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The charter also made a series of other recommendations. It suggested that companies should designate a senior member of staff responsible for governance of the technology. It additionally recommended an AI oversight or ethics committee.

The framework also urged companies to implement rollback mechanisms and “kill-switch” controls for higher-impact systems.

For AI-powered customer support and chat, operators are encouraged to set clear parameters for when conversations should be moved to a human member of staff. These include repeated low-confidence responses, unresolved queries, indications of distress, or a customer simply asking to speak to a human.

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“As a result, we can miss out on talented individuals who simply don’t consider our sector.”

While representation remains important, Yaxley warns that many companies still mistake headcount for inclusion.

“One of the biggest misconceptions is that DEI can be measured by representation alone,” she says. “Representation matters, but it’s only one part of the picture.”

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This sense of understanding was also described as something that needed to be maintained continuously, rather than achieved only once and then relied upon. 

Consumers reiterated that being informed is an ongoing process, and that fast-paced and immersive gambling formats can rapidly erode awareness.

On the question of who should be responsible for maintaining this understanding, participants favoured a shared model rather than placing the burden solely on one party.