CD PROJEKT GROUP
SUSTAINABILITY REPORT
FOR 2023
2
Disclaimer: This English language translation has been prepared solely for the convenience of English-speaking readers. Despite all the efforts devoted to this translation, certain
discrepancies, omissions or approximations may exist. In case of any differences 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 Joint CEO
5 About the report
6 About the report
6 Scope of reporting
7 Boundaries of reporting
8 Changes in reporting and external verification
9 Our business
10 About the CD PROJEKT Group
11 CD PROJEKT S.A. and the CD PROJEKT RED Studio
13 How we create value for stakeholders
15 Our business strategy
16 Corporate governance
17 Structure of the CD PROJEKT Group
17 Share capital and shareholding structurea
18 Governing bodies of CD PROJEKT
20 Management Board of CD PROJEKT
22 Supervisory Board of CD PROJEKT
23 General Meeting of CD PROJEKT
23 Conflict of interest
24 Diversity on the governing bodies of CD PROJEKT
25 Remuneration policy for members of the Management Board
and Supervisory Board
26 Managing sustainability at CD PROJEKT
27 Managing sustainability-related risks
Table of Content
28 Our approach to sustainable development
29 CD PROJEKT Group stakeholders
30 Assessing the materiality of ESG topics
32 List of material ESG issues
34 Analyzing the environmental, social and economic impact of
the CD PROJEKT Group’s activities
36 Our games
37 Our approach to game development
38 Our team
39 CD PROJEKT as an employer
42 Professional development and engagement
43 Reinforcing the DEI culture at CD PROJEKT, among others by
promoting inclusive leadership
45 Activities promoting diversity
46 Offering competitive remuneration and equal career
advancement opportunities
48 Workplace comfort and work life balance
51 Environment
52 CD PROJEKT environmental policy and EMAS
53 Carbon footprint
59 Environmentally friendly campus
61 Team commitment to helping the environment
62 Datacenter management
63 Our approach to climate risks and opportunities
68 Transparent relations
69 Relations with the gaming community
72 Value chain
74 Whistleblowing
76 Human rights
77 Anti-corruption policy
77 Compliance with international regulations and fair
competition
78 Intellectual property
79 Personal data protection
80 Cybersecurity
80 Tax transparency
81 Social engagement
82 Social engagement policy
82 Girls in the Game!
83 Christmas charity events
83 Promised Land Art Festival
84 Strategic partnership with Futuregames
84 Local community support
85 Attachments
86 Attachment 1. Compliance with the Accounting Actwith
regard to non-financial disclosures
87 Attachment 2. Compliance with EU Taxonomy for sustainable
activities
94 Attachment 3. Numerical data
104 Attachment 4. GRI Index
109 Attachment 5. SASB disclosure
112 Attachment 6. TCFD recommendations
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Dear Readers,
I have the pleasure to invite you – for the first time in my
role as Joint CEO of CD PROJEKT – to familiarize your-
selves with the CD PROJEKT Group Sustainability Report
for 2023.
Ever since I can remember – and I have been part of
CD PROJEKT for nearly 20 years – maintaining responsi-
ble interaction with gamers, building team relations on
the basis of mutual trust and respect, and being fair with
our business partners have formed the cornerstone of our
value set and work ethic. These aspects of our business,
although articulated less frequently then issues related
to development and publishing of games, continue to
serve as our compass and guide our decision-making
processes.
The business highlight of the past year was, without a
doubt, the release of the Cyberpunk 2077 expansion titled
Phantom Liberty; however, over the recent months we
also invested a great deal of effort in improving the per-
formance of the CD PROJEKT Group in all aspects of
sustainability which we regard as material. Just as iteration
forms a crucial component of the game development
process, we at CD PROJEKT continue to reinvent our or-
ganization and operations, which enables us to discover
smarter, more efficient and healthier approaches to car-
rying out work.
In 2023 we improved our process of reporting non-finan-
cial data and streamlined management of key non-finan-
cial aspects. Our second-ever materiality survey, which
involved a broad community of stakeholders, produced
a new list of ESG issues regarded as material for the
CD PROJEKT Group. We also established an
ESG Management Group, comprising top managers whose
respective responsibilities include overseeing material
ESG issues.
In the course of implementing our environmental obliga-
tions for 2023 we became the first gaming company in
Poland to obtain an EU EMAS certificate. We set ambitious
Scope 1 and 2 reduction goals for the Group, to be achieved
by 2030; we also continued to seek new solutions and
expand the renewable energy infrastructure at our Warsaw
campus.
With regard to team management, despite a reduction in
employment carried out in 2023, we consistently worked
to improve the engagement of our employees. As a result,
by December 2023 the team engagement score had in-
creased to 72% - a 2pp increase compared to the end of
the preceding year. In 2023 we also carried out a survey
of career development barriers faced by our female
employees. This resulted in a list of recommendations
and action points for future years.
To better manage our value chain, in 2023 we improved
our supplier vetting process and published the “Fair Play
Code for Suppliers”. We also initiated educational activities
in the scope of business ethics – all of which help us
uphold high standards in our business dealings.
Details of our activities and our plans for future years are
presented further below in this report.
Enjoy!
Michał Nowakowski
Joint CEO
Foreword from the Joint CEO
[GRI 2-22]
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About the report
We hereby present to you the CD PROJEKT Group Sus-
tainability Report for 2023 (“the Report”), which covers
basic information about the CD PROJEKT Group, a de-
scription of key activities related to each aspect of sus-
tainable development which have particularly strong long-
term effects on our business, the way in which we handle
each of these aspects, as well as notable risks and op-
portunities related thereto. The Report also summarizes
our work towards accomplishment of social, environmen-
tal and governance goals, and declares our goals for the
coming years.
This is our third sustainability report, with both previous
reports having been published on a voluntary basis rath-
er than under any legal obligation. In 2023 CD PROJEKT,
for the first time ever, meets the criteria which, under the
Accounting Act, mandate WSE traded companies to pub-
lish statements or distinct reports covering their non-fi-
nancial performance indicators.
Scope of reporting
[GRI 2-3]
The information provided in the Report is consistent with
the requirements of the Accounting Act, GRI Universal
Standard and other international standards published by
the Sustainability Accounting Standards Board (SASB).
Information presented in the Report is valid as of
31 December 2023 and covers the period between
1 January and 31 December 2023 unless indicated other-
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wise. The sustainability reporting period is equivalent to
the financial reporting period.
Information regarding management of ESG issues
at CD PROJEKT and at the CD PROJEKT Group is published
on an annual basis together with the CD PROJEKT Group’s
annual report.
Boundaries of reporting
[GRI 2-2]
Given the character of the CD PROJEKT Group’s business
activities, which involves significant business and organiza-
tional autonomy of member companies, as well as significant
variability of their scale of operations and applicable legal
constraints, the Group, in most cases, does not enforce uni-
form groupwide policies and procedures, applicable to all
its subsidiaries (unless indicated otherwise in the Report).
Each member company of the Group is responsible for in-
troducing local policies and procedures adapted to the scope
and scale of its activity, as well as to local legal requirements.
The list of companies covered by sustainability reporting for
2023 (namely, CD PROJEKT S.A. and GOG sp. z o.o.
1
) does
not include CD PROJEKT Inc., and is therefore not equivalent
to the list of companies subject to consolidation in the Group’s
financial statement. We proceed from the assumption that
CD PROJEKT Inc. (whose financial results are subject to
consolidation as a result of past decisions, but which does
not currently meet consolidation criteria in force at the Group)
– given the limited scale of its activities in 2023 – does not
meet the materiality threshold in the context of this report,
unless indicated otherwise.
Employment and environmental indicators
Employment and environmental indicators are provided
for CD PROJEKT S.A. and GOG sp. z o.o. – the Group’s
two largest companies, as measured by the scale of their
activities, employment, assets and revenues. For the pur-
poses of this report the term “CD PROJEKT Group” is
understood as both these companies combined.
Other indicators
Given that at the end of 2023 CD PROJEKT S.A., which is
the holding company of the CD PROJEKT Group, account-
ed for 87% of the Group’s employees, 84% of its sales
revenues and 96% of its balance sheet total for 2023,
subsequent sections of this report describe management
of ESG issues mainly from the point of view of the holding
company (which is variously referred to as “CD PROJEKT”
and “the Company”) unless indicated otherwise in the
given disclosure.
¹ Both CD PROJEKT S.A. and GOG sp. z o.o. have their registered seats in Poland. The vast majority of employees at both companies (96%) are also based in Poland.
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The CD PROJEKT Group Sustainability Report for 2023 was
subjected to independent attestation, covering profile indi-
cators as well as selected material result indicators marked (“*”)
in the GRI table. This attestation service was provided by
Deloitte Assurance Polska spółka z ograniczoną odpowied-
zialnością sp. k. (formerly: Deloitte Assurance sp. z o.o.).
The attestation report will be posted at our website.
Contact information
[GRI 2-3]
Coordination and preparation of the CD PROJEKT Group
Sustainability Report for 2023 is the responsibility of the ESG
Team, which is part of the Investor Relations Department.
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: 28 March 2024
Changes in reporting and
external verification
[GRI 2-4, 2-5]
In the scope of our preparations for implementation of the
CSRD
2
directive which entails compliance with ESRS
3
standards, in 2023 we performed an assessment of the
materiality of ESG issues for the CD PROJEKT Group based
on the double materiality principle. The resulting materi-
ality matrix enabled us to revise the list of GRI disclosures,
which was originally based on the materiality assessment
performed in 2021.
Find out more about our materiality
assessment.
As we prepare for introduction of ESRS standards, the
next milestone will be to expand the scope of reporting
to include full numerical disclosures concerning
CD PROJEKT S.A. and GOG sp. z o.o. For this reason some
of the data presented in our 2023 Report is not directly
comparable to disclosures provided in the preceding
years, particularly in the scope of employment.
In the course of refining our carbon footprint calculation
model, we recalculated the CD PROJEKT Group’s Scope
1, 2 and 3 emissions, and adjusted the values reported
under GRI 305-1, 305-2, 305-3, 305-4 for the preceding
years. Our new model for these calculations is described
in the subsection titled “Carbon footprint”.
Joanna Sienkiewicz-Kozyrska
ESG Expert
Katarzyna Szulc
IR & ESG Manager
² Directive 2022/2464 of 14 December 2022 as regards corporate sustainability reporting (Corporate Sustainability Reporting Directive; CSRD)
³ European Sustainability Reporting Standards
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About the CD PROJEKT Group
[GRI 2-1, 2-6]
As the CD PROJEKT Group we have been active on the
dynamically growing global electronic entertainment mar-
ket
4
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.
GOG.COM covers digital distribution of videogames via
the proprietary online distribution platform named
GOG.COM and the GOG GALAXY application.
CD PROJEKT Group – highlights of 2023
1 230 milion PLN
in consolidated sales revenues
481 milion PLN
in consolidated net profit
1 309 milion PLN
in financial reserves
5
at the end of 2023
1 168
emplyees from 45 countreis
63%
developers in our team
31%
women in our team
97%
of our sales are exports
⁴ “Electronic entertainment market” is the best description of our primary business sector. The classifications mentioned in GRI 2-6 disclosures do not apply to member companies of our Group.
⁵ 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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Headquarters (CD PROJEKT RED, GOG)
CD PROJEKT RED dev studio
Branch offices
Media and community managers
Local subsidiaries of the Group
CD PROJEKT RED Inc. and The Molasses Flood studio
São Paulo
Wrocław
Kraków
Warsaw
Berlin
Los Angeles
Boston
Shanghai
Tokyo
Seul
Paris
Vancouver
Madrid
CD PROJEKT S.A. and the
CD PROJEKT RED Studio
[GRI 2-1, 2-6, 2-28]
CD PROJEKT S.A. (“CD PROJEKT”, “the Company”) is the
parent company of the CD PROJEKT Group. In 2023 it ac-
counted for 84% of the Group’s consolidated sales revenues,
and 99% of its consolidated net profit. Over a period of thirty
years, activities carried out under the CD PROJEKT brand
evolved from distribution of games in Poland and later through-
out Central-Eastern Europe into full-fledged development of
new games, global distribution and franchise management
– all within the framework of the CD PROJEKT RED studio.
Our main products include three games from The Witcher
series, including the last part of the trilogy – The Witcher 3:
Wild Hunt, with its two storyline expansions: Hearts of
Stone and Blood and Wine – along with Cyberpunk 2077
and its Phantom Liberty expansion, released on 26 Sep-
tember 2023. In addition to developing games, we con-
tinue to explore new business segments, build strong
communities around our franchises and work to generate
synergies between our products.
To further develop and strengthen our franchises, we also
invest in tie-in products dedicated to fans of our games: among
others, we offer comic books, board games, posters, music
albums, apparel and other collectible gadgets.
Our corporate HQ is located in Warsaw
6
, Poland. For years
we have been progressively expanding our development
teams, employing videogame specialists from all around the
world.
CD PROJEKT actively participates in a variety of gaming
industry events. We are a member of the Polish Games
Association as well as the Polish Association of Listed
Companies.
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.
⁶ Both CD PROJEKT S.A. and GOG sp. z o.o. have their registered seats in Poland. The vast majority of employees at both companies (96%) are also based in Poland.
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Our values
Be ambitious
Set the goal and persevere
Be honest with everyone at all times
Be kind and respectful to all around you
Always remember about the gamers
12
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Presenting gamers with ambitious,
innovative, high-quality games
Parallel development projects
supporting an ambitious release
schedule
Offering unique development
opportunities and career
advancement options for team
members while retaining
creative autonomy
Steady stream of revenues
and earnings - enabling
financial independence
Development and expansion of
franchises by creating synergies
and supporting recognition of
our brands beyond the field of
videogames
Supporting and harnessing synergies
in the context of our franchises
Collaboration with experienced
quality-focused partners in expanding our
franchises to new fields of entertainment
(beyond videogames)
Management and protection of intellectual property
related to globally recognized franchises, beloved
by fans throughout the world
Maintaining control over the creative process
– caring for the quality of products
which comprise our franchises
Games developed by experienced
teams which prioritize quality
Parallel production by CD PROJEKT RED
development studios in Poland, USA
and Canada and The Molasses Flood
Applying own tools and know-how to
development of open-world story-driven RPGs
Development of games in the context of
a strategic partnership which involves
the use of Unreal Engine
to support open-world gameplay
Carrying out global marketing and
sales campaign – by internal PR, Marketing
and Biz Dev teams
Maintaining dialogue with gamers
in 11 languages
FRANCHISE
MANAGEMENT
PUBLISHING
TECHNOLOGY
PRODUCTION
INTELLECTUAL
PROPERTY
C
D
P
R
O
J
E
K
T
G
R
O
U
P
B
U
S
I
N
E
S
S
M
O
D
E
L
STAKEHOLDER VALUE
7
OUR KEY CAPITAL
INTELLECTUAL CAPITAL
Franchise rights: The Witcher and Cyberpunk,
in selected fields of exploitation
TECHNOLOGICAL CAPITAL
Gamedev technologies and tools
RELATIONS AND SOCIAL CAPITAL
Strong communities
established around our products
Longstanding trust-based relations
with business partners
PRODUCT CAPITAL
Portfolio of available games and tie-in products
HUMAN CAPITAL
Team of experienced developers, highly skilled
in creating and producing games,
centered around a shared set of values
Internal publishing team with experience
in leading global marketing campaigns,
successfully promoting sales of our games
Effective backoffice team supporting our operations
FINANCIAL CAPITAL
Financial reserves
How we create value for stakeholders
[GRI 2-6]
⁷ In the context of the presented chart, value is considered with regard to employees, gamers and investors. Stakeholders of the CD PROJEKT Group are further described in the section titled “Our approach to sustainable development”.
13
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on the new Witcher-themed videogame trilogy, starting
with the first game codenamed Polaris. The European
teams are also responsible for developing the studio’s
third franchise (within the project codenamed Hadar).
CD PROJEKT operates in a dynamic business environment,
affected, 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 effectively
implement our long-term strategic plans, we need to
remain aware of the opinions voiced by gamers and the
broad community of stakeholders.
Our activities involve ESG (Environmental, Social and
Governance) aspects. In our business strategy, formally
adopted by the Board in 2022, we list five ESG ambitions
which shape our approach to responsible business de-
velopment. 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. We intend to remain in-
dependent as a company. We believe that operational,
financial and publishing autonomy enables us to achieve
our ambitions and implement our creative vision.
Watch a video presentation of the main points
of the CD PROJEKT Group strategy update.
In future years we expect that the Group’s strategic growth
will follow the following main vectors:
■ further upscaling of our development capabilities
to be able to deliver more top-quality content to
gamers;
■ enhancing the recognition and popularity of our
franchises (including in collaboration with external
partners);
■ adding multiplayer content to selected titles in the
framework of our franchises.
An important aspect of our long-term business develop-
ment is the establishment of the CD PROJEKT RED team
in Boston, USA. The Boston team together with the exist-
ing CD PROJEKT RED Vancouver team is responsible for
the Orion project, which is another game set in the
Cyberpunk universe. For its part, CD PROJEKT RED dev
teams operating in Warsaw, Kraków and Wrocław, focus
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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100%
100%
100%
100%
81.82%
GOG sp. z o.o.
Digital distribution of computer games
CD PROJEKT RED Inc.
The company coordinates development work related to Project
Orion and also participates in publishing and promotional
activities of CD PROJEKT Group products (Boston office).
CD PROJEKT RED Vancouver Studio Ltd.
CD PROJEKT RED dev team
CD PROJEKT S.A.
Publishing and distributing videogames in the framework of the CD PROJEKT RED studio
Structure of the CD PROJEKT Group as of 28 March 2024
PL
PL
US
US
US
CA
Company shareholding structure as of 28 March 2024
10
companies subject to consolidation
The Molasses Flood LLC
dev studio
CD PROJEKT SILVER Inc.
company which takes part in
creating entertainment products
associated with CD PROJEKT
franchises
Founders and Management
Board members
Michał Kiciński
11
10%
Piotr Nielubowicz
7%
Adam Kiciński
4%
Remaining shares
66%
13%
Marcin Iwiński
Structure of the CD PROJEKT
Group
[GRI 2-6]
At the end of 2023 the CD PROJEKT Group consisted of
the parent entity – CD PROJEKT S.A. – and five subsidi-
aries. Two mergers were registered in 2023, both involv-
ing takeover of subsidiaries – CD PROJEKT RED STORE
sp. z o.o. and Spokko sp. z o.o. – by CD PROJEKT S.A.
(the acquirer)⁸.
Share capital and
shareholding structurea
The share capital of CD PROJEKT consists of 99 910 510
bearer shares, with each share affording one vote at the
General Meeting
9
.
⁸ We have no minority shares in other companies, there were no disposals of such shares in 2023, and there were no mergers and acquisitions other than those described above.
⁹ According to §25a and b of the CD PROJEKT S.A. Articles of Association, the voting rights of each shareholder of the Company are limited among others 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 offer for all outstanding
shares of the Company.
¹⁰ Structure is updated on the basis of formal notifications from shareholders holding at least 5% of the total number of votes at the General Meeting of the Company.
¹¹ According to the last statement made to the Company - on 13 November 2023.
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Governing 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 Commit-
tee – 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 official
bodies of CD PROJEKT remain consistent with
Best practices for WSE listed companies 2021.
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General Meeting
Governing bodies of CD PROJEKT S.A. in 2023 and as of 28 March 2024
Katarzyna Szwarc
Deputy Chairperson
of the Supervisory Board
Michał Bień
Member
of the Supervisory Board
Jan Łukasz Wejchert
Member
of the Supervisory Board
Member
of the Audit Committee
Chairperson
of the Audit Committee
Independent mebers¹³
Adam Badowski
Joint Chief Executive Officer
Member of the Board
Michał Nowakowski
Joint Chief Executive Officer
Member of the Board
Piotr Karwowski
Joint Chief Operating Officer
Member of the Board
Paweł Zawodny
Joint Chief Operating Officer
Member of the Board
Jeremiah Cohn
Chief Marketing Officer
Member of the Board
Marcin Iwiński
Chairperson
of the Supervisory Board
Maciej Nielubowicz
Secretary
of the Supervisory Board
Member
of the Audit Committee
Supervisory Board¹²
Management Board¹⁴
Adam Kiciński
15
Chief Strategy Officer
Member of the Board
Piotr Nielubowicz
Chief Financial Officer
Member of the Board
¹² No member of the Supervisory Board performs executive duties at the Company or any of its subsidiaries [GRI 2-11].
¹³ Pursuant to independence criteria specified in Art. 129 section 3 of the Act of 11 May 2017 on licensed auditors, audit firms and public supervision.
¹⁴ According to Current Report 39/2023, the Management Board of the Company has decided that, effective on 1 January 2024, the assignment of responsibilities concerning individual areas of the Company’s business
operations to respective members of the Management Board would change, which also entails changes in the roles and official titles of Management Board members.
¹⁵ On 5 October 2023 Mr. Adam Kiciński notified the Company of his intent to seek appointment as Member of the Supervisory Board of CD PROJEKT S.A. starting in 2025, which also entails resignation from membership
ofthe Management Board effective at the end of 2024 (see Current Report 39/2023).
19
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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 are appointed and
dismissed by the Supervisory Board of CD PROJEKT. Mem-
bers of the Management Board are appointed to a joint
four-year term of office. 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 appointment of CD PROJEKT Board
Members ends 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 thereof
so as to ensure that the adopted strategy, goals
and financial plans are realized;
■ works to ensure that Company management
practices remain transparent, effective and
consistent with legal regulations, best practices
for WSE listed companies and generally accepted
market standards.
Management Board regulations are adopted by an abso-
lute majority of votes. In 2023 the Management Board
adopted 39 resolutions.
See the bios of members of CD PROJEKT’s
Management Board (including any notable
involvement in the work of governing bodies
at other companies).
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Division of responsibilities between Management Board members
Michał Nowakowski
Member of the Board
Joint CEO
Adam Badowski
Member of the Board
Joint CEO
Adam Kiciński
Member of the Board
CSO
Piotr Nielubowicz
Member of the Board
CFO
Piotr Karwowski
Member of the Board
Joint COO
Paweł Zawodny
Member of the Board
Joint COO
Jeremiah Cohn
Member of the Board
CMO
Tenure in CD
PROJEKT Group
19 22 30 25 17 6 10
Responsibilities
Jointly-responsible
for the Company’s
long term vision,
coordinates the
Company’s activities
and its management.
In particular
responsible for
the Company’s
business strategy
and effective sales
policy. Supports
development of
new product lines
and manages the
Company’s back
catalog (franchise
flywheel). Shapes
long-term business
relations with key
partners. Represents
company in relation
with the investors.
Jointly-responsible
for the Company’s
long term vision,
coordinating the
Company’s activities
and its management.
In particular
responsible for
the Company’s
creative vision,
and for managing,
developing and
maintaining the
Company’s creative
teams. Develops and
defines the unique
image and style
which distinguish
the Company and
its products on the
market.
Responsible for
the Company’s
strategy and for its
implementation.
Responsible for the
Company’s financial
strategy, and for
financial and non-
financial reporting
and legal area.
Oversees strategic
corporate projects,
key investments and
Company’s climate
and environmental
policy.
Responsible for
the Company’s
game development
processes and
optimization of
its operational
capabilities,
including in-house
production, external
games development
and management
of the Group’s
studios. Additionally
oversees
development
of online and
user experience
competencies.
Responsible
for shaping the
Company’s tech
strategy and
optimization of
its operational
capabilities. Plays
a pivotal role in
driving both the
technological and
organizational
transformation
of CD PROJEKT
RED. Oversees the
Company’s activities
in the scope of
employment, talent
management and
work methodology,
ensuring they are
aligned with the
Company’s broader
transformation
objectives.
Responsible for
the Company’s
global marketing
strategy, product
communication
and branding in
support of franchise
development.
Oversees efforts to
build recognition
of the Company,
its IP, and product
releases by shaping
engagement
with fans and the
community.
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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. Mem-
bers of the Supervisory Board are appointed to a joint
four-year term of office. The Supervisory Boards appoints
its own Chairperson, Deputy Chairperson and Secretary
from among its members.
The current term of office of the CD PROJEKT Superviso-
ry Board expires in 2025.
Supervisory Board members submit declarations attesting
to their independence
16
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 Su-
pervisory 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 governing 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
consists of at least three persons, including the Chairper-
son, appointed in an open ballot by the Supervisory Board
from among its own members. The term of office of the
Audit Committee is consistent with that of the Superviso-
ry Board itself. Chairmanship 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.
¹⁶ 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 the Company Articles, General Meeting Regu-
lations 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 allocation of profit
or coverage of the Company’s losses;
■ 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 members¹⁷.
A General Meeting is held at least once per financial year.
General Meeting resolutions are adopted by a 60% majority
of votes cast, with the exception of matters where the appli-
cable 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, Mem-
bers of the Management Board should notify the Super-
visory Board whenever a conflict of interest has arisen or
may arise in connection with their duties.
A Management Board member may not, without express
approval of the Supervisory Board:
■ be a member of any governing 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
official body of a limited company which engages
in competition with the Company;
■ be a member of an official 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.
If a conflict of interest arises between the Company and
a Member of its Management Board, their spouse or rel-
ative up to the second degree of kinship, or a person with
whom the member of the Management Board has a per-
sonal relationship, the affected 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 affect-
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.
¹⁷ 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.
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Diversity on the governing
bodies of CD PROJEKT
[GRI 405-1]
In line with the Company’s Diversity Policy, a general
non-discrimination 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 managers.
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 longstanding experience as holders of managerial
positions at CD PROJEKT Group member companies.
Company activities related to improving gender balance
on governing 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 Management Board
and the Supervisory Board respectively.
In 2023 the Management Board of CD PROJEKT consisted
solely of men, whereas the Supervisory Board included
one woman, who was also its Deputy Chairperson during
the reporting period.
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
18
, 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
governing bodies.
¹⁸ https://eur-lex.europa.eu/legal-content/EN/TXT/PDF/?uri=CELEX:32022L2381&from=EN
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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 remu-
neration of Members of the Company’s Management Board
and Supervisory Board, and is part of the overall employ-
ment and compensation policy at the Group. In order to
avoid conflicts of interest related to the Remuneration Pol-
icy, responsibility for adopting, enforcing and verifying the
Remuneration Policy is divided among various governing
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 ba-
sis of a suitable authorization issued by the General Meet-
ing, and prepares recommendations concerning the Policy’s
effectiveness. The Management Board is charged with
enforcing the Remuneration Policy and preparing the rel-
evant documentation, as well as providing the Supervisory
Board with information required in the process of verifying
and applying the Policy.
The overall aim of the Remuneration Policy is to create fa-
vorable conditions for recruitment, retention and incentiv-
ization of persons who possess competences and experi-
ence required to ensure the Group’s further dynamic growth.
The Remuneration Policy applicable to members of the
Management Board and Supervisory Board of the Compa-
ny 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 resolution.
As authorized by the General Meeting, on 27 August 2020
the Supervisory Board of CD PROJEKT announced detailed
provisions regarding specific elements of the Remuneration
Policy, among them – descriptions of components of vari-
able remuneration, criteria and deferment periods applica-
ble to variable remuneration as well as non-monetary ben-
efits 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 re-
sponsibilities of the given Management Board member.
Members of the Management Board may additionally be
assigned variable remuneration, which is dependent on
meeting certain objectives related to the Company’s busi-
ness performance – financial and otherwise. A clawback
clause applies if variable remuneration is assigned on the
basis of erroneous information obtained from the Manage-
ment Board Member in the context of meeting the afore-
mentioned objectives, or if it is assigned in breach of the
applicable provisions of the Remuneration Policy or condi-
tions 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 effective
management of environmental issues, ensuring observance
of the Company’s social responsibility commitments, over-
seeing corporate governance practices at the Company,
or accomplishing other managerial objectives as defined
by the Supervisory Board.
Members of the Management Board of CD PROJEKT also
participate in Incentive Program B for the years 2023-2027
instituted on the basis of an Extraordinary General Meeting
resolution adopted on 18 April 2023.
Click here to find out more about Incentive
Programs A and B in force at CD PROJEKT
during the 2023-2027 period.
Members of the Supervisory Board obtain only fixed remu-
neration in the form of cash payments which are not de-
pendent 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 pro-
grams, early retirement programs, welcome bonuses or
– with regard to candidates for appointment to the afore-
mentioned 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 2023, which is available
on the Company website.
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SUPERVISORY BOARD
MANAGEMENT BOARD
ESG Team
ESG Management Group
ESG management structure at CD PROJEKT
Areas of expertise of Group members:
HR, IR, legal, business development,
operations, PR & communications,
diversity & inclusion, games development
26
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 the CFO, Member of the Board. The CFO
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 with-
in the scope of activity of numerous teams and depart-
ments, including HR, payroll, internal communication, di-
versity and inclusion, administration (incl. environmental
issues), IT, operations, legal (incl. matters related to com-
pliance, IP and corporate law), taxation, community,
PR and others. In 2023 the Management Board appoint-
ed an ESG Management Group, to whose members it del-
egated managing issues which fall within their respective
scopes of responsibilities. The Group comprises individ-
uals whose responsibilities include ESG matters and who
are positioned as Vice Presidents (“VP”) or Directors at
the Company. The Group’s work is organized by members
of the ESG Team, who also coordinate the ESG reporting
process at CD PROJEKT and its Group, and oversee im-
plementation of sustainability strategies.
No formal evaluation of the Company Management Board’s
performance in the scope of supervising and managing
CD PROJEKT’s effect on environmental, social and eco-
nomic issues was carried out in 2023.
BEST PRACTICE
In 2023 we launched a series of meetings
between Board members and experts in matters
related to sustainability in the gamedev industry
– titled “ESG Inspiring Talks”. Two such meetings
were held last year: the first one dedicated to
diversity and representation in games; the second
one to the effect the gamedev industry has on
climate change.
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Managing sustainability-
related risks
A Risk Management Procedure is in force at CD PROJEKT,
specifying how to identify, assess and monitor risks
(including threats and opportunities). In 2023 the Proce-
dure was updated with a range of enhancements, includ-
ing a new risk monitoring system based on the concept
of Key Risk Indicators (KRI).
The risk management process at CD PROJEKT involves
Risk Owners, i.e. top managers or executives charged
with coordinating specific areas of the Company’s activi-
ty, along with Risk Custodians charged with daily man-
agement of specific risks.
Risk management at member companies of the CD PROJEKT
Group is the responsibility of their respective Management
Boards. The internal audit and risk management system
at CD PROJEKT S.A. is supervised by the Audit Committee.
Further information concerning risk management, along
with a description of risks regarded as material for the
CD PROJEKT Group, can be found in the Management
Board report on CD PROJEKT Group activities in 2023.
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 recruitment, retention and
structuring of teams
Environmental and climate-related risks:
■ Risk related to protection of the natural
environment and the climate
A detailed list of risks (threats and opportunities) related to
climate change can be found in the Environment section.
Governance-related risks:
■ Risk of unavailability of IT infrastructure or
services, including cybersecurity risk
■ Risk associated with regulatory compliance
■ Risk associated with cooperation with key
suppliers
■ Risk associated with intellectual property rights
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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
ESG rating 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
and roadshows 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 on fair
standards of cooperation complying with the internal policies of both parties. In 2023 we enacted Fair Play. Code for Suppliers –
adocument which specifies rules governing our collaboration with suppliers.
Media:
■ gaming 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 can also use the Speak Up tool to submit reports of potential irregularities, either directly or using
anonymous contact forms.
CD PROJEKT Group stakeholders
[GRI 2-29]
We preceded our preparation of the CD PROJEKT Group Sustainability Report for 2023 by a review of key stakeholder groups, based on the Johnson and Scholes matrix which groups
stakeholders by their expectations, level of involvement, and effect on the Group. Below we list the key groups of stakeholders with which we frequently interact. The overall aim of
engagement is to ensure that stakeholders are kept up to date on the Company’s daily affairs, and also that they are able to share their opinions regarding our ongoing activities.
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Actions taken Results
Diagnosis
Analysis of the CD PROJEKT Group value chain; benchmarking
material ESG matters at gamedev companies throughout the world
Broad list of ESG issues which may potentially be regarded
asmaterial for the gamedev industry
Qualitative assessment
Workshop involving external experts
(industry representatives, journalists, investors)
List of ESG issues potentially material for the CD PROJEKT
Group narrowed down to 16 items
Quantitative assessment
Surveys involving team members and gamers – assessing the
impact of potentially material ESG issues (disruptiveness and
irreversibility of effects)
Scoring of potentially significant ESG issues for
CD PROJECT Group (significance of impact
in the dimensions of severity and irreversibility of effects).
Workshop involving CFO
and VP ofFinance
Determining the financial materiality of potentially material ESG
issues and assessing the scale of their impact
ESG issues potentially material for the CD PROJEKT Group
scored with regard to their financial materiality and extent
ofimpact
Analysis of results
Plotting potentially material ESG issues on a 2D grid
(impact materiality and financial materiality)
ESG materiality matrix for the CD PROJEKT Group
Management Board approval
ofresulting list
Deciding on a “cutoff point” and approving the list of ESG issues
regarded as material for the CD PROJEKT Group (by the CFO)
List of 12 ESG issues regarded as material for
theCDPROJEKT Group
Assessing the materiality of ESG topics
[GRI 3-1, 3-2, 3-3]
In 2023, as we prepared for implementation of the CSRD directive, we carried out an assessment of materiality of ESG topics based on the double materiality principle described
in ESRS standards. This activity involved a broad group of stakeholders – both external and internal. The study ran from July to November 2023.
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ESG materiality matrix for the CD PROJEKT Group
FINANCIAL MATERIALITY
0 1
1
2
3
4
5
2 3 4 5
IMPACT MATERIALITY
4
3
2
1
5
6
8
11
10
9
13
12
16
15
14
7
We decided to regard as material any issues which received at least 3 points on either axis. We also decided to elevate the materiality of the issue named “Reducing greenhouse gas
emissions in the value chain and implementing energy-efficient solutions”. Even though our stakeholders did not assign much importance to this issue, we – much like any other com-
mercial enterprise – exert an impact on our environment, which includes the natural environment and the climate. In light of this effect, and of our associated responsibilities, we added
this issue to the final list. Moreover, we decided to merge “Reinforcing the Diversity, Equity and Inclusion (DEI) culture at CD PROJEKT” and “Strenghtening inclusive leadership and
team members’ engagement” into a single issue. We regard inclusive leadership as a prerequisite of a Diversity, Equity and Inclusion culture, and consider the level of involvement
to be one of its measurable indicators.
This study produced an ESG materiality matrix for the CD PROJEKT Group. Each issue was rated on the five-point Lickert scale, with aggregate results plotted on the matrix.
1. Player protection
2. Reducing greenhouse gas emissions in the value
chain and implementing energy-efficient solutions
3. Transparency of remuneration and diversity on
the Management Board
4. Involvement in community initiatives and
cooperation with NGOs
5. Sustainable production of packaging and game
accessories
6. Reinforcing the DEI culture at CD PROJEKT
7. Transparency in relations with business partners
8. Strenghtening inclusive leadership and team
members’ engagement
9. Cybersecurity and privacy protection
of customer data
10. Creating a comfortable working environment
and taking care of work-life balance
11. Business ethics
12. Building engaged communities around
our products
13. Responsible communitation and marketing
of our products
14. Implementing accessibility features in our games
15. Offering competitive compensation package
and equal career opportunities
16. Management and protection of intellectual
property
Material topics proposed not to be included in the
final list due to failure to achieve a score equal to or
higher than three points in at least one dimension.
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List of material ESG issues
[GRI 3-2]
E
Pillar E – Environment
■ Reducing greenhouse gas emissions in
the value chain and implementing energy-
efficient solutions
S
Pillar S – Social
■ Strengthening the DEI culture at
CD PROJEKT by, among others, fostering
inclusive leadership
■ Offering a competitive salary package
and equal opportunities for advancement
■ Ensuring comfort at work and taking
care of work-life balance
■ Building engaged communities around
our products
■ Implementing accessibility features
in our games
■ Responsible communication
and marketing of products
■ Involvement in community initiatives
and cooperation with NGOs
G
Pillar G – Governance
■ Management and protection of intellectual
property
■ Business ethics
■ Cybersecurity and data protection
■ Transparency in relations with business
partners
Compared to last year’s list of material ESG issues, the
new list covers one additional topic: adding accessibility
feature to our games
19
(for individuals with special needs
related e.g. to their disabilities, as well as language local-
izations). This reflects current industry trends regarding
accessibility in games being published. As for the remain-
ing topics – these follow up on issues reported in past
years.
The list of 12 ESG issues regarded as material for the
CD PROJEKT Group was approved by the CFO – Member
of the Board responsible for ESG reporting – in November
2023. Opinions voiced by stakeholders in the materiality
assessment process were conveyed to members of the
ESG Management Group
20
and taken into account when
setting goals for 2024 in the relevant areas.
OUR ESG RATINGS
21
S&P Global
31
/
100
FTSE Russell
2,8
Refinitiv
47
Sustainalytics
15,9
Moody’s
31
/
100
ISS ESG
C-
MSCI
A
CDP
C
¹⁹ The GRI standard does not encompass indicators which are specific to our industry – “Introducing accessibility features in our games” and “Management and protection of intellectual property” – hence, In the “Transparent
relations” section we describe ways of handling these matters without referring to specific GRI indicators.
²⁰ The structure and scope of responsibilities of the ESG Management Group are described in the section titled “Managing Sustainability at CD PROJEKT”.
²¹ As of the publication date of the CD PROJEKT Group Sustainability Report for 2023.
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Summary of implementation of ESG goals for 2023
In our 2022 ESG report we set forth operational goals for the coming years. These goals are consistent with the UN 2030 Agenda for Sustainable Development. Below we provide
a summary of the status of each goal (as of the publication date of this report).
Management and corporate governance
2023: Improving the process of vetting business partner and publishing
aSupplier Code of Conduct.
Achieved
We published the Fair Play Code for Suppliers and adapted the feature set of our IT tools to enable
verification of suppliers.
2023: Reinforcing awareness of ethical and legal issues at CD PROJEKT,
among others by increasing the number of team members who have
received whistleblower, anti-corruption and GDPR training.
Achieved
Training statistics are presented in the “Business ethics” section.
Social aspects
2025: Increasing the engagement score for CD PROJEKT employees to
atleast 75% (currently at 70%; measured using the Culture Amp coefficient).
Long-term goal
Subject to ongoing work (72% reported in December 2023).
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.
Achieved
The course of this survey is described in the “Diversity and inclusion” section.
Environmental aspects
2023: Submitting to EMAS certification as the first gamedev company
inPoland.
Achieved
We successfully completed our EMAS certification in October 2023.
2023: Setting long-term emissions reduction goals in Scopes 1 and 2
fordomestic member companies of the CD PROJEKT Group.
Achieved
By 2030 we intend to reduce the CD PROJEKT Group’s Scope 1 and 2 emissions by 42%
(compared to the 2023 baseline figures).
2023: Reducing our carbon footprint in Scope 2 by expanding the
renewable energy infrastructure at CD PROJEKT’s Warsaw campus
byatleast 40% and modernizing our IT infrastructure.
Partly achieved
We increased the generating potential of our solar energy infrastructure by 31.68 kWp
(31.06% increase) and carried out planned upgrades to our IT infrastructure.
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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 leave a strong mark on our world by
creating games which broach important subjects, evoke
emotions and lead gamers to reflect upon their choices.
We want gamers to feel invested in the stories we tell –
which is why we present them with ambiguous choices,
showing that there are no easy answers in life and that
the distinction between good and evil is often blurry. We
try to populate our games with vivid characters repre-
senting diverse backgrounds, personality types and social
classes. In The Witcher 3: Wild Hunt we address, among
others, such issues as domestic violence, strained fami-
ly relationships and discrimination. For its part, Cyberpunk
2077 focuses on alienation and dehumanization of soci-
ety. Our product reach millions of people around the
world – and we want the stories we tell to remain with
them for years.
Ambition 2.
Be a company people want to be a part of
Potential impact
Environmental Social Economic
No impact Positive impact Positive impact
We interpret social impact as affecting both our team and
the broader community which we interact with on a dai-
ly basis
22
. Positive impact on our team – which is our
focus within the context of this ambition – comprises our
efforts to improve the working conditions and well-being
of our employees, initiatives to promote career develop-
ment and incentivize team members, as well as actions
taken to reinforce our culture of diversity and inclusion.
We continue to analyze trends on the labor market, and
take action to position ourselves as the employer of choice
for individuals who are interested in pursuing a career in
the electronic entertainment industry. We are the largest
employer in the Polish gaming industry, employing 1048
persons in Poland (96% of our team) and 45 persons
abroad (4% of our team)
23
, thus exerting a positive impact
on the economy.
Analyzing the environmental, social and economic impact of the CD PROJEKT Group’s activities
[GRI 3-1, 3-3]
Having analyzed the environmental, social and economic impact of our activities, we formulated five ESG ambitions which were described in the CD PROJEKT Group’s business
strategy update, adopted in 2022. Impact management is described in sections devoted to respective ambitions.
²² We describe our outreach activities under the ambition titled “Use our resources and competencies to support others”.
²³ Aggregate figures for CD PROJEKT S.A. and GOG sp. z o.o.
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Ambition 3.
Continue the green transformation on our campus
and beyond
Potential impact
Environmental Social Economic
Negative impact No impact No impact
Our 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
adopted an official Environmental Policy where we pledge
to calculate and monitor our carbon footprint, work to re-
duce greenhouse gas emissions throughout our value
chain, promote responsible management of resources and
optimize our energy requirements. In 2023 we obtained
an EMAS certificate
24
, which confirms our compliance with
the highest environmental standards, comprehensive man-
agement of our impact on the environment and the climate,
and diligence in working towards environmental goals. 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
Potential impact
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 manage the impact
of our business dealings by acting in compliance with,
among others, Rules of the Game. CD PROJEKT Group
Business and Ethics Standards. In 2023 we enacted Fair
Play. Code for Suppliers and further improved our supplier
vetting process with the use of IT solutions. Our social im-
pact in this scope is also managed by maintaining dialogue
with the gamer community. Being able to reach a broad
pool of customers affects CD PROJEKT’s earnings, which
also benefits the economy.
Ambition 5.
Use our resources and competencies
to support others
Potential impact
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 –
among others – by maintaining our scholarship and men-
toring program titled “Girls in the Game!”, organizing the
Promised Land Art Festival and providing team members
with opportunities to participate in presentations and pan-
el discussions at trade fairs, as well as to engage in char-
itable activities. Two educational institutions operate on
our campus (under commercial contracts): Futuregames
Warsaw and AMA Film Academy. We also lease space to
public-benefit organizations on preferential terms. Actions
taken in this scope are guided by our Social engagement
policy.
²⁴ The Eco-Management and Audit Scheme is an environmental certification system instituted by the European Union pursuant to Regulation (EC) No. 1221/2009 of the European Parliament and of the Council of 25 November 2009.
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In order for this to work – for the dialogue to be meaning-
ful – it must evoke authentic human emotions. Our sto-
rylines, despite being set in magic, monster-ridden fantasy
worlds, or a dark, technologically advanced metropolis of
the future, are primarily about human beings. For example,
Phantom Liberty, the expansion for Cyberpunk 2077, is
presented as a spy thriller, full of deception, cybernetic
enhancements and plot twists – but on a core emotional
level it is primarily a story of disillusionment, desperate
survival instincts, loyalty set above personal gain, and past
mistakes which cannot be repaired. It seemingly tells the
story of spies – but the main characters are, at their hearts,
friends who had stopped trusting each other and whose
tragedy rests in the fact that their trust can never be re-
stored, however much they wish for it.
This approach is key for us – our stories must remain deep-
ly human, but they also need to stay relevant in our present
times. They have to show circumstances which our audi-
ence members can personally identify with – only then will
we be able to engage in dialogue with them.”
[GRI 3-3]
Our approach to game
development
ESG ambition: To provoke reflection through
the memorable stories
Tomasz Marchewka, Story Director in CD PROJEKT:
“In creating our games we are aware that – in addition to
great entertainment – they are also a reflection of our cul-
ture, and this is something to which we attach great weight.
The measure of a good book, a good movie, TV series, or
– indeed – a videogame is how strongly it resonates with
the audience. After all, they’re messages which the creator
sends to the recipient, in hope that they might find a com-
mon language. Sometimes the message is meant to amaze;
sometimes it presents a question which the gamer must
endeavor to answer – within and without the game world;
sometimes it offers pleasure or consolation. Whatever the
case, we want to provoke our audience to reflect on those
aspects of our lives which are truly precious or taken for
granted, surprising or unjustly neglected. We are glad if,
having joined us on this in-game journey, the gamer is left
with a unique experience – one which may even lead to
inner change.
Games offer the unique ability to not just send a message,
but engage in dialogue. They are interactive: when pre-
senting a question we can allow the gamer to forge their
own path forward and decide on their own answer.
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[GRI 3-3]
CD PROJEKT as an employer
The Group’s greatest strength and value are rooted in our
team. We hire individuals who are passionate about deliv-
ering top-notch products and services consistent 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 ob-
ligations of CD PROJEKT employees is our set of Work
Regulations. They are applicable to all employees, regard-
less of contract, type of work performed and position held.
Employment at the CD PROJEKT Group at year-end 2023:
ESG ambition
To be a company people want to be a part of
Material issues
■ Offering a competitive salary package and equal opportunities
for advancement
■ Ensuring comfort at work and taking care of work-life balance
■ Strengthening the DEI culture at CD PROJEKT by, among others,
fostering inclusive leadership
Goals for 2024
■ Realign career paths to better address challenges related
to our business strategy
■ Maintaining the gender pay gap (based on CR levels)
atamaximum of 2%
■ Developing and enforcing best practices related to
reintegration of employees following prolonged absence
■ Instituting a long-term top talent development program,
ensuring continuity at key leadership positions
Sustainable
Development Goals
The average age of CD PROJEKT Group team members
in 2023 was 33, which is consistent with global trends in
the gamedev industry.
In 2023 the churn rate at the CD PROJEKT Group
27
was
15.5%
28
.
The reported churn rate is mainly influenced by the layoffs
announced in July 2023, most of which took effect in the
second half of 2023. The reason behind the Management
Board’s decision to carry out these layoffs was the need to
adapt the scale and structure of the CD PROJEKT team to
the Company’s operating requirements and its development
and publishing plans implemented in the framework of the
CD PROJEKT Group’s strategy. The reduction process had
been consulted with Red Team Representatives (RTR) – an
advisory body to the CD PROJEKT Management Board,
representing the interests of Company employees.
[GRI 404-2]
Team members affected by the layoffs were offered sev-
erance pay which exceeded legal requirements. The HR
department further supported these persons in drawing
up their resumes, preparing for interviews, and partici-
pating in the Alumni Program whereby contact is main-
tained in the context of future recruitment opportunities.
We also provided additional psychological aid to the
affected persons.
Parallel activities which aim to improve working conditions
and enrich the range of benefits offered to employees
have resulted in a low number of employees quitting the
Company on their own initiative – the corresponding churn
rate for 2023 was only 4.9%
29
.
Goals for 2025
■ Increasing the engagement score of CD PROJEKT
employees to at least 75% by 2025 (2022 baseline value:
70%; 2023 yearend value: 72% - as measured using the
Culture Amp)
■ Carrying out pilot training in the area of DEI and
incorporating DEI in the general development path
1093 persons – CD PROJEKT S.A and GOG sp. z o.o.
26
75 persons – other companies: CD PROJEKT RED Inc.,
CD PROJEKT RED Vancouver Studio Ltd.,
CD PROJEKT SILVER Inc. and The Molassess Flood LLC
²⁵ According to GRI requirements, the data contained in the “Our team” section concerns mainly persons who perform work under a standard contract of employment. In justified cases, in order to more accurately depict the
context of our activities, we use the term “employees” to refer to all our team members, regardless of the underlying contract type.
²⁶ As noted in the section titled “About the report”, for the purposes of this Report the term “CD PROJEKT Group” refers to CD PROJEKT S.A. and GOG sp. z o.o.
²⁷ Calculated as the ratio of departures to the total number of employees.
²⁸ In 2023 the churn rate at CD PROJEKT S.A. (covering all forms of employment) was 17.4%.
²⁹ The corresponding figure for CD PROJEKT S.A. (covering all forms of employment) in 2023 was 4.8%.
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Employee representation
[GRI 2-30]
At CD PROJEKT 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 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 those em-
ployed at CD PROJEKT. It consists of thirteen team members
representing all aspects of CD PROJEKT’s structure. RTRs
are elected for yearlong terms in anonymous and demo-
cratic 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 improve-
ment, proposing solutions and cooperating with the Man-
agement Board on implementing these solutions.
In 2023 a company committee was established at CD PROJEKT
in the framework of one of Poland’s nationwide trade unions.
This committee was later transformed into an inter-company
committee. The committee operates independently of RTR.
The Company acknowledges both bodies, and the goal of
its cooperation with each of them is to ensure a balance
between the interests of employees and organizational ef-
ficiency, thus promoting equitable and smooth development.
No collective labor agreement is in force with regard to the
Group’s employees.
BEST PRACTICE
Communication with our team members is
carried out using multiple channels, thus
ensuring that employees are kept informed
of important events affecting the CD PROJEKT
Group. Each year we organize internal
presentations of our Group’s annual and
semiannual financial results, where Board
members discuss earnings for the given period
along with plans for the near future, and answer
questions. Throughout the year we also carry out
a series of focused meetings with members
of the Board and other top managers, where
employees can inquire about topics of interest
to them. In 2023 we held a Town Hall meeting
where Board members presented our core
values while team members had the opportunity
to familiarize themselves with the progress of
ongoing development work.
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Talent acquisition
We want to create conditions which would enable us to
attract, retain and incentivize persons 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.
In 2023 the CD PROJEKT Group received over 33.5 thou-
sand job applications, with 138 candidates ultimately ac-
cepting employment offers.
Interested in joining the CD PROJEKT Group?
Want to learn more about our recruitment
process? Visit www.cdprojekt.com and reply to
a selected job posting – or simply send us your
spontaneous application!
Employee recommendation system
CD PROJEKT employees can recommend candidates for
open jobs using our internal system. In 2023 we recruited
15 persons through the employee recommendation system.
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 context any candidate who was not ultimately offered
a position, but who took part in at least one interview, is
asked to fill out a questionnaire where they can broadly
rate and comment upon our recruitment process.
According to candidate experience surveys conducted in
2023 95% of candidates would recommend applying to
CD PROJEKT or contacting our recruiters (compared
to 86% in 2022).
BEST PRACTICE
On 1 July 2023 we launched the second edition
of our 3-month summer internship program –
RED SUMMER INTERNSHIP. This attracted over
2.8 thousand applicants from among whom we
eventually selected 19 interns.
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Professional development
and engagement
Training
[GRI 404-2]
To us, professional development entails not only improv-
ing one’s technical skills and specialization, but also soft
skills and exchange of experiences among teams. In 2023,
similarly to preceding years, we provided open profes-
sional development paths geared to improve key strate-
gic skills of team members, as well as individual training
plans available to all employees.
CD PROJEKT offers an open-access training and devel-
opment platform called HR Skill Tree. It enables staff 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 2023 79.6% of CD PROJEKT employees
took part in at least one training course.
General development path
The general development path covers training in the
scope of soft skills, such as management of emotions,
providing feedback, negotiating, managing impression,
teamwork and team communication using the Insights
Discovery tool. This training is organized on a periodic
basis and open to all employees.
In addition to soft skill training in 2023 we also organized
training in the use of Agile methodologies, along with
a series of Unreal Engine 5 workshops led by Epic Games.
A range of training events were held by our team mem-
bers wishing to share their experience – this involved,
among others, storytelling and quest design in games,
as well as personal asset management.
Managerial development path
Improving the leadership skills of managerial staff is par-
ticularly important from the point of view of implementing
the Group’s business strategy. In 2021 we created a new
long-term development program at CD PROJEKT to en-
hance key competences of our managers. The program is
tailored to challenges existing at various management
levels and involves, on average, 90 hours of instruction.
Each manager may choose the training type, level of ad-
vancement and formula, all tailored to their individual pref-
erences and needs. In 2023 a total of 102 persons took
advantage of this training path.
The diverse offering includes both online and onsite work-
shops that are available in two language versions. Moreover,
we diversify 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 pre-
pares newly promoted or newly hired managers to perform
their roles. Get Ready to Lead consists of several workshop
meetings. Follow-up modules are dedicated for more expe-
rienced managers, and focus on skills such as managerial
courage, change management or employee development.
BEST PRACTICE
In 2023 our managerial development path was
extended with a new, internally developed
program called RED2RED Learning. Its goal is to
enable managers to share their knowledge and
experience, build mutual trust and enable leaders
to help one another. The program is based on
action learning and peer to peer coaching, and
consists of six meetings where groups of
managers discuss pending leadership challenges.
Diagnosis and feedback constitute a very important as-
pect of our managerial development process. In 2023
we rehashed the EmpoweRED program which now begins
with a competence analysis phase. Owing to this change,
EmpoweRED participants can now proceed through suc-
cessive development stages in accordance with their
personal, customized plans.
With regard to development of key competences among
top management, in 2023 the Management Board of
CD PROJEKT took part in a Leadership Development In-
tensive (LDI) course based on John Scherer’s proprietary
methodology and comprising intensive coaching activities.
All development programs are assessed from the point
of view of their effectiveness. In this process we employ
the Kirkpatrick model, which, in addition to measuring
trainee satisfaction, also takes into account knowledge
gain and behavioral changes. This helps us ensure that
the programs have the desired effect and properly address
the needs of the organization and its employees, thereby
contributing to implementation of the Company’s strategy.
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Evaluation and feedback system
[GRI 404-3]
The ongoing Agile transition at CD PROJEKT RED re-
quires us to adapt the employee appraisal criteria to the
new approach in team management. The essence of the
changes in the employee appraisal system rolled out
over the past two years is to shift focus from assessing
the individual effort of each staff member to joint effort
for the purpose of incentivizing more effective commu-
nication processes and attaining quality goals.
One of the ways in which we supported our Agile tran-
sition in 2023 is continued bolstering of CD PROJEKT’s
feedback culture. Our activities in this area include en-
couraging all staff members to provide feedback to their
colleagues and continuing to develop tools which assist
in this process (360-degree appraisals, 180-degree ap-
praisals, feedback tab in employee portal). In addition,
in the context of this activity in 2023 we added a tool to
our intranet, allowing employees to praise one another
in the form of brief messages called “ShoutOuts”.
In 2023 (as in 2021 and 2022) 100%
of CD PROJEKT employees received,
on at least one occasion, supervisor 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 con-
dition of our organization and implement – in collabo-
ration 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 implementing a range of initiatives on the level
of the organization as a whole, as well as within individ-
ual teams. In 2023 we focused on bolstering leadership,
enhancing collaboration between teams, supporting
feedback and appraisal activities, improving the efficien-
cy of internal communication, and further expanding our
offer for employees.
Furthermore, in 2023 we also increased the frequency
of mini-surveys grouped under the name Pulse Check,
which enable us to track changes in internal attitudes
and identify fluctuations in engagement against the back-
drop of our Company’s operational landscape.
2023 Culture
Amp outcomes
CD PROJEKT GOG
Engagement
score
72% 75%
Participation
inthe study
73% 93%
Reinforcing the DEI culture
at CD PROJEKT, among
others by promoting inclusive
leadership
At CD PROJEKT we want to surround ourselves with
people for whom work is a passion and a source of in-
spiration – people who want to work with us on unique,
evocative games which go straight to the hearts of gam-
ers worldwide.
It is with our team in mind that we try to build a healthy
work environment where professional ambitions can be
pursued and skills gained. In our daily work we try to
ensure that every employee’s voice is heard.
Since 2018 a Diversity Policy has been in place at
CD PROJEKT. This policy sets forth 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 dis-
crimination in the workplace and take action to create
and promote diversity and engage team members and
business partners in such actions.
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Our commitments regarding diversity and
inclusion are expressed in Rules of the Game.
Business and Ethics Standards at the
CD PROJEKT Group.
At year-end 2023 foreign nationals accounted for 18% of
employees at Polish member companies of the CD PROJEKT
Group. At the end of 2023 we employed nationals of 45
countries from around the world, including Ukraine, France,
Italy and Great Britain.
At year-end 2023 CD PROJEKT employed six 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.
19-25
26-36
31-35
36-40
41-45
46-50
50+
8%
27%
29%
25%
8%
2%
1%
CD PROJEKT Group 2023 2022
Percentage share of
women in workforce
31% 32%
Percentage share
of women among
holders of managerial
positions
24% 24%
Percentage share
of women among
developers
21% 24%
³⁰ Given the age breakdown of our team we do not currently run programs which assist employees in transitioning to retirement [GRI 404-2].
The workforce of CD PROJEKT Group by age category
30
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Adopting a D&I strategy
In February 2023 the Management Board of CD PROJEKT
adopted a formal Diversity & Inclusion Strategy, which
specifies our priorities in the area of diversity, along with
initiatives we want to carry out in 2023-2025. In 2023, in
the framework of the planned activities, we initiated a sur-
vey of parental needs, along with the needs and devel-
opment obstacles faced by women. We also initiated the
“Inclusive Leadership” program.
Find out more about our D&I strategy here.
Survey of needs and organizational
development obstacles faced by women
In 2023, in collaboration with an independent external
advisor, we carried out a survey of development obstacles
faced by women at CD PROJEKT. This study involved
analysis of, among others, employment data, coverage of
women’s needs in internal and external Company com-
munications, as well as our HR structure and procedures.
We also carried out discussions in the framework of two
focus groups: a general group (involving women repre-
senting various departments and a full demographic
cross-section of our organization), and a development
group (which focused on the challenges and experiences
of game developers) – in addition to individual interviews.
The collected data was subjected to analysis in order to
identify major challenges in the context of professional
development of our female employees. Results were pre-
sented in the form of a report supplemented with a list of
proposed further actions and projects aligned with our
adopted D&I Strategy.
Activities promoting diversity
Cultural Diversity Week
In connection with the World Day for Cultural Diversity for
Dialogue and Development, in May 2023 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. During this event a
D&I expert organized a webinar devoted to counteracting
subconscious cultural bias.
The #SayHiToDiversity! Campaign
In 2023 Olga Cyganiak, Senior Producer at CD PROJEKT,
took part in a national educational campaign titled #Say-
HiToDiversity! The goal of this activity was to emphasize
the multidimensional nature of the human psyche and
show that appreciation for the individuality of employees
helps foster an inclusive culture in the workplace. Joining
this campaign marks another stop on our path towards
promoting diversity in the gamedev industry. Throughout
a period lasting over 3 weeks our banners promoting the
campaign were displayed on outdoor advertising screens
in Warsaw, Kraków, Poznań, Katowice and Szczecin over
124.4 thousand times.
Pride Month
To celebrate Pride Month we took part in the Pride Parade,
under the OPEN WORLD banner which, on the one hand,
relates to our games while on the other hand underscores
openness and acceptance – values which guide
CD PROJEKT in its daily activities. Approximately 70 of our
employees took part in the Parade, including the former
CEO of CD PROJEKT – Adam Kiciński. In 2023 we also
made a donation to Kampania Przeciw Homofobii – an
organization which provides aid to the LGBTQ+ commu-
nity and engages in legal and social advocacy.
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Offering competitive
remuneration and equal
career advancement
opportunities
At CD PROJEKT we attach great weight 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 en-
sure 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.
We consider a number of factors when deciding on a pro-
motion, including looking at, among other things, the com-
petence of the employee, their performance in their cur-
rent role and their potential for development in the
context of our business and organisational needs.
Approach to remuneration
[GRI 2-20]
To make sure that our remuneration is consistent with market
standards, we carry out annual reviews of our pay grid, com-
paring our salaries to market benchmarks for each type
of job. We also monitor the Compa Ratio (CR) coefficient.
Given the structure of employment in the gamedev industry,
both in Poland and globally, and the resulting difficulties in
obtaining comparative data for all tiers of the corporate hi-
erarchy, at CD PROJEKT pay gap analysis – which assesses
potential differences in remuneration offered to men and
women – is based on Compa Ratio coefficient. This coeffi-
cient, in our opinion, accurately reflects the variance in re-
muneration which may be attributable to employee gender.
Compa Ratio (CR) indicators for all employees
at the CD PROJEKT Group in 2022 and 2023
2023 2022
CD PROJEKT 101% 97%
GOG 100% 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.
Results achieved in 2023 (101% and 100% respectively)
indicate that there is essentially no difference in remuner-
ation offered at each given position which could be at-
tributed to the employee’s gender.
.
Team benefits
[GRI 401-2]
In addition to financial remuneration for staff, CD PROJEKT
also offers a number of 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 belonging to MEDICOVER, ENEL-MED
and LUXMED networks. It is also possible to
include family members or life partners in this
form of insurance coverage.
■ Cafeteria benefits plan – in 2022 we rolled out
a cafeteria plan where we, on a monthly basis,
add 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-off
perks such as movie/theater 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 and
equipped with trainers and a climbing wall.
Yoga sessions and back exercises are
periodically organized.
■ Canteens – three canteens operate at the
Warsaw campus, serving breakfasts and lunches
with vegetarian and vegan options. All canteens
are subsidized by Group member companies,
ensuring affordable meal prices for employees.
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■ Flexible working hours.
■ Dogs at the office – we are a dog-friendly
employer. By following a few basic rules, each
employee may bring his or her dog to the office.
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 Social
Fridays, a Christmas party and a summer picnic
are held each year.
In 2023 the portfolio of employee benefits did not include
life insurance coverage. Retirement benefits and parent-
ing leave are handled in accordance with the provisions
of the Labor Code.
Earnings bonuses
[GRI 401-2]
In 2023 we introduced an important change in our remu-
neration policy: annual earnings bonuses previously paid
out to all employees was, beginning with January 2023,
proportionally merged with their base salaries. This change
makes remuneration more predictable for our team mem-
bers; it is also consistent with the Company’s long-term
strategy, and will augment its implementation in the com-
ing years.
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.
In 2023, based on resolutions adopted by the General
Meeting on 18 April 2023, two new incentive programs
were instituted at CD PROJEKT S.A., covering the finan-
cial years 2023-2027: Incentive Programs A and B re-
spectively.
Incentive Program A is based on deferred share take-up
rights and is addressed to persons who are not members
of the Company’s Management Board. Exercise of enti-
tlements under Incentive Program A is conditioned upon
fulfilling a loyalty condition.
Incentive Program B is addressed to members of the
Management Board of CD PROJEKT and other top man-
agers at the Group. Entitlements assigned under Incentive
Program B – in the form of options to purchase Compa-
ny shares at a fixed historical price – can be exercised
upon fulfilling certain earnings conditions (covering 70%
of entitlements), market conditions (covering 30% of en-
titlements), individual conditions (in selected cases), as
well as – in each case – a loyalty condition.
Detailed information concerning Incentive Programs
A and B currently in force at the Company, including defi-
nitions of the applicable loyalty, earnings and market
conditions, can be found on our website.
Employee Pension Scheme
[GRI 401-2]
The Employee Pension Scheme (PPE) 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 em-
ployees 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
choosing (at least 50 PLN). At year-end 2023, 65.6% of
eligible CD PROJEKT employees participated in the
Employee Pension Scheme. The Employee Pension
Scheme is managed by Goldman Sachs TFI S.A.
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Workplace comfort
and work life balance
Occupational health and safety (OHS)
[GRI 403-1, 403-3, 403-4, 403-5, 403-9]
OHS management systems are in force at CD PROJEKT
Group member companies, covering all personnel hired
under a contract of employment – since the moment of
recruitment, which is when they are referred for initial
medical examination. Employees also undergo regular or
ad-hoc medical tests in accordance with referrals consid-
ering the nature of their work. Information concerning the
health of our employees is covered by the physician-pa-
tient 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 as-
signed duties.
On the first day at work, employees undergo an orienta-
tional OHS e-learning course (valid for 1 year for adminis-
trative and office positions and 6 months for management
positions). Periodic training is also carried out; it is valid
for 6 years for administrative and office positions and
5 years for management positions. In addition, we organ-
ize and carry out specialized training focused on e.g. first
aid, operating AED defibrillators or fire safety regulations.
Occupational Health and Safety Committees are in place
at CD PROJEKT Group member companies. They are ad-
visory and consultative bodies for the employer, which
help ensure that occupational health and safety conditions
are observed and improved. At periodic meetings mem-
bers of OHS commissions discuss matters related to oc-
cupational safety, provide relevant advice and recommen-
dations to employers, and apply for solutions which help
improve workplace conditions and safety.
One workplace accident was reported at the
CD PROJEKT Group in 2023.
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.
Activities promoting health and well-being
[GRI 403-6]
Workplace comfort
In 2023 we took action to improve workplace comfort,
including by:
■ swapping over 200 desks for adjustable desks
at which employees can work either in a sitting
or standing position,
■ creating a gaming zone equipped with gaming
consoles and a table for board games,
■ opening a new canteen – Pizza Padre, offering
breakfasts, pizza and Italian desserts,
■ launching a monthly cycle of “Geek Day”
events which involve board game tournaments,
■ rearranging our social space, adding more
relaxation areas,
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■ opening a new multi-story parking lot, which also
houses a gym and a rooftop terrace; the garage
is equipped with electric car charging stations
and additional bicycle stands. For more
information see the section titled “Environment”.
Cancer awareness campaign
In October and November 2023 the fifth edition of a cam-
paign which promotes awareness of early detection, di-
agnosis and treatment of cancer, was organized on our
premises in Warsaw, Kraków and Wrocław. In the frame-
work of this campaign members of our team underwent
over 350 blood tests and over 420 USG examinations.
We also carried out a series of webinars devoted to men-
strual health and hormonal changes in men, as well as
expert consultations concerning early detection of tumors.
Autism Spectrum Awareness Day
On Autism Spectrum Awareness Day our internal commu-
nications drew attention to the workplace needs of neu-
rodiverse individuals. In this framework, we – among oth-
ers – encouraged neurodiverse employees to
communicate their individual preferences concerning
team collaboration.
“Minding Your Mind” campaign and psychological sup-
port
In 2023 we continued with our series of training courses
organized by experts from the SWPS University of Social
Science and Humanities under the name “Minding your
Mind”. Open webinars were devoted to mental health and
well-being, addressing issues such as interpersonal rela-
tions, promoting healthy habits, self-support and mutual
support in dealing with change, and the health benefits
of physical activity. A total of 12 webinars (18 hours of in-
struction) was organized in Polish and English, attracting
nearly 300 employees. We also organized five closed
workshops (14 hours of instruction) on dealing with stress,
resilience and relaxation exercised – with approximately
60 of our employees attending.
If required, our team members can participate in free-of-
charge individual psychological and psychiatric consulta-
tions, which are offered in five languages.
GOG BEST PRACTICE
In 2023, to mark major events occurring on the
GOG platform, GOG provided support to the Safe
In Our World foundation which deals with matters
of mental health in the video gaming community,
including among gamers. A series of interviews,
articles and contests were organized in
collaboration with the foundation, with
participants able to win gaming mental health
journals. The goal of each of these activities was
to promote mental health both among GOG
employees and throughout the gaming
community.
³¹ According to Ukie research up to 18% of videogame developers self-identify as neurodiverse, and may experience workplace challenges and difficulties significantly different from those faced by neurotypical individuals.
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Menstrual leave
Since April 2023 all Polish member companies of the Group
provide menstrual leave – a fully paid day off for which
any menstruating employee is eligible. It may be taken
once per month, either as a full day off or in the form
of partial leave; however, unused hours do not accumulate
and are not converted into additional pay. Introducing
menstrual leave promotes an inclusive work environment,
and also helps break the menstrual taboo. Between April
and November 2023 approximately 10% of menstruating
employees (ca. 35 persons monthly) took advantage of
this program.
CD PROJEKT for parents
Mother’s Day and Father’s Day
To mark Mother’s Day and Father’s Day we organized two
webinars: “Work-life integration” and “Building Self-Con-
fidence in Children: Tips for the Happy Adult”, which aim
to support parents in reconciling their professional obli-
gations with their family life.
Parental needs survey
In March and April 2023 we carried out a survey of the
needs voiced by CD PROJEKT parents. The goal was to
enable in-depth analysis of workplace and work schedule
arrangements suitable for parents, their development
prospects and benefits which may be offered to them.
The survey was carried out by independent experts in the
framework of five focus groups comprising parents of
children from various age brackets. It resulted in a report
which details specific conclusions and recommendations
for further actions.
RED Summer Camp
Childcare during vacation time was among the issues
most frequently brought up by parents participating in
the survey. In response, in 2023 we organized the second
edition of our summer day camps for children of
CD PROJEKT Group employees. Camps were held in
Warsaw (two rounds) as well as in Kraków and Wrocław.
The costs of weeklong day care were partially covered
by the Company. The initiative was very warmly received
by parents, and the two editions of the program attracted
over 60 children.
Family & Friends Day
On 12 May 2023 CD PROJEKT invited friends and families
of employees to its Warsaw HQ as well as to offices in
Kraków and Wrocław. Guests had the opportunity to vis-
it spaces where their friends and relatives work, and par-
ticipate in special events such as studio tours and pres-
entations for older guests, or drawing contests and 3D
printing presentations for younger ones. On that day we
were visited by over 300 people.
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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 principles
of sustainable growth. In particular, we take action to miti-
gate our environmental footprint and counteract climate
change.
To the best of our knowledge, in 2023:
■ 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 and EMAS
In 2022 we adopted an Environmental Policy in which we
pledge to reduce the negative impact of our activities on
the environment and the climate, and take environmental
issues into account when making business decisions. In
line with this commitment, in 2023 we carried out the
following activities:
■ deploying an Eco-Management and Audit Scheme
compliant with the ISO 14001 standard and the
EMAS regulation; publishing an Environmental
Statement and obtaining an EMAS certificate as
the first gamedev company in Poland;
■ expanding the solar power array at CD PROJEKT’s
Warsaw campus,
■ calculating and monitoring our Scope 1, 2 and 3
carbon footprint,
■ modernizing part of our server infrastructure,
■ optimizing energy consumption of our servers
while maintaining high efficiency,
■ relying on more eco-friendly construction
materials (recycled steel, low-emissions concrete,
structural timber and wooden façade panels)
when constructing our new office building,
■ collecting rainwater and using it to water greenery
at our campus,
■ planting over 4.8 thousand plants, including on
the external walls of our parking structure,
■ encouraging team members to develop eco-
friendly habits – e.g. commuting by bike, electric
vehicles or public transport,
■ enabling remote work which cuts down emissions
associated with commuting to the office,
■ climate SWOT analysis consistent with TCFD
recommendations.
Eco-Management and Audit Scheme is an
environmental certification system introduced
by the European Union on the basis of
Regulation (EC) No 1221/2009 of the European
Parliament and of the Council of 25 November
2009 on the voluntary participation by
organisations in a Community eco-management
and audit scheme (EMAS). Registration in the
EMAS system and submitting to an EMAS audit
demonstrate that the organization abides by the
highest standards and requirements related to
environmental protection. Find out more
ESG ambition
Material issue
Goal for 2024
Goal for 2030
Sustainable
Development Goals
Reducing greenhouse gas emissions in the value chain
and implementing energy-efficient solutions
To continue the green transformation on our campus
and beyond
Establishing base assumptions for CD PROJEKT Group’s
2030 emissions reduction plan
Reducing absolute GHG emissions at the
CD PROJEKT Group in Scopes 1 and 2
by 42% by 2030 (compared to 2023 baseline)
Verified environmental
management
PL 2.14-009-98
³² Eco-Management and Audit Scheme. More information about EMAS can be found further on in this Report.
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In the framework of our Eco-Management System, which
is compliant with the ISO 14001 standard and the EMAS
regulation, we undertook the following activities:
■ we carried out an environmental audit,
■ we identified and assessed those aspects of our
activity which have, or may have, an impact on the
environment,
■ we set goals and specified tasks in areas where
our environmental impact is greatest,
■ we defined environmental indicators which deal
with energy, atmospheric emissions, water, waste,
packaging, and use of land in the context of
biodiversity – these will form the basis for an
environmental assessment of our activities in
each given year,
■ we identified potential environmental
emergencies along with our responses and
methods to prevent situations which may result
in environmental harm,
■ we updated our environmental risk/opportunity
analysis,
■ we carried out an internal environmental audit,
along with an audit of our compliance with
environmental regulations,
■ we published the CD PROJEKT Environmental
Statement,
■ we submitted to external verification by
an accredited independent EMAS auditor,
■ we applied to the General Directorate for
Environmental Protection, and were subsequently
entered in the EMAS registry.
EMAS certification objectively confirms that we meet the
highest environmental standards, and that our longstanding
efforts to promote environmental protection are bearing
fruit. Our Environmental Statements, which are subject to
annual updates and attestation, will provide comprehensive
information on our impact on the environment and the cli-
mate, thus guaranteeing transparency and providing access
to information for all stakeholders.
Carbon footprint
[GRI 305-1, 305-2, 305-3]
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. Car-
bon footprint is defined as the aggregate emissions of
greenhouse gases caused – directly or indirectly – by the
company
33
. It covers both direct emissions, such as burn-
ing fuels, but also indirect emissions – eg. 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
34
.
Much like in preceding years, In 2023 we focused on
calculating the emissions of the CD PROJEKT Group in
Poland
35
. The following greenhouse gases were taken
into account: CO
2
, CH
4
, N
2
O. Results are consolidated in
the framework of CD PROJEKT Group’s operational con-
trol in Poland, taking into account 100% of emissions at
each analyzed location, as specified in the GHG Protocol.
2023 figures are used as the baseline because this peri-
od accurately reflects our standard working arrangements
and the associated emissions – unlike earlier years,
in which results were affected, among others, by the
COVID pandemic.
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 coolant 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
coefficient for the given territory, e.g. 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
36
).
³³ Custom definition used for our own purposes.
³⁴ The Greenhouse Gas Protocol ACorporate Accounting and Reporting Standard Revised Edition, GHG Protocol Scope 2 Guidance oraz Corporate Value Chain (Scope 3) Accounting and Reporting Standard.
³⁵ This is due to the relative immateriality of emissions caused by the Group’s foreign entities.
³⁶ 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 coolant agents from
airconditioning units on leased premises.
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In 2023 we swapped emissions indicators from those
published by KOBIZE
37
to those published by DEFRA
38
,
since the latter cover a broader range of greenhouse
gases, including gases produced by combustion of liquid
fuels.The database published by DEFRA is currently based
on the IPPC’s Fourth Report for so-called WTT emissions,
and on the Fifth Report for the other emission sources we
included in this year’s calculations. Indicators for coolant
agents are also derived from the DEFRA database and
calculated on the basis of baseline data contained in the
IPCC Sixth Assessment Report – Global Warming Poten-
tials (AR6). With regard to thermal energy, we rely on en-
ergy generation intensity indicators reported for Poland
by the Energy Regulatory Office (URE).
With regard to electrical energy, we rely on indicators
published by each energy distributor (market-based meth-
od) and the average emissions indicator for electrical
energy in Poland, based on KOBiZE publications (loca-
tion-based method). With regard to selected resources
as well as waste, tap water, transportation, business trav-
el and commuting we rely on the DEFRA database. With
regard to other resources, emissions data is derived from
documentation obtained from manufacturers and the
Ecoinvent 3.8 database.
In 2023 we calculated the so-called “outside of scope”
emissions for liquid fuels (gasoline and diesel fuel) which
include bio-components, using the appropriate indicators
published by DEFRA. Additionally, we calculated our “out-
side of scope” emissions from combustion of fuels in
2021-2022. While calculated in accordance with the stat-
ed requirements, under the GHG Protocol such emissions
are reported outside of the respective scopes.
The CD PROJEKT Group’s Scope 1 and 2 carbon
footprint in 2021-2023
[GRI 305-1, 305-2]
In 2023 our Scope 1 GHG
39
emissions totaled 28 tCO
2
e.
No emissions related to leakage of coolant agents from air
conditioning units were reported in 2023.
In 2023 we recalculated our Scope 1 fuel combustion emis-
sions in 2021 and 2022 according to DEFRA indicators.
In Scope 2, our greenhouse gas emissions calculated
using the location-based (LB) method were 1911 tCO
2
e,
which is 267 tCO
2
e more than in 2022. When applying
the market-based (MB) method, our Scope 2 emissions
in 2023 work out to 1941 tCO
2
e (increase by 255 tCO
2
e).
These increased emissions in Scope 2 are caused by in-
creased consumption of electrical energy at the Group’s
offices compared to 2022, when fewer employees were
physically present at the office, as well as by opening the
new parking structure at the Warsaw campus. The GHG
figures reported for 2023 more accurately reflect our ac-
tual environmental footprint under standard working con-
ditions (post COVID), and serve as the baseline for our
emissions reduction plan. The results obtained with the
location-based method are lower than those obtained
with the market-based method, as a result of the values
of the adopted emission factors. For the location-based
method, we used the factor published by KOBiZE, while
for the market-based method, we used the factors pub-
lished by energy providers. For our majority provider of
energy for offices and server rooms, this indicator has a
higher value than the indicator published by KOBiZE.
The vast majority (99%) of greenhouse gas emissions
generated in the course of the Group’s operating activ-
ity (Scope 1 and 2) fall within Scope 2: those are indirect
emissions from the consumption of purchased electric-
ity and heat. The bulk of this figure is related to con-
sumption of electrical energy – 74% of the overall emis-
sions in Scopes 1 and 2 combined.The remaining
aggregate Scope 1 and 2 emissions (approximately 25%
in total) is related to consumption of heat. Scope 1 emis-
sions 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 approximately 1% to the Group’s overall car-
bon footprint in Scopes 1 and 2.
2023 2022 2021
Scope 1 28 25 35
Scope 2 LB 1911 1644 1523
Scope 2 MB 1941 1686 1664
1+2 LB 1939 1669 1558
1+2 MB 1969 1711 1699
³⁷ National Center for Emissions Management.
³⁸ UK Department for Environment, Food and Rural Affairs.
³⁹ Greenhouse gases.
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The structure of Scope 1 and 2 GHG emissions under-
scores the importance of the existing commitment to im-
proving energy efficiency at our offices and transition to
renewable energy sources. 400 photovoltaic panels with
a total capacity of 135 kWp deployed at our campus build-
ings in Warsaw generate benefits associated with lower
greenhouse gas emissions.
BEST PRACTICE
Within the framework of our working group we
carried out decarbonization workshops, which
resulted in setting Scope 1 and 2 reduction goals
for the CD PROJEKT Group. We also identified
potential actions which would lead to reduction
of emissions in areas where our emissions are
the highest.
Our goal is to achieve a reduction in absolute
Scope 1 and 2 GHG emissions for the
CD PROJEKT Group as a whole by 42% by 2030,
compared to the 2023 baseline value – which is
consistent with the Paris Agreement (1.5oC target).
To illustrate the intensity of GHG emissions, we refer to indi-
cators and parameters specific to the Group’s activities, such
as office space and number of employees.
Intensity of Scope 1 and 2 greenhouse gas emissions
at the CD PROJEKT Group in 2021-2023
[GRI 305-4]
2023 2022 2021
Emissions per m
2
of space
used (location-based)
[t CO
2
e/m
2
]
0.11 0.12 0.12
Emissions per m
2
of space
used (market-based)
[t CO
2
e/m
2
]
0.11 0.13 0.13
Emissions per employee
(location-based)
[t CO
2
e/person]
1.84 1.44 1.39
Emissions per employee
(market-based)
[t CO
2
e/person]
1.87 1.47 1.52
Other indirect GHG emissions at
the CD PROJEKT Group (Scope 3)
[GRI 305-3]
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 ob-
tained. We discarded categories which do not apply to
the Group’s activities, which are regarded as immaterial,
or for which no reliable estimates can be provided. With
regard to 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 scientific
publications.
In 2023 we revised our base assumptions for individual
Scope 3 categories and improved our calculation meth-
odology. We expanded the catalogue of purchased ser-
vices covered under Category 1 and calculated the cor-
responding emissions. We also included two additional
categories: Category 8 – Upstream leased assets (emis-
sions from leased storage space) and Category 12 –
End of life treatment of sold products.
We furthermore adjusted our calculation for 2022, in line
with the new assumptions concerning, among others,
Category 1 (to which we transferred digital services relat-
ed to distribution of games) and Category 9 (where only
physical distribution of products, the cost of which is borne
by customers, is considered).
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In calculating Scope 3 emissions for domestic member com-
panies of the CD PROJEKT Group the following categories
were taken into account:
■ Category 1: Purchased goods and services
40
, i.e.
emissions from production of goods and services
purchased by Group member companies. This
category also includes emissions which carry the
greatest contribution to the Group’s overall
carbon footprint, i.e. emissions related to online
distribution of games by GOG with the use
of CDN services;
■ Category 2: Capital goods, i.e. purchased fixed
assets whose useful economic life lasts for at
least several years. This category also includes
emissions from construction of our new office
building, which commenced in May 2023;
■ 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
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.
Following analysis emissions covered under this
category were deemed immaterial for the
CD PROJEKT Group (less than 2 tCO
2
e per
annum);
■ 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 (storage
space);
■ 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;
■ Category 10: Processing of sold products –
not applicable to the CD PROJEKT Group;
■ Category 11: Use of sold products
(CD PROJEKT games), 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. Following analysis, emissions covered
under this category were deemed immaterial for
the CD PROJEKT Group (less than 1 tCO
2
e per
annum);
■ Category 13: Downstream leased assets, i.e.
office 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.
Through subsidies for the purchase of
sustainable aircraft fuel, we have achieved an
offset of 2.83 tCO
2
e emissions from air travel
in 2023.
⁴⁰ Physical products intended for sale, marketing materials, office supplies, foodstuffs, tap water.
⁴¹ Bought-in services subdivided into categories: programming, advertising, marketing, services related to preparation of promotional graphics, models and videos, participation in fairs, events and conferences, tests and QA,
licensing, advisory services, services related to artistic activities, dubbing and IT (CDN provider services, cloud platforms, colocation of servers).
⁴² Carbon footprint from construction of the new office building covers: emissions from transportation and use of construction materials, use of consumables and fuels, waste generation.
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Scope 3 – other material indirect GHG emissions
2023 emissions
market-based [tCO
2
e]
% of Scope 3
emissionsin 2023
2022 emissions
market-based [tCO
2
e]
% of Scope 3
emissions 2022
Cat. 1. Purchased goods and services 208 368 62.01% 129 540 72.53%
Cat. 2. Capital goods 3 944 1.17% 324 0.18%
Cat. 3. Fuel and energy-related activities 369 0.11% 323 0.18%
Cat. 4. Upstream transportation and distribution 24 0.01% 225 0.13%
Cat. 6. Business travel 582 0.17% 514 0.29%
Cat. 7. Employee commuting 271 0.08% 247 0.14%
Cat. 8. Upstream –leased assets 12 0.00% 14 0.01%
Cat. 9. Downstream transportation and distribution 87 0.03% 54 0.03%
Cat. 11. Use of sold products 121 800 36.25% 46 328 25.94%
Cat. 13. Downstream – leased assets 542 0.16% 1 042 0.58%
Total: 335 999 100.00% 178 611 100.00%
With regard to emissions, the most important categories are Category 1: Purchased goods and services (62% of Scope 3 emissions), where the main contributor is digital distribution
of products on the GOG platform, and Category 11: Use of sold products (approximately 36% of Scope 3 emissions), which includes estimated emissions from use of electrical energy
when playing our games (Cyberpunk 2077, Phantom Liberty and The Witcher 3: Wild Hunt). For Cyberpunk 2077 and Phantom Liberty emissions were calculated on the basis of de-
tailed telemetry. For The Witcher 3: Wild Hunt emissions were estimated on the basis of limited telemetry. Figures reported for 2022 are based on data related to use of Cyberpunk
2077 only.
The reported increase in 2023 compared to 2022 is mainly due to an increase in the volume of data transmitted by GOG in the course of online distribution of products (Category 1),
inclusion of emissions related to use of The Witcher 3: Wild Hunt in Category 11, inclusion of emissions related to bought-in services (eg. programming, advertising, marketing, QA)
in Category 1 and inclusion of emissions related to construction of a new office building and acquisition of fixed assets (eg. construction of parking lot) in Category 2.
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CD PROJEKT Group’s 2022-2023 carbon footprint
Scope
LB emissions
(location-based) [tCO
2
e]
MB emissions
(market-based) [tCO
2
e]
% share in total emissions
2023 2022 2023 2022 2023 2022
1 28 25 28 25 0.01% 0.01%
2 1 911 1 644 1 941 1 686
0.57% (LB)
0.57% (MB)
0.91% (LB)
0.93% (MB)
3 335 999 178 611 335 999 178 611
99.43% (LB)
99.42% (MB)
99.07% (LB)
99.05% (MB)
1 + 2 + 3 337 938 180 280 337 968 180 322 100% 100%
The CD PROJEKT Group’s 2023 carbon footprint was 337 938 tons CO
2
e (location-based method) or 337 968 tons CO
2
e
(market-based method). The largest contribution to this figure is from Scope 3, which accounts for almost 99% of the
Group’s aggregate carbon footprint.
Calculation of greenhouse gas emissions forms the foundation upon which the Group devises its carbon footprint man-
agement strategy for the coming years. We intend to focus on further improving our energy efficiency and increasing
the share of renewable energy in the Group’s overall energy balance, among others by expanding our own renewable
energy infrastructure.
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Environmentally friendly
campus
In 2023 we increased the number of solar panels at
CD PROJEKT’s Warsaw campus. Currently, 400 solar pan-
els are deployed on rooftops, with an aggregate peak
capacity of 135 kWp. In 2023 this array generated a total
of 109 MWh of electrical energy (392 GJ), preventing the
release of 75 tons of CO
2
equivalent into the atmosphere.
In 2022 and 2023 we proceeded with the construction
of a multistory parking lot, with an open-air work and
meeting area, combined with a green relaxation zone, on
the rooftop. The parking lot was officially opened in
Q2 2023. It incorporates a range of eco-friendly solutions,
such as:
■ a rainwater recuperation system where the
collected water is used to water our plants, thus
reducing our reliance on municipal water supply;
■ 20 electric car charging stations; additionally,
all parking spaces support future deployment
of additional charging stations;
■ setting aside part of the parking structure for
the needs of cyclist commuters;
■ creating a green area with 4.8 thousand potted
plants lining the building’s facades and dispersed
throughout its grounds.
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A major ongoing investment at the Warsaw campus is the
construction of a new office building, coupled with recul-
tivation of the surrounding areas. This work began in 2023.
The building incorporates many eco-friendly solutions; its
main structure is based on a steel-concrete framework,
with glued laminated timber elements. Load-bearing com-
ponents are made using low-emissions concrete, while
the rebar is 90% recycled steel. Steel construction ele-
ments are also made with low-emissions recycled steel,
produced using 100% renewable energy sources. Green
spaces will provide added value to the project – facades
of the office building will be lined with glass and girdled
by large terraces, with plenty of plantlife. These will be
accessible from all internal spaces and office areas. Large,
openable windows will let in daylight while direct access
to fresh air will assist in natural ventilation. Moreover, in-
ternal offices will be equipped with a modern, efficient air
condition and ventilation system utilizing coolant agents
which have a low impact on the ozone layer and do not
exacerbate the greenhouse effect. Owing to a freecooling
system, which makes use of outside air to provide air
conditioning in favorable weather conditions, energy re-
quirements will be reduced. Recessed balconies will help
mitigate excessive exposure to sunlight and heating of
interior spaces. Rainwater will be collected – to a substan-
tial degree – and used to water plants and flush toilets.
Electrical energy will be partially provided by solar panels
incorporated into the building’s structure.
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Team commitment to helping
the environment
Less Emissions with Red eco-friendly commuting initi-
ative – vol. 2
In 2023 we organized the second edition of our low-emis-
sions commuting program called “Less Emissions with
Red”. This time the campaign also included additional
emissions-free means of transportation. Participants could
opt to commute by bike, by rollerblades or on foot. 178 of
our team members took part in the challenge which last-
ed from May to September 2023, logging a total of 4 768
commutes and covering over 29 000 km. Opting for
eco-friendly means of transportation prevented the release
of approximately 3.9 tons of CO
2
compared to commuting
by car equipped with an internal combustion engine.
Clothing swap
To promote a closed-loop economy and circular fashion,
in September 2023 we organized a clothing swap. Team
members could bring to the office any apparel and ac-
cessories which they no longer use, and pick up appar-
el brought by other participants. Unclaimed items were
donated to Fundacja Ubrania do Oddania, with a cash
donation made to Fundacja Ocalenie for each kilogram
of clothing items. Overall, we turned over 65 kg of cloth-
ing, preventing emission of 846 kg CO
2
.
Eco-awareness
In January 2023 we organized a webinar devoted to
eco-friendly eating habits. Attendees were shown, among
others, how to avoid wasting food. In April we published
“Eco Guide - how to save the environment and energy”,
which was made available for our employees and lessees.
We also published a list of useful guidelines titled “How
to be eco while traveling”. In June, at our company picnic,
we organized an eco workshop, which included a well
attended eco-friendly cosmetics manufacturing station.
Throughout 2023 we also carried out a campaign which
encouraged our team members to conserve energy.
GOG BEST PRACTICE
To celebrate Earth Day GOG team members
devoted their time to “green” grassroots initiatives
– such as a plant potting session. Employees who
took part in this workshop learned how to care for
potted plants, and had the opportunity to try their
own hand at potting them. Another notable
initiative involved transforming one of our meeting
rooms into a “Jungle Room’’, with employees
banding together to create a new green zone
for their meetings or individual work. The room
is furnished with green upholstery and pillows,
an abundance of plantlife and moss walls.
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Datacenter management
At CD PROJEKT we store data in our own server infrastruc-
ture (deployed on premises or collocated at specialized
facilities), as well as in global cloud infrastructures (includ-
ing Google Cloud Platform, AWS, OVH or Atman Cloud).
Servers located at the Company’s Warsaw campus are
powered by electrical energy purchased from the distrib-
utor who serves the entire CD PROJEKT campus, and
also by energy generated by our own solar power array.
Public cloud providers use – in whole or in large part –
renewable energy 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 premises, under a collocation agreement
with Atman, are powered from renewable energy sourc-
es (since 1 January 2023), based on contracts concluded
between the datacenter operator and energy distributors.
In 2023 we upgraded key components of the IT infra-
structure deployed in the server room at CD PROJEKT’s
Warsaw campus. This resulted in a major decrease in the
quantity of deployed equipment, coupled with a near-two-
fold increase in performance and a reduction in electrical
energy consumption by 2.8%.
Our computing resources are virtualized and/or contain-
erized, and through the use of automatic scaling mech-
anisms for selected external and internal services,
the computing power is directed to where it is needed
most at the moment. Promotional activities or entire cam-
paigns carried out on our GOG.COM distribution platform
are partially or fully supported by additional computing
resources procured 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
allocated on demand.
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Our approach to climate risks and opportunities
In accordance with TCFD
43
guidelines we have identified climate-related risks and opportunities faced by CD PROJEKT
in two distinct climate change scenarios and under three different time horizons.
TCFD recomendation 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
44
2.6 and RCP 8.5
Internal workshops devoted to analysis of respective sce-
narios were attended by representatives of CD PROJEKT
teams whose activities exert the greatest impact on the
climate and the environment. During these workshops
we determined the impact and likelihood of materialization
of each identified physical risk as well as for each trans-
formational 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 desta-
bilization of the Earth’s climate).
⁴³ Taskforce for Climate-related Financial Disclosures.
⁴⁴ Representative Concentration Pathways (RCP) have been accepted by the Intergovernmental Panel on Climate Change. They concern ranges of future 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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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
for2030 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
■ 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 efficiency of renewable
energy technologies
Lower likelihood and scale of medium-
and long-term transformational risks:
■ Failure to meet EU emissions reduction goals defined
for2030 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
ofconsumers; greater demand for low-emissions products
■ Slower than expected increase in the efficiency of
renewable energy technologies
The presented analysis covers 29 physical risks (16 persistent risks and 13 acute risks) as well as 4 categories of trans-
formational risks: regulatory risk, market risk, technological risk and risk associated with loss of reputation. The following
list presents risks which apply to CD PROJEKT regardless of the likelihood of materialization.
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SUMMARY OF THREATS RELATED TO CLIMATE CHANGE
Likelihood of occurrence
by 2025
2026 – 2030 2031 – 2050
RCP 2.6 RCP 8.5 RCP 2.6 RCP 8.5
Physical
Acute
Floods low = = = ↑
Power outages caused by extreme weather events high = = = ↑
Heat waves high = = = ↑
Transformational
Market
Energy price increases moderate ↑ = ↑ ↑
Need to raise product prices due to energy price increases low = = = =
Regulatory
Increased financial burden related to introduction of EU climate
regulations
low ↑ = ↑ =
Increased disclosure requirements related to climate issues moderate ↑ = ↑ =
Penalties related to noncompliance with stricter environmental
regulations
low = = = =
Technological
Increased expenditures related to the need to upgrade equipment to
meet elevated energy efficiency standards
low ↑ = ↑ =
Reduced interest in energy-intensive games on the part of gamers low = = ↑ =
Increased costs related to changes affecting logistics and transport low ↑ = ↑ =
Loss of key technology partners due to non-fulfillment of their
environmental and climate protection standards
low ↑ = = =
Reputational
Loss of customers and investor interest due to unambitious approach to
climate protection issues
low ↑ = ↑ =
The Group’s pro-environment activities being branded as
greenwashing
low ↑ = = =
↑
=
the likelihood of occurrence does not change from the level specified in the ‘likelihood of occurrence by 2025’ column
the likelihood of occurrence increases from the level specified in the “likelihood of occurrence by 2025” column
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In accordance with IPCC
45
guidelines regarding climate
change, differences between both scenarios with regard
to temperature increases by 2035 are negligible. Conse-
quently, the likelihood of materialization of physical risks
is similar in both cases, and becomes somewhat more
likely by 2050 under the RCP 8.5 scenario. These con-
clusions have been validated in the case of Poland using
a modeling tool operated by the World Bank
46
on the
basis of IPCC predictions.
In analyzing the potential consequences of materialization
of climate change risks it is important to consider the ge-
ographical location of CD PROJEKT’s Warsaw campus –
in the Praga Północ district. This is where our offices and
main server room are located, both of which may be sus-
ceptible to both chronic and acute effects caused by glob-
al temperature increases. In accordance with the provi-
sions of the local climate change adaptation plan
47
, Praga
Północ is at an elevated risk for floods, and is within the
Warsaw heat island, which translates into an increasing
frequency of heat waves. Prolonged heat waves or other
adverse weather events may cause interruptions in pow-
er supply. Workshops participants deemed the likelihood
of materialization of this threat as “high”.
Threat Our response aimed to ensure continuity of operations
Floods
■ use of cloud services and collocation of own servers at other geographical locations
■ reliable remote work model enabling tasks to be completed without being physically
present at the office
■ rainwater collection tank with a capacity of 72m
3
located in the parking lot structure
(another such tank, with a capacity of 160m
3
, will form part of our new office building,
currently undergoing construction)
Heat waves
■ air conditioning in all workspaces (in the design of our new office building, when
considering air conditioning arrangements, an average summer temperature adjustment
of+32°C was adopted in place of the +30°C norm – due to rapid climate change)
■ window blinds providing physical protection from sunlight (in our new office building:
recessed balconies to reduce excessive exposure to sunlight and heating of interior spaces)
■ reliable remote work model enabling tasks to be completed without being physically
present at the office
Intermittent energy
supply
■ auxiliary generator to power the server room during prolonged power outages
■ reliable remote work model enabling tasks to be completed without being physically
present at the office (employees are able to connect to a server powered by an auxiliary
generator)
Key climate change threat faced by the CD PROJEKT Group
⁴⁵ IPCC report
⁴⁶ Climate Change Knowledge Portal
⁴⁷ Climate change adaptation strategy for the city of Warsaw by 2030, with an outlook for 2050
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Transformational risks have a higher likelihood of materi-
alization 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 “low/mod-
erate”. The risks event regarded as the most likely to ma-
terialize include an increase in energy prices and, in the
longer run, the need to face energy transformation. Such
transformation on a national level may involve progressive
phasing out of coal-fired power units at power plants, there-
by increasing the likelihood of power outages – this affects
both transformational and physical risks. In the RCP 8.5
scenario transformational risks have a lower likelihood
of materialization, which is assessed as “low”.
Our response to the identified transformational risks is
to continue to monitor the energy market along with chang-
es in legal regulations, carry out training and educational
campaigns targeted at our team, and seek external advice
and audits.
Taking into account adaptational measures, whether al-
ready implemented or planned, we regard the impact of the
materialization of transformational risks as not having a sig-
nificant impact on the activities of our organization and
business activities (i.e. their potential financial consequenc-
es are below the assumed materiality threshold). Expens-
es on adaptational measures are included in annual finan-
cial plans, and the implementation of such measures is
described in the scope of our taxonomy-related disclosures.
The following climate opportunities faced by the
CD PROJEKT Group were identified at the previously
mentioned internal workshops:
■ increased reliance on cloud solutions which are
less energy-intensive than the in-house
infrastructure currently used by CD PROJEKT,
■ potential decrease in expenses as a result of
improving the energy efficiency 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 (ongoing transformation
of our campus, with construction of a modern
office building having begun in 2023).
The above opportunities are most likely to materialize
in the short and medium term in the RCP 2.6 scenario.
Managing climate risks
In line with TCFD recommendations, our adopted climate
risk assessment methodology is based on longer-term
predictions than for other types of risks. Climate-related
risk is considered in our catalogue of strategic risks under
the header “Risk related to protection of the natural envi-
ronment and the climate”, and is monitored in accordance
with our internal Risk Management Procedure described
in the section titled “Managing sustainability-related risks”.
Managing this risk is the responsibility of the VP for Oper-
ations (Risk Owner) while the person in charge of daily
management activities (Risk Custodian) is the Environment
and Climate Coordinator. We are in the process of deter-
mining key risk indicators (KRIs) for climate- and environ-
ment-related risks.
Climate-related risks and opportunities are subject to
ongoing monitoring and annual reviews supervised by the
CFO, who is also responsible for CD PROJEKT’s overall
climate and environment policy. These reviews result
in conclusions upon which further actions are taken
by members of the ESG Management Group within their
respective areas of responsibility.
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[GRI 3-3]
In emphasizing transparent relations in our daily work, we
begin with ourselves. Transparent communication between
team members forms an important aspect of our corporate
culture, regardless of one’s place in the organizational
structure. This concept is also reflected by our core values
– “Be honest with everyone at all times” and “Be kind and
respectful to all around you”
48
.
The above-mentioned values guide us in building relations
with gamers and business partners. In this section we
focus on mechanisms which support transparent long-term
external relations, as well as our actions taken in this scope
in 2023.
Relations with the gaming
community
[GRI 417-1]
Building engaged communities around our products
We communicated with gamers from around the world
in eleven languages (English, Polish, Russian, German, French,
Spanish, Japanese, Brazilian Portuguese, Korean, simplified
Chinese and traditional Chinese) and have a presence on
all major global social media platforms such as Facebook,
X, Twitch and TikTok, as well as on their regional counterparts
– such as Bilibili (China) or NaverCafe (Korea).
2023 was marked by the release of the Cyberpunk 2077
expansion – Phantom Liberty, the Ultimate Edition of Cyber-
punk 2077 and the box set of The Witcher 3: Wild Hunt for
next-gen consoles. Most of our communication activities
Sustainable
Development Goals
Material issues
Ethics & ComplianceEthics & Compliance GamersGamers Our team
■ Building engaged communities around our products
■ Implementing accessibility features in our games
■ Responsible communication and marketing of products
Within our team, we build relationships based on mutual trust and transparency.
For the sake of transparency in the Report, our approach to areas related to people employed
inthe“Our team” section.
Goals for 2024
■ Adapt the company communication guidelines for engaging
with the gaming community to suit the future project needs
■ Develop standards for accessibility features in our future games
■ Develop an internal accessibility standard in product communications
ESG ambition
Build relationships based on trust and transparency
■ Transparency in relations with business partners
■ Business ethics
■ Management and protection of intellectual property
■ Cybersecurity and data protection
■ Pilot the process of vetting key business partners
■ Carry out a survey of employee awareness of whistleblowing rules and systems, with particular focus on SpeakUp! regulations
■ Strengthen employee awareness of the principles for applying AI-based solutions
■ Increase the team’s awareness of threats in the digital space through, among others, mandatory training for the entire team
⁴⁸ More information about internal communication can be found in the “Our Team” section.
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were carried out in support of these releases. Additionally,
on 9-10 December our HQ hosted the final edition of the
GWENT: The Witcher Card Game tournament, spectated by
our team as well as by 70 guests representing the game’s
community. We took this opportunity to officially thank our
fans and persons engaged in supporting GWENT over the
recent years.
BEST PRACTICE
Between the announcement of the Phantom
Liberty release date (12 June 2023) and the actual
release (26 September 2023) the promotional
campaign was based on materials showcasing
the game’s operation on all supported hardware
platforms. Prior to the release we also published
updated technical specs which we recommend
for maximum enjoyment of the game.
The promotional campaign was augmented
by informational materials in several languages,
detailing changes coming in Update 2.0 (released
free of charge) as well as those available following
purchase of Phantom Liberty. The pre-release
game review campaign was carried out in
accordance with market standards –
representatives of major gaming media outlets
and opinion leaders were provided with review
keys for each platform supported by the game.
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In the future the Player Experience and Safety Team also
plans to establish closer collaboration with game devel-
opers on solutions which promote safe and friendly online
multiplayer environments, enable creation and enforce-
ment of player codes of conducts, and ensure that adopt-
ed standards and safety recommendations regarding
online gameplay are respected.
Product labeling
[GRI 417-1, 417-2, 417-3]
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 regarded
as too young to access such content. This is done by add-
ing age gates to dedicated websites and the studio’s prod-
uct websites on digital distribution platforms.
Player experience and safety
In 2023 a dedicated Player Experience and Safety team
was set up at CD PROJEKT. The mission of this team is to
ensure optimal gameplay experience and, in the future,
build a user-friendly and safe environment in releases
geared towards multiplayer gameplay.
The team’s tasks include, among others:
■ gathering and analyzing player feedback,
■ preparing informational content for players – e.g.
by gathering information on upcoming changes,
collating changelogs for update releases,
explaining new features and changes in existing
features or gameplay systems,
■ cooperating with dev teams in the process of
developing games and services to ensure that
the resulting solutions are as transparent and
user-friendly as possible,
■ maintaining a support account on X (Twitter)
along with an online knowledge base, replying
to frequently asked questions and sharing tips
on dealing with common issues and errors,
■ developing materials which help make informed
purchases – eg. prior to the release of
Cyberpunk 2077 Patch 2.1 – comparing existing
and upcoming accessibility options.
To the best of our knowledge,
none of the following have occurred
at the CD PROJEKT Group in 2023:
■ incidents of non-compliance in marketing
communications,
■ incidents of non-compliance involving
product and service information and labeling,
■ 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.
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PEOPLE
OFFICES AND EQUIPMENT
PRODUCTION
TOOLS
SERVICES ASSOCIATED WITH OPERATING ACTIVITIES
artists and creators, including actors, musicians, writers
companies providing specialized outsourcing
services, incl. For QA, localization, translation,
programming, training, accounting, consultancy
suppliers of cleaning services; equipment
and facility maintenance
providers of construction and renovation services
DIGITAL AND PHYSICAL DISTRIBUTION
ENDUSER GAMING DEVICES
WASTE
PUBLISHING
distributors of digital and box editions of games
and fan merchandise
providers of streaming services
gamers - energy used for gaming
gamers - waste associated with box editions
ofgames and merchandise
collectors of waste associated with products
withdrawn from sale
providers of marketing services
providers of event services
IT equipment providers - workspace, server room
and conference room equipment
vendors of furniture, appliances and office supplies
property managers at owned
and leased properties
business partners in the process of producing
physical box set components and fan merchandise
external production studios
platform proprietors and producers
of gaming equipment
game engine suppliers
suppliers of software and technology
used directly in games
suppliers of software used in production of games
and operating activities
suppliers of cloud-based data processing services
suppliers of fuel, energy and other utilities
collectors of municipal waste and waste generated
by business activities
providers of services related to business travel
providers of delivery, warehousing
and transport services
UPSTREAM DOWNSTREAM
ACTIVITIES
ASSOCIATED WITH
PRODUCTION OF
GAMES AND TIEIN
PRODUCTS
Value chain
[GRI 2-6]
Developing large-scale story-driven 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. We value longstanding business relations and reliable business partners. In our business we collaborate with actors,
musicians, graphic artists, writers and translators – as well as with game distributors, producers of console platforms and computer equipment, software vendors, technology and game
engine suppliers, external production studios (audio, motion capture) and providers of streaming services. Below we present an outline of the CD PROJEKT Group value chain.
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Business relations
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. We are cur-
rently in the process of defining categories of key business
partners along with the associated verification criteria.
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 products,
CD PROJEKT upholds its earlier decision to suspend sales
of CD PROJEKT Group products and games distributed
on the GOG.COM platform throughout Russia and Belarus.
Business ethics
[GRI 2-23, 2-24]
Compliance management
Compliance management is an ongoing process at the
CD PROJEKT Group. We try to gradually improve it and
adapt it to regulatory requirements as well as the specific
nature of our activities. In this scope, in 2023 we updated
our Compliance Policy, which now also applies to other
member companies of the CD PROJEKT Group. Compliance
management at the Group is the responsibility of the Chief
Compliance Officer. Compliance-related activities are co-
ordinated by the Privacy & Compliance team – a distinct
unit within the Company’s legal department.
Internal regulations form an important part of our Compli-
ance Policy. We take care to ensure that our regulations:
■ remain clear and accessible to all employees,
■ use simple phrasing, and are written and updated
in line with legal design principles,
■ are posted in the Company Intranet in both
Polish and English.
Information regarding new regulations, or changes to
existing regulations, is communicated to our employees
in the form of internal newsletters.
In line with the Best Practices for WSA Listed
Companies, the Management Board submits
annual reports to the Supervisory Board, which
cover the operation of the internal control system,
risk and compliance management, and internal
audit. The Supervisory Board subsequently applies
to the General Meeting to approve annual reports
which contain our assessment of the
aforementioned mechanisms.
Business and Ethics Standards
A set of standards titled Rules of the Game. Business and
Ethics Standards at the CD PROJEKT Group (“the Stand-
ards”) is in force at the CD PROJEKT Group. They explain
which types of conduct are supported, and which ones
are not tolerated – among others, in the context of human
rights, privacy protection, compliance and whistleblowing.
The Standards were formally enacted by the Management
Board in 2021.
Fair Play – Code for Suppliers
[GRI 2-6]
At CD PROJEKT we wish to promote responsible business
practices, ethical employment conditions and sustainable
growth. This is why in 2023 the Management Board en-
acted a set of regulations titled Fair Play – Code for Sup-
pliers. The code lists our commitments along with our
expectations regarding our suppliers and their supply
chains. It covers the following areas: ethics and compli-
ance, human rights and environmental protection.
The code is currently provided to suppliers on an informa-
tional and non-binding basis.
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Ways of reporting irregularities
For external parties:
■ anonymized form available on the CD PROJEKT website,
■ in writing to the Company’s address, marked:
“Confidential: Compliance” or to the following
email address: naruszenia@cdprojektred.com
For employees:
■ internal forms providing the ability
to submit anonymous notifications,
■ in person,
■ in writing.
74
Compliance training
CD PROJEKT organizes training courses, including e-learn-
ing courses, which – depending on topic – may be man-
datory, voluntary or targeted at specific persons or teams.
The following training courses were organized
in 2023:
Confidentiality and whistleblowing procedures:
■ 121 participants; training organized in the
framework of the onboarding process
SpeakUp! Whistleblowing policies:
■ 109 participants; interactive e-learning sessions
■ 9 participants; training for Trusted Persons
Counteracting corruption:
■ 20 participants, training for selected teams
Personal data protection:
■ 50 participants, training for selected teams
■ 415 participants, interactive e-learning sessions
AI - aspekty prawne:
■ 125 participants, training for selected teams
■ 395 participants, open training course
Cybersecurity:
■ 318 participants
Whistleblowing
[GRI 2-16, 2-25, 2-26, 406-1]
At CD PROJEKT we want to build a workplace where our
declared values are observed on a daily basis, and it is
important for us that each employee feels at ease. This
is why in 2023 we developed a new policy, titled SpeakUp!
Policy for Preventing Irregularities at CD PROJEKT S.A.
This policy provides basic guidelines for reporting irreg-
ularities, rights and requirements related to whistleblow-
ing, and responsibilities of all parties involved in this
process.
With the adoption of the Policy we also updated specific
whistleblowing procedures:
■ procedure for counteracting undesirable
conduct in employee relations
(eg. mobbing, discrimination and harassment),
■ procedure for reporting irregularities
(such as legal violations or breaches of
internal regulations or ethical norms).
Depending on the type of irregularity and the involved
parties, notifications are received by the Chief Compli-
ance Officer, a delegated member of the Management
Board, a delegated member of the Supervisory Board,
VP of HR or a Trusted Person. In the case of notifications
which concern employees, follow-up investigations are
carried out internally. With regard to notifications which
concern the Chief Compliance Officer, a member of the
legal team or a member of the Management Board, we
refer to external experts in order to preclude any poten-
tial conflicts of interest.
Following an investigation, the Management Board (or
the Supervisory Board, as appropriate) receives a final
report. In its annual report on the performance of the
internal control system, risk and compliance manage-
ment, and internal audit, the Management Board provides
the Supervisory Board with information regarding the
number of reports received, types of irregularities alleged
and follow-up actions taken.
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BEST PRACTICE
Trusted Persons are elected by Company
employees in a general, democratic ballot. Their
main role is to receive notifications of alleged
irregularities in employee relations, and to provide
counseling and advice in this regard.
Every whistleblower is entitled to protection against poten-
tial reprisals. The same protection is accorded to witnesses
and other persons providing assistance in reporting the ir-
regularity. In each case we take action commensurate with
the specifics of the given case. Investigations are carried out
in accordance with the law, our internal regulations, confi-
dentiality requirements and the need to ensure impartiality.
In 2023 we received a total of 18 notifications, including:
1. Improper conduct in employee relations
11 notifications of improper conducts were received in the
context of 5 separate events:
■ 1 event involving alleged sexual harassment,
■ 4 events involving alleged conduct other than
discrimination, mobbing or sexual harassment.
Special Investigative Committees were appointed in
3 cases; in the 2 remaining cases no further investigations
were deemed necessary to uncover the relevant circum-
stances.
No cases of discrimination were identified at the CD PROJEKT
Group in 2023.
2. Irregularities
In 2023 we received 7 notifications of alleged irregularities:
■ 3 notifications concerning alleged infringement
of information security standards,
■ 1 notification concerning an alleged irregularity
within the Company’s organizational structure,
■ 1 notification concerning alleged irregularities
in the procurement process,
■ 2 notifications which were, on their face, baseless,
and did not indicate any irregularity.
Following investigations in each of the above cases we did
not find evidence of any actual irregularities. One investi-
gation was still ongoing at the end of the reporting period.
Even though no irregularities were identified during the
reporting period, we take care to conclude each investi-
gation with a set of recommendations which aim to further
minimize the likelihood of future occurrence of such
irregularities.
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Human rights
At CD PROJEKT we do not condone any form of discrim-
ination, abuse, harassment or repression. This applies to
CD PROJEKT Group employees as well as to persons who
take part in our recruitment process, gamers, business
partners and the local community.
We act in compliance with international standards, includ-
ing the Universal Declaration of Human Rights and UN Guid-
ing Principles on Business and Human Rights. We apply
due diligence in matters related to human rights by follow-
ing the six-step approach proposed by OECD (Organisation
for Economic Cooperation and Development).
Our human rights policy is part of Rules of the Game. Busi-
ness and Ethics Standards at the CD PROJEKT Group as well
as our Diversity and Inclusion Strategy, adopted in 2023.
Visit our website to learn about best practices
which we observe in the scope of human rights.
6
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
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
REPORTING
on addressing human
rights issues
Prepared based on the OECD Due Diligence Guidance for Responsible Business Conduct.
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Anti-corruption policy
[GRI 205-1, 205-2, 205-3]
In 2022 we formally adopted an Anti-corruption Policy in
CD PROJEKT Group, which contains basic guidelines on
how to recognize, prevent and mitigate the risk of corrup-
tion in our business activities and in our dealings with
public bodies.
“Zero tolerance” principle in all matters
related to corruption
The Anti-corruption Policy specifies rules
applicable to giving and accepting gifts,
conflicts of interests, and third-party relations.
It sets forth our standards of conduct, which
includes our pledge to:
■ maintain our accounts in a diligent, accurate,
verifiable and timely manner,
■ disburse payments in accordance with the
law and our internal financial control standards,
■ maintain transparency in our recruitment
process,
■ 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 part-
ners. Similarly to preceding years, no instances of corrup-
tion were reported in 2023.
Our anti-corruption training focuses on building awareness
among employees on the basis of practical examples and
storytelling. In 2023 members of the Procurement, Busi-
ness Development, Administration and IT departments
participated in anti-corruption training sessions.
Compliance with
international regulations
and fair competition
[GRI 2-27, 206-1]
As the CD PROJEKT Group we operate globally, supplying
products and services to users across the globe. Our in-
ternal Legal Department, among others, provides opinions
on concluded contracts, verifies legislative processes and
cooperates with external law firms (domestic and foreign)
in order to ensure compliance of our efforts with the legal
regulations in force in various countries.
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 in-
clude the pertinent declarations of our status as a large
corporate undertaking.
To the best of the our knowledge, in 2023:
■ no fines or non-monetary sanctions for
non-compliance with laws and regulations
were imposed upon our 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 asa 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 we announced that we had been
notified of a formal Stipulation Agreement concluded with
the law firm representing holders of securities traded in
the USA under ticker symbols “OTGLY” and “OTGLF”
and based on CD PROJEKT shares. Subsequently, on
28 November 2023 we announced that we had received
notification of final approval of the aforementioned set-
tlement agreement. This concludes the court proceedings
concerning the class action lawsuit brought in the USA
against the Company and other respondents. Further in-
formation about the court proceedings and conditions
of the settlement agreement can be found in the Manage-
ment Board report on CD PROJEKT Group activities in 2023.
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Intellectual property
The intellectual property rights vested in CD PROJEKT
are primarily related to the universe of “The Witcher” and
“Cyberpunk”. For each of them CD PROJEKT S.A. has
acquired intellectual property rights beyond the games
field, which facilitates the development of our IP in are-
as other than just video games.
Creation and protection of intellectual property are the
cornerstones of our activity; that is why in the framework
of our activities we incessantly tend to the rights held by
CD PROJEKT. Each of our video games consists of many
different elements – including software, graphics, ani-
mation, sound effects and storylines. Each one of them,
taken individually and as a whole, constitutes intellectu
-
al property. The dedicated Business & IP team operating
as part of CD PROJEKT’s Legal Department is responsi-
ble for the protection and management of intellectual
property rights.
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,
■ in situations where the bounds of acceptable use
of CD PROJEKT’s IP are violated, or when our
IP rights are otherwise infringed, we take legal
action to protect our IP rights,
■ we analyze, including from a legal standpoint,
emerging technologies and tools which may in
the future assist in the video game development
process – such as systems based on generative AI.
BEST PRACTICE
At CD PROJEKT we want to give the gaming
community the ability to become inspired by our
products by supporting the process of creating
content based on our games. For instance, we
have adopted a set of Fan Content Guidelines
that make it possible to create fan content for
non-commercial purposes.
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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 is responsible
for enforcing and updating this policy. CD PROJEKT’s ac-
tivities in the scope of personal data protection are mon-
itored on an ongoing basis by an external Data Protection
Officer contracted by the Company.
Personal data protection at CD PROJEKT:
■ in accordance with existing regulations, we
process personal data only in the necessary
scope, justified by clearly communicated goals,
■ we always notify persons to whom the data
pertains of the reasons and legal basis for
processing of their data, and also of their rights
in this regard,
■ when selecting subcontractors who may obtain
access to personal data, we make sure that they
are able to provide an appropriate level
of security for the data entrusted to them,
■ we monitor, on an ongoing basis, the security
of the personal data we process, and we act upon
reports concerning possible security violations,
when required, we report personal data security
violations to the appropriate public bodies, and
also notify persons to whom the data pertains.
To the best of our knowledge, in 2023
at CD PROJEKT Group:
■ 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.
Moreover, the following improvements were instituted
at CD PROJEKT in 2023:
■ we updated and simplified our Procedure to
Design Privacy, which specifies our approach
to new, planned solutions which will involve
processing of personal data, so as to ensure that
such data is processed in a secure and compliant
manner,
■ we rolled out a personal data protection e-learning
course, available to all employees,
■ we introduced RED Tips – short, periodic
reminders of key matters related to privacy
protection, cybersecurity and other procedures
in force at the Company, serving to increase
awareness among employees,
■ we carried out seven audits at selected
departments, coupled with dedicated training
sessions and recommendations – involving 50
of our employees,
■ we updated and streamlined personal data
protection clauses used in our dealings with
business partners, employees and collaborators,
as well as with people who visit our offices,
■ we organized two training courses for
Data Champions – dedicated Privacy
& Compliance contact persons at individual
departments of the Company,
■ we enacted new rules for managing cookies on
websites operated by the Company, improving
compliance with requirements related to clarity
and granularity of permissions granted by end users.
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Cybersecurity
In 2023 we continued with our work on improving ways
in which we manage digital information security.
With regard to cybersecurity, in 2023:
■ we improved the work and effectiveness of our
EDR system, in collaboration with its developer,
■ we launched a new helpdesk center, with dedicated
forms for reporting cybersecurity-related problems,
■ we organized mandatory cybersecurity training for
all employees,
■ we organized additional training for team members
identified within the Security Awareness program
as particularly susceptible to attack,
■ we took action to improve our team members’
awareness of phishing campaigns,
■ we redesigned and expanded our cybersecurity
knowledge base which is available for all employees,
■ we streamlined the process of handling cybersecurity
and information security breach reports.
BEST PRACTICE
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 infrastructure or production data.
This screening process involves analysis of risks
associated with each 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 dili-
gence – we transparently provide all disclosures required
under law, and we discharge our public law liabilities in
a timely manner.
Guided by our fiscal security and social responsibility prin-
ciples, we do not engage in activities which could be con-
strued as tax evasion by relying on unlawful fiscal optimi-
zation or solutions which contravene the provisions or
spirit of the law (principle of fiscal honesty). When making
decisions which carry fiscal consequences, we exercise
strong aversion towards fiscal risks. Final decisions in fiscal
matters are based on analyses and recommendations pro-
vided by specialists from our internal tax and legal depart-
ments.
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, we submit
requests for individual interpretations to the appropriate
public tax authorities, or arrange consultations with external
entities which provide consultancy services in this scope.
Maintaining control over implementation of our fiscal strat-
egy, as well as over discharge of fiscal duties, is the respon-
sibility of the Tax Department working in collaboration with
CD PROJEKT’s CFO.
We discharge public-law disclosure obligations concerning
our tax strategy in a diligent and timely manner. Information
regarding our 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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[GRI 3-3]
CD PROJEKT Group takes action to positively affect its
social environment, instill shared values in our employees,
and assist others with our resources and skills. The Com-
pany 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 2023 we donated a total of 880 thousand PLN
49
to charity. We supported, among others, the
Serhiy Prytula Charity Foundation (with a
donation earmarked for purchases of portable
power generators for the civilian population of
Ukraine), and we also facilitated the
participation of a CD PROJEKT employee in the
qualifying round of the Paris Paralympic Games
in the wheelchair fencing discipline. The
aforementioned figure also includes
scholarships paid out to Girls in the Game!
program participants.
Social engagement policy
[GRI 413-1]
In early 2024 the Management Board of CD PROJEKT
adopted the Social Engagement Policy
50
, which sets forth
our approach to fostering positive social change.
CD PROJEKT’s social engagement priorities include initi-
atives which benefit the gamedev industry as well as the
local community. The document describes available forms
of support, areas in which we wish to become engaged,
as well as a catalogue of types of organizations with which
we do not intend to cooperate.
Development of the Policy was preceded by a survey of
our social engagement, which did not reveal any potential
negative effect of our activities on local communities.
Find out more about our
Social Engagement Policy.
Girls in the Game!
“Girls in the Game!” is the first scholarship and mentoring
program in Poland dedicated specifically to female high
school students, offering the opportunity to learn practical
aspects of work in the gamedev industry and gain valua-
ble experience under the supervision of our experts. The
program is co-organized by CD PROJEKT and Fundacja
Edukacyjna Perspektywy.
In February 2024 we wrapped up the second edition and
launched the third edition of Girls in the Game! There is
great interest in the program – the third edition attracted
over 1000 applications from around Poland. Following
a multi-stage recruitment process, we extended formal
invitations to 20 exceptionally talented applicants.
Over the course of one year, our mentors – CD PROJEKT
specialists – share their knowledge and professional ex-
perience with program participants. They also help their
protégés gain self-confidence and plan further steps along
their chosen path of professional development. Partici-
pants take part in workshops and events, and receive
financial support (1000 PLN monthly) to finance further
development and educational activities.
Goals for 2024
Material issue
ESG ambition
Sustainable
Development
Goals
■ Pilot the employee volunteer program
■ Implement at least 3 initiatives in the framework
ofourSocialEngagement Policy
Involvement in social activities and cooperation with NGOs
Use our resources and competencies to support others
⁴⁹ This figure is consistent with the value of the “Donations and charitable activities” line item in the Other operating costs section of CD PROJEKT Group’s consolidated financial statement for 2023.
⁵⁰ Covering 84% of operations, calculated on the basis of percentage share in 2023 consolidated revenues.
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Christmas charity events
A number of charity events were held in the run-up to the
Christmas season. The auction of skills and joint activities
offered by our team members again proved very popular
– such activities included, among others, skateboard train-
ing, a photography workshop and a day trip to Kraków.
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. Altogether, our holiday
charity events attracted over 500 people. We collected
nearly 42 thousand PLN, which was donated to several
foundations – Fundacja Ocalenie, Judyta Foundation for
Pups, the Polish Humane Society (Ząbkowice Śląsk-
ie division) and the Kraków-based “Stawiamy na łapy”
Pet Assistance Foundation.
Promised Land Art Festival
In 2023, together with the Municipality of Łódź and the
“EC1 Łódź – Miasto Kultury” initiative, we organized the
fifth edition of the Promised Land Art Festival. This annual
event brings together hundreds of gaming enthusiasts,
comic book aficionados and fans of visual arts, offering
them the opportunity to meet with experts from the crea-
tive arts industry, and participate in workshops and lectures.
The list of speakers at the fifth edition of the festival in-
cluded Michał Markiewicz, a celebrated arists who works,
among others, on Pixar studio productions, as well as
Masahiko Otsuka, director of the Japanese Trigger, Inc.
animation studio which co-produced the Cyberpunk:
EDGERUNNERS anime series. The Promised Land Art
Festival was also attended by representatives of
CD PROJEKT, including Global Art Director Jakub Knapik
and Quest Director Paweł Sasko.
The main part of the festival was preceded by an Open
Day, targeted primarily at people who are on the cusp of
their professional careers and are considering a career in
the creative industry. In addition to attending discussion
panels and lectures participants also had the opportunity
to consult their portfolios with experts, and learn more
about game development work from recruiters present
at the venue.
BEST PRACTICE
We eagerly share our knowledge and
experience, including at external events.
In 2023 CD PROJEKT team members delivered
talks at the following conferences: Game
Developers Conference (San Francisco),
LeadDev (London), Gamescom Asia (Singapore),
SXSW Conference (Austin), Digital Dragons
(Kraków) and Game Industry Conference
(Poznań). We also familiarized broad audiences
with the literary and cultural inspirations
influencing The Witcher series at a series of
events organized by the Copernicus Science
Center in Warsaw.
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Strategic partnership
with Futuregames
In 2023 we entered into a strategic partnership agreement
with Futuregames – a Swedish learning institution which
specializes in training future gaming industry workers.
Under this agreement we provide – on preferential terms
– office space at our Warsaw campus where classes can
be held. We also made a one-time financial donation to
Futuregames, enabling it to lower tuition fees to a level
which is appropriate for the Polish market. In September
2023 we launched three majors: game artist, game de-
signer and game programmers, currently involving 45
people from around the world. Classes are organized by
gaming industry experts, including CD PROJEKT employ-
ees who also benefit by gaining mentorship experience.
Futuregames is also a partner of Epic, creators of Unreal
Engine 5, which is used in the development of our games.
As a result, Futuregames students can gain valuable skills
which are in demand in the gamedev branch of CD PROJEKT.
In the future we plan to organize internships for top un-
degraduates. Our strategic partnership with Futurgames
has enabled us to create the first Polish school where
gamedev experts play a part in shaping the curriculum.
The school’s academic council includes CD PROJEKT team
members, the SPiDOR Association of Video Game Devel-
opers and Distributors, as well as representatives of Peo-
ple Can Fly and 11Bit Studios.
Local community support
In 2023 we initiated collaboration with a local childcare
facility located in our neighborhood. “The House on Jag-
iellońska Street” provides day care for 14 children aged
4-18. Our support included renovation of the kitchen, and
we also donated TVs, laptops, toys and holiday goodie
bags. This equipment and facility upgrades will assist in
the childrens’ education, recreation and integration.
Another outreach activity involved providing Fundacja
Ocalenie with office space to conduct a series of Polish
language classes for foreigners. These classes are pri-
marily offered to persons obtaining asylum in Poland,
immigrants from outside the EU and persons wishing to
continue with their education. They are organized by un-
paid volunteers who, while not being professional teach-
ers of Polish, have received the appropriate training from
representatives of Fundacja Ocalenie.
GOG BEST PRACTICE
In June 2023, to mark the International Children’s
Day, GOG partnered with the Gamers Outreach
Foundation which assists hospitalized children
by giving them the opportunity to play video
games during their hospital stay.
To assist and promote the foundation’s charity
work, an interview with its founder was posted
on the GOG website. We also carried out a charity
drive by offering charity game bundles for sale.
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Attachment 1. Compliance with the Accounting Actwith regard to non-financial disclosures
Disclosure required under the Accounting Act Internal 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
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
Relations with the gaming community
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Attachment 2. Compliance
with EU Taxonomy for
sustainable activities
Context
The UE Taxonomy provides a classification system for
reporting what percentage share of the CD PROJEKT
Group’s activities – based on revenues, capital expendi-
tures (CapEx) and operating expenditures (OpEx) –
is environmentally sustainable.
According to this framework, an activity is environmental
-
ly sustainable if it meets all of 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:
■ climate change mitigation;
■ climate change adaptation;
■ sustainable use and protection
of water and marine resources;
■ transition to a circular economy;
■ pollution prevention and control;
■ 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
51
, later amended by
Commission Delegated Regulation (EU) 2022/1214
52
, con-
cerning climate change mitigation, as well as Commission
Delegated Regulation (EU) 2023/2486
53
concerning four
other environmental goals.
Alignment of the CD PROJEKT Group’s activities
with the Taxonomy for sustainable activities
Revenue and CapEx values were determined on the basis
of the accounting principles described later in this chap-
ter. Following analysis, we have determined that the fol-
lowing percentage of revenues and capital expenditures
(CapEx) is aligned with the Taxonomy:
Revenues
[thousand PLN, %]
CapEx
[thousand PLN, %]
2023 figure 1 232 770 325 711
Sustainable activities
(Taxonomy-aligned)
81.3% 83.9%
Non-sustainable
activities
(Taxonomy-eligible
but not aligned)
0.2% 9.2%
Neutral activities
(Not eligible under
the Taxonomy)
18.5% 6.9%
⁵¹ 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 of climate change adaptation and for determining whether that economic activity causes no significant harm to any of the other
environmental objectives.
⁵² 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.
⁵³ Commission Delegated Regulation (EU) 2023/2486 of 27 June 2023 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 the sustainable use and protection of water and marine resources, to the transition to a circular economy, to pollution prevention and control,
orto the protection and restoration of biodiversity and ecosystems and for determining whether that economic activity causes no significant harm to any of the other environmental objectives and amending Commission Delegated
Regulation (EU) 2021/2178 as regards specific public disclosures for those economic activities.
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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 ta-
bles consistent with the so-called Art. 8 delegated act;
that is, Commission Delegated Regulation (EU) 2021/2178⁵⁴.
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, with
input from the internal control, reporting, administration
and IT departments.
The process involved the following four steps:
Step 1: Identification
Based on activity descriptions listed in annexes to Com-
mission Delegated Regulation (EU) 2021/2139 and Com-
mission Delegated Regulation (EU) 2023/2486 the
CD PROJEKT Group carried out a review of its 2023 activ-
ities – in the context of revenues and capital expenditures
(CapEx) – and identified Taxonomy-eligible areas.
In 2023 we submitted a formal request for the European
Commission to unambiguously clarify whether revenues
from sales of games, as well as CapEx related to develop-
ment thereof, are Taxonomy-eligible under Activity 8.2
Computer programming, consultancy and related activities
described in annexes to Commission Delegated Regulation
(EU) 2021/2139. On 10 July 2023 we received an affirmative
reply. In our 2022 disclosures we did not regard these
revenues and CapEx as Taxonomy-aligned, which explains
the significant year-on-year difference in our disclosures.
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 2023. Details of the allocation methods are described
in the section titled “Accounting principles” elsewhere in
this chapter.
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 and Commission Delegated Regulation (EU)
2023/2486 was analyzed for all Taxonomy-eligible activ-
ities. This analysis was performed 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
Compliance 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
55
and based to a large extent 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 available source
of interpretations regarding Minimum Safeguards issued
by an entity affiliated with the European Commission and
appointed on the basis of Regulation 2020/852.
⁵⁴ 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
bedisclosed 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.
⁵⁵ 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 amending Regulation (EU) 2019/2088.
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Criterion Verification method
1 Inadequate or nonexistent due diligence
mechanisms with regard to human rights,
anti-corruption measures, counteracting
unfaircompetition or tax strategy.
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
CoreUNGP Indicators). This process revealed that
due diligence processes are appropriately followed
attheCDPROJEKT Group.
2 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 convictions had been
issued with regard to the Company in matters related
tohuman rights, corruption, fair competition and
taxation. This process revealed that no such convictions
had been issued.
3 The Company has refused to engage in dialogue
with the OECD National Contact Point (NCP).
In 2023 the OECD NCP did not attempt to engage in
dialogue with the Group; consequently, there was no
room for refusal.
4 The Business and Human Rights Resource
Centre (BHRRC) issued allegations regarding the
Company, to which the Company did not respond
within 3 months.
Querying the Business and Human Rights Resources
Centre (BHRRC)
56
database revealed that no activity
concerning the Company had occurred between
1January and 31 December 2023.
The aforementioned analysis indicates that CD PROJEKT
Group activities in 2023 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) 2021/2178.
Accounting principles
When calculating the eligible fraction of revenues, capital
expenditures (CapEx) and operating expenditures (OpEx)
the following criteria were applied:
Revenues
With regard to revenue, the basis was the CD PROJECT
Group’s revenue in 2023 as disclosed in the consolidated
financial statement in Note 1. Sales revenue and Note 3.
Other operating income and expenses - Rental income.
The numerator represents revenues from activities
regarded as eligible.
Capital expenditures (CapEx)
With regard to capital expenditure (CapEx), the basis was
the capital expenditure accounted for in the individual
consolidated companies of the CD PROJEKT Group.
Capital expenditures are presented in the consolidated
financial statement for 2023 in:
⁵⁶ https://www.business-humanrights.org/en/companies/?company_name=CD+PROJEKT§or=&headquarters=&letter=#company_index_form
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■ Note 10. Statement of changes in property, plant
and equipment - increase due to purchase;
■ Note 11. Statement of changes in intangible assets
and expenditure on development projects -
increase due to purchase and assets generated
internally;
■ Note 13. Statement of changes in investment
properties - increases due to capitalised
expenditures.
The numerator represents investment expenditures re-
lated 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 sec-
tion 1.1.3.2 of Annex I to Commission Delegated Regula-
tion (EU) 2021/2139, this KPI was excluded from calcula-
tions 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 ex-
penditures to categories, the Group avoided double count-
ing by applying the appropriate consolidation eliminations,
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 second time the Group has revealed
the share of Taxonomy-aligned activities in its overall ac-
tivity profile, as well as the third time it has revealed the
share of its corresponding Taxonomy-eligible activities.
The disclosure provided in this report covers the previous
financial year, i.e. the period between 1 January and
31 December 2023.
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 Regula-
tion (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 orbe-
come 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).
Note regarding the “Percentage of aligned revenues”
table
The Group’s consolidated revenues (as defined in Sec-
tion 1.1.1 of Annex I to Commission Delegated Regulation
(EU) 2021/2178) in 2023 amounted to 1 232 770 thousand PLN,
of which categories were Taxonomy-eligible:
■ revenues from sale of video games
(1 001 949 thousand PLN), which qualify for
Activity 8.2 Computer programming, consultancy
and related activities,
■ revenues from leasing office space at buildings
belonging to CD PROJEKT S.A.
(2 571 thousand PLN), which qualify for Activity 7.7
Acquisition and ownership of buildings.
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Percentage of aligned revenues
Substantial contribution criteria DNSH criteria ("Does Not Significantly Harm")
Economic Activities Code
Revenue
Proportion of Revenue,
2023
Climate Change
Mitigation
Climate Change
Adaptation
Water
Circular Economy
Pollution
Biodiversity
Climate Change
Mitigation
Climate Change
Adaptation
Water
Circular Economy
Pollution
Biodiversity
Minimum Safeguards
Proportion of Taxonomy
- aligned (A.1.) or - eligible
(A.2.) revenue, year 2022
Category enabling
activity
Category transitional
activity
thousand
PLN
%
Y/N/EL/% Y/N/EL/% Y/N/EL/% Y/N/EL/% Y/N/EL/% Y/N/EL/%
Y/N Y/N Y/N Y/N Y/N Y/N Y/N % E T
A. TAXONOMY-ELIGIBLE ACTIVITIES
A.1. Environmentally sustainable activities (Taxonomy-aligned)
Computer programming,
consultancy and related activities
CCA 8.2. 1 001 949 81.3% 0.0% 100.0% 0.0% 0.0% 0.0% 0.0% T T T T T T T 73.0%
Revenues form environmentally sustainable
activities (Taxonomy-aligned) (A.1)
1 001 949 81.3% 0.0% 100.0% 0.0% 0.0% 0.0% 0.0% T T T T T T T 73.0%
Of which enabling 0.0 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% T T T T T T T 0.0% E
Of which transitional 0.0 0.0% 0.0% T T T T T T T 0.0% T
A.2. Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities)
Acquisition and ownership of
buildings
7.7. 2 571 0.2% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.7%
Revenues from Taxonomy-eligible but not
environmentally sustainable activities (not
Taxonomy-aligned activities) (A.2)
2 571 0.2% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.7%
Revenues from Taxonomy-eligible activities
(A.1.+A.2.)
1 004 520 81.5%
B. TAXONOMYNONELIGIBLE ACTIVITIES
Revenues from Taxonomy-non-eligible activities (B) 228 250 18.5%
Total (A+B) 1 232 770 100.0%
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Part of the Taxonomy-eligible revenues under Activity 8.2
was also compliant with TSC.
In 2023 the Group obtained 228 250 thousand PLN in
revenues from activities not eligible under the Taxonomy
(this amount includes revenue from services, goods and
materials and revenue from non-gaming franchise pro-
jects).
The share of Taxonomy-eligible revenues in the Group’s
total revenues for 2023 was 81.5% - with 81.3% of reve-
nues identified as Taxonomy-aligned. The remaining 18.5%
of revenues are regarded as non-eligible.
Note regarding the “Percentage of aligned CapEx” table
Taxonomy-eligible capital expenditures (CapEx) are relat-
ed to implementation of investment plans adopted in the
process of drawing up 2023 budgets by management
boards of companies subject to consolidation. In 2023
the Group incurred 325 711 thousand PLN in consolidated
capital expenditures. Taxonomy-eligible CapEx concerned
mainly:
■ development of games (246 611 thousand PLN);
these expenditures are Taxonomy-eligible under
Activity 8.2 Computer programming, consultancy
and related activities as described in Annex II,
and are compliant with TSC;
■ construction of a new office building
(15 592 thousand PLN), these expenditures are
Taxonomy-eligible under Activity 7.1 Construction
of new buildings as described in Annex II, and are
compliant with TSC;
■ construction of a car park at the Company’s
headquarters (28 575 thousand PLN);
the expenditure on this activity is eligible for
systematisation under activity 7.1 Construction
of new buildings in Appendix II;
■ purchases of intangible and legal assets, including
in the course of developing applications and
software, and purchases of IT infrastructure
(10 477 thousand PLN). These expenditures
are eligible under Activity 8.1. Data processing,
hosting and related activities as described in
Annex II, and are compliant with TSC,
■ upgrading existing buildings which belong to
the CD PROJEKT Group (1 483 thousand PLN).
These expenditures are eligible under Activity 7.2
Renovation of existing buildings, as described in
Annex II
An additional capital expenditure of 110 thousand PLN
was incurred in the expansion of our solar power array,
which increases the percentage share of renewable en-
ergy sources in our overall energy supply, and helps re-
duce our greenhouse gas emissions.
In 2022 the Group incurred 22 489 thousand PLN in non-el-
igible capital expenditures.
The percentage share of Taxonomy-eligible CapEx in the
Group’s total CapEx for 2023 was 93.1% - including 83.9%
in Taxonomy-aligned expenditures. The remaining portion
of capital expenditures (6.9%) is regarded as non-eligible
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Percentage of aligned CapEx
Substantial contribution criteria
DNSH criteria
(“Does Not Significantly Harm”)
Economic Activities Code
CapEx
Proportion of CapEx,
2023
Climate Change
Mitigation
Climate Change
Adaptation
Water
Circular Economy
Pollution
Biodiversity
Climate Change
Mitigation
Climate Change
Adaptation
Water
Circular Economy
Pollution
Biodiversity
Minimum Safeguards
Proportion of Taxonomy - aligned
(A.1.) or - eligible (A.2.) revenue,
year 2022
Category enabling
activity
Category transitional
activity
thousand
PLN
%
Y/N/EL/% Y/N/EL/% Y/N/EL/% Y/N/EL/% Y/N/EL/% Y/N/EL/%
Y/N Y/N Y/N Y/N Y/N Y/N Y/N % E T
A. TAXONOMY-ELIGIBLE ACTIVITIES
A.1. Environmentally sustainable activities (Taxonomy-aligned)
Construction, extension and
operation of water collection,
treatment and supply systems
CCA 5.1. 57 0.0% 0.0% 100.0% 0.0% 0.0% 0.0% 0.0% T T T T T T T 0.0%
Construction, extension and
operation of waste water collection
and treatment
CCA 5.3. 41 0.0% 0.0% 100.0% 0.0% 0.0% 0.0% 0.0% T T T T T T T 0.0%
Construction of new buildings CCA 7.1. 15 592 4.8% 0.0% 100.0% 0.0% 0.0% 0.0% 0.0% T T T T T T T 0.0%
Installation, maintenance and repair
of charging stations for electric
vehicles in buildings (and parking
spaces attached to buildings)
CCA 7.4. 47 0.0% 0.0% 100.0% 0.0% 0.0% 0.0% 0.0% T T T T T T T 0.1%
Installation, maintenance and
repair of instruments and devices
for measuring, regulation and
controlling energy performance of
buildings
CCA 7.5. 238 0.1% 0.0% 100.0% 0.0% 0.0% 0.0% 0.0% T T T T T T T 0.1%
Installation, maintenance and repair
of renewable energy technologies
CCA 7.6. 110 0.0% 0.0% 100.0% 0.0% 0.0% 0.0% 0.0% T T T T T T T 0.0%
Data processing, hosting and
related activities
CCA 8.1. 10 477 3.2% 0.0% 100.0% 0.0% 0.0% 0.0% 0.0% T T T T T T T 1.4%
Computer programming,
consultancy and related activities
CCA 8.2. 246 611 75.7% 0.0% 100.0% 0.0% 0.0% 0.0% 0.0% T T T T T T T 72.2%
CapEx of environmentally sustainable activities
(Taxonomy-aligned)(A.1)
273 173 83.9% 0.0% 100.0% 0.0% 0.0% 0.0% 0.0% T T T T T T T 73.8%
Of which enabling 0.0 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% T T T T T T T 0.0% E
Of which transitional 0.0 0.0% 0.0% T T T T T T T 0.0% T
A.2. Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities)
Construction of new buildings 7.1. 28 575 8.8% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 7.1%
Renovation of existing buildings 7.2. 1 483 0.5% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.6%
Taxonomy-eligible but not environmentally
sustainable activities (not Taxonomy-aligned
activities) (A.2)
30 058 9.2% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 7.7%
CapEx of Taxonomy-eligible activities (A.1.+A.2.) 303 231 93.1%
B. TAXONOMYNONELIGIBLE ACTIVITIES
CapEx of Taxonomy-non-eligible activities (B) 22 480 6.9%
Total (A+B) 325 711 100.0%
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94
Attachment 3. Numerical data
Employment figures
[GRI 2-7] Employees
Entity Type of cooperation Gender Total
CD PROJEKT Group
Permanent employment contract
woman 246
598
man 335
Fixed-term employment contract
woman 10
man 7
Entity Type of cooperation Gender Total
CD PROJEKT Group
Full-time employment contract
woman 251
598
man 337
Part-time employment contract
woman 5
man 5
Figures indicate number of persons employed as of 31 December 2023 on employment contracts. During the reporting period we did not employ non-guaranteed working hours
employees. A significant event related to employees was the staff reduction announced in July 2023.
[GRI 2-8] Workers who are not employees
Entity Type of cooperation Total
CD PROJEKT Group
Other forms of employment contracts (creators and artists employed
under civil law contracts and sole proprietors)
495
Figures indicate number of persons employed as of 31 December 2023. A significant event related to non-employee workers was the staff reduction announced in July 2023.
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[GRI 2-21] Annual total compensation ratio
2023 CD PROJEKT S.A GOG Sp. zo. o.
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)
27.65 6.87
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)
0.25 3.76
Calculations are based on CD PROJEKT Group employees who remained employed throughout all of 2023.
The total annual remuneration includes fixed salaries paid on a monthly basis, i.e. base salary, function bonus (applies to managerial positions), proxy and annual bonus (for 2022, paid in 2023).
[GRI 202-1] Ratios of standard entry level wage by gender compared to local minimum wage
2023 CD PROJEKT S.A GOG Sp. zo. o.
Ratio of standard entry level wage of women compared to local minimum wage 1.36 1.11
Ratio of standard entry level wage of men compared to local minimum wage 1.36 1.11
All CD PROJEKT Group employees are paid above the minimum wage.
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96
[GRI 205-2] Communication and training about anti-corruption policies and procedures
Employee category
Number of
CD PROJEKT Group employees
as of 31.12.2023
Number of employees and members of
governing bodies who attended training and
were informed of the anti-corruption policies
and proceduresapplicable to their position
% of employees and members of governing
bodies who attended training and were
informed of the anti-corruption policies and
procedures applicable to their position
Junior 39 1 3%
Specialist 238 8 3%
Senior 167 3 2%
Expert 18 0 0%
Lead 41 1 2%
Manager 44 2 5%
Director 51 1 2%
Management Board 7 0 0%
Supervisory Board 5 0 0%
CD PROJEKT Group’s anti-corruption policy was adopted in 2022 and has not been updated since. In 2023 we trained people employed from departments potentially most exposed
to corruption risks – Procurement, Business Development, IT and Administration – on anti-corruption procedures. In future years we intend to continue organizing anti-corruption train-
ing for other teams which may be at risk for corruption.
In 2023 we began sharing our anti-corruption policy with business partners as part of our Fair Play. Code for Suppliers. By the publication date of this report we had provided it
to 10 such entities.
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TRANSPARENT
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ABOUT THE
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97
[GRI 401-1] New employee hires and employee turnover
CD PROJEKT Group
Number of
employees as
of 31.12.2023
Number of new
employee hires
% of new employee hires
in a given group
Turnover –
number of
employees
Turnover – percentage
Women 256 36 14.1% 41 16.0%
Men 342 37 10.8% 55 16.1%
Total 598 73 12.2% 96 16.1%
CD PROJEKT Group
Number of
employees as
of 31.12.2023
Number of new
employee hires
% of new employee hires
in a given group
Turnover –
number of
employees
Turnover – percentage
<30 168 32 19.0% 31 18.5%
30-50 426 41 9.6% 65 15.3%
>50 4 0 0.0% 0 0.0%
Total 598 73 12.2% 96 16.1%
[GRI 401-3] Parental leave
CD PROJEKT Group Woman Men Total
Total number of employees who took parental, maternity or paternity leave 19 23 42
Total number of employees who returned to work during the reporting period after the end
of parental, maternity or paternity leave
9 21 30
Return-to-work rate of employees who took parental leave 90% 100%
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[GRI 404-1] Average hours of training per year per employee
Average number of training hours by gender in 2023
Women 22.18
Men 23.14
Average number of training hours per category in 2023
Junior 40.12
Specialist 17.28
Senior 24.55
Expert 18.76
Lead 22.46
Manager 31.89
Director 25.14
Average hours of training per year per employee 22.73
Figures for CD PROJEKT S.A., include holders of employment contracts.
[GRI 405-1] Diversity of governance bodies by employment category, by gender and age
CD PROJEKT S.A.
Percentage of Management Board members
by age and gender
Percentage of Supervisory Board members
by age and gender
Women Men Total Women Men Total
<30 – – – – – –
30-50 – 6 85.7% 1 3 80.0%
>50 – 1 14.3% – 1 20.0%
Total % by gender – 100.0% 7 20.0% 80.0% 5
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TRANSPARENT
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99
[GRI 405-1] Diversity of employees by employment category, by gender and age
CD PROJEKT Group
Number and percentage of employees in each group in relation to the total number of employees at the organization by age
<30 30-50 >50 Total <30 30-50 >50 Total
Junior 28 11 0 39 4.7% 1.8% 0.0% 6.5%
Specialist 113 125 0 238 18.9% 20.9% 0.0% 39.8%
Senior 24 142 1 167 4.0% 23.7% 0.2% 27.9%
Expert 0 17 1 18 0.0% 2.8% 0.2% 3.0%
Lead 2 39 0 41 0.0% 6.5% 0.0% 6.9%
Manager 1 43 0 44 0.0% 7.2% 0.0% 7.4%
Director 0 49 2 51 0.0% 8.2% 0.3% 8.5%
Total: 168 426 4 598 28.1% 71.2% 0.7% 100.0%
CD PROJEKT Group
Number and percentage of employees in each group in relation to the total number of employees at the organization by gender
Women Men Total Women Men Total
Junior 25 14 39 4.2% 2.3% 6.5%
Specialist 107 131 238 17.9% 21.9% 39.8%
Senior 81 86 167 13.5% 14.4% 27.9%
Expert 9 9 18 1.5% 1.5% 3.0%
Lead 7 34 41 1.2% 5.7% 6.9%
Manager 14 30 44 2.3% 5.0% 7.4%
Director 13 38 51 2.2% 6.4% 8.5%
Total: 256 342 598 42.8% 57.2% 100.0%
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CD PROJEKT Group – employment by type of work performed
CD PROJEKT Group Developers Publishing Backoffice Total
2023 737 198 233 1168
2022 837 226 229 1292
2021 766 221 209 1196
2020 768 231 178 1177
As of the end of each year; all forms of employment; the table includes the following companies: CD PROJEKT S.A.,
GOG Sp z o.o. (these two companies together employ the 1 093 people reported under GRI 2-7 and GRI 2-8),
CD PROJEKT RED Inc., CD PROJEKT SILVER Inc., CD PROJEKT RED Vancouver and The Molasses Flood LLC.
The Publishing division includes teams responsible, among others, for marketing and PR, Business Development, Customer
Relations and Game Releases.
Employment figures for CD PROJEKT RED dev studios
Developers employed at
CD PROJEKT RED studio
CD PROJEKT S. A.
CD PROJEKT
RED
Vancouver
CD PROJEKT
RED Inc.
Total
Warsaw Kraków Wrocław
Place of
work outside
Poland
2023 470 79 43 28 28 5 653
2022 520 84 40 21 31 0 696
As of the end of each year; figures correspond to the number of persons employed regardless of contract type.
CD PROJEKT Group managerial staff by gender
CDPROJEKT Group
2023
Number %
Women 38 24%
Men 119 76%
Total 157 100%
At year-end; positions included: VP, Director, Head,
Manager, Lead.
Share of women in the total number of people employed
at CD PROJEKT compared to the gamedev industry
in Poland in 2021-2023
31.12.2023 31.12.2022 31.12.2021
Women 31% 32% 29%
Average share
of women in the
gamedev industry
in Poland⁵⁷
24% 25% 26%
⁵⁷ https://en.parp.gov.pl/storage/publications/pdf/The_Game_Industry_Poland_2023_12_07.pdf
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CD PROJEKT Group environmental indicators
[GRI 302-1] Energy consumption within the organization
Energy source
2023 2022 2021
GJ % GJ % GJ %
Electricity 8236 60.7% 6981 61.2% 6287 56.0%
Heat 4903 36.1% 4050 35.5% 4526 39.9%
Gasoline 386 2.8% 356 3.1% 390 3.4%
Diesel 50 0.4% 27 0.2% 137 1.2%
Total energy consumption 13575 100.0% 11414 100.0% 11340 100.0%
Renewable sources: 392 2.9% 334 2.9% 343 3.0%
Non-renewable sources: 13183 97.1% 11080 97.1% 10997 97.0%
All types of energy sources consumed by the CD PROJEKT Group are listed. In 2021 - 2023, process steam and cooling were not used. The amount of energy from renewable
sources is equal to the amount of electricity produced by the company’s own installation of photovoltaic panels at the CD PROJEKT campus in Warsaw, used entirely by CD PROJEKT.
Theamount of electricity consumed by the CD PROJEKT Group is the sum ofthe amount of energy purchased from external suppliers and that produced by the Company’s own
renewable energy installation.
Energy consumption was converted to values in GJ, and the following assumptions were used for the conversion:
■ for electricity, a constant conversion rate of GJ/kWh was used, where 1kWh = 0.0036 GJ
■ for gasoline, a rate of 44.3 GJ/t was used (source: study by KOBiZE: “Calorific values (WO) and CO
2
emission factors (EC) in 2020 for reporting under the Emission Trading
Scheme for 2023”)
■ for diesel fuel, a rate of 43 GJ/t was used (source: KOBiZE study: “Calorific values (WO) and CO
2
emission factors (EC) in 2020 for reporting under the Emission Allowance
Trading Scheme for the year 2023”)
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102
[GRI 303-3] Water withdrawal
2023 2022 2021
Water withdrawal [m
3
] 7252 6040 3715
Quantity used/discharged [m
3
] 7065 5857 3654
The reported data is drawn from invoices received from the Municipal Water Supply and Sewage 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 offices. According to the World Resources Institute, Poland does not currently face
elevated water stress.
[GRI 305-1] Direct (Scope 1) GHG emissions
Direct (Scope 1) GHG emissions [tCO
2
e] 2023 2022 2021
Consumption of petrol by own fleet 24.4 23.4 26.0
Consumption of diesel by own fleet and generator station . . 9.4
Total direct GHG emissions (fuel consumption) . . 35.4
Emissions outside the scopes were: 1.37 tCO
2
e in 2021, 0.98 tCO
2
e in 2022 and 1.45 tCO
2
e in 2023.
[305-2] Energy indirect (Scope 2) GHG emissions
Indirect emissions
Indirect GHG emissions
[tCO
2
e, location-based]
Indirect GHG emissions
[tCO
2
e, market-based]
2023 2022 2021 2023 2022 2021
Indirect emissions of GHGs
from electricity
1418 1230 1077 1448 1272 1218
Indirect emissions of GHGs
from heating
493 414 446 493 414 446
Total indirect emissions 1911 1644 1523 1941 1686 1664
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ABOUT THE
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103
[GRI 305-4] Intensity of greenhouse gas emissions
Unit 2023 2022 2021
Emissions (Scope 1 and 2) per m
2
of space used (location-based)
tCO
2
e/m
2
0.11 0.12 0.12
Emissions (Scope 1 and 2) per m
2
of space used (market-based) 0.11 0.13 0.13
Emissions (Scope 1 and 2) per employee (location-based)
tCO
2
e/person
1.84 1.44 1.39
Emissions (Scope 1 and 2) per employee (market-based) 1.87 1.47 1.52
[GRI 306-3] Waste generated
Type of waste
Waste weight [t]
Method of treatment
2023 2022 2021
Hazardous waste 1.16 0.69 0.25 processing
Non-hazardous waste 9.53 7.59 10.25 processing
Total 10.69 8.28 10.5
All waste that could not be avoided is segregated in accordance with applicable laws, and directed to disposal by specialized entities who hold the required permits concerning man-
agement of specific types of waste.
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Attachment 4. GRI Index
Statement of application CD PROJEKT Group prepared the Report for the period between 1 January and 31 December 2023 in accordance with GRI Standards 2021.
GRI 1 Standard Applied GRI 1: Foundation
Applicable GRI sector standard A GRI sector standard for the electronic entertainment industry has not yet been published.
Number Disclosure Page/comment
General disclosures 2021
2-1 Organizational details 10, 11
2-2* Entities included in the organization’s sustainability reporting 7
2-3 Reporting period, frequency and contact point 6, 8
2-4 Restatements of information 8
2-5 External assurance 8
2-6* Activities, value chain and other business relationships 10, 11, 13, 15, 17, 72, 73
2-7* Employees 94
2-8* Workers who are not employees 94
2-9 Governance structure and composition 18
2-10 Nomination and selection of the highest governance body 20, 22
2-11 Chair of the highest governance body 18, 19
2-12 Role of the highest governance body in overseeing the management of impacts 26
2-13 Delegation of responsibility for managing impacts 26
* Indicators covered by an independent assurance service performed by Deloitte Assurance Polska spółka z ograniczoną odpowiedzialnością sp. k. (formerly: Deloitte Assurance sp. z o.o.)
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105
Number Disclosure Page/comment
2-14 Role of the highest governance body in sustainability reporting 26
2-15 Conflicts of interest 23
2-16 Communication of critical concerns 74
2-17 Collective knowledge of the highest governance body 26
2-18 Evaluation of the performance of the highest governance body 26
2-19 Remuneration policies 25
2-20 Process to determine remuneration 25, 46
2-21* Annual total compensation ratio 95
2-22 Statement on sustainable development strategy 4
2-23 Policy commitments 73
2-24 Embedding policy commitments 73
2-25 Processes to remediate negative impacts 74
2-26 Mechanisms for seeking advice and raising concerns 74
2-27* Compliance with laws and regulations 77
2-28 Membership associations 11
2-29 Approach to stakeholder engagement 29
2-30 Collective bargaining agreements 40
Material topics 2021
3-1* Process to determine material topics 30, 34
3-2* List of material topics 30, 32
3-3* Management of material topics 30, 34, 37, 39, 52, 69, 82
* Indicators covered by an independent assurance service performed by Deloitte Assurance Polska spółka z ograniczoną odpowiedzialnością sp. k. (formerly: Deloitte Assurance sp. z o.o.)
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TRANSPARENT
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SOCIAL
ENGAGEMENT
ATTACHMENTSOUR GAMES
ABOUT THE
REPORT
106
Number Disclosure Page/comment
Economic disclosures
Economic performance 2016
202-1 Ratios of standard entry level wage by gender compared to local minimum wage 95
Anti-corruption 2016
205-1 Operations assessed for risks related to corruption 77
205-2* Communication and training about anti-corruption policies and procedures 77, 96
205-3 Confirmed incidents of corruption and actions taken 78
Anti-competitive behavior 2016
206-1 Legal actions for anti-competitive behavior, anti-trust, and monopoly practices 77
Tax 2019
207-1 Approach to tax 80
207-2 Tax governance, control, and risk management 80
Environmental disclosures
Energy 2016
302-1* Energy consumption within the organization 101
Woda 2018
303-3 Water withdrawal 102
Emissions 2016
305-1* Direct (Scope 1) GHG emissions 53, 54, 102
305-2* Energy indirect (Scope 2) GHG emissions 53, 54, 102
305-3 Other indirect (Scope 3) GHG emissions 53, 55
305-4 GHG emissions intensity 56, 103
* Indicators covered by an independent assurance service performed by Deloitte Assurance Polska spółka z ograniczoną odpowiedzialnością sp. k. (formerly: Deloitte Assurance sp. z o.o.)
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TEAM
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ENVIRONMENT
OUR
APPROACH
TO ESG
TRANSPARENT
RELATIONS
SOCIAL
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ATTACHMENTSOUR GAMES
ABOUT THE
REPORT
107
Number Disclosure Page/comment
Waste 2020
306-3 Waste generated 103
Social disclosures
Employment 2016
401-1* New employee hires and employee turnover 97
401-2* Benefits provided to full-time employees that are not provided to temporary or part-time employees 46, 47
401-3 Parental leave 97
Occupational health and safety 2018
403-1 Occupational health and safety management system 48
403-3 Occupational health services 48
403-4 Worker participation, consultation, and communication on occupational health and safety 48
403-5 Worker training on occupational health and safety 48
403-6 Promotion of worker health 48
403-9 Work-related injuries 48
Training and education 2016
404-1* Average hours of training per year per employee 98
404-2* Programs for upgrading employee skills and transition assistance programs 39, 42, 44
404-3 Percentage of employees receiving regular performance and career development reviews 43
Diversity and equal opportunity 2016
405-1* Diversity of governance bodies and employees by employment category, by gender and age 24, 98, 99
Non-discrimination 2016
406-1* Incidents of discrimination and corrective actions taken 74
* Indicators covered by an independent assurance service performed by Deloitte Assurance Polska spółka z ograniczoną odpowiedzialnością sp. k. (formerly: Deloitte Assurance sp. z o.o.)
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OUR
TEAM
CORPORATE
GOVERANCE
ENVIRONMENT
OUR
APPROACH
TO ESG
TRANSPARENT
RELATIONS
SOCIAL
ENGAGEMENT
ATTACHMENTSOUR GAMES
ABOUT THE
REPORT
108
Number Disclosure Page/comment
Local communities 2016
413-1 Operations with local community engagement, impact assessments, and development programs 82
Public policy 2016
415-1 Political contributions
0 PLN
According to Rules of the Game – Business and Ethics
Standards at the CD PROJEKT Group, “CD PROJEKT
maintains political neutrality and does not support political
parties. Accordingly, we make no payments which might
benefit any specific political party.”
Marketing and labeling 2016
417-1 Requirements for product and service information and labeling 69, 71
417-2* Incidents of non-compliance concerning product and service information and labeling 71
417-3* Incidents of non-compliance concerning marketing communications 71
Customer privacy 2016
418-1* Substantiated complaints concerning breaches of customer privacy and losses of customer data 79
* Indicators covered by an independent assurance service performed by Deloitte Assurance Polska spółka z ograniczoną odpowiedzialnością sp. k. (formerly: Deloitte Assurance sp. z o.o.)
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TEAM
CORPORATE
GOVERANCE
ENVIRONMENT
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APPROACH
TO ESG
TRANSPARENT
RELATIONS
SOCIAL
ENGAGEMENT
ATTACHMENTSOUR GAMES
ABOUT THE
REPORT
109
Attachment 5. 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) 13575 GJ
(2) 60.7 %
(3) 2.9 %
(1) Total water withdrawn
(2) total water consumed, percentage
ofeachin regions with High
orExtremely High Baseline Water Stress
TC-SI-130a.2
(1) 7252 m
3
(2) 7065 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. Public cloud providers completely or significantly use renewable energy
orplan to cover energy needs with 100% renewable energy in the coming years.
The company’s own servers are powered by electricity from the energy supplier for
the CD PROJEKT campus in Warsaw.
Data Privacy
&Freedom
ofExpression
Description of policies and practices
relating to behavioral advertising and
userprivacy
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.
There is no dedicated policy relating specifically to behavioral advertising.
Number of users whose information isused
for secondary purposes
TC-SI-220a.2 We did not consolidate data from this area in the reporting 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 reporting period.
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TOPIC ACCOUNTING METRIC CODE DISCLOSURE
Data Privacy
&Freedom
ofExpression
(1) Number of law enforcement requests
for user information
(2) number of users whose information
wasrequested
(3) percentage resulting in disclosure
TC-SI-220a.4 During the reporting period, we received one law enforcement request for user
information. The request contained payment card transaction data from which it was
not possible to identify the personal information of the person making the payment.
List of countries where core products
orservices are subject to government
required monitoring, blocking, content
filtering, or censoring
TC-SI-220a.5 We did not consolidate data from this area in the reporting period.
Data Security
(1) Number of data breaches
(2) percentage that are personal
databreaches
(3) number of users affected
TC-SI-230a.1 We did not record any leaks of customer data during the reporting period.
Description of approach to identifying and
addressing data security risks, including
use of 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 PROJEKT 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
aGlobal, Diverse
& Skilled
Workforce
Percentage of employees that are:
(1) foreign nationals
(2) located offshore
TC-SI-330a.1 (1) 18%
(2) 4%
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TOPIC ACCOUNTING METRIC CODE DISCLOSURE
Recruiting
&Managing
aGlobal, Diverse
& Skilled
Workforce
Employee engagement as a percentage TC-SI-330a.2 72% - the score of the engagement survey conducted with the Culture Amp tool.
Percentage of gender and racial/ethnic
grouprepresentation for
(1) management
(2) technical staff
(3) all other employees
TC-SI-330a.3 (1) women 24%, men 76%; Poles 87%, foreigners 13%
(2) women 21%, men 79%; Poles 75%, foreigners 25%
(3) women 54%, men 46%; Poles 90%, foreigners 10%
Intellectual
Property
Protection &
Competitive
Behaviour
Total amount of monetary losses as a result
oflegal proceedings associated with
anti-competitive behaviour regulations
TC-SI-520a.1 0 PLN - we did not incur such losses in the reporting period.
Managing
Systemic Risks
from
Technology
Disruptions
Number of
(1) performance issues and
(2) service disruptions
(3) total customer downtime
TC-SI-550a.1 n/a - CD PROJEKT does not provide customer services 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
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
CDPROJEKT Group Activity Report. The identified risk relates to loss of access
to IT infrastructure or business applications supporting critical business processes
atCD PROEJKT 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 of
physical access to server rooms and other data processing locations.
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Attachment 6. TCFD recommendations
TCFD recommendations Page
Governance
Disclose the organization’s governance around
climate-related risks and opportunities.
Describe the board’s oversight of climate-related risks and opportunities. 67
Describe management’s role in assessing and managing climate-related risks and opportunities. 67
Strategy
Disclose the actual and potential impacts of climate-
related risks and opportunities on the organization’s
businesses, strategy, and financial planning where
such information is material.
Describe the climate-related risks and opportunities the organization has identified over the short,
medium, and long term.
65
Describe the impact of climate-related risks and opportunities on the organization’s businesses,
strategy, and financial planning.
66-67
Describe the resilience of the organization’s strategy, taking into consideration different climate-
related scenarios, including a 2°C or lower scenario.
67
Risk Management
Disclose how the organization identifies, assesses,
and manages climate-related risks.
Describe the organization’s processes for identifying and assessing climate-related risks. 63
Describe the organization’s processes for managing climate-related risks. 66-67
Describe how processes for identifying, assessing, and managing climate-related risks are
integrated into the organization’s overall risk management.
67
Metrics and Targets
Disclose the metrics and targets used to assess
and manage relevant climate-related risks and
opportunities where such information is material.
Disclose the metrics used by the organization to assess climate-related risks and opportunities in
line with its strategy and risk management process.
67
Disclose Scope 1, Scope 2 and, if appropriate, Scope 3 greenhouse gas (GHG) emissions and the
related risks.
53-58
Describe the targets used by the organization to manage climate-related risks and opportunities
and performance against targets.
52
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This CD PROJEKT Group Sustainability Report for 2023 was approved for publication by
the Management Board of CD PROJEKT S.A. on 28 March 2024 and signed on 28 March 2024, pursuant to Art. 49b section 9, Art.
52 section 3 item 2 and Art. 55 section 2c of the Accounting Act of 29 September 1994 (JL 2023, item 120, as amended).
Adam Badowski
Joint Chief Executive Officer
Member of the Board
Michał Nowakowski
Joint Chief Executive Officer
Member of the Board
Piotr Karwowski
Joint Chief Operating Officer
Member of the Board
Paweł Zawodny
Joint Chief Operating Officer
Member of the Board
Jeremiah Cohn
Chief Marketing Officer
Member of the Board
Adam Kiciński
Chief Strategy Officer
Member of the Board
Piotr Nielubowicz
Chief Financial Officer
Member of the Board
OUR BUSINESS
OUR
TEAM
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GOVERANCE
ENVIRONMENT
OUR
APPROACH
TO ESG
TRANSPARENT
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SOCIAL
ENGAGEMENT
ATTACHMENTSOUR GAMES
ABOUT THE
REPORT