EGA Strategy 2026
The environment has changed.
The Estonian gambling market has changed significantly in recent years. Remote gambling has become a central part of the sector and operates under Estonian licence 45 operatorbut the local operators' union belongs to them only a third.
The decision of the Riigikogu to lower the tax rate on long-distance gambling is aimed at growing the sector - with the aim of bringing in new operators and thereby increasing tax revenue.
The Estonian licence has increasingly become an international tool under which other markets operate.
Increase in licenses and financial volume
The increase in turnover and the number of licenses in the sector also leads to an increase in potential risks - responsibility is spread more widely.
Tighter regulatory environment
AML, bank accounts and the overall sector operating environment are becoming more demanding.
Localization of target markets
Many current target markets - including Finland - receive local regulation that changes the business-model.
Reputation of Estonian jurisdiction
Responsibility for Estonia's reputation as an internationally used jurisdiction is increasing.
Clear and practical.
The idea of having an EGA is to create a specific value for your members. Without it, broad representation cannot be achieved.
Impact on regulation
A common voice in legislation and sector policy - an earlier dialogue with the agencies as an individual operator.
Better information and preparedness
Early information about upcoming changes - time to adjust rather than react.
Lower regulatory risk
Common standards, guidelines and trainings reduce the likelihood of breaking the law for each member.
Increase in competence
Access to best practice trainings in the sector - AML, KYC, responsible gaming.
A common position in the public
Messages in the sector are moving from a single source - media, politicians, partners get one clear view.
Collaborative platform
Dialogue between members on non-competitive topics - market information, regulation, training.
"If the union does not create clear value for members, broad representation cannot be achieved."
Spokesman for the field.
Four measurable and strategic goals that the EGA will be moving towards over the next three years.
Six focuses.
The strategy carries the activity through six separate focus areas. Each focus has a specific agenda and metrics.
Cooperation with the State
Systematic and regular dialogue with key agencies - trust is built through continuity, not through individual events.
- Partners: Ministry of Finance · MTA · Money Laundering Data Bureau · TTJA
- Rhythm: Quarterly meetings + current technical communication
Regulatory quality
Continuous training of members and harmonization of standards - the basis of reliability in the sector.
- Focus topics: AML · KYC · Responsible gaming
- Volume: 3-4 training sessions per year, documented attendance
Reputation and Communication
EGA moves from passive respondent as Proactive Spokesman - messages on topics in the field come in the voice of the sector itself.
- Making EGA visible through active media communication
- Communicating initiatives: responsible gaming, preventing money laundering, licensed operators vs. black market
Market information
The sector's dataset and overview comes understandably presented to everyone - in separate channels for the public and members.
- An updated online environment for the public + intranett members
- Aggregation and publication of fresh data, regular reviews
Expansion of the membership
Growing representation is a central metric of the strategy - from today's ~third to over 80% over three years.
International dimension
The Estonian licence is increasingly operating across borders - the strategy must reflect this in both standards and membership.
- Uniform standards and developments from other markets / licenses
- Involvement of international members in the EGA network
For a discussion with the members.
It's a work version. The final strategy is formed on the basis of member input, specification of KPIs and plan of action.
Discussion with members
Reviewing the document with all members - input to refine the strategy.
Refine KPIs
Bringing metrics into a form of specific numbers and deadlines - for each focus.
Plan of action
Translation of the strategy into specific activities, responsible and time schedule.