INSIGHT EUROPEAN CASINO ASSOCIATION
vice versa, online can only exist in conjunction with an A-licence land-based casino. It is a symbiotic relationship - one cannot exist without the other.
Should the ECA open its membership to online casino operators?
As aforementioned, I believe that the ECA’s primary objective should be dedicated to tackling the issues of land- based casinos, and to achieve that goal, strategic alliances with other players in the industry should be contemplated.
Te time where the online gaming business was perceived as a distinct enemy of the land-based operations is now history. Te enemies are now the illegal operators.
We are a complementary business with 60-70 per cent of land-based casinos now offering online gaming, either through their own proprietary brands or in cooperation with an online group. Although I do recognise that the businesses are different, I repeat that we must focus on common goals and work together to find solutions.
Fundamentally, we need to retain that we are an organisation of land-based casinos. Online companies have associations of their own. Both associations should collaborate.
Has Covid destroyed CapEx to the extent that European casinos are now the poor cousins of the global industry?
We were closed for eight months in 2020, but what really surprised us was the volume of people that returned when we reopened. We didn’t bounce back to pre- Covid levels, especially in terms of table games. However, slots and electronic gaming revenue immediately rebounded. Tat said, I think there is a lot of nervousness around the Fourth Wave of Covid, as surviving multiple waves creates ongoing uncertainty.
Capex depends on the future expectations of the investor. It is difficult to say what will happen next with the pandemic as we’re shooting at a moving target. However, we refurbished the casino during the lockdown periods, welcoming back clients to a refreshed environment.
Te shopping list for ICE has undoubtedly changed and evolved. Slots have become the most important element within our casino. In 2004, when slots were introduced into Belgium’s casinos, the
We are a complementary business with 60-70 per cent of land-based casinos now
offering online gaming, either through their own proprietary
brands or in cooperation with an online group. Although I do
recognise that the businesses are different, we must focus on common goals and work together to find solutions.
machines immediately drew 30 to 40 per cent share of the revenue. Today, that’s now 70 per cent with 30 per cent table gaming - except in Casino Brussels, where table games continue to be very important. So, we will be looking primarily at the new slot technology at the ICE show later this year.
We will also change to a new registration system for the casino as our current solution comes to the end of its natural life. We will need to adopt a new, localised solution, as the system needs to specifically adapt to the requirements of Belgian regulations.
Has the traditional land-based player accepted and incorporated online into their playing habits play during the pandemic?
It was an inevitability that was accelerated by Covid. It worked as a catalyst to speed the adoption of online play by land-based players. Fundamentally, I am the managing director of a land-based casino,
We were closed for eight months in 2020, but what really surprised us was the volume of people that returned when we reopened. We didn’t bounce back to pre-Covid levels, especially in terms of table games. However, slots and electronic gaming revenue immediately rebounded.
not an online casino. I want players to visit my location, however, if they are going to play online then we guide them to Unibet. Likewise, if Kindred (Unibet) wants to reward its online players with an offline experience, they will send them to Casino Blankenberge.
How positive are you right now about the future of casinos in Europe?
We have seen an important rebound of business after the first and second lockdowns, however, the fourth Corona wave and rising energy prices and inflation are now the biggest threats to the business.
One very positive aspect is that we didn’t witness an outflow of people, as the Belgian furlough system guaranteed 70 per cent of salaries. As a result, we didn’t lose any colleagues during the pandemic.
The change in ownership of Blankenberge Casino into the hands of online operator Kindred - is this as a result of Covid, the shift of power towards online gaming or a natural progression of the industry? And what's changing as a result of the new ownership?
We are still in the process of integrating within the Kindred Group. Tis is a smooth process with a great sense of respect from Kindred for our own identity. Our previous shareholder, the Rank Group, was severely hit by Covid, which will have influenced the decision to sell the business in Belgium.
Kindred is a dynamic and inclusive corporation with an entrepreneurial spirit and is very focused on compliance matters, such as responsible gaming, AML and GDPR issues.
Trough synergy meetings with the online department, we explore ways in which we can collaborate in both environments and explore future marketing tools we can implement.
Te acquisition by Kindred was very well perceived by our staff and other stakeholders. Kindred is a strategic partner that wants to secure its online casino interest in Belgium as opposed to an equity partner buying the casino with a view to selling in three/five years for profit.
Kindred is here to stay, and we hope to contribute to their business development within Belgium.
P36 WIRE / PULSE / INSIGHT / REPORTS
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