Mr. Chuck Keeling

Vice President, Stakeholder Relations and Responsible Gambling

Great Canadian Gaming Corporation

Integration and Importance of

Responsible Gaming Practices

at the Casino Operator Level

Who We Are

• BC-based company founded in 1982

• 4600 employees in 4 jurisdictions

• 16 properties - 10 casinos, hotel resort, theatres, 4 racetracks, 3 CGC’s

• Fundamentally, a service provider to our Crown agents in BC, Nova Scotia

Corporate RG Department

Responsible for

• Policy development

• Operational support

• Training

• Marketing oversight

• Compliance

• RG Integration

What We Really Are …

GCGCOperations

GC RG Dept.

ProvincialRegulators

Offered RG ProgramsRG Features BC Nova Scotia Racetrack Venues in Ontario Washington State

RG Policies and Procedures ✔ ✔ In progress In progress

VSE ✔ ✔ Guests are referred to OLG’s VSE program

Not currently

Employee Training ✔ ✔ In progress ✔Responsible Gaming Kiosks, Information Centres and Advisors ✔ ✔ Guests are referred to OLG kiosks

and centresNo

RG Literature ✔ ✔ Some materials available ✔Problem Gaming Help Line Assistance ✔ ✔ ✔ ✔

Marketing Standards ✔ ✔ Not currently Not currently

Involvement and Awareness ✔ ✔ ✔ ✔

RG Check Accreditation ✔ In progress Not applicable No

Appropriate Service of Alcohol ✔ ✔ ✔ ✔

RG Check Accreditation

• Accreditation program created by the Responsible Gambling Council (RGC)

• Standards provide independent benchmarks for the content, quality and breadth of RG programs delivered by gaming providers

Our Fundamental Objective…

• To develop a company-based RG strategy that is over and above the mandated minimum directed by the provincial Crown agents.

• Drive RG engagement at the site and community level by supporting company generated education, promotions and events.

Incremental Tactics

• RG Site Committees

• Policy and Guide

• RG Training for non-gaming staff

• Employee Campaign

• RG Day at each GC location

• RG Check Recommendations

Employee Survey Takeaways

• 59% of GC employees (who participated in the survey) believe RG is ‘very important’ to their particular role/position

• 85% of GC employees rate their understanding of problem gambling signs as 'very good’ and ‘good’

• 70% of GC employees feel ‘very comfortable’ and ‘comfortable’when responding to a guest who expresses concerns about their gambling.

• 60% of GC employees feel ‘very comfortable’ and ‘comfortable’ about responding to a guest who is angry or upset about how much they lost.

Employee Survey Takeaways

“What would be helpful to enhance your knowledge of responsible gaming?”

• Having a one-on-one session with the GameSenseAdvisor (Site RG Advisors) at least once a year

• More training and hands on practice related to difficult conversations with guests

Employee Survey Takeaways

• Conflict resolution tactics related to angry/upset customers

• More frequent training - help “fill in the gaps”

• Information related to the success of the RG programs and the recovery process

External Stakeholder Survey Findings –Non-Customer• Acknowledge problem gambling - be honest and transparent

• Share how GCGC is addressing the problem but not make it the focus

“People have the right to choose to gamble or not”

“Be a leader in addressing community concern

around responsible gambling”

External Stakeholder Survey Findings –Non-Customer• Address the credibility gap around problem gambling in the industry

and public perception that problem gamblers are casinos’ best customers

• It is better to take a collaborative approach with government to address the issue

“The self-exclusion program exists but is spectacularly unsuccessful”

“It has to be a genuine concern versus pretending and doing as little as one can”

External Stakeholder Survey Findings –Customer• Customers were clear on their sentiment- they recognize

programs and resources are available

• They expect casinos to operate responsibly

• Mandatory ID’ing when entering casino:

• More frequent guests were dismissive

• Less frequent/younger guests expressed similar reservations

“The intention is admirable but the implementation is tricky”

Voluntary Self-Exclusion

• In 2014, one of GC’s BC sites had 348 VSE applications

• VSE applications with a GSA- 144; without a GSA- 182

• 802 violations

• LPR’s assisted in stopping 155 VSE violators from entering the property

• Ikiosks (ID swipe for guests 30 and under) stopped 119 VSE violators

Voluntary Self-Exclusion Observations

• LPR is an operational asset that provides good detection support for staff

• Lack of breaching consequences a key issue

• Staff want to understand and know what happens to VSE’s in terms of improvement and treatment

• It only works when there is a will to comply; despite the breaches, we believe they represent the minority

Key Learnings & Observations

• We realize RG continues to evolve - we want RG to be part of our corporate culture

• We recognize we are not the experts - we will continue to learn from Crown partners and industry best practices

• Focus on an outcome-based approach

• Encourage training opportunities for employees

• Want to work with Crown partners to enhance/improve the VSE process

Key Learnings & Observations

• Importance of problem gambling as a health issue

• Industry needs to stress the importance and benefits of RGC

• Operators have a role with program/policy development

Why This Matters

• We need to build our business with a long term focus that includes healthy players/customers

• Industry’s reputation and social license depends on operating responsibly

• Our staff have told us that they see RG as important part of the customer service they can provide

• It is the right thing do to

Q&A

Thank You

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