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INTERNATIONAL GAME TECHNOLOGY PLC REPORTS SECOND QUARTER 2022 RESULTS
- Revenue of $1.02 billion, down 2% as reported and up 3% at constant currency, led by 23% growth in Global Gaming
- Operating income of $228 million; operating income margin of 22% at high end of outlook on substantial increase in Global Gaming profitability and resilience in Global Lottery margin
- Adjusted EBITDA of $409 million, in line with prior year’s record level at constant currency as Global Gaming performance offsets Lottery discrete benefits in the prior year; 40% adjusted EBITDA margin remains among the highest in Company history
- Recognized a non-operating expense of $150 million representing the probable loss associated with legal proceedings related to Double Down Interactive LLC and its social gaming business sold in 2017
- Diluted EPS from continuing operations of $(0.02); Adjusted diluted EPS from continuing operations of $0.57, up 78% from the prior year
- Compelling shareholder returns with $135 million deployed for cash dividends and share repurchases year-to-date
- Tightening full-year 2022 revenue outlook to reflect currency movements and perimeter impact from previously announced divestiture; reconfirming operating income margin outlook as fundamentals remain strong
International Game Technology PLC reported financial results for the second quarter ended June 30, 2022. Today, at 8:00 a.m. EDT, management will host a conference call and webcast to present the results; access details are provided below.
“Strong customer and player demand for IGT’s products and solutions drove some of our strongest profit results ever in the second quarter and first half of the year,” said Vince Sadusky, CEO of IGT. “Our business profile is supported by significant recurring revenue streams backed by long-term contracts and resilient end markets, providing a solid foundation on which to grow. We are laser focused on executing our strategic objectives and creating compelling value for our stakeholders.”
“Our first half results set us firmly on the path to achieving our 2022 financial targets,” said Max Chiara, CFO of IGT. “Rigor on costs and incremental revenue opportunities allow us to maintain our full-year operating income margin outlook despite unfavorable currency movements and macroeconomic challenges. At the same time, we are returning significant capital to shareholders via dividends and share repurchases.”
Overview of Consolidated Second Quarter 2022 Results
|
Quarter Ended |
Y/Y |
Constant |
|||
|
All amounts from continuing operations |
June 30, |
||||
|
2022 |
2021 |
||||
|
($ in millions) |
|||||
|
GAAP Financials: |
|||||
|
Revenue |
|||||
|
Global Lottery |
648 |
725 |
(11) % |
(4) % |
|
|
Global Gaming |
330 |
274 |
21 % |
23 % |
|
|
Digital & Betting |
43 |
42 |
1 % |
4 % |
|
|
Total revenue |
1,021 |
1,041 |
(2) % |
3 % |
|
|
Operating income (loss) |
|||||
|
Global Lottery |
230 |
300 |
(23) % |
(16) % |
|
|
Global Gaming |
57 |
1 |
NM |
NM |
|
|
Digital & Betting |
8 |
9 |
(11) % |
(10) % |
|
|
Corporate support expense |
(29) |
(26) |
(11) % |
(26) % |
|
|
Other(1) |
(39) |
(40) |
3 % |
2 % |
|
|
Total operating income |
228 |
244 |
(7) % |
1 % |
|
|
Operating income margin |
22 % |
23 % |
|||
|
Net cash provided by operating activities |
196 |
249 |
(21) % |
||
|
Cash and cash equivalents |
673 |
639 |
5 % |
||
|
Earnings per share – diluted |
$(0.02) |
$(0.48) |
96 % |
||
|
Non-GAAP Financial Measures: |
|||||
|
Adjusted EBITDA |
|||||
|
Global Lottery |
330 |
414 |
(20) % |
(13) % |
|
|
Global Gaming |
87 |
35 |
145 % |
150 % |
|
|
Digital & Betting |
12 |
13 |
(7) % |
(6) % |
|
|
Corporate support expense |
(20) |
(21) |
4 % |
(14) % |
|
|
Total Adjusted EBITDA |
409 |
442 |
(7) % |
(1) % |
|
|
Adjusted EBITDA margin |
40 % |
4 % |
|||
|
Adjusted earnings per share – diluted |
$0.57 |
$0.32 |
78 % |
||
|
Free cash flow |
117 |
176 |
(34) % |
||
|
Net debt |
5,722 |
6,312 |
(9) % |
||
|
(1) Primarily includes purchase price amortization |
|
Note: Reconciliations of non-GAAP financial measures to the most directly comparable GAAP financial measures are provided at the end of this |
Key Highlights:
- Recently completed acquisition of iSoftBet, a leading iGaming content provider and third-party aggregator, greatly expanding the Company’s proprietary content library and providing a world-class game aggregation platform
- Won “Lottery Supplier of the Year” at 2022 SBC Awards North America in July
- Introduced high-performing Money Mania wide area progressive game to commercial gaming jurisdictions following a successful launch in tribal casinos
- Signed agreement with NUSTAR Resort & Casino to deploy IGT ADVANTAGE™ casino management system and a variety of leading games and cabinets
- Announced expanded sports betting partnership with SuperBook® Sports to Tennessee, the fourth state where IGT’s PlaySports platform is powering the SuperBook Sports mobile betting app
- Awarded a gold medal sustainability rating from EcoVadis, a leading sustainability rating agency
- Recently released 2021 Sustainability Report which outlines the Company’s demonstrated environmental, social, and governance (ESG) performance
Financial Highlights:
Consolidated revenue of $1.02 billion, down 2% as reported, or up 3% at constant currency, from $1.04 billion in the prior year
- Global Lottery revenue of $648 million compared to $725 million in the prior-year period, which included $70 million in prior-year benefits primarily from the closure of gaming halls in Italy
- Global Gaming revenue increases 21%, or 23% at constant currency, to $330 million, driven by strong U.S. & Canada replacement unit demand, higher average selling prices, and increased installed base yields
- Digital & Betting revenue of $43 million, stable with the prior year, as iCasino growth in the U.S. is partially offset by softness in other markets; North America sports betting market gross gaming revenue impacted by lower hold levels
Operating income of $228 million, down 7% as reported, or up 1% at constant currency, from $244 million in the prior-year period
- Global Lottery operating income down, primarily due to about $60 million related to prior-year benefits referenced above
- Global Gaming rises on higher revenue and profit flow through, partially offset by increased supply chain costs
- Digital & Betting operating income of $8 million was relatively stable with the prior year
Adjusted EBITDA of $409 million matches prior year’s record level at constant currency; Adjusted EBITDA margin of 40% remains among the highest in Company history
Net interest expense of $75 million compared to $91 million in the prior year, driven by lower average debt balances and interest rates
During the second quarter, the Company recognized a pre-tax non-operating expense of $150 million ($114 million after tax) representing the probable loss associated with ongoing litigation (Benson v. Double Down Interactive LLC, No. 2:18-cv-00525 (W.D. Wash.)) and associated claims related to Double Down Interactive LLC and its social gaming business sold in 2017 by International Game Technology, a wholly-owned subsidiary of the Company
Income tax benefit of $11 million compared to a provision of $32 million in the prior year, primarily driven by recognition of the non-operating expense mentioned above and foreign exchange losses in the prior year with no tax benefit
Income from continuing operations of $34 million versus a loss from continuing operations of $39 million in the prior-year period, driven by income tax benefit, gains in foreign exchange, and lower debt retirement costs
Net loss attributable to IGT PLC of $4 million compared to net income of $306 million in the prior year due to gain on sale and income from discontinued operations in the prior-year period
Net loss from continuing operations attributable to IGT PLC per diluted share of $0.02 compared to a net loss from continuing operations attributable to IGT per diluted share of $0.48 in the prior year, on higher net income; adjusted net income per diluted share increased 78% to $0.57
Net debt of $5.7 billion compared to $5.9 billion at December 31, 2021; Net debt leverage of 3.5x was stable compared to December 31, 2021
Cash and Liquidity Update
- Total liquidity of $2.1 billion as of June 30, 2022; $0.7 billion in unrestricted cash and $1.5 billion in additional borrowing capacity
- Executed amendment and extension of revolving credit facilities in July 2022
- Increased liquidity by $150 million to $1.83 billion and rebalanced EUR/USD mix to match operational exposure
- Extended maturities to July 2027
- Lowered interest margin and added ESG provision to allow for further potential reductions
- Raised annual permitted restricted payments basket from $300 million to $400 million at current credit rating; potential to increase to $550 million
Other Developments
The Company’s Board of Directors declared a quarterly cash dividend of $0.20 per common share
- Ex-dividend date of August 15, 2022
- Record date of August 16, 2022
- Payment date of August 30, 2022
Repurchased 750,000 shares for $15 million in the second quarter at an average price of $20.48 per share; 2.2 million shares repurchased for $54 million on a year-to-date basis at an average price of $24.89 per share
The Company expects to close on the sale of its Italian proximity payments/commercial services business in mid-to-late September
Tightening Full-year Revenue Outlook for Currency Rates and Business Disposition; Introducing Third Quarter 2022 Outlook
Full Year
- Revenue of $4.1 billion – $4.2 billion
- Lowered high end of range by $100 million
- Reflecting changes in currency rates and impact from sale of Italian proximity payments/commercial services business in Q3’22
- Operating income margin of 20% – 22% remains unchanged
- Cash from operations of $850 – $950 million
- Lowered high end of range by $50 million
- Primarily driven by a working capital investment in higher inventory levels to proactively manage supply chain disruptions
- Capital expenditures of approximately $350 million, lowered by $50 million to adjust for updated timing of spending
- Free cash flow outlook remains unchanged
Third Quarter
- Revenue of approximately $1.0 billion – $1.1 billion
- Operating income margin of 18% – 20% includes approximately 150 – 200 basis point impact from project-related expenses
Outlook assumptions
- EUR/USD exchange rate of 1.00 in the second half of 2022
- Impact from sale of Italian proximity payments/commercial services business in mid-to-late September 2022
- Operating income margin includes approximately 150 – 200 basis point impact from project-related and restructuring expenses expected in the second half of 2022
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eSports
G2’s Otis Lawrence wins 2026 F1 Sim Racing World Championship
Welsh driver beats Ismael Fahssi by two points after a 12-round season running March 27 to May 28 with a $750,000 prize pool.
G2-backed Alpine Sim Racing driver Otis Lawrence has been crowned 2026 F1 Sim Racing World Champion after the season concluded on May 28.
The 2026 F1 Sim Racing World Championship ran from March 27 to May 28 and featured a $750,000 prize pool. Drivers representing Formula 1 teams competed across four events, starting with a live opener at DreamHack Birmingham.
The title was decided at the final event. Lawrence secured multiple race victories across 12 rounds and finished top of the standings.
Lawrence won the championship by two points ahead of Scuderia Ferrari HP Esports driver Ismael Fahssi. Reigning champion Jarno Opmeer of Oracle Red Bull Sim Racing placed third overall.
The post G2’s Otis Lawrence wins 2026 F1 Sim Racing World Championship appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.
Andréa Curral
“No iGaming, marcas sólidas dependem de consistência, experiência e relacionamento de longo prazo”
Com uma trajetória construída em grandes grupos globais de mídia, entretenimento e varejo digital, Andréa Curral chega ao Grupo Esportes Gaming Brasil para ocupar o cargo de Diretora de Marketing em um momento estratégico para o mercado brasileiro de apostas regulamentadas.
Após passagens por empresas como Privalia, Discovery e Warner Bros., a executiva assume o desafio de fortalecer o posicionamento institucional e a estratégia de marca das operações Esportes da Sorte, Onabet e Lottu em um cenário cada vez mais competitivo, regulado e orientado por experiência do consumidor.
Em meio ao amadurecimento do setor de iGaming no Brasil, temas como branding, jogo responsável, aquisição eficiente, reputação e conexão cultural ganham relevância crescente para operadoras que buscam crescimento sustentável e diferenciação de longo prazo.
Nesta entrevista exclusiva ao Gaming Americas, Andréa Curral fala sobre como sua experiência em mercados tradicionais contribui para a construção de marcas mais sólidas no iGaming, o papel do marketing na promoção do jogo responsável, os desafios de equilibrar branding e performance em um ambiente altamente dinâmico e as estratégias do Grupo EGB para ampliar presença durante grandes eventos esportivos e manifestações culturais no país.
Andréa, você construiu uma trajetória sólida em gigantes globais de mercados tradicionais como Privalia, Discovery e Warner Bros.
Como essa experiência em branding e experiência do consumidor contribui hoje para sua atuação no iGaming com o Grupo EGB?
Andréa Curral – O principal aprendizado que trago de empresas de mídia, entretenimento e varejo digital é que marcas sólidas não se sustentam apenas em grandes campanhas, mas em consistência, experiência e construção de relacionamento no longo prazo. No iGaming, isso é ainda mais relevante, porque a relação com o usuário passa diretamente por confiança, clareza e segurança.
No Grupo EGB, buscamos aplicar uma visão integrada entre branding, performance e experiência do consumidor.
Isso significa tratar conteúdo como um ativo estratégico, trabalhar comunicação com lógica editorial e segmentação inteligente, além de utilizar métricas e tecnologia para melhorar continuamente a jornada do usuário.
Minha experiência em ambientes altamente competitivos também contribui para equilibrar crescimento, posicionamento institucional e eficiência operacional em um momento de amadurecimento importante para o mercado brasileiro.
Diante do atual momento de consolidação do mercado regulado no Brasil, quais são os principais focos e diretrizes da sua diretoria para o posicionamento institucional das marcas do grupo, Esportes da Sorte, Onabet e Lottu, dentro desse novo cenário?
O cenário atual exige marcas mais claras, operações mais eficientes e uma relação mais consistente com o público. Nossa estratégia está estruturada em três pilares principais: diferenciação de portfólio, experiência do usuário e construção de reputação.
Esportes da Sorte, Onabet e Lottu possuem posicionamentos distintos dentro do grupo, isso reduz a sobreposição e fortalece a identidade de cada operação. Mas um pilar comum a toda nossa empresa é o jogo responsável. É nossa responsabilidade garantir um ambiente controlado e saudável para a diversão.
Somos uma empresa com DNA brasileiro e nossos contratos de patrocínio vão além da exposição de mídia. Incentivamos a cultura nacional, gerando experiências relevantes, que conectam as marcas a territórios de grande relevância popular, como esporte, entretenimento e cultura.
Ao mesmo tempo, o aumento do custo de aquisição torna essencial uma operação integrada entre marketing, produto, atendimento e retenção, sempre alinhada às diretrizes de jogo responsável e à regulamentação vigente.
O Grupo EGB enfatiza o compromisso com o “jogo responsável”.
Como o marketing pode atuar de forma prática na educação do apostador e na promoção de bem-estar, transformando essa diretriz em comunicação efetiva para o público?
Para nós, jogo responsável não pode ser tratado apenas como uma obrigação regulatória ou uma mensagem complementar de comunicação. Ele precisa fazer parte da experiência do usuário, da operação e da construção de reputação da companhia.
O marketing tem um papel importante nesse processo ao comunicar com clareza, evitar promessas irreais e contribuir para uma relação mais consciente do usuário com o entretenimento.
Isso envolve reforçar mensagens sobre limites, autocontrole, pausas e transparência nas regras.
Também acreditamos que comunicação responsável ajuda a fortalecer um ambiente mais seguro e sustentável para todo o ecossistema. No longo prazo, confiança e reputação são ativos fundamentais para qualquer marca que queira crescer de forma consistente no setor.
Em termos de estratégia de crescimento, como você equilibra construção de marca de longo prazo (branding) com performance de curto prazo em um setor altamente dinâmico e competitivo como o iGaming?
Hoje Branding e performance trabalham em conjunto, de forma absolutamente integrada, para que os resultados de crescimento sustentável não dependam apenas de aquisição. Por isso, trabalhamos uma operação orientada por métricas, dados e otimização contínua, sem perder a visão estratégica de longo prazo.
A construção de marca passa por coerência, qualidade da experiência, clareza de comunicação e consistência na entrega. Esse mecanismo de relacionamento cria comunidade e reforça a confiança do usuário na marca.
A Copa do Mundo é um dos momentos mais disputados pela atenção do público.
Como o Esportes da Sorte está estruturando sua estratégia de mídia, conteúdo e transmissões oficiais para garantir presença forte e multiplataforma durante o torneio?
A Copa representa um dos maiores momentos de mobilização do entretenimento esportivo, então estruturamos uma estratégia multiplataforma que combina mídia, conteúdo e experiências presenciais.
O Esportes da Sorte fechou o patrocínio oficial das transmissões da Copa no SBT e na N Sports, garantindo presença em TV aberta, streaming, canais digitais e propriedades online das emissoras. Essa entrega amplia frequência e alcance de marca ao longo do torneio.
Mas entendemos que presença de mídia sozinha não é suficiente. Por isso, trabalhamos campanhas institucionais que conectam entretenimento, cultura popular e engajamento emocional.
“Torça como um Corinthiano”, por exemplo, usa a relação histórica da torcida do Corinthians com o clube para resgatar a conexão do brasileiro com a Seleção. Já “Convoque” aposta em humor, fantasia e linguagem digital para ampliar diálogo com diferentes públicos.
Tudo isso é desenvolvido mantendo o compromisso com comunicação responsável e alinhada às diretrizes do setor.
Dentro desse ecossistema de marca e entretenimento, quais serão os principais desdobramentos das ações de rua e patrocínios locais durante os períodos de grande consumo esportivo, como a Copa do Mundo?
Para os grandes eventos esportivos, nossa estratégia combina presença multiplataforma com experiências de proximidade junto ao público.
O objetivo é fazer com que as marcas do grupo estejam inseridas de forma orgânica na rotina e nos espaços de convivência dos torcedores, conectando entretenimento, conteúdo e experiência de marca.
Além da presença em mídia e transmissões oficiais, vamos trabalhar ativações proprietárias e ações presenciais em diferentes regiões do país, sempre buscando fortalecer relacionamento, engajamento e conexão cultural com o público.
Essa atuação também conversa diretamente com a visão do Grupo EGB de transformar patrocínios em plataformas contínuas de experiência e conteúdo, indo além da exposição tradicional e construindo relevância de longo prazo para as marcas.
Além do futebol, o Grupo EGB também investe em grandes manifestações culturais e eventos populares, como Carnaval e festivais regionais.
Como essas ativações se conectam à estratégia global de marca e à construção de presença no território brasileiro?
Nossa estratégia de marca está muito conectada à cultura popular e aos grandes territórios de mobilização do público brasileiro. O esporte é um pilar importante, mas não é o único.
Hoje o grupo apoia iniciativas de grande relevância nacional, como o Galo da Madrugada, o Festival de Parintins e o Carnaval em diferentes capitais brasileiras.
Essas propriedades ajudam a ampliar a presença nacional, fortalecer relacionamento com diferentes comunidades e criar conexões mais orgânicas com o público.
Mais do que exposição, buscamos desenvolver projetos de longo prazo que integrem conteúdo, experiência e ativação local. Isso permite que os patrocínios deixem de funcionar apenas como mídia tradicional e passem a operar como plataformas de relacionamento e construção institucional das marcas.
The post “No iGaming, marcas sólidas dependem de consistência, experiência e relacionamento de longo prazo” appeared first on Americas iGaming & Sports Betting News.
iGaming
How RocketPlay Closed 100% of Its Complaints in 2025: Inside the System
In the iGaming industry, bonuses and welcome packages are no longer a brand differentiator. At the same time, compliance pressure is growing, acquisition costs continue to rise, and player trust has become harder to earn — and easier to lose.
As a result, player feedback is becoming one of the industry’s most important operational signals — changing from “nice to have” to a necessary indicator.
According to RocketPlay’s internal research conducted in early 2026, more than 20% of players check review platforms before registering on a casino website. For many of them, community feedback now matters as much as bonuses or game selection.
This shift is changing the role of reviews entirely, as right now review platforms function as public diagnostics systems for operators — revealing where friction appears, how brands behave under pressure and whether communication feels fair when something goes wrong.
From rating to operational signal
For years, many operators treated reviews mainly as a reputation management task: answer complaints, improve ratings and move on.
Today, complaints often reveal operational weaknesses faster than internal dashboards. Delayed withdrawals, unclear bonus rules, verification issues or poor escalation logic usually become visible in player feedback first.
That is why more operators now treat complaint handling as an operational process, rather than a PR layer. Players expect speed, clarity and fairness: they want to understand what happened, why a decision was made and whether the operator is open to reassessing the case.
Currently, some brands are building complaint workflows around 3 key principles: speed, clarity and fairness. Automation helps prioritise sensitive cases and reduce friction, while final decisions remain human-owned — especially in Responsible Gaming situations or complex disputes.
One example of this approach can be seen in RocketPlay’s operational model. The platform applies this approach through a structured 2-stage resolution system that covers both internal complaint handling and external escalations via independent platforms. Instead of treating complaints as isolated support tickets, the company uses recurring player feedback to identify friction points, clarify mechanics and improve communication flows.
In 2025, they closed 100% public complaints across Casino Guru and AskGamblers, with no repeat complaints from the same player. Recurring themes from these cases are consolidated and turned into product priorities, so that the same issue does not reach the next player.
This approach has also been recognized by the industry. In 2026, RocketPlay was shortlisted at the Casino Guru Awards in the category “The Most Effective Handling of Complaints,” reflecting its focus on transparent communication and structured complaint resolution. RocketPlay also won “Innovator of the Year (Operator)” at The International Gaming Awards 2025 for its AI-driven support implementation.
Why speed alone is not enough
Fast responses still matter, but speed alone no longer defines good complaint handling. Players value transparency, contextual reasoning and communication that feels human
RocketPlay’s internal metrics show that around 95% of cases receive a first meaningful response within 24 hours, while approximately 90% are addressed within two hours. AI-powered chat and email automation additionally help resolve a significant share of repetitive requests without requiring agent intervention.
However, the company believes that automation only works when paired with explainability. A rigid “Terms-only” approach may technically protect the operator, but can still damage long-term trust if players feel ignored or unfairly treated.
What this means for operators in 2026
The broader lesson for the industry is clear: reviews are no longer just reputation management. They are operational input.
In 2026, the operators most likely to build sustainable trust will not necessarily be the ones with the largest bonuses or the most aggressive acquisition funnels. Instead, they will be brands capable of listening systematically, reacting transparently and treating player feedback as part of product development itself.
The industry is entering a phase where trust is becoming measurable in public — and increasingly, players are the ones defining what that trust actually looks like.
The post How RocketPlay Closed 100% of Its Complaints in 2025: Inside the System appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.
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