Casino Life Volume 19 Issue 156

ACHIEVING MORE TOGETHER

Ambassadeurs Group’s Tracy Damestani on raising standards –and raising £2m for good causes in the Group’s first year

The magazine for the owners and management of international casinos

CASINO

Publisher: Peter White

Tel: +44 (0) 1892 740869

Mob: +44 (0) 7973 273714 peter@outsourcedigitalmedia.com

Editorial:

Editor in Chief : David McKee dmckee6@comcast.net

Editor EMEA: Damien Connelly damien@outsourcedigitalmedia.com

Associate Editor Asia: Bill Healey bill@outsourcedigitalmedia.com

Victor H. Royer International Features Editor victor@outsourcedigitalmedia.com

Associate Editor EMEA: Aydin Guney aydin.guney@outsourcedigital media.com

International Correspondent: Lyudmyla Kyrychenko lyudmyla.kyrychenko@outsource digitalmedia.com

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Designer: Stewart Hyde stewart@de5ign.co.uk www.de5ign.co.uk

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IT Director: Pasha Kuzminskiy pasha@outsourcedigitalmedia.com

As sports betting has proliferated in Europe, Great Britain and Australia, we have seen the discussion and—in some cases—the imposition of constraints on when, where and how sports wagering providers may advertise. Is that coming to North America? We may find out sooner than expected.

Regulators in the commonwealth of Massachusetts recently unveiled their code of marketing for the Bay State’s nascent betting market. In their case, they had to do it, as lawmakers had enacted sports betting sans any sort of governing controls. Regulators have been required of necessity to make it up as they go along, simultaneous with the process of licensing providers.

Not only are Massachusetts colleges and universities prohibited from displaying gambling advertisements (betting by players under 21 is prohibited) but they can’t partner with providers either. Promotions cannot use the oft-misleading terms “free” or “risk-free.” And advertisements can’t be placed anywhere that the audience cannot reasonably be considered to be comprised 75 percent of adults. The Massachusetts Gaming Commission initially wanted to place the threshold at 85 percent—but that would mean taking down in-arena billboards like the MGM ones in Fenway Park.

Another state dealing with the birth pangs of sports betting is further up the coast: Maine. While these regulations have not been finalized, their draft form is worth noting. Not only is collegiate advertising banned, so are flyers, handouts and in-person account signups. Promotions and bonuses can’t be hawked on TV. As gambling.com reported, “Television advertising may only take place during an event and only on the channel that the event is being telecast when wagers on that event are offered by a licensed operator in Maine.” (This sounds ominously similar to what has been mooted in the United Kingdom.)

American Gaming Association Vice President Cait DeBaun disputes that we’re at an inflection point. “I wouldn’t call it pushback,” she told me. “We have a really collaborative relationship with the regulatory environment and that extends well before sports betting was legal.

“As this industry, especially sports betting, grows, we’re all learning and operators will learn from the process as well,” DeBaun continues. “What we’re seeing is that regulators are taking up covenants that are in the AGA’s code for responsible wagering. You see that in Arizona’s regulations from 2021. Massachusetts closely aligns with what we’ve outlined in our marketing code.”

Still, even in the nation-leading state of New Jersey, regulators are starting to display marketing fatigue. New Jersey Division of Gaming Enforcement Director David Rebuck has gone on record that if the gaming industry doesn’t police itself sufficiently, regulators will.

We have been warned. Besides, if anything keeps Kevin Hart from barking on my TV about ‘free’ bets, I’m all for it.

David McKee Editor

The

for the owners and management of international casinos

The

Omnichannel Gaming Future As Online Matures

There is always unique and insightful operator content in Casino Life. This issue is no exception. In this issue, and from different perspectives, operators note the growth opportunities from integrating online gaming with their land-based operations. This makes perfect sense on multiple levels, not least from a responsiblegaming perspective – licensed, land-based operators will protect their reputations (and licenses) by following the regulations in their respective jurisdictions. Such channelization makes sense for all stakeholders.

As our industry adapts to new operating models to optimize customer engagement and satisfaction, we are learning from the innovations we have placed into each market. Sometimes we are learning quickly and making the necessary changes to optimize consumer-protected performance. With ICE London as our next, big, industry event, there are a lot of opportunities to discover new opportunities to enhance operators’ customer closeness.

New Operating Models

It is my belief that we are on the cusp of a new era in our gaming industry – partially brought about by our embracing digital distribution as an enhancement of our longer-established, land-based gaming products. However, the main driver is the continuing merging of TMT (Technology Media Telecom) products, layered onto the changes those are bringing about in consumer acceptance of new channels. As noted in our Borgata article, operators are looking to the near future to create immersive-reality experiences for patrons.

Will regulators be able to adapt as quickly as the market? Probably not. They never do in any industry – markets are always ahead of laws. However, gaming regulators have been exposed to more and more rapid change in the last 15 or so years, and are now much more responsive to innovation and change. On the perspective of TMT, a market I also work in, products are not there yet … but the backbone infrastructure is. This has reached the point where a licensed operator could offer its products beyond its jurisdictional

boundaries – something addressed by EU and ECJ laws many years ago, but which remains to be fully addressed across other continental jurisdictions.

The growth over the years of ICE London as a very strong EMEA event is testament to the initial leadership position Europe held in online and, by default, omnichannel. However, first rarely equals best. Other jurisdictions have learned from Europe and are, in my opinion, now doing a better job of delivering a more seamless, omnichannel patron experience – although gaming remains behind the curve when compared to a market such as retail. However, gaming is getting there.

And we at Casino Life will be there – at ICE London, that is. Our team will be there to learn from our industry what are the development pathways and exciting innovations open to our industry. We hope you enjoy this issue and we also look forward to meeting with you during ICE London. Drop by one of our booths and say “Hello” to us: We’re at ND6-C and ND6-A at the N6 entrance.

Please join our LinkedIn Group and engage with our high-quality, industry-relevant community.

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Editor EMEA Damien Connelly

Damien Connelly, Editor EMEA

20 Years Strong

Twenty years ago, Atlantic City got a wake-up call. It had evolved – or perhaps devolved – into a sleepy, even stagnant gambling market. Steve Wynn had fled and Donald Trump talked big but did nothing. Then came Borgata, a collaboration between Boyd Gaming and the company then known as MGM Mirage. It opened at 11:50 p.m. on July 2, 2003 with an inaugural roll of the dice on a craps table by actor Stephen Dorff. (Whatever became of him?) Nothing was ever the same. Borgata immediately leapt to the forefront of Atlantic City and grew the market.

Over the years, some things have come and gone at the resort, including Boyd’s ownership share (which it invested into growth in other cities) but MGM, now MGM Resorts International, has been a constant. Steady also is Borgata’s pride of place amidst the ocean city’s casino market. With the exception of a single, post-pandemic month, Borgata has been the top moneymaker in town, month in and month out, for two solid decades, an almost unimaginable achievement in the volatile casino industry.

By David McKee

There have been a few scares along the way. When rival Hard Rock Atlantic City was gaining ground on Borgata, MGM shook up the latter’s leadership and brought in Travis Lunn as property president. Lunn, a veteran of Beau Rivage and MGM Grand itself, quickly put daylight between Borgata, and newcomers Hard Rock and Ocean Casino Resort. He’s continued to evolve the resort product, whose coffers are further swelled by its first-place ranking among New Jersey’s Internet casinos. One worry he has to deal with is the possible overturning of the Garden State’s PILOT Program (Payment in Lieu of Taxes), which has lowered the tax burden of Atlantic City’s casinos but hasn’t been faring well in the courts of late. If PILOT fails, Borgata’s profits will suffer from a higher impost. But that remains to be seen.

For the time being, Lunn has many other projects on his plate. When we spoke to him just before Christmas, he was on the verge of reopening two major, revamped amenities – which he discusses below – and doing the advance planning for even bigger projects. Atlantic City has had its ups and downs but in Lunn it has a champion of its cause.

As Atlantic City’s Borgata heads toward a milestone anniversary, President Travis Lunn sets a course for the future.

Borgata is closing in on 20 years in Atlantic City, two decades in which has consistently been the city’s top-earning casino. What’s the secret? Having been here only a year I can only speak to those things which have been consistent over those 20 years. The common denominators are really a couple of things. One is our incredible team members. We have almost 25 percent of our workforce that has been here since Day One. They really provide an exceptional experience that we think is a differentiator for us, that has enabled us to stay number one. Two, I’d have to give credit to our guests. It’s been a pleasure to get to know them over this past year and they’ve really remained loyal to Borgata and the brand. Thirdly, I’d have to acknowledge the original vision of Borgata in the construction. I’ve worked in several buildings in Las Vegas and this was really well constructed in terms of access to our amenities. Even just your arrival experience into Borgata. So we have a really good infrastructure base, the bones of the body of Borgata that is really beneficial for us to be successful. So from Day One, all three of those things have been consistent over the 20 years, meaning our team

members, our guests and then the building itself have been beneficial to our ability to stay number one.

How has new competition affected Borgata or sharpened its competitive edge?

I would definitely say the latter, for sure. If you look at the market, which you’re probably well aware of, it was declining for a number of years. We had some new competitors come to the market, two or three years ago, and it does provide you with an opportunity to step back and look at: What are we doing that maybe we could do differently? What are some new ideas that are being presented to the industry, to our guests? We always take stock of that. Now Borgata has always done that over the years, is always looking to improve our services, improve the experiences. But no doubt, I’m super-competitive. I know this team is competitive, hence the reason we remain number one. But there is no doubt that is a nice opportunity for you to compare yourself and say, ‘Are we thinking about our business differently or always looking for opportunities to improve?’ New competition can provide a platform for you to be able to do that.

Travis Lunn, President, Borgata

Upon arriving at Borgata as president, what changes did you make, if any?

This is my third property with MGM Resorts and, really, when you first start at a property – even though I was with the company previously – each of our properties are very unique in terms of their experiences and their offerings, who our guests are, who our team members are. So my strategy typically is to come in and be a sponge, and learn the operation, get to know the team members, the guests, the surrounding areas. It’s been a number of years since I’ve lived in the Northeast, so just understanding where our guests come from, what experiences they can find in their backyard. I’ve spent time in Philadelphia, New York City, all up and down the shore to really understand what are our guests looking for, what can we do to improve, before you go in and make any wide, sweeping changes.

I’m excited to say that now I’ve been here a year you’ll probably see more of those changes come in greater frequency. But for that first several months it really is about observing, learning and building relationships, not only with the team but with our guests, understanding what they want before I make a change. How can I best serve them in this role?

What is your prognosis for the Atlantic City market overall?

For me it’s guarded optimism. There is the controllable versus the uncontrollable. There are certain things that you can’t control, whether it’s the economy or jobs or those macro-concerns. Do we have enough team members to be able to do the jobs? What I can do is focus on what we’re able to control and we’re very optimistic about Atlantic City, in terms of our investments. To me that really signals optimism. We wouldn’t be making material investments into a product or trying to hire a number of team members. We’ve hired several hundred team members year over year, compared to last year, unless there was reason to do that. But you’re always guarded with the complexity of operating around this business, not only in the Atlantic City market but the complexity around gaming operations or hospitality operations are more challenging or volatile than they’ve ever been. So we’re conscious of those things, programming against those things, being hyper-aware of those things. But we are optimistic about where Atlantic City is headed.

How is cooperation between the city’s casinos progressing?

We’ve got a good mix. You’ve had some leadership that’s been here a long time and really understands the market and its history. And you have a lot of new leadership and new ideas being injected into the market. My experience has been very positive. I can’t speak to the past, which I’ve heard some things about. [laughs] But it’s been very collaborative in terms of an understanding that, look, we’re going to be competitors obviously. But there’s an understanding amongst property leaders through the Casino Association of New Jersey and other organizations that there’s a rising tide of things that we need to address as a collective to make sure that Atlantic City is a world-class destination market, and it makes sense for us to collaborate on those things

and partner. There’s a lot of cooperation and they’ve definitely extended a warm welcome to me. I’m highly participatory in CANJ meetings. I’ve had several opportunities to meet with other property leadership one-on-one at their properties or had them over here to discuss what are the pressing issues for the Atlantic City market and make sure we’re thoughtful on those.

You alluded to new investments at Borgata. What are they?

We are extremely excited. We’ve got a couple of unveilings in the next couple of weeks. Two cornerstones of our experience here for our guests –the Miralto Lounge, which is our high-limit slot lounge is seeing a complete remodel to the space, and Old Homestead, our premier steakhouse, our flagship restaurant, a complete remodel of that entire space is happening as well. We’re excited to unveil those. Construction walls are coming down here within the next week. We’re excited to showcase those to our guests. To have both of those opening here is going to be really meaningful to our guests. We’re excited about that.

Which non-gaming amenities are your top performers or standouts?

They really love their steak up here in the Northeast. It was really interesting to me when I first arrived here. Most casinos have one steakhouse. I was surprised to see we have two steakhouses. One cornerstone of the amenities that are really high-performing and that our guests enjoy is enjoying a steak dinner here, so much that we have two: Old Homestead, that’s seeing a full renovation and we actually recently renovated our second steakhouse, which is B Prime. That’s been met with a great reception by our guests, both to the new menu that we introduced and also the new design of it. What’s nice is they’re both steakhouses but they have different offerings. Old Homestead is definitely more of your traditional steakhouse out of New York City, where the flagship restaurant is. B Prime is more contemporary, so you’re going to feel some different moods, some different offerings. The appetizers are shareable. Those two amenities are probably some of our most popular and they complement each other. It’s not unusual for guests to dine in one steakhouse one night and one in the other because there’s such a variety of offerings and menus. [chuckles] And apparently they love steak up in the Northeast.

What can Borgata offer that its immediate competitors cannot?

We are a fully integrated resort and so we have the full suite of offerings across our campus, whether all the amenities on our casino side or the restaurants, of course. But in addition to that, we have five pools here, a couple indoors, a couple of pools outdoor. We have the full space. We have the entertainment offerings and so you get the full, integrated experience. Gaming is a big part of what we do. But you can come here for a staycation or a getaway and not necessarily have to game to enjoy the amenities. The other piece that is unique to us is we have some competitors where this might be a single entity or a single property. We’re tapping into our large organization and the 18 to 20 properties that we have as part of MGM Rewards. So our guests absolutely take advantage. When they come here their loyalty is recognized with opportunities to go to Las Vegas or any of our sister properties regionally. We make it conducive for them to do that, so we leverage our opportunity both with guests visiting us – we definitely want to import that business – but we definitely love extending our guests the opportunity to visit some of our other sister properties as well. That is unique compared to some of the competitors.

What are the highlights of your entertainment program?

When I think of entertainment, I really think of the full scope. You have the gaming floor but there’s a couple of different forms of entertainment we have in our main, two showrooms. In our events center and theater, which are sort of our headline entertainment offerings, we really feel like we hold a great, leading position on some of those headline acts that come in. We recently had a very successful run with Sebastian Maniscalco, who’s a very popular comedian here in the Northeast. He did a series of 10 shows. We recently had Jerry Seinfeld. So we bring in that toptier talent and we’ve got some great acts coming up in Q1, whether it’s Rob Thomas from Matchbox Twenty or Goo Goo Dolls later in the year. We have the comedians, we have those headlines. Then we program the Music Box, which is a roughly under-800person theater. Those will be productions of shows and those will be available midweek, not only on the weekends. You’ll also have some comedy acts in there. That’s one piece of entertainment but the other

piece is that we have a ton of live music happening. We’ve programmed our B Bar, our center-casino bar. That has live music nightly. We’ve had our lobby bar that is fairly new. It opened roughly a year and a half ago, next to the front desk. That has live music. Now it’s sort of a piano bar for us. We have the Long Bar that we activate with DJs from time to time. We have the sports book. So when I think of entertainment, I think of it holistically. You have the headliners but you also have all these things where, if you want to take a break from gaming there’s a lot for you to do here besides just game.

What are the key elements of drawing customers to Borgata?

That is definitely a cornerstone for us, the overall entertainment. By ‘entertainment’ I would say more so the integrated resort. You’re going to be hard-pressed to find a casino in this market that has more to offer from the full suite. Entertainment is certainly a piece of that but, again, we have a full-service spa, the pools that I mentioned, some of the most – if not the most –bars. Again, they’re fully programmed and activated. I mentioned the two steakhouses but we obviously have several other fine-dining restaurants, several that have recently also gone through renovations, such

as American Bar & Grill. It’s really when you look at that full complement of all the things that we have to offer, it’s really what our marketing and strategy is. Then again, you have the loyalty of our guests and the team-member experience. We would put up that guest experience against anyone in terms of coming here, having a good time and making sure you’re taken care of, your needs are met. We think we do a fantastic job of that.

Your feeder markets include New York City, where MGM already has a racino. What is going to happen if and when that is upgraded to a full-service casino?

There are two differences between what will happen in New York, at least for our property. As you mentioned, we have a property there already. It may look different from some of the other competitors. We believe there’s actually a nice synergy there, a rising tide for both.

We’re sensitive to the fact that we import here; we’re a destination market. Our current operations in New York are more of a high-frequency market, so we think there’s an opportunity to do both as that gets stood up to a full resort, to continue to expand what makes guests loyal to the MGM Rewards is that they can visit both. We definitely think there is an interest and we’ll

continue to gain new members through increasing Empire City’s offerings, the same way we invest in Borgata. It may be different for other competitors in the market here but we see it as an opportunity, a rising tide for MGM.

Borgata is dominating New Jersey’s Internetgaming market. Why is this and what are the growth prospects for i-gaming beyond the East Coast?

In my purview, I’m less involved in the BetMGM side of our business. That is a little bit separate but we are heavily engaged with BetMGM and we’ve seen great response. Why we think that brand is so strong is for a couple of reasons. One, we think the Borgata brand is already very strong. Our guests identify with that brand. When BetMGM, through that brand, was able to capitalize on that loyalty that BetMGM did not already have, there was great interest from our existing population. Now, why it’s beneficial back to us is we’re finding ways to make that a competitive advantage to us from other sort of i-gaming platforms in that we have this beautiful property to leverage. So we are really working closely with BetMGM for ways to create incremental trips and we’ve found in the data that is beneficial to both sides. When we can introduce them to the Borgata experience if they were exclusive to i-gaming, then it benefits both parties. So BetMGM from the i-gaming side will see a benefit in terms of play and we will in terms of visitation. The brick-and-mortar will see a benefit. They have a world-class platform. They’re continuing to grow domestically into markets that we already serve, so guests are going to be familiar with that. And we have a world-class destination resort,

so it’s a really symbiotic relationship between the two. You’ve been at Borgata a year. What are your longterm goals?

One of the things that we really needed to do is we are in a destination market, so when people come and visit they’re staying here, in our rooms. So it was really important to ensure that we have a best-in-class room product. I’m really excited that will be one of the first long-term things we start to invest in. Our Water Club tower will see a full renovation of those 700 rooms, starting early in 2023. We already have a model room, it’s fantastic and I’m really excited when those rooms come to fruition. Our guests are really going to enjoy that. It’s a full update of the room from top to bottom. Not long after that we’ll start to move our attention over to the Borgata tower. So you’re going to see, again when you talk about optimism in the market, we wouldn’t be doing these things unless we believed in the long-term future of Borgata and the market. We’re going to make significant, material investments into our room product. Long-term there are opportunities, not definitive yet, as the guest demographics change, the market needs to evolve and Borgata needs to evolve as far as what those entertainment offerings look like. Shows are outstanding but the long-term future needs to include immersive experiences. What do those look like? We need all sorts of offerings where we’re speaking to maybe perhaps younger demographics, speaking to maybe a cash business as well. Again, we’re going to be very gaming-centric. But I believe, with our proximity to the ocean and the water, these are unique things to our market. How can we capitalize on those and increase our suite of offerings to make sure we’re welcoming all different types of guests? Gamingcentric guests are going to be our priority but we have an opportunity to grow other parts of our business as well, such as the transient traveler who wants to maybe enjoy a weekend away or the convention attendee. There’s a lot of opportunity for us to grow that business, especially as we know that it helps the Sunday-throughThursday time.

Thank you, Travis. Happy holidays.

Vision and Innovation

Recently, Casino Life Publisher Peter White discussed Finland’s Casino Tampere on its first anniversary, with General Manager Tiina Siltanen Here is their conversation about the Finnish casino scene.

Tiina Siltanen, General Manager

Tell us about the city of Tampere and what has been the reaction from visitors since the opening night to this new leisure gaming entertainment venue in their town?

Tampere is a vibrant city that is known in Finland for its big development projects. Nokia Arena is a home base for the two local hockey teams, and it feels like the whole town lives with the events at the arena. Opening Finland’s second casino in Tampere fits the city’s strategy perfectly. The visitors at the casino are most of the time very surprised by the design and size of the casino. Many are in a casino for the first time, so it’s a new experience for them. We have received great reviews on customer surveys and hope to reach more customers in 2023.

Turning up for the first day of work for employees at Casino Tampere must have been quite an experience, given that it located in one of Europe’s most impressive new venues, the Nokia Arena.

Absolutely, many had waited for this for a long time, as the project took several years. Our staff at Casino Tampere is a great mix of Veikkaus employees from other gaming arcades, previous Casino Helsinki employees and people who are new to the gaming business. It’s been great to see the growth in this group during the first year of operation. We are very proud of the personnel and the work Casino Manager Outi Tikkanen, together with the local management team, has done.

Casino Tempere slot machines

2022 was a very busy year as, along with the opening of Casino Tampere, you were also appointed to the role of vice chairman of the European Casino Association. True, 2022 was a hectic year for us. At the same time, it was an extremely inspiring year as well. A new organization, a new casino and the transition from being a single-casino operator to multiplevenue operator kept us all busy, but in a good way. Personally, it has been a great pleasure to be a member of the ECA board and I’m honored to step in as a vice chair. Our industry is facing many challenges and the need for ECA support and co-operation between member countries is ongoing. I hope to move things forward and add some more limelight on issues like diversity, overregulation, and the reputation of our

industry. After all these years it still amazes me how much prejudice there is towards land-based casinos, often by people who have never visited one personally.

You are also a graduate of the Executive Development Program at UNLV in Las Vegas. How was the course for you and what aspects did you enjoy most?

EDP is a brilliant program, and I loved every second of it. I went there to improve my strategic skills and gain more insight but got so much more. To have the opportunity to challenge yourself and learn from best in our industry with 50 other executives for 10 days straight is so rare. To me EDP itself is a great example of how good leadership and cooperation leads to amazing strategies and business plans. I encourage all executives worldwide to send their promising team members to this education. Investing in people is investing in your company’s future. For ECA members there is a great opportunity available to apply for a diversity scholarship. AGEM, ECA, UNLV, and Clarion Gaming have joined forces again and will send two future leaders to the Executive Development Program in November with a scholarship.

Casino Tempere entertainment

What would you say are some of the key aspects of Casino Tampere that make it one of Europe’s most modern and dynamic gaming venues?

In short: design, location and experience. Just by looking at the Scandinavian-inspired design you see the difference from other casinos. Lots of natural wood, light and green elements with a modern AV solution throughout the entire casino is impressive. We can change the color of the casino based on the local hockey team playing at the arena. On weekends our dealers take the stage at the electronic table games area called Ukonkivi (a name from Finnish mythology), where players can request their favorite songs while playing roulette. We have even made our own casino scent that can be sensed at the casino. It’s all about making the casino visit something special.

From broader perspective, the whole visit to Nokia Arena is an experience. Imagine first a Robbie Williams concert with 15,000 people, then an evening at the casino and finally spending the night at the Lapland-inspired hotel. It’s all possible under one roof.

Why have the casinos introduced the Casino ID Card, how does it work and what has been the reaction from patrons to this new requirement? The decision to implement 100 percent identified play with the Casino ID Card at slots and table games was the outcome of a long evaluation. At the end it came down to how can we make the responsible-gaming tools available for all customers and meet the legal requirement such as anti-money laundering. The Know Your Game concept was created to meet those needs and bring our vision as a trailblazer of responsible gaming experience alive.

One of the cornerstones of our customer experience is caring. Meaning, we want to teach our customers to control their gaming and offer the proper tools for it. I am pleased to say the customers learned to identify with the casino card very quickly. It was a smooth transition and did not harm the customer experience or gross gaming revenue. The personnel on the floor hold a key role in informing the guests how it works. I cannot highlight enough the importance of customer service when introducing new procedures for customers. They have done a brilliant job with it and are to be thanked for the smooth change to identified play.

Team Casino Tampere

How has footfall at Casino Helsinki been postpandemic? Are the numbers back to pre-Covid levels, and what kind of incentives and privileges have been provided to assist?

Considering that the new Gaming Act came into effect in 2022 and brought significant marketing restrictions, we are pleased with the results in Helsinki. Our numbers are close to pre-Covid levels. However, there was a lot of variation between different quarters, years or even on a monthly basis. 2023 will show where the new level lands.

Creating an enjoyable fun and relaxed environment is an important factor in leisure and entertainment venues. What kind of investment over the years has made into the likes of audio-visual and lighting equipment at Casino Helsinki, and at Tampere?

At Casino Tampere, the AV solution is at the center of the whole concept. Lighting, audio and even scent distribution have been connected and can be adjusted to the feel of the day. The shape of the casino is long and somewhat unusual. The design and AV teams created a ‘stream’ to lead the customer through the casino. In Helsinki we just invested in the renewal of a huge LED screen at the center of the two-story casino. It’s used in multiple ways — to show sports, play touch-bet roulette or for advertisement. A big game on the screen, such as the World Cup final, brings the whole casino alive. It’s fair to say the AV is an essential part of both of our casinos. Designing effective AV in a casino atmosphere can be tricky. The impressive slots are such a visible part of the casino and almost their own AV. It takes careful consideration what aspects of the AV solution really bring added value to the concept.

How successful has Casino Helsinki’s approach at attracting millennials?

We see the change in demographics in both casinos. The average age of customers has decreased in Helsinki during the past 10 years. A casino is no more a place just for the older segment. In Tampere the average age is lower than in Helsinki. We see it as an indication that the younger generation is open to different types of live-entertainment venues. Many of them are also familiar with the gaming products from online play. This creates a demand for operators to look at the concept from a new angle. Offering products and customer service that are attractive for a wide age group is a challenging task.

Casino Tempere entrance

Casino Tempere dining area

Casino Tempere bar area

Casino Helsinki LED screen

What are amongst some of the key aspects of Casino Helsinki’s operation that have been drawn upon when developing and designing Casino Tampere?

We wanted to take the high level of customer service, Know Your Game concept and basic parts of the gaming portfolio to Tampere. A regular from Helsinki visiting Tampere should feel at home and recognize the casino, even though the design and interior is completely different. The arena casino concept in Tampere gives our players another option, as the two casinos are only a 1.5-hour train ride away from each other. From the operations side we looked for synergy benefits with a similar operational model and job descriptions. However, it did not mean copying everything from Helsinki. The strategy was to build a model that was flexible enough for a longer term in both casinos.

What are the key factors, in your opinion, that contribute most to the operation’s success in these competitive times?

Two important factors are the ability to create meaning and the courage to experiment. Casinos need to create meaning for customers, a reason to leave home and make the journey to the casino.

The games alone are not enough, they are available online as well. It’s the whole experience with F&B, entertainment and social connections that we need to offer. I also believe there is a growing need to create meaning for our employees. The future generation’s expectations for work are different and we need to adapt to these also in land-based casinos. The lack of resources in the hospitality industry is a common issue for many countries, so I believe finding correct operating and personnel strategy is important.

With all the changes in customer behavior, the casinos with the ability to adapt and experiment come out on top. The mindset was earlier more along the line of having big development projects and updating the concept every five years. Now it should be testing with products, concepts and operating models as part of day-to-day operations in a smaller scale to see what works. As the last point, I find implementing different legal requirements without harming the customer experience as very important. The regulation framework is changing constantly and that often means new procedures or questionnaires for customers. These issues need to be solved in the way gaming continues to be channelled to licensed operators.

Feature: Casino Helsinki and Casino Tampere

Casino Tempere entrance

Casino Tempere roulette tables

How do you see the prevailing global economic climate for 2023 and potential consequential effects on reductions in disposable income for leisure and entertainment in Finland?

Consumers are more careful and I do think it will affect the revenues in the whole leisure industry. After Covid restrictions, the situation was quite the opposite. Many had waited for a chance to travel and use the services in the entertainment industry. Even the media is following economic trends closely now and this could affect some of the choices consumers make.

How popular and important are the bars, restaurants and the entertainment in Casino Helsinki and Tampere for providing patrons with a fun night out?

They are an important part of our casino concept. We see our casinos as much more than just places to gamble. Even though the two casinos have completely different type of premises, they both offer F&B and different entertainment. Helsinki with its historical Fennia salon has events from seminars to gala nights. In Tampere, the whole Arena complex is built around entertainment. Every fifth visitor does not play during their visit to the casino. They come for the atmosphere, to socialize and enjoy other services.

What are amongst the main accomplishments of both Casino Helsinki and recently opened Casino Tampere, and are amongst the principal goals for the casinos in 2023?

Naturally bringing all services back after the Covid restrictions that still affected us in the first quarter of 2022 was an important step for last year. Another successful goal, besides opening a new casino, was to implement the new casino organizational and operating model. I understand this has affected our whole organization, from management to daily customer service. It has been wonderful to see the personnel stepping into new opportunities and embracing them. For 2023 we continue to improve our customer experience. Tampere has many big events, such as the Ice Hockey World Championships, where we want to be at our best. The new casino has still unused potential and it’s important for us to find it.

1st Anniversary Casino Tampere, Per Jaldung, Tiina Siltanen and Pascal Camia

1st Anniversay Party Casino Tampere

Casino Tampere lounge area

Casino Helsinki bar area

Not Standing Still

Fast-moving Station Casinos remakes its image yet again with Durango Casino & Hotel.

Station Casinos is on a tear. The company and its parent corporation, Red Rock Resorts, has resolved to double its presence in the Las Vegas Valley by 2030, a presence built up over the past 47 years. It has projects in various stages of incubation: at the Inspirada master-planned resort in Henderson, Nevada, up at Skye Canyon, at the Tule Springs development in North Las Vegas, and just next door to Michael Gaughan’s South Point, at the southern terminus of the Las Vegas Strip. That’s a lot of pots for one stove. But we’re getting ahead of ourselves.

One year from the time you read this, Station will have opened Durango Casino & Hotel, ticketed for a December 2023 debut. The $750 million locals resort is Station’s first large-scale development since flagship Red Rock Resort in 2006 and Aliante Station,

By David McKee

which bowed on the eve of the Great Recession of 2008. That’s a long time for Station Casinos to be inactive, and it’s done some small projects here and there. But Durango Casino is its first big one in well over a decade. And it’s not an impulse buy.

Station has held the land (formerly “Rhodes Ranch”) for more than 20 years, and the project has moved on and off the front burner more times than it would be possible to remember. But Station CEO Frank Fertitta III and brother – and fellow board member – Lorenzo Fertitta were good and ready to pull the trigger when Las Vegas rebounded from the Covid-19 pandemic, and as their company rode the crest of the recovery. Ground was broken for Durango last March and construction has proceeded at a furious pace.

To helm Durango, the Fertitta brothers tapped 28year Station veteran David Horn, who had also steered

the reinvented Palace Station, to great success. So it was only logical that he oversee the latest wrinkle in Station’s evolving image, Durango. He’s worked virtually every Station property that exists, beginning in 1994 as a front-desk clerk at Palace Station. The Sonoma County native and University of Nevada-Las Vegas graduate grabbed a few minutes out of his schedule to speak with Casino Life.

Station Casinos has had the Durango site for 20 years-plus. What prompted the timing of the development?

I’m not necessarily going to speak for Frank III and Lorenzo Fertitta but the circumstances, postpandemic, the city on the rise, everything else that’s being developed at this time and it’s the right time to capitalize, and some of the things Frank and Lorenzo have done gave them the opportunity to start this venture. It makes sense for everybody: the company, the neighborhood, the ownership. Everything’s timing. It always is. You’re right, we sat on that for a long time but they decided now is the time and I agree.

How favorable are the demographics around Durango and why?

They’re excellent from a gaming standpoint and a non-gaming standpoint. It checks all the boxes that we’re looking for. The area is underserved for casinos. There’s nothing within a six-mile radius of us from that type of business venture. The growth in that area, especially over the last five years and what is continuing there, just leads to fantastic opportunities across all age ranges and people alike. What we’re going to offer will serve that area well from a gamingopportunity standpoint, as an amenities opportunity. We have a lot of exciting things that will appeal to that neighborhood.

What is the competitive landscape like?

We look at virtually everybody in that area. I guess the closest in proximity would be Silverton or The Orleans. From a pure gaming standpoint those are the two closest competitors. But obviously we set the standard from what we have done internally in a casino luxury resort, going back 16 years ago to Red Rock. We’re trying to reinvent what that flagship look will be like, and we’re trying to take a step forward in something new and fantastic for our own luxury properties.

What will that new look be like?

It’s a combination of blends, so to speak, of that Southern California feel, maybe with a dash of Southwestern. I hate to say ‘oasis’ but it kind of feels like that. Those colors and tones that are cool-feeling but still warm. Red Rock has a lot of different browns and decor details that they did back then [2006], a feeling of stone. It was just a different time. This feels like that Southern California chill but also a desert oasis kind of feel inside. There’s a lot of vegetation on this property.

How do you see the Las Vegas gaming economy performing over the next couple of years?

Frank and Lorenzo speak to that quite a lot on the quarterly calls, and I agree: There’s a bullish mentality and I don’t think we’re alone in feeling that. The city has emerged stronger than ever and the economy has been able to support that, locally and regionally, and even nationally, which we intend to tap into. While, we are a local casino company and our core customer is the guest within our neighborhood, we have seen

David Horn, Vice President and General Manager of Durango

strong growth in our regional and national segments. All eyes will be on Las Vegas next year, and we are primely positioned to capture a new audience. Given our product both from a luxury hotel and high-end gaming standpoint, we will attract this audience to the property.

What are your expectations of Durango’s performance?

Exceeding them. [laughs] You know, I have my own expectations, my owners’, my bosses’. But the most important to me is our guests’ expectations, from our community and our attitude from our out-of-town guests. They’re expecting something fantastic. We have to deliver on a service level, arguably unlike we’ve never done before. We have to reset a lot of standard operating procedures and training models that we’ve done for the company, and apply those into this property and reset that level for ourselves. So I’m in the business of trying to exceed expectations and that’s what our goal is.

From a guest perspective, what is the core Station Casinos customer looking for these days?

They’re always looking for value. They’re looking for experience. But I don’t think it’s ever changed. You ask any Red Rock patron or Green Valley Ranch

patron or a Palace Station patron. Guest service is Number One. You take the view of this city that quite a few of our customers work in this industry but their expectations over the last decades, they want the best service, bar none. There are several places you can go that are always the shiniest places you can be in but that guest-service has to be on point and that’s what will draw. So if you can compound that with a fantastic venue, great amenities, and still have people that are smiling and know your name – which is at the core business model of what Station has been about –that’s the recipe for success.

Durango is debuting with only 200 hotel rooms. What motivated this choice?

Going into this project early on, it probably morphed into a different project. It started out as maybe something that was going to be a great property but maybe on a smallish level. Once they got going, it was something that turned into a different project. There’s an opportunity for expansion at some point but right now it seemed like the right amount of rooms to have. It’ll work with the footprint that we have for the casino as well. For now, that’s the right number.

Why is the ‘Station’ brand not being used?

We want it to be a luxe brand. We tend to have a

group of properties that live on a higher level of luxury, at least as defined internally. We want to elevate it to a status that is similar to a Red Rock level of attention for us but still painstakingly dedicated to the Station Casinos core brand of service and certainly how we approach our team members. All those things will obviously be something that are important to us. But the appearance and the level of the property, the level of the service has to go to another level, a Red Rock level.

What is the number and nature of the amenities you’ll be offering?

In this version we have around 16 shared venues and our own outlets, very food-centric with the restaurants we’re going to have—a food hall that I don’t think anyone has seen yet before, at least by the way it’s designed. We’re going to have a sports book and restaurant venue that is going to be really probably one of the most amazing things that the city has seen from an experience and appearance level, and from an audio-visual level for sure. Then we’ll have a resort pool that will look amazing, with similar attention to detail with the cabana service that we had at Red Rock but going a little further with some of the landscaping and how we design that. That’ll be kind of the beginning version.

What will be your gaming inventory and what are you emphasizing in that regard?

From a slot-floor standpoint, it will be slightly smaller than Red Rock’s but larger than the Green Valley Ranch slot floor. Table games-wise, it will fall into the second-biggest pit that we have in the company. There’s going to be a mix, with an Asian-centric piece that speaks to just where that growth in gaming has occurred and also a dramatic high-limit experience, similar to the level of what we just opened at Red Rock from the refinement-level standpoint, what we want to portray in there from a luxury standpoint. Then the main pit will have fantastic views through some of the bars that we have close by. Just a really good experience overall but well-suited to the everyday gaming player as well.

You’ve operated at both Palms Casino Resort and Palace Station. How much Palace would one find at Durango and how much Palms?

From a shared-elements perspective, all of that lives in our employees. In this shared endeavor, Frank and Lorenzo were trying to create new and unique to the brand, and to our portfolio, and the city. What we share is the commonality of what our team members are capable of delivering on the floor, that same service to our guests when they come in. We’re

going to have quite a few transfers coming all over from other properties within the brand and that’s the shared experience that will be at Durango.

How much of the internal makeup of the resort is set in stone, one year out from opening, and how much is it evolving?

Quite a bit is set in stone. We’re in a position now where the timelines and deadlines have to be maintained to hit that opening mark [New Year’s Eve, 2023], which I think we will. The evolution portion is probably past us. Now we’re at the point of adding details to specific areas, to make sure operationally it is an efficient work area and for our team members, so we’re in the lock-it-down and bolt-it-down ideology for the floor. As you can see, the tower has gone up fast and the external portion will be sealed off very soon.

You’ve been with Station Casinos for most of your career. How would you describe the corporate culture?

My experience, coming up the way I have … I had one view, coming in as an hourly employee and coming into it now as a salaried executive I can appreciate a lot of things about how we operate and what we do. It’s funny, the times that I would be – many years ago – possibly critical of, you see both sides now and it allows me to work better with that group. I certainly have a great appreciation and immense fondness for Frank and Lorenzo. They have always been supportive of what I do and I appreciate the relationships with many of the people here. Look, I’m not alone in being with this company as long I have [26 years]. A lot of these people in this corporate structure have been here in the same time frame, so we have shared a lot of battles together, so to speak. I appreciate it and I enjoy this culture because I know ‘family’ is such a cliché thing to say, but there are moments where you appreciate that family level of view and the workplace that you are in.

Feature: Les Ambassadeurs

Left to Right: Tracy Damestani, Elaine Smethurst, Krishna Hathi, Alvin Kanani, Andrew Banister, Ryan Best, Sandra Rodrigues and Carmel Fredman

A year of giving back

Ambassadeurs Group, under the leadership of CEO Kevin McGowen, has raised more than £2m for good causes since February 2022, has just increased its GGY donation to support GambleAware in 2023, and is now focused on its corporate philanthropy for the year ahead. As Chief Corporate Affairs Officer Tracy Damestani explains, it is a team effort

Photography by Hamish Brown

In a world where anything is possible, Ambassadeurs Group (AG) has proved that everything is possible. It is just over a year since the formation of the Group, which includes the iconic Les Ambassadeurs Club in London’s Mayfair. Since then it has launched new, future-facing companies including in online gaming and travel, set up training and education programs for staff, put in place charitable alliances, and has raised more than £2 million for good causes through a focus on corporate philanthropy, community engagement and giving back.

The broader Group purpose comes as Les A – as it is affectionately known – doubled down on its commitment to support GambleAware and has increased the Club’s donation of its gross gambling yield (GGY) from 1 percent to 1.1 percent in 2023. Going further still, an additional 0.1 percent of GGY will also be earmarked for harm prevention and education in the gaming sector, where more foucs is expected. This donation to research, education and treatment (RET) into the harms that can come from gambling addiction is 10 times more than any other operator. It is something the AG leaders are proud of. “Why wouldn’t we donate,” asks Tracy Damestani, Chief Corporate Affairs Officer, who has long been an advocate for safer gambling. “This enhanced commitment makes a significant difference to the safer-gambling funding body.”

By any measure in any industry the commitment to donating to RET is impressive. For Damestani and the rest of the team at AG, it is visible evidence of the Group’s core purpose which is to raise standards and give back. This lofty-sounding approach is not just hot air. It is an approach that infuses every part of Group. Staff – the WorkFamily – proudly volunteer in the local community, support good causes and help roll out campaigns that are designed to raise money for charities through alliances that the Group has set up. Members are happy to share their good fortune from the casino and donate some of their winnings to good causes. Members are keen to be part of the action too, putting money into events such as a charity golf day to raise money for the Prince’s Trust RISE.

Walking the walk

From the outset AG’s commitment to building better futures for people, planet, members and communities had to be about positive action. “It could not be simply words or unspecified ambitions around charitable giving. It was about setting clear objectives, showing that we were delivering on them and then communicating our achievements to stakeholders,” explains Damestani.

Some highlights from the year since AG was set up include:

• £500,000 raised through member contributions for safer gambling

• Sponsoring a charity golf day to raise money £10,000 for The Prince’s Trust RISE, helping young people across the UK

• Hosting a charity event, in partnership with the OppO Foundation, to celebrate AG’s donation of five specially adapted wheelchairs to help military veterans achieve their sporting dreams

• Donating £110,000 in support of the Disasters Emergency Committee’s appeals for those impacted by the Pakistan floods and the war in Ukraine

Looking for the opportunities

The idea of a group came about during the dark days of lockdown in the pandemic years of 2020 and 2021. Like all other casinos, the doors to Les A were firmly shut and many staff were put on furlough. But the casino’s CEO, Kevin McGowen, likes to think about things differently – and creatively. Instead of seeing closed doors only as a financial problem, he also looked at any opportunities that might be presented. He pivoted the business into areas that gave a short-term boost but were also part of a sustainable business model for the future. The obvious pivot came with the introduction of online gaming, delivering the premium service Les A members expected whilst raising the standards of safer gambling.

There were many less obvious areas that McGowen started to explore. He and his team saw opportunities to serve their ultra-high-net-worth members in different ways. First came the advent of the Essential travel brands, offering a mix of concierge service, business travel and holidays that would be crucial once the world opened up post-pandemic. Then came an exploration of new technology in areas such as cryptocurrency and non-fungible tokens (NFTs), which were both a neat way of showing members that the casino was in step with them and also about futureproofing itself. Finally, there was a chance to open the restaurant at 6 Hamilton Place to the public and use The Palace at Hamilton Place for select events. The makings of the Group were in place.

But it was in the approach to the WorkFamily that the true evolution came. Many of those staff on furlough started to work on their own projects. Some baked, others developed products such as candles, while some volunteered for organizations close to their hearts. McGowen was inspired. He wanted to harness this entrepreneurial spirit and he also realized that the WorkFamily had a desire to develop new skills.

Closer to home, more than one third of AG staff received earnings increases from October 2022, reflecting an increase of up to 25 percent.

When McGowen hired Damestani, who had previously headed the National Casino Forum (NCF), to be AG’s head of corporate affairs, they both recognized that they had something special in these diverse parts of the business and an opportunity to package it into a unique offering. So, with a newly energized workforce, and a management team with a clear vision, they set about changing the world of gambling by placing an emphasis on raising standards and good causes alongside the casino.

Corporate philanthropy

When the Group came together in February 2022 there had already been many high-level discussions about how to shape their corporate philanthropy and community engagement. “It is one thing to raise money but it is entirely another to ensure it is donated in a meaningful way,” says Damestani. “We are based in London’s Mayfair, where people see the high-end shops and expensive restaurants. But there is another part to our local community which is now being impacted by the high cost of living. So we wanted to help good causes locally, nationally and internationally. We also wanted to boost support for safer gambling, which speaks to the casino which is at the heart of the Group. And we wanted to push entrepreneurial causes and provide support across myriad areas for the betterment of society which includes all aspects of health — mental, physical, and so much more.”

The answer was to define four areas around which to concentrate AG’s corporate philanthropy and community engagement: mental health and wellbeing, education, safer gambling and our community. By organizing its efforts in this way, AG can make a

meaningful difference, grow and share its learnings, and deliver key campaigns throughout the year whilst also supporting charities and causes on an ad-hoc basis.

It is all very well doing all these things but they also needed to be communicated to the wider world. A new Ambassadeurs Group website was created as the main vehicle to update the progress made.

All website content dovetails with the newly created quarterly Philanthropy newsletter, which is sent out to the WorkFamily and will be sent to AG’s strategic alliances. These already include one with the Playground Theatre, which combines productions with outreach projects in West London; Cool Earth, which is being promoted by the Essential brands and aims to help indigenous people protect the rainforests; and the Felix Project, which uses surplus food to feed school children in London.

According to Damestani, more alliances will be announced throughout 2023. “Through alliances we show we are targeting donations to make a clear difference. There is a rigorous application process to ensure alliances match our core aims and fit the criteria we have set out to the board.”

Left: Tracy Damestani, Chief Corporate Affairs Officer. Right: Krishna Hathi, Head of Charity Initiatives

Paying it forward starts at home

For Damestani and McGowen, none of the Group’s achievements in corporate philanthropy or raising standards would be possible without the support of the WorkFamily. The 300 or so staff were – and continue to be – at the heart of the Group’s drive and determination to give back, getting behind fundraising initiatives such as the Summer of Sharing, Safer Gambling Month (instead of only a Week), and the 24 Days of Christmas, which members support.

In return the WorkFamily continue to be encouraged to upskill. The most high-profile initiative is the creation of the Ambassadeurs Academy, which aims to make learning and upskilling available to all regardless of the job currently done or any academic achievements. There are also opportunities for career progression through the Executive Development Program (EDP) at University of Nevada-Las Vegas. This best-in-class professional development plan takes industry high-fliers through an intensive nine-day program. It was recently attended by Les A’s Sandra Rodrigues, head of gaming, and Nisrine Mignon, head of business development. This commitment to developing key members of the team – particularly women in what remains a maledominated industry – has resulted in a stable, loyal and diverse team.

As Damestani explains: “They work hard for us. We work hard to ensure that their working conditions and the opportunities they get are second to none.” Between them, the WorkFamily speaks 37 languages and represents 45 nationalities. They are in roles that include croupiers and pit bosses in the prestigious Les Ambassadeurs Club, chefs in the restaurant at 6 Hamilton Place, and event coordinators in Hamilton House. Some of these roles are part of the nighttime economy, which means staff work between 6 p.m. and 6 a.m. And some of the roles are in hospitality, a sector that typically has the highest proportion of jobs paying the minimum wage.

In October 2022, as the UK battled a rising cost-ofliving, the Group responded with a pay package that primarily affected kitchen and hospitality staff – the

heart-of-house – who are disproportionately impacted by rising cost-of-living challenges across the UK. The increase took basic pay from £9.50 an hour, then the lowest rate paid by the Group to workers, to £12 an hour, a new standard for the living wage, and internally known as the Living Wage PLUS. The wage rise is some £2.50 an hour above the National Minimum Wage of £9.50 an hour and £1.76 above the new national level that comes into place in 2023. The rates represent almost £3,000 more per year in the UK than the standard rate across the country.

This pay rise has everything to do with the Group’s core aims. “We pride ourselves on being innovative,” says Damestani. “The bumper pay rise will be boosted by the additional benefits that come to all AG WorkFamily staff through good causes campaigns, which are driven by the generosity of our customers. They include the 2022 Summer of Sharing campaign which delivered £300,000 in contributions to good cause-focused education groups. Initiatives such as these are designed to provide benefits to generous club members, external good causes and the entire WorkFamily.

“Our approach has been described as ‘leveling-up in action’ because it goes so far beyond other employers in the hospitality sectors.”

For Damestani, McGowen and the wider AG WorkFamily, they are rightly proud of their achievements in 2022. But they are now focused on building on these for in 2023. “As a Group we are mindful that we operate one of the world’s most prestigious casinos. For many who work with us, it is the pinnacle of their career in the gambling industry – and we have a high staff retention rate to back this up.

“We recognize, however, that the world is changing. The pandemic years proved that if we don’t reinvent how we work, reimagine how the business operates, invest in good people, and give them opportunities, we will lose our competitive edge and lose very good people. By doing all this we are able to back good causes, help raise standards, and build better futures.” www.ambassadeurs.com

Instead of seeing closed doors only as a financial problem, he also looked at any opportunities that might be presented. He pivoted the business into areas that gave a short-term boost but were also part of a sustainable business model for the future."

The Next Generation of Gaming

The Metropolitan Casino launches in Mayfair

Leading entertainment and hospitality group Metropolitan Gaming has opened a newly refurbished venue in London’s Mayfair: The Metropolitan Casino. The group is one of London’s largest casinoentertainment companies and one of the UK’s most diversified casino-entertainment providers.

Daily from 2 p.m. until 6 a.m., guests can expect their senses to be awakened as soon as they step inside the destination’s marble foyer. Welcomed by an imposing crystal chandelier and luxurious gold décor that sweeps up alongside a grand staircase, visitors will find the first floor filled with classic yet contemporary surroundings that accompany its extensive, world-class offering in gaming.

The central hub of the club features the main bar with specially curated cocktails. Nearby, sweeping, crystal curtain walls surround an Art Deco-inspired lounge area and an adjacent, decadent restaurant. With fine dining available from 6 p.m. until 1 a.m., guests can enjoy a relaxed ambience with gastronomic delights prepared by Chef Lalit, followed by a few spins of roulette. Later, if they so choose, they can retire to the covered, outdoor terrace for some fresh air and to try their luck at a game of blackjack or punto banco. There’s also a discreet VIP room for private individuals and groups.

“As well as the very best gaming experience, our venues offer customers a diverse portfolio of bars and restaurants to enjoy when they visit — and

The Metropolitan Mayfair will be no different,”says Michael Silberling, CEO at Metropolitan Gaming. He continues, “Metropolitan Mayfair offers more than gaming to both its guests and members. We aim to deliver the very best London has to offer in F&B and entertainment, making us the go-to destination for city dwellers, visitors, and professionals.”

The new, glamorous destination has received an extensive remodeling from its former operation. Boasting a wealth of experience in gaming, entertainment, and hospitality, Metropolitan Gaming is committed to bringing a new perspective and innovation to gambling, to delivering a unique and authentic lifestyle experience for guests. Metropolitan Gaming portfolio operates 10 casinos across the UK and Egypt. The firm currently owns six casino licenses in London and eight branded casinos throughout the UK.

www.metropolitangaming.com @metmayfair

For more information, contact enquiries@metropolitangaming.com

Update Report on Gaming Legislation in Egypt, Kenya and Ghana

Egypt

Even though the Arab Republic of Egypt is a Muslim country, gambling is not entirely illegal. Bearing in mind the importance of tourism for the economy, the position of governments since 1955 to this day was somewhat in favor of games of chance, under strict rules. Organization of games of chance in Egypt is within the jurisdiction of Ministry of Tourism.

Land-based casinos (heavily taxed by the state) are located within four- and five-star hotels and are open solely to foreigners above the age of 18 or even 21 in certain locations. Currently there are 20 land-based casinos in the country. As a curiosity, national currency is not accepted in these premises, i.e., U.S. dollars and the Euro are main currencies used. Even tough locals are not permitted to enter the casino, sport betting and lottery games are available

to them through a national operator. With respect to online gambling, there are no regulations applicable to it and thus no national online-gambling operators exist. Consequently, such remote gambling activities can also be considered illegal. Nonetheless, the state does not undertake any technical nor legal actions to prevent it, which means that nationals can easily access online gambling sites and place their bets.

Despite the fact that gambling is illegal in the country, sports betting through a licensed bookmaker does not fall under the category of illegal wagering. Therefore there are quite a few land-based sports books in Egypt and it is expected that their number will grow in the future. As for future regulatory and market developments, there is no activity on the governmental side that would indicate a potential change of the approach to this matter.

Kenya

Gambling has been legal in Kenya for more than half a century now (since 1966) and Kenya is one of the biggest gambling markets in Africa. Currently over 70 operators have business activity in the country and the whole market is almost entirely privatized. The legislative framework is constantly being updated on national and county levels, and the latest changes were introduced on a county level (Nairobi County) in 2021, bringing in new rules regarding social responsibility and online gambling.

The Betting, Lotteries & Gaming Act established the Betting Control & Licensing Board (BCLB) as a national licensing and regulatory authority for gambling in the country, whereby there are additional authorities regulating games of chance on a county (local) level. The licensing regime consists of national and county levels. Operators who obtained a national license are also required to go through an additional local licensing process. Licenses are issued for a period of 12 months only and are valid from 1 July until 30 June of the coming year. The Betting, Lotteries &

Gaming (including online) Regulations of 2019 regulate organization of online games of chance in more detail. Online operators are required to hold a valid national license and to operate a physical customer-care center in Kenya. Gambling through unlicensed online gambling sites is illegal and is subject to IP blockage by the BCLB.

Legislators were quite active in Kenya in the previous two years, especially with respect to social aspects of gambling in the country, bearing in mind that majority of players are of young age. Authorities on the county level (Nairobi) have also been active in the recent period and there was even some overlapping between national- and county-level decisions. It remains to be seen what future steps of the legislators will be in order to clarify the legal framework, and the scope of decisionmaking on national and county levels. The introduction of a new national-licensing authority is being considered as well. It is also to be expected that such activity will follow the fast development of gambling industry in the country.

Ghana

Under the current laws applicable in Ghana, all forms of gambling are legal and regulated in this African country. Gambling in Ghana is regulated by three main laws, those being the Lotteries Betting Act of 1960, the Casino Licensing Act and the Gambling Machines Act of 1973. The latest gaming act was enacted in 2006 and has covered both land-based and online gambling activities.

The authority responsible for the regulation of the whole gambling industry is the Ghana Gaming Commission (GGC). The only exception is the lottery, which is overseen by the National Lottery Authority (NLA). Casino and sports book operators that wish to operate in Ghana must apply for a license from the GGC. All operators applying for license must fulfill a number of preconditions, including the obligation that the operator is at least partially owned by a Ghanian national or entity.

While online gambling operators are required to obtain a license from the GGC in order to legally operate in Ghana, the restrictions that apply to license holders are not that harsh. Despite having a vast number of online casinos that have been licensed to operate in Ghana, players are keen to look for alternative options. Bear in mind that the reputation of online casinos in Ghana is not the best, due to the lack of any strict regulations for protection of players.

As for future developments on the legislative level, there have been talks and even official studies that analyzed participation of minors in gambling activities, even though the minimal legal age for entering any premise and placing any wager is 18 years old. Thus, it is to be expected that the focus will be on the social component of games of chance in the country and the impact it has on the most vulnerable members of the society.

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Operators and Consumers

An interview with the head of administration of the Georgian Gambling Association, George Mamulaishvili. By

When was the association set up and what are amongst its key guiding principles?

The Georgian Gambling Association was established in 2018, in order to improve the gaming business industry and raise awareness with people in the government. The association protects the legitimate business interests of the member companies. It communicates with state bodies, non-entrepreneurial legal entities and international organizations. It examines international best practices in the field of gaming regulation. It prepares proposals regarding legislative changes and it presents conclusions on initiated draft laws as intended.

Lyudmyla Kyrychenko

What was your work experience prior to your role of head of administration at the Georgian Gambling Association?

I have been in the field of gambling since 2011. I was the financial director of one of the leading companies, which now belongs to Entain. Over the years, I have participated in the development of many legislative initiatives. I have been:

• Head of the Georgian Gambling Association.

• Executive board member of the Georgian Gambling Association.

• A financier and expert in the gambling business in terms of legislation, taxation and management.

• A consultant for management and analysis of online and offline casinos.

• For more than 12 years, I have held a senior position in one of the leading international online casino companies in Georgia.

• I am a financial and analytical consultant for a network of gambling houses, bookmakers, and slot clubs in Georgia.

• Since 2011, I have participated in all developments and changes in the legislative initiatives introduced into the legislation of the Georgian gambling industry.

• I advise international gambling companies entering the Georgian market.

• I have authored various publications on the review and analysis of neighboring gambling markets.

What is the situation with anti-money laundering and Know Your Customer in Georgia?

Since 2019, with the great involvement of the association, the situation in terms of AML and KYC has changed radically. With the participation of the association, there were changes in the legislation, which contributed to the development and implementation of modern AML and KYC systems. It can be said that today in Georgia there are the most modern systems in terms of AML. These effectively protect customers and help to detect illegal operations. I can say that all phishing operations in online games have been minimized. This in itself had a positive effect on the business environment. However, both online and offline operators are obliged to follow all rules that prevent unscrupulous users from gambling with illegal funds.

It's no secret that regulators strictly require operators to adhere to the principles of responsible gaming and to minimize money-laundering risks. On the one hand, this is correct, because with the development of technology, various types of threats are increasing every day, such as phishing and other fraudulent manipulations to gain illegal access to personal information and funds of users. This is a short list of the realities that operators and consumers may face.

It is known to the public that many users ignore the basic rules for storing personal information, which in turn makes it easier for fraudsters to gain illegal access to data. But this does not provide a reason for the operator to neglect his duties and completely shift the responsibility to the user.

In addition, the risks of money laundering give reason for gambling operators to implement standard KYC checks and AML procedures, and strictly adhere to them for each player. This burden is becoming increasingly heavy for business operators as regulators continue to tighten procedures.

In today's gambling industry, there are huge fines imposed on those who violate the rules set by the regulatory bodies. This results in operators having to pay more to comply with regulatory requirements and avoid fines. However, by establishing the right relationship between the regulator and the operators, these risks and costs can be minimized.

In addition, we should not forget about the various problems that operators may face when obtaining information, including getting the correct information about their customers to the operator. Incorrectly received information and data can become a big problem for operators. In Georgia, this problem was solved by giving operators access to a single database registry of the population, where the operator can verify the user's identification data and the validity of this data. The latter was indeed a big step forward in improving the gaming sector's business environment.

Ultimately, operators should design their work plan in such a way that the regulator has less opportunity to deceive the operator and write him a fine. It is also important for the operator to ensure full automation of registration, identification-verification and dataverification processes. The above procedures are required to comply with AML and KYC regulations. The human factor and error should be excluded as much as possible. Further, auditing of this data is also important.

The role of the regulator in the said process is no less. He should be willing to cooperate with the operator, not be focused on penalizing him. Cooperation between the regulator and the business always brings more positive results. For example, in Georgia the business closely cooperates with the regulator and the Georgian Gambling Association acts as an intermediary in communication.

Georgia approached this issue as follows:

First of all, both the state and the operators wanted to improve the business environment. Secondly, it required the close cooperation of operators, state agencies and law-enforcement agencies. Third, there were significant changes in the legislation. Amendments were made to the Law on Customer Verification & Identification. In particular, as a result of the close cooperation of business and the state, which worked on the changes of the mentioned legislative initiative, it was possible to unify the adopted legislative acts.

Fourth, amendments were made to the law regarding the promotion of prevention of money laundering and financing of terrorism. Although this law existed before, with the involvement of the operators and the association, the legislation was improved and refined. Fifth was willingness of operators to cooperate closely with law-enforcement bodies and financial-monitoring services. This naturally allows operators to be more transparent. Finally, there was cooperation by financial institutions and operators in order to introduce new technologies in the payment system.

With these changes and the close cooperation of the state, regulators and businesses, Georgia received a complex opportunity to control cash transactions, and be the final recipient of cash transactions. This once again confirms the opinion that the state should support the development of local operators. It is natural that illegal operators will not obey any rules. Regulators are powerless against them because illegal operators do not fall under their jurisdiction. The most

effective method of combating illegal operators is the development of the local market.

Also, the main principle is the complete transparency of the operators and the desire to inform their customers. Because an informed user is more protected from various manipulations. The right communication and awareness allow operators to work more closely with their customers in the future.

Another important factor is the cooperation of local operators and government agencies, such as the Financial Monitoring Service and law-enforcement agencies. Knowing your customers can be of great benefit. Even take into account the fact that it is very difficult to distinguish between the spending of the proceeds of crime and their subsequent laundering.

Georgia is clearly a country that is growing in appeal for tourists. How do you see the landbased casino industry in Georgia assisting with the promotion of the country as a tourist destination in the years ahead?

In 2005, when the legislation of gambling and profitable games was developed for the first time, it was followed by the development of various industries, including the tourism sector. Free zones were created, thanks to which regional municipalities developed. I can say that today the budgets of eight large municipalities are filled with gambling fees. New gaming facilities were opened, which contributed to the creation of new jobs.

Since 2017, many companies have been interested in Georgia. Many large foreign companies have entered the Georgian market and opened facilities. It is no secret to anyone that the gambling sector contributes well to the development of the tourism sector. Infrastructure is being created; new hotels are being built. A non-criminal and healthy business environment makes Georgia attractive for both tourists and investors. Since 2005, Georgia has been moving towards the mentioned success with rapid steps and this aspiration has brought results.

What is the GGA view on safer gambling?

Gambling plays an important role in the development of the country's tourism infrastructure. It also makes a large contribution to the state budget, which contributes to the economic development of the country. Those countries that have chosen to ban or restrict gambling have backfired – many illegal

companies have entered the local market. This has a negative impact on the country’s social background and budget.

One of the best ways to combat illegal gambling companies today is to promote a local operator. Gambling should be regulated within the framework of legislation but it should be taken into account that excessive restrictions or prohibitions will, on the contrary, harm local operators and encourage the emergence of illegal online or offline operators in the liberated market. Illegal games create a big problem for the population of any country because unlicensed and illegal operators are not subject to any rules, and the user is completely unprotected.

In addition, it is necessary to exclude the involvement of vulnerable groups in gambling. Involvement of minors is a big problem. For example, Georgia was able to solve this problem by introducing the right legislation. However, against the the background of the restrictions of 2022, this problem became active. Today, many foreign illegal sites are interested in the market of Georgia and their target is precisely the category of the population that is prohibited from gambling with legal operators.

What are the key safer-gambling practices in place in Georgia at land-based casinos?

Land-based casinos, unlike online casinos, always have to spend more energy and human resources to monitor their customers, and protect their rights. It is necessary to find highly qualified personnel to always analyze the behavior of each user. We can do it online through support software. The situation at the landbased casino is a little different. Systematic training of service personnel is needed so that they can easily detect customer behavior. More control needs to be introduced for each user.

How are safer gambling practices observed by online operators in Georgia?

Nowadays, online operators have very well-developed principles of safe gaming. AML and KYC rules are written. All operators work closely with government agencies to eliminate illegal involvement. Legislation passed in 2019 facilitated the introduction of such a system. In fact, all operators know who is behind any transaction. Thanks to the above-mentioned legislation – in the development of which, of course, the GGA made a big contribution – phishing operations have been reduced to a minimum, which is also important in protecting the interests of users. The implemented CRM system allows operators not only to keep track of financial transactions but also to protect the customer from excessive gambling.

Although the problem of gaming addiction is relevant. No operator strives to have gaming addicts in its customer base. Detecting the proceeds of crime is actually much more difficult than we imagine. This is the area that the sector should focus on today. In general, in the gambling industry, through sophisticated systems it is possible to recognize through the behavior of the user what his action serves. Qualified personnel also play an important role in this process. We should not forget the fact that the final investigation of the case ultimately depends on the law-enforcement agencies.

What is the current situation regarding investment from foreign partners into the Georgian gambling sector, in comparison to the amounts of money being invested abroad from Georgia?

Today, the largest companies in the industry are interested in the Georgian market. Such giants of gambling as Flutter, Entain and Betsson have invested a lot in the Georgian market, which makes the Georgian market attractive for other investors as well. Game-supply companies also operate in the market. Following legislative changes in 2020, when tax incentives were imposed on technology companies, many game-supply companies relocated their offices to Georgia and many Asian companies opened streaming studios. This helped to create new jobs.

Casino Life understands the Georgian government is looking into further restrictions that could mean one million people will be banned from gambling. That change is already in effect from March 2022 and it can be said that it was one of the biggest mistakes in terms of the legislation of the gambling industry of Georgia. This restriction has led to the migration of restriction users to foreign, illegal or unlicensed online platforms. Foreign illegal operators became interested in the Georgian market. An uncontrollable situation has arisen. The user who plays on such type of sites is completely vulnerable, due to the lack of international principles of registration and verification.

How is 2023 shaping up for the Georgian Gambling Association and do you plan to attend ICE London?

The Georgian Gambling Association plays an important role in improving the environment of the industry and providing correct information to the population. I believe that, as in 2022, the association will be able to engage in many important issues for the industry in 2023. The association works on the analysis of the current situation and makes correct forecasts, and assesses the criticality of the situation and current issues. As for ICE London, it is one of the biggest events in the gambling industry, and we certainly plan to attend this event to learn the best examples and practices from specialists from leading countries.

Head of administration Georgian Gambling Association, George Mamulaishvil

SUZOHAPP to Showcase its Latest Innovations at ICE 2023

At this year’s event, SUZOHAPP will be highlighting two new additions to its sports betting ecosystem, along with a few new product launches for OEMs.

We are constantly on the hunt to find ways to seamlessly integrate sports betting in retail settings with where and how customers want to watch sports” said Tim Kennedy, vice president of sales for Europe. “Watching sports is inherently social and we believe that sports betting can and should be that way too.”

SUZOHAPP aims to elevate the gaming and betting experience by creating solutions that optimize the settings that customers want to be in and create immersive experiences.

In the European sports betting market, almost 70 percent of sports betting revenue is generated by in-play betting. SUZOHAPP offers a solution to allow customers to place those in-play bets from the comfort of a bar or table without removing themselves from the social atmosphere. The new, SBT-500+ bartop and SBT-2000 seated models allow players to immerse themselves in the full betting experience.

By allowing customers to be in the seat of the game rather than queuing at a kiosk or at a teller, operators have the opportunity to allow customers to maximize on in-game betting during live events while also contributing to food-and-beverage revenue streams.

All units are built with the same foundational hardware, allowing updates and training to be made simultaneously across the ecosystem, and are supported by SUZOHAPP’s cashier point of sale, the SBT-OTC, and the betting-payout, cash-redemption terminal, the CountR CashIO.

“As a primary supplier to OEMs in the gaming industry, we will be also launching new designs from our component portfolio including new Elo and VisionPro monitors, the BluMax™ PC platform, a Microhard card reader and free-fall coin validator, Newland scanners, and new printer and POS options from Custom” says Kennedy. “Be sure to stop by booth #N3-130 to see our new innovations in action!”

‘Every Play is An Experience’ with Aristocrat Gaming™ at ICE 2023

Debuting a collection of For Sale Links, Aristocrat demonstrates its investment in product innovation

Aristocrat Gaming™ will showcase a new collection of player-favorite, For Sale

Link games at ICE on Stand S6-250, including Mo Mummy™, Ji Cai Hao Yun™, and Tian Ci Jin Lu™, along with the popular Mighty Cash™ Ultra and 5 Dragons™ Ultra. Aristocrat

Gaming will also debut links on Aristocrat’s landmark MarsX™ Dual cabinets.

“Our For Sale Link collection is a leap forward for the EMEA gaming market. Now operators can own some of the industry’s most popular linked-game titles, giving them further flexibility in creating a floor

mix that appeals to a wide range of players,” said Chris Rowe, managing director for LATAM and EMEA at Aristocrat Gaming.

Game details include:

• Mo Mummy™ a three-pot/bag-style game with a Cash Collect feature whereby players collect diamonds that can make the mummy larger, increasing their chances to collect prizes and receive more spins.

• Jin Cai Hao Yun™ combines Reel Growth and Hold & Spin mechanics, with two distinct themes, sporting unique features in which a metamorphic trigger can lead to a random, pick’em Jackpot Feature.

• Tian Ci Jin Lu™ features Hold & Spin with more chances to win and a classic, matchthree, pick’em bonus round. Each nonwinning spin increases the progressive jackpot and a Great Dragon offers players a potential metamorphic award.

• Mighty Cash™ Ultra adds bonuses and stunning animations to the Hold & Spin feature. By triggering The Mighty Cash Ultra feature, players can randomly boost Mighty Cash prizes throughout the game.

• 5 Dragons™ Ultra is an innovative feature in whicb players can receive free games with the Second Chance Trigger. Land a wild and score a multiplier; windows during bonus games raise the roof on those wins.

Aristocrat Gaming will also offer a broad range of For Sale standalone titles including Bao Zhu Zhao Fu™, Bonus Boost 888™, Coin Trio™, Flamin’ Fortunes™, Player’s Choice™ Multigame, Scorchin’ Fortune™, Winner’s World™ and Zorro™ - Power of Z™. Additionally shown will be a collection of entertaining, licensed games, a South Africa bingomarket collection and the first multi-game tailored to the Spanish arcade market.

Get in on the excitement on stand S6-250!

ABOUT ARISTOCRAT TECHNOLOGIES INC.

Aristocrat Technologies Inc. is a subsidiary of Aristocrat Leisure Limited (ASX: ALL), a global games leader with more than 6,500 employees. The company is licensed in over 300 gaming jurisdictions, operates in more than 90 countries, and offers a unique blend of products and services. The company is the leading designer, manufacturer, and distributor of Class III games as well as Class II Innovations for Native American casinos and emerging markets. The company’s mission is to bring joy to life through the power of play. Its values are rooted in creativity and technology, and the company has a rich history of innovation that has shaped the gaming industry over many decades. For further information, visit the company’s website at www.aristocratgaming.com.

ICE London 2023

DR GAMING

TECHNOLOGY

Stand: N2-240