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The Commission’s intervention followed hot on the heels of the £600,000 regulatory settlement with QuinnBet, announced eight days earlier.

Its findings contained an all-too-familiar combination of ineffective systems, delayed interventions and inadequate source-of-funds controls. One customer placed approximately 4,800 bets in one day and 7,000 the next without being flagged. Another, whose payslips showed monthly earnings of about £2,000, deposited and lost £9,000 in four days.

“What is striking here is the level of activity that apparently failed to trigger effective intervention,” Williams says. “These were obvious indicators requiring further scrutiny, and it is difficult to understand why they did not result in more effective intervention.”

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The number of gaming machines in licensed premises in the final quarter was reported at 191,804.

Prime Minister Andy Burnham recent proposed a package of measures that would repeal the established “aim to permit” rule for betting shops and 24-hour slot machine arcades across Great Britain, removing a presumption in favour of granting permission for such venues. 

AGCs in England that offer round-the-clock access to gambling machines will instead require planning approval.

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“Leadership is the single biggest determinant of an inclusive culture,” Skinner comments. “Policies matter, but individuals experience inclusion primarily through their managers. Leaders set the tone through the decisions they make, the behaviours they reward and the conversations they encourage.”

Some companies, such as Evoke, actively monitor DEI at a leadership level to track whether initiatives are making an impact.

“Leadership is critical in setting expectations and maintaining accountability,” says Nicola Kociuba, learning and performance business partner at Evoke. “For example, our Nomination Committee monitors progress against diversity objectives and considers diversity in succession planning and appointments, while ensuring decisions remain based on merit, experience and capability.”