Santas Wonderland

About Santas Wonderland

Mircheva’s resignation will be effective from Friday, although she will remain with the company until the end of September to “ensure a seamless leadership transition”, with the search for her replacement already under way.

George Papanier has taken on Mircheva’s role as CFO on an interim basis. Papanier will continue in his current roles as Bally’s president and a member of its board of directors.

Papanier has over 40 years of experience in the gaming industry, previously serving as CEO between February 2011 and October 2021 having first joined the company as COO in 2004.

What is Santas Wonderland?

Is the monopoly safe, is it set in the law that it will operate forevermore? No, it’s under constant evaluation, Petra explains: “The Dutch state, represented by the Ministry of Finance, is our shareholder and they evaluate every seven years, not only us as Holland Casino, but all state-owned companies.”

One of the operator’s most significant challenges is the increase in gambling tax enforced over recent years. Petra has been particularly vocal about this and the company’s profitability has taken a reasonable hit, since the first tax increase to 34.2% of GGR came into effect on 1 January 2025.

Holland Casino now pays 37.8% of GGR to the state, as per the additional increase in 2026, but with labour tax on top the business pays around 52% before they can look at their base running costs. It is not a small burden by any stretch of the imagination, so it is heartening to see the business doing well despite the tightening tax burden.

About Santas Wonderland

“Stakeholders increasingly want evidence that initiatives deliver meaningful outcomes rather than simply demonstrating good intentions,” Skinner suggests.

That shift is increasingly visible across the sector, with DEI framed less as a standalone initiative and more as part of everyday business culture.

For Grainne Hurst, CEO of the Betting & Gaming Council in the UK, the evolution has been clear. “The conversation has moved beyond representation alone towards inclusion, retention, well-being and progression,” Hurst explains. “Businesses increasingly understand that DEI must be embedded in everyday culture, not treated as a separate initiative.”