UKGC's Staff Engagement Priorities Revealed
FOI request shows regulator's focus on data dashboards, action plans, and benchmarking for its own workforce.
A recent Freedom of Information disclosure has revealed the specific criteria the UK Gambling Commission uses to measure and improve its own employee engagement. The regulator is seeking a sophisticated platform with features for data analysis, action planning, and benchmarking, highlighting a focus on internal operational effectiveness.
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UKGC Seeks Advanced Tools for Employee Engagement
A Freedom of Information (FOI) disclosure from the UK Gambling Commission (UKGC) has provided a rare insight into the regulator's internal operational priorities. The response, concerning a procurement process for an employee engagement survey, reveals a focus on sophisticated data analysis and strategic planning to manage its own workforce.
Why This Matters for Consumers
The effectiveness of the UKGC as a regulator directly impacts consumer protection. An organisation that actively monitors and seeks to improve its own internal health, staff morale, and operational efficiency is often better positioned to carry out its external duties. This disclosure suggests the Commission is investing in modern tools to ensure it functions as a high-performing organisation, which is a positive indicator for the oversight of the gambling industry.
A Breakdown of the Search Criteria
The FOI request, dated 16 September 2025, asked for the keyword search terms used by the UKGC to find a supplier for an Employee Engagement Survey via the government's G-Cloud 14 procurement framework. The Commission confirmed it used a specific set of criteria to create its longlist of potential suppliers.
The search terms were:
- “employee engagement platform”: This indicates the UKGC was not looking for a simple one-off survey, but a comprehensive software solution for ongoing management.
- “dashboard”: This highlights a requirement for clear, visual, and likely real-time data presentation, allowing for quick analysis of staff feedback.
- “action plan”: This term is significant as it shows the regulator wants a tool that facilitates turning survey data into concrete steps for improvement, rather than just collecting information.
- “benchmarking”: The Commission is seeking the ability to compare its own employee engagement metrics against external standards, likely from other public bodies or organisations of a similar size.
Furthermore, the UKGC specified that shortlisted suppliers must have “cyber essentials” certification, underscoring a commitment to IT security in line with its internal policies.
Significance: A Focus on Organisational Health
This disclosure demonstrates that the UK Gambling Commission is adopting modern business practices to manage its internal affairs. By prioritising platforms that offer dashboards, action planning, and benchmarking, the regulator is signalling a data-driven approach to its own organisational development.
While the procurement relates to an internal function, it reflects a strategic focus on operational excellence. For consumers and the wider industry, a regulator that invests in its own efficiency and effectiveness is a positive sign. This commitment to internal improvement is a key component of maintaining a robust and responsive regulatory body capable of overseeing a complex and rapidly evolving gambling market.