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The KGCC, which operates under the prime minister’s office and oversees gambling supervision and the monitoring of illegal gambling activity, will collaborate with the Gyeonggi education office. There will be policy coordination, student protection and the exchange of educational resources and prevention experts.
The partnership also plans to analyse operational data, develop pilot programmes and construct a model for national deployment.
A systemic policy cooperation mechanism is expected, targeting youth gambling prevention and student safeguarding. Rather than implementing short-term campaigns, the focus will be on embedding gambling prevention into everyday school routines.
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The objective, he argues, is to make it harder for operators to simply replace a blocked domain with another one. “If they knew there was a tool that would find those new sites as well, they might become more cautious.”
It is a philosophy that sits within a broader shift in the industry’s approach to the illegal market. Domain blocking remains important, but regulators are increasingly looking at payments, advertising, affiliate and acquisition channels and cooperation across jurisdictions.
For example, on the role of pirate sports streaming in driving traffic towards illegal gambling, while regulators in markets such as Turkey are confronting large-scale unlicensed activity. The more fragmented and technically sophisticated the illegal market becomes, the more important the intelligence behind enforcement is likely to become.
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“If someone takes the time to understand what they’re used to playing, what they like, what their history is and take that into consideration, then you can bridge that gap. If operators take that time to understand where players are at, it does make a difference.”
Local operators, meanwhile, have tried to close the gap by strengthening their technology, including working with world-class suppliers.
This can be difficult, however, as Atucha explains some larger platforms entering LatAm will only work with tier 1 operators, rather than helping smaller companies develop. “It’s challenging because first, whatever you would consider a tier 3 or a tier 2 or even a startup in an emerging market like Latin America can eventually become a tier 1 operator,” Atucha suggests.