EGA Strategy 2026
01 · Starting point
The environment has changed.
The Estonian gambling market has changed significantly in recent years. Remote gambling has become a central part of the sector: 44 operators hold an Estonian licence, yet only a third of them belong to the local operators' association.
The Riigikogu's decision to lower the remote gambling tax rate is aimed at growing the sector — attracting new operators and thereby increasing tax revenue.
The Estonian licence has increasingly become an international tool for operating in other markets.
Growth in licences and financial volume
Growth in the sector's turnover and number of licences also increases potential risks — responsibility is spread more widely.
Tighter regulatory environment
AML, bank accounts and the overall sector operating environment are becoming more demanding.
Target markets are localising
Many current target markets, including Finland, are introducing local regulation that changes the business model.
Reputation of the Estonian jurisdiction
Responsibility for Estonia's reputation as an internationally used jurisdiction is increasing.
02 · EGA value for members
Clear and practical.
EGA exists to create concrete value for its members. Without it, broad representation cannot be achieved.
Impact on regulation
A common voice in legislation and sector policy — earlier dialogue with the authorities than any single operator could have.
Better information and preparedness
Early information about upcoming changes — time to adapt rather than react.
Lower regulatory risk
Common standards, guidance and training reduce each member's risk of non-compliance.
Growing competence
Access to the sector's best-practice training — AML, KYC, responsible gaming.
A common public position
The sector's messages come from a single source — media, politicians and partners get one clear view.
Platform for cooperation
Dialogue between members on non-competitive topics — market information, regulation, training.
"If the association does not create clear value for its members, broad representation cannot be achieved."
03 · Goal
The voice of the sector.
Four measurable, strategic goals that EGA will work towards over the next three years.
04 · Strategic focus areas
Six focus areas.
The strategy is delivered through six focus areas, each with its own action plan and metrics.
Cooperation with the state
Systematic, regular dialogue with key authorities — trust is built through continuity, not one-off events.
- Partners: Ministry of Finance · MTA · Financial Intelligence Unit · TTJA
- Cadence: quarterly meetings + ongoing technical communication
Regulatory quality
Continuous member training and harmonised standards — the foundation of the sector's credibility.
- Focus topics: AML · KYC · Responsible gaming
- Volume: 3-4 training sessions per year, documented attendance
Reputation and Communication
EGA moves from passive responder to proactive advocate — messages on sector topics come in the sector's own voice.
- Making EGA visible through active media communication
- Communicating initiatives: responsible gaming, preventing money laundering, licensed operators vs. black market
Market information
The sector's data and overview must be presented clearly to everyone — through separate channels for the public and for members.
- A modern website for the public + an intranet for members
- Aggregation and publication of fresh data, regular reviews
Growing the membership
Representation is the strategy's central metric — from about a third today to over 80% within three years.
International dimension
The Estonian licence is increasingly used across borders — the strategy must reflect this in both standards and membership.
- Common standards and developments from other markets and licences
- Involvement of international members in the EGA network
05 · Next steps
For discussion with members.
This is a working draft. The final strategy will take shape based on member input, refined KPIs and an action plan.
Discussion with members
Reviewing the document with all members — input for refining the strategy.
Refine KPIs
Turning the metrics into specific numbers and deadlines for each focus area.
Action plan
Turning the strategy into specific actions, owners and a timeline.