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OUR PURPOSE AND STRATEGY

Our purpose is fundamental to what we do. It guides our ambition, values, and our overall strategy, providing us with a truly cohesive approach within which to run our business. Despite the challenges caused by the COVID-19 pandemic, the Group remains committed to its current strategy which will present opportunities for revenue and profit growth.

Our Purpose

To work together to create exciting environments that reflect the changing needs and expectations of our customers and colleagues, delivering stimulating and entertaining experiences every time, To Excite and To Entertain.

Our Ambition

To become a £1 billion revenue international gaming company by 2023, transforming our business and consistently exceeding our customer and shareholder expectations. Rank aims to achieve this through the delivery of our six strategic pillars.

Below are our six strategic pillars and an update on our 2019/20 strategy for each.

1. Create a compelling multi-channel offer

What we said

  • Enhancement to Grosvenor One customer sign-up and other user journeys plus increased focus on the customer benefits; and
  • Further development of an omni-channel Mecca service.

What we did

  • Additional improvements to customer proposition delivered with improvements to sign-up promotions and offers for Mecca and Grosvenor;
  • Customer journey improvements to Grosvenor’s single account and wallet, Grosvenor One, driving omni-channel customers up 43% in the year;
  • Single sign-up capability for Grosvenor One developed and expected to launch in Q1 2020/21 enabling customers to sign up once and have access to all channels and services;
  • Mecca digital sign-up in venues through Mecca Max terminals developed and expected to launch in Q2 2020/21; and
  • Enhanced digital experience across our Mecca venues including the introduction of a digital membership card.

What we are going to do 

  • Continue development of Mecca’s omni-channel offer including games accessible across channel.

2. Build digital capability and scale

What we said

  • Investment into and development of Grosvenor’s sportsbook offer;
  • Develop a suite of proprietary games;
  • Launch of a Grosvenor daily retention game;
  • Continue with enhancements to customer user and payment journeys;
  • Automation and improvements to life cycle management and CRM more generally;
  • Launch of YoCasino.es and YoBingo.pt;
  • Complete the migration of Grosvenor’s customer base to the new CMS and commence the migration of Mecca’s customers; and
  • Successfully conclude the acquisition of Stride Gaming plc and commence its integration with Rank Digital.

What we did

  • Acquisition of Stride Gaming plc (“Stride”) for £116.0m was completed in October 2019;
  • Stride technology platform developed in preparation for the migration of Rank’s digital brands in 2021;
  • Commenced the in-housing of third-party technology support, a key driver for achieving post Stride acquisition cost synergies;
  • Grosvenor’s content management system migration completed in September 2019;
  • Dedicated resource now responsible for Grosvenor sportsbook focused on targeted marketing and operational improvements;
  • Launch of proprietary games in the year – Buffalo Wild and Chilli Con Cash;
  • Successful Daily Retention Game (“DRG”) launched across both Mecca and Grosvenor brands
  • Numerous customer journey improvements delivered in the year – from registration to first time deposit, incorporation of improved safer gambling controls and launch of new cashier;
  • CRM automation progressed in the year with a focus on early life stage depositors based upon improved customer modelling;
  • Appointment of key hires in Yo to improve management capability;
  • Investment in YoBingo operations – diversification of marketing channels, development of customer relationship management tools and product improvements; and
  • Launch of YoCasino.es in Spain.

What we are going to do

  • Further development of Stride’s proprietary technology in preparation of the migration of Rank digital’s legacy brands;
  • Migration of meccabingo.com onto the Stride platform;
  • New Grosvenor sportsbook site to be launched;
  • Mecca Content Management System migration planned for H1 2020/21;
  • Complete CRM automation; and
  • YoBingo.pt to be launched in Portugal in H2 2020/21.

3. Continuously evolve our venues proposition

What we said 

  • Open a new casino concept at our Brighton venue;
  • Continue to upgrade casino slots estate across all venues;
  • Investment in a new outdoor customer facility at the Victoria casino incorporating live gaming;
  • Accelerated programme of development in the Grosvenor estate based upon learnings from recent investments;
  • Roll out of three standalone Enracha Stadium concept venues;
  • Additional initiatives to modernise the Mecca brand and product/service offering; and
  • Further development of Mecca’s bingo and cashline offer.

What we did

  • New concept casino, Pier Nine, in Brighton opened in December 2019 aimed at providing a more exciting and entertaining casino experience with a wider and more relevant non-gaming offer;
  • Investment into new electronic roulette terminals and curve gaming machines deployed across the Grosvenor estate delivering good returns;
  • Investment in new hardware to enhance Grosvenor’s gaming machine progressive offer contributing to strong machines performance;
  • An improved outdoor customer terrace at Grosvenor’s flagship casino in London, the Victoria casino, was completed in August 2020 now providing its customers with an upgraded outdoor gaming facility;
  • Key investments across the casino estate were completed in the year, including new external signage at Reading Central and refurbishment of the Rialto casino in London;
  • Mecca customer proposition developed in the year with more main stage bingo and a reduction in interval games alongside a greater emphasis on more attractive linked venue prize pools, bingo centric entertainment and an enhanced food and beverage offer;
  • Mecca successfully launched its new cashline game, Win Fall, creating more in club winners;
  • Four Enracha venues underwent refurbishments focused principally on improving the gaming machine offer; and
  • A new Enracha venue in Girona, with a greater focus on electronic gaming and sports betting, was opened in August 2020.

What we are going to do  

  • Planning for further investments in product, technology and facilities across the Grosvenor estate to be implemented as cash headroom permits;
  • Introduce hourly bingo sessions to maximise Mecca capacity and provide an alternative to historic peak sessions;
  • Introduce a timetable of non-gaming activity, e.g. quiz and comedy nights into Mecca to attract new customers not being serviced by other space restricted leisure operators; and
  • Increase food and beverage promotional activity, e.g. Beer and Gin Festival, to attract new customers and take advantage of available capacity in Mecca.

4. Consistently improve our customer experience through innovation

What we said 

  • Launch of Ticket In Ticket Out (“TiTo”, technology which prints out a barcoded slip of paper which can either be redeemed for cash or inserted to play other TiTo machines) for casino table gaming;
  • Extension of home delivery for food and drink from our non-London casino kitchens;
  • Launch of an automated ticket vending machine dispensing pre-bundled bingo books;
  • Installation of fixed Mecca Max positions to be trialled to improve customer experience;
  • Go live with cross channel liquidity for Mecca; and
  • Introduction of TiTo across all Mecca venues.

What we did 

  • TiTo for casino table gaming launched across the casino estate;
  • ID scanning technology introduced in Grosvenor to accelerate benefits to membership, cross channel and safer gambling;
  • An additional four casinos outside of London now participating in food and drink home delivery;
  • Roll-out of task management software and hardware to Grosvenor to improve operating standards and deliver additional cost efficiencies;
  • Trialled automated ticket vending machine dispensing pre-bundled bingo books which will be rolled out across Mecca during H1 2020/21;
  • The roll-out of food and drink home delivery from Mecca’s kitchens completed;
  • Fixed larger screen Mecca Max positions were introduced in our Leicester venue which provide a more comfortable customer experience, further roll outs are scheduled for FY21; and
  • TiTo was introduced across 23 key Mecca sites.

What we are going to do 

  • Ensuring we operate COVID-19 secure venues with measures to ensure social distancing and exceptional hygiene standards for our customers and colleagues;
  • Increase use of cashless transactions in our venues;
  • Deliver enhanced single customer view across all channels; and
  • The launch of management dashboards providing near real time performance metrics across our venues.​

5. Be committed to safe and fair gaming

What we said 

  • Better target our customer interactions with those most at risk;
  • Extend the Focal Research trial to include electronic roulette play and roll-out across the Grosvenor estate;
  • Reduce our reliance on less sophisticated systems of triggers and alerts in our venues businesses;
  • Further pursue the assessment of affordability risk, reducing our reliance on generic thresholds and those based only on financial metrics; and
  • Refresh and reinvigorate our approach to customer messaging to encourage safer gambling behaviour.

What we did

  • Safer gambling controls introduced to our gaming machines in venues for both time and spend to better help customers manage their play;
  • Trial of algorithms to identify problem gambling at risk behaviour completed;
  • Affordability models implemented across all digital brands;
  • Centralised the management of all digital customer safer gambling interactions into our Customer Solutions Hub in Sheffield;
  • Expert level training provided by GamCare to dedicated safer gambling team in Sheffield;
  • Further development of our safer gambling programme across our Grosvenor venues – improvements to customer affordability checks, creation of data led triggers for at risk customers and strengthened protections throughout the customer journey; and
  • Additional safer gambling protections implemented for our digital customers during lockdown including numerous pledges made in conjunction with the Betting and Gaming Council (“BGC”), even tighter restrictive measures implemented regarding markers of harms and restrictions to marketing activity.

What we are going to do

  • Develop and deliver further engaging and interactive safer gambling training across our digital and venues businesses;
  • Review customer communications at key touch points throughout the customer journey to ensure safer gambling messaging and communications are embedded;
  • Evaluate and review the newly implemented controls in Grosvenor venues to enable their enhancement and continuous improvement;
  • Continue to invest in, and implement, new player protection tools on machines and electronic bingo terminals in Mecca venues;
  • Continue to develop a single-customer view to allow automated assessment of holistic customer risk across channels and brands; and
  • Further evolve protections for customer across our digital platforms and brands, to ensure robust controls are applied consistently for all customers.

6. Within an environment which enables our colleagues to develop, be creative and deliver exceptional service

What we said 

  • Roll-out of Leading@Rank and Managing@Rank development programme to enhance our employee development programmes;
  • Re-launch of a new Group intranet to improve engagement with, and communication of, key business issues; and
  • Define and celebrate sub-cultures within the Group; and
  • Ensure our leader take responsibility for role-modelling our values to drive cultural change.

What we did 

  • Leading@Rank and Managing@Rank implemented across all relevant colleague groups with activity continuing to account for new hires and internal promotions;
  • Group wide intranet, Get Connected, relaunched with enhanced discoverability and more regular news updates;
  • Work commenced on defining sub-cultures across the Group to help create effective; and cohesive engagement across the different business segments; and
  • Created the opportunity during lockdown for colleagues to contribute to the national effort by cooking meals for emergency service and NHS workers and to provide a range of other community support.

What we are going to do

  • Continue to develop team briefings e.g. Town Hall updates and ensure there is clear communication of the Group’s priorities;
  • Continue to develop a high-performance culture;
  • Continue the work on defining sub-cultures across the Group to help create effective and cohesive engagement across the different business segments;
  • Focus on improving colleague’s well-being by empowering leaders and managers to effectively engage with their teams and to talk more openly about issues, including mental health; and
  • Continue to deliver the Group’s inclusion and diversity strategy, including the annual calendar of events and specific interventions, such as building on our group of Diversity Champions and Mental Health First Aiders.