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The milestones we plan to complete within the business plan 2025 to 2026.
Published: 15 April 2024
Last updated: 7 April 2025
This version was printed or saved on: 1 May 2025
Online version: https://www.gamblingcommission.gov.uk/about-us/guide/business-plan-and-budget-2025-to-2026
Overview: ## Introduction
For the Gambling Commission, 2025 to 2026 represents the second year of our 3-year Corporate Strategy: Gambling Regulation in a Digital Age. As such this year’s Business Plan builds on the successes achieved through 2024 to 2025 and continues to focus on improving gambling regulation for all.
The past year has been focused on scoping out what the delivery of our ambitious Corporate Strategy looks like for the Commission, licensees, and consumers, as well equipping our own colleagues with the tools they need. This year will see us implementing many of the areas we’ve identified as high priority, and the final year of our Corporate Strategy will see a core focus on delivery.
This past year we have made great strides within areas such as illegal market disruption, implementation of the Gambling Act Review (GAR) white paper recommendations, publication of our first Gambling Survey for Great Britain (GSGB) annual report, regulating the first year of the Fourth National Lottery licence under its new operator and through our research and insights work we’ve engaged with over 13,000 people this year.
I won’t dwell on our achievements here, as our annual report for 2024 to 2025 will cover these in more detail, but needless to say – I am proud of the commitment, focus and innovation the Commission has shown over the past year.
As we progress through 2025 and into 2026, we’re navigating an ever-evolving landscape in terms of gambling innovation – the increasingly globalised nature of the industry, the evolution of gambling products and services, and the potential use cases for Artificial Intelligence. We're seeing growth in headline industry Gross Gambling Yield (GGY) - with some land-based sectors now growing beyond pre-Covid19 levels. And we’re monitoring that licensees treat consumers fairly and openly, ensuring compliance at the earliest opportunity, and protecting Great British consumers from the illegal gambling market which also supports the growth of legal, compliant businesses.
Our plans for the upcoming business year are consistent with the Government’s growth mission and recent announcements on the role of regulation in economic growth. We share the view that enabling a growing gambling sector is compatible with creating a safer and fairer one. We have a demonstrable track record in this area. In line with our duties under the Gambling Act (2005) we will continue to permit gambling where it is reasonably consistent with the Licensing Objectives. We will also continue to regulate the National Lottery in accordance with our duties including to maximise returns to good causes.
During the upcoming business year we will continue to work with all stakeholders to balance the industry’s need to meet the licensing objectives whilst continuing to provide the products and services that consumers enjoy.
To do this, we’re going to implement changes to how we gather and use data, further enhancing our capability to understand trends in consumer protection. This year will mark the second year of the GSGB Annual Report, but it is accompanied by a number of data initiatives such as our regular feed of operator core data (ROCD) project. The vast data we draw on will lead to better evidence, and – ultimately - better regulation for all.
We want to minimise the burden on licensees by introducing more proactive operator engagement activities to raise standards and drive compliance, continue to improve our licensee engagement and implement new operational systems and processes.
We will seek to improve transparency to consumers on the reasons for identity checks or restrictions, particularly where these take place later in the consumer journey, such as on withdrawals – a topic on which we see the most consumer complaints year on year.
We have an ambitious disruption plan for tackling illegal gambling operators, as we grow our investigative capability, working side by side with other law enforcement agencies and jurisdictions. And with the Crime and Policing Bill making its way through Parliament this session, we hope to see greater powers granted to us.
While gambling is a leisure pursuit for most, we will continue to make sure that those most at risk of harm are protected. That’s why we’ll put due consideration into the findings of the GAR financial risk assessments pilot and data collection exercise and publish final decisions on our approach to implementing Financial Risk Assessments.
To make all this possible, and to ensure sufficient funding for the future, we will be launching a fees review this year, in line with the commitment to review our funding within the white paper. The Commission regulates a £15.6 billion GGY industry, and we must make sure we have the resources we need to be effective in making sure gambling is safe, fair and crime free – now and into the future. We will also start to undertake our role in the collection of the Statutory Levy, following Department for Culture Media and Sport’s consultation and subsequent passing of legislation.
In our Corporate Strategy Gambling regulation in a digital age, we sets out the below 5 areas of strategic focus with underlying commitments:
This is the second year of that strategy and the following pages set out our planned activity.
Regulation must keep pace with industry and societal developments. Identifying and investing in technology and improvements in data analytics will ensure regulation remains fit for purpose. How gambling is offered is increasing in complexity and sophistication. We need to understand developments in data usage among licensees to regulate the market effectively.
We will: Continue to invest in developing our approach to using data analytics to make gambling regulation more effective. This will focus on our skills, governance, data culture and technical infrastructure.
Why: We need to access the right data and be able to use it safely and ethically, underpinned by the right governance and technical infrastructure. Developing a roadmap will help us take a cost-effective approach to building data capacity and identify where actions can be taken to mitigate risk. The roadmap will identify where actions can help us manage regulatory or legal compliance.
As a result: We will have a clear plan to support the building of our data analytical capacity – helping us to co-ordinate our work across different teams.
And the impact for our stakeholders will be: Regulation will be made more effective as a result of a wider range of data, that is safely and appropriately managed, underpinning our policy and operational work.
We will: Deliver Phase 2 of the ROCD project. By the end of this year we will have scaled up the number of participating licensees and considered options to increase the scope of the data specification.
Why: This data source will allow the Commission to develop policy more effectively, better evaluate the impact of our regulation and build a better understanding of the market we regulate.
As a result: We will be able to continue our work to build a data model that will enable us to use data analytics to deliver proportionate and well-focused regulation. Having a better understanding of our impact and how consumers engage with gambling is essential to this.
And the impact for our stakeholders will be: As data is obtained from more operators, stakeholders will benefit from better insights into the impact of our regulation as a result of more robust evaluation and up to date market insight data.
We will: Continue our collaboration with Warwick Business School to develop how we use open banking data to inform our understanding of consumer behaviour and gambling harms. We will analyse data obtained through a weekly feed of open banking data, carry out surveys with consumers, and explore operational and policy uses for this dataset. The early phase of this work has already delivered significant insights into how consumers interact between multiple operators and has given a much more granular view of consumer spend and behaviours.
Why: Open banking data provides a unique opportunity to understand consumer behaviour across different gambling accounts and in the context of wider spend. It is part of our ambitions for building an approach to data analytics to give us the best possible insights to inform our work. The 2023 Gambling Act Review (GAR) White Paper has generated multiple policy workstreams, many of which will require further evidence and evaluation resources.
As a result: The Commission will be able to fill gaps in the evidence base about how consumers gamble and how this can lead to harm for some. There will be benefits in terms of the evidence base for policy development and evaluation of policy implementation. We will also publish academic papers to contribute to the wider literature through this innovative research methodology.
And the impact for our stakeholders will be: Greater confidence in regulation, as a result of new insights into how consumers gamble across multiple operators.
The gambling industry continues to evolve and develop at pace. As the regulator of this industry, we must ensure that our regulation continues to adapt and evolve so we continue to regulate effectively in the public interest.
We will: Continue to strengthen our high-impact disruption tactics to deter unlicensed operators from targeting GB consumers at scale. At the same time, we will enhance our investigative and strategic capabilities through investment, specialist knowledge-building, and further use of technology. We will also challenge the regulated sector, including B2B providers, to uphold a zero-tolerance approach to illegal market activity in the supply chain. Achieving this will require strong partnerships with key regulators, online third parties, and law enforcement agencies across relevant jurisdictions. We have developed strong insights on which disruption activities work best and this, in combination with new powers and further technological capabilities, will allow the Gambling Commission to diversify its approach to disrupting the illegal market.
Why: This aligns with our statutory duties to keep crime out of gambling and protect the young and vulnerable from harm. While efforts to disrupt unlicensed operators offering products within the GB market at scale during the previous business plan period have been effective, sustained action is needed to maintain and build on this progress, reinforcing wider confidence in the Commission.
As a result: Unlicensed operators will face greater difficulty accessing the GB market at scale and, where they do, will encounter an increased risk of prompt and targeted disruption activity by the Commission, along with a growing number of enforcement referrals to third-party partner agencies and regulators both nationally and internationally. Licensed operators, including B2B operators and white-label partners, must also continue to play their part and will come under heightened scrutiny, including regulatory enforcement action in cases of identified non-compliance or poor practices related to activities linked to illegal market supply chains.
And the impact for our stakeholders will be: A better understanding of the unlicensed gambling market and consumer behaviour in relation to it and a stronger evidence base to inform how disruption activity can be strengthened.
We will: Continue to implement new operational systems, including a Case Management System, to streamline and optimise the process of managing cases through operational teams that manage the licensee lifecycle – Licensing, Compliance, Enforcement, Intelligence, Forensics and Anti-Money Laundering (AML).
Why: This supports our strategic commitment to evolve our licensing, compliance and enforcement work, including improving our core processes and technology systems.
As a result: Internally, our operational teams will be better equipped to make decisions, collaborate and handle casework more efficiently.
And the impact for our stakeholders will be: Once new systems are fully embedded licensees and third parties will receive an enhanced experience, with improvement to response times, consistency of case management and quality of service.
We will: Implement changes to intelligence processes to improve intelligence flow, intelligence sharing opportunities and enrich the Commission’s overall intelligence picture.
We will develop and coordinate our established networks and relationships with key law enforcement teams and regulators to better identify and assess emerging areas of risk and harm impacting the sector. We will also share intelligence insights both internally and externally, with a focus on national and regional-level activity.
Why: The Commission has established strong networks with law enforcement partners and key regulators, collaborating across various areas to prevent money laundering, terrorist financing, fraud, sports betting integrity issues, and restrict access to illegal gambling in both remote and non-remote (online and land-based) sectors operating primarily within Great Britain. The acquisition of a new intelligence platform, along with the soon-to-be-developed risk-based approach to intelligence (including the introduction of MORILE), presents opportunities to further enhance these external networks. This will improve intelligence flows through greater automation, data sharing, insights, proactive workflows, and reporting opportunities—ultimately strengthening collaborative efforts to prevent gambling from being linked to criminal activity, particularly organised crime groups (OCGs), money laundering, fraud, and terrorist financing, while reducing access to illegal gambling.
As a result: The volume of intelligence sharing between the Commission and law enforcement partners will increase, and strengthening the intelligence framework will support the development of both proactive and reactive intelligence practices based on risk. This will enhance our approach to the targeted deployment of operational resources, leading to more focused enforcement interventions. Ultimately, this will provide better insights into illegal activity impacting the market. This information will strengthen our understanding of emerging threats and will be shared with the industry to ensure it remains vigilant to evolving risks within the market.
And the impact for our stakeholders will be: Improved intelligence sharing and proactive enforcement will enhance market integrity and risk management, helping stakeholders address emerging threats. Stronger collaboration with law enforcement will streamline actions against illegal gambling, boosting public confidence in the sector. The improved framework will enable timely responses to evolving risks.
We will: Implement any approved changes arising from our published consultation on changes to the statement of principles on financial penalties.
Why: The outcome of the consultation will enhance the clarity and transparency in how we calculate financial penalties resulting from enforcement activity.
As a result: If the proposed changes are adopted; the Commission’s financial penalty calculation process will be streamlined in the majority of cases; leading to a reduction in delays associated with this aspect of enforcement casework.
And the impact for our stakeholders will be: If adopted, the newly defined structure of the financial penalty calculation process will enhance confidence by making decisions more predictable, transparent, and accountable. Stakeholders will have a clearer understanding of how penalties are determined, engage more effectively with the Commission, and be encouraged to achieve compliance at the earliest opportunity to avoid or mitigate financial penalties imposed by the Commission.
We will: Continue to develop and implement a data driven approach that enables more effective targeting of non-compliance. Using this risk data and trends from wider compliance activities will allow us to identify areas for thematic, targeted assurance work. Alongside assurance statements we will pilot the gathering of additional sources of assurances from licensees, such as self-assessment and engagement with internal audit.
Why: To ensure we are taking a risk-based and proportionate approach to gaining assurance of industry compliance and utilising compliance resource in the most effective way.
As a result: Implementing a more targeted approach to compliance activity and potentially gaining more assurance from licensees will lead to faster and more effective identification of non-compliance.
And the impact for our stakeholders will be: Having assurance that the regulator is focussing its resources and attention on those areas that have the greatest impact upon the statutory licensing objectives.
The white paper High Stakes - gambling reform for the digital age (opens in new tab) published in April 2023 continues to shape the immediate policy agenda for the gambling market in Great Britain. As the gambling regulator, we made a significant number of commitments.
As we deliver our commitments from the white paper, we aim to ensure that our regulation is as clear and as focused as possible, making it easier for licensees to operate compliantly at the earliest possible opportunity. This is consistent with the National Audit Office’s principles of effective regulation, the Regulators’ Code and our own Statement of Principles.
We will: Develop our role as a commissioning body in the new levy system for research, in collaboration with Department for Culture, Media and Sport (DCMS) and UKRI to be able to efficiently and transparently utilise the funds received from the levy into projects to address our Evidence Gaps and Priorities work.
Why: This work will ensure that the Gambling Commission is utilising the funds received in a transparent and effective way.
As a result: Stakeholders can have confidence that the funding received is being utilised effectively to enhance the regulatory evidence base.
And the impact for our stakeholders will be: to continue to see that regulation is informed by the strongest evidence and most impactful research.
We will: Continue to provide expert support to DCMS on the specific Government and industry-led measures set out in the white paper.
Implement the Commission’s role in collection of a new statutory levy as set out in The Gambling Levy Regulations 2025 (opens in new tab).
Implement the changes which we have announced following consultation on the following GAR policy areas:
Complete the financial risk pilot, consider the findings of both the pilot and separate data collection exercise and publish final decisions on our approach to implementing Financial Risk Assessments. This will also include an assessment of the role of other financial sector tools to support identification of risk, such as the role of open banking.
Complete the current consultation on proposals for gaming machines and the current supplementary consultation for customer-led tools and communicate our plans for implementation of any changes following consultation.
Conduct a review of our Guidance to Licensing Authorities (GLA) to ensure it takes account of GAR changes and is accessible, relevant and impactful for the end user.
Deliver jointly with Department of Culture Media and Sport (DCMS) the model for the evaluation of GAR measures, as developed by the National Centre for Social Research, to understand their individual and collective contributions to the observed outcomes and impacts.
Why: This will set clear, evidence-based requirements whose effectiveness is understood, which support and empower consumers.
As a result: We will continue to ensure that gambling regulation in Great Britain remains appropriate, proportionate and effective in this digital age and supports licensees to be compliant at the earliest opportunity.
And the impact for our stakeholders will be: Assurance that the GAR reforms are being delivered in line with the policy objectives of the white paper, balancing consumer freedoms and choice with protection from gambling harm, and ensuring that learning from reform implementation continues to inform future policy changes.
It is in the best interests of consumers and the public to secure the compliance of a licensee at the earliest opportunity. We want to achieve that objective through more proactive activities and interventions with licensees and reduce reliance on reactive compliance and enforcement activity.
We are clear this shift is only appropriate where licensees are making best endeavours to operate compliantly and with due regard for consumers and the public. Where they are not, we will continue to take decisive and escalating enforcement action.
We will: Take forward a package of work to improve transparency to consumers on the reasons for identity checks or restrictions, particularly where these take place later in the consumer journey, such as on withdrawal.
Why: We continue to receive consumer complaints about delays to withdrawals. Work to improve transparency around the reasons for identity checks will increase understanding of the consumer journey. This will also allow us to produce a report on our work to assess the ability of the financial sector to support licensees on the identification of consumer account and payment method.
As a result: There will be a reduction in the volume of complaints around identity checks or restrictions. We will be able to advise government on how the financial sector could support improved licensee practices.
And the impact for our stakeholders will be: For licensees, there will be increased clarity on our expectations to support transparency. For consumers, there will be increased assurance that gambling is fair and open and that the regulator continues to advise government on appropriate work with the financial sector.
We will: Undertake a programme of proactive engagement with licensees and related parties. We will utilise existing initiatives including our Industry Forum, sector roundtables, briefings, and operator engagement forum events. We will also explore new ways of engaging with the industry.
Why: Effective engagement with the industry builds our understanding of the operating environment, risks and opportunities for our licensees. We can use that insight to inform our work alongside the evidence and perspectives we gather from elsewhere. It also helps us to identify common issues with how regulation is working in practice and address issues on behalf of consumers at the earliest opportunity.
As a result: Licensees and those who advise or represent them, will have opportunities to engage with Commission staff on matters which impact their business. Earlier identification of common issues, and clarification of the Commission views will help address issues impacting consumers at the earliest opportunity. This will allow for our formal enforcement work to be focused on persistent, serious and wilful non-compliance.
And the impact for our stakeholders will be: For licensees our proactive engagement will help increase understanding of the regulation that impacts their business. Licensees will also be able to share insights on their businesses with Commission staff and hear firsthand about the issues the Commission is focusing on. For consumers, anything that improves licensees understanding and compliance with regulation should result in a reduction in negative outcomes and experiences.
For the first time in the history of the National Lottery there has been a change in licensee. We have been regulating the new operator under the new Licence framework since February 2024 and continue to refine our approach.
Our priority, in accordance with our statutory function and core regulatory outcomes, is to uphold the National Lottery duties, ensuring that the Lottery is run with all due propriety, in a way that protects consumers interests, and then ensures the maximisation of returns to good causes.
We will: Complete our oversight and assurance of the implementation of the successful Application to run the Fourth National Lottery Licence.
Why: This is part of our strategic commitment to complete our oversight and assurance of the transition to, and implementation of, the Fourth National Lottery Licence and to embed our regulatory approach to the Fourth Licence.
As a result: We will oversee and assure the delivery of Allwyn’s Application in full in line with legal commitments. We will successfully close down the 4NL programme and ensure successful knowledge transfer of relevant items to the 4NL regulation team. We will measure success by assessing whether the programme is successfully closed down in a timely manner following Allwyn’s full delivery of its Application.
And the impact for our stakeholders will be: Successful delivery of the changes to the National Lottery is expected to provide a more modern, relevant and streamlined experience for consumers across both retail and online channels with new games, ways of playing and enhanced consumer protection measures.
Our most important asset is our people. This year we will continue to develop and implement elements of our people and culture 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.
We will: Enhance our employee value proposition and employer brand to enable us to attract, recruit and retain talent. We will focus on key priorities including, pay and reward, learning and development, inclusion, HR policies and HR systems.
Why: 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, enabling us to implement proportionate and effective approaches to help make gambling fair, safe and crime free.
And the impact for our stakeholders will be: Highly skilled, engaged and motivated employees will be more impactful in their roles implementing proportionate and effectives regulatory approaches, providing consistent and knowledgeable regulatory oversight of the gambling sector. By continually improving employee engagement and organisational effectiveness we can build trust and confidence with our stakeholders. Our focus on our Employee Value Proposition will enable us to attract, recruit and retain talent. An inclusive culture that values different perspectives and skills will enhance our ability to innovate and adapt to changing regulatory needs.
To enable our people to deliver excellent service we also need efficient, effective processes and systems in place. Whilst our processes and systems serve us well we maintain an approach of continual improvement in this space to ensure we deliver the best service we can with the resources available to us.
We will: Further enhance our communication channels for licensees and potential licensees alike - allowing us to optimise the handling and management of incoming contacts, providing appropriate proactive and reactive support to better achieve compliance at the earliest opportunity.
We will also continue with international engagement activities to share best practice, learnings and tackle common concerns such as illegal gambling.
Why: We have taken learnings from our industry engagement over the over the past 12 months, which has included operator workshops, roundtable discussions, the launch of the Industry Forum, as well as the piloting of a single point of contact for licensees into the Gambling Commission. These have allowed us to better understand what licensees need from us as the regulator, the challenges they face, and build a relationship with them that is much more positive and proactive.
We recognise the need to build strong relationships with fellow gambling regulators and other stakeholders and partners to ensure we can operate effectively in tackling the illegal market – to the benefit of consumers.
As a result: Licensees will receive the support and information they need to approach their license applications or compliance concerns more quickly and know who within the Commission to make contact with and how to do so. This proactive engagement will mitigate the need for additional work down the line, improving efficiency of activities in areas such as application reviews and regulatory returns. In turn the Commission will develop better understanding of queries and their root causes which helps us proactively address issues.
We will have strong international partnerships which allow us to collectively tackle the illegal market in a joined-up way. Through this collaboration, we can share our experiences and also learn from other regulators about trends, opportunities and risks emerging both within their jurisdictions and globally.
And the impact for our stakeholders will be: Licensees and prospective licensees will be better informed about how they can engage with the Commission, with clearer routes for licensing and compliance queries, supporting them to be compliant at the earliest opportunity. For our international partners, they will gain insights into our work, and collective share knowledge which supports effective and productive working relationships to tackle some of the biggest issues affecting the sector – such as illegal gambling. For consumers this will mean better regulation, and less risk of being targeted by the illegal market.
We will: Develop advice to Department for Culture, Media and Sport (DCMS) recommending that the current licence fees are reviewed. Subject to Ministerial and Cabinet Office approval, DCMS will consult on proposals for changes to licence fees.
Why: Licence fees need to be set at a level that enables us to fully recover our costs of regulation, and our advice to DCMS will be informed by our medium-term financial forecasting. We need to ensure that fees are set at an appropriate level for us to recover our regulatory costs beyond the current 2024 to 2027 Corporate Strategy. Any proposals for changes to fees would be subject to consultation, and fees must then be set in legislation by the Secretary of State.
As a result: Subject to Government proceeding to consultation, and any changes to fees being implemented, we will be appropriately funded to continue to deliver our programmes of work beyond the current 3-year Corporate Strategy period.
And the impact for our stakeholders will be: By securing sufficient funding for the future, we will continue to ensure that gambling is safe, fair and free from crime, for the benefit of consumers, the wider public and for licensees. A review of fees will also provide certainty for licensees that our regulatory costs are recovered fairly and proportionately from different sectors of the gambling industry.
We will: Continue to work with DCMS to explore options for changing the legal framework under which licence fees are set, further to the White Paper commitment. This will require a legislative vehicle for Parliament to deliver changes to the fee-setting powers in the Gambling Act 2005. We will work with DCMS towards consulting on the principles that would replace those existing powers.
Why: The current process for reviewing fees relies on the Secretary of State to amend fees periodically via regulations. This leads to an inflexible funding system which creates a mismatch between the current and future demands on the Commission and the resources available to it.
As a result: Government will have workable options to deliver the White Paper commitment. As is the case with other regulators who have the authority to set their own fees, a more agile fee setting system can support effective regulation into the future.
And the impact for our stakeholders will be: We will have a greater ability to protect consumers and the wider public from new and emerging risks to the licensing objectives. This is because, by securing greater flexibility in the fee-setting process, we will be able to respond more quickly to new challenges of market regulation, through better financial resilience. The flexibility to review fees more frequently will also enable us to ensure that the system of cost recovery through fees remains fair for licensees.
Our budget for 2025 to 2026 will support the successful delivery of year 2 of our 3-year strategy.
Our financial framework documents reflect the principles set out within Managing Public Money and to ensure that we comply with accounting standards as set out in HM Treasury’s Financial Reporting Manual (FReM) and our Framework Document with the Department for Culture, Media and Sport (DCMS).
For Gambling regulation, we are budgeting to receive a total income of £28.2 million of which £27.8 million is fees charged to gambling operators. Total expenditure is budgeted at £33.2 million. This is in excess of our income, and as such we will be utilising £5 million from our Reserves.
For the National Lottery, we are budgeting to receive £34.1 million Grant in Aid and budgeted expenditure is £34.1 million.
| Budget (£ millions) | Gambling Regulation | National Lottery | Commission Total |
|---|---|---|---|
| Fee income | 27.8 | 0.0 | 27.8 |
| Grant in Aid income from DCMS | 0.0 | 34.1 | 34.1 |
| Total income | 28.2 | 34.1 | 62.3 |
| Operating expenditure | 33.2 | 34.1 | 67.3 |
| Drawdown from reserves (subject to HM Treasury approval) | 5.0 | 0.0 | 5.0 |
| Sector | Amount (percentage) |
|---|---|
| Betting | 32.1 % |
| Casino | 31.3 % |
| Software | 16.2 % |
| Bingo | 4.1 % |
| Lottery | 6.4 % |
| Machines | 5.4 % |
| Arcades | 4.5 % |
| Remote/non-remote income | Amount (percentage) |
|---|---|
| Remote | 70 % |
| Non-remote | 30 % |