InfinityGaming www.gaming-awards.com | ISSUE117
FAREWELL TO A MACAU LEGEND
GAMING + ARTICLES + BUSINESS+ GLOBAL + ONLINE + NEWS+ AWARDS + etc
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24 EIGHT REASONS
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16 PREJUDICE
34 OLD ZEALAND
Opinion Disclaimer: The views and opinions expressed in all external articles are those of the authors and do not necessarily reflect the official policy or position of The Infinity Gaming Magazine Any content provided by our feature writers or authors are of their opinion, and are not intended to malign any religion, ethic group, club, organization, company, individual or anyone or anything.
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4 EDITOR NOTES Editor welcomes you to the latest edition of Infinity Gaming Magazine.
6 OUR WRITERS Meet our feature writers, the superb writers on our rosta.
08 NEW NORMAL 12 START UP FUNDING 16 PREJUDICE NEW NORMAL FOR CASINOS
28 NAVIGATING CHANGE 40 INDEPENDENCE DAY
START UP FUNDING
+ NEWS & MORE NEWS
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from the gaming industry
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A note from the editor fully is will they keep their new customers. As lockdown eases we are entering a new world with the phrase “social distancing” being front and centre of peoples thoughts, how will this affect the way we live going forward? These questions will be answered in time, I am sure we all hope that we can get back to “old
Opening Time”
normal” soon.
CONTACT US Clever Duck Media Centrix@Keys Keys Park Road Staffordshire WS12 2HA UK Tel: +44(0)1543 478 889 PRODUCTION Clever Duck Media Centrix@Keys Keys Park Road Staffordshire WS12 2HA UK
However let’s get back to better thoughts like the new edition of the
Lana Thompson - Editor
magazine, our excellent contributing writers have surpassed themselves this month with some superb articles, Christina Thakor-Rankin, Teresa Tunstall, Andrew Cosgrove, Lynn Pearce de Freitas
Welcome to the latest edition of the In-
and joining us this month is industry
finity Gaming Magazine and as I write
veteran Tim Cullimore with an outstand-
this the world is slowly escaping the
ing first article.
biggest ever global lockdown in our history.
The gaming industry is a truly innovative and inspiring industry and I have no
Many of us have used the time to read
doubt that we will come back stronger
books, spend some special time with
and better, but for now we at Clever
our loved ones and learn new skills.
Duck Media wish each and every one of you, STAY SAFE AND WELL.
Land based gambling has been hit the hardest in this war against COVID-19,
“May the Force be with you” - Star Wars
but at the time of writing Las Vegas have now welcomed its eager customers back
Just a quick final mention to Teresa Tun-
and Europe are now opening up slowly.
stall who has now made the long trip
Macau which has been operational for
from New Zealand and is back home in
sometime is still struggling with visitors,
the UK. Welcome back Teresa, suffering
but the gambling industry adapts and
jet lag but safe and well.
learns quickly and I am sure it will do again and come out of this terrible time stronger and better than before. Regards, However we have reported on the first casualty as The Ritz Club Casino has now closed its doors for good, we hope and pray that there won’t be too many more to follow. Online gambling has been taking up the slack in terms of customers still wanting to play and the question now as betting shops and soon to be casinos opening
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Lana The Editor
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Infinity Gaming Magazine Contributing Writers A magazine is only as good as the content inside and with some of the leading specialists within the gaming industry. With specialised articles covering customer service, the gaming law, new prducts, technology and current affairs with the sector the Infinity Gaming Magazine is delighted to showcase our superb line-up of contributing writers.
Christina Thakor-Rankin Christina is Principal Consultant at 1710 Gaming Ltd, a specialist betting and gaming consultancy, delivering a range of services including licensing and compliance (incl. regulation, money laundering and social responsibility), business start-up, training and strategic reengineering, project management, research, business analysis and development, to start-ups and established
multi-national operators and providers, gambling regulators, law enforcement and government agencies, media, and specialist interest groups and associations within the sector, in both established and emerging markets across the world. www.1710gaming.com
Teresa Tunstall – Independent Gaming Consultant After many years of working in casinos in the UK and on USA ships as a croupier and inspector, Teresa turned from ‘poacher to gamekeeper,’ spending 16 years with GamCare, who offer help and support to those who develop problems with their gambling.
bility and Problem Gambling training around the world,
Working closely with the betting and gaming industry, She developed strong links delivering Social Responsi-
To contact Teresa regarding consulting please email: Teresatunstall1@gmail.com
Teresa now works independently consulting on all issues relating to Social Responsibility and Problem Gambling.
Andrew Cosgrove - Slots Guru Andrew Cosgrove is a seasoned slot operations veteran and certified project manager with over 24 years of hands on experience in Latin America and the Caribbean. Andrew has worked on both the operator and supplier side of casino slots and continues to help clients succeed and exceed customer expectations.
Andrew can be reached at andy.cosgrove@hemingwaycasinoconsulting.com or see http://hemingwaycasinoconsulting.com/
Lynn Pearce de Freitas Lynn has creatively strategized and implemented B2C and B2B acquisition, conversion and retention marketing campaigns. Lynn started off her igaming career consulting to LCI, a prestigious land-based casino in the UK, where she was responsible for the online marketing and project-management of conferences, events, presentations, video production, and other activities.
Tim Cullimore From dealer to CEO in the U.K., Europe and North America, Tim has pretty much seen it all in Casino gaming. For over 40 years, from running slot rooms which needed to frisk for guns to the Ritz in Mayfair, arguably the most luxurious casino in the world, Tim has never stopped challenging what we think we know about casinos.
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She joined Forwardslash, (an igaming marketing company) as Marketing GM: Creative Studio. She then went on to work for a sportsbetting company to launch a poker room and casino for a while, before being headhuntered to join a startup casino company in Prague, where she worked as the Marketing Operations Manager.
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The New Normal in Casinos How casinos will operate in the new normal
By Tim Cullimore
T
urn and face the strange, as David Bowie wisely said. So, as I write this in late May, in Oxfordshire, England, we are in a colossal period of change and uncertainty, and how very strange it all is. Sitting at home and thinking about work, the Corona Virus had certainly given us the chance to reflect on our profession. Each of us has our preoccupations and one of mine is trying to figure out how land-based casinos are going to operate in this new normal. No poker where the players handle their cards? No Baccarat? More staff to ensure the anti-viral cleanliness of slots, and for heaven’s sake, no cocktail servers? Rather than concentrate on the practical aspects of Covid proof casinos for the moment, I thought it would be helpful to look at how casinos have adapted over the years, especially in the 41 years I have been working in them, from dealer to C.E.O., and see if that can help us
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think about where to go from here. Apart from an enlightened few, we all have the tendency to believe that how “it” was done in the old days is how it should be done today. And I am as guilty as anyone. The training school I ran at the Casino de Montreal in 1994 used very similar techniques to those I had learned by in the U.K. in the Ladbrokes Dragonara Casino in 1978. You may say that as the games haven’t changed much, why should the dealing procedures change much too? But whilst working in Montreal, whether training or as shift manager of 100 plus tables, I was shown that every pre-conceived notion of how to work should be always up for grabs. And most of the radical changes we made in Quebec were to not only improve the customer experience but just as importantly to benefit the employees. And where did these ideas come from? Often from the newest recruits who had only worked in the Casino for a short time. I know from hard earned experience that it
isn’t always senior management who have the best ideas, often-times it is worth listening to the trainee cashier who has never set foot in a casino before working there. Back in the mists of time I witnessed a revolution in land-based casino gaming which turned all our worlds on their heads. It was called the Chipping Machine. Thanks to the genius of Bertil Knutsson we now had a tool to help us deal Roulette games more smoothly and professionally, not depending on the skills of the colleague (or the lack of ) who was supposed to be helping. But did we, as dealers, see this as a positive evolution in the workplace? Some were mature enough to see it as an aid, some of us (myself included) were just excited to play with a new toy, but the majority were convinced we would all be out of work, that the heat and noise would make us ill and we would lose our fingers, or worse, forget how to chip! Butof course chipping machines became a global asset to roulette game operations.
9 Consequently, each time there has been a shift in technological or procedural aspects of the casino workplace there has often been resistance and suspicion. But if the change has enough merit it will eventually be accepted and embraced. A further seismic change has been the attitude to Social Responsibility. To my everlasting shame, as a dealer I, along with most everyone else at that time, gave very little thought to the hardships of those we should have known were playing well above their means. But to be fair to the staff at the time, making light of players anger, frustration or distress was on the same level as being expected to accept having smoke blown in our faces by players, or mild threats and intimidation. Yes, dealers of today would look back on the working practises of the 1970s and ‘80s with horror, so it just goes to show how our business has evolved, in the majority ofcases for the better. The draconian restrictions of the U.K. gaming act prior to the introduction of the 2005 gaming act are seen by some as the good old times; everyone had to be a member, no alcohol on the gaming floor and principally serving hardcore gamblers. But of course, without the changes in legislation it is hard to see how the industry could have survived in a commercial atmosphere where there are so many other ways for clients to spend their time and money on leisure activities, even at home . In the early days of slot machines in France the majority of casino employees were horrified at the thought of these American games infiltrating the rarefied atmosphere of the gaming floor. Admirably at that time, French dealers thought of their profession as more of an art form than a job. But of course, land-based gaming in France could not have survived without the
introduction of slots, and table games in one form or another are still an integral part of the business model. As recently as 15 years ago some German casinos insisted that gentlemen wear jackets and ties, and on one memorable visit to the Casino in Baden Baden, not so long ago, I was overjoyed to see some male players at the French roulette tables wearing tuxedos. But on more recent visits to Spielbankenall across Germany I have seen a relaxing of the dress requirements as ties and business wear seem to be disappearing from all walks of life, even for casino directors! Adapt and prosper is the mantra we follow today. A recent innovation in France, which may be seen to be quite prescient in the present climate, is for table and
slot gaming in the open air. Obviously, the climate has to be right, but a good idea may have just become a fantastic idea due to completely unforeseen circumstances, entirely out of the control of the operators, where contagion seems to lessen outdoors under the sun. The wellbeing and safety of employees and clients must remain a high priority for us all, and I hope that the seriousness of the Covid outbreak will act as an encouragement to those in senior management in all areas of our business to take a long hard look at the procedures and safeguards which are presently in place, and continue to develop programmes of continued improvement, and to know that we are all capable of adapting, even under the strangest of circumstances.
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From Startup to Funding in iGaming This venture requires discipline and determination to succeed
By Lynn Pearce de Freitas
H
aving worked in many start up i-gaming companies over the past few years, I have taken much pride in being a part of the success of these companies and I continue to look at their progress, and when they hit another milestone, I am one of the first ones to cheer, because I know how difficult it is to succeed against much more mature companies within this over-crowded industry. At the same time, I have often wondered whether I would have taken the same path and have debated these thoughts on numerous occasions with the management of these startups along the way, giving them my experience, my in-depth knowledge of the industry that I gained through blood, sweat and tears, but quite often it has been overlooked or
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just swept aside, because it does not quite fit with their ideas or strategic plans.
But where to begin? The first step is to determine what kind of business we want to create.
So, what to do with all those learnings – the long hours and dedication to growing someone else’s business, training up of new staff - time and time again? Start your own business! Which is where I find myself right now – starting an i-gaming business, together with a number of colleagues that I have worked with for many years, each one with his own particular discipline, experience and skillset, which together forms the strategic and operational team collective necessary to run a successful i-gaming business. We have it all, the team, the experience, and the determination – except the funds needed to make it happen.
Taking into consideration that we live in rather uncertain times right now, and having made the decision to be in the business for the long haul, we decide that the best way to run this startup would be as a “Camel”and notas a “Unicorn”. I had just read and was inspired by Alex Lazarow’s article in Entrepreneur. com – where he states:“Camels thrive when times are good; but can also survive without food or water for months in the world’s harshest climates.”In other words, survival is by no means assured, you need to be prepared for the unexpectedto survive and thrive. Also, Camel startups build diversification into their
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product mix, which is exactly what we intend doing going forward. We decide to go the traditional venture capital route, to find ourselves a VC who can also act as a mentor, who can help and guide us through the entire funding process – all the way to IPO. Now the excitement and anxiety start to build! Starting with the development of a solid business plan, we do extensive research on the type of investment and investor we will need to acquire funds to launch our startup. In addition, we put together a solid, albeit conservative 3-year budget, which is highly achievable, to show an investor the ROI and growth potential of our business. We also spend a lot of time putting together a powerful presentation of our brands, our differentiators and the markets we intend to enter – and we test all of it with a number of our colleagues in the gaming industry, to get relevant feedback prior to pitching for funding and mentorship. This process helps us a lot with refining our company
vision, brands, unique selling proposition and key differentiators whilst developing our elevator pitch, so definitely worth the time and effort! We get lucky! I find the perfect venture capitalist, who is also acting as a mentor to us, backing us and guiding us through the funding process – the initial seed funding, followed by Series A, B and C funding rounds, the company formation and the listing on the stock exchange(s).Just remember that the path for each startup company is different, as is the funding! Some businesses can spend months, even years in search of funding, while others, with ideas that appear revolutionary – can get inundated with funding. In our case, the funding is attached to us as individuals with a proven track record of success, which is seen as the value we bring, which in turn helps us move through the process of building capital more quickly. This can be a good or a bad thing, as it means we must constantly prove our worth! Right now it’s all systems go, putting together the goals, KPIs, marketing
plansand go-to-market strategies in various regions, developing the perfect “martech” stack, the investor presentations, refining the budgets, timelines, products and platforms needed for go live. Timing is everything, so once you have determined the best time to launch your business – you need to put your stake in the ground and make that agreed date a non-negotiable. It will keep everyone focused towards a common goal, including your mentor(s) and investors. Starting with the end goal in mind, I would highly recommend putting together all product deliverables and dependencies, to map out a complete timeline for launch, and then work your way back from there. And make sure you create checklists – of everything! Checklists are crucial for getting your tactical implementations in order - all the way through to launch date and beyond, to and your future success.
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Casinos In England to Reopen on 4th July
C
asinos in England are readying to open on the 4th July according to the industry trade body that represents them, the Betting and Gaming Council (BGC). It has been a few tough months for the leisure industry but government are saying that if the rate of infection continues then leisure and hospitality can reopen and the casino industry says they are now preparing for this. Below is the statement from the BGC on the plan for the July 4 opening: England’s land-based casinos will be ready to reopen their doors again from 4 July, abiding by strict anticovid standards, the industry has declared. Every casino in the country has been closed since the lockdown began on 23 March as part of the national effort to combat the spread of covid-19.
The Government confirmed last month that hospitality and leisure facilities, such as casinos, may be able to open from 4 July as part of the third and final phase of its plans to ease the restrictions brought in to tackle the virus. Stringent hygiene and social distancing measures will be put in place at all casinos to ensure the safety of staff and customers alike. This will include customers using hand sanitisers before entering the casino, as well as when joining and leaving a gaming table. Michael Dugher, the BGC’s chief executive, said: “Nothing is more important to the casino sector than the safety of staff and customers. I know that the casino operators have been working tirelessly to ensure that when they do reopen for business again, every possible measure will be in place to ensure the health and safety of everyone who enters
the premises – from the availability of hand sanitisers and protective equipment to adherence to the latest Government current social distancing rules. “Casinos make a significant contribution to the economy, including through taxation and employment, as part of the leisure, hospitality, entertainment and tourism sectors. They have also played a hugely important role, not just in the national effort to combat covid-19 by keeping their doors shut since March, but also through their support for communities – for example with the provision of food from their kitchens and the use of their venues. “It is welcome that they are in line to reopen again from 4 July, but the message to government now is that they are ready, willing and able to open safely.
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Laws don’t destroy prejudice People do By Christina Thakor-Rankin
This is the cornerstone of the All-In Diversity Project sponsored BSIstandard PAS 1948: 2020 Diversity, Equality & Inclusion in the Workplace - A Code of Practice.
H
istory and experience have shown us time and again that laws and regulations do not remove, reduce or eradicate prejudice - or for those who prefer the softer, fluffier term - ‘bias’. Prejudice (or bias) is something that is the product of any number of one, or a combination of,social, cultural, religious, educational, environmental and experiential influences, which over time become so ingrained as to become hard-wired into an individual’s cerebral DNA - consciously (or unconsciously) feeding into every thought, emotion, reaction or decision they make. No piece of paper is going to be able to wave a wand and magically remove years, in some cases generations, of
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indoctrination. If it could then a hundred years after women won the vote, two hundred years since the abolition of slavery, and half a century since the first equality laws were passed, we wouldn’t still be struggling withinequality, talking about gender pay gaps, or bearing witness to the horrific consequences of institutionalised racism in the workplace. Telling someone they have to like another does not work, it just makes them more adept at hiding it. Experience tells us that the only things really proven to change hearts and minds long-term have been people and profit (or gain). Sometimes the two are linked, oftentimes they are not - the former influencing the world of play, the latter the world of
work and the two combining to help change attitudes in society at large. For example, Rosa Parkes and Dr Martin Luther King,Jnr. without doubt had an influence, but this influence was limited to those they represented and those who supported their moral arguments. It did not engage or resonate the widest possible audience in the way that say Jesse Owens or Mohammed Ali representing the USA at the Olympics forced the population at large to choose between patriotism and prejudice. Entertainment has also helped to change perceptions and attitudes. Sammy Davies, Jnr. standing shoulder to shoulder with Old Blue Eyes and the King of Cool, Elvis greeting his African-American backing singers
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with a kiss, and Liberace beloved of mil-
ble have all resulted in action, but all
wealthy who could no longer afford to
lions and the highest paid entertainer
too often this action is superficial and
keep themselves let alone servants,
in the world at the time,probably all did
aimed at addressing the immediate is-
and men going to war and not com-
more to help shift the dial of acceptabil-
sue at hand. As such they are no more
ing back led to a rise in the numbers
ity than a piece of paper ever did.
than a temporary fix for temporary gain
of single women without a husband to
– a sticking plaster that does not even
support thempresented society with a
This though pales in comparison (pun
come close to addressing the root of the
stark choice - either the state and the
intended) to the most effective catalyst
matter, thereby ensuring that it is only a
taxpayer stepped in to support these
for change of all - profit (or gain) in all its
matter of time before it surfaces again.
people, or the rules changed to allow
forms. For instance, how much was the
them to support themselves. Suddenly
abolition of slavery and female suffrage
While all of this has helped move the
women in the workplace was not such
due to campaigning and the fight for
conversation along, it has been on a per
a bad thing.
equality, and how much of it was influ-
needs basis,not at any great pace, and
enced by political expediency-to win-
often an initial step-forward has very
Next came the post-war economic
votes? The fact that we are still today
quickly become two steps backwards
booms which sawgovernments and or-
talking about issues that date back hun-
when issues resurface and it becomes
ganizations turn to migrants as a source
dreds of years probably answers that.
clear that actually nothing has really
of cheap labour either to keep up with
changed.
demand or do the jobs no-one else
Both world wars saw women enter the
wanted to do. This in turn led to other
workplace out of necessity, but peace-
The only real proven driver of long-term
sectors from consumer goods/services
time quickly saw a return to the role of
change has been ‘profit’ (or gain) in its
toleisure and entertainment opening
woman as wife and mother. Unrest and
basest form - making or saving - and it
their eyes to a previously ignored group
the need to restore or regaincivil and
all links back to the workplace.
of consumerswith new aspirations and
social order has also played its part -
the money to realise them.
race riots, gender pay strikes, protests
War comes at a cost. In this case,death
and public outcry at the indefensi-
duties and the depression crippled the
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Christina Thakor-Rankin Article
And that’s how we start long-term impactful change. With each successive generation what initially starts as an aspiration, becomes a reality and from there an expectation. For example, in the 60s and 70s people aspired to have a colour TV; by the 80s colour TV had become a reality for most; and by the 90s it was just expected that that’s what a TV was - colour. The same holds true of attitudes, behaviours tastes and what eventually becomes the norm - what was an aspiration for a previous generation in time becomes the expectation of the next. This includes diversity, equality and inclusion. One of the best examples of this generational shift is MTV. Whether the stories of unconscious bias and ‘blackout’ in its early days are true or not, the fact remains that the
channel eventually had to open its doors to non-white artists if it wanted to stay relevant to both stakeholders and audiences. The world had moved on - what might have been OK to before, was no longer acceptable now. And in a roundabout way this brings us back to the standard. The world is about to experience the biggest generational shift ever. From 2020 onwards Millennials and Generation Z will combine to become the biggest ever generational group in the history of the planet. This is the internet generation a group that transcends borders living as comfortable in the virtual world as the physical. Better educated and more travelled, they are more socially responsible, ethical and driven by values. A group that
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champions individuality and difference and believes labels are for things not people. They are tribal. They have mass. They have scale. The evidence of this is all around. From Greta Thunberg and students leading the protests in Hong Kong to shunning or calling out established brands and individuals they believe have crossed a line. Early research into workplace attitudes suggests that 70% of this group do not want a boss, but if they have to have one they want them to be more a coach or mentor than a traditional boss.Less than 25% are focused on salary or traditional career progression. (PTO for final part)
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Christina Thakor-Rankin Article
Over 90% do not intend to stay in the same job for longer than 3 years. This is going to be challenging enough when it comes to attracting and retaining the talent of the future, but throw in the fact that over 80% believe business is about more than just financial performance, over 70% believe organizations can have a positive impact on society, and a staggering 50% would consider taking a massive 15% pay cut to work for an organization that shares their own values. Make no mistake. This is big and it is going to fundamentally change the way organizations operate. Anyone who wants to hire the best talent or develop the next generation of products or engage with the next generation of consumers, is going to have to meet with their values and expectations. And not just commercial entities. This extends to all organizations and sectors including sport, leisure and government agencies. For this generation diversity, equality and inclusion in all aspects of
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life, especially in the workplace is an expectation not an aspirationand those organisations who don’t, won’t or can’t hit the bar are going to find themselves fighting a losing battle against those that do, will or can.
no cost or fee to getting involved, and you can tell the world you are supporting the development of the world’s first PAS 1948:2020 Diversity, Equality and Inclusion in the Workplace - (Voluntary) Code of Practice.
Already coming up to the 50% mark, it is estimated that by 2025 this generation will account for 75% of the global workforce. We have 5 years to put things right. We need to start now by giving businesses the tools to be better. This is not a standard for HR or DEI specialists. This is a standard for organization owners, leaders, decisionmakers and influencers, that looks at strategy, policies, people and product and includes a simple to use set of tools that users can adapt to suit their organization, their pace and their budget.
If you like us you believe that everyone human being in the world has the right to expect dignity, respect and equality of opportunity in, and as a result of the workplace, please join us.
We want the first version of this standard to be the very best, so we are issuing an open invitation to every organization around the world to get involved with the public consultation process. There is
To be a part of the PAS 1948:2020 Diversity, Equality and Inclusion in the Workplace - (Voluntary) Code of Practice sign-up for free here: https://www.bsigroup.com/en-GB/ PAS1948/ History and experience have shown that if we want to drive long-term impactful change it has to start with the workplace and from there everything else follows.
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Pansy Ho Assumes Control of MGM China, But what about SJM?
I
s Pansy Ho going to take the major lead at MGM China now that Grant Bowie has retired or is she readying to take the reins at her father’s former company SJM Holdings? Many observers are somewhat confused at present in the actions of Pansy Ho, as it was believed that she would take over the full day to day running of SJM Holdings, the company her father built and consists of some twenty casinos and hotels spread across the Macau Peninsula and Taipa. With the passing of Dr Stanley Ho it was expected that Pansy Ho would
assume control of the company however it is reported that she now is taking an even stronger role at MGM with the lack of replacement for Grant Bowie and with two executive appointments being made that report directly to Ms Ho. Hubert Wang and Kenneth Feng, have been placed in the position of running the day to day business at MGM China, which is a worry for some investors as neither has any experience in running a casino resort operation, neither does Pansy Ho. As Bowie stepped down Ms Ho said, “Grant had left us for retirement. I would like to thank him for his years
of hard work and dedication to the MGM China group.” What was more telling of Pansy Ho and possibly her intentions were her following comments, “Hubert, Kenneth and Antonio will report to me as co-chairperson and managing director of the company. I will be spending more time here and working closely with them and many of you on a day-to-day basis.” It does seem that Pansy Ho is looking to stay at MGM China and build on her already strong influence in the company, that leaves the question who will lead SJM Holdings?
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Eight Reasons why your slots operation is going to fail! Understanding the key reasons why your slot operation might fail is the first step toward taking proactive action and achieving the kind of success that you always knew was possible.
By Andy Cosgrove
T
he bad news is that your competitors are hard at work, and even as I type they’re concocting ways to add more clarity to their brand message, to solve all your customers problems and to add more “wow factor” to their slots experience. Their aim is to, quite simply, transform your slots customers into their raving fans so what are you doing to make sure that never happens? With all the pressures of running a day-to day operation it can be easy to lose focus on your top prioritieswhich are understanding your customers and adding the value they need, when they need it and even before they realize they need it! The good news is that you can deploy tactics that will keep the wolves (your competition) from the door and outpace them on a consistent
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basis. However, there is a catch, and they call it “learning from the past!” I’ve seen to many operators fail to learn from past lessons on how not to run a casino, a slot operation or even a car, and the end result is usually not something you would want to brag about at your next gambling convention. There are many reasons that so called “managers”don’t make the effort to learn from past disasters such as, ego, lack of basic project management skills, or even because that they would rather be out playing golf. However, the reality is that without reflecting on the past, there is a greater risk of failure. Some say that avoiding failure is the most essential job function of any manager and learning from past catastrophes is equally as importantbecauseit is how we grow stronger, more successful and become industry leaders.
Below are 8 reasons on how your slot operation will fail, what to do about it, and how the past can give you something worth bragging about as you pick up the manager of the year award. 1. Leadership Breakdown – This maybe a hard one to swallow, but the top brasscan also failto effectively communicate andclarify the message of their brand and their strategy for success. This can happen for a number of reasons, such as simply being too busy or when confidence becomes ego, determination becomes inflexibility and delegation become chaos. Add the extra slots killer of when vision becomes obsession,and you know your leadership is about to implode. How to fix it? You can start by clarifying your vision (and make sure it’s a shared one),banishing micromanagement,
25
keeping your ego in check and last, but not least, trusting your employees to do their jobs. Without strong leadership, there can be no strong argument to support your soon to be failed slots operation.
guidance they need to maximize their potential.When you build a relationship based on trust, transparency and professionalism, anything is possible and who knows, your best employees might even want to stick around.
2. Micromanagement – I’m sure you have heard the phrase, “people don’t leave their job’s, they leave their bosses.” I couldn’tagree more with this phrase, and the micromanager is one of thegreatest threatsto progress. The relationship between a boss and an employee is quite a simple one whereas a boss hires an employee to do a job, the boss clarifies expectations, lets the employee do their job, holds them accountable for results and celebrates success as a team. What’s not to understand? How to fix it? Trust your employees, and give them the opportunities, the tools, and
3. Out of touch with your customers – If you’re selling lemons when your customers need oranges then you’re not solving their problem and you’re not adding anything of value that will help them thrive and survive so the odds are that they will go and shop at your competitor who has already anticipated your lack of oranges. The operator that fails to feel the pulse of their customers needs and engage them in meaningful conversation will end up investing in nothing of value which in turn, will produce failure. How to fix it? Ongoing customer service training and evaluation, cus-
tomer and employee feedback surveys, online social media platforms, mystery shoppers, daily reports, and staff briefings are just a few of the channels available to proactively show that you care for you customers as if they were your family. 4. Disengaged staff – Treating your staff like robots and, in some cases, ignoring them completely will never, I repeat never achieve you the success that you are looking for and this is a fact that has been proven in many a scientific experiment and on many a casino floor, Yet so many people in a position of casino power continue to use their staff like pawns on a chess board. How to fix it? Your staff need motivation, they need to feel safe and they need to feel that what they are doing is important and for a cause bigger than themselves. Investing in
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26
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8 Reasons why your slots operation is going to fail! (continued)
27
your staff, showing appreciation, and helping them become even better than they imagined will help you create a culture of ideas and the leaders of tomorrow. A simple “good morning” will also help. 5. Confusing brand message – Without a clear brand message that adds value to your customer experience and solves their problems your customers, and your staff will be confused as to what it is you are trying to sell and will inevitably encourage them to shop at your competitors resulting in the collapse of your slot operation. How to fix it? Clarify your brand message, communicate your message effectively so that it adds the value that your customers are searching for and transforms your staff into passionate brand ambassadors that live, breath and dream about delivering and exceeding your customers’ expectations. 6. Absence of Innovation – Not so long ago I walked into a local casino and I immediately got the impression that I was in a struggling Las Vegas gambling joint about 30 years ago. Everything from the carpet to the slots through to the customer service and the employees look tired and out of touch. This is just one of many examples of how lack of innovation can condemn your slots to failure. How to fix it? Keep up with industry trends, implement a feedback system for your staff and customers, keep an eye on the competition and introduce innovation as part of your work culture, reward its success and learn from its failures. 7. Procrastination – How many times have you had a good idea that ended up on the shelf of procrastination along with the lost books of success? I hope not very many, but the truth is that procrastination and the fear of failure can have a crippling effect on your slots ability to generate revenues
andcan possibly result in their (and your) ultimate failure. How to fix this? Stay away from the demons of procrastination which include: the perfectionist, the idiot, the dumb listener, and the excuse maker. Use analytics to produce more accurate reports that enable faster and betterinformed decision making.
never realistically produce a benefit, ignore your staff and look down on your customers. Your competition doesn’t intend to be involuntarily vanished into the realms of the casino almost remembered, but now completely forgotten, and are working hard at change by embracing it and could, at any moment, overtake you on the final bend. With that in mind, I wish you nothing but success.
8. Lack of Planning and processes–Before the age of computers everything was done by hand but even back then they were planned, designed, developed, tested, approved, and measured using some of the methodology that we still use today. Bad planning and no follow up will end in slots failure whether you’re building a casino from the foundations or planning your next game conversion. How to fix it? Project management is just one of many skills that will help plan and control everything from the concept phase of your next big idea, through to the benefits measurements process post project so investing in the relevant qualifications for key employees will benefit your organization, your employees and your customers… but not the competition!
MY MINI-BLOG - Andrew Cosgrove is a seasoned slot operations veteran and certified project manager with over 24 years of hands on experience in Latin America and the Caribbean. Andrew has worked on both the operator and supplier side of casino slots and continues to help clients succeed and exceed customer expectations. Andrew can be reached at andy.cosgrove@hemingwaycasinoconsulting.com Or go to: http://hemingwaycasinoconsulting. com/
Conclusion – Failure is easy to come by if you stand still in time, throw money away at projects that could
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28
Navigating Change SlotsMillion talks to the Infinity Gaming Magazine about change
C
hangeas a constant is a widespread notion. It has forever been a point of reflection for all societies and has been eloquently summarized in phrases known to us all. From “The only constant in life is change” to “Change is inevitable. Change is constant”, the idea has always held up. Covid-19 has been a significant lesson for everyone and has driven the world to adapt in ways that otherwise would have not seemed necessary, possible, or at least not as urgent and time-bound. Though the concept of change as never-ending seems pretty commonplace, sometimes it is not until we are faced with it that we truly delve on the magnitude and importance of knowing how to react to it; moreover, of how to anticipate it whenever possible. The power of adaptability has allowed our industry and many others to reinvent themselves throughout its numerous shifts. It has also been at Alea’s core in the past years, reflected through its products and services, like online casino SlotsMillion and B2B igaming platform AleaPlay.
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Since its creation back in 2014, SlotsMillion has had as main objective to offer its players an exceptional gaming experience, notably through its diverse portfolio of games, currently one of the largest available online. SlotsMillion hosts over 3000 games from 100 different providers and continues establishing meaningful partnerships to expand its game offer. As we all know, the digital era in which we live requires more than a clear goal and aim, as it is the very best example of how change not only remains throughout time but will also continue to accelerate and intensify with each new development. So we can be sure not only of the constant nature of change but also of its exponential speed of evolution. Technology and automation have offered the current world the possibility to minimize the effort and costs of operations that previously implied a great investment of time, human capital, and resources. We all know this. But we also know that human creativity has yet to be replaced. So today’s problem-solving capacity depends mostly on having at least the right human capital and creative inventive spirit; and all else will be
more likely to follow. The thesis behind this is that we cannot always anticipate change, but if we focus on having the right mindset and embedded innovation in a business’ core values, it is somewhat more probable that we will be able to minimize the impact of unforeseeable changes and be more apt to anticipate them when possible. The current pandemic has led everyone towards a reflective phase, which has been destined by many businesses to rethink their identities and processes. A sort of catching up with what and why we do what we do, as well as how can we do what we do, -even better- in a world that will never stay as it is. During the past year, and before the world could even imagine the current pandemic, Alea put forth an important restructuring process both for the company and for the online casino product SlotsMillion. It could even be said that it has been one of the most relevant periods in terms of reshaping our modus operandi and paving the way towards a revamped phase.
29
Alea has focused heavily on the idea of
haviors and detecting any risk activity
never cease. The world has lived it be-
rethinking, as well as on enforcing the
as soon as possible.
fore and will face it again; some chang-
correct strategic mindset, acquiring the
es we will be able to predict, many we
needed human capital and industry-
This mindset has permeated in all areas,
will not. But we have learned that the
leading tools to improve our decision-
from operations to marketing and all
more you focus on questioning the pre-
making through the use, analysis, and
else, we have done extensive research
sent, being comfortable with and push-
understanding of sophisticated data in
into the best solutions for our players’
ing forward (the right kind of) change,
a more thorough way than ever before.
needs, from CRM to Customer Support,
the more apt you will be to react and
and have been apt at making them a pri-
adapt to even the most unpredictable
ority.
scenarios.
our efforts and has implied a thorough
Several months ago we decided it was
A lot is being said of what Covid-19 will
analysis of all our methodologies. We
also time to better reflect these ad-
leave behind. We think there is much to
have learned quite a lot on how to posi-
vancements, and are very much looking
learn. We also believe that there is an
tively stimulate change under what can
forward to the materialization of some
opportunity for our industry to play a
be called “normal” conditions; lessons
important
forSlotsMillion,
role in promotinga more evolved chap-
we have now further corroborated dur-
which will markthis new chapter for
ter of globalization. The more we all get
ing one of the world’s most demanding
our brand, with the best version of our
comfortable with change and learning
times.
product our players have yet to experi-
how to navigate it, the more prepared
The ambition to set the ground for a new chapter has been evident in all
changes
ence. We recently teamed up with in-
we will be to continue pushing innova-
Much like many other businesses in our
dustry giant Playtech for the release of
tion forward.
industry, one of the most significant
our live casino, as well as with BetSoft
changes has been related to the way we
Gaming to be able to offer our players
monitor and ensure Responsible Gam-
their full range of premium slots. And
ing (RG): from improving age verifica-
most recently of all, we were granted
tion tools to creating an advanced RG
the license to operate in Sweden.
score and risk system, which takes into
Article supplied courtesy of Alea Photo courtesy of Raul Palma raulpalma.es
account up to 10 different metrics to
Covid-19 has consolidated even further
better analyze our players’ playing be-
our preexisting belief that change will
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GAMING NEWS
31
Casino & Bingo Sector Will Need Support says BGC
T
he Betting and Gaming Council has called on Rishi Sunak to show continued flexibility after he provided the latest update on the Government’s covid furlough scheme. The BGC, which represents the UK’s regulated betting and gaming industry, including companies owning casinos and bingo halls, welcomed the Chancellor’s pledge to maintain support for firms affected by the pandemic as the lockdown easesing and a potential opening of casinos on the 4th July. Mr Sunak has already confirmed that the Coronavirus Job Retention Scheme will continue until October. The UK Chancellor has now con-
firmed that in August, employers will have to pay their employees’ National Insurance and pension contributions. In September, employers will need to pay 10% of their furloughed staff’s wages, with the Government continuing to pay the other 70%. That will rise to 20% in October, with the Treasury contribution falling to 60%. The BGC welcomed the Government’s continued support in particular, it will enable bingo halls and casinos to get back up and running whilst retaining control over their biggest cost, which is staffing. BGC chief executive Michael Dugher said: Even though the lockdown is easing, many of our member companies – and in particular in casinos and bingo halls – will be forced to
operate at a reduced capacity for the foreseeable future because of the need to maintain strict social distancing.” He went on to say: “Given the significant contribution the hospitality and leisure sector makes to the UK economy, we would urge Mr Sunak keep being flexible and acknowledge that it will continue to need support from the Government as the country emerges from the pandemic.” “We have had super engagement with the Government up until now, and we look forward to that continuing so we can ensure the betting and gaming industry can play its full part in getting the UK back on its feet.”
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GAMING NEWS
33
Father of Macau Gaming dies aged 98
T
he founder of modern day gambling in Macau Dr Stanley Ho died on the 26th May at the age of 98. Dr Ho was a flamboyant figure in the Macau industry and only officially retired from business in 2018, at the time his company said of him: “Dr. Ho has justifiably been acknowledged as the founding father of Macau’s gaming industry, which has for some time been the largest in the world in terms of revenue,” the company said. “Under Dr. Ho’s visionary leadership, the company and its subsidiaries achieved a significant growth in the past decade. The board expresses its sincere gratitude to Dr. Ho for his invaluable contributions in building a solid foundation for the company’s continuing growth in the future.” Over recent years Stanley Ho has released much of his control over the company that also has involvement in Macau Jockey Club, Shun Tak Holdings, which operates the ferries and hydrofoils shipping gamblers into the territory and a stake in Macau’s
international airport. Also SJM controls 20 of the 38 casinos based in Macau, Dr Ho who was born in 1921 and many of his children work within the casino world, most notably Lawrence Ho and Pansy Ho. In 2011 Dr Stanley Ho was recognised by the International Gaming Awards (IGA) for his outstanding contribution to the gaming industry. SJM Holdings said of their founder: Dr. Ho had been an exemplary leader who devoted tirelessly to building the foundational strengths upon which our companies have excelled. He had been an influential figure in many industry sectors, most notably in tourism, leisure entertainment and property development. Over the past 50 years, Dr. Ho had steered the revolutionary development of Macau’s gaming and entertainment industry, with the objective of diversifying its growth to drive parallel advancements in social, infrastructural and cultural developments and injected
Macau with the necessary vitality to transform into a world class international tourism destination as it is known today. As a pioneer in Hong Kong-Macau high speed passenger ferry operations, Dr. Ho had established one of Asia’s largest ferry fleet, providing arterial connection to the Pearl River Delta which helped propelled regional developments. Since 1984, Dr. Ho had presided as President of the Real Estate Developers Association of Hong Kong, and had held the position of Honorary Life President since 2011. Dr. Ho had been widely known for his generosity and benevolent spirit, regularly giving back to the communities by actively providing assistance to the people in need, supporting disaster relief, cultural and technological advancement, and Chinese heritage conservation. In particular, Dr. Ho had placed great emphasis on education, convinced that human resource underscores the successful implementation of “One Country Two Systems”.
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34
When New Zealand becomes Old Zealand By Teresa Tunstall
I
have family in New Zealand so I make it a point to holiday there every year. It’s an interesting country, the same size as the UK but divided into two - the North Island which contains 3.3 million population, and the South Island with 1.2 million population.Thus added together the entire population is roughly 5.5 million. The UK has a population of nearly 70 million makingita very lucrative country for companies to invest in gambling, and easily available for those who wish to play.
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However, gambling in New Zealand is illegal unless it is authorised under the Gambling Act 2003. In addition to this rule there are certain forms of gambling that are specifically prohibited under the Act, one of which is Remote Interactive Gambling. For the sake of elucidation, players in New Zealand must be at least 20 years of age to enter casinos, but need to be only 18years old to participate in sports betting (including horse racing, scratch cards and lotteries).
Each state or province determines its own minimum age for gambling. Perversely, some have actually two minimum ages – 18 years old in some casinos, 21 in others. This is typical in states with alcohollicensed casinos where,if alcohol is served on the casino floor, the minimum age is 21. Queenstown currently has only one working casino as a result of theCoronavirus shutdown with 12 gaming tables, gaming, slots and video poker machines. The larg-
Teresa Tunstall Article
-est casino in the country is SKY City in Auckland with a hundred table games, nine Poker tables and 2,100 gaming and video poker machines. The listed available gaming centres areSky City Auckland Casino, Sky City Christchurch Casino, Sky City Hamilton Casino, Dunedin Casino, Sky City Wharf Casino –six in all for the whole country, whereas in London alone there are 24 casinos in all.Remember we’re still the same size as New Zealand! NZ Online poker is legal in New
35
Zealand and generally players do not have to pay taxes on their winnings which is the same as it is in the UK.TheGambling Act of 2003 makes it illegal for any business other than the TAB (Telephone Accounting and BillingSystem)and the New Zealand Lotteries Commission to operate remote interactive gambling.This seems to insinuate a ‘closed shop,’ ownership. The Totalisator Agency Board, universally shortened to TAB or T.A.B. (confusingly like the Telephone Accounting and Billing System) is the name given to monopoly totalisator organisations in Australia and New Zealand.
There are specific regulations regarding children; theymust be accompanied by a parent or carer to use the toilet facilities, and may not enter the Bar, TAB or Gaming areas. It is an offence againstminors to approach or obtain service in any of those areas and thoseChildren under 18 years of age must not be served with or permitted to drink alcohol. If you think about it logically it’s quite a conundrum,throwing the responsibilityat the feet of the child rather than the adult.
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Teresa Tunstall Article
M
aori are the ‘tangata whenua,’the indigenous people of New Zealand. They came there more than 1000 years ago from their mythical Polynesian homeland of Hawaiki. Today, one in seven NewZealanders identify as Māori. Their history, language and traditions are central to New Zealand’s identity.Rivers have spiritual significance tothe Māori as well as being a valuable food and water source for many of the Māori, water being an essential ingredient regarded as a “taonga” or treasure. They believe that it must be safeguarded for future generation as it is considered to possess a life force (Maori), and have a spirit. Recently the Maori in Queenstown celebrated that the local Shotover-
37
River was behested by the Maori. However it still remains that water in New Zealand is free to everyone because the two opposing sides -theKiwiand the Maori - can’t agree! In today’s unprecedented Coronavirus age and with all that is being experienced throughout the universe it seems New Zealand has become the ‘Doomsday’ destination for the world’s elite with many buying up property. Bizarrely one New York business man had to actually call the manufacturer of his bunker and ask how to unlock the door!Whilst I was there the general view was that it would be safer to head to Queenstown for safety should there be a serious virus attack.On a different note it probably will take a long time to analyse all theimplications of the
Coronavirus which seems to have happened over such a short period of time. Eventually much will be revealed and sadly the true number of people globally who died because of this awful Virus will be breathtakingly calculated. So to finish, I wish you all a healthy and safe future. Let us hope we all come out of this terrible mess to find a happier time; let’s pray that a Pandemic never occurs again but if it does we can deal with it. Stay safe!
READ MORE from Teresa Tunstall only in the next edition of the Infinity Gaming Magazine.
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GAMING NEWS
39
Century Casinos Announce Q1 Revenues Up
C
entury Casinos announced their first quarter results to the end of March 31 2020, with a revenue climb of $87.7 million compared to $45.6 million for the same quarter in 2019. This was down to the acquisition of the Mountaineer Casino, Racetrack & Resort, Century Casino Cape Girardeau and Century Casino Caruthersville in late 2019 helping boost the revenue figure. However the loss for the Q1 was $31.8 million compared to a profit last year of $3.4 million, adjusted EBITDA was $9.6 million, compared to $6.7 million for the three months ending March 31, an increase of 44%. The company said in its trading statement: Due to the temporary closures
of its casinos, hotels and other facilities, the Company has taken actions to reduce operating costs, including furloughing most of its personnel and implementing reduced work weeks for other personnel. During the closures, the Company will continue to pay benefits to its United States and Canadian employees, inclusive of part time employees, through May 2020. In Poland, all employees were paid reduced salaries based on local employment laws. In March 2020, as a proactive measure to increase its cash position and preserve financial flexibility in light of the uncertainty resulting from the COVID-19 pandemic, the Company borrowed an additional $17.4 million on its revolving credit facility with Macquarie Capital (“Macquarie”) and
its credit agreement with UniCredit Bank Austria AG (“UniCredit”). The Company has no remaining availability under these credit facilities. As of April 30, 2020, the Company had $50.0 million in cash on hand. The Company currently is not generating any revenue from its properties, and estimates that the net cash outflow during the time the operations continue to be fully suspended will be, on average, approximately $8.0 million per month. Management estimates that the Company will need approximately $19.8 million to reopen operations and cover shortterm cash needs at the casinos.
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40
Independence Day UK Casinos Reopening Plan Infinity Gaming Magazine exclusive on the land based casino opening plan
L
and based casinos in the UK have been closed since the 23rd March when the UK government ordered all non-essential businesses to close, this included all casinos. The closure has effected at total of some 100,000+ workers which includes betting shop staff. The majority of those staff being furloughed by companies taking advantage of the government’s 80% pay scheme, without which there certainly would have been thousands upon thousands of unemployed workers within the land based gambling industry here in the UK. However with the recent relaxation of the strict lockdown measures many industries are now looking at possibilities to open when it is safe to do so. The most difficult of all is with hospi-
INFINITY GAMING
tality and leisure where mass gatherings in closed spaces is the norm. In June many retail outlets will be allowed to re-open, with of course social distancing measures in place, it is even expected that tourism will kick start sometime in early July in some manner, should the current virus numbers continue to reduce. the government says. But hospitality and leisure will certainly be the last to be allowed to open and that includes casinos. Recently the pub industry have laid out a road plan for opening their venues with a set of measures to ensure customers and staff are safe. Europe is ahead of the UK in terms of casino reopening, with Germany, Hungary and the Czech Republic
starting to get back to business in some form or another including social distancing measures. According to communication from the Chairman of the European Casino Association (ECA) Per Jaldung to the iGaming Post other casinos in Europe are preparing to open also. So now with a date of the 4th July for casinos in England at least to open as long as they follow social distancing protocols what will the new world of casinos be like in England? We contacted all the major operators on this and Rank Group who operate Grosvenor Casinos, Aspers and Caesars Entertainment EMEA all referred us to the BGC, Genting UK did not respond to our request at the time of writing this article.
41
transactions being a thing of the past.
Entering Casino Venues
the UK casino industry were in discus-
All industries have workers worried
*Entry to Casinos will be made one at
sions with each other or the government
about their future and how they will
a time and queue markers will be used
on plans to reopen. However we have
come out of this terrible epidemic and
to maintain the 2m social distancing re-
received information from two sources
the casino industry is one of the most
quirement.
within the casino business who told us
severely affected, what workers want to
in confidence that there are talks ongo-
know is what their industry is planning.
Our initial response from the BGC did not contain any information on whether
ing with the UK Government regarding
*Customers will be required to use hand sanitiser prior to entry.
a phased approach which will undoubt-
The iGaming Post also received a sepa-
edly have to run at lower capacity when
rate piece of information from a source
*Face coverings / masks / shields will
opening and is certain that consumer
within the casino industry on plans on
be available should customers request
demand will be lower for some months,
how to reopen when allowed, sadly this
them.
if not years to come.
has not been confirmed by any casino operator or the BGC but believe it to
*Signage will clearly promote social dis-
We were told also that talks around how
be an accurate example of how things
tancing measures throughout casinos.
casinos manage operationally against
in the casino industry will be like once
the backdrop of social distancing and
reopening starts on the 4th July.
hygiene measures – such as cashless
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UK Casino Opening (continued)
43
*Individual venues will consider the in-
*Gaming machines will be cleaned af-
*Where practical, casino venues will uti-
stallation of thermal screening devices
ter each session. Voucher redemption
lise one-way systems on gaming floors,
on entry.
terminals and ATMs will be sanitised at
in bar and restaurant areas.
least once per hour. Maintaining Social Distancing
*Customers will be encouraged to make Workers Role in Promoting Covid-19
contactless transactions, wherever pos-
Secure Guidelines
sible and allowed by law.
Government’s Covid-19 Secure Guide-
All casino workers will be trained to re-
The iGaming Post believes the above
lines.
mind our customers of social distancing
to be what the industry are working on
guidance.
towards when a reopening commences
*Social Distancing will be maintained throughout premises in-line with the
*Each casino will adhere to a capacity
on the 4th July IF virus numbers con-
limit, the calculation of which will en-
All customer-facing staff will be re-
tinue to fall, our publication calls on
sure that social distancing is maintained
quired to wear face coverings / masks
the industry to confirm that this is the
at all points in the customer journey in
/ shields.
case and give their workers some un-
the casino.
derstanding of what conditions for the All staff will follow Government guid-
*Staff will ensure that capacity limits
ance on the use of face coverings htt-
will be maintained in specific zones
ps://www.gov.uk/
(such as smoking areas, lifts, toilets).
future will be. It is understood that COVID-19 will be with us for some time, although a re-
Hand sanitiser stations will be available
cent modelling of the virus by a team
*Restaurant / Bar areas will be reconfig-
throughout the casino premises, includ-
at the Singapore University of Technol-
ured to allow for social distancing. Table
ing back of house areas.
ogy plotted data from the pandemic to
service will be utilised.
pinpoint the date cases will die out in In line with HSE / PHE guidance, all staff
Maintaining Safety in Gaming Areas
countries hardest hit by the disease.
will have their roles risk-assessed so that teams are guided to make the nec-
They predict a total eradication of Coro-
*Customers will be required to use hand
essary adjustments to their role (for in-
navirus in the UK with no new cases – or
sanitisers before joining and when leav-
stance, guidance on hygiene and social
a second wave – at all from the end of
ing a gaming table.
distancing).
September.
*Table capacity limits of a maximum of
Shift times and working hours to be
We are all hopeful that this could be the
three players per table will be enforced.
reviewed to stagger start and finish
case and the gaming industry in the UK
times. Wherever possible, shift patterns
along with its customers can return to
*Gaming floor layouts should be re-
will be changed to match staff with the
some normality after what has been a
viewed to allow for appropriate social
same teams, reducing the number of
terrible time for those affected.
distancing between tables and custom-
staff that come into contact with each
ers. When required to maintain social
other wherever possible.
distancing, gaming tables will be closed or movable plexiglass screens will be
Seating in staffrooms and canteen areas
deployed.
will be configured to maintain social distancing
*All our table games will be operated safely, in line with the Covid-19 Secure
Additional Safeguards
Guidelines. *All casino venues will ensure a high *Slot and Electronic Gaming Machine
compliance with the Government’s pub-
positions will be reviewed to maintain
lishCovid-19 Secure Guidelines
social distancing between customers. In zones where this is not possible,
*A high level of sanitation will always
machines will be closed, or plexiglass
be maintained in venues, supported by
screens will be deployed.
documented protocols.
INFINITY GAMING
GAMING NEWS
45
Bookmakers Win potential £1 billion VAT refund from
A
ruling by the tax tribunal in April has found in favour of bookmakers regarding HMRC overtaxing of Fixed Odds Betting Terminals (FOBTs) for the last eight years. Following this decision HMRC the UK governments tax collector said it would not appeal the decision paving the way for companies such as William Hill and GVC who operate Ladbrokes and Gala Coral to claim back hundreds of millions of pounds. According to the ruling by the tribunal HMRC overcharged VAT on the FOBTs for several years and both companies paid the overcharged VAT however they were constantly
in dispute on the inflated VAT from 2005 to 2013. Following the decision William Hill said, “As a result of this announcement, we will now engage with HMRC to agree the support for, quantum and timing of the refund.” It is estimated that GVC could collect somewhere around £200 million from the overcharging from HMRC and William Hill around £150 million. However there are many other bookmakers who will now claim refunds and estimates have the total refund around £1 billion including Flutter who operate the Paddy Power bookmaker brand.
William Hill said it had submitted claims “substantially similar to those provided in the VAT challenge”. “Whilst William Hill currently expects the net cash recovery to be material, its precise quantum remains uncertain,” the company added. “Nevertheless, the board has considered a number of scenarios which suggest a potential net cash recovery of between £125m and £150m.”
INFINITY GAMING
GAMING NEWS
47
Playtech Shareholder Problems & Approved for NJ
I
t has been an up and down time for software provider Playtech recently first was the companies annual general meeting (AGM) which turned again into an argument over Chief Executive Mor Weizers salary. With nearly two thirds of shareholders voting against the pay and benefits package of €2.9 million for the 2019 year. Although last year it was approved by shareholders in the 3 year plan the company proposed and voted on accepting the current vote is not binding and only advisory. However at the AGM in May it again came up on salary pay for its top executive with nearly 64% opposing the salary package. Playtech said, “There was a mix of feedback and this will be considered when designing a new remuneration policy, which will be put to shareholders for approval at the 2021 AGM.”
This followed the announcement prior that the company reported €117 million profits for the Q1 of 2020 even though the COVID-19 pandemic had severely disrupted its sports betting business.
to offer casino products to operators there for customers under its transactional waiver with bet365 and Hard Rock Atlantic City. It is expected that Playtech will soon be operational in New Jersey.
Also at the AGM was a vote on the re-election of Chairman Ian Penrose was met with opposition with 32.6% of shareholders against appointing Penrose back as Chairman, this is believed to be connected with Penrose also chairman of Playtech’s pay committee and the dispute on Weizer’s pay.
Mor Weizer the chief executive of Playtech said on the announcement that “this was a major milestone for Playtech.” He went on to say, “The US is a highly strategic market for Playtech and we see significant demand for the full breadth of our product offering. We are initially launching our online casino product in New Jersey and over time will increase our products on offer to include Sports, platform, and Live Casino and we will continue to expand into further states as they regulate. This is the first step for Playtech in the US and we are very excited about the longterm opportunity.”
BUT on the highnote the company also announced at the start of June that it has been given the green light by the New Jersey Division of Gaming Enforcement (DGE) to offer its services to operators in the jurisdiction. The company said it is now allowed
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The Industry Influential Women of 2020
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s we enter 2020 and look at who will show the leadership and innovation within our industry both online and land based, The Women in Gaming Diversity has revealed the most influential, innovative and inspiring ladies within our business. As we all know the gender gap is still there with the most recent survey by “Gender Imbalance in Business” shows that: 35% of women hold junior level roles within the
Media and Online sector, 25% represent mid-level management, which is the same proportion in Senior level roles also, BUT the big disparency is at the most senior level where CEO’s live, there is only 13% of women in those positions.
good.
However below we celebrate the women that not just have made the highest peak in business but those leading the charge to show that women in all levels have made a huge impact on their business for
See the next page to see the full list of influential ladies that made the 2020 Influencers of the year.
The list below is in alphabetical order only and does not represent any other order of importance, but shows the most influential women within the entire gambling industry.
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Influential Women of 2020 - The List
The List
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he list was compiled through a range of metrics, their time at the companies, their rise within the companies, their activity within business, any activity supporting women within their business, of course their influence in their region (geographically) and this is only the first “LIST” and an annual list will be updated and improved on in future
lists.
Here are the ladies that made the 2020 Influencers list in alphabetical order: Chryssa Amanatidou – Group Corporate Affairs Director at Intralot Ebba Arnred – CMO at Play’n GO Rachel Barber – CTO at IGT Britt Boeskov, Chief Experience Officer at Kindred Jennifer Bowman – Senior Director Marketing at IGT Hiu-Yu Vanessa Chan – Vice President, Business Development, Greater China & Asia Pacific IGT Stephanie Cheung – EVP and Chief Legal Officer at Melco Resorts & Entertainment Denise Coates – CEO at Bet365 Tracey Cohen – Director of Marketing at TCSJohnHuxley Irina Cornides – Chief Commercial Officer at Gamesys Group Melanie Hainzer – Chief Marketing Officer at Rootz Helen Hedgeland – Managing Director at Evolution UK Therese Hillman – CEO at NetEnt Pansy Ho – Co-Chair at MGM Macau Deb Krupinski – Vice President – Insights and Analytics at Scientific Games Siobhan Lane – Chief Commercial Officer Gaming Division at Scientific Games Ciara Nic Liam – Director of Product Gaming at Betsson Group Lucy Owen – Commercial Director & Head of Account Management at Playtech Alexe Reichert – Head of Marketing Operations at Mr Green Limited Brigid Simmonds – Chairperson at Betting & Gaming Council Paris Smith – CEO Pinnacle Sports Melissa Summerfield – Chief Commercial Officer at Pragmatic Play Shelly Suter-Hadad – CEO at Casumo Akiko Takahashi – Executive Vice President & Chief of Staff to Chairman and CEO – Melco Resorts & Entertainment Paddy Tang Lui Wai Yu – Executive Director/Board Member Galaxy Entertainment Kostandina Zafirovska – CEO at BtoBet
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The Sound of Success: The Process of Crafting Music Slots.
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ould your gaming experience be as enjoyable without music? While we may take it for granted, music is a big part of what makes a game great. Music affects the mood, the tone and even the duration of a gaming session, but most of its effect can go unnoticed. Music plays a massive part in most people’s lives in general, and that’s why the idea of taking music from a solo artist for a band and fusing it with slot games is a great way to create a fantastic slot title. It was the next natural step after the addition of music to slot games, the only thing better than hearing music while you play, is hearing music that you recognise and enjoy. Since the introduction of music slots into the industry, we have seen slots based around the likes of Bon Jovi, Jimi Hendrix and Guns N’Roses featuring a whole host of some of their most popular tracks. We’ve also seen these slots perform well in no small part thanks to the following each one has. There are now even dedicated sites for music-based slots because they have such a significant fan base in the modern slot industry.
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In our first years at Play’nGO we never attempted to bring a music-based slot into the industry. We knew that when we were to do it, as with everything else we do, it had to be right and we had to do it our way; in fact, it wasn’t until 2018 that we released our first music slot, House of Doom, based on the music of Swedish doom metal band Candlemass. Since then we have released a selection of titles working with various bands to bring their sound and per-
sona to life in slot form. Our process is one of collaboration with the artists; we want to make sure that we deliver the full essence of what they do into our slot titles. We understand that an artist’s material is important to them and their fans so, first and foremost, we want to do it justice. That means working closely with them at every step, from the concept through to design. From choosing the right tracks and the right look, all
the way down to deciding symbols and fonts use; it’s a constant back and forth with ideas flowing from each side until we hit the right spot. But that’s not to say that the bands and their sounds are enough to make a good game. We still use these concepts as the basis to create a game that can be enjoyed by anyone, whether they are fans of the music or not. It’s important to remember that first and foremost each slot title has to be entertaining and offer something to the slot audience, whatever their taste in music. Our music slots all give what we at Play’n GO like to call Reel Rockin’ Value. These slots, and all our slots, give Operators great value, they’re not just added to take up space or make up numbers; they are consistent high performers with real entertainment value that players love. Our innovation, plus the creativity of our musical collaborators, let’s players really rock the slots! This year, we are planning a landmark year, with 52 games slated for release, including some more music titles that we’re sure the audience are going to enjoy.
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This includes our upcoming slot collab-
by the band, smash its way across the
and their catalogue’s unique nature.
oration with famed rock group Twisted
reels kicking. They combine with the
From Testament’s expanding ‘Throne
Sister, a seminal heavy metal band that
Wilds and then kick them off the reels
of Thorns’ grid, or Black Mamba’s ‘solo
changed the face of music.
in an exciting animation.
performance’ special features to Sabaton’s chained reels and Mega Symbols,
Led by enigmatic frontman Dee Snider,
This is a unique feature that players
there’s a variety to cater to all interests.
the band formed in 1972 and revo-
will love and fans of the music will rec-
But, in each game, you can listen to a
lutionised rock in the mainstream
ognise the Wild symbol Angry Dad, as
selected playlist of the band’s greatest
throughout the 80s with their energetic
a character from their music videos,
hits and even hear a couple more during
sound and funny, rebellious videos.
and the animation that shows him be-
special features in some cases, allow-
ing kicked off of the reels mimics their
ing players to choose the soundtrack
iconic music videos.
to their own gaming session and enjoy
The slot is tied to the band’s greatest hits I Wanna Rock and We’re Not Gonna
their favourites over and over again.
Take It. While players can enjoy listen-
The creativity of the band has directly
ing to the hits as they play, the game is
inspired the feature’s gameplay, which
Music is everywhere and, whether we
also packed full of innovative features
has led to something new for players
are aware of it or not, it has a profound
including an exciting free roundbased
to enjoy, and that’s what collaboration
effect on who we are and what we do.
on their songs and the music videos that
gets you.
Basing slots around music acts is a way
accompanied them. Using their music to
of connecting players with a game on
inform the design has not only created
If you’re a fan of Twisted Sister and
another level. It adds an extra layer to
a strong link between the narrative and
Heavy metal music you’re sure to get a
the experience for fans of the bands,
the gameplay but also allowed us to de-
lot out of the slot but, if you are just a
while also introducing the music to a
velop exciting features that mean the
player looking for an entertaining ses-
whole new audience of slot players who
game can be enjoyed for more than just
sion, then there’s still plenty there for
might not be familiar but just enjoy the
the names and faces attached to it.
you to enjoy.
game for what it is.
For example, the main feature of the
So it is with all of our music slots,
More music, more games, more fun.
game is We’re Not Gonna Take It; a free
each game is unique in its gameplay
More In one GO.
round that sees a mega symbol, formed
and features, a result of each band
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Betting Shops How They Will Operate Come June 15
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etting shops in England will be opening from the 15th June (Scotland, Northern Ireland and Wales are to open later) but what will they look like for those punters entering the premises? It will certainly have social distancing but what exactly? According to reports in The Times newspaper one of the major moves by companies that run the majority of betting retail such as William Hill, Flutter Entertainment and GVC, is that contactless payment will be pushed hard for customers to use. This is however going to be extremely difficult as some 90% of shop gamblers use cash. Also betting slips will be a thing of the past as staff will accept a verbal bet from customers over the counter
and then repeated back to the customer for confirmation. Or they will be offered to use the electronic betting stations. A limit on the number of customers in the shop at one time will also be enforced with even an electronic door security being used. Other moves to ensure safety is that all furniture will be removed to reduce possible contamination. That is hoped that gamblers will then not stay in the betting shop longer than necessary to allow other punters inside. Hand sanitiser stations will be available throughout all betting shops. Also plastic screens will be installed between gaming machines and counter staff.
is the restriction on betting promotions, most if not all betting shops will carry posters announcing the shop is open and welcome back, not special offers on betting with the resumption of the Premier league football and also Royal Ascot soon. It is a major shift in the way customers will experience betting shops as many gamblers stay and watch their bet win or lose and share their fortunes with friends inside the betting shop. All operators are concerned about the return of gamblers to their retail businesses, it is clear there will be a cautious return by gamblers and the new restrictions on those gamblers when they enter what many look upon as a social pastime.
One thing all operators will agree to
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Ritz Club Casino Closes Its Doors
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he Ritz Club Casino has closed its doors for good after informing staff that they are now redundant on the 31st May. One of the most iconic names in high end gambling in London, famed for its style and elegance has suffered losses over recent years as it along with many other exclusive gambling businesses fight for the dwindling VIP market. The iGaming Post understands from sources that 200 staff whom worked at the exclusive venue have all been informed at the end of May that the club will not reopen from the COVID-19 pandemic. The casino which was owned by the Barclay brothers as part of the Ritz
Hotel has seen a bitter feud erupt by the family with the hotel at the centre with rumours that the hotel has been sold for £1.3 billion to a Saudi investor. Those rumours are still to be verified as the brothers are in a bitter court battle. What is known is that The Ritz Club which closed as did all casinos in mid-March over the COVID-19 pandemic will never open its doors again. The casino has been in its current form since 1977 when Mecca Sportsman and Pleasurama leased the basement of the Ritz Hotel and opened in 1978 as The Ritz Club. Since then the ownership has changed hands until in 1997 it was incorporated into the ownership of the hotel by the Barclay brothers.
However over recent years the casino has suffered from well publicised court cases of wealthy gamblers refusing to pay their gambling debts along with reporting hugs losses over recent times. Back in 2018 the company reported annual losses of nearly £12 million and in 2019 was some £11 million down. One former member of staff told the iGaming Post: “it was such a great place to work, it was so glamorous and the management and customers were the best in London at that time. It is such a shame that those staff have lost their jobs.
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