Annual Report and Accounts 2021 to 2022
The Gambling Commission's 2021 to 2022 Annual Report and Accounts.
Improving gambling regulation
Our risk-based and evidence-led approach to regulation continues and we have continued to develop our teams within the Gambling Commission to ensure that we have the right foundations to regulate effectively and ensure high standards are maintained by all operators who are licensed by us.
We continue to set the direction for others in the industry to follow as we work to ensure gambling is safe, fair, free from crime and free from the risks of money laundering.
Despite the ongoing impacts of the Covid-19 pandemic, and the continued fast pace of improvements in technology, we continued our work to improve the regulatory environment throughout the past year.
Our highlights in this area
The following sets out our highlights over the past year for the deliverable of improving gambling regulation.
We submitted our formal advice to the Secretary of State to support the Government’s review of the Gambling Act.
During the year, we made progress towards implementing the recommendations of the National Audit Office’s (NAO) report into gambling, which was published in 2020. We also made significant progress in implementing the recommendations of the Public Accounts Committee and have fed into the formal updates provided by the Government in response to their report on gambling. Some of the recommendations within the reports and those made by the House of Lords Select Committee fall within the scope of the Government’s review of the Gambling Act.
We continued to collect and publish regular data about gambling trends throughout the year as the Covid-19 pandemic continued.
We launched our new website in June 2021 in compliance with new online accessibility legislation. The site, on the user-friendly GOV.UK platform, has seen improved digital services and better signposting for consumers and other stakeholders.
We migrated all our digital transactional services to the cloud and many of our internal applications. We are now in a position where all our significant IT infrastructure is cloud-based and not reliant on a single site.
We significantly reduced the electronic and physical data retained through the implementation of new retention policies.
Ensuring we have a more diverse and effective workplace, reflective of wider society.
Continuing to build our organisational culture to help us remain effective and efficient.
Improving our leadership and management capability through development of competencies and interventions to embed leadership behaviours and accountability.
Our project to automate the personal management licence application process was delayed due to Covid-19 but will be delivered in Summer 2022. We have continued to see the positive impacts from automation of the personal licence maintenance service with reductions in processing time of 50 percent or more and are looking to achieve similar outcomes in the next financial year.
We saw an 85 percent participation in our annual employee survey – with feedback helping to shape our approach and strategy around engaging with colleagues.
Our diversity and inclusion programme has included celebrations and online events for International Women’s Day and Black History Month as we promote an open and inclusive culture where our teams thrive and are empowered to bring their whole self to work.
As part of our consistent response to the challenges Covid-19 presented our colleagues in Birmingham and London, hybrid working has been introduced to ensure a safer more responsive workforce.
Last updated: 31 August 2022
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