Report
Annual Report and Accounts 2022 to 2023
The Gambling Commission's 2022 to 2023 Annual Report and Accounts. For the period 1 April 2022 to 31 March 2023.
Key deliverables
In this section of our 2022 to 2023 Annual Report and Accounts, we reflect on the work and key deliverables we have tackled in the second year of our Corporate Strategy to ensure consumers are protected and Great Britain’s gambling market is regulated fairly and effectively.
We published our Interim Business Plan and Budget for the 2022 to 2023 financial year which identified 60 different deliverable activities.
At the time of publication, we stated that the plan would be refreshed at the mid-year point to allow us to understand any additional work and priorities that needed to be built into the plan and budget should the Gambling Act Review White Paper (opens in new tab) be published. It also gave us the opportunity to review the original list of deliverables that were identified at the beginning of the year and clarify objectives. As a result, a number of the original 60 deliverables were integrated into our Business As Usual (BAU) work, reprioritised or incorporated into other activities. At the mid-year point the number of separate deliverables reduced to 48 activities.
Of these 48 (see Annex A of this report) deliverables, 13 have been fully delivered, 4 have been superseded or subsumed into other work and 1 has been missed and will be reviewed as part of the development of our data strategy work in 2023 to 2024.
The remaining 30 deliverables have all been progressed throughout the business year, however, as a result of a number forming part of multi-year activity as well as external challenges, including but not limited to the delay in the publication of the White Paper and legal challenges to the award of the Fourth National Lottery licence, this has meant that they have not been fully delivered in year. Instead, they will continue into the 2023 to 2024 financial year and have been included in our Business Plan and Budget 2023 to 2024 as deliverables within the next year.
The following table summarises the mix of deliverables under our strategic priorities which are underpinned by a variety of initiatives.
Tracking of key deliverables
| Strategic objective | Completed | Replanned | Superseded | Missed | Total |
|---|---|---|---|---|---|
| Protecting children and vulnerable people from being harmed by gambling | 4 | 10 | 2 | 0 | 16 |
| A fairer market and more informed consumers | 1 | 1 | 0 | 0 | 2 |
| Keeping crime out of gambling | 0 | 3 | 0 | 0 | 3 |
| Optimise returns to good causes from The National Lottery | 0 | 3 | 1 | 0 | 4 |
| Improving gambling regulation | 8 | 13 | 1 | 1 | 23 |
| Totals | 13 | 30 | 4 | 1 | 48 |
| Total as percentage | 27% | 63% | 8% | 2% | 100% |
We must, however, recognise that deliverable work forms only a small part of the activity and output of the Gambling Commission and that it is our core regulatory activity (BAU) that informs the large majority of what we do.
Key core regulatory activity outputs
Key core regulatory activity outputs include:
- processed 4,338 licensing applications (operator and personal licences)
- carried out and concluded 74 gambling operator compliance assessments
- completed 52 regulatory investigations
- our Contact Centre responded to 11,077 emails and 7,876 telephone calls
- published consultations on suicide reporting, extension of GamStop, and payment services
- delivered the Commission’s first ever evidence and data conference
- held our first in person staff conference post-coronavirus (COVID-19), Leaders Live
- gained Great Place to Work and UK Best Workplace accreditations
- delivered enhanced and accessible digital services and signposting
- continued work on the delivery of the 4NL Programme and began the Implementation Review.
Last updated: 8 August 2024
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