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Hotel and resort casinos (Guyana)
Guyana follows the "point" model of the gambling market: casinos are allowed only in conjunction with hotels and resort facilities. This reduces social risks, concentrates offers in tourist and business clusters and improves the quality of service. For investors, this format is understandable and predictable: there is a single casino regulator (Gaming Authority of Guyana), standards for the site and operator, as well as synergy with hotel, MICS and event revenue.
1) Legal framework: how licensing works
Two licenses:1. Casino premises license - permission to use a specific hotel/resort premises for a casino.
2. Casino operator's license - the right to conduct gambling activities as an operator.
Regulator: Gaming Authority of Guyana - evaluates the project, "fit-and-proper" owners and management, safety, plans for AML/CFT and responsible play.
Hotel binding: requirements for class, number of rooms, infrastructure (parking, security, access control system) and services (F&B, entertainment venues).
Supervision: inspections, reporting, possibility of license conditions (hours, zone, SOP according to RG/AML, IT control).
2) Why hotel-casino is a rational model for Guyana
1. Controlled geography. Casinos are located in managed areas - at hotels and complexes.
2. Tourist added value. The casino enhances room loading, restaurants and event venues, forming a "package product."
3. Single point of contact for control. It is easier for the regulator to monitor a limited number of complex objects with an understandable structure of owners and operational processes.
4. Investment predictability. Clear CAPEX requirements, transparent licensing process and verifiable KPIs.
3) Formats and examples of venues in Georgetown
Resort format at the urban core. Large room stock, swimming pool, restaurants, nightlife; the casino is the anchor of the complex.
City "boutique" at the hotel. Compact casino on 1-2 levels, classic tables + slot pool, focus on guests of the city center and business traffic.
4) Project economics: from CAPEX to guest LTV
Revenue lines:- Gaming: slots, tables, jackpots, tournaments (poker/blackjack), VIP segment.
- Non-gaming: rooms, F&B, hall rentals, events, spas/nightspots, partner events.
- GGR/NGR (gambling margin), RevPAR and ADR (hotel), F&B check, MICE download, Cross-sell (share of casino guests buying additional services), TAT withdrawal and SLA support (for reputation).
- Weekdays/business traffic: Tables launch late afternoon, emphasis on slots and F & B.
- Weekend/events: peak windows, tournaments/show matches, specials for room + dinner + fish credit packages.
5) Payments, AML/CFT and fintech
Fiat channels: cards, banking, vouchers, local e-wallets.
Crypto channels (optionally, within the framework of general financial rules): the use of stablecoins as a tourist flow tool is possible only through the appropriate providers with sanction and transaction screening; it does not replace licenses or create "online law."
AML/KYC: guest identification, limits, suspicious transaction monitoring, logging (WORM), staff training, interaction with financial authorities.
Operational practices: event log (rates/payments/bonuses), cash register audit, "four eyes" on large operations, regular pentests of IT systems.
6) Responsible play (RG) and defending guests
Age control and ID entry.
Limits and timeouts: the ability of the guest service to help establish restrictions, information materials on RG.
Personnel training: recognition of signs of "tilt "/behavioral risks, correct communication.
Transparent rules: cash out, tip, photo/video, dress code - visible on the counter and site.
Communication with help lines: materials and contacts in the checkout area and on the hotel/casino website.
7) Marketing and MICE: how a casino "works" on a destination
"room + chips + dining" packages. Optimal for weekends and holidays.
Event calendar: poker series, boxing/MMA, jazz weekends, e-sports finals; collaborations with the local cultural scene.
Partnerships: Airlines, banks (mile/co-branded programs), tour operators, cruise lines.
Community and PR: local tournaments, charity evenings, support for sports and education.
8) Operational risks and mitigation
Seasonality/uneven loading: MICE line, corporate armor, local festivals.
Bonus abuse and multi-accounting (for hybrid offline online promo): eKYC, device fingerprinting (for digital loyalty services), manual checks.
Cyber risks: WAF/DDoS, network segmentation, SOC monitoring, regular updates.
Personnel risks: hospitality academy/croupier, mentoring, flexible schedules.
Reputation: fast and transparent payments, clear rules, working out complaints.
9) The role of the city and the state
City plan: transport accessibility, parking, outdoor navigation, lighting and safety of the area.
Regulatory: clear licensing instructions, periodic reports and open communication with the market.
Social effect: personnel training program, local purchases and ESG requirements (energy saving, water treatment, waste management).
10) Development Roadmap (2025-2030)
11) KPI for performance monitoring
12) Checklist for operator and investor
Package for two licenses (room + operator), ownership structures and "fit-and-proper."
AML/KYC/CFT procedures, logging, staff training, incident response plan.
RG policy: limits, timeouts, materials and interaction scripts.
IT loops: WAF/DDoS, segmentation, redundancy, penetration tests, WORM logs.
Commerce: calendar of events, "room + chips + dining" packages, partners with airlines/banks.
ESG: energy and water saving, local procurement, internship program.
Conclusion
The hotel and resort model is optimal for Guyana: it combines controlled legality, quality of service and tourist multiplier. Clear licensing, strong processes for AML/KYC and responsible play, plus an event calendar, are the key to ensuring that casinos do not just exist at hotels, but become drivers of the urban and national economies. For investors, this is a predictable framework, for guests - a safe and comfortable experience, for the state - transparent taxes and a managed market.