Interview with Nigel Morrison

CEO SKYCITY Entertainment Group Limited

Growing the core domestic business on a same-store basis is going to be challenging without spending capital to create additional attractions, or without negotiating with governments to deliver concessions to the way our business works – because we are in such a heavily regulated industry.

I think the “social licence to operate” is something that has become more prevalent in the past 12 or 18 months... A few years ago it probably focused more on the environment, but now I think it has become more pervading in terms of a “duty of care” regarding how you operate...

You could report more non-financial information. But I think the problem is the question of what KPIs are being used by the investors, the Fund Managers and those who invest in organisations like ours and every other organisation.

I don’t know if [the balance between longer-term strategy versus managing today] has shifted in the past 12 months. But I do think you’ve somehow got to do both.

SKYCITY Entertainment Group Limited is a leading entertainment and gaming business. It operates casinos in New Zealand (Auckland, Hamilton and Queenstown) and Australia (Adelaide and Darwin), alongside a variety of industry leading restaurants and bars, luxury hotels and convention centres. Nigel Morrison joined SKYCITY as Managing Director and Chief Executive in 2008 having had over 18 years’ experience in the gaming industry throughout Australasia and Asia. Prior to being appointed Chief Executive Officer of SKYCITY, Nigel was the Group Chief Financial Officer of Galaxy Entertainment Group. He has also held positions as CEO of the Federal Group and Chief Operating Officer of Crown Limited. Before embarking on a career in casinos in 1993, Nigel was a Corporate Finance Partner with Ernst & Young in Melbourne, specialising in the gaming industry. In 2009, Nigel was awarded professional accountancy organisation CPA Australia’s highest acknowledgment for career achievement.


These interviews contain the opinions and views of the CEOs interviewed, and do not necessarily represent the opinions and views of PwC.