14 PUBLIC GAMING INTERNATIONAL • JANUARY/FEBRUARY 2024 I think AI will do the same, probably even more so. Let’s just make sure we are not overwhelmed by our own inventions. The very first sentence of the EL Strategic Outline Overview vision statement is “United in diversity, EL will be recognized as an association of responsible and successful members making the most positive social impact.” R. Girandon: It is time for us to think carefully about how to evolve our sector to adapt to changes and stay aligned with the mission to serve society and stakeholders of lotteries. We need to identify our strengths and values as well as services we perform for society in order to forge the best pathway forward. While some of the questions we face may not have black-andwhite answers, we need to be decisive and principled in our resolve to stay true to our mission to serve society. The business models and strategies of EL members and associate members are incredibly diverse. We operate within different public policy and regulatory frameworks; we have different languages, different cultures, different game portfolios, different operating and distribution models, etc. etc. But we are united in our mission to make the most positive impact on society. We all share a common heritage of operational integrity and transparency as we provide responsible games for public good. Our Strategic Outline guides and empowers our action-plans to build on and continue our success, delivering value to our stakeholders and society for many years to come. The second thing we notice in the Strategic Outline is less focus on regulatory and public policy issues and more a call-to-action in support of values like sustainability, integrity, and service to society. R. Girandon: We want to focus on areas which we can directly and materially impact. We will still do everything we can, so that relevant EU and European decision makers understand the role of lotteries in Europe as well as their heritage; and also, that they provide a regulatory framework that enables us to achieve our mission. We still do expect the European Court of Justice to enforce the laws that prohibit illegal and irresponsible online gambling. We continue to establish and fight to uphold the highest standards across Europe. The EL Strategic Outline does state our goal to continue to influence the debate about how the sector should be regulated to serve society and prevent illegality as well as any socially harmful practices. At the same time, we recognize the limitations of our control over external factors like the actions of the EU Commission and ECJ as well as individual EU member and non-member countries. When it comes to the EL strategic plans, our attention is focused on the things we can do to impact and shape the future of the sector in a positive way. We feel that this is a time when it is more important than ever to channel our energies and resources in the most productive ways possible. That calls for a clarity of who we are and what we stand for; and a purpose statement that is more action-oriented than aspirational. I should point out that our 5-word headline, For the Benefit of Society, continues to represent our most foundational mission statement. Our transition towards this focus on action-based values has actually been years in the making. The current Strategic Outline is a living document with a 2-year timeline to enable ongoing revisions. We are prepared to evolve our action-plans to keep up with a world that is changing at a faster rate than ever; while staying clear and true to our core values. The notion of a government lottery that is focused on lottery gaming with margins that are protected by the government in order to maximize funding for good causes … is that gone, no longer a relevant notion? R. Girandon: Lottery has always had a special role in society. According to the original Treaty on European Union, the founders wanted to strengthen the solidarity between their peoples while respecting the history, culture, and traditions of each member state. EL continues to advocate for preservation of those principles on the political and judicial international level and, where requested by the member lottery, at the national level. In order to be effective in our advocacy role, our message needs to reflect a recognition for how the political climate is changing, and how that affects the real world of regulatory actions. For instance, I have not heard the term “government lottery” in Europe for many years. Ownership structures have changed so that organizations and performing lotteries including sports betting and other games of chance, are operated by either the states, various public entities, or commercial companies. Regardless of whether the lottery operator is held by private, public, or state shareholders they still have to be operated For the Benefit of Society. That is all that is important for us. In spite of their diversity, the members of EL are all dedicated to service to society. Maximizing funding for good causes is just one side of the equation. Protecting the players and implementing responsible and sustainable practices are just as important. Generating funds by doing harm to society would still be bad even if you shared some of the funds for good causes. The impetus to align with the values of the EL has less to do with ownership than with the governance that determines corporate culture and mission. EL stands shoulder to shoulder with those whose corporate culture and actions align for the purpose of serving society in all those aspects. We notice that gaming operators which historically have not respected the laws of each EU member state are now wanting to become legitimate and get licensed to operate properly within the laws of every state where they operate. Does EL welcome them as members? R. Girandon: Not automatically, no. EL is not just about respecting the laws. That is a minimum baseline standard that does not begin to meet the value system represented by the membership of EL. We are about embracing a set of values that support a mission to protect the consumer and serve society. For that value to be genuinely embraced, it can’t be based on a business We are prepared to evolve our action-plans to keep up with a world that is changing at a faster rate than ever; while staying clear and true to our core values.” Continued on page 32
RkJQdWJsaXNoZXIy NTg4MTM=