Industry encourages takeup of RG tools for Safer Gambling Week

Safer Gambling Week is backed by the BGC, Bacta and the Lotteries Council and Bingo Association. It is in its fifth year.

Each year, the industry shares tools and information that can help to to reduce gambling harm .

In a video posted to social media, BGC chair Brigid Simmons said that although it is good to focus on responsible gambling throughout the week, the topic must be addressed all year round.

“Safer gambling is, of course, for all year round,” said Simmons. “But very good to have a focus where we encourage out customers and indeed our members to think about safer gambling, how we can encourage people to take up the tools that are available.

“So think about safer gambling. Think about deposit limits.”

Michael Dugher, CEO of the BGC, said that the week is an opportunity to showcase how the regulated sector supports responsible gambling.

“We know that at 0.2%, rates of problem gambling have fallen and are low by international comparisons, which is welcome news, but Safer Gambling Week is further evidence of the regulated industry’s determination to keep raising standards,” said Dugher. “Safer Gambling Week is about showcasing safer gambling tools – like timeouts and deposit limits – that exist in the regulated industry to ensure that the millions of people who enjoy a regular flutter continue to do so in a safe and responsible environment.”

“It’s also, most crucially, about signposting the professional advice, support and help that is out there for anyone who may be struggling with gambling.”

Bacta, which represents amusement centres and arcades, has launched a campaign in support of the week.

“Safer Gambling Week once again allows the industry to showcase its year-long commitment to safer gambling,” said John White, CEO of Bacta. “It also brings customer focus to the tools that are available to them if they in anyway feel their gambling is becoming problematic.”

“Those tools continue to grow as we learn more about safer gambling and form part of our ambition to cement social responsibility at the heart of our offer to the consumer.”

Government backing

The UK government has also backed the event, hailing it as a necessary tool against problem gambling.

“We support the industry coming together to champion safer gambling and highlight the resources available to help reduce harmful gambling,” said Damian Collins, DCMS parliamentary under-secretary.
“We are working quickly to finalise details of a gambling white paper to make sure the rules governing the industry are fit for the digital age.”

Lucy Powell, shadow secretary of state for DCMS, said that she was pleased to see operators taking responsibility for levels of harmful gambling.

“The campaign is an important initiative to promote gambling awareness and to prevent problem gambling,” she said. “I welcome gambling companies taking more responsibility for this and for supporting Safer Gambling.”

Andrew Rhodes, chief executive of the Gambling Commission, said that the week brings the focus to customer protection.

“Any opportunity to shine a national spotlight on the importance of gambling safely and securely is important,” said Rhodes. “Safer Gambling Week provides that platform but also gives an additional chance for operators to collaborate and share best practice around how they protect their customers.”

“The safety of customers should be at the heart of each and every decision operators make.”

The limiting factor: Can Paf teach us about safer gambling?

Paf is a global leader in responsible gaming – but in many ways it is in a privileged place to do so.

The company’s position as a state-owned entity means that it has more of a scope and mandate to implement strict player protection measures than some of its profit-orientated competitors.

While private industry will necessarily have to build a different model, do Paf’s experience, tools and philosophy paint a picture of what tomorrow’s RG could look like? As pressure to take stringent measures increases, could its safer gambling measures such as universal loss limits become more mainstream?

Getting RG right is a holistic endeavor that requires large amounts of data and the right frame of mind. Paf’s approach mixes customer risk assessment, frequent interactions and communication with users, collaboration with experts and a forward thinking approach to the limits it imposes on consumer behaviour.

Paf deputy CEO & chief responsibility officer Daniela Johansson argues that every tool has a part to play, but that loss limits in particular play an outsized role.

“They all have a role to play where some tools are better for some customers and situations and some for others. I believe that the gaming summary and loss limit tool are some of the most effective and of course the Paf Radar.”

Paf Radar and risk segmentation

Daniela Johansson says that RG is not something you can put in a separate box to other business goals.

“Responsible gaming is not something you do on the side. In order to be genuine in your efforts you really have to believe that it’s something that matters for real and be willing to make some effort.”

In Johansson’s telling, RG is an active process that involves constant identification of at-risk groups.

And while limits are a major tool used by Paf, Johansson also points out another measure that might be more easily adopted elsewhere: transparent reporting of customer spend. 

“Besides having top-notch responsible gaming tools available for the customers and working proactively with finding the customers at risk combined with preventive communication we strongly believe in transparency and that we as a gambling operator have a moral obligation to do everything we can to make sure we don’t generate money from the wrong customer groups,” she said. “This is why we every year publish our gaming segments in our annual report and have a yearly loss limit of €20,000.”

Paf’s risk seGMENTATION SYSTEM

That annual report is a document which, among other things, maps out all users, evaluating them by different risk profiles and spend levels. For the previous two years, Paf determined that it has received zero revenue from high-risk players.

“Our in-house developed risk segmentation called Paf Radar was introduced in 2008 and has been continuously developed since then,” said Johansson outlining the system. “It segments all players in risk levels (R1-R4) depending on their gaming behavior and how much money they have lost in the last 90 days. The other part of the Radar is the specific parameters (S1-S4) that trigger preventive communication to players based on a potentially problematic gambling behavior.”

This measure is one that has also been adopted by other operators that have to answer to shareholders. Tipico and Kindred are among the businesses reporting their own harmful gambling statistics.

With that in mind, could stricter measures, even approaching the seemingly unfathomable concept of loss limits, be next?

Research partnerships

Paf’s RG approach is the result of research and active collaboration with the academic community. In 2015, the company embarked on a 4-year research partnership with the University of Stockholm to evaluate effective gaming tools.

“The research focused on gambling, gaming limits, gaming behaviour, attitudes towards gaming tools and the likelihood of predicting gambling problems,” says Johansson. “In addition to financing the research, Paf also provided access to real data from Paf’s own online games.”

The upshot from the research, Johansson said, was that voluntary limits did not work. Because of that, she said, mandatory caps were the only choice.

“One of the most significant findings in the research was that voluntary gaming limits have no noticeable effect on the intensity of gaming. From a Paf perspective it proves that we are in the right direction with our initiative with our yearly mandatory loss limit cap.”

In fact, over time Paf has increased the scope of the loss limit. Since its introduction in 2018, when the limit was set at €30,000 – Paf lowered the limit to €25,000 in 2019, then to €20,000 in 2020

For younger age groups there have been even stricter limits.

“It was a strategic decision where we don’t believe it’s ok for a gambling operator to allow its players to lose big amounts of money,” she says. “However €20,000 in a year is still a lot but at least it’s some kind of stop if our other responsible gaming efforts have not had an effect. We just recently lowered it to €10,000 for people aged 18-24 as young people are a risk group and normally have less money to spend on gambling.”

Lessons for the UK

The onset of safer gambling week in the UK is cause to reflect on our current RG approaches and think hard about whether there is a better way to do things. After working in tandem with experts, Paf settled on a wide array of tools – with various forms of limits given particular emphasis.

Paf does not do business in the UK, but it’s a hard market to ignore. Giving her views on the UK sector, Johansson said she would support national loss limits.

 “We are firm believers in national limits that include all licensed companies on a market. This could be done with a national mandatory loss limit or a deposit limit, as long as the rules are the same for all companies and it includes all companies. This could surely be done in the UK as well.”

“We strongly believe that national limits are the most important measure that would help to reduce gambling harms,” she said.

And indeed, some form of limits could soon be imposed. If leaks can be believed, mandatory loss-limits are unlikely to make it into the upcoming gambling act review white paper, but online slot stake limits might be on the cards. Hard affordability checks at higher levels of net loss, another rumoured provision in the white paper, are not limits, but spending above a certain threshold would become subject to serious friction.

Of course, national limits present new questions, mostly around whether high spenders will migrate to the black market. But voluntarily, an operator may get a certain amount of goodwill from being a first mover in implementing these caps, much as Paf was in markets such as Sweden.

Whatever the case, with gambling reform on the agenda it has never been more important to try to learn lessons for organisations that have attempted to make responsible gambling a focus.

It may turn out that Paf’s approach is not strictly replicable, but there could be value in at least listening to what it has to say.

L7 Entertainment secures Ontario licence for LuckyDays

The licence, issued by Alcohol and Gaming Commission of Ontario (AGCO), came into effect on October 13 and will run for a period of one year, through to October 12 next year.

The brand will operate in the state via the LuckyDays.ca, Canada-facing website.

Confirmation of the new license comes after iGaming Ontario, which was established during the preparation phase by AGCO for Ontario’s online gaming market launch, published the figures for the second quarter of legal igaming in the province.

Consumers in Ontario spent CA$6.04bn (£3.88bn/€4.48bn/US$4.37bn) on sports wagering during Q2 of the province’s 2022-23 financial year.

Total igaming revenue for Q2 reached $267.0m, an increase of 64.8% from $162.0m in the opening quarter.

Active players accounts reached 628,000, up from 492,000 in Q1, while average spend per player stood at $142, compared to $113 in the opening quarter.

As of the end of the quarter. there were 24 active operators, running 42 licensed websites.

Operators such as theScore, PointsBet and Bet365 were approved for licenses before the market opened, while the likes of PokerStarsSkillOnNet and BetVictor have secured approval in the months following the launch.

Scout scores sportsbook deal with Apple iSports

Under the deal, Apple iSports will roll out Scout’s sports betting and fantasy sports products during the first quarter of 2023.

Apple iSports primarily focuses on the Australian market, but the business also has a sports betting licence in the US state of North Dakota

“To get the opportunity to delivery our whole product offering on to a partner on a market which have not delivered to before feel very positive,” Scout’s acting chief executive Niklas Jönsson said. “And to make a first delivery of a sportsbook according to the partners requests will be very valuable in customer discussion going forward.”

The deal comes after Scout last month announced the results of its share issue process, raising SEK101m (£7.9m/€9.2m/$9.0m) in the scheme.

The process diluted existing shares by 90%. The process was instigated as an attempt to save the business, following a SEK17m commitment was discovered in the supplier’s accounts that it stated it had been previously unaware of. The commitment would have impacted cash flows in the third quarter of this year. 

The issuing process was approved by shareholder vote on 1 September

Alongside the share issue, Scout initiated a major restructuring of personnel – laying off 68 of 131 full time workers, including in the company’s Lviv, Ukraine office, leaving just 63 remaining staff.

Bally’s reaches deal with unions over Chicago casino

Bally’s signed the deal with the Chicago & Cook County Building & Construction Trades Council (CCBT) and the AFL-CIO Building and Construction Trades Department. The CCBT is an AFL-CIO affiliated labor organisation, representing 100,000 people from 23 affiliated construction trade organisations.

“BCTC is proud to stand with Bally’s Chicago in this historic building of the first and only casino in the City of Chicago,” said CCBT President Michael Macellaio. “With this agreement, Bally’s shows that it understands the importance of good-paying jobs in our city and the dignity of our hard-working people.”

In May, the City Council of Chicago chose Bally’s to build the city’s sole casino in a competitive bidding process that also included Rush Street Gaming and Hard Rock.

[Read full story on iGB North America]

ICE to showcase leading female esports stars

The team will take on ICE visitors, who can challenge them to a game at the arena.
Shesports Cup co-foudner George Woffenden said the team was excited to take part in such an influential event.
“We are delighted to be invited to be part of the ICE exhibition in February and play in front of such an international audience of industry decision-makers. ICE will be our fifth live broadcast and it’s all geared up to be a really exciting few days of competition.”
The Shesports Cup exists to help provide an opportunity to showcase women in esports. Woffenden noted that that goes beyond just promoting female players, but also included those behind the scenes.
“Co-founder Rachel Stringer had been working in FIFA esports for a number of years and from very early on was aware of the lack of women so decided to do something positive by creating a Women’s-only esports series.
“The aim remains to inspire more female players but also create opportunities for women working in production, photography and social media by bringing tournaments to the world.
“Women looking to get into eSports need to be given a pathway which means having tournaments to participate in and regular interaction with others in order to progress.”
Woffenden went on to say that FIFA made sense as the game to showcase, due to its accessibility to those who may not be regular esports followers.
“FIFA is the most accessible game and it also has the most current female professionals and aspiring professionals,” he said. “EA Sports recognised our vision and helped ensure tournaments are structured and broadcast to the best possible standards. We also enjoy a great relationship with Twitch who help us to host and celebrate our broadcasts on their channels.”
He added, thugh, that the team would also be excited about opportunities to showcase other popular esports titles.
“We would love discussions with Activision, Fortnite, Ubisoft, League of Legends and any others who would like to run an all-female tournament or series to further inspire more female participants in gaming and esports.”

Playing the long game

In August 2021, Penn Entertainment – then known as Penn National Gaming –  announced that it would acquire Canadian sportsbook theScore for $2.0bn (£2.79bn/€2.05bn). The plan was to migrate Penn’s betting products onto a platform created by theScore, which did not yet exist at the time of the deal.

Having worked with Penn since 2019, this deal came as a disappointment to Kambi. From Kambi’s perspective, it was losing a vital client to a platform that had not yet been created. And it certainly didn’t help that the announcement came on the back of the migration of another high-profile client in DraftKings.

The finalisation of Kambi and Penn’s migration agreement comes after a long and arduous road. Although it still signifies Penn’s movement away from Kambi, Nylén believes the conclusion brings peace of mind for both companies.

“The agreement gives both parties clarity and certainty on the future, ensuring the partnership can continue to be a success until the completion of the migration,” he says. “Furthermore, it also provides Kambi with continued revenue until 2024, in addition to the fees set out in the press release.”

Those fees amount to $12.5m for early termination and $15m for other transition services – a sizeable $27.5m in all.

Conditions apply

As per the terms of the deal, the migration of Penn’s online sportsbook is expected to begin in the third quarter of 2023, while the retail sportsbook migration is set for 2024.

While some may prefer to focus on online sportsbook migration, Nylén says that Penn’s retail business makes up a considerable amount of Kambi’s Barstool Sports revenue and brings in excess business to the facilities it resides in.

“On the retail business, many of the numbers are public so it’s fair to say retail makes up a material proportion of the Barstool sportsbook revenue,” says Nylén.

“Around 25 Penn properties now have a Kambi sportsbook and they have been hugely successful, not just inside the sportsbook itself, but in helping drive footfall to other amenities at the resorts.”

Until that final date, though, Kambi will continue to power Penn’s offering, and that may mean powering new launches. Since their partnership began, Penn and Kambi have launched in 15 US states so far. When asked which states might be next, Nylén said it’s not his place to say.

“It’s not for me to announce Penn’s launch plans but what I can say is that they will be among the states preparing to launch in the coming months and where it makes commercial sense for Kambi to support Penn in the absence of its own sportsbook.”

The integration question

We are entering into a more self-sufficient world, where some companies prefer an in-house approach to their product offerings.

In October 2021, Nylén said that Penn faced a “tough task” in attempting to create its own sportsbook platform – the basis of its deal with theScore. One year on, Nylén holds fast to this view.

But at the same time, Kambi has repeatedly stressed that operators will always be looking for certain third-party solutions, if not for an entire sportsbook then maybe for more specific products. That is where the business sees many future opportunities.

“There has been a trend among some of the larger operators to own their own technology, but that doesn’t mean to say they need or want to own all of it,” he says.

“As a prime example, Bet365 recently said they were looking at outsourcing as a method to improve their sportsbook, which I feel is a good indicator for where the industry is headed.”

For Nylén, the choice to outsource elements that can be integrated with existing companies will only increase in popularity, as other operators see success.

“Over time, I believe the proportion of products being outsourced by these vertically integrated companies will only increase, leaning more on high-quality providers such as Kambi to not only improve the quality of their sportsbook, but to increase their efficiency and profitability,” he says.

But this is not to say the quality of the end-to-end sportsbook should be sacrificed. Maintaining Kambi’s standards is of utmost importance to Nylén.

“That said, most operators will still demand a high-quality turnkey solution, so our focus is on continuing to push the boundaries of our full sportsbook offer, while simultaneously making available standalone elements for those looking to raise the standard of their own sportsbook.”

As Kambi’s relationship with Penn ebbs slowly into the ether, a new era of product integration begins – one where shared efforts are of greater preference than solo ventures.

FDJ increases full-year forecasts after revenue growth in Q3

The operator reported growth across both online and land-based channels during the three months to 30 September but highlighted the performance of its retail point-of-sale division in particular.

Point-of-sale stakes in Q3 were up 6.0% year-on-year to €4.30m (£3.72bn/$4.21bn), which FDJ said reflected the network’s return to normal following the pandemic and the “intrinsic momentum” of its games.

FDJ chairwoman and chief executive Stéphane Pallez also noted growth within the digital business, with stakes rising 35.0% to €643.0m, representing 13.0% of total stakes during the quarter.

“The strong momentum recorded by the group at the beginning of the year continued into the third quarter,” Pallez said. “We are particularly pleased with the return of our point-of-sale network to a healthy business dynamic, with quarterly stakes up by 6%. 

“Our digital business continues to attract a growing number of players, almost five million. The good performance expected for the full year reflects the relevance of our strategy, which is based on these two distribution channels, and confirms our long-term responsible growth model.”

Lottery games remained by far the primary source of revenue for FDJ in Q3, with this part of the business generating €478.0m in revenue, up 14.0% on last year.

Draw games stakes were up 17.0% to €1.63bn, helped by a particularly large number of high EuroMillions jackpots above €75.0m during the period. Instant games stakes also increased by 7.0% to €2.38bn, which FDJ put down to the success of marketing initiatives and the launch of new games.

In terms of sports wagering, revenue remained stable at €97.0m, while stakes increased by 9.0% year-on-year. FDJ also noted that revenue from other activities jumped 500.0% from €3.0m to €18.0m but did not go into further detail.

Looking ahead to the remainder of the year, FDJ said that as its performance during Q3 was better than expected, and following growth in the first half, it can increase its forecasts for the full-year.

FDJ also said it expects its sports betting business to benefit from the 2022 Fifa World Cup, which this year will take place during November and December, rather than its traditional summer dates due to hot weather in host nation Qatar.

As such, revenue for the full year is now expected to be 8.0% higher than in 2021, ahead of an initial 5.0% forecast growth. In addition, earnings before interest, tax, depreciation and amortisation is likely to reach 24.0%, up from early guidance of 23.5%.

Meanwhile, Switzerland’s Loterie Romande has selected FDJ Gaming Solutions to port all of its interactive games and provide exclusive online lottery content through its Interactive Factory platform.

Interactive Factory is an open platform that delivers content as a service and supports multiple lottery game logics.

SciPlay brings in Bombassei as new chief financial officer

Due to take on his new roles from 1 December, Bombassei will oversee SciPlay’s financial operations and work with the leadership team and the business units on strategy and driving growth and value creation.

He replaces Daniel O’Quinn, who has been serving as interim CFO since August 2021. Upon Bombassei assuming his roles, O’Quinn will return to leading SciPlay’s finance and accounting teams as vice president of finance.

Bombassei will join SciPlay after 28 years with mass media business Viacom, where he most recently served as senior vice president of investor relations and treasurer.

During his time with Viacom, Bombassei also held a number of other roles including senior vice president of investor relations and vice president of investor relations.

Prior to joining Viacom in 1992, Bombassei spent six years as a consultant for the media and entertainment group at Ernst & Young’s Audit practice.

“I am confident SciPlay is uniquely positioned to lead the industry and drive competitive differentiation,” Bombassei said. “Drawn by the company’s strong culture of collaboration, innovation, and excellence, I see a compelling opportunity to drive significant growth and shareholder value and I look forward to partnering with Josh and the entire team to unlock SciPlay’s full potential.”

SciPlay chief executive Josh Wilson added: “Jim is an accomplished and strategic financial executive with extensive global experience and a demonstrated track record of success across multiple industries. 

“He brings a broad perspective to SciPlay with his keen understanding of the investment community, capital markets and value creation. As we advance on our strategy, Jim is the right leader for SciPlay’s finance organisation.”

GamCare launches online support group for women impacted by gambling

Way Forward, the charity said, will provide a safe and confidential space for women to share their experiences, with each week of the initiative to focus on the impact of different areas of gambling harm.

Online groups will take place on Zoom every Tuesday 11 am-12:30 pm over a period of six weeks, beginning on 18 October. Sessions will be run by trained facilitators specialising in supporting women affected by gambling-related harm.

The first session will introduce the programme and offer an overview of upcoming groups, with the first full session on 1 November to look at understanding gambling addictions and financial implications.

Future groups will focus on attendees taking care of themselves, dealing with any guilt and shame, dealing with both anger and resentment, and having difficult conversations and acceptance.

The latest initiative comes after GamCare last month announced that it was to partner with the Young Gamers and Gamblers Education Trust and Fast Forward to launch a new framework to help educate young people in the UK about gambling harm.

Designed for use in the education sector, the Gambling Education Framework provides a set of evidence-based principles to deliver effective gambling education for anyone who works with young people aged between seven and 24.

The framework can be used across formal and informal settings, including schools, and was established with input from the Gambling Prevention Education Forum, which includes organisations that deliver gambling prevention education or train practitioners to offer this.