Crises and Constraints - Haiti

Haiti is entering a protracted cycle of multi-layered shocks - security, humanitarian crisis, natural disasters and institutional turbulence. This directly narrows the possibilities for casino hotels, slot halls and betting: tourism is unstable, logistics are vulnerable, and capital investment flows into "survival" mode. International financial institutions describe the situation as an "unprecedented multidimensional crisis," where a weak tax base and a high proportion of the informal sector exacerbate supply shocks.

1) Safety as the main "stop factor"

In 2024-2025, the authorities repeatedly introduced emergency regimes, and the control of armed groups covers a significant part of the capital. Even symbolic attempts by the authorities to work in the center of Port-au-Prince are accompanied by shootings, which undermines the business and tourist climate and makes evening entertainment risky.

The humanitarian consequences are large-scale: the number of displaced children has grown to hundreds of thousands, and access to basic services is regularly blocked. For the gambling sector, this means rare opening hours, high transaction costs of security and transportation, and a shift in demand for "home" entertainment formats.

2) Tourism and cruise stream: "thin thread"

Cruises are key to evening casino demand in Caribbean capitals. In Haiti, in 2025, the largest market player extended the suspension of visits to Labadee, citing security. The loss of a stable flow of passengers hits the F&B revenue of hotels and the cash discipline of small halls, which depend on the "peaks" of visitors.

3) Logistics and infrastructure: narrow necks

Blockages of ports and roads in recent years have repeatedly paralyzed supplies, which affects import-dependent equipment (slots, spare parts, POS, IT). Even outside the peaks of escalation, the industry faces disruptions, rising costs and insurance complications.

Added to the natural factors is the legacy of the 2010/2021 earthquakes, which damaged roads and tourist infrastructure in the south. Infrastructure "seams" increase the risks of projects outside the capital and limit the development of a full-fledged resort model "beach + casino."

4) Macroeconomics and demand

According to the IMF (Consultation on Art. IV, 2024), the supply crisis will continue to put pressure on growth and inflation with low income collection and a high share of remittances. For casinos, this means: low predictability of demand, weak depth of the domestic market and dependence on external tourist "anchors" (cruises, missions, MICE).

5) Pressure regulation: LEH digitalization

The regulator (LEH) transferred the lottery segment to the mandatory LEH POS systems from October 1, 2025 (grace period until January 1, 2026). This increases the transparency of turnover and theoretically helps the budget, but for operators in a crisis environment means CapEx/OpEx for transition, personnel training and the risks of "disconnection" in case of communication/electricity failures.

6) How crises are "squeezing" the industry itself

Demand: fewer tourists → fewer evening casino visits; local guests demonstrate caution in nocturnal activity.

Operations: strengthening security, transfers and screening increases the cost of a check; some establishments reduce opening hours.

Investment: projects outside the capital are delayed; equipment and service require importation and insurance → high risk of downtime/breakdowns.

Enforcement: LEH's shift to POS and "regularisation" squeezes out the grey sector but simultaneously shuts down vulnerable points not ready for renewal.

7) What can help ease restrictions (box 2025-2029)

The World Bank has adopted a strategy for 2025-2029. to restore and protect human capital "as conditions improve," and the UN system fixes humanitarian access barriers that require coordination of security forces. For the industry, this is a window of opportunity: stabilization and improved access → return of cruises/tour operators → the growth of "anchor" casino hotels.

Practical conclusions for operators and hotels

1. Metropolitan focus: design services around relatively secure clusters (Petionville), integrate casino-evening into MICE/corporate packages.

2. Anti-crisis P&L: lay additional costs for security/logistics, backup generators/communications and supply insurance.

3. Compliance transition: complete the connection to POS LEH before the end of the grace period; train cashiers and streamline reporting.

4. Demand scenarios: Don't count on "beach flow" - keep an eye on the status of Labadee and Caribbean alternative routes.

Bottom line: The limited gambling industry in Haiti is a consequence of the layering of crises: security, logistics, weak macroeconomics and tourism with an intermittent cruise channel. Until 2026, the industry will combine strict LEH compliance with careful demand management and localization of services in safer clusters - until conditions for investment and tourist flow begin to improve steadily.