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2023 Sustainability Report
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In 2025, we will celebrate 80 years of history, during which we have accompanied the evolution of gaming in Italy and profoundly transformed our business model, which today is increasingly digital, international and responsible. Along this path, sustainability has always represented an extraordinary opportunity to ensure Sisal’s long-term growth, while making a positive impact on society.
Together we can make a difference and contribute to the building of a more responsible future.
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Sustainability in Sisal
Francesco Durante
CEO of Sisal S.p.A.
In 2025, we will celebrate 80 years of history, during which we have accompanied the evolution of gaming in Italy and profoundly transformed our business model, which today is increasingly digital, international and responsible. Along this path, sustainability has always represented an extraordinary opportunity to ensure Sisal’s long-term growth, while making a positive impact on society.
Together we can make a difference and contribute to the building of a more responsible future
Listen to the interview
Sustainability in Sisal
Francesco Durante
CEO of Sisal S.p.A
The strategy for a more responsible future
Our strategy to grow the business and promote a more responsible future is how we realise our corporate Purpose, the raison d’être and principle that guides all our activities. The strategy rests on three pillars: Boost Digital Growth, Expand International Presence, Excel in Responsibility, all closely interconnected and perfectly aligned with Flutter’s strategy and Positive Impact Plan.
Sisal’s Sustainability Strategy is built on four pillars: Responsible Gaming, Empowerment and Inclusion, Positive Community Impact and Reduction of Environmental Impacts. These pillars are further supported by two strategic drivers: Governance and Business Ethics. In 2023, we strengthened our Sustainability Strategy to enhance it and align it with Flutter’s Positive Impact Plan.
Sustainability
We can only achieve our goals and generate value for players, our people and the community through business activities that are responsible towards the people and the local areas we interact with on a daily basis and that are sustainable in the long term.
With the aim of promoting a path of sustainability in line with national and international best practices, in 2021 we developed a strategic framework that integrates the different impact areas affected by our sustainability commitment, each of which is broken down into concrete objectives and actions aimed at achieving the goals of Sisal’s Sustainability Agenda.
In 2023, we strengthened our sustainability strategy to enhance and align it with Flutter’s Positive Impact Plan, making a direct and integrated contribution to Group-wide commitment.
The strategy is structured around four pillars: Responsible Gaming, Exemplary employer of choice, Positive impact on the community and Reduction of environmental impact, in turn supported by two strategic drivers, Governance & Business Ethics.
For us, promoting Responsible Gaming is the very essence of doing business, and it involves a strategy that looks at the gaming industry in the long term.
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Stefano De Vita
Responsible Gaming & Global Research Director
Responsible Gaming in Sisal
We have developed a Responsible Gaming model based on advanced research and tools to identify and prevent negative phenomena. Thanks to our omnichannel model, we’ve been able to put players front and centre and build an information and support network around them to promote and guarantee healthy, safe and responsible behaviours.
Results 2023
- Certification of Sisal’s approach to Responsible Gaming in Italy obtained from the Italian Patent and Trademark Office.
- Development and patenting of the A.D.A. algorithm.
- 1.453 hours of training provided internally on Responsible Gaming.
- 30.000 players involved in our research activities.
- First PhD on Responsible Gaming in cooperation with the Catholic University.
- Creation of the FAIR Foundation to promote the development of culture and tools for the prevention of problem gaming.
For us, promoting Responsible Gaming is the very essence of doing business, and it involves a strategy that looks at the gaming industry in the long term.
Listen to the interview
Stefano De Vita
Responsible Gaming & Global Research Director
Responsible Gaming in Sisal
We have developed a Responsible Gaming model based on advanced research and tools to identify and prevent negative phenomena. Thanks to our omnichannel model, we’ve been able to put players front and centre and build an information and support network around them to promote and guarantee healthy, safe and responsible behaviours.
Results 2023
- Certification of Sisal’s approach to Responsible Gaming in Italy obtained from the Italian Patent and Trademark Office.
- Development and patenting of the A.D.A. algorithm.
- 1.453 hours of training provided internally on Responsible Gaming.
- 30.000 players involved in our research activities.
- First PhD on Responsible Gaming in cooperation with the Catholic University.
- Creation of the FAIR Foundation to promote the development of culture and tools for the prevention of problem gaming.
We are committed to unleashing people’s full potential by making Sisal a place in which to grow and prosper.
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Sian Carson
Chief People Officer
Sisal's People Strategy
People are the beating heart driving growth and the generation of long-term value in the company. Our objective is to create a working environment that is exemplary and can be tangibly measured, by leveraging active listening and a collaborative approach to co-creation together with the various Sisal teams. At the centre of this vision is the importance of radically integrating Diversity, Equity and Inclusion (DEI) into our values and our culture, promoting this at every level, both in Italy and the various countries where we operate, and taking account of the various local realities.
Results 2023
- -3,4% Gender Pay Gap (-2.8 p.p. compared to 2022): reached 2025 target one year early.
- -3 p.p. voluntary turnover.
- Sisal’s first participation in Milano Pride with a company delegation.
- Drafting of “Expected Behaviours” guidelines for correct intercultural communication.
- More than 2 million euro paid out to our people through welfare bonuses and wellbeing initiatives.
- Received the Libellula Foundation Inspiring Company 2023 Award for Sisal’s commitment in the field of gender violence.
We are committed to unleashing people’s full potential by making Sisal a place in which to grow and prosper.
Listen to the interview
Sian Carson
Chief People Officer
Sisal’s People Strategy
People are the beating heart driving growth and the generation of long-term value in the company. Our objective is to create a working environment that is exemplary and can be tangibly measured, by leveraging active listening and a collaborative approach to co-creation together with the various Sisal teams. At the centre of this vision is the importance of radically integrating Diversity, Equity and Inclusion (DEI) into our values and our culture, promoting this at every level, both in Italy and the various countries where we operate, and taking account of the various local realities.
Results 2023
- -3,4% Gender Pay Gap (-2.8 p.p. compared to 2022): reached 2025 target one year early.
- -3 p.p. voluntary turnover.
- Sisal’s first participation in Milano Pride with a company delegation.
- Drafting of “Expected Behaviours” guidelines for correct intercultural communication.
- More than 2 million euro paid out to our people through welfare bonuses and wellbeing initiatives.
- Received the Libellula Foundation Inspiring Company 2023 Award for Sisal’s commitment in the field of gender violence.
We maintain an open dialogue with our communities and aim to spread a culture of social solidarity in which everyone can become an agent of change.
Our positive impact strategy addresses two main areas: Social Innovation, through long-term projects to sustain and valorise the startup ecosystem and relative enterprise and technology skills, and Corporate Solidarity, to develop powerful projects and relations in support of good causes and to help in emergency situations in partnership with associations and non-profit organisations. This is not only a “giving back” system but also a way for Sisal to stay connected to the communities in which it operates and build relations with the outside world by investing in inclusive growth and collective wellbeing.
Results 2023
- 456 start-ups applied for GoBeyond’s Call for Ideas (+29% compared to 2022), 35% of which were headed by women.
- 1,249 hours of corporate volunteering in 2023 (+78% compared to 2022)
- +57% staff involved in the WeDo programme (compared to 2022)
- 886,200 euros allocated to community impact activities (+38% compared to 2022)
- 10,298 lives improved in 2022-2023
We maintain an open dialogue with our communities and aim to spread a culture of social solidarity in which everyone can become an agent of change.
Our positive impact strategy addresses two main areas: Social Innovation, through long-term projects to sustain and valorise the startup ecosystem and relative enterprise and technology skills, and Corporate Solidarity, to develop powerful projects and relations in support of good causes and to help in emergency situations in partnership with associations and non-profit organisations. This is not only a “giving back” system but also a way for Sisal to stay connected to the communities in which it operates and build relations with the outside world by investing in inclusive growth and collective wellbeing.
Results 2023
- 456 start-ups applied for GoBeyond’s Call for Ideas (+29% compared to 2022), 35% of which were headed by women.
- 1,249 hours of corporate volunteering in 2023 (+78% compared to 2022)
- +57% staff involved in the WeDo programme (compared to 2022)
- 886,200 euros allocated to community impact activities (+38% compared to 2022)
- 10,298 lives improved in 2022-2023
Sisal is carrying forward an action plan to safeguard the environment, reduce consumption of natural resources and create sustainable value.
To stop or mitigate the effects of our operations on the climate and ecosystems, at Sisal we are committed to driving change in our industry, taking action to reduce our environmental impact, but also to inspire others to do the same, be they partners or competitors. We have developed a process to understand, map and measure our environmental impacts along the entire value chain, in terms of emissions, energy consumption and raw material use from a circular economy perspective, and set short- and long-term reduction targets.
We are also investing in technologies that enable us to precisely monitor and publicly disclose our progress and in innovative solutions that favour the transition to a low carbon economy.
Results 2023
- -15% energy consumption in Italy through LED lighting (compared to 2022). 2024 target achieved one year ahead of schedule.
- -13% energy consumption of the entire Sisal Group (compared to 2022).
- 100% electricity certified from renewable sources.
- -15% paper consumed (vs 2022).
- 3,472 tonnes of CO2eq avoided thanks to the purchase of Guarantee of Origin (GO) and Energy Attribute Certificates (EACs)
- 1,758 tonnes of digital emissions neutralised with certified CO2 storage projects.
Sisal is carrying forward an action plan to safeguard the environment, reduce consumption of natural resources and create sustainable value.
To stop or mitigate the effects of our operations on the climate and ecosystems, at Sisal we are committed to driving change in our industry, taking action to reduce our environmental impact, but also to inspire others to do the same, be they partners or competitors. We have developed a process to understand, map and measure our environmental impacts along the entire value chain, in terms of emissions, energy consumption and raw material use from a circular economy perspective, and set short- and long-term reduction targets.
We are also investing in technologies that enable us to precisely monitor and publicly disclose our progress and in innovative solutions that favour the transition to a low carbon economy.
Results 2023
- -15% energy consumption in Italy through LED lighting (compared to 2022). 2024 target achieved one year ahead of schedule.
- -13% energy consumption of the entire Sisal Group (compared to 2022).
- 100% electricity certified from renewable sources.
- -15% paper consumed (vs 2022).
- 3,472 tonnes of CO2eq avoided thanks to the purchase of Guarantee of Origin (GO) and Energy Attribute Certificates (EACs)
- 1,758 tonnes of digital emissions neutralised with certified CO2 storage projects.
Sisal Group is part of Flutter Entertainment plc, the world’s largest online sports betting and gaming provider. Flutter Entertainment plc has a portfolio of internationally recognised brands and is listed on the London Stock Exchange (FTSE 100 index) in the LSE Index and, since January 2024, also on the New York Stock Exchange.
The prime goal of Sisal’s corporate governance system is to create value for shareholders and all stakeholders.
Sisal S.p.A’s organisation is based on the traditional management and control model set out in article 2380-bis and subsequent of the Italian Civil Code, as follows:
- Shareholders’ Meeting
- Board of Directors
- Board of Statutory Auditors
- Audit Company
- Supervisory Board
Sisal has also approved the establishment of six internal Management Committees, including the Sustainability Committee, which formally defines and oversees the Sustainability Strategy and periodically reports to the Board of Directors on the activities implemented and progress against the objectives set.
We believe in an ethical approach to business, in a set of behaviours and values that determine an individual’s conduct within and towards the community.
The creation of value in the medium- and long-term and the achievement of strategic objectives will not happen without adopting, promoting and guaranteeing an ethical approach to business, which at Sisal is based on three pillars: Business Integrity, Data Ethics, Security. It is a commitment that translates into the fight against bribery, the protection of privacy and corporate assets, and cybersecurity, with a growing focus also on respect for human rights and non-discrimination.
We are committed to this approach along the entire chain and in all the countries where we operate.
Flutter’s Positive Impact Plan (PIP)
Launched by Flutter in 2022, the Positive Impact Plan (PIP) aims to promote a long-term commitment to help guide the business and, more broadly, the gaming world, towards a more sustainable future. The Positive Impact Plan is an integral part of Flutter Group’s overall culture and strategy and guides the activities of all its member companies.
Flutter’s Positive Impact Plan is structured around four pillars, which align with those of Sisal’s strategy: Play Well, Work Better, Do More and Go Zero.
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Sue Albion
Director of Sustainability & Regulatory Affairs (Flutter)
Flutter’s Positive Impact Plan
Play Well: Goal
Our customers are at the heart of everything we do. We want them to have a fun and enjoyable experience when they play with us. Play Well has customer wellbeing at its core, and is the cornerstone of our Positive Impact Plan.
Work Better: Goal
Creating an environment for colleagues where every voice matters. Our overarching Work Better goal is to create and build teams that represent the locations in which we live and work, by the end of 2030.
<span data-metadata=""><span data-buffer="">Do More: Goal
Improve the lives of
Supporting the communities in which we live, work and play by using the power of sport, the skills of our colleagues and the reach of our brands to collectively improve the lives of 10 million people.
Go Zero: Goal
NET ZERO
by end of 2035Go Zero is our plan to act on climate and reduce our environmental impact. We have an SBTi approved goal to reach net zero by 2035.
NET ZERO
by end of 2035Supported by our essential foundations: driving rigour compliance across key operational requirements
Business ethics & integrity
Anti-corruption & Anti-money laundering
Data protection & management
Economic contribution (tax levies)
Innovation
Innovation is the strategic driver through which Sisal evolves the business and achieves the long-term objectives we have set ourselves, leveraging both internal assets and the concept of ecosystem to feed a virtuous circle of scouting, incubation and development of innovative projects.
Research and development of innovative technological solutions, services, processes and business models are key factors in Sisal’s management of digital transformation. These factors are also powerful assets for improving the customer experience and contributing to the prosperity of the country as a whole, also by helping eliminate certain social and cultural barriers to participation in the information society.
Sisal’s innovation ecosystem involves various actors, including:
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Camilla Folladori
Chief Strategy Officer
Our Innovation strategy
The Strategy function, responsible for defining the company’s innovation strategy and ensuring innovation governance, with the aim of creating the conditions for a coordinated short-term innovation effort and a medium to long-term innovation strategy.
The Innovation Lab, a technology centre of excellence set up in June 2021 and promoted entirely by the company, with a mission to steer and implement the company’s technological innovation strategy.
The Social Innovation function, which with GoBeyond, Sisal’s acceleration programme developed to foster responsible innovation, supports socially useful business projects.
The innovation functions distributed across the corporate structure and the Innovation Community, involving Innovation Managers and contact people in the different areas of the company.
Our results in 2023:
Innovation Lab
The Sisal Innovation Lab in Turin is our technology centre of excellence set up in June 2021.
Its mission is to implement radical innovation in the company through projects based on transformative technologies (first and foremost AI) and to promote internal debate around innovation issues by sharing know-how, nurturing an innovative mindset and creating an Innovation Ecosystem.
It acts as a Competence Centre that develops innovation projects and experiments with new technologies, prototypes and proofs of concept for integration in business operations.
To deliver on these goals, the Innovation Lab’s three centres work together in synergy, combining technical and theoretical knowledge and creating value for innovation at Sisal:
- The AI and Data Science competence centre
- The XR and Web3 technology competence centre
- The Tech Observatory and Open Innovation centre
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Katia Colucci
Head of Innovation
Innovation Lab & AI Governance
Internationalisation
Our long-term vision is based on a gradual approach to international development, which takes into account both the need to create sustainable business growth and the adaptation of our organisational structure and our Responsible Gaming model according to the different realities that characterise each of the countries where we operate.
Our strategy is driven by two complementary concerns:
Diversification: the expansion of the user base in other countries through the acquisition of new concessions and licences, also in joint ventures with Flutter or other companies in its portfolio.
Innovation and Digitisation: the development and management of technology hubs, designed to support the Group with proprietary digital solutions and innovative services and to ensure proximity to target markets.
Key factors driving Sisal’s International Strategy
Reputation and credibility
Product innovation
Proprietary technology developed in-house
In-house skills
Financial soundness