www.PublicGaming.com SEPTEMBER/OCTOBER 2025 Olli Sarekoski Chief Executive Officer, Veikkaus Ángel Sánchez General Manager, ONCE (Spanish National Organization of the Blind) Also Featuring … The 2025 Class of Lottery Industry Hall of Fame Also Featuring the leadership of the Multi-State Lottery Association (MUSL) … National Games, Global Vision: How Collaboration Is Shaping the Future of Lottery Piet Van Baeveghem, EL (European Lotteries Association) Richard Bateson, Intralot, Inc. Michelle Carney, Brightstar Stephen Durrell, Kansas Lottery Elisabeth RömerRusswurm, Austrian Lotteries Charles Scannella, Scientific Games
Shaping the Future of Lottery
©2025 Brightstar Lottery. The trademarks and/or service marks used herein are trademarks of Brightstar Lottery. lottery is now
It’s not a coincidence that we’ve consistently been at the forefront of the lottery business for 40+ years. Because from our earliest days as technology pioneers, we’ve been immersed in our customers’ business — constantly striving to understand and anticipate their needs. As we helped usher lottery into the modern age and players’ expectations began to change dramatically and quickly, we knew that our business needed to change as well. So as we reorganized to focus like a laser on lottery, it was clear that we needed to signal to the world that we had entered a new era. And so IGT became Brightstar Lottery. A name that reflects the clarity of purpose and optimism our deep and experienced team has about the future of lottery and the role we and our customers will play in it. If you’d like to learn more about the future of lottery, visit BrightstarLottery.com.
4 PUBLIC GAMING INTERNATIONAL • SEPTEMBER/OCTOBER 2025 Publisher & Chief Executive Officer Paul Jason pjason@publicgaming.com President Susan Jason sjason@publicgaming.com Brand and Design Dan Eggers Design Honored Founders Doris & Duane Burke Subscriptions United States: $145 USD Canada & Mexico: $160 USD All other countries: $225 USD For email address changes, subscription requests and requests to be placed on our e-Newsletter distribution list, e-mail Susan Jason at sjason@publicgaming.com Contact Information PGRI, Inc. 1769 Flagstone Terrace, The Villages, FL 32162 PublicGaming.com T: +425.449.3000 F: +206.374.2600 Public Gaming International Magazine Published six times a year and distributed to readers all around the world. Electronic version is e-mailed and is also available on our news website: PublicGaming.com September/October 2025 Volume 54, Issue 5 ©2025 all rights reserved. Public Gaming Research Institute cISSN: 1042-1912 CONTENTS SEPTEMBER/OCTOBER 2025 FEATURED INTERVIEWS 12 VEIKKAUS DRIVES FORWARD ITS STRATEGIC PRIORITIES WHILE FINLAND RESTRUCTURES ITS GAMBLING SYSTEM Olli Sarekoski Chief Executive Officer, Veikkaus 20 NATIONAL GAMES, GLOBAL VISION: HOW COLLABORATION IS SHAPING THE FUTURE OF LOTTERY Moderator: Matt Strawn, Chief Executive Officer, Iowa Lottery Powerball Product Group Chair and MUSL Vice-President David Barden, CEO & President, New Mexico Lottery and Chair, MUSL International Working Group Jay Finks, Executive Director, Oklahoma Lottery and Chair, MUSL Marketing and Promotions Committee Sarah Taylor, Executive Director, Hoosier Lottery (Indiana) and Chair, MUSL Development Committee Bret Toyne, Executive Director, MUSL 16 HOW ONCE IS REDEFINING THE SOCIAL ECONOMY AND REINVENTING THE ROLE OF STATE LOTTERIES Ángel Sánchez General Manager, ONCE (Spanish National Organization of the Blind) FEATURED ARTICLES
gaminglabs.com At GLI, we believe in the strength of collaboration. A global network of integrated services ensures all of our clients receive the same reliable, world-class experience. Together, we can drive innovation and growth across the lottery industry. TOGETHER WE CAN REDEFINE WHAT’S POSSIBLE
6 PUBLIC GAMING INTERNATIONAL • SEPTEMBER/OCTOBER 2025 Visit Our Family Of Websites PublicGaming.com industry news & information PGRITalks.com videos of conference presentations PublicGaming.org PGRI conference information PGRIDigitalLibrary.com magazine archive of past issues PGRIDirectory.com listing of lotteries and vendors PGRIAwards.com Showcase of industry honorees recognized by the Lottery Industry Hall of Fame PGRI Lifetime Achievement Award Sharp Award for Good Causes Lottery Industry Statesman and Stateswoman Award Rebecca Paul Mentorship Award Collaboration Award Subscribe To Our Free Digital Newsletters Receive our daily newsletters at no charge, published 5 times a week to bring you the latest breaking news in the global lottery industry. Send an e-mail to: sjason@PublicGaming.com with “add to Daily Digest list” in the subject line. FEATURED ARTICLES CONT. 8 FROM THE PUBLISHER Paul Jason 10 BIOGRAPHIES OF THE 2025 CLASS OF LOTTERY INDUSTRY HALL OF FAME INDUCTEES 50 SPOTLIGHT ON THE LEADERS OF THE LOTTERY INDUSTRY: CORPORATE PROFILES 56 THE NEED FOR A ‘SAFE HARBOR’ PROTECTING PUBLIC LOTTERIES IN THE FACE OF REGULATORY DISRUPTION AND AGGRESSIVE ONLINE GAMBLING OPERATORS Philippe Vlaemminck and Valentin Ramognino, Vlaemminck.Law DEPARTMENTS 24 INTRODUCING OBSIDIAN: WHERE INTRIGUE MEETS LUXURY, 18 HOT NEW DESIGNS FOR UNIQUE PREMIUM SCRATCH GAMES SCIENTIFIC GAMES BLACKOUT BLOWOUT Unique Factor: Featuring large Lens holographic pattern and Premium Metallic Gold Ink, the game glows with a solar eclipse and a blowout prize structure offering loads of cash prizes redeemable at retail. ONYX Unique Factor: The bonus game value proposition glows from the four corners of the dramatic all-black landscape design, which can feature Wavy, Diagonal, Tinsel or Fluid holographics. CASINO NIGHTS Unique Factor: Glowing with luck and an optional Burst pattern in the design, the game’s dice and poker chip casino design elements get more real with colorful Fluorescent Ink. SNAKE EYES Unique Factor: Various Lens holographic patterns add depth to the slithering snakeskin background, with optional holographic show-through in the game title. Add more pop with Fluorescent Pink Ink. HOLIDAY BLACK Unique Factor: A beyond dramatic holiday game featuring Premium Metallic Gold Ink in the design and many options for incorporating holographics. With the Dimension Stella pattern star effects, it’s perfection. VIP BLACK Unique Factor: For your most important players, this game emulates prestige with Premium Metallic Gold Ink and a number of holographic pattern options including Tinsel, Lens, Fractal and Pillars. butes first 0 ant S. mes weekly 25, mes onmes l index) designed s capture old ket sing, otteries m games ing explains. bsidian e d is eveloped ovation the a global st instant y in the will also mpany’s es. mes are otteries. 28 MEGA MILLION’S FIRST MAJOR NATIONAL CONSUMER DATA SUGGESTS A GOOD ROLL (OUT) COULD MAKE IT ROCK. Simon Jaworski, Chief Executive Officer, Lotto Research 30 INNOVATING WITH INTENT: SOLUTIONS & INVESTMENT WHERE IT MATTERS TO LOTTERIES BRIGHTSTAR LOTTERY 77% of weekly lottery players (35% sometimes + 29% often + 13% very often) consider purchasing a product or service after noticing digital signs in-store or on their way to the store, according to 2025 global research by Brightstar in partnership with Foresight Factory. Brightstar’s Digital Menu Board software solution makes it easy for shoppers at retail to be aware of new scratch games as they launch and view current, in-stock games, supporting trial and adoption. It can also feature dynamic content, for example to support jackpot awareness. This unique software solution is integrated with the lottery terminal application, allowing retailers to easily update the available-game displays in real time, and it can drive just about any digital signage hardware on the market. Brightstar’s Digital Menu Board solution can also drive a mini-display to showcase a smaller selection of lottery tickets in limited in-lane spaces. Lotteries can pursue new retailer channels to connect with potential players: Brightstar’s award-winning LotteryLink™ solution makes it easier. This small device integrates lottery sales with a retailer’s existing point-of-sale (POS) system, simplifying in-lane expansion and enabling players to buy draw games and instant tickets in the same transaction with other items purchased at retail. With LotteryLink’s ability to connect lottery marketing campaigns with retailers’ existing loyalty programs, the deployment opportunities are vast. The brick-and-mortar channel still accounts for the lion’s share of lottery sales in North America, while the iLottery channel has advanced the industry’s approach to player acquisition by successfully demonstrating how it can be done with a registered player base and the data and analytics to segment, build offers, and understand consumers’ preferences and purchase response. If you’re not an iLottery jurisdiction, you can still take advantage of the learnings and adopt a similar approach using Brightstar’s Connected Play solution. Connected Play functionality enables retail players to engage, purchase, and claim lottery in a more modern way, via their own mobile device at retail, and it is available to any lottery, whether regulated to offer internet wagering or not. Beyond refreshing lottery’s relevance and meeting players’ changing preferences, Connected Play provides previously unavailable retail-player transaction data that lotteries can use to create more personalized offers, enhance the player experience, and support acquisition in a way similar to iLottery programs. Exciting, experiential second chance prizes are attention- getters that can appeal to new players and enhance the overall player experience. Whether supporting a single game, a family of games, or a licensed game, Brightstar’s Winner’s Choice™ second chance offering allows lottery winners to select their own unique prize, whether cash, merchandise, trips, or some combination − enabling a lottery to truly offer something for everyone. Brightstar delivers each program with its unparalleled white-glove customer service that has set a new standard for serving lottery winners. Integrated second chance and loyalty products from Brightstar foster increased player engagement by rewarding players for purchases made at retail and enabling digital interactions and participation in second chance promotions, allowing them to enter tickets into special drawings for more opportunities to win. Brightstar’s solution supports drawings for instant and draw games and no- purchase-necessary promotions, and allows players to convert loyalty points for entries into exclusive drawings. Mobile Claims, with improved prize redemption, makes lottery easier for retail players by allowing them to claim larger prizes conveniently via a mobile app, supporting repeat play and eliminating the barriers of additional driving and time required to receive a prize when they win. In two jurisdictions where Brightstar’s mobile claims solution has been recently deployed, lotteries have seen successful implementation with 20% of prizes $600-$5,000 claimed through mobile in one jurisdiction and 14% of prizes $115-$5,000 claimed by mobile in the other. 36 LET’S TALK CLOUD-NATIVE: UNLOCKING THE FUTURE OF LOTTERY INNOVATION POLLARD BANKNOTE 40 WHY THE FUTURE OF ILOTTERY STARTS IN THE CLOUD BRIGHTSTAR LOTTERY 44 MEETING THE MOMENT: THE RISE OF DISTRIBUTED COMMERCE DRAFTKINGS
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8 PUBLIC GAMING INTERNATIONAL • SEPTEMBER/OCTOBER 2025 From the Publisher Susan and I are so looking forward to seeing you at the three big lottery conference events this fall. First up is NASPL Niagara Falls where at least some of you are right now as you read this. And right after this week wraps, we head straight to Bern, Switzerland, for the bi-annual EL Congress. And just a few weeks later we’ll be in Nashville, November 4–6, for our own PGRI Lottery Expo. Check out NASPL.org, European-Lotteries. org, and PublicGaming.org for more on these organizations and their events. The theme of EL Congress is “Building a Better World.” EL President Romana Girandon is a true champion of that vision — lotteries not only serving good causes, but of lotteries as active agents of societal progress, shaping communities and driving change far beyond the role of selling lottery tickets. Which brings us to the extraordinary story of ONCE. What started in 1938 as a way to create dignified work for the blind has grown into the world’s largest employer of people with disabilities and a global model for the social economy. Ángel Sánchez explains how ONCE keeps evolving its unique business model. This isn’t just smart leadership — it’s social transformation in action. Europe has long been caught up in waves of regulatory change. On one side are the political and economic forces pressing for gambling to be treated like any other consumer product. On the other are the voices of reason who point out the obvious — that gambling is different because it carries higher social costs and generates oversized profits, so it demands a different set of regulations. The monopoly model best protects consumers and ensures funds flow to good causes. In the U.S., that’s never really been debated. States have the clear right to run a monopoly lottery if they choose. In Europe, it’s much less straightforward. The changing European regulatory scene, and the lack of clarity about what the EU Commission and Court of Justice expect of member states, has left space for confusion. And where there’s confusion, illegal operators thrive — working in gray zones where laws are vague or unenforceable. Philippe Vlaemminck’s article sorts out this somewhat complicated scenario to explain how and why lottery needs a safe harbor. Veikkaus has long been admired for its pioneering spirit, its ambitious approach towards technological and business-process innovation, and the stability of its gamesof-chance market. Finland is now rewriting the rules of gambling, and Veikkaus is at the center of it. As the country shifts from a monopoly model to a competitive multilicense system in many game categories (though not in lottery), CEO Olli Sarekoski sees not just disruption but opportunity. In this candid interview, he explains how Veikkaus is preparing to lead in a more competitive market — leveraging data, AI, and international expansion—while keeping responsibility and player protection at its core. His vision reveals how a national lottery can transform regulatory upheaval into strategic advantage. Simon Jaworski conducts valuable research on brand awareness, player behavior, and changing play styles — currently with a spotlight on Powerball® and Mega Millions®. And speaking of those games, see the slightly edited transcript of a wonderful panel discussion with the leaders of the Multi-State Lottery Association (MUSL). They are on quite a tear, have been for the last five years, forging collaborations with iconic brands like Nascar and the NFL and launching new games and moving forward at a fast and furious pace. As lotteries strategically reshape their operations to adapt to changes in consumer behavior, digitalization, and new forms of competition for players’ attention, taking action requires flexible solutions that meet current needs and support ongoing evolution. In its transformation to Brightstar Lottery from IGT Lottery, Brightstar has set the stage by purposefully evolving its lottery product roadmaps and aligning its resources with these objectives in mind. The result is forward-looking products and services that meet the challenges lotteries have cited as high priorities. Brightstar Lottery has a huge story to tell and we are so pleased to feature it so prominently. The world of Instant Games is more exciting than ever. Just check out the article on Scientific Games explosive, bold portfolio of ultra-premium enhanced scratch games called Obsidian. Named for their dark, glasslike appearance like naturally occurring obsidian rock, the games feature a dramatic combination of all-black and holographics and represent the next generation of lotteryplaying experiences. The new world of iLottery is reshaping the player experience, enabling two-way interactive communication, and a variety of new tools to improve access and manage play, like digital wallets. Cloud-native technology platforms are the pathway towards managing the complexity by transforming innovation, scalability, and security, offering a clear path for lotteries to stay competitive in today’s digital world. Pollard Banknote and Brightstar Lottery have both contributed insightful articles that bring us up to speed on this ground-breaking topic. And DraftKings challenges us to think about how the modern shopping experience is changing towards a concept known as distributed commerce — a model where brands embed shopping opportunities directly into the platforms and ecosystems consumers already frequent. Consumers are making purchases in the same digital spaces where they scroll, chat, and browse. And increasingly, these platforms don’t just sell—they fulfill. See you in Niagara Falls, Bern, and Nashville! Paul Jason, Publisher Public Gaming International Magazine
10 PUBLIC GAMING INTERNATIONAL • SEPTEMBER/OCTOBER 2025 Continued on page 42 Continued on page 43 Continued on page 43 Continued on page 43 Continued on page 42 Continued on page 42 Congratulations to the six newest members of the Lottery Industry Hall of Fame The 111 members of the PGRI Lottery Industry Hall of Fame have voted for and elected six industry leaders to be inducted into the Lottery Industry Hall of Fame for 2025. The Lottery Industry Hall of Fame was founded in 2005 as a means of honoring those who have done the most to promote excellence and integrity in our industry and make the world lottery industry the great success. The recipients of this award are all a credit to that ideal and are joining a select and distinguished group of world lottery industry professionals. Visit the “Awards” section of PublicGaming.com (or LotteryIndustryHallofFame.com) to read more about the Hall of Fame. The Induction Ceremonies to induct the newest members of the Lottery Hall of Fame will be held at the NASPL Annual Conference at 4:45 pm on Weds Sept 10 at the Niagara Falls Convention Centre and a second ceremony will be held at the EL (European Lotteries Association) Congress at 3:45 pm on Tuesday September 16. Visit LotteryIndustryHallofFame.com for info about the Lottery Industry Hall of Fame and its members. Thank you for your support of the Lottery Hall of Fame. Since 2017, Elisabeth RömerRusswurm has served as Managing Director, overseeing the development, marketing, sales, and secure operation of all traditional products of the Austrian Lotteries. Elisabeth graduated from The Vienna University of Economics and Business and began her lottery career at the Austrian Lotteries in 1990. As the long-time Head of Marketing and Product Development, she launched major campaigns for the Austrian Lotteries’ brands. Among her achievements, she led the development of A distinguished and successful leader in our industry, Richard Bateson has more than 20 years of experience in the industry as both an operator and more recently a vendor. His rare combination of commercial expertise, digital innovation, and collaborative leadership has delivered measurable, lasting value to lotteries across Europe and North America. Charlie Scannella has spent over 40 years shaping the success of lotteries across North America through his leadership, innovation, and trusted partnerships. His deep industry knowledge, strategic vision, and dedication to client success have set the highest standard for excellence. Charlie’s contributions have fueled lottery growth, mentored future leaders, and strengthened the industry at every level. His legacy of service and achievement deserves our highest recognition. Michelle Carney is a highly respected colleague within the lottery industry experienced in cultivating partnerships that contribute to Brightstar’s global lottery leadership. In her 25-year career with the Company, she has spent much of that time collaborating with customers and industry associations to drive the evolution of lottery forward. Michelle holds herself and her Stephen began his career in the gaming industry in 2004 as Assistant Attorney General assigned to the Kansas Racing and Gaming Commission. In 2008, Stephen transitioned to leading the Kansas Lottery as General Counsel. In 2018, in his role as Executive Director, Stephen streamlined operations to boost efficiency and profitability. Under his leadership, the Lottery achieved record sales and state fund transfers, solidifying Kansas as a leader among progressive lotteries and launching innovative programs to propel KSL’s player offerings forward. Piet Van Baeveghem is a seasoned legal and public affairs executive whose lottery career spans over fifteen years, with deep expertise in regulatory frameworks, public procurement, and European legal affairs, and how all these affect and shape the lottery sector. Until June 30, Piet served as Secretary General and Head of Legal & Regulatory Affairs at the Nationale Loterij (Belgium), where he was also Company Lawyer. Piet joined ELISABETH RÖMERRUSSWURM Managing Director, Austrian Lotteries RICHARD BATESON Chief Executive Officer, Intralot, Inc. CHARLES SCANNELLA Vice President of Commercial Sales and Client Relations, Scientific Games MICHELLE CARNEY Vice President of Global Lottery Marketing, Brightstar STEPHEN DURRELL Executive Director, Kansas Lottery PIET VAN BAEVEGHEM Secretary General, EL (European Lotteries Association) PGRI LOTTERY INDUSTRY HALL OF FAME LOTTERY INDUSTRY HALL OF FAME FOR 2025
Winning Moment OUR PARTNERS’ DIGITAL GROWTH Proven omnichannel engagement & iLottery solutions © 2025 Scienti c Games, LLC. All rights reserved. scienti cgames.com
12 PUBLIC GAMING INTERNATIONAL • SEPTEMBER/OCTOBER 2025 VEIKKAUS DRIVES FORWARD ITS STRATEGIC PRIORITIES WHILE FINLAND RESTRUCTURES ITS GAMBLING SYSTEM Olli Sarekoski Chief Executive Officer, Veikkaus Paul Jason: Finland is heading towards license model – current feelings? Olli Sarekoski: The reform of the gambling system is expected and welcome. It will be a great opportunity for Veikkaus, and we have worked long-term to prepare for the near future. Our vision is to be a respected and successful international money gaming group by 2030. We want to continuously develop ourselves in the spirit of our new mission of “we passionately drive better gaming”. How has Veikkaus been preparing for the future overall? O. Srekoski: We have been pushing data-driven culture to achieve our ambitious goal to become the most data-driven gaming company in the world – utilizing AI as one of the core value drivers. Already, we are utilizing AI in Veikkaus’ web site and mobile app, digital marketing, betting odds, responsible gaming , compliance and naturally generative AI to improve efficiency. Veikkaus’s in-house Game Studio was transferred few months ago to Veikkaus subsidiary Fennica Gaming. This strategic PGRI INTERVIEWS PGRI INTRODUCTION: Around the world, policymakers and regulators are sprinting to catch up with an industry that no longer waits. The way games of chance are marketed and delivered to players is shifting at a breathtaking pace—driven by digital platforms, shifting consumer habits, and surging playership. These transformations bring with them urgent public policy questions, particularly around problem gambling, consumer protection, and market integrity. The regulatory questions that arise are not unique to any one country. They echo across borders: How do we articulate public policy before drafting the laws meant to enforce it? How do we safeguard vulnerable players without stifling innovation or individual freedom? How do we preserve market integrity— fairness, stability and equilibrium in a competitive market? How do we enforce the laws and defend regulated systems from the shadow economy of unlicensed illegal operators? These are just a few of the issues that transcend borders and affect jurisdiction all across the world. These are global questions. And to answer them, we look to those jurisdictions that are not just keeping up with change—but helping to shape it. Enter Finland: a nation whose quiet efficiency has often masked its pioneering spirit. In 1996, it became the first country in the world to legalize and regulate online lottery sales, blazing a digital trail that others would follow. Today, Finland—and indeed its Nordic neighbors as well— require player identification for all games of chance, whether online or in retail. Now, in its most sweeping reform to date, Finland is transitioning from a monopoly model to a multi-license system in key product categories, even as it preserves exclusive rights for lottery. The stakes are high, the process is complex—and the implications are global. I have found the reporting on Finland’s regulatory reform helpful but usually leaving me with more questions than understanding. That’s why I’m especially grateful to Olli Sarekoski for taking the time to provide his clear and thoughtful perspective. Olli also articulates how Veikkaus is confronting disruption not as a threat, but as a proving ground for reinvention. His vision is not merely about adapting— it’s about leading; it’s about transforming regulatory overhaul into strategic momentum, and reaffirming the value of a purpose-driven lottery in an increasingly competitive landscape.
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14 PUBLIC GAMING INTERNATIONAL • SEPTEMBER/OCTOBER 2025 move brought game development and B2B sales under the same roof thus streamlining operations. We design and produce high-quality games for Finnish and international markets using the latest technologies. We utilize powerful modern software and cloud technologies for the implementation of our gaming services. We have been extremely goal-oriented in recruiting top-notch professionals, including game, front-end, and back-end developers, cloud specialists, architects, data engineers, and mathematicians - not to mention cyber security and quality assurance experts. Our team delivers only the best, both B2B and B2C. Now, as Finland restructures its gambling system we are investing heavily in renewal and development work to be ready when Finland transitions to a partial multi-license system for gambling by the beginning of 2027. As I mentioned in the beginning, our vision is clear and ambitious towards 2030. We have three clear strategic priorities: 1. Responsible market leader in Finland 2. Significant international business 3. Goal-oriented, efficient and productive team As part of preparing for the upcoming market change, we have already divided our domestic business areas to correspond to the product division in the new gambling market. Now we have Lottery and Land-Based Gaming, where Veikkaus will keep the monopoly, and then we operate Betting and iCasino – a portfolio which will be open for competition. You are targeting to be the responsible market leader in Finland after the market is reregulated? O. Sarekoski: Yes, all our actions are aimed at this result. Our strategic priorities help us to navigate towards this goal. Let’s talk about these strategic priorities. First, responsible market leader in Finland: How do you achieve that in the upcoming license model? O. Sarekoski: Inside Betting and iCasino business area, our actions are massive due the fact that our target and identified need is to be extremely competitive. We have a new sportsbook platform, OpenBet, which was selected after a tender process. We have opted to integrate new PAM and CRM platforms. The scope of the several development streams is massive. Currently, for example, ongoing processes include new website frontends and apps. Our in-house trading team will create a competitive advantage while generating in-house odds. Veikkaus has already increased the player playback rates to improve the offering and the product’s price perception. We are heavily focusing on improving the consumer experience all the time – powered and supported by our strong brand. Lottery and Land Based Gaming also require new development. Product development is an important part of maintaining Veikkaus' game range even after the upcoming reform. The launch of Milli was executed in early June this year. Milli is Veikkaus' newest draw game, with a jackpot of one million euros every single day. The new game Milli (a Finnish abbreviation of the word million) has been an important and long-anticipated update to Veikkaus' product portfolio. The first few months have been really successful. We are extremely happy and proud that the product itself, using our own platform, has already attracted international interest. At the same time, it is naturally crucial to develop sustainability, and we have made massive steps. A few years ago, we repositioned ourselves and created an even safer and more responsible gaming environment. Starting from the beginning of 2024, all Veikkaus games have required identification, with scratchcards being the latest addition. Consequently, we have comprehensive customer data available to prevent and reduce gambling harm. We have updated the harm prediction model predicting risk behavior and developed the care model. We have also piloted care calls particularly targeting young adults. Secondly you mentioned significant international business? O. Sarekoski: Our tool for this is Veikkaus subsidiary Fennica Gaming. Fennica Gaming, powered by Veikkaus, started its operations in 2022 and within three years the company has achieved impressive results and positive reception. Fennica Gaming first strengthened its B2B position in the eInstant market. At the same time, the company has expanded its product portfolio by offering slot games and delivering online casino games to internationally licensed operators. Our games are now live in 15 countries and 3 continents — superb start! Currently Fennica Gaming is naturally seeking strong growth and scalability. Latest achievements include, for example, a B2B license in Greece and a Gaming Related Vendor License in the UAE. Clearly, our strategic choice — exporting unique Nordic gaming services and content — has proven to be spot on. All above requires talented staff, right? O. Sarekoski: Agreed, and that is why our third strategic priority is building a goaloriented, efficient, and productive team. Veikkaus’ transformation is significantly boosted by talent acquisition. We have already hired several experienced iGaming experts into key positions and simultaneously we have recruited and continue to recruit representatives from the entertainment industry – to make sure that we are well positioned while targeting towards consumer`s entertainment wallet. At the same time this is really tech driven industry and to give perspective on how our team is evolving: solely in 2024 we hired a total of 99 new tech professionals. Could you describe or clarify the ways in which the regulatory model has changed over the last few years, and what it will “As a result of the reform, Veikkaus keeps the monopoly in lottery-type games, scratch cards and physical slot machines while betting (including horse betting) and online casino moves into a license model. Veikkaus will naturally apply for a license to operate these license model games.” Continued on page 46
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16 PUBLIC GAMING INTERNATIONAL • SEPTEMBER/OCTOBER 2025 How ONCE is Redefining the Social Economy and Reinventing the Role of State Lotteries Ángel Sánchez General Manager, ONCE (Spanish National Organization of the Blind) PGRI INTERVIEWS PGRI INTRODUCTION: The history of the ONCE Social Group is a singular example of how solidarity, organization, and innovation can transform the lives of thousands of people with disabilities in Spain. Its evolution has been shaped by a series of social, political, and economic milestones that have led to the creation of one of the world’s largest social economy organizations. At the end of the 19th century, blind individuals in various regions of Spain began organizing raffles as a means of subsistence. Later on, at the beginning of the 20th century, these initiatives gradually gave rise to coordinated efforts among different associations of blind people to legalize the sale of such draws. Finally, after several attempts, this process culminated on December 13, 1938, when the National Organization of the Spanish Blind (ONCE) was officially founded. Its mission was clear: to provide dignified employment for blind individuals through the sale of the “Cupón Prociegos” lottery ticket, under the auspices of the Spanish State. Thanks to the sale of its social, responsible, and secure lottery products, ONCE has progressively expanded its services over the years. These now include education, rehabilitation, access to culture, and vocational training for blind individuals, along with broader support for people with other disabilities. A pivotal moment came in 1988 with the creation of the ONCE Foundation, which extended ONCE’s social initiatives to encompass all people with disabilities, not only those with visual impairments. The foundation’s work focuses on training, employment, and universal accessibility, and is mainly financed by 3% of ONCE's lottery sales. Also at that time, companies began to be created by this Foundation and by ONCE itself, with the aim of generating sustainable employment for people with disabilities and thus raising awareness among Spanish businesses about integration in the workplace. In 2014, the business arm of the organization was consolidated under the ILUNION brand (a combination of Inclusion and Union), which brings together a group of social enterprises operating in sectors such as services, tourism, social and healthcare assistance, consulting, and the circular economy. Its objective is clear: to demonstrate that economic profitability can go hand in hand with social impact. In 2018, the concept of the ONCE Social Group was formalized, uniting ONCE, the ONCE Foundation, and ILUNION under a single, coordinated structure. This framework reflects a unified vision: to provide social services, generate employment, and promote inclusion under a common identity and shared mission. Today, the ONCE Social Group is: • An employer of over 77,000 individuals, making it the fourth-largest non-public employer in Spain and the largest employer of people with disabilities in the world. • An organization where 60% of its workforce—more than 45,000 employees—has some form of disability. • A group where 45% of employees are women, many of whom have disabilities, reflecting a firm commitment to gender equality. • An example of cultural diversity, with almost 100 different nationalities integrated into its workforce. • An international benchmark in social economy, inclusion, and accessibility. • A model of sustainable management, in which all profits are reinvested into social programs. The success of the ONCE Social Group lies in its unique formula: solidarity, professionalism, and a forward-looking vision. ONCE does not merely generate employment—it creates opportunity, dismantles barriers, and builds a more just society. Its model, unparalleled anywhere in the world, proves that profitability and solidarity not only coexist but mutually reinforce one another. I am grateful for this opportunity to share with you the vision of Ángel Sánchez and the leadership of ONCE. Its storied history is inspiring and thought-provoking. Let’s find out what the future holds for this ground-breaking enterprise called ONCE.
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18 PUBLIC GAMING INTERNATIONAL • SEPTEMBER/OCTOBER 2025 Continued on page 38 Paul Jason: How has the system of street posts and kiosks operated by people with visual impairments or other disabilities changed or evolved over the last ten years? Ángel Sánchez: The nearly 21,000 people—each with a legally recognized disability—who make up ONCE’s main sales network are part of the fabric of our city and street life and reflect how our society has evolved. The changes we have experienced in this decade show everyone what we have been through together: from emerging out of a deep economic crisis to facing a pandemic that struck at the very core of our reality—human interaction— without forgetting the impact of the war in Ukraine, which brought the horrors of war back to Europe and opened Pandora’s box of inflation. We must always remember that, as an organization, we exist to serve society. The community of ONCE has continued to overcome challenges. We have expanded our portfolio of both proprietary and third-party products. We have broadened and improved our payment methods, making them safer, more secure, and more accessible. We have invested even more resources in responsible gaming and, as could not be otherwise, we have prioritized the quality of life of our people with new points of sale—our well-known kiosks—which allow us to bring our social, responsible, and secure lottery to all our customers with greater proximity and transparency. We have also worked to improve daily operations at non-fixed points of sale. This includes new portable stands that are more comfortable and better equipped; standardized, more professional, and easily recognizable uniforms; and greater comfort and security for our sales team. Over the past decade, we have strengthened our responsible gaming policy, ensuring consumer protection through specific commitments and action plans that have been integrated into our commercial communications, sales channels, and protocols for detecting problematic behaviors. We are committed to the WLA’s responsible gaming principles and are certified at the highest level—Level 4. We also meet the European Lotteries standard, which has granted us special recognition for achieving our fifth certification. We are especially concerned about protecting vulnerable groups and have developed and implemented a special plan for the protection of minors with 40 specific measures that clearly demonstrate our level of commitment. We have reinforced communication and training for our sellers, using the point-of-sale terminal as a tool to support this communication, and we run an annual mystery shopping program to ensure the effectiveness of these measures. Finally, we are also integrating our sales force into online accessibility, allowing our customers to locate our points of sale through updated technological solutions. How do you expect ONCE to change over the next three years? Á. Sánchez: We work to ensure that changes are always for the better—for both our people and our customers. We will continue to prioritize human contact in selling our lottery. That is our model. It is our reality, embedded in the organization’s DNA. We will therefore keep investing time and resources in expanding our improved kiosks and continually iterating our portable sales stand options. We are committed to internal innovation and active listening to solutions proposed from all levels of the organization, with continuous improvement programs and changes designed to make everyday work better and easier for everyone. For example, we are currently developing counterfeit banknote detection tools integrated in our terminals and analyzing payment systems that can block card use by minors. The ONCE system does much more than raise funds for good causes. Talk to us about how ONCE leverages its business operations to support a wide variety of activities and initiatives that advance broader social goals? Á. Sánchez: I always like to emphasize that our operational logic has not changed: we base our work on the strict control of the management of products and business processes, with all income fully reinvested in our social mission. Our core objective as ONCE is clear: to improve the quality of life for people who are blind or severely visually impaired, promoting their personal autonomy and full social and workplace inclusion. We provide social support to more than 71,000 affiliated blind individuals. From there, we extend that reality to everything we do: we seek inclusion and autonomy in all areas of life for people with other disabilities as well. We leverage the tools and capabilities acquired over years of experience to achieve similar goals across a broader range of societal needs. But our focus remains firmly fixed on the mission of serving our stakeholders, the community of ONCE. Knowing that Rome wasn’t built in a day, we have a clear vision. While we will continue to remind society of our purpose and our aspirations, we recognize that listening to everyone adds value. Towards that purpose, we are an active and driving part of the third sector. (The “third sector” refers to the network of non-profit and voluntary organizations—distinct from government and private business—that put their resources back into projects that help people and communities; that support social, cultural, or community objectives rather than distributing profits.) With Ilunion, and thanks to society and our lotteries, we have developed a unique business model, based on people and the pursuit of excellence. Our business model generates both economic and social benefits, diversification, and sustainability. We seek to create jobs for people with disabilities and those at risk of social exclusion, maintaining a balance between social and economic objectives. Helping people with disabilities build a life based on pride and ownership is as important as the funds generated by the sale of lottery tickets. Ilunion has six divisions (services, circular economy, hotel and hospitality, social and health care, communication, and consulting) and operates 50 lines of business with 535 workplaces across Spain. We are also particularly proud of opening ourselves up to international investment and development, as we now operate industrial laundry centers in Colombia focused on the social integration of people at risk of exclusion. Returning to Spain and focusing on the ONCE Foundation, our aim is full labor integration, and we invest in improving professional qualifications, job skills, and personal and professional abilities to increase employability. We will continue
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20 PUBLIC GAMING INTERNATIONAL • SEPTEMBER/OCTOBER 2025 Matt Strawn: As we talk about what’s next for national games, we can’t forget one of the biggest reasons we do what we do. It’s not just about benefiting good causes in our jurisdictions—it’s about the brands we represent and the life-changing prizes they offer. As directors and lottery leaders, we’re often one or two steps removed from that moment when someone wins. But I was there in Phoenix last year for the climax of the Nascar promotion when Megan Lewis won a million dollars, and the feeling was indescribable. So how do we keep creating those moments while strengthening the games that deliver such tremendous returns? Before we dive in, let me thank Bret and his team—Bret, Barb, Anna, Shannon—for the incredible work they do. Consider how small the MUSL team is, and yet we’re able to do so much because of their collaboration with working directors like Jay, Sarah, and David—who all have day jobs back in their home states. If you were here Tuesday, you saw four hours of work from Sarah’s committee. It’s inspiring to see directors roll up their sleeves to ensure a vibrant national draw games category. None of this happens by accident. I think back to last year’s panel here, when Bret and then-MUSL-President David Barden laid out a roadmap for the national games category. That plan, built during our biennial strategic planning session, is now being executed—and we’ll see a dramatic difference over the next two to four years. Before we hear from Bret, one final shoutout to our colleague Drew Svitko. Drew, my predecessor and past Powerball Product Group Chair and MUSL President, had a major hand in the strategy we’re discussing today. Bret, let’s start with you. Last year, you introduced what seemed like an aggressive timeline for directors, lotteries, and the vendor community. Take it away. Bret Toyne: Thanks, Matt. I appreciate the kind words and support, and thanks to the PANEL DISCUSSION This article is based on a panel discussion held at the PGRI Smart-Tech Conference on March 6 in Fort Lauderdale, FL. You can view the video on PGRItalks.com. National Games, Global Vision: How Collaboration Is Shaping the Future of Lottery Moderator: Matt Strawn, Chief Executive Officer, Iowa Lottery Powerball Product Group Chair and MUSL VicePresident David Barden, CEO & President, New Mexico Lottery and Chair, MUSL International Working Group Jay Finks, Executive Director, Oklahoma Lottery and Chair, MUSL Marketing and Promotions Committee Sarah Taylor, Executive Director, Hoosier Lottery (Indiana) and Chair, MUSL Development Committee Bret Toyne, Executive Director, MUSL L to R: David Barden, Bret Toyne, Sarah Taylor, Jay Finks, Matt Strawn “Something’s shifted in this industry. There’s a real entrepreneurial spirit, with tenacious follow-through that is pushing ambitious ideas across the finish line.”
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22 PUBLIC GAMING INTERNATIONAL • SEPTEMBER/OCTOBER 2025 MUSL team and all the board of directors for their leadership. We’re four weeks out from the rollout of the enhanced Mega Millions. We are very excited to see how the market responds. A shout-out to the Mega Millions consortium for managing significant changes across many lotteries. At the same time, directors and staff have been working on a national “For Life” game. We currently have Cash4Life and Lucky for Life, both performing well. But there’s an opportunity to combine them into something even more compelling. We’re starting research this month with plans to finalize decisions by April and aim for a Q1 2026 launch. This could attract a broader—and younger—demographic. Jay Finks is also chairing the NFL product group. Working with the NFL is no small feat, but we’ve got something exciting planned for fall 2026, just ahead of football season. The idea is to fill in the revenue valleys between the jackpot peaks of Powerball and Mega Millions. The “For Life” and NFL products could help level those cycles. And finally, Sarah Taylor and the development committee are looking at ways to refresh Powerball. We’re very early in the process and watching how Mega Millions performs before making big changes. But changes to Powerball require years of planning. Nothing would happen until 2027 at the earliest. Overall, we’ve got some strong opportunities ahead to grow revenue and support good causes. Matt Strawn: Thank you, Bret. That aggressive timeline last year really helped our members work with system providers to coordinate their own state initiatives around national games. I think the response has been very positive. And shout-out to Mary Harville from Kentucky, who’s been our liaison with the Mega Millions consortium. Most of us are through testing and ready for the change. I’d be remiss if I didn’t mention that this rollout also creates a window for jurisdictions not yet offering Double Play to jump in. We’ve seen a solid lift in Powerball sales with Double Play—23 jurisdictions now offer it, and two more are preparing to add it in the next 6–12 months. As Bret mentioned, game development starts in MUSL committees. These committees do the heavy lifting, and chairs are working chairs. Sarah, you and I spent time earlier this week reviewing plans. Would you share an update? Sarah Taylor: Thanks, Matt. Honestly, I was hesitant to chair this committee. It’s a lot of hard work, and not every idea crosses the finish line. But the timing worked well—we completed Phase 1 research on Powerball with Simon last year and Phase 2 qualitative with Angus Reid this year. That research helps support new initiatives. I’ve also been focused on timelines. Bret’s probably tired of hearing me talk about them, but locking in timelines really matters. We’re reviewing 2by2 and Lotto America as well, looking for ways to lift their sales. However, Powerball remains the biggest opportunity. Value proposition is a key theme. We’ve heard that repeatedly in the research— especially from younger demographics. Good cause messaging matters, but only when it’s clearly communicated. Many players still don’t know where the money goes unless it’s a high-profile program like Georgia’s HOPE Scholarship. We need to be more strategic in how we spend our marketing dollars. This week we invited four vendors to share ideas for Powerball. Some were simple, some more ambitious. Simple ideas—like redesigning the ticket—could help newer or lapsed players and younger audiences understand the game. Others proposed changes such as new draw days or pricing options. All of these suggestions are under review. We also discussed potential international Powerball sales and how that could impact product strategy. There’s more to come, but those were a few of the teasers. Matt Strawn: Sarah, music to my ears. Once over half the jurisdictions adopt Double Play, it makes sense to consider making it standard. Much to discuss. You mentioned the research, and it’s already being used by MUSL’s marketing and promotions committee and the NFL product group. Jay Finks, you’ve got a full plate— give us an update on national marketing. Jay Finks: Thanks, Matt. A lot of exciting things underway. NASCAR is still on the promo list, but the upcoming NFL game has opened even more doors. We’re getting calls and emails from brands wanting to partner with Powerball now that the NFL relationship is public. Some of these are traditional sponsorships, but some offer revenue potential we can reinvest into marketing. We’ve had interest in a national game show featuring Powerball or Mega Millions. We’re meeting with Team USA about Olympic collaborations. And we’re working on improving our national social media presence. We’ve also partnered with Splash Dot to launch a national Powerball app by year-end. The app will support brand engagement and second-chance promotions. It’s a key piece of the NFL game, which we’re finalizing now. Thirty-six states—covering over 200 million people—are already signed on. We expect to reach the mid-40s in the next few months. The game is a $5 Sunday “The NFL is invested in developing the game and partnering with us.” “And beyond the NFL, this collaboration has shown us what’s possible when Powerball and Mega teams work together. We need to merge resources, get everyone in the same room, and amplify our reach.” Continued on page 47
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