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What is Frozen Gems?
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.”
He adds that the recurring weakness is often not an absence of policies but a failure to ensure “technology, algorithms and operational processes actually work in practice”. Some of the QuinnBet issues followed a platform migration, underlining the need to retest controls whenever systems change.
About Frozen Gems
The committee’s previous 2020 report had recommended banning gambling ads on team shirts, training kits, stadium advertising and broadcasts, although on-course advertising for horse and greyhound racing was exempt.
The report rejected argumentswarning that advertising restrictions would drive consumers to illicit gambling sites. They citied weak evidence for mass migration to illegal operators following advertising limits.
“Interviews [ … ] with representatives of state monopoly operators across European jurisdictions consistently suggested that advertising restrictions did not lead to consumer migration towards illegal operators,” the report said.
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As iGB once again opens up its Most Influential Women campaign to the sector, in the search for trailblazers, quietly changing the trajectory for women in the gambling industry, we consider how inclusive the space has become and what the next phase should look like.
“Speaking to various parties across the gambling field, it is clear that progress has been made in recent years. How has the conversation moved on from ‘Are we doing DEI?’, to ‘Is it improving our business, our culture and our ability to attract and retain great people?'” Mark Skinner, chief people officer at Allwyn Digital, asks.
He believes the conversation has matured and gambling companies are now expected to deliver measurable outcomes.
