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Minnesota Valley, a small cooperative utility serving parts of western Minnesota, claimed the 2.5-megawatt array vastly exceeded the 40-kilowatt limit it sets for members. The utility threatened to cut off electricity to the casino if the tribal nation turned the system on.
The ruling means the array—which has sat unused for a year and a half despite being fully built—can finally be switched on once an independent engineer completes a safety review and the tribe resolves any resulting technical recommendations.
The PUC ordered the utility to continue supplying electricity to the casino provided the solar system remains behind the meter—meaning it does not export power onto the wider grid.
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The pattern reflects a wider supplier tactic: building recurring mechanical families so a proven feature can be redeployed across multiple titles. That approach lowers development risk and reduces the familiarity barrier for players. For operators, it typically means a steady supply of new content that behaves in predictable, sellable ways.
Blueprint has been explicit about the commercial thinking. Alex Naspe, marketing director at Blueprint Gaming, said: “Building on the success of Triple Action Cash Strike, we have welcomed the return of the pots mechanic, showcased through a vibrant display featuring fireballs with a series of modifiers for a heightened bonus experience.” He added that the studio expects the title to “further strengthen the series’ position within our portfolio and deliver another engaging addition for our operator partners and their players worldwide.”
The release underlines Blueprint’s ability to introduce fresh iterations to a series players already know
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While the company did not comment on how its market share had progressed since then, on Sun International’s post-H1 earnings call on Mondat, Bengtsson reiterated that product was key for its next phase of expansion.
He also hinted at opportunities to expand both within and beyond its core market of South Africa.
On the earnings call, Bengtsson said Sun International viewed “plenty of inorganic opportunities” around the business.