis revealed that no detailed disaggregation of KPIs
by the Group’s operating units is required, pursuant to item
1.2.2.3 of Annex I to Commission Delegated Regulation
(EU) 2021/2178. Further information in this regard can
be found in commentary sections attached to each KPI.
The CD PROJEKT Group does not conduct, finance or
become exposed to the types of activity listed in sections
4.26-4.31 of Annexes I and II to Commission Delegated
Regulation (EU) 2021/2139 (activities related to production
of energy in nuclear processes or production of energy
from gaseous fossil fuels).
34
Sum of the following line items: Sales revenues (Note 1 in the Consolidated Financial Statement of the CD PROJEKT Group for 2022) and Revenues from lease contracts (Note 3 in the Consolidated Financial Statement
of the CD PROJEKT Group for 2022)
35
Sum of the following line items: Increases from purchases of PP&E and lease agreements concluded (Note 10 in the Consolidated Financial Statement of the CD PROJEKT Group for 2022); Increases from purchases
and own creation of intangible assets and expenditures on development projects (Note 11 in the Consolidated Financial Statement of the CD PROJEKT Group for 2022) and Activation of costs for investment properties
(Note 13 in the Consolidated Financial Statement of the CD PROJEKT Group for 2022).
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Proportion of revenues from products or services associated with Taxonomy-aligned economic activities
Substantial contribution criteria DNSH criteria (Does Not Significantly Harm)
Economic activities Code(s)
Absolute revenues
Proportion of revenues
Climate change
mitigation
Climat change
adaptation
Water and marine
resources
Circular economy
Pollution
Biodiversity and
ecosystems
Climate change
mitigation
Climat change
adaptation
Water and marine
resources
Circular economy
Pollution
Biodiversity and
ecosystems
Minimum safeguards
Taxonomy-aligned
proportion of
revenues,2022
Taxonomy-aligned
proportion of
revenues,2021
Category
(enabling activity or)
Category
(transitional activity)
PLN thousands % % % % % % % Y/N Y/N Y/N Y/N Y/N Y/N Y/N % % E T
A. TAXONOMYELIGIBLE ACTIVITIES
A.1. Enviromentally sustainable activities (Taxonomy-aligned)
Revenues of environmentally
sustainable activities
(Taxonomy-aligned) (A.1)
0.0 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% n/a
A.2. Taxonomy-Eligible but not environmentally sustainable avtivities (not Taxonomy-aligned activities)
Acquisition and ownership
ofbuildings
7.7. 6 644 0.7% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N Y Y Y Y Y
Revenues of Taxonomy-
eligibe but not environmentally
sustainable avtivities
(not Taxonomy-aligned activities)
(A.2)
6 644 0.7% 0.7% n/a
Total (A.1.+A.2.) 6 644 0.7% 0.7% n/a
B. TAXONOMYNONELIGIBLE ACTIVITIES
Revenues of Taxonomy-
non-eligible activities (B)
952 576 99.3%
Total (A+B) 959 220 100%
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Note regarding the “Percentage of aligned
revenues” table
The CD PROJEKT Group obtains revenues mainly from
sales of computer games, which are not directly recog-
nized in the Taxonomy within the meaning of Annexes
I and II to the delegated climate act (Commission Dele-
gated Regulation (EU) 2021/2139) – a detailed description
of our approach to eligibility of revenues is provided in the
section titled “Information concerning assessment of align-
ment with the Taxonomy”. In 2022 the Group’s consoli-
dated revenues
35
were reported as 959 220 thousand
PLN, and the only Taxonomy-eligible category of revenues
comprised revenues from leasing space at the buildings
owned by CD PROJEKT S.A. – at 6 644 thousand PLN.
This category is eligible as activity 7.7 Acquisition and
ownership of buildings.
In 2022 the Group obtained 952 576 thousand PLN in rev-
enues from activities not eligible under the Taxonomy.
These revenues came mainly from sales of videogames.
The share of Taxonomy-eligible revenues in the Group’s
total revenues for 2022 was 0.7% – with 0% of revenues
identified as Taxonomy-aligned. The remaining 99.3%
of revenues are regarded as non-eligible.
35
Sum of the following line items: Sales revenues (Note 1 in the Consolidated Financial Statement of the CD PROJEKT Group for 2022) and Revenues from lease contracts (Note 3 in the Consolidated Financial Statement
of the CD PROJEKT Group for 2022)
36
Sum of the following line items: Increases from purchases of PP&E and lease agreements concluded (Note 10 in the Consolidated Financial Statement of the CD PROJEKT Group for 2022); Increases from purchases
and own creation of intangible assets and expenditures on development projects (Note 11 in the Consolidated Financial Statement of the CD PROJEKT Group for 2022) and Activation of costs for investment properties
(Note 13 in the Consolidated Financial Statement of the CD PROJEKT Group for 2022).
Note regarding the “Percentage of aligned CapEx”
table
Taxonomy-eligible capital expenditures (CapEx) are relat-
ed to implementation of investment plans adopted by man-
agement boards of companies subject to consolidation
in the course of planning budgets for 2022. In 2022 the
Group incurred 324 869 thousand PLN in consolidated
capital expenditures
36
Taxonomy-eligible CapEx concerned
mainly:
■ Construction of a parking lot adjacent to
the Company’s HQ (23 142 thousand PLN).
These expenditures are eligible as activity 7.1.
Construction of new buildings (Annex II),
■ Purchases of intangible and legal assets,
including in the course of developing applications
and software, and purchases of IT infrastructure
(4 452 thousand PLN). These expenditures are
eligible as activity 8.1. Data processing, hosting
and related activities (Annex II),
■ Upgrading existing buildings which belong to
the CD PROJEKT Group (2 069 thousand PLN).
These expenditures are eligible as activity 7.2
Renovation of existing buildings (Annex II).
An additional capital expenditure of 256 thousand PLN
was incurred in the deployment of electric car charging
station, while 211 thousand million PLN was allocat-
ed toward purchases of systems and devices which aim
to improve the energy eciency of buildings, enabling
the Group to reduce its energy consumption in future
years, which will also indirectly contribute to a reduction
in greenhouse gas emissions. The CD PROJEKT Group
also incurred small-scale expenditures related to purchas-
es of devices and systems which optimize water consump-
tion and wastewater discharge at the Company (separator
deployed in the parking lot).
In 2022 the Group incurred 294 567 thousand PLN
in non-eligible capital expenditures. These concern mainly
development activities which comprise the Group’s core
business – development and sales of videogames.
The percentage share of Taxonomy-eligible CapEx in the
Group’s total CapEx for 2022 was 9.3% – including 1.6%
in Taxonomy-aligned expenditures. The remaining portion
of capital expenditures (90.7%) is regarded as non-eligible.
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Proportion of CapEx from products or services associated with Taxonomy-aligned economic activities
Substantial contribution criteria DNSH criteria (Does Not Significantly Harm)
Economic activities Code(s)
Absolute CapEx
Proportion of CapEx
Climate change
mitigation
Climat change
adaptation
Water and marine
resources
Circular economy
Pollution
Biodiversity and
ecosystems
Climate change
mitigation
Climat change
adaptation
Water and marine
resources
Circular economy
Pollution
Biodiversity and
ecosystems
Minimum safeguards
Taxonomy-aligned
proportion of
CapEx,2022
Taxonomy-aligned
proportion of
CapEx,2021
Category
(enabling activity or)
Category
(transitional activity)
PLN thousands % % % % % % % Y/N Y/N Y/N Y/N Y/N Y/N Y/N % % E T
A. TAXONOMYELIGIBLE ACTIVITIES
A.1. Enviromentally sustainable activities (Taxonomy-aligned)
Construction, extension and
operation of water collection,
treatment and supply systems
5.1. 73 0.0% 0.0% 100.0% 0.0% 0.0% 0.0% 0.0% Y Y Y Y Y Y 100.0% n/a
Construction, extension and
operation of waste water
collection and treatment
5.3. 98 0.0% 0.0% 100.0% 0.0% 0.0% 0.0% 0.0% Y Y Y Y Y Y 100.0% n/a
Installation, maintenance and
repair of charging stations for
electric vehicles in buildings
(and parking spaces attached
tobuildings)
7.4. 256 0.1% 0.0% 100.0% 0.0% 0.0% 0.0% 0.0% Y Y Y Y Y Y 100.0% n/a E
Installation, maintenance and
repair of instruments and devices
for measuring, regulation and
controlling energy performance
ofbuildings
7.5. 211 0.1% 0.0%
100.0% 0.0% 0.0% 0.0% 0.0% Y Y Y Y Y Y 100.0% n/a E
Data processing, hosting
andrelated activities
8.1. 4 452 1.4% 0.0% 100.0% 0.0% 0.0% 0.0% 0.0% Y Y Y Y Y Y 100.0% n/a T
CapEx of environmentally
sustainable activities
(Taxonomy-aligned) (A.1)
5 090 1.6% 0.0% 100.0% 0.0% 0.0% 0.0% 0.0% 1.6% n/a
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Proportion of CapEx from products or services associated with Taxonomy-aligned economic activities
Substantial contribution criteria DNSH criteria (Does Not Significantly Harm)
Economic activities Code(s)
Absolute CapEx
Proportion of CapEx
Climate change
mitigation
Climat change
adaptation
Water and marine
resources
Circular economy
Pollution
Biodiversity and
ecosystems
Climate change
mitigation
Climat change
adaptation
Water and marine
resources
Circular economy
Pollution
Biodiversity and
ecosystems
Minimum safeguards
Taxonomy-aligned
proportion of
CapEx,2022
Taxonomy-aligned
proportion of
CapEx,2021
Category
(enabling activity or)
Category
(transitional activity)
PLN thousands % % % % % % % Y/N Y/N Y/N Y/N Y/N Y/N Y/N % % E T
A.2. Taxonomy-Eligible but not enviromentally sustainable activities (not Taxonomy-aligned activities)
Construction of new buildings 7.1. 23 142 7.1% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N Y Y Y Y Y
Renovation of existing buildings 7.2. 2 069 0.6% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N Y N N N N Y
CapEx of Taxonomy-eligible
butnot enviromentally
sustainable activities (not
Taxonomy-aligned activities) (A.2)
25 211 7.8% 7.8% n/a
Total (A.1.+A.2.) 30 302 9.3% 9.3% n/a
B. TAXONOMYNONELIGIBLE ACTIVITIES
CapEx of Taxonomy-non-eligible
activities (B)
294 567 90.7%
Total (A+B) 324 869 100%
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Piotr Nielubowicz
Member of the Board, CFO
This CD PROJEKT Group Sustainability Report for 2022 was approved for publication by the Management Board
of CD PROJEKT S.A. on 30 March 2023 and signed on 30 March 2023, pursuant to Art. 49b section 9 and Art. 52 section
3 item 2 of the Accounting Act of 29 September 1994 (JL 2023, item 120, as amended).
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