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GROUPE PARTOUCHE: Turnover 2nd quarter: € 89.1 M – Good upturn in the activity at the end of the quarter
Groupe Partouche, one of the European gaming leaders, published today its consolidated turnover for the 2nd quarter of 2022 (February 2022 – April 2022)
As a preamble, let it be reminded that during the 2nd quarter of the previous financial year “2021” (February 2021 to April 2021), all French casinos were closed under the general measures taken by the Government to deal with the Covid-19 pandemic. Abroad, the casino in Ostend (Belgium) also remained closed. The Swiss casinos of Meyrin and Crans-Montana were able to welcome again their customers with no curfew, as from 19th April 2021, but while respecting health constraints. The Djerba casino (Tunisia) remained open but constrained by a curfew starting at 10 p.m. Swiss online games, deployed on 16th November 2020, and Belgian online games and betting were active throughout the quarter.
All casinos are open during the 2nd quarter of the year under review (February 2022 to April 2022), but continue to suffer from the health constraints in place, which affect their attendance:
- In France, the “vaccination pass”, introduced on 24th January 2022, remained in force until 13th March 2022 included, limiting customers’ access to the casinos;
While attendance is thus down (-19.7%) compared to the 2nd quarter of 2019 (February 2019 to April 2019, last period excluding the Covid crisis), the average basket increased by +20.8% to € 89 on the same period (with a French GGR down -4.0%). It should be noted that the drop in attendance has eased since the lifting of the vaccination pass (-13.7% between 14th March and 30th April 2022 compared to the same period in 2019).
- In Switzerland, the presentation of the “vaccination pass” has been lifted as from 17th February 2022.
In addition, the 2nd quarter 2022 takes into account the scope effects especially related to:
- the disposal on 31st January 2022 of the stake held in the Crans-Montana casino (GGR of € 3.3 M in the 2nd quarter of 2019, the casino being closed in Q2 2020 and for most of Q2 2021),
- the cessation of the online games and betting in Belgium and of the management of the Ostend casino since 29th July 2021 (during the 2nd quarter of 2021, the GGR in Belgium amounted to € 22.8 M and to € 11.5 M in the 2nd quarter of 2020).
Turnover 2nd quarter 2022: € 89.1 M
Taking into account the aforementioned items, the Gross Gaming Revenue (GGR) stands at € 148.2 M during the 2nd quarter of 2022 compared to € 25.1 M in 2021. Particularly, the ramping up of the Swiss online games whose GGR amounts to € 3.3 M compared to € 1.1 M in the 2nd quarter of 2021, should be noted. After levies, the Net Gaming Revenue (NGR) triples to € 70.8 M (compared to €22.0 M in N-1).
Overall, revenue for the 2nd quarter 2022 amounts to € 89.1 M, compared to € 23.6 m in 2021 (x3.8) and € 105.3m in 2019, down -15.4 %. Off-gaming activity generates revenue of € 18.7 M compared to € 1.6 M in N-1 (x11.7) and € 22.2 M in 2019, due to the reopening of all of the Group’s activities.
Overall, at a constant scope, the turnover for the 2nd quarter 2022 records a limited decline of -6.2% compared to the comparable period of 2019 pre-Covid.
Turnover 1st half-year 2022: € 187.2 M (compared to € 47.2 M in 2021)
At the end of April, the aggregate turnover for 6 months quadruples and amounts to € 187.2 M, with a tripled Net Gaming Revenue amounting to € 153.4 M, in a dynamic climate of business development initiated since the end of the constraints linked to the vaccination pass. Overall, at constant scope, revenue for the 1st half of 2022 is down -8.5% compared to the same period of 2019 pre-Covid.
End of renovation works in Hyères
After a long period of refurbishment, largely disrupted by the Covid-19 pandemic, the Hyères casino reopened in its entirety on Wednesday 15th April. The games room has been completely redesigned and now covers 1,500 m². The outdoor terrace, equipped with slot machines and an electronic roulette, contributes to the comfort of the players. Upstairs, a restaurant with a hundred seats, including private spaces, has been created. A new entrance, distinct from that of the casino, has been specifically created for the adjoining theatre hall.
Responsible gaming
In April 2022, the National Gaming Authority (ANJ – www.anj.fr) validated Groupe Partouche’s 2022 action plan “Prevention of excessive or pathological and underage gambling”, highlighting in particular the ambition and the quality of its content, associated with the innovation of specific devices.
The Group’s prevention policy, as a committed player in the fight against excessive gambling, aims to ensure that gaming remains an entertainment and that our customers today are our customers tomorrow.
This quality support is an integral part of our mission. Each of our employees contributes to its success, through its involvement, through the dedicated training courses developed internally and through the many tools made available.
Sustainability-linked loan
In February, Groupe Partouche signed its very first sustainability-linked loan with Arkéa Banque. The applicable interest rate is adjustable downwards (and upwards within the limit of the initial rate) according to an extra-financial score established by an extra-financial analysis and consulting agency, EthiFinance. The criteria are broken down into three themes: environment, social and governance. Groupe Partouche is firmly rooted in its SER (social & environmental responsibility) approach.
Upcoming events:
Income 1st quarter: Tuesday 28th June 2022, after stock market closing
3rd quarter financial information: Tuesday 13th September 2022, after stock market closing
Groupe Partouche was established in 1973 and has grown to become one of the market leaders in Europe in its business sector. Listed on the stock exchange, it operates casinos, a gaming club, hotels, restaurants, spas and golf courses. The Group operates 42 casinos and employs nearly 3,900 people. It is well known for innovating and testing the games of tomorrow, which allows it to be confident about its future, while aiming to strengthen its leading position and continue to enhance its profitability. Groupe Partouche was floated on the stock exchange in 1995, and is listed on Euronext Paris, Compartment B. ISIN: FR0012612646 – Reuters: PARP.PA – Bloomberg: PARP:FP
ANNEX
1- Consolidated turnover
In €M | 2022 | 2021 | Variation 2022/2021 | 2019 |
1st quarter | 98.1 | 23.5 | x4.2 | 116.6 |
2nd quarter | 89.1 | 23.6 | x3.8 | 105.3 |
Total consolidated turnover | 187.2 | 47.2 | x4.0 | 221.9 |
Variation constant scope vs 2019 | –8.5% |
2- Construction of consolidated turnover
2.1 – 2nd quarter
In €M | 2022 | 2021 | Variation 2022/2021 | 2019 |
Gross Gaming Revenue (GGR) | 148.2 | 25.1 | x5.9 | 168.1 |
Levies | -77.4 | -3.1 | x24.6 | -84.3 |
Net Gaming Revenue (NGR) | 70.8 | 22.0 | x3.2 | 83.8 |
Turnover excluding NGR | 18.7 | 1.6 | x11.4 | 22.2 |
Fidelity Programme | -0.5 | 0.0 | -0.8 | |
Total consolidated turnover | 89.1 | 23.6 | x3.8 | 105.3 |
2.2 – Aggregate 6 months
In €M | 2022 | 2021 | Variation 2022/2021 | 2019 |
Gross Gaming Revenue (GGR) | 290.0 | 50.0 | x5.8 | 329.4 |
Levies | -136.6 | -5.8 | x23.7 | -150.0 |
Net Gaming Revenue (NGR) | 153.4 | 44.3 | x3.5 | 179.4 |
Turnover excluding NGR | 35.2 | 2.9 | x12.2 | 44.2 |
Fidelity Programme | -1.4 | 0.0 | -1.6 | |
Total consolidated turnover | 187.2 | 47.2 | x4.0 | 221.9 |
3- Breakdown of consolidated turnover by activity
3.1 – 2nd quarter
In €M | 2022 | 2021 | Variation 2022/2021 | 2019 |
Casinos | 81.6 | 12.4 | x6.6 | 96.4 |
Hotels * | 5.1 | 0.3 | x16.4 | 1.6 |
Other | 2.4 | 10.9 | -78.0% | 7.2 |
Total consolidated turnover | 89.1 | 23.6 | x3.8 | 105.3 |
3.2 – Aggregate 6 months
In M€ | 2022 | 2021 | Variation 2022/2021 | 2019 |
Casinos | 173.5 | 24.5 | x7.1 | 205.5 |
Hotels * | 9.0 | 0.5 | x17.4 | 2.8 |
Other | 4.7 | 22.2 | -78.7% | 13.5 |
Total consolidated turnover | 187.2 | 47.2 | x4.0 | 221.9 |
* Since 01/10/2021, the revenues of the St Amand, Forges and Divonne hotels have been moved to the Hotels activity from the Casinos activity for the first two and from the Other activity for Divonne.
4– Glossary
The “Gross Gaming Revenue” corresponds to the sum of the various operated games, after deduction of the payment of the winnings to the players. This amount is debited of the “levies” (i.e. State tax, the city halls tax, CSG, CRDS). The «Gross Gaming Revenue» after deduction of the levies, becomes the “Net Gaming Revenue “, a component of the turnover.
eSports
Akhil Sarin CMO at Easygo named as key note at ICE Esports Conference
Clarion Gaming has confirmed that Akhil Sarin CMO at Easygo, the technology powerhouse behind the success of global brands Stake and Kick will headline the Esports & Games Conference (EGC) taking place on 21 January as part of the ICE Barcelona experience. As a key member of the executive team, Akhil Sarin has been instrumental in securing the high-profile partnerships that have accelerated Stake’s growth, including the Stake F1 team, UFC, Drake, and Premier League Everton FC.
Through these strategic alliances he has amplified Stake’s brand presence at the same time as creating unique, immersive player experiences, in the process setting new industry benchmarks.
Announcing the high profile speaker Will Harding, Head of Esports at Clarion Gaming said: “Securing Akhil Sarin as EGC key note at ICE Barcelona represents a remarkable opportunity for our attendees to gain invaluable insight into cutting-edge strategies in digital and influencer marketing .
“Akhil’s expertise with Stake and Kick.com embodies the forward-thinking, innovative approach that defines the digital marketing landscapes. His participation underscores the calibre of knowledge-sharing that we are committed to delivering at ICE and he is sure to both inspire our attendees and elevate their strategic perspective.”
Looking ahead to ICE Barcelona, Akhil Sarin stated: “Collaborating with Clarion Gaming at ICE Barcelona is an exciting opportunity to showcase Stake’s journey and continued focus on bold partnerships and creative marketing strategies that resonate with audiences.”
He added “The EGC is a vital platform for exchanging transformative ideas and shaping the future of gaming and entertainment. I look forward to discussing Stake’s vision and collaborating with industry leaders to inspire growth and innovation across the sector.”
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Lucky Jane returns to explore ancient Egypt in 1spin4win’s Lucky Jane in Egypt Win Spins
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From Entry-Level Candidates to Team Leads in a Year — How We Trained and Developed Affiliate Managers at Betmen Affiliates
My name is Margarita, and I am the Director of the Betmen Affiliates program. We launched 1.5 years ago with just 10 active partners. Finding the perfect candidate for an affiliate manager role proved challenging—being such a specialised area, I reasoned that it was much better to train on the job. Therefore, after a short while running interviews, we hired two affiliate managers one of whom had no sales experience and the other who had no experience in traffic arbitrage. It was imperative to us that we hire driven, resourceful, hard-workers; it’s people like these who can launch a new brand almost from scratch and who easily understand that hitting targets sometimes means putting in more than the standard nine-to-six effort—sometimes working longer, sometimes harder.
How We Developed Two Entry-Level Affiliate Managers into Team Leads
How to Train Affiliate Managers: My Case Study
At first, both of my employees brought in very few partners, so I had to transfer some of my own over to them. At the same time, I demonstrated all the steps of partner contact. We began attending events together. Both Alex and Michael quickly took on all my recommendations, improved their skills, and eventually closed many successful deals.
An affiliate manager worth his or her salt must be able to sell the product and influence affiliates to promote it at our offered rate, promote our many payment options, and talk about conversions.
From Affiliate Managers to Team Leads
By the time we needed a team lead, we had formed a close-knit team. Even though I interviewed several candidates for the position, hiring externally did not feel right. The ideal person for the role needed to have strong managerial skills as well as be able to connect with myself and my team. Michael and Alex both recommended each other for the role. I took both their recommendations on and promoted them both to the position. Both Alex and Michael had already proven themselves, were loyal, trust-worthy and hard-working, and always driven to meet their goals
Conclusion: Why Should You Take a Chance on Newcomers?
I hired employees with almost no experience and I have no regrets. I now have a unique team that can deliver amazing results: in just a year and a half, we’ve increased the number of FTDs by 70 times and are steadily moving towards 80,000 monthly deposits. Here are the key takeaways from their stories:
→ A candidate’s enthusiasm is more important than relevant experience. You can teach anyone anything but you can’t spark passion in them. A future manager must be passionate about the work and strive for growth.
→ An employee who grows within the company is highly loyal to their lead and the project. Having moved from a regular manager to a team lead, they are able to train new hires because they know the role inside out. The team will respect leaders who were once in their position.
→ People who love their work drive the brand forward and achieve the best results. They focus not on working hours or weekdays but on the goals they need to accomplish.
I love my employees and am proud of them. I believe we are one of the strongest, most united, and professional teams in the industry.
To learn more about our organization and the remarkable growth of our team, we invite you to read the full article available here. It provides detailed insights into our journey, values, and achievements.
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