Inside Asian Gaming

IAG NOV 2020年11月 亞博匯 133 專欄 the right direction. Its draft Basic Policy for the Development of Integrated Resorts is an excellent example of an outcomes driven policy. It identifies desired outcomes throughout. For example, in Section C of the proposed Evaluation Criteria, it states, “IR operators are expected to establish sufficient agreement in the region regarding the development of IR areas, and to build and maintain good relationships in areas that are essential for the long-termand stable continuation of the IR business.” This goal is not unique to Japan. It has been pursued in many jurisdictions, from Melbourne to Macau. For example, Galaxy Entertainment Group’s (GEG) casinos in Macau have developed programs for local small and medium enterprises. The bustling laneway of independent restaurants and food outlets situated outside GEG’s Broadway property shows how local small businesses have benefitted from the addition of an IR within their community. What is now important for Japan and the Prefectures who will be embarking upon formal Requests for Proposals is that the assessment process must closely follow the direction given in the Basic Policy. It should evaluate each proposal on the outcomes they offer in showcasing Japan to the world and in so doing, strengthening Japan’s economy. This can be through an enhanced MICE industry, supporting local small and medium sized businesses to be suppliers to the IR, generating significant numbers of high quality new jobs (while also seeking confirmation that the operator will offer pathways for longer-term career prospects, particularly for locals), and attracting large numbers of tourists to visit the IR and the country as a whole. In so doing, anticipated tax revenues and economic impact assessments can be made and measured. Finally, and no less important, they should consider commitments toward, as well as previous experience in, providing training to employees in all aspects of IR operation, including harmminimization. With COVID-19 having so substantially impacted international travel, there is also an opportunity for IR bidders to incorporate programs in their proposals which maximize Japan’s envied reputation as a safe 然而，此類承諾應被視為對任何長期、實際或可持續性的評 估中，一個有用性有限的投入因素。100億美元的資金投入，當中 有否指出其對遊客參觀的影響、建築質量、非博彩活動的實用和 適用性，或開發項目將創造的工作機會的數量？答案是通通沒 有！ 儘管如此，理論上日本正朝著正確的方向進發。其關於《綜 合度假村開發基本政策》草案則是成果驅動政策下的一個好例 子。它首先奠定了整個發展的預期成果。譬如，在擬議評估標準 的C節中指出，「IR營運者應與其發展IR的地區擬立協議，與地區 建立並保持良好關係，以維護IR業務長期和穩定的發展。」 此目標並非日本獨有。從墨爾本到澳門，許多司法管轄區都 在採用此方法。例如，澳門銀河娛樂集團（GEG）的娛樂場已為當 地的中小企業開發項目。在位銀娛旗下的百老匯中，本地獨立餐 廳和食品店林立，熙熙攘攘的巷子顯示了當地小型企業如何從 作為社區的新成員IR中獲益。 對日本和將開始正式徵集建議書的地區來說,現在重要的 是評估過程必須嚴格遵循《基本政策》草案中的方向。應該評估 每一項提案的預計成果中,如何向世界展示日本和為日本帶來 怎樣的經濟正面影響。並可通過增強會展業、支持當地中小型企 業成為IR的供應商、創造大量高質量的工作機會(同時尋求營運 商特別為當地人提供長期的職業前景)和吸引大量遊客到日本 並到訪IR來實現。藉此更可進行預期稅收收入的估算和經濟影 響的評估並加以衡量。 最後，同樣重要的是，他們應考慮為在IR各範疇營運的員工 提供培訓的承諾，同時傳授過往經驗，包括如何減少傷害。 由於COVID-19對國際旅行產生了重大影響，因此IR競標者 還有機會在提案中把亮點聚焦在日本作為一個以安全環境和健 康保健而享譽聞名，並在對抗疫情中取得相對的成功。 擬議的社會保障措施亦可以從成果的角度來進行評估。投 標者應能解釋將要實施的系統和控制措施——例如，但不限於對 自我排斥、員工培訓、尖端技術工具和支援的諮詢，以盡量減少 賭博帶來的危害。應期望投標者能從經驗中展示這些方法在他 們正在營運的司法管轄區中的結果，令人們對日本隨後可能會 出現的預期結果產生信心。 通過建立以成果為基準的框架，司法管轄區可將與約束性 承諾納入與IR持牌者的協議中，以維護物質和營運標準。若無此 等協議，當中的非博彩部分將可能很快便陷入荒廢狀態，營運商 或將資本支出集中在高收益的博彩項目上。《基本政策》草案明 確指出，僅完成初始建設本身並不足夠，持牌者需要在開業後將 部份營運利潤進行再投資，以持續改善其IR設施。