NASDAQ: MTCH

meaningful connections. Additionally, the increasing integration of technology into daily life has contributed to

broader acceptance of digital tools for connecting with others, eroding biases and stigmas across the world,

which previously served as barriers that limited adoption.

We believe that technologies that bring people together serve as a natural extension of the traditional

means of meeting people and provide a number of benefits for users, including:

•Expanded options: Social connection apps provide users access to a large pool of people they otherwise

would not have a chance to meet.

•Efficiency: The search and recommending features, as well as the profile information available on social

connection apps, allow users to better navigate potential connections more effectively.

•More comfort and control: Compared to the traditional ways that people meet, social connection apps

provide an environment that reduces the awkwardness around identifying and reaching out to new

people who are interested in connecting. This reduces friction and increases the likelihood that more

people will engage.

•Trust and Safety: Social connection apps can offer a safer way to contact new people for the first-time

by allowing people to limit the amount of personal information exchanged and providing an

opportunity to vet a new connection before meeting in person, including via video communication.

•Convenience: The internet and mobile access allow users to connect with new people at any time,

regardless of where they are.

Depending on a person’s circumstances, social connection apps can act as a supplement to, or substitute

for, traditional means of meeting people. When selecting a social connection app, we believe that users consider

the following attributes:

•Brand recognition, trust, and scale: Brand is very important. Users generally associate strong brands

with a higher likelihood of success and more tools to help the user connect safely and securely.

Generally, successful brands depend on large, active communities of users, strong algorithmic filtering

technology, and awareness of successful usage among similar users.

•Success and outcomes: Demonstrated success of other users attracts new users through word-of-

mouth recommendations. Positive outcomes drive initial adoption and repeat usage.

•Relevance and sense of belonging: Users typically look for social connection apps that align with their

demographic, religion, geography, or intent. Through offering a sense of community, the perceived

relevance of potential connections increases.

•Service features and user experience: Users tend to gravitate towards social connection apps that offer

features and user experiences that resonate with them, such as question-based matching algorithms,

location-based features, or search capabilities. User experience is also driven by the type of user

interface (for example, Swipe® based discovery or scroll-based profile exploration), a particular mix of

free and paid features, ease of use, privacy, and security. Users expect every interaction with a social

connection app to be seamless and intuitive.

Our portfolio

We operate a portfolio of differentiated brands designed to serve distinct user needs, preferences, and

relationship intents. Collectively, our brands span a range of connection experiences, from discovery-oriented

interaction to highly intentional relationship building, as well as demographic- and community-based

connection. This portfolio approach allows users to engage with products that reflect how they want to connect

at a given point in time.

Tinder®, launched in 2012, rose to scale and popularity faster than any other service in the online dating

category. Tinder emphasizes low-pressure discovery supported by its patented Swipe® technology. Tinder

achieved significant and rapid adoption, particularly among 18 to 30 year-old users, who were historically

underserved by the online dating category. Tinder employs a freemium model, through which users are allowed

to enjoy many of the core features of Tinder for free, including limited use of the Swipe Right® feature with

unlimited communication with other users. However, to enjoy premium features, such as unlimited use of the

Swipe Right® feature or the ability to “See Who Likes You”, a Tinder user must subscribe to one of several

subscription offerings: Tinder Plus®, Tinder Gold®, or Tinder Platinum®. Tinder users and subscribers may also

pay for certain premium features, such as Super Likes™ and Boosts, on a pay-per-use basis.

Hinge® launched in 2012 and has grown to be a popular app for individuals seeking intentional and

relationship-oriented connections in English speaking countries and several other international markets. Hinge is

a mobile-only experience and employs a freemium model. Hinge is Designed to be Deleted® and focuses on

users with a higher level of intent to enter into a relationship and its services are designed to reinforce that

purpose. Hinge has Video and Voice Prompts, and Voice Notes, in addition to AI-enabled features, which allow

users to better showcase who they are at different points in their dating journey. Hinge offers two premium

subscription offerings: Hinge+ and HingeX.

Evergreen & Emerging (“E&E”)

Our collections of brands within E&E include well-known pioneers in online relationships (which we refer to

as Evergreen brands) and newer brands designed to serve specific communities, demographics, and identities

(which we refer to as Emerging brands). The following brands are included in E&E:

Match was launched in 1995 and helped create the online dating category with the ability to search

profiles and receive algorithmic recommendations. Match is a brand that focuses on users with a higher level of

intent to enter into a serious relationship and its services and marketing are designed to reinforce that purpose.

Meetic, a leading European online dating brand based in France, was launched in 2001. Meetic is the most

recognized dating app for singles over age 35 in France. Meetic is a brand that focuses on users with a higher

level of intent to enter into a serious relationship and its service and marketing are designed to reinforce that

purpose.

OkCupid launched in 2004 and has attracted users through a Q&A approach to the dating category.

OkCupid relies on a freemium model and has a loyal, culturally progressive user base predominately located in

larger metropolitan areas in English-speaking markets.

Plenty Of Fish launched in 2003. Among its distinguishing features is the ability to both search profiles and

receive algorithmic recommendations. Plenty Of Fish relies on a freemium model. Plenty Of Fish has broad

appeal in the United States, Canada, the United Kingdom, and a number of other international markets.

BLK®, Chispa®, Upward®, Salams®, HER®, Archer®, Yuzu®, The League®, and other

affinity-based brands, serve communities defined by shared culture, values, or

experiences.

Match Group Asia (“MG Asia”)

The focus of the MG Asia brands has primarily been to serve various Asian and Middle Eastern markets.

The following brands are included in MG Asia:

Pairs launched in 2012 and is a leading provider of online dating services in Japan, with a presence in

Taiwan and South Korea. Pairs is a dating platform that was specifically designed to address social barriers

generally associated with the use of dating services in Japan.

Azar launched in 2014 and was acquired in 2021. Azar is a one-to-one video chat service that allows users

to meet and interact with a variety of people across the globe in their native language. Azar is available in the

Middle East region and has expanded into other international markets including Europe.

On February 22, 2026, Apple removed the Azar app from the Apple App Store, resulting in users being

unable to initiate new downloads of Azar from the Apple App Store. In available markets, users can sign up for

and continue to access the app through the web or Google Play Store and existing iOS users who had

downloaded the app through the App Store prior to the removal can currently continue to access and use the

app, including the ability to execute purchases and renewals. For additional information, see “Item 7—

Management’s Discussion and Analysis of Financial Condition and Results of Operations—Management

Overview—Trends affecting our business—MG Asia.”

Our Portfolio Strategy

We believe an effective portfolio strategy

begins with an understanding of the challenges

individuals face when seeking connection today.

Many people experience pressure when meeting

new people. Others encounter noise, as an

abundance of options can feel overwhelming.

Additionally, some experience alienation,

seeking spaces where they feel a sense of

belonging.

To address these challenges, we

introduced a simple framework to articulate

how we position our brands across three

complementary dimensions: Fun, Focus, and

Familiarity. Together, these reflect how we

believe individuals approach connection and

provide different ways to engage depending on

individuals’ needs and preferences.

•Fun emphasizes creating engaging,

lower-pressure ways to meet new

people. Brands oriented toward Fun help reduce the pressure often associated with initiating

connection.

•Focus emphasizes intentional experiences that help users navigate connection with greater purpose.

•Familiarity emphasizes belonging, serving communities defined by shared values, culture, or

experiences and helping users feel understood and accepted.

Our brands span these dimensions, with some solely speaking to one element and others operating at the

intersection of two elements. For example, brands such as Tinder emphasize Fun; Hinge emphasizes Focus; and

our affinity-based brands emphasize Familiarity. Several Evergreen and Emerging brands, including Match,

Meetic, Plenty of Fish, OurTime, and OkCupid, combine elements of these dimensions, reflecting the varied ways

individuals seek connection over time.

This framework allows us to focus on how we offer differentiated services that collectively address a broad

spectrum of user needs while maintaining clear roles and positioning for individual brands. It also provides a lens

for innovation, experimentation, and portfolio evolution as user behaviors, technologies, and external forces

change.

Operationally, we strive to empower individual leaders to grow their respective brands. Our brands

compete with each other and with third-party businesses on brand characteristics, service features, and business

models. However, we also work to apply a centralized discipline and share best practices across our brands in

order to quickly introduce new services and features, optimize marketing, increase growth, reduce costs,

improve user safety, and maximize profitability – an approach we call “One MG”. Additionally, we centralize

certain administrative and operational functions to promote efficiency, consistency, and effective oversight

across the portfolio. Our centralized functions include legal, finance, accounting, treasury, tax, human resources,

and real estate and facilities. We further support the portfolio by:

•operating shared services across brands, including trust and safety and moderation, certain technology

and data platforms, media buying, and regional go-to-market capabilities;

•centralizing select commercial, technical, and operational capabilities where scale, expertise, and

common business needs exist;

•developing and deploying talent across the portfolio to build specialized skills and support priority

initiatives;

•promoting cross-brand collaboration and knowledge-sharing in areas such as marketing optimization,

infrastructure and cloud utilization, recommendation systems, and user engagement; and

•sharing analytics and insights to support consistent measurement, inform decision-making, and improve

portfolio-wide performance.

Through this approach and strategy, we believe our portfolio is positioned to serve a wide range of

connection needs while operating efficiently and responsibly at scale.

Staying competitive

The industry for social connection apps is competitive and has no single, dominant brand globally. We

compete with a number of other companies that provide technologies for people to meet each other, including

other online dating platforms; social media platforms and social-discovery apps, such as Facebook and Instagram

(both owned by Meta), Snap, TikTok, X, LinkedIn (owned by Microsoft), Twitch (owned by Amazon), and

YouTube (owned by Alphabet); offline dating services, such as in-person matchmakers; and other traditional

means of meeting people.

We believe that our ability to attract new users to our brands as well as retain existing users will depend

primarily upon the following factors:

•our ability to adapt to how consumers discover, evaluate, and engage with each other and with social

connection apps, particularly among younger generations and in emerging markets and parts of the

world where the associated stigma has not yet fully eroded;

•continued growth in internet access and smart phone adoption in certain regions of the world,

particularly emerging markets;

•the continued strength, differentiation, and evolution of our well-known brands and the growth of our

Emerging brands;

•the authenticity, breadth, and depth of our active communities of users;

•our brands’ reputations for trust and safety, including investments in technologies that enhance user

authenticity across our apps, such as Face Check, a facial verification feature that helps confirm users

are real and match their profile photos and was launched in 2025 at Tinder in several markets;

•our ability to evolve existing services and introduce new features that respond to evolving user

preferences, social trends, and advances in technology, including the use of artificial intelligence (“AI”);

•our brands’ ability to keep up with the constantly changing regulatory landscape, in particular, as it

relates to the regulation of consumer digital media platforms;

•our ability to efficiently acquire new users for our services;

•our ability to continue to optimize our monetization strategies while maintaining positive user

experiences;

•the design, functionality, and reliability of our services; and

•macroeconomic and geopolitical conditions.

A large portion of customers use multiple services over a given period of time, either concurrently or

sequentially, reflecting the various ways in which users seek connection, making our broad portfolio of brands a

competitive advantage.

How we earn our revenue

Many of our brands enable users to establish a profile and review other users’ profiles without charge.

Each brand also offers additional features, some of which are free, and some of which require payment

depending on the particular service. In general, access to premium features requires a subscription, which is

typically offered in packages (generally ranging from one week to six months), depending on the service and

circumstance. Prices can differ meaningfully within a given brand depending on the duration of a subscription,

the bundle of paid features that a user chooses to access, and whether or not a user is taking advantage of any

special offers. In addition to subscriptions, many of our brands offer users certain features, such as the ability to

promote themselves for a given period of time, or highlight themselves to a specific user, and these features are

offered on a pay-per-use, or à la carte, basis. The precise mix of paid and premium features is established over

time on a brand-by-brand basis and is subject to constant iteration and evolution.

Our direct revenue is primarily derived from users in the form of recurring subscriptions, which typically

provide unlimited access to a package of features for a specified period of time, and to a lesser extent from à la

carte features, where users pay a non-recurring fee for a specific consumable benefit or feature. Each of our

brands offers a combination of free and paid features targeted to its unique user base. In addition to direct

revenue from our users, we generate indirect revenue from advertising, which comprises a much smaller

percentage of our overall revenue as compared to direct revenue.

Dependencies on services provided by others

App Stores

We rely on the Apple App Store and the Google Play Store to distribute and monetize our mobile

applications. While our mobile applications are free to download from these stores, we offer our users the

opportunity to purchase subscriptions and certain à la carte features through these applications. We determine

the prices at which these subscriptions and features are sold, however purchases of these subscriptions and

features are generally processed through the in-app payment systems provided by Apple and Google,

notwithstanding the availability of alternative payment options in certain circumstances. We pay Apple and

Google a meaningful share of the revenue we receive from in-app transactions as well as where payments on

Android and iOS devices are processed through alternative payment systems. For additional information, see

“Item 7—Management’s Discussion and Analysis of Financial Condition and Results of Operations—Management

Overview—Trends affecting our business—In-App Purchase Fees” and “Item 1A–Risk Factors–Risks relating to

our business–Distribution and marketing of, and access to, our services rely, in significant part, on a variety of

third-party platforms, in particular, mobile app stores. In the past, some of these third parties have limited,

prohibited, or otherwise interfered with features or services or changed their policies in material ways that have

adversely affected our business, financial condition, and results of operations, and these third parties could do

so again in the future.”

The manner in which Apple and Google operate these services is being reviewed by legislative and

regulatory bodies globally and challenged in courts in multiple jurisdictions. Notably, the European Union (the

“EU”) has, under the Digital Markets Act, designated Apple and Google as “gatekeepers.” As such, we expect

Apple and Google to be restricted from, among other things, (i) imposing fees or other requirements that are not

fair, reasonable and non-discriminatory to all application developers and (ii) prohibiting application developers

from informing users about alternative payment options, offering their own in-app payment systems and making

their applications available through alternate app stores on iOS and Android devices or through direct download.

In addition, the Republic of Korea has adopted legislation that prohibits Apple and Google from requiring that

developers exclusively use Apple’s and Google’s respective payment systems to process payments. Korean

lawmakers have also clarified that charging excess fees for using alternative payment systems constitutes unfair

payment practice. Further, courts and regulators in several jurisdictions, including the U.S., France, India, the

Netherlands, and Australia have found that certain app store practices and policies, such as the requirement that

application developers exclusively use their payment systems, violate laws in those jurisdictions. Multiple

jurisdictions, including the United Kingdom, Japan, Mexico, Brazil, Indonesia, Chile, India, and Australia, are

investigating, considering regulatory action or considering legislation to restrict or prohibit these practices. The

United States Congress, as well as a number of state legislatures, are also considering legislation that would

regulate certain terms of the relationships between developers and Apple and Google and prohibit Apple and

Google from requiring the use of their respective payment systems for in-app purchases.

Cloud and Other Services

We rely on third parties, primarily data centers and cloud-based, hosted web service providers, such as

Amazon Web Services, as well as third party computer systems, service providers, software providers, and

broadband and other communications systems, in connection with the provision of our applications generally, as

well as to facilitate and process certain transactions with our users. We have no control over any of these third

parties or their operations, and such third party systems are increasingly complex.

Problems experienced by third-party data centers and cloud-based, hosted web service providers upon

which our brands, including Tinder, Hinge, and Pairs, rely, the telecommunications network providers with which

we or they contract, or the systems through which telecommunications providers allocate capacity among their

customers could also adversely affect us. Any changes in service levels at our data centers or hosted web service

providers, or any interruptions, outages or delays in our systems or those of our third-party providers, or

deterioration in the performance of such systems, could impair our ability to provide our services or process

transactions with our users, which would adversely impact our business, financial condition and results of

operations. For additional information, see “Item 1A Risk factors—Risks relating to our business—Our success

depends, in part, on the integrity of third-party systems and infrastructure.”

Sales and marketing

All of our brands rely on word-of-mouth recommendations for free user acquisition and also paid user

acquisition, both to varying degrees. Our online marketing activities generally consist of purchasing social media

advertising, advertising on streaming services, banner, and other display advertising, search engine marketing,

email campaigns, video advertising, business development or partnership arrangements, creating content, and

partnering with influencers, among other means to promote our services. Our offline marketing activities

generally consist of television advertising, out-of-home advertising, and public relations efforts.

Intellectual property

We regard our intellectual property rights, including trademarks, domain names, and other intellectual

property, as critical to our success.

For example, we rely heavily upon the use of trademarks (primarily Tinder®, Hinge®, Match™, Plenty Of

Fish®, OkCupid®, Meetic®, Pairs™, Swipe®, Azar®, and BLK®, and associated domain names, taglines and logos) to

market our services and applications and build and maintain brand loyalty and recognition. We maintain an

ongoing trademark and service mark registration program, pursuant to which we register our brand names,

service names, taglines and logos and renew existing trademark and service mark registrations in the United

States and other jurisdictions to the extent we determine it to be necessary or otherwise appropriate and cost-

effective. In addition, we have a trademark and service mark monitoring policy pursuant to which we monitor

applications filed by third parties to register trademarks and service marks that may be confusingly similar to

ours, as well as potential unauthorized use of our material trademarks and service marks. Our enforcement of

this policy affords us valuable protection under current laws, rules, and regulations. We also reserve, register (to

the extent available), and renew existing registrations for domain names that we believe are material to our

business.

We also rely upon a combination of in-licensed third-party and proprietary trade secrets, including

proprietary algorithms, and upon patented and patent-pending technologies, processes, and features relating to

our recommendation process systems or features and services with expiration dates from 2027 to 2043. We

have an ongoing invention recognition program pursuant to which we apply for patents to the extent we

determine it to be core to our service or businesses or otherwise appropriate and cost-effective.

We rely on a combination of internal and external controls, including applicable laws, rules, and

regulations, and contractual restrictions with employees, contractors, customers, suppliers, affiliates, and

others, to establish, protect, and otherwise control access to our various intellectual property rights.

Government regulation

We are subject to a variety of laws and regulations in the United States and abroad that involve matters

related to our business, many of which are still evolving and being tested in courts, and could be interpreted in

ways that could harm our business. These laws and regulations involve matters including, among others,

antitrust and competition, broadband internet access, online commerce, advertising, user privacy, data

protection, intermediary liability, protection of minors, biometrics, consumer protection, general safety, sex-

trafficking, taxation, money laundering, accessibility, intellectual property, AI, and securities law compliance. We

have and could again in the future be subject to actions based on negligence, regulatory compliance, various

torts, and trademark, patent and copyright infringement, among other actions.

Because we receive, store, and use a substantial amount of information received from or generated by our

users, we are particularly impacted by laws and regulations governing privacy; the storage, sharing, use,

processing, disclosure, transfer, and protection of personal data; and data breaches, in many of the countries in

which we operate. For example, in the EU we are subject to the General Data Protection Act (“GDPR”), which

applies to companies established in the EU or otherwise providing services or monitoring the behavior of people

located in the EU and provides for significant penalties in case of non-compliance as well as a private right of

action for individual claimants. GDPR will continue to be interpreted by EU data protection regulators, which

have and may in the future require that we make changes to our business practices, and could generate

additional costs, risks, and liabilities. See “Item 3 Legal Proceedings—Irish Data Protection Commission Inquiry

Regarding Tinder’s Practices.” The EU is also considering an update to the GDPR, the Privacy and Electronic

Communications (so-called “e-Privacy”) Directive, and its AI Act, which may also require that we make changes

to our business practices and could generate additional costs, risks and liabilities. Compliance with the various

EU data transfer requirements, and the resulting interpretations, decisions, and guidelines from EU supervisory

authorities, may require changes to our business practices and generate additional costs, risks, and liabilities.

At the same time, many countries in which we do business have already adopted or are also currently

considering adopting privacy and data protection laws and regulations. For instance, multiple legislative

proposals concerning privacy and the protection of user information have been introduced in the U.S. Congress.

Various U.S. state legislatures are also considering privacy legislation in 2026 and beyond. Some U.S. state

legislatures have already passed and enacted privacy legislation, most prominently the California Consumer

Privacy Act of 2018, which came into effect in 2020. Also, the California Privacy Rights Act of 2020 (the “CPRA”)

was enacted, which expanded the state’s consumer privacy laws and created a new government organization,

the California Privacy Protection Agency, to enforce the law. The majority of the CPRA’s provisions entered into

force on January 1, 2023, with a lookback to January 2022. In addition to California, comprehensive privacy laws

have been passed in numerous other U.S. states, which have come into force over the last several years.

Additionally, the Federal Trade Commission has increased its focus on privacy and data security practices at

digital companies, as evidenced by its levying of several large fines against digital companies for privacy

violations in recent years. Finally, talks of a U.S. federal privacy law are ongoing in Congress, with multiple

proposals being considered, and may lead to the passing of a new law in the coming years. In some cases,

privacy and data protection requirements may be in tension with regulatory or public expectations relating to

user safety, including efforts to prevent fraud, abuse, or other harmful activity. As a result, our attempts to

design, implement, or expand safety-related features or controls may be subject to heightened scrutiny by

privacy and data protection regulators, could require careful balancing of competing legal obligations, and may

expose us to regulatory inquiries, enforcement actions, or limitations on how such features are deployed.

Concerns about harms, protection of minors, and the use of dating services and other platforms for illegal

conduct, such as romance scams, promotion of false or inaccurate information, financial fraud, and sex-

trafficking, have produced and could continue to produce future legislation or other governmental action. For

example, the EU’s Digital Services Act (the “DSA”), which went into effect in 2024, imposes additional

requirements on technology companies around moderation, transparency, and the overall safety of their

platforms. A number of jurisdictions, including India and the U.S. State of Colorado, have also instituted or are

considering transparency and data disclosure obligations similar to those provided in the DSA. In addition, the

UK’s Online Safety Act imposes broad and similar requirements to those provided in the DSA. Of note, this law

places new requirements on social media companies, including online dating companies, to protect children

from being exposed to inappropriate material. Most of the provisions of this law went into effect in 2025.

Further, while we do not deliberately offer any of our services to minors, we are subject to an increasing number

of age assurance requirements in various jurisdictions. For example, under the UK’s Online Safety Act, we are

required to demonstrate that our age assurance measures are “highly effective” at preventing access by

underage users, including through the use of automated facial age estimation techniques. Similar provisions

apply to our services under the Australian Social Media Minimum Age Act.

In the United States, government authorities, elected officials, and political candidates have called for

amendments to Section 230 of the Communications Decency Act (the “CDA”) that aim to limit or remove

protections afforded to technology companies. Additionally, there are multiple ongoing legal challenges to the

CDA in U.S. federal courts, which could further alter its scope and applicability. If these legislative or judicial

efforts succeed in weakening the protections afforded by the CDA, we may be required to make changes to our

services that could restrict or impose additional costs upon the conduct of our business generally or otherwise

expose us to additional liability. Any weakening of the CDA could also result in increased litigation costs, as well

as a potentially increased chance of liability. See “Item 1A Risk factors—Risks relating to our business—

Inappropriate actions by certain of our users could be attributed to us or may not be adequately prevented by us

and consequently damage our brands’ reputations, which in turn could adversely affect our business.”

Our global businesses are subject to a variety of complex and continuously evolving income and other tax

frameworks. For example, sweeping international tax reform known as Pillar Two has gone into effect in certain

jurisdictions starting in 2024. The work is being undertaken by the Organization for Economic Cooperation and

Development’s (“OECD”) Inclusive Framework and organized by the OECD’s Centre for Tax Policy and

Administration. Pillar Two establishes a global minimum corporate tax rate of 15 percent for multinational

enterprises with €750 million or more in annual revenue. Multinational enterprises will need to conform to the

various rules in every Pillar Two country in which they operate. The Company has analyzed the impact of

enacted legislation and determined it does not have a material impact to the income tax provision. The Company

will continue to monitor future developments, including the recently introduced side-by-side safe harbor, which

would exclude U.S. parented multinational enterprises from the scope of certain Pillar Two taxes.

As a provider of subscription services, we are also subject to laws and regulations in certain U.S. states and

other countries that apply to our automatically-renewing subscription payment models. For example, the EU’s

Payment Services Directive (PSD2), which became effective in 2018, has impacted our ability to process auto-

renewal payments and offer promotional or differentiated pricing for users in the EU. Also, Germany and France

have imposed additional obligations on providers of subscription services regarding the automatic renewal and

cancellation of online subscriptions. Similar legislation or regulation, or changes to existing laws or regulations

governing subscription payments, have been adopted in New York and California, or are being considered in

many other U.S. states and in the UK. For example, New York’s law requires disclosures related to when

algorithms are used to set prices.

The EU, the U.S. Federal government, and many U.S. states are considering, or have already enacted,

orders, legislation or regulations that would impact the use of AI by companies. For example, several states,

including Colorado, California, and Utah, have already passed laws prescribing how AI can be used or what

permissions must be granted before it can be used, and several more states are considering similar legislation. In

addition, the Federal Trade Commission has a compulsory process in nonpublic investigations involving products

and services that use or claim to be produced using generative AI or claim to detect its use. Further, the EU is

enacting legislation aimed at updating liability rules, providing for specific liability related to AI or extending

product liability to software and digital services. As we seek to further integrate AI technologies into our

services, compliance with existing, new, and changing laws, regulations, and industry standards relating to AI

may limit some uses of AI and may impose significant operational costs.

Finally, certain U.S. states and certain countries in the Middle East and Asia have laws that specifically

govern dating services. At the same time, a number of U.S. states, the U.S. Congress, and some other countries

such as Brazil are considering legislation that would directly regulate online dating services.

Human capital

Our people are critical to Match Group’s continued success, and we work hard to attract, retain and

motivate qualified talent. As of December 31, 2025, we had approximately 2,200 full-time employees and 9 part-

time employees, which represents an approximate 12% year-over-year decrease in employee headcount. The

decrease in headcount was largely due to the launch in 2025 of an enterprise-wide initiative to further leverage

our portfolio approach and decrease operating costs by, among other things, reducing headcount, management

layers, and duplication of certain functions across the Company. In 2026, we plan to focus recruiting on critical

technical functions, such as software and product, while continuing to hire specialized talent to support our

innovation and AI initiatives.

As of December 31, 2025, approximately 64%, 21%, 13%, and 2% of our employees reside in the North

America, Asia-Pacific, EMEA, and Latin America regions, respectively, spanning 17 countries and reflecting

various cultures, backgrounds, ages, sexes, sexual orientations, and ethnicities. Our global workforce is highly

educated, with the majority of our employees working in engineering or technical roles that are central to the

technological and service innovations that drive our business. Competition for software engineers and other

technical staff has historically been intense, and we expect will remain so for the foreseeable future as we

continue to recruit in the most competitive markets.

We have four business units supported by a central team. These four business units consist of Tinder,

Hinge, Evergreen & Emerging, and Match Group Asia. The employee distributions in each business unit are 21%,

15%, 22%, and 20%, respectively, leaving 22% to support in a centralized capacity. These distributions generally

align with the size and complexity of each business unit.

Our compensation and benefits programs are designed to attract and reward talented individuals who

possess the skills necessary to support our business objectives, assist in the achievement of our strategic goals,

and create long-term value for our stockholders. In addition to salaries, these programs (which vary by country/

region) include annual bonuses, stock-based awards, an employee stock purchase plan, retirement benefits,

healthcare and insurance benefits, paid time off, family leave, flexible work schedules, mental health and

wellness programs, and employee assistance programs. We are committed to providing competitive and

equitable pay. We base our compensation on market data and conduct evaluations of our compensation

practices at all levels on a regular basis to determine the competitiveness and fairness of our packages.

We are committed to empowering our people with career advancement and learning opportunities. Our

talent, learning and development programs provide employees with resources to help achieve their career goals,

build strong foundational technical and leadership skills, and contribute to and, where applicable, lead their

organizations.

We regularly conduct anonymous surveys to seek feedback from our employees on a variety of topics,

including but not limited to, confidence in company leadership, competitiveness of our compensation and

benefits, career growth opportunities, and ways to improve our company’s position as an employer of choice.

The results are shared with our employees and reviewed by senior leadership, who analyze areas of progress or

opportunity and prioritize actions and activities in response to this feedback to drive meaningful improvements

in employee engagement.

We believe that our approach to talent has been instrumental in our growth and has made Match Group a

desirable destination for current and future employees.

Additional information

Company website and public filings. Investors and others should note that we announce material financial

and operational information to our investors using our investor relations website at https://ir.mtch.com, our

newsroom website at https://mtch.com/news, Tinder’s newsroom website at www.tinderpressroom.com,

Hinge’s newsroom website at https://hinge.co/press, U.S. Securities and Exchange Commission (“SEC”) filings,

press releases, and public conference calls. We use these channels as well as social media to communicate with

our users and the public about our company, our services, and other issues. It is possible that the information we

post on social media could be deemed to be material information. Accordingly, investors, the media, and others

interested in our company should monitor the websites listed above and the social media channels listed on our

investor relations website in addition to following our SEC filings, press releases, and public conference calls.

Neither the information on our website, nor the information on the website of any Match Group business, is

incorporated by reference into this report, or into any other filings with, or into any other information furnished

or submitted to, the SEC.

The Company makes available, free of charge through its website, its Annual Reports on Form 10-K,

Quarterly Reports on Form 10-Q, and Current Reports on Form 8-K (including related exhibits and amendments)

as soon as reasonably practicable after they have been electronically filed with (or furnished to) the SEC.

Code of ethics. The Company’s code of ethics applies to all employees (including Match Group’s principal

executive officer, principal financial officer, and principal accounting officer) and directors and is posted on the

Company’s website at https://ir.mtch.com under the heading of “Corporate Governance.” This code of ethics

complies with Item 406 of SEC Regulation S-K and the rules of The Nasdaq Stock Market LLC. Any changes to the

code of ethics that affect the provisions required by Item 406 of Regulation S-K, and any waivers of such

provisions of the code of ethics for Match Group’s executive officers, senior financial officers, or directors, will

also be disclosed on Match Group’s website.