When Meridianbet’s Tanzania operations spoke at the American Chamber of Commerce Appreciation Dinner last week, the presentation opened with a single number: 500.

That’s how many community initiatives the sports entertainment company has completed across Tanzania since 2009. Education programmes. Small business training. Youth sports sponsorship. Public health awareness campaigns. Local infrastructure support.

For a gaming company operating under a NASDAQ-listed parent, sustained community investment at this scale is unusual. The industry has a reputation for extracting value. Meridianbet’s seventeen-year presence in Tanzania tells a different story.

The Social Model

“We’re in the business of friends gathering at local clubs to watch matches, share a drink, and place small stakes on the outcome. The betting is part of the experience. The gathering is the real value,” a company representative said at the event.

The framing matters because it shapes operational decisions. Meridianbet Tanzania, as is the case worldwide, structures its platform to encourage many customers placing small amounts. The alternative would be concentrating revenue among high-stakes players. That model creates problems. Problem gambling. Revenue volatility. Regulatory scrutiny.

Small-stake betting spread across many customers creates different dynamics. Lower risk per individual. More stable revenue. Better alignment with Tanzania’s consumer protection regulations.

The company’s responsible gaming protocols reflect this approach. Early intervention when betting patterns suggest trouble. Support resources in Swahili and English. Limits designed to keep stakes small and entertainment value high.

Community Ambassadors

The scale of Meridianbet’s community programmes drew attention at the AmCham dinner. What got people talking was who runs them.

The company built a network of “community ambassadors.” These are customers who participate in CSR initiatives as partners. They identify needs in their neighbourhoods. They volunteer in education programmes. They mentor local entrepreneurs. They organise school supply drives and coach youth sports teams.

This shifts how corporate social responsibility works. Traditional CSR runs top-down. Companies donate money. Communities receive it. The relationship is transactional.

Meridianbet’s model distributes responsibility. Customers become patrons of community development. The company provides platform and resources. The customers craft the donation policy.

“When a customer helps fund a school program or mentors a young business owner, they’re building their own community. We make it possible,” the representative said.

Seventeen years and 500 initiatives suggest the model works. Whether it scales beyond Tanzania remains to be seen. For now, it appears to have created genuine community ties rather than performative charity.

The Gender Metric

One data point from the presentation got repeated in conversations after the event: 70% of managerial positions across Meridianbet’s African operations are held by women.

The gaming industry globally runs around 30% women in leadership roles. East African businesses average 35%. Meridianbet’s 70% is an outlier.

The company implements a performance-based hiring and promotion. No quotas. Just competence rewarded. Whether that’s the full story or not, the outcome is measurable. Management teams reflect the communities they serve. Diversity intentions are easy to state. Diversity outcomes are harder to deliver. The Company’s numbers show outcome.

Seventeen Years

Tanzania’s gaming market has grown considerably since 2009. Mobile penetration increased. Disposable incomes rose among the middle class. International operators entered. Some stayed. Many left when margins compressed or regulations tightened.

Meridianbet stayed. Seventeen years. 200 employees. Hundreds of local retail partnerships. That longevity suggests the company views Tanzania as infrastructure, not opportunity.

American companies face pressure to demonstrate ESG commitments in emerging markets. Words are easy. Execution is hard. Meridianbet’s Tanzania operations show what seventeen years of execution looks like.

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Meridianbet, a leading global sports betting and gaming operator and a subsidiary of Golden Matrix Group Inc. (NASDAQ: GMGI), has completed the acquisition of Fairbet Ltd., a licensed retail gaming operator in Malta.

The transaction significantly expands Meridianbet’s physical retail footprint in one of Europe’s most tightly regulated gaming jurisdictions.

Fairbet operates under Malta Gaming Authority (MGA) license B2C/195/2011, and the acquisition grants Meridianbet 100% ownership of Fairbet’s retail operations across Malta and Gozo, the archipelago’s second-largest island. The deal expands Meridianbet’s presence beyond its existing locations and further consolidates its position within the Maltese retail gaming market.

As part of the transaction, nine additional retail locations will be integrated into the Meridianbet network, increasing the company’s total number of storefronts in Malta to 20. The enlarged retail estate is expected to operate more than 60 sports betting terminals and over 120 slot machines, significantly boosting Meridianbet’s land-based gaming capacity.

The companies’ previous technology partnership will now transition into full operational integration, with Meridianbet assuming complete operational control of Fairbet’s retail network. All locations will be rebranded under the Meridianbet name, ensuring unified technology, compliance, and customer experience across the portfolio.

Malta’s retail gaming sector is governed by one of the most restrictive regulatory frameworks in Europe, with only three licensed operators permitted to operate retail betting locations: Meridianbet, Izibet (the National Lottery operator), and Fairbet. With Fairbet now wholly owned by Meridianbet, the company effectively controls two of the three retail gaming licenses in the jurisdiction.

The Malta Gaming Authority (MGA) enforces strict licensing criteria, substantial capital requirements, and rigorous compliance standards that create significant barriers to market entry. These conditions limit competition and create long-term scarcity value for licensed operators that meet the regulatory threshold.

“Completing the acquisition of Fairbet strengthens our position in a market where regulatory barriers create inherent scarcity value,” said Zoran Milosevic, CEO of Meridianbet. “This transaction allows us to expand our retail infrastructure in Malta, while our technology now supports the majority of licensed retail gaming in the country. It reflects our disciplined M&A strategy, targeting high-barrier markets where limited licensing creates durable competitive advantages.”

The Fairbet acquisition aligns with Meridianbet’s broader growth strategy, which combines organic expansion with selective mergers and acquisitions in jurisdictions where regulation encourages consolidation. Malta has been a core operational hub for Meridianbet since 2008, with the company ranking among the country’s originally licensed gaming operators during the early development of the MGA framework.

Malta’s gaming industry benefits from a regulatory regime widely regarded as one of Europe’s most credible. The MGA’s oversight framework emphasizes investor protection, technical compliance, and financial stability, positioning Malta-licensed operators for trust and recognition across international markets.

Meridianbet’s expanded retail footprint across Malta and Gozo enhances its ability to serve both local customers and the island nation’s strong tourism sector. According to Malta’s National Statistics Office, tourist arrivals exceeded three million visitors in 2024, reinforcing the strategic value of a broad, well-positioned retail gaming network

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