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Events


IAGA SUMMIT Macau 2018


It is essential that leadership in responsible gambling comes from the top. Unless this happens, then always going to be the danger that those employed in the organisation will experience tension between financial performance and responsible gambling.


gambling and, if in heat of moment, you trigger that amount, you don’t just carry on.


Is it realistic to ask operators to invest the same level of marketing investment in RG as they do their marketing materials? Is RG messaging being overwhelmed by promotional and sales messaging?


Operators do need to have a joined up approach to their marketing messaging. All of their marketing needs to be responsible, but I think there should be a proportionate amount dedicated to responsible gambling specifically, such as the availability of responsible gambling tools and what it means to gamble responsibly. I don’t expect this to be the same level as their regular marketing activities, they are commercial companies after all. It has to be a proportionate amount, while not losing sight of the fact that the overwhelming majority of people play and enjoy gambling responsibly.


Is RG only possible within the remits of large operators who have access to the financial resources, since RG is perceived as expensive and time-consuming?


Absolutely not. Every operator, whatever their size, needs to do their share. I would say that in fact many smaller operators are better placed to address responsible gambling issues due to their intimate


P100 NEWSWIRE / INTERACTIVE /MARKET DATA


knowledge of their customers and their gambling.


How does staff training and high staff turnover affect the efficacy of RG?


Staff training is hugely important. It is pivotal because ultimately an effective responsible gambling culture within an organisation comes down to the staff within that business. It’s staff, particularly in land-based businesses, who know customers best due to their day-to-day contact. It is therefore imperative that they understand responsible gambling so that they may engage flexibly and appropriately with customers, and are supported within the business in doing so.


Is poor leadership around RG due to the fact that organisational culture favours other priorities - and if so, how do we address this?


It is essential that leadership in responsible gambling comes from the top. Unless this happens, there’s always going to be the danger that those employed in the organisation will experience tension between financial performance and responsible gambling.


Should RG best practice be guided by regulation, hard evidence, or be driven by an ongoing commitment to reduce problem gambling at ever possible instance?


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