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“People look primarily at the instances where things go wrong for players; of course, every single one of those is one too many. But they don’t tend to look at the large number of people enjoying gambling.”

Holland Casino was one of the first operators out of the gate when the newly-minted market opened in 2021, and while they don’t have the position they occupied in those early days, the company’s online offering is healthy. When they launched online, Petra says “we were very well known for – and are very well known for – responsible gaming.

“That was the reason why we joined [online as well as land-based]. But we were a full brick-and-mortar company so it took us some time to prepare for that market. In the beginning, the market share was of course higher because you only had 10 operators and we had a very well-known brand name, but now the market is much bigger and you have operators more specialised in sports betting and things like that. We have dropped down a bit.”

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Robert Chvátal, Allwyn’s chief executive officer, said appointment aligned with the group’s long-term vision to embed integrity and player safety across its products and markets.

“Player protection is something I live and breathe and I look forward to implementing that passion at scale across Allwyn,” Rodano added.

He said that by operating in a number of markets, Allwyn had a unique opportunity to learn from each other.

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Although the late LVS chairman and CEO Sheldon Adelson hailed the Japanese market as “a holy grail” and the “ultimate of business opportunities”, the company dropped out of the game, scrapping its pledged $10 billion project.

Japan has drawn on Singapore’s IR development model, which embodies a balancing act between ambitious economic visions and restrictive conditions. But Andrew Klebanow, principal of Klebanow Consulting, believes Japan’s IR regulations swerved “too far into crafting regulations and policies”. Klebanow specialises in hotel-casino market feasibility studies, strategic planning and facility planning recommendations.

“As the RFP process played out, regulators introduced additional policies and regulations. As each regulation was introduced, developers adjusted their gaming forecasting models downward. Finally, those models reached a tipping point where potential revenues were insufficient to justify a project’s capital costs,” says Klebanow.