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Other retail sectors performed better. Bingo GGY increased 8.2% to £703.8 million ($941.8 million), while arcade GGY rose 10.7% to £800.1 million ($1.07 billion).
While the new figures underline the sheer scale of Britain’s regulated market, leading operator Entain is pressing the government for tougher action against black-market platforms.
Entain highlighted that 11 of 20 Premier League clubs currently hold sponsorship or advertising arrangements with gambling operators lacking a Gambling Commission license—up from government estimates of eight clubs during the 2025/26 season.
About Time Spinners
Singapore’s experience shows that tourism growth and stringent social safeguards need not be mutually exclusive. Since its IRs opened, international visitor arrivals have risen from 9.7 million in 2009 to 16.9 million in 2025, while tourism receipts more than doubled from S$12.4 billion to a record S$32.8 billion.
At the same time, problem and pathological gambling rates among Singaporean adults have remained stable, with the rate declining notably between 2023 and 2025. As the spokesperson puts it, the model blends “two objectives together: generating tourism and economic benefits while making responsible gambling and social safeguards central to the model”.
The model is also evolving beyond gaming. RWS’ S$6.8 billion RWS 2.0 transformation is expanding its mix of attractions, hospitality, retail and lifestyle offerings, with the aim to “broaden the appeal of the destination and encourage repeat visitation”.
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The 2026 World Cup was therefore the culmination of five years of development that had embedded AI throughout Kambi’s trading operations.
“In simple terms, what we have undertaken is a shift from machine-assisted human trading to human-assisted machine trading,” Lamb explains.
The shift means that rather than spending their time pricing and managing established markets, traders can now apply their expertise where human judgement has the greatest value, including developing and testing new products. AI removes many of the practical limits on what can be offered and priced, and manages the resulting scale and complexity. The result is greater efficiency for Kambi and a better service for its partners and their customers.