Month: March 2022

The player played online casino games hosted by the unnamed operator in question between October 2017 and April 2020.

The operator was based in Gibraltar and did not have the appropriate licence to offer these games in Germany – as online casino play was only permitted in Schleswig-Holstein at the time – but the plaintiff was able to access the games nonetheless.

The games were available to German residents, and the website in question used the German language.

The actions of the operator violated section 4, paragraph 4 of Germany’s State Treaty on Gambling that was in place at the time.

It was ruled that because of this, the operator did not have the legal grounds to obtain the player’s money.

The Fourth edition of the State Treaty was enacted on 1 July 2021 and broadened online gaming offerings in Germany beyond sports betting, which was the only form of online gambling allowed before the Fourth Treaty took effect.

“The online games of chance should not have been offered in Germany,” explained István Cocron of CLLB Rechtsanwälte, the lawyer acting on behalf of the plaintiff. “It was not until July 1 2021 that the requirements for offering online gambling in Germany were relaxed.”

“However, these changes do not apply retrospectively and a licence valid in Germany is absolutely necessary for offering games of chance on the internet. Therefore, in many cases there are still good chances of recovering losses from online casinos.”

This is the first case of its kind in Germany in which a regional court sided with the player, though lower courts had found the same.

In December 2021 Bonn Regional Court – also in Nordrhein Westfalen – upheld a judgement made by the Euskirchen District Court earlier in the year, which dismissed a player’s claim for reimbursement for online gambling losses made before the Fourth State Treaty was in place.

In two other cases, the respective courts – the Braunschweig Regional Court in Niedersachsen and the Leipzig Regional Court in Sachsen – ruled that the plaintiffs had broken the law by gambling illegally and therefore did not have grounds for reimbursement.

The Landesgerichte are the second-highest level of state-level courts in Germany, below the Higher Regional Court (Oberlandesgericht).

Kentucky House Bill 606 would allow operators to offer online and in-person sports wagering, fantasy contests and online poker.

Bill 606 permits wagering only in the state at licensed racetracks, professional sports venues or on a mobile app, for which in-person registration will be mandatory.

This registration requirement will then lift from 2024, when players aged 18 and above will be able to download an app anywhere.

Tracks and venues are only allowed to partner with one online betting provider at a time.

Sports betting licencees will be subject to a 9.75% tax rate on adjusted gross revenue from retail bets, while online bets will be taxed at 14.25%.

On its third and final reading in the House, the bill was approved by a 58-30 vote.

The house considered two amendments to the bill. The first amendment – which rephrased part of the bill to make it clearer that the online tax also applied to revenue rather than stakes – was approved.

Another amendment proposed mandatory $1,000 loss limits for every 24-hour period. This amendment was rejected.

The bill was initially introduced in the middle of February and was passed by the Committee for Licensing, Occupations and Administrative Regulation on 16 March. 

The bill is identical to a bill that was already introduced in the Senate last month, Senate Bill 213. This bill was also assigned to the Licensing and Occupations Committee, which has yet to vote on its passage.

The bill was primarily sponsored by representative Adam Koenig, who previously filed attempts to legalise online sports betting in January 2021.

Other sponsors included Alan Gentry, Michael Meredith, David Osborne, Kimberly Banta, Rachel Roberts, Thomas Huff and Cherlynn Stevenson.

Kentucky governor Andy Beshear has previously spoken out in favour of legal sports betting, having campaigned on the matter.

The 888Africa joint venture will operate 888 brands in online betting and gaming markets across select regulated markets across Africa. 888 has invested in a minority stake in the venture, with the option to increase this to take control and ultimately own up to 100% of 888Africa.

The quintet that will lead the new venture include Christopher Coyne, the former chief marketing officer and chief customer officer at the Stars Group; Andrew Lee, former managing director of sportsbook of the Stars Group and current Chairman of Voxbet; and Alex Rutherford, former chief product officer at Editec Online.

Ian Marmion, former sportsbook trading director at The Stars Group, and Helen Scott-Allen, former chief financial officer of Premier Bet, will also join the venture.

888Africa will pay a brand licence fee to use and operate 888’s online betting and gaming brands in certain regulated markets in Africa. The brands will operate via a third-party technology platform, with products and content designed for the local preferences of the African market. 

Initial plans are for 888Africa to launch in four markets across the continent during 2022, subject to licensing.

“We are very excited to establish 888Africa alongside such an impressive roster of industry talent,” 888 chief executive Itai Pazner said. “The new JV will launch 888’s world-class online betting and gaming brands to millions of new customers in the exciting and fast-growing African online market. 

“The structure of this deal enables the group to invest in a strong business with high growth ambitions, without distracting focus from our core business and key strategic markets. We look forward to being a part of 888Africa’s journey as it grows its footprint and increases brand awareness, while also offering potentially significant long-term opportunities for the Group in the future.”

Coyne, who will serve as chief executive of 888Africa, added: “With our team of experienced professionals and significant knowledge of the African markets, it is our ambition to build the business towards market-leading positions in selected regulated markets across the region.

“Partnering with 888 will give us access to a world-class brand, as well as a broad team of experts to support our growth plans, further enhancing our confidence in our future prospects.”

Agreed through its Boyd Interactive Gaming subsidiary, Boyd said the deal would include all Pala Interactive subsidiaries and be paid for in cash.

Founded in 2013, Pala Interactive provides real-money and social gaming solutions on both a B2B and B2C basis in regulated markets across the US and Canada. Pala Interactive’s range of technology includes a player management system, as well as casino, poker, integrated sports, social casino and poker platforms, and managed services. 

Pala Interactive currently provides B2B services in eight US states and in Canada, while it also offers B2C services in New Jersey and Canada.

In addition, Pala Interactive recently secured an Ontario Gaming Related Supplier (GRS) Manufacturer Licence, allowing it to work with approved operators in the Ontario igaming market, which is due to open next week.

Subject to customary closing conditions and the receipt of all required regulatory approvals, the deal is expected to close by the first quarter of 2023.

“The acquisition of Pala Interactive marks the next phase in the ongoing execution of our igaming strategy, providing us full control over the technology, development and customer experience,” Boyd Gaming president and chief executive Keith Smith said.

“By integrating online casinos with our existing land-based operations, we will be able to further leverage and monetise our expansive customer database and the amenities of our nationwide portfolio of properties, driving growth in both our land-based and igaming operations.”

Smith went on to elaborate that Boyd owning its igaming technology platform made sense given the advantages it had in place as an established land-based operator.

“Given our nationwide geographic distribution, significant database and established loyalty program, it makes sense for us to pursue a direct approach with our igaming operations. By engaging directly with our guests and having the ability to personalise the customer experience, we are confident in our ability to create a cost-effective and profitable regional igaming business. 

“While the acquisition of Pala Interactive supports our igaming strategy, we remain fully committed to our sports betting partnership with FanDuel, which has allowed us to participate in the nationwide expansion of sports betting.”

Pala Interactive chief executive Jim Ryan added: “This is the result of a considerable capital investment and a lot of hard work by the Pala Tribe and Pala Interactive employees to build a modern-age online gaming platform and business tailored to the North American regulated gaming market. 

“Boyd Gaming’s acquisition of the Pala Interactive business, positions the enterprise for the next growth phase, which includes the development and execution of an igaming strategy for Boyd Gaming and a continued commitment of investment and development in Pala’s B2B business.”

Ricky Ruddock is head of sales at igaming platform provider Gaming Innovation Group (GiG) joining the platform provider from NetEnt where he was responsible for driving growth of their WLA partners.

The betting and gaming industry has evolved significantly in the two years since the last edition of ICE London, and this is particularly true of Gaming Innovation Group (GiG). Since ICE 2022, the once-hybrid B2B-B2C business has made a strategic pivot to be a pure B2B operation.

The strategy has begun to pay off, with revenue up 28% year-on-year for 2021, and its acquisition of Sportnco is set to expand its addressable market, while adding a top-tier sportsbook solution to its product range. As head of sales, it is down to Ricky Ruddock to ensure it continues to grow its client base and geographic reach through new partnerships. 

It’s a global play, Ruddock points out. Once the Sportnco deal closes, we will be licensed in up to 35 markets, working with 55 clients by the end of 2022.

“We continue to focus on delivering our strategy in 2022,” he says. “That’s not really limited by geographical locations. We’ll look at opportunities that come up regardless of location, and assess them individually.”

Digital transformation

A key strategic target for GiG, and a key target for ICE London 2022, is land-based operators looking to move online. The supplier has cultivated a roster of brick-and-mortar clients looking to add igaming to their product range.

From a business perspective, there are multiple benefits for retail operators diversifying into online. Closer engagement with customers can create new revenue streams, but it can also ‘future-proof’ businesses. While Covid-19 is receding, the sector is still recovering – the European Casino Association noted that its members’ properties averaged 150 days closed in 2021. 

“We’re looking at the opportunities that are interested in, or have made the commitment to, either taking a land-based brand online, or simply launching a completely separate online brand,” Ruddock explains. The goal is to act as the connective tissue between the two channels, to ensure a successful launch. 

“I think we’re in a unique position to offer them the complete end-to-end turnkey solution”, he continues. “Everything from the technology they need to make the breakthrough, to helping with their acquisition, conversion and retention, even the business operations through our managed services solutions.”

It’s helping top-tier retail operators make the transition from one channel to another, something GiG can do just as effectively for online-first businesses looking to expand into new markets. This is becoming especially crucial for the igaming sector, as amid a frostier regulatory climate in traditionally booming western European markets. 

Key to this is GiG’s managed services business, something Ruddock views as a key selling point. “If your partner is just a technology provider, you don’t have that managed service support,” he points out. “When there is a need for operators to understand their obligation around player safety and regulatory compliance for example, who do you turn to? 

“What if you’re having problems from a marketing perspective, such as increasing ARPU or reducing churn, who can you brainstorm with? I’m not saying they necessarily have to engage with us as contractors, but we have that internal knowledge where we can step in and help.”

And that focus on partnering rather than simply supplying goes beyond the land-based channel. At a time when leading operators’ efforts have been focused on the US, the addressable igaming market continues to expand at pace. There has been regulatory progress in Latin America – where GiG are live in Argentina – and Central Eastern Europe – it’s active in Serbia, Germany and Croatia, among others – Ruddock sees the supplier as playing a potentially key role in helping industry leaders unlock these opportunities, something further aided by the addition of a sportsbook solution. 

“Tier one operators have a real appetite for growth and new revenue,” he explains. “That comes from new markets typically, but they may not have the ability or the resource to enter with their current proprietary solution or third party platform provider.

“So we’re wanting to talk to them, and help them get into these new markets. By the end of 2022 we’ll be able to offer rapid access to a set of defined markets across the group, with more to be defined and added during 2023, a considerably larger reach than we had before the Sportnco acquisition.” 

“This year our market share has almost doubled, with 14 regulated markets and more than five in the pipeline. With Sportnco, we have a further 11, with five in the pipeline. With both of these together I don’t think there’ll be many other businesses out there that can give customers access to that many jurisdictions.”

For established names, that could facilitate expansion. For up-and-coming brands, that reach could be the difference between carving out a niche and falling by the wayside. As GiG could be a driving force behind established industry names’ new market entry, Ruddock believes it could play a similar role for the sector’s up-and-coming brands. He explains that as these brands transition from a startup mindset into a growth phase, executives’ concerns inevitably turn to costs. 

“They need to look at where they can optimise costs, and we have various productivity solutions that can really help with that,” he says. He picks out IT solutions as an example, noting that adding a degree of automation can be a major source of efficiency for an operator scaling up. 

“This is where GiG can increase efficiency by up to 25%.  they can invest this surplus in marketing and growth.

“I think sometimes people think we’re not a startup or small business-friendly, but we definitely are,” Ruddock adds. “We’re definitely open to working with smaller business and help take their business to the next level.”

Providing the safety net

GiG’s expansive reach in terms of current and prospective partners is all underpinned by a commitment to ensuring customers can grow sustainably. “We need to make a conscious effort on keeping players safe,” Ruddock says. “We’d rather see an industry where players are spending small and often, and generating money over a longer period of time.”

It looks to take the industry towards this goal by building in player protection features into its core platform. This includes monitoring for patterns of play, to flag unusual or potentially risky activity, another example of automated efficiencies available through its solution.

“We have the ability to be proactive on this through AI models, where we can predict with a high level of accuracy, which players are at risk of self-excluding,” he continues.“We can see when these irregularities have happened and when to take action. By being proactive and really looking after our partners will have a more sustainable business over the long term.”

The business is making its ICE debut as a focused and growing B2B provider, and with Sportnco to be integrated, it’s got a sizeable new element to showcase. 

“We want to demonstrate the features and functionality of our platform, and how we differentiate ourselves from others, and we will want to show how the sportsbook can compete and compare with others,” Ruddock says.

The value it offers goes beyond products, he adds. “I think [the industry] needs to look beyond just seeing us as a technology provider, and how much the solutions cost, to see the added value. I think that’s something that’s massively underrated.

“From a leadership perspective, we have such strong experience and depth of knowledge, whether that’s from offline or digital.

“What we want people to understand is they can trust us, because that knowledge filters down to the business or the stakeholders that manage those teams. They really know what they’re talking about.”

Roberto Villani is the head of igaming at TrueLayer. He has over a decade’s experience in the industry, having previously occupied commercial roles at Trustly and Microgaming. 

While safeguarding regulations vary across different markets, the direction of travel is clear: operators must introduce tighter controls, monitor for perceived signs of gambling harm and intervene when necessary. 

The challenge for operators is this: how can you deliver safeguarding seamlessly?

Roberto Villani explains that safeguarding checks are increasingly impacting the player experience. “Players are expected to search for bank statements, wage slips, P60s (often on their mobiles) and email back and forth with an operator,” he says. “ It can take days, it’s unsafe and it’s error-prone.”

However, gambling is still a form of entertainment, and ensuring players can enjoy it safely and sustainably remains key. Playtech senior regulatory affairs and compliance manager Richard Bayliss describes safer gambling as “vital” for the industry. This in turn puts the onus on the industry to maintain a balancing act.  

“[We] need a position where operators can meet policy expectations while providing an entertaining service,” Bayliss says.

Understanding what regulators want

In the UK, the Gambling Commission has ruled on the thresholds for triggering an interaction with an at-risk player through three key steps: identify the problem, interact with the player and evaluate the risk. Understanding a customer’s affordability and stepping in when it is threatened have become key tenets of the regulator’s narrative. 

But imposing blanket restrictions on deposit and spending limits doesn’t take into account individual financial circumstances. 

What’s more, the information that can determine someone’s level of disposable income is not always readily available. Even when it is, players can be sensitive about sharing it, fearing it may fall into the wrong hands.

As Jason Chess, co-head of betting and gaming at Wiggin LLP, points out: “We need to be asking what is a sufficient amount of data to satisfy that a customer’s behaviour is in line with their income. The answer is not the blunt instrument of disclosure, but in the use of AI and rich data to target and help the tiny proportion of people who are at risk.”

He adds: “Anything that automates, streamlines and makes more sophisticated the holistic view that gambling operators can develop about the financial background of the people whom they’re transacting with, is good news.” This is where emerging solutions such as open banking can play a key role.

How open banking can help

Villani explains that open banking “gives users an easy and safe way to provide their financial information as well as giving operators the information they need to safeguard their customers, while reducing the risk of losing them.”

It enables operators to connect to customers’ bank accounts (with their consent) to read financial data or make a payment through secure APIs. 

This, in turn, helps operators verify identity at signup by checking the player’s name with what’s on file at the bank, Villani continues. By doing so, the operator can analyse transaction history to determine income sources, without needing to request payslips or wade through incomplete bank statements.  

As Gabriele Griesbacher, global director of payments and compliance at Entain, notes: “New regulations, especially around affordability, are creating such a painful and intrusive experience for users. 

“That is putting huge pressure on customer service teams to reassure and guide people through the process. This is a brilliant use case for open banking.” 

Helping customers appreciate the benefits

While open banking makes safeguarding easier for operators and players alike, it is also relatively new — so making sure players feel comfortable using it is key.

“As long as sites properly explain what data is going to be shared, and that the customer always has the means to revoke access, I can’t see any reason why people wouldn’t want to take advantage of open banking,” Griesbacher says.

Bayliss agrees: “Operators need to be clear with their customers that they are asking for information to help them stay safe whilst their gambling, and not because they’re nosy. Get the timing of those messages correct — not leaving it until the last moment; keep them up to date with how you use their information; and use the right tone.”

“Here at TrueLayer, we’ve seen a rapid takeup of open banking payments,” he says. “Our igaming partners typically find that when they offer open banking as a deposit option, it quickly makes up around 40% of total player deposits.”
Operators can also make instant payouts to players, which can help with customer retention. Research from YouGov commissioned by TrueLayer in 2020 found that more than half the players surveyed in Europe were likely to switch to a different igaming brand if that brand offered them instant payouts.

What’s the picture in different countries?

While open banking APIs are pan-European, the maturity of open banking user experience varies by market, which presents challenges for brands operating across multiple jurisdictions.

In the UK banks have consistently supported new features which provide the best open banking experience for users, such as app-to-app payments and biometric authentication. As such, takeup for open banking services has been strong — there are now more than five million active open banking users in the UK, with roughly one million new users joining every few months.
The experience of open banking is improving rapidly in countries like Spain and Germany too, but there is still work to do user journeys in countries such as Italy, Villani says.

TrueLayer works closely with clients to advise them when to launch in which markets, he adds. “We also give plenty of feedback to banks and regulators where journeys need to be improved.”

“It’s important to build your open banking strategy with a trusted partner to help you navigate the opportunities and challenges, and support you with implementation on a global scale.”

This article was drawn from a panel discussion hosted by TrueLayer, featuring: Gabriele Griesbacher (Entain), Jason Chess (Wiggin), Richard Bayliss (Playtech), Max Emilson (TrueLayer) and Jeshua Maxey (TrueLayer).

The Betsafe app will allow consumers in the state to place bets across a range of sports and competitions, offering a number of betting and payment options.

Betsson said the launch in Colorado was made possible by conducting significant regulatory and technological preparations, while its sportsbook also secured the GLI 33 certification from Gaming Laboratories International.

The operator added that the launch of its B2C sportsbook in the state would serve as an opportunity to showcase its proprietary, US-adapted sportsbook for new and existing operators in the country, which would in turn support its B2B strategy in the US.

As such, Betsson has also opened an office in downtown Denver to support its regional B2B operations, while its B2C operations will also be run from the new site.

Betsson added that it had already recruited an account director for its B2B offering and a managing director for its B2C segment, both of which will be based at the Denver office.

“The launch of our proprietary sportsbook in the US is an important milestone,” Betsson’s president and chief executive Pontus Lindwall said.” We are entering a new continent, expanding Betsson’s global reach and further solidifying our B2B and B2C ambitions, thanks to many months of hard work by our product and technology teams to craft a product customised for the US market.”

Betsson first announced plans to launch in Colorado in June 2020 when it reached a 10-year market access agreement with Dostal Alley Casino.

Betsson had planned to launch its B2C sportsbook in Colorado during the first part of 2021, but this date was pushed back.

Total revenue for the 12 months to 31 December 2021 was $66.5m, up from $54.8m in the previous financial year.

XLMedia put the revenue increase primarily down to its growth within the sports wagering market in North America, which helped to offset a decline in the online casino vertical.

Total sports betting revenue for the year reached $31.4m, an increase of 177.9% on 2020, helped by a number of strategic US sports acquisitions. These included sports gaming and sports betting business CBWG Sport at the end of 2020 and sportsbook review website Sports Betting Dime in March.

European casino revenue declined 26.8% to $23.2m as a result of what XLMedia described as “ongoing trading pressures” for this area of the business.

Personal finance revenue edged up 3.6% year-on-year to $8.7m, while other legacy revenue fell 11.4% to $3.1m.

Aside from its US-focused acquisitions, XLMedia also noted a series of key appointments in 2021, including Caroline Ackroyd as its new group chief finance officer, Nigel Leigh as chief information officer and Cédric Boireau as a non-executive director.

Shortly after the year-end, XLMedia also named Julie Markey as interim non-executive chair following the departure of Christopher Bell.

Turning to costs, operating expenses were 12.4% higher at $40.7m, reflecting costs associated with M&A activity and wider restructuring.

However, the increased revenue meant that operating profit rocketed 3,102.3% to $3.9m – albeit from a low base – while after excluding certain costs, adjusted earnings before interest, tax, depreciation and amortisation (EBITDA) rose 46.7% to $17.9m.

XLMedia also noted $549,000 in finance costs, but this was offset by $306,000 in finance income and $318,000 in other income, meaning pre-tax profit reached $4.0m, up 263.6% year-on-year.

The group received $1.6m in income tax benefit, which left it with a full-year net profit of $5.6m, compared to $792,000 in the previous financial year.

“We’ve made great progress in North America during 2021 alongside delivering important organisational changes to both rationalise and ring-fence legacy areas of our business,” XLMedia chief executive Stuart Simms said.

“We set out to become a significant player in North American sports – in line with our strategy to pursue high growth, large, regulated markets – we’re now in really good shape, with strong geographical coverage and capability, ready to fully exploit this significant market opportunity.”

Interim chair Markey added: “In 2021, the group evolved its operational capabilities – upskilling and realigning our global workforce to better match strategy and generate new future growth. 

“I’m proud of our people for driving through a period of significant change including having to navigate continued restrictions relating to the Covid pandemic. The business is becoming more agile and responsive so that it can fully exploit new opportunities.”

Subject to final audit verification, Elys said full-year revenue is on track to reach $45.5m (£34.8m/€41.4m) for the 12 months to 31 December 2021, up from $37.3m in the previous financial year.

Additionally, Elys said it expects web-based gross gaming revenue to rise by approximately 74% year-on-year to $54.9m, compared to $31.6m for 2020 fiscal year.

Elys classifies its overall revenue as web-based and land-based gross gaming revenue, minus gaming taxes but including service revenue. It did not reveal its land-based gross gaming revenue or gaming tax bill in this update.

Analysing its performance, Elys said that its recent entry into the US B2B market has had a positive effect on its service-related business, with revenue in this segment set to increase by 627% to $1m. 

During the past year, Elys also completed its acquisition of Bookmakers Company, the Nevada-based sports betting services provider trading as US Bookmaking (USB), to support its US growth plans.

Shortly after the year-end, Elys submitted its US gameboard sports betting platform for certification to the New Jersey Division of Gaming Enforcement.

In addition, in January this year, Elys made a series of changes to its management team, with chief financial officer Mark Korb shifting to a new corporate affairs role. Carlo Reali, Elys’ group financial controller since October 2020, replaced Korb on an interim basis, while Tory Key became US business development project leader.

In reference to costs for the full year, Elys said selling expenses, which consist primarily of commissions paid to third party agents on B2C operations in Europe and calculated as a percentage of turnover, are likely to rise 39% to $36.3m on the back of an expected 47% jump in turnover.

General and administrative expenses are also likely to increase by 39% to $5.3m as a direct result of expansion into the US market, including increased expenses related to the acquisition and operation of US Bookmaking and both personnel costs and professional fees to establish a foothold in the US.

Elys also noted an expected $16.0m in non-cash impairment charges, $4.8m of which would be put down to an impairment of a European licence of $4.8m and an impairment of goodwill related to the US Bookmaking acquisition at an estimated to $11.2m. This, Elys said, would be offset by a reduction in future earnout payments estimated at $12.3m.

“As discussed in early 2021, we began to realise our initial investment in our US-facing sports betting technology with the launch of our first US operation in October 2021 at the Grand Central Restaurant and Sportsbook in Washington DC,” Elys executive chairman Michele Ciavarella said.

“Our goals continue to be not only to establish ourselves as one of the world’s leading end-to-end sports betting enterprises but, as importantly, to align our product and service offerings to the needs of our B2B clients as well as B2C consumers in order to build a well-managed organisation that is both highly profitable and sustainable. 

“In this regard, we believe that we are extremely well positioned to convert investment in technology into revenue generating customer relationships in the US and Canada heading into 2022, including our recent partnership to challenge for top position in North America by combining our leading-edge US designed sportsbook technology with industry giant Lottomatica and their highly experienced and talented management team.”

Ciavarella also noted growth within the European market, helped by the development of the Newgioco brand in Italy, as well as the streamlining of operations under the Multigioco subsidiary, eliminating the duplication of license management.

“Multigioco benefited from the completion of our Ulisse operations which were organised in the EU while operating in Italy,” Ciavarella said. “As reported in mid-2021, the company phased out the Ulisse operations due to the impact of Covid-19 restrictions on their land-based distribution resulting in a non-cash impairment of $4.8m. 

“We expect to win further B2C margin improvement by streamlining Multigioco operations as we grow our omni-channel distribution strategy and establish plans to roll-out the land-based channel of our powerful Elys Gameboard technology on a B2B basis in Europe.”

The omni-channel partnership will allow customers to place bets on horse races offered through PMU, with the same payouts as PMU customers receive in France.

PMU’s betting platform in Senegal will be powered by online sportsbook and technology provider Honoré Gaming, which PMU has extended its existing partnership with.

Honoré Gaming allows operators to target French-speaking countries in Africa through its sportsbook solutions.

“We are delighted to be extending our existing partnership with PMU to facilitate its agreement with Lonase and to allow bettors in Senegal to wager on the same races and with the same payouts as PMU’s players in France,” said Christophe Casavova, chief operating officer at Honoré Gaming.
“Africa is one of the fastest-growing online betting markets in the world and we have helped operators enter French-speaking markets and quickly establish their brands by delivering a superior player experience.

“Now we can do this with PMU in Senegal in partnership with Lonase.”