iGaming Capital by Content House

UNSTOPPABLE GROWTH FOR MALTA’S IGAMING GREATS

TECH SPOTLIGHT: EXPERT INSIGHT ON KEEPING MALTA CONNECTED

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THE RISE AND RISE OF AFFILIATE MARKETING

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WINTER 2020 / 2021

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WINTER 2020/2021 CONTENTS

22 UNSTOPPABLE GROWTH

Three iGaming leaders discuss how challenge can be transformed into opportunity despite a pandemic.

ONE COMMON VOICE

STANDING STRONG

Pandemic or not, iGEN Chairman Enrico Bradamante explains that Malta will remain a hub for iGaming.

Junior Minister for Financial Services and Digital Economy, Clayton Bartolo, asserts that iGaming is one of Malta’s most resilient economic pillars.

40 SAFEGUARDING MALTA’S FINANCIAL SYSTEM

Kenneth Farrugia, FIAU Director, talks through the Authority’s system overhaul and what lies ahead.

46 THE GLOBAL FINANCIAL AND CRYPTOCURRENCY SOLUTION

What is the driving force behind Globiance? Cofounders Irina Mudreac and Oliver Marco La Rosa explain how it works.

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PUTTING PEOPLE FIRST

LeoVegas’ Ernest Mercieca explains how the company innovated its way of working during COVID-19 without losing sight of the team’s goals.

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BOOSTING VALUE BY ESTABLISHING SUBSTANCE

What makes ‘Substance over Form’ integral to successful tax planning? E&S Group’s Dr Deborah Vella has the answer.

69 THE FUTURE OF CONNECTIVITY

Malta’s connectivity experts share their insight into keeping Malta connected in a competitive market.

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AN ICON IN IGAMING

President and CEO of Betsson AB, Pontus Lindwall, gives a glimpse of life as an industry giant.

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126 THE ART OF SUCCESSFUL IGAMING RECRUITMENT

Scandistaff CEO Carl-Henrik Larneryd discusses the science behind effective recruitment in the remote gaming sector.

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A PASSION FOR PROGRESS

ASK THE COACH

C-level executive coach Marion Gamel reveals how questioning can be a powerful tool for successful improvement in business.

Take the leap for opportunities that lie ahead. Petra Maria Poola shares her story.

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WINTER 2020/2021 FOREWORD

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Opportunity always It’s been another milestone few months for those in business. As we continue to unpack the impact of COVID-19 on the economy, we’re starting to get a little clarity on what this all means for us, our teams, and the world at large. Things certainly do look different to this time last year! But one of the best things about the iGaming sector is its unwavering ability to innovate. There’s no getting away from the fact that this is a crisis for many, but numerous companies within the industry have not only maintained their prepandemic success over the last few months, but have grown significantly. We have found out how they did it, and shared their stories, on page 22. And as you pore over the pages of this edition, you’ll also find inspiration from leading iGaming companies and other experts in Malta about how the industry has returned to work and normality. Despite many teams still working from home, the fantastic office culture typified by the iGaming sector remains crucial, as highlighted on page 111. Connectivity, too, is a major talking point, and we zero in on the future of how Malta will not only stay connected but be better connected than ever on page 69. So, yes – these are unusual times. And, yes, it would have been impossible 12 months ago to foresee the way the world looks today. But, for iGaming, the picture remains bright and exciting. We hope you enjoy this issue of iGaming Capital.

PUBLISHER Content House Ltd

Jo Caruana

EDITOR Jo Caruana DIRECTOR OF SALES & BUSINESS DEVELOPMENT Matthew Spiteri

Content House Group 3, Level 2, Mallia Buildings Triq in-Negozju, Zone 3, Central Business District, Birkirkara CBD 3010 Tel: 2132 0713 info@contenthouse.com.mt www.contenthouse.com.mt

CORPORATE SALES & BUSINESS DEVELOPMENT EXECUTIVES Afton Caruana Lara Gail Dougall OPERATIONS & CLIENT RELATIONSHIP MANAGER Elena Dimech CREATIVE DIRECTOR & DESIGN Nicholas Cutajar SENIOR CREATIVE James Debono COVER ILLUSTRATION Cover illustration by Nadine Noko, created exclusively for iGaming Capital

Content House Ltd would like to thank all the protagonists, contributors, advertisers and the project team that have made this publication a success. Articles appearing in this publication do not necessarily reflect the views of Content House Ltd. All rights reserved. Reproduction in whole or in part without written permission of the publishers is strictly prohibited. iGaming Capital is distributed to all leading iGaming companies operating in Malta as well as to relevant business and commercial stakeholders in Malta, including law firms, financial services companies and business consultancy firms, as well as to local auditors, accountants and accountancy firms. It is also distributed to Government ministries and departments, as well as to the waiting areas of private and public hospitals. Beyond the free distribution network, iGaming Capital is sold at leading newsagents around Malta.

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Unstoppable Growth Even with the pandemic and economic uncertainty of 2020, many iGaming companies based in Malta have managed to secure growth and boost their profits. Here, Jo Caruana talks to three organisations that prove every challenge can bring opportunity.

020 was tipped to be a landmark year long before COVID-19 became a daily part of our lexicon. With Brexit striding ahead, a US election on the cards, and a predicted dent in economic confidence, companies across the globe were bracing themselves for what was to come.

announcing a 55 per cent increase in operating income compared to the same period last year, Gaming Innovation Group (GiG) reporting a 47 per cent Q2 revenue rise, and LeoVegas celebrating a year-on-year increase in revenue and net profit for the first half of the year, boosted by a ‘record performance’ during the second quarter.

And come it did, in the form of a virus that has spread around the world causing the kind of upheaval usually reserved for sci-fi movies. It created a black swan that has had far-reaching consequences for almost all sectors out there, and it has made us rethink some of the very core practices around which the post-industrial revolution commercial realm has been built.

“When we started to see the first threats in late January, it was difficult to assess the impact that COVID-19 would eventually have,” says Hans Uhrus, LeoVegas’ Communications Director, as he reflects on the start of the economic shift. “We decided to prepare for the worst. Our main priority was the safety of our employees, in parallel with which we also built a business continuity plan.”

But for iGaming specifically – and for numerous other tech-related sectors – things haven’t been all bad. In fact, many would argue that the agile nature of the industry, coupled with its pre-existing flexibility and ability to pick itself up and try again – placed it in a prime position to not only cope with COVID but thrive.

“Our strategy was to – as quickly as possible – create a duplicate working environment that would allow our teams to deliver their job from safe, remote locations. The switch to communicate solely by video calls and online chats wasn’t too dramatic for us since we already were doing it on a large scale, due to being an international company with offices around Europe. We were ready.”

In fact, several companies within Malta’s iGaming set haven’t just managed to keep their head above water at this time, but have made huge strides ahead – with companies such as Betsson

“Then, business-wise the closing of sports had a negative impact on our Sportsbook product but,

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“THE TRUTH IS THAT IGAMING SUFFERED LESS OF A HIT THAN MANY OTHER BUSINESSES. IN CERTAIN MARKETS THERE WAS EVEN A SLIGHT INCREASE IN ACTIVITY AS PLAYERS WERE INDOORS MORE AND HAD TIME TO PLAY.”

Hans Uhrus, LeoVegas

luckily, our main focus is on Casino, so the hit was manageable and even led to the success we have enjoyed.” That success is highlighted in figures such as LeoVegas’ first six months revenue which, to 30 June, totalled €200.2m – up 10.8 per cent from €180.7m in the corresponding period last year. Overall, this gave the company’s earnings a boost by 43.5 per cent from €22.3m to €32.0m, while its operating profit came in at €18.5m, more than double the €9.1m made last year. “The truth is that iGaming suffered less of a hit than many other businesses,” continues Hans. “In certain markets there was even a slight increase in activity as players were indoors more and had time to play. Add to this that many offline casinos were shut down, and the result was that more customers turned online; many have stayed with us since.” Betsson also made strides forward in recent months and the iGaming giant was able to achieve record revenue in the third quarter of 2020. Its total revenue for the three months leading to 30 September was €163m – an increase of 31 per cent when compared to the same period last year. This was largely down to growth in its casino business, which saw a 39 per cent jump in revenue and a growth of its sportsbook revenue of 12 per cent. “Our third quarter was strong, continuing our positive trajectory from the start of the year despite the obvious challenges faced at this extraordinary time,” says Betsson AB’s President and CEO Pontus Lindwall. “Despite

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the challenges, Betsson has expanded into new markets and also developed new products and features.”

“That success can, in part, be pinpointed to the complete 180-degree turn that we made very early on to switch wholeheartedly into workfrom-home mode from one day to the next. We took stock of our position and, as we had cash in the bank, knew we could keep our team employed and keep investing, so we did. That investment and sense of security galvanised the team and everyone worked hard to deliver hard. I am certainly optimistic about the prospects for Betsson.” Rounding up the success stories, GiG reported a 47 per cent increase in revenue to €16.7m earlier this year. “I am extremely proud of our organisation and of the working methods GiG adopted,” says CEO Richard Brown. “Historically our Media division had an approximate 20 per cent exposure to sports betting, but the team moved fast and adapted extremely well, moving the marketing campaigns towards Casino, where we could quickly capture player intake and drive growth despite interruptions to the sporting calendar. We also moved to remote work and, as our business is digital, we could adapt. It’s testament to our team’s skillsets, planning and communication that we were able to do so quickly and effectively.” “We can also see that, globally, COVID-19 is accelerating certain economic trends. With that in mind, GiG had positioned itself even prior to the pandemic to capitalise on the shift from land-based gaming to online. Thus, with several land-based customers switched over to online, we saw that that had a positive impact during the second quarter. This is an area of focus for GiG’s platform business and one we continue to push towards.” Beyond that, GiG also removed its B2C exposure pre-pandemic, and took the decision to focus on being a B2B-only company in its Q4 2019 strategic review. “I was pleased to have settled on this prior to the pandemic's acceleration, of course,” smiles Richard. “GiG now has all its energy and product offering tailored towards the B2B space, and we are well-positioned to capitalise on the growth and transition to online within the gambling industry. All in all, we have a diverse and robust company that

“WE TOOK STOCK OF OUR POSITION AND, AS WE HAD CASH IN THE BANK, KNEW WE COULD KEEP OUR TEAM EMPLOYED AND KEEP INVESTING, SO WE DID. THAT INVESTMENT AND SENSE OF SECURITY GALVANISED THE TEAM AND EVERYONE WORKED HARD TO DELIVER HARD.” Pontus Lindwall, Betsson

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“GIG NOW HAS ALL ITS ENERGY AND PRODUCT OFFERING TAILORED TOWARDS THE B2B SPACE, AND WE ARE WELLPOSITIONED TO CAPITALISE ON THE GROWTH AND TRANSITION TO ONLINE WITHIN THE GAMBLING INDUSTRY.”

vaccine is produced soon so that people can be safe and that businesses can go back to normal.”

Richard Brown, GiG

With so much recent success under their belt – success that many sectors would no doubt envy at the moment – I ask each of the iGaming leaders to share their insights, in the hope that it will help others to find opportunity in this time.

Pontus, meanwhile, stresses that there is one clear lesson to take from all of this: our inability to foresee everything. “We try to be prepared and we have a risk list at Betsson, which we keep a constant eye on so that we can address things as they develop. But even with that list we did not foresee a pandemic that would hit this hard and this fast! The key therefore is to expect the unexpected, and to have tools in your arsenal to deal with whatever comes up. Admittedly it’s not easy for every company, but it is still my advice.”

Richard starts cautiously. “It would be somewhat disingenuous to provide advice given that GiG has, to a degree, not had to face the scale of the struggles others in this and other industries have and are facing,” he says. “We all want a successful and thriving economic environment to operate in and a healthy society, so I suppose I just want to wish everyone the best of luck in this unprecedented situation. We all hope that a

Finally, Hans agrees that success in light of everything going on does come down to the unique approach and personality of each business and sector, as well as the unique challenges that COVID-19 brings. “My advice is that companies should look back and recall how they built their success originally: to give the best for customers as well as employees. That same recipe is the one that will help the companies to overcome this challenging time,” he concludes.

is well-suited to onboarding new customers and growing our existing customers’ businesses.”

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“As an industry, we have gained one common voice”

Malta’s iGaming sector has gone from strength to strength over the past decade, and iGaming European Network (iGEN) Chairman Enrico Bradamante recently said that the island “continues to be an extremely important hub for iGaming.” However, against the backdrop of the COVID-19 pandemic, the sector is certainly feeling the impact, although as the Chairman asserts, it’s not altogether negative. He discusses the sector’s strengths, challenges and opportunities ahead with Sarah Micallef. 028

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“SOME IGAMING COMPANIES HAVE REGISTERED INCREASES IN REVENUE WHILE OTHERS HAVE STRUGGLED.”

“S

ome iGaming companies have registered increases in revenue while others have struggled,” says iGaming European Network (iGEN) Chairman Enrico Bradamante, discussing the effects of COVID-19 on the industry, affirming that companies that offer sports betting have certainly been affected by the cancellation of sporting events. “For several months there was no revenue from those areas, and this was only partly offset by other product verticals,” he continues, adding that online casino products actually saw increased demand, resulting in higher revenues than previously forecast.

Photos by Alan Carville

But, now that sporting events have restarted, the sector has begun to bounce back. Maintaining that it is still not an ideal situation, with no spectators allowed in stadiums and much of the live betting currently being done at home, Mr Bradamante points out other differences that may have a positive effect. These include the fact that people are spending more time at home, with arguably more disposable income among those whose jobs have not been affected by the pandemic. On the other hand, he says, “a number of regulators throughout Europe have imposed restrictive measures to limit aspects like advertising or the amount of money players can deposit or gamble, making it more difficult for the industry.” Back in 2018, the iGaming European Network (iGEN) was established to bring stakeholders together to find solutions to common issues facing the industry. Since then, the island has seen a lot of positive change, says Mr Bradamante, some of which iGEN has facilitated.

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Pointing out that the gaming industry in Malta has fared well throughout the pandemic when compared to other sectors, the Chairman highlights a number of initiatives undertaken by gaming companies themselves, as well as others co-ordinated by iGEN on behalf of the sector, in order to support Malta at this difficult time. These included campaigns to raise funds for the Malta Foodbank Lifeline Foundation and the Richmond Foundation, as well as the donation of €50,000 worth of face masks to public health workers. “As an industry, we have gained one common voice and one point of contact to drive many different initiatives and conversations,” he maintains, adding that Malta as a country is also going through a profound transformation, in accordance with EU directives. “The upcoming Moneyval assessment is a critical aspect that we’ll be watching very carefully, and we keep in very close dialogue with Government on the actions being taken. The developments when it comes to the rule of law are also positive, so we welcome that as an industry,” Mr Bradamante continues. “All of these are things that, over the past two years, have really accelerated matters in a positive way.” Among the challenges iGEN has been working to overcome since its formation is “the cost of living in Malta, which was becoming too high, and therefore unsustainable.” And while there has been some improvement, the Chairman notes that the island is still considered an expensive destination to live and work. “My prediction overall is that, because of how exposed Malta is to

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tourism and foreign direct investment, it will suffer more from lockdowns related to the pandemic. I expect that the next few years will be difficult for Malta from that perspective,” he maintains. “Going forward, COVID-19 has demonstrated that gaming companies, much like other high-tech companies, can continue to operate very efficiently in a very distributed environment,” he says, adding that, overall, they have maintained efficiency and operations in the service they provide. This, he says, is something that needs to be taken into consideration – by Malta and the companies themselves. “In the future, we may not need to have offices that are so big. For employees, being physically based close to the office is becoming less important, so they can look at living in other parts of Malta or even Gozo, and even consider relocating back to their home country and working from there. I think that the companies that will succeed in the future are those that allow their employees to have this option, and this is going to provide some interesting challenges,” Mr Bradamante adds.

“GOING FORWARD, COVID-19 HAS DEMONSTRATED THAT GAMING COMPANIES, MUCH LIKE OTHER HIGH-TECH COMPANIES, CAN CONTINUE TO OPERATE VERY EFFICIENTLY IN A VERY DISTRIBUTED ENVIRONMENT.”

Linked to this, a recent MGA report found that 69 per cent of employees in the online gaming sector are non-Maltese, highlighting the need for expatriate workers to sustain the ever-increasing demands of the industry. Speaking of the skills gap that is prevalent in the industry locally, the iGEN Chairman agrees that “roughly two-thirds of the people employed in the gaming industry are foreign”, and while some may be inevitable – employees required to speak specific languages, for example – many are positions for which the companies cannot find skilled locals. Highlighting that the Maltese are still attracted to more traditional professions, Mr Bradamante says that techbased jobs are not as popular. As a consequence, iGEN, with the support of Gaming Malta, has been reaching out to educational institutions like MCAST and the University of Malta to explain what the industry needs. “I feel that the gaming industry still has a reputational negative in Malta,” he says, pointing to this as an obstacle for those considering a career in gaming. “It is, in fact, a very futureproof career, because gaming is a high-tech industry. What we have demonstrated through the pandemic is exactly that. It’s a super exciting sector to be a part of.” Last September, iGEN also launched an initiative called Why iGaming, supported by Gaming Malta, to promote careers in the iGaming sector locally. Describing it as a portal for the industry to communicate with the consumer, the Chairman explains the function of its first phase. “We have created a link between the career >

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“ROUGHLY TWOTHIRDS OF THE PEOPLE EMPLOYED IN THE GAMING INDUSTRY ARE FOREIGN.”

that the biggest opportunity is the continued increase in players. “If you look at the overall universe of gambling, there are still very few people that gamble, especially online,” he maintains, referencing a natural move for everything that is brick-and-mortar to go online, which has also been accelerated by the pandemic. “This creates a lot of opportunities for us. The pace is also much faster in the gaming industry when compared to traditional sectors like manufacturing or banking. This allows you to develop, grow and learn more quickly.”

pages of iGEN’s 23 member companies and the Why iGaming website, so interested parties can search all the vacancies that are available within the member companies directly from the website,” he reveals, adding that there are an estimated 700 open positions within the industry locally. “Through this initiative, we have access to over 250 such positions in some of the largest companies and, soon, we will feature more than half of the open positions, and would-be employees will be able to search and apply directly from the website.”

As for his predictions for Malta’s continued role in gaming, the iGEN Chairman feels that the island will continue to enjoy a unique position as the centre of gaming excellence. “In Europe, there really isn’t another location where there are so many companies, and a critical mass of employees that all live in a confined area. It is super-efficient to meet a lot of key decision makers, or simply to find employees that have the right experience,” he says.

“This is a new and unique proposition for whoever is interested in working in the industry,” Mr Bradamante continues, affirming that the portal targets Maltese professionals, and in addition to the search function, also offers information about working in the industry, responsible gaming initiatives and testimonials from employees working in various companies.

And with an estimated 7,000 people working in the industry locally, Mr Bradamante considers, “Malta is in a unique position worldwide.”

Looking at the opportunities for the sector moving forward, Mr Bradamante believes

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Standing strong The iGaming sector, like many industries across the globe, has seen COVID-19 shift the fundamentals it may have taken for granted, changing its revenue streams and altering its operations, despite its natural reliance on technology. Yet, as the Junior Minister for Financial Services and Digital Economy, Clayton Bartolo, tells Rebecca Anastasi, the industry is one of the economic pillars most resilient to the changes brought about by the pandemic.

n April, towards the beginning of the coronavirus crisis, the Malta Gaming Authority (MGA) conducted a survey among its licensed online operators to determine the repercussions felt by the industry as a result of the pandemic. Released at the end of May, the survey revealed that the B2C division was hit hard, with the aggregate Gaming Revenue (GR) set to drop by 12 per cent by this December, driven by reductions in sports betting which was projected to decrease by 40 per cent. Moreover, B2B licence holders could expect a 20 per cent loss in revenue over the course of the year. In addition, 66 per cent of firms – operating across B2B or B2C activities – were postponing investment plans, as land-based activities had been suspended completely through the Government’s monthslong National Health Emergency. And, while there hasn’t yet been a more recent survey updating these results, the consensus amongst industry pundits is that the sector has been, and will continue to be, affected, though the extent to which this is the case may be difficult to fully ascertain. >

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“WE ARE DETERMINED TO ENSURE THAT THE GAMING AND OTHER DIGITAL SECTORS ARE SUPPORTED IN THE BEST WAY POSSIBLE.”

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“WHEN SPORTING EVENTS WERE CANCELLED OR POSTPONED DUE TO THE PANDEMIC, THE SECTOR STARTED INNOVATING AND FOCUSING MORE ON PRODUCTS THAT COULD REPLACE BETS ON LIVE SPORT EVENTS, SUCH AS VIRTUAL SPORTS.” >

Indeed, while today the economy has opened - with all its inherent risks – much uncertainty remains as virus numbers continue to rise, bringing unease and a sense that a tough winter lies ahead. Yet, according to the Junior Minister for Financial Services and Digital Economy, Clayton Bartolo, resilience characterises the iGaming industry, and he is confident the sector will weather the storm through its ability to adapt to the challenging circumstances.

However, the Junior Minister continues to emphasise that iGaming’s reliance on technology and its takeup of sophisticated digital systems has meant it has been better placed than most to weather the storm. “Government has been pleased to note that the industry is one of the economic pillars most resilient to the changes brought about by the pandemic, as the industry is forward-looking from an IT perspective, and, therefore, well-equipped to handle the required levels of remote working, for instance, that the pandemic has forced workplaces to implement.”

“When sporting events were cancelled or postponed due to the pandemic, the sector started innovating and focusing more on products that could replace bets on live sport events, such as virtual sports,” he explains. “Nevertheless, the restrictions brought about by COVID-19 have still had an impact, due to the necessity for increased remote working and the rise in certain compliance costs, accompanying the growth in the need for monitoring responsible gambling.”

Despite this, remote working – as well as the decrease in travel – may have another unintended consequence: a drop in the number of job roles filled by staff willing to relocate, I point out. This would impact upon Malta’s property sector, resulting in a drop in profits for one of Malta’s main economic sectors. Mr Bartolo does not seem overly concerned, however. >

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“GOVERNMENT HAS BEEN PLEASED TO NOTE THAT THE INDUSTRY IS ONE OF THE ECONOMIC PILLARS MOST RESILIENT TO THE CHANGES BROUGHT ABOUT BY THE PANDEMIC.”

In response, Mr Bartolo admits that it is reasonable to assume a decrease in entertainment spending, as disposable incomes become tighter. But he reiterates the authorities’ commitment to mitigate against any unemployment. “The Government is constantly keeping a finger on the pulse of the industry and monitoring its performance in order to determine whether action is required to avoid job losses in the sector,” he affirms.

“The number of vacancies in the iGaming sector in Malta is constantly substantial. However, the Government is aware that continuing to ensure a steady stream of talent available for employment in Malta is key to sustaining the ecosystem,” he explains, adding that, as a result, the authorities are continuously striving to implement incentives to satisfy human resource requirements. “This is always high on the agenda,” he underscores.

In the meantime, he also refers to the rise of other verticals and the increased focus on other revenue streams as an example of “how the industry continues to innovate and grow”. Indeed, industry pundits and observers have seen live casino betting increase in popularity – replacing the physical experience – though Mr Bartolo believes it is still premature to establish whether this will continue in the long-term, saying that “when sport restarts, the pattern might revert back to the prepandemic situation.” Yet, in the interim, and within the context of an escalating situation in Europe, will iGaming workers lose their jobs, I ask? I refer to comments made earlier in the year by iGEN chairman, Enrico Bradamante, who had said that “overall, the expectation of spend is down and expected to be less” and that “people will lose their jobs”.

And this is because the creation of jobs is also central to the overall sustainability of the sector, the Junior Minister says, underlining the need for the island’s educational capabilities to transfer skills to match the competencies required. “The gaming industry is already based heavily on technology, and the resources required reflect that reality. Together with the Gaming Malta Foundation, the Government is working to bridge the gap between industry and Malta’s academic institutions, so as to ensure that the educational system equips students with the required skill sets to bring added value to prospective employers within the sector,” he explains. Looking ahead, Mr Bartolo insists the Government will keep liaising with the sector, to ensure it has the resources and capabilities it needs to remain buoyant despite the difficulties. “We have always kept an open channel of communication with the industry, and all the more so throughout these turbulent times. The current efforts to develop the Digital Strategy for Malta for the coming years will also take the effects of the pandemic into account. We are determined to ensure that the gaming and other digital sectors are supported in the best way possible,” he concludes.

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Safeguarding Malta’s financial system In the wake of a challenging few years for the Financial Intelligence Analysis Unit, during which time it has overhauled its system to align with recommendations put forward by various international institutions, it is now well-positioned to be an example of positive change for others to follow. Martina Said meets Director Kenneth Farrugia to understand what’s been done, and what’s next for the FIAU.

recommendations made by Moneyval in its 2019 reports applicable to the FIAU.”

ince 2017, the Financial Intelligence Analysis Unit (FIAU) has been in an intense process of transformation – the same year that Director Kenneth Farrugia took the helm to steer the organisation through exceedingly challenging times.

Since taking the reins, the Director agreed on a three-year restructuring and development plan with Government after identifying one of the Unit’s primary weaknesses: a lack of financial and human resources that severely limited its ability to carry out its work effectively. Today, the picture is already quite different. In 2017, the FIAU’s annual budget amounted to €1.3 million, while in 2018, it shot up to €10.3 million, which has largely remained the same since. On the human resources front, the Unit went from a team of 35 officers in 2017 to 93 officers in 2020, with a projected number of staff of 154 by 2021, and to this effect, a move to larger premises.

As the national authority entrusted with the prevention, detection and combating of Money Laundering and the Financing of Terrorism (ML/FT), its roles and responsibilities have widened in recent years in tandem with the growth of economic sectors – the supervision of which, from an AML/CFT perspective, falls under the FIAU’s remit. The Unit is assisted by other authorities – the MFSA for the financial sector, and the MGA for iGaming and land-based casinos. Recently, the Unit’s work has been dominated by its efforts to overhaul the way it works in order to address shortcomings in its functions and effectiveness. Mr Farrugia explains that the FIAU had agreed on and has implemented a 138-point action plan with the European Commission (EC) and the European Banking Authority (EBA), “and much of the work carried out reflects this commitment. The FIAU has also been heavily involved in the transposition and implementation of the fifth Anti-Money Laundering Directive (5AMLD) and implemented the

“In response to the events of 2017, including the formal opinion of the EBA on the breach of Union Law with regards to Pilatus Bank, we revamped all supervisory and enforcement processes as well as reorganised the whole structure of the FIAU,” says Mr Farrugia. “The growth of the FIAU necessitated a need to invest in IT, corporate services and HR. Our main aim was capacity building, both in terms of

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an inspection or a meeting, with subject persons. For the medium and low risk, a supervisory intervention is carried out once every four years,” says Mr Farrugia. “To undertake such commitments, you need the necessary human and technical resources. The FIAU invested heavily in these two areas and we are now reaping the benefits of these investments.”

“WE WERE REQUIRED TO SET OUR STANDARDS TO THE HIGHEST LEVEL, AND I THINK WE ARE NOW THE YARDSTICK FOR OTHER JURISDICTIONS TO FOLLOW.” human resources, as we couldn’t move forward without a bigger and stronger team, as well as technical resources, namely investing in an IT infrastructure, databases and systems that serve as a vital tool for our officers to carry out their work. Combined, these allow us to achieve a higher level of efficiency and effectiveness.” The issue surrounding a lack of human resources was in fact highlighted by all international institutions that have, to some degree or other, assessed the operations of the FIAU, namely the EBA, the EC, the International Monetary Fund (IMF) and Moneyval, the Director adds.

Indeed, in its half-yearly report January to July 2020, the FIAU stated that, until the end of the period under review, it received over 2,200 Suspicious Transaction Report (STRs) in comparison to the 1,448 reports received during the same period in 2019. The Unit anticipates the number could increase as it becomes easier to submit STRs following the launch of goAML, one of its new IT solutions. In conjunction with this is better cooperation and sharing of information, both critical components in the fight against money laundering and other financial crimes. The half-yearly report states that, over this period, the Unit made almost 9,000 requests for information to financial institutions as well as other Maltese bodies, including the Police, Malta Financial Services Authority (MFSA) and Malta Gaming Authority (MGA), as well as Financial Intelligence Units (FIUs) in other countries. It also shared over 1,800 Spontaneous Intelligence Reports with its foreign counterparts. In return, the FIAU received over 700 requests for information, mainly from the MFSA, other supervisory authorities and FIUs. From this combined information, 58 intelligence reports were sent on to the Police as well as a further 19 communications containing additional information in relation to previous cases. Part of its system overhaul, and an achievement the FIAU is most proud of, relates to the average time it takes to analyse an STR when there’s reasonable suspicion of money laundering and sending a report

“You cannot have an international financial services centre like Malta with around 2,300 subject persons, including 24 local credit institutions, and a Financial Intelligence Unit with just 24 employees,” he asserts, adding that the Unit has multiple functions, including intelligence analysis; supervision of compliance by subject persons with AML/CFT requirements; guidance, outreach and training; setting up and administering the Centralised Bank and Payment Account Register (CBAR); and soon, monitoring of compliance with restrictions on the use of cash. “In terms of supervision, one of the changes we agreed with the EBA is to introduce the concept of cycles, where once every 18 months, we carry out a supervisory intervention, either

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to the Police. “We’ve reduced the average time from 359 days to 90 days, and we’re aiming to further reduce this to 60 days in the coming months. This was also one of the Moneyval recommendations,” says Mr Farrugia.

Maltese authorities are all working hard to avoid Malta being placed on the grey list.” Transforming the FIAU was no small task, and Mr Farrugia believes that, in spite of all the challenges, the implementation of the EBA Action Plan was certainly one of the biggest. “To avoid an infringement on Malta, which we managed to do, we overhauled the FIAU in six months. It was a massive task that included six-weekly meetings in Brussels and London for regular discussions and feedback. We also engaged a renowned international consultancy firm to assist us in the process and provide quality assurance, before reverting to the European Commission. The whole team worked extremely hard to achieve the necessary results,” says Mr Farrugia.

Delving further into the subject of Moneyval, Mr Farrugia highlights that there are different processes running in parallel – one by Moneyval, which deals primarily with technical compliance, and to whom a final report was submitted in October 2020, and the other by the Financial Action Task Force (FATF), the global money laundering and terrorist financing watchdog, which will be following up and assessing Malta’s progress in addressing the weaknesses in effectiveness identified in the Moneyval report. “With regards to technical compliance, Malta had nine recommendations out of 40 which were rated as ‘partially compliant’, and with respect to which the country is expected to demonstrate progress. Five of these were either directly or indirectly related to the FIAU – and have since been fully addressed. The other four were actioned by the national coordinating committee within the Ministry for Finance. A decision regarding technical compliance will be communicated in April 2021,” says Mr Farrugia.

And while it was undoubtedly a tough period for the Unit, the Director says the team managed to turn the challenge into an opportunity. “We have built strong relationships with the European Commission and the EBA, which we didn’t have before,” he asserts. “It is now promising that the EBA is encouraging >

“With regards to effectiveness, that is no longer the remit of Moneyval but of the FATF. From the 11 Immediate Outcomes (IOs), we received a low or moderate rating on nine, and as far as the FIAU is concerned, we have implemented all recommendations that deal with policies, procedures, and processes. We are now working to make this effectiveness visible,” he explains. “Effectiveness is measured by having the necessary evidence to show to the FATF. For instance, from a supervisory perspective, if previously we conducted 40 examinations on a yearly basis and we are now conducting 180 supervisory interventions annually, we deem this shows effectiveness. We are now working towards further improving these results, and the

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WHAT IS THE FIAU AND WHAT DOES IT DO? >

The Financial Intelligence Analysis Unit (FIAU) was established by statute (through amendments to the Prevention of Money Laundering Act) in 2002. The FIAU is an autonomous and operationally independent Government agency. It is not subject to any interference or influence by any other authority as recognised by Moneyval in the latest Mutual Evaluation Report.

our staff to participate in EU-wide working groups, to show our system to other jurisdictions. We were required to set our standards to the highest level, and I think we are now the yardstick for other jurisdictions to follow.” On a personal level, Mr Farrugia says being at the helm of the Unit has also had its challenges. “Being in the public domain and on the receiving end of serious allegations is never easy. We cannot divulge case-specific information and we’ve always done our work independently. Every decision is taken via internal committees, and my vote is equal to that of the other members,” he says. “It was also frustrating to see supranational authorities not using the same yardstick with other jurisdictions. But we are passionate about what we do, and the developments of the last years have given us a chance to improve all around.”

WHAT IS THE SIGNIFICANCE OF ITS WORK?

Prevention of money laundering does not only serve the obvious purpose of combating the use and enjoyment of criminal proceeds and indirectly crime in general, but it seeks to protect the financial system from being infiltrated and used by criminals. The ultimate aim is to fight criminality, have an economy built on legitimate business activity and to safeguard the reputation of the country. This encourages legitimate investment and the creation of legitimate wealth.

The greatest reward, he continues, is working with the entire FIAU team. “We wouldn’t be where we are today without the excellent team and key people I have around me. It is, first and foremost, a team effort driven by people who are passionate about AML/CFT and who are willing to go the extra mile to succeed, and that is the greatest reward.”

Through its various functions, the FIAU contributes to protecting the financial system. However, it cannot achieve this on its own. There are other stakeholders that must also contribute their part – financial and non-financial subject persons, the Police, prosecutors and the Law Courts are among the most important players that have a role to play in seeking to effectively ensure that Malta’s reputation is safeguarded for the benefit of businesses and society.

WHAT IS THE FIAU’S ROLE IN THE FTF – MONEYVAL ASSESSMENT?

The FATF – Moneyval evaluation is not an assessment of the FIAU but an assessment of the effectiveness of the AML/CFT system in Malta, including technical compliance with the FATF standards. The FIAU is one of the several entities and stakeholders that are required to contribute to an efficient and effective AML/CFT regime and that fall within this assessment. The main responsibilities for which the FIAU is assessed are the intelligence analysis function and the AML/CFT supervision function. Other aspects include the understanding of both national, sectorial and subject person ML/FT risks, effectiveness of analysis and dissemination of intelligence including strategic analysis, national and international exchange of information and cooperation, risk-based approach supervision, enforcement and imposition of sanctions, guidance and outreach to subject persons.

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A global financial and cryptocurrency services group TO SERVE WORLD CLIENTS

Globiance describes itself as merger of a bank and a cryptocurrency exchange. The main driving force behind the project – Irina Mudreac and Oliver Marco La Rosa, partners in business and also in life – explain to Ray Bugeja how it works.

he idea to set up Globiance was born in 2018. At the time, its seven co-founders were of the opinion that cryptocurrencies would replace the banking system in a short time. However, they soon realised that this was far from true and that what the world needs is a bridge between the traditional financial system and cryptocurrencies. “We also realised that it is very hard to find banking solutions for crypto or other high-risk industries and we started to focus on finding suitable banking providers for us and our clients. From the start, we planned a global set-up to be able to serve clients around the world in line with their needs,” they recall.

Ms Mudreac, the company’s Chief People Officer, and Mr La Rosa, the CEO, say they have helped a large number of clients, including most major gambling groups in Malta to open accounts in one or more banks. Crypto services were also launched as, slowly but surely, the gambling industry pushes more volume towards cryptocurrencies.

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Mr La Rosa had been involved in successful ventures in the past and has over 13 years’ experience with his team, servicing banks in Europe and knowing, as well as supporting, the IT platforms used by such banks that now benefit Globiance. Prior to co-founding Globiance, Ms Mudreac had set up two successful ventures herself. With a background in psychology, she does not only fulfil her official role in the company, but she also plays a crucial part in vetting new suppliers and business partners. The other co-founders Alexander Pfau and Sascha La Rosa have a technical background and are responsible for the platform. Nicolas Bruzstowski, serial entrepreneur and owner of The Network in Malta, as well as Oliver De Bono, the former COO of Malta Blockchain Summit and Sigma, are the marketing gurus in the team. “We complement each other very well. Despite facing several setbacks with the project initially, we never gave up and always followed our goal and, finally, launched our first platform in May 2019,” they assert. >

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In addition to the Estonian and UK platform already in place, Globiance recently took over a Singapore EMI, which besides serving as the expansion’s headquarters in the Asian markets, also allows the company to offer more services directly.

“FROM THE START, WE PLANNED A GLOBAL SET-UP TO BE ABLE TO SERVE CLIENTS AROUND THE WORLD IN LINE WITH THEIR NEEDS.”

The founders point out they do not plan to replace their banking partners but believe in working with several banks in numerous countries and integrating more each month so, in the end, clients will have one platform with all banking services available in one place: “onboarding with an additional bank through Globiance and doing daily business without the need to log into multiple banking platforms to check balances and execute transactions.” Globiance, Mr La Rosa explains, provides financial services to both professional and personal customers. Its platform covers exchange and trading of crypto and fiat currencies, payment solutions and worldwide transfers. Globiance is one of the few platforms with a global approach and, additionally, features integrated individual bank accounts for each client, they add. It focuses on the user experience of buying and selling crypto, combined with the ability to instantly withdraw fiat to the integrated accounts, and personal client support that does not hide behind emails.

currencies including EUR, GBP, USD, SGD, HKD, THB, MYR, IDR, CNY, JPY, KRW, LAK, VND, AUD, NZD, CAD, ARS, MXN, BRL, COL, CLP, PEN, TRY, ZAR, NGN, KES, UGX, INR and GTQ. Besides buying and selling cryptocurrencies (largescale crypto-to-fiat cash-outs or buying crypto), users can handle their payments within the platform (internal, national or international via crypto or SEPA/SWIFT). Also, retail users can pay businesses on the Globiance platform with crypto or fiat currencies, they say.

In October, the company launched its UK-based multi-bank platform GlobiancePay. Through this platform, the co-founders say, Globiance not only opens SEPA/SWIFT accounts for its clients but also merges multiple banks in one offering and can provide IBANs under one login. In addition, accounts will be dedicated in the client’s name for SWIFT payments. “It is a great platform and we are very proud to be able to offer it to our clients,” Ms Mudreac asserts. Multiple Tier 1 banks are behind the platform and users can open one or multiple accounts from each bank to create redundancy and different payment rails for business sections or regions, she explains.

The Globiance Payment Gateway was launched beginning of October and features more than 220 built-in connections to Acquirers and Alternative Payment Methods. Globiance starts with offering different acquirers solutions in its gateway while it onboards with the card networks directly to be able to grant its clients the most competitive rates possible, the top company executives continue. They explain that banking and crypto exchange services go hand-in-hand on the company’s platforms, which is why it integrates its banking partner in the platform, making it easier for clients to deal with both crypto and fiat currencies.

Globiance works with over 35 banking partners and it strives to make all of them accessible as fast as possible in either the UK-based GlobiancePay platform or the Globiance global platforms.

Given the sensitivity surrounding the use of cryptocurrencies, the subject of regulation is inevitably raised. “From day one, we planned to conduct KYC/AML on a banking level as we already understood that is where the industry is heading once it matures, so we were not surprised by the tightening of regulations,” they explain. “Each user goes through KYC/KYB and AML checks, powered by our partner, ShuftiPro, before one is allowed to trade. We also integrated the coin analysis services of Ospree, ensuring the safe origin of coins traded on our platforms. We have our own Compliance Department, which >

The goal is to facilitate access to all underlying banks via a combined interface, listing IBANs of multiple banks together with the client’s crypto and fiat assets for a complete overview of one’s finances with the ability to initiate crypto and fiat payments in all directions. The newly-released Globiance global platforms (Europe, Asia, Latin America, Middle East, Africa, Pacific and the Commonwealth of Independent States) now feature multi-language and multicurrency wallet accounts providing several

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ensures the safety of all business partners and clients dealing on our platforms,â&#x20AC;? the co-founders point out.

real estate. In their view, such methods facilitate the trading of illiquid assets and, thus, allow more investors to participate, including those with small budgets. Real estate developers can, finally, reach into every household to turn them into investors, they add.

When asked about their opinion on ICOs, they add that the air for Initial Coin Offerings (ICOs) has become thin and that there are very few projects that still obtain funding. However, on the other hand, they remark, this results in a natural selection and the filtering out of â&#x20AC;&#x153;badâ&#x20AC;? projects that would have never received funding before the ICO regulation.

The co-founders strongly believe that cryptocurrencies and digital currencies will stand the test of time. For example, more and more banks join Ripple to ease transfers between them and, also, national currencies are being planned and deployed globally, they explain. Globiance especially follows the national cryptocurrency development closely and will list those in the Globiance platforms to allow their clients to trade as soon as possible.

Too many projects received funding in 2017 and most of them ended silently, Ms Mudreac and Mr La Rosa continue. However, they think there remain some good projects that are worth investing early in and benefiting from their success, provided, of course, that careful research is first conducted as one would do with traditional investments.

As to stable coins, Ms Mudreac and Mr La Rosa deem them very important for mass adoption. Many users fear the volatility of cryptocurrencies but with stable coins they can be sure their money has the same value tomorrow, they explain. Acknowledging that

Security tokens, the business partners insist, have a place in the market, especially for commodities and

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“DESPITE FACING SEVERAL SETBACKS WITH THE PROJECT INITIALLY, WE NEVER GAVE UP AND ALWAYS FOLLOWED OUR GOAL.” fiat currencies are changing value too, they note this is not happening at the same rate as cryptocurrencies. Crypto usage, they note, is already much better than before and many industries value their speed and easy handling, using crypto to settle their bills and to receive payments. The acceptance increases every day and, in their view, it is just a matter of time before one can speak of mass adoption.

Globiance already planned five live platforms before adding the CIS and Pacific global platforms as well as the Globiance Gateway, which are also all live now. In addition to the GlobiancePay multi-banking platform which starts end of October, Ms Mudreac and Mr La Rosa say more solutions and platforms, including a platform for the North American market, will be released in future.

Globiance is working on its own Singapore dollarbased stable coin together with its partners, XinFin. It considers the Singapore dollar to be a very important currency for Asia’s trade finance and the company is hoping to drive the digitisation forward, facilitating the trading with its SGDX stable coin.

Globiance offers global platforms that cater to the needs of business and retail clients alike but, today, it focuses on corporate clients that use its services. “We are permanently improving the platform and strive to become the provider that makes all our clients globally happy,” they note.

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At the forefront in creating new office experiences Design Hub Malta offers a full design-and-build fit out package for existing or new offices spaces. Its team prides itself on maximising space, creating innovative design solutions, and crafting â&#x20AC;&#x2DC;one offâ&#x20AC;&#x2122; designs for international online businesses. In this article, we invite Design Hub Managing Director and Interior Architect Sean Cassar to answer a few questions about his role in designing and fitting out offices for some of the largest names in online gaming in Malta. >

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GIVEN CURRENT CIRCUMSTANCES, CONSIDERATIONS MUST BE MADE WHEN DESIGNING AND FINISHING NEW OFFICES. WHAT ARE A FEW OF THOSE CONSIDERATIONS AND WHAT SHOULD BE KEPT IN MIND WHEN PLANNING A NEW OFFICE AT THIS TIME?

The first thing we think about today is general space allocation and the fluid flow of traffic through the entire office. Breakout areas and dining facilities would be more comfortable if there were no bottle-necks or dead ends if and when possible. Open-plan work spaces also need to be carefully structured. Desk clusters separate the space and can give different teams an identity. In turn they increase user comfort and aid in creating solid barriers between staff.

HOW DO YOUR CUSTOM DESK CLUSTERS ENHANCE OFFICE SPACES?

We design all our desk clusters on a custom basis and supply them to our clients. This enables us to plan all the dimensions dependent on team clusters and positions within the open plan. For increased visibility, the heights of these clusters are carefully calculated depending on the level of vision needed from team to team. The design elements and materials we incorporate increase sound absorption, giving the seated user a more focused work aura.

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DO YOU HAVE ANY RECOMMENDATION ABOUT HOW TO FURTHER MAXIMISE AN OFFICE SPACE?

Storage compartments for office use or lockers for staff are usually located in one part of an office. I tend to propose scattering these storage compartments around the spaces, based on their function and who would be assigned to use them. Once we have determined positions of usage, we can fuse their design into the desk cluster privacy structure. In turn this means we have managed to free up space in another area of the office, have enhanced social distancing, and have customised a design that fits into the brand identity of the company.

WHAT FACTORS ARE FUNDAMENTAL FOR A CLOSED OFFICE TO BE COMFORTABLE TO WORK IN?

The most fundamental for both open and closed offices is forced ventilation and fresh air from the health aspect of staff. Acoustics and lighting considerations are vital when it comes to creating a more comfortable work environment. In most cases, we design and build different features within closed offices that introduce the room to a particular design.

ARE THERE ANY OTHER ELEMENTS YOU FEEL OFFICES SHOULD HAVE INCORPORATED INTO THEIR DESIGN TO BOOST STAFF EXPERIENCE AND TO STAND OUT FROM OTHER COMPANIES?

Particular features and designs within the space are initially considered around the brand identity, and we then propose a splash of materials. Feature areas are then customised and sculpted to fit the spaces, whether it is a feature on the floor, wall or ceiling â&#x20AC;&#x201C; or even all three! Most features we have designed highlight how walls and ceilings are a great playground for combining materials to both act as sound absorbers and add fun design elements, thus enhancing the brand identity and giving the backdrop added architectural elements.

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All bets on players’ wellbeing

Photos by Tyler Calleja Jackson

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Customers are top priority for the Betsson Group – not just in terms of their custom but also in ensuring they behave correctly and do not take unnecessary risks. Melissa Zalbeigi, Head of Customer Service, and Eduards Jakubovs, Head of Responsible Gaming, explain to Ray Bugeja what their teams’ work entails. WHAT DOES ‘TAKING CARE OF CUSTOMERS’ MEAN FOR BETSSON GROUP?

us. We also train our CS agents on how to react – these are not easy conversations but they need to be done by the agents or the RG analysts.

Melissa: We’re a team of about 200 talented individuals in the Customer Service (CS) Department. From a CS standpoint, everything we do is with our customers in mind – be it a change we want to implement, a KPI we want to measure or a promotion another department wants to run. We always ask ourselves: how will this affect the quality and efficiency of the service we offer to our customers?

HOW MANY QUERIES DO YOU RECEIVE AND HOW DO YOU ENSURE QUALITY?

Melissa: In September, we had about 190,000 queries. August had 180,000, which is more in line with our average, even pre-COVID-19.

We know that our customers want a quick and a reliable answer, and we always adapt our ways of working to ensure we meet or exceed those expectations. Our customers’ needs are constantly changing and we too need to evolve. So, our core value is to keep our customers’ needs as our top priority.

We have several SLAs (the length of time assigned to each task) that we strive to abide by in order to offer top-notch service. All chats should be picked up within 60 seconds, emails answered in less than 60 minutes and phone calls within two minutes. Last year, we introduced the first chatbot in the industry. The chatbot, ADA, can answer the customers of several Betsson Group brands in different languages. Since COVID-19, we’ve seen a spike in some queries and, therefore, focused on ADA to pick up on more of these queries. We trained ADA so that if it detects that a customer is having difficulties related to problem gambling, the chat is transferred to one of the agents and, if necessary, that agent can then escalate the issue to the responsible gaming team.

Eduards: From a Responsible Gaming (RG) standpoint, taking care of customers relates to the most vulnerable group of players. Our goal is to highlight those players that are at risk of experiencing problems as early on as possible. We look out for any signs, even mild ones, such as some slight dissatisfaction or frustration, and more severe ones too. Our CS agents are trained and fully aware of these risks and know which signs to look out for and which emotions to pick up on so they can escalate the issue to

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We have several KPIs that we measure. Some are done internally whereby, through the Oracle Service Cloud, our team leads can rate the chats of the agents from one-to-five based on several criteria.

same applies for some of our team leads, who have been with us for four years or more. We also take care of our agents. We offer an internal career ladder, allowing our agents to progress within the department or even in other functions within Betsson. That’s where the size of Betsson is an advantage, as it allows for this sort of career progression.

We also look at the customer support satisfaction index, where clients can rate their interactions with our support staff. We get between 10,000 and 12,000 surveys a month, and this gives us a lot of data that allows us to check whether our agents are knowledgeable about the different topics we cover. When we spot any gaps, we can plan refresher courses and training accordingly.

Eduards: When it comes to player protection and safer gambling, Betsson Group is one of the most experienced operators in the field. We were one of the very first operators to set up this function and, as a result, have talented people who are very experienced. They have also witnessed the progress made over the years, so the experience we have within the team for player protection is a unique factor: we know what to do.

We also have what’s called the ‘Voice of the Customer’ – a monthly operations report we prepare for the entire organisation. This helps everyone to know what our agents on the floor are dealing with on a daily basis, and helps different teams to keep that in mind when planning their next projects, new features or upcoming promotions.

Another factor is that ‘fair play’ has been one of Betsson Group’s company values for a very long time, way before it was mainstream.

I’m proud that our customer satisfaction index has remained very high at approximately 90 per cent. Customers can also rate the online chatbot and this fluctuates between 85 per cent and 90 per cent, which is considered very high.

HAS CUSTOMER BEHAVIOUR CHANGED SINCE THE PANDEMIC? ARE THERE ANY DISTINCTIONS WHEN IT COMES TO BRANDS AND MARKETS?

Eduards: Our team now consists of about 10 specialised professionals who handle the cases escalated by the CS team and other functions. CS escalates around 3,500 to 4,000 cases a month, making up the bulk of our cases. As a result, we contact hundreds of people every month to check about gaming behaviour. Where needed, we do not shy away from suspending accounts and, in fact, we do that quite often.

Melissa: I would say we saw a shift at the beginning, primarily due to the cancellation of

ALL OPERATORS TAKE CARE OF THEIR CUSTOMERS, SO WHAT MAKES BETSSON UNIQUE IN ITS APPROACH?

Melissa: There are a few things that differentiate operators. At Betsson Group, we train agents to be the champions of our customers. We do not try to hide behind our terms and conditions, and, if a customer has a problem because s/he did not follow them to a T and we realise it was an honest oversight, we try to help any way we can. Indeed, we ask our agents to raise such issues to the manager/leader on the floor and, in cases where we see that this is happening often for a particular game or offer, we usually reach out to the different functions to see how we can simplify the customer journey. Another unique feature is that Betsson invests in its customer service team – be it through new technology, new features that facilitate in helping customers or by decreasing the need for contact. Our management team has the mindset that the CS function is a way of retaining customers rather than being some sort of liability. We also do a lot for our people. We have quite a few people who have been a Betssonite for a number of years now. I have been here for just over nine years. The

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sporting events, which also led to an increase in queries on the other products we offer. A market that registered quite a significant spike in the beginning of the pandemic was Italy, which we addressed by making some changes within the team. We also noticed that, since COVID-19 hit, the amount of small talk by customers increased. Besides asking their relevant questions, customers started talking about the situation, asking agents how it was affecting them, how it was affecting Malta and other small talk. The fact that we train our agents in such soft skills and how to reassure customers meant we were prepared. Eduards: Our focus on responsible gaming has been a core value for many, many years and, in an organisation the size of Betsson Group, the use of technology is critical. With COVID-19, we took some additional precautions, thanks to our monitoring tool, which we’ve built in-house, based on best practices and years of experience. This monitors and rates customers according to their behaviour and assigns risk levels. When a player behaves in a way that is not in line with his/her normal patterns, the tool alerts our team. We have been monitoring such changes in behaviour for many years but, as of mid-March, we lowered our thresholds so we’re alerted to any differences even quicker. We do not only monitor the amount of money customers deposit but we also look at non-monetary patterns – how often they play, how long and so on. This type of monitoring is done in real-time on a 24/7 basis and the system does not only alert us to any changes in behaviour but, in many instances, we also alert players via on-screen notifications reminding them of possible

“WHERE NEEDED, WE DO NOT SHY AWAY FROM SUSPENDING ACCOUNTS AND, IN FACT, WE DO THAT QUITE OFTEN.” Eduards Jakubovs, Head of Responsible Gaming

risks, referring to RG pages and FAQs and suggesting to take a break. On whether we’ve seen any significant changes since COVID-19, it is difficult to give one blanket answer as each market behaved differently. However, in cases where we’ve seen more activity, we ensured to get in touch with customers and speak to them to see whether they’re aware of the risks, inform them of the multiple tools available, show them how they can control their activity, etc. Apart from this in-house built monitoring tool, the CS team was instrumental in such circumstances. CS agents speak to numerous customers and so they are the ones who can assess whether a customer was negatively impacted by COVID-19, whether s/he has been made redundant or is in lockdown. Agents were very good in escalating cases where they spotted any concerns and the RG team looked into these and addressed each and every one.

DO YOU MONITOR WHAT CUSTOMERS ARE ASKING? HAVE QUERIES CHANGED AFTER COVID-19?

Melissa: We sure do. We have a very comprehensive FAQ section on our sites that we update regularly just to make sure customers have all the information they need if they don’t want to reach out to customer support. The people taking care of our FAQs are the same ones who keep our chatbot updated. As a team we are in regular contact with the branding teams when it comes to existing and upcoming promotions, so that we ensure that all the info is on our site. We also check the feedback we get from customers and address any gaps there. Additionally, customers can rate our FAQs and we’re constantly monitoring these scores and updating the answers accordingly. The FAQs include a section on responsible gaming with links to a self-assessment test and to all the different organisations that can support customers in respective countries. >

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gradually affected our different markets. We have a strong team with a lot of experience, so agents know how to handle different situations. We recognised that having an RG team member on the floor with the CS agents was something that needed to be continued even during COVID. The collaboration with the CS Department is very tight; we’re like one team.

When it comes to player protection, the focus has been as high as ever before, especially during the peak of the pandemic. We tightened our monitoring and lowered the thresholds of our internal tools. During this time, we have further increased the frequency of our communication with customers and widened our reach. In these communications we raise awareness about the multiple RG tools on offer. In some markets, we doubled or tripled our various contacts/notifications with customers.

We also use a tool that scans all social media platforms and online forums. We look at what customers are saying about our brands and assess how we can help. If we spot something concerning, we escalate that with the RG team.

Eduards: During turbulent times, FAQs have become even more important. We also ensure that all the tools we offer are available across all platforms and interfaces, be it desktop, mobile or tablet. Whichever device you use, you can still add limits, self-exclude and more with just a few clicks.

HOW HAVE THE CS AND RG TEAMS ADAPTED TO REMOTE WORK AND NEW RULES AT THE OFFICE?

Melissa: Our office remained open and we observed all the guidelines issued by the Maltese health authorities.

WHAT CHANGES WERE IMPLEMENTED SINCE COVID-19?

Keeping in mind that many of our agents are expats and relatively young, we also organised some small and safe team building events for new agents to get to know one another, meet their managers and create a community.

Melissa: Apart from what we have already mentioned; another major change was the training for new staff. Instead of a classroom environment, induction began taking place online. So far, we’ve had over 15 online inductions and a lot of different refresher courses. In mid-April, we finalised the acquisition of the B2C operations from Gaming Innovation Group (GiG) and we had several training sessions in relation to this.

We believe that feeling you belong to a team and being able to connect affects how long you’ll stay in the company. Our team leads and managers have upped their game in terms of online meetings to ensure all of us update one another and brainstorm together.

Complaints managers have also launched new training about some of most complex issues and complaints we get, and we have trained our agents on how to deal with these situations and how to answer them. We also changed the way our management team evaluates the quality of our agents’ work in order to reflect the new realities and the fact that some were working from home.

Eduards: We’re smaller in size and most of us have been working together for a number of years. The fact that we’ve known each other for a long time makes it easier to shift from working at the office to doing so remotely. Having said that, we still ensure there’s someone from the team on the CS floor to be able to support the team with any immediate concerns.

Eduards: We have protected our customers for years now, so we were in a good position when COVID

Evidently, it is never ‘game over’ for the ever-vigilant CS and RG teams.

AC C O L A D E S Betsson Group is well-known within the industry for its work in Customer Services and Responsible Gaming. Indeed, it has won numerous accolades in these areas, such as: • ‘Customer Services Operator of the Year’ – EGR Nordic Awards (2016-2020) • ‘Customer Services Operator of the Year’ – EGR Operator Awards (2016-2019) • ‘Customer Satisfaction’ – Swedish Gambling Awards 2020 • ‘Customer Services Operator of the Year’ – EGR Italy Awards 2020 • ‘Socially Responsible Operator of the Year’ – International Gaming Awards 2019 • ‘Socially Responsible Sportsbook of the Year’ – SBC Awards 2019 • ‘Socially Responsible Operator of the Year’ – Gaming Intelligence Awards 2020 • ‘Socially Responsible Operator of the Year’ – EGR Italy Awards 2020 For more information about Betsson Group visit www.BetssonGroup.com

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Photo by Tyler Calleja Jackson

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Putting people first Whether through a socially distant coffee catch-up at the office or an online activity at the end of the week, the team at LeoVegas embraced new ways of working without losing sight of their goals. Ernest Mercieca, Employer Branding and Engagement Specialist at LeoVegas Group, tells Martina Said how they managed to make it work.

“I

t has been over 100 days since we gave people the option of returning to the office on Monday 6 July, and it has been impressive to witness the willingness of all of our team to ‘Make It Happen’, as we say. Working as ‘Team Leo’, we have triumphed by staying connected and achieving results from wherever we are,” says Ernest Mercieca, Employer Branding and Engagement Specialist at LeoVegas Group. Having lived through the ups and downs of the past seven months, rapid changes within the workplace as well as changes to the overall iGaming business landscape caused by COVID-19 have been an almostdaily occurrence. Back in March, Mr Mercieca says it was difficult to assess the impact the pandemic would have on people’s lives. “Nevertheless, from the very start, our main priority was the safety of our employees. In parallel with this was our focus on building a business continuity plan, and the company strategy was to, as quickly as possible, create a duplicate working environment that would allow our teams to plan, drive and deliver from remote, safe locations.” To this end, Mr Mercieca explains that a consequence of the pandemic has been an accelerated shift from offline to online, not only for the iGaming sector, but also for retail, healthcare and others. “Remote working was already a benefit that the team here believes in, but ever since COVID-19 hit, we stopped counting hours spent on Zoom and it has been interesting to see how quickly people adapted.”

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Since re-opening their Sliema offices last July, the company has offered staff a hybrid approach in its efforts to maintain a healthy and safe environment for all, which Mr Mercieca says is the company’s number one priority. “Although it was a great pleasure for us to see our offices open once again, remote working will remain intact and has been working very efficiently for us, both before and during the pandemic,” he asserts. “Therefore, we don’t see any issue with keeping this system intact, and of course will adjust our strategy according to any changes that develop.” Even for a company like LeoVegas – a leading mobile gaming company with a digital offering – that offered the option of remote working to its staff prior to the pandemic, maintaining contact and strengthening relationships while staff members worked from home wasn’t without its challenges, and a lot of effort has been put into achieving this for the Malta office and globally as one group. “Various fun and engaging activities were adopted during this period and we held team meetings on a regular basis. Additionally, appreciation packages were sent to all employees’ households, and online fitness sessions and health awareness talks were held, along with a group-wide quiz every Friday,” Mr Mercieca explains. >

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“ALTHOUGH IT WAS A GREAT PLEASURE FOR US TO SEE OUR OFFICES OPEN ONCE AGAIN, REMOTE WORKING WILL REMAIN INTACT AND HAS BEEN WORKING VERY EFFICIENTLY FOR US, BOTH BEFORE AND DURING THE PANDEMIC.”

The company also kept up its monthly initiatives, which are celebrated locally and worldwide, including Pride Month, Pink October, Animal Day, International Coffee Day and Mental Health Awareness Week. While each occasion aims to raise awareness for a specific cause, Mr Mercieca says that these events are also a great opportunity for engaging with all colleagues, whether or not they’re based at the office. “Engagement is an essential aspect in the dayto-day running of any leading company, and we are continuously working on this, ensuring that contact isn’t lost with any member of Team Leo,” says Mr Mercieca. “Even as we navigate these challenging times, LeoVegas has continued to offer new opportunities. Our recruitment is ongoing, and we are on-boarding new colleagues to the Pride across all locations via a 100 per cent digital process, with the choice of working remotely or from the office.”

The company also feels strongly about community involvement. LeoVegas has contributed to the local community at large in recent months, including making a €10,000 donation to the United Nations, sending weekly lunches to front-liners in Sweden and Malta, and contributing to the purchasing of ventilators for local hospitals. “We’ve managed to engage our employees in all of our community projects as one team. This is a daily exercise for us – working out ways to have a positive impact on the community, with the aim of encouraging others to join us on this path, as Leo Cares.”

A trademark quality that most gaming companies are known for is their fun and playful office vibe and culture, often fuelled by engaging and exciting office design, in-house activities and ample opportunities for colleagues to mingle. With the changes that have taken hold over the past year, many colleagues have had to adapt to living in a radically different office environment, practically overnight. What impact did this have on the company’s team members? “When it comes to office culture, we have always worked to achieve the best relationships we could, regardless of the pandemic and whether people are based at the office or working remotely. LeoCulture is a company-wide project that seeks to ensure that all employees are aligned with what the company wants to achieve and how it goes about doing so,” says Mr Mercieca. He asserts that LeoCulture is all about creating selfdriven employees who have the freedom to make wise decisions supported by the company’s passion – that of being ‘King of Casino’ – as well as its four cornerstones and five attitudes. “Our cornerstones ensure that we strive to always be mobile first, while providing a great gaming experience and maintaining rapid growth. They

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emphasise that it is all about the people – that is, keeping our employees happy and providing the right tools for our customers when it comes to responsible gaming.” Mr Mercieca continues, “the attitudes we follow – We Make It Happen, Simplicity Rules, We Chase Betterness, Trust and Accountability Counts, and We are Team Leo – are built around the courage of the company and its lions, for them to find solutions and challenge themselves to achieve the ‘wow factor’ in whatever they do, all in a fun and friendly environment where everyone respects each other and the company’s customers.” With this in mind, Mr Mercieca says that he doesn’t believe the company culture has been heavily impacted by the imposed changes to the office environment. “However, we have to learn to adapt to the situation that we find ourselves in and make sure that we keep practising our culture while maintaining engagement with more than 800 employees. Each and every Team Leo individual embodies this culture, making LeoVegas the King of Casino and the employer of choice.”

And this drive for embodying the company’s office culture certainly pays off. Mr Mercieca believes that the past few months have brought about unique challenges that, in the end, have been rewarding for the LeoVegas team, including a strong performance that has led to satisfactory results. “I believe that LeoVegas has welcomed the challenges, embraced them and sought to make the most of them.”

“OUR CORNERSTONES ENSURE THAT WE STRIVE TO ALWAYS BE MOBILE FIRST, WHILE PROVIDING A GREAT GAMING EXPERIENCE AND MAINTAINING RAPID GROWTH.” to get ready in time despite COVID-19. There will certainly be more product launches in the future,” Mr Mercieca concludes. “As for employee engagement, we are continuously working on further improvements to our brand and making LeoVegas the place to be. Anyone interested in joining the King of Casino and being part of Team Leo should keep a close eye on our social media platforms – and get ready to roar.”

Reflecting this attitude, the company recently launched a new brand, LiveCasino.com, which focuses on the live casino product. “It was an important project for us, which we managed

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The Future of Connectivity

In a world of video calls and Zoom meetings, we value the internet more than ever. As we look to the future of how our online world will develop, Jo Caruana chats to some of the experts keeping Malta connected.

s luck would have it, we’re a long way from dial-up. I don’t know about you, but I have vivid memories of what our 1999 internet connection looked like: a constant battle between the family member who wanted to use the landline, and the other who wanted to chat on mIRC. And what a battle it was!

One of the entities helping to keep Malta connected as effectively as possible is Tech.mt – a public-private partnership that has proven to be a strategic assistive partner to the tech sector in recent months. “COVID-19 has sparked digital transformation at a speed that companies have never experienced before,” explains CEO Dana Farrugia. “Some businesses have been really busy, riding a wave of innovation, creativity and enthusiasm. For many, lockdown has led them to break down barriers, most notably between startups and big businesses, and driven people of all ages online. This digital lifeline has not only been a saviour for many businesses, but it has given the tech sector a huge boost, placing it at the heart and soul of powering the COVID-19 recovery.”

Fast forward a couple of decades and the internet is barely recognisable. Today we live in an online reality of good and bad, where things we never imagined are commonplace and we are constantly connected to anywhere in the world and anyone (whether they want us to be or not). Of course, never has the value of that been more apparent than in recent months, when – quite literally – everything we do shifted online overnight. Reality check: can you imagine trying to run your business using a fax machine or dial-up? I didn’t think so…

Spearheading much of Malta’s technological development on a national level is the Malta Communications Authority (MCA), which is entrusted with implementing electronic communication regulation that is principally centred around applicable EU Directives. “In terms of connectivity, Malta ranks among the top EU member states according to the European Commission’s Digital Economy and Society Index, which monitors Europe’s overall digital performance and tracks member states’ digital competitiveness,” says CEO Jesmond Bugeja.

Often, the service we have come to expect from our internet connection and the infrastructure that props it up is one we take for granted. Much like our water and electricity, we give little thought to the myriad wonderful things going on in the background that ensure we can instantly schedule an appointment in our calendar, order our groceries, attend a course, and join a team meeting – all from the comfort of our sofa or balcony. As my 98-year-old grandmother says, “it’s magic” – and I can’t begin to disagree or pretend to fully understand it.

“Malta is the only EU country that can boast high-speed broadband connectivity coverage nationwide. Nonetheless, we have to acknowledge that we have multiple networks still in place, including ones based on less-modern technologies that will eventually be phased out. As a result, the Authority believes that competition will continue driving this evolution. We are also increasingly looking at creating more competitive pressure and real choice based on ‘quality of service’ – new >

Thankfully, though, many people do understand it. From the internet innovators dreaming up the services for tomorrow to the engineers and technicians that make it happen, connectivity is big business and it has recently been thrust into the limelight for all to see.

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Dana Farrugia, Tech.mt

“I STRONGLY BELIEVE THAT THE TRUE POWER OF EMERGING TECHNOLOGIES LIES IN THE TRANSFORMATIVE CAPABILITIES THEY UNLEASH WHEN INTEGRATED TOGETHER UNDER A COMMON VISION AND INFRASTRUCTURE.” Dana Farrugia, Tech.mt

European rules that are bound to be introduced over the coming months shall provide regulatory authorities better tools to promote such aspects.” BMIT Technologies is one of the entities supporting that lifeline with technology. The company is responsible for investing millions of euro in the island’s technology infrastructure – ranging from data centres to cloud platforms to connectivity – with all services aimed at providing a secure and resilient performance to customers. As part of this commitment, BMIT Technologies runs its own international private network, which provides up to 60Gbps of connectivity to customers within its data centres or those using its cloud services. This network is constantly evolving to keep providing premium connectivity, lowest latency and high performance. In addition, BMIT Technologies interconnects its data centres in Malta and its points of presence in Germany and Italy.

“All telecommunication companies in Malta have, over the years, ensured that broadband speeds kept increasing, both on fixed lines and mobile,” says BMIT Technologies CMO Jack Mizzi. “Some have also made massive investments in deploying fibre connectivity across Malta and Gozo. Our own main focus in this regard is to provide top-notch quality of connectivity to our business customers. For example, our highspeed international private network is protected by advanced and multilayered technology against malicious attacks, falling under a category called denial of service attacks. We have a dedicated team of experts who monitor the network on a 24x7 basis, therefore

ensuring immediate action when the need arises. Also, in a first-of-its-kind for Malta, the service has been designed not to be impacted by a fault by a third-party operator – it will automatically reroute customer data, with no impact to our customers. We have also partnered with leading global players to connect our customers directly to the internet backbone, and making available this 60Gbps of dedicated connectivity to them.” Of course, it is the telecommunications service providers that are bringing this to life, including GO – a company that has been praised as being the largest investor in Malta’s digital infrastructure due to its €100m investment in a fibre optic cable system >

Jack Mizzi, BMIT Technologies

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to be completed by 2024. “We are proud to be on the forefront of the island’s digital infrastructure upgrade, and to-date we have covered more than 43 per cent of the households in Malta with TrueFibre,” Chief Officer GO Business, Arthur Azzopardi. “The project is progressing well as we continue to connect even more homes to TrueFibre every month, enabling the local community to benefit from unmatched internet download and upload speeds, which is ever-so-critical nowadays when homes have become makeshift offices.” In fact, if everything goes to plan, Malta will be the first EU member state to have a fibre optic cable system spanning the entire country. But I am curious: what else needs to be done to keep the island competitive in terms of connectivity on the international stage? “We think that the missing part is exactly what GO is currently working on,” continues Arthur. “The issue right now is not the IP supply as such, but how Malta’s configuration in terms of international connectivity is set up. Historically, all our local physical connections to the world left Malta from the north or north-eastern shores of the island and landed in Sicily. GO currently operates two submarine cables: one leaving Malta from the St Julian’s area and landing in Catania on the eastern side of Sicily, and the other from the St Paul’s Bay area and connecting to Sicily on the far western side in Mazara del Vallo. Malta’s other two local telco providers have one submarine cable each, connecting to locations on the southern coast of Sicily in between GO’s two landing points. The Enemalta interconnector also lands in the southern part of Sicily. It is therefore safe to state that, from Sicily onwards, our economy, our financial services industry, the gaming industry and the whole country is dependant solely on the Italian infrastructure. There is a number of obvious and notso-straightforward risks involved with such a set-up.”

Arthur Azzopardi, GO

low latency direct route towards Europe, and Africa, the Middle East, and the Far East respectively. This new state-of-the-art infrastructure will also connect our islands from a completely different shore to all the present submarine systems, which will see our country being connected from along the coastal area of Golden Bay. This investment will secure Malta’s growing economy for the years to come and, together with our local TrueFibre To the Home deployment, will future-proof the island for the technology requirements of tomorrow.” Similarly, at BMIT Technologies it is believed that competitive connectivity will be based on Malta’s ability to overcome its limitations as an island – and the price to be paid for those limitations. “We depend on submarine connectivity to neighbouring countries, with all current links connecting us to Sicily and then via land or sea to Italy or other European countries,” Jack says. “This is a lag which introduces costs which European operators, and customers, do not need to pay for. All telcos have been seeking ways to offer better quality and lower costs across the board, but there is still a gap in price when compared to mainland Europe. As BMIT Technologies, we have sought to provide a managed experience to our connectivity service, therefore enabling customers to get a better value for money and a much higher degree of resilience. We have also invested in infrastructure in Italy and Germany, to put the customer connectivity as close to their customers as possible, and then linking them back to Malta, where they have their servers or other IT infrastructure.”

“For this reason, GO has banked on its business foresight and made the capital available by investing heavily to upscale Malta’s international connectivity and securing the islands’ competitiveness. In late December 2019, we announced that we would be laying the first international submarine cable to connect Malta to France and Egypt via an express

“WE WILL FUTUREPROOF THE ISLAND FOR THE TECHNOLOGY REQUIREMENTS OF TOMORROW.”

It is the kind of infrastructure that will be extremely valuable for the island as we look to the future no doubt – as highlighted by some of the developments expected in years to come. “Automation will be a key building block of digital transformation going forward,” continues Dana. “With intelligent automation technologies, businesses are changing their procedures whilst accomplishing higher speed and accuracy. Businesses are also planning to ramp up >

Arthur Azzopardi, GO

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responsibility to conduct geographical surveys of very high capacity network deployments by December 2023. This will be a strategic tool to aid planning for, and the implementation of new networks and significant upgrades and extensions to existing ones.” “Then there is also the ‘demand side’, which is equally important when it comes to keeping our island competitive in terms of connectivity. Investment in modern technology will only materialise if the markets are confident that there will be an uptake, otherwise their business case for investment will not subsist. For demand to happen, we need to secure a digital society that can understand the benefits of modern technologies, that is willing to embrace them and that has the necessary skills to adopt them. We need to foster digital industries, digital enterprise, and more importantly digital citizens,” he stresses. Finally, Dana wades in on the technological revolution, which she says may trigger shifts in the ideal locations for ‘knowledge centres’ and innovation and industrial production. “By 2030, new regional innovation and production centres will be definitively established in Europe,” she explains. “However, although Europe pushes optimisation of physical infrastructure, start-ups and SMEs also need access to finance for their technologies to reach scale.”

Jesmond Bugeja, MCA

investments in digital assistants, AI systems that extract information from text, audio, images and videos, AI chatbots and voice agents. The convergence of modernised AI will dramatically elevate the business value and competitive edge for organisations, significantly giving rise to intelligent automation processes.”

“Digital Europe’s 2019 Innovate Europe report describes 10 fundamental building blocks for the competitiveness of the European innovation ecosystem. Among others, it highlights the need for increased innovation funding, more corporatestart-up collaboration, harmonised legislation and standards, and enabled government and public institutions. The powers of attraction and development will certainly depend on the openness of the markets, technological infrastructure, trade and information circuits and the financial capacity available for business development.”

“Despite being frequently overlooked, DLTs will also provide a lot of value and tangible results across a wide array of industries. DLTs guarantee a number of potential advantages over traditional centralised or shared ledgers, including greater transparency, easier auditability, gains in speed and efficiency, cost reductions and automation. That said, these technologies may pose new risks and challenges, many of which are yet to be resolved.”

With our strategic location in the Mediterranean acting as a bridge between Europe and North Africa, Malta will no doubt seek to keep establishing itself as an ideal location to act as a testbed for business and innovation. However, as Dana explains, efforts to attract more technology reliant businesses to Malta are expected to trigger demand for more resilient bandwidth.

“Nevertheless, I strongly believe that the true power of emerging technologies lies in the transformative capabilities they unleash when integrated together under a common vision and infrastructure,” she stresses. For Jesmond, meanwhile, connectivity is likely to remain a ‘moving target’. “From the ‘supply side’ you need to sustain continuous upgrades and deployments of communication networks,” he explains. “This requires not only major capital investment but also vast deployment of technical resources to lay down the infrastructure. It requires that the country, through the various authorities and bodies responsible for planning, authorisations, and coordination of civil engineering works, adopts an agile approach that facilitates broadband network deployments. Under European rules, regulatory authorities have now been granted the power and

“A healthy gigabyte economy does not only require deployment of technologies, but also proinvestment policies and regulatory frameworks that support strong competition. In this respect, the authorities are committed to playing a key part in ensuring regulatory transparency of this environment. In this scenario, our role at Tech. mt will be that of an enabler and a facilitator, working with the private and public sectors to drive technological innovation and ensure that Malta has vital links for the emerging Internet of Things market,” the CEO concludes.

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Gamesys Group A YEAR ON Just over a year since Jackpotjoy Group merged with Gamesys, the resulting Gamesys Group has gone from strength to strength, cementing its position as the leading online gaming operator and offering some of the bestknown online casino and bingo-led brands in the industry, including Jackpotjoy, Virgin, Monopoly and Heart. Chief People Officer Tina Southall tells Sarah Micallef what the Group has been up to since the merger, and what lies ahead for the dynamic company.

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“UNITED, WE ENVISIONED A FANTASTIC PLATFORM FOR GROWTH IN BOTH EXISTING AND NEW MARKETS – AND I AM HAPPY TO REPORT WE HAVE SUCCESSFULLY MANAGED TO BRING THIS VISION TO LIFE.”

ooking back on the last year, Gamesys Group Chief People Officer Tina Southall explains that the strategic rationale behind uniting Jackpotjoy Group and Gamesys was very strong. “This was a coming together of two strengths; our customer bases were complementary and our combined talent across the Group outstanding,” she says, adding that the scale of the two businesses uniting was a key ingredient to effectively compete. “Most importantly, and unlike many such transactions, this one wasn’t founded on big cost ‘synergies’ or staff savings; merely a shared vision of combined growth. United, we envisioned a fantastic platform for growth in both existing and new markets – and I am happy to report we have successfully managed to bring this vision to life,” she continues. The new combined organisation cemented what was already a symbiotic relationship between the two companies and, following the year-end, Gamesys Group also received news of its inclusion in the FTSE 250 index, which represented another milestone in its corporate development. “It’s amazing to think a year’s gone by already, and to look back at our achievements over the past 12 months. I am incredibly proud of how our employees responded to the news. They rose to the challenge, rolled up their sleeves and committed to making it work – and this is no small feat when you’ve got a team of 1,500+ people spread across 11 countries,” Tina reveals. And most importantly, the CPO continues, “we have smoothly blended two dynamic tribes into one, with everyone working brilliantly together. We believe happy employees make our customers happy, hence the Gamesys motto to ‘have fun, making fun’.” Indeed, at the time of the merger, Chief Human Resources Officer Michela Borg affirmed that the newly formed company’s main focus would be “connecting everyone

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through a shared purpose, strategy and a combined set of values.” Expanding on this, Tina explains that the new company needed a new ‘purpose’ that would inspire employees and demonstrate its beliefs in how it looks after its players. Providing entertainment to a global consumer base, Gamesys Group’s purpose, which continues to drive the team forward, is to “craft entertainment with care, building trusted brands and creating great experiences that always put the player first.” “We want players to be in control of their gambling and we facilitate this with many different tools. It is the right thing to do, but it also helps us build longer-term, healthy player relationships, which ultimately result in more sustainable revenue,” she explains, adding that the team is proud of the fact that their approach to responsible gambling goes beyond simple compliance, and they are committed to being leaders in this area. Moving on to the Group’s values, Tina reveals that the Gamesys DNA, represented by colourful characters, was based on feedback from employees’ workshops across the organisation, and was launched in November 2019. “Our DNA is much loved and has been adopted internally, thanks to some brilliant work to bring them to life from our in-house design team. Most importantly, they do exactly what we’d set out for them to do – it has become part of our internal language and they inspire our decisions every day,” she maintains. Employee engagement was also a major focus for the Group this year, having achieved an engagement index of 92 per cent eight months into the merger (and in the middle of a pandemic!). Explaining how this was achieved, Tina >

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“OUR DNA IS MUCH LOVED AND HAS BEEN ADOPTED INTERNALLY, THANKS TO SOME BRILLIANT WORK TO BRING THEM TO LIFE FROM OUR IN-HOUSE DESIGN TEAM.” >

says, “we use multiple approaches to keep our communications flowing, including bi-weekly CEO email communications and monthly company video updates. Every quarter, these become more of a production, with employee interviews, videos and awards too. We also launched G FORCE, our company-wide recognition scheme in January. Nominations are sent in by fellow employees and 10 winners receive an award of over €1,200 each.” Of course, she continues, communication has to be two way, which is where The Voice, the company’s annual employee engagement survey, comes in. “We always act on employee feedback. Employees who feel heard are employees who feel valued. We believe this is a key contributor to our high employee retention rate of over 90 per cent.” The CPO goes on to reveal that, at various points over the last six months, Gamesys Group’s entire employee base has been working remotely. During this time, she says, the team has learnt a lot. “We have found that we can continue to scale, and have made 74 new hires since March, with the interview and on-boarding processes being carried out entirely remotely,” she says, adding that, recognising the limitation of homeworking

conditions for many, the company also introduced a Working from Home allowance to help support employees in creating a more comfortable working space. “So far, nearly 800 employees have taken advantage of this, moving from ironing boards to desks and kitchen stools to height adjustable chairs,” she smiles. Meanwhile, employees who were working from home were also sent a merchandise box with a mug, pens, notebooks and stickers; all featuring the new values and company identity. “Employees loved it, and it has really helped connect people while they have been working remotely,” she says, noting that 98 per cent of survey respondents agreed that Gamesys leadership had effectively supported employees through the COVID crisis, with team leaders being impressed at how quickly team members adapted to the remote working set-up. “They said that their teams showed genuine care for each other’s wellbeing and made an effort to check in and connect with each other – across offices and continents.” In keeping with this approach, one of the Group’s primary ambitions is to be ‘known for learning’, and every year, the company delivers a staggering 18,000 events via its Learning and Development platform, Gamesys Guru. “With LinkedIn Learning and e-books available to all, as well as live webinars with worldrenowned expert speakers, our employee adoption is rising year on year. The platform has allowed us to offer an excellent user experience remotely with chat, breakout and split screen capabilities, and of course we’re adding content on how to work effectively remotely all the time,” Tina says. Meanwhile, beyond making sure their benefits offering exceeds market standard, this past year

Lee Fenton, CEO. United Celebrations Nov 2019

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Finally, she adds, “since we know that physical health was particularly important this year and a key contributor to mental wellbeing, we joined the Virgin Pulse Global Wellbeing Challenge with 315 of our employees taking part, alongside gym memberships, yoga classes, nutrition plans and resources to support mental wellbeing.” And looking outward, Tina also highlights Gamesys Group’s social outreach goals, noting that one of its first major milestones as a combined organisation in 2020 was to establish the Gamesys Foundation. “As one of the Foundation’s first actions, we chose to donate our sponsorship of the UK’s ITV channel’s Loose Women to Women’s Aid, in order to help raise awareness about domestic abuse during this period. We also made a further corporate donation to enable Women’s Aid to extend their helpline hours over weekends,” she says. In addition, the Group encouraged employees to give back to their own communities during this difficult year. “To support this, we pledged that employees who use five of their annual leave days to do volunteer work would be awarded double pay for those days.”

Turning her attention to the future, Tina reveals that work is already underway for the Group’s 2021 strategies. “We are on a path of growth, and it’s really about making smart choices (or #PlacingSmartBets as promoted in our Gamesys DNA) for the future evolution of the business, including what product verticals and which geographies to operate in,” she affirms, noting that strategies are built with the player in mind.

has seen Gamesys Group harmonise two different legacy approaches, introducing a bonus scheme which rewards personal and company performance – both of which, Tina states, are equally important. “We also launched G MINE, a company share scheme which allows employees to purchase shares and get a free ‘matching share’. Since June, over a third of the eligible base have become shareholders, demonstrating their loyalty and confidence in our business,” she continues.

“We pride ourselves on creating a fantastic place to work. We firmly believe our employees should have fun making fun, and certainly one of our continued priorities for what’s left of 2020 and then 2021 is to ensure our employees feel safe, and that they continue to feel engaged with and connected to the company culture and their colleagues, despite the current global climate and working conditions,” she concludes.

Moreover, this year, the company saw the Black Lives Matter movement as a catalyst to make a sustainable difference to its employees. “We first gathered our BAME (Black, Asian, and minority ethnic) community together and held two roundtable listening events where stories were shared, and others listened and learned. We now have four active and vibrant networks that connect our communities, providing platforms for networking, mentoring and educational resources,” Tina proudly states, highlighting the others as Pride, representing the LGBTQIA+ community, a Parents Network and GLoW, the Gamesys League of Women. The Group’s employee networks centre around inclusivity, wellbeing and kindness. “We believe that different perspectives make us smarter and stronger – that’s why we’re so proud to have such a diverse workforce made up of 76 different nationalities,” the CPO reveals, affirming that the team chose to highlight diversity as a key contributor to their success in their DNA, with the aptly named #StayWonderfullyWeird strand, “which encourages employees to present themselves as they are, quirks and all.”

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Boosting value by establishing substance In an era of international finance and cross-border incentives, global firms incorporated in Malta are continuously seeking to establish corporate substance on the island for the purposes of tax planning. Here, Rebecca Anastasi speaks to Dr Deborah Vella, Client Relationship Manager and Head of Business Development at E&S Group, about the imperatives of what makes the adage ‘Substance over Form’ integral to future success.

or decades, the financial world has been characterised by cross-border collaboration, enabled by the existence of tax incentives and economic structures designed to attract investment to jurisdictions seeking to boost their coffers. This ecosystem – of which Malta has also benefitted – has resulted in a spate of multinational firms being able to shift their profits to low or no-tax locations to save on corporate income tax that might otherwise be due. This phenomenon – referred to as Base Erosion and Profit Shifting (BEPS) – has, according to the Organisation for Economic Co-operation and Development (OECD), resulted in billions of euro lost for countries which have not managed to recoup the taxes due. It has also driven inequity across the globe, increased the wealth gap, contributed to rising corruption, and exposed gaps in transparency.

“THE PRINCIPLE OF ESTABLISHING SUBSTANCE FOR THE PURPOSES OF TAX PLANNING IS FAIR, CONSIDERING THAT BUSINESSES SHOULD PAY THEIR TAXES AT THE LOCATION WHERE THEY HAVE THEIR PREMISES.”

In order to combat some of these issues, the OECD implemented the OECD/G20 Inclusive Framework on BEPS, bringing together over 135 countries and jurisdictions to provide 15 action points, equipping governments with instruments to tackle tax avoidance. Through this, the importance of ‘establishing substance’ – such as the setting up of a physical office and the recruitment of employees – has taken centre stage, pushing global enterprises to add value to their relationships with their tax jurisdiction of choice. Indeed, the axiom ‘Substance over Form’ is, today, deemed pivotal to a firm’s success. >

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“THE ESTABLISHMENT OF MORE STRUCTURES IN MALTA WILL ENHANCE THE COUNTRY’S REPUTATION AS IT DEMONSTRATES THAT THE COUNTRY IS ALREADY WORKING TOWARDS TRANSPARENCY VIA THE EXCHANGING OF INFORMATION WITH OTHER COMPETENT AUTHORITIES, INCLUDING TAX ONES.” >

“Establishing substance is a matter that should be addressed seriously by companies in order to avoid a high tax burden and even tax disputes that might arise with tax authorities,” says Dr Deborah Vella, Client Relationship Manager and Head of Business Development at legal firm, E&S Group. “The principle of establishing substance for the purposes of tax planning is fair, considering that businesses should pay their taxes at the location where they have their premises. However, there are cases when the physical premises is not available, and, as such, the area where the economic interest is located or the overall management of the business should be examined,” she explains.

establishing substance in the jurisdiction where the company is registered is essential during inspections by tax authorities,” she outlines, praising the initiative for being “a good method for local authorities to fight tax evasion and for the businesses to reflect transparency and also avoid double taxation.” Focusing more directly on Malta – one of the 135 jurisdictions which abides by the OECD’s legislation – Dr Vella says that companies seeking to register on the island need to consider the establishment of substance. “A management office and solid substance is what will be required in order for local tax authorities to understand that there is clear substance while they might be investigating the presence of the company,” she says. Companies would also need to appoint Maltese resident directors to “make it easier for the business activity to be in line with the requirements of the law,” she adds. Moreover, the decisions of the Board of Directors will need to be taken in Malta through regular, minuted meetings. “Establishing substance would be considered as an increase of the value often overlooked from an administrative, banking and an Inland Revenue perspective,” she affirms. Dr Vella refers back to the OECD’s action plan – based on the three main pillars of establishing coherence, increasing transparency and realigning substance with rights – to highlight its importance in the context of international trade and corporate structures, explaining that the BEPS strategy prevents companies from being established solely to enjoy the benefits of double taxation agreements. “Many countries lose high amounts of revenue annually due to international enterprises exploiting gaps and mismatches to avoid paying tax. And, after the implementation of the PEBS package, governments are equipped with domestic and international instruments for tax avoidance,” she states. The policy also creates “a much more certain and predictable environment for all citizens and businesses,” with the EU, more broadly, ending the use of shell companies or undue claims of tax treaty protection. “Therefore, the EU will be considered a much more secure environment and there will be an end to offshore tax evasion,” she says. Moreover, “when taxpayers see multinational companies avoiding income tax, it might undermine their voluntary compliance. Therefore, it is only reasonable for OECD’s BEPS to guide countries towards fairness. Additionally, cross-border businesses might profit from BEPS opportunities, having competitive advantages over companies that operate only at domestic level. Lastly, businesses might be damaged by inefficient resource allocation through >

Usually, Dr Vella continues, tax authorities require confirmation that the country where the company is registered is also where the business of the company takes place. “This brings about substance issues as the authorities want to see the actual presence of the company. Therefore,

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effective solution, as this can also avoid the need to have a specific number of employees in place, which might be a concern for small companies. We can assist our client with renting local offices, hiring local employees and even applying for residency programmes where required,” Dr Vella asserts. Additionally, companies can also source a tax opinion prior to setting up their company in Malta. “This can also prevent mistakes and equip them with the advantages and disadvantages of their business activity and structure,” she says.

I ask whether an increase in the establishment of substance in Malta will lend towards improving the island’s struggling reputation, on an EU level, in light of recent criticisms of Malta’s tax ecosystem. In response, Dr Vella asserts her confidence in the island’s financial structures and regulations. “Malta is one of the jurisdictions that has already deposited the instrument of ratifications for the implementation of OECD’s BEPS, underlining a strong commitment to prevent the abuse of tax treaties and base erosion and profit shifting (BEPS) by multinational companies. Therefore, the companies that will establish their structures in Malta can be secure in knowing that their business is based in a secure financial economy,” she says.

misleading investment decisions towards activities that have lower pre-tax rates of return, but higher after-tax returns. As a result, OECD’s BEPS will also protect them from illegal tax schemes,” she explains.

On the flip side, “in those cases where the companies do not show management, control and day-to-day decisions taken in the country where the company is based, it would mean that there is no substantial economic activity. Therefore, the relevant jurisdictions will not grant any benefits of the applicable double taxation treaty and also will apply domestic anti-abuse legislation or request that the company disclose aggressive tax planning structures to the home country tax authority.” Here in Malta, there are myriad options for companies seeking to establish substance, Dr Vella further says. “Usually, to have the minimum substance, we suggest our clients take business decisions in Malta and have regular Board minutes and annual general meetings recorded here. Also, with regards to the Board of Directors, we propose having a Board of Directors where at least 50 per cent are Maltese citizens or are residents in Malta. These meetings should be recorded and documented accordingly,” she outlines.

She also points to the island’s broad connections with other countries for the purposes of information exchange, with the jurisdiction boasting 77 double tax conventions and four tax information exchange agreements. “Malta is also part of a number of conventions and directives that reflect its cooperation with other countries for tax purposes. Therefore, the establishment of more structures in Malta will enhance the country’s reputation as it demonstrates that the country is already working towards transparency via the exchange of information with other competent authorities, including tax ones,” she describes.

Of paramount importance, she reiterates, is “to have economic presence in Malta, such as renting a physical office space and engaging a number of employees.” E&S Group also recommends the relocation of the investor to Malta. “Usually a CEO relocation can be a very

Fundamentally, however, by establishing substance on the island, firms have an opportunity to add value to their enterprises and operations, Dr Vella concludes, while at the same time contributing to the jurisdiction in which they’ve made a home.

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Malta in numbers

TIME

POPULATION

441,543 GMT +1 (94 per cent Maltese, 6 per cent foreign) INTERNATIONAL DIALING CODE

AVERAGE YEARLY TEMPERATURE

+356

27OC

AREA

316 KM²

MALTA’S ECONOMY GDP GROWTH

7.7

GOVERNMENT DEBT

44.4

per cent in the first half of 2020

per cent of GDP in the first quarter of 2020

GROWTH IN INVESTMENT FOR 2021 PROJECTED TO

ANNUAL RATE OF INFLATION

per cent

per cent in 2020 (expected)

7.5

1.3

GAMING IN NUMBERS LICENCES ISSUED TO REMOTE GAMING OPERATORS

VALUE ADDED BY THE GAMING INDUSTRY TO THE MALTESE ECONOMY

NUMBER OF ACTIVE PLAYER ACCOUNTS WITH MALTA-LICENSED ONLINE OPERATORS

IGAMING COMPANIES IN OPERATION

(2019)

billion in 2019

per cent in 2019 to 20.4 million

(as at end 2019)

€1.56

Sources: Malta Gaming Authority (MGA), National Statistics Office (NSO), the World Bank

UP 12.7 097

294

FULL-TIME JOBS

7,417 as at end 2019

WINTER 2020/2021 FOCUS

The rise and rise of affiliate marketing Paying commission for referred sales or services is hardly something new. But, with the proliferation of social media and increased internet connectivity, this has come into its own in recent years, particularly in the iGaming industry. Here, Rebecca Anastasi talks to three industry stakeholders to gain some insight on the crucial role played by affiliate marketing in the remote gaming sector.

popular gamer, or an online platform – to showcase its products and services, with the latter receiving a commission if any sales are affected by means of their content.

he iGaming sector has always been nimble, catering to the exigencies of changing circumstances. As a result of this adaptability – and its stakeholders’ ability to recognise opportunity – the industry is estimated to have generated a gross value added of €1.6 billion in 2019, according to a report published by the Malta Gaming Authority. This represented 9.6 per cent growth over the previous year, when the industry had already increased its gross value added by 11.9 per cent, the report further points out. As a result, the gaming industry’s share in economic activity in Malta had increased to 13.3 per cent by the end of 2019, though this year’s results might yet reveal an evolving picture.

“Affiliate marketing makes up around 15 per cent of total digital advertising and has traditionally been a huge revenue driver in the iGaming industry,” says Sebastian Jarosch, Head of Affiliates at Betsson Group. “Affiliation is performance based and opens the doors to an ever-growing list of acquisition techniques. It is an excellent method to grow brand awareness and is one of the most effective ways to tap into new markets quickly and efficiently. Affiliates generally know their market niches extremely well and are essentially localisation specialists that understand the customers and their preferences best,” he explains.

Part of this success, according to industry stakeholders, has been the specific modes of selling and promotion propagated by the sector, principal of which is affiliate marketing. Heavily dependent on the digital world – with its social media influencers and constant content creation – this refers to a marketing technique in which an advertiser, in this case an iGaming company, makes use of a publisher – such as a YouTube reviewer, a

And, for Betsson Group, this technique has played a big part in the company’s success, Sebastian continues, adding that, overall, “the iGaming industry has been continuously growing and expanding into new markets and verticals”. For the firm, “affiliate marketing enables us to reach new >

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audiences, build brand awareness and position ourselves in the digital landscape.”

Indeed, Betsson Group Affiliates manages 15 gaming brands, including Betsson, Betsafe, NordicBet, CasinoEuro and StarCasinò. And, the talent in managing such brands is key, the Head of Affiliates asserts, with the right people being recruited to stay “on top of emerging trends” as well as to “share knowledge and aspire to be the best in our profession via internal and external trainings and coaching”. Moving on to outlining the firm’s strategy, the Head of Affiliates also points to the “multi-region and multibrand approach” which, he says, “gives our affiliate partners unrivalled flexibility to promote what works best for them. Moreover, our sites and marketing tools are available in 20-plus languages, allowing our affiliates to segment and target different markets and increase conversions. Customers searching for casino reviews on search engines or watching their favourite streamer play slot games will certainly come across one of our brands and sign up.” He predicts that affiliate marketing will continue to be a cornerstone of success for iGaming firms. “Operators are always looking at new and innovative ways to acquire players and build brand loyalty. Affiliate marketing has already established itself as a fantastic way to do just this. Digital skills will become increasingly important, as well as skills related to data crunching. As operators, we want to analyse all the data we get in order to solidify and improve our partnership with the affiliates that are bringing in the right customers for us,” he affirms.

“AFFILIATE MARKETING MAKES UP AROUND 15 PER CENT OF TOTAL DIGITAL ADVERTISING AND HAS TRADITIONALLY BEEN A HUGE REVENUE DRIVER IN THE IGAMING INDUSTRY.”

Eman Pulis, SiGMA Group Founder, echoes many of these sentiments, also pointing to the increasing popularity of platforms like Facebook, Twitter and Instagram, as well as the proliferation of digital technology, as integral to the strength of affiliate marketing for iGaming firms. “Social media continues to grow in importance and usage, which gives affiliates more ways to reach their audience. Improvement in analytics and tracking technology has also made it easier for companies to analyse and track their affiliate work. Additionally, more and more affiliate programmes are choosing to optimise their content for better mobile use – and, considering that almost half of online transactions are made on mobile now, this is especially pertinent,” he says, adding that this is pushing more enterprises to grow their business outside European territories. To prove his point, Eman quotes a recent report published by the GSM Association (Global System for Mobile Communications), which represents network mobile operators, across the globe. This predicted that mobile service subscriptions in SubSaharan Africa will hit 500 million by 2021, doubling to one billion subscriptions in 2024. “The report also states that mobile operators plan to invest $53 billion in infrastructure between now and 2025, >

Sebastian Jarosch, Head of Affiliates, Betsson Group

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putting iGaming on the path to experience exponential growth in sub-Saharan Africa over the next five years,” he asserts, revealing that this was the motivation behind SiGMA Group’s first show in Cape Town, being planned for 2022.

“iGaming is a billion dollar industry which has continued to see striking growth over the last few years – especially in emerging markets. When affiliates bridge the trust gap, it results in a lot of people turning to influencers for recommendations – and a lot of people buy what they see promoted online, especially on social media. It is important to be there, to have a presence,” he explains. And, in recent months, with COVID-19 changing the game for many industries across the globe, “affiliate marketing has perhaps become even more relevant, particularly as people are spending more time indoors and this is another way to reach out to them,” Eman says, pointing to the concomitant need for education in the field. “Any skill set which can generate high traffic, increase exposure, and generate revenue boosts will always be in demand for any sector looking to take their industry to new heights,” he adds, saying that this is something the entity wishes to address when SiGMA College is launched later this year.

“WHEN AFFILIATES BRIDGE THE TRUST GAP, IT RESULTS IN A LOT OF PEOPLE TURNING TO INFLUENCERS FOR RECOMMENDATIONS – AND A LOT OF PEOPLE BUY WHAT THEY SEE PROMOTED ONLINE, ESPECIALLY ON SOCIAL MEDIA.” Eman Pulis, SiGMA Group Founder

Looking ahead, Eman sees a number of trends emerging. “Affiliate marketers will be looking at how they can better connect with their audiences, especially as new generations of consumers come into play. We’ll also see more focus on high-quality audio and video content as marketers move away from more traditional methods” and “as affiliate revenue skyrockets, the greater the desire for investment in affiliate marketing programmes.” These will lead to “more affiliate marketing agencies and more businesses allocating higher percentages of their marketing budgets as they outsource their advertising needs to highly experienced agencies,” he explains, concluding. And, to ensure the continued utility of affiliate marketing, the right skills need to be fostered and developed. And, providing these has been the focus for the iGaming Academy, according to Becky Abela Spearing, Head of Client Services at the institution. >

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“A general shortage of qualified and experienced iGaming talent continues to limit the industry in Malta and elsewhere. Affiliate marketing specialists in particular continue to be in short supply, and companies are actively seeking to recruit at all levels, but particularly those who bring relevant experience,” she says. Filling the talent gap, she continues, “will take continued creativity and commitment from employers, particularly in seeking ‘potential’ (as opposed to direct relevant experience) within applicants. The level of requirement is such that employers should expect to be training new recruits to increase their skills, but of course they often look favourably on those who’ve invested in their own affiliate training.” Understanding the rise of industry demand for skilled professionals, the iGaming Academy has been organising an Affiliate Management course – which will take place online this year – giving students a route into employment in the field. “Marketing offers hugely attractive career prospects for aspiring professionals, and the affiliate path makes particular sense in today’s market. Affiliate marketing is a high-demand skill area with attractive job prospects,” Becky asserts, adding that “those with two-to-three years of affiliate experience can expect earnings to increase substantially, with leadership roles commanding €40,000 to €60,000 plus.”

“FOR THOSE WISHING TO BUILD A CAREER IN IGAMING, OR WITHIN DIGITAL MARKETING, A CAREER IN AFFILIATE MARKETING IS WELL WORTH EXPLORING.”

Becky Abela Spearing, Head of Client Services, iGaming Academy

And, as the iGaming sector continues to evolve, businesses will look to “optimise every euro of marketing investment”, she says. “For affiliate managers, this will require ever-tighter management of partner relationships and programmes. Skills that will continue to be in high demand include those who can offer a high level of data-literacy and strong technical management. There is also always a requirement for those with leadership skills who are able to direct affiliate activities, particularly in emerging product lines and geographical markets,” she adds. In view of this demand, Becky predicts that there will be no shortage of demand for those seeking work in iGaming affiliate marketing, with firms continuously pressured to expand their customer networks. “Arguably, what matters most is willingness and the desire to get stuck in; these are skills that can be learned, but it helps to have the right impetus. For those wishing to build a career in iGaming, or within digital marketing, a career in affiliate marketing is well worth exploring,” she concludes.

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Photo by Zanzi Homes

WINTER 2020/2021 PROPERTY

Long live office culture For many employers and employees who have been working remotely for the better part of 2020, there’s widespread longing to return to the familiarity of the office and the pleasantly social element it provides. After COVID-19, however, is the office set to change? Martina Said catches up with three commercial property experts for their take on the latest developments in the commercial property market, and what to expect from the office of the future.

n unmistakable attraction of the iGaming world is its ability to transform an office into a community playground that balances work and life, that creates a haven for productivity as well as a space for socialising among staff members.

fashioning a vibe in the office. Offices have become a place of banter, breaking bread together, congratulating others on progression and of course, brainstorming sessions and face-to-face boardroom relationship-building meetings.”

It wouldn’t be a stretch to say that iGaming companies based in Malta have, over the past decade, single-handedly forced other industries to up their game with respect to office design. The days of standard and nondescript offices are considered long gone, and the ‘fun factor’ typical of gaming offices has contagiously caught on.

Mr Mercieca continues that, as a company, Zanzi Homes began to host many meetings virtually, and this is one of the positives to emerge from the chaos caused by the pandemic. “Meetings with staff or clients you’ve known and done business with for years is one thing, but building a relationship from scratch virtually is another,” he asserts.

Enter 2020, the year in which remote working – once considered the exception – now became the rule for many businesses. Among gaming companies, given their innate ability to work from diverse locations, the migration was a no-brainer. But eight months down the line – as the pandemic presses on and a complete return to an office that typically houses hundreds of employees on any given day still seems distant – the discussion on the future of the office and its unique culture is hard to avoid.

“I don’t believe office culture and office life are going anywhere. I believe these will only improve. Restrictions are pushing towards larger work areas – this might have an impact on office pricing. Will it go up for some companies because they need larger offices or will it go down because more people will be working remotely? I guess we’ll have to wait a few more months to know the answer to that one.”

Steve Mercieca, CEO and co-founder of Zanzi Homes is quick to assert that, in his opinion, office culture will not be impacted negatively by the developments caused by COVID-19. “Different companies require different things. While I believe remote working can work for many firms, I am also certain it cannot work for others, especially those in sales. Creating a vibe online is much harder than

Mr Mercieca is in agreement that in recent years, office spaces with lots of additional perks have been increasingly in-demand, “creating an awesome vibe with the presence of games rooms, bars, plants and, in some cases, even pools and slides. I believe there is no going back from that,” he says. >

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“I DON’T BELIEVE OFFICE CULTURE AND OFFICE LIFE ARE GOING ANYWHERE. I BELIEVE THESE WILL ONLY IMPROVE.”

“Although many people enjoy working remotely, I can guarantee that many love going into the office. I feel there is a lot of hype around remote working and, in certain businesses, it works. Personally I am not an advocate of the movement, but I suppose that’s my view and I know not everyone agrees,” he argues. “In April and May, 50 per cent of our staff worked from home. Most of them were begging to return to the office – some have kids, so they find it hard to concentrate, others need that presence pressure, and some just love their desk and space.”

Asked what qualities he believes future tenants will look for in an office space, one which could withstand similar shocks in the future, Mr Mercieca thinks more outdoor space, larger terraces and roofs will be the top contenders. “I see a lot of office pods coming into fashion, and larger desks with unique soundproofing and separation panels.”

Steve Mercieca, CEO and Co-Founder, Zanzi Homes

Zooming out for an overview of Malta’s commercial property sector at large in the current climate, Mr Mercieca says that initially, there was a lot of assumption and fear. “Now, the dust is settling and people have become more accustomed to sudden abrupt changes. Many businesses closed down, others stuck through it, but overall, many business owners lost a lot of money. This had an impact on many sectors within the real estate industry, but not all.”

“We need to start thinking ‘safely connected’. A vibe without risk. Safe measures for breaking bread, and having coffees and juice. Better set-ups for virtual meetings,” says the CEO. “Even as things stand, I believe offices are already ‘future proofed’ and I’m sure that, soon, the technology for disinfecting via AC will become a trend.”

Mr Mercieca adds that there hasn’t been a property crash, however, before COVID-19, there was a massive demand and low levels of supply across the industry, which meant there wasn’t a large gap in pricing between high and low quality real estate. “COVID has widened the gap for the lower-end of the real estate industry. High-quality properties held their worth, while others didn’t. When I say high-quality, I don’t mean luxury properties, but rather new, wellfinished properties in the rightly priced sector; be it an office in a good area or a third-floor property in a side street with a good finish. Anything of low quality, or older-type properties, have seen a significant decrease in price.”

Photo by Zanzi Homes

Maurice Tabone, Sales Director at The Quad Ltd, and who has decades of experience in the property sales industry, says that, in the last 30 years, there has been a considerable move from the traditional office accommodation made up of individual rooms to open plan offices, and new commercial property developments that entered the market in recent years are now aiming to satisfy both schools of thought.

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This, he adds, is a major feature of The Quad, as, by design, it offers flexibility to tenants by way of floor plates that can satisfy the needs of whatever configuration is required, be it open plan, private offices or a combination of the two. “In addition, if extra space is required, one may expand both vertically or horizontally via the bridges linking the four >

WINTER 2020/2021 PROPERTY

“THE PANDEMIC IS LIKELY TO RESULT IN LONG-TERM CHANGES TO OFFICE CULTURE, AND THE DESIGN AND FLEXIBILITY AFFORDED BY THE QUAD CATERS FOR SUCH CHANGES.” Maurice Tabone, Sales Director, The Quad Ltd

towers. The pandemic is likely to result in longterm changes to office culture, and the design and flexibility afforded by The Quad caters for such changes.”

The Quad is centrally located immediately off the main trunk roads and is within a 15-minute drive of Valletta, the airport and the main hotel areas.”

Mr Tabone describes The Quad as a “next-generation development, because a great place to work extends beyond its office walls. Top class on-site facilities include 6,000sqm of captivating open spaces and landscaped piazzas, a 1,400-space car park, childcare facilities, a fitness and wellness centre, a supermarket, restaurants, coffee shops and other ancillary services.”

Henry Zammit, Franchise Owner with Ben Estates, also offers his take on the current health of the office property market. “The office market has changed during the pandemic – people are not looking to expand at the moment,” he asserts, “but we did have a few clients who took the opportunity to change location. Also, the construction industry made use of this window to catch up with the backlog of work they’ve had for several years.”

Other than the layout of an office and its onsite or nearby amenities, Mr Tabone believes that another compelling deciding factor for future tenants looking to rent office space is location. “From our discussions with prospective tenants/buyers, we find that tenants of office space in the traditional areas of Valletta, Sliema and St Julian’s are somewhat disillusioned due the congestion, lack of parking and difficulty to expand their operation. One main gripe is that getting to these congested areas and finding a parking space makes commuting a nightmare.

Sharing his views on whether office culture may change in the years to come, Mr Zammit believes that, while the pandemic has changed the world completely, “people will always want to go to work and meet other people. This is part of human nature,” he adds, and although it might take a few months for normality to be restored, he believes that office space will continue to be sought after.

Zanzi Homes “Offices that come to mind when I think ‘future-proof’ are definitely those that have wide rooms and high ceilings, and those with large windows and located in employment hubs which offer vast options for lunch,” says Zanzi Homes CEO, Steve Mercieca. “A great example of this would be the new development in Sliema called Piazzetta: a larger than normal historic building with a fresh modern upgrade promoting vast rooms and lots of outdoor space.”

The Quad “Available for sale or to let, office space at The Quad starts at €225 per metre squared per annum (excl VAT), with occupancy available from summer 2021,” says Maurice Tabone, Sales Director at The Quad Ltd. With its four-tower concept, The Quad reaches a commanding maximum height of 19 storeys with over 44,000sqm of mixed commercial floor space, and has been designed to foster the best possible tenant experience while implementing notable green building concepts.

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The Brewhouse A U N I Q U E C R E AT I V E W O R K P L AC E

The Brewhouse is a much-loved iconic landmark in the heart of the Central Business District that has gone through a massive regeneration project. It will soon reach its final stages with a grand re-opening planned for mid-2021.

he rehabilitation of the former Farsons Brewery will present a unique and exciting workplace environment for Maltaâ&#x20AC;&#x2122;s digital and creative community. The Brewhouse marks the first local example of such a large-scale industrial conversion on the island. Originally inaugurated in 1950, the restoration of this historic building was entrusted to world-renowned Ian Ritchie Architects, London, who submitted a winning proposal in 2014 that not only respected and celebrated the significance of the historical landmark, but also elevated it to new heights to further the pioneering legacy of this great building.

Great attention has been given to every detail of restoring the 7,000sqm of this listed, Art Deco style building; 2,000sqm of which have been specifically designated as leasable openplan office space, meeting facilities and coworking areas. Among these, the conversion of the former breweryâ&#x20AC;&#x2122;s fermentation vats into a hot-desking workspace is perhaps one of the most innovative changes, while the Redler Room, which still houses the original conveyor used by the brewery to transport milled malt to the ale and lager tanks, will no doubt equally inspire as a fully-equipped 20-person

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conference facility with an incredible breakout space over the rotunda of the brewhouse coppers. “The Brewhouse was a magical project to work on,” says the lead architect Ian Ritchie, who explains that the design philosophy of the project was to restore and renovate it with sensitivity, and to retain the integral and unique aesthetic qualities of both the internal and external building and surrounding built environment. Of special interest are the existing brewery ‘Coppers’, which will form an important showpiece to the building, alongside the brewing machinery and equipment, which will provide a thematic backdrop throughout. As part of the redesign, large geometric shapes have been introduced into the concrete dividing walls at all levels to add a playful touch to the unique ambience of the work environment. The Brewhouse, which is flanked by the Trident Park redevelopment, also designed by Ian Ritchie, will share many amenities with its neighbour, adding to the holistic package and campus-style existence that the building offers. Both developments are connected by multi-level walkways that are linked to a multi-level, above-ground, naturally ventilated car park, and all tenants will have convenient access to an onsite conference centre and boardroom, fully equipped gym, wellness centre, childcare facilities and more. Furthermore, housed within The Brewhouse itself, will be several event spaces offering flexible facilities, as well as a range of food and beverage outlets. These will include the Kettles Café nestled underneath the bellies of the copper brewing tanks and The Cisk Tap, which will be the first Cisk bar on the island, located on the very top of The Brewhouse and offering exceptional panoramic views of the island.

All this culminates in an outstanding offering that will create a thriving and interactive series of multi-purpose spaces in which to work, play and relax, with the goal to inspire the creatives and entrepreneurs working here every single day. As Ritchie concludes, “The Brewhouse will be epic but intimate, and a natural home for the young, the business entrepreneurs and startup companies, which will be quite thrilling because there is nothing like it anywhere else.” For more information on The Brewhouse office leasing options, early bird offers and site visits, call T: 9945 5694 or 9988 9307 or E: info@ thebrewhousemalta.com. Thebrewhousemalta.com

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Photo by Alan Carville

WINTER WINTER2020/2021 2020/2021 WORKSPACE EXPATS

Tipico Tower:

DESIGNING THE OFFICE OF THE FUTURE

Located adjacent to the Portomaso Tower in St Julian’s, the Tipico Tower, with its futuristic superyacht-like appearance, has become a landmark in the area. Consisting of 10 floors, each with an approximate area of 500sqm, the tower serves as the local headquarters for gaming giant Tipico, one of Europe’s leading betting providers. Matthias Folkmann, Head of Corporate Communications at Tipico, takes Sarah Micallef beyond its impressive façade to reveal the inspiring spaces within.

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he newly finished Tipico Tower in St Julian’s is a far cry from the small betting shop in the German city of Karlsruhe where the gaming company found its roots as a small business started by three students. Today, Tipico employs 330 people from 37 nations in Malta, and has branches in Germany, Austria, Croatia, Gibraltar, Colombia and the US. The new offices at Tipico Tower in Malta were designed in conjunction with Tipico’s offices in Germany, with a shared design team overseeing and implementing the same principles in both. And with different materials and products – including furniture and lighting – sourced from several countries including Denmark, Italy and

Belgium, the offices are as international as the employees that work there. Surrounded by a glass, steel and concrete structure, Tipico Tower’s industrial look and feel is carried through to the design of the offices within. The floors are split up according to their specific function, with levels one to five housing standard office space, level six allocated to meeting rooms, level seven dedicated to leisure and entertainment and, finally, levels eight through 10 housing more office space for the company’s employees. With the design of the final floors currently reaching conclusion, the impressive project took just over two years to complete, explains

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Matthias Folkmann, Head of Corporate Communications at Tipico, and its main aim was to convey the company’s corporate identity while serving as a space that employees can identify with and feel at home in. Despite the layout of the offices featuring a largely open space, the way in which they are organised gives them a feeling of comfort, Mr Folkmann explains, by incorporating niches that include groups of workstations that alternate with meeting facilities, thus creating a sense of fluidity. “These meeting facilities also serve as visual and acoustic buffers, and are split into meeting pods for smaller, more informal meetings, and larger meeting rooms that you can book through a specialised booking system, accessible through touchscreens fixed onto the doors,” he says, highlighting Tipico’s high-tech internal system. Each floor also features a kitchenette that incorporates a cosy niche where employees can sit for a chat or coffee break, as well as a room dedicated to entertainment, enjoying different gaming facilities including a pool table, Play Station and musical instruments. Sadly, though, Mr Folkmann laments that these are not currently in use thanks to strict social distancing measures that Tipico has put in place due to the COVID-19 pandemic, for the safety of its employees.

“A LOT OF NATURAL MATERIALS WERE USED, AND TEXTILES AND UPHOLSTERY FABRIC WERE SELECTED IN THE COMPANY COLOURS SO AS NOT TO OVERWHELM THE SPACE.”

Meanwhile, level seven, or the ‘entertainment level’, consists of a large kitchen and bar area, as well as a large dining space with several tables laid out beneath an eye-catching lighting concept made up of suspended pendant lamps. The remaining space on this floor features amphitheatre-style seating positioned across from a pair of large screens, where employees can play games, hold ‘townhall’ meetings or give presentations. On the east side, a large boardroom enjoys beautiful views stretching out to Valletta, while a dedicated patio serves as a perfect spot where employees can get some fresh air while enjoying the view. Also on this level, a learning space/library is currently being finalised. Speaking of the brief in relation to the design of the office space, Mr Folkmann explains that clever spatial organisation was key, and the team worked hard to translate the company’s aesthetic and values into a specific atmosphere. Re-thinking traditional notions of office space, the idea, he says, was “to organise the space in a way that enhances people’s well-being and creativity.” While working with an existing colour scheme which had to incorporate the company colours of black, red and white and a range of grey tones, the team balanced this out with clever choices of materials and finishes to achieve a smooth colour scheme and concentrated working atmosphere. “A lot of natural materials were used, and textiles and upholstery fabric were selected in the company colours so as not to overwhelm the space. The range of colours and fabrics is limited to create a sense of calm,” he continues. In addition, a greenery concept

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WINTER 2020/2021 WORKSPACE

“THE SKELETON OF THE BUILDING IS INTEGRATED IN THE DESIGN OF THE INTERIORS – FEATURING SEVERAL STEEL BEAMS AND COLUMNS POSITIONED AT RANDOM INTERVALS THAT BECOME A DEFINING FEATURE AND ADD CHARACTER TO THE SPACE.”

was implemented in order to create a direct experience of nature within the building, as well as to better air quality throughout. Discussing the challenges involved in the design, he explains that with an open space, acoustics are always a challenge, and this was tackled by the use of acoustic panels, which were installed throughout the office areas. Being surrounded by glass, excess light also posed a potential problem, with the harsh Mediterranean sun needing to be filtered through the use of blinds throughout. Meanwhile, the particular construction of the building itself was also a factor that had to be considered. “The skeleton of the building is integrated in the design of the interiors – featuring several steel beams and columns positioned at random intervals that become a defining feature and add character to the space, while posing an additional challenge to the design team when planning out furniture layouts,” Mr Folkmann explains. “The building itself is quite special due to its shape – externally it looks similar to a superyacht. It’s very modern, and the way in which the space is organised within is far from standard,” he continues, adding that the team had to consider every level in detail until it was perfect, all the while emphasising the use of high-quality products with a view towards sustainability. Describing Tipico’s employees as a confident and collaborative team that is big on trust, passion and progress, the atmosphere achieved within Tipico Tower reflects the company’s identity, Mr Folkmann concludes, and what an achievement it is indeed.

Photos by Alan Carville

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WINTER 2020/2021 EXPATS

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WINTER 2020/2021 EXPATS

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WINTER 2020/2021 RECRUITMENT

THE ART OF

Successful iGaming Recruitment Photos by Justin Mamo

When it comes to effective recruitment, Scandistaff leaves nothing to chance – leading to a candidate placement success rate of over 94 per cent. Here, CEO Carl-Henrik Larneryd talks Jo Caruana through the science that makes that happen and highlights the latest news from the sector in general.

candistaff CEO Carl-Henrik Larneryd knows one thing for certain: his company has cracked the code for getting job candidates successfully placed in iGaming positions in Malta. “From a client perspective we are the only agency that offers an entirely scientific-based recruitment process,” he says, jumping straight into the formula that has made his company stand out. “There are three key steps that we take, followed by rigorous tests and reference checks carried out by expert in-house HR professionals. We take customer service seriously too, and our team supports our candidates on their entire journey as opposed to passing them from person to person. This creates a lot more value for the client.”

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WINTER 2020/2021 RECRUITMENT

“I HONESTLY CAN’T THINK OF A MORE EXCITING INDUSTRY TO WORK IN THAN GAMING!”

improvement suggestions, interview tips and recommendations when they work with us. In fact, Scandistaff is almost like a concierge service for anyone hoping to move to Malta to work in the sector; our process gives them a great start.” Asked about what makes Malta a desirable location for candidates keen to get a job in iGaming, Carl explains this differs for everyone. “For someone coming into an entry-level position, moving to the Mediterranean and starting a new life is a big decision. If that person has a great work ethic and really wants to understand the industry, then there could be many fantastic career advancement opportunities for them to make use of, and that’s exciting because there aren’t many industries that offer that these days.” “Gaming, meanwhile, is very dynamic so I think it appeals to ambitious people with a love for technology and marketing. It’s gender inclusive too, which is another huge plus, and equality in general is taken very seriously. I honestly can’t think of a more exciting industry to work in!” Of course, COVID-19 and the widespread restrictions on travel have made international recruitment more challenging in 2020. But Carl explains that new and innovative processes have been put in place, including remote-starts for candidates and safe travel corridor stays for candidates to stop off in before making the move to Malta.

Scandistaff is the only agency that is entirely specialised in iGaming, with unique recruitment channels in the Nordics, Netherlands and Turkey. To this end, the company manages a single permit process from start to finish – another factor that Carl considers unique in the sector. “Peace of mind is important to us,” he goes on to say. “Our candidates know they will be treated fairly in accordance with our extensive equal opportunities policy, and we store and secure personal data in the most professional manner possible.” “All our candidates can also rest easy in the knowledge that they will get rapid feedback,

“This won’t last forever,” he smiles. “And I look forward to things getting back to normal on this front.” “But we do also have other challenges to think about, including how to keep enticing developers and highlevel executives to Malta. They’re not moving here for the sun or the beach (even though those are great benefits!) and local compensation packages aren’t yet comparable to firms in Sweden, Germany or the UK. Their packages will doubtlessly need to be upped if >

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“RECRUITMENT IS NOT TELESALES. A SKILLED RECRUITER WITH IGAMING EXPERIENCE WILL KNOW WHAT THE CLIENT AND HIRING MANAGER ARE LOOKING FOR, AND USE THEIR EXPERIENCE TO FIND SOMEONE WHO IS A GENUINE FIT.”

Malta hopes to stay competitive. You have to pay top dollar for top talent.” And this is especially important because there is still a serious local skills gap for people at this level, and especially for developers. “There are several skilled developers domestically, but the need is far greater than the supply,” Carl explains. “This is where relocation provides the answer, as there is a surplus in some territories in Europe and it makes sense to entice them to Malta.” This is, of course, where Scandistaff comes into its own, by bringing specialist knowledge to recruitment and sourcing the best-possible candidates from overseas. “Genuine, expert industry knowledge is mandatory for us and, as I mentioned above, critical to our success. I really do believe that if a recruitment team doesn’t have industry knowledge, then it just results in time wastage for the client, candidate and the company itself. A skilled recruiter with iGaming experience will know what the client and hiring manager are looking for, and use their experience to find someone who is a genuine fit. That’s what we do differently.” “Recruitment is not telesales. It’s a complicated and detailed process that requires the recruiter to use all of their expertise to make the correct selection, and establish and build great relationships. Only then can the results prove fruitful for all concerned. Thankfully, we have cracked the code and we have the results to show for it. Now we look forward to building on that success for further companies and candidates, as we continue to bring great people into Malta for incredible opportunities,” Carl adds.

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WINTER 2020/2021 HEALTH

The brain and spine control every move. Basic daily living functions like eating, sleeping, breathing and even answering the call of nature are often taken for granted… until something goes wrong. When Ray Bugeja met Cristin Fitzpatrick, Director/Doctor at the Mediterranean Brain & Spine Center, in Naxxar, he realised how crucial it is for people to take control of their health and not just simply ‘expect’ all to remain well without effort.

he year 2020 has taught us that, for most people, sedentary lifestyle choices have had a massive negative impact on how their body feels and works.

The Mediterranean Brain & Spine Center opened in 2017 and offers patient-focused, individualised treatment options. The practitioners there pride themselves on detailed analysis and patient-focused therapies, working together with other team members to achieve the best possible results for each patient.

When one speaks about lifestyle choices in modernday society, Dr Fitzpatrick points out, they are talking about common things like sitting down for more than 30 minutes, spending time staring at a screen/monitor, being subjected to high stress levels, attending virtual social gatherings and barely moving one’s body.

The team of doctors and specialists is very insightful for patients ready to change their health. They are highly trained, USA Board Certified, primary care physicians, licensed in Malta and specialising in the

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Photos by Inigo Taylor

Take five minutes to think about your future… for the health of it!

WINTER 2020/2021 HEALTH

treatment and rehabilitation of the brain and spine by stimulating weak neurons to become stronger. Dr Fitzpatrick and her colleague Hailey Steinhauser agree that any person who sits down for longer than 30 minutes at a time should check both their spine and posture. They emphasise that keeping one’s brain and spine in check will make a difference in almost every aspect of life, whether to take care of a symptom like pain or to improve one’s performance at work, school or sport.

RIGHT BRAIN VS LEFT BRAIN

The two sides of the brain are connected by what is known as the corpus callosum – fibres that send messages from one side to the other. Dr Fitzpatrick points out that the specialists who performed an autopsy on Albert Einstein’s brain found that the fibres that connected to the hemispheres in his brain were much thicker than normal. Did this give him a brilliant mind? “Most people in modern day society are primarily left brain dominant, so when we see drastic increases in right brain delays or functional delays, people develop disorders such as ADHD, autism, Obsessive-Compulsive Disorder (OCD) and even eating disorders, whereas left brain delays/ dysfunction are commonly found in conditions such as dyslexia,” she explains.

In addition to the main centre, located at Hilltop Gardens, they have just opened a clinic in Sliema. “Patients are getting younger and younger… we’re finding spinal degeneration in children as young as six,” Dr Fitzpatrick explains.

Everything the body does is controlled by the brain, from large-scale functions such as academic performance, behaviour, emotional stability and immune response, to autonomic functions – that is the ‘automatic’ actions like the heart rate, digestion, sleep and breathing. The fine details of how the brain functions are no longer much of a mystery due to the advancements in neuroscience research and technology over the past couple of decades.

Aches, pains and general muscle tension/ discomfort are common and, when they persist, the family doctor or a GP is usually called in to make a diagnosis and issue a prescription for the cure. At the Mediterranean Brain & Spine Center, the specialists are trained to deal with neuromusculoskeletal (NMS) conditions through non-invasive and effective approaches when correcting the origin of the discomfort.

POSTURE IS THE FIRST IMPRESSION

Posture is so important, Dr Fitzpatrick stresses. The structure of the spine determines the function of the body. Since the brain is the ‘central processing unit’ of the whole body and determines what it is to do, when and how, it must connect with that part of the body that is able to complete a particular task, and the spine protects and supports the nervous system so signals can be sent without fail.

“Let’s face it, nothing is really a mystery when it comes to pain or dysfunction... It’s knowing how to identify or ‘diagnose’ the problem and, then, specifically correct the cause so it doesn’t continue to occur,” Dr Fitzpatrick says. There are over 100 billion nerve cells in the human brain. During development, the body ‘prunes pathways’ to help one grow and learn. Different stages of childhood are key to left and right brain development, which leads a person to becoming a healthy, purposeful adult. Scientific research shows how one can effectively enhance one’s brain’s ability to function by using proper stimulation at a specific point in time.

When a dysfunction occurs, every muscle, tendon, joint and nerve is affected and that is where the >

Different parts of the brain are responsible for different functions. Creating positive neuroplasticity between various parts of the brain allows normal function to occur. Individualised therapies are designed to help physical and cognitive neurodevelopment, and this is not strictly limited to childhood as even adults can train their brain. The team at the centre can treat specific conditions of the human nervous system with a non-invasive approach that repeatedly yields effective results.

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Mediterranean Brain & Spine Center team of experts come in to ensure the right posture.

C O M M O N C O M P L A I N TS :

“If you want the patient to function better, you must identify the block in communication from an abovedown or bottom-up approach, depending on the patient. Each has a different history and a different input each day,” Dr Steinhauser says.

Back pain

“Clinical neuroscience has developed systems of assessing pathways in the brain that can be strengthened in a similar way as you would strengthen a muscle. For example, a person with weak biceps can make them stronger by performing bicep curls and such an exercise helps build proteins in the muscle that creates more strength,” Dr Fitzpatrick explains. The brain’s ability to change and adapt to the environment is known as neuroplasticity and this allows practitioners to re-establish connections between neurons, or nerve cells, to develop and strengthen them. The doctors at the clinic are trained to identify and correct these pathways through a series of targeted exercises to address the problem.

Sciatica Neck pain Headache/migraine Disc problems Shoulder pain Carpal tunnel syndrome Joint pains Chronic pain

P R E G NA NC Y A N D P E D I AT R I C CA R E : Ear infections (ototis media)

DO YOU LEAD A SEDENTARY LIFESTYLE?

Those working in iGaming companies, call centres, financial services, e-commerce, and even the media are especially prone to problems like back, neck, shoulder and joint pain, sciatica, headache/migraine, disc problems, carpal tunnel syndrome (pain, numbness and tingling in the hand and arm) and chronic pain.

Bed-wetting (nocturnal eneuresis)

As primary care providers, the doctors at the centre are trained to approach each case with a right brain, or big

autism, dyslexia

Sleep disturbances and abnormal sleep patterns Behavioural problems: ADHD,

Asthma Scoliosis Constipation/gas Cerebral palsy

picture, approach. One symptom may be the result of several ingredients and knowing where/ when/how/why to modify those ingredients is left to the specialists. Statistics from the American Posture Institute mentioned by Dr Fitzpatrick are mind boggling. A staggering 1.8 billion people are thought to use smartphones every day and it is estimated that the average person looks at their display 150 times a day. According to the US Occupational Safety and Health Authority, more than a third of working days lost due to injuries and illnesses are caused by poor posture. A good 70 per cent of American employees declare they do not like having to sit down for long periods of time and 85 per cent >

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WINTER 2020/2021 HEALTH

say they take breaks because of the pain and discomfort they experience when sitting down, which was worked out to translate to between 15 minutes and two hours of lost productivity every single day. Almost all – 95 per cent to be precise – of US workers interviewed in a study on the matter admitted they would prefer to be more active at work. No wonder she lays a lot of stress on maintaining the correct posture in whatever one is doing, even if reading a book. Indeed, she herself makes it a point to practise squat work outs while reading or sending an email. “If you could cut your workday hours by 20 per cent while being just as effective, it would be mutually beneficial for employers and employees,” she points out. The centre specialists have four main objectives to guide them to a successful brain rehabilitation process. The first is to identify where the dysfunction in the nervous system and/or body lies. Secondly, they must understand the correct stimulation to activate specific areas of the nervous system. Next, they qualify the health and condition of the failing area to decide on what degree of stimulation is required. Finally, they ensure they have vital information to apply the specific and precise amount of stimulation to each patient.

Since everybody has a spine, those seeking the help of the specialists at the Mediterranean Brain & Spine Center come from all age brackets. Dr Fitzpatrick is referred to as a ‘rock star doctormom’ who understands, first-hand, the importance of a balanced body and a balanced brain. She treats patients throughout pregnancy and discusses the importance of healthy alignment in the spine, starting as early as a few days old. Gentle, age-appropriate treatments require no chemicals or invasive procedures into an already perfectly designed system, she notes. A brief encounter with Dr Fitzpatrick and her team is enough to convince you that looking after the brain and the spine is as important as ensuring a healthy heart, perhaps even more. “Keeping one’s brain and spine in check will make a difference in almost every aspect of one’s life,” she advises.

“This is no cookie-cutter approach. We have research, statistics and experience to guide our decisions, but we’re extremely result driven. We’re focused on achieving goals and improving quality of life for all our patients,” Dr Fitzpatrick asserts.

Contact Mediterranean Brain & Spine Center to schedule: Brain & Spine Health Workshop Performance & Brain Health for CEOs Ergonomics: Home vs Office Healthy Posture Products

Digital posture analysis is frequently used to help show misalignments in the body that contribute to dysfunctional movement patterns. Neurodiagnostic exams are performed to analyse how different parts of the brain are working. The technology available at the centre helps teach patients where problems start and how to correct them.

For Private Consultations (Naxxar & Sliema): 9933 1159; www.mediterraneanbraincenter.com International Inquiries for Complex Neurological Conditions: Telehealth (Virtual) Consultations Available prior to travel. Travel/Accommodation options available for patients travelling from abroad.

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WINTER 2020/2021 CALENDAR

iGaming Calendar Never miss an appointment! Here are some of the most important iGaming events, trade shows and conferences happening worldwide (online and in person!) over the next few months. NOVEMBER 2020

TUESDAY 10TH

THURSDAY 12TH

iGaming NEXT ONLINE: Adventure of Change

iGaming Academy Online Casino Management

WEDNESDAY 4TH

Digital

Casino Marketing & Technology Conference

EEGS 2020

Bally’s Las Vegas, Nevada, USA

Inter Expo Center, Sofia, Bulgaria

iGaming Academy Online Casino Management WEDNESDAY 4TH

SBC Digital Summit CIS (#SBCDScis) Digital

THURSDAY 5TH

iGG (iGaming Germany) 2020 Berlin, Germany

THURSDAY 5TH

Scandinavian Gaming Show 2020 Stockholm, Sweden

THURSDAY 5TH

iGaming Academy Online Casino Management Digital

FRIDAY 6TH

iGaming NEXT: POWER Hour Digital

FRIDAY 6TH

SBC Charity Boxing Championship in partnership with Oliver’s Wish Foundation Grand Ballroom, London Hilton on Park Lane, UK

TUESDAY 10TH

WEDNESDAY 18TH

EGR North America Midwest Briefing 2020

BEGE 2020

Virgin Hotel, Chicago, USA

Inter Expo Center, Sofia, Bulgaria

TUESDAY 10TH

WEDNESDAY 18TH

iGaming Academy: Digital Marketing Digital

WEDNESDAY 11TH

EGR Operator Virtual Awards 2020 Digital

WEDNESDAY 11TH

iGaming Academy Online Casino Management Digital

THURSDAY 12TH

All-In Gaming Ukraine Summit Kyiv, Ukraine

THURSDAY 12TH

Cyprus Gaming Show Nicosia, Cyprus

SUNDAY 8TH

Digital Marketing International Expo (DMIEXPO) Digital & Affiliate Marketing Rishon LeTsiyon, Israel

SUNDAY 8TH

National Congress of American Indians (NCAI) 77th Annual Convention & Marketplace Digital

MONDAY 9TH

TribalNet’s 21st Annual Conference and Tradeshow Gaylord Texan Resort and Convention Center, Grapevine, Texas, USA

MONDAY 9TH

iGaming Academy: Digital Marketing Digital

TUESDAY 17TH

Cyprus Gaming Show

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iGaming Academy Online Sportsbook Management Digital

THURSDAY 19TH

iGaming Academy Online Sportsbook Management Digital >

WINTER 2020/2021 CALENDAR

iGaming Calendar MONDAY 23RD

FRIDAY 4TH

iGaming Academy: Affiliate Management

iGaming NEXT: POWER Hour

Digital

TUESDAY 24TH

FRIDAY 4TH

EGR UK Summit

iGaming NEXT: POWER Hour

Digital

TUESDAY 24TH

MONDAY 7TH

iGaming Academy: Affiliate Management

World Gaming Executive Summit

Digital

W Hotel, Barcelona, Spain

TUESDAY 24TH & WEDNESDAY 25TH

WEDNESDAY 9TH

SiGMA Europe Virtual Expo Digital

WEDNESDAY 25TH

iGaming Academy Blockchain 101 Digital

THURSDAY 10TH

iGaming Academy Blockchain 101

EGR Central & Eastern Europe Briefing 2020

Digital

iGaming Academy: Business Analytics

THURSDAY 26TH

Digital

Lagos, Nigeria

iGaming Academy: Business Analytics

THURSDAY 26TH

Digital

Sports Betting West Africa +

Ukrainian Gaming Week 2020

International Exhibition Centre, 15 Brovarskyi Ave, Kyiv, Ukraine

MONDAY 14TH

TUESDAY 15TH

TUESDAY 1ST

JANUARY 2021

Phil-Asian Gaming Expo

SMX and WTC Exhibition Centers, Manila, Philippines

Betting on Sports America – Digital (#BOSAdigital) Digital

TUESDAY 1ST

iGaming Academy: Optimising VIP Management Digital

WEDNESDAY 2ND

iGaming Academy Online Sportsbook Management Digital

WEDNESDAY 2ND

iGaming Academy: Optimising VIP Management Digital

THURSDAY 3RD

iGaming Academy Online Sportsbook Management Digital

THURSDAY 4TH

CiG 2021 (Chile iGaming) Santiago, Chile

WEDNESDAY 10TH

IMGL 2021 Spring Conference Athens, Greece

TUESDAY 23RD

SPiCE India

Goa Marriott Resort & Spa, Goa

TUESDAY 23RD

Spring iGaming Week, 22-25 March 2021 Intercontinental, Malta

TUESDAY 30TH

Prague Gaming Summit 2021

Vienna House Andel’s Prague

APRIL 2021 TUESDAY 20TH

THURSDAY 7TH

DECEMBER 2020

MARCH 2021

SiGMA iGathering, London

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ICE London

ExCel, London, UK

MONDAY 26TH

GAT EXPO 2021 Colombia

WINTER 2020/2021 BUSINESS

An insured way to transfer risk Insurance culture is lacking in Malta: yes, vehicles have to be insured by law and most homes are covered because banks demand it when issuing a loan, but businesses often deem it an extra expense. However, when speaking to insurance operators, the message Ray Bugeja received was loud and clear: the risks could be devastating if shouldered alone.

ome businesses, Malta Insurance Association (MIA) Manager Charles Zarb says, still continue to take the risk of operating without any insurance cover. They argue, he explains, that, once nothing untoward has happened so far, any money spent on insurance is an unnecessary expense. Others may have had a negative experience with their travel, health or home insurance, and so decide to shun insurance companies.

He explains that insurance companies offer a whole array of products and services to businesses. There is the building itself to insure, the items within, which can present different risks, and the employees, to name just a few. If, say, a fire were to put an enterprise out of action for six months, it’s not just the items actually destroyed that have to be considered but also the loss of income resulting from any stoppage time and possible loss of clients who may move on to other providers. Still, the manager notes, few entrepreneurs go into this level of detail for a variety of reasons.

Deciding against insuring one’s business is shortsighted however, the association’s Director General Adrian Galea insists. The prevailing culture indicates that the average Maltese person, including some businessmen, give very little attention to financial planning, and insurance lies at the very basis of financial planning. Protecting one’s life, assets and property reduces the risk of the unknown, which may happen later in life, he adds.

It is all about risk transfer, Mr Galea explains. A businessperson who buys an insurance policy would be transferring the risk of any financial losses caused by unexpected events to an insurer. What the insurance company does, he continues, is to collect small sums of money in the form of premiums from several clients (policyholders) so it can then pay out substantial sums in damages sustained by the few and which are covered by the policy. This is known as the pooling of insurance premiums, which are used to settle claims made by the few, he adds.

One may perhaps think in terms of investing some money or planning for one’s retirement but insurance rarely features in one’s plans, unless one is forced to, he continues. Paying an insurance premium is not just an expense because it could mean either staying afloat or drowning when the unexpected happens, and the COVID-19 experience is a clear example that the unthinkable can and does happen, he warns.

When COVID-19 struck and the airport was closed, insurance companies covered already insured clients who were unable to travel but, in the case of new proposals, they would not be expected to make good for any losses/damage resulting from COVID-19 once this became reality. In fact, Mr Galea points out, insurers may restrict cover and/or introduce exclusion clauses when clients opt for (new) travel policies during these pandemic times.

It is “amateurish” to argue that having experienced no mishaps in the past will guarantee a sound future, Mr Zarb remarks. “Of course, it costs money to buy insurance cover but a businessperson should not ignore the risk that may lie ahead as the costs can run into millions of euro,” he adds. Although business is about taking risks, many businesspeople would rather focus on running a profitable business with the added reassurance that cover is in place for unexpected events, he continues.

The Malta Financial Services Authority – in its capacity to ensure that customers are fairly treated – ensured that no such exclusion clauses were applied backdated and also demanded explanations in certain cases, he notes.

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WINTER 2020/2021 BUSINESS

“If COVID-19 has taught us anything it is that, as rare as ‘unlikely events’ may be, they do hit all of us and when they do, we sure do feel it.” “It is also important to explain that an ‘unexpected or unlikely event’ is an unforeseen event and if that event is already known about, then you may not be covered by insurance. It is sort of like asking for a warranty on your car once you start hearing the engine making strange noises – the possibility of your car breaking down is no longer unlikely,” he explains. He gives expert advice. Always make sure that you are buying a policy that suits your requirements, the Executive Director asserts. There are several elements of a business that that can be insured, he goes on, so this might get confusing at times. Boris Curmi, MAPFRE Middlesea plc

“Irrespective of the challenging times the insurance industry faces, it is not unusual for clients to approach their insurers to discuss problems or issues they may be facing. It is in the interest of insurers to understand such circumstances and, in many cases, they are willing to help,” he says.

Mr Zarb acknowledges that the pandemic outbreak has led to more awareness about the importance of transferring risk through insurance cover. “Many now understand a bit better why there is need to insure risks,” he observes.

When planning to buy insurance cover and seeking advice, always speak to the insurance provider to obtain guidance on which insurance to buy, be it personal or business, he counsels. Experts in different areas will be able to help assess certain risks and guide a client for optimal protection, though the final decision on what level of cover to purchase always rests with the client, he remarks. The Executive Director stresses that “reputation means everything” since, when getting insurance protection, one is essentially buying a promise by the provider to back one up in case of trouble.

Mark Laferla Jr, Executive Director at Laferla Insurance Group, fully agrees with the need to insure a business. A business, he points out, is just as important as one’s health or one’s home and, therefore, there is no reason why a business should not be insured. “Just like any unexpected event can happen in your personal life, such events can also occur in your business, leaving you, your company and your source of income exposed,” the Executive Director asserts. Different businesses have different needs and, sometimes, even polar opposite requirements, Mr Laferla explains. His company, which services large and industrial firms but also SMEs, offers policies covering anything from public liability to professional indemnity, and from group personal accident insurance to electronic equipment insurance.

“If there is one piece of advice we would give, it is to look for an insurance provider’s reputation over prices, packages and gimmicks. When something goes wrong, your insurer being there to help is suddenly going to mean a lot more than obtaining a small financial saving on renewal by choosing the cheapest provider or option on the market,” Mr Laferla says. >

Charles Zarb, Malta Insurance Association

Many iGaming firms, he says, are primarily interested in group health and group life insurance for their staff, as well as group benefits insurance. He suggests they should also consider employers’ and public liability, electronic equipment cover and travel open cover, among others. Insurance cover, Mr Laferla notes, serves to protect from unlikely events or, perhaps even “the unknown”, such as a pandemic, a market crash or natural calamities. “This is precisely the nature of insurance: to protect yourself and your business from unexpected events.

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WINTER 2020/2021 BUSINESS

He acknowledges that, naturally, the pandemic affected the insurance industry just like it affected virtually every other business segment in the world. The insurance and reinsurance markets have, understandably, started making amendments to policies to reflect the new reality of living and working with an ongoing pandemic around us, he explains.

“Just like any other ‘known’ risks, the insurance products available will most likely all begin to reflect a blanket exclusion for pandemic-related risks. Whether the insurance market develops ‘buy backs’ for such exclusions, for cover such as business interruption, event insurance or travel insurance remains to be seen,” he asserts. Boris Curmi, Chief Officer at MAPFRE Middlesea plc, points out that insurance has strong social value, explaining that many of the social, personal and business activities of individuals and companies require insurance. The work of insurance companies, he adds, is essential to sustaining economic activity. He has a word of advice to entrepreneurs: “Business insurance may be regarded as an extra and, sometimes, unnecessary expense, with no immediate returns. However, it is often difficult to foresee what life, with all its twists and turns, can throw at you. Unforeseen circumstances might lead to financial losses, which are generally much bigger than the relatively low amount one pays to be insured.” “It is, in fact, essential for the well-being of your business and something which you owe to yourself, your employees and your clients.”

Mark Laferla Jr, Laferla Insurance

His company, he explains, offers a wide range of business solutions to protect a business from everyday risks. Cover can be customised according to business needs and the company’s professional team assists in building the ideal insurance solution for the client. Among the several types of cover MAPFRE offers is that related to property, trade contents, equipment breakdown, public liability and employee benefits insurance. Group packages help in improving and strengthening employee and employer relationships, when offered as a perk, also contributing to employee retention. The perception, Mr Curmi continues, is that such packages are costly, but the company can tailor its offerings based on individual requirements, making these offerings more affordable. When opting for group health insurance, employers can go for basic cover, with the option for employees to upgrade to an increased level of cover, he explains. And, being a group scheme, this would work out to be much more affordable than an individual policy, also providing the option of including dependents at a discounted price, he explains. Besides the flexible options available for group health cover, MAPFRE Middlesea also offers group personal accident insurance, a policy that pays out in the case of death or disability following an accident. Moreover, the employers liability insurance protects the legal responsibility of the employer towards the employee in case of injury at the place of work. Also, Mr Curmi adds, defined contribution retirement solutions are offered through the company’s subsidiary, MAPFRE MSV Life. Fundación MAPFRE, a non-profit institution, has implemented an action plan with a budget of €35 million to help nearly 30 countries cope with the pandemic. The plan pursues three basic lines of action: support research for the development of a vaccine, procurement of healthcare equipment and urgent healthcare action.

Adrian Galea, Malta Insurance Association

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An icon in iGaming As President and CEO of Betsson AB, Pontus Lindwall is one of the best-known and most highly respected names in iGaming. Here he chats exclusively to Jo Caruana, to give insight into both the present and future of this astonishing industry giant.

ontus Lindwall and I connect over video call. Months ago we may well have met in person on one of his high-energy visits to Malta (these took place quarterly pre-COVID-19, almost without fail) but on this occasion online is as good as it gets for our chat.

was seamless for us and I am very proud of what our teams have been able to achieve. There’s definitely still a critical place for in-person meetings – especially for innovation and discussion – but many things can get done out of the office and even make us more productive. I see a hybrid model working well into the future.”

He is in the stylish Betsson boardroom in Sweden while I am working from home in Malta, and our exchange is a clear example of the new reality for business that needs to get done.

But before we take a deep dive into more of Pontus’ predictions for what’s to come, I am curious to know about his incredible journey at the helm of a true iGaming stalwart.

“Video calls have grown on me,” he smiles, wrapped up in a scarf that further highlights we are in very different parts of the world. “I have to admit I was surprised by how quickly and efficiently we made the move into working from home. If you’d told me months ago that we were going to have to shift to a completely online operation from one day to the next, I would have wondered how well that would work, simply because it wasn’t on the cards. But it

“I fell into the sector by coincidence,” he tells me. “My father was one of the founders of the Swedish gambling pioneers Cherry, but I was adamant I wouldn’t be following in his footsteps. That said, when the internet boom began in the 1990s and I veered into a tech career following my education in science and engineering, I could see the potential for online gaming and things developed organically from there.”

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Among his early milestones, Pontus started Net Entertainment with two other investors, and that was later acquired by Cherry. Still in the 1990s, his team went on to meet a start-up company by the name of Betsson and they acquired that, choosing to keep the name and rebrand the online side of their business to match. It was a series of transactions that led to the set-up most of us know today – but it wasn’t always the obvious path. “Back then most people were very sceptical about the idea of online gaming and it was hard to gain traction in the space because there was so much concern about potential security issues. But when it did start to develop it never stopped, and I have been hands-on every step of the way ever since.” Still, that doesn’t mean Pontus is enamoured by every aspect of the industry. “It’s a love-hate relationship,” he says with a wry smile. “I adore technology and love what the sector has done for consumers; it’s given them so much freedom to play. But on the flip side it’s frustrating to see how differently this industry is treated to any other and sometimes regulations change at the drop of a hat. It can be challenging but there’s also inspiration to be found in struggles of that sort. It certainly keeps us moving forward.” And move forward it has. Today Betsson employs upwards of 1,800 people in different parts of the world, making it one of the largest companies in the sector. I am curious about the leadership style that Pontus finds more effective for such a substantial operation. “For me it’s about being very actively involved in the business,” he says. “I am pretty hands-on, and it helps that I have been in the sector so long because I know it so well.” “As a result, I lead by example. I am involved in many of the decisions that get taken and I actually have opinions about our products and where we should take them. I’m not that guy who tells people what to do; I also get the work done myself. I’m very present. Of course I don’t have meetings with the whole team on a daily basis but I am in regular contact with them and often communicate to the entire organisation at a time on video” to “the entire organisation on video. I put a very high value on our team and view every single employee in >

“THERE’S DEFINITELY STILL A CRITICAL PLACE FOR INPERSON MEETINGS – ESPECIALLY FOR INNOVATION AND DISCUSSION – BUT MANY THINGS CAN GET DONE OUT OF THE OFFICE AND EVEN MAKE US MORE PRODUCTIVE. I SEE A HYBRID MODEL WORKING WELL IN THE FUTURE.” 0148

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the same way. Betsson is a big machine with many pieces, and every one of them is critical to our success.”

to come – and it’s a future that is likely to look more and more international. The company already has a base in various jurisdictions but it has now set its sights firmly on the United States and other areas.

That success will no doubt continue to be built on Betsson’s ability to keep adapting to the future – a factor that Pontus believes comes down to the implementation of technology and a dedication to excellent customer experiences. “The tech sector is moving ahead now just as quickly as it did 10 or 20 years ago,” he says. “When we were getting started in the 1990s, we were already looking into the possibility of gaming from a mobile device. Even though the functionality didn’t exist back then we knew it was coming and, today, it’s the source of the majority of our revenue.”

“Yes, the more we spread our wings, the more demands are going to be placed on us from a regulatory perspective but, as a large company, we have the machine in place to make things work,” he says. “It won’t be easy and I admit we can’t take on too many markets in one go, but there’s no denying our global ambitions.” As for things closer to home, Pontus maintains that Malta will remain a very important location for the group as it continues to grow. “We like Malta a lot and have a strong organisation on the island; it’s our operational hub. Yes, we will have local operations in the markets we move into, but our main operation will still be controlled and run in Malta.”

“Similarly, the opportunities today are endless, and they will continue to be endless as the product and infrastructure develop. We haven’t reached the pinnacle of gaming technology yet; far from it. I believe we will continue to see big changes in the way we interact with games, and things will get simpler and simpler for the users to enjoy with more intuitive technology. Facial recognition will also play a part, and I suspect there will come a time when you won’t even need a keyboard or screen, perhaps because you’ll just talk to the device in question. It’s exciting.”

Talking briefly about the future in general, it’s clear things look bright for the CEO and his team. 2020 has been a learning experience with some record results, and the company is fired up. “It hasn’t been an easy period but we have risen to the occasion and shown that Betsson is strong. We took every opportunity that we could from this crisis and will continue to do so by implementing our planned expansions and investments. We’re in a good position and we will keep moving ahead towards a bright future,” he concludes.

And it’s this bubble of excitement and enthusiasm that is no doubt going to help Pontus keep leading Betsson into the period

“WE HAVEN’T REACHED THE PINNACLE OF GAMING TECHNOLOGY YET; FAR FROM IT. I BELIEVE WE WILL CONTINUE TO SEE BIG CHANGES IN THE WAY WE INTERACT WITH GAMES.” 0150

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Photos by Inigo Taylor

A passion for progress For Petra Maria Poola, moving to Malta meant diving headfirst into an industry she had discovered a love for, and her determination to learn and grow has led her to great opportunities. She chats with Martina Said about her current role, her ambitions, and her favourite spots around the island.

rom a career that started in photography fuelled by a passion for the visual world, Petra Maria Poola has transformed her professional trajectory over the years, leading up to her current role as Head of Business Development and Operations at the premium mobile-first games studio, OneTouch.io. “I bought my first camera when I was 12 and my love for visuals has developed ever since,” says Petra, who, during her teenage years, started working on launching her own company on different social media platforms. Around seven

years ago, she began working at live poker festivals throughout Europe, and long days spent in casinos eventually piqued her interest in the industry. “One of the first gaming-related projects I worked on was with the Cash Game Festival, which is one of the reasons I’m in Malta. I got drawn into this colourful and diverse world of gaming, and my love for the industry grew from there,” she explains. After moving to the island three years ago, Petra began working at SiGMA as a Senior Account Manager. Through this role, she gained an

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understanding of the gaming markets and connected with various clients. “The significant industry experience I received opened up some great opportunities, one of which was my new position at OneTouch,” she says. But getting there required serious determination. Petra describes herself as a hard-working and ambitious person, and an artistic sort with many different interests. “I’ve taken part in all sorts of activities – from ballet to repairing cars in a garage,” she says. “I started working in my teens and I’ve always been really passionate about the work I do. This is one of the reasons I am where I am now – starting to work towards your goals in the early stages of your life helps you to succeed in the future.” Over the last six or so years, she’s been focusing on her work and her journey of self-discovery – “I’ve realised that it is important to make peace with yourself and your flaws,” she says. “To start working your way up the career ladder requires a lot of honesty and fixing yourself first as a person, and this is a journey that I’ve enjoyed immensely.” The effort has undoubtedly paid off, and Petra acknowledges she’s enjoying her new position at OneTouch. “It’s been a great opportunity to join a wonderful team and I’m hoping to be part of building our portfolio of partners and rapidly increasing this over time. OneTouch is an extremely innovative company with great ambitions and I’m proud to be part of their family.” Moving to Malta was quite a seamless process for Petra, who says she had been thinking of relocating abroad for a number of years, but admits it was hard leaving her friends and family behind. One of the first challenges she encountered here is time management – “everyone is late; as an Estonian, I always arrive 15 minutes early for any meeting!” Sharing her living experience on the island thus far, Petra says every country has its plusses and minuses. “Adapting to life in Malta, especially moving to the >

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“TO START WORKING YOUR WAY UP THE CAREER LADDER REQUIRES A LOT OF HONESTY AND FIXING YOURSELF FIRST AS A PERSON, AND THIS IS A JOURNEY THAT I’VE ENJOYED IMMENSELY.”

WINTER 2020/2021 EXPATS

“ADAPTING TO LIFE IN MALTA, ESPECIALLY MOVING TO THE ISLAND BEFORE SUMMER, WAS ENJOYABLE. THE EXPAT COMMUNITY WAS REALLY WELCOMING WHICH MADE MOVING EASIER.”

island before summer, was enjoyable. The expat community was really welcoming which made moving easier,” she explains. “Malta is extremely convenient when it comes to everyday errands, distances, work meetings or building your network with everything and everyone close by. What I like most is the sea and the views of the coastline and the cliffs – quite an amazing sight.”

The very same factors that make living here convenient are ones that are sometimes tough to contend with. Coming from a country that borders with several others, Petra admits she hadn’t realised how hard it could be to live on a small island. “I love driving and taking long road trips to neighbouring countries – it is something we often do in the Baltics. I wish someone had pointed out the obvious to me beforehand as it wasn’t something I really thought of.” As ever, there are also some pet peeves. Petra considers the traffic, construction sites, and the absence of greenery and clean food products as her main gripes. “Estonia is a country with 60 to 70 per cent of its area as woodland, so it was difficult to adjust at first. We also grow our own produce back home, which makes the food quality amazing.” Speaking about her favourite aspects of the job, Petra says that the many different elements that make up the gaming sector make it a fun and

exciting environment to work in. “The closeness of the iGaming community in Malta is a fundamental part of why I got involved. I love working with people, and it’s that closeness that makes networking even more enjoyable,” she asserts. “It’s also exciting to work in an industry that’s developing at such a fast pace. With so much innovation around, and new markets continuing to evolve at every turn, there are always interesting game providers, operators, and affiliates bursting onto the scene.” OneTouch, she continues, is certainly part of a group of companies that is constantly pushing the boundaries of innovation. “We develop premium slot and table games for online casinos worldwide and combine innovative mobile-first designs with sharp single-touch interactivity to deliver a superior online gambling experience for players. We have some fascinating products under development, many of which will disrupt the market, so watch this space!” The buzzing and fast-paced environment is what keeps Petra motivated, and both the industry at large as well as the company she works for encompass a diverse range of people who make every day different. >

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“Since I accepted the position with OneTouch a few months ago, I’ve gained more passion for my work and I get to learn about the industry from a different side. I’ve always enjoyed putting my time and effort into gaining knowledge, and changing job has been a great help,” she asserts. “I’ve gained a substantial amount of awareness about the iGaming industry in the past few months and I’m planning to expand this even further in the years to come.”

Having focused on work, her personal growth and her physical health for the past two years, Petra jokes, “I have basically become a ‘young grandmother’ as my friends like to say! I’ve given up all kinds of parties and made a choice to enjoy good-quality restaurants rather than spend my evenings in bars.” When she isn’t concentrating on her job or enjoying a splendid meal, Petra says she enjoys nothing more than a good dose of physical training. “My favourite free-time activity is boxing and going to the gym – I’ve been hooked on exercise for five years. A healthy lifestyle and working out have become a big part of my life, so most of my leisure time is spent at the gym or going for long walks.” And when she hangs up her boxing gloves, Petra says her favourite place to visit in Malta is Mdina at nighttime – “when the true Silent City comes out. I love walking around there when the noise and tourists have disappeared. I also enjoy any place in Malta that is near the sea, quiet and empty – a perfect place for an early morning swim or walk.”

PETRA’S FAVOURITES

Movie: Bringing up Baby, Schindler’s List and Inception Restaurant: Hammet’s Macina, Birgu Thing to order at a bar: Does a protein shake count? Otherwise, a glass of quality red wine Place for a weekend getaway: East coastline of Sicily or Spain Pastime: Gym, books and painting Maltese word: Qalbi

Looking ahead, Petra says that, although she can’t tell what the future holds, she has set goals and guidelines for herself on where she wants to be five years from now. For now, however, “I’m really enjoying working for OneTouch and building the working relationships with clients in Malta.”

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ASK THE COACH OUR FUTURE LIES IN THE ART OF QUESTIONING

As a C-level executive with over 20 years’ experience in corporate settings, Marion Gamel understands the oftenundervalued importance of asking the right questions. Marion started her career as an entrepreneur and then worked for Google, Eventbrite and Betsson. She has been coaching entrepreneurs, founders and C-executives around the world since 2015. In this regular column, she provides advice to business leaders to empower them on issues ranging from improving efficiency to driving transformation and international growth within the company.

“I

s ‘knowing’ obsolete?” asked the author, computer scientist and educational theorist Sugata Mitra when presenting at a TED Conference. This was a far cry from the ‘knowledge is power’ mantra we’ve heard for decades.

From this perspective, could asking the right questions be the ‘new power’?

Today, facts and information are at everyone’s fingertips. From Google and big data to Wikipedia, the media and our networks, we have access 24/7. Whatever data you need, it exists and is within reach. However, the sheer volume of available information makes it challenging to prioritise what we need to know. And finding information has become more of a skill than knowing it. What’s more, in our hi-tech environment, knowledge becomes obsolete fast, and therefore expertise has a short shelf life. For this reason, great leaders don't restrict their teams within their own personal beliefs or knowledge by saying things like “This is how we’ve always done it” or “This is the norm in our industry”. On the contrary, they collaboratively seek curiosity and exploration of newer knowledge.

Asking questions causes disruption... Many companies, whether consciously or not, have established cultures that discourage people’s enquiry. Clayton Christensen, who developed the theory of disruptive innovation, observes that questioning is still considered to be ‘idle’ by many leaders who are more anxious about DOING. The neurologist John Kounios observes that the brain finds ways to reduce our mental workload by encouraging us to operate on autopilot. This saves energy and allows us to do the same thing faster. So, from a certain perspective, the best way to increase repetitive efficiency is to reduce mental workload. And to do this, people need to reduce inquisitiveness and accept what’s known. …yet leads to expansion and improvement. But the more you know, the more questions you should ask. Scientists have been great advocates of questioning, and Einstein was one of the most vocal champions of curiosity. He was already asking

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smart questions at the age of four (“Why is the compass pointing North?”) and saw inquisitiveness as something powerful. In fact, he allegedly said that if he had an hour in which to solve a problem, he’d spend the first 55 minutes making sure he was answering the right question. The most innovative leaders tend to be experts at questioning. They question the conventional ‘wisdom’ of their industry, the fundamental practices of their company and even the validity of their own assumptions. Hal Gregersen, Clayton Christensen and Jeff Dyer co-authored “The Innovator’s DNA”, a piece of research that shows how questioning is the key success factor among innovative executives. I worked at Google in its early days and witnessed first-hand how a company can be run on questioning. Inspiring leaders such as Steve Jobs and Jeff Bezos are known for questioning everything, and Stephen Quatrano from the Right Question Institute once said, “Forming questions helps us to organise our thinking around what we don’t know.”

ENGAGE YOUR WORKFORCE WITH QUESTIONING

In iGaming, if we were to ask whether some of what we ‘know’ is becoming obsolete, wouldn’t a broader diversity of industry background amongst our workforce be beneficial?

It’s interesting to see that the more children are taught, the less they ask. A pre-schooler typically asks hundreds of questions a day. But once he or she starts learning how to read and write, the questioning slows down. This may not be a problem in itself – as, for example, they could be asking fewer but more focused questions on what they’re interested in – but there’s a related and very negative trend: children’s engagement at school decreases as their habit of asking questions dies.

So, how can we use questions in business and where do we even begin? Here are four questioning techniques that I often share with the leaders I coach. I hope they’ll help you embrace enquiry and questioning to foster innovation, growth, customer delight and employee engagement.

1. WHY? WHAT IF? HOW?

Does this happen in companies too? After the first few weeks of onboarding, when new employees are encouraged to ask questions, business as usual takes over. Then, employees are not invited to ask questions any longer. The expectation is that ‘they should know by now’ and ‘be like others’. The reality, though, is that with the disappearance of questions, engagement drops – and disengaged talent leaves.

These three questions are a model for forming and tackling big topics and they’re commonly used in coaching. It’s a framework designed to guide people through the various stages of questioning. The ‘why/ what if/how’ sequence offers a logical progression that breaks down the creative problem-solving process. • WHY = Frame the problem. The most thoughtprovoking questions can come from anyone. For the inventor of the polaroid camera, it was his daughter who asked, “Why do we need to wait to see our pictures?” WHY is the stage where you become aware that something that is supposedly set in stone is actually standing in your way. In the iGaming industry, such WHY questions could be something like “Why do we have to give bonuses to attract or retain customers?” At this early stage of the exploration process, you’re listing, in the form of WHY questions, things that you don’t like, don’t believe in or don’t trust anymore. These are things that don’t benefit your company, your employees, your users or your investors. >

The iGaming industry tends to be quite incestuous. The same talent wanders from one company to its direct competitor again and again, and recruitment often remains focused on acquiring ‘gaming people’. While this might be understandable in a field that requires the procurement of specific knowledge (like scientific research), it is questionable in an industry that’s not very different from e-commerce, marketplaces, entertainment or travel.

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• WHAT IF = Generate ideas. WHAT IF is the stage where you remove all boundaries and verbalise the world as you wished it could be: simpler, more efficient, fairer, kinder. “What if we offered something so great and unique that customers chose us and stayed loyal to our brand – something they value much more than money?” • HOW = Build on these ideas through prototyping. HOW is the stage where you focus on possible changes and enhancements by asking, for example, “How can we find out what customers would value more than bonuses?” The HOW stage is the door to innovation and creativity, focused on a belief or desire.

3. QUESTION-STORMING

This technique of questioning was initially invented to help parents ask the questions that mattered in school-parent meetings. It then soon started being used all over the world by parents, workers, companies and individuals who needed ‘a new kind of result’, something different to the one they’d been getting. The technique provides a good structure for question-storming sessions in an updated version of the brainstorming format. 1. Design a question or claim to focus on: “Giving bonuses to players isn’t efficient.” 2. Encourage people to ask questions on this theme: No debating. Change statements into questions. No limits. Don’t attempt to answer questions at this stage. Try to get to 50 questions. The group will likely stall after 25 questions but keep pushing as the really big ones often emerge towards the 40–50 questions mark. 3. Encourage people to improve their questions: make them sharper, clearer, broader reaching, more open or more focused. 4. Ask people to prioritise questions and come to an agreement on their top three. 5. Decide on the next steps to attempt to answer these three questions.

2. THE FIVE WHYS

The Five Whys methodology originated from Sakichi Toyoda, founder of Toyota Industries. The company practised asking “Why?” (up to) five times in succession as a way of getting to the root of a specific organisational problem. This is how it goes: • 1st WHY: Why did a faulty car part come out of our factory? Answer: Someone in the assembly line made a mistake. • 2nd WHY: Why did this mistake occur? Answer: This employee was not sufficiently trained. • 3rd WHY: Why was this employee insufficiently trained to the point that it jeopardised his ability to do his job? Answer: Our training programme is under-funded. • 4th WHY: Why is our training programme under-funded? Answer: Because we prioritise XX and YY over training. • 5th WHY: Why do we prioritise XX and YY over training? If you answer this fifth question honestly, you’ll get to the bottom of the problem as this is where big issues often surface. For example, (1) we’re looking at the wrong data to assess the value and growth potential of our business, or (2) we’ve cut corners in order to improve our P&L artificially to please investors.

4. MY THOUGHTS-INDUCING QUESTIONS

With my help, the leaders I coach free up muchneeded thinking time. But once time has been freed, how can one make the most of it? While some people become creative when they’re in a specific environment, others only need a few questions to get their thinking going. Each leader’s list of thoughtinducing questions is very personal and as such should be created with great care. Over the years, I’ve found that some questions tend to commonly feature in these lists: • What would XX do? (XX being someone inspirational you know quite well.) • What are our blind spots? What are we not seeing? • If we created a company to compete against us and kill us, what would it do? • What’s our sweet spot – the one thing we could become a world leader in? • What should we stop doing? Questioning is more important today than it was yesterday and will be even more important tomorrow to help us figure out what matters, what to aim at, what opportunities lie ahead and how to get there. All companies are hungry for better answers, but first, they need to learn how to ask better questions. Should you want to know more about transformative questioning, I recommend reading “A More Beautiful Question” by Warren Berger. Got a question for Marion? Email her on marion.gamel@gmail.com

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PAPA RAZZI

While our social lives still look rather different to the way they did pre-COVID-19, there have been many reasons to get together to celebrate â&#x20AC;&#x201C; whether virtually, or in-person and social distancing. These are some of the events that have taken place recently. BETPOINT GROUP Made up of a passionate team of fantastic individuals that develop exceptional online gaming experiences, the Betpoint gang are also passionate about going green. On 19 September, they were the only gaming company to take part in Saving Our Blue â&#x20AC;&#x201C; a campaign launched by the Ministry for the Environment, Climate Change and Planning (MECP) to educate and encourage the public to stop littering, reduce waste and opt for alternative products to single-use plastics.

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2 1

BETSSON 1. WiBE (Women in Betsson): As part of Betsson’s Women in Betsson (WiBE) network, the company organised its second session online. For this session they invited Professor Brenda Murphy to speak about female representation in the media and in marketing. 2. New Starters: Betsson continued to recruit talented people to the group, and shifted its on-boarding programme online.

3. Garagesson: In its social clubs, Betssonites get together to discuss mutual interests such as arts and crafts, books, e-sports and food. ‘By Betssonites, for Betssonites’ they say. This photo was taken at the club Garagesson, which – as the name implies – is all about cars. Top right, you can see Betsson AB CEO, Pontus Lindwall, taking part in the club meeting to chat about this shared hobby.

4. Betsson Pride: As part of Pride Week in Malta, Betsson invited Ryan Sallans – an internationally renowned gender expert – to share details of his own transition from female to male, and to provide insightful information around gender and transsexuality in the workplace.

5. New Starters Meetup: Betsson started to host small meetups for new starters who joined the induction remotely. Besides meeting the people they started their journey with, these new team members got to build new connections and to experience some office life in a safe environment. 6. Donation to UoM Futsal Team: Betsson Group supported the University of Malta Futsal Team tby sponsoring face masks, which are now worn by players, technical staff, executive committee, sub-committees, media team, and the advisory board.

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KINDRED GROUP To mark World Clean Up Day on 19 September – and despite this being a very unusual year – Kindred Group stuck to its yearly tradition by encouraging employees to use their CSR days and get involved.

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RELAX GAMING Relax by name and by nature! These photos showcase some of the wonderful days out at sea that Relax Gaming enjoyed with their clients and partners, including Casino Grounds, Kindred, GiG, and Casumo.

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