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Business plan and budget 2024 to 2025

The milestones we plan to complete within the business plan 2024 to 2025.


Foreword from Andrew Rhodes, Chief Executive

This year, 2024 to 2025, represents the first year of our new 3-year Corporate Strategy: Gambling Regulation in a Digital Age. I am proud to introduce our ambitions for the year ahead, as we strike a balance, putting more investment into those areas that we know will be important in the coming years, as identified through our strategic priorities.

One of our key principles is putting people first. This means every one of the 22.5 million people who gamble in Great Britain every year. We care about all of them, and the work we have set out to achieve is in everybody’s interest.

We will make further progress to deliver the important reforms set out in the Government’s White Paper High Stakes - Gambling reform for the digital age (opens in new tab), working closely with colleagues at the Department for Culture, Media and Sport (DCMS) on cross-cutting matters. We will continue our work regulating a new operator of the National Lottery to ensure the public continue to benefit from a successful National Lottery in its milestone 30th year of operation.

We will also continue to support and assess the industry’s own approaches to improve consumer experience, such as the development of the single customer view (SCV) challenge solution - GamProtect.

Better evidence, driven by more effective use of data will lead to better regulation, which means better outcomes for consumers, the public and licensees. We will complete the launch of the Gambling Survey for Great Britain and make further improvements to our capacity to report on and analyse data, close evidence gaps in priority areas, pilot industry data sharing and revise our approach to regulatory return data.

A lot of our scope to deliver better outcomes sits within our licensing, compliance, and enforcement work. We want to make regulation work for all, and that is why, this year, we will be making improvements including developing the introduction of an account management style framework, responding to our consultation on our approach to financial penalties, increasing investment in preventing illegal gambling and increasing the level of transparency around industry compliance.

I want to see a reduction in the reliance on formal enforcement processes to raise standards. Enforcement action invariably means consumers have already been poorly treated. I want to see a greater focus on getting things right, and compliance at the earliest opportunity where issues arise. To support this, we will continue efforts to create the right conditions for those licensees committed to and accepting of their responsibilities towards consumers. Those who do not meet their responsibilities will continue to face escalating action.

And those who are operating outside of the law – illegal gambling operators – can expect to experience the full extent of our powers.

Due to the scale of the actions we have set out in our corporate strategy, some of the deliverables within this business plan describe the progress that will be made against those multi-year commitments in 2024 to 2025.

It is about building solid foundations for continued progress, to maintain our effectiveness regulating the largest online gambling market in the world and enhance our commitment to doing the right thing, even if it is sometimes difficult.

In addition to the specific deliverables outlined in this plan, we will continue to deliver our core regulatory functions. We are also working to identify and improve key enablers which help the Commission operate effectively. Of key note are areas related to our people plans, effective governance, the continued implementation of our digital roadmap and our work on a more sustainable future funding model.

It is our people that make the Commission a great place to work, and we want to support all of our people to make sure we have the skills, capabilities and diversity of thought and opportunity to push forward with this work.

This business plan represents the first part of realising the ambition set out in our new corporate strategy. I am excited about the work ahead and delivering for consumers in increasingly open, innovative and progressive ways to make gambling safer, fairer and free from crime.

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Strategic focus 1: Using data and analytics to make gambling regulation more effective
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