Our 2020-2025 strategy

Continuous growth momentum

La Française des Jeux, a top-tier gaming operator, is the second largest lottery in Europe and the fourth largest worldwide. Our innovation-driven approach has seen us continuously meet the challenges of our sector with success.

Our vision of the gaming industry as fun, responsible and serving the public interest, is central to our strategy.
Innovate

Innovate

… in historical Lottery segments by building client loyalty and ramping up digitised gaming practices. The Lottery BU (Business Unit) is responsible for this priority.

Innover
Conquérir

Capture

… market share in online sports betting, while keeping up PoS momentum. The Sport BU is responsible for this priority.

Conquérir
Build

Build

… an FDJ client relationship and value-creating pathways, optimised by the in-depth understanding of our clients and ensuring an integrated approach. This ambition is coordinated by the Clients division from a cross-business standpoint.

Construire
Renforcer

Strengthen

… our Responsible Gaming policy via a differentiated and proportionate approach based on customer behaviour. This priority, addressed by the CSR division, applies to all business lines.

Renforcer
Moderniser

Modernise

… and diversify our distribution network by furthering the transformation of our business model, in support of our distribution partners. The Sales division is responsible for this priority.

Moderniser
Renforcer

Consolidate

the resilience of our business model by developing ancillary activities: entertainment, payments and services, and international operations. This priority is addressed by the three ABUs (Acceleration Business Units), with the goal of generating additional profits for FDJ by exploring promising avenues of growth and drawing on the Group’s assets and expertise.

Renforcer

This strategic plan is backed by three major sources of leverage

A tech strategy aiming at helping the entire organisation achieve the strategic plan.

An operating model focused on making our operations more agile, coordinated with:

  • BUs and ABUs, respectively in charge of managing fully developed or fledgling activities, with an independent budget and profitability targets.
  • Cross-business functions tasked with implementing the strategy and working closely with the BUs and ABUs.
  • And Group functions responsible for defining the company’s general policy and ensuring its overall consistency.

And, last but not least, a virtuous approach aimed at improving performance at all Group levels to create value and fund its growth, while optimising its processes and strengthening its performance culture.