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Our background

Based in Birmingham and sitting in the not-for-profit sector we are an independent non-departmental public body (NDPB) sponsored by the Department for Digital, Culture, Media and Sport (DCMS).

Our work is funded by fees set by DCMS and paid by the organisations and individuals that we license, and, in respect of National Lottery functions, funded by the National Lottery Distribution Fund.

Our remit is wide-ranging and our position as a credible, authoritative regulator that places consumers at the heart of all we do, is full of fresh challenges and opportunities for us to make our mark on the gambling industry, both at home and abroad.

  • We regulate the gambling industry to ensure it is fair, safe and crime-free with attention to protecting children and vulnerable adults.
  • We ensure that National Lottery returns are maximised for good causes
  • We provide a regulatory framework for the gambling industry which puts the consumer first
  • We support the research and treatment of problem gambling through the Advisory Board for Safer Gambling National Strategy to Reduce Gambling Harms
  • We also comprise of a team running the fourth National Lottery Licence Competition to find the next operator of the National Lottery

Our journey

We came into effect in 2007 under the Gambling Act 2005 to regulate commercial gambling in Great Britain in partnership with licensing authorities. In October 2013 we also took over the responsibilities of the National Lottery Commission to regulate the National Lottery.

In this time the industry has changed rapidly, partly due to new technology which has changed the face of the gambling industry and partly due to changes in the way the industry is allowed to advertise. The online gambling industry has grown in the past 10 years which has made access to gambling easier and television advertising has raised the profile of gambling in the public consciousness. 

We are changing    

A key part of this is looking at the culture of our organisation and driving positive changes from the top down, including a full leadership development programme, a commitment to positive ways of working and letting all our employees know the leadership team’s key objectives.

Colleagues have volunteered to be change agents to support change from an employee contribution perspective – because we want to embed positive change at all levels. 

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