It comes down to credibility and sustainability. Credibility with governments, so we build trust and have a voice at the table. And sustainability, because
positive play supports repeat visits. Guests who set their own budget and stick to it are more likely to leave with a good experience and return. Regulation shouldn’t strip away player agency; informed adults should make their own choices within a safe, well-run environment.
How do you gather insight beyond the operational viewpoint?
At Holland Casino we created an internal prevention board. It includes an academic, our head of prevention, and people with lived experience of addiction who now work in support groups. Tey challenge our policies, sometimes at the initial concept stage. Not everyone in treatment wants to engage with operators, which I understand, but those conversations are essential, especially since the scientific base for gambling prevention is still developing.
Is there a risk that well-meant restrictions simply push players to illegal sites?
Yes, and we’re already seeing illegal play increase. One participant in our group, who is in recovery, put it very clearly: if the regulated offer stops being engaging, people will go elsewhere. Tat’s exactly why we need evidence-based measures and better cooperation across the ecosystem, not blanket restrictions that drive players into unprotected environments.
What visible commitments should the industry make?
We should show that we are serious. A simple example: blocking under-18 payments. If a bank card is linked to a minor, it should be blocked immediately. But operators can’t do that alone, we need banks and payment providers to work with us. More broadly, we want to provide a safe, enjoyable night out for adults. Minors should never be able to play.
How high are you setting the bar for ECA members, and how do you communicate progress?
Membership requires a commitment to Responsible Gaming. We encourage members to undergo an external audit against a recognised RG framework, and those who do are listed on the ECA website. Highly regulated markets: Austria, the Netherlands, the UK, Finland etc., can share experiences on training, interventions, and how new measures play out in practice. We’re not imposing a one-size-fits-all ceiling; we’re creating a clear floor and a way to learn upwards together.
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Is the positioning paper update a one-off statement, or a living document?
It must be living. We should update what we show externally more often, but also deepen the internal dialogue, sharing data, training methods, outcomes. Continuous improvement has to be the goal, not a document that sits on a website for 10 years.
Final thought, how do you balance commercial performance with RG, security and compliance?
You can’t choose between them. As a CEO, I have to keep the business healthy; no subsidies, rising costs, guests who expect a great night out; and at the same time ensure safety, compliance, and strong Responsible Gaming. It’s a 360-degree view.
When you get it right, these elements reinforce each other: a safe, trusted, enjoyable venue is good business and good policy.
What’s the business case for members in less regulated markets to “raise their game” voluntarily?
It comes down to credibility and sustainability. Credibility with governments, so we build trust and have a voice at the table. And sustainability, because positive play supports repeat visits. Guests who set their own budget and stick to it are more likely to leave with a good experience and return. Regulation shouldn’t strip away player agency; informed adults should make their own choices within a safe, well-run environment.
You know the update will be scrutinised by governments, regulators and media. How did you approach the drafting?
We started with a broad, expert-led draft, too long to publish, and then distilled it. Te Board is now reviewing a concise version that explains why Responsible Gaming matters to casinos and to policymakers. It isn’t a prescriptive rulebook; it’s a statement of ownership. If we don’t lead on this, others will, often without the necessary knowledge of our sector.
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