Report
Annual report and accounts 2024 to 2025
The Gambling Commission's 2024 to 2025 annual report and accounts. For the period 1 April 2024 to 31 March 2025.
Contents
- Foreword
- Performance report
- Accountability report
- Financial statements
- Notes on the accounts
-
- Statement of accounting policies
- Statement of operating costs by operating segment
- Expenditure
- Income cash receipts
- Property, plant and equipment
- Right of use assets
- Intangible assets
- Financial instruments
- Cash and cash equivalents
- Trade and other receivables
- Trade and other payables
- Provisions and charges
- Retirement benefit obligations
- Lease liabilities
- Contingent liabilities disclosed under IAS 37
- Related party transactions
- Amounts of income to the Consolidated Fund
- Events after the reporting period
- Appendices
Employment statistics for 2024 to 2025 (as at 31 March 2025)
Department Split Summary
| Organisational area | As at 31 March 2025 Number of employees | As at 31 March 2024 Number of employees |
|---|---|---|
| National Lottery | 31 | 29 |
| Regulatory delivery operations | 154 | 125 |
| Enabling services | 231 | 219 |
| Total | 416 | 373 |
Total employment by contract type
| Contract type | As at 31 March 2025 Number of employees | As at 31 March 2024 Number of employees |
|---|---|---|
| Fixed term employees | 41 | 38 |
| Permanent employees | 375 | 335 |
| Total | 416 | 373 |
Diversity - Disability
| Diversity type | As at 31 March 2025 Number of employees |
As at 31 March 2025 Number of employees |
|---|---|---|
| Employees with a disability as defined under the Equality Act 2010 | 37 | 31 |
| Employees without a disability as defined under the Equality Act 2010 | 379 | 342 |
| Total | 416 | 373 |
Employees by Department
| Department | As at 31 March 2025 Number of employees | As at 31 March 2024 Number of employees |
|---|---|---|
| Third National Lottery Licence | 1 | 2 |
| Fourth National Lottery Licence | 19 | 10 |
| Fourth National Lottery Competition | 8 | 17 |
| Compliance and Licensing | 88 | 67 |
| Enforcement, Intelligence, Sports Betting Intelligence (SBI) and Anti-Money Laundering (AML) | 50 | 48 |
| Communications and Engagement | 29 | 26 |
| Finance, Legal, People Services and Project Management Office (PMO) | 62 | 61 |
| Digital, Technology and Facilities | 48 | 37 |
| Executive | 11 | 11 |
| Governance and Information Management | 32 | 31 |
| Research and Policy | 54 | 50 |
| Strategy | 14 | 13 |
| Total | 416 | 373 |
Policies for Disabled People
We display the “Disability Confident” kite mark and “Happy to talk flexible working” to send a clear signal that our organisation welcomes applications from everyone and is an inclusive employer. We are happy to offer flexible working options across the Gambling Commission and always ask at interview what people are looking for and try to accommodate where possible.
At interview stage we offer reasonable adjustments to ensure equal opportunity for all applicants to share their competencies. Every new starter receives an office and technology orientation, as well as a face-to-face Display Screen Equipment (DSE) assessment and a Health and Safety training session within the first few days of joining. This allows us to ensure that colleagues can work safely, comfortably, and where any reasonable adjustments may be required, ensure that these are addressed.
Our website is fully accessible thanks to the redesign work led by our Digital team, who are ambassadors for accessibility and have delivered awareness training and development support to all colleagues during the past 18 months.
Diversity - Ethnic origin
| Ethnic Origin Type | As at 31 March 2025 Number of employees |
As at 31 March 2024 Number of employees |
|---|---|---|
| Asian or Asian British – Indian | 29 | 24 |
| Asian or Asian British – Other | 5 | 1 |
| Asian or Asian British – Pakistani | 12 | 11 |
| Black or Black British – African | 15 | 11 |
| Black or Black British – Caribbean | 6 | 6 |
| Black or Black British – Other | 1 | 0 |
| Mixed – White and Asian | 3 | 4 |
| Mixed – White and Black Caribbean | 6 | 4 |
| Mixed – Other | 3 | 0 |
| Not disclosed | 0 | 8 |
| Other Ethnic Background | 2 | 8 |
| Other Mixed Background | 3 | 3 |
| Other White Background | 8 | 6 |
| White British | 294 | 261 |
| White Irish | 6 | 5 |
| Prefer not to say | 23 | 21 |
| Total | 416 | 373 |
Diversity – Age
| Age range | As at 31 March 2025 Number of employees |
As at 31 March 2024 Number of employees |
|---|---|---|
| 25 and under | 13 | 12 |
| 26 to 34 | 94 | 85 |
| 35 to 44 | 133 | 124 |
| 45 to 54 | 115 | 104 |
| 55 and over | 61 | 48 |
| Total | 416 | 373 |
Diversity - Gender
| 2024 to 2025 (As at 31 March 2025) | ||||
|---|---|---|---|---|
| Gender | Directors | Senior Management | Other employees | Total |
| Female | 7 | 8 | 202 | 217 |
| Male | 4 | 9 | 186 | 199 |
| Total | 11 | 17 | 388 | 416 |
| 2024 to 3025 (As at 31 March 2025) | ||||
|---|---|---|---|---|
| Gender | Directors | Senior Management | Other employees | Total |
| Female | 7 | 10 | 173 | 190 |
| Male | 4 | 9 | 170 | 183 |
| Total | 11 | 19 | 343 | 373 |
We are committed to promoting Equality, Diversity, and Inclusion (EDI) throughout the organisation. We are proud of the action we are taking to support EDI and well-being both through our recruitment processes and internal policies to support our ethos of creating a diverse culture.
Sickness rates
| 2024 to 2025 Percentage of working days lost |
2023 to 2024 Percentage of working days lost |
|
|---|---|---|
| Quarter 1 | 2.24% | 2.59% |
| Quarter 2 | 2.33% | 2.55% |
| Quarter 3 | 2.93% | 2.52% |
| Quarter 4 | 2.65% | 2.53% |
| Total | 2.55% | 2.51% |
During the year, the average proportion of working days lost to sickness was 2.55 percent (2023 to 2024, 2.51 percent). Our occupational health and employee assistance partners provide us with ongoing support for colleagues and management alike.
Staff turnover percentage
As of 31 March 2025, the staff turnover percentage at the Commission was 7.32 percent (15.09 percent as at 31 March 2024). We will continue to report this figure in future years in line with Cabinet Office guidance.
Employee Engagement Survey:
Each November, the Commission takes part in an employee survey conducted by Great Place to Work® UK. This survey provides valuable insights into the experiences and views of our staff, helping us to support our ongoing growth, celebrate our achievements, and identify new opportunities for improvement.
In November 2024, our Trust Index score rose to 74 percent, up from 72 percent in November 2023. Following last year’s survey, the Commission has already implemented several positive changes, including a refresh of our Learning Zone platform and enhancements to our office environment.
Trade union facility time
The Trade Union (Facility Time Publication Requirements) Regulations 2017 came into force on 1 April 2017. These regulations place a legislative requirement on relevant public sector employers to collate and publish, on an annual basis, a range of data on the amount and cost of facility time within their organisation.
Relevant union officials
During 2024 to 2025, there were 8.14 full time equivalent employees who were relevant union officials. In 2023 to 2024 there were 7.94 full-time equivalent union officials.
Percentage of time spent on facility time
| As at 31 March 2025 | As at 31 March 2024 | |
|---|---|---|
| Percentage | Number of employees | Number of employees |
| 0% | 0 | 0 |
| 1% to 50% | 9 | 9 |
| 51% to 90% | 0 | 0 | 100% | 0 | 0 |
Percentage of pay bill spent on facility time
| As at 31 March 2025£’000 | As at 31 March 2024£’000 | |
|---|---|---|
| Total cost of facility time | 8 | 5 |
| Total pay bill | 28,200 | 24,001 |
The percentage of the total pay bill spent on facility time was 0.03 percent in 2024 to 2025 and (0.02 percent 2023 to 2024).
Our aim is to build a diverse and inclusive workplace, and the following figure illustrates our achievements during 2024 to 2025 to achieving that goal.
FIGURE - page 105 (110)
Colleague engagement
Overall colleague engagement is currently 74 percent which has continued to improve since 2021 (56 percent). The Commission has been certified as a Great Place to Work and achieved UK Best Workplace recognition during 2022, reflecting on the positive action being taken to provide colleagues with a positive and rewarding work experience. Our priorities during 2024 include Leadership, Strategy and investing in Careers and Development.
Health and safety
The Commission recognises our legal requirements under the Health and Safety at Work Act 1974. We consistently ensure as far as reasonably practicable that we meet all legal requirements that are expressed within the Act and the many Approved Codes of Practice associated with it. There have been no accidents to be reported to the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations (RIDDOR) in the last 12 months.
Employee well-being
We care about the health and well-being of our colleagues. Our leadership communications convey genuine sentiment that colleagues’ health and well-being is of primary importance. These messages set the tone for our well-being culture and filter down through line managers and across colleagues.
Our colleagues recognise and value our well-being-focused culture which was evidenced in the latest annual colleague survey.
We provide a wide range of services and access to support which include an Employee Assistance Programme and access to free counselling, Mental Health First Aiders, monthly ‘no meeting day’ in the calendar for all colleagues, flexible working policies, Occupational Health support, a Dignity at Work Helpline and Menopause advocates.
We have created a Domestic Abuse and/or Violence toolkit offering guidance to support our line managers, which has enabled them to recognise warning signs, as well as facilitate conversations.
Hybrid working
As a result of listening to colleagues’ voices, through the pulse survey and the various forums, our Executive Team decided to retain hybrid working and, to support the department heads, published a set of Hybrid Working Principles to facilitate this, which empowered and enabled each department to determine the hybrid working arrangements that met their needs. Informal feedback across the Commission concludes that hybrid working practices continue to be a huge benefit to colleagues in terms of financial and well-being impacts.
Last updated: 15 October 2025
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