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As has been flagged in previous reports, Regulus highlighted that the top 1% of active customers accounts for almost 50% of black market revenue across Europe. This follows a similar trend across licensed gambling as the report highlights “online gambling is a consumer discretionary expenditure item. This means a large proportion of expenditure is concentrated into a relatively small number of players.”
In its market-specific breakdown, the report noted a “rapid reduction in channelling” in the UK, following the increased use of affordability checks.
The remote gaming duty hike from 21% to 40% in April is also expected to have a significant impact on the black market, with Regulus estimating it could drive the market to be worth up to €1 billion, as consumers choose illegal offerings to access unrestricted bonuses.
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Internally, the board has also been hard at work revising and overhauling several sets of regulations, including rules for gaming salons, AML reporting and now technical standards. Dreitzer represents the fifth NGCB chair to take office since 2019, and the partial term he inherited runs through January 2027.
He told iGB earlier this year he’d “certainly be interested” in a full four-year term after the current one expires. With a background in suppliers and testing labs, Dreitzer is acutely aware of the technical challenges facing the state.
“When I started here, I had multiple conversations with various licensees who operate across multiple jurisdictions, and the consistent commentary I heard was that they would go to Nevada last, if not never at all, because there was concern about the time it would take, the lack of regulatory consistency, the lack of clarity,” he told iGB in January. “So when I came in, in view of the mandate from the governor and the work began by Chair Hendrick, I felt I needed to do something.”
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That study found that AI adoption across the gambling industry remained uneven. It highlighted customer support, data analytics, fraud detection, and responsible gaming as areas where the technology was already being heavily used.
However, it also found that formal governance of AI was struggling to keep pace with its growing usage. Only a minority of organizations surveyed reported having a formal AI strategy or roadmap. Many said one remained in development.
The MGA also found that only a small number of respondents had fully established AI risk assessment processes or incident-response plans.
