Latest News
Racecourse Media Group results return to pre-Covid levels
Racecourse Media Group (RMG) has revealed its payments to racecourses have returned to pre-Covid levels, with £110m forecast to be paid to its shareholders for 2021.
The payments, earned through racecourses’ media and data rights, are expected to exceed 2019’s pre-Covid payments of £107m, and have been a contributory factor to many racecourses being able to return prize money to its pre-pandemic levels.
RMG is 100% owned by its racecourse shareholders and pays 100% of operating profit back to racecourses. This collective and collaborative ethos has seen RMG’s businesses become the biggest single funder of British horseracing. The 2021 results follow a hugely challenging year in 2020 when, due to the pandemic, RMG payments to racecourses fell by 25.9% on the previous year.
Chairman Roger Lewis said: “I thank and congratulate everyone involved in racing for their herculean efforts in 2021. The RMG racecourses ensured that horseracing continued for a second year in the most demanding of circumstances, which allowed RMG to deliver as great a return as possible for racing. The RMG model was again tested in 2021 and again proved to be resilient and reliable.
“The investment in, and development of, our media assets and new innovative products – such as the Watch & Bet service, ultra-low latency, on-screen timing data, the exploration of in-play opportunities, and enhancements on Racing TV, headlined by the stunning Virtual Studio – aided our recovery.
“These initiatives all contribute to the RMG strategy of attracting more eyes on to our racing which, in turn, drives betting turnover, subscriptions, and sponsorship opportunities in the sport. And this all feeds into the RMG vision of increasing returns to our racecourses for the benefit of the industry.
“The 2021 performance will mean that RMG will have delivered £1bn to racecourses since the start of the business in 2004. This is a testament to our racecourses’ dedication and commitment to working together for the greater good of racing.”
Lewis steps down from his role at the end of 2022 and the search for a new Chairman is underway.
He joined the Board of RMG in 2012 and was appointed Non-Executive Chairman on January 1, 2019. Over a 40-year career in sport, media and business, Lewis has held senior positions at the BBC, ITV, Classic FM, EMI and Decca, and was GCEO of the Welsh Rugby Union for nine years.
Lewis continues as Chair of the Churchill Lines Foundation, a military charity, a Director of Festival UK 2022 and President of the National Museums of Wales. He also sits on The Platinum Jubilee Civic Honours Panel.
He added: “I have thoroughly enjoyed my decade at RMG and have been humbled by the boundless enthusiasm and support that we receive from our shareholder racecourses.
“I am particularly pleased RMG was able to announce last July that our British racecourses agreed a media rights renewal extension until December 31, 2028.
“This was a pivotal moment for British racing. The RMG racecourses have created business clarity and confidence for years to come. The certainty which this landmark, long-term agreement provides is very special for everyone involved in British racing.
“I pay particular tribute to the outstanding leadership of the RMG CEO, Martin Stevenson, who together with his great team of RMG executives navigated this complex and detailed process with rigour, patience and clear focus and who continue to lead the business with dynamism.
“I have been very fortunate to have worked alongside an outstanding Board of Directors and I sincerely thank them for their friendship, help and support and their incredible insight into the business.”
The business is aiming to exceed 2021’s forecast payments of £110m for the year ahead.
Lewis continued: “RMG can now look forward to serving its shareholder racecourses, which, in turn, benefits the sport of racing for the foreseeable future.
“The unity of purpose which the RMG racecourses have created over the past 18 years, to build an evolving yet sustainable and secure financial business, is a rare and precious thing. It has been a privilege and an honour to have served racing for the past ten years. It’s been one hell of a ride!”
Martin Stevenson, CEO of RMG, paid tribute to Lewis, saying: “I would like to pay tribute to Roger, who during his tenure as first Board member and then Chairman, has been instrumental in the development and success of RMG and its businesses over the last decade.
“In particular, Roger has helped steer RMG through the pandemic, and all the huge challenges it presented, to the point where the business is now producing results, which were on a par with pre-covid payments to racecourses. That is a terrific outcome.
“I thank Roger for his leadership and friendship and for all that he has done for horseracing. We wish him all the best for the future once his tenure comes to its conclusion at the end of the year.”
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Latest News
WinSpirit Redesigns VIP Experience to Drive Retention and Long-Term Player Value
Player loyalty is evolving — and so is WinSpirit’s approach. They’ve unveiled a fully redesigned VIP program, merging loyalty mechanics and exclusive rewards into one clear, gamified journey. The goal? Drive deeper engagement, long-term satisfaction, and higher lifetime player value (LTV) through transparency and simplicity.
This combination of permanent progression and time-limited campaigns positions WinSpirit’s VIP Club as a modern retention tool — one designed to reduce churn while giving players a clearer sense of achievement.
Data-Driven Response
The updated VIP model is a direct response to user behavior and feedback. WinSpirit observed that, for some users, the previous program might have been a little complex — primarily due to separated loyalty levels and the pressure of maintaining temporary statuses. So the brand decided to simplify the progression path.
“We consistently listen to our players, and their desire to retain earned progress was clear,” said a WinSpirit representative. “This redesign is our commitment to them—we’re replacing complexity with simplicity, ensuring every player feels valued and their long-term journey is rewarding.”
How the New VIP Club Works
The redesigned VIP Club merges lifetime progress with seasonal engagement to create a system that rewards both consistency and activity. Players unlock a permanent VIP status that never resets — a key benefit that builds trust and long-term motivation.
On top of this, rotating seasonal levels introduce fresh challenges and time-limited bonuses that keep engagement high. Even when players take a break, their status stays — removing pressure and encouraging steady play.
All progression and rewards are tracked in a centralized VIP dashboard, giving players full visibility and control without the need to contact support. This clarity minimizes friction and churn.
Seasonality as a Strategic Engagement
WinSpirit’s new format introduces quarterly campaigns, each with a dedicated theme and bonus structure. The current activation, Flame of Thrill, designed to re-ignite player motivation during autumn campaigns, features:
- Increased cashback tiers and deposit insurance
- Personalized bonuses and access to exclusive promotions
- Limited seasonal rewards and much more
Even for long-term players, these rotating seasons bring something new — keeping the program exciting well beyond the first few tiers.
Why It Matters for Business
From a business perspective, the redesigned VIP Club introduces several measurable advantages:
- Increased retention (reduced status loss anxiety).
- Higher LTV (steady progression over time).
- More consistent activity (recurring seasonal goals).
- Fewer negative touchpoints (clear rules).
The introduction of a permanent VIP threshold (VIP Iron) creates a strong psychological anchor for re-engagement — aligning well with known gamification strategies in product design.
Overall, WinSpirit’s transformation reflects a broader commitment to listening to players. The brand is shifting toward a more sustainable model that fosters long-term relationships through clarity, fairness, and flexible progression. It’s a big step toward a smarter, player-first future — where loyalty is truly rewarded, and progress never goes unnoticed.
Canada
Group from Ts’elxwéyeqw Tribe and Great Canadian Entertainment Announce Agreement for the Acquisition of Elements Casino Chilliwack
Great Canadian Entertainment and a consortium group of certain communities from the Ts’elxwéyeqw Tribe, through an entity affiliated with Ts’elxwéyeqw Tribe Management Ltd. (the “Ts’elxwéyeqw Group”), announced that on November 7th, 2025, they entered into a definitive agreement for the purchase by the Ts’elxwéyeqw Group from Great Canadian Entertainment of Elements Casino Chilliwack, one of the premier gaming and entertainment destinations in the Fraser Valley region of British Columbia.
The Ts’elxwéyeqw Tribe constitute seven First Nation communities and are the First People of the Chilliwack River watershed. The transaction represents a transformational milestone for the communities within the Ts’elxwéyeqw Group.
Elements Casino Chilliwack serves guests across the Fraser Valley and is Chilliwack’s top destination for gaming and entertainment, featuring over 300 slots, live and electronic table games, bingo, dining, live entertainment and more.
The closing of the transaction remains subject to customary closing conditions and the receipt of regulatory and other approvals. Under the terms of the definitive agreement, Great Canadian Entertainment will continue to provide transitional services and support to the Ts’elxwéyeqw Group for a period following closing.
“This purchase marks an exciting milestone for our Nations and for the entire territory. By coming together in partnership, we are not only investing in a strong business opportunity, but also in the future of our people. The revenues generated through this acquisition will help strengthen our communities, create new opportunities, and ensure our Nations continue to play a leading role in the local economy. Additionally, we believe that local community-based ownership of Elements Casino Chilliwack will further strengthen the broader Fraser Valley community and economy. It’s a proud moment that reflects how Indigenous leadership and collaboration can build a stronger, more inclusive future for everyone,” said Chief David Jimmie, Chief of Squiala First Nation and President of Ts’elxwéyeqw Tribe Management Ltd.
“We are very excited to have entered into this agreement with the Ts’elxwéyeqw Group. We have had the privilege of being part of the Chilliwack community since we opened Elements Casino Chilliwack in 2012, and we believe that under the Ts’elxwéyeqw Group’s stewardship, the business will begin an exciting new chapter. For the team members and guests of Elements Casino Chilliwack, and the local community, we can think of no better owner for the business. We look forward to the closing and then working with the Ts’elxwéyeqw Group team during the transition period,” said Matt Anfinson, CEO of Great Canadian Entertainment.
McCarthy Tétrault LLP is acting as legal advisor and KPMG Corporate Finance Inc. is acting as financial advisor to the Ts’elxwéyeqw Group. McMillan LLP is acting as legal advisor to Great Canadian Entertainment.
The post Group from Ts’elxwéyeqw Tribe and Great Canadian Entertainment Announce Agreement for the Acquisition of Elements Casino Chilliwack appeared first on Americas iGaming & Sports Betting News.
Australia
SkyCity Announces Renewal of Queenstown Casino Licence
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SkyCity Entertainment Group Limited confirmed that the New Zealand Gambling Commission has granted SkyCity Queenstown Limited with a renewal of its casino venue licence for a further 15 years from 7 December 2025, pursuant to section 134 of the Gambling Act 2003.
SkyCity Chief Executive Officer, Jason Walbridge, said: “We’re delighted with this outcome. We look forward to continuing to play our part in Queenstown’s fantastic range of entertainment for both locals and visitors.”
The post SkyCity Announces Renewal of Queenstown Casino Licence appeared first on European Gaming Industry News.
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