Interactive


CASINOBEATS MALTA MARCH 22-24, 2020


Compliance: transparency and ethical behaviour


CasinoBeats Malta will feature a comprehensive line-up of industry experts debating the most pressing issues facing the igaming sector. G3 interviews panelist, Ewa Kazmierska, about the compliance panel session at CasinoBeats Malta


How do you build a compliance culture within the business?


First, there is a need to understand the complexity of compliance. Te compliance within the gambling sector seems to be associated merely with regulators’ requirements, but it is crucial to acknowledge that it is only a part of the compliance culture.


Ewa Kazmierska, Chief Operating Officer, LV BET


Experienced professional with a 10 years history of working in the gambling & casinos industry. Skilled in E-commerce, Payment Product, Business Development, Marketing Strategy, Strategy, and Digital Marketing. Strong operations professional with AML, RG and Compliance focus. Armed with excellent decision-making and problem-solving capabilities. A mother of two kids. Naive believer in diversity and inclusion. Cynical about humankind. A football fan.


In business, trust is something which should not be underrated. It has an impact on the relationship between employers and employees, employees to employers, customers, companies, suppliers, regulators, governments.


Clients, customers and employees demand greater transparency and ethical behaviour from businesses with which they are engaged. A compliance programme is a fundamental tool in a company’s ability to build trust.


CasinoBeats Malta March 24-26, 2020 Intercontinental Malta, St. George’s Bay, Julian’s STJ 3310, Malta


P96 NEWSWIRE / INTERACTIVE / MARKET DATA


Building a compliance culture should start with leadership. Effective compliance is not possible without the senior management's and board of directors’ full support. It is required to align compliance with enterprise risk management. Building a culture of compliance in the organisation is significant for minimising risks. Yes, it is true that compliance issues cost time and resources, and they can cause going out of business altogether.


Appointing compliance ownership is crucial. Employees and third parties must know where


to go when they face an issue or have questions. Te organisation is responsible for following up on those concerns. Moreover, there must be someone appointed for monitoring, updating, and communicating the compliance procedures. Te organisation needs a written set of rules and principles that will guide employees’ behaviour with each other, with competitors, with partners, with customers and with the outside world.


Investing in employee training is critical. Regular policy review and assessment are required. Tere should be no second thoughts when it comes to investing in an effective compliance programme. It is not cheap, but it’s favourable to the unlimited costs of noncompliance. It is also beneficial to make compliance training a continuous process, rather than a one-off.


We do not think that ignoring compliance mistakes is a good idea. We analyse the incidents to help others avoid the same error.


Anti-Money Laundering is one of the most significant compliance issues facing the sector. What measures does LV Bet employ to


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72  |  Page 73  |  Page 74  |  Page 75  |  Page 76  |  Page 77  |  Page 78  |  Page 79  |  Page 80  |  Page 81  |  Page 82  |  Page 83  |  Page 84  |  Page 85  |  Page 86  |  Page 87  |  Page 88  |  Page 89  |  Page 90  |  Page 91  |  Page 92  |  Page 93  |  Page 94  |  Page 95  |  Page 96  |  Page 97  |  Page 98  |  Page 99  |  Page 100  |  Page 101  |  Page 102  |  Page 103  |  Page 104  |  Page 105  |  Page 106  |  Page 107  |  Page 108  |  Page 109  |  Page 110  |  Page 111  |  Page 112  |  Page 113  |  Page 114  |  Page 115  |  Page 116  |  Page 117  |  Page 118  |  Page 119  |  Page 120  |  Page 121  |  Page 122  |  Page 123  |  Page 124