Kinga Warda, Chief Officer for Policy & International Affairs at the Malta Gaming Authority (MGA), spoke to SiGMA about the launch of the Authority’s first ESG Code of Good Practice Insights Report.
The report, based on voluntary submissions from 14 licensees, marks what the MGA calls a significant milestone in the industry’s journey toward greater environmental, social, and governance (ESG) accountability. Warda shared the motivations behind the initiative, the lessons learned from the first reporting cycle, and how the MGA plans to build on this momentum to raise standards across the sector further.
“We saw an opportunity to bring clarity to what ESG can look like specifically for gaming, and we decided to act,” Warda says. “There was a clear need for a framework that reflects the realities of our sector, and speaks directly to the challenges and opportunities our industry faces.”
Progress made, challenges ahead: what the report reveals
The paints a picture of real progress across several key areas. Operators showed a clear commitment to responsible gambling, energy tracking, and community engagement. All 14 participants implemented robust player protection policies and responsible gambling tools, going beyond regulatory obligations. They helped players recognise risky behaviour, took serious steps to stop underage gambling, made sure game rules were clear and easy to understand, dealt with complaints openly, and gave players access to independent dispute resolution.
Still, the report doesn’t shy away from pointing out where work remains to be done. The gender pay gap sits at a striking 27.1%, and women hold just 20% of executive positions. Cybersecurity standards vary widely between operators, and most still don’t track their Scope 3 emissions. Moreover, few have integrated ESG considerations at the board level or tied them to a clear strategic vision.
Mind the gap: gender equity and inclusion
Commenting on the gender pay gap, Warda explains: “This first ESG reporting cycle is based on a relatively small sample and may not fully represent the whole gaming sector. However, wider industry research confirms that many companies have somehow limited female representation in senior leadership.
The numbers back this up. Although non-management roles show near gender paritywomen hold 47% of these positionsexecutive teams remain overwhelmingly male, with 80% of top roles occupied by men, according to the report.
“Some common themes did emerge, particularly around the need to strengthen gender representation at the executive level and to expand ESG-related training,” Warda noted. “This isn’t just a diversity issueit’s about ensuring that decision-making is inclusive and reflective of broader societal expectations.“
She added that the benefits go far beyond box-ticking. “We see clear business benefits in improving gender diversity: stronger leadership and more resilient organisations. Encouraging companies to consider diversity within their leadership teams, pay structures, and development opportunities aligns with the broader ESG goals of building a sustainable and responsible industry.”
How ESG is shaping industry practices
What the ESG framework brings to the table is a wider lensit encourages companies to see responsible gambling not just as a compliance issue but as part of their overall sustainability and governance strategy, argues Warda.
The initiative is already influencing internal policy across participating companies. According to Warda, the report has acted as a “catalyst for reflection and action.”
“Some participants mentioned that the exercise prompted internal conversations that hadn’t really happened before. A few companies have already flagged that they’re planning concrete next steps,” she says. These include clearer ESG responsibilities and improved data transparency.
What’s next? MGA’s ESG roadmap
With a structured feedback loop in place, the MGA plans to gradually improve the initiative. “Based on that feedback, we’ve already made some refinements to the existing disclosures,” Warda said. “Small but meaningful adjustments aimed at improving the overall experience.”
However, “no major changes will ever be introduced without consultation with the industry,” Warda reassures. “This is a framework developed for the sector, but just as importantly, with the sector. It’s a two-way process, and we’ll continue shaping the next cycles based on what the sector tells us works and what doesn’t.”
Among the priorities for future development are sector-wide training on ESG principles, increased opportunities for knowledge sharing and highlighting best practices, and targeted guidance to help companies strengthen their board-level governance.
Strengthening defences
The MGA praised the sector’s strong anti-bribery, AML, and whistleblower policies but flagged cybersecurity as an urgent area that needs attention. “Cybersecurity is a priority area for us as a regulator, especially given the digital nature of the gaming sector and the sensitivity of the data involved,” Warda said.
To address this, the MGA is preparing a comprehensive Industry Risk Assessment focused on cybersecurity. “Our goal is to identify key sector-specific risks and vulnerabilities… and support the industry through targeted education and guidance,” she explained.
“We strongly encourage companies to work toward cybersecurity certifications,” says Warda. “Our role isn’t about imposing certification, but about raising awareness of the standards.“
Teamwork makes the dream work: the MGA’s collaborative playbook
Warda made it clear that the MGA’s approach to the ESG survey is one of partnership, not enforcement. “We’re not here to criticise,” she said. “We’re here to support the sector in making meaningful progress.”
“Ultimately, the greatest value of this first report lies in its role as a baselinenot just in terms of data, but in terms of mindset,” Warda explained. “We want companies to start seeing the value of ESG reporting for themselves. As more companies participate and share positive experiences, we hope peer feedback will help build momentum.”
“We’re fully committed to maintaining an open dialogue and learning alongside the sector,” Warda concluded. “So that together, we’re better equipped to manage future challenges as they arise.”
