Public Gaming International Magazine May June 2023

42 PUBLIC GAMING INTERNATIONAL • MAY/JUNE 2023 consumers. Since 2015, we’ve increased our funding for player protection initiatives by 29%. To date, some of our player protection initiatives include: • Combining the power of data and technology to identify unhealthy play habits and intervene early • Creating a safe environment for players through, for example, self-exclusion registers • Protecting underaged and other vulnerable groups through age veri cation systems, training of POS sta and product design • Educating the general public about problem play through activities such as annual training for employees and information campaigns In addition, our lotteries operate under the World Lottery Association and European Lotteries’ responsible gaming standards. How do you balance this issue against innovation and player experience goals? R. Chvátal: Allwyn never pushes consumers towards certain products, and we operate within a strong data protection framework. Rather than aggressive promotional methods, we use digitally led, innovative products to create a more engaging and interactive gaming experience for all our players. As appealing as the whole recreational experience is, players are not enticed to over-spend. After all, we want the overall experience to be rewarding so the players come back, and over-spending does not contribute to the goal of having large numbers of people playing smaller amounts of money on a more frequent basis. at way, our products enable us to keep lotteries fun, relevant, and sustainable and better protect players by using data to help consumers manage problematic behaviour. Where are some of the real ‘hot spots’ in the Responsible Gaming debate today, and what more can we be doing at an industrylevel to tackle the problem? R. Chvátal: I think two big trends/issues – technology and responsible gaming – are understandably sparking a lot of debate and are going to have a major impact on the future trajectory of the lottery sector. ere is a huge amount that our industry can be doing to anticipate future digital trends and how to harness those consumer and marketdriven trends to further enhance player protection initiatives and standards. At Allwyn, we are constantly reviewing how we can use data and technology to improve e ciency and management of lotteries, enhance player protection and drive innovation. How does your multinational footprint help you share best practices across markets and improve group and individual market performance? R. Chvátal: Allwyn has a strong track record of successfully operating national lotteries across Europe, providing us with a wealth of experience that distinguishes us from our competitors. e experience we have gained from operating in multiple jurisdictions provides us with a wealth of business intelligence, much more than if we operated in just one jurisdiction - no matter how big that jurisdiction is. In all these markets, we have consistently increased contributions to good causes while bringing lotteries into the modern age to make them both safer and more appealing. In the Czech Republic, for instance, we grew national lottery returns for society by almost four-fold and increased participation from 50% to 76%. In Greece, we increased our contribution to local good causes by 82%. And in Austria, we brought new sources of growth to the state lottery and grew digital sales of draw-based games by 80% between 2016 and 2020. All Allwyn-operated lotteries continuously grow – and at faster rates than the market. In the UK, you have just acquired Camelot, operator of the UK National Lottery. How can you ensure a seamless integration of employees in what is one of the biggest mergers that market has seen in decades? R. Chvátal: We are con dent that we have the management resources to provide appropriate oversight to ensure that these two operations are managed successfully. Pre-merger, Allwyn was already a leading lottery operator in Europe. Both the Camelot management team operating e National Lottery under the ird Licence, and the Allwyn management team focusing on transition to the Fourth Licence, will remain focused on their respective roles. Each of these businesses has senior, experienced leadership leading their teams. What can your Camelot LS acquisition bring to the US market based on your success in Europe? R. Chvátal: Allwyn’s success in Europe is built on our understanding of the power of digital technology. I spent many years in the telecom industry where technology has transformed the industry, the marketplace, and the consumer experience. Similarly, there are huge opportunities to bring innovation to the traditional lottery business. We believe in the lottery of the future – one that is focused on innovation, technology, e ciency, and player safety. We want to make a positive contribution to the markets in which we operate and help other businesses to thrive in a competitive environment. at includes supporting other lotteries through our proprietary industry-leading technology like iLottery. Why is the goal of invigorating a broader participation in draw-games so key to the long-term success of lotteries? R. Chvátal: Draw-based games comprise more than 80% of games played across our lottery operations. At Allwyn, we feel strongly that draw-based games are at the heart of the lottery and play an important part in ensuring player safety and contributions to good causes. How important are partnerships with suppliers and other stakeholders to Allwyn’s growth? How do you create positive impact for all? R. Chvátal: Across our operations, Allwyn is consistently ahead of the curve when it comes to new technology and contributing to the communities in which we operate with the help of our talented partners and our own international expertise. We understand our value chain reaches beyond our own businesses and includes our suppliers and agents selling our products and services. We work with these value chain partners to embed responsible business principles by o ering training and recommendations about where improvements could be made. We believe that a sustainable value chain contributes to our objective of “making play On Growing a Trusted, Global Brand and Business continued from page 20