Infinity Gaming Magazine May 2024

A note from the editor

Congrats to all the finalists

Lana Thompson - Editor

The March 2024 Edition

Welcome to the latest edition of the Infinity Gaming Magazine and here we are entering the springtime of the year and that always means as well the finalists for the 2024 Women in Gaming (WIG) Diversity & Inclusion Awards are announced.

Yes and congratulations to all our finalists that are inside the magazine, entries for this year were up at 24% making it the biggest ever entries level in 14 years, so a huge congratulations if you made the finals.

It was a massive exercise for our judges that had to go through hundreds of nominations to deliver a list of finalists, so just making it this far is a huge achievement.

On behalf of Clever Duck Media we

thank each and everyone one of our judges who have taken the time out of their busy work lives to support this original and innovative event that when began no-one believed it was worthwhile! Well we showed them didn’t we.

So once you checked the lists and found out if you are in, the next thing to do is book your place before it is too late, traditionally we are sold out by the middle of May, so do not be disappointed and miss out go over to the bookings page while it is live.

But all this would not be possible without our superb sponsors and a big thank you goes to the companies that believe in diversity and inclusion and show it by sponsoring this annual awards, so thank you Digitain, Bally’s, Playtech, Betsson, Gamomat and IGT.

See you all on the 6th June at the iconic Savoy Hotel to celebrate the achievements of those individuals and companies.

Away from the WIG Diversity and the magazine, this month we have some great interviews with Bally’s, Betsson and Digitain covering topics from diversity and inclusion within their companies to the future of the businesses.

As I finish this message to you all we have now less than 6 weeks to the WIG Diversity & Inclusion Awards and hope to see as many of you as possible on the 6th June.

Enjoy the magazine.

“To

Infinity and Beyond!”

Regards, Lana The Editor

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B2B Excellence Award (Companies)

Aviatrix

BGaming

Digitain

Entain Global Gaming Commercials Team

Eyecon

Pragmatic Solutions

Skilrock Technologies

Soft2Bet

SOFTSWISS

The Mill Adventure

Community Engagement

ARRISE

Aspire Global

Bally’s

Betsson Group

Flutter Entertainment

Glitnor Group

Microgaming

NeoGames

Openbet Global

SOFTSWISS

The Rank Group Plc

2024 Women Diversity & Inclusion Finalists

B2B Excellence Award

Chryssa Kakkava (Openbet)

Isabella Schmiedlechner

Jenia Melkhior – Playtech

Jess Inglott – Yolo

Jodie Biglin – Playtech

Michele Spiteri – Playtech

Nicola Buckingham – Gaming

Noemi Nemeth – Playtech

Olga Bugajenko – ARRISE

Sasha Uman – Playtech

Digitain

Eyecon

Games Global

Gamomat

Just For the Win

LiveScore Group

Quickspin AB

Soft2Bet

SOFTSWISS

The Mill Adventure

Company of

Women in Gaming Inclusion Awards Finalists

Award (Individuals)

(Openbet)

Playtech

Gaming Realms Playtech ARRISE of the Year

Best Diverse Place To Work

Aspire Global

Betsson Group

Delasport

Evoplay

Games Global GAMOMAT

Glitnor Group

Greentube

LiveScore Group

The Mill Adventure Corporate Wellbeing Initiative

Aviatrix

Glitnor Group

Playtech

Saroca

SOFTSWISS

The Mill Adventure

Wazdan

Diversity and Inclusion

Aspire Global Bally’s

Betsson Group

Games Global IGT

LiveScore Group

Playtech

Soft2Bet Wazdan

Employee of the Year – Operator

Audrey Dunn (Metropolitan Gaming)

Catherine Nguyen-Cat (Bally’s)

Grace Olive Gill (Bally’s Interactive)

Julia Suarez (Entain)

Lisa Galea (Bally’s)

Niro Weerasinghe(LiveScore Group)

Rugile Svagzde (Metropolitan Gaming)

Sandra Vask (Yolo Group)

Sherrine MacLeod-Brown (Bally’s)

Tatiana Alonso (Bally’s)

2024 Women Diversity & Inclusion Finalists

Anaxi

Games Global Playtech

The Mill Adventure Wazdan

Diverse and Inclusive

Employee of the

Camilla Lundstedt (Quickspin

Denise Thompson (Anaxi)

Katie Machin (Aspire Global)

Katie Roberts(Playtech)

Kristi Kindel (Playtech)

Leila Goelz (Games Global)

Marichiara Lagravinese (Gaming

Simona Stojanovska (QiH

Stamatia Agkou (Light & Tatyana Kaminskaya (SOFTSWISS)

Zivanka Radanovic (MyAffiliates)

Women in Gaming Inclusion Awards

Finalists

Inclusive Team

the Year – Supplier

(Quickspin AB) (Anaxi) Global) Global) (Gaming Realms) (QiH Group) & Wonder) (SOFTSWISS) (MyAffiliates)

Apprentice of the Year

Abir Tariq

Katrina Wigby

Laura Green

Molly Williams

Employee Wellbeing Award

Evoplay

Glitnor Group

NeoGames

Quickspin AB

SOFTSWISS

The Mill Adventure

Therese Walling

The Outstanding Mentor Award (Operator)

Jade Appleby (Bally’s Interactive)

Kinga Gaal (Glitnor Group)

Maria Loumpourdi (Betsson)

Natalija Bezubova (Entain)

2024 Women Diversity & Inclusion Finalists

Excellence in Customer Service – Operator Excellence in Customer

Betsson Group

Enterprise Analytics and Product Tracking Team (Entain)

Gaming Innovation Group

LATAM Customer Support Team (Bally’s)

Lotte Egging (LiveScore Group)

Naoual Azzirag (Metropolitan Gaming)

Rimma Jurgenstein (Yolo Group)

Sol Khera (Bally’s)

HR Champion - Supplier

Charlotte Davies (Games Global)

Daniela Johnston (Anaxi)

Ekaterina Tomova (Delasport)

Karolina Wolkonowska (Wazdan)

Maja Ostojić (ESA Gaming Supplier)

Natalia Perkowska and Liudmila Glasunova (SOFTSWISS)

Deb Krupinski (Openbet)

Design Works Gaming

Eyecon Content Team, Playtech

Irina Mendeza (Games Global)

Lisa Griffiths (Light & Wonder)

Laura Gerrard (Pragmatic

Michele Spiteri (Playtech)

Moran Rahamim (Playtech)

SOFTSWISS

Sonya Vasileva (Delasport)

Trisha Parker (Light & Wonder)

Industry Achiever

Christel Marioni (Bally’s)

Ciara Nic Liam (Entain)

Corinne Valletta (Betsson)

Emma Quinn (Bally’s)

Janelyn Coberos (Bally’s)

Laura O’Brian (Rant Casino)

Tereza Melicharkova (Glitnor

Women in Gaming Inclusion Awards

Finalists

Customer Service – Supplier

(Openbet) Playtech Global) Wonder) (Pragmatic Play) (Playtech) (Playtech) (Delasport) Wonder)

Achiever – Operator

(Bally’s) (Betsson) (Bally’s) Casino) (Glitnor Group)

HR Champion Award - Operator

Ellis Dawkins (Bally’s)

Erika Vito (Bally’s)

Gabrielle Hone (LiveScore Group)

Gemma Duncan (Bally’s)

Hardeep Borys (Bally’s)

Hazel Boyle (Rank)

Helen Baker (Betsson)

People Operations - HR Team (GIG)

Vanisha Van Den Hooven (Glitnor Group)

Industry Achiever Supplier

Kim Rogers (Anaxi )

Hema Mistry (Gaming Realms)

Aida Bachner (NeoGames)

Angelika Antonova (SOFTSWISS)

Charlotte Procter (Openbet)

Cheryl Jones (Odds On Compliance)

Ericka Mazer (Light & Wonder)

Jo Bentley (Eyecon)

Maris Catania (AceHollreiser)

Miranda Andoniadou (Pragmatic)

Randi Topham (Light & Wonder)

Innovator

Christine Lewis (Lion Gaming)

Design Works Gaming

Entain Group

Evoplay

Janine Lusted (Buck Stakes)

Ralitsa Zareva (Delasport)

SOFTSWISS

Vicky Spicer (Light & Wonder)

Wazdan

Leader of the Year - Operator

Carolina Martin (Bally’s)

Hazel Boyle (Rank Group)

Lena Nordin (Betsson)

Malin Angbo (William Hill/888)

Maria Mariscal (LiveScore Group)

San Van (Metropolitan Gaming)

Sarah Calakovic (Buzz Bingo)

Susy Johnson (Bally’s)

Uma Maheshwari (Entain)

2024 Women Diversity & Inclusion Finalists

Inspiration of the

Adelaide Leeder (Bally’s)

Kerry McNally (Flutter)

Kirsten Bond (Bally’s)

Gemma Edward (GIG)

HR & Payroll (Buzz Bingo)

Lena Nordin (Betsson)

Pallavi Madishetty (Entain)

Perrina Hoser (Metropolitan

Ramn Gosal (LiveScore)

Rebecca McAdam Willetts

Leader of the Year

Amy Santos (Pragmatic Solutions)

Cecilie Robinson (Aspire

Clemence Dujardin (MyAffiliates)

Julie Allison (Games Global)

Khrystyna (Tina) Luchyn

Marina Ostrovtsova (BGaming)

Mel Camilleri-Bland (Glitnor

Shelley Hannah (Relax Gaming)

Shiran Litvak-Federmann

Siobhan Lane (Light & Wonder)

Sue Dawson (Light & Wonder)

Xiomara Ortega (Anaxi)

Women in Gaming Inclusion Awards

Finalists

the Year – Operator (Bally’s) Bingo) (Entain) (Metropolitan Gaming) Willetts

Year - Supplier Solutions) (Aspire Global) (MyAffiliates) Global) (Openbet) (BGaming) (Glitnor Group) Gaming)

Litvak-Federmann (Playtech) Wonder) Wonder)

Inspiration of the Year - Supplier

Amie Kadhim (Yaspa)

Carrie McNeish (IGT)

Dominique Spanier (Eyecon)

Iris Etgar (NeoGames)

Kelly Trask (Light & Wonder)

Mane Aharonyan (Digitain)

Nadiya Attard (Relax Gaming)

Nicole Wilson (NeoGames)

Sandra Thomsson (Quickspin AB)

Selvo Moodley (Games Global)

Svitlana Kravchenko (Pragmatic)

Victoria Coombs (Anaxi)

Marketing Campaign of the Year

Aviatrix

BGaming

#IAMANAXI Campaign (Anaxi)

SOFTSWISS

Swintt

Yolo Group

Wazdan

2024 Women Diversity & Inclusion Finalists

Positive Role Model of the Year – Operator Positive Role Model

Alex Whittaker (Bally’s Interactive)

Alexandra Bortos (Entain)

Emily Thompson (Buzz Bingo)

Hazel Boyle (Rank Group)

Jonna Danlund (Betsson)

Serina Donkin (Rank Group)

Shannon Phillips (LiveScore)

Tulna Mehta (Entain)

Star of the Future - Supplier

Anastasiia Botezat (Quickspin AB)

Ashley Pisieczko (IGT)

Ayla Uzunhasan (Gaming Realms)

Bianca Costa (The Mill Adventure)

Francesca Schembri (Anaxi)

Laura Pett (Sportingtech)

Linn Alexander (Light & Wonder)

Milena Pavlola (Delasport)

Nicole Guilmoto (Eyecon)

Thea Skliarov (Games Global)

Valentina Doca (ARRISE)

Anna Smolenska(Playtech)

Dana Jackel (Light & Wonder)

Harriet Linton (Anaxi)

Isabelle Hartmann (Quickspin)

Marija Hammon (Relax Gaming)

Nelli Zhamagortsyan (Digitain)

Sabina Panayotova (Delasport)

Sarah Williamson (Light

Shondra DeLoach-Perea

The Outstanding Mentor

Chantelle Saliba (GIG)

Elzbieta Krauze (Wazdan)

Hillory McDaniel (Design

Julie Mars (Anaxi)

Julija Naumkina (Playtech)

Krista Urb (Playtech)

Martha Langer (Light & Wonder)

Olesia Koshyk (Playtech)

Rona Aizenberg (Playtech)

Sheila Bangalore (Games

Valentina Bagniya (SOFTSWISS)

Women in Gaming Inclusion Awards

Finalists

of the Year - Supplier

Smolenska(Playtech) Wonder) (Quickspin) Gaming) (Digitain) (Delasport) & Wonder) (IGT)

Mentor Award (Supplier) (Wazdan) (Design Works Gaming) (Playtech) Wonder) (Playtech) (Playtech) (Games Global) (SOFTSWISS)

Star of the Future - Operator

Anna Davies (Metropolitan Gaming)

Dalar Jivanian (Betsson)

Debpriya Sarkar (Entain)

Elena Reilly (Entain)

Katie Kohler (BetMGM)

Laura Dennis (Bally’s Interactive)

Paige Symmonds (LiveScore Group)

Samantha Herelle (Entain)

Sofia Cassarino (GIG)

Tate Jones (Bally’s Interactive)

Wilma Rauhanummi (Bally’s)

Young Leader of the Year

Deveshnie Mudaly (Games Global)

Ellis Dawkins (Bally’s Interactive)

Galja Vojinovic (Relax Gaming)

Gina Lama (Sportingtech)

Greta Robichaud (GIG)

Jade Sienna Ricciardi (Pronet Gaming)

Jasmine Hutchinson (Playtech)

Katia Abela (Betsson)

Kaitlin Galea (Anaxi)

Marharyta Yerina (Evoplay)

Maša Tičar (Pragmatic Solutions)

THE 2024 WIG DIVERSITY JUDGES

Meet the Industry professionals charged with judging the nominations for the 2024 Women in Gaming Diversity & Inclusion Awards

#WIG2024JUDGES #IWD2024 #WOMEINGAMING #WIGD2024

Lucy Buckley Chief Commercial Officer Allwyn UK

Jennifer Bowman Senior Director Marketing IGT

Amy Howe CEO FanDuel

Kimberley Broad CCO Games Global

Maria McDonald Partner Nordic Gambling

Sari Lichtik Head of Marketing & Communications Playtech

Cordelia Morgan – Cooper Founder CMC Consulting

Senior Investor Relations Manager – Galaxy Entertainment Group

Group CEO at MyAffiliates

Ciara Nic Liam Managing Director Gaming at Entain

Business Development & Regulatory -

Internationa Business Development – IGT

Group Chief Marketing Officer Digitain

Marija Hammon Marketing Director –Relax Gaming

Yoko Ku

Clemence Dujardin

Maria Loumpourdi Head of Talent Development –Betsson Group

Olabimpe (Odebunmi) Akingba

Mchezo Limited

Pallavi Deshmukh Chief Executive Officer at NetGaming

Sally Mohamed

Chu Yook Liew Creative Director & Design Studio Manager at Greentube

Aregnaz Hakobyan

Mary Mendoza Managing Director – The Platinum Ltd

THE 2024 WIG DIVERSITY JUDGES

Oksana Tsyhankova CMO at Soft2Bet

Hamest Safaryan Regional Sales Team Manager at Digitain

The finalists for the Women in Gaming Diversity & Inclusion Awards will be held on the 6th June 2024 at the iconic Savoy Hotel in London in support of deserving charities. Tickets are sold on a first come first served basis and every year the ceremony is sold out weeks before the gala evening.

The WIG Diversity & Inclusion Awards are sponsored by Digitain, Bally’s, Betsson Group, Playtech, IGT & Gamomat.

Good Luck to all the finalists and their companies.

Dr. Alexandra Krone Managing Director Gamomat

Barbara Batári Head of Marketing and Sales – Just For The Win

Nadiya Attard Chief Commercial Officer at Relax Gaming

Tracey Wiley Executive Director of Diversity, Equity and Inclusion Bally’s

Everi Faces Lawsuit from Rival Digital Wallet Provider

Everi Holdings, the provider of digital payment solutions and gaming products, has been accused of patent infringement by a rival digital wallet provider. The lawsuit alleges that Everi’s digital wallet technology infringes on several patents held by the plaintiff. This legal dispute has the potential to disrupt the digital payment landscape and could have significant implications for both companies involved.

The rival digital wallet provider claims that Everi’s digital wallet technology infringes on their patents related to secure and convenient payment processing. These patents are crucial for the functioning of digital wallets, enabling users to securely store and transact with their digital assets. The plaintiff contends that Everi’s technology directly copies their innovations, giving them an unfair advantage in the market.

If the lawsuit is successful, Everi could be facing significant financial penalties and may be required to cease using the allegedly infringing

technology. This could have a detrimental impact on Everi’s business, as their digital wallet technology is a key component of their product offering. Additionally, a loss in this lawsuit could tarnish Everi’s reputation and erode customer trust in their brand.

On the other hand, a victory for Everi could give them a competitive edge in the digital wallet market and strengthen their position as a leading payment solutions provider. It would also set a precedent for future patent infringement cases within the industry, potentially influencing the strategies and innovations of other digital wallet providers.

The final outcome will depend on the strength of the arguments presented by each party, the interpretation of the patent claims, and the decision of the court.

The legal battle between Everi and the rival digital wallet provider raises important questions about the future of digital payment systems. As the world increasingly shifts towards digi -

tal transactions, the role of digital wallet providers becomes more critical. These providers must continuously innovate and differentiate themselves to remain competitive in a crowded market.

Digital wallet providers rely heavily on innovative technologies to offer secure and convenient payment solutions to their customers. Developing these technologies often involves significant investment in research and development. To protect their innovations, digital wallet providers file for patents, granting them exclusive rights to their inventions for a specified period.

Patents play a crucial role in the digital wallet industry, as they provide legal protection against infringement. However, patent disputes, such as the one between Everi and the rival digital wallet provider, highlight the challenges faced by companies in protecting their intellectual property. The resolution of these disputes has the potential to shape the future of patent protection within the industry.

Interview with Dr.Maria Loumpourdi

Global Head of Talent Development

Betsson Group

Maria many thanks for talking to the Infinity Gaming Magazine today, for our readers can you tell us your role for Betsson and what it entails?

My pleasure, andthank you for this opportunity. At Betsson, I lead a team dedicated todesigning and implementing talent development strategies across the Group’s16 global locations. The heart of my role is to cultivate a leadership and learning culture that empowers our talented people to grow and excel. This encompasses a broad spectrum of processes and initiatives focused on leadership development, learning and development,performance management, and diversity and inclusion.

My team and I areinvolved in every step of our employees’journey; from onboardingnew hires to designing processes andprogrammestargeted at our employees’ continuous professional development. Leadership training and coachingare cornerstones of our talent strategy, enabling our organisation to continuously reach new heights.

Performance management is another critical area I oversee, ensuring alignment between individual contributions and our overarching business objec-

tives. Additionally, my team is committed to promoting diversity, equity, and inclusion (DEI) within the organisation as well as externally—we’ve successfully spearheadedsix Diversity and Inclusion Conferences and numerous networking events in the last two years alone, creating platforms for dialogue, exchange of best practices, and collective learning within the gaming industry and beyond.

Betsson is over 60 years old now in one form or another founded in 1963 and now today has over 2,200 employees, how big is your department handling such a large workforce?

At Betsson, theHR department is a global network comprising over50 dedicated HR professionals. This team is structured around three main areas: the global Talent Management team, HR Business Partnering, and localised HR support that extends across all our offices. Within the Talent Management team, we focus on four strategic pillars: Talent Acquisition, Development, Engagement, and Rewards.These pillars are the backbone of our strategy to attract, nurture, engage, and retain the incredible talent we have here at Betsson.

But it doesn’t stop there. To ensure these strategies are effectively translated into action, we have HR Business Partners and Local HR Managers strategically positioned across the organisation. They act as vital links, bridging our overarching talent strategies with their execution on the ground. This setup allows us to offer personalised support to every employee and team.

What is a normal day to day at Betsson like?

Every day is different, but every day is fun. When I walk around the office, I see people brainstorming, discussing, tackling new projects, and learning from each other. They engage with colleagues during breaks and the various events we organise. I feel like every day at Betsson is an opportunity to explore, grow, contribute, and, most importantly, have a great time doing it.

Betsson have been long time supporters of the Women in Gaming (WIG) Diversity & Inclusion Awards, is this something the company feels strongly about?

Absolutely, our steadfast support for the Women in Gaming Diversity Awards is a reflection of Betsson’s deep-rooted

belief in the power of diversity—gender diversity included—as a driver of success enabling us to stay at the forefront ofour industry. We recognise that fostering an inclusive environment is not just the right thing to do; it’s imperative for driving innovation, enhancing team performance,and ensuring sustained growth.

Supporting initiatives like the WIG Diversity Awards,resonatesdeeply with our core values and our ongoing efforts to promote gender equality and equity in our industry. This recognition platform celebrates women’s invaluable contributions within the gaming industry since 2010; a time when, frankly

speaking, diversity and inclusion were rarely on the agenda for most companies.

The company has a strong work ethic and takes the wellness of their people very seriously, can you explain how Betsson implement this and does it help improve productivity Maria?

Indeed, at Betsson, we place immense value on the well-being of our employees, not just as a matter of productivity but as a core aspect of our company culture. We regularly organise various activities focused on health, fitness, and overall well-being across all our global

locations. We also champion a healthy work-life balance by offering flexible working options, ensuring our employees can manage their professional and personal lives harmoniously. Moreover, we’ve established a comprehensive health insurance coverage coupledwith wellness benefits that caterto both the physical and mental health needs of our employees.

When did this way of looking after employees and the way they are treated happen, how long has this been part of the ethic at Betsson?

Betsson has a history spanning over 60 years, and I believe that the company has always placed a strong emphasis on employee well-being, ingrained in our culture from the start. It’s hard to say exactly when this became a fundamental element of our ethos because I feel that it has naturally evolved over the decades. Our approach to taking care of our employees isn’t fixed; it’s an evolving commitment. We actively listen to our employees and adapt our practices as needed. This ongoing dedication is a key reason why many choose to join and stay with Betsson.

Betsson won “Employee Wellbeing Award” and Lena Nordin won “Outstanding Contribution Award”at the 2023 WIG Diversity Awards, how important is it to be recognized and awarded for the hard work the whole team does?

Winning the ‘Employee Wellbeing Award’ and seeing Lena honoured with the ‘Outstanding Contribution Award’ at the 2023 WIG Diversity Awards were significant milestones for our HR team and the organisation. Such recognition is incredibly important to us—it validates the hard work and dedication of our entire team and reinforces our commitment to fostering an inclusive, supportive work environment. Awards like these remind us that what we do truly makes a difference and motivate us to

Maria Loumpourdi Exclusive Interview

continue pushing the boundaries.

Does recruitment of top people help when Betsson is so well recognized for the wellbeing of their workforce?

Undeniably, top talent is drawn to companies that excel in their industry and demonstrate a genuine commitment to their employees’ well-being and continuous development. Being recognised for our well-being efforts positions us as an employer of choice, attracting candidates who value a supportive and inclusive work environment. This recognition aligns with our values and provides us with a competitive edge in attracting and retaining the exceptional talent that drives our success.

In 2022 Betsson won the “Best Diverse Place to Work” How would you categories “Diverse” and do you think the gambling industry is as diverse as it should be Maria?

Winning the ‘Best Diverse Place to Work’ in 2022 was a proud moment for us at Betsson, especially for our team, who put their heart and soul into our diversity and inclusion initiatives. When we talk about ‘diversity’ at Betsson, we’re looking at the whole human spectrum –this means considering everything from gender and race to ethnicity, nationality, age, sexual orientation, religion, health, physical and mental ability, physical appearance,cultural background, personality and the unique perspectives that each individual brings to the table.

As for the gaming industry’s progress on diversity, I would say we are moving forward, but it is a slow journey and there isdefinitely more work to be done. The industry is starting to see the real value of diversity and inclusion, not just as the right thing to do, but as something that genuinely makes us better at what we do. It’s an ongoing effort. It requires all of usto keep pushing, keep evolving, and make sure we’re building workspac-

es that are truly inclusive and reflective of the diverse world we live in.

Laura Peretta won Young Leader of the Year back in 2021 and she told us that it changed her life forever, she said that when she won the award people looked at her differently and treated her in a new way. The company must be very proud of having so many great people work for them?

Indeed, we are immensely proud. Laura’s recognition as Young Leader of the Year in 2021 was not just a personal milestone for her; it reflected the calibre of talent we are proud to have at Betsson. Laura’s continued progression within the company, now serving as the Head of Supply Relations, exemplifies the growth and opportunities available to those who are passionate and dedicated.

Thank you for talking to us today Maria, before we let you go can we ask, what do you see the future for Maria Loumpourdi, in 5 years’ time will you still be at Betsson you think?

So far life has always found a way to remind me of how unpredictable it is, so it is difficult to say with certainty where I will be in five years’ time. However, one thing I can say with confidence is that working at Betsson has been both a joy and a privilege. I am deeply appreciative of the opportunities I have been given here, surrounded by incredibly talented and supportive colleagues. Being a part of this team has been immensely rewarding, and I look forward to continuing to contribute to our collective success.

A Costly Gamble in Austria For 888

British gambling company 888 is facing a £100 million legal bill as its ambitious gamble in Austria backfires. The company, which owns popular online brands such as 888 Poker and Mr Green, has been caught in a web of regulatory pressure and compliance failings.

It began when Austria’s three highest courts ruled that British gambling firms, including 888, were operating illegally in the country. As Casinos Austria, the state-backed gambling company, held a monopoly since 2016. The court’s decision demanded that these firms return any player losses, leading to a wave of gamblers seeking to recoup their money.

Realizing the gravity of the situation, 888 has set aside £116 million to cover ongoing legal and regulatory matters, primarily in Austria and Germany. This provision reflects the company’s acknowledgment that it is facing a prolonged battle that could have severe financial repercussions. The hefty legal bill poses a significant

challenge for 888, as it comes at a time when the company is already grappling with compliance failings and management uncertainty.

Over the past 18 months, 888 has been plagued by compliance failings, which culminated in the suspension of VIP customer accounts in the Middle East due to concerns of potential money laundering violations. This prompted the resignation of then-chief executive Itai Pazner, leaving the company in a state of limbo. Shareholders have grown increasingly anxious, resulting in a decline in the company’s share price by almost 50% over the past five years.

888’s legal troubles are not limited to Austria. The company is also facing pressure on the home front, as the UK government pushes ahead with regulatory changes in the gambling industry. These changes include limiting stakes in online betting, as outlined in the government’s gambling white paper published last year. The combination of regulatory challenges

in both Austria and the UK adds to the complexity of 888’s predicament. In an effort to turn the company’s fortunes around, 888 appointed Per Widerstrom as its new chief executive. Widerstrom, an online betting veteran, aims to focus on key markets and reduce the company’s debt. As part of the turnaround strategy, 888 will undergo a rebranding, changing its name to Evoke. The new name is intended to reflect the company’s mission to provide world-class betting and gaming experiences to its players.

Despite the rebranding and change in leadership, 888 still faces legal proceedings in Austria and Germany. Analysts have pointed out that a name change alone will not be sufficient to overcome the legal challenges the company is confronting. While 888 maintains that it operates within the bounds of EU law, the ongoing legal battles continue to cast a shadow of uncertainty over its future.

Interview with Tracey Wiley and Alexandra Couling

Many thanks for speaking to us today and can we start by asking a little about Bally’s, who they are and what the company does and where?

Alex: Thanks for having us! Bally’s is one of the leading providers of casino and iGaming entertainment in the world. On the iGaming side we have over 15 office locations spread over 15 time zones, and our portfolio includes top bingo brands such as Jackpotjoy, as well as sportsbook and online casino products in markets around the world. We also have a robust land-based division, which boast 16 casino resorts, a golf course, and a racetrack within the United States.

Bally’s has been a strong supporter of the Women in Gaming Diversity & Inclusion Awards, can you please tell us why this is and how involved the company are internally with

diversity and inclusion?

Alex: As a business, we’re keen to celebrate high performance and that includes recognizingthe achievements of our employees. We are dedicated to continually building a culture which is supportive of diversity because it’s good for our people and it’s good for our business. These awards serve as a great platform to celebrate and recognize the outstanding women and other minority demographics who are operating within our business. We really do believe in this cause and in celebrating diversity within the industry as well as within our organization. In terms of our talent strategy, supporting this cause serves to demonstrate how welcome talent from diverse demographics are at Bally’s.

Tracey: For myself, this past year was the first one where I was tasked with developing a global diversity and inclusion

strategy. Bally’s is a diverse company by the nature of the vast geography represented in our global reach. Our diversity is also representative of the players and customers we entertain as well as the communities in which we serve. In our recent review of the data, it is noted that female employees currently represent around 48% of our workforce, which is beginning to align with our player demographics across products.

Why is diversity and inclusion so important to any company?

Alex: I think we’ve probably all seen recent coverage in the global press about Diversity Equity &Inclusion (DEI) coming under fire, that investments are being pulled and the importance of it almost seems to be dwindling for some companies. Ata time when it’s being reported that companies are leaning away from DEI, we want to lean into it.

Tracey: The advantage of being in a corporate environment is the opportunity to make key decisions that align with the business strategy while supporting employees and stakeholders. DEI can impact everything from investor relations, communications strategy, and recruitment. A company’s choice regarding commitment to DEI is really about its core values.

It’s also about what we, as an organization, believe and what we represent for our employees and our customers. The conversation that we’ve been able to have internally regarding the importance of DEI in the business has really allowed us to understand more about our employee base and what’s impor-

tant to them, which in turn advances our ability to attract and retain talented individuals across all our global locations, as well as provide an enhanced experience for our customers.

Bally’s is of course multi-national. Is diversity and inclusion more important in the US or is the same focus everywhere within the company?

Tracey: Since we are an international company, of course cultural differences exist everywhere. Sometimes we’re learning as we progress, what works and what issues are most relevant in each location. We see a huge opportunity for cross-cultural training, and we plan to

integrate this into our 2025 DEI strategy.

Ethnicity and race is a key conversation in the US, but is not amplified in the same way in our international offices where, for example, topics focused on gender and accessibility, may be prioritized based on legal guidelines and legislation. This globally diverse understanding is a crucial part of how we work to set our DEI objectives across the enterprise.

Alex: Absolutely. Our multinational structure means that we always need to have an appreciation for diversity and we need to be able to be inclusive on all levels. Layer into the mix that our land based operations, being in the hospitality industry, attracts people from a broad range of backgrounds - hospitality professionals bring a rich tapestry of diversity to our organization and this provides an inclusive framework for our employees and guests. Ensuring that people across our organization feel heard and respected is part of what creates a good business culture.

Tell our readers what are the benefits for a company to be involved in diversity & inclusion with their workforce?

Alex: Especially over the past year, we’ve put a lot of work as an organization into communicating and embedding our Employee Value Proposition (EVP), “Find Your Fun”, into our actions. For us, it’s about people being able to embrace whatever brings a bit more satisfaction and joy to their day and that looks different for every individual. If we want people to have psychological safety at work, to feel like they belong, to know that they can be innovative and creative, we have to nurture this culture where people feel understood. When people are able to do their best work and be their best selves, it gives us an incredible competitive edge as a business.

Alexandra Couling

Hotel London 6th June 2024

Bally’s Exclusive Interview

The company has both online and land based gaming businesses, is it the same approach to inclusivity for both sectors?

Tracey: From a social and cultural standpoint, the focus can be the same, but the format by which it is delivered has to be a little different. Even the way we communicate across time zones with employees; based on what their average workday looks like can vary hugely between the different divisions, so messaging and cultural content must be delivered differently.

Bally’s has a great example of this in how we build communities to support and champion minority voices within the company. The Interactive division of the business has had a series of Employee Networks or in the US, we call them Employee Resource Groups (ERGs), in place for years now, and as we’ve moved into a more unified global structure, we really want to be able to offer these resources to the employees within our land-based properties. The goal of creating community and support is the same, but we can’t always use the same tools to achieve these goals.

Alex: Ultimately, no matter where someone sits within our business, the same core values that make up what we call our DNA should apply. Our Communications Team plays a crucial role in how we promote these values (and the activities that support them) in a way that makes sense and that reaches individuals across divisions. We’re also in the process of reviewing platforms that can help us increase our reach and deliver a more unified message to employees.

Bally’s has some 10,500 plus employees, what are the challenges with implementing a diversity and inclusion program in such a large workforce?

Tracey: My role was initially focused on our properties in North America, so when I was tasked with developing the DEI strategy across the enterprise, part of the learning process was in understanding how we align our objectives and what might need a different approach in different areas of the business, internationally.

As part of the challenge, we must ensure that diversity and inclusion isn’t just

something we roll out to mark a specific date of observance. In some cases, recognition should be highlighted throughout the year. As a commercial entity, the decisions we make are ultimately tied to the company’s overall business strategy. I believe it’s important for us not to try to plaster over the facts when we address our DEI commitments. We may not be able to meet every individual need, and there will always be room for us to improve and develop, but if we are able to do some good and build a more equitable working culture within the framework of being a successful business then that’s a win for all of us.

Moving to a different subject, Robeson Reeves is the Chief Executive of Bally’s and comes from an online gaming background, namely Gamesys, is that a sector that Bally’s wants to expand into further?

Alex: Bally’s has been recognized as the most successful multi-brand casino and bingo operator in the world! Our brands cater to audiences across the globe, creating thrilling experiences that appeal across a wide variety of demographics

Bally’s Exclusive Interview

and serves as a core component to our growth strategy. We will always pursue what is best for our company and every segment is important.

Bally’s has a good representation of women within the leadership and Board of Directors, do you think it is important to have a diverse representation and to this do you think a female chief executive is a possibility in the future?

Tracey: I do believe that our board has great representation and there’s female leadership within the company even outside of the C-Suite. Promoting and supporting professional development for women in the business and helping them graduate to leadership roles is one of our diversity, equity, and inclusion KPIs for 2024. We are continuously looking for new opportunities to increase representation at the board level as well as within our C-Suite.

Alex: One of the key commitments in this area is our Nomination and Governance Committee, which is the body responsible for recruitment of board directors and executive succession planning. The Committee is committed to ensuring DEI is core to our future.

A difficult question but, is it better for organic growth of the workforce to meet gender equality numbers or is recruitment the more efficient way?

Alex: I don’t think that a question this complex can be approached as binary, it’s not really one or the other. We want the right person to fill a role, regardless of how they identify, but we also have to acknowledge that it isn’t possible to take that approach without an environment, a set of policies and a culture that affords women equal opportunities for achievement at work. Building that into a workplace isn’t something that happens by accident; it is a programmed and careful commitment.

Tracey: This really is a blended concept for me, though I do think an easy mistake to make is to be very geared towards attracting external talent when the talent may already be in-house. I support organic growth. The DEI strategy must be robust and integrated in every area of the business. An integral part and catalyst of the strategy is understanding how policies and our KPIs guide the work.

What does the future look like for Bally’s into 2024 and beyond?

Alex: We’ve been through quite a transformative time and I think that there is a lot for our employees to look forward to. The company purpose is about being ‘Born to Entertain and creating Engaging Experiences Everywhere’ and I really do believe that applies to our teams as well as what we’re putting out on the market for players and customers. Our aim is to create interesting work that really excites people so I think we’ll see more ambitious projects, creating more opportunities for people to really grow and progress in a way which suits their

personal goals.

Tracey: As we look at DEI and its opportunity to grow the business, one of the key drivers for our future strategy will be in building the work around equity.

Equity is our recognition that we don’t all start in the same place. Our employees come from all backgrounds, geography, and experiences. In order for them to be successful, we will continue the work of learning, exploring, and growing our employees from where they are in business and in some cases, in life. We want to expand our DEI initiatives, so employees continue to excel in a way which is most authentic to them and the opportunity to contribute to the overall business strategy.

At Bally’s we have that opportunity! I think we have a lot to be excited about in the future and beyond, especially when it comes to bringing our organization together to truly be all one team that is united in its diversity.

Tracey Wiley

Crown Resorts Cleared To Operate Sydney Casino

The NSW independent commission has granted Crown Resorts approval to operate its Sydney casino, this after being deemed unsuitable for a gaming license in the past. The decision comes after the Bergin inquiry exposed allegations of money laundering and links to international criminal syndicates through Crown’s relationship with private junket operators. However, since then, Crown Sydney has made extensive efforts to clean up its act and implement significant reforms.

In February 2021, the Bergin inquiry concluded that Crown Sydney Gaming Pty Ltd was not suitable to hold a gaming license for its $2.2 billion Barangaroo facility, and Crown Resorts Ltd was not suitable to be a close associate of the licensee. The inquiry shed light on incidents of money laundering and questionable practices associated with Crown’s VIP clients sourced from overseas.

Following the inquiry’s findings, Crown Sydney took immediate action to address the issues raised. The company underwent a significant transformation, cleaning out its board and senior management. Under new leadership and ownership by Blackstone since June 2022, Crown Resorts invested $200 million to implement reforms across harm minimization, financial crime, governance, compliance, and risk.

The NSW Independent Casino Commission (NICC) chief commissioner, Philip Crawford, announced the commission’s resolution that Crown Sydney had fulfilled its obligations and was now suitable to hold a casino license. Moreover, the commission determined that Crown Resorts was suitable to be a close associate of Crown Sydney. The decision signifies Crown Sydney’s transformation into a business that understands its responsibilities in terms of corporate governance and fulfilling legal and

social obligations.

One crucial aspect of Crown Sydney’s redemption journey was recognizing the need to change its culture. The company embraced concepts of sustainability and responsible gambling, understanding the importance of operating at the highest industry standards. The NICC acknowledged the substantial progress Crown Sydney has made in this regard and emphasized the determination to prevent a recurrence of past issues.

“In making this decision the NICC is mindful of the dark places this company was in only a few years ago. The NICC is determined this shall not be allowed to happen again.” – Philip Crawford, Chief Commissioner of NICC, going on to say, “The NICC has powers, which it believes will enable it to respond to the changing face of the casino industry and the challenges that’s going to bring in the future.”

Interview with Nelli Zhamagortsyan Head of Events and Mane Aharonyan Chief of Product, Platform at

Thanks for talking to us today, to start with Digitain are now a returning sponsor for the 2024 Women in Gaming Diversity Awards, what makes the company want support this growing event?

Nelli: Digitain is very proud to support the Women in Gaming Diversity Awards. Our founder, Mr. Vardanyan, and the senior leadership team are committed to providing an inclusive and diverse environment whereby talent flourishes in today’s business. The WIG Awards help and provide a platform to recognize the great initiatives that are happening now and to build a brighter future for all tomorrow.

How important is diversity and inclusion to the company?

Mane: Diversity and inclusion are significant for any company in today’s business environment.

The internet has made the world much smaller and more accessible to different cultures, ideas, and beliefs. People are more aware of these situations and likewise interactions within their working and personal environments. A company is where you spend a lot of your available time, and therefore, it needs to display emotional intelligence and foster a culture of diversity and inclusion for the employees to develop, grow, and show respect for each other.

The company is marking 25 years now in the online gambling industry. Can you tell us where and how the business started?

Nelli: The company’s origins are back in 1999, with our Founder, Mr. Vardanyan, in Yerevan, Armenia. From those humble beginnings, Digitain currently works with over 150 partners globally, helping them launch and successfully develop gaming businesses.

What makes the company such a big player within the B2B iGaming Industry, why are you so successful?

Mane: Digitain, while a technology provider, is fully committed to a peoplefirst vision throughout its brand DNA and values, whose cornerstones are customer centricity, loyalty, equality, and passion in everything we do.

Our success has many layers to it; however, trust and reputation are crucial in all facets of business and indeed, one’s daily life. Digitain’s trust foundations have been built on our 360-degree approach to the iGaming vertical for over 20+ years, as we understand local and international market operations and the need for adaptive technology delivery. Furthermore, we view and value our partner relationships, which, like all relationships, must be worked on to learn, understand, and evolve to be the best

version you can.

On the product side, we strive to imagine, create, design, and deliver experiences that solve challenges for our operator partners and their end players.

Since 2022 football legend Luis Figo has been a brand ambassador for Digitain, has it been a successful partnership so far?

Nelli: Figo was re-signed to be Digitain’s brand ambassador for a secondyear last year, and we are delighted with this partnership.

Figo embodies our values as a business and brand in the pursuit of being the best version of yourself you can be. His stature within football and the wider global business community is incredible to watch. If you attended ICE London this year, you would have witnessed the huge crowd that attended to see him on the first day of the show. It was truly amazing the way he captivated the audience with tales of his football career and insights into Digitain’s products and services.

On that previous question, what is your opinion on sporting and celebrity endorsements, do you think they all work or is there some that your company would not do?

Nelli: As we discussed, Digitain has undoubtedly led the way in a business

that values people.

Figo is a perfect fit for the brand and is well-known in key markets Digitain serves, such as Latin America. Of course, from a marketing standpoint, this helps raise Digitain’s awareness.

Sporting and celebrity endorsements do work, but you have to align both parties’ brand values, as the endorsement needs to be authentic and relatable.

To this would Digitain only use sporting idols for their promotion?

Nelli: We have already. Michel Salgado joined his former Galacticos teammate Luis Figo on the first day of this year’s ICE London show. Both stars talked about their experiences on and off the football pitch to an audience at our stand who were enthralled by their stories.

With the company winning awards at the WIGD would you recommend more women to take part and see the support and inspiration the event creates?

Mane: The WIGD is a super platform for raising awareness for women in iGaming. We must spotlight those making the industry more progressive and inclusive, as that will inspire more women to follow.

On a business side, how has the year been for Digitain, is there any memorable moments you can tell us about?

Mane: It has already been a hectic year for Digitain. On the product side, one of our recent product launches included the Centrivo platform game changing promo Engine, which effortlessly creates and manages tailored promotional campaigns for enhanced player engagement and loyalty. The Gamification tool ensures fairness and transparency in all promotional activities through a Certi-

Nelli Zhamagortsyan

fied RNG. Moreover, operators can customise promotions without developer involvement, adapting quickly to market demands.

This tool empowers operators to take control of promotional activities, allowing them to optimize strategies and enhance the overall user experience.

One final question, what does 2024 hold for the company, is there anything you can tell us that the company has planned?

Mane: As a business, we shall continue to mentor, coach, and inspire our teams to be the best they can be. Our team is focused on creating outstanding product experiences and bringing these to life at the numerous industry trade events and corporate events throughout this year for existing and new partners to see and use.

We have a few more announcements coming. We shall be opening a new office somewhere in Europe, and some great new partners are being onboarded. So, watch this space. ‘Your success is our success.’

Mane Aharonyan

ON 26TH OF JUNE

Another Year Of Investment For BetMGM

BetMGM is still striving to elevate its sportsbook offering, with the product requiring more enhancements.

The statement came from Stella David, the Interim CEO of Entain, during the firm’s recent quarterly trading update. David and her MGM counterparts have earmarked 2024 as a year of further investment and development for BetMGM.

The investment drive is anticipated to last at least a year, with the primary focus being “fuelling the growth,” as David put it. The goal is to enhance the player experience with more US-centric products and novel game launches.

“2024 is a year of investment for BetMGM, investing in marketing and building momentum behind our improved player experience with more US tailored products and new game

launches,” David said. “For example, the tangible capabilities of Angstrom are just starting to reach players now and our differentiated Parlay and Parlay+ offerings are live for MLB and will follow shortly for NBA and later this year for NFL.”

However, the exact investment amount beyond the $150 million jointly invested in 2023 is yet to be disclosed. MGM is expected to report its first-quarter earnings next Wednesday.

Interestingly, the decision to invest beyond 2023 wasn’t always on the cards. MGM CEO Bill Hornbuckle seemed to suggest a contrary view when asked last February.

“We all have to be rational players,” he said. “There is growth left. … But no, there’s no large-scale capital. That business should begin to mend and take care of itself.”

Hornbuckle had mentioned in August that the product still is “not where we want it to be.” David attributed this to Entain’s slow response in supplying BetMGM with more US-oriented products.

As long as BetMGM stays true to its plan, achieving a $500 million EBITDA target by 2026 remains possible, according to CFO and Deputy CEO Rob Wood.

In addition to sportsbook improvements, BetMGM’s iGaming product is anticipated to be a significant growth driver, according to Wood.

March marked a record-breaking month for iGaming at BetMGM, with five of the previous six weeks ranking in the top seven iGaming weeks of all time.

The Rise and Transformation of Casinos An Historical Perspective of European Gambling

Gambling in Europe has ancient roots, spanning back to civilizations such as Greece and Rome where it was more than entertainment, serving as a vital part of cultural practices involving fate and the supernatural. The practice, deeply embedded in human history, is evidenced across various ancient civilizations, including China, Rome, Egypt, and Greece, highlighting its longstanding significance.

This historical journey from traditional gambling to the advent of casinos and the subsequent emergence of online casinos underscores the transformative

evolution of European gambling. It sets the stage for exploring how these venues have adapted over time, from ancient practices to the digital revolution of online gambling, shaping the modern gambling landscape.

The Dawn of Gambling in Europe

A ncient and Medieval Origins: Gambling in Europe traces back to ancient civilizations, with the Roman Empire’s “Circus” being a notable venue for dice games. By the 12th century, England was organizing free lotteries to fund public projects like church and bridge construction.

R enaissance to 17th Century Developments:

During the Renaissance, Italy became pivotal in the spread of playing cards, leading to the establishment of early gambling houses. This period also witnessed the opening of Il Ridotto in Venice, the first legal casino, originally intended as a private club for the Venetian Carnival in the 17th century.

R egulation and Expansion: The role of gambling expanded significantly by the 16th century, with France recognizing card games as a national pastime. King Francis I’s regulation of gambling activities marked an early attempt

to control this burgeoning pastime. Meanwhile, in Great Britain, Queen Elizabeth I introduced the first British lottery in 1569, underscoring the growing acceptance and institutionalization of gambling.

Evolution of Gambling Practices

Broadening Accessibility and Variety:

The 17th and 18th centuries saw a more organized approach to gambling across Europe. Italy and France emerged as centers of casino culture, with establishments like the Ridotto setting precedents for future casinos. The game of roulette, which originated in Paris in the 1790s, exemplifies the innovation that characterized this era.

Government Sanction and Public Lotteries: Organized gambling received official sanction from governments and authorities starting in the 15th century, primarily through lotteries. By the 17th century, legal gambling houses began to appear more frequently, indicating a

shift towards more regulated gambling environments.

Gambling as a Cultural and Social Phenomenon

Social and Political Roles: Beyond mere entertainment, gambling served various social and political functions in ancient Europe. It was used for socializing, resolving conflicts, and even conducting spiritual rituals, illustrating its deep-rooted cultural significance.

Popularity Across Social Strata: Historical edicts and decrees from various European nations reveal a widespread popularity of gambling among all social classes. These legal documents often condemned gambling while inadvertently attesting to its widespread appeal.

The Evolution of Casinos in Europe

Il Ridotto: The Birthplace of Legal Casinos: Established in Venice during the 17th century, Il Ridotto was the first legalized casino setting a precedent

for future gambling establishments. It quickly became a hub for the elite, drawing nobles and artists alike, who gathered to engage in games of chance and conversation.

Expansion Across Europe: The allure of gambling spread across Europe with the establishment of renowned casinos in Monte-Carlo and Baden-Baden during the 18th and 19th centuries. These locations became iconic for their opulent settings and attracted a global clientele, enhancing the cosmopolitan nature of European gambling culture.

Sweden and Finland’s Casino Histories: In Sweden, the first casino emerged in the early 18th century, offering traditional games such as roulette and faro. This period marked the beginning of organized casino gambling in the region. Conversely, in Finland, despite a rich history of card games dating back to the 17th century, the early 20th century saw a complete ban on casino activities by the government, reflecting the varying acceptance of gambling across Europe.

Legacy of the Redoute, Baden-Baden, and Monte Carlo Casinos: Some of the most prestigious casinos that still operate today include the Redoute Casino in France, the Baden-Baden Casino in Germany, and Le Grand Casino in Monte Carlo. These establishments not only survived various legal and social challenges but also set high standards in the casino industry.

Regulatory Changes and Challenges: By the late 19th century, many European casinos faced stringent laws that led to their closure. However, Monte Carlo Casino notably remained operational, benefiting from favorable legislation that allowed it to continue as a prime gambling venue.

Cultural and Regulatory Dynamics

Casino Ban in Sweden: The mid19th century saw a significant shift in Sweden’s gambling landscape as casinos faced bans influenced by the Church of Sweden’s opposition, highlighting the complex relationship between gambling and social norms.

Gambling as a Reflection of Social and Cultural Trends: Throughout its evolution, the casino industry in Europe has mirrored broader social and cultural trends, influencing and being influenced by them. This interplay has shaped the development and transformation of casinos from exclusive clubs to mainstream entertainment venues.

Evolution

of

Gambling Legislation in the UK

Early Regulations: The Gaming Act of 1845 marked a significant shift in the UK’s approach to gambling by legalizing skill-based betting. This was a pivotal moment that laid the groundwork for future legislative frameworks.

Expansion of Betting Options: The Betting and Gaming Act of 1960 introduced off-course betting, significantly

broadening the gambling landscape in the UK and making gambling more accessible to the public.

Modern Regulatory Frameworks: The Gambling Act of 2005 was a major overhaul, establishing the UK Gambling Commission to oversee all forms of gambling in the country. This act aimed to prevent gambling from being a source of crime, ensure fairness, and protect vulnerable populations.

The Swedish and Finnish Gambling Evolution

Sweden’s Progressive Stance: Starting with the Penninglotteriet lottery in 1897, Sweden gradually embraced gambling. The significant milestone came in 1999 when the first land-based casinos meeting international standards were opened. This was followed by the opening of four state-owned Casino Cosmopol locations between 2001 and 2003, marking a new era in Swedish gambling.

Finland’s Regulatory Journey: In Finland, the government began regulating slot machines in the 1930s, allowing only charitable organizations to oper-

ate them. The legalization of casinos in 1966 and the opening of Casino Helsinki in 1991 were significant developments. The gambling landscape further evolved with the legalization of online casinos in 1996 and the establishment of Veikkaus in 2017, a state-owned entity formed by amalgamating three companies.

17th Century Beginnings: The roots of gambling in Finland trace back to the 17th century, primarily involving card games, with the first legal online casinos introduced in 1996.

19th Century Developments: The 19th century in Europe was marked by the regulation of gambling in many countries, with some opting to ban it altogether. However, gambling continued to thrive, particularly in the form of horse racing and other sports betting.

20th Century Resurgence: The re-emergence of casinos in Europe, especially in Monaco and other tax havens, highlighted the 20th century. The iconic Monte Carlo Casino, which opened in 1863, symbolized the glamour and resurgence of the casino industry in Europe.

The historical evolution of gambling in Europe, from its inception in ancient civilizations to the digital transformation of the 21st century, unfolds a narrative of cultural adaptation, regulatory challenges, and technological advancements. Through centuries, gambling practices transitioned from rudimentary games of chance to sophisticated casino environments and, eventually, to the virtual realms of online gambling. This journey not only reflects the dynamic shifts in societal norms and technologies but also the enduring allure of gambling across generations.

Savoy Hotel London 6th June 2024

Arkansas Casino Wants To Allow Online Gambling

Arkansas Saracen Casino is asking for changes in the state law to allow online gambling. Currently, online gambling in Arkansas is heavily regulated and limited to specific forms such as horse racing and fantasy sports. Traditional casino-style games, such as poker and blackjack, are not permitted to be played online. This restriction has created a gap in the market, as players are increasingly turning to online platforms for their gambling needs.

Allowing online gambling in Arkansas the casino says has the potential to generate significant economic benefits for the state. Online gambling platforms would create job opportunities and contribute to the growth of the local economy. Additionally, online gambling operators would be subject to licensing fees and taxation, providing a new revenue stream for the state.

Saracen Casino argues that legalizing online gambling will not only benefit the state’s economy but also pro -

vide a safer gambling environment for players. With regulated online gambling platforms, players can enjoy their favourite games while ensuring fair play and responsible gambling practices. Saracen Casino emphasizes the importance of player protection measures, such as age verification and self-exclusion programs, which can be effectively implemented in online gambling platforms.

To push for regulatory changes, Saracen Casino is actively engaging with lawmakers and stakeholders in Arkansas. They are advocating for a comprehensive and balanced approach that considers the potential benefits of online gambling while addressing any concerns related to addiction and problem gambling.

Saracen Casino proposes a system where licensed and regulated online gambling operators can operate in Arkansas. These operators would be subject to strict regulations, including age verification, responsible gam -

bling measures, and robust customer support. By implementing these measures, Saracen Casino believes that online gambling can be a safe and enjoyable activity for players in Arkansas.

While Saracen Casino is pushing for regulatory changes, there are opposing voices in the debate. Some argue that online gambling can lead to an increase in gambling addiction and related social issues. There is concern that the convenience of online gambling may exacerbate problematic gambling behaviours, particularly among vulnerable individuals.

However, Saracen Casino and proponents of online gambling counter these arguments by highlighting the importance of responsible gambling measures. With proper regulations and player protection mechanisms in place, the risks associated with online gambling can be mitigated.

Dutch Banks Declines Limiting Gamblers Spending

The Dutch government has been exploring various measures to address the issue of problem gambling, one proposed solution is to set gambling limits for customers, allowing banks to intervene if a gambler transfers excessive amounts of money for gambling. However, Dutch banks are reluctant to support this initiative, citing concerns about customer privacy.

The Dutch Banking Association (NVB) has firmly stated its opposition to the government’s request for banks to help set gambling limits for their customers. According to Ronit van der Schaaf, a representative of the NVB, monitoring customers’ gambling behaviour would be a violation of their privacy rights. While banks are obligated by law to monitor accounts for transactions related to money laundering or terrorism financing, they are hesitant to intrude further into their customers’ private affairs.

Van der Schaaf emphasizes the importance of maintaining the current level of privacy protection. She states, “At the moment, we cannot just look at that and that is a good thing. We and our customers value that.” Banks believe that they should not be solely responsible for addressing the issue of problematic gambling and that other solutions exist that are both more effective and less intrusive.

Rather than relying on banks to monitor and set gambling limits, there are alternative measures that can be implemented to address the issue more efficiently. One such solution is to limit gambling advertising, which has already been enforced by the government. By reducing the exposure to gambling advertisements, especially those targeting vulnerable individuals, the government aims to minimize the prevalence of problem gambling.

Another proposed measure is to tackle cash gambling with credit cards. While this approach has its limitations, as gamblers can transfer money from their credit cards to a checking account and then gamble online, it still presents an opportunity to discourage excessive gambling. By implementing stricter regulations on credit card transactions related to gambling, the government can create barriers that deter individuals from engaging in impulsive gambling behavior.

Minister Franc Weerwind for Legal Protection acknowledges the concerns raised by Dutch banks but believes that their cooperation is necessary to effectively address the issue of problematic gambling. Weerwind has promised to ask banks to do more to prevent gambling-related problems, but he also understands the need to find a balance between privacy and consumer protection.

How to Build a Brand

TIPS FOR BUILDING YOUR PRESENCE IN THE GAMBLING INDUSTRY

Building a strong brand is crucial for the success of any business and even more so for a gambling business. Your brand is what sets you apart from your competitors and helps you connect with your target audience. It encompasses everything from your brand identity to your brand voice and values.

In this guide we will show you the process of building a brand from

scratch. From defining your target audience to designing your logo and applying your branding across your business, we will cover all the essential steps to create a compelling and memorable brand identity.

Research your target market

Before you start building your brand, it’s important to thoroughly understand your target market. Conduct market research to identify your potential custom -

ers and competitors. Analyze the current market trends, investigate the habits and preferences of your target audience, and study your competitors’ strategies. This research will help you define your unique selling proposition (USP) and identify opportunities to differentiate your brand.

D etermine your brand’s voice and personality

Your brand’s voice and personality are what make it relatable and appealing to your target audience. To define your brand’s voice, create a positioning statement that outlines what you offer, who it’s for, and what makes you unique. Use this statement as a guide to develop your brand story, which humanizes your business and establishes meaningful connections with customers. Consider how you want to sound to customers and what you want them to feel when they interact with your brand.

Choose your business name

Your business name is one of the most important branding decisions you’ll make. It should be unique, memorable, and aligned with your brand’s values and offerings. Consider different approaches to choosing a business name, such as making up a new word, reframing an unrelated word, using suggestive metaphors. Ensure that your chosen name is available as a domain name and on social media platforms.

Write your brand story

Your brand story is the narrative that reflects your brand’s history, values, and mission. It should resonate with your target audience and create if possible emotional connections. Along with what sets your brand apart from others in the market.

Create a brand style guide

A brand style guide is a document that outlines all the visual elements of your brand. It ensures consistency in how your brand is presented across different platforms and channels. Your brand style guide should include your brand’s colors, typography, imagery, and graphic elements. It serves as a reference for anyone creating content for your brand, whether it’s your website, social media posts, or marketing materials.

Design your logo and brand assets

Your logo is the visual representation of your brand and plays a crucial role in brand recognition. It should be unique, scalable, and aligned with your brand’s identity. Consider different types of logos, such as wordmarks, abstract logos, mascot logos, emblem logos, or icon logos. Create different ver-

sions of your logo to ensure it works across various applications.

Apply your branding across your business

Consistency is key when it comes to applying your branding across your business. Ensure that your brand guidelines are followed in every customer touchpoint, from your website to your packaging. Use your brand’s colors, fonts, and imagery consistently to create a cohesive brand experience. Your branding should be recognizable and familiar to your customers, no matter where they encounter your brand.

Clever Duck Media Ltd have helped many companies from start-ups to established companies re-brand to a more successful style attracting more customers and allowing the brand to be more recognisable.