#1nexters INVESTOR PRESENTATION Nexters Global Br November 2021 ? 1#2Disclaimer nexters Forward-looking statements Certain statements in this presentation may constitute "forward-looking statements" for purposes of the federal securities laws. Such statements are based on current expectations that are subject to risks and uncertainties. In addition, any statements that refer to projections, forecasts or other characterizations of future events or circumstances, including any underlying assumptions, are forward-looking statements. The forward-looking statements contained in this presentation are based on the Company's current expectations and beliefs concerning future developments and their potential effects on the Company. There can be no assurance that future developments affecting the Company will be those that the Company has anticipated. Forward-looking statements involve a number of risks, uncertainties (some of which are the Company's control) or other assumptions. You should carefully consider the risks and uncertainties described in the "Risk Fac-tors" section of the registration statement on Form F-1 filed by the Company on September 22, 2021 and other documents filed by the Company from time to time with the Securities and Exchange Commission. Should one or more of these risks or uncertainties materialize, or should any of the Company's assumptions prove incorrect, actual results may vary in material respects from those projected in these forward-looking statements. Forward-looking statements speak only as of the date they are made. Readers are cautioned not to put undue reliance on forward-looking statements, and the Company undertakes no obligation to up-date or revise any forward-looking statements, whether as a result of new information, future events or otherwise, except as may be required under applicable securities laws. Non-IFRS Financial Measures This presentation contains certain financial measures that are not prepared in accordance with International Financial Reporting Standards as promulgated by the International Standards Accounting Board ("IFRS") and that may be different from non-IFRS financial measures used by other companies. These non-IFRS financial measures and other measures that are calculated using these non-IFRS financial measures are in addition to, not a substitute for or superior to, measures of financial performance prepared in accordance with IFRS and should not be considered as an alternative to operating income, net income or any other performance measure derived in accordance with IFRS. Nexters believes that these non-IFRS measures of financial results (including on a forward-looking basis) provide useful information to investors about Nexters. Nexters' management uses forward-looking non-IFRS measures to evaluate Nexters' projected financial and operating performance. However, there are a number of limitations related to the use of these non-IFRS measures and their nearest IFRS equivalents. For example other companies may calculate non-IFRS measures differently, or may use other measures to calculate their financial performance, and therefore Nexters' non-IFRS measures may not be directly comparable to similarly titled measures of other companies. Additionally, to the extent that forward-looking non- IFRS measures are provided, they are presented on a non-IFRS basis without reconciliation of such forward-looking non-IFRS measures due to the inherent difficulty in forecasting and quantifying certain amounts that are necessary for such reconciliations. Due to rounding, numbers presented throughout this document may not sum precisely to the totals we provide, and percentages may not precisely reflect the absolute figures The figures in this document are unaudited 2#3Key operating and non-IFRS metrics used in the presentation nexters In this presentation, we use a number of key operating and non-IFRS financial metrics which we believe accurately, in material aspects, reflect the principal parameters of our historic and projected performance. For further information, regarding our operating metrics, see the registration statement on Form F-1 filed with the SEC. 3 Operating metrics Monthly active users (MAUS) are the number of individuals who played a particular game in the 30-day period ending with the measurement date Daily active users (DAUS) are the number of individuals who played one of our games during a particular day Monthly paying users (MPUs) are the number of individuals who made a purchase of a virtual item at least once on a particular platform in the 30-day period ending with the measurement date Monthly Payer Conversion is the total number of MPUS, divided by the number of MAUS Average Bookings Per Paying User (ABPPU) is the total Bookings attributable to in-game purchases in a given period, divided by the number of months in that period, divided by the average number of MPUS during the period Bookings are sales contracts generated from in-game purchases and sales of advertisement in a given period Non-IFRS measures Adjusted costs and expenses. The Company defines Adjusted costs and expenses as the total of platform commissions, game operating costs, selling and marketing expenses and general and administrative expenses for the period as shown in the Company's financial statements in accordance with IFRS, adjusted to exclude (i) share-based compensation expense, (ii) net change in deferred platform commission fees, (iii) impairment of non-current assets, (iv) any gains and losses arising as result of business combinations and (v) other special items, which are infrequent in nature and/or outside of the normal operating business. Adjusted costs and expenses is a non-IFRS financial measure and should not be construed as an alternative to total comprehensive profit/loss for the year as an indicator of operating performance as determined in accordance with IFRS#4Business Overview#5We are a TOP-5 independent mobile game developer in Europe nexters strong in both user acquisition and monetization... Bookings, $m ●●● LO 169 5 2019 FSU Countries¹ Bookings by geography, % Asia Rapidly expanding scale... 15% 3x Other² 8% 16% (1) (2) (3) 443 2020 across all key geographies and platforms... 24% 37% US MAU, m Europe Source: Company information, AppMagic 4.1 2019 FSU refers to former Soviet Union countries Social 1.4x Bookings by platform, % Web 19% 7% 5.7 Including bookings not allocated to any specific geography Net cash flow from operating activities divided by bookings 2020 74% Mobile ABPPU, $ 46 Q119 15 ... 2019 ... 3x 136 Operating cash flow, $m Q420 ~8x 121 Monthly paying user, '000 users 2020 115 resulting in superior profitability. Q119 2.5x 9% 2019 Operating cash flow margin, %³ 284 Q420 ~3x 27% 2020#6Evolution into a global gaming entertainment platform 6 THRONE BUSH Andrey and Boris met in 2010 ISLAND Cumulative installs XPERIMENT • Launch of the first two titles in social networks First game launched in 2013 Throne Rush became game of the year on Facebook4 (1) (2) (3) 2010-15 HERO WARS Hero Wars launched in March (social) Hero Wars became a game of the year¹ 66m 2016 Source: Company information, AppMagic Note: Cumulative installs data for all company titles In VK, the largest social network in Russia Main team settled in Cyprus, cost- advantaged European gaming industry hub² 79m 2017 playrix #2 mobile game developer globally Currently, the Group has employees in Cyprus, Moscow and other cities and countries According to AppMagic Bukhman brothers acquired a 43% stake in Nexters Bukhman brothers (founders of Playrix) became shareholders Full focus on scaling in mobile Hero Wars Web launched in April 2018 98m Top-10 mobile game developer in Europe³ 3.8x bookings growth over the year 6.2x Hero Wars MAU growth over the year 2019 | 113m (4) Facebook's Staff Favorite Games nexters ~10x Booking's growth (2018-20) Nexters today Nexters employs over 500 people The U.S. is the largest bookings contributor (~37%) 151m 3 new products in 2021 pipeline 2020-21 227m#7Gaming has become truly global and eclipsed other major forms of entertainment 7 Growth (YoY) Recorded Music¹ $20bn $11bn ~23% 2.7bn Players globally in 2020 (1) (2) Global traditional TV Music Streaming (¹) Source: Newzoo Global Games Market Report 2020, publicly available sources Note: Market sizes and growth for 2020, unless stated otherwise Market size and growth for 2019 Asia 48% 3.1bn Players globally in 2023E Gaming $175bn 19.6% Mobile $86bn 25.6% EMEA 22% Americas 30% 888 TV² $228bn nexters OTT video $58bn (~6%) ~26%#8Nexters is outperforming global benchmarks across key operating metrics Our bookings are well spread across various geographies... ... offering industry leading payer engagement... as well as best in class monetization levels. Staying cost efficient 8 ne ters 23% 16% 24% US IAPAC EMEA FSU & Other Monthly Payer Conversion, % ABPDAU¹, $ ABPPU, $ 37% 5.0% $1.3 $125.4 Bookings per FTE², $ m $1.0 Playtika 8% 14% 7% 71% US IAPAC EMEA Other -2.6%- $0.6 n.a. $0.6. STILLFRONT GROUP 11% 9% 34% US UAE Germany Other 46% 3.9% $0.3 $48.9 $0.4 zynga 39% US 61% International -1.6% $0.2 $113.1 $0.9 SciPlay ΝΑ 92% International 7.1% 0.6 $92.8 $1.0 PROVIO 21% 11% 66% US APAC IEMEA LatAm 1.4% $0.2 $49.9 $0.6 nexters ne ters VS. Industry Average 1.4x 2.5x 1.5x 1.5x Source: Companies information for FY2020 Note: (1) Metrics calculated based on Revenue for Playtika and Sciplay, Daily Payer Conversion is used for Playtika due to unavailability of monthly data Average Bookings Per Daily Average User, or ABPDAU is calculated as total Bookings attributable to in-game purchases in a given period, divided by the number of days in that period, divided by the average number of DAUS during the period Bookings/FTE is calculated as total FY2020 Bookings, divided by the FY2020 FTE (2)#9We have a prominent track record in game development Launched in 2013 ISLAND Launched EXPERIMENT in 2014 9 THRONE RUSH OVERVIEW: Successful strategy game on social platforms Game of the year on Facebook in 2014² LESSONS LEARNED: Tested all viral mechanics to efficiently attract traffic Enhanced analytics and forecasting tools Developed engaging social mechanics THRONE RUSH NOW: Continues to work on social platforms. Developing web version ~76m CUMULATIVE DOWNLOADS¹ A USER ACQUISITION (1) (2) OVERVIEW: Farming game for social networks LESSONS LEARNED: Nonstandard marketing, including mobile platforms Found content creatives customized to the audience ISLAND EXPERIMENT NOW: *Currently releasing an improved version on mobile platforms in the Chibi Island game ~29m CUMULATIVE DOWNLOADS¹ USER B ACQUISITION CONTENT HERO WARS Launched in 2016 OVERVIEW: nexters Blockbuster mid-core multi-platform RPG. Top-100 grossing worldwide mobile app¹. KNOWLEDGE APPLIED: Applied user acquisition and content creation mechanics which proved to be successful for previous titles Added enhanced monetization approach Scaled massively across all platforms, especially mobile ~120m CUMULATIVE DOWNLOADS¹ USER ACQUISITION CONTENT MONETIZATION Knowledge and experience obtained from the first two titles formed the basis for Hero Wars' successful track record Source: Company information, AppMagic As of June 2021 Facebook's Staff Favorite Games#10Hero Wars - global blockbuster mid-core RPG IP 10 HERO WARS Launched in Russian Social Networks 2016 Rapid path from local to global success... A Game of the year in Russia 2016 ...well-received by gamers globally 7m #13 Downloads in 2020 Top charts - grossing (US)³ 29m #4 4.5/5.0 Ratings² 4.5/5.0 Top-100 Grossing mobile app worldwide 2020¹ Source: Company information, AppMagic, App Annie, public sources Note: Data for Hero Wars only (1) As of December 2020 (2) (3) Rating for current version in the United States' Apple App Store and Google Play Store as of December 31, 2020 Top charts | Grossing rankings as of 31 December 2020 RULE YOUR SQUAD! WIN A GLORY! BECOME ALEGEND! Lvl 1 LvI 35 ***** LVI 72) nexters DOOUCH! EPIC!#11Becoming a global "forever franchise" 12-month MPU retention, %¹ 69% 11 1st year The Hero Wars multi platform franchise succeeds across platforms with solid player retention Social Hero Wars bookings split by platform Bookings, $m Web 84% 19% 2nd year 7% $439m Bookings (2020) Source: Company information Note: Data for Hero Wars only 74% 84% 3rd year Mobile 82% 4th year ~14x Bookings growth (2018-20) Expertise to cater to different user tastes Reduces risk of over-dependence on a single platform with very low overlap between the platforms None of the cohorts have dried out since launch in 2016 Strong payer retention in a long term Hero Wars will hit a milestone of $1bn of lifetimes net bookings in 2021 Hero Wars DAU split by platform DAU, users Web Social 27% 8% 797k DAU (2020) 65% nexters. Mobile ~5x DAU growth (2018-20) 1) Share of payers with a total cumulative spent of >100$ over lifetime staying with Hero Wars by # of years since cohort acquisition#12S Our Strength & Growth Opportunities 77#13Efficient marketing and user acquisition 13 AAAAA NEXT LVL. H K $ 요 Broad user acquisition strategy across multiple channels, platforms, and social networks capturing a large audience, including those who were not even planning to play RPG game nexters Focus on fast onboarding and strong core loop mechanics which strike a good balance between complexity and accessibility (especially for gamers new to mid-core genre) Live operations, frequent promotions, and active communities with over 16.5M¹ views on official YouTube channels <180 days breakeven from install² (focus on users with 1st year LTV³ > CAC4) Marketing team of ca.70 professionals including creative, marketing analytics, user acquisition, and marketing growth Efficient marketing acquisition platform built to scale for our further titles based on enhanced analytical and forecasting tools Source: Company information (1) https://www.youtube.com/c/HeroWars/featured and https://www.youtube.com/c/HeroWarsMobile/featured as of 30.06.2021 (2) Calculated as weighted average payback across all platforms for cohorts, originated in 1H 2020 (3) Defined as cumulative revenue from monthly cohort of players during first 360 days, estimated using internal statistical models, divided by number of installs in a monthly cohort (4) Defined as marketing costs divided by number of installs in a monthly cohort of players#14Regular creative content development strategy Update calendar 14 January 2020 Hero rework and related adventure New skins in east style April 2020 1st of April - Masquerade skins July 2020 New Adventure Two new Heroes October 2020 Halloween skins January 2021 New Year battle pass Demonic adventure April 2021 1st of April - Masquerade skins New Hero and related adventure Regular update / event Source: Company information February 2020 Hero rework New skins in romantic style May 2020 Cybernetic skins New Hero and Artefact rework August 2020 Added minigames to the key campaign November 2020 Battle pass Black Friday sales February 2021 Romantic skins May 2021 Battle pass Sea skins and sea adventure Big update / event March 2020 Game birthday - spring skins Megaevent "Battle with Archdemon" June 2020 Summer festival 2020 Summer skins September 2020 New Hero Sea skins December 2020 Seasonal sale New Year festival and new Hero March 2021 Game birthday - spring skins Hero rework and new adventure June 2021 Summer festival New mechanics or significant update Content development principles nexters The Company puts content development on top of the creative agenda - ca. 25 various events every months Most of them are free to play to drive overall engagement and attractiveness of the game We have a team of ca.280 people in art and production departments who are responsible for content releases Special content releases for big events like New Year, Black Friday, Valentine day, Halloween etc. Significant updates and new mechanics New characters, seasonal sales, skins etc.#15Platform built to scale 15 Efficient User Acquisition Sa Creative Content Development Powerful Monetization Source: Company information (1) MPU/MAU Repeatability of gaming development process $ Al-driven customized offerings Multiplayer capabilities No price increase In-game social network Limited content free-to-play Personal touch to most loyal players Industry leading payer conversion and ABPPU levels Average bookings per paying user, $/month 5.3% 46 4.3% 4.6% 61 70 Q2 2019 2019 2019 4.1% 3.8% 3x growth 98 107 nexters 5.2% 5.1% 128 131 Payer conversion¹, % 6.9% 136 Q4 Q3 Q4 2019 2020 2020 2020 2020#16Multiple growth opportunities 16 Expand across the genres $12bn Mobile RPGS TAM¹ S 1 7 1 Target $86bn Mobile gaming TAM Source: Company information (1) NewZoo, for 2020 year Expand geography 16% Bookings from Asia 2 Target ~50% Bookings from Asia as overall in gaming industry¹ Become a Consolidator Independent game developer 3 nexters Target Consolidator in Russian speaking game development market#17Data driven approach to new title launch 1 17 2 3 4 Prototyping/ideating Playtest / tech launch Soft launch Core game release 35% Source: Company information 70% nexters. Nexters' scale will enable it to release 1-2 titles per year via parallel-track prototyping & development 5%#18Three new content-oriented titles in 2021 pipeline 18 2414/4260 S 617 Chibi Island Let's examine it. 305/50 + COCO 9998912 99992567 400% Casual farm game Official released in the end of July after successful soft launch in December 2020 41:36 PO10:09 Good reception from players Soft launch showed the doubling of the retention and average play session length benchmarks set by Hero Wars Puzzle Island Farming and adventure simulator Official soft launch planned on October 2021 Tests show retention levels are in line with market levels Riddle Island 1925 25 nexters All o Match-3 and adventure simulator Active preparation for soft launch to start analyzing retention and monetization curves#19Well-positioned to become a consolidator in the gaming space in the Russian speaking community and beyond Our approach to M&A Our unique attributes 19 Wide playing field: we estimate there are more than 1,000 independent studios in Russia/FSU³ Focus area: mobile gaming, which is our core area of expertise with opportunity to diversify our current portfolio beyond Our value creation playbook: marketing/user acquisition, data-driven approach to title selection, creative expertise and monetization Commercial consideration: value-accretive and disciplined approach with focus on value creation in future periods Financing: combination of own cash and equity Founder motivation: long term earnouts linked to ambitious KPIs, while keeping creative independence Transformational opportunities: opportunistic approach, leveraging network connections with game developers in Russia / FSU 000 duke (1) (2) (3) First game developing Company out of Russia expected to be listed on Nasdaq, bringing attractive acquisition currency to the prospective targets Strong connectivity within the Russian speaking gaming community backed by common culture, values and languag Track record of Kismet sponsor - industry network connections and expertise in M&A High synergy potential coming from partnership with Nexters and Playrix shareholders nexters M&A-active gaming companies see a stronger market cap appreciation vs. broader gaming universe Share price change over the last 5 years in $ 285%¹ Zynga STILLFRONT GROUP EMBRACER+ GROUP Source: Company information, FactSet as of 28 June 2021 Average share price change over the last 5 years for Zynga, Stillfront and Embracer Group Gaming Peers Average includes Tencent, Activision Blizzard, Electronic Arts, NEXON, Take-Two Interactive, Ubisoft Entertainment and Netmarble FSU refers to former Soviet Union countries 26% Gaming Peers Average 2#20Financial Highlights#21Key financial highlights (1/2) $m Revenue 65 Q3 2020 $m Net Income/ Loss -11 Q3 2020 +77% 115 Q3 2021 -104 Q3 2021 $m Operating Cash Flow $m 32 Q3 2020 +59% Adjusted Net Income/ Loss (1) -11 Q3 2020 Q3 2021 8 Q3 2021 Source: Company information 211) The Company defines Adjusted Net Income/Loss as the Net Income/Loss as presented in the Company's financial statements in accordance with IFRS, adjusted to exclude (i) share-based compensation expense, (ii) impairment of non-current assets, (iii) any gains and losses arising as result of business combinations (including the amortisation of intangible assets acquired in the business combinations and transaction costs related to the business combinations) and (iv) certain non-cash or other special items that we do not consider indicative of our ongoing operating performance. Adjusted net income is a non-IFRS financial measure and should not be construed as an alternative to Net Income/ Loss as an indicator of operating performance as determined in accordance with IFRS nexters Revenue of $115m, up 77% YOY, driven primarily by bookings growth X Operating cash flow of $51m, up 59% YOY, demonstrating the increased efficiency and cash generation capacity of our business Adjusted Net Income of $8m compared to Adjusted Net Loss of ($11m) in Q3 2020#22Key financial highlights (2/2) $m Total Costs and Expenses, Excluding D&A 76 Q3 2020 +204% $m Selling and Marketing Expenses +21% 53 231 Q3 2021 64 $m Q3 2021 Adjusted Costs and Expenses (¹) (2) 90 Q3 2020 $m G&A Expenses 0,3 +24% Q3 2020 112 Q3 2021 6 Q3 2020 22 Source: Company information 1) The Company defines Adjusted costs and expenses as the total of platform commissions, game operating costs, selling and marketing expenses and general and administrative expenses for the period as shown in the Company's financial statements in accordance with IFRS, adjusted to exclude (i) share-based compensation expense, (ii) net change in deferred platform commission fees, (iii) impairment of non-current assets, (iv) any gains and losses arising as result of business combinations and (v) certain non-cash or other special items that we do not consider indicative of our ongoing operating performance. Adjusted costs and expenses is a non-IFRS financial measure and should not be construed as an alternative to total costs and expenses excluding depreciation and amortization as an indicator of operating performance as determined in accordance with IFRS 2) Excluded non-cash non-recurring share listing expense in the amount of $125 million resulting from the accounting for merger with Kismet Acquisition One Corp. Q3 2021 nexters Total costs and expenses, excl. D&A of $231m, up 204% YoY mostly due to the growth of selling and marketing expenses and non-cash non-recurring share listing expense in the amount of $125 million resulting from the accounting for merger with Kismet Acquisition One Corp Adjusted costs and expenses of $112m, up 24% YoY which is mostly driven by the increase of selling and marketing expenses with investments into the user acquisition Selling and Marketing expenses of $64m, up 21% YoY. Our selling and marketing expenses came back to the normalized level after the record high investments in User Acquisition in Q2 2021 Growth of other G&A were largely associated with growth of headcount by more than 60% and one-off costs linked to going- public status#23Key Operating Highlights '000 users Monthly paying users (¹) 23 286 +30% Q3 2020 371 $/month Average bookings per paying user (2) Q3 2021 132 -3% 128 ||||| Q3 2020 $m Q3 2021 Bookings 117 +29% Q3 2020 151 Q3 2021 Source: Company information (1) The Company defines Monthly Paying Users, or MPUS, as the number of individuals who made a purchase of a virtual item at least once on a particular platform in the 30-day period ending with the measurement date; Quarterly MPU is the average of MPUs for each month for the respective quarter The Company defines Average Bookings Per Paying User, or ABPPU, as its total Bookings attributable to in-game purchases in a given period, divided by the number of months in that period, divided by the average number of MPUS during the period (2) nexters Monthly Paying Users of 371k, up 30% YoY due to our substantial investments in marketing in 2021 Average bookings per paying user of $128, down 3% YoY due to massive inflow of new payers with lower checks in the beginning of their lifespan Bookings of $151m, up 29% which reflects strong dynamics of both MPU and ABPPU across all geographies and platforms#24Diversification across key platforms and geographies $m Bookings by platform (¹) Desktop 24 Mobile 117 75% 25% Q3 2020 +29% · 151 70% 30% Q3 2021 20% 55% Source: Company information 1) For platform and geography splits corresponding shares in management accounts were used $m. Bookings by geography (¹) US Europe 117 37% 23% 17% 15% 8% Q3 2020 Asia +29% FSU 151 30% 21% 26% 13% 10% Q3 2021 Other 5% 19% 95% 11% 67% nexters There is a strong growth in bookings across all key platforms and geographies which makes our bookings profile more diversified, reducing dependence on specific markets Desktop platforms have especially strong performance with 55% YoY growth in 3Q 2021 on the back of increased investments in UA. Desktop bookings mostly derive from proprietary Web platform which offers lower platform commission Bookings from Asia nearly doubled YOY in 3Q 2021 (with 26% share) which is in line with our regional expansion strategy with focus on this region Bookings from Other geographies are mostly driven by developed markets outside of Asia and Europe#25Improving engagement and payer conversion DAU '000 users 1,024 MAU '000 users 889 863 25 808 5,600 5,344 Q1 2020 Q2 2020 Q3 2020 Q4 2020 Q1 2021 Q2 2021 Q3 2021 Source: Company information +20% 975 7,665 li 1 2020 Q2 2020 Q3 2020 Q4 2020 Q1 2021 Q2 2021 4,101 -5% 1,198 6,075 1,037 7,573 5,315 Q3 2021 DAU/MAU % 13% 4% MPU/MAU 17% Q1 2020 Q2 2020 Q3 2020 Q4 2020 % Q1 2020 5% 15% Q2 2020 5% 20% Q3 2020 7% Q4 2020 16% Q1 2021 5% Q1 2021 16% Q2 2021 Q3 2021 5% 20% Q2 2021 7% Q3 2021 nexters Engagement and conversion metrics gaining momentum despite post-Covid months X Sequential decline in MAU and DAU driven by seasonal factors as well as lower UA investments#26Strong pipeline to strengthen platforms & genre diversification nexters Chibi IslanD Officially released in July Active work with optimization cycles Reached main metrics below 1.4m ~280 k $200- 300k +40% 26 Total installs in 1-3Q 2021 MAU in 3Q 2021 Average monthly bookings during 3Q 2021 Increased average playing session Source: Company information 1) For desktop share corresponding shares in management accounts were used THRONE Released Web version in October Experimental step to re-launch the game on Web Increasing our platforms diversification 23% USH Total Desktop %(¹) Total Desktop %(¹) in 9M 2020 in 9M 2021 29% Commissions % in 9M 2020 32% Commissions % in 9M 2021 27% Other new titles Puzzle Island To be launched November under a new name Very promising metrics on retention and monetization Riddle Island In the final development stage - added a lot of new content Target tech launch around year end#27Updated guidance for 2021 (A) Bookings $ million 443 2020 560-570 2021 Management profitability measure = (A) - (B) (B) Adjusted costs and expenses (¹) $ million. 312 2020 455-465 2021 271) The Company defines Adjusted costs and expenses as the total of platform commissions, game operating costs, selling and marketing expenses and general and administrative expenses for the period as shown in the Company's financial statements in accordance with IFRS, adjusted to exclude (i) share-based compensation expense, (ii) net change in deferred platform commission fees, (iii) impairment of non-current assets, (iv) any gains and losses arising as result of business combinations and (v) certain non-cash or other special items that we do not consider indicative of our ongoing operating performance. Adjusted costs and expenses is a non-IFRS financial measure and should not be construed as an alternative to total costs and expenses excluding depreciation and amortization as an indicator of operating performance as determined in accordance with IFRS nexters Change in bookings guidance being driven by lower platform commissions forecast by equal amount Lower adjusted costs and expenses guidance due to decrease in platform commissions partially offset by increase of selling and marketing expenses due to more heavy investments in UA to benefit further periods#28Key financial highlights (A) Bookings (¹) $m 110 Q2 2020 208 +40% +29% 154 Q2 2021 268 H1 2021 (B) Adjusted costs and expenses (2) $m 67 Q2 2020 143 H1 2020 +106% +68% 139 Q2 2021 240 H1 2021 Selling and Marketing Costs $m 31 Q2 2020 73 HT 2020 +193% +112% 91 Q2 2021 HT 2020 Management profitability measure = (A) - (B) Source: Company information 1) The Company defines Bookings as sales contracts generated from in-game purchases and advertising in a given period Reflects corrections to the amounts reported in the Company's previous filings with the SEC due to the identification of an immaterial error relating to the calculation of withholding taxes in 2020 and other insignificant adjustments identified in the course of the financial reporting closing process as of June 30, 2021. For further information, see Note 4 (Use of judgements and estimates-Immaterial error) to the Company's interim condensed consolidated financial statements for the six months ended June 30, 2021 as filed with the SEC on September 22, 2021 28 2) The Company defines Adjusted costs and expenses as the total of platform commissions, game operating costs, selling and marketing expenses and general and administrative expenses for the period as shown in the Company's financial statements in accordance with IFRS, adjusted to exclude (i) share-based compensation expense, (ii) net change in deferred platform commission fees, (iii) impairment of non-current assets, (iv) any gains and losses arising as result of business combinations and (v) other special items, which are infrequent in nature and/or outside of the normal operating business. Adjusted costs and expenses is a non-IFRS financial measure and should not be construed as an alternative to total comprehensive profit/loss for the year as an indicator of operating performance as determined in accordance with IFRS. 155 H1 2021 nexters Strong growth in bookings in Q1 and Q2 2021 reflecting MPUs and ABPPU dynamics XRecord high investments in user acquisition in H1 2021 as company improved forecasting allowing to deploy marketing expense more efficiently Other G&A costs growth mostly driven by one-off IPO expenses as well as headcount growth#29Key Operating Highlights Monthly paying users (¹) ('000 users) 29 277 Q2 2020 283 +43% +26% 395 Q2 2021 356 H1 2021 Average bookings per paying user (2) ($/month) 128 Q2 2020 118 H1 2020 -2% +2% 125 Q2 2021 120 H1 2021 Bookings ($m) 110 Q2 2020 208 HT 2020 +40% +29% 154 Q2 2021 HT 2020 Source: Company information The Company defines Monthly Paying Users, or MPUS, as the number of individuals who made a purchase of a virtual item at least once on a particular platform in the 30-day period ending with the measurement date; Quarterly MPU is the average of MPUs for each month for the respective quarter (1) (2) The Company defines Average Bookings Per Paying User, or ABPPU, as its total Bookings attributable to in-game purchases in a given period, divided by the number of months in that period, divided by the average number of MPUS during the period Reflects corrections to the amounts reported in the Company's previous filings with the SEC due to the identification of an immaterial error relating to the calculation of withholding taxes in 2020 and other insignificant adjustments identified in the course of the financial reporting closing process as of June 30, 2021. For further information, see Note 4 (Use of judgements and estimates-Immaterial error) to the Company's interim condensed consolidated financial statements for the six months ended June 30, 2021 as filed with the SEC on September 22, 2021 268 H1 2021 nexters Strong growth in bookings in Q1 and Q2 2021 reflects MPUs and ABPPU dynamics X Significant growth in MPUS driven by record high investment in user acquisition in H1 2021 In Q2 2021 ABPPU on a blended basis was slightly diluted as compared to Q2 2020 on the back of massive inflow of new payers with lower ABPPU in the beginning of their lifespan#30Reiterating Nexters investment thesis 30 1 2 3 4 5 Experienced and stable team We have assembled a seasoned team with a successful track-record of making profitable games Effective marketing and user acquisition We are experts in attracting high LTV users to our games Creative and regularly updated content Proven track record in supplying players with new content which engages them for many years Robust monetization We know how to create meta and core mechanics which drives the players spending Growth opportunities We have multiple organic and inorganic growth opportunities leveraging our scalable platform Source: Company information nexters#314 Appendix#32Balance Sheet ($ in thousands) Assets Non-current assets Property and equipment Intangible assets Goodwill Long-term deferred platform commission fees Right-of-use-assets Deferred tax assets. Total non-current assets Current assets Trade and other receivables Loans receivable Cash and cash equivalents Prepaid tax Total current assets TOTAL ASSETS Liabilities and shareholders' equity Equity Share capital Other reserves Accumulated deficit Total equity Non-current liabilities Lease liabilities - non-current Long-term deferred revenue Share warrant obligations Total non-current liabilities Current liabilities Short term loans. Lease liabilities - current Trade and other payables Tax liability Deferred revenue Total current liabilities Total liabilities TOTAL LIABILITIES AND SHAREHOLDERS' EQUITY Q3 2021 1098 145 1473 113 185 1430 7 117 338 47 669 105 453 3 213 156 335 273 673 163 882 (342 496) (178 614) 541 119 398 18 472 138 411 860 30 299 620 282 097 313 876 452 287 273 673 FY 2020 (¹) 171 76 89 588 1044 90 879 32 974 8 84 557 3137 120 676 211 555 27 8 289 (110 513) (102 197) 818 79 221 80 039 49 293 17 503 306 215 562 233 713 313 752 211 555 32 Source: Company information (1) Reflects a correction to the amount reported in Nexters Global's (subsidiary) audited consolidated statement of financial position as at December 31, 2020 due to the identification of an immaterial error relating to the calculation of withholding taxes. For further information, see Note 4 (Use of judgements and estimates-Immaterial error). nexters.#33Profit and Loss Statement ($ in thousands) Revenue Costs and expenses, excluding depreciation and amortization Cost of revenue: Platform commissions Game operation cost Selling and marketing expenses General and administrative expenses Share listing expense Total costs and expenses, excluding depreciation and amortization Depreciation and amortization Loss from operations Net finance income Income/(loss) before income tax Income tax expense Income/(loss) for the year net of tax Other comprehensive income/(loss) Total comprehensive income/(loss) for the year net of tax Earnings/(loss) per share: Basic and diluted earnings/(loss) per share, US$ 9M 2021 311 510 (84 707) (12 997) (219 154) (13 695) (125 438) (455 991) (1713) (146 194) 11 544 (134 650) (845) (135 495) (392) (135 887) (0.76) 9M 2020 (¹) 186 535 (54 196) (11 471) (126 392) (869) (192 928) (395) (6 788) 348 (6 440) (612) (7 052) 3 (7 049) (0.04) Q3 2021 115 177 (30 717) (4 838) (63 682) (6 057) (125 438) (230 732) (645) (116 200) 12 791 (103 409) (291) (103 700) (142) (103 842) (0.56) Q3 20200¹) 64 500 (18 422) nexters.. (4220) (53 039) (306) (75 987) (163) (11 650) 702 (10 948) (223) (11 171) 1 (11 170) (0.06) 33 Source: Company information (1) Reflects a correction to the amount reported in Nexters Global's (subsidiary) audited consolidated statement of profit or loss and other comprehensive income for the year ended December 31, 2020 due to the identification of an immaterial error relating to the calculation of withholding taxes. For further information, see Note 4 (Use of judgements and estimates-Immaterial error).#34Cash Flow Statement ($ in thousands) Operating activities Income/(loss) for the year net of tax Adjustments for: Depreciation and amortization Share-based payments expense Net finance income excluding bank charges Change in fair value of share warrant obligations Income tax expense Changes in working capital: Increase in deferred platform commissions Increase in deferred revenue Increase in trade and other receivables Increase in trade and other payables Income tax paid Interest received Net cash flows generated from operating activities Investing activities Acquisition of intangible assets Acquisition of property, plant and equipment Acquisition of subsidiary net of cash acquired Proceeds from repayment of loans Net cash flows generated/(used in) investing activities Financing activities Payments of lease liabilities Interest on lease Repayment of borrowings Dividends paid and distribution to shareholders Cash acquired in the Transaction Net cash flows used in financing activities Net (decrease)/increase in cash and cash equivalents for the period Cash and cash equivalents at the beginning of the year Effect of changes in exchange rates on cash held Cash and cash equivalents at the end of the year 34 Source: Company information 9M 2021 (135 495) 1713 126 349 1875 (13 637) 845 (18 350) (23 597) 106 712 (15 261) 12 480 80 334 (135) 61 849 (145) (710) (1 240) 8 (2 087) (1367) (54) (49) (155 684) 119 659 (37 495) 22 267 84 557 (1371) 105 453 9M 2020 (7 052) 395 36 (458) 612 (6 467) (40 686) 138 816 (16 182) 3941 85 889 (290) 79 132 (139) 521 382 (246) (18) (3978) (17 853) (22 095) 57 419 17 565 925 75 909 Q3 2021 (103 700) 645 125 644 747 (13 637) 291 9 990 (7 932) 34 990 16 341 (2241) 41 158 (105) 51 043 (55) (261) 282 (34) (427) (4) (105 150) 119 659 14 078 65 087 40 898 (532) 105 453 nexters Q3 2020 (11 171) 163 12 (731) 223 (11 504) (14 736) 52 976 (1 505) 7476 44 211 (290) 32 417 (90) 342 252 (13) (9 666) (9 688) 22 981 52 499 429 75 909#35Reconciliation of non-IFRS measures: Adjusted Costs and Expenses $m Platform commissions Game operating costs Selling and marketing expenses General and administrative expenses Listing Charge Less share-based compensation expense and listing fee NASDAQ related non-recurring expenses Add back change in deferred platform commissions Adjusted costs and expenses 35 Source: Company information 9M 2021 85 13 219 14 125 -126 -4 24 349 9M 2020 54 11 126 1 41 234 Q3 2021 31 5 64 6 125 -126 -1 8 112 Q3 2020 18 4 53 0.3 I I 15 90 nexters#36Reconciliation of non-IFRS measures: Adjusted Net Income/ Loss $m Net Loss Add back: Share based compensation expense - Impairment of non-current assets - Gains and losses arising as result of business combinations) Other items that we do not consider indicative of our ongoing operating performance (2) - Tax effect of the reconciling items Adjusted Net Income/Loss 36 9M 2021 -135 1 125 -10 -1 -20 9M 2020 -7 -7 Q3 2021 -104 125 -13 00 8 Q3 2020 -11 -11 Source: Company information (1) Consists entirely of the non-cash non-recurring share listing expense (2) Includes non-recurring expenses related to the listing on NASDAQ and merger with Kismet Acquisition One Corp which are added back less the gain resulting from change in fair value of the warrant obligations nexters