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Participants broadly accepted the principle that gambling information should be transparent and accessible, but many reported difficulty interpreting or using it effectively in practice.
Technical data such as odds and rules were often obscured by delivery timing that came too late to influence decisions.
This sense of understanding was also described as something that needed to be maintained continuously, rather than achieved only once and then relied upon.
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Alongside the recovery of NZ$11.5 million, the DIA also took action against the class 4 gambling society One Foundation.
One Foundation’s operating licence was suspended for six days after the DIA identified accounting failures relating to gambling proceeds, as well as a failure to surrender a licence for one of its pokies venues when required by law.
The DIA also issued new financial guidance for class 4 operators, with the aim of providing greater clarity on their accounting requirements and an explanation of their obligations.
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However, 38% expressed concern that adopting AI might reduce the personal, human touch in VIP management.
Within the survey, none of the respondents selected AI or automation as their primary tool for managing VIP portfolios.
Instead, spreadsheets and business-intelligence dashboards each accounted for 30%, and CRM platforms followed at 24%. Only 15% used AI/automation tools in any capacity, and then only as secondary aids.
