Our purpose and strategy

Our purpose is fundamental to what we do. It guides our values and our overall strategy. 

Our Purpose

To deliver exciting and entertaining experiences in safe, sustainable and rewarding environments. We will achieve this through reflecting the changing needs and expectations of our customers, communities and colleagues. To excite and to entertain. 

Our strategic intent

To ensure we deliver on our purpose, we have set out clear aspirational plans that form our strategic intent. For now, we are investing for growth to at least return Grosvenor to its 2019 profitability levels, and to right size our Mecca estate.

By improving talent and capability in critical areas and implementing our new RIDE platform, we will lay the foundations for international expansion, as well as improve our digital proposition.

In the medium term we will balance investment and returns as we implement the outcomes of the Gambling Act Review, test international expansion concepts, and increase the digital percentage of our revenues. In the longer term, we will seek to maximise returns by driving our international revenues and progressively building shareholder returns.

You can read what we said and what we did for 2022/23 on pages 32 to 41 of our 2023 Annual Report.

Our strategy

Our strategy is focused on generating long-term sustainable shareholder value. We have made considerable progress which ensures significant opportunity in the next phase of the plan.

Our key areas of focus for 2023/24

1. Provide a seamless and tailored experience for customers across venues and online

• Introduce via our proprietary technology platform single unified membership for Mecca online and venue customers.
• Delivery of single apps for each brand ensuring customer needs are met for both online and in-venue experiences.
• Delivering further venues content online, allowing customers to virtually tour our venues and bringing the venues atmosphere online through dynamic content.
• Further development of our personalisation capabilities, delivering the right content, at the right time to the customer.
• Continue to deliver our cross-channel live casino offering through shared jackpots, game variants and customer experiences.
• Deliver gamification and personalisation of rewards through retention and product recommendations relevant to the customer and reward players for engaging at a brand level.
• Relaunch our improved joint liquidity bingo game ‘Fortune’, enabling seamless play in venue or online with community jackpots.

2. Drive digital growth powered by our proprietary technology and live play credentials

• Continue to build out our core RIDE platform scalability and enhance its resilience to support our growth ambitions.
• Enhance our sportsbook capabilities through onsite content and bonusing improvements so we become the sportsbook of choice for our customers.
• Scale marketing investment through key channels to drive brand awareness and customer consideration.
• Further investment into our Safer Gambling tools and measures.
• Enhance our monitoring and player protection capabilities whilst delivering excellent customer experience.
• Launch a daily live online bingo experience at YoBingo.es.

3. Continuously evolve our venues estate with engaging propositions that appeal to both existing and new customers

• Continue to build on our strong Mecca slots performance by refurbishing an additional 20 slots areas in our key venues.
• Continuing with our external redevelopment programme, with 16 Mecca venues to be upgraded by the end of 2023/24.
• Improving the visibility of our venues online with more informative and up to date venues related information.
• Refurbish the external of 12 of our Grosvenor venues in order to improve kerb appeal and help drive consideration from non-casino customers.
• Complete major refurbishments at our Leicester and Portsmouth casino and begin a scheme at our flagship casino, The Victoria in London.
• Complete the detailed planning for the implementation of the land-based bingo and casino reforms contained within the UK Government’s white paper.
• Complete refurbishments in Enracha’s Seville and Sabadell venues.

4. Be passionate about the development and well-being of our colleagues and the contribution we make to our communities

• Improve the delivery and content of colleague development courses and training across the Group.
• Implementation of an improved communication and engagement strategy.
• Ensure Group policies are modern and global to better reflect the current and future business needs.
• Delivery of the further energy efficiency programmes in line with the Group’s net zero plan.
• Roll out of a Group-wide engagement programme centred on the Group's environmental ambitions.

5. Build sustainable relationships with our customers by providing them with safe environments in which to play

• Deliver changes outlined in the Gambling Act review for the UK digital business, specifically around affordability, slots staking, game design and marketing preferences.
• Enrol in the GamProtect scheme, introducing safer controls across UK gambling operators.
• Continue to progress Gamcare accreditation for our Grosvenor venues.