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Participants outlined several improvements. Of note were clear and simple financial disclosures, including real-time loss displays and transparent explanations of promotional wagering conditions.
The participants suggested timely and relevant interruptions as well as enhanced onboarding processes and in-game assistance, which could include free-play modes, easy access to concise game rules and AI-driven help to clarify complex terms.
For land-based venues, unobtrusive and empathetic staff checks to identify signs of distress without creating a sense of surveillance was suggested.
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The company recently launched a new user interface for SunBet in both South Africa and Botswana, and Bengtsson said there was more to come.
“That work is ongoing,” Bengtsson commented. “We had a very strong World Cup, which shows that our sportsbook can handle and can have the capacity to handle larger volumes.
“We’re very encouraged with the trajectory of that, but we’re still not where we want to be. But a lot of the work, or some of the work has been done, and we have a lot more planned for the rest of the year. So bear with us. It is happening.”
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“Stakeholders increasingly want evidence that initiatives deliver meaningful outcomes rather than simply demonstrating good intentions,” Skinner suggests.
That shift is increasingly visible across the sector, with DEI framed less as a standalone initiative and more as part of everyday business culture.
For Grainne Hurst, CEO of the Betting & Gaming Council in the UK, the evolution has been clear. “The conversation has moved beyond representation alone towards inclusion, retention, well-being and progression,” Hurst explains. “Businesses increasingly understand that DEI must be embedded in everyday culture, not treated as a separate initiative.”