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Strategic Objective 5: Improving gambling regulation

Core regulatory activity

As an accredited Great Place to Work, we are committed to offering an effective and inclusive working environment to attract and retain talented staff. A focus for this year will be to embed our new Diversity and Inclusion Strategy within our core regulatory work. We will continue to develop our people and consider our resources to ensure we are a flexible and agile regulator with professional and engaged staff.

We remain dedicated to building partnerships with industry and consumer groups, regulatory bodies, such as the Institute of Regulation, and other jurisdictions to both learn from and share expertise on cross-cutting issues.

We will actively monitor market developments and evolve our regulatory approach to meet new challenges and opportunities head-on. We continue to develop our systems to ensure we remain an effective regulator that can provide authoritative data and insights on gambling and gambling regulation.

We will fulfil our statutory duty as advisor to government on issues around gambling, in particular supporting the Government's Review of the Gambling Act 2005 with formal advice.

Strategic deliverables

In addition to our core regulatory work, we will:

Initiate a programme of operational enhancements to our service level provision

To include the transition of our licensing and compliance functions towards an account management approach that improves end-to-end service user delivery.

Implement a new corporate system strategy

Replacement of our finance and people services systems to build in efficiencies and enable the redeployment of resources to value-added work.

Publish a corporate strategy for the year 2024 and beyond

Our current three-year strategy ends 31 March 2024. We will commence scoping work on strategic priorities for 2024 and beyond.

Launch our Diversity and Inclusion Strategy

A key pillar of our Great Place to Work agenda that outlines the Gambling Commission’s commitment and vision for diversity and inclusion, along with key objectives that will be pursued over a multi-year period.

Enhance data services infrastructure

Evolving technical capability and capacity to support our data aspirations, including future regulatory return enhancements and outputs from evidence gaps and priorities assessment.

Developing new rewards framework to incentivise retention and recruitment

Our new framework will ensure the Commission's offering is competitive amongst Birmingham-based Government agencies, helping us to attract and retain talented staff.

Explore efficiencies and engage with Department for Culture, Media and Sport (DCMS) on future funding arrangements to ensure regulation remains effective

We will develop a robust and realistic financial savings target, which delivers appropriate savings that can be monitored and reported against regularly. There is a need to secure funding certainty to ensure we have the capacity and capability to continue to regulate effectively, make the necessary longer-term investments and deliver on the Government’s plans for gambling regulation.

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BP 2023 to 2024 - Strategic Objective 4: Optimise returns to the National Lottery
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BP 2023 to 2024 - Financial Forecast
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