Corporate enablers
People
Our most important asset is our people. This year we will start to develop and implement elements of a new people strategy which will help ensure we can attract, recruit and retain a diverse and talented team of people who can help deliver our work to make gambling safer, fairer and crime free.
Develop a new people strategy and implement priority actions
We will:
- develop a people plan that responds to four organisational people priorities:
- To build and recruit the right combination of skills and capabilities
- To enhance the employee offer, to attract and retain talent
- To build the capability of leaders and managers
- To embed inclusion into our everyday work
- develop an employee value proposition to enable us to attract and retain talent
- embed our work on equality, diversity and inclusion.
Why: Our most important asset is our people. To deliver our strategy we will need to continuously improve, and we will do this by further increasing the engagement of every colleague and improving our organisational effectiveness. We aim to be a first-class regulator that attracts, recruits and retains diverse and talented people who are able to realise our ambition of making gambling safe, fair and crime free.
As a result: We will maximise the potential of our existing people enabling us to retain key skills and expertise whilst also attracting new and diverse talent into the organisation. We will retain the necessary knowledge and skills to support those we regulate, including having an understanding of the gambling market and regulation to enhance all aspects of our delivery, enabling us to implement proportionate and effective approaches to help make gambling fair, safe and crime free. This in turn will increase the effectiveness of our work to deliver positive outcomes for consumers, the wider public and licensees.
Effective stakeholder engagement
In addition to specific engagement efforts as part of our work to improve our operations, data and proactivity, we will build on our existing programme of stakeholder engagement to continue to engage with a wide range of stakeholders as part of our day to day work.
Enhance cooperation with international regulators
We will:
- expand the sharing of best practice between European and North American regulators
- codify processes to streamline intelligence sharing requests
- hold the Presidency of International Association of Gambling Regulators and prioritise supporting the formation of an illegal gambling working group
- reengage with the international lotteries' community.
Why: This forms part of our strategic commitment to build on our existing approach to ensure we are engaging with a wide range of stakeholders.
As a result: We will continue to maximise the benefit for consumers, the wider public and our licensees of our standing as an influential gambling regulator. We will use our positions in relevant transnational organisations, resulting in increased levels of cross-jurisdictional cooperation on shared objectives such as illegal gambling and the prevention of financial crime.
Resources
Funding framework for regulation
We will work with Department for Culture, Media and Sport (DCMS) to review our fees model.
Why: To prepare options to deliver the Government’s White Paper commitment to change the system for setting our fees.
As a result: Government will have workable options to deliver their White Paper commitment. A revised funding system will enable us to adjust our fees more flexibly to ensure that we can meet the challenges of regulation, the cost of regulation is recovered, and costs are fairly allocated between licensees as is the case with other regulators.
Previous pageStrategic focus 5: Regulating a successful National Lottery Next page
Our financial forecast
Last updated: 15 April 2024
Show updates to this content
No changes to show.