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Summary of the year ahead

This Interim Business Plan and Budget sets out the plans and resources for the present circumstances. During the coming year, we expect the Gambling Act Review White Paper to identify a range of additional work and priorities that we will need to build into our plan and budget for the remainder of the year and beyond. Therefore, we plan to revisit the detailed Business Plan and Budget at the mid-year. At the same time, we will incorporate any additional activities arising from the ongoing strategic review being undertaken by our Board through a series of sprints and the data projects arising from our scoping activity.

In the next year we will focus on five key priorities:

Priority 1. Completing the competition for the fourth National Lottery licence

National Lottery

Completing the competition for the fourth National Lottery licence and ensuring a successful transition from the current licence, which expires in January 2024.

Priority 2. Responding to the Government's White Paper on the Gambling Act

Gambling Act Review

Responding to the Government’s White Paper on the Gambling Act (due in the Spring), and working with the Department for Digital, Culture, Media and Sport (DCMS) to develop and implement changes to regulation of the gambling sector.

Priority 3. Continuing to develop our operational activities effectively

Operations (Licensing, Compliance, Enforcement and Intelligence)

Continuing to develop Licensing, Compliance, Enforcement and Intelligence activities effectively, ensuring that gambling is conducted in a fair and open way, preventing gambling being a source of crime and disorder, and protecting children and vulnerable people from being harmed by gambling.

Economic Crime Levy

Implementing the new Economic Crime Levy, taking on the function of collecting the levy from April 2023 with liability commencing April 2022.


Managing the accounts of over 2,600 operators and determining the applications which generate the Gambling Commission’s income.


Carrying out 30 full compliance assessments, alongside further activity including targeted assessments, website reviews, security audits and review of personal licences.


Conducting regulatory and criminal investigations, carrying out intelligence-led disruption and enforcement initiatives relating to illegal gambling.


Managing large volumes of international request for help from overseas regulators and stakeholders across government.

Sports Betting Intelligence Unit

Supporting several major sporting tournaments including the Women’s Euro 2022, the Commonwealth Games and the Rugby World Cup.

Anti-money laundering

Providing specialist input into operational and casework matters, undertaking responsibilities as statutory supervisor duties for the regulated sector to prevent Money Laundering and Terrorist Financing.

Priority 4. Increasing the effective use of data by the Commission and the gambling industry

Resources and investment

Increasing the effective use of data by the Commission and the gambling industry to provide the information and insight necessary to meet these regulatory goals.

Priority 5. Continuously improving our organisational effectiveness

Making the Commission a ‘great place to work’

Continuously improving our organisational effectiveness by ensuring we have the necessary resources, skills, technology and culture to make the Commission a great place to work.

Continuing to develop our strategy

Supporting the Executive and Board to ensure a clear strategy is in place and that our work fits the strategy and is coordinated.

Providing high-quality research and statistics

Providing insight to the business on how the supply (industry) and demand (consumer) sides of the gambling market work and the risks to the public.

Creating impactful and meaningful engagement

Giving strategic communications support to the Commission and operating a high quality Contact Centre.

Ensuring a high standard of corporate governance

Offering secretariat support to the Board, Committees, advisory groups, and internal governance groups to ensure high quality assurance and decision-making.

Ensuring the Commission’s decision-making is legally robust

Advising on public law, prosecutions and regulatory law, contracts and employment law across all areas of the Commission’s activities.

Monitoring and assuring our finances

Providing timely, accurate and insightful financial and management information within the Commission and to its external stakeholders.

Improving our digital services and IT infrastructure

Keeping all our digital services up to date and compliant with current legislation and contributing to work to improve regulatory data collection.

Supporting our people

Providing professional and considered advice and guidance on all people related matters, including policy.

Providing assurance on delivery

Supporting organisational understanding and informed decision making.

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Mission, Vision and Strategic Goals
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Priority 1 - Completing the competition for the Fourth National Lottery licence
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