RMG continues India expansion with Royal Calcutta Turf Club

The deal enables customers in India to bet on racing from RMG’s 34 British racecourses, in addition to all 26 Irish racecourses, through the media group’s partnership with SIS.

RMG manages the broadcast rights to 34 British racecourse shareholders, while SIS holds the rights to Ireland’s racecourses, including the Curragh and Leopardstown, plus Chelmsford City in the UK.

Content will be shown live for pari-mutuel betting and can be accessed and bet on via Betindiaraces.com for mobile and web users.

Harish Ramchandani, steward at the Royal Calcutta Turf Club, said: “The Royal Calcutta Turf Club, one of the oldest race clubs in the world, is delighted to work with Racecourse Media Group in bringing horse racing from British and Irish racecourses onto the online wagering platform Betindiaraces.com via our technology partner Sportswin Software.

“Indian horseracing enthusiasts are appreciative of high-quality international racing for wagering and live viewing, at their fingertips and while on the go. Racing is a very popular sport the world over and we look forward to growing its audience in India.”

Ian Houghton, director of international at RMG, added: “With many of the real highlights of the Flat season taking place in UK and Ireland, it’s a great time to launch, plus it dovetails well with the Indian racing season, which starts again now.

“Initial turnover levels are encouraging, and we are looking forward to working closely with Royal Calcutta Turf Club to help build awareness and understanding of UK and Irish racing.”

RMG and SIS launched the first daily betting service in India in June this year, via an agreement with pari-mutuel and fixed odds wagering company NorthAlley.

The deal allowed British and Irish racing content to be shown live for pari-mutuel betting into local pools via the Hyderabad Race Club’s digital platforms.

BetRegal scores new partnership with Canadian Football League

Under the new partnership, BetRegal will be prominent in league marketing strategies, beginning with the 2021 season that kicks off tomorrow (August 5).

The operator will have media assets throughout the playoffs and Grey Cup, including the post-season jersey patch and serving as partner of the Grey Cup Festival, and presenting sponsor for exclusive premium experiences during Grey Cup weekend.

BetRegal will also work with the CFL on a range of fan-facing initiatives for the 2021 season, including running a free-to-play sportsbook experience and a pick’em style game that will allow fans to pick winners and predict scores to win prizes.

In addition, Canadian Football Hall of Fame quarterbacks Damon Allen and Matt Dunigan will become ambassadors to the operator as ‘BetRegal Legends’.

Read the full story on iGB North America.

Nuvei finalises acquisition of payment provider Mazooma

Nuvei in April agreed a deal worth an initial $56m (£41m/€47m) to purchase Mazooma, but the acquisition could be worth up to $315m if certain performance criteria are met over the next three years.

Nuvei said the acquisition enhances and expands its portfolio of North American payment options, with instant bank-to-bank payments for pay-ins and pay-outs, as well as real time payments for accelerated withdrawals.

While Mazooma traditionally focused on online gaming and sports betting in the US, Nuvei said it will now offer this payment method to its merchants across all verticals.

Mazooma is a registered vendor in nine US states, with permission in 12 states, and holds money transmitter licenses and exemptions in 47 states.

Read the full story on iGB North America.

AGA supports use of single gambling helpline for responsible gambling campaigns

Whilst operators are obliged to display helplines during their advertising, the AGA claims that it is currently being done in a way that doesn’t get the message across effectively enough to players, due to the large number of different helplines available across the US.

The group claims that displaying multiple state-specific helpline numbers confuses players, the numbers are often shown in a font too small to read, and that phone-in services are being promoted ahead of modern alternatives such as text messaging and chat support.

AGA has recommended incorporating technology such as SMS, websites and mobile platforms to give players greater access to the support they need.

Read the full story on iGB North America.

GambleAware to fund PhD courses for students

GambleAware is offering six grants for the 2021/2022 academic year.

According to the charity, institutions that apply must provide proof of past “supportive and impactful” PhD programmes.

Institutions must also produce research in GambleAware’s primary areas of interest, such as the effects of gambling harms on communities, young people and those with protected characteristics such as disabilities.

“This PhD grant award will go direct to universities and will help build a detailed knowledge of the experience of gambling harm within specific communities,” said Allison Clare, interim research director at GambleAware.

“It will also provide a unique opportunity for PhD students, who are at the start of their careers, to develop an expertise in an emerging field. They will have the chance to complete a thorough, in-depth piece of research over several years which will contribute to building the knowledge and evidence of lived experiences of gambling harms.”

Issuing the PhD grants aims to support GambleAware’s pledge to learn more about, and provide better support on, gambling harms.

Last month, a GambleAware study revealed that gamblers tend to spend more money on non-gambling related activities compared to non-gamblers.

In June, GambleAware sought applications to fund residential rehabilitation for people suffering from gambling addictions.

GC pushes back National Lottery tender date, extends Camelot licence

The tender was announced in August 2020, and was initially set to last a year, with a winner selected in September of this year.

However, after the first phase of the bidding process, the regulator has opted to add another four weeks to the second phase, plus six further weeks for the Commission to evaluate bids.

The gambling Commission will then announce the winning bid in February 2022.

“These changes will provide opportunity for applicants to further refine their proposals and for the Commission to evaluate,” the regulator said.

In order to then ensure a “smooth transition” to the next licence, the third licence – belonging to Camelot – will be extended for six months, until February 2024.

“Our job is to run the best competition we possibly can – one that is open and fair and results in the best outcome for players and good causes,” the Commission said. “We want to appoint a licensee that can build on the National Lottery’s legacy and find new opportunities for a sustainable and successful future.

“We remain encouraged by the number of applications received and we look forward to evaluating phase two proposals as part of a robust process.”

A Camelot spokesperson said the operator would continue to work on delivering a strong lottery product and generating funds for good causes for the duration of its licence term.

“We have received notice in writing from the Gambling Commission of its intention to extend the third licence to run The National Lottery by six months, with the fourth licence beginning in February 2024,” the spokesperson said. “We remain focused on continuing to build on four years of successive growth, which has seen us achieve record sales, and delivering even more money for Good Causes – funding which is vitally important as the UK continues to recover from the Covid-19 crisis.”

Pan-European lottery and gaming giant Sazka Group was the first operator to announce its intention to compete for the licence in October 2020, while Sugal & Damani, India’s largest lottery operator, joined the race later that month.

Italian operator Sisal  threw its hat in the ring late in the process in April. The operator has partnered with telecommunications giant BT on the bid, with the aim of using new technologies to widen the appeal of lottery games.

Incumbent licensee Camelot completed the Selection Questionnaire in October, but has not yet publicly confirmed whether it was bidding for the tender.

Yesterday, the Commission also released data on the amount of funds from National Lottery Sales that were distributed to good causes in the quarter ended 30 June, the first quarter of the lottery’s financial year.

In total, the lottery raised £420.7m, up 10.0% from Q1 of 2020-21, but down from any of the three previous quarters.

The regulator said the quarter-on-quarter decrease was mostly due to a lower number of large rollover Euromillions jackpots, which led to a 17.8% quarter-on-quarter decline in sales, including a 30% decline in Euromillions sales.

Scientific Games acquires content studio Lightning Box

Terms of the deal were not disclosed, but Scientific Games said the purchase would support its strategic plan to become a content-led sustainable growth business, as well as bolster its in-house studios.

Australia-based Lightning Box currently works with operators across Europe, the US and Canada, counting the likes of BetMGM, Rush Street, Golden Nugget, FanDuel, BCLC, Loto Quebec, Unibet, 888, Sky Bet, LeoVegas, William Hill and Betsson among its clients.

Scientific Games and Lightning Box have an existing partnership, with Lightning Box games featuring across the OpenGaming platform in the US. The studio will continue deliver new games while benefitting from Scientific Games’ range of resources, including data analytics and commercial support.

“Lightning Box games are hugely popular with slots players around the world, and we’re excited to welcome these talented game designers to our team,” Scientific Games’ senior vice president of gaming for digital, Dylan Slaney, said.

“Our strategy is a simple one:  talented, passionate people make great games and the addition of the Lightning Box team is another example of this and how we will continue to be the igaming industry leader.”

Lightning Box co-founder and chief executive Peter Causley added: “Joining the Scientific Games team and working even more closely with them comes at the perfect time to drive forward our ambitious product innovation plans. 

“Having been an OpenGaming partner since it’s early days, we knew that Scientific Games had the capabilities to propel our games to new heights. We’re now in a better position than ever to bring our robust pipeline of high-quality slots more effortlessly to our global online casino partners.”

The deal comes as Scientific Games prepares a major overhaul, as it seeks to divest its lottery and sports betting businesses and focus on gaming. Soon after these plans were announced, Scientific Games revealed  that Keith O’Loughlin, the group’s senior vice-president for sportsbook, resigned in June after four years in position.

Losses widen at Caesars despite 615% revenue growth in first half

Total revenue for the six months through to June 30 amounted to $4.29bn (£3.08bn/€3.62bn), up from $600m in the corresponding period last year.

The large increase was due to Caesars’ casinos operating at near-full strength throughout the half. Last year, Caesars was forced to close all of its casinos from mid-March due to novel coronavirus (Covid-19) restrictions, whereas this year the properties remained open with only some measures in place.

Casino and pari-mutuel commissions proved to be the primary source of income for Caesars in the half, with revenue rocketing 534.5% to $2.80bn. Food and beverage revenue was up 28.6% to $450m, hotel revenue jumped 971.9% to $611m and other revenue hiked 1,015.4% to $435m.

Looking at segment performance, Caesar’s regional casino operations led the way with $2.68bn in revenue for the half, ahead of its Las Vegas activities on $1.35bn. A total of $125m came from the Caesars Digital business, with $127m from managed and international operations and $9m from corporate and other activities.

Read the full story on iGB North America.

ACMA issues first blocking orders against affiliate websites

The organisation ordered internet service providers (ISPs) in the country to block access to Aussie Casino Hex, Australia OK Casinos, Aussie Online Pokies, Pokies, Australian Casino Club, Australian Gambling and True Blue Casinos.

ACMA said these sites had been presenting themselves as independent reviewers of gambling services, adding that blocking the websites is a priority as they provide direct links to illegal gambling services and often receive a commission for providing them with traffic. 

“These marketing sites can push you to illegal gambling services that do not have the protections that go with licensed and regulated services,” ACMA authority member Fiona Cameron said.

“We often get complaints from consumers that winnings are not honoured and that incentives and pressure tactics target problem gamblers.”

The authority began making blocking requests in November 2019 when it was granted new enforcement powers. Since these came into effect, 279 gambling sites deemed to have been operating illegally have been blocked.

Offshore gambling websites operated by Kings Chance Service were the most recent to be blocked during the latest round of orders issued in June.

In addition, some 144 operators have pulled out of Australia since ACMA began enforcing new illegal offshore gambling rules in 2017.

“ACMA has information available to help you and is actively pursuing illegal gambling sites and their affiliates to get them out of Australia,” Cameron said.

How investing in people helps build successful entertainment businesses

We treat people as our most valuable investment
Being an investment company, we view each spend we make through the lens of return on investment (ROI).

Therefore, when hiring, we analyse every employee’s skill set and background to establish what potential is there. We see this for everyone who is part of JKR – after all, it isn’t just assets that generate revenue but also our team’s expertise and relationships.

In the new workplace era, salary trends are a thing of the past. Each individual talent knows his or her price and it is the employer’s willingness to meet their expectations that sets the final number. Not only this, but if you make the right recruitment decision then your hire can prove to be a real game changer for the company.

The importance of hiring the best people on the market cannot be understated – employing the right top talent is an investment that can bring far greater returns than just investing in a portfolio company.

Such an approach allows our team to be passionate about what they do – without salaries being the only primary trigger for motivation.

We stick to our principles
Our recruitment approach comes down to two essential factors: first, whether the candidate shares our values; and second, whether they have the expertise to do the job.

Values are not just a fancy word to us. Be decent is the first and most important quality on our list. One can have all the talent and skills but we probably won’t stay together for long if they’re not a person of integrity.

We also believe that each employee has to be passionate about their job since if they don’t enjoy what they do, how can they enjoy building a successful business of the future together?

We encourage everyone on our team to be open towards each other, as well as to new opportunities, because that creates a culture of transparency and grows the team together, which is key to growth. We also challenge everyone to take ownership of their decisions, which is how most of our team is self-driven. And last but not least for us, is lead by example, since to cultivate the values and the right culture at our company, you need to back your words with actions, whether that’s employees, partners or anyone with whom you cooperate. We strive to make it a basis for everything we do: every process, deed, plan and strategy, as well as all new partnerships – each is based on the values of JKR, and only signed accordingly.

Of course, expertise is just as important because at the end of the day, business is business. But while culture can never be understated, it’s the synergy of our potential team members’ skill sets that boosts our business to another level.

We don’t limit ourselves by guidelines and circumstances
While we have selection stages and frameworks in place, it’s all about moving fast and adapting quickly. Such agility allows us to quickly switch the ‘mode’ of our hiring process, which means we can be quick and hire the best people fast.

Location also doesn’t limit us – we’re always open to hiring around the world – even if it means constant airport lounges and endless Zooms.

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Although it is easy to fall for the illusion that the market is huge, the tech-entertainment industry is more niche than one thinks.
At the end of the day, it’s the company with the greatest talents on board that wins the best business and, in turn, brings the most ROI.

That’s why at JKR, we offer unlimited vacations, paid sick leave, medical insurance, parking spaces, sports, a ‘work from any place’ policy, and numerous other fringe benefits. Besides that, we do our best to offer a job that brings purpose, as well as a true sense of fulfilment.

In a modern business ecosystem like ours, HR is no longer just an admin or counselling function – it’s essential to our working environment. To help build a successful entertainment business, HR has to understand the company’s strategy and know-how to enhance the working experience. Modern HR is a proactive business partner that takes ownership of the company’s decisions, adding to its growth and prosperity, and this is the approach that we are dedicated to developing further.

Victor Bartenev is human resources director at JKR Investment Group, a leading investor in tech entertainment and igaming with extensive expertise across the industry. Viktor started his career in recruitment before moving to the executive search industry, where he joined global market leader, Korn Ferry International. Living between Israel, Russia and Serbia, Viktor has led transformational processes for major industrial corporations in different HR fields and business units including general HR, recruitment, employer brand and corporate culture change. He has more than 12 years of experience in HR management.