22Sep

DCMS publishes correction to online slots consultation

22nd September 2023 Adam Russell 230

On 20 September 2023, the Department for Culture, Media and Sport (“DCMS”) published a correction note in respect of its open consultation on the imposition of a maximum stake limit for online slots games.

Correction note

DCMS have made a correction to Chapter 5 of the original consultation document, within which it was incorrectly reported that, according to the Public Health England Gambling-related harms evidence review, problem gambling rates are highest in the 16 to 24 age group (at 1.5%). However, 1.5% is in fact the problem gambling rate for men in that age group, rather than all respondents. In actuality, the rate for all respondents in the 16 to 24 age group is 0.8%. According to the Health Survey for England 2018, the problem gambling rate in the 16 to 24 age category is 1.0% – which was the highest of any age group.

The timing of this correction is interesting, particularly given the open letter published by the Gambling Commission’s CEO, Andrew Rhodes, in August 2023, in which Mr Rhodes raised concerns about the misuse of gambling statistics. The accurate use of data, it seems, is becoming increasingly important for all stakeholders.

Extension to deadline for submission of responses

The original deadline for submission was 20 September 2023 at 11:55pm. In view of the correction made to Chapter 5, DCMS have extended the original deadline by two weeks, to 4 October 2023 at 11:55am. This is to “give respondents time to consider the correction and respond on this basis”.

Next steps

DCMS have advised that any respondents who wish to resubmit should email [email protected] to do so.

Please get in touch with us if you would like to discuss this matter further or require our assistance preparing a response.

22Sep

White Paper Series: Regulatory Panel changes – Fair or unfair?

22nd September 2023 Bahar Alaeddini 222

In this blog, we consider the Gambling Commission’s most recent proposals to the Regulatory Panel.

It will not come as a surprise to readers that, as gambling lawyers, we have serious concerns about the proposals to:

use Adjudicators with only a minimum of five years’ post qualification experience (“PQE”); and
change the default from oral hearings to paper-based decisions subject to a fairness test.

Regulatory Panel and its importance

The Regulatory Panel provides an important opportunity for applicants and licensees to attend an oral hearing to challenge decisions made by Gambling Commission staff. It is the only avenue of recourse, outside the expensive options of the First-tier Tribunal and judicial review, when the Gambling Commission is going against you. Whilst we accept it is still, in fact, the Gambling Commission, it is an important accountability mechanism for Gambling Commission employees making decisions under delegated powers. This narrow and non-independent avenue of recourse should not be further eroded.

2020 consultation

On 18 May 2020, the Gambling Commission announced planned changes to its Regulatory Panel, which included: (1) the recruitment and appointment of legally-qualified Adjudicators, solely for the purpose of sitting on the Regulatory Panel with the “presumption” they will also provide legal advice; and (2) reconstituting the quorum as follows: (a) for operating licences: one Commissioner and one Adjudicator; and (b) for personal licences: one Adjudicator.

At the time, we were so concerned by the proposals and that the duty to act fairly was being compromised that we submitted a response to the 2020 consultation and shared it on our blog to assist others in preparing responses.

More than 14 months later, on 21 July 2021, the Gambling Commission published its consultation response which summarised the 22 written responses received from gambling operators, trade associations and others, including Harris Hagan. As explained in our August 2021 blog, The overwhelming majority of respondents disagreed with each of the Gambling Commission’s proposals, with a key concern being that “the independence and impartiality of the Panel would be adversely affected by the proposal to use adjudicators” as outlined in my May 2020 blog.

2023 consultation

The two main proposed changes are:

Quorum and composition

The Regulatory Panel will no longer comprise up to two to three Commissioners, advised by an independent legal adviser. Instead, it will be chaired by a legally qualified Adjudicator sitting alongside one Commissioner and one senior Gambling Commission employee. The Adjudicator would sit alone on case management matters and personal licensing cases.

The main reasons for the proposed change are to improve availability, improve governance and accountability and provide an enhanced skillset for decision making.

Our main concerns are:

Adjudicators will, as proposed in 2020, be employed by the Gambling Commission. In a small feat of victory, we note from the draft Governance Framework (published this time as part of the consultation) the Gambling Commission has acknowledged some of our previous concerns by indicating that Adjudicators’ will be home-based and appraisals will be run by a Commissioner.

Adjudicators will only need a minimum of five years’ PQE. The idea that someone with potentially as little as five years’ PQE would be adjudicating on a £20m fine, suspension or revocation of a licence is frightening. Where is the Gambling Commission’s evidence to support that five years’ PQE is appropriate? How is this a sufficient level of experience, bearing in mind they are likely to have absolutely no experience of gambling and, given their lack of seniority, very minimal experience making unsupervised decisions?

Unlike the 2020 consultation which failed to specifically mention other adjudication frameworks, this time, the Gambling Commission has made fleeting mention to the General Medical Council (regulates medical doctors), Ofqual (regulates qualifications, examinations and assessments) and Solicitors’ Regulation Authority (regulates law firms and solicitors) to support the move to a mixed model of decision-making. We remain wholly unconvinced by the Gambling Commission’s rationale. There are about 90 statutory regulators in the UK and yet the consultation includes no details, or evaluation, of the different models of adjudication and relative advantages and disadvantages (including appeal rates) of each model. Nor is there any reference to the determining factors for the chosen mixed model or the appropriateness of application to the regulation of commercial gambling. As with the 2020 consultation, we are left to assume this is deliberate given many of the other models appear impartial, independent and robust. By way of example, approximately half of the Financial Conduct Authority’s Regulatory Decisions Committee’s 18 members come from finance or financial services backgrounds. The other half have esteemed legal, governance, policy or academic backgrounds. Independence is further emphasised by the FCA handbook stipulation that: (i) none of the members are employees; and (ii) the committee has its own legal advisers and support staff.

The Principles of inspection and enforcement, as set out in Philip Hampton’s Reducing administrative burdens: effective inspection and enforcement report state: “egulators should be accountable for the efficiency and effectiveness of their activities, while remaining independent in the decisions they take setting out a number of core principles of effective regulation – the standard against which all regulators’ performance should be judged.” At a minimum, the Gambling Commission must publish its research into each adjudication model and its evaluation criteria for monitoring the “efficiency and effectiveness” of each model, together with the impact on applicants/licensees.

There is no mention of a trial period of using Adjudicators.

Default of paper decisions

Another proposal is to change the default from oral hearings to paper-based decisions. An oral hearing can be requested by the applicant/licensee; alternatively, the Panel itself may decide it is “required” – using a test of “fairness”, for example, where there are “material and significant disputes of fact”.

The main reasons for this proposed change are to reduce the burden on applicants/licensees particularly where they have unrepresented and find it difficult to navigate, and to increase the promptness of decision making.

Our main concern is that applicants and licensees will be denied the opportunity to bring their arguments to life. What is the test of fairness and why do we need one?

The requirements of fairness are flexible and fact specific. Legal history places huge importance on oral argument and, in our view, with good reason. Over 20 years ago, Lord Justice Laws recognised “oral argument is perhaps the most powerful force there is, in our legal process, to promote a change of mind.” Further, in R (H) v Secretary of State for Justice EWHC 2590 (Admin), Cranston J summarised the legal position in respect of oral hearings as follows:

Procedural fairness sometimes demands an oral hearing. There can be greater confidence with an oral hearing that the relevant standards have been properly applied and that the facts on which the decision is based are accurate. The oral hearing also gives the person affected by the decision the opportunity to tailor the arguments to the concerns of the decision maker.

Another concern is the matter of mutual respect for the Gambling Commission and the applicant/licensee with the latter’s perception of the process being central, as acknowledged in Osborn v Parole Board UKSC 61, in which Lord Reid referred to the principle that:

…justice is intuitively understood to require a procedure which pays due respect to persons whose rights are significantly affected by decisions taken in the exercise of administrative or judicial functions. Respect entails that such persons ought to be able to participate in the procedure by which the decision is made, provided they have something to say which is relevant to the decision to be taken.

We feel strongly that the Gambling Commission’s proposals do not conform to the necessary standards of fairness. The proposed barrier should therefore be removed, and the policy should simply say that an oral hearing can be chosen on request. This will address the Gambling Commission’s main reason for the proposed change whilst still enabling those who want one, a fair hearing.

The consultation cites the stress that the unrepresented applicants/licensees experience in attending hearings as a reason for changing the default to paper decisions. However, there is no mention of how many of the 12 requests, to the Regulatory Panel, last year were unrepresented. The Consultation is silent (no doubt, intentionally) on the introduction of a policy dealing with unrepresented parties.

Concluding thoughts

It is undeniable that the Gambling Commission is a very powerful regulator. How many other UK regulatory authorities can impose limitless fines, commence criminal proceedings and decide to close multi-million pound businesses?

It appears that the Gambling Commission’s primary focus is to cut costs. Inevitably, good decisions will not be made in the public interest, nor will those decisions be made following a fair process. The new proposals will have a far bigger negative impact than announced changes in 2021, which will be implemented at the same time (as amended). The only possible – dim – glimmer of hope is that decisions will or should be quicker. However, if those decisions are of poor quality and unfair, it means that they will be more routinely appealed to the First-tier Tribunal, which will be lengthy, uncertain and expensive. Therefore, any possible benefit gained from quicker decisions will be more than outweighed by the drawbacks.

If we look at the regulatory landscape, the Gambling Commission is proposing to make these significant changes at the same time as it is escalating fines and sanctions.

Effective regulation requires effective accountability, and it seems to us that the Gambling Commission is removing a weakening mechanism which holds the regulator to account for its own policies and procedures and the law.

In conclusion, and repeating the final words from my May 2020 blog, the proposed changes do not offer a practical vision for adjudication that is consistent with good regulatory and legal practice. There is nothing to suggest that fairness has been a consideration. The only consideration appears to be about saving cost, time for the Gambling Commission and Commissioners, and speeding up the process. In doing so, the duty to act fairly has been compromised.

Respond to the consultation

We strongly encourage industry and its stakeholders to respond to the consultation, which closes on 18 October 2023.

22Sep

White Paper Series: Defining the Future VIXIO Webinar

22nd September 2023 Harris Hagan 221

On 15 September 2023, Bahar Alaeddini appeared as a panellist on a VIXIO Regulatory Intelligence (formerly GamblingCompliance) webinar titled “UK White Paper: Defining the Future” together with Tim Miller from the Gambling Commission, Sarah Fox from the Department for Culture, Media and Sport and Dan Waugh from Regulus Partners. The panellists had an insightful and lively discussion about some of the proposals in the recent wave of consultations and next steps:

24Aug

White Paper Series: Time to think – Gambling Commission consultation on land-based age verification measures

24th August 2023 Chris Biggs 234

On 26 July 2023, the Gambling Commission opened its first consultation (the “Consultation”) following the White Paper. This included proposals to strengthen age verification in land-based premises, which we consider in this blog.

In recent White Paper Series blogs, we discussed other proposals in the Consultation including changes to game design, personal management licences and direct marketing. We strongly encourage the industry to respond to the Consultation.

Background

Test purchasing, the hiring of seemingly underage customers to attempt to buy or participate in age-restricted items or services, is a well-known measurement tool for compliance in the land-based sector. It has been a requirement since 2015 for most non-remote licensees to ensure their policies and procedures designed to prevent underage gambling are effective by undertaking test purchasing. The requirement (as set out under social responsibility code provision (“SRCP”) 3.2) encompasses all casinos, betting premises, adult gaming centres (“AGCs”), licensed family entertainment centres (“FECs”) and bingo premises that fall within fee category C or higher. In other words, smaller operators (in fee category A or B) are currently exempt.

The Government was clear in the White Paper that it was concerned about poor test purchasing pass rates for some gambling premises. Noting the poor test purchasing results for on-course bookmakers and alcohol licensed premises in particular, the Government emphasised:

“We challenge these industries to take further measures to urgently improve age verification measures, including by obtaining commercial verification of increased pass rates. We will continue to monitor industry’s progress on this issue and will legislate to make provisions within the Gambling Commission’s code of practice for alcohol licensed premises binding when Parliamentary time allows.”

The Gambling Commission’s most recent comparative data on the test purchasing performance of licensed gambling venues highlights the following pass rates:

Casino: 98%
Betting: 87%
Bingo: 83%
AGCs: 80%

Whilst these pass rates compare well to pass rates in the liquor industry, the exemption for smaller operators leads to “an incomplete picture of risk from underage gambling in those premises.” To “strengthen age verification testing and assurance in premises”, the Consultation proposes to extend AV requirements to small operators so that it applies to all licensees, which is very much supported by Government.

Consultation proposals

Issue 1: Test purchasing by all licensees

The Gambling Commission acknowledges that the gambling sector is performing well at testing purchasing as a whole, but notes that “he risks to children who play underage do not differ depending on the size of the licensee.”

Due to the exemption for licensees in fee categories A and B, approximately 20% of premises are not covered by test purchasing requirements (although the Gambling Commission notes that some operators in these fee categories will participate in test purchasing through trade body membership). The Gambling Commission states that less than 20% of category A licensees and less than 50% of category B licensees had submitted test purchasing results by the requested deadline for 2022-23.

The Gambling Commission considers the “relatively low” cost of testing (can be well under £50) is a reasonable expense in a sector where licensees’ products are age restricted. Therefore, and with the above data in mind, the Gambling Commission is spurred to rectify the “‘gap’ in this picture of risk” and remove the test purchasing exemption within the LCCP for the non-remote licensees in fee categories A and B.

Issue 2: Replacing Think 21 with Think 25 as good practice for non-remote licensees

In addition to strengthening the test purchasing requirements, the Gambling Commission is considering updating the ordinary code provisions (“OCP”) for all non-remote casino, AGC, bingo and FEC and betting licensees to replace Think 21 with Think 25. This would reflect the Challenge 25 retailing strategy introduced by the Retail of Alcohol Standards Group to encourage anyone who is over the age of 18 but looks under 25 to carry acceptable ID if they wish to purchase alcohol. The Gambling Commission previously consulted on replacing Think 21 with Think 25 in 2015, noting the retention of Think 21 was dependent on the industry “continuing to deliver improvements in their ability prevent access to gambling by children and young persons…”

Primarily, the Gambling Commission’s current concerns stem from data indicating that 18% of AGCs and 16% of bingo premises did not challenge age verification test purchasers at any point (although it should be noted the Gambling Commission does not point directly to a specific dataset or figure in the Consultation). The Consultation also acknowledges calls from both industry and campaign groups to introduce Think 25 as standard for all gambling in premises, noting the position was shared by the Advisory Board for Safer Gambling in its 2018 report and echoed by the Government in the White Paper.

Issue 3: Improving the effectiveness of age verification in premises that are not directly supervised

Lastly, the Gambling Commission is seeking industry views and evidence on how licensees ensure their age verification procedures and controls are effective in premises that may not be directly supervised, such as AGCs in service stations.

Responding to the Consultation

The Consultation is open for 12 weeks, until 18 October 2023. Responses can be submitted through the Gambling Commission’s online survey, or sent by post to the Policy Team at the following address: Gambling Commission, 4th Floor, Victoria Square House, Birmingham, B2 4BP. Additionally, the Gambling Commission remains open to direct engagement with stakeholders during this period through existing meetings, networks and fora.

We strongly encourage all licensees and stakeholders to consider the impact of the Gambling Commission’s proposals at Issues 1 and 2, and to make evidence-based submissions for all three issues.

Please get in touch with us if you would like assistance with preparing a response to the Consultation or the DCMS consultations.

18Aug

White Paper Series: Gambling Commission’s remote game design proposals – simply following suit?

18th August 2023 Jessica Wilson 226

On 26 July 2023, the Gambling Commission’s opened its first consultation (the “Consultation”) following the White Paper. This included proposals to amend the Remote Gambling and Software Technical Standards (“RTS”) “to reduce the speed and intensity of on online products while making them fairer and increasing consumer understanding about game play”. In the White Paper, Government concluded that products other than slots should be considered to create wider design codes and safer product design standards for other online products. In this blog, we summarise the proposals.

The Gambling Commission last made changes to the RTS in October 2021 when it introduced design requirements for online slots products, including limitations on speed of play, auto-play and the illusion of false wins. In June 2023, the Gambling Commission published a report assessing the impact of those changes, noting that they have “reduced play intensity…and not resulted in harmful unintended consequences”. Tim Miller, Director for Policy and Research, noted that whilst the results are positive, “we aren’t complacent and will continue to monitor this specific part of the sector for both any unintended circumstances, or non-compliance.”

The Gambling Commission made it clear in its response to its consultation regarding slots game design that those changes were “just one step in reducing the risk of harm”. Given the positive outcome from the October 2021 design changes for slots, it is not surprising that requirements for other products are likely to follow suit.

Summary of Gambling Commission proposals:

Proposal 1: Player-led “spin stop” features. Removing features which can speed up play to reduce the harm experienced by consumers who are gambling particularly quickly or intensely

Impact: Amendment of RTS requirement 14E – The gambling system must not permit a customer to reduce the time until the result is presented.

Applies to: all gambling (not just slots).

Proposal 2: 5 second minimum game speed

Impact: New RTS requirement 14G – It must be a minimum of 5 seconds from the time a game is started until the next game cycle can be commenced. It must always be necessary to release and then depress the start button or take equivalent action to commence a game cycle.

Applies to: all casino games (excluding peer to peer poker and slots)

Proposal 3: Prohibition on autoplay extended to all online products

Impact: Replacement of current RTS8. New RTS8 – The gambling system must require a customer to commit to each game cycle individually.

Applies to:all gaming.

Proposal 4: Prohibition of features which may give the illusion of “false wins” extended to all casino products

Impact: Amendment to RTS requirement 14F – The gambling system must not celebrate a return which is less than or equal to the total stake gambled.

Applies to: all casino games (not just slots).

Proposal 5: Prohibition on operators offering the ability to play multiple products simultaneously

Impact: amendment to RTS requirement 14C – The gambling system must not offer functionality which facilitates playing multiple games or products at the same time.

Applies to: gaming (including bingo) and betting on virtual events (not just slots).

Proposal 6: Extending requirement to display elapsed time and net spend

Impact 1: amendment to RTS requirement 13C – The elapsed time should be displayed for the duration of the gaming session.

Impact 2: amendment to RTS requirement 2E – All gaming sessions must clearly display a customer’s net position, in the currency of their account or product since the session started.

Applies to: casino (excluding peer to peer poker) (not just slots).

Proposal 7: Technical update to RTS security requirements to reflect the 2022 update to ISO 27001

Impact 1: the addition of 11 new controls in line with the 2022 update.

Impact 2: the addition of ISO27001 2022 standard section 5.23 regarding information security for use of cloud services as an RTS requirement for security audits.

Applies to: remote operating licensees (excluding betting intermediary) and non-remote gaming machine technical and gambling software operating licensees.

As anticipated, the majority of the proposals aim to align the requirements currently in place for slots with other online gambling products. Given the positive impact of the October 2021 changes, and the important harm minimisation effects, it is unsurprising that the Gambling Commission is taking this approach.

However, we note the Gambling Commission is mindful of the fact that certain online gambling products have different features to slots, and therefore certain RTS requirements cannot have a blanket application across all online products. For example, the Gambling Commission has noted that the majority of games it sampled (including online roulette, blackjack, and live versions of games) have a slower minimum game speed than the 2.5 second restriction applied to slots products. Proposal 2 (to introduce a 5 second minimum game speed) is therefore more reasonable and appropriate than simply extending the current restriction for slots to other products.

Further, in respect of Proposal 6 (display of elapsed time and net spend), the Gambling Commission notes that this should not be a requirement for peer to peer poker as, whilst time spent gambling is a risk factor, poker does not require a customer to be staking every hand to participate, unlike other casino games. The Gambling Commission itself notes that it is “mindful of imposing unnecessary regulatory burden” and we welcome this considered and reasonable approach.

Respond to the consultation

The Gambling Commission is accepting responses until 18 October 2023. We strongly encourage gambling businesses to respond to the Consultation.

Please let us know should you require any assistance preparing a response.

11Aug

White Paper Series: Transforming corporate culture by “driving personal accountability and responsibility” for lookers-on seeing most of the game?

11th August 2023 Bahar Alaeddini 242

The White Paper included a fleeting mention of extending the requirement to hold a personal management licence (“PML”). In the recent first wave of consultations, the Gambling Commission recently announced plans to change licence condition 1.2.1 to “clarify and extend the roles” that trigger a requirement to hold a PML. The goal is “ personal accountability and responsibility”, allowing the Gambling Commission to “take necessary action against individual (personal) licensees when failures are found.” The key proposed changes are to extend the requirement to hold a PML to a licensee’s Board Chair and, on a case-by-case basis, to CEOs and directors of “parent companies or subsidiaries in the group”. In this blog, we consider the current requirements, the proposals and what they mean. Before we do so, we pause to consider the correlation with corporate culture.

Corporate culture

These proposals come at a time when regulatory uncertainties in the British market remain a daily challenge for gambling businesses, their Boards, their PMLs and their other key decision-makers. Every decision must be underpinned by the licensing objectives if it is to minimise harm and help ensure the success and sustainability of the industry we cherish. There is no one-size-fits-all approach, but business leaders undoubtedly play the most important role in building a strong foundation and effective corporate culture that protects the most important asset – a gambling licence. It is corporate culture that tends to be the key driver of conduct and deficient culture which results in poor standards of behaviour.

Corporate culture is not mentioned in the White Paper or consultation, but we think both DCMS and the Gambling Commission would agree that it is inextricably linked with personal responsibility and accountability.

What is culture?

Culture is a set of behaviours and mindsets that characterise a business. As we know from our client experience, whilst there are commonalities, the culture of every gambling business is individual.

Why is it important?

Business leaders are generally expected to manage the drivers of behaviour to create and maintain culture. Designing a good culture is obviously easier than implementing and embedding the culture, particularly in large multinationals with hundreds or thousands of employees. In sophisticated regulated industries, the regulator is also considered to play an important role given its central position, unique viewpoint and often a desire to drive change. However, trust in the Gambling Commission is low and seemingly not many gambling stakeholders place much trust in the Gambling Commission’s own culture. The Gambling Commission was however named last year as one of the UK’s Best Workplaces, so maybe we can expect to see improvement soon.

Financial services

The Financial Conduct Authority has been very alive to the topic of transformational culture, since at least 2015, seemingly working collaboratively with financial services, having identified culture as the key cause of harm in firms:

“We are working to promote healthy cultures across the industry. Firms’ cultures have been a major root cause of conduct failures, and our work supporting firms in delivering real and sustainable culture transformations will help prevent harm caused by inappropriate behaviours.”

The Financial Conduct Authority has a Culture and governance webpage dedicated to this topic, including publication of a discussion paper and hosting a conference dedicated to transforming culture, in 2018:

“The success of our work depends not only on the involvement of firms and their leaders but everyone with an interest in transforming financial services culture for the better. Our work so far includes how we are transforming culture by improving the accountability of individuals in financial services, including leaders, by extending the Senior Managers and Certification Regime (SM&CR) to all authorised firms.”

SM&CR was initially introduced, in 2016, following the global financial crisis in 2007-2008 and Libor scandal in 2012 following concerns that the regulatory system did not have sufficient focus on individual accountability. The regime’s core aim is to instil “a culture of compliance and good behaviour within firms, rather than being a reactive regime that relies on regulatory enforcement action.” Although certain aspects of SM&CR are currently subject to Government consultation, with the response awaited, there is widespread support for the regime amongst industry and regulator. Over 90% of respondents to UK Finance agreed that the regime had brought about meaningful change for the better and many firms expressed the view it was “having an impact on the mindset of senior managers, with a stronger tone and ownership from the top.” It is therefore difficult to see any major drawback from the Gambling Commission’s proposals, other than self-preservation for the person holding a PML. As a PML is personal to the individual he/she could have their PML reviewed, potentially affecting their future employability in the gambling or another regulated industry.

Who needs a PML currently?

Under licence condition 1.2.1, any person responsible for a “specified management office” must hold a PML. The purpose of this requirement is to ensure individuals with certain responsibility are suitable, which is checked every 5 years (not, “renewed” as the Gambling Commission incorrectly states because PMLs are indefinite in duration!).

“Management office” is defined in section 80(5) of the Gambling Act 2005 as:

the “office of director” (where the licensee is a company); and
any position where the appointment terms require the person “to take or share responsibility for”:
“the conduct of a person who performs an operational function in connection with a licensed activity”; or
“facilitating or ensuring compliance with terms or conditions of the operating licence”.

What are the proposed changes?

The Gambling Commission proposes to:

make clear that the person responsible for “overall management and direction of the licensee’s business or affairs” (which triggers a PML requirement) “is likely to be the CEO, MD or equivalent”;
require the person “chairing the Board (where the licensee has such a body)” to hold a PML (note: this does not mean you need to appoint a Chair and it specifically refers to the licensee rather than a parent company);
make it clearer that those responsible for AML and CTF, including the Money Laundering Reporting Officer and Nominated Officer, need to hold a PML; and
assess, on a case-by-case basis, whether CEOs and directors of “parent companies or subsidiaries in the group” need to hold PMLs too.

Why is it changing?

The consultation is very clear on this; the Gambling Commission is “concerned” by the number of enforcement cases and repeated failures by the same licensee:

“In cases over the last five years, eleven licensees have been subject to enforcement action multiple times. The majority of these cases relate to similar, repeated failings linked to anti-money laundering and social responsibility. By increasing the personal accountability of individuals within a licensee, seek to reduce this risk. This also supports wider work to raise standards, including through tough enforcement action at operator level.”

Individuals make decisions, and, therefore, these individuals will determine whether or not a gambling business is compliant. These proposals therefore come as no surprise. They are a blunt instrument for, firstly, “driving personal accountability and responsibility” and, secondly, ensuring the Gambling Commission has “adequate regulatory reach over individuals when failures are found”. From our extensive enforcement work, both for gambling businesses and PMLs, the Gambling Commission, has a mounting focus on identifying who (generally within senior and executive management) was responsible for failures. So, what does “responsibility” mean? It could mean day to day responsibility or executive responsibility. In our experience, not enough consideration is given by gambling businesses or the Gambling Commission – outside enforcement action – to mapping out individuals’ responsibilities (in full or shared) and considering governance and control aspects.

In principle, and against the backdrop of the SM&CR, it seems to us that the Gambling Commission is striking the right balance with these proposals, particularly with the requirement that Chairs must hold PMLs. Increasing the number of PMLs, particularly at a senior level, will drive personal accountability and responsibility, and thereby hopefully enhance the corporate culture.

Where the licensee has a Chair, they play a critical role in promoting the effectiveness of the Board and directors. This role is very different from the role of a CEO, with the Harvard Business Review noting “he Chair is responsible for and represents the Board, while the CEO is responsible for and is the public face of the company.” Unlike a CEO who is accountable to the Board, the Board is accountable to shareholders. A key aspect of that accountability is risk management so, arguably, the Board should be promoting a culture of compliance and good behaviour, and be concerned by excessive risk-taking that would threaten the company’s financial and economic stability. As the 16^th century proverbial saying goes, “lookers-on see most of the game”!

By personally licensing the Chair of the Board, the Gambling Commission will “ensure that those responsible for scrutiny, strategy and leadership at the most senior level within the organisation” will improve Board focus on, and accountability for, the licensing objectives and encouraging them to set the tone from the top and lead a culture of compliance.

It is worth noting, the Gambling Commission could have proposed that each member of a licensee’s Board hold a PML. Whilst it did consider this option, it decided it would have unintended consequences of diluting accountability and making it harder to take enforcement action.

“Implementation issues, timelines and practicalities”

Question 106 of the consultation requests feedback about implementation issues, timelines and practicalities. Unpicking the proposals, we make the following initial observations:

Will there be a grandfathering period?
How will the new Chair and potential director PML requirements be applied to large multinational gambling businesses? Will it extend to the Chair of a parent company? Based on the current wording, this seems unlikely, but clarity is required.
Although not expressly mentioned, it seems clear to us that the requirement as presently drafted applies to both Executive and Non-Executive Chairs.
Will Part III of the LCCP, setting out the personal licence conditions for PMLs, remain unchanged? Or will the Gambling Commission use this is an opportunity to set an enhanced standard of conduct for a Chair or business leader? Note, the Financial Conduct Authority and Prudential Regulation Authority have an enhanced standard of conduct applicable only to Senior Managers and certain other individuals, regulated under the SM&CR.
Will there be a delineation between the responsibilities of Board members’ holding PMLs and others? Note, the SM&CR requires firms to submit documentation on the scope of a Senior Manager’s responsibilities known as the Statement of Responsibilities. This includes a statutory requirement for senior managers to take reasonable steps to prevent and/or stop regulatory breaches in their areas of responsibility.

Harris Hagan services

PML applications

We regularly work with clients to prepare PML applications for their employees, senior managers and Board members. Please get in touch if you would like our assistance.

Training

Borne from our strong desire to help clients navigate the complex framework and landscape in Great Britain, we offer Partner-led PML training covering the key legal, regulatory and licensing issues for PMLs, Boards, Compliance Committees, employers and those in supporting roles, as well as scanning the horizon on key changes, including the Gambling Review, and providing practical advice based on our extensive knowledge, experience and expertise. Please get in touch if you would like to discuss your training needs.

Next steps

There are 8 questions in the consultation about these proposals which appear at questions 102-109. The consultation will last for 12 weeks and will close on 18 October 2023.

Please get in touch if you would like to discuss the consultation further or receive a deck about our training services, including client testimonials.

A specified management office is defined in licence condition 1.2.1(2) as:

the overall management and direction of the licensee’s business or affairs
the licensee’s finance function as head of that function
the licensee’s gambling regulatory compliance function as head of that function
the licensee’s marketing function as head of that function
the licensee’s information technology function as head of that function in so far as it relates to gambling-related information technology and software
oversight of the day to day management of the licensed activities at an identified number of premises licensed under Part 8 of the Act or across an identified geographical area
in the case of casino and bingo licences only, oversight of the day to day management of a single set of premises licensed under Part 8 of the Act.

“Operational function” is defined in section 80(6) of the 2005 Act as: (a) any function which enables the person exercising it to influence the outcome of gambling, (b) receiving or paying money in connection with gambling, and (c) manufacturing, supplying, installing, maintaining or repairing a gaming machine.

03Jul

White Paper Series: Cashless payments – finally bringing the land-based sector into the digital age?

3rd July 2023 Bahar Alaeddini 264

In the year ending March 2021, nearly £910 million was generated from gaming machines in Great Britain (excluding those located in pubs). In total, there were nearly 170,000 gaming machines located in bingo premises (41%), adult gaming centres (35%), betting premises (15%), family entertainment centres (8%) and casinos (4%). In the period April 2020 to March 2021 (during the pandemic), the largest revenues, by a country mile, were generated by gaming machines located in bingo premises (41%) and adult gaming centres (35%), with revenues slowly declining in most sectors. There is no reliable data on the number located in pubs, or associated revenues, but the figure is likely to be in the region of 70,000.

A lifeline in the White Paper is the proposed review of cashless payments on gaming machines with the plan to remove the current legislative prohibition, set out in the Gaming Machine (Circumstances of Use) Regulations 2007 (the “2007 Regulations”), banning cashless payments directly on gaming machines.

The original purpose of the prohibition was to protect players from over-spending as it was assumed players would have more control over their play if they were playing with cash, providing natural interruptions in play by stopping their gambling to obtain more cash. The lack of a break in play is viewed as a lost opportunity for the player to consider whether they wish to continue to play and spend more.

The lifeline offered in the White Paper is hugely positive and could result in the long-overdue modernisation of the land-based sector, bringing it into the digital age.

Cash is dead

Since the 2007 Regulations, especially with the advent of contactless payments and global pandemic, non-cash payments have grown exponentially. Use of cash has declined across society with the expectation that it will not be used by 2035. In 2011, 72% payments in pubs were made by cash and, in 2020, this reduced to only 13%. In 2021, almost a third of all payments in the UK were made using contactless. This societal change has negatively impacted the land-based sector beyond belief, and it has been compounded by pubs no longer giving cashback and ATMs being removed. We now live in a world where hardly anybody uses cash. I – almost exclusively – use Apple Pay and regularly leave the house without cash or a bank card!

The restriction on using debit cards directly on gaming machines (credit cards are banned) has meant the land-based sector has been left behind. Whilst industry has been creative and found ways to make indirect debit card payments and protect players (in collaboration with DCMS and the Gambling Commission), take up has been slow and these are “not a fix-all solution”.

2018 Gambling Commission cashless advice

In March 2018, and in response to significant payment innovations in the retail economy, the Gambling Commission published advice on cashless payments in gambling premises (which remains in force), crystallising its position and key considerations for operators, as follows:

tracking play and collecting better data on player behaviour to make an informed assessment of those at risk of gambling-related harm;
providing tailored safer gambling information to players including transactional information on money spent/withdrawn;
player-led controls to enable better self-management such as a player’s own spend or withdrawal limits; and
the importance of gathering data both before and after the implementation of any measure to demonstrate the impact of control measures.

The guidance places responsibility squarely on operators to consider what measures are most effective and appropriate to their businesses. Further, it acknowledges the lack of evidence to suggest the optimum duration of a break, but sets out the expectation that, wherever possible, players should at least cease gambling and physically leave the gaming machine. Where players can access new gambling funds with only a limited or no physical break from the gaming machine, operators must nevertheless ensure players are otherwise provided a break from, or an interruption in, gambling before those funds can be used. The guidance also states the Gambling Commission “may consider taking regulatory action in individual cases if, for example, an operator was to increase the risk of harm to its customers without providing appropriate mitigations.”

DCMS will work with the Gambling Commission to develop “specific consultation options for cashless payments” (expected Summer 2023). DCMS is clear that any new or additional player protection measures will need to be in place before the legislative prohibition is lifted.

The Gambling Commission’s view is that the onus is on industry to demonstrate cashless payments can be offered without increasing gambling harm or crime. So, what does this mean for industry?

The White Paper has created a staggering volume of work for both DCMS and the Gambling Commission. As such, all proposals will not be treated equally, and a sceptical view is that cashless will not be a priority. As an important lifeline, it will require great effort by industry to keep it high on the agenda for DCMS and the Gambling Commission. One way to achieve this would be through an industry code, backed by evidence wherever possible, and promoting the associated benefits of cashless payments given, for example, low test-purchasing scores for gaming machines in alcohol-licensed premises. The greater the industry support, the more likely it is the proposed reform will be delivered in a timely, sensible and workable way.

Cashless industry code

Two of the challenges of developing an industry code are, firstly, gaming machines are in different types of gambling premises (each with their own unique “person, product, place” considerations), highlighting the difficulty of agreeing standards or codes of practice. By way of example, pubs are not regulated premises by the Gambling Commission. They are automatically entitled to offer gaming machines as part of their alcohol licence granted by the local licensing authority. Pubs and gambling premises will very likely have different baselines and priorities, and industry must inevitably set higher standards. The industry is better placed to do so and both DCMS and the Gambling Commission will expect them rise to the challenge. It is unclear what this means for pubs, particularly given their unsupervised nature, but given the 84% test purchasing fail rate (in 2019), they would be best placed to embrace a cashless industry code through amendment of the Social Responsibility Charter for Gaming Machines in Pubs issued by the British Beer and Pub Association.

Secondly, there are several types of cashless payment technologies each with different functionality. Unless banks facilitate player protection tools (for example, through online banking), physically or virtually presenting a debit card is very different from using a cashless gaming app or eWallet which connects to a gaming machine.

A practical solution would be to develop a cross-sector industry cashless code to reflect best practice and aim to install a minimum set of standards to address issues of risk. The central commitment would be to allow cashless payments whilst minimising the risks of gambling-related harm and protecting players. Standards may include the following:

a meaningful forced delay before the funds can be used (for example, 2 minutes, although in a cross-sector industry code it might be sensible to steer away from prescribing a timeframe);
personalised financial limits (deposit/spend) with clear messaging and calls to action;
personalised time limits with clear messaging and calls to action;
time and money spent totals with clear alerts;
prescribed maximum deposit in a single transaction or day etc.;
time-outs;
transaction history (ideally, searchable by last 24 hours, last week, last month etc.);
self-exclusion;
safer gambling messaging;
tracking player data to provide targeted messaging and/or interventions;
automatic disconnection from the gaming machine after inactivity with credit returned;
digital age verification to prevent underage gambling;
withdrawals must only be made to registered / the same card; and
restricted to one debit card.

Once agreed with DCMS and the Gambling Commission, compliance with the industry code could be incorporated as a licence condition in the Licence conditions and code of practice and/or gaming machine technical standards.

At the appropriate juncture, we will of course be happy to assist clients with their responses to the consultation where that would be helpful.

With credit and sincere thanks to Jessica Wilson for her invaluable co-authorship.

13Jun

White Paper Series: DCMS speaking at IAGA 40th Annual Gaming Summit in Belfast

13th June 2023 Harris Hagan 218

We are very pleased to announce that Ben Dean, Director of Sport and Gambling, from the Department for Culture, Media and Sport (“DCMS”) will be participating in the International Association of Gaming Advisors (“IAGA”) 40^th annual International Gaming Summit at the Culloden Estate and Spa in Belfast, Northern Ireland from 20 to 22 June 2023.

This will be the first time DCMS has spoken publicly since the publication of the long-awaited gambling white paper (the “White Paper”) on 27 April 2023.

Ben will be discussing the White Paper and next steps in his keynote at 1.30pm on Wednesday 21 June 2023 and he will join industry experts in the following panel at 1.45pm:

The Long-Awaited White Paper on Gambling Reform in Britain

After nearly 30 months, six Gambling Ministers, three Prime Ministers, two Monarchs, 16,000 responses, several leaks, a World Cup and a global pandemic, this panel considers what the publication of the White Paper tells us about the future of the regulated market for betting and gaming in Britain.

Moderated by Dan Waugh from Regulus Partners, the panellists include:

Ben Dean, Director – Sport and Gambling, DCMS
Antony Gevisser, Senior Vice President – Legal & Operational Affairs, Super Group
Andrew Herd, Managing Director, Lancashire Court Capital Ltd
Wes Himes, Executive Director, Betting & Gaming Council
Helen Rhodes, Director of Major Projects, Gambling Commission

The keynote and panel are essential for anyone licensed in Great Britain or thinking about market entry, including through an investment or M&A activity.

Spaces are limited so please book your ticket to avoid disappointment!

As mentioned in our earlier blog in May, as a silver sponsor, Harris Hagan proudly continues its long association with IAGA, which includes Julian Harris and John Hagan serving as President in 2013 and 2019/2020, respectively, and Bahar Alaeddini serving as General Counsel and Co-Chair of the Conference Programme Committee. Partners, John and Bahar, will moderate panels on What’s Happening in the Republic of Ireland and The Current State of Industry M&A. It is without hesitation that this Summit is commended to readers not least for the excellent quality of the content and networking events.

Please feel free to contact us if you would like to know more about IAGA’s work, membership and/or the Summit. We very much hope that you can join us there!

01Jun

White Paper Series: Gambling Ombudsman – a new approach to consumer redress

1st June 2023 Bahar Alaeddini 275

One of the cornerstone proposals of the White Paper is the formation of an independent non-statutory ombudsman to improve consumer protection and ensure fairness for consumers relating to social responsibility (“SR”) complaints about both land-based and online gambling (the “Gambling Ombudsman”). This means providing an independent, non-litigious, route to adjudicate complaints relating to SR or gambling harm where an operator is not able to resolve these.

Under section 116 of the Gambling Act 2005, the Gambling Commission has the power to investigate complaints and commence a licence review after receiving a complaint about a licensee’s activities. However, it does not have the power to: (a) adjudicate complaints; or (b) compel a licensee to return money to customers (note: the Gambling Commission uses the word “victims” in its Advice to Government), although licensees often propose divestment as part of a regulatory settlement.

We welcome Government’s acknowledgement of the important division between regulation and dispute resolution, emphasising the importance of the Gambling Commission not investigating customer complaints or forcing customer refunds. With the very clear expectation that the Gambling Ombudsman is established and ruling within one year, with the appointment process starting in Summer 2023, in this blog we explore this cornerstone proposal and unpick a handful of the knotty issues to be navigated.

What is an ombudsman?

The term “ombudsman” originates from the Old Norse word umboðsmaðr, meaning “representative”, and is a protected term in the UK. An ombudsman is a person appointed to receive complaints from a complainant (free of charge), providing recourse without the costs of complaining through the courts. Generally, complaints are against a public authority although schemes do exist for the private sector. Unlike the court system which generally considers lawfulness, an ombudsman’s role is much broader and will consider and resolve individual complaints about poor service or unfair treatment. As the Ombudsman Association (the professional association for ombudsman schemes and complaint handlers in the UK) acknowledges, “his is not an easy task, as it requires the scheme to balance the views of the complainant against those of the organisation and, based on the merits of the case, achieve a just result for both.”

The first ombudsman scheme in the UK was created in 1967 as a new type of public official, investigating complaints from citizens about government maladministration. There are now over 10 public and private sector ombudsmen in the UK – including the Financial Ombudsman Services (likely to be the closest relative to the Gambling Ombudsman), Parliamentary Standards Ombudsman, Pensions Ombudsman and Rail Ombudsman – and very soon there will be another one to add to the list.

The Gambling Ombudsman

The Government wants the Gambling Ombudsman to be:

“fully operationally independent”, in line with Ombudsman Association standards and commitments to complainants and organisations complained about, namely: accessibility, communication, professionalism, fairness and transparency;
“credible with customers”; and
provided by all “licensed operators…to ensure all customers are protected equally”.

If the scheme is not delivered as expected by Government or “shortcomings emerge regarding the ombudsman’s remit, powers or relationship with industry, will legislate to create a statutory ombudsman.”

Once the Gambling Ombudsman has been established, Government “will explore how best to require that all licensees ensure customers have effective access to the ombudsman” for SR complaints, potentially through licence conditions introduced by the Gambling Commission or Secretary of State. In our view, logically, this can only mean B2Cs, given that B2Bs do not have a contractual relationship with customers.

Potential scale of unresolved complaints

2021/2022 statistics:

200,000 complaints are made by customers directly to operators
5% of these are referred to an ADR provider, thereby becoming a dispute
6% of disputes referred to an ADR provider related to SR failings and therefore outside scope (there are limited circumstances in which an SR complaint can be considered)
The Independent Betting Adjudication Service (“IBAS”), the largest ADR provider, received 80% of all ADR disputes across the gambling industry
20% of all complaints referred to IBAS related to SR, with most of this outside scope
The Gambling Commission received 1,305 so-called SR complaints via its contact centre

Government acknowledge that current statistics are not necessarily representative of the likely volume of work that lies ahead for the Gambling Ombudsman. By way of example, it refers to the Financial Ombudsman Service that received 31,000 cases in its first year (2000/2001) rising to over 219,000 by 2021/2022. Whilst Government does not expect this overall volume, it believes “a significant increase is likely” and this seems inevitable to us, particularly with certain personal injury law firms already ready with webpages dedicated to “gambling harm claims”.

Potential issues

The concept of an ombudsman is a good one; however, it raises several knotty issues including:

Remit: The Gambling Commission’s Advice to Government recommended “a new single ombudsman scheme for consumer redress… replace all current ADR providers and consider all disputes between gambling operators and consumers”. Plainly, the Government decided otherwise with the Gambling Ombudsman being limited to SR issues only! Clarity of the purpose of the new ombudsman and the scheme’s role, intent and scope, including its clear objectives, types of disputes that will and will not be investigated, when complaints can be escalated to the Gambling Ombudsman (for example, after reaching “deadlock” through the operator’s internal complaints process and if/when an operator can refer disputes) and what is a legitimate concern, will be critical for complainants and gambling businesses (“Service Users”). The ombudsman concept is rooted in claims of maladministration and injustice, which whilst fitting in a public service setting does not lend itself, at least easily, to gambling. One risk is the confusion the Gambling Ombudsman may create in an already fragmented landscape given the number of different ADR entities.
“A just result for both”: More serious risks, to achieving quality outcomes and promoting the integrity of the scheme, are:
- How the Gambling Ombudsman will navigate the meaning of ‘excessive’ or ‘unaffordable’ gambling and determine the point at which the operator should have intervened, which is not an objective assessment, and it will be very heavily case specific. In its Advice to Government (at paragraphs 6.21-6.25), the Gambling Commission referred to a “helpful precedent” set by the Financial Ombudsman about irresponsible lending and considering what is “fair and reasonable”, taking into account relevant laws, regulations and regulatory guidance, standards, codes of practice and what is considered to be the good industry practice at the time. One of the biggest practical challenges for the Gambling Ombudsman will be getting to grips with ever-changing requirements for operators (which are sometimes opaque to say the least) and ensuring its decision-making process is consistent, something which will be critical for all Service Users.
- Whether operators have a duty of care to customers and what this means?
- Suggesting gambling is “risk-free” with customers using the scheme as a way to recover losses, reinforcing negative and harmful behaviours.
Complainant: Who will be able to refer a dispute to the Gambling Ombudsman? Will it be limited to the player, or could it include a family member, solicitor, claims management company or other appointed representative (including an executor in the event of death)?
Non-statutory: As a non-statutory body (again, against the Gambling Commission’s advice which considered legislation and a statutory body to be “essential for it to be implemented effectively”), the Gambling Ombudsman will not have the power to force operators to comply with recommendations. For the scheme to have credibility in the eyes of complainants, it will be vital for operators to accept findings and implement recommendations made by the Gambling Ombudsman, which was no doubt one of the drivers for the Government mandating the Betting and Gaming Council’s involvement in the “foundational aspects” to ensure “operators are held to account…and public confidence in the scheme is high”. Will it become a licence condition to implement the recommendations of the Gambling Ombudsman?
Time limit: Will there be a time limit to bringing a complaint? A reasonable cut off point (perhaps, 12 months) should be introduced.
Litigation: Complaints should not be considered if legal proceedings have commenced against the operator. It will be interesting to see if the scheme prioritises complaints where legal action is being contemplated.
Independence: How will independence from both the Gambling Commission and gambling industry be achieved? Whilst we acknowledge, as the Government does, the importance of the Gambling Commission having a “strong relationship” with any ombudsman, for the scheme to have credibility with operators it will be essential for it to be impartial.
Remedies: To secure its success, the Gambling Ombudsman will need to ensure remedies are “appropriate and take account of the impact any identified faults have had on the complainant” and explain what action can be taken if remedies are not implemented. Remedies could include practical action, an apology, a financial award (or fair compensation looking to put the complainant back in the position had the operator not “got it wrong”) and/or recommendations to the operator to prevent recurrence. The appropriateness and timing of certain remedies will need to be approached carefully, considering potential impact on therapy. Additionally, we will need to watch this space to see whether the scope of redress arrangements blurs the lines between powers typically reserved for the regulator.
Financial award or compensation: Assessing the quantum and recipient of any financial award or compensation will be very complex, and may include:
- the impact on a customer’s health (as is the case with the Financial Ombudsman Service);
- whether the customer could have done anything to reduce the impact of the operator’s mistake, acknowledging that sometimes – in a chain of events – it would not be fair to hold an operator responsible for all the resulting effects;
- in cases where the complainant is not the customer, whether certain remedies should be precluded; and
- directing an operator to make a payment to a problem gambling charity, or repay a debt, instead of a payment directly to the customer given the potential risk of fuelling their gambling addiction.
No appeal: Decisions will be final and not appealable. Also, as the Gambling Ombudsman will be a non-statutory body, its decisions cannot be judicially reviewed. So, in what circumstances, if any, will Service Users be allowed to request the Gambling Ombudsman to review the decision? This is likely to be limited to a mistake, or if the complainant has new information with a clear reason, why it was not submitted earlier.
Funding: As the scheme will be free for complainants, it will inevitably be funded by operators. This could involve a fee for each case reviewed, or per year. Although this detail did not feature in the White Paper, the Gambling Commission recommended “learly defined funding arrangements, including the power for to set the fees payable by licensees” which seems wholly inappropriate (especially with a non-statutory body).

Frontrunner

IBAS is the clear frontrunner to become the Gambling Ombudsman on the basis it is the largest ADR provider, handling about 80% of the ADR disputes. This is certainly a jolly good start, but only about 20% of their 860 complaints dealt with in the last year were SR-related, so a steep learning curve still lies ahead, despite advance planning.

Back in August 2022, no doubt following the leaks in July 2022, IBAS unveiled its roadmap for becoming the Gambling Ombudsman in the Fast Track to Fair Play briefing. This included an outline of its aims and governance framework setting out the remit of the new ombudsman, the need for new and compulsory funding from industry whilst ensuring “impartiality remains at the heart of all gambling dispute decisions” and a Fair Play Code with criteria for deciding complaints and “harmful gambling” (which remains unpublished at the time of writing). Although the White Paper is silent on funding, IBAS estimated an annual budget of approximately £3.5m and £1m to fund the transition process. In its first year, IBAS – as the Gambling Ombudsman – expects to:

receive approximately 7,500 complaints and resolve 5,000 complaints, anticipating that some 2,000 will need to be referred back to operators to complete their internal complaints systems and approximately 500 requests will fall outside an expanded redress remit;
receive a further 10,000 requests for advice or support from Service Users that do not progress to a dispute;
deal with claims management companies exploring historic complaints on behalf of customers; and
charge an average resolved case fee of £400 and a lower median fee and may charge an average handling fee of £25 per enquiry/request for assistance from operators.

Next steps

With the appointment process expected to begin in Summer 2023, we need to await the formation of (or transformation into) the Gambling Ombudsman to see how the scheme, challenges and risks will be navigated on this cornerstone proposal to improve consumer protection. Delay will only serve to antagonise the anti-gambling lobby and displease Government, increasing the possibility of a statutory ombudsman.

31May

White Paper Series: “Hurry up and wait”

31st May 2023 John Hagan 287

As the dust settles (at least temporarily) following the publication of the White Paper, we have “take time to think” so that we may share our insights in a series of blogs and vlogs on the many and varied aspects of the proposed gambling reforms. With the Gambling Commission already seeking to manage expectations by saying that the implementation of the White Paper “will likely take a number of years to fully complete” and urging “more haste, less speed”, this may be a long running series… We will focus on what we consider is important or interesting, ideally both, and our content will be concise and hopefully thought provoking.

Speaking about the White Paper recently in the House of Lords, Lord Grade referred to a saying in the film industry – “hurry up and wait” (also a song by Stereophonics and a military motto) – describing where you get to the location after being forced to spend a lot of time waiting, everybody is standing around, ready, but nothing happens. Having waited nearly 30 months for the publication of the White Paper, coupled with the latest (estimated) indication from the Gambling Commission that the first wave of consultations will not be seen until mid-July, this saying seems apt.

1. Spirit and intention of the White Paper

Throughout our White Paper Series, we will have as our touchstone the aim of the Gambling Review when it was published on 8 December 2020:

“The Government wants all those who choose to gamble in Great Britain to be able to do so in a safe way. The sector should have up to date legislation and protections, with a strong regulator with the powers and resources needed to oversee a responsible industry that offers customer choice, protects players, provides employment, and contributes to the economy.”

The White Paper is true to that laudable aim. As the Secretary of State says in her Ministerial Foreword, at the heart of the Government’s Review is making sure it has the balance right between consumer freedoms and choice on the one hand, and protection from harm on the other. The Government seeks to achieve this balance through an extensive package of measures across all facets of gambling regulation. If it is to be successful, the Government – and Gambling Commission – will need to retain an unerring focus on this balance, essentially the spirit and intention of the White Paper, as it is inevitably buffeted by vested interests through consultation, regulation, and legislation.

2. All things to all people

The first thing to say about the White Paper is that it has been broadly well received; when it was delivered in Parliament, within all sectors of industry, by the NHS, in the third sector and at the Gambling Commission. This was equally broadly unexpected, given the acrimony and divergence of views between stakeholders during the “hurry up” phase, so why has the White Paper been such a resounding success? At the risk of oversimplifying, but not wishing to overlook the obvious (including the lack of detail and long grass kicking), it is precisely because the Government has achieved a healthy balance in its proposed reforms, for which it deserves enormous credit, and it is because there is something valuable in the White Paper for everyone.

Responding to its publication, and demonstrating some of the “wins” for the respective stakeholders, comments on the White Paper included:

“Given the correct powers and resources, the Gambling Commission can continue to make gambling safer, fairer and crime free. This White Paper is a coherent package of proposals which we believe can significantly support and protect consumers, and improve overall standards in the industry.” Gambling Commission CEO, Andrew Rhodes.
“BGC members will now work with Government and the Gambling Commission to deliver targeted and genuinely ‘frictionless’ enhanced spending checks to further protect the vulnerable, a new Ombudsman to improve consumer redress, and overdue plans to modernise the regulation of UK casinos.” Betting & Gaming Council CEO, Michael Dugher.
“..it should not be left to the health service to pick up the pieces left behind by a billion-pound industry profiting on vulnerable people, so I fully endorse the statutory levy set out in today’s White Paper and look forward to reading the proposals in detail.” NHS Mental Health Director, Claire Murdoch.
“At GamCare, our priority is making sure that people who need help receive it as quickly as possible. We therefore welcome the clarity the Government has provided on how research, education and treatment will be funded.” Gamcare CEO, Anna Hemmings.
“As chair of the all-party parliamentary group on gambling related harm, I welcome this long overdue White Paper. In the APPG’s 2019 interim report, we asked for affordability checks, parity between land-based and online stakes, an independent ombudsman, a curb on advertising and, most importantly, a statutory levy. Job done.” Carolyn Harris MP.

The introduction of a statutory levy paid by licensees and collected and distributed by the Gambling Commission under the direction and approval of the Treasury and DCMS ministers, is a flagship reform. The long debate as to whether there should be a statutory levy is at an end, there will be a DCMS consultation on the details of its design and, critically, the total amount to be raised. The statutory levy will fund research, education and treatment of gambling harms and is a load-bearing pillar of the reforms for those advocating the “polluter pays” principle.

Financial risk checks, maximum stakes for online slots and the creation of an independent gambling ombudsman have also been very warmly received by key stakeholders and will all be consulted upon by DCMS. The new non-statutory ombudsman will be the subject of our next blog in this White Paper Series.

The Gambling Commission most certainly did not get everything its own way, with Government not religiously following the advice from the regulator, but the Gambling Commission will be the recipient of powers and resources intended to make sure that all gambling is overseen by a “beefed up, better funded and more proactive” regulator. Licence fees will be reviewed (upwards of course) to ensure it has the resources to deliver the commitments across the White Paper. When Parliamentary time allows, it will even get greater power to set its own fees. Detailed analysis of the Gambling Commission’s additional enforcement powers will be the subject of one of our early blogs in this White Paper Series, including some which may have passed below the radar in all the excitement.

The industry positives from the White Paper are more nuanced. The land-based industry can certainly look forward to the long overdue modernisation of casinos and bingo clubs – including greater machine entitlements, credit in casinos for non-UK resident customers, sports betting in all casinos, and additional opportunities for customers to win on the main stage bingo game – and cashless payments across all land-based gambling sectors (following consultation by the Gambling Commission on the player protections which would be required).

From an online industry perspective, the White Paper is arguably as good as could reasonably have been expected in the present political, media and regulatory environment. The Government has resisted calls for bans on advertising, rejected demands for blanket and intrusive low-level affordability checks, and will consult on maximum stakes for online slots at higher levels than leaked previously. However, in outlining the Government’s vision for the future of gambling in moderately business-friendly terms, the White Paper does provide policy direction to which to hold the Gambling Commission accountable, the beginnings of some certainty and a glimpse of what political and regulatory stability might look like, not to mention the hope that the next gambling review might be a generation away.

3. The upcoming consultations

Yes of course everyone wishes the White Paper had gone further (in their direction, naturally). Yes of course there is a lot of work to be done to implement the reforms, once we are no longer “waiting”. Yes of course the devil will be in the detail. But as even the Gambling Commission and the Betting and Gaming Council (the “BGC”) agree in their welcoming press releases, the White Paper is a “once in a generation” opportunity for change. All the key stakeholders will now be seeking to secure their respective prize and imploring Government to prioritise their interests and deliver on its promises at the earliest opportunity, not least through Government and Gambling Commission consultations.

If the risk of the reform process descending into warring factions and reaching a standstill is to be mitigated, and this would not be in anybody’s interests, it is imperative that the process itself remains balanced and that all the key stakeholders see comparable progress in relation to their interests. From an industry perspective, this means engaging positively, constructively, and wholeheartedly with the upcoming consultations, proposing pragmatic and sensible solutions to the difficult challenges the Government and the Gambling Commission face, not least in relation to cashless solutions and frictionless checks, substantiated by evidence wherever possible. It also means holding the Gambling Commission to account on what is expected of it by the Government in the White Paper, with fair prioritisation of its (no doubt stretched) resources and no reforms being left far behind, even when the Gambling Commission is not in favour of them. It means focusing on its prize and not seeking to “re-litigate” settled issues or actively seeking to frustrate other stakeholders, or indeed otherwise antagonising Government which has delivered upon a balanced vision.

The proposed reforms are going to take longer than any of the stakeholders want as they seek to claim their prizes, but they are worth waiting for, the consultation phase will be critical, with both Government and the Gambling Commission under immense pressure to listen, and we will of course be happy to assist clients with their responses where that would be helpful, as we did in the last once in a generation opportunity in 2005!