In our interview with Massimo Menegalli, CEO of Golden Palace, he shared his vision of the casino of the future. Combining technological innovation, local roots and social ambition, the Belgian operator is designing a new generation of establishments where the casino becomes a genuine place of entertainment.
The casino, a new space for conviviality
In the past, cafés and brasseries were essential meeting places. Nowadays, it’s rare to hear someone say that they’ve simply gone for a drink in a local café to chat with their neighbours. This culture is being lost, and with it a whole part of social life.
This phenomenon is all the more striking in our time, when more and more people are living alone. According to some studies, almost 50% of the population could be living alone in the years to come. This reality is changing social dynamics and means that we need to rethink where people live together.
Some property developers are anticipating this trend by creating mini-apartments with shared spaces. In the same spirit, Golden Palace wants to give a new dimension to its establishments. To adapt them and offer a setting where people can get together, exchange ideas and share experiences, even if they are not fervent gamblers.
‘We want places where you can play billiards, chat over a drink, or just have a good time with friends, and not just play casino games,’ explains Massimo Menegalli. Slot machines and table games are no longer considered a mainstay of the offer. ‘What counts is the atmosphere, the social link and inclusion.’
A model already used internationally
This model already exists in several countries. In Spain and France, for example, casinos have integrated this social dimension. Many establishments do more than just offer slot machines: they offer quality catering, lively bars and events that attract a varied clientele. Some customers come just for lunch or a drink. They are there to enjoy the atmosphere of the place, without necessarily gambling.
French municipalities regard these establishments as socio-economic players in their own right. They expect them not only to generate financial benefits, but also to make an active contribution to local life.
‘In France, you have very large complexes: a casino, a huge auditorium, several restaurants. It goes way beyond gambling, a bit like Las Vegas. You have customers who come just to gamble, others just to eat or attend an event. Some enjoy the atmosphere, the music and the entertainment. There’s a real dynamic.’
A major project in Belgium
The company intends to transpose this vision to Belgium, adapting the concept on a local scale.
‘In Charleroi, for example, we have bought the theatre located above our establishment on Place de la Digue. This theatre is a central element that we want to keep, even if it’s not our core business. To do this, we teamed up with a professional in the sector, Eric Marquis. He also owns two other theatres, in Liège and Paris.’
Golden Palace, meanwhile, is in charge of the administrative side, managing the restaurant/bar’s customers as well as improving the overall experience.
‘The aim is clear: to make the Place de la Digue a hub of activity seven days a week. People should be able to come in for a drink, a bite to eat, a play or just a good time, even if they’re not playing.
By rethinking our establishments as complete leisure centres, we could give play a broader dimension, where entertainment and conviviality take precedence over mere playful activity.’
An inclusive and responsible approach
In addition to its physical expansion, the Group is determined to strengthen its commitment to inclusiveness.
‘In France, our Boulogne establishment has been recognised by Atout France as an inclusive casino, which is a source of great pride for us. This goes far beyond accessibility for people with disabilities – whether motor, visual, mental or cognitive. For us, inclusiveness must be reflected at every level, including leadership, gender parity, and customer relations.’
For Golden Palace, each new casino, whether in Belgium, France or elsewhere, must meet specific criteria: energy efficiency, universal accessibility and concrete actions to help vulnerable populations.
The company is already working in Belgium with associations, schools and local institutions to open up its venues to underprivileged audiences.
‘For example, with our theatre project in Charleroi, we could organise daytime theatre performances for children from disadvantaged schools. The separate entrance would allow the children to access the theatre without going through the playroom. The idea is to make culture and entertainment accessible to everyone.’
A well-established CSR strategy
A dedicated Corporate Social Responsibility (CSR) department coordinates these initiatives.
‘Our teams take part in actions on the ground, such as cleaning up the beaches in Boulogne and the Brussels canal. We have a truly structured CSR policy, with identified projects, supported by an active manager on our strategic committee.’Golden Palace’s vision can be summed up by the word PARC, a simple but meaningful phrase: Passion, Audacity, Respect, Connection. Values that Massimo Menegalli wants to see reflected in every aspect of their future projects.