Canadian Gaming Business

Canada's Premier Gaming Industry Magazine

Vol. 13 No. 2

www.CanadianGamingBusiness.com

Summer 2018

PM 40063056

BETTING ON INNOVATION

Bringing new aspects of entertainment to the gaming industry

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Summer 2018

Volume 13 No. 2

Publisher

contents

Chuck Nervick chuckn@mediaedge.ca 416.512.8186 ext. 227

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Editor-in-Chief Kavita Sabharwal-Chomiuk kavitas@mediaedge.ca Advertising Sales

Chuck Nervick chuckn@mediaedge.ca

Senior Designer

Annette Carlucci

www.CanadianGamingBusiness.com

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annettec@mediaedge.ca

Production Manager

Rachel Selbie

rachels@mediaedge.ca

Circulation

circulation@mediaedge.ca

Product Specialist

Danielle Stringer

danielles@mediaedge.ca

Proudly owned and published by:

President Kevin Brown

President & CEO Paul Burns

kevinb@mediaedge.ca pburns@canadiangaming.ca

Senior Vice President Chuck Nervick chuckn@mediaedge.ca

Canadian Gaming Business is published four times a year as a joint venture between MediaEdge Communications and The Canadian Gaming Association

5

EDITOR’S NOTE

6

MESSAGE FROM THE CGA

8

COVER STORY

Betting on Innovation Bringing new aspects of entertainment to the gaming industry

14

EXECUTIVE PROFILE

Jean Major, CEO, Alcohol and Gaming Commission of Ontario

17

CORPORATE PROFILE

Greentube North America Innovating the social casino experience

To advertise: For information on CGB’s print or digital advertising opportunities: Chuck Nervick 416-512-8186 ext. 227 chuckn@mediaedge.ca

18

INDUSTRY Q&A: IGAMING

The Future of iGaming The importance and direction of digital gaming

Copyright 2018 Canada Post Canadian Publications Mail Publications Mail Agreement No. 40063056 ISSN 1911-2378

24

FACILITY PROFILE

Delta Bingo & Gaming transforms

Guest editorials or columns do not necessarily reflect the opinion of Canadian Gaming Business magazine's advisory board or staff. No part of this issue may be reproduced by any mechanical, photographic or electronic process without written permission by the publisher. Subscription rates: Canada $40* 1 yr, $70* 2 yrs. USA $65 yr, $120* 2 yrs. International $90* 1 yr, $160* 2 yrs. *Plus applicable taxes.

Postmaster send address changes to: Canadian Gaming Business Magazine 5255 Yonge Street Suite 1000, Toronto, Ontario M2N 6P4

Official Publication of the Canadian Gaming Summit

26

INDUSTRY SPOTLIGHT

50:50 eRaffles The future of charitable gaming

30 REGULATORY AND COMPLIANCE

Fight for your Life How to prepare for and escape life-threatening situations

Canadian Gaming Business | 3

Mr. Bond, we’ve been expecting you.

and related James Bond Trademarks © 1962-2018 Danjaq, LLC and United Artists Corporation. and related James Bond Trademarks are trademarks of Danjaq, LLC. All Rights Reserved. The look and feel of the games and their individual components and displays are trade dress of Scientific Games Corp. and its Subsidiaries. TM and © 2018 Scientific Games Corp. and its Subsidiaries. All rights reserved.

4 | Summer 2018

editor'snote

Creating Diversity in a Changing Industry I AM DELIGHTED to sign on to my first-ever issue of Canadian Gaming Business as Editor-inChief. Sean Moon, the outgoing Managing Editor of Canadian Gaming Business, recently announced his retirement, and I am stepping into his (hard-to-fill) shoes. I am looking forward to working in this exciting and ever-changing industry and getting to know everyone within it!

Speaking of an ever-changing industry, the theme of this issue is innovation and diversification. Innovation is a huge topic of discussion across all industries. The gaming industry is no different, and it’s not holding back. As Sean mentioned in the last issue of the magazine, major industry players are beginning to accept and court change.

In this issue’s cover story, we spoke with two Canadian lottery corporations and one global gaming company on how they are creating innovative products to diversify the offerings available to consumers and appeal to new and returning gaming customers in Canada.

Also in this issue, Troy Ross, a regulatory expert in the gaming sector, and Ron Baryoseph, a 25-year industry veteran, discuss charitable and commercial gaming in Canada. In their article, they cover how the use of electronic raffle systems is currently impacting charitable gaming in Canada, and where it is expected to go in the future.

In addition to the above-mentioned features, you’ll be able to f ind our usual comprehensive lineup of industry-focused articles and profiles, including: • An interview with Jean Major, the CEO of the Alcohol and Gaming Commission of Ontario; • An industry roundtable discussion with three leading companies in the digital gaming space to discuss strides their companies have made in iGaming; and • An overview of Greentube North America, and how it is innovating the social casino experience.

If you have any feedback on this issue or future story ideas, please send me an email at kavitas@mediaedge.ca. For sponsorship or advertising opportunities, please connect with Chuck Nervick, Canadian Gaming Business’ Publisher, at chuckn@mediaedge.ca.

See you at the Canadian Gaming Summit!

Kavita Sabharwal-Chomiuk Editor-in-Chief Canadian Gaming Business

Canadian Gaming Business | 5

messagefromtheCGA

Advancing the Canadian Gaming Industry Together

BY PAUL BURNS, PRESIDENT AND CEO, CANADIAN GAMING ASSOCIATION

THE CANADIAN GAMING ASSOCIATION (CGA) is a not-forprofit organization that works to advance the evolution of Canada’s gaming industry. The association’s mandate is to promote the economic value of gaming in Canada; use research, innovation, and best practices to help the industry advance; and create productive dialogue among stakeholders. Membership in the CGA continues to include all facets of the industr y: facility owners and operators, Crown agencies, manufacturers, and suppliers of goods and services.

Since becoming President and CEO, I have been working to build a more inclusive and diverse membership in order to broaden the representation and recognize the different roles we all play. Providing an opportunity to create alliances within the Canadian gaming industry to focus collectively on issues that matter means that we can accomplish more together than we can alone.

The CGA Board (the Board) is also undergoing a renewal. Through discussions with stakeholders, members and potential members, a strong consensus emerged that the Board should be a place where representatives discuss matters of substance impacting the future of the industry, find agreement on major issues, and develop coordinated responses to potential threats.

The current CGA Board recently voted to increase the number of representatives on the Board in order to better ref lect the various sectors of our industry and establish more balanced representation. For the f irst time, the association will also invite representatives from outside 6 | Summer 2018

our membership to bring their perspectives and expertise to our Board of Directors.

Our newly created aff iliate membership categor y has extended CGA membership to regional and sectorspecific associations that work for the betterment of our industry. Again, this is to recognize that many of our priorities and objectives overlap and that by working collectively, we can better achieve our goals.

In addition, we will be establishing Board committees to address pressing and ongoing issues. These committees will be chaired by a member of the Board but made up of interested members of the broader industry alongside subject matter experts working to help advance issues of common concern for the industry.

By now you should have heard about CGA 2.0, which is the association’s roadmap for the next several years.

One of the action items from our strategic plan is board and membership renewal. We’re embarking on an active membership drive over the nex t several months and will be revealing new membership and fee structures soon. And as we approach the start of a new board year (our AGM takes place in June, during the Summit), we will begin to bring these new initiatives to life. We can accomplish more together, and I hope you will join us.

Paul Burns President & CEO Canadian Gaming Association

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coverstory

BETTING ON INNOVATION

How three corporations are bringing new aspects of entertainment to the tried-and-true gaming industry.

BY KAVITA SABHARWAL-CHOMIUK

8 | Summer 2018

coverstory

Innovation is a huge topic of discussion across all industries; after all, consumers are always looking for a fresh, new experience, and companies are always looking for new products to appeal to consumers. The gaming industry is not any different, and it’s not holding back.

Canadian Gaming Business | 9

The Canadian Gaming Association wants innovation and diversification to be a regular topic of conversation to drive awareness of what Canadian companies are creating. While the gaming industry in Canada is often thought of in terms of casino operators, there is another dynamic to the gaming industry in Canada that is quickly moving to the forefront: technology and development.

Some Canadian technology start-ups are exporting new gaming products to global markets, but when it comes to getting their products to work here, innovators can experience the particular challenge of navigating regulated environments that differ province-to-province and being patient with the time it takes to integrate products into the Canadian market. Despite this, two Canadian lottery corporations and one global gaming

While in its research stage, Atlantic Lottery noticed many consumer-facing companies operated start-ups at an outpost that would allow them to separate their product development from the various internal processes and requirements that often face large enterprises. Atlantic Lottery released an RFP to open an outpost in Atlantic Canada, and selected Volta Labs through this process.

Through its work with Volta Labs, Atlantic Lottery has released two live market pilots that are currently being tested with the input of consumers, including Winvelope, a monthly delivery subscription service for Scratch ‘n Win tickets, and Pool Party, a lottery group play app. In addition, ALC has two new draw-type games and six digital instants that are currently in development. And, notes Landry, the

“All players involved in this industry need to rally together in order to effect change.

What worked for us in the past won’t continue to work and we need to create a new model for the gaming ecosystem. Lottery 2.0 is here.”

-Jean Marc Landry, Atlantic Lottery

company are creating new and innovative products to appeal to consumers in Canada.

Atlantic Lottery, Aristocrat Technologies, Inc. (Aristocrat) and the British Columbia Lottery Corporation (BCLC) are all making strides to boost innovation in the Canadian gaming industry. Here’s a look at what they have achieved so far, and where they plan to go from here.

ATLANTIC LOTTERY

Atlantic Lottery started developing new products and exploring innovative ideas due to what Jean Marc Landry, Director of Customer Innovation, describes as a slow erosion of lottery players over the last few years.

“The market has evolved drastically over the past 15 years and our industry has not kept up,” says Landry. “People have different expectations for products, and we now operate in a completely competitive environment given the surge in unlicensed operators.”

To combat this, Atlantic Lottery introduced its innovation program in 2015, with the purpose of identifying and developing new products and services to help the crown corporation gain back its relevance with the lottery market in the region.

10 | Summer 2018

corporation has also developed an almost-complete digital lottery infrastructure, which features components such as player account management and age verification.

All of these advancements and innovations don’t come without their challenges, however.

“I find that the biggest challenge we have faced is regarding our overall ability to launch these at scale,” says Landry. “We run very complex businesses with IT integrations into a few dozen vendors. So getting something across the line into our corporate systems requires a lot of work.”

There are also some regulatory issues that come into play.

Although Atlantic Lottery’s Nova Scotia shareholder and regulator have both been very supportive of the innovation program and its initiatives, many of the products Atlantic Lottery has thought up tend to be a combination of lottery and other regulated industries, such as banking. Landry says that this creates complexity, as Atlantic Lottery must develop and understand the regulations in both industries, and must build business models to comply with the regulations in both.

Dealing with these challenges has helped Atlantic Lottery reap some rewards in the process. For one, a retrospective recently completed on the innovation program found that the company is now far quicker to develop new concepts, and the

company believes it is leading industry change as it relates to innovation and competitive renewal.

Coming up next, Atlantic Lottery has about 30 initiatives in the development process, with the goal to bring four or five of these to market within the next three years.

“All players involved in this industry need to rally together in order to effect change,” adds Landry. “What worked for us in the past won’t continue to work, and we need to create a new model for the gaming ecosystem. Lottery 2.0 is here.”

ARISTOCRAT TECHNOLOGIES, INC.

For Roberto Coppola, Vice President of Advanced Products at Aristocrat, the ability to change and adapt over time marks a great organization. A leader in both land-based and online gaming, the company places an emphasis on maintaining a culture of innovation throughout the business.

“That means being open to new ideas and recognizing that the ability to change is what keeps great organizations on top over extended periods of time,” explains Coppola.

In an effort to cultivate that change, Aristocrat looked inward when deciding to develop new products, introducing its thinkBIGGER program. “Aristocrat has taken the time to invest in and develop an extraordinary culture that truly values and respects everyone’s contributions. We have this very deep and energized talent pool of 5,000 employees around the world that is continually stuffing our suggestion box with great ideas,” says Coppola. “We’ve harnessed that energy by formalizing the way we incubate and accelerate ideas through vehicles like our innovation accelerator called thinkBIGGER.” The thinkBIGGER program has led to ideas relating to all aspects of Aristocrat’s business being funded. “Interestingly, many of the ideas submitted to our thinkBIGGER program at Aristocrat are aimed at onboarding new gamblers, presumably (but not exclusively) younger,” says Coppola.

He adds that engagement and participation in the thinkBIGGER program surpassed the company’s expectations, but says the most important thing to have come out of the program is the fact that the company is funding and developing some great concepts.

“Most of the concepts we’ve funded to date have been adopted into formal development planning by various portfolio stakeholder

groups within the business,” says Coppola. “Our batting average is way beyond what I would have expected and much higher than most tech accelerators.”

Coppola describes the thinkBIGGER program as an iterative process that is adapted based on what happens at various stages.

The annual program launched recently for 2018, and the company is looking to receive some more great ideas from its employees. Coppola says the race against the clock is the biggest obstacle the program faces.

“If the aim is ‘pencils down’ come the end of the year, it doesn’t leave us with much time to develop the concepts we have decided to invest in,” he explains. “Teams are also often spread across the world, and while that brings lots of positives, it can also create challenges when it comes to staying aligned throughout the project.”

As a whole, the regulatory environment of the gaming industry can cause challenges when trying to get a new or experiential product to market quickly, says Coppola.

“Getting things out there and being able to iterate as fast as possible, based on a market reaction, is really important. We also need to do a better job working with operators to align on different success metrics with new types of products, especially those aimed at onboarding new gamblers,” he says.

He warns that while it may be tempting to hope the status quo carries the industry forward eternally, history has shown that those who cannot change, cannot survive.

Looking forward, Coppola says some emerging technology could be game changers in the industry.

“Experimenting with these will be a key piece of the puzzle for sure,” he says.

BRITISH COLUMBIA LOTTERY CORPORATION

Richard Fenster, Director of Corporate Strategy at the BCLC, finds that history has shown many great examples of innovation within the organization. Fenster points to the launch of PlayNow.com, the first regulated gambling website in North America, and the launch of GameSense, an innovative way to communicate responsible play information to consumers, as two examples.

The BCLC is placing a special focus on improving the player experience overall, whether around a new product or experience,

“Being open to new ideas and recognizing that the ability to change is what keeps great organizations on top over extended periods of time.”

- Roberto Coppola, Aristocrat Technologies, Inc. Canadian Gaming Business | 11

coverstory

“To me, the big successes so far come with learning as we go… and being able to find ideas that clearly resonate with the needs of players.”

- Richard Fenster, BCLC

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an enhanced experience or perspective or even from a player health perspective.

One avenue the BCLC is exploring is the creation of a virtual reality escape room game called Heist, which was developed

by Vancouver-area start-up Archiact.

The game uses VR to simulate a real-life escape room game experience. This earlystage idea is still being tested with players, but Fenster says there is a possibility this concept may be found in a casino environment down the line.

Fenster says part of the reason why the BCLC decided to start diversifying the gaming industry in B.C. is to appeal to players to grow the business.

“We have to look to not just the customers that we appeal to today, but we know there are players out there that aren’t opposed to gaming, but we don’t really have the content or experience that really excites them,” says Fenster. “There’s opportunity there but it’s about finding the right thing that appeals to them and their needs. We saw that as an opportunity and an area worth our investment.”

In addition to Heist, the BCLC is currently testing what they call a realworld adventure game called Geo. The aim of the game is to complete missions in order to earn entries into draws. Currently a free-to-play game, the concept is being tested with the possibility of adding a gambling mechanism to it down the line.

Fenster notes that Geo is receiving a lot of positive feedback, but more importantly, the BCLC is finding that Geo players that are enjoying the game are often less frequent lottery customers, which means it has succeeded so far in attracting a whole new group as a customer base.

Fenster notes that, over time, the BCLC has had a lot of ideas that seem great in theory, but don’t necessarily translate well into viable business opportunities and customer value propositions.

“What we’ve tried to focus on is building a process that allows us to first understand the customer needs that we’re trying to satisfy, so the ideas are the right ideas that serve the needs of the customer,” he says. “Being able to test and validate whether those ideas actually relate or not, before we bring

something to market. To me, the big successes so far come with learning as we go through that and being able to find ideas that clearly resonate with the needs of players.”

One learning curve the corporation had to overcome is learning how to work with start-ups because of the sheer difference between a small business and a crown corporation, where many business decisions and budgets are often planned months, or even years, in advance.

“There’s an inherent difference in pace that goes along with being a company of our size, versus a company of theirs. So learning to work together is definitely a learning curve,” says Fenster.

The BCLC recently opened itself up to working with smaller businesses to help bring about innovation. For example, it took part in Vancouver Startup Week, with a competition inviting small businesses to submit ideas with the aim to work with BCLC on developing the idea, which is how the BCLC teamed up with Archiact on Heist.

Coming up next, Fenster says the BCLC has several ideas in the research stage, but they plan to focus on the concepts already in their pipeline. “There’s two components to any concept going forward. One is do people like it and two, is it a viable business opportunity? We need to be able to get through that evaluation for anything to move forward,” says Fenster. “Once we cross that threshold we know we’ll have something viable in the marketplace.”

The innovations that will be seen in the Canadian gaming industry are all being created in Canada, to be used by Canadians. They are all being made to appeal to new customers, that otherwise may not have been interested in the games on offer. Recognizing that the industry has remained at the status quo for quite a long time, the industry is making strides to create change and diversify the Canadian gaming industry to keep things fresh and appeal to new and old customers, alike.

A t l a n t i c L o t t e r y, A r i s t o c r a t Technologies, Inc. and BCLC will all be represented at the Canadian Gaming Summit, which is taking place in Niagara Falls, Ont. from June 18 to 20, 2018.

executiveprofile

JEAN

MAJOR

CEO, Alcohol and Gaming Commission of Ontario For over two decades, Jean Major has been a mainstay of major regulatory agencies in Ontario.

With a total of 33 years of experience with the Ontario Public Service, Major has spent 28 of those years at the forefront of the gaming and racing regulatory agencies in the province.

MAJOR’S CAREER in the gaming industry began in 1990, when he became the manager responsible for regulating charitable gaming in Ontario. In 1994, as Executive Director and CEO of the Ontario Racing Commission (ORC), Major brought about significant changes to the regulatory framework governing horse racing through new legislation.

In 2004, Major was appointed CEO and Registrar of the Alcohol and Gaming Commission of Ontario (AGCO). Since then, he has led significant regulatory changes to the alcohol and gaming industries in the province, including important changes to regulation and the development of a regulatory framework for lotteries and internet gaming.

WHAT AREAS OF YOUR ROLE AS CEO OF AGCO ARE THE MOST CHALLENGING FOR YOU PERSONALLY AND WHAT ARE YOU MOST LOOKING FORWARD TO ACCOMPLISHING IN THE NEAR FUTURE?

The AGCO is the product of three legacy agencies: Gaming Control Commission, Liquor Licence Board of Ontario and the Ontario Racing Commission. All three agencies have different histories and cultures. The AGCO is celebrating its 20th year and one of my biggest challenges has been to integrate these three agencies into one cohesive regulatory body that can still be flexible enough to continue to accommodate the inherent differences and cultures in these three industries. I am looking forward to continuing to work with staff and our stakeholders 14 | Summer 2018

as we move forward with a risk-based, outcomes-based and compliance-focused regulatory model across all the industries we regulate over the next several years.

WHAT ARE THE MOST PERSONALLY REWARDING ASPECTS OF WORKING IN A LEADERSHIP ROLE IN THE CANADIAN GAMING INDUSTRY AND WHY?

I have never seen the regulator’s role as being isolated or narrow. The regulator’s role is clear and at its core is intended to protect the public interest, which is composed of a variety of interests (e.g. player/consumer, charity, operator, economic, government, etc.). Balancing these various interests is extremely complex and always in motion and that makes my job interesting and extremely rewarding (and frustrating at times).

IN WHAT WAYS HAS YOUR EXPERIENCE PREPARED YOU FOR YOUR ROLE AT AGCO?

Frankly, I do not think there is anything that can prepare you for what I have experienced as a regulator in this province. I have regulated gaming (including horseracing) in Ontario for 28 years.

In that time, I have seen significant policy shifts that fundamentally altered the gaming marketplace in Ontario. My job during these past 28 years has certainly been to regulate but also to help shape the marketplace in the absence of an overarching gaming strategy that balances the interests of the Crown in commercial gaming/ lotteries, charitable gaming and horseracing.

executiveprofile WHAT’S YOUR VISION FOR THE FUTURE OF AGCO AND ITS ROLE IN THE GAMING COMMUNITY IN THE PROVINCE AND CANADA?

The AGCO has been adjusting its approach over the past number of years to one that is risk-based, outcomes-based, and compliancefocused. We are interested in the achievement of the regulatory outcome instead of compliance with prescriptive rules. This approach is relatively new in Canada and we continue to learn and adjust our plans as we proceed. My vision for the AGCO is for it to continue to be a leader in innovative regulatory approaches so we can foster the best and safest gaming environment for the public and gaming industry participants. The underlying philosophy of our approach is to execute our mandate in protecting the public interest in a manner that minimizes our footprint on business.

WHAT DO YOU BELIEVE ARE THE GREATEST GROWTH OPPORTUNITIES FOR GAMING IN CANADA AND WHY?

The gaming industry in Ontario has matured considerably since the first casinos opened in 1993. We are currently experiencing a period of significant change throughout the Ontario gaming sector with the introduction of private sector operators in commercial gaming marketplace and the introduction of an electronic raffles framework for the charitable gaming sector.

Other growth opportunities will likely result from continually evolving technologies and changing consumer preferences for offerings like skill-based games. Online gambling has grown significantly over the past several years, presenting both a challenge and potential market opportunity in the years to come. From my perspective, however, we will not likely be able to fully take advantage of these growth opportunities without amendments to the Criminal Code.

Finally, the AGCO is providing increasing online services through our iAGCO platform. iAGCO is already serving our liquor customers, and we are currently planning the roll out to gaming operators and suppliers, lottery sellers, and gaming assistants later this year.

WHAT IS AGCO’S PHILOSOPHY FOR ENSURING THE BEST AND SAFEST GAMING EXPERIENCE FOR THE GAMING CONSUMER, GOVERNMENT STAKEHOLDERS AND THE GAMING COMMUNITY?

The AGCO’s mandate is to regulate the alcohol, gaming and horse racing sectors in the public interest. While this means the AGCO is clearly focused on ensuring honesty, integrity, and consumer protection, it also means we work to take into account consumer interests, changing societal expectations, government priorities and business impacts. We do this by knowing our stakeholders, engaging in a two-way dialogue with them regularly and prioritizing our education and training efforts for licensees and registrants to increase compliance.

AGCO’s regulatory framework and our compliance activities work to protect consumers by ensuring games perform with integrity, gaming sites are safe and responsible gaming controls are in place. The framework also protects government assets and interests and provides a fair, transparent and flexible system for the gaming community to operate within.

WHAT ARE THE GREATEST CHALLENGES FACING THE CANADIAN GAMING INDUSTRY TODAY AND HOW DO YOU THINK THEY SHOULD BE ADDRESSED?

The challenges include: illegal/unregulated online gambling, anticipated new offerings in sports betting in the United States and changing demographics and customer preferences for exciting gambling products (DFS, eSports, etc.). To remain competitive in today’s gaming market, operators need regulatory f lexibility to adapt to external pressures and technological innovations while at the same time not compromising on high regulatory standards. This is another reason why the AGCO has moved to standards-based regulation in recent years.

However, as I mentioned before, amendments to the Criminal Code would be required to permit new opportunities like single sports betting or to take meaningful action toward illegal/unregulated internet gaming.

WHAT HAVE BEEN SOME OF AGCO’S MOST RECENT DEVELOPMENTS AND HOW DO YOU THINK THESE DEVELOPMENTS WILL IMPACT THE GAMING INDUSTRY AS A WHOLE?

The AGCO’s standards-based approach has been in place for a handful of years now, and is intended to provide operators with f lexibility to design control activities to address regulator y outcomes. The standards will continue to evolve and provide more opportunities for business f lexibility.

The AGCO is placing greater emphasis on data analytics to define risk and determine the most efficient and effective approach to compliance activities.

Canadian Gaming Business | 15

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corporateprofile

GREENTUBE

NORTH AMERICA Innovating the social casino experience

BY GABRIEL CIANCHETTO

Greentube’s North American operation began around the same time that Nevada, Delaware and New Jersey were implementing real money online gaming. While many in the industry were growing excited at the prospect of rapid real money gaming adoption in the U.S., Greentube foresaw years of delay and uncertainty as state legislatures were expected to drag their feet and deploy the usual knee-jerk reactions to gaming.

ULTIMATELY, OUR hunch was right. The five-year gap between New Jersey’s go-live date and Pennsylvania’s passing of their own iGaming legislation marked a dry spell in real money online play, but also manifested a tremendous opportunity for Greentube to fill the demand among land-based casinos for revenue-positive marketing tools – the core concept of social gaming platforms.

W hile many in the industry were waiting for their respective state legislatures to consider and pass iGaming bills (a process that – when finally launched – could take 12 to 18 months) Greentube built a skunkworks operation here in the U.S. to design and deliver state-of-the-art social casinos for land-based operators.

Prior to then, true B2B social casinos did not exist. Several casinos had real-money platforms (that were set to free-play) masquerading as social, which never seemed to fulfil their true potential. We saw the niche and set out to create a true B2B social platform that could generate revenue, market the property, build brand equity and drive players back through the casino doors.

Our so-called skunkworks project operated much like a start-up: lean-and-mean, enabling us to move fast, pivot when necessary and – when needed – call upon the deep resources of our parent company, The NOVOMATIC Group. We set out to build a truly state-of-the-art customizable social platform that met the myriad needs of land-based casinos throughout the world.

During this early period, we looked to Kenny Huang and his Vancouver-based BlueBat Games to design and build our flagship social platform, Greentube Pro. The BlueBat team are experts in AAA game development and, after working alongside them for a bit, we decided to acquire a controlling

interest in the company to ensure the continued success and continuity of Greentube Pro. Once we had our experts on board, we reviewed our competitive research and set out to differentiate ourselves from the first-generation social providers. Our approach centered on a customizable platform that can meet the demands of the largest casinos. Despite offering the same basic services, casinos can have dramatically different organizational and technical requirements. Business strategies also vary according to a casino’s local, regional or national brand awareness. Greentube Pro needed to adapt to meet every requirement while effectively marketing the property and operating in a revenue-positive manner. It wasn’t easy, but catering to a client’s business needs instead of our own yielded mutual benefits.

Not long after the BlueBat acquisition, we announced our first major casino partnership with Foxwoods Resort & Casino, followed by several others throughout North America. During that time, we focused not just on sales, but on the constant improvement and innovation of Greentube Pro to further address the needs of operators. That hard work helped produce our most recent, multi-property agreement with the Hard Rock and Seminole Casinos, which covers 11 properties from Tampa to Punta Cana and beyond. As always, each casino benefits from a tailored solution that covers marketing, payments, CMS and much more.

In light of our success, we’ve chosen to maintain our focus on Greentube Pro and even began development on a custom solution for small and mid-sized casinos. Given their myriad benefits, social casinos have become a revenue-positive marvel of casino marketing. No property should be without one.

Canadian Gaming Business | 17

THE FUTURE OF iGAMING

Industry insiders discuss the importance and direction of digital gaming

18 | Summer 2018

industryQ&A:igaming

Like technology, iGaming innovations are gaining speed, with new products being offered at casinos on a regular basis. Canadian Gaming Business recently asked senior executives from leading gaming companies about the growing role digital gaming has on their organization, and on the gaming industry as a whole. Here’s what they had to say.

Participants:

Kathleen McLaughlin, Vice President of Product Management and Marketing, NOVOMATIC Americas

David Flinn, Regional Vice President, Canada, IGT

WHAT ARE SOME OF THE BIGGEST CHALLENGES FACING THE DIGITAL GAMING INDUSTRY AND HOW IS YOUR ORGANIZATION POSITIONING ITSELF TO BEST DEAL WITH THESE CHALLENGES? Kathleen McLaughlin: Competition continues to increase. Casinos

are looking for ways to gain a digital edge. Delivering great games is important, but it isn’t enough. The games and digital site must be supported by a well thought out promotional infrastructure and an evolving entertainment functionality. It must have complete collaboration and cooperation amongst all areas, both internally and externally, with clear, achievable outcomes. For NOVOMATIC and Greentube Entertainment Solutions, this means providing new, cool gamification features as well as other cutting-edge concepts and working with the organizational experts within each partner company to define success. Greentube is a pioneer in the development of state-of-the-art gaming. Working with them is opening up huge new opportunities for both of us.

The past few years have had rapid growth in the digital space.

We think 2019 will be another outstanding year for Greentube.

Players are so familiar with their mobile devices that playing games on them is a given. [This] allows content creators to push game development boundaries and create unique experiences that entertain players in a new way.

David Flinn: One of the biggest challenges facing the digital gaming

industry is the often fragmented experience that players encounter across channels. In an ideal situation, players could enjoy their favourite games in a casino, on a mobile device or online, and have a seamless experience that accounts for game progress and earned rewards across all three platforms. Similarly, operators would benefit from this ‘total view of the player,’ and would be positioned to establish more robust and personalized loyalty programs based on this view.

To overcome this challenge, IGT is working closely with our customers to develop and implement solutions that can deliver a more cohesive experience. Our omni-channel Powerbucks product, where there is shared jackpot liquidity across platforms, is an ideal example of meaningful progress in this area.

Matt Davey, Group Chief Executive, SG Digital

Matt Davey: The biggest challenge is access to top talent to keep

up with the demands of our evolving market. We’re keen on maintaining high levels of innovation across the business, sharing knowledge internally as well as recruiting those at the forefront of their field. While we have dedicated teams for different branches of our business—sports, casino, content, etc.—we’re structured to ensure those teams are in constant communication as they learn new technology, development and processes to support our customers across the globe.

Keeping up with changing trends always presents a challenge in gaming, whether it’s digital or land-based. It’s critical to stay on top of rapidly changing technology and ever-evolving players. Our customers trust us to stay ahead of the curve.

WHERE DO YOU SEE THE GREATEST GROWTH OPPORTUNITIES FOR DIGITAL GAMING IN 2018 AND BEYOND? KM: Players know what they want and our team is keenly aware and anticipates those needs to meet the constantly changing expectations. We are poised and have the resources to quickly adapt to change. The greatest growth potential is in agile, quick, intelligent adaptation to customer trends.

MD: This one comes twofold. First, you have the recent repeal of the Professional and Amateur Sports Betting Act (PASPA) in the United States, which opens up opportunity for our sportsbook.

Second, content and how it’s distributed/consumed will be a key growth factor both in 2018 and in the years to come. Content is a key component to any gaming business, and everyone has their own design and development processes. There’s constant innovation with focus on the presentation. How can we deliver the maximum amount of content to the widest range of players?

For us, our Open Gaming System (OGS) positions us for massive growth in this area by allowing us to feature incredible content from our nine internal development studios and top-notch thirdparty providers. For operators, the OGS solution provides Canadian Gaming Business | 19

instant access to a huge, diverse game library that keeps players interested and adds new games on a regular basis.

HOW MUST GAMING ORGANIZATIONS CONTINUE TO EVOLVE IN ORDER TO ADDRESS CHANGING DEMOGRAPHICS AND CUSTOMER PREFERENCES? KM: Consumers are more “game intelligent” and know what they want. There are so many choices that boring games won’t do much in our market. Players are looking for increasing levels of entertainment and gratification from their digital gaming experience. We have the dedication of teams of people and resources to anticipate and realize customer preferences quickly.

DF: Staying aligned with our customers and their players’ changing

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demands and preferences is fundamental to IGT’s ideation strategy. Today’s consumers expect digital and mobile options for nearly all aspects of their lives, so it’s incumbent upon IGT as a supplier to develop solutions that meet these expectations within the context of gaming. IGT’s Cardless Connect is an example of a mobile solution that enhances the land-based casino environment and gives players a digital option for managing their loyalty experiences on a mobile device.

MD: As the digital gaming audience becomes more global, it’s key to reflect that on the supplier side. A global market provides vast opportunities to game, content, and platform creators, but they have to be prepared to meet the demand with focused content and highquality product offerings.

Expanding our presence in key offices around the world, including opening new development centers in Europe and expanded presence in our North American offices, is essential to the success of our customers and their players.

On the product side, it’s a matter of constant adaptation to player needs. Suppliers must be smart as they plan out roadmaps.

When technological changes occur, leaning into the curve can be extraordinarily beneficial. To give customers and players what they want is the definition of success, and only those who can maximize their potential through innovation and adaptation will succeed in the iGaming industry.

WHAT GENERAL DIGITAL GAMING TRENDS CAN CASINO OPERATORS LEVERAGE TO INCREASE TRAFFIC?

KM: We know that successful gamification translates and drives

use in the social and digital ‘free’ world. Rewarding players throughout the branded digital experience and not just within the game is critical. Using recognition and not just credits or points is the secret sauce. Knowing how to evoke an emotional response and reaction using interesting variations to drive play is what we want.

DF: One of the greatest resources that our customers have available

to them is data – a scenario that is familiar to many digital businesses. Appropriately leveraging and understanding player insights and business analytics has proven to help countless IGT

industryQ&A:igaming customers achieve important KPIs. The IGT Advantage casino management system is a tremendous tool for optimizing the content within land-based and digital casinos, and can help our customers develop highly-personalized promotions and worldclass patron loyalty programs.

to be connected to their entertainment experience of choice by their device of choice. A major part of this is creating a relationship and fantastic experience on their PC or mobile device which they have never had before and to continue to innovate on those platforms and hone the game play experience.

MD: A polished game developed along with focused marketing to

DF: The introduction of new technology and innovations – both

both the customer and the player can increase traffic dramatically.

Keeping players engaged is a constant challenge, and operators should seek out content that will encourage players to explore the vast pool of games available to them.

WHAT KIND OF IMPACT WILL NEW TECHNOLOGY, THE INTERNET AND SOCIAL MEDIA CONTINUE TO HAVE ON THE DEVELOPMENT OF DIGITAL GAMING? KM: The key is to constantly challenge and create new

entertainment solutions for players. It requires an ongoing dialogue with casinos and our teams to leverage our creative game and technology expertise which allows us to provide evolving, innovative, WOW! gaming moments. A major part of that is understanding each other’s expectations and understanding what our technology teams and marketing teams can do together to meet our digital gaming experience potential.

None of the digital growth is slowing down. We are speeding ahead to continue to offer our most compelling options to players

gradual and disruptive – will be essential for the growth of digital gaming. I believe that the more closely the live casino and mobile casino environments are aligned, the more growth we’ll see. For example, the launch of IGT’s Powerbucks in Canada has injected a new sense of jackpot excitement for online and mobile slot players. The game delivers life-changing jackpots at any bet level; a reward that was previously only seen in landbased casinos. As a result, the Powerbucks product has a strong performance history in multiple provinces. Similarly, our customers at BCLC deployed Live Dealer, a technology that enables online players to play a “real” table game over a streaming video on BCLC’s PlayNow.com.

MD: The digital landscape shifts continuously; this will always

impact the digital gaming space. At SG Digital, we focus on updating our products to work seamlessly with modern technology while looking to the future as we create new products and iterate on our portfolio.

Players are connected 24/7, and we must be, too. Staying on top of current trends while enabling the production and distribution of market leading content is key in the industry.

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British Group / Atlantic Gaming (AGI) and Servi Jeux Combine Forces May 28, 2018 St. John’s –British Group (BGI / Atlantic Gaming - AGI) and Servi Jeux are delighted to announce a strategic investment with Servi Jeux becoming a 50% equity partner in the British Group of Companies. The partnership is truly the culmination of more than a decade long business relationship and is designed to leverage the collective assets of the two entities in a synergistic fashion to deliver maximum value to its extended family – our deeply valued clientele.

AGI manufactures and supplies lottery, charitable and promotional gaming pull tab products and related technologies and services; delivering innovative and creative solutions in a competitive, security-conscious and results-driven industry. Servi Jeux is an industry leader in the production and marketing expertise of high quality Bingo Paper and related products and services.

AGI is celebrating 60 years in business in 2018; Servi Jeux is entering its 28th year in business. With almost 90 years of combined gaming experience, and over 250,000 square feet of combined, world class manufacturing space, the combination of Servi Jeux’s world class bingo paper supplies and services with AGI’s industry leading and patent protected pull tab products, processes and intelligent, integrated dispensing solutions, position the combined entity for significant, scalable growth in a socially responsible approach.

Blair Connolly, President & CEO of British Group offers, “the synergy between our two companies has always been readily apparent, and, in a sense, it was more a matter of when, not if, this deal would occur”. Mr. Connolly goes on to add that, “the greatest benefactor of the deal will be the market itself and the customers we collectively service. Our ability to successfully package a variety of paper based and digital support products under one roof provides our customers the one stop shop option they truly desire, and under one umbrella of customer care and concern.”

Roberto Carosielli, Vice President of Servi Jeux passionately asserts, “Ultimately, our decision to invest in and grow with British Group was more than just a financial one. We are aligned in our values, our purpose and our joint vision of how to shape the future of the gaming industry we care so deeply about.”

BGI and Servi Jeux will be actively participating in the upcoming Canadian Gaming Summit (June 18 – 20, Niagara Falls), and welcome the opportunity to discuss the details of our combined new enterprise. Stay tuned at www.bingoservijeux.com and www.playlinxx.com for new product and corporate announcements in the weeks and months to come.

Media contacts: BGI (Atlantic Gaming Inc.) Blair Connolly Toll Free: 833-275-4745 Mobile: 709-685-6740 blair.connolly@britishgroup.ca www.playlinxx.com / www.atlanticgaming.ca

Servi Jeux Roberto Carosielli 800-267-1906 rcarosielli@bingoservijeux.com www.bingoservijeux.com

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facilityprofile

DELTA BINGO &

GAMING TRANSFORMS Delta Bingo & Gaming welcomes you to its modern gaming locations. Many of its 16 locations across Ontario have undergone exterior renovations to match the exciting interiors.

Over the past several years, Delta has invested millions of dollars in modernizing each of its locations, and more recently, transformed the exteriors by using its brand’s colour palette to create a modern and inviting space, inside and out.

DELTA WORKED closely with Regional Signs Inc. and local painters to install a combination of channel lettering and box signage, as well as updated window graphics, at all Delta Bingo & Gaming locations to showcase the gaming centres’ exciting atmosphere.

“We are committed to the communities that we are a part of, and each of our customers in those communities is important to us,” said Cam Johnstone, CEO, Delta Bingo & Gaming. “We strive to make each of our customers feel welcome, safe and excited to visit. With our updated exteriors, you can feel the energy as soon as you arrive.”

All locations were reenergized as the new vibrant paint colours were added.

Two locations in particular saw the biggest transformation: Peterborough and Penetanguishene.

Delta Peterborough’s welcoming interior features a gorgeous fireplace seating area and fully loaded gaming lou n g e, c omplet e w it h Ta pTi x machines, dart boards and pool tables.

This did not translate to their exterior design; faded beige siding ran along the top of each dull brown brick wall.

In spring 2017, Delta Peterborough underwent a complete design overhaul with new paint, new signage and new window decals. Today, you can’t miss it from the street; it looks like an exciting gaming destination!

24 | Summer 2018

facilityprofile

A nother location that underwent a similar transformation was Delta Penet a ng uishene. Th is cent re is conveniently located on the town’s main strip, however it was often lost amongst the other businesses in the strip plaza.

At first glance, you may have thought it was a corner store. Like Peterborough, after entering the front door, you would notice it is a rather large facility, with a separate TapTix lounge and a large bingo area with stadium seating. In summer 2017, the entire plaza was painted and new signage and window decals were installed. Today, as you first enter the township of Penetanguishene, you can not miss Delta Bingo & Gaming.

A challenge faced by many shopping centres, restaurants and gaming centres is the design of a smoke-free entrance.

The new Delta Niagara Falls entrance was carefully designed with a smokefree entrance in mind, with a designated covered shelter dedicated to customers who smoke. At each of the Delta Bingo & Gaming locations, a designated smoking section is now a part of design to create external smoke-free zones.

Customer experience starts before a customer enters the door and ends with the decision of whether to return in the future. Over the past few years, Delta has committed to building a brand voice and delivering a consistent Delta experience.

In addition to the modernized gaming centres, updated uniforms, and revitalized digital assets, including website and social platforms, Delta has also re-designed its customer loyalty program, introducing a global system called InnerCircle.

“I wanted to introduce a loyalty program that made customers feel welcomed and appreciated. Something that would work at all locations and allow us to reach our VIPs at any time,” said Isabel McMurrich, Marketing Manager, Delta Bingo & Gaming.

In this digital world, you need to find ways to connect and communicate with your customers where they are. It is important that they feel welcome at each touch point. To help make Delta Bingo & Gaming a complete night out experience, the food and beverage offerings are equally important. Delta Bingo & Gaming introduced Red7 Eatery, which features a pub-style menu. Over the past few years, with the instrumental expertise of Zoltan Bankuti, Food and Beverage Manager, the menu has been fine-tuned with additions like local brewery offerings.

Since the debut of Red7, Delta has seen a tremendous uptake on its Eatery and menu selection.

As Delta continues to transform, it keeps the potential new customer in mind. The Delta group has been involved in the operation of bingo for over 50 years and looks forward to the future with the OLG and their charity partners as customers’ needs and technology continue to evolve.

industryspotlight

50:50 eRAFFLES

The future of charitable gaming

BY TROY ROSS AND RON BARYOSEPH

In a great gesture of solidarity within the broader hockey community, many NHL teams donated the profits from their 50/50 raffles to help the Saskatchewan town of Humboldt this spring. In just one example among many, the Winnipeg Jets’ 50/50 jackpot grew to $273,000, its largest to date. Four years ago, it would have been impossible to achieve those results. In fact, it would have been illegal, because at that time, charitable 50/50 raffles could not be conducted with the aid of a computer.

PRIOR TO THE PASSAGE of the federal Budget Implementation Act (Bill C-43) in 2014, the Criminal Code of Canada gave sole jurisdiction to operate lotteries and lottery schemes on or through a computer to the provinces. The prohibition against using computers had long been a challenge for the charitable gaming industry, which remained relegated to paper-based operations and were therefore limited in terms of scale, efficiencies and growth.

In 2013, a successful lobby campaign was undertaken to compel the federal government to clarify the intent of the Code. That lobby culminated in the 2014 C-43 amendment that changed the interpretation to allow the use of computer technology in charitable gaming. Specifically, it allowed for the sale of a raffle ticket, the selection of winners, and the awarding of a prize on or through a computer device. It was a significant and long overdue modernization which served to level the playing f ield for charitable gaming and open up the possibility of new partnerships and innovations in the sector. (It has been estimated that charitable organizations could save tens of millions per year in cost efficiencies, let alone benefit from the potential for new revenues.)

Over the past three and a half years, provincial regulators have been reviewing their frameworks in response to the amendment. Some are further down the 26 | Summer 2018

track than others. In June of last year, the Alcohol and Gaming Commission of Ontario (AGCO) launched its Regulatory Framework for Electronic Raffles in Ontario’s Charitable Gaming Sector, after stakeholder consultations.

The Ontario framework presented a phased approach that began with electronic 50/50 raff les at sporting, charitable or gala events. It included allowing for 50/50 raff les currently operated by the OLG at major league sports events (on behalf of charities) to become a charitable event licensed by the AGCO, and permitted those events at properties beyond NHL or NBA stadiums.

The next phase is expected to permit online raff les, meaning the sale and distribution of tickets and prizes via the internet, in the summer or fall of this year. Future phases envisage other types of electronic raff les, including electronic progressive raffle draws, and permitting the sale of electronic raffle tickets at a broad range of locations, such as bingo halls.

The framework also requires charities to ensure that they are working with a provincially registered supplier and are using the current Registrar’s approved version of a supplier’s technical solution.

In B.C., the Gaming Policy & Enforcement Branch (GPEB) surveyed the industry back in 2015 to gather stakeholder input. It developed an internal

report and subsequently introduced a range of new gaming and delivery options for charities for Class A and A+ licensees (events with revenue over $200,000). These included licensed raffle events online, online ordering and ticket distribution, and the use of random number generators.

GPEB has indicated it will consider other options in future including internet Chase the Ace events as well as progressive raffles, but no timetable has been set.

Saskatchewan’s Liquor and Gaming Authority (SLGA) also engaged in a broad consultation with the industry as it considered changes to the terms and conditions for licensing. It adopted a number of changes resulting from the passage of the BIA allowing charitable raffle licensees to use a computer in the sale of tickets, the selection of a winner(s) and the distribution of prizes.

For its part, the Manitoba Liquor and Gaming Authority did not engage in an external consultation process, but instead conducted an immediate internal review of its charitable licensing procedures. As a result, there are no restrictions on the type of raffle events that may be conducted in that province using a computer, including the use of random number generators. Licensees are permitted to sell and distribute tickets online, and applications are considered on a case-by-case basis. This allows for an open, unrestricted framework that provides maximum flexibility.

We anticipate that the change to the Code – allowing the use of computer technology

industryspotlight with charitable events – will continue to drive regulatory changes across the country that each jurisdiction will implement according to their own timetable. These new licensing regimes will provide significant opportunity to introduce a range of new charitable gaming products across the country, as we have already seen.

“Allowing charitable organizations to use electronic raffle software enables them to add accountability, credibility and security to their raffle program,” says Bump 50:50 President Dan Tanenbaum.

“Electronic raff le soft ware allows charitable organizations to seamlessly deploy a raffle program while collecting data to properly analyze their successes, so they can maximize and optimize the program. They are able to grow their raffle program with the flick of a switch without having to pre-print tickets, and the data they collect will allow them to target new donors in the future.”

While Bump 50:50 provides a turnkey electronic raffle solution with onsite company operators, one of the challenges facing charitable organizations seeking to take advantage of the opportunities now available will be training their staff, volunteers, and other service providers in the use of the new gaming technologies, as well as reengineering their business processes.

Another challenge is sheer size. Many electronic gaming solutions are geared toward only the largest of charitable operators. Nicholas Van Zant, co-founder of the BC-based online raffle software solution provider Charit.ee, hopes to change that. “Access to technology like ours is not currently available to not-forprofits running raffles having projected revenue less than $20,000” he says. “At Charit.ee, we only charge when tickets are sold, because we'd like to make it easier for smaller not-for-profits to run fundraising raffles. Smaller not-for-profits have the ability to run their raffles with zero risk, since we do not charge setup fees.”

Charit.ee currently offers the ability to sell online, track their sales, manage their volunteers and export their data. Van Zant says the company will soon be introducing a fully automated platform which will include a certif ied random number generator. Like Tanenbaum, he notes that allowing online raffles into the charitable gaming sector creates opportunities for data analytics to improve performance, better donor targeting and retention, and eliminates the high costs associated with

printing, mailing and labor-intensive manual processes.

Despite these obvious advantages, the adoption of electronic raffle technologies remains in its infancy in Canada. The market opportunity can only grow from here as provincial licensing regimes pursue their phased implementations, and new entrants develop innovative gaming products for the charitable sector.

Troy Ross is the founder of TRM Public Affairs.

He has been involved in the public policy and regulatory environment of the gaming sector in Canada for over 20 years. He can be reached at troy@trmpublicaffairs.com Ron Baryoseph is a Canadian gaming industry veteran with over 25 years of experience. He is the owner of RBY Gaming. Ron can be reached at Ron@RBYGAMING.com

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If you’re a professional in the gaming industry, odds are this is the right program for you.

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FIGHT FOR YOUR LIFE How to prepare for and escape life-threatening situations.

BY ROD BUCKINGHAM

This article is not meant to frighten, but to help you prepare. While it is unlikely that an active shooter or a threatening episode will happen, preparing for such events will heighten your chance of survival.

I RETIRED FROM policing and went straight into gaming in 2009.

I loved the challenge and I really enjoyed the people. When you have a protective instinct, you want to protect people in every aspect of their lives, including their workplace and home.

As a cop, situational awareness is a survival technique because sometimes wearing a uniform also paints a target on your back. There are some simple things to know for situational awareness: the shooter is most likely to enter through the same door as you so when entering a room, you should check for other potential exits (this may include the exits through the kitchen in a restaurant). This tip is not just for active shooter incidents, but in situations such as a fire. There is always going to be more than one exit, so be aware of the options.

Take a moment in your office and plan what alternatives you have: is there a stairwell, a secondary doorway, or a hallway leading in another direction? Stairwells and fire exits are likely better options for escape, instead of elevators. As part of your preparation, go through the stairwells and exits and make note of the doors that are open as well as locked.

I bet you’ve all heard the self-defence mantra, “run, hide, fight”. It is important to consider what this means to you.

Would you give up and let somebody take your life? Death is not reversible. This is serious. There are a few thoughts on prevention, but first there are some things to think about: First, that mantra is not linear – you don’t have to do it in that order. You may hide, then run, run then hide, then fight.

The most important advice I can give you is to plan. Think, “How does this apply to me?”

Often, the most successful strategy is to run. In this situation, your life is most important and seconds can save you. Leave your belongings behind. You don’t need your purse, laptop, or backpack if you are fleeing for your life.

You also need to think about the logistics of hiding. Can you hide in your office? Under your desk? Have you tried it? Can you move furniture to cover the door? Keep your phone but put it on silent. Call 9-1-1.

Fighting is not an appealing option, but take a minute to think this one through. You will need to use whatever is at your disposal, either individually or as a group, to stop the threat.

Look around your office for potential self-defence weapons: laptops, fire extinguishers, trophies or anything else you can swing, smash, stab or throw to defend yourself. If this is your 30 | Summer 2018

only option, you may have time to plan this while you’re hiding.

In an effort to not let the situation escalate to the point of a run, hide, fight response, establishing policies and guidelines is important. Start by forming a Threat Assessment Team (HR, Security, Management, etc.) at your workplace.

There are certain terms and language boundaries for workplaces and public spaces that need to be set. For example, there should be zero tolerance for threats of any kind, especially threats involving weapons.

Setting expectations and developing procedures to address concerns are vital. There needs to be clear policy on who to contact when you are concerned about someone’s threats or actions.

LAW ENFORCEMENT RESPONSE

The first step after taking care of your immediate safety is to call 9-1-1. Be sure to provide as much information as possible.

Police officers respond in the quickest way possible. They will head “to the sound of the guns”. You know you’re not the bad guy, but they don’t. It is very important that your actions do not present any type of threat. Don’t point or hold anything in your hands. Have your hands open and fingers outstretched. Follow the direction of the police; they will continue to move forward while assessing and taking down the threat. Their main goal at this point is to minimize loss of life, so they will pass you and any wounded to achieve this before coming back to help. Leave the way they came in.

ABOUT THE AUTHOR Rod Buckingham is a Member of Gaming Security Professionals of Canada (GSPC)* as well as President and CEO of Buckingham Security, a Security Consulting business. He is currently the Security Director consultant to both the Canadian Football League and the Saskatchewan Roughriders. Rod can be contacted at: Rod.buckingham@ buckinghamsecurity.com or visit www.buckinghamsecurity.com.

ABOUT THE GSPC* The Gaming Security Professionals of Canada is a not-for-profit association comprised of security professionals from gaming organizations across Canada. The GSPC’s goal is to facilitate safety, security and integrity within the Canadian gaming industry and provide a forum for members to communicate, educate and share best practices. For more information, go to www.GSPC.ca.

by

32 | Summer 2018