2\u00a0\u00a0\u00a0\nGeneral information and statement of compliance with International\nFinancial Reporting Standards (IFRS)
\nIZI Finance p.l.c.\n(\u2018 the Company \u2019), the Group\u2019s\nparent company, is a public limited liability company incorporated\nand domiciled in Malta. It was registered with the Malta Business\nRegistry on 30 December 2021. The address of the Company\u2019s\nregistered office, which is also its principal place of business,\nis, The Quad Central, Q3 Level 11, Triq L-Esportaturi, Zone 1,\nCentral Business District, Birkirkara CBD 1040, Malta.
\nThe Company forms part of the IZI Group\nof companies and its immediate parent company is IZI Group Limited\n(C 114519), a company incorporated in Malta on 19 January 2026 and\nhaving the same registered office as the Company.
\nOn 24 February 2026, JGS Corporate\nHoldings Limited transferred its entire shareholding in the Company\nto IZI Group Limited. As a result, IZI Group Limited became the\nCompany\u2019s immediate parent company during the financial\nyear.
\nIZI Group Limited is 95% owned by JGS\nCorporate Holdings Limited and 5% by Panther Gaming Ltd. JGS\nCorporate Holdings Limited, the ultimate parent company of the\nGroup, draws up consolidated financial statements, available for\npublic use, of which the Group forms part.
\nThe financial statements\nof the Company and the consolidated financial statements of the\nGroup have been prepared in accordance with IFRS as adopted by the\nEuropean Union (EU), and in accordance with the Companies Act, Cap.\n386.
", "dimensions": { "concept": "ifrs-full:StatementOfIFRSCompliance", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "ThBODeV5wB": { "value": "a public limited liability company", "dimensions": { "concept": "ifrs-full:LegalFormOfEntity", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "vkP6mUAClu": { "value": "domiciled in Malta", "dimensions": { "concept": "ifrs-full:DomicileOfEntity", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "fO280kZrM.": { "value": ". It was registered with the Malta Business\nRegistry on 30 December 2021. The address of the Company\u2019s\nregistered office, which is also its principal place of business,\nis, The Quad Central, Q3 Level 11, Triq L-Esportaturi, Zone 1,\nCentral Business District, Birkirkara CBD 1040, Malta.", "dimensions": { "concept": "ifrs-full:AddressOfRegisteredOfficeOfEntity", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "LqfebvlZT.": { "value": ". It was registered with the Malta Business\nRegistry on 30 December 2021. The address of the Company\u2019s\nregistered office, which is also its principal place of business,\nis, The Quad Central, Q3 Level 11, Triq L-Esportaturi, Zone 1,\nCentral Business District, Birkirkara CBD 1040, Malta.", "dimensions": { "concept": "ifrs-full:PrincipalPlaceOfBusiness", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "qQz11Zf8kY": { "value": "consolidated financial statements of the\nGroup", "dimensions": { "concept": "ifrs-full:DescriptionOfNatureOfFinancialStatements", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "SdfhMvDU9P": { "value": "3\u00a0\u00a0\u00a0\u00a0\u00a0 Going concern
\nThe preparation of these financial\nstatements is based on the going concern assumption. In assessing\nthe appropriateness of this basis, the directors have considered\nthe Group\u2019s and the Company\u2019s financial position,\navailable liquidity, expected operating cash flows, financing\narrangements and forecast obligations.
\nDuring the financial year ended 30 June\n2026, the Group delivered a strong financial performance, with\noperating profit increasing to \u20ac19.4 million (2025: \u20ac11.9\nmillion), profit before tax increasing to \u20ac14.4 million (2025:\n\u20ac7.1 million), and profit for the year reaching \u20ac8.7\nmillion (2025: \u20ac4.5 million).
\nOperating cash flows remained robust,\nwith net cash generated from operating activities increasing to\n\u20ac39.7 million (2025: \u20ac28.4 million), representing an\nincrease of 40% over the prior year. This strong cash generation\nenabled the Group to continue investing significantly in its\noperations and future growth, with \u20ac6.1 million (2025:\n\u20ac5.2 million) invested in tangible fixed assets and \u20ac8.7\nmillion (2025: \u20ac9.2 million) in intangible assets during the\nyear.
\nThe Group\u2019s liquidity position was\nfurther strengthened during the year through the successful\nissuance of the \u20ac30 million 5.5% Unsecured Bonds 2036,\ngenerating net proceeds of approximately \u20ac29.4 million.\nConsequently, the Group closed the financial year with cash and\ncash equivalents of \u20ac44.3 million (2025: \u20ac7.0 million),\nproviding a strong financial base to support its ongoing\noperations, meet its financial obligations and fund future\ninvestment and growth opportunities.
\nAt 30 June 2026, the Group reported a\nworking capital surplus of \u20ac24.3 million (2025: deficit of\n\u20ac17.2 million), representing a significant improvement in its\nliquidity position compared with the prior year. At Company level,\nworking capital similarly improved to a surplus of \u20ac661,588\n(2025: deficit of \u20ac250,917).
\nThe Group continues to benefit from\nadequate banking facilities and a consistent track record of\ngenerating positive operating cash flows, which, together with the\nbond proceeds, underpin its strong cash position at year\n\u2011 end.
\nManagement has carried out a\ncomprehensive assessment of the Group\u2019s and the\nCompany\u2019s future outlook, including detailed cash flow\nprojections for the twelve months ending 30 June 2027, together\nwith all expected obligations, investments and capital expenditure.\nBudget forecasts and scenario analyses confirm that both the Group\nand the Company have sufficient resources to meet their obligations\nas they fall due. Accordingly, the directors are not aware of any\nmaterial uncertainties that may cast significant doubt on the\nGroup\u2019s and the Company\u2019s ability to continue as a\ngoing concern. The Group has also remained in full compliance with\nall financial covenants under its financing arrangements throughout\nthe year.
\nDuring the year under review, and as part\nof its continued focus on strengthening financial stability and\nsupporting sustainable growth, the directors continued to actively\nmanage the Group\u2019s liquidity and capital structure to ensure\nthat internally generated cash flows and available financing\nresources are effectively deployed. The successful issuance of the\n\u20ac30 million 5.5% Unsecured Bonds 2036 has provided additional\nfinancial resources to support the Group\u2019s strategic\ninvestment programme, including the pursuit of identified\ninternational growth opportunities, in line with the\ninternationalisation strategy set out in the Registration Document.\nThe Group continues to actively manage the timing of cash flows,\nfinancing repayments and investment commitments in order to\nmaintain appropriate levels of liquidity and financial flexibility.\nThe Registration Document specifically envisages the capitalisation\nof the Group's international operations and the pursuit of targeted\nconcessions predominantly in EU jurisdictions.
\nFurthermore, the Group continues to\nassess its asset portfolio and, where appropriate, identify\nnon-core assets and investment properties that could potentially be\ndisposed of should additional liquidity be required. This provides\nthe Group with further financial flexibility and supports its\nability to respond to future investment opportunities and funding\nrequirements.
\nMoreover, the directors remain committed\nto further advancing the optimisation initiatives implemented in\nprior years, with a continued focus on sustaining and further\nenhancing EBITDA (refer to note 6.2 for its computation). The Group\nwill continue to identify opportunities to improve operational\nefficiency, strengthen performance and optimise its cost base,\nincluding through the continued rationalisation of non-value-adding\nactivities and more efficient deployment of resources. These\nongoing initiatives are expected to further enhance cash flow\ngeneration and financial resilience, enabling both the Group and\nthe Company to meet their financial obligations while supporting\ntheir longer-term growth and investment objectives.
\nBased on this assessment, the directors\nremain confident that it is appropriate to prepare the financial\nstatements on a going concern basis. Accordingly, these financial\nstatements do not include any adjustments that would be necessary\nshould the Group\u2019s and the Company\u2019s ability to\ncontinue as a going concern not materialise.
", "dimensions": { "concept": "ifrs-full:DisclosureOfGoingConcernExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "IoT_7dGfvJ": { "value": "4\u00a0\u00a0\u00a0\u00a0\u00a0 New or revised Standards or\nInterpretations
\n4.1\u00a0\u00a0 New\nstandards adopted
\nSome accounting pronouncements which have\nbecome effective from 1 January 2025 and have therefore been\nadopted do not have a significant impact on the Group\u2019s or\nthe Company\u2019s financial results or position.
\n4.2\u00a0 Standards,\namendments and interpretations to existing standards that are not\nyet
\n\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 effective and have not\nbeen adopted early by the Group and Company
\nAt the date of authorisation of these\nfinancial statements, several new, but not yet effective,\nStandards, amendments to existing Standards, and Interpretations\nhave been published by the International Accounting Standards Board\n(IASB) or International Financial Reporting Interpretations\nCommittee (IFRIC). None of these Standards or amendments to\nexisting Standards have been adopted early by the Group and\nCompany. Management anticipates that all pronouncements will be\nadopted for the first period beginning on or after the effective\ndate of the pronouncement.
\nWith the exception of IFRS 18\n\u2018Presentation and Disclosure in Financial Statements\u2019,\nthese amendments are not expected to have a significant impact on\nthe financial statements in the period of initial application and\ntherefore no disclosures have been made. The Group and Company will\nassess the impact on disclosures from the initial adoption of IFRS\n18. IFRS 18 will be effective for annual reporting periods\nbeginning or after 1 January 2027.
", "dimensions": { "concept": "ifrs-full:DescriptionOfInitialApplicationOfStandardsOrInterpretations", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "gqzf9bMb2S": { "value": "5\u00a0\u00a0\u00a0\u00a0\u00a0 Material accounting\npolicies
\nAn entity should disclose its material\naccounting policies. Accounting policies are material and must be\ndisclosed if they can be reasonably expected to influence the\ndecisions of users of the financial statements.
\nManagement has concluded that the\ndisclosure of the Group\u2019s and Company\u2019s material\naccounting policies below are appropriate.
\n5.1\u00a0\u00a0 Overall\nconsiderations
\nThe financial statements have been\nprepared using the material accounting policies and measurement\nbasis specified by IFRS as adopted by the EU for each type of\nasset, liability, income and expense. The measurement bases are\nmore fully described in the accounting policies below.
\nThe significant accounting policies have\nbeen consistently applied by the Group and the Company and are\nconsistent with those used by the subsidiaries in previous\nyears.
\nThe financial information has been\nprepared from the audited financial statements of the companies\ncomprising the Group (see note 17).
\n5.2\u00a0\u00a0\nPresentation of financial statements
\nThe consolidated financial statements are\npresented in accordance with IAS 1 \u2018 Presentation\nof Financial Statements\u2019 (Revised 2007) . The Group\nhas elected to present the statements of comprehensive income.
\n5.3\u00a0\u00a0 Basis\nof consolidation
\nThe Group financial statements\nconsolidate those of the Company and all of its subsidiary\nundertakings drawn up to 30 June 2026. Certain subsidiaries have a\nreporting date of 31 December. For consolidation purposes, their\nfinancial statements are adjusted using management accounts to\nalign their reporting date to 30 June.
\nSubsidiaries are all entities (including\nstructured entities) over which the Group has control. The Group\ncontrols an entity where the Group is exposed to, or has rights to,\nvariable returns from its involvement with the entity and has the\nability to affect those returns through its power to direct the\nactivities of the entity. Subsidiaries are fully consolidated from\nthe date on which control is transferred to the Group. They are\ndeconsolidated from the date that control ceases.
\nAll transactions and balances between\nGroup companies are eliminated on consolidation, including\nunrealised gains and losses on transactions between Group\ncompanies. Where unrealised losses on intra-group asset sales are\nreversed on consolidation, the underlying asset is also tested for\nimpairment from a Group perspective. Amounts reported in the\nfinancial statements of subsidiaries have been adjusted where\nnecessary to ensure consistency with the accounting policies\nadopted by the Group.
\nProfit or loss and other comprehensive\nincome of subsidiaries acquired or disposed of during the year are\nrecognised from the effective date of acquisition, or up to the\neffective date of disposal, as applicable.
\nThe Group attributes total comprehensive\nincome or loss of subsidiaries between the owners of the parent and\nthe non-controlling interest based on their respective ownership\ninterests.
\n5.4\u00a0\u00a0\nBusiness combination
\nThe Group applies the acquisition method\nin accounting for business combinations. The consideration\ntransferred by the Group to obtain control of a subsidiary is\ncalculated as the sum of the acquisition-date fair values of assets\ntransferred, liabilities incurred and the equity interests issued\nby the Group, which includes the fair value of any asset or\nliability arising from a contingent consideration arrangement.\nAcquisition costs are expensed as incurred.
\nThe Group recognises identifiable assets\nacquired and liabilities assumed in a business combination\nregardless of whether they have been previously recognised in the\nacquiree\u2019s financial statements prior to the acquisition.\nAssets acquired and liabilities assumed are generally measured at\ntheir acquisition-date fair values.
\nThe Group recognises any non-controlling\ninterest in the acquired entity on an acquisition-by-acquisition\nbasis either at fair value or at the non-controlling\ninterest\u2019s proportionate share of the acquired entity\u2019s\nnet identifiable assets.
\nGoodwill is stated after separate\nrecognition of identifiable intangible assets. It is calculated as\nthe excess of the sum of a) fair value of consideration\ntransferred, b) the recognised amount of any non-controlling\ninterest in the acquiree and c) acquisition-date fair value of any\nexisting equity interest in the acquiree, over the acquisition-date\nfair values of identifiable net assets. If the fair values of\nidentifiable net assets exceed the sum calculated above, the excess\namount (i.e. gain on a bargain purchase) is recognised in the\nstatements of comprehensive income.
\nA merger of entities under common control\nis accounted for by applying the pooling of interests method\n(predecessor accounting). Under this method, the financial\nstatement items of the combining entities for the period in which\nthe combination occurs and for any comparative periods disclosed\nare included in the financial statements of the Company (the\nacquirer) as if they had been combined from the beginning of the\nearliest period presented. Any difference between the amount\nrecorded as share capital issued plus any additional consideration\nin the form of cash or other assets and the amount recorded for the\nshare capital acquired is adjusted against reserves.
\n5.5\u00a0\u00a0 Foreign\ncurrency translation
\nFunctional and\npresentation currency
\nThe financial statements are presented in\neuro (\u20ac), which is also the Group\u2019s and Company\u2019s\nfunctional currency.
\nForeign currency\ntransactions and balances
\nForeign currency transactions are\ntranslated into the functional currency of the Group using the\nexchange rates prevailing at the dates of the transactions (spot\nexchange rate). Foreign exchange gains and losses resulting from\nthe settlement of such transactions and from the remeasurement of\nmonetary items denominated in foreign currency at year-end exchange\nrates are recognised in the statements of comprehensive income.
\nNon-monetary items are not retranslated\nat year-end and are measured at historical cost (translated using\nthe exchange rates at the transaction date).
\n5.6\u00a0\u00a0 Segment\nreporting
\nThe Group has four operating segments:\ncasino and catering, retail gaming, online gaming and real estate.\nIn identifying these operating segments, management generally\nfollows the Group\u2019s service lines representing its main\nproducts (see note 6).
\nEach of these operating\nsegments is managed separately as each requires different\ntechnologies, marketing approaches and other resources. All\ninter-segment transfers are carried out at arm\u2019s length\nprices based on prices charged to unrelated customers in\nstand-alone sales of identical goods or services.
\nFor management purposes, the Group uses\nthe same measurement policies as those used in its financial\nstatements, except for certain items not included in determining\nthe operating profit of the operating segments.
\n5.7\u00a0\u00a0\nRevenue
\nRevenue comprises revenue from gaming\nactivities and food and beverages.
\nTo determine whether to\nrecognise revenue, the Group follows a 5-step process:
\n| \n 1. \n | \n\n Identifying the contract with a\ncustomer; \n | \n
| \n 2. \n | \n\n Identifying the performance\nobligation(s); \n | \n
| \n 3. \n | \n\n Determining the transaction price; \n | \n
| \n 4. \n | \n\n Allocating the transaction price to\nthe performance obligation(s); and \n | \n
| \n 5. \n | \n\n Recognising revenue when/as\nperformance obligation(s) are satisfied. \n | \n
Revenue from contracts with customers is\nrecognised when performance obligations have been satisfied and the\nconsideration to which the Group expects to be entitled to can be\nmeasured reliably.
\nThe Group evaluates all contractual\narrangements it enters into and evaluates the nature of the\npromised goods or services, and rights and obligations under the\narrangement, in determining the nature of its performance\nobligations. Where such performance obligations are capable of\nbeing distinct and are distinct in the context of the contract, the\nconsideration the Group expects to be entitled under the\narrangement is allocated to each performance obligation based on\ntheir relative stand-alone selling prices. Revenue is recognised at\nan amount equal to the transaction price allocated to the specific\nperformance obligation when it is satisfied, either at a point in\ntime or over time, as applicable, based on the pattern of transfer\nof control.
\nGaming turnover and\nrevenue
\nThe Group recognises turnover as the\ntotal wagered revenue, which is the total value of bets played by\nplayers, including bets made using credits won during the course of\nplay.
\nThe Group recognises revenues as the net\nwin from gaming activities, which is the difference between bets\nplaced less player winnings and bonuses.
\nThe following specific recognition\ncriteria must also be met before revenue is recognised:
\nLotteries
\nTurnover from Lottery Games is recognised\non the sale of tickets. Revenue from Lottery Games is recognised on\nthe sale of tickets net of player winnings.
\nInstant\nLottery
\nTurnover from Instant Lottery is\nrecognised on the sale of cards. Revenue from Instant Lottery is\nrecognised on the sale of cards net of player winnings.
\nGaming\ntables
\nTurnover from gaming tables is the total\nvalue of bets played by players. Revenue from gaming tables is\nrecognised on the closure of the individual tables and represents\nthe increase or decrease in each table\u2019s position after the\nsettlement of player winnings.
\nElectronic Gaming\nMachines (EGMs) and Video Lottery Terminals (VLTs)
\nTurnover is the total wagered which is\nthe total value of bets played by players, including bets made\nusing credits won during the course of play. Revenue from EGMs and\nVLTs is recognised when machine counts are carried out and\nrepresents the increase or decrease in each machine\u2019s\nposition net of player winnings.
\nSports\nbetting
\nTurnover for Sports Betting represents\nthe total value of bets played by players. Revenue from Sports\nBetting is recognised on gains and losses in respect of bets placed\non pre-match live sporting events, net of player winnings and\npromotional bonuses.
\nHistorical Horse\nRacing (HHR)
\nRevenue from HHR machines is recognised\nwhen the outcome of each wagering transaction is determined, and\nthe Group\u2019s performance obligation is fulfilled. This occurs\nat the completion of each game play, when the player\u2019s wager\nis resolved, and the Group is entitled to its portion of the net\nwin.
\nFood and beverage\nrevenue
\nRevenue from the sale of food and\nbeverages is recognised when the food and beverage is consumed by\nthe customer.
\nFinance\nincome
\nFinance income is accrued on a timely\nbasis, by reference to the principle outstanding and at the\neffective interest rate applicable, which is the rate that\ndiscounts the estimated future cash receipts through the expected\nlife of the financial asset to the asset\u2019s net carrying\namount.
\nDividend\nincome
\nDividend income is recognised when the\nshareholder\u2019s right to receive payment is established and\nprovided that it is probable that economic benefits will flow to\nthe Company, and the amount of income can be measured reliably.
\n5.8\u00a0\u00a0 Other\noperating expenses
\nOther operating expenses are recognised\nin the statements of comprehensive income upon utilisation of the\nservice or at the date of their origin.
\n5.9\u00a0\u00a0\nBorrowing costs
\nBorrowing costs directly attributable to\nthe acquisition, construction or production of a qualifying asset\nare capitalised during the period of time that is necessary to\ncomplete and prepare the asset for its intended use or sale. Other\nborrowing costs are expensed in the period in which they are\nincurred and are reported in \u2018finance costs\u2019.
\n5.10 Employee\nbenefits
\nContributions toward the state pension in\naccordance with local legislation are recognised in the statements\nof comprehensive income when they are due.
\n5.11\nGoodwill
\nGoodwill arising in a business\ncombination that is accounted for using the acquisition method is\nrecognised as an asset at the date that control is acquired.\nGoodwill is measured as the excess of (a) the aggregate of: (i) the\nconsideration transferred; (ii) the amount of any non-controlling\ninterests in the acquiree; and (iii) in a business combination\nachieved in stages, the acquisition-date fair value of the\nacquirer\u2019s previously held equity interest in the acquiree;\nand (b) the net of the acquisition-date amounts of the identifiable\nassets acquired and the liabilities assumed.
\nGoodwill is initially recognised as an\nasset at cost and is subsequently measured at cost less any\naccumulated impairment losses. Any gain on a bargain purchase,\nafter reassessment, is recognised immediately in profit or loss.\nRefer to note 5.16 for a description of impairment testing\nprocedures.
\n5.12 Intangible\nassets
\nIntangible assets include the concession\nfee, acquired software licences, trademark and domain, key money,\nwork-in-progress and internally-generated website. They are\naccounted for using the cost model whereby capitalised costs are\namortised on a straight-line basis over their estimated useful\nlives, as these assets are considered finite. Residual values and\nuseful lives are reviewed at each reporting date. In addition, they\nare subject to impairment testing as described in note 5.16. The\nfollowing rates are applied:
\n| \n \u00a0 \n | \n\n % \n | \n
| \n Concession\nfee \n | \n\n 10 \n | \n
| \n Software \n | \n\n 15-25 \n | \n
| \n Key money \n | \n\n 10 \n | \n
| \n Website \n | \n\n 10 \n | \n
\u00a0
\nConcession fee is written off to the\nstatements of comprehensive income by equal annual instalments over\nthe term of the concession.
\nAcquired software is capitalised on the\nbasis of the costs incurred to acquire and install the specific\nsoftware.
\nCosts associated with maintaining\ncomputer software are expensed as incurred.
\nA trademark acquired in a business\ncombination that qualifies for separate recognition is recognised\nas an intangible asset at its fair value at the acquisition date.\nThe trademark is assessed to have an indefinite useful life.
\nIntangible assets with indefinite useful\nlives are not amortised. They are tested for impairment at least\nannually, or more frequently if there is an indication that the\nasset may be impaired. The useful life of these assets is reviewed\nannually to assess whether the indefinite-life assessment remains\nsupportable.
\nKey money represents deposits given to\nlessors for leased out properties.
\nInternally-generated website is\ncapitalised on the basis of the costs incurred to create the\nwebsite.
\nIntangible assets are derecognised on\ndisposal or when no future economic benefits are expected from\ntheir use or disposal. Gains or losses arising from derecognition\nrepresent the difference between the net disposal proceeds, if any,\nand the carrying amount, and are included in profit or loss in the\nperiod of derecognition.
\n5.13 Property, plant\nand equipment
\nItems of property, plant and equipment,\nexcept for land, are carried at acquisition cost less subsequent\ndepreciation and impairment losses.
\nDepreciation is recognised on a\nstraight-line basis to write down the cost less estimated residual\nvalue of property, plant and equipment as follows:
\n| \n \u00a0 \n | \n\n % \n | \n
| \n Gaming\nequipment \n | \n\n 10 \u2013\n20 \n | \n
| \n Office and computer\nequipment \n | \n\n 15 \u2013\n33 \n | \n
| \n Furniture, electrical\nand sanitary fittings \n | \n\n 12.5 \u2013\n33 \n | \n
| \n Plant and\nmachinery \n | \n\n 20 \n | \n
| \n Motor\nvehicles \n | \n\n 20 \n | \n
| \n Others \n | \n\n 20 \u2013\n33 \n | \n
\u00a0
\nIn the case of leasehold improvements,\nexpected useful lives are 10 years or over the term of the lease,\nif shorter.
\nLand and buildings owned is stated at\nrevalued amounts. Revalued amounts are fair values based on\nappraisals prepared by external or internal professional valuers\nonce every two years or more frequently if market factors indicate\na material change in fair value. Any revaluation surplus is\nrecognised in other comprehensive income and credited to the\nrevaluation reserve in equity. To the extent that any revaluation\ndecrease or impairment loss has previously been recognised in\nprofit or loss, a revaluation increase is credited to profit or\nloss with the remaining part of the increase recognised in other\ncomprehensive income. Downward revaluations of land are recognised\nupon appraisal or impairment testing, with the decrease being\ncharged to other comprehensive income to the extent of any\nrevaluation surplus in equity relating to this asset and any\nremaining decrease recognised in profit or loss. Any revaluation\nsurplus remaining in equity on disposal of the asset is transferred\nto retained earnings.
\nAs land does not have a finite useful\nlife, related carrying amounts are not depreciated.
\nMaterial residual value estimates and\nestimates of useful life are updated as required, but at least\nannually, whether or not the asset is revalued.
\nGains or losses arising on the disposal\nof property, plant and equipment are determined as the difference\nbetween the disposal proceeds and the carrying amount of the assets\nand are recognised in the statements of comprehensive income within\n\u2018other income\u2019 or \u2018other operating\nexpenses\u2019.
\n5.14 Investment\nproperties
\nInvestment properties are properties held\nto earn rentals or for capital appreciation, or both. Investment\nproperties are recognised as assets when it is probable that the\nfuture economic benefits that are associated with the properties\nwill flow to the Group, and the cost of the property can be\nreliably measured. Investment properties are initially measured at\ncost, including transaction costs.
\nSubsequent to initial recognition,\ninvestment properties are measured at fair value. Fair value\nreflects market conditions at the end of the reporting period and\nis determined periodically by internal professional valuers with\nsufficient experience in respect of both the location and the\nnature of the investment properties, supported by observable market\nevidence.
\nGains or losses arising from changes in\nthe fair value of investment properties are recognised in profit or\nloss in the period in which they arise. Rental income and operating\nexpenses from investment properties are reported within\n\u2018other revenue\u2019 and \u2018other operating\nexpenses\u2019, respectively. Change in accounting policy will be\napplied prospectively.
\n5.15 Non-current asset\nheld for sale
\nNon-current asset classified as held for\nsale is presented separately and measured at the lower of its\ncarrying amount immediately prior to its classification as held for\nsale and its fair value less costs to sell. Once classified as held\nfor sale, the asset is not subject to depreciation or\namortisation.
\n5.16 Impairment of\ngoodwill, intangible assets, right-of-use assets and property,\nplant and equipment
\nFor the purposes of assessing impairment,\nassets are grouped at the lowest levels for which there are largely\nindependent cash inflows (cash-generating units). As a result, some\nassets are tested individually for impairment and some are tested\nat cash-generating unit level.
\nAll individual assets or cash-generating\nunits are tested for impairment whenever events or changes in\ncircumstances indicate that the carrying amount may not be\nrecoverable.
\nAn impairment loss is recognised for the\namount by which the asset\u2019s or cash-generating unit\u2019s\ncarrying amount exceeds its recoverable amount. The recoverable\namount is the greater of its fair value less costs to sell and its\nvalue in use. To determine the value in use, the Group\u2019s\nmanagement estimates expected future cash flows from each\ncash-generating unit and determines a suitable interest rate in\norder to calculate the present value of those cash flows. Discount\nfactors are determined individually for each cash-generating unit\nand reflect their respective risk profiles as assessed by the\nGroup\u2019s management.
\nImpairment losses are recognised\nimmediately in the statements of comprehensive income. Impairment\nlosses for cash-generating units are charged pro-rata to the assets\nin the cash-generating unit. All assets are subsequently reassessed\nfor indications that an impairment loss previously recognised may\nno longer exist.\u00a0 An impairment charge that has been\nrecognised is reversed if the cash-generating unit\u2019s\nrecoverable amount exceeds its carrying amount.
\n5.17 Leases
\nThe Group as a\nlessee
\nThe Group makes the use of leasing\narrangements principally for its land-based casino, retail shops\nand office space. The rental contracts for offices are typically\nnegotiated for terms of between 3 and 20 years and some of these\nhave extension terms. Lease terms for office fixtures and equipment\nand motor vehicles have lease terms of between 6 months and 6 years\nwithout any extension terms. The Group does not enter into sale and\nleaseback arrangements. All the leases are negotiated on an\nindividual basis and contain a wide variety of different terms and\nconditions such as purchase options and escalation clauses.
\nThe Group considers whether a contract is\nor contains a lease. A lease is defined as \u2018a contract, or\npart of a contract, that conveys the right to use an asset (the\nunderlying asset) for a period of time in exchange for\nconsideration\u2019. To apply this definition the Group assesses\nwhether the contract meets three key evaluations which are,\nwhether:
\n| \n \u2022 \n | \n\n the contract contains an identified\nasset, which is either explicitly identified in the contract or\nimplicitly specified by being identified at the time the asset is\nmade available to the Group; \n | \n
| \n \u2022 \n | \n\n the Group has the right to obtain\nsubstantially all of the economic benefits from use of the\nidentified asset throughout the period of use, considering its\nrights within the defined scope of the contract; and \n | \n
| \n \u2022 \n | \n\n the Group has the right to direct the use\nof the identified asset throughout the period of use. The Group\nassesses whether it has the right to direct \u2018how and for what\npurpose\u2019 the asset is used throughout the period of use. \n | \n
\u00a0
\nMeasurement and\nrecognition of leases as a lessee
\nAt lease commencement date, the Group\nrecognises a right-of-use asset and a lease liability on the\nstatements of financial position. The right-of-use asset is\nmeasured at cost, which is made up of the initial measurement of\nthe lease liability, any initial direct costs incurred by the\nGroup, an estimate of any costs to dismantle and remove the asset\nat the end of the lease, and any lease payments made in advance of\nthe commencement date (net of any incentives received).
\nSubsequent to initial measurement,\nright-of-use assets of emphyteutic deed are stated at revalued\namounts. Revalued amounts are fair values based on appraisals\nprepared by external professional valuers annually or more\nfrequently if market factors indicate a material change in fair\nvalue. Any revaluation surplus is recognised in other comprehensive\nincome and credited to the revaluation reserve in equity. To the\nextent that any revaluation decrease or impairment loss (note 5.16)\nhas previously been recognised in profit or loss, a revaluation\nincrease is credited to profit or loss with the remaining part of\nthe increase recognised in other comprehensive income. Downward\nrevaluations of right-of-use assets are recognised upon appraisal\nor impairment testing, with the decrease being charged to other\ncomprehensive income to the extent of any revaluation surplus in\nequity relating to that asset and any remaining decrease recognised\nin profit or loss.\u00a0 Any revaluation surplus remaining in\nequity on disposal of the asset is transferred to retained\nearnings.
\nThe Group depreciates its right-of-use\nassets on a straight-line basis from the lease commencement date to\nthe earlier of the end of the useful life of the right-of-use asset\nor the end of the lease term.
\nAt lease commencement date, the Group\nmeasures the lease liability at the present value of the lease\npayments unpaid at that date, discounted using the interest rate\nimplicit in the lease if that rate is readily available or the\nGroup\u2019s incremental borrowing rate.
\nLease payments included in the\nmeasurement of the lease liability are made up of fixed payments\n(including in-substance fixed), variable payments based on an index\nor rate, amounts expected to be payable under a residual value\nguarantee and payments arising from options reasonably certain to\nbe exercised.
\nSubsequent to initial measurement, the\nlease liability will be reduced for payments made and increased for\ninterest. It is remeasured to reflect any reassessment or\nmodification, or if there are changes in in-substance fixed\npayments.
\nWhen the lease liability is remeasured,\nthe corresponding adjustment is reflected in the right-of-use\nasset, or profit and loss if the right-of-use asset is already\nreduced to zero.
\nOn the statements of financial position,\nright-of-use assets and lease liabilities have been presented\nseparately.
\nFinance\nlease
\nManagement applies judgment in\nconsidering the substance of a lease agreement and whether it\ntransfers substantially all the risks and rewards incidental to\nownership of the leased asset. Key factors considered include the\nlength of the lease term in relation to the economic life of the\nasset, the present value of the minimum lease payments in relation\nto the asset\u2019s value and whether the Group obtains ownership\nof the asset at the end of the lease term.
\nFor leases of land and\nbuildings, the minimum lease payments are first allocated to each\ncomponent based on the relative fair values of the respective lease\ninterests. Each component is then evaluated separately for possible\ntreatment as a finance lease, taking into consideration the fact\nthat land normally has an indefinite useful life.
\nFinance lease as\nlessee
\nLeases of motor vehicles where the Group,\nas lessee, has substantially all the risks and rewards of ownership\nare classified as finance leases. Finance leases are classified at\nthe lease\u2019s inception at the fair value of the leased\nproperty or, if lower, the present value of minimum lease payments.\nThe corresponding rental obligations, net of finance lease charges,\nare included in other short-term and long-term trade and other\npayables. Each lease payment is allocated between the liability and\nfinance cost. The finance cost is charged to the profit or loss\nover the lease period so as to produce a constant periodic rate of\ninterest on the remaining balance of the liability for each period.\nThe motor vehicles or property acquired under finance leases are\ndepreciated over the assets\u2019 useful lives or over the shorter\nof the assets\u2019 useful lives and the lease term if there is no\nreasonable certainty that the Group will obtain ownership at the\nend of the lease term.
\n5.18 Investment in\nsubsidiaries
\nInvestment in subsidiaries is included in\nthe Company\u2019s statement of financial position at cost less\nany impairment loss that may have arisen. Income from investment in\nsubsidiaries is recognised only to the extent of distributions\nreceived by the Company from post-acquisition profits.\nDistributions received in excess of such profits are regarded as a\nrecovery of the investment and are recognised as a reduction of the\ncost of the investment.
\nAt each reporting date, the Company\nreviews the carrying amount of its investment in subsidiaries to\ndetermine whether there is any indication of impairment and, if any\nsuch indication exists, the recoverable amount of the investments\nis estimated. An impairment loss is the amount by which the\ncarrying amount of an investment exceeds its recoverable amount.\nThe recoverable amount is the higher of fair value less costs to\nsell and value in use. An impairment loss that has been previously\nrecognised is reversed if the carrying amount of the investment\nexceeds its recoverable amount. An impairment loss is reversed only\nto the extent that the carrying amount of the investment does not\nexceed the carrying amount that would have been determined if no\nimpairment loss had been previously recognised. Impairment losses\nand reversals are recognised immediately in the statement of\ncomprehensive income.
\n5.19\nInventories
\nInventories are stated at the lower of\ncost and net realisable value. Costs of ordinarily interchangeable\nitems are assigned using weighted average cost formula. Net\nrealisable value is the estimated selling price in the ordinary\ncourse of business less any applicable selling expenses.
\n5.20 Financial\ninstruments
\nRecognition and\nderecognition
\nFinancial assets and\nfinancial liabilities are recognised when the Group and the Company\nbecome a party to the contractual provisions of the financial\ninstrument.
\nFinancial assets are\nderecognised when the contractual rights to the cash flows from the\nfinancial asset expire, or when the financial asset and all\nsubstantial risks and rewards are transferred. A financial\nliability is derecognised when it is extinguished, discharged,\ncancelled or expires.
\nClassification and\ninitial measurement of financial assets
\nExcept for those trade\nreceivables that do not contain a significant financing component\nand are measured at the transaction price in accordance with IFRS\n15, all financial assets are initially measured at fair value\nadjusted for transaction costs (where applicable).
\nFinancial assets are\nclassified into the following categories:
\n| \n \u2022 \n | \n\n amortised\ncost; \n | \n
| \n \u2022 \n | \n\n fair value through\nprofit or loss (FVTPL); or \n | \n
| \n \u2022 \n | \n\n fair value through other\ncomprehensive income (FVOCI). \n | \n
\u00a0
\nThe Group and the\nCompany do not have any financial assets categorised as FVTPL and\nFVOCI in the periods presented.
\nThe classification is\ndetermined by both:
\n| \n \u2022 \n | \n\n the company\u2019s\nbusiness model for managing the financial asset; and \n | \n
| \n \u2022 \n | \n\n the contractual cash\nflow characteristics of the financial asset. \n | \n
\u00a0
\nAll income and expenses\nrelating to financial assets that are recognised in the statements\nof comprehensive income are presented within \u2018finance\nincome\u2019 or \u2018finance costs\u2019.
\nSubsequent\nmeasurement of financial assets
\nFinancial assets at\namortised cost
\nFinancial assets are\nmeasured at amortised cost if the assets meet the following\nconditions (and are not designated as FVTPL):
\n| \n \u2022 \n | \n\n they are held within a business model\nwhose objective is to hold the financial assets and collect its\ncontractual cash flows; and \n | \n
| \n \u2022 \n | \n\n the contractual terms of the financial\nassets give rise to cash flows that are solely payments of\nprincipal and interest on the principal amount outstanding. \n | \n
After initial\nrecognition, these are measured at amortised cost using the\neffective interest method. Discounting is omitted where the effect\nof discounting is immaterial. The Group\u2019s and Company\u2019s\ncash and cash equivalents, loans receivable and trade and other\nreceivables fall into this category of financial\ninstruments.
\nImpairment of\nfinancial assets
\nIFRS 9\u2019s impairment requirements\nuse forward-looking information to recognise expected credit losses\n\u2013 the \u2018expected credit loss (ECL) model\u2019.\nInstruments within the scope of the new requirements include loans\nand other debt-type financial assets measured at amortised cost,\ntrade receivables (if any) and contract assets\nrecognised and measured under IFRS 15, where applicable.
\nThe Group and Company consider a broad\nrange of information when assessing credit risk and measuring\nexpected credit losses, including past events, current conditions,\nreasonable and supportable forecasts that affect the expected\ncollectability of the future cash flows of the instrument.
\nIn applying this forward-looking\napproach, a distinction is made between:
\n| \n \u2022 \n | \n\n financial instruments that have not\ndeteriorated significantly in credit quality since initial\nrecognition or that have low credit risk (\u2018Stage 1\u2019);\nand \n | \n
| \n \u2022 \n | \n\n financial instruments that have\ndeteriorated significantly in credit quality since initial\nrecognition and whose credit risk is not low (\u2018Stage\n2\u2019). \n | \n
\u00a0
\n\u2018Stage 3\u2019 would cover\nfinancial assets that have objective evidence of impairment at the\nreporting date.
\n\u201812-month expected credit\nlosses\u2019 are recognised for the first category while\n\u2018lifetime expected credit losses\u2019 are recognised for\nthe second category.
\nMeasurement of the expected credit losses\nis determined by a probability-weighted estimate of credit losses\nover the expected life of the financial instrument.
\nTrade and other\nreceivables
\nThe Group and Company\nmake use of a simplified approach in accounting for trade and other\nreceivables and record the loss allowance as lifetime expected\ncredit losses. These are expected shortfalls in contractual cash\nflows, considering the potential for default at any point during\nthe life of the financial instrument. In calculating, the Group and\nCompany use their historical experience, external indicators and\nforward-looking information to calculate the expected credit losses\nusing a provision matrix.
\nThe Group and Company\nassess the impairment of trade receivables on a collective basis as\nthey possess share credit risk characteristics.
\nClassification and\nmeasurement of financial liabilities
\nThe Group\u2019s and\nCompany\u2019s financial liabilities include bank borrowings, debt\nsecurities in issue, other loans payable, lease liabilities and\ntrade and other payables.
\nFinancial liabilities\nare initially measured at fair value, and, where applicable,\nadjusted for transaction costs unless the Group and Company\ndesignates a financial liability at fair value through profit or\nloss.
\nAll interest-related\ncharges and, if applicable, changes in an instrument\u2019s fair\nvalue that are reported in the statements of comprehensive income\nare included within \u2018finance costs\u2019 or \u2018finance\nincome\u2019.
\nOffsetting\nfinancial instruments
\nFinancial assets and\nliabilities are offset and the net amount reported in the\nstatements of financial position when there is a legally\nenforceable right to set off the recognised amounts and there is an\nintention to settle on a net basis, or realise the asset and settle\nthe liability simultaneously.
\n5.21 Cash and cash\nequivalents
\nFor the purposes of the statements of\ncash flows, cash and cash equivalents comprise cash in hand and at\nbank.
\n5.22 Equity and\nreserves
\nShare capital represents the nominal\nvalue of shares that have been issued.
\nRetained earnings (accumulated losses)\ninclude current and prior period results as disclosed in the\nstatements of comprehensive income net of dividend\ndistributions.
\n5.23 Income\ntaxes
\nTax expense recognised in the statements\nof comprehensive income comprises the sum of deferred tax and\ncurrent tax not recognised directly in equity.
\nCurrent income tax assets and/or\nliabilities comprise those obligations to, or claims from,\nfis\u00adcal authorities relating to the current or prior reporting\nperiods, that are unpaid at the reporting date. Current tax is\npayable on taxable profit, which differs from profit or loss in the\nfinancial statements. Calculation of current tax is based on tax\nrates and tax laws that have been enacted or substantively enacted\nby the end of the reporting period.\u00a0
\nDeferred income taxes are calculated\nusing the liability method on temporary differences between the\ncarrying amounts of assets and liabilities and their tax bases.\nHowever, deferred tax is not provided on the initial recognition of\nan asset or liability unless the related transaction is a business\ncombination or affects tax or accounting profit.
\nDeferred tax assets and liabilities are\ncalculated, without discounting, at tax rates that are expected to\napply to their respective period of realisation, provided those\nrates are enacted or substantively enacted by the end of the\nreporting period.
\nDeferred tax assets are recognised to the\nextent that it is probable that they will be able to be utilised\nagainst future taxable income. This is assessed based on the\nGroup\u2019s forecast of future operating results which is\nadjusted for significant non-taxable income and expenses and\nspecific limits to the use of any unused tax loss or credit.\nDeferred tax liabilities are always provided for in full.
\nChanges in deferred tax assets or\nliabilities are recognised as a component of tax income or expense\nin profit or loss, except where they relate to items that are\nrecognised in other comprehensive income or directly in equity, in\nwhich case the related deferred tax is also recognised in other\ncomprehensive income or equity, respectively.
\n5.24 Provisions and\ncontingent liabilities
\nProvisions are recognised when present\nobligations as a result of a past event will probably lead to an\noutflow of economic resources from the Group and Company and\namounts can be estimated reliably. Timing or amount of the outflow\nmay still be uncertain. A present obligation arises from the\npresence of a legal or constructive commitment that has resulted\nfrom past events, for example, product warranties granted, legal\ndisputes or onerous contracts. Restructuring provisions are\nrecognised only if a detailed formal plan for the restructuring has\nbeen developed and implemented, or management has at least\nannounced the plan\u2019s main features to those affected by it.\nProvisions are not recognised for future operating losses.
\nProvisions are measured at the estimated\nexpenditure required to settle the present obligation, based on the\nmost reliable evidence available at the reporting date, including\nthe risks and uncertainties associated with the present obligation.\nWhere there are a number of similar obligations, the likelihood\nthat an outflow will be required in settlement is determined by\nconsidering the class of obligations as a whole. Provisions are\ndiscounted to their present values, where the time value of money\nis material.
\nIn those cases where the possible outflow\nof economic resources as a result of present obligations is\nconsidered improbable or remote, no liability is recognised.
\nAll provisions are reviewed at each\nreporting date and adjusted to reflect the current best\nestimate.
\n5.25 Significant\nmanagement judgement in applying accounting policies and estimation\nuncertainty
\nThe preparation of financial statements\nin conformity with IFRS requires management to make judgements,\nestimates and assumptions that affect the application of policies\nand reported amounts of assets, liabilities, income and expenses.\nUse of available information and application of judgement are\ninherent in making estimates. Actual results in the future could\ndiffer from such estimates and the differences may be material to\nthe financial statements. The estimates and underlying assumptions\nare reviewed on an ongoing basis. Revisions to accounting estimates\nare recognised in the period in which the estimate is revised if\nthe revision affects only that period, or in the period of revision\nand future periods if the revision affects both current and future\nperiods.
\nExcept as disclosed below, in the opinion\nof the directors, the accounting estimates and judgements made in\nthe course of preparing these financial statements are not\ndifficult, subjective or complex to a degree which would warrant\ntheir description as critical in terms of the requirements of IAS 1\n(revised).
\nSignificant\nmanagement judgements
\nThe following are\nsignificant management judgements made in applying the accounting\npolicies of the Group and the Company that have the most\nsignificant effect on the financial statements.
\nCapitalisation of\ninternally developed website
\nDistinguishing the\nresearch and development phases of a new customised website project\nand determining whether the recognition requirements for the\ncapitalisation of development costs are met requires judgement.\nAfter capitalisation, management monitors whether the recognition\nrequirements continue to be met and whether there are any\nindicators that capitalised costs may be impaired.
\nDetermining whether an\narrangement contains a lease
\nThe Group uses its\njudgement in determining whether an arrangement contains a lease,\nbased on the substance of the arrangement and makes assessment of\nwhether it is dependent on the use of a specific asset or assets,\nconveys a right to use the asset and transfers substantially all\nthe risks and rewards incidental to ownership to/from the\nGroup.
\nIn the opinion of the\ndirectors, the accounting and estimates made in the course of\npreparing these consolidated financial statements are not\ndifficult, subjective or complex to a degree which would warrant\ntheir description as critical in terms of the requirements of IAS 1\n(revised).
\nRecognition of deferred\ntax asset
\nThe assessment of the\nprobability of future taxable income in which deferred tax asset\ncan be utilised is based on the Group\u2019s latest approved\nbudget forecast, which is adjusted for significant non-taxable\nincome and expenses and specific limits to use any unused tax loss\nor credit. If a positive forecast of taxable income indicates the\nprobable use of a deferred tax asset, that deferred tax asset is\nusually recognised in full.
\nThe estimates and\nunderlying assumptions are reviewed on an ongoing basis. Revisions\nto accounting estimates are recognised in the period in which the\nestimate is revised if the revision affects only that period, or in\nthe period of revision and future periods if the revision affects\nboth current and future periods.
\nEstimation\nuncertainty
\nInformation about\nestimates and assumptions that have the most significant effect on\nrecognition and measurement of assets, liabilities, income and\nexpenses is provided below. Actual results may be substantially\ndifferent.
\nUseful lives of\ndepreciable assets
\nManagement reviews its\nestimate of useful lives of depreciable assets at each reporting\ndate based on the expected utility of the assets. Uncertainties in\nthese estimates relate to technical obsolescence that may change\nthe utility of certain plant and equipment.
\nLeases - Estimating the\nincremental borrowing rate
\nThe Group cannot readily\ndetermine the interest rate implicit in the lease, therefore, it\nuses its incremental borrowing rate (IBR) to measure lease\nliabilities. The IBR is the rate of interest that the Group would\nhave to pay to borrow over a similar term, and with a similar\nsecurity, the funds necessary to obtain an asset of a similar value\nto the right-of-use asset in a similar economic environment. The\nIBR therefore reflects what the Group \u2018would have to\npay\u2019, which requires estimation when no observable rates are\navailable or when they need to be adjusted to reflect the terms and\nconditions of the lease. The Group estimates the IBR using\nobservable inputs (such as market interest rates) when available\nand is required to make certain entity-specific estimates (such as\nthe entity\u2019s stand-alone credit rating).
\nImpairment of\nintangible assets including goodwill, tangible assets and\nright-of-use assets at fair value
\nAn impairment loss is recognised for the\namount by which the asset\u2019s or cash-generating unit\u2019s\ncarrying amount exceeds its recoverable amount. To determine the\nrecoverable amount, management estimates expected future cash flows\nfrom each cash-generating unit and determines a suitable interest\nrate in order to calculate the present value of those cash flows\n(see note 5.16). In the process of measuring expected future cash\nflows management makes assumptions about future operating results.\nThese assumptions relate to future events and circumstances. The\nactual results may vary, and may cause significant adjustments to\nthe Group\u2019s assets within the next financial year.
\nIn most cases, determining the applicable\ndiscount rate involves estimating the appropriate adjustment to\nmarket risk and the appropriate adjustment to asset-specific risk\nfactors.
\nThe Group tests goodwill and intangible\nassets with an indefinite useful life annually for impairment or\nmore frequently if there are indications that goodwill or\nintangible assets might be impaired. Determining whether the\ncarrying amounts of these assets can be realised requires an\nestimation of the recoverable amount of the cash-generating units.\nThe value in use calculation requires the directors to estimate the\nfuture cash flows expected to arise from the cash-generating unit\nand a suitable discount rate in order to calculate present\nvalue.
\nGoodwill arising on a business\ncombination is allocated to the cash-generating units\n(\u201cCGUs\u201d) that are expected to benefit from that\nbusiness combination.
\nFurthermore, following an in-depth review\nof the projections, management opted to include an execution risk\npremium (based on their professional judgement) to mitigate the\ncurrent forecasting uncertainty and to obtain added comfort that\nthe carrying value of the intangible assets is indeed\nrecoverable.
\nFor further details, refer to note 12 of\nthese financial statements.
\nCGUs \u2013 Casino, Retail and Online\nGaming
\nThe recoverable amounts of the CGUs are\ndetermined from their value in use calculations. The key\nassumptions for the value in use calculations are those regarding\nthe discount rates, growth rates and expected changes to selling\nprices and direct costs during the period. The directors estimate\ndiscount rates using pre-tax rates that reflect current market\nassessments of the time value of money and the risks specific to\nthe CGUs. The growth rates are based on industry growth forecasts.\nChanges in selling prices and direct costs are based on past\npractices and expectations of future changes in the market.
\nThe assessment of recoverability of the\ncarrying amount of goodwill and intangible assets includes:
\n| \n \u2022 \n | \n\n forecasted cash flow projections for the\nnext ten years and projection of terminal value using the\nperpetuity method except for Dragonara Gaming Limited where cash\nflows were forecasted until the end of the sub emphyteusis; \n | \n
| \n \u2022 \n | \n\n growth rates to perpetuity of 2.0% (2025:\n2.0%); and \n | \n
| \n \u2022 \n | \n\n use of 8.5%-8.6% (2025: 9%-11.3%)\n(pre-tax) to discount the projected cash flows to net present\nvalues. \n | \n
Based on the above assessment, the\ndirectors expect the carrying amount of goodwill and intangible\nassets with an indefinite useful life to be recoverable.
\nCGU \u2013 Property holding\nentities
\nThe recoverable amount of the property\nwhich is expected to generate rental revenue is determined from the\nvalue in use calculation. The key assumptions for the value in use\ncalculations are those regarding the discount rates, growth rates\nand expected changes to selling prices and direct costs during the\nperiod. The directors estimate discount rates using pre-tax rates\nthat reflect current market assessments of the time value of money\nand the risks specific to the CGUs. The growth rates are based on\nindustry growth forecasts. Changes in selling prices and direct\ncosts are based on past practices and expectations of future\nchanges in the market.
\nThe assessment of recoverability of the\ncarrying amount of the Group\u2019s goodwill and the investments\nheld by the Company includes:
\n| \n \u2022 \n | \n\n forecasted cash flow projections for the\nnext ten years and projection of terminal value using the\nperpetuity method; \n | \n
| \n \u2022 \n | \n\n growth rates to perpetuity of 2.0% (2025:\n2.0%); \n | \n
| \n \u2022 \n | \n\n use of 8.5% (2025: 8.7%) (pre-tax) to\ndiscount the projected cash flows to net present values; and \n | \n
| \n \u2022 \n | \n\n fair market\nvaluation of other investment properties using\nmarket approach and capitalisation approach. \n | \n
The recoverable amount of property which\ncomprises land and which is carried at cost is determined by\nreference to market value.
\nBased on the above assessment, the\ndirectors expect the carrying amount of goodwill and intangible\nassets with an indefinite useful life to be recoverable.
\nFair value measurement\nof investment properties
\nManagement uses various valuation\ntechniques to determine the fair value of non-financial assets.\nThis involves developing estimates and assumptions consistent with\nhow market participants would price the instrument. Management\nbases its assumptions on observable data as far as possible, but\nthis is not always available. In that case, management uses the\nbest information available. Estimated fair values may vary from the\nactual prices that would be achieved in an arm\u2019s length\ntransaction at the reporting date (see note 16).
\nInventories
\nManagement estimates the net realisable\nvalues of inventories, taking into account the most reliable\nevidence available at each reporting date. The future realisation\nof these inventories may be affected by expiry, obsolescence or\nother market-driven changes that may reduce future selling\nprices.
", "dimensions": { "concept": "ifrs-full:DisclosureOfMaterialAccountingPolicyInformationExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "d.i60UDOK9": { "value": "5.1\u00a0\u00a0 Overall\nconsiderations
\nThe financial statements have been\nprepared using the material accounting policies and measurement\nbasis specified by IFRS as adopted by the EU for each type of\nasset, liability, income and expense. The measurement bases are\nmore fully described in the accounting policies below.
\nThe significant accounting policies have\nbeen consistently applied by the Group and the Company and are\nconsistent with those used by the subsidiaries in previous\nyears.
\nThe financial information has been\nprepared from the audited financial statements of the companies\ncomprising the Group (see note 17).
", "dimensions": { "concept": "ifrs-full:DisclosureOfBasisOfPreparationOfFinancialStatementsExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "PJz2AIU4CU": { "value": "5.2\u00a0\u00a0\nPresentation of financial statements
\nThe consolidated financial statements are\npresented in accordance with IAS 1 \u2018 Presentation\nof Financial Statements\u2019 (Revised 2007) . The Group\nhas elected to present the statements of comprehensive income.
", "dimensions": { "concept": "ifrs-full:DisclosureOfReclassificationsOrChangesInPresentationExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "RGdP5Ow3lk": { "value": "5.3\u00a0\u00a0 Basis\nof consolidation
\nThe Group financial statements\nconsolidate those of the Company and all of its subsidiary\nundertakings drawn up to 30 June 2026. Certain subsidiaries have a\nreporting date of 31 December. For consolidation purposes, their\nfinancial statements are adjusted using management accounts to\nalign their reporting date to 30 June.
\nSubsidiaries are all entities (including\nstructured entities) over which the Group has control. The Group\ncontrols an entity where the Group is exposed to, or has rights to,\nvariable returns from its involvement with the entity and has the\nability to affect those returns through its power to direct the\nactivities of the entity. Subsidiaries are fully consolidated from\nthe date on which control is transferred to the Group. They are\ndeconsolidated from the date that control ceases.
\nAll transactions and balances between\nGroup companies are eliminated on consolidation, including\nunrealised gains and losses on transactions between Group\ncompanies. Where unrealised losses on intra-group asset sales are\nreversed on consolidation, the underlying asset is also tested for\nimpairment from a Group perspective. Amounts reported in the\nfinancial statements of subsidiaries have been adjusted where\nnecessary to ensure consistency with the accounting policies\nadopted by the Group.
\nProfit or loss and other comprehensive\nincome of subsidiaries acquired or disposed of during the year are\nrecognised from the effective date of acquisition, or up to the\neffective date of disposal, as applicable.
\nThe Group attributes total comprehensive\nincome or loss of subsidiaries between the owners of the parent and\nthe non-controlling interest based on their respective ownership\ninterests.
", "dimensions": { "concept": "ifrs-full:DisclosureOfBasisOfConsolidationExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "phJjlyl6eX": { "value": "5.4\u00a0\u00a0\nBusiness combination
\nThe Group applies the acquisition method\nin accounting for business combinations. The consideration\ntransferred by the Group to obtain control of a subsidiary is\ncalculated as the sum of the acquisition-date fair values of assets\ntransferred, liabilities incurred and the equity interests issued\nby the Group, which includes the fair value of any asset or\nliability arising from a contingent consideration arrangement.\nAcquisition costs are expensed as incurred.
\nThe Group recognises identifiable assets\nacquired and liabilities assumed in a business combination\nregardless of whether they have been previously recognised in the\nacquiree\u2019s financial statements prior to the acquisition.\nAssets acquired and liabilities assumed are generally measured at\ntheir acquisition-date fair values.
\nThe Group recognises any non-controlling\ninterest in the acquired entity on an acquisition-by-acquisition\nbasis either at fair value or at the non-controlling\ninterest\u2019s proportionate share of the acquired entity\u2019s\nnet identifiable assets.
\nGoodwill is stated after separate\nrecognition of identifiable intangible assets. It is calculated as\nthe excess of the sum of a) fair value of consideration\ntransferred, b) the recognised amount of any non-controlling\ninterest in the acquiree and c) acquisition-date fair value of any\nexisting equity interest in the acquiree, over the acquisition-date\nfair values of identifiable net assets. If the fair values of\nidentifiable net assets exceed the sum calculated above, the excess\namount (i.e. gain on a bargain purchase) is recognised in the\nstatements of comprehensive income.
\nA merger of entities under common control\nis accounted for by applying the pooling of interests method\n(predecessor accounting). Under this method, the financial\nstatement items of the combining entities for the period in which\nthe combination occurs and for any comparative periods disclosed\nare included in the financial statements of the Company (the\nacquirer) as if they had been combined from the beginning of the\nearliest period presented. Any difference between the amount\nrecorded as share capital issued plus any additional consideration\nin the form of cash or other assets and the amount recorded for the\nshare capital acquired is adjusted against reserves.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForBusinessCombinationsExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "ZzBiMUnIj3": { "value": "5.5\u00a0\u00a0 Foreign\ncurrency translation
\nFunctional and\npresentation currency
\nThe financial statements are presented in\neuro (\u20ac), which is also the Group\u2019s and Company\u2019s\nfunctional currency.
\nForeign currency\ntransactions and balances
\nForeign currency transactions are\ntranslated into the functional currency of the Group using the\nexchange rates prevailing at the dates of the transactions (spot\nexchange rate). Foreign exchange gains and losses resulting from\nthe settlement of such transactions and from the remeasurement of\nmonetary items denominated in foreign currency at year-end exchange\nrates are recognised in the statements of comprehensive income.
\nNon-monetary items are not retranslated\nat year-end and are measured at historical cost (translated using\nthe exchange rates at the transaction date).
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForForeignCurrencyTranslationExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "Jk5nEshB2M": { "value": "5.6\u00a0\u00a0 Segment\nreporting
\nThe Group has four operating segments:\ncasino and catering, retail gaming, online gaming and real estate.\nIn identifying these operating segments, management generally\nfollows the Group\u2019s service lines representing its main\nproducts (see note 6).
\nEach of these operating\nsegments is managed separately as each requires different\ntechnologies, marketing approaches and other resources. All\ninter-segment transfers are carried out at arm\u2019s length\nprices based on prices charged to unrelated customers in\nstand-alone sales of identical goods or services.
\nFor management purposes, the Group uses\nthe same measurement policies as those used in its financial\nstatements, except for certain items not included in determining\nthe operating profit of the operating segments.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForSegmentReportingExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "D1CIg0D4fE": { "value": "5.7\u00a0\u00a0\nRevenue
\nRevenue comprises revenue from gaming\nactivities and food and beverages.
\nTo determine whether to\nrecognise revenue, the Group follows a 5-step process:
\n| \n 1. \n | \n\n Identifying the contract with a\ncustomer; \n | \n
| \n 2. \n | \n\n Identifying the performance\nobligation(s); \n | \n
| \n 3. \n | \n\n Determining the transaction price; \n | \n
| \n 4. \n | \n\n Allocating the transaction price to\nthe performance obligation(s); and \n | \n
| \n 5. \n | \n\n Recognising revenue when/as\nperformance obligation(s) are satisfied. \n | \n
Revenue from contracts with customers is\nrecognised when performance obligations have been satisfied and the\nconsideration to which the Group expects to be entitled to can be\nmeasured reliably.
\nThe Group evaluates all contractual\narrangements it enters into and evaluates the nature of the\npromised goods or services, and rights and obligations under the\narrangement, in determining the nature of its performance\nobligations. Where such performance obligations are capable of\nbeing distinct and are distinct in the context of the contract, the\nconsideration the Group expects to be entitled under the\narrangement is allocated to each performance obligation based on\ntheir relative stand-alone selling prices. Revenue is recognised at\nan amount equal to the transaction price allocated to the specific\nperformance obligation when it is satisfied, either at a point in\ntime or over time, as applicable, based on the pattern of transfer\nof control.
\nGaming turnover and\nrevenue
\nThe Group recognises turnover as the\ntotal wagered revenue, which is the total value of bets played by\nplayers, including bets made using credits won during the course of\nplay.
\nThe Group recognises revenues as the net\nwin from gaming activities, which is the difference between bets\nplaced less player winnings and bonuses.
\nThe following specific recognition\ncriteria must also be met before revenue is recognised:
\nLotteries
\nTurnover from Lottery Games is recognised\non the sale of tickets. Revenue from Lottery Games is recognised on\nthe sale of tickets net of player winnings.
\nInstant\nLottery
\nTurnover from Instant Lottery is\nrecognised on the sale of cards. Revenue from Instant Lottery is\nrecognised on the sale of cards net of player winnings.
\nGaming\ntables
\nTurnover from gaming tables is the total\nvalue of bets played by players. Revenue from gaming tables is\nrecognised on the closure of the individual tables and represents\nthe increase or decrease in each table\u2019s position after the\nsettlement of player winnings.
\nElectronic Gaming\nMachines (EGMs) and Video Lottery Terminals (VLTs)
\nTurnover is the total wagered which is\nthe total value of bets played by players, including bets made\nusing credits won during the course of play. Revenue from EGMs and\nVLTs is recognised when machine counts are carried out and\nrepresents the increase or decrease in each machine\u2019s\nposition net of player winnings.
\nSports\nbetting
\nTurnover for Sports Betting represents\nthe total value of bets played by players. Revenue from Sports\nBetting is recognised on gains and losses in respect of bets placed\non pre-match live sporting events, net of player winnings and\npromotional bonuses.
\nHistorical Horse\nRacing (HHR)
\nRevenue from HHR machines is recognised\nwhen the outcome of each wagering transaction is determined, and\nthe Group\u2019s performance obligation is fulfilled. This occurs\nat the completion of each game play, when the player\u2019s wager\nis resolved, and the Group is entitled to its portion of the net\nwin.
\nFood and beverage\nrevenue
\nRevenue from the sale of food and\nbeverages is recognised when the food and beverage is consumed by\nthe customer.
\nFinance\nincome
\nFinance income is accrued on a timely\nbasis, by reference to the principle outstanding and at the\neffective interest rate applicable, which is the rate that\ndiscounts the estimated future cash receipts through the expected\nlife of the financial asset to the asset\u2019s net carrying\namount.
\nDividend\nincome
\nDividend income is recognised when the\nshareholder\u2019s right to receive payment is established and\nprovided that it is probable that economic benefits will flow to\nthe Company, and the amount of income can be measured reliably.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForRecognitionOfRevenue", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "ZERv-qB8Tg": { "value": "5.8\u00a0\u00a0 Other\noperating expenses
\nOther operating expenses are recognised\nin the statements of comprehensive income upon utilisation of the\nservice or at the date of their origin.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForExpensesExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "qObfBEO5ej": { "value": "5.9\u00a0\u00a0\nBorrowing costs
\nBorrowing costs directly attributable to\nthe acquisition, construction or production of a qualifying asset\nare capitalised during the period of time that is necessary to\ncomplete and prepare the asset for its intended use or sale. Other\nborrowing costs are expensed in the period in which they are\nincurred and are reported in \u2018finance costs\u2019.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForBorrowingCostsExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "X2sj_EC5kL": { "value": "5.10 Employee\nbenefits
\nContributions toward the state pension in\naccordance with local legislation are recognised in the statements\nof comprehensive income when they are due.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForEmployeeBenefitsExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "txoRpyYuYW": { "value": "5.11\nGoodwill
\nGoodwill arising in a business\ncombination that is accounted for using the acquisition method is\nrecognised as an asset at the date that control is acquired.\nGoodwill is measured as the excess of (a) the aggregate of: (i) the\nconsideration transferred; (ii) the amount of any non-controlling\ninterests in the acquiree; and (iii) in a business combination\nachieved in stages, the acquisition-date fair value of the\nacquirer\u2019s previously held equity interest in the acquiree;\nand (b) the net of the acquisition-date amounts of the identifiable\nassets acquired and the liabilities assumed.
\nGoodwill is initially recognised as an\nasset at cost and is subsequently measured at cost less any\naccumulated impairment losses. Any gain on a bargain purchase,\nafter reassessment, is recognised immediately in profit or loss.\nRefer to note 5.16 for a description of impairment testing\nprocedures.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForGoodwillExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "cu09i.KkPd": { "value": "5.12 Intangible\nassets
\nIntangible assets include the concession\nfee, acquired software licences, trademark and domain, key money,\nwork-in-progress and internally-generated website. They are\naccounted for using the cost model whereby capitalised costs are\namortised on a straight-line basis over their estimated useful\nlives, as these assets are considered finite. Residual values and\nuseful lives are reviewed at each reporting date. In addition, they\nare subject to impairment testing as described in note 5.16. The\nfollowing rates are applied:
\n| \n \u00a0 \n | \n\n % \n | \n
| \n Concession\nfee \n | \n\n 10 \n | \n
| \n Software \n | \n\n 15-25 \n | \n
| \n Key money \n | \n\n 10 \n | \n
| \n Website \n | \n\n 10 \n | \n
\u00a0
\nConcession fee is written off to the\nstatements of comprehensive income by equal annual instalments over\nthe term of the concession.
\nAcquired software is capitalised on the\nbasis of the costs incurred to acquire and install the specific\nsoftware.
\nCosts associated with maintaining\ncomputer software are expensed as incurred.
\nA trademark acquired in a business\ncombination that qualifies for separate recognition is recognised\nas an intangible asset at its fair value at the acquisition date.\nThe trademark is assessed to have an indefinite useful life.
\nIntangible assets with indefinite useful\nlives are not amortised. They are tested for impairment at least\nannually, or more frequently if there is an indication that the\nasset may be impaired. The useful life of these assets is reviewed\nannually to assess whether the indefinite-life assessment remains\nsupportable.
\nKey money represents deposits given to\nlessors for leased out properties.
\nInternally-generated website is\ncapitalised on the basis of the costs incurred to create the\nwebsite.
\nIntangible assets are derecognised on\ndisposal or when no future economic benefits are expected from\ntheir use or disposal. Gains or losses arising from derecognition\nrepresent the difference between the net disposal proceeds, if any,\nand the carrying amount, and are included in profit or loss in the\nperiod of derecognition.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForIntangibleAssetsOtherThanGoodwillExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "RI_2278eTO": { "value": "5.13 Property, plant\nand equipment
\nItems of property, plant and equipment,\nexcept for land, are carried at acquisition cost less subsequent\ndepreciation and impairment losses.
\nDepreciation is recognised on a\nstraight-line basis to write down the cost less estimated residual\nvalue of property, plant and equipment as follows:
\n| \n \u00a0 \n | \n\n % \n | \n
| \n Gaming\nequipment \n | \n\n 10 \u2013\n20 \n | \n
| \n Office and computer\nequipment \n | \n\n 15 \u2013\n33 \n | \n
| \n Furniture, electrical\nand sanitary fittings \n | \n\n 12.5 \u2013\n33 \n | \n
| \n Plant and\nmachinery \n | \n\n 20 \n | \n
| \n Motor\nvehicles \n | \n\n 20 \n | \n
| \n Others \n | \n\n 20 \u2013\n33 \n | \n
\u00a0
\nIn the case of leasehold improvements,\nexpected useful lives are 10 years or over the term of the lease,\nif shorter.
\nLand and buildings owned is stated at\nrevalued amounts. Revalued amounts are fair values based on\nappraisals prepared by external or internal professional valuers\nonce every two years or more frequently if market factors indicate\na material change in fair value. Any revaluation surplus is\nrecognised in other comprehensive income and credited to the\nrevaluation reserve in equity. To the extent that any revaluation\ndecrease or impairment loss has previously been recognised in\nprofit or loss, a revaluation increase is credited to profit or\nloss with the remaining part of the increase recognised in other\ncomprehensive income. Downward revaluations of land are recognised\nupon appraisal or impairment testing, with the decrease being\ncharged to other comprehensive income to the extent of any\nrevaluation surplus in equity relating to this asset and any\nremaining decrease recognised in profit or loss. Any revaluation\nsurplus remaining in equity on disposal of the asset is transferred\nto retained earnings.
\nAs land does not have a finite useful\nlife, related carrying amounts are not depreciated.
\nMaterial residual value estimates and\nestimates of useful life are updated as required, but at least\nannually, whether or not the asset is revalued.
\nGains or losses arising on the disposal\nof property, plant and equipment are determined as the difference\nbetween the disposal proceeds and the carrying amount of the assets\nand are recognised in the statements of comprehensive income within\n\u2018other income\u2019 or \u2018other operating\nexpenses\u2019.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForPropertyPlantAndEquipmentExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "S-X2oPjB7d": { "value": "5.14 Investment\nproperties
\nInvestment properties are properties held\nto earn rentals or for capital appreciation, or both. Investment\nproperties are recognised as assets when it is probable that the\nfuture economic benefits that are associated with the properties\nwill flow to the Group, and the cost of the property can be\nreliably measured. Investment properties are initially measured at\ncost, including transaction costs.
\nSubsequent to initial recognition,\ninvestment properties are measured at fair value. Fair value\nreflects market conditions at the end of the reporting period and\nis determined periodically by internal professional valuers with\nsufficient experience in respect of both the location and the\nnature of the investment properties, supported by observable market\nevidence.
\nGains or losses arising from changes in\nthe fair value of investment properties are recognised in profit or\nloss in the period in which they arise. Rental income and operating\nexpenses from investment properties are reported within\n\u2018other revenue\u2019 and \u2018other operating\nexpenses\u2019, respectively. Change in accounting policy will be\napplied prospectively.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForInvestmentPropertyExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "HTnU-JrDUz": { "value": "5.15 Non-current asset\nheld for sale
\nNon-current asset classified as held for\nsale is presented separately and measured at the lower of its\ncarrying amount immediately prior to its classification as held for\nsale and its fair value less costs to sell. Once classified as held\nfor sale, the asset is not subject to depreciation or\namortisation.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForNoncurrentAssetsOrDisposalGroupsClassifiedAsHeldForSaleExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "_Q-cXSykuc": { "value": "5.16 Impairment of\ngoodwill, intangible assets, right-of-use assets and property,\nplant and equipment
\nFor the purposes of assessing impairment,\nassets are grouped at the lowest levels for which there are largely\nindependent cash inflows (cash-generating units). As a result, some\nassets are tested individually for impairment and some are tested\nat cash-generating unit level.
\nAll individual assets or cash-generating\nunits are tested for impairment whenever events or changes in\ncircumstances indicate that the carrying amount may not be\nrecoverable.
\nAn impairment loss is recognised for the\namount by which the asset\u2019s or cash-generating unit\u2019s\ncarrying amount exceeds its recoverable amount. The recoverable\namount is the greater of its fair value less costs to sell and its\nvalue in use. To determine the value in use, the Group\u2019s\nmanagement estimates expected future cash flows from each\ncash-generating unit and determines a suitable interest rate in\norder to calculate the present value of those cash flows. Discount\nfactors are determined individually for each cash-generating unit\nand reflect their respective risk profiles as assessed by the\nGroup\u2019s management.
\nImpairment losses are recognised\nimmediately in the statements of comprehensive income. Impairment\nlosses for cash-generating units are charged pro-rata to the assets\nin the cash-generating unit. All assets are subsequently reassessed\nfor indications that an impairment loss previously recognised may\nno longer exist.\u00a0 An impairment charge that has been\nrecognised is reversed if the cash-generating unit\u2019s\nrecoverable amount exceeds its carrying amount.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForImpairmentOfAssetsExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "JyePIR-CTd": { "value": "5.17 Leases
\nThe Group as a\nlessee
\nThe Group makes the use of leasing\narrangements principally for its land-based casino, retail shops\nand office space. The rental contracts for offices are typically\nnegotiated for terms of between 3 and 20 years and some of these\nhave extension terms. Lease terms for office fixtures and equipment\nand motor vehicles have lease terms of between 6 months and 6 years\nwithout any extension terms. The Group does not enter into sale and\nleaseback arrangements. All the leases are negotiated on an\nindividual basis and contain a wide variety of different terms and\nconditions such as purchase options and escalation clauses.
\nThe Group considers whether a contract is\nor contains a lease. A lease is defined as \u2018a contract, or\npart of a contract, that conveys the right to use an asset (the\nunderlying asset) for a period of time in exchange for\nconsideration\u2019. To apply this definition the Group assesses\nwhether the contract meets three key evaluations which are,\nwhether:
\n| \n \u2022 \n | \n\n the contract contains an identified\nasset, which is either explicitly identified in the contract or\nimplicitly specified by being identified at the time the asset is\nmade available to the Group; \n | \n
| \n \u2022 \n | \n\n the Group has the right to obtain\nsubstantially all of the economic benefits from use of the\nidentified asset throughout the period of use, considering its\nrights within the defined scope of the contract; and \n | \n
| \n \u2022 \n | \n\n the Group has the right to direct the use\nof the identified asset throughout the period of use. The Group\nassesses whether it has the right to direct \u2018how and for what\npurpose\u2019 the asset is used throughout the period of use. \n | \n
\u00a0
\nMeasurement and\nrecognition of leases as a lessee
\nAt lease commencement date, the Group\nrecognises a right-of-use asset and a lease liability on the\nstatements of financial position. The right-of-use asset is\nmeasured at cost, which is made up of the initial measurement of\nthe lease liability, any initial direct costs incurred by the\nGroup, an estimate of any costs to dismantle and remove the asset\nat the end of the lease, and any lease payments made in advance of\nthe commencement date (net of any incentives received).
\nSubsequent to initial measurement,\nright-of-use assets of emphyteutic deed are stated at revalued\namounts. Revalued amounts are fair values based on appraisals\nprepared by external professional valuers annually or more\nfrequently if market factors indicate a material change in fair\nvalue. Any revaluation surplus is recognised in other comprehensive\nincome and credited to the revaluation reserve in equity. To the\nextent that any revaluation decrease or impairment loss (note 5.16)\nhas previously been recognised in profit or loss, a revaluation\nincrease is credited to profit or loss with the remaining part of\nthe increase recognised in other comprehensive income. Downward\nrevaluations of right-of-use assets are recognised upon appraisal\nor impairment testing, with the decrease being charged to other\ncomprehensive income to the extent of any revaluation surplus in\nequity relating to that asset and any remaining decrease recognised\nin profit or loss.\u00a0 Any revaluation surplus remaining in\nequity on disposal of the asset is transferred to retained\nearnings.
\nThe Group depreciates its right-of-use\nassets on a straight-line basis from the lease commencement date to\nthe earlier of the end of the useful life of the right-of-use asset\nor the end of the lease term.
\nAt lease commencement date, the Group\nmeasures the lease liability at the present value of the lease\npayments unpaid at that date, discounted using the interest rate\nimplicit in the lease if that rate is readily available or the\nGroup\u2019s incremental borrowing rate.
\nLease payments included in the\nmeasurement of the lease liability are made up of fixed payments\n(including in-substance fixed), variable payments based on an index\nor rate, amounts expected to be payable under a residual value\nguarantee and payments arising from options reasonably certain to\nbe exercised.
\nSubsequent to initial measurement, the\nlease liability will be reduced for payments made and increased for\ninterest. It is remeasured to reflect any reassessment or\nmodification, or if there are changes in in-substance fixed\npayments.
\nWhen the lease liability is remeasured,\nthe corresponding adjustment is reflected in the right-of-use\nasset, or profit and loss if the right-of-use asset is already\nreduced to zero.
\nOn the statements of financial position,\nright-of-use assets and lease liabilities have been presented\nseparately.
\nFinance\nlease
\nManagement applies judgment in\nconsidering the substance of a lease agreement and whether it\ntransfers substantially all the risks and rewards incidental to\nownership of the leased asset. Key factors considered include the\nlength of the lease term in relation to the economic life of the\nasset, the present value of the minimum lease payments in relation\nto the asset\u2019s value and whether the Group obtains ownership\nof the asset at the end of the lease term.
\nFor leases of land and\nbuildings, the minimum lease payments are first allocated to each\ncomponent based on the relative fair values of the respective lease\ninterests. Each component is then evaluated separately for possible\ntreatment as a finance lease, taking into consideration the fact\nthat land normally has an indefinite useful life.
\nFinance lease as\nlessee
\nLeases of motor vehicles where the Group,\nas lessee, has substantially all the risks and rewards of ownership\nare classified as finance leases. Finance leases are classified at\nthe lease\u2019s inception at the fair value of the leased\nproperty or, if lower, the present value of minimum lease payments.\nThe corresponding rental obligations, net of finance lease charges,\nare included in other short-term and long-term trade and other\npayables. Each lease payment is allocated between the liability and\nfinance cost. The finance cost is charged to the profit or loss\nover the lease period so as to produce a constant periodic rate of\ninterest on the remaining balance of the liability for each period.\nThe motor vehicles or property acquired under finance leases are\ndepreciated over the assets\u2019 useful lives or over the shorter\nof the assets\u2019 useful lives and the lease term if there is no\nreasonable certainty that the Group will obtain ownership at the\nend of the lease term.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForLeasesExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "DcvMup00Br": { "value": "5.18 Investment in\nsubsidiaries
\nInvestment in subsidiaries is included in\nthe Company\u2019s statement of financial position at cost less\nany impairment loss that may have arisen. Income from investment in\nsubsidiaries is recognised only to the extent of distributions\nreceived by the Company from post-acquisition profits.\nDistributions received in excess of such profits are regarded as a\nrecovery of the investment and are recognised as a reduction of the\ncost of the investment.
\nAt each reporting date, the Company\nreviews the carrying amount of its investment in subsidiaries to\ndetermine whether there is any indication of impairment and, if any\nsuch indication exists, the recoverable amount of the investments\nis estimated. An impairment loss is the amount by which the\ncarrying amount of an investment exceeds its recoverable amount.\nThe recoverable amount is the higher of fair value less costs to\nsell and value in use. An impairment loss that has been previously\nrecognised is reversed if the carrying amount of the investment\nexceeds its recoverable amount. An impairment loss is reversed only\nto the extent that the carrying amount of the investment does not\nexceed the carrying amount that would have been determined if no\nimpairment loss had been previously recognised. Impairment losses\nand reversals are recognised immediately in the statement of\ncomprehensive income.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForSubsidiariesExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "LoihQZl6ip": { "value": "5.19\nInventories
\nInventories are stated at the lower of\ncost and net realisable value. Costs of ordinarily interchangeable\nitems are assigned using weighted average cost formula. Net\nrealisable value is the estimated selling price in the ordinary\ncourse of business less any applicable selling expenses.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForMeasuringInventories", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "noMlu3IYzh": { "value": "5.20 Financial\ninstruments
\nRecognition and\nderecognition
\nFinancial assets and\nfinancial liabilities are recognised when the Group and the Company\nbecome a party to the contractual provisions of the financial\ninstrument.
\nFinancial assets are\nderecognised when the contractual rights to the cash flows from the\nfinancial asset expire, or when the financial asset and all\nsubstantial risks and rewards are transferred. A financial\nliability is derecognised when it is extinguished, discharged,\ncancelled or expires.
\nClassification and\ninitial measurement of financial assets
\nExcept for those trade\nreceivables that do not contain a significant financing component\nand are measured at the transaction price in accordance with IFRS\n15, all financial assets are initially measured at fair value\nadjusted for transaction costs (where applicable).
\nFinancial assets are\nclassified into the following categories:
\n| \n \u2022 \n | \n\n amortised\ncost; \n | \n
| \n \u2022 \n | \n\n fair value through\nprofit or loss (FVTPL); or \n | \n
| \n \u2022 \n | \n\n fair value through other\ncomprehensive income (FVOCI). \n | \n
\u00a0
\nThe Group and the\nCompany do not have any financial assets categorised as FVTPL and\nFVOCI in the periods presented.
\nThe classification is\ndetermined by both:
\n| \n \u2022 \n | \n\n the company\u2019s\nbusiness model for managing the financial asset; and \n | \n
| \n \u2022 \n | \n\n the contractual cash\nflow characteristics of the financial asset. \n | \n
\u00a0
\nAll income and expenses\nrelating to financial assets that are recognised in the statements\nof comprehensive income are presented within \u2018finance\nincome\u2019 or \u2018finance costs\u2019.
\nSubsequent\nmeasurement of financial assets
\nFinancial assets at\namortised cost
\nFinancial assets are\nmeasured at amortised cost if the assets meet the following\nconditions (and are not designated as FVTPL):
\n| \n \u2022 \n | \n\n they are held within a business model\nwhose objective is to hold the financial assets and collect its\ncontractual cash flows; and \n | \n
| \n \u2022 \n | \n\n the contractual terms of the financial\nassets give rise to cash flows that are solely payments of\nprincipal and interest on the principal amount outstanding. \n | \n
After initial\nrecognition, these are measured at amortised cost using the\neffective interest method. Discounting is omitted where the effect\nof discounting is immaterial. The Group\u2019s and Company\u2019s\ncash and cash equivalents, loans receivable and trade and other\nreceivables fall into this category of financial\ninstruments.
\nImpairment of\nfinancial assets
\nIFRS 9\u2019s impairment requirements\nuse forward-looking information to recognise expected credit losses\n\u2013 the \u2018expected credit loss (ECL) model\u2019.\nInstruments within the scope of the new requirements include loans\nand other debt-type financial assets measured at amortised cost,\ntrade receivables (if any) and contract assets\nrecognised and measured under IFRS 15, where applicable.
\nThe Group and Company consider a broad\nrange of information when assessing credit risk and measuring\nexpected credit losses, including past events, current conditions,\nreasonable and supportable forecasts that affect the expected\ncollectability of the future cash flows of the instrument.
\nIn applying this forward-looking\napproach, a distinction is made between:
\n| \n \u2022 \n | \n\n financial instruments that have not\ndeteriorated significantly in credit quality since initial\nrecognition or that have low credit risk (\u2018Stage 1\u2019);\nand \n | \n
| \n \u2022 \n | \n\n financial instruments that have\ndeteriorated significantly in credit quality since initial\nrecognition and whose credit risk is not low (\u2018Stage\n2\u2019). \n | \n
\u00a0
\n\u2018Stage 3\u2019 would cover\nfinancial assets that have objective evidence of impairment at the\nreporting date.
\n\u201812-month expected credit\nlosses\u2019 are recognised for the first category while\n\u2018lifetime expected credit losses\u2019 are recognised for\nthe second category.
\nMeasurement of the expected credit losses\nis determined by a probability-weighted estimate of credit losses\nover the expected life of the financial instrument.
\nTrade and other\nreceivables
\nThe Group and Company\nmake use of a simplified approach in accounting for trade and other\nreceivables and record the loss allowance as lifetime expected\ncredit losses. These are expected shortfalls in contractual cash\nflows, considering the potential for default at any point during\nthe life of the financial instrument. In calculating, the Group and\nCompany use their historical experience, external indicators and\nforward-looking information to calculate the expected credit losses\nusing a provision matrix.
\nThe Group and Company\nassess the impairment of trade receivables on a collective basis as\nthey possess share credit risk characteristics.
\nClassification and\nmeasurement of financial liabilities
\nThe Group\u2019s and\nCompany\u2019s financial liabilities include bank borrowings, debt\nsecurities in issue, other loans payable, lease liabilities and\ntrade and other payables.
\nFinancial liabilities\nare initially measured at fair value, and, where applicable,\nadjusted for transaction costs unless the Group and Company\ndesignates a financial liability at fair value through profit or\nloss.
\nAll interest-related\ncharges and, if applicable, changes in an instrument\u2019s fair\nvalue that are reported in the statements of comprehensive income\nare included within \u2018finance costs\u2019 or \u2018finance\nincome\u2019.
\nOffsetting\nfinancial instruments
\nFinancial assets and\nliabilities are offset and the net amount reported in the\nstatements of financial position when there is a legally\nenforceable right to set off the recognised amounts and there is an\nintention to settle on a net basis, or realise the asset and settle\nthe liability simultaneously.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForFinancialInstrumentsExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "D5WBoRuK5p": { "value": "5.21 Cash and cash\nequivalents
\nFor the purposes of the statements of\ncash flows, cash and cash equivalents comprise cash in hand and at\nbank.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForCashFlowsExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "tFU5tVZegv": { "value": "5.22 Equity and\nreserves
\nShare capital represents the nominal\nvalue of shares that have been issued.
\nRetained earnings (accumulated losses)\ninclude current and prior period results as disclosed in the\nstatements of comprehensive income net of dividend\ndistributions.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForIssuedCapitalExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "fO_XAEcOgk": { "value": "5.23 Income\ntaxes
\nTax expense recognised in the statements\nof comprehensive income comprises the sum of deferred tax and\ncurrent tax not recognised directly in equity.
\nCurrent income tax assets and/or\nliabilities comprise those obligations to, or claims from,\nfis\u00adcal authorities relating to the current or prior reporting\nperiods, that are unpaid at the reporting date. Current tax is\npayable on taxable profit, which differs from profit or loss in the\nfinancial statements. Calculation of current tax is based on tax\nrates and tax laws that have been enacted or substantively enacted\nby the end of the reporting period.\u00a0
\nDeferred income taxes are calculated\nusing the liability method on temporary differences between the\ncarrying amounts of assets and liabilities and their tax bases.\nHowever, deferred tax is not provided on the initial recognition of\nan asset or liability unless the related transaction is a business\ncombination or affects tax or accounting profit.
\nDeferred tax assets and liabilities are\ncalculated, without discounting, at tax rates that are expected to\napply to their respective period of realisation, provided those\nrates are enacted or substantively enacted by the end of the\nreporting period.
\nDeferred tax assets are recognised to the\nextent that it is probable that they will be able to be utilised\nagainst future taxable income. This is assessed based on the\nGroup\u2019s forecast of future operating results which is\nadjusted for significant non-taxable income and expenses and\nspecific limits to the use of any unused tax loss or credit.\nDeferred tax liabilities are always provided for in full.
\nChanges in deferred tax assets or\nliabilities are recognised as a component of tax income or expense\nin profit or loss, except where they relate to items that are\nrecognised in other comprehensive income or directly in equity, in\nwhich case the related deferred tax is also recognised in other\ncomprehensive income or equity, respectively.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForIncomeTaxExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "K-CyfnWSx2": { "value": "5.24 Provisions and\ncontingent liabilities
\nProvisions are recognised when present\nobligations as a result of a past event will probably lead to an\noutflow of economic resources from the Group and Company and\namounts can be estimated reliably. Timing or amount of the outflow\nmay still be uncertain. A present obligation arises from the\npresence of a legal or constructive commitment that has resulted\nfrom past events, for example, product warranties granted, legal\ndisputes or onerous contracts. Restructuring provisions are\nrecognised only if a detailed formal plan for the restructuring has\nbeen developed and implemented, or management has at least\nannounced the plan\u2019s main features to those affected by it.\nProvisions are not recognised for future operating losses.
\nProvisions are measured at the estimated\nexpenditure required to settle the present obligation, based on the\nmost reliable evidence available at the reporting date, including\nthe risks and uncertainties associated with the present obligation.\nWhere there are a number of similar obligations, the likelihood\nthat an outflow will be required in settlement is determined by\nconsidering the class of obligations as a whole. Provisions are\ndiscounted to their present values, where the time value of money\nis material.
\nIn those cases where the possible outflow\nof economic resources as a result of present obligations is\nconsidered improbable or remote, no liability is recognised.
\nAll provisions are reviewed at each\nreporting date and adjusted to reflect the current best\nestimate.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForProvisionsExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "xY5rgaFSe0": { "value": "5.25 Significant\nmanagement judgement in applying accounting policies and estimation\nuncertainty
\nThe preparation of financial statements\nin conformity with IFRS requires management to make judgements,\nestimates and assumptions that affect the application of policies\nand reported amounts of assets, liabilities, income and expenses.\nUse of available information and application of judgement are\ninherent in making estimates. Actual results in the future could\ndiffer from such estimates and the differences may be material to\nthe financial statements. The estimates and underlying assumptions\nare reviewed on an ongoing basis. Revisions to accounting estimates\nare recognised in the period in which the estimate is revised if\nthe revision affects only that period, or in the period of revision\nand future periods if the revision affects both current and future\nperiods.
\nExcept as disclosed below, in the opinion\nof the directors, the accounting estimates and judgements made in\nthe course of preparing these financial statements are not\ndifficult, subjective or complex to a degree which would warrant\ntheir description as critical in terms of the requirements of IAS 1\n(revised).
\nSignificant\nmanagement judgements
\nThe following are\nsignificant management judgements made in applying the accounting\npolicies of the Group and the Company that have the most\nsignificant effect on the financial statements.
\nCapitalisation of\ninternally developed website
\nDistinguishing the\nresearch and development phases of a new customised website project\nand determining whether the recognition requirements for the\ncapitalisation of development costs are met requires judgement.\nAfter capitalisation, management monitors whether the recognition\nrequirements continue to be met and whether there are any\nindicators that capitalised costs may be impaired.
\nDetermining whether an\narrangement contains a lease
\nThe Group uses its\njudgement in determining whether an arrangement contains a lease,\nbased on the substance of the arrangement and makes assessment of\nwhether it is dependent on the use of a specific asset or assets,\nconveys a right to use the asset and transfers substantially all\nthe risks and rewards incidental to ownership to/from the\nGroup.
\nIn the opinion of the\ndirectors, the accounting and estimates made in the course of\npreparing these consolidated financial statements are not\ndifficult, subjective or complex to a degree which would warrant\ntheir description as critical in terms of the requirements of IAS 1\n(revised).
\nRecognition of deferred\ntax asset
\nThe assessment of the\nprobability of future taxable income in which deferred tax asset\ncan be utilised is based on the Group\u2019s latest approved\nbudget forecast, which is adjusted for significant non-taxable\nincome and expenses and specific limits to use any unused tax loss\nor credit. If a positive forecast of taxable income indicates the\nprobable use of a deferred tax asset, that deferred tax asset is\nusually recognised in full.
\nThe estimates and\nunderlying assumptions are reviewed on an ongoing basis. Revisions\nto accounting estimates are recognised in the period in which the\nestimate is revised if the revision affects only that period, or in\nthe period of revision and future periods if the revision affects\nboth current and future periods.
\nEstimation\nuncertainty
\nInformation about\nestimates and assumptions that have the most significant effect on\nrecognition and measurement of assets, liabilities, income and\nexpenses is provided below. Actual results may be substantially\ndifferent.
\nUseful lives of\ndepreciable assets
\nManagement reviews its\nestimate of useful lives of depreciable assets at each reporting\ndate based on the expected utility of the assets. Uncertainties in\nthese estimates relate to technical obsolescence that may change\nthe utility of certain plant and equipment.
\nLeases - Estimating the\nincremental borrowing rate
\nThe Group cannot readily\ndetermine the interest rate implicit in the lease, therefore, it\nuses its incremental borrowing rate (IBR) to measure lease\nliabilities. The IBR is the rate of interest that the Group would\nhave to pay to borrow over a similar term, and with a similar\nsecurity, the funds necessary to obtain an asset of a similar value\nto the right-of-use asset in a similar economic environment. The\nIBR therefore reflects what the Group \u2018would have to\npay\u2019, which requires estimation when no observable rates are\navailable or when they need to be adjusted to reflect the terms and\nconditions of the lease. The Group estimates the IBR using\nobservable inputs (such as market interest rates) when available\nand is required to make certain entity-specific estimates (such as\nthe entity\u2019s stand-alone credit rating).
\nImpairment of\nintangible assets including goodwill, tangible assets and\nright-of-use assets at fair value
\nAn impairment loss is recognised for the\namount by which the asset\u2019s or cash-generating unit\u2019s\ncarrying amount exceeds its recoverable amount. To determine the\nrecoverable amount, management estimates expected future cash flows\nfrom each cash-generating unit and determines a suitable interest\nrate in order to calculate the present value of those cash flows\n(see note 5.16). In the process of measuring expected future cash\nflows management makes assumptions about future operating results.\nThese assumptions relate to future events and circumstances. The\nactual results may vary, and may cause significant adjustments to\nthe Group\u2019s assets within the next financial year.
\nIn most cases, determining the applicable\ndiscount rate involves estimating the appropriate adjustment to\nmarket risk and the appropriate adjustment to asset-specific risk\nfactors.
\nThe Group tests goodwill and intangible\nassets with an indefinite useful life annually for impairment or\nmore frequently if there are indications that goodwill or\nintangible assets might be impaired. Determining whether the\ncarrying amounts of these assets can be realised requires an\nestimation of the recoverable amount of the cash-generating units.\nThe value in use calculation requires the directors to estimate the\nfuture cash flows expected to arise from the cash-generating unit\nand a suitable discount rate in order to calculate present\nvalue.
\nGoodwill arising on a business\ncombination is allocated to the cash-generating units\n(\u201cCGUs\u201d) that are expected to benefit from that\nbusiness combination.
\nFurthermore, following an in-depth review\nof the projections, management opted to include an execution risk\npremium (based on their professional judgement) to mitigate the\ncurrent forecasting uncertainty and to obtain added comfort that\nthe carrying value of the intangible assets is indeed\nrecoverable.
\nFor further details, refer to note 12 of\nthese financial statements.
\nCGUs \u2013 Casino, Retail and Online\nGaming
\nThe recoverable amounts of the CGUs are\ndetermined from their value in use calculations. The key\nassumptions for the value in use calculations are those regarding\nthe discount rates, growth rates and expected changes to selling\nprices and direct costs during the period. The directors estimate\ndiscount rates using pre-tax rates that reflect current market\nassessments of the time value of money and the risks specific to\nthe CGUs. The growth rates are based on industry growth forecasts.\nChanges in selling prices and direct costs are based on past\npractices and expectations of future changes in the market.
\nThe assessment of recoverability of the\ncarrying amount of goodwill and intangible assets includes:
\n| \n \u2022 \n | \n\n forecasted cash flow projections for the\nnext ten years and projection of terminal value using the\nperpetuity method except for Dragonara Gaming Limited where cash\nflows were forecasted until the end of the sub emphyteusis; \n | \n
| \n \u2022 \n | \n\n growth rates to perpetuity of 2.0% (2025:\n2.0%); and \n | \n
| \n \u2022 \n | \n\n use of 8.5%-8.6% (2025: 9%-11.3%)\n(pre-tax) to discount the projected cash flows to net present\nvalues. \n | \n
Based on the above assessment, the\ndirectors expect the carrying amount of goodwill and intangible\nassets with an indefinite useful life to be recoverable.
\nCGU \u2013 Property holding\nentities
\nThe recoverable amount of the property\nwhich is expected to generate rental revenue is determined from the\nvalue in use calculation. The key assumptions for the value in use\ncalculations are those regarding the discount rates, growth rates\nand expected changes to selling prices and direct costs during the\nperiod. The directors estimate discount rates using pre-tax rates\nthat reflect current market assessments of the time value of money\nand the risks specific to the CGUs. The growth rates are based on\nindustry growth forecasts. Changes in selling prices and direct\ncosts are based on past practices and expectations of future\nchanges in the market.
\nThe assessment of recoverability of the\ncarrying amount of the Group\u2019s goodwill and the investments\nheld by the Company includes:
\n| \n \u2022 \n | \n\n forecasted cash flow projections for the\nnext ten years and projection of terminal value using the\nperpetuity method; \n | \n
| \n \u2022 \n | \n\n growth rates to perpetuity of 2.0% (2025:\n2.0%); \n | \n
| \n \u2022 \n | \n\n use of 8.5% (2025: 8.7%) (pre-tax) to\ndiscount the projected cash flows to net present values; and \n | \n
| \n \u2022 \n | \n\n fair market\nvaluation of other investment properties using\nmarket approach and capitalisation approach. \n | \n
The recoverable amount of property which\ncomprises land and which is carried at cost is determined by\nreference to market value.
\nBased on the above assessment, the\ndirectors expect the carrying amount of goodwill and intangible\nassets with an indefinite useful life to be recoverable.
\nFair value measurement\nof investment properties
\nManagement uses various valuation\ntechniques to determine the fair value of non-financial assets.\nThis involves developing estimates and assumptions consistent with\nhow market participants would price the instrument. Management\nbases its assumptions on observable data as far as possible, but\nthis is not always available. In that case, management uses the\nbest information available. Estimated fair values may vary from the\nactual prices that would be achieved in an arm\u2019s length\ntransaction at the reporting date (see note 16).
\nInventories
\nManagement estimates the net realisable\nvalues of inventories, taking into account the most reliable\nevidence available at each reporting date. The future realisation\nof these inventories may be affected by expiry, obsolescence or\nother market-driven changes that may reduce future selling\nprices.
", "dimensions": { "concept": "ifrs-full:DisclosureOfAccountingJudgementsAndEstimatesExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "Ai_QXUNCNp": { "value": "6\u00a0\u00a0\u00a0\u00a0 Segment reporting
\nManagement currently identifies the\nGroup\u2019s four revenue streams as its operating segments (see\nnote 5.6). The Group\u2019s Chief Operating Decision Maker (CODM)\nis the Chief Executive Officer, and he monitors the performance of\nthese operating segments as well as deciding on the allocation of\nresources to them. Segmental performance is monitored using\nadjusted segment operating results.
\nSegment information for the reporting\nperiods presented are as follows:
\n6.1\u00a0\u00a0 Total\nrevenue
\n| \n | \n \u00a0 \n | \n\n The\nGroup \n | \n|
| \n | \n | \n 2026 \n | \n\n 2025 \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n
| \n | \n \u00a0 \n | \n\n | \n \u00a0 \n | \n
| \n National\nLottery \n | \n\n \u00a0 \n | \n\n 75,579,649 \n | \n\n 64,166,877 \n | \n
| \n Dragonara\nCasino \n | \n\n \u00a0 \n | \n\n 29,057,645 \n | \n\n 25,205,333 \n | \n
| \n iGaming \n | \n\n \u00a0 \n | \n\n 6,235,963 \n | \n\n 4,340,353 \n | \n
| \n Other Revenue \n | \n\n \u00a0 \n | \n\n 659,912 \n | \n\n 536,886 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n 111,533,169 \n | \n\n 94,249,449 \n | \n
\u00a0
\n6.2\u00a0\u00a0\nEarnings before interest, tax, depreciation and amortisation\n(EBITDA)
\nEBITDA is a non-GAAP financial measure\nused by management to evaluate the Group\u2019s operating\nperformance. The Group calculates EBITDA as follows:
\nEBITDA = Operating profit + Depreciation\nand amortisation \u2013 Lease payments
\nWhere:
\n| \n \u2022 \n | \n\n operating profit is as defined in the\nstatements of comprehensive income; and \n | \n
| \n \u2022 \n | \n\n lease payments are the sum of repayments\nand interest paid on lease liabilities as disclosed in the\nstatements of cash flows. \n | \n
Management believes that EBITDA is useful\nto investors as it excludes the effects of financing, taxation,\ndepreciation, amortisation, and lease-related outflows, which can\nvary significantly across entities depending on their respective\ncapital structures and asset base.
\nEBITDA by segment for the reporting\nperiods presented are as follows:
\n| \n \u00a0 \n | \n\n \u00a0 \n | \n\n National \n | \n\n Dragonara \n | \n\n \u00a0 \n | \n\n Other \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n Lottery \n | \n\n Casino \n | \n\n iGaming \n | \n\n revenue \n | \n\n Total \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n
| \n 2026 \n | \n\n \u00a0 \n | \n\n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n \u00a0 \n | \n
| \n Operating\nprofit \n | \n\n \u00a0 \n | \n\n 6,832,772 \n | \n\n 5,866,700 \n | \n\n 3,011,766 \n | \n\n 3,712,223 \n | \n\n 19,423,461 \n | \n
| \n Add (deduct): \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Depreciation and\namortisation \n | \n\n \u00a0 \n | \n\n 17,417,047 \n | \n\n 2,593,819 \n | \n\n 121,053 \n | \n\n 430,141 \n | \n\n 20,562,060 \n | \n
| \n Rent payments \n | \n\n \u00a0 \n | \n\n (1,843,977) \n | \n\n (500,000) \n | \n\n - \n | \n\n (308,679) \n | \n\n (2,652,656) \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n 22,405,842 \n | \n\n 7,960,519 \n | \n\n 3,132,819 \n | \n\n 3,833,685 \n | \n\n 37,332,865 \n | \n
\u00a0
\n| \n \u00a0 \n | \n\n \u00a0 \n | \n\n National \n | \n\n Dragonara \n | \n\n \u00a0 \n | \n\n Other \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n Lottery \n | \n\n Casino \n | \n\n iGaming \n | \n\n revenue \n | \n\n Total \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n
| \n 2025 \n | \n\n \u00a0 \n | \n\n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n \u00a0 \n | \n
| \n Operating\nprofit \n | \n\n \u00a0 \n | \n\n 1,917,332 \n | \n\n 5,201,417 \n | \n\n 2,091,225 \n | \n\n 2,647,175 \n | \n\n 11,857,149 \n | \n
| \n Add (deduct): \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Depreciation and\namortisation \n | \n\n \u00a0 \n | \n\n 17,033,169 \n | \n\n 2,410,885 \n | \n\n 86,206 \n | \n\n 121,217 \n | \n\n 19,651,477 \n | \n
| \n Rent payments \n | \n\n \u00a0 \n | \n\n (2,046,763) \n | \n\n (500,000) \n | \n\n - \n | \n\n (54,750) \n | \n\n (2,601,513) \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n 16,903,738 \n | \n\n 7,112,302 \n | \n\n 2,177,431 \n | \n\n 2,713,642 \n | \n\n 28,907,113 \n | \n
7\u00a0\u00a0\u00a0\u00a0 Other income
\nOther income for the reporting periods\npresented are as follows:
\n| \n | \n \u00a0 \n | \n\n | \n The\nGroup \n | \n||
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n \u00a02026 \n | \n\n \u00a02025 \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n | \n \u00a0 \n | \n
| \n Gratuity\nincome \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n 626,294 \n | \n\n 552,888 \n | \n
| \n Others \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n 230,663 \n | \n\n 228,140 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n 856,957 \n | \n\n 781,028 \n | \n
8\u00a0\u00a0\u00a0\u00a0 Staff costs
\n| \n | \n The\nGroup \n | \n\n | \n The\nCompany \n | \n||
| \n | \n \u00a02026 \n | \n\n \u00a02025 \n | \n\n | \n \u00a02026 \n | \n\n \u00a02025 \n | \n
| \n | \n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n\n | \n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n
| \n | \n | \n \u00a0 \n | \n\n | \n | \n \u00a0 \n | \n
| \n Salaries and\nwages \n | \n\n 14,081,671 \n | \n\n 13,879,763 \n | \n\n | \n 54,000 \n | \n\n 80,958 \n | \n
| \n Social\nsecurity \n | \n\n 956,652 \n | \n\n 869,814 \n | \n\n | \n - \n | \n\n - \n | \n
| \n Other staff\ncosts \n | \n\n 370,399 \n | \n\n 361,999 \n | \n\n | \n - \n | \n\n 35 \n | \n
| \n \u00a0 \n | \n\n 15,408,722 \n | \n\n 15,111,576 \n | \n\n | \n 54,000 \n | \n\n 80,993 \n | \n
| \n Salaries and wages\nrecharged to | \n\n - \n | \n\n - \n | \n\n \u00a0 \n | \n\n - \n | \n\n (26,993) \n | \n
| \n \u00a0 \n | \n\n 15,408,722 \n | \n\n 15,111,576 \n | \n\n | \n 54,000 \n | \n\n 54,000 \n | \n
\u00a0
\nIncluded with salaries and wages is an\namount of \u20ac196,574 (2025: \u20ac1,294,406) which was\ncapitalised during the year.
\nThe average full-time equivalent persons\nemployed for the reporting periods presented were:
\n| \n | \n | \n The\nGroup \n | \n\n | \n The\nCompany \n | \n||
| \n | \n | \n \u00a02026 \n | \n\n \u00a02025 \n | \n\n | \n \u00a02026 \n | \n\n \u00a02025 \n | \n
| \n | \n \u00a0 \n | \n\n No. \n | \n\n No. \n | \n\n | \n No. \n | \n\n No. \n | \n
| \n | \n \u00a0 \n | \n\n | \n \u00a0 \n | \n\n | \n | \n \u00a0 \n | \n
| \n Administration \n | \n\n \u00a0 \n | \n\n 75 \n | \n\n 68 \n | \n\n \u00a0 \n | \n\n 3 \n | \n\n 3 \n | \n
| \n Operations \n | \n\n \u00a0 \n | \n\n 477 \n | \n\n 449 \n | \n\n ----- \n | \n\n - \n | \n\n - \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n 552 \n | \n\n 517 \n | \n\n \u00a0 \n | \n\n 3 \n | \n\n 3 \n | \n
\u00a0
\nIn addition to the above, the Group had\nan average of 6 full-time equivalent persons seconded or outsourced\nduring the year ended 30 June 2025. No persons were seconded or\noutsourced to the Group during the current financial year.
", "dimensions": { "concept": "ifrs-full:DisclosureOfEmployeeBenefitsExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "W-m_ZfViN5": { "value": "9\u00a0\u00a0\u00a0\u00a0 Operating profit (loss)
\nThe operating profit (loss) is stated after\ncharging:
\n| \n | \n | \n The\nGroup \n | \n\n | \n The\nCompany \n | \n||
| \n | \n | \n \u00a02026 \n | \n\n \u00a02025 \n | \n\n | \n \u00a02026 \n | \n\n \u00a02025 \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n\n | \n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n
| \n | \n \u00a0 \n | \n\n | \n \u00a0 \n | \n\n | \n | \n \u00a0 \n | \n
| \n Directors\u2019\nremuneration \n | \n\n \u00a0 \n | \n\n 204,480 \n | \n\n 204,480 \n | \n\n \u00a0 \n | \n\n 54,000 \n | \n\n 54,000 \n | \n
| \n Auditor\u2019s\nremuneration \n | \n\n \u00a0 \n | \n\n 199,901 \n | \n\n 177,345 \n | \n\n \u00a0 \n | \n\n 36,179 \n | \n\n 31,270 \n | \n
| \n Non-audit\nservices \n | \n\n \u00a0 \n | \n\n 112,432 \n | \n\n 37,223 \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n
10\u00a0\u00a0\u00a0\u00a0 Finance income and finance\ncosts
\nThe following amounts may be analysed as\nfollows for the reporting periods presented:
\n| \n | \n The\nGroup \n | \n\n | \n The\nCompany \n | \n||
| \n | \n \u00a02026 \n | \n\n \u00a02025 \n | \n\n | \n \u00a02026 \n | \n\n \u00a02025 \n | \n
| \n | \n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n\n | \n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n
| \n Finance\nincome \n | \n\n | \n \u00a0 \n | \n\n | \n | \n \u00a0 \n | \n
| \n Interest income charged\nto subsidiaries \n | \n\n - \n | \n\n - \n | \n\n \u00a0\u00a0 \n | \n\n 3,419,092 \n | \n\n 3,207,972 \n | \n
| \n Interest from cash and\ncash equivalents \n | \n\n 48,503 \n | \n\n - \n | \n\n | \n - \n | \n\n - \n | \n
| \n \u00a0 \n | \n\n 48,503 \n | \n\n - \n | \n\n | \n 3,419,092 \n | \n\n 3,207,972 \n | \n
10\u00a0\u00a0\u00a0\u00a0 Finance income and finance\ncosts
\nThe following amounts may be analysed as\nfollows for the reporting periods presented:
\n| \n | \n The\nGroup \n | \n\n | \n The\nCompany \n | \n||
| \n | \n \u00a02026 \n | \n\n \u00a02025 \n | \n\n | \n \u00a02026 \n | \n\n \u00a02025 \n | \n
| \n | \n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n\n | \n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n
| \n Finance\nincome \n | \n\n | \n \u00a0 \n | \n\n | \n | \n \u00a0 \n | \n
| \n Interest income charged\nto subsidiaries \n | \n\n - \n | \n\n - \n | \n\n \u00a0\u00a0 \n | \n\n 3,419,092 \n | \n\n 3,207,972 \n | \n
| \n Interest from cash and\ncash equivalents \n | \n\n 48,503 \n | \n\n - \n | \n\n | \n - \n | \n\n - \n | \n
| \n \u00a0 \n | \n\n 48,503 \n | \n\n - \n | \n\n | \n 3,419,092 \n | \n\n 3,207,972 \n | \n
Finance\ncosts
\n| \n Interest expense for\nborrowings at amortised costs: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n \u00a0\u00a0\u00a0 Bank\nloans \n | \n\n (1,808,153) \n | \n\n (1,966,387) \n | \n\n \u00a0 \n | \n\n (1,611,340) \n | \n\n (1,603,465) \n | \n
| \n \u00a0\u00a0\u00a0\nBonds \n | \n\n (1,783,783) \n | \n\n (1,361,174) \n | \n\n | \n (1,783,785) \n | \n\n (1,361,174) \n | \n
| \n Interest expense for\nleasing arrangements \n | \n\n (1,448,886) \n | \n\n (1,386,217) \n | \n\n | \n - \n | \n\n - \n | \n
| \n \u00a0 \n | \n\n (5,040,824) \n | \n\n (4,713,778) \n | \n\n | \n (3,395,125) \n | \n\n (2,964,639) \n | \n
Finance\ncosts
\n| \n Interest expense for\nborrowings at amortised costs: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n \u00a0\u00a0\u00a0 Bank\nloans \n | \n\n (1,808,153) \n | \n\n (1,966,387) \n | \n\n \u00a0 \n | \n\n (1,611,340) \n | \n\n (1,603,465) \n | \n
| \n \u00a0\u00a0\u00a0\nBonds \n | \n\n (1,783,783) \n | \n\n (1,361,174) \n | \n\n | \n (1,783,785) \n | \n\n (1,361,174) \n | \n
| \n Interest expense for\nleasing arrangements \n | \n\n (1,448,886) \n | \n\n (1,386,217) \n | \n\n | \n - \n | \n\n - \n | \n
| \n \u00a0 \n | \n\n (5,040,824) \n | \n\n (4,713,778) \n | \n\n | \n (3,395,125) \n | \n\n (2,964,639) \n | \n
11\u00a0\u00a0\u00a0\u00a0 Tax expense
\nThe relationship between the expected tax\nexpense based on the effective tax rate of the Group and Company at\n35% (2025: 35%) and the tax expense actually recognised in the\nstatements of comprehensive income can be reconciled as\nfollows:
\n| \n | \n The\nGroup \n | \n\n | \n The\nCompany \n | \n||
| \n | \n \u00a02026 \n | \n\n \u00a02025 \n | \n\n | \n \u00a02026 \n | \n\n \u00a02025 \n | \n
| \n | \n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n\n | \n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n
| \n | \n | \n \u00a0 \n | \n\n | \n | \n \u00a0 \n | \n
| \n Profit before\ntax \n | \n\n 14,431,140 \n | \n\n 7,143,371 \n | \n\n \u00a0 \n | \n\n 9,520,725 \n | \n\n 1,927,669 \n | \n
| \n Tax rate \n | \n\n 35% \n | \n\n 35% \n | \n\n \u00a0 \n | \n\n 35% \n | \n\n 35% \n | \n
| \n Expected tax\nexpense \n | \n\n (5,050,899) \n | \n\n (2,500,180) \n | \n\n \u00a0 \n | \n\n (3,332,254) \n | \n\n (674,684) \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Non-deductible\nexpenses \n | \n\n (496,623) \n | \n\n (260,433) \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n
| \n Non-taxable\nincome \n | \n\n - \n | \n\n 13,503 \n | \n\n \u00a0 \n | \n\n 3,200,373 \n | \n\n - \n | \n
| \n Other timing\ndifferences \n | \n\n 42,499 \n | \n\n 62,344 \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n
| \n Reversal of deferred\ntax asset recognised in | \n\n (232,086) \n | \n\n - \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n
| \n Actual tax expense,\nnet \n | \n\n (5,737,109) \n | \n\n (2,684,766) \n | \n\n \u00a0 \n | \n\n (131,881) \n | \n\n (674,684) \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Comprising: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Current tax income\n(expense) \n | \n\n 26,392 \n | \n\n 14,928 \n | \n\n \u00a0 \n | \n\n (131,881) \n | \n\n (631,050) \n | \n
| \n Deferred tax\nexpense \n | \n\n (5,763,501) \n | \n\n (2,699,694) \n | \n\n \u00a0 \n | \n\n - \n | \n\n (43,634) \n | \n
| \n \u00a0 \n | \n\n (5,737,109) \n | \n\n (2,684,766) \n | \n\n \u00a0 \n | \n\n (131,881) \n | \n\n (674,684) \n | \n
\u00a0
\nRefer to note 20 for information on the\nGroup\u2019s deferred tax asset and liability.
", "dimensions": { "concept": "ifrs-full:DisclosureOfIncomeTaxExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "yX1.uKw4qR": { "value": "12\u00a0\u00a0\u00a0\u00a0 Goodwill
\nGoodwill is primarily growth\nexpectations, expected future profitability, the substantial skill\nand expertise of the workforce and expected cost synergies.\nGoodwill has been allocated to the following segments.
\n| \n | \n 2026 \n | \n\n 2025 \n | \n
| \n \u00a0 \n | \n\n \u20ac \n | \n\n \u20ac \n | \n
| \n Goodwill allocated to\noperating segments \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n National\nLottery \n | \n\n 48,910,530 \n | \n\n 48,910,530 \n | \n
| \n Casino and\ncatering \n | \n\n 9,284,960 \n | \n\n 9,284,960 \n | \n
| \n iGaming \n | \n\n 3,164,218 \n | \n\n 3,164,218 \n | \n
| \n Property \n | \n\n 991,758 \n | \n\n 991,758 \n | \n
| \n Total \n | \n\n 62,351,466 \n | \n\n 62,351,466 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
\u00a0
\nThe recoverable amount of each segment\nwas determined based on value-in-use calculations, covering a\ndetailed ten-year forecast, followed by an extrapolation of\nexpected cash flows for the remaining useful lives using a\ndeclining growth rate determined by management. The present value\nof the expected cash flows of each segment is determined by\napplying a suitable discount rate reflecting current market\nassessments of the time value of money and risks specific to the\nsegment.
\n| \n | \n 2026 \n | \n\n 2025 \n | \n
| \n \u00a0 \n | \n\n \u20ac \n | \n\n \u20ac \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Recoverable amount of\neach operating segment \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n National\nLottery \n | \n\n 68,365,000 \n | \n\n 72,046,000 \n | \n
| \n Casino and\ncatering \n | \n\n 29,661,000 \n | \n\n 29,691,000 \n | \n
| \n iGaming \n | \n\n 5,610,000 \n | \n\n 5,525,000 \n | \n
| \n Property \n | \n\n 235,836 \n | \n\n 235,836 \n | \n
| \n Total \n | \n\n 103,871,836 \n | \n\n 107,497,836 \n | \n
\u00a0
\nThe movement in the net carrying amount of\ngoodwill are as follows:
\n\u00a0
\n| \n \u00a0 \n | \n\n The\nGroup \n | \n|
| \n | \n 2026 \n | \n\n 2025 \n | \n
| \n \u00a0 \n | \n\n \u20ac \n | \n\n \u20ac \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Gross carrying\namount \n | \n\n 62,351,466 \n | \n\n 62,351,466 \n | \n
| \n Accumulated\nimpairment \n | \n\n (755,922) \n | \n\n (755,922) \n | \n
| \n Net carrying\namount \n | \n\n 61,595,544 \n | \n\n 61,595,544 \n | \n
| \n 13\u00a0\u00a0\u00a0\u00a0 Intangible assets \n
| \n
\u00a0
\n| \n Dragonara casino\nconcession \nOn 28 July 2021, the Group, through its\nsubsidiary Dragonara Gaming Limited, was granted a 10-year\nconcession by the Ministry for the Economy and Industry (\"the\nMinistry\") to operate the Dragonara Casino with an initial\nconcession fee of \u20ac1,500,000, effective from 28 July 2021 to\n28 July 2031. On 19 December 2023, the Ministry extended the\nconcession's validity until 28 July 2033, in exchange for an\nadditional fee of \u20ac300,000. This extension was granted due to\nthe operational disruptions caused by the COVID-19 pandemic in 2020\nand 2021, during which Dragonara Casino was forced to close for\ncertain periods. This fee will be paid in 24 equal monthly\ninstalments of \u20ac12,500, starting on 31 December 2025 and\nconcluding on 30 November 2027. \nNational lottery\nconcession \nOn 10 March 2022, the Group, through its\nsubsidiary namely National Lottery plc, was awarded a concession to\nmanage and operate the National lottery of Malta for a period of 10\nyears commencing from 5 July 2022 until 4 July 2032. \nAll amortisation charges are included\nwithin \u2018depreciation and amortisation\u2019 in the\nstatements of comprehensive income. \n | \n
14\u00a0\u00a0\u00a0\u00a0 Property, plant and\nequipment
\nDetails of the\nGroup\u2019s property, plant and equipment and their carrying\namounts are as follows:
\n\u00a0
\n| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n Furniture, \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n Office\nand \n | \n\n electrical \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n Land\nand \n | \n\n Leasehold \n | \n\n Gaming \n | \n\n computer \n | \n\n and\nsanitary \n | \n\n Plant\nand \n | \n\n Motor \n | \n\n Work-in- \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n The\nGroup \n | \n\n buildings \n | \n\n improvements \n | \n\n equipment \n | \n\n equipment \n | \n\n fittings \n | \n\n machinery \n | \n\n vehicles \n | \n\n progress \n | \n\n Others \n | \n\n Total \n | \n
| \n | \n \u20ac \n | \n\n \u20ac \n | \n\n \u20ac \n | \n\n \u20ac \n | \n\n \u20ac \n | \n\n \u20ac \n | \n\n \u20ac \n | \n\n \u20ac \n | \n\n \u20ac \n | \n\n \u20ac \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n | \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n |
| \n Gross carrying\namount \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n | \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n |
| \n Balance at 1 July\n2025 \n | \n\n 4,298,927 \n | \n\n 3,003,294 \n | \n\n 16,238,519 \n | \n\n 6,111,139 \n | \n\n 6,570,073 \n | \n\n 634,843 \n | \n\n 968,128 \n | \n\n 1,122,968 \n | \n\n 306,766 \n | \n\n 39,254,657 \n | \n
| \n Additions \n | \n\n - \n | \n\n 937,381 \n | \n\n 2,082,573 \n | \n\n 739,952 \n | \n\n 1,251,989 \n | \n\n 163,879 \n | \n\n 47,422 \n | \n\n 866,406 \n | \n\n 59,031 \n | \n\n 6,148,633 \n | \n
| \n Reclassifications \n | \n\n - \n | \n\n 194,931 \n | \n\n - \n | \n\n 1,069 \n | \n\n 162,160 \n | \n\n - \n | \n\n - \n | \n\n (361,705) \n | \n\n 3,545 \n | \n\n - \n | \n
| \n Reclassified from\ninvestment property \n | \n\n 304,364 \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n 304,364 \n | \n
| \n Reclassified to\nnon-current asset held for sale \n | \n\n (4,298,927) \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n (4,298,927) \n | \n
| \n Disposals \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n (28,010) \n | \n\n (41,065) \n | \n\n (338,925) \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n (408,000) \n | \n
| \n Termination of\nlease \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n (26,606) \n | \n\n - \n | \n\n - \n | \n\n (26,606) \n | \n
| \n Balance at 30 June\n2026 \n | \n\n 304,364 \n | \n\n 4,135,606 \n | \n\n 18,321,092 \n | \n\n 6,824,150 \n | \n\n 7,943,157 \n | \n\n 459,797 \n | \n\n 988,944 \n | \n\n 1,627,669 \n | \n\n 369,342 \n | \n\n 40,974,121 \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Depreciation \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Balance at 1 July\n2025 \n | \n\n - \n | \n\n 482,667 \n | \n\n 7,851,582 \n | \n\n 2,851,957 \n | \n\n 1,677,083 \n | \n\n 267,040 \n | \n\n 139,947 \n | \n\n - \n | \n\n 111,646 \n | \n\n 13,381,922 \n | \n
| \n Charge for the\nyear \n | \n\n - \n | \n\n 341,569 \n | \n\n 3,343,311 \n | \n\n 1,267,505 \n | \n\n 839,073 \n | \n\n 104,964 \n | \n\n 207,572 \n | \n\n - \n | \n\n 44,291 \n | \n\n 6,148,285 \n | \n
| \n Disposal \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n (28,010) \n | \n\n (41,065) \n | \n\n (338,925) \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n (408,000) \n | \n
| \n Termination of\nlease \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n (26,606) \n | \n\n - \n | \n\n - \n | \n\n (26,606) \n | \n
| \n Balance at 30 June\n2026 \n | \n\n - \n | \n\n 824,236 \n | \n\n 11,194,893 \n | \n\n 4,091,452 \n | \n\n 2,475,091 \n | \n\n 33,079 \n | \n\n 320,913 \n | \n\n - \n | \n\n 155,937 \n | \n\n 19,095,601 \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Carrying amount at\n30 June 2026 \n | \n\n 304,364 \n | \n\n 3,311,370 \n | \n\n 7,126,199 \n | \n\n 2,732,698 \n | \n\n 5,468,066 \n | \n\n 426,718 \n | \n\n 668,031 \n | \n\n 1,627,669 \n | \n\n 213,405 \n | \n\n 21,878,520 \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
\u00a0
\nDuring the year, the\nGroup entered into a promise of sale agreement for the land. As at\nthe reporting date, management was committed to the sale and\nexpected the transaction to be completed within twelve months.\nAccordingly, the land was reclassified from property, plant and\nequipment to non-current asset held for sale and is presented\nseparately within current assets in the statements of financial\nposition.
\n\u00a0
\n| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n Furniture, \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n Office\nand \n | \n\n electrical \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n Leasehold \n | \n\n Gaming \n | \n\n computer \n | \n\n and\nsanitary \n | \n\n Plant\nand \n | \n\n Motor \n | \n\n Work-in- \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n The\nGroup \n | \n\n Land \n | \n\n improvements \n | \n\n equipment \n | \n\n equipment \n | \n\n fittings \n | \n\n machinery \n | \n\n vehicles \n | \n\n progress \n | \n\n Others \n | \n\n Total \n | \n
| \n | \n \u20ac \n | \n\n \u20ac \n | \n\n \u20ac \n | \n\n \u20ac \n | \n\n \u20ac \n | \n\n \u20ac \n | \n\n \u20ac \n | \n\n \u20ac \n | \n\n \u20ac \n | \n\n \u20ac \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n | \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n |
| \n Gross carrying\namount \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n | \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n |
| \n Balance at 1 July\n2024 \n | \n\n 4,250,096 \n | \n\n 1,482,340 \n | \n\n 14,515,365 \n | \n\n 4,742,267 \n | \n\n 4,429,328 \n | \n\n 558,873 \n | \n\n 1,101,105 \n | \n\n 2,641,985 \n | \n\n 233,431 \n | \n\n 33,954,790 \n | \n
| \n Additions \n | \n\n 48,831 \n | \n\n 249,601 \n | \n\n 1,672,754 \n | \n\n 554,872 \n | \n\n 732,057 \n | \n\n 64,170 \n | \n\n 169,579 \n | \n\n 2,096,934 \n | \n\n 13,625 \n | \n\n 5,602,423 \n | \n
| \n Reclassifications \n | \n\n - \n | \n\n 1,271,353 \n | \n\n 50,400 \n | \n\n 814,000 \n | \n\n 1,408,688 \n | \n\n 11,800 \n | \n\n - \n | \n\n (3,615,951) \n | \n\n 59,710 \n | \n\n - \n | \n
| \n Termination of\nlease \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n (302,556) \n | \n\n - \n | \n\n - \n | \n\n (302,556) \n | \n
| \n Balance at 30 June\n2025 \n | \n\n 4,298,927 \n | \n\n 3,003,294 \n | \n\n 16,238,519 \n | \n\n 6,111,139 \n | \n\n 6,570,073 \n | \n\n 634,843 \n | \n\n 968,128 \n | \n\n 1,122,968 \n | \n\n 306,766 \n | \n\n 39,254,657 \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Depreciation \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Balance at 1 July\n2024 \n | \n\n - \n | \n\n 209,013 \n | \n\n 4,781,405 \n | \n\n 1,733,298 \n | \n\n 983,978 \n | \n\n 177,777 \n | \n\n 239,141 \n | \n\n - \n | \n\n 55,379 \n | \n\n 8,179,991 \n | \n
| \n Charge for the\nyear \n | \n\n - \n | \n\n 221,106 \n | \n\n 3,070,177 \n | \n\n 1,118,659 \n | \n\n 693,105 \n | \n\n 89,263 \n | \n\n 203,362 \n | \n\n - \n | \n\n 56,267 \n | \n\n 5,451,939 \n | \n
| \n Impairment \n | \n\n - \n | \n\n 52,548 \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n 52,548 \n | \n
| \n Termination of\nlease \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n (302,556) \n | \n\n - \n | \n\n - \n | \n\n (302,556) \n | \n
| \n Balance at 30 June\n2025 \n | \n\n - \n | \n\n 482,667 \n | \n\n 7,851,582 \n | \n\n 2,851,957 \n | \n\n 1,677,083 \n | \n\n 267,040 \n | \n\n 139,947 \n | \n\n - \n | \n\n 111,646 \n | \n\n 13,381,922 \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Carrying amount at\n30 June 2025 \n | \n\n 4,298,927 \n | \n\n 2,520,627 \n | \n\n 8,386,937 \n | \n\n 3,259,182 \n | \n\n 4,892,990 \n | \n\n 367,803 \n | \n\n 828,181 \n | \n\n 1,122,968 \n | \n\n 195,120 \n | \n\n 25,872,735 \n | \n
Motor vehicles include the following\namounts where the Group is a lessee under finance leases.
\n| \n | \n | \n \u00a0 \n | \n\n | \n \u00a0\u00a0 The\nGroup \n | \n||
| \n | \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n \u00a02026 \n | \n\n \u00a02025 \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n | \n \u00a0 \n | \n
| \n Costs \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n 1,045,430 \n | \n\n 1,034,013 \n | \n
| \n Accumulated\ndepreciation \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n (477,970) \n | \n\n (324,072) \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n 567,460 \n | \n\n 709,941 \n | \n
\u00a0
\nAll depreciation and impairment charges\nare included within \u2018depreciation and amortisation\u2019 in\nthe statements of comprehensive income.
", "dimensions": { "concept": "ifrs-full:DisclosureOfPropertyPlantAndEquipmentExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "g-n-nMDY7y": { "value": "15\n\u00a0\u00a0\u00a0\u00a0Leases
\n15.1\u00a0\nRight-of-use assets
\n| \n | \n Emphyteusis \n | \n\n Leased \n | \n\n |
| \n The\nGroup \n | \n\n deed \n | \n\n property \n | \n\n Total \n | \n
| \n | \n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n
| \n | \n | \n | \n |
| \n Gross carrying\namount \n | \n\n | \n | \n |
| \n Balance at 1 July\n2025 \n | \n\n 36,612,815 \n | \n\n 9,747,365 \n | \n\n 46,360,180 \n | \n
| \n Additions \n | \n\n - \n | \n\n 1,833,607 \n | \n\n 1,833,607 \n | \n
| \n Remeasurement of lease\nliabilities \n | \n\n - \n | \n\n 1,553,351 \n | \n\n 1,553,351 \n | \n
| \n Terminated/expired\nleases \n | \n\n - \n | \n\n (1,487,404) \n | \n\n (1,487,404) \n | \n
| \n Balance at 30 June\n2026 \n | \n\n 36,612,815 \n | \n\n 11,646,919 \n | \n\n 48,259,734 \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Depreciation and\nimpairment \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Balance at 1 July\n2025 \n | \n\n 2,097,706 \n | \n\n 1,630,635 \n | \n\n 3,728,341 \n | \n
| \n Charge for the\nyear \n | \n\n 623,994 \n | \n\n 1,475,609 \n | \n\n 2,099,603 \n | \n
| \n Remeasurement of lease\nliabilities \n | \n\n - \n | \n\n (829) \n | \n\n (829) \n | \n
| \n Terminated/expired\nleases \n | \n\n - \n | \n\n (1,482,203) \n | \n\n (1,482,203) \n | \n
| \n Balance at 30 June\n2026 \n | \n\n 2,721,700 \n | \n\n 1,623,212 \n | \n\n 4,344,912 \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Carrying amount at\n30 June 2026 \n | \n\n 33,891,115 \n | \n\n 10,023,707 \n | \n\n 43,914,822 \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Gross carrying\namount \n | \n\n | \n | \n |
| \n Balance at 1 July\n2024 \n | \n\n 36,612,815 \n | \n\n 11,367,488 \n | \n\n 47,980,303 \n | \n
| \n Additions \n | \n\n - \n | \n\n 976,990 \n | \n\n 976,990 \n | \n
| \n Remeasurement of lease\nliabilities \n | \n\n - \n | \n\n (220,842) \n | \n\n (220,842) \n | \n
| \n Terminated/expired\nleases \n | \n\n - \n | \n\n (2,376,271) \n | \n\n (2,376,271) \n | \n
| \n Balance at 30 June\n2025 \n | \n\n 36,612,815 \n | \n\n 9,747,365 \n | \n\n 46,360,180 \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Depreciation and\nimpairment \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Balance at 1 July\n2024 \n | \n\n 1,473,705 \n | \n\n 2,647,606 \n | \n\n 4,121,311 \n | \n
| \n Charge for the\nyear \n | \n\n 624,001 \n | \n\n 1,346,314 \n | \n\n 1,970,315 \n | \n
| \n Remeasurement of lease\nliabilities \n | \n\n - \n | \n\n (49,041) \n | \n\n (49,041) \n | \n
| \n Terminated/expired\nleases \n | \n\n - \n | \n\n (2,314,244) \n | \n\n (2,314,244) \n | \n
| \n Balance at 30 June\n2025 \n | \n\n 2,097,706 \n | \n\n 1,630,635 \n | \n\n 3,728,341 \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Carrying amount at\n30 June 2025 \n | \n\n 34,515,109 \n | \n\n 8,116,730 \n | \n\n 42,631,839 \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
\u00a0
\n15.2\u00a0\u00a0 Lease\nliabilities
\nThe Group leases motor vehicles, casino\npremises, commercial properties and office space. Lease liabilities\nincluded in the statements of financial position are as\nfollows:
\n| \n | \n | \n \u00a0 \n | \n\n | \n \u00a0\u00a0 The\nGroup \n | \n||
| \n | \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n \u00a02026 \n | \n\n \u00a02025 \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n | \n \u00a0 \n | \n
| \n Non-current \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n 28,601,685 \n | \n\n 26,577,227 \n | \n
| \n Current \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 1,678,375 \n | \n\n 1,487,710 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n 30,280,060 \n | \n\n 28,064,937 \n | \n
\u00a0
\nEach lease generally imposes a\nrestriction that, unless there is a contractual right for the Group\nto sublet the asset to another party, the right-of-use asset can\nonly be used by the Group. Leases are either non-cancellable or may\nonly be cancelled by incurring a substantive termination fee. The\nGroup is prohibited from lending or transferring the underlying\nleased assets. Upon termination, the right-of-use assets shall be\nreturned to the lender in as good a condition as when received by\nthe Group, except for reasonable wear and tear. The Group shall\nensure that these assets are at all times kept in a good state of\nrepair and return the premises in their original condition at the\nend of the lease.
\n\u00a0
\nThe lease liabilities are secured by the\nrelated underlying assets. Future minimum lease payments at 30 June\n2026 and 2025 were as follows:
\n| \n | \n | \n \u00a0 \n | \n\n | \n \u00a0\u00a0 The\nGroup \n | \n||
| \n | \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n \u00a02026 \n | \n\n \u00a02025 \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n | \n \u00a0 \n | \n
| \n Lease\npayments \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n - not later than\none year \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n 2,735,987 \n | \n\n 2,487,916 \n | \n
| \n - later than one\nyear and not later than five years \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 9,799,434 \n | \n\n 8,045,558 \n | \n|
| \n - later than\nfive years \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 67,707,656 \n | \n\n 68,324,578 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n 80,243,077 \n | \n\n 78,858,052 \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Finance\ncharges \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n - not later than\none year \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n 1,433,776 \n | \n\n 1,358,457 \n | \n
| \n - later than one\nyear and not later than five years \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 5,171,657 \n | \n\n 4,942,562 \n | \n|
| \n - later than\nfive years \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 43,357,584 \n | \n\n 44,492,096 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n 49,963,017 \n | \n\n 50,793,115 \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Net present\nvalues \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n - not later than\none year \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n 1,302,211 \n | \n\n 1,129,459 \n | \n
| \n - later than one\nyear and not later than five years \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 4,627,777 \n | \n\n 3,102,996 \n | \n|
| \n - later than\nfive years \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 24,350,072 \n | \n\n 23,832,482 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n 30,280,060 \n | \n\n 28,064,937 \n | \n
16\u00a0\u00a0\u00a0\u00a0 Investment properties
\nDetails of the Group\u2019s investment\nproperties and their carrying amounts are as follows:
\n| \n \u00a0 \n | \n\n | \n \u00a0 \n | \n\n | \n \u00a0Asset\nunder \n | \n\n |
| \n The\nGroup \n | \n\n \u00a0Land \n | \n\n Apartment \n | \n\n \u00a0Shop \n | \n\n \u00a0construction \n | \n\n \u00a0Total \n | \n
| \n | \n \u00a0\u20ac \n | \n\n \u20ac \n | \n\n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n
| \n | \n | \n \u00a0 \n | \n\n | \n | \n |
| \n Gross carrying\namount \n | \n\n | \n \u00a0 \n | \n\n | \n | \n |
| \n Balance at 1 July\n2025 \n | \n\n 3,075,351 \n | \n\n 385,355 \n | \n\n 304,364 \n | \n\n 1,761,565 \n | \n\n 5,526,635 \n | \n
| \n Additions \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n 97,869 \n | \n\n 97,869 \n | \n
| \n Reclassified to\nproperty, plant and equipment \n | \n\n - \n | \n\n - \n | \n\n (304,364) \n | \n\n - \n | \n\n (304,364) \n | \n
| \n Balance at 30 June\n2026 \n | \n\n 3,075,351 \n | \n\n 385,355 \n | \n\n - \n | \n\n 1,859,434 \n | \n\n 5,320,140 \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Gross carrying\namount \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Balance at 1 July\n2024 \n | \n\n 386,000 \n | \n\n - \n | \n\n 304,364 \n | \n\n 1,343,366 \n | \n\n 2,033,730 \n | \n
| \n Additions \n | \n\n 2,689,351 \n | \n\n 385,355 \n | \n\n - \n | \n\n 418,199 \n | \n\n 3,492,905 \n | \n
| \n Balance at 30 June\n2025 \n | \n\n 3,075,351 \n | \n\n 385,355 \n | \n\n 304,364 \n | \n\n 1,761,565 \n | \n\n 5,526,635 \n | \n
\u00a0
\nA subsidiary of the Company owns arable\nland known as Ta\u2019 Minka, situated in Wardija, Malta,\nmeasuring approximately 4,347 square metres. The land continues to\nbe held for future agricultural use.
\nThe same subsidiary owns three plots of\nland acquired from related parties in prior years, comprising one\nplot situated in Naxxar and two plots situated in St Paul\u2019s\nBay, with an aggregate acquisition cost of \u20ac2,689,351. The\nsubsidiary also owns a maisonette situated in Balzan, acquired at a\ncost of \u20ac385,355. These properties continue to be held for\npotential future capital appreciation
\nOn 20 July 2020, the subsidiary entered\ninto a 30-year temporary emphyteusis over a property situated in\nSt. Julian\u2019s, Malta. Under the terms of the agreement, the\nsubsidiary was required to demolish the existing structure and\nconstruct a new block of buildings intended to generate rental\nincome. Construction commenced in 2020 and was completed during the\ncurrent financial year. As at 30 June 2026, the development was\ncompleted and ready for use and is expected to commence generating\nrental income during the financial year ending 30 June 2027.
\nDuring the year, no rental income was\ngenerated from the Group\u2019s investment properties.
\nInvestment properties with a carrying\namount of \u20ac2,675,808 (2025: \u20ac2,675,808) are pledged as\nsecurity in relation to the Group\u2019s bank facilities.
\n16.1\u00a0 Fair value measurement of\ninvestment properties
\nThe fair values of the company\u2019s\ninvestment properties are estimated based on appraisals performed\nby the Group\u2019s architect. The significant inputs and\nassumptions are developed in close consultation with management.\nThe valuation processes and fair value changes are reviewed by the\nboard of directors at each reporting date.
\nLand and Apartment (Level 3)
\nThe appraisal was carried out using a\nmarket approach that reflects observed prices for recent market\ntransactions for similar properties and incorporates adjustments\nfor factors specific to the plots of land and apartment in\nquestion, including plot size, location, encumbrances and current\nuse. The land and the apartment were revalued on 6 August 2026.
\nThe significant unobservable input is the\nadjustment for factors specific to the land in question. The extent\nand direction of this adjustment depends on the number and\ncharacteristics of the observable market transactions in similar\nproperties that are used as the starting point for valuation.\nAlthough this input is a subjective judgement, management considers\nthat the overall valuation would not be materially affected by\nreasonably possible alternative assumptions.
\nProperty in St. Julian\u2019s (Level\n3)
\nThe fair value of the property in St.\nJulian\u2019s, which is still under construction as at reporting\ndate, is estimated using an income approach based on the projected\nrental income, net of projected operating costs, using a discount\nrate derived from market yields implied by recent transactions in\nsimilar properties. The estimated rental income takes into account\nthe rentals from future leases over the remaining term of the\ntemporary emphyteusis. The property was revalued on 30 June 2026.
\nThe most significant inputs, all of which\nare unobservable, are the estimated rental value, assumptions about\nvacancy levels, and the discount rate. The estimated fair value\nincreases if the estimated rental increases, vacancy levels decline\nor if discount rate (market yields) decline. The overall valuations\nare sensitive to all three assumptions. Management considers the\nrange of reasonably possible alternative assumptions is greatest\nfor rental values and vacancy levels and that there is also an\ninterrelationship between these inputs.
\nThe discount rate (market yield) used in\nthe valuation is 5.8% and an occupancy rate of\n80% has been applied.
", "dimensions": { "concept": "ifrs-full:DisclosureOfInvestmentPropertyExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "P43XBPnThL": { "value": "17\u00a0\u00a0\u00a0\u00a0 Investment in\nsubsidiaries
\n17.1\u00a0 Investment in\nsubsidiaries
\nThe amount stated in the statements of\nfinancial position is analysed as follows:
\n| \n | \n | \n \u00a0 \n | \n\n | \n The\nCompany \n | \n||
| \n | \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n \u00a02026 \n | \n\n \u00a02025 \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n | \n \u00a0 \n | \n
| \n Balance at 1 July\n2025, 2024 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 101,399,682 \n | \n\n 100,239,682 \n | \n
| \n Additions \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 200,000 \n | \n\n 200,000 \n | \n
| \n Disposal \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n - \n | \n\n (40,000) \n | \n
| \n Capitalised\nloan \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 2,572,604 \n | \n\n 1,000,000 \n | \n
| \n Balance at 30\nJune \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n 104,172,286 \n | \n\n 101,399,682 \n | \n
\u00a0
\nDuring the previous\nfinancial year, the Company established IZI International\nS.\u00e0 r.l. in Luxembourg to act as the holding company for the\nGroup\u2019s international operations and transferred IZI Services\nLimited to IZI International S.\u00e0 r.l. as part of this\nrestructuring. During the current financial year, the Company made\nan additional investment of \u20ac200,000 in IZI International\nS.\u00e0 r.l.
\nThe Company entered\ninto agreements with its subsidiary, IZI Properties Limited, to\nconvert \u20ac2,572,604 (2025: \u20ac1,000,000 of the outstanding\nbalance into a capital contribution. The loan is interest\n\u2011 free and repayable\nat the company\u2019s discretion, with no fixed repayment terms or\nmaturity date.
\nSet out below are the\ndetails of the subsidiaries held directly by the Group:
\n| \n Subsidiary\ncompanies \n | \n\n Registered\noffice \n | \n\n Percentage holding\nin ordinary shares \n | \n\n Nature of\nbusiness \n | \n|||
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0\u00a0\u00a0\u00a0\nThe Group \n | \n\n \u00a0 The\nCompany \n | \n\n \u00a0 \n | \n||
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n 2026 \n | \n\n 2025 \n | \n\n 2026 \n | \n\n 2025 \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n % \n | \n\n % \n | \n\n % \n | \n\n % \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n IZI Interactive\nLimited* \n | \n\n The Quad Central, Q3 Level 11, Triq\nL-Esportaturi, Zone 1, Central Business District, Birkirkara CBD\n1040, Malta \n | \n\n 99.99 \n | \n\n 99.99 \n | \n\n 99.99 \n | \n\n 99.99 \n | \n\n iGaming \n | \n
| \n IZI Properties\nLimited \n | \n\n The Quad Central, Q3 Level 11, Triq\nL-Esportaturi, Zone 1, Central Business District, Birkirkara CBD\n1040, Malta \n | \n\n 99.99 \n | \n\n 99.99 \n | \n\n 99.99 \n | \n\n 99.99 \n | \n\n Immovable\nproperty \n | \n
| \n Pinnacle IP\nLimited* \n | \n\n The Quad Central, Q3 Level 11, Triq\nL-Esportaturi, Zone 1, Central Business District, Birkirkara CBD\n1040, Malta \n | \n\n - \n | \n\n 100 \n | \n\n - \n | \n\n 100 \n | \n\n Intellectual\nproperty \n | \n
| \n National Lottery\nplc \n | \n\n The Quad Central, Q3 Level 11, Triq\nL-Esportaturi, Zone 1, Central Business District, Birkirkara CBD\n1040, Malta \n | \n\n 100 \n | \n\n 100 \n | \n\n 100 \n | \n\n 100 \n | \n\n Holds a concession to\nmanage and operate the national lottery games of Malta and also\noperator of a bingo hall and electronic gaming devices as well as\nhistorical horse racing terminals and video lottery\nterminals \n | \n
| \n IZI Group Services\nLimited \n | \n\n The Quad Central, Q3 Level 11, Triq\nL-Esportaturi, Zone 1, Central Business District, Birkirkara CBD\n1040, Malta \n | \n\n 99.99 \n | \n\n 99.99 \n | \n\n 99.99 \n | \n\n 99.99 \n | \n\n Employment related\nservices \n | \n
\u00a0
\n| \n Peninsula\nGroup \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n \u00a0\u00a0\u00a0 Peninsula\nGaming \n\u00a0\u00a0\u00a0 Group\nLimited \n | \n\n The Quad Central, Q3 Level 11, Triq\nL-Esportaturi, Zone 1, Central Business District, Birkirkara CBD\n1040, Malta \n | \n\n 60 \n | \n\n 60 \n | \n\n 60 \n | \n\n 60 \n | \n\n Investment \n | \n
| \n \u00a0\u00a0\u00a0\nDragonara Catering \n\u00a0\u00a0\u00a0\nLimited \n | \n\n Dragonara Casino Complex, Dragonara Road,\nSan Giljan, Malta \n | \n\n 60 \n | \n\n 60 \n | \n\n - \n | \n\n - \n | \n\n Catering\nservices \n | \n
| \n \u00a0 \u00a0\u00a0Dragonara\nGaming \n\u00a0\u00a0\u00a0\nLimited \n | \n\n Dragonara Casino Complex, Dragonara Road,\nSan Giljan, Malta \n | \n\n 60 \n | \n\n 60 \n | \n\n - \n | \n\n - \n | \n\n Casino \n | \n
| \n \u00a0\u00a0\u00a0 Dragonara\nIP Limited \n | \n\n The Quad Central, Q3 Level 11, Triq\nL-Esportaturi, Zone 1, Central Business District, Birkirkara CBD\n1040, Malta \n | \n\n 60 \n | \n\n 60 \n | \n\n - \n | \n\n - \n | \n\n Intellectual\nproperty \n | \n
| \n \u00a0\u00a0\u00a0 Dragonara\nInteractive \n\u00a0\u00a0\u00a0\nLimited \n | \n\n Dragonara Palace, Dragonara Road, San\nGiljan, Malta \n | \n\n 60 \n | \n\n 60 \n | \n\n - \n | \n\n - \n | \n\n Online\ngaming \n | \n
| \n International\nGroup \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n \u00a0\u00a0\u00a0\nIZI International S.\u00e1\nr.l. \n | \n\n 7, Rue de Bitbourg, L-1273\nLuxembourg \n | \n\n 80 \n | \n\n 80 \n | \n\n 80 \n | \n\n 80 \n | \n\n Investment \n | \n
| \n \u00a0\u00a0\u00a0\nIZI Entertainment \n\u00a0\u00a0\u00a0\nGmbH \n | \n\n Schleifm\u00fchlgasse 4/Top 11 | \n\n 72 \n | \n\n 80 \n | \n\n - \n | \n\n - \n | \n\n Holding\ncompany \n | \n
| \n \u00a0\u00a0\u00a0 IZI\nServices Limited \n | \n\n The Quad Central, Q3 Level 11, Triq\nL-Esportaturi, Zone 1, Central Business District, Birkirkara CBD\n1040, Malta \n | \n\n 80 \n | \n\n 80 \n | \n\n - \n | \n\n - \n | \n\n MGA licences entity\noffering B2B gaming services \n | \n
| \n \u00a0\u00a0\u00a0 Triple\nCrown S.\u00e1 r.l.** \n | \n\n 7, Rue de Bitbourg, L-1273\nLuxembourg \n | \n\n 80 \n | \n\n 80 \n | \n\n - \n | \n\n - \n | \n\n Holding\ncompany \n | \n
| \n \u00a0\u00a0\u00a0 IZIBet\nGmbH \n | \n\n Schleifm\u00fchlgasse 4/Top 11 | \n\n 80 \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n Holds a licence to\nmanage and operate the sports betting outlets in Austria \n | \n
| \n \u00a0\u00a0\u00a0 IZI Brazil\nLtda \n | \n\n Avenida Francisco Matarazzo, 1400 \n18th Floor \u2013 Torre Torino \n\u00c1gua Branca \nS\u00e3o Paulo \u2013 SP \nCEP 05001-903 \nBrazil \n | \n\n 80 \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n Holding\ncompany \n | \n
\u00a0
\n*\u00a0\u00a0 Merged effective 1 July 2025\nwhere IZI Interactive Limited is the surviving entity.
\n** Triple Crown\nS.\u00e0 r.l. was dissolved on 20 August 2026, with all of its\nassets and liabilities transferred to and assumed by its parent\ncompany, IZI International S.\u00e1 r.l.
17.2\u00a0 Subsidiaries with material\nnon-controlling interests
\nThe Group includes Peninsula Gaming Group\nLimited (Peninsula Group) and IZI International S.\u00e1 r.l.\n(International Group), of which 40% and 20%, respectively, of the\nequity interests are held by non-controlling interests (NCI).
\n| \n \u00a0 \n | \n\n | \n \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\nPeninsula Group \n | \n\n | \n \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\nInternational Group \n | \n||
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a02026 \n | \n\n \u00a02025 \n | \n\n \u00a0 \n | \n\n \u00a02026 \n | \n\n \u00a02025 \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n\n | \n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n | \n \u00a0 \n | \n
| \n Balance at beginning of\nyear \n | \n\n \u00a0 \n | \n\n 8,276,001 \n | \n\n 7,782,410 \n | \n\n \u00a0 \n | \n\n 43,600 \n | \n\n - \n | \n
| \n Issue of shares to\nnon-controlling interest \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n\n \u00a0 \n | \n\n 450,000 \n | \n\n 50,000 \n | \n
| \n Dividends \n | \n\n \u00a0 \n | \n\n (1,200,000) \n | \n\n (800,000) \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n
| \n Profit allocated to\nNCI \n | \n\n \u00a0 \n | \n\n 1,837,585 \n | \n\n 1,293,591 \n | \n\n | \n (140,081) \n | \n\n (6,400) \n | \n
| \n Balance at end of\nyear \n | \n\n \u00a0 \n | \n\n 8,913,586 \n | \n\n 8,276,001 \n | \n\n | \n 353,519 \n | \n\n 43,600 \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n | \n \u00a0 \n | \n
Summarised financial information\nfor Peninsula Group and International Group, before intra-group\neliminations, is set out below.
\n| \n \u00a0 \n | \n\n | \n \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\nPeninsula Group \n | \n\n | \n \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\nInternational Group \n | \n||
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a02026 \n | \n\n \u00a02025 \n | \n\n \u00a0 \n | \n\n \u00a02026 \n | \n\n \u00a02025 \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n\n | \n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n | \n \u00a0 \n | \n
| \n Non-current\nassets \n | \n\n \u00a0 \n | \n\n 43,059,916 \n | \n\n 43,913,946 \n | \n\n \u00a0 \n | \n\n 541,106 \n | \n\n - \n | \n
| \n Current\nassets \n | \n\n \u00a0 \n | \n\n 9,915,252 \n | \n\n 7,268,970 \n | \n\n \u00a0 \n | \n\n 29,788,834 \n | \n\n 346,662 \n | \n
| \n Balance at end of\nyear \n | \n\n \u00a0 \n | \n\n 52,975,168 \n | \n\n 51,182,916 \n | \n\n \u00a0 \n | \n\n 30,329,940 \n | \n\n 346,662 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Non-current\nliabilities \n | \n\n \u00a0 \n | \n\n 26,557,361 \n | \n\n 24,521,375 \n | \n\n \u00a0 \n | \n\n 29,400,000 \n | \n\n - \n | \n
| \n Current\nliabilities \n | \n\n \u00a0 \n | \n\n 4,133,925 \n | \n\n 5,971,590 \n | \n\n \u00a0 \n | \n\n 684,825 \n | \n\n 128,663 \n | \n
| \n Balance at end of\nyear \n | \n\n \u00a0 \n | \n\n 30,691,286 \n | \n\n 30,492,965 \n | \n\n \u00a0 \n | \n\n 30,084,825 \n | \n\n 128,663 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Net\nassets \n | \n\n \u00a0 \n | \n\n 22,283,882 \n | \n\n 20,689,951 \n | \n\n \u00a0 \n | \n\n 245,115 \n | \n\n 217,999 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Net assets\nattributable to: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Owners of the\nparent \n | \n\n \u00a0 \n | \n\n 13,370,296 \n | \n\n 12,413,950 \n | \n\n \u00a0 \n | \n\n (108,404) \n | \n\n 174,399 \n | \n
| \n Non-controlling\ninterest \n | \n\n \u00a0 \n | \n\n 8,913,586 \n | \n\n 8,276,001 \n | \n\n \u00a0 \n | \n\n 353,519 \n | \n\n 43,600 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n 22,283,882 \n | \n\n 20,689,951 \n | \n\n \u00a0 \n | \n\n 245,115 \n | \n\n 217,999 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Total comprehensive\nincome (loss) for the period attributable to: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Owners of the\nparent \n | \n\n \u00a0 \n | \n\n 2,756,345 \n | \n\n 1,940,364 \n | \n\n \u00a0 \n | \n\n (482,803) \n | \n\n (25,601) \n | \n
| \n Non-controlling\ninterest \n | \n\n \u00a0 \n | \n\n 1,837,585 \n | \n\n 1,293,591 \n | \n\n \u00a0 \n | \n\n (140,081) \n | \n\n (6,400) \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n 4,593,930 \n | \n\n 3,233,955 \n | \n\n \u00a0 \n | \n\n (622,884) \n | \n\n (32,001) \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Net cash from (used in)\noperating activities \n | \n\n \u00a0 \n | \n\n 9,430,064 \n | \n\n 6,821,201 \n | \n\n \u00a0 \n | \n\n (215,402) \n | \n\n (57,033) \n | \n
| \n Net cash used in\ninvesting activities \n | \n\n \u00a0 \n | \n\n (2,211,722) \n | \n\n (2,577,218) \n | \n\n \u00a0 \n | \n\n (541,609) \n | \n\n - \n | \n
| \n Net cash (used in) from\nfinancing activities \n | \n\n \u00a0 \n | \n\n (4,294,367) \n | \n\n (3,438,649) \n | \n\n \u00a0 \n | \n\n 30,051,588 \n | \n\n 250,000 \n | \n
| \n Net cash\ninflow \n | \n\n \u00a0 \n | \n\n 2,923,975 \n | \n\n 805,334 \n | \n\n \u00a0 \n | \n\n 29,294,577 \n | \n\n 192,967 \n | \n
18\u00a0\u00a0\u00a0\u00a0 Loans receivables
\n| \n | \n | \n The\nGroup \n | \n\n | \n The\nCompany \n | \n||
| \n | \n | \n \u00a02026 \n | \n\n \u00a02025 \n | \n\n | \n \u00a02026 \n | \n\n \u00a02025 \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n\n | \n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n
| \n | \n \u00a0 \n | \n\n | \n \u00a0 \n | \n\n | \n | \n \u00a0 \n | \n
| \n Loans to\nsubsidiaries \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n\n \u00a0 \n | \n\n 83,496,199 \n | \n\n 59,647,733 \n | \n
| \n Loans to other related\nparty \n | \n\n \u00a0 \n | \n\n 400,000 \n | \n\n - \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n
| \n Total trade and other\nreceivables \n | \n\n \u00a0 \n | \n\n 400,000 \n | \n\n - \n | \n\n | \n 83,496,199 \n | \n\n 59,647,733 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Comprising: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Non-current \n | \n\n \u00a0 \n | \n\n 400,000 \n | \n\n - \n | \n\n \u00a0 \n | \n\n 77,686,011 \n | \n\n 54,096,199 \n | \n
| \n Current \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n\n \u00a0 \n | \n\n 5,810,188 \n | \n\n 5,551,534 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n 400,000 \n | \n\n - \n | \n\n | \n 83,496,199 \n | \n\n 59,647,733 \n | \n
\u00a0
\nOn 6 June 2022, the Company extended\nloans to its subsidiary National Lottery plc amounting to\n\u20ac28.6 million. The loans were to part finance the\nsubsidiary\u2019s projected capital expenditure for the years 2022\nto 2025. Capital expenditure includes the purchase of new gaming\nequipment and costs associated with the refurbishment of the\nexisting retail outlets. The loans to subsidiary are unsecured,\nbears interest of 5.75% and are repayable by 2 April 2029.
\nIn 2023, the Company extended an\nadditional loan to National Lottery plc amounting to \u20ac41\nmillion to finance the National Lottery concession fee. The loan is\nunsecured, bears interest of 4.56% per annum and is repayable by\nequal monthly instalments of \u20ac571,100.
\nOn 5 December 2025, the Company granted a\nloan of \u20ac4 million to its subsidiary, IZI International\nS.\u00e1 r.l., to support the launch of its international\ninvestment initiatives. The loan is unsecured, bears interest at\n5.75% per annum and is repayable on 5 December 2035.
\nOn 1 May 2026, the Company granted an\nadditional loan facility of \u20ac25 million to IZI International\nS.\u00e1 r.l. to further support its international investment\ninitiatives. As at 30 June 2026, \u20ac24.5 million had been drawn\nunder this facility. The facility is unsecured, bears interest at\n5.75% per annum and is repayable on 5 December 2035.
\nOn 24 June 2026, the Company granted a\nloan of \u20ac900,000 to its subsidiary, IZI Services Limited, to\nsupport its international expansion strategy. The loan is\nunsecured, bears interest at 5.75% per annum and is repayable on 5\nDecember 2035.
\nThe loans to IZI International S.\u00e1\nr.l. and IZI Services Limited were funded from the net proceeds of\nthe \u20ac30 million 5.5% Unsecured Bonds 2036 issued by the\nCompany in April 2026.
\nThe net carrying\nvalues of loans receivables are considered a reasonable\napproximation of fair value.
", "dimensions": { "concept": "izi:DisclosureofLoansReceivable", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "ALmKJDnkLQ": { "value": "19\u00a0\u00a0\u00a0\u00a0 Other assets
\nThe Group\u2019s other assets include\nthe following:
\n| \n | \n | \n \u00a0 \n | \n\n | \n \u00a0\u00a0 The\nGroup \n | \n||
| \n | \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n \u00a02026 \n | \n\n \u00a02025 \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n | \n \u00a0 \n | \n
| \n Deferred\ncharges \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n 1,510,371 \n | \n\n 1,762,100 \n | \n
| \n Deposits \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 382,182 \n | \n\n 300,873 \n | \n
| \n Guarantees \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n 271,852 \n | \n\n 271,792 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n 2,164,405 \n | \n\n 2,334,765 \n | \n
\u00a0
\nDeferred charges\ninclude set-up costs to operate National Lottery Games in Malta.\nThese costs will be amortised over a period of 10 years.
\nSecurity deposits are\nmainly deposits in relation to leased properties.
\nGuarantees include a \u20ac250,000 cash\ncollateral to act as a security for the performance obligation in\nrelation to the Dragonara Casino concession agreement.
", "dimensions": { "concept": "ifrs-full:DisclosureOfOtherAssetsExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "Wgv3qLaufU": { "value": "20\u00a0\u00a0\u00a0\u00a0 Deferred tax asset\n(liability)
\nDeferred taxes arising from temporary\ndifferences, unused tax losses and unabsorbed capital allowances\ncan be summarised as follows:
\n| \n | \n \u00a0 \n | \n\n Recognised \n | \n\n \u00a0 \n | \n
| \n | \n 1\nJuly \n | \n\n in\nprofit \n | \n\n 30\nJune \n | \n
| \n The\nGroup \n | \n\n 2025 \n | \n\n for the\nyear \n | \n\n 2026 \n | \n
| \n \u00a0 \n | \n\n \u20ac \n | \n\n \u20ac \n | \n\n \u20ac \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Intangible\nassets \n | \n\n (19,504,510) \n | \n\n 994,089 \n | \n\n (18,510,421) \n | \n
| \n Property, plant and\nequipment \n | \n\n (1,874,001) \n | \n\n (426,051) \n | \n\n (2,300,052) \n | \n
| \n Investment\nproperties \n | \n\n (55,229) \n | \n\n - \n | \n\n (55,229) \n | \n
| \n Right-of-use\nassets \n | \n\n 1,315,523 \n | \n\n (38,695) \n | \n\n 1,276,828 \n | \n
| \n Revaluation of\nright-of-use assets \n | \n\n (6,815,908) \n | \n\n 118,073 \n | \n\n (6,697,835) \n | \n
| \n Unused tax\nlosses \n | \n\n 16,412,184 \n | \n\n (6,338,898) \n | \n\n 10,073,286 \n | \n
| \n Unused capital\nallowances \n | \n\n 84,106 \n | \n\n (72,019) \n | \n\n 12,087 \n | \n
| \n Total \n | \n\n (10,437,835) \n | \n\n (5,763,501) \n | \n\n (16,201,336) \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Recognised\nas: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Deferred tax\nasset \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 52,330 \n | \n
| \n Deferred tax\nliability \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n (16,253,666) \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n (16,201,336) \n | \n
\u00a0
\nDeferred taxes for the comparative period\ncan be summarised as follows:
\n| \n | \n \u00a0 \n | \n\n Recognised \n | \n\n \u00a0 \n | \n
| \n | \n 1\nJuly \n | \n\n in\nprofit \n | \n\n 30\nJune \n | \n
| \n The\nGroup \n | \n\n 2024 \n | \n\n for the\nyear \n | \n\n 2025 \n | \n
| \n \u00a0 \n | \n\n \u20ac \n | \n\n \u20ac \n | \n\n \u20ac \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Intangible\nassets \n | \n\n (18,496,743) \n | \n\n (1,007,767) \n | \n\n (19,504,510) \n | \n
| \n Property, plant and\nequipment \n | \n\n (1,326,397) \n | \n\n (547,604) \n | \n\n (1,874,001) \n | \n
| \n Investment\nproperties \n | \n\n (55,229) \n | \n\n - \n | \n\n (55,229) \n | \n
| \n Right-of-use\nassets \n | \n\n 1,141,239 \n | \n\n 174,284 \n | \n\n 1,315,523 \n | \n
| \n Revaluation of\nright-of-use assets \n | \n\n (6,933,981) \n | \n\n 118,073 \n | \n\n (6,815,908) \n | \n
| \n Unused tax\nlosses \n | \n\n 17,726,094 \n | \n\n (1,313,910) \n | \n\n 16,412,184 \n | \n
| \n Unused capital\nallowances \n | \n\n 206,876 \n | \n\n (122,770) \n | \n\n 84,106 \n | \n
| \n Total \n | \n\n (7,738,141) \n | \n\n (2,699,694) \n | \n\n (10,437,835) \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Recognised\nas: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Deferred tax\nasset \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 375,664 \n | \n
| \n Deferred tax\nliability \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n (10,813,499) \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n (10,437,835) \n | \n
\u00a0
\n| \n | \n \u00a0 \n | \n\n Recognised \n | \n\n \u00a0 \n | \n
| \n | \n 1\nJuly \n | \n\n in\nprofit \n | \n\n 30\nJune \n | \n
| \n The\nCompany \n | \n\n 2024 \n | \n\n for the\nyear \n | \n\n 2025 \n | \n
| \n \u00a0 \n | \n\n \u20ac \n | \n\n \u20ac \n | \n\n \u20ac \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Unused capital\nallowances \n | \n\n 43,634 \n | \n\n (43,634) \n | \n\n - \n | \n
| \n Total \n | \n\n 43,634 \n | \n\n (43,634) \n | \n\n - \n | \n
\u00a0
\nRefer to note 11 for information on the\nGroup\u2019s tax expense.
", "dimensions": { "concept": "ifrs-full:DisclosureOfDeferredTaxesExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "vwM607GG-o": { "value": "21\u00a0\u00a0\u00a0\u00a0 Inventories
\nInventories recognised in the statements\nof financial position mainly comprise gaming consumables and\nfood and beverages .
", "dimensions": { "concept": "ifrs-full:DisclosureOfInventoriesExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "n2bXeZtbhz": { "value": "22\u00a0\u00a0\u00a0\u00a0 Trade and other\nreceivables
\n| \n | \n | \n The\nGroup \n | \n\n | \n The\nCompany \n | \n||
| \n | \n | \n \u00a02026 \n | \n\n \u00a02025 \n | \n\n | \n \u00a02026 \n | \n\n \u00a02025 \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n\n | \n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n
| \n | \n \u00a0 \n | \n\n | \n \u00a0 \n | \n\n | \n | \n \u00a0 \n | \n
| \n Trade\nreceivables \n | \n\n \u00a0 \n | \n\n 1,358,032 \n | \n\n 1,005,488 \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n
| \n Payment\nprocessors \n | \n\n \u00a0 \n | \n\n 496,939 \n | \n\n 351,159 \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n
| \n Amounts owed by\nsubsidiaries \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n\n \u00a0 \n | \n\n 4,096,614 \n | \n\n 30,251,563 \n | \n
| \n Amounts owed by other\nrelated party \n | \n\n \u00a0 \n | \n\n 34,670 \n | \n\n 29,277 \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n
| \n Accrued\nincome \n | \n\n \u00a0 \n | \n\n 61,709 \n | \n\n 193,810 \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n
| \n Other\nreceivables \n | \n\n \u00a0 \n | \n\n 657,497 \n | \n\n 627,162 \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n
| \n Financial\nassets \n | \n\n \u00a0 \n | \n\n 2,608,847 \n | \n\n 2,206,896 \n | \n\n | \n 4,096,614 \n | \n\n 30,251,563 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Advance\npayments \n | \n\n \u00a0 \n | \n\n 113,320 \n | \n\n 153,408 \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n
| \n Prepayments \n | \n\n \u00a0 \n | \n\n 973,695 \n | \n\n 971,846 \n | \n\n \u00a0 \n | \n\n 34,969 \n | \n\n 25,102 \n | \n
| \n Other\nreceivables \n | \n\n \u00a0 \n | \n\n 6,907 \n | \n\n 10,795 \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n
| \n Total trade and other\nreceivables \n | \n\n \u00a0 \n | \n\n 3,702,769 \n | \n\n 3,342,945 \n | \n\n | \n 4,131,583 \n | \n\n 30,276,665 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Comprising: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Non-current \n | \n\n \u00a0 \n | \n\n 40,000 \n | \n\n - \n | \n\n \u00a0 \n | \n\n 2,660,185 \n | \n\n 30,211,341 \n | \n
| \n Current \n | \n\n \u00a0 \n | \n\n 3,662,769 \n | \n\n 3,342,945 \n | \n\n \u00a0 \n | \n\n 1,471,398 \n | \n\n 65,324 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n 3,702,769 \n | \n\n 3,342,945 \n | \n\n | \n 4,131,583 \n | \n\n 30,276,665 \n | \n
\u00a0
\nThe amounts owed by subsidiaries and\nother related party are unsecured, interest-free and repayable on\ndemand.
\nThe net carrying\nvalues of financial assets are considered a reasonable\napproximation of fair value.
", "dimensions": { "concept": "ifrs-full:DisclosureOfTradeAndOtherReceivablesExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "c716lZlmQE": { "value": "23\u00a0\u00a0\u00a0\u00a0 Cash and cash\nequivalents
\nCash and cash equivalents include the\nfollowing components:
\n| \n | \n | \n The\nGroup \n | \n\n | \n The\nCompany \n | \n||
| \n | \n | \n \u00a02026 \n | \n\n \u00a02025 \n | \n\n | \n 2026 \n | \n\n 2025 \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n\n | \n \u20ac \n | \n\n \u20ac \n | \n
| \n | \n \u00a0 \n | \n\n | \n \u00a0 \n | \n\n | \n | \n \u00a0 \n | \n
| \n Bank\ndeposits \n | \n\n \u00a0 \n | \n\n 39,544,287 \n | \n\n 3,470,254 \n | \n\n \u00a0 \n | \n\n 11,362 \n | \n\n 1,683 \n | \n
| \n Cash in hand \n | \n\n \u00a0 \n | \n\n 4,789,738 \n | \n\n 3,563,503 \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n 44,334,025 \n | \n\n 7,033,757 \n | \n\n | \n 11,362 \n | \n\n 1,683 \n | \n
24\u00a0\u00a0\u00a0\u00a0 Share capital
\nThe share capital of IZI Finance p.l.c.\nconsists of:
\n| \n \u00a0 \n | \n\n 2026 \n | \n\n 2025 \n | \n
| \n \u00a0 \n | \n\n \u20ac \n | \n\n \u20ac \n | \n
| \n Shares issued and\nfully paid-up \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n 80,000,000 ordinary A\nshares of \u20ac1 each \n | \n\n 80,000,000 \n | \n\n 80,000,000 \n | \n
| \n 1 ordinary B share of\n\u20ac1 each \n | \n\n 1 \n | \n\n 1 \n | \n
| \n \u00a0 \n | \n\n 80,000,001 \n | \n\n 80,000,001 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Shares\nauthorised \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n 99,999,999 ordinary A\nshares of \u20ac1 each \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n 1 ordinary B share of\n\u20ac1 each \n | \n\n 99,999,999 \n | \n\n 99,999,999 \n | \n
| \n \u00a0 \n | \n\n 1 \n | \n\n 1 \n | \n
| \n \u00a0 \n | \n\n 100,000,000 \n | \n\n 100,000,000 \n | \n
\u00a0
\nOrdinary A shares are entitled to one\nvote at a general meeting and are entitled to receive dividend\ndistributions. Ordinary B share does not carry voting rights and\nhas no right to receive dividends nor is entitled to any assets\nupon dissolution or winding up of the Company.
", "dimensions": { "concept": "ifrs-full:DisclosureOfClassesOfShareCapitalExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "AGVXChn-Gn": { "value": "25\u00a0\u00a0\u00a0\u00a0 Bank borrowings
\nThe carrying amounts of the Group\u2019s\nand Company\u2019s bank borrowings are as follows:
\n| \n | \n | \n The\nGroup \n | \n\n | \n The\nCompany \n | \n||
| \n | \n | \n \u00a02026 \n | \n\n \u00a02025 \n | \n\n | \n \u00a02026 \n | \n\n \u00a02025 \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n\n | \n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n | \n \u00a0 \n | \n
| \n Non-current \n | \n\n \u00a0 \n | \n\n 22,107,746 \n | \n\n 28,195,827 \n | \n\n \u00a0 \n | \n\n 19,028,759 \n | \n\n 24,820,742 \n | \n
| \n Current \n | \n\n \u00a0 \n | \n\n 7,302,431 \n | \n\n 8,217,764 \n | \n\n \u00a0 \n | \n\n 5,831,976 \n | \n\n 5,572,353 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n 29,410,177 \n | \n\n 36,413,591 \n | \n\n \u00a0 \n | \n\n 24,860,735 \n | \n\n 30,393,095 \n | \n
\u00a0
\nThe carrying amount of bank borrowings is\nconsidered to be a reasonable approximation of fair value.
\nAll bank loans are secured by a\nfirst-ranking general hypothec over the Group\u2019s assets, with\nadditional security provided by general and hypothecary guarantees\nfrom related companies and third parties, and, in certain cases, by\npledges over the shares of certain group companies.
\nThe Group\u2019s borrowing arrangements\ncomprise multiple facilities with interest rates ranging from 4.5%\nto 5.95% per annum, all repayable by monthly instalments.\nOutstanding balances at year-end are disclosed below.
\nAmong these facilities, the Group and\nCompany maintain several term loans with various maturities. As at\n30 June 2026, the Group\u2019s and Company\u2019s loans\ninclude:
\n| \n \u2022 \n | \n\n The Group\u2019s and Company\u2019s\nprincipal facility is a \u20ac41 million loan obtained in 2023,\nwhich bears interest at 4.56% per annum and is repayable in monthly\ninstalments of \u20ac571,100 commencing July 2023. The outstanding\nbalance of this facility as at 30 June 2026 is \u20ac24,860,735\n(2025: \u20ac30,393,095), with \u20ac19,028,759 (2025:\n\u20ac24,820,742) classified as non-current and \u20ac5,831,976\n(2025: \u20ac5,572,353) as current. This balance is presented net\nof unamortised transaction costs of \u20ac159,974 (2025:\n\u20ac199,967). \n | \n
| \n \u2022 \n | \n\n During the previous financial year, the\nGroup secured additional banking facilities totalling\n\u20ac3,000,000, bearing interest at 4.5% per annum and secured\nconsistently with existing arrangements. As at 30 June 2026, the\nfull \u20ac3,000,000 had been drawn (2025: \u20ac2,709,400),\nresulting in an outstanding balance of \u20ac2,689,575. Of this\namount, \u20ac2,302,855 (2025: \u20ac2,372,455) is classified as\nnon-current and \u20ac386,720 (2025: \u20ac336,945) as current. \n | \n
| \n \u2022 \n | \n\n During the current financial year, the\nGroup secured additional banking facilities totalling\n\u20ac1,000,000, bearing interest at 4.5% per annum. As at 30 June\n2026, \u20ac857,237 of these facilities had been drawn, of which\n\u20ac776,132 is classified as non-current and \u20ac81,105 as\ncurrent. \n | \n
| \n \u2022 \n | \n\n Other bank loans of the Group aggregate\n\u20ac1,002,630 (2025: \u20ac3,311,096) and bear interest at rates\nbetween 5.15% and 5.95% per annum, repayable in monthly\ninstalments. As at 30 June 2026, the carrying amount of these loans\nis \u20ac1,002,630 (2025: \u20ac3,311,096), classified entirely as\ncurrent liabilities (2025: \u20ac1,002,630 non-current and\n\u20ac2,308,466 current), reflecting a variety of maturities and\nsecurity arrangements, all in line with Group policy. \n | \n
\u00a0
\nTotal interest incurred by the Group and\nCompany on bank borrowings is disclosed in note 10.
", "dimensions": { "concept": "ifrs-full:DisclosureOfBorrowingsExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "Lg2fq_x.sW": { "value": "26\u00a0\u00a0\u00a0\u00a0 Debt securities in\nissue
\n| \n | \n | \n The\nGroup \n | \n\n | \n The\nCompany \n | \n||
| \n | \n | \n \u00a02026 \n | \n\n \u00a02025 \n | \n\n | \n \u00a02026 \n | \n\n \u00a02025 \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n\n | \n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n
| \n | \n \u00a0 \n | \n\n | \n \u00a0 \n | \n\n | \n | \n \u00a0 \n | \n
| \n Nominal\nvalue \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n 4.25% unsecured bonds\nredeemable 2029 \n | \n\n 29,763,022 \n | \n\n 29,676,848 \n | \n\n \u00a0 \n | \n\n 29,763,022 \n | \n\n 29,676,848 \n | \n|
| \n 5.50% unsecured bonds\nredeemable 2036 \n | \n\n 29,378,206 \n | \n\n - \n | \n\n \u00a0 \n | \n\n 29,378,206 \n | \n\n - \n | \n|
| \n \u00a0 \n | \n\n 59,141,228 \n | \n\n 29,676,848 \n | \n\n \u00a0 \n | \n\n 59,141,228 \n | \n\n 29,676,848 \n | \n|
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Comprising: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n 4.25% unsecured bonds\nredeemable 2029 \n | \n\n 30,000,000 \n | \n\n 30,000,000 \n | \n\n \u00a0 \n | \n\n 30,000,000 \n | \n\n 30,000,000 \n | \n|
| \n 5.50% unsecured bonds\nredeemable 2036 \n | \n\n 30,000,000 \n | \n\n - \n | \n\n \u00a0 \n | \n\n 30,000,000 \n | \n\n - \n | \n|
| \n \u00a0 \n | \n\n 60,000,000 \n | \n\n 30,000,000 \n | \n\n \u00a0 \n | \n\n 60,000,000 \n | \n\n 30,000,000 \n | \n|
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Issue costs \n | \n\n \u00a0 \n | \n\n 1,240,773 \n | \n\n 603,218 \n | \n\n \u00a0 \n | \n\n 1,240,773 \n | \n\n 603,218 \n | \n
| \n Accumulated\namortisation \n | \n\n \u00a0 \n | \n\n (382,001) \n | \n\n (280,066) \n | \n\n \u00a0 \n | \n\n (382,001) \n | \n\n (280,066) \n | \n
| \n Closing net book\namount \n | \n\n \u00a0 \n | \n\n 858,772 \n | \n\n 323,152 \n | \n\n \u00a0 \n | \n\n 858,772 \n | \n\n 323,152 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Amortised costs at 30\nJune \n | \n\n \u00a0 \n | \n\n 59,141,228 \n | \n\n 29,676,848 \n | \n\n \u00a0 \n | \n\n 59,141,228 \n | \n\n 29,676,848 \n | \n
\u00a0
\nOn 14 April 2022, IZI Finance p.l.c.\nissued 300,000 unsecured bonds bearing interest at 4.25% per annum,\nwith a nominal value of \u20ac100 per bond. The bonds are\nredeemable at their nominal value on 13 April 2029, and interest is\npayable annually on 14 April of each year. The bonds are listed on\nthe Official List of the Malta Stock Exchange. The carrying amount\nof the bonds is stated net of direct issue costs of \u20ac236,978\n(2025: \u20ac323,152), which are being amortised over the life of\nthe bonds using the effective interest method.
\nOn 26 March 2026, IZI Finance p.l.c.\nissued 300,000 unsecured bonds bearing interest at 5.5% per annum,\nwith a nominal value of \u20ac100 per bond. The bonds are\nredeemable at their nominal value on 26 March 2036, and interest is\npayable annually on 2 April of each year. The bonds are listed on\nthe Official List of the Malta Stock Exchange. The carrying amount\nof the bonds is stated net of direct issue costs of \u20ac621,794,\nwhich are being amortised over the life of the bonds using the\neffective interest method.
", "dimensions": { "concept": "ifrs-full:DisclosureOfDebtSecuritiesExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "gnaJ9JYso5": { "value": "27\u00a0\u00a0\u00a0\u00a0 Other loans payable
\n| \n | \n | \n \u00a0 \n | \n\n | \n The\nCompany \n | \n||
| \n | \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n \u00a02026 \n | \n\n \u00a02025 \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n | \n | \n \u00a0 \n | \n
| \n Loans owed to a\nsubsidiary \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 18,655,059 \n | \n\n - \n | \n
\u00a0
\nThe loan owed to a subsidiary amounting\nto \u20ac18,655,059 arose following the set-off of intercompany\nbalances between the Company and National Lottery plc during the\nfinancial year. The outstanding balance was formalised through a\nloan agreement dated 30 June 2026. The loan bears interest at 3%\nper annum and is repayable by 30 June 2032.
30\u00a0\u00a0\u00a0\u00a0 Related party\ntransactions
\nUnless otherwise stated, none of the\ntransactions incorporate special terms and conditions and no\nguarantees were given or received. Outstanding balances are usually\nsettled in cash. Amounts owed by/to related parties are shown\nseparately in notes 18, 22, 27 and 28.
30.1\u00a0 Transactions with\nsubsidiaries
\nTransactions with subsidiaries are\ndisclosed in notes 8, 10 and 17.1. Reference should also be made to\nnote 30.2 below.
\n30.2\u00a0 Transactions with parent\ncompany
\nDuring the previous financial year, the\nGroup, through its property company, IZI Properties Limited,\nacquired property, plant and equipment amounting to \u20ac608,356\nand investment property amounting to \u20ac2,660,185 from JGS\nCorporate Holdings Limited. No similar transactions occurred during\nthe current financial year.
\nThe Company declared dividends to its\nparent company amounting to \u20ac1,936,000 (2025:\n\u20ac1,084,000). Of this amount, \u20ac1,836,000 was paid during\nthe year, with the remaining balance of \u20ac100,000 outstanding\nas at 30 June 2026.
", "dimensions": { "concept": "ifrs-full:DisclosureOfTransactionsBetweenRelatedPartiesExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "qIrKdZO4Jr": { "value": "28\u00a0\u00a0\u00a0\u00a0 Trade and other\npayables
\n| \n | \n | \n The\nGroup \n | \n\n | \n The\nCompany \n | \n||
| \n | \n | \n \u00a02026 \n | \n\n \u00a02025 \n | \n\n | \n \u00a02026 \n | \n\n \u00a02025 \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n\n | \n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n
| \n | \n \u00a0 \n | \n\n | \n \u00a0 \n | \n\n | \n | \n \u00a0 \n | \n
| \n Non-current \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Concession fee\npayable \n | \n\n \u00a0 \n | \n\n 38,702,425 \n | \n\n 46,580,413 \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n
| \n Provisions \n | \n\n \u00a0 \n | \n\n 500,000 \n | \n\n 500,000 \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n
| \n Cash guarantees from\nagents \n | \n\n \u00a0 \n | \n\n 157,500 \n | \n\n 157,500 \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n
| \n Amounts owed to parent\ncompany \n | \n\n \u00a0 \n | \n\n 715,000 \n | \n\n 2,610,212 \n | \n\n \u00a0 \n | \n\n 715,000 \n | \n\n 2,610,212 \n | \n
| \n Amounts owed to\nsubsidiary \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n\n \u00a0 \n | \n\n - \n | \n\n 48,161,323 \n | \n
| \n Non-current financial\nliabilities \n | \n\n \u00a0 \n | \n\n 40,074,925 \n | \n\n 49,848,125 \n | \n\n \u00a0 \n | \n\n 715,000 \n | \n\n 50,771,535 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Current \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Concession fee\npayable \n | \n\n \u00a0 \n | \n\n 7,877,987 \n | \n\n 7,815,487 \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n
| \n Trade\npayables \n | \n\n \u00a0 \n | \n\n 3,587,319 \n | \n\n 3,876,410 \n | \n\n \u00a0 \n | \n\n 53,754 \n | \n\n 4,186 \n | \n
| \n Players\u2019\nliability \n | \n\n \u00a0 \n | \n\n 273,401 \n | \n\n 218,646 \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n
| \n Provisions \n | \n\n \u00a0 \n | \n\n 1,233,392 \n | \n\n 975,857 \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n
| \n Amounts owed to parent\ncompany \n | \n\n \u00a0 \n | \n\n 100,000 \n | \n\n - \n | \n\n \u00a0 \n | \n\n 100,000 \n | \n\n \u00a0 \n | \n
| \n Amounts owed to other\nrelated parties \n | \n\n 1,200,000 \n | \n\n 480,000 \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n|
| \n Accruals \n | \n\n \u00a0 \n | \n\n 2,333,846 \n | \n\n 1,754,205 \n | \n\n \u00a0 \n | \n\n 719,539 \n | \n\n 306,974 \n | \n
| \n Other\npayables \n | \n\n \u00a0 \n | \n\n 68,256 \n | \n\n 346,635 \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n
| \n Financial\nliabilities \n | \n\n \u00a0 \n | \n\n 16,674,201 \n | \n\n 15,467,240 \n | \n\n | \n 873,293 \n | \n\n 311,160 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Statutory\nliabilities \n | \n\n \u00a0 \n | \n\n 3,173,355 \n | \n\n 3,276,916 \n | \n\n \u00a0 \n | \n\n 1,050 \n | \n\n 1,050 \n | \n
| \n Total current\nliabilities \n | \n\n \u00a0 \n | \n\n 19,847,556 \n | \n\n 18,744,156 \n | \n\n \u00a0 \n | \n\n 874,343 \n | \n\n 312,210 \n | \n
\u00a0
\nThe carrying values of financial\nliabilities are considered to be a reasonable approximation of fair\nvalue.
\nThe amounts owed to parent company\n, subsidiary and other related parties\nare unsecured, interest-free and repayable on demand.
", "dimensions": { "concept": "ifrs-full:DisclosureOfTradeAndOtherPayablesExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "PeGaF4ZBYD": { "value": "29\u00a0\u00a0\u00a0\u00a0 Cash flow adjustments and changes\nin working capital
\nThe following cash flow adjustments and\nchanges in working capital have been made to profit before tax to\narrive at operating cash flow:
\n| \n | \n | \n The\nGroup \n | \n\n | \n The\nCompany \n | \n||
| \n | \n | \n \u00a02026 \n | \n\n \u00a02025 \n | \n\n | \n \u00a02026 \n | \n\n \u00a02025 \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n\n | \n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n
| \n | \n \u00a0 \n | \n\n | \n \u00a0 \n | \n\n | \n | \n \u00a0 \n | \n
| \n Adjustments: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Depreciation and\namortisation \n | \n\n 20,562,060 \n | \n\n 19,651,477 \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n|
| \n Impairment of property,\nplant and equipment \n | \n\n - \n | \n\n 52,548 \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n|
| \n Gain on\ntermination/remeasurement of lease liabilities \n | \n\n (985) \n | \n\n (98,902) \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n|
| \n Fair value gain on\ninvestment properties \n | \n\n - \n | \n\n - \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n|
| \n Dividend\nincome \n | \n\n - \n | \n\n - \n | \n\n \u00a0 \n | \n\n (9,691,735) \n | \n\n (1,846,154) \n | \n|
| \n Finance\nincome \n | \n\n \u00a0 \n | \n\n (48,503) \n | \n\n - \n | \n\n \u00a0 \n | \n\n (3,419,092) \n | \n\n (3,207,972) \n | \n
| \n Finance\ncosts \n | \n\n \u00a0 \n | \n\n 5,040,824 \n | \n\n 4,713,778 \n | \n\n \u00a0 \n | \n\n 3,395,125 \n | \n\n 2,964,639 \n | \n
| \n Provision for jackpots\nand cash and bonus points \n | \n\n 257,535 \n | \n\n 9,123 \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n|
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n 25,810,931 \n | \n\n 24,328,024 \n | \n\n \u00a0 \n | \n\n (9,715,702) \n | \n\n (2,089,487) \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Net changes in\nworking capital: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Changes in\ninventories \n | \n\n \u00a0 \n | \n\n 63,983 \n | \n\n 15,166 \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n
| \n Changes in trade and\nother receivables \n | \n\n (142,549) \n | \n\n (217,883) \n | \n\n \u00a0 \n | \n\n (1,033,815) \n | \n\n 762,011 \n | \n|
| \n Changes in trade and\nother payables \n | \n\n (443,484) \n | \n\n (2,899,125) \n | \n\n \u00a0 \n | \n\n 3,024,386 \n | \n\n (663,105) \n | \n|
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n (522,050) \n | \n\n (3,101,842) \n | \n\n \u00a0 \n | \n\n 1,990,571 \n | \n\n 98,906 \n | \n
30\u00a0\u00a0\u00a0\u00a0 Related party\ntransactions
\nUnless otherwise stated, none of the\ntransactions incorporate special terms and conditions and no\nguarantees were given or received. Outstanding balances are usually\nsettled in cash. Amounts owed by/to related parties are shown\nseparately in notes 18, 22, 27 and 28.
34\u00a0\u00a0\u00a0\u00a0 Ultimate\ncontrolling party
\nThe Company\u2019s parent company, JGS\nCorporate Holdings Limited (formerly IZI Group Limited), is\nultimately controlled by Johann Schembri, who owns 99.9% of the\nparent company\u2019s issued share capital.
", "dimensions": { "concept": "ifrs-full:DisclosureOfRelatedPartyExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "hZQel_8Hcp": { "value": "31\u00a0\u00a0\u00a0\u00a0 Contingent liabilities
\n| \n | \n | \n The\nGroup \n | \n\n | \n The\nCompany \n | \n||
| \n | \n | \n \u00a02026 \n | \n\n \u00a02025 \n | \n\n | \n \u00a02026 \n | \n\n \u00a02025 \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n\n | \n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n
| \n | \n \u00a0 \n | \n\n | \n \u00a0 \n | \n\n | \n | \n \u00a0 \n | \n
| \n Guarantees given in the\nordinary course of business \n | \n\n 30,968,338 \n | \n\n 38,849,156 \n | \n\n \u00a0 \n | \n\n 29,020,707 \n | \n\n 34,593,062 \n | \n
32\u00a0\u00a0\u00a0\u00a0 Financial instrument\nrisk
\nRisk management\nobjectives and policies
\nThe Group and the Company are exposed to\nvarious risks in relation to financial instruments. The\nGroup\u2019s and the Company\u2019s financial assets and\nliabilities by category are summarised in note 32.4. The main types\nof risks are credit risk, liquidity risk and market risk.
\nThe Group\u2019s and the Company\u2019s\nrisk management is coordinated by the directors and focuses on\nactively securing the Group\u2019s and the Company\u2019s short\nto medium term cash flows by minimising the exposure to financial\nrisk.
\nThe Group and the Company do not actively\nengage in the trading of financial assets for speculative purposes,\nnor do they write options. The most significant financial risks to\nwhich the Group and the Company are exposed are described\nbelow.
\n32.1\u00a0 Credit risk
\nCredit risk is the risk that a\ncounterparty fails to discharge an obligation to the Group and the\nCompany.\u00a0 The Group\u2019s and the Company\u2019s exposure\nto credit risk is limited to the carrying amount of financial\nassets recognised at the reporting date, as summarised below:
\n| \n | \n | \n The\nGroup \n | \n\n | \n The\nCompany \n | \n||
| \n | \n Notes \n | \n\n \u00a02026 \n | \n\n \u00a02025 \n | \n\n | \n \u00a02026 \n | \n\n \u00a02025 \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n\n | \n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n
| \n | \n \u00a0 \n | \n\n | \n \u00a0 \n | \n\n | \n | \n \u00a0 \n | \n
| \n Classes of financial\nassets - carrying amount \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n - \u00a0\u00a0\u00a0\u00a0 Loans receivable \n | \n\n 18 \n | \n\n 400,000 \n | \n\n - \n | \n\n \u00a0 \n | \n\n 83,496,199 \n | \n\n 59,647,733 \n | \n
| \n - \u00a0\u00a0\u00a0\u00a0 Deposits \n | \n\n 19 \n | \n\n 382,182 \n | \n\n 300,873 \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n
| \n - \u00a0\u00a0\u00a0\u00a0 Guarantees \n | \n\n 19 \n | \n\n 271,852 \n | \n\n 271,792 \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n
| \n - \u00a0\u00a0\u00a0\u00a0 Trade and other receivables \n | \n\n 22 \n | \n\n 2,608,847 \n | \n\n 2,206,896 \n | \n\n \u00a0 \n | \n\n 4,096,614 \n | \n\n 30,251,563 \n | \n
| \n - \u00a0\u00a0\u00a0\u00a0 Cash and cash equivalents \n | \n\n 23 \n | \n\n 44,334,025 \n | \n\n 7,033,757 \n | \n\n \u00a0 \n | \n\n 11,362 \n | \n\n 1,683 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n 47,996,906 \n | \n\n 9,813,318 \n | \n\n \u00a0 \n | \n\n 87,604,175 \n | \n\n 89,900,979 \n | \n
\u00a0
\nThe Group and the Company continuously\nmonitor defaults of counterparties, identified either individually\nor by group, and incorporate this information into their credit\nrisk controls. Where available at reasonable cost, external credit\nratings and/or reports on counterparties are obtained and used. The\nGroup\u2019s and the Company\u2019s policy is to deal only with\ncreditworthy counterparties.
\nManagement considers that all of the\nabove financial assets that are not impaired or past due at each of\nthe reporting dates under review are of good credit quality.
\nTrade and other\nreceivables
\nIn respect of trade and other\nreceivables, the Group is not exposed to any significant credit\nrisk exposure to any single counterparty or any group of\ncounterparties having similar characteristics. Trade receivables\nconsist of amounts receivable from third party stores which are\nsettled after year-end. Based on historical information about\ncustomer default rates, management consider the credit quality of\ntrade receivables that are not past due or impaired to be good.
\nRelated-party\nreceivables - Company
\nThe Company is exposed to credit risk in\nrelation to amounts due from related parties, principally loans and\nother receivables owed by subsidiary undertakings. These balances\nare monitored as part of the Company\u2019s overall treasury and\nliquidity management. Management assesses the credit quality of\nthese related \u2011 party receivables by\nconsidering the financial position, performance and cash\n\u2011 flow generation of the relevant\nsubsidiaries, as well as the strategic importance of those entities\nto the Group.
\nAt the reporting date, management\nconsiders that there has been no significant increase in credit\nrisk on these related \u2011 party balances\nand that they remain recoverable in full. Accordingly, no\nimpairment allowance has been recognised in respect of loans and\nother receivables due from subsidiaries in the Company\u2019s\nfinancial statements.
\nCash and cash\nequivalents
\nThe credit risk for cash and cash\nequivalents is considered negligible, since the counterparties are\nreputable banks with high quality external credit ratings.
\nThe\nCompany banks with local institutions in Malta, while certain\ninternational subsidiaries bank with institutions in Luxembourg and\nAustria. Cash and cash equivalents are accordingly held with\ncounterparties in Malta, Luxembourg and Austria. At 30 June 2026,\nthese balances are held with institutions rated BBB or higher and\nare callable on demand. Management considers the probability of\ndefault to be close to zero, as these counterparties have a strong\ncapacity to meet their contractual obligations in the near term.\nConsequently, no loss allowance has been recognised based on\n12 \u2011 month expected credit losses, as any such\nimpairment would be insignificant to the Group.
\n32.2\u00a0 Liquidity risk
\nLiquidity risk is the risk that the Group\nor the Company might be unable to meet their obligations. The Group\nand the Company manage their liquidity needs through annual cash\nflow forecasts, carefully monitoring expected cash inflows and\noutflows on a monthly basis. The Group\u2019s and the\nCompany\u2019s liquidity risk is not deemed to be significant,\ngiven the matching of cash inflows and outflows arising from the\nexpected maturities of financial instruments, as well as the\nGroup\u2019s and the Company\u2019s committed borrowing\nfacilities, which can be accessed to meet liquidity needs.
\nAs at 30 June 2026, the non-derivative\nfinancial liabilities have contractual maturities (including\ninterest payments where applicable) as summarised below:
\n| \n \u00a0 \n | \n\n Within 1\nyear \n | \n\n 2 to 5\nyears \n | \n\n Later\nthan \n5\nyears \n | \n\n Total \n | \n
| \n \u00a0 \n | \n\n \u20ac \n | \n\n \u20ac \n | \n\n \u20ac \n | \n\n \u20ac \n | \n
| \n The\nGroup \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Bank\nborrowings \n | \n\n 8,496,928 \n | \n\n 23,394,066 \n | \n\n 789,082 \n | \n\n 32,680,076 \n | \n
| \n Debt securities in\nissue \n | \n\n 2,925,000 \n | \n\n 40,425,000 \n | \n\n 38,250,000 \n | \n\n 81,600,000 \n | \n
| \n Deferred\nconsideration \n | \n\n 7,877,987 \n | \n\n 30,974,444 \n | \n\n 7,727,981 \n | \n\n 46,580,412 \n | \n
| \n Trade\npayables \n | \n\n 3,587,319 \n | \n\n - \n | \n\n - \n | \n\n 3,587,319 \n | \n
| \n Players\u2019\nliability \n | \n\n 273,401 \n | \n\n - \n | \n\n - \n | \n\n 273,401 \n | \n
| \n Amounts owed to\nultimate parent company \n | \n\n - \n | \n\n 715,000 \n | \n\n - \n | \n\n 715,000 \n | \n
| \n Amounts owed to parent\ncompany \n | \n\n 100,000 \n | \n\n - \n | \n\n - \n | \n\n 100,000 \n | \n
| \n Amounts owed to other\nrelated parties \n | \n\n 1,200,000 \n | \n\n - \n | \n\n - \n | \n\n 1,200,000 \n | \n
| \n Provisions \n | \n\n 1,233,392 \n | \n\n - \n | \n\n 500,000 \n | \n\n 1,733,392 \n | \n
| \n Cash guarantees from\nagents \n | \n\n - \n | \n\n - \n | \n\n 157,500 \n | \n\n 157,500 \n | \n
| \n Accruals \n | \n\n 1,654,531 \n | \n\n - \n | \n\n - \n | \n\n 1,654,531 \n | \n
| \n Lease\nliabilities \n | \n\n 2,735,987 \n | \n\n 9,799,434 \n | \n\n 67,707,656 \n | \n\n 80,243,077 \n | \n
| \n Other\npayables \n | \n\n 68,256 \n | \n\n - \n | \n\n - \n | \n\n 68,256 \n | \n
| \n \u00a0 \n | \n\n 30,152,801 \n | \n\n 105,307,944 \n | \n\n 115,132,219 \n | \n\n 250,592,964 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n The\nCompany \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Bank\nborrowings \n | \n\n 6,853,200 \n | \n\n 20,564,514 \n | \n\n - \n | \n\n 27,417,714 \n | \n
| \n Debt securities in\nissue \n | \n\n 2,925,000 \n | \n\n 40,425,000 \n | \n\n 38,250,000 \n | \n\n 81,600,000 \n | \n
| \n Trade\npayables \n | \n\n 53,754 \n | \n\n - \n | \n\n - \n | \n\n 53,754 \n | \n
| \n Amounts owed to\nultimate parent company \n | \n\n - \n | \n\n 715,000 \n | \n\n - \n | \n\n 715,000 \n | \n
| \n Amounts owed to parent\ncompany \n | \n\n 100,000 \n | \n\n - \n | \n\n - \n | \n\n 100,000 \n | \n
| \n Loans owed to a\nsubsidiary \n | \n\n - \n | \n\n - \n | \n\n 18,655,059 \n | \n\n 18,655,059 \n | \n
| \n Accruals \n | \n\n 40,224 \n | \n\n - \n | \n\n - \n | \n\n 40,224 \n | \n
| \n \u00a0 \n | \n\n 9,972,178 \n | \n\n 61,704,514 \n | \n\n 56,905,059 \n | \n\n 128,581,751 \n | \n
\u00a0
\nThis compares to the maturity of the\nGroup\u2019s and the Company\u2019s non-derivative financial\nliabilities in the previous reporting period as follows:
\n| \n \u00a0 \n | \n\n Within 1\nyear \n | \n\n 2 to 5\nyears \n | \n\n Later\nthan \n5\nyears \n | \n\n Total \n | \n
| \n \u00a0 \n | \n\n \u20ac \n | \n\n \u20ac \n | \n\n \u20ac \n | \n\n \u20ac \n | \n
| \n The\nGroup \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Bank\nborrowings \n | \n\n 9,765,714 \n | \n\n 30,443,128 \n | \n\n 2,555,898 \n | \n\n 42,764,740 \n | \n
| \n Debt securities in\nissue \n | \n\n 1,275,000 \n | \n\n 33,825,000 \n | \n\n - \n | \n\n 35,100,000 \n | \n
| \n Deferred\nconsideration \n | \n\n 7,815,487 \n | \n\n 31,124,444 \n | \n\n 15,455,969 \n | \n\n 54,395,900 \n | \n
| \n Trade\npayables \n | \n\n 3,876,410 \n | \n\n - \n | \n\n - \n | \n\n 3,876,410 \n | \n
| \n Players\u2019\nliability \n | \n\n 218,646 \n | \n\n - \n | \n\n - \n | \n\n 218,646 \n | \n
| \n Amounts owed to\nultimate parent company \n | \n\n - \n | \n\n 2,610,212 \n | \n\n - \n | \n\n 2,610,212 \n | \n
| \n Amounts owed to other\nrelated parties \n | \n\n 480,000 \n | \n\n - \n | \n\n - \n | \n\n 480,000 \n | \n
| \n Provisions \n | \n\n 975,857 \n | \n\n - \n | \n\n 500,000 \n | \n\n 1,475,857 \n | \n
| \n Cash guarantees from\nagents \n | \n\n - \n | \n\n - \n | \n\n 157,500 \n | \n\n 157,500 \n | \n
| \n Accruals \n | \n\n 1,481,739 \n | \n\n - \n | \n\n - \n | \n\n 1,481,739 \n | \n
| \n Lease\nliabilities \n | \n\n 2,487,916 \n | \n\n 8,045,558 \n | \n\n 68,324,578 \n | \n\n 78,858,052 \n | \n
| \n Other\npayables \n | \n\n 346,635 \n | \n\n - \n | \n\n - \n | \n\n 346,635 \n | \n
| \n \u00a0 \n | \n\n 28,723,404 \n | \n\n 106,048,342 \n | \n\n 86,993,945 \n | \n\n 221,765,691 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n The\nCompany \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Bank\nborrowings \n | \n\n 6,853,200 \n | \n\n 27,417,714 \n | \n\n - \n | \n\n 34,270,914 \n | \n
| \n Debt securities in\nissue \n | \n\n 1,275,000 \n | \n\n 33,825,000 \n | \n\n - \n | \n\n 35,100,000 \n | \n
| \n Trade\npayables \n | \n\n 4,186 \n | \n\n - \n | \n\n - \n | \n\n 4,186 \n | \n
| \n Amounts owed to\nultimate parent company \n | \n\n - \n | \n\n 2,610,212 \n | \n\n - \n | \n\n 2,610,212 \n | \n
| \n Amounts owed to\nsubsidiary \n | \n\n - \n | \n\n 48,161,323 \n | \n\n - \n | \n\n 48,161,323 \n | \n
| \n Accruals \n | \n\n 34,508 \n | \n\n - \n | \n\n - \n | \n\n 34,508 \n | \n
| \n \u00a0 \n | \n\n 8,166,894 \n | \n\n 112,014,249 \n | \n\n - \n | \n\n 120,181,143 \n | \n
\u00a0
\n32.3\u00a0 Market risk
\nForeign currency risk
\nThe Group and the Company transact\nbusiness mainly in euro. Exposure to currency exchange rates arise\nfrom the Group\u2019s and the Company\u2019s sale and purchase of\nforeign currency to/from clients. However, foreign currency\ndenominated financial assets and liabilities at the end of the\nfinancial reporting date under review are deemed negligible.
\nAccordingly, the Group\u2019s and the\nCompany\u2019s exposure to foreign exchange risk is not\nsignificant and a sensitivity analysis for foreign exchange risk\ndisclosing how profit or loss and equity would have been affected\nby changes in foreign exchange rates that were reasonably possible\nat the reporting date is deemed not necessary.
\nInterest rate risk
\nThe Group and the Company are exposed to\nchanges in market interest rates through its borrowings at variable\ninterest rates.
\nThe following table illustrates the\nsensitivity of the net result for the year to a reasonably possible\nchange in interest rates of +/- 100 basis points, with effect from\nthe beginning of the year. These changes are considered to be\nreasonably possible based on observation of current market\nconditions.
\nThe calculations are based on the\nGroup\u2019s and the Company\u2019s financial instruments held at\nthe reporting date of the reporting period under review that are\nsensitive to changes in interest rates. All other variables are\nheld constant.
\n| \n | \n | \n The\nGroup \n | \n\n | \n The\nCompany \n | \n||
| \n | \n \u00a0 \n | \n\n \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\nProfit for the year \n | \n\n | \n \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\nProfit for the year \n | \n||
| \n | \n \u00a0 \n | \n\n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n\n | \n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n
| \n | \n \u00a0 \n | \n\n +100\nbp \n | \n\n -100\nbp \n | \n\n | \n +100\nbp \n | \n\n -100\nbp \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n 30 June\n2026 \n | \n\n \u00a0 \n | \n\n (294,102) \n | \n\n 294,102 \n | \n\n \u00a0 \n | \n\n (248,607) \n | \n\n (248,607) \n | \n
| \n 30 June\n2025 \n | \n\n \u00a0 \n | \n\n (364,136) \n | \n\n 364,136 \n | \n\n \u00a0 \n | \n\n (303,931) \n | \n\n (303,931) \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n | \n | \n The\nGroup \n | \n\n | \n The\nCompany \n | \n||
| \n | \n \u00a0 \n | \n\n \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\nProfit for the year \n | \n\n | \n \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\nProfit for the year \n | \n||
| \n | \n \u00a0 \n | \n\n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n\n | \n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n
| \n | \n \u00a0 \n | \n\n +100\nbp \n | \n\n -100\nbp \n | \n\n | \n +100\nbp \n | \n\n -100\nbp \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n 30 June\n2026 \n | \n\n \u00a0 \n | \n\n (294,102) \n | \n\n 294,102 \n | \n\n \u00a0 \n | \n\n (248,607) \n | \n\n (248,607) \n | \n
| \n 30 June\n2025 \n | \n\n \u00a0 \n | \n\n (364,136) \n | \n\n 364,136 \n | \n\n \u00a0 \n | \n\n (303,931) \n | \n\n (303,931) \n | \n
\u00a0
\n32.4\u00a0 Categories of financial assets\nand liabilities
\nThe carrying amounts of the Group\u2019s\nand the Company\u2019s financial assets and liabilities as\nrecognised at the reporting date of the reporting period under\nreview may also be categorised as follows. See note 5.20 for\nexplanations about how the category of financial instruments\naffects their subsequent measurement.
\n| \n | \n | \n The\nGroup \n | \n\n | \n The\nCompany \n | \n||
| \n | \n Notes \n | \n\n \u00a02026 \n | \n\n \u00a02025 \n | \n\n | \n \u00a02026 \n | \n\n \u00a02025 \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n\n | \n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n
| \n | \n \u00a0 \n | \n\n | \n \u00a0 \n | \n\n | \n | \n \u00a0 \n | \n
| \n Financial assets at\namortised costs: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n - \u00a0\u00a0\u00a0\u00a0 Loans receivable \n | \n\n 18 \n | \n\n 400,000 \n | \n\n - \n | \n\n \u00a0 \n | \n\n 83,496,199 \n | \n\n 59,647,733 \n | \n
| \n - \u00a0\u00a0\u00a0\u00a0 Deposits \n | \n\n 19 \n | \n\n 382,182 \n | \n\n 300,873 \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n
| \n - \u00a0\u00a0\u00a0\u00a0 Guarantees \n | \n\n 19 \n | \n\n 271,852 \n | \n\n 271,792 \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n
| \n - \u00a0\u00a0\u00a0\u00a0 Trade and other receivables \n | \n\n 22 \n | \n\n 2,608,847 \n | \n\n 2,206,896 \n | \n\n \u00a0 \n | \n\n 4,096,614 \n | \n\n 30,251,563 \n | \n
| \n - \u00a0\u00a0\u00a0\u00a0 Cash and cash equivalents \n | \n\n 23 \n | \n\n 44,334,025 \n | \n\n 7,033,757 \n | \n\n \u00a0 \n | \n\n 11,362 \n | \n\n 1,683 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n 47,996,906 \n | \n\n 9,813,318 \n | \n\n \u00a0 \n | \n\n 87,604,175 \n | \n\n 89,900,979 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n | \n | \n The\nGroup \n | \n\n | \n The\nCompany \n | \n||
| \n | \n Notes \n | \n\n \u00a02026 \n | \n\n \u00a02025 \n | \n\n | \n \u00a02026 \n | \n\n \u00a02025 \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n\n | \n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n
| \n | \n \u00a0 \n | \n\n | \n \u00a0 \n | \n\n | \n | \n \u00a0 \n | \n
| \n Financial\nliabilities at amortised costs: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n - \u00a0\u00a0\u00a0\u00a0 Lease liabilities \n | \n\n 15 \n | \n\n 30,280,060 \n | \n\n 28,064,937 \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n
| \n - \u00a0\u00a0\u00a0\u00a0 Bank borrowings \n | \n\n 25 \n | \n\n 29,410,177 \n | \n\n 36,413,591 \n | \n\n \u00a0 \n | \n\n 24,860,735 \n | \n\n 30,393,095 \n | \n
| \n - \u00a0\u00a0\u00a0\u00a0 Debt securities in issue \n | \n\n 26 \n | \n\n 59,141,228 \n | \n\n 29,676,848 \n | \n\n \u00a0 \n | \n\n 59,141,228 \n | \n\n 29,676,848 \n | \n
| \n - \u00a0\u00a0\u00a0\u00a0 Other loans payable \n | \n\n 27 \n | \n\n - \n | \n\n - \n | \n\n \u00a0 \n | \n\n 18,655,059 \n | \n\n - \n | \n
| \n - \u00a0\u00a0\u00a0\u00a0 Trade and other payables \n | \n\n 28 \n | \n\n 56,749,126 \n | \n\n 65,315,365 \n | \n\n \u00a0 \n | \n\n 1,588,293 \n | \n\n 51,082,695 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n 175,580,591 \n | \n\n 159,470,741 \n | \n\n \u00a0 \n | \n\n 104,245,315 \n | \n\n 111,152,638 \n | \n
32.1\u00a0 Credit risk
\nCredit risk is the risk that a\ncounterparty fails to discharge an obligation to the Group and the\nCompany.\u00a0 The Group\u2019s and the Company\u2019s exposure\nto credit risk is limited to the carrying amount of financial\nassets recognised at the reporting date, as summarised below:
\n| \n | \n | \n The\nGroup \n | \n\n | \n The\nCompany \n | \n||
| \n | \n Notes \n | \n\n \u00a02026 \n | \n\n \u00a02025 \n | \n\n | \n \u00a02026 \n | \n\n \u00a02025 \n | \n
| \n | \n \u00a0 \n | \n\n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n\n | \n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n
| \n | \n \u00a0 \n | \n\n | \n \u00a0 \n | \n\n | \n | \n \u00a0 \n | \n
| \n Classes of financial\nassets - carrying amount \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n - \u00a0\u00a0\u00a0\u00a0 Loans receivable \n | \n\n 18 \n | \n\n 400,000 \n | \n\n - \n | \n\n \u00a0 \n | \n\n 83,496,199 \n | \n\n 59,647,733 \n | \n
| \n - \u00a0\u00a0\u00a0\u00a0 Deposits \n | \n\n 19 \n | \n\n 382,182 \n | \n\n 300,873 \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n
| \n - \u00a0\u00a0\u00a0\u00a0 Guarantees \n | \n\n 19 \n | \n\n 271,852 \n | \n\n 271,792 \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n
| \n - \u00a0\u00a0\u00a0\u00a0 Trade and other receivables \n | \n\n 22 \n | \n\n 2,608,847 \n | \n\n 2,206,896 \n | \n\n \u00a0 \n | \n\n 4,096,614 \n | \n\n 30,251,563 \n | \n
| \n - \u00a0\u00a0\u00a0\u00a0 Cash and cash equivalents \n | \n\n 23 \n | \n\n 44,334,025 \n | \n\n 7,033,757 \n | \n\n \u00a0 \n | \n\n 11,362 \n | \n\n 1,683 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n 47,996,906 \n | \n\n 9,813,318 \n | \n\n \u00a0 \n | \n\n 87,604,175 \n | \n\n 89,900,979 \n | \n
\u00a0
\nThe Group and the Company continuously\nmonitor defaults of counterparties, identified either individually\nor by group, and incorporate this information into their credit\nrisk controls. Where available at reasonable cost, external credit\nratings and/or reports on counterparties are obtained and used. The\nGroup\u2019s and the Company\u2019s policy is to deal only with\ncreditworthy counterparties.
\nManagement considers that all of the\nabove financial assets that are not impaired or past due at each of\nthe reporting dates under review are of good credit quality.
\nTrade and other\nreceivables
\nIn respect of trade and other\nreceivables, the Group is not exposed to any significant credit\nrisk exposure to any single counterparty or any group of\ncounterparties having similar characteristics. Trade receivables\nconsist of amounts receivable from third party stores which are\nsettled after year-end. Based on historical information about\ncustomer default rates, management consider the credit quality of\ntrade receivables that are not past due or impaired to be good.
\nRelated-party\nreceivables - Company
\nThe Company is exposed to credit risk in\nrelation to amounts due from related parties, principally loans and\nother receivables owed by subsidiary undertakings. These balances\nare monitored as part of the Company\u2019s overall treasury and\nliquidity management. Management assesses the credit quality of\nthese related \u2011 party receivables by\nconsidering the financial position, performance and cash\n\u2011 flow generation of the relevant\nsubsidiaries, as well as the strategic importance of those entities\nto the Group.
\nAt the reporting date, management\nconsiders that there has been no significant increase in credit\nrisk on these related \u2011 party balances\nand that they remain recoverable in full. Accordingly, no\nimpairment allowance has been recognised in respect of loans and\nother receivables due from subsidiaries in the Company\u2019s\nfinancial statements.
\nCash and cash\nequivalents
\nThe credit risk for cash and cash\nequivalents is considered negligible, since the counterparties are\nreputable banks with high quality external credit ratings.
\nThe\nCompany banks with local institutions in Malta, while certain\ninternational subsidiaries bank with institutions in Luxembourg and\nAustria. Cash and cash equivalents are accordingly held with\ncounterparties in Malta, Luxembourg and Austria. At 30 June 2026,\nthese balances are held with institutions rated BBB or higher and\nare callable on demand. Management considers the probability of\ndefault to be close to zero, as these counterparties have a strong\ncapacity to meet their contractual obligations in the near term.\nConsequently, no loss allowance has been recognised based on\n12 \u2011 month expected credit losses, as any such\nimpairment would be insignificant to the Group.
", "dimensions": { "concept": "ifrs-full:DisclosureOfCreditRiskExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "tdwgaRnrjA": { "value": "32.2\u00a0 Liquidity risk
\nLiquidity risk is the risk that the Group\nor the Company might be unable to meet their obligations. The Group\nand the Company manage their liquidity needs through annual cash\nflow forecasts, carefully monitoring expected cash inflows and\noutflows on a monthly basis. The Group\u2019s and the\nCompany\u2019s liquidity risk is not deemed to be significant,\ngiven the matching of cash inflows and outflows arising from the\nexpected maturities of financial instruments, as well as the\nGroup\u2019s and the Company\u2019s committed borrowing\nfacilities, which can be accessed to meet liquidity needs.
\nAs at 30 June 2026, the non-derivative\nfinancial liabilities have contractual maturities (including\ninterest payments where applicable) as summarised below:
\n| \n \u00a0 \n | \n\n Within 1\nyear \n | \n\n 2 to 5\nyears \n | \n\n Later\nthan \n5\nyears \n | \n\n Total \n | \n
| \n \u00a0 \n | \n\n \u20ac \n | \n\n \u20ac \n | \n\n \u20ac \n | \n\n \u20ac \n | \n
| \n The\nGroup \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Bank\nborrowings \n | \n\n 8,496,928 \n | \n\n 23,394,066 \n | \n\n 789,082 \n | \n\n 32,680,076 \n | \n
| \n Debt securities in\nissue \n | \n\n 2,925,000 \n | \n\n 40,425,000 \n | \n\n 38,250,000 \n | \n\n 81,600,000 \n | \n
| \n Deferred\nconsideration \n | \n\n 7,877,987 \n | \n\n 30,974,444 \n | \n\n 7,727,981 \n | \n\n 46,580,412 \n | \n
| \n Trade\npayables \n | \n\n 3,587,319 \n | \n\n - \n | \n\n - \n | \n\n 3,587,319 \n | \n
| \n Players\u2019\nliability \n | \n\n 273,401 \n | \n\n - \n | \n\n - \n | \n\n 273,401 \n | \n
| \n Amounts owed to\nultimate parent company \n | \n\n - \n | \n\n 715,000 \n | \n\n - \n | \n\n 715,000 \n | \n
| \n Amounts owed to parent\ncompany \n | \n\n 100,000 \n | \n\n - \n | \n\n - \n | \n\n 100,000 \n | \n
| \n Amounts owed to other\nrelated parties \n | \n\n 1,200,000 \n | \n\n - \n | \n\n - \n | \n\n 1,200,000 \n | \n
| \n Provisions \n | \n\n 1,233,392 \n | \n\n - \n | \n\n 500,000 \n | \n\n 1,733,392 \n | \n
| \n Cash guarantees from\nagents \n | \n\n - \n | \n\n - \n | \n\n 157,500 \n | \n\n 157,500 \n | \n
| \n Accruals \n | \n\n 1,654,531 \n | \n\n - \n | \n\n - \n | \n\n 1,654,531 \n | \n
| \n Lease\nliabilities \n | \n\n 2,735,987 \n | \n\n 9,799,434 \n | \n\n 67,707,656 \n | \n\n 80,243,077 \n | \n
| \n Other\npayables \n | \n\n 68,256 \n | \n\n - \n | \n\n - \n | \n\n 68,256 \n | \n
| \n \u00a0 \n | \n\n 30,152,801 \n | \n\n 105,307,944 \n | \n\n 115,132,219 \n | \n\n 250,592,964 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n The\nCompany \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Bank\nborrowings \n | \n\n 6,853,200 \n | \n\n 20,564,514 \n | \n\n - \n | \n\n 27,417,714 \n | \n
| \n Debt securities in\nissue \n | \n\n 2,925,000 \n | \n\n 40,425,000 \n | \n\n 38,250,000 \n | \n\n 81,600,000 \n | \n
| \n Trade\npayables \n | \n\n 53,754 \n | \n\n - \n | \n\n - \n | \n\n 53,754 \n | \n
| \n Amounts owed to\nultimate parent company \n | \n\n - \n | \n\n 715,000 \n | \n\n - \n | \n\n 715,000 \n | \n
| \n Amounts owed to parent\ncompany \n | \n\n 100,000 \n | \n\n - \n | \n\n - \n | \n\n 100,000 \n | \n
| \n Loans owed to a\nsubsidiary \n | \n\n - \n | \n\n - \n | \n\n 18,655,059 \n | \n\n 18,655,059 \n | \n
| \n Accruals \n | \n\n 40,224 \n | \n\n - \n | \n\n - \n | \n\n 40,224 \n | \n
| \n \u00a0 \n | \n\n 9,972,178 \n | \n\n 61,704,514 \n | \n\n 56,905,059 \n | \n\n 128,581,751 \n | \n
\u00a0
\nThis compares to the maturity of the\nGroup\u2019s and the Company\u2019s non-derivative financial\nliabilities in the previous reporting period as follows:
\n| \n \u00a0 \n | \n\n Within 1\nyear \n | \n\n 2 to 5\nyears \n | \n\n Later\nthan \n5\nyears \n | \n\n Total \n | \n
| \n \u00a0 \n | \n\n \u20ac \n | \n\n \u20ac \n | \n\n \u20ac \n | \n\n \u20ac \n | \n
| \n The\nGroup \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Bank\nborrowings \n | \n\n 9,765,714 \n | \n\n 30,443,128 \n | \n\n 2,555,898 \n | \n\n 42,764,740 \n | \n
| \n Debt securities in\nissue \n | \n\n 1,275,000 \n | \n\n 33,825,000 \n | \n\n - \n | \n\n 35,100,000 \n | \n
| \n Deferred\nconsideration \n | \n\n 7,815,487 \n | \n\n 31,124,444 \n | \n\n 15,455,969 \n | \n\n 54,395,900 \n | \n
| \n Trade\npayables \n | \n\n 3,876,410 \n | \n\n - \n | \n\n - \n | \n\n 3,876,410 \n | \n
| \n Players\u2019\nliability \n | \n\n 218,646 \n | \n\n - \n | \n\n - \n | \n\n 218,646 \n | \n
| \n Amounts owed to\nultimate parent company \n | \n\n - \n | \n\n 2,610,212 \n | \n\n - \n | \n\n 2,610,212 \n | \n
| \n Amounts owed to other\nrelated parties \n | \n\n 480,000 \n | \n\n - \n | \n\n - \n | \n\n 480,000 \n | \n
| \n Provisions \n | \n\n 975,857 \n | \n\n - \n | \n\n 500,000 \n | \n\n 1,475,857 \n | \n
| \n Cash guarantees from\nagents \n | \n\n - \n | \n\n - \n | \n\n 157,500 \n | \n\n 157,500 \n | \n
| \n Accruals \n | \n\n 1,481,739 \n | \n\n - \n | \n\n - \n | \n\n 1,481,739 \n | \n
| \n Lease\nliabilities \n | \n\n 2,487,916 \n | \n\n 8,045,558 \n | \n\n 68,324,578 \n | \n\n 78,858,052 \n | \n
| \n Other\npayables \n | \n\n 346,635 \n | \n\n - \n | \n\n - \n | \n\n 346,635 \n | \n
| \n \u00a0 \n | \n\n 28,723,404 \n | \n\n 106,048,342 \n | \n\n 86,993,945 \n | \n\n 221,765,691 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n The\nCompany \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Bank\nborrowings \n | \n\n 6,853,200 \n | \n\n 27,417,714 \n | \n\n - \n | \n\n 34,270,914 \n | \n
| \n Debt securities in\nissue \n | \n\n 1,275,000 \n | \n\n 33,825,000 \n | \n\n - \n | \n\n 35,100,000 \n | \n
| \n Trade\npayables \n | \n\n 4,186 \n | \n\n - \n | \n\n - \n | \n\n 4,186 \n | \n
| \n Amounts owed to\nultimate parent company \n | \n\n - \n | \n\n 2,610,212 \n | \n\n - \n | \n\n 2,610,212 \n | \n
| \n Amounts owed to\nsubsidiary \n | \n\n - \n | \n\n 48,161,323 \n | \n\n - \n | \n\n 48,161,323 \n | \n
| \n Accruals \n | \n\n 34,508 \n | \n\n - \n | \n\n - \n | \n\n 34,508 \n | \n
| \n \u00a0 \n | \n\n 8,166,894 \n | \n\n 112,014,249 \n | \n\n - \n | \n\n 120,181,143 \n | \n
32.3\u00a0 Market risk
\nForeign currency risk
\nThe Group and the Company transact\nbusiness mainly in euro. Exposure to currency exchange rates arise\nfrom the Group\u2019s and the Company\u2019s sale and purchase of\nforeign currency to/from clients. However, foreign currency\ndenominated financial assets and liabilities at the end of the\nfinancial reporting date under review are deemed negligible.
\nAccordingly, the Group\u2019s and the\nCompany\u2019s exposure to foreign exchange risk is not\nsignificant and a sensitivity analysis for foreign exchange risk\ndisclosing how profit or loss and equity would have been affected\nby changes in foreign exchange rates that were reasonably possible\nat the reporting date is deemed not necessary.
\nInterest rate risk
\nThe Group and the Company are exposed to\nchanges in market interest rates through its borrowings at variable\ninterest rates.
\nThe following table illustrates the\nsensitivity of the net result for the year to a reasonably possible\nchange in interest rates of +/- 100 basis points, with effect from\nthe beginning of the year. These changes are considered to be\nreasonably possible based on observation of current market\nconditions.
\nThe calculations are based on the\nGroup\u2019s and the Company\u2019s financial instruments held at\nthe reporting date of the reporting period under review that are\nsensitive to changes in interest rates. All other variables are\nheld constant.
\n| \n | \n | \n The\nGroup \n | \n\n | \n The\nCompany \n | \n||
| \n | \n \u00a0 \n | \n\n \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\nProfit for the year \n | \n\n | \n \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\nProfit for the year \n | \n||
| \n | \n \u00a0 \n | \n\n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n\n | \n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n
| \n | \n \u00a0 \n | \n\n +100\nbp \n | \n\n -100\nbp \n | \n\n | \n +100\nbp \n | \n\n -100\nbp \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n 30 June\n2026 \n | \n\n \u00a0 \n | \n\n (294,102) \n | \n\n 294,102 \n | \n\n \u00a0 \n | \n\n (248,607) \n | \n\n (248,607) \n | \n
| \n 30 June\n2025 \n | \n\n \u00a0 \n | \n\n (364,136) \n | \n\n 364,136 \n | \n\n \u00a0 \n | \n\n (303,931) \n | \n\n (303,931) \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n | \n | \n The\nGroup \n | \n\n | \n The\nCompany \n | \n||
| \n | \n \u00a0 \n | \n\n \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\nProfit for the year \n | \n\n | \n \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\nProfit for the year \n | \n||
| \n | \n \u00a0 \n | \n\n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n\n | \n \u00a0\u20ac \n | \n\n \u00a0\u20ac \n | \n
| \n | \n \u00a0 \n | \n\n +100\nbp \n | \n\n -100\nbp \n | \n\n | \n +100\nbp \n | \n\n -100\nbp \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n 30 June\n2026 \n | \n\n \u00a0 \n | \n\n (294,102) \n | \n\n 294,102 \n | \n\n \u00a0 \n | \n\n (248,607) \n | \n\n (248,607) \n | \n
| \n 30 June\n2025 \n | \n\n \u00a0 \n | \n\n (364,136) \n | \n\n 364,136 \n | \n\n \u00a0 \n | \n\n (303,931) \n | \n\n (303,931) \n | \n
33\u00a0\u00a0\u00a0\u00a0 Capital\nmanagement policies and procedures
\nThe Group\u2019s and the Company\u2019s\ncapital management objectives are to ensure their ability to\ncontinue as a going concern and to provide an adequate return to\nshareholders through innovation, continuous improvement in quality\nservice, resource utilisation, increasing the market share and\nflexibility.
\nThe Group and the Company monitor the\nlevel of debt, which includes borrowings and trade and other\npayables, less the bank balance against total capital on an ongoing\nbasis. The directors consider the Group\u2019s and the\nCompany\u2019s gearing level at year-end to be appropriate for its\nbusiness.
", "dimensions": { "concept": "ifrs-full:DisclosureOfObjectivesPoliciesAndProcessesForManagingCapitalExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "xIwkI93aQl": { "value": "JGS\nCorporate Holdings Limited (formerly IZI Group Limited)", "dimensions": { "concept": "ifrs-full:NameOfParentEntity", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } }, "na1ujOl-0a": { "value": "35\u00a0\u00a0\u00a0\u00a0 Events after\nthe end of the reporting period
\nSubsequent to the reporting date, Triple\nCrown S.\u00e1 r.l., a subsidiary of IZI International S.\u00e1\nr.l., was liquidated by means of a deed effective 20 August 2026.\nThe liquidation formed part of the Group\u2019s ongoing corporate\nrestructuring and rationalisation of its international\noperations.
\nNo adjusting or other significant\nnon-adjusting events have occurred between the reporting date and\nthe date of authorisation.
", "dimensions": { "concept": "ifrs-full:DisclosureOfEventsAfterReportingPeriodExplanatory", "language": "en", "entity": "scheme:485100W7KB2YAMBF9C63", "period": "2025-07-01T00:00:00/2026-07-01T00:00:00" } } } }