Sportradar scores new integrity deal with West Asian Football Federation

Under the agreement, Sportradar and the WAFF will run a series of educational workshops to uphold and protect the integrity of regional competitions across West Asia. 

Sportradar Integrity Services’ education and prevention team will provide educational material to help educate stakeholders in WAFF competitions on topics surrounding international sports betting, match fixing and social media integrity. 

“The WAFF is committed to fighting match-fixing, and under this agreement we are demonstrating the importance we place on protecting the game in West Asia,” WAFF general secretary Khalil Al Salem said.

“We are excited to collaborate and work together with Sportradar to educate, spread awareness and protect the integrity of West Asian football.”

Sportradar’s managing director for integrity services, Andreas Krannich, added: “We are honoured to be starting this relationship with the WAFF, who are taking crucial proactive measures in the fight to prevent integrity issues. 

“We hope this relationship will be a fruitful one where we can collaboratively work together to safeguard the integrity of football in the region and help the WAFF become a model for other federations in Asia and around the globe.”

Rank Group appoints Katie McAlister as non-executive director

McAlister is currently the chief marketing officer for tourism business TUI’s Northern Region, made up of UK, Ireland and the Nordic countries. She is also a member of the TUI Northern Region board.

She has thirteen years of marketing and digital experience at TUI, with Rank noting her work on digital transformation and business change programmes.

“We are delighted to welcome Katie to the Rank board.” said Alex Thursby, chair of Rank.

“Her extensive background in digital marketing, together with her customer-focussed strategic experience, will be a real asset. The board and I are very much looking forward to working with her over the coming years.”

Earlier this month Rank completed its sale of its land-based Belgium property Casino Blankenberge and associated digital licence to Kindred.

Last week it was reported that Rank suffered a 72% drop year-on-year in net gaming revenue in its third quarter, mostly due to land-based closures.

Royal Panda completes migration to LeoVegas group platform

All of LeoVegas Mobile Gaming Group’s brands are now run on the joint platform, which the operator said results in a more focused and efficient operation, benefitting from economies of scale in technology, product and organisation.

LeoVegas said that its technical platform, Rhino, was developed for multi-brand operations, and currently handles more than 10 brands and is licensed in eight jurisdictions.

It said the use of a single platform reduces the complexity of operating activities and minimises the redundant work required when running several technical platforms.

Royal Panda will be able to retain its own profile, look and feel, LeoVegas said, though it added that its gaming experience will be significantly improved through a faster mobile solution, expanded offering of products, improved sports betting experience and a wider range of payment options.

“Being able to run all brands on one and the same platform is a milestone in the company’s history,” said Gustaf Hagman, the operator’s group chief executive.

“I want to strongly commend all of the teams that made this possible. I am eager to see how we can now free up resources and speed up the pace of our other growth initiatives and how all of Royal Panda’s customers can now fully benefit from the best gaming experience there is.”

Royal Panda was acquired by LeoVegas in 2017, and subsequently withdrew from the UK market in 2020. The brand is currently licensed and regulated by the Malta Gaming Authority.

First lessons in slots: Lessons #1 to #3

Lesson #1 What’s in a Name? 

My first education in slots was working for Playtech’s Content Unit for 3 years, where I created more than 80 slot game design documents. Everything I know about how slots work comes from there. 

But sometimes there are surprising lessons. 

As is done in all big companies, they had a few reskin games with the same exact math. But one of those games was doing so disproportionately better than the others – it was so popular that something strange was going on. 

The difference, in this case, was in the name. The max jackpot win was in the winning line. 

That was it. That was the difference. Even though all the other games had the same max jackpot win, the fact that players saw it in front of their eyes made all the difference. 

That is a lesson I never forgot. 

Lesson #2: The Meaning of the Symbols

We all know that the symbols in slots are important, but what is the actual meaning behind them? Why do players need specific symbols and not others? What do they mean for the players? 

Quite early on in my career I sought the reactions of many of the players and in their responses I noticed a theme: Their experience is that they sink and lose themselves inside a world. 

The reason they can play for 7 hours straight with the same 5 images around a theme and 5 Royals is that for them the images/symbols represent a world, and they feel like they disappear into that world and sink into it. 

Remember that their experience is much different from your experience. 

So there were two lessons from this:

1) Make sure that the symbols take as many aspects of the world/theme as possible and represent all its sides. 

2) It is better to have the low symbols as thematic symbols than Royals (in most cases), since that allows the players to delve deeper into that world. 

Lesson #3: The Meaning of the Royals

One of the shocking revelations that came through discussions with players was how they saw slots with Royals (A, K, Q, J, 10) vs. slots with theme-related symbols rather than Royals. 

Players described the games without Royals as more graphically rich and liked them more. That is how I realized that slots without Royals allow players to sink deeper into the world of the theme and to disappear further into the meditative state while playing. 

Since, classically, almost all slot games used Royals, making the change, and convincing companies to try and make the change, was usually rough. But it almost always worked, creating better retention. 

That is not to say you should never use Royals. When you want your slot to feel truly classic, like a slot from the 80’s or 90’s, that is the time to use them. 

In the next few articles, I’ll share some of my other lessons in slots.

Guy Hasson worked for Playtech for three years before becoming Playtika’s content manager, responsible for the content of Slotomania and Caesars Casino. He is now a social slot consultant, specializing in game popularity.

Gambling Commission suspends Nektan’s operating licence

The B2C Nektan business was licensed to operate remote bingo and casino at sites including Jackpot Mobile Casino and Cloud Casino.

The Gambling Commission said it believed Nektan “has breached conditions of its licence”.

The regulator added that it suspected the business was “[…] unsuitable to carry on the licensed activities, and that the licensed activities are being or have been carried on in a manner which is inconsistent with the licensing objectives”. 

As a result, the regulator is currently conducting a review into the licence, which will be suspended until the review’s conclusion or “until such time as the operator can satisfy the Commission it is operating compliantly”.

“We have made it clear to the operator that it must communicate effectively with its customers and that the suspension does not prevent it paying out winnings,” the regulator added.

In 2020, the original Nektan business went into administration, with the UK B2C arm sold to Grace Media, part of the Active Win Group. The Gambling Commission did not reveal whether the events that led to the licence suspension occurred under the old or new ownership.

Its B2B arm, meanwhile, was sold to Real Time Strategic Marketing Limited and rebranded as Markor Technology.

Flutter Q1 revenue up 31.9% to £1.49bn thanks to growth in all segments

Much of the growth came in sports, which brought in £896m, up 43.1% year-on-year, though the end of the comparative quarter saw almost all sport across the globe suspended. This revenue came on stakes worth £8.70bn, up 71.6%.

Gaming revenue, meanwhile, grew 18.0% to £589m.

Almost all of Flutter’s revenue – at £1.47bn, up 41.3%, – was made online, with the operator’s Paddy Power retail shops in the UK closed for the entirety of the quarter.

“2021 is off to a strong start for the group,” Flutter chief executive Peter Jackson said. “We continued to significantly grow our global player base which in turn drove a 42% increase in our online revenue [on a constant currency basis].” 

Breaking down revenue by division, the UK and Ireland segment – which includes the Paddy Power, Betfair and Sky Bet brands – saw revenue grow by 15.9% to £568m, with all of this made online, representing a 35.4% online growth.

In a quarter that included the Cheltenham Festival, Flutter estimated that its brands made up the majority of bettors on the event.

UK sports revenue was up 33.1% to £371m and gaming up 40.8% to £196m. Online sportsbook revenue increased 36.8%, as stakes rose by 63.0%, but growth in exchange and B2B sports revenue was lower at 5.1%.

Sky Betting and Gaming’s revenue was up 35.3%, while for Paddy Power Betfair’s online operations, revenue was up 35.6%.

Looking only at the first two months of the year, before major Covid-19 effects, revenue was up 38.0%.

The US division was Flutter’s fastest-growing segment, with revenue up 134.7% to £288m, thanks to the continued success of FanDuel – which brought in around £264m of the US division’s total. Sports revenue was up 129.9% to £189m – on stakes worth £2.71bn – and gaming 145.8% to £99m.

“We believe that the quality and breadth of our offering remains a key differentiator for FanDuel sports and the key driver of our leadership position,” Jackson said.

In the US, Flutter acquired more than 900,000 new customers in the quarter, bringing average monthly players to 1.6m.

Jackson added that the business is still considering spinning off and listing part of its FanDuel business, but has not made a decision yet.

Australia also saw rapid growth in revenue, by 58.8% to £279m. Players staked £2.54bn on sports, which brought in the entire revenue total as online casino is not permitted in the jurisdiction.

With Australian retail locations open through the quarter, Jackson said the operator made an effort to hold onto customers it acquired during lockdown.

“In Australia we have been highly focused on retaining retail customers that migrated to our platform during 2020 and while it is still early days, we have been pleased with the retention rates to date,” he said.

The International channel, on the other hand, which includes most of the PokerStars brand as well as Betfair’s international operations, saw slower growth, at 6.9% to £351m.

International sports betting revenue was up 22.1% to £57.0m, while international gaming grew by 4.0% to £294.0m, with the slower growth related both to high levels of poker play in March 2020 leading to high revenue in the comparative quarter, and Flutter’s decision to withdraw the PokerStars brand in China, Taiwan and Macau last year.

MGM posts $247m loss as Vegas casinos continue to struggle

In its financial and operating results for the three months to 31 March, the North American casino operator reported consolidated net revenues of $1.65bn, which was down 27% year-on-year.

The group said that while the prior year quarter was negatively affected by property closures for a portion of the period, the 2021 first quarter was negatively affected by midweek property and hotel closures, lower business volume and travel activity and ongoing operational restrictions due to the pandemic primarily at its Las Vegas Strip resorts.

For the full story, visit iGB North America.

Demystifying affordability part three: Convenience, privacy and civil liberties

The previous article in the ‘Demystifying Affordability’ series focused on automation and how operators can implement a layered approach when addressing affordability. It clarified the distinction between initial automated affordability assessments, consisting of non-intrusive, frictionless checks and enhanced affordability assessments that require additional, sensitive information from the customer.

This final article of the series will consider affordability from the customer’s perspective. This means balancing what would be considered to be a convenient and justified way of assessing affordability at different stages in the customer journey and what could be deemed to be overly intrusive and an infringement on civil liberties.

Focusing on the customer

Both the Gambling Commission and operators have placed great emphasis on the importance of putting the consumer at the heart of what they do.

The Commission has consistently spoken about promoting and protecting the customer’s interests in regulation. In recent times, operators have echoed this customer-first sentiment, focusing on improving the customer experience and embracing social responsibility through responsible gaming initiatives, to ensure long term sustainability of the industry.

Therefore in the context of affordability, it’s important to consider the customer’s perspective, in terms of convenience and privacy. From the customer’s point of view, what are the best methods of assessing affordability to ensure protected play that is tailored to the individual?

Convenience for the customer

Over the years, operators have endeavoured to improve the customer experience in a number of different ways.

While there are many instances where friction is necessary throughout the customer journey, one area operators have looked to improve is the removal of unnecessary friction that worsens the user experience.

When considering how to reduce friction in affordability, it’s once again important to adopt a layered approach, as outlined in part two of the series.

Initial affordability assessments that use non-intrusive affordability checks can be conducted seamlessly in the background with no disruption to the customer. This gives operators the ability to gauge a player’s affordability, which can inform customer interactions that are tailored to the individual.

These assessments require no additional information from the customer, making them highly convenient and suited to early stages in the customer journey.

Enhanced assessments in some cases will require the customer to provide additional information that can be both highly sensitive and inconvenient to provide.

Source of Funds (SOF) & Source of Wealth (SOW) checks can require customers to provide historic financial documents (such as bank statements, payslips or P60s) which can be both intrusive on the customer’s privacy and time consuming.

These checks typically have relatively low opt-in rates from customers, therefore using these enhanced checks at early stages in the customer journey could be seen as too intrusive and customers may choose not to divulge sensitive financial information at this stage.

However, enhanced assessments are a vital part of a layered approach to affordability and should be used when a customer’s risk increases. These enhanced assessments are more understandable from the customer’s perspective if they’re used to ascertain whether an individual can afford high levels of spend.

Customer privacy

Alongside considering the convenience of the customer when addressing affordability, it’s also important to take into account their privacy, whether this be the sense of the level of intrusion being appropriate to the risk of harm, or more generally in avoiding the feeling of a “Big Brother” approach.

Given modern sensitivities around data security and sharing of sensitive data, as well as the risk of improper use of such data by an industry that has historically struggled with trust, measures need to be appropriate to the risk presented and stage of the customer journey.

Initial affordability assessments that use non-intrusive checks based on combining personal data (which the operator already holds) and open data to screen for vulnerability are designed to be minimally intrusive and can be conducted in the background without disrupting the customer.

For customers who require additional assessment, enhanced affordability checks provide an important layer of protection, to ensure they can afford a certain level of spend. These checks are designed as a handbrake to pause the individual’s play until a time at which there is evidence, via financial documentation, that they can afford their level of gambling spend. Enhanced assessments require more intrusion on the customer’s privacy, yet are a necessary step to ensure the customer is protected.

Data protection and consent

Under the General Data Protection Regulation (GDPR), all parties responsible for using personal data have to follow strict rules called data protection principles. These are to ensure information is used fairly, lawfully and transparently.

In the context of affordability, operators are permitted to process their customer’s personal data via consent which is obtained through the operator’s terms and conditions or privacy policy. However, operators typically use a number of third-party suppliers in order to deliver their services and in many cases use suppliers to aid in assessing an individual’s affordability.

Depending on whether an operator wants to conduct an initial or enhanced affordability assessment, and any potential marks left behind, the data and therefore required consent may change. Enhanced checks will likely require additional consent from the customer.

Initial affordability assessments that use open data can be conducted seamlessly in the background without requiring additional data or consent from the customer, beyond that which is contained in the operator’s privacy policy. If operators use a third party supplier to conduct these checks, the third party supplier is able to do so under the lawful basis of legitimate interest.

For example, beBettor combines personal and open data, as well as screening against derogatory data sets, to provide operators with frictionless assessments of affordability for their customers, delivered as a discretionary income estimate.

However, some enhanced affordability assessments require additional, highly sensitive data from the customer. Open banking is an example of a tool that can assist operators with enhanced affordability assessments. It gives operators access to financial information by providing oversight of a customer’s current accounts for 90 days. Due to the sensitive nature of the financial data the operator has access to, additional and repeated customer consent is required. As such, enhanced affordability measures such as open banking are often used only when needed most.

Civil liberties of the customer

The Gambling Commission endeavours to put the consumer at the heart of regulation. While affordability as a topic may require additional data and evidence to conclude that an individual can afford a certain level of spend, at times, this may infringe on an individual’s freedom to gamble at the level they desire.

However, it does so to ensure protection of the customer from experiencing financial harm.

Affordability is a relative concept, as highlighted by the House of Lords Select Committee report on Gambling Harm, showing the importance of a tailored approach: “What can be an enormous sum and totally unaffordable for most people is, for some, small change”.

As such, individuals will require limits and protections set relative to their personal circumstances, with the consequences of a universal or blanket approach to be felt in reduced civil liberty.

On the other end of the spectrum, operators are required to deliver their service responsibly and do so by identifying those who may be vulnerable to experiencing harm and apply suitable protections at different stages in the customer journey.

Striking the right balance between applying suitable protections for customers continuously throughout the customer journey while minimising the infringement on customer privacy and civil liberties, is ultimately the challenge when addressing affordability.

It is for operators to create sustainable affordability frameworks that are able to manage this challenge but we are confident this balance can be found.

Melco records Q1 revenue decrease but losses shrink following lower costs

Casino gaming proved to be its biggest source of revenue by generating $433.8m, although this was down 39.1% from last year.

Rooms contributed $39.7m and food and beverage $26.1m, while entertainment, retail and other revenues came to $19.4m.

Despite seeing a 35.3% decrease on last year’s numbers, City of Dreams continues to be Melco’s best performing casino – recording total operating revenue of $302.5m.

The City of Dreams Manila location, meanwhile, took $79.5m.

Altira Macau saw an even sharper drop off, with its $14.3m revenue for 2021 being 73.0% less than last year’s $52.9m sum.

Studio City brought in $97.9m while the operator’s smaller Mocha Clubs throughout Macau contributed $17.8m – both down from last year.

The impact of the Covid-19 pandemic was a substantial blow to Melco’s casinos, with pandemic-imposed travel restrictions having an adverse affect on business.

Melco chairman and CEO Lawrence Ho said: “COVID-19 and the subsequent travel restrictions continue to have a significant negative impact on our operating and financial performance. Despite these challenges, our integrated resorts experienced a moderate recovery in business levels during the first quarter.”

Melco was able to cut operating expenses by 29.1%, reducing them to $681.7m from $961.1m.

Casinos were the biggest expenditure at $366.9m, but this was down 35.0%. General and administrative costs totaled $108.2m, down 17.6%. Depreciation and amortisation also cost the company $121.0m, 14.4% less than in 2020.

Because of this, operating losses for the company came to $162.8m, up by 8.6% from 2020, while it incurred a further $114.0m in non-operating costs, down 56.2%. This decline in non-operating expenses was mostly due to a $179.3m expense classed as an other non-operating cost in 2020.

Overall Merco posted a net loss of $277.5m, which is $128.5m less than 2020.

Ho added: “Melco is currently actively engaged with multiple potential partners. We will continue to be patient as we
navigate the landscape to ensure that Melco pursues the right opportunity that takes advantage of Melco’s core strengths to drive strong value creation.”

FanDuel migrates to SG-powered sportsbook in Illinois and Indiana

FanDuel has been operational in both jurisdictions for some time, but is now seeking to enhance its offering through the deployment of the Scientific Games Corporation technology.

In August 2020, Flutter said it would migrate all sports betting brands to the OpenSports platform.

Through the partnership between the supplier and FanDuel owner Flutter Entertainment, the OpenSports platform was already live in Colorado and West Virginia, with a further six launches planned over the coming months.