Ireland’s Gambling Regulation Act 2024: A Practical, Opportunity-First Guide to the New GRAI Licensing Framework

Ireland is entering a pivotal new era for gambling regulation. Under the Gambling Regulation Act 2024, the country is moving to a unified national framework overseen by the new Gambling Regulatory Authority of Ireland (GRAI). For operators, suppliers, and fundraising organisations, this shift is more than a compliance update: it is designed to create a clearer, more credible pathway to operate in a market worth over €1.3 billion annually, with stronger safeguards that can improve player trust, partner confidence, and long-term sustainability.

The key theme is Tier‑1 positioning: Ireland is shaping a modern licensing regime built around safe gambling, harm prevention, player protections, anti-money laundering (AML) controls, and market integrity. If you plan well, the transition can become a growth lever: stronger authorisation can be attractive to banks, payment service providers (PSPs), and international counterparties who increasingly demand robust governance and demonstrable controls.

What’s changing: from fragmented permissions to a unified regulator and licensing model

The Gambling Regulation Act 2024 establishes GRAI as the national regulator with responsibility for both land-based and online gambling. The intent is to replace fragmented or legacy approaches with a coherent system that applies consistent standards across the industry.

From an operator perspective, the big shift is the move toward a unified licensing approach intended to cover the major gambling verticals and business models via a structured licensing regime. This is expected to support:

• Clearer market entry pathways for B2C operators (serving players directly)
• Better-defined expectations for B2B suppliers (software, platforms, and related services)
• Dedicated licensing routes for charity and philanthropic fundraising gambling
• Stronger regulatory consistency around responsible gambling, AML, fairness, and reporting

Just as importantly, Ireland is currently in a transition phase. Existing or prior permissions are expected to be brought into the new framework, and many operators should anticipate they will need to re-apply under the new licensing regime as the phased rollout begins.

Why this is good news for operators: the Tier‑1 advantage in a competitive market

For well-prepared businesses, a higher-standard licence can deliver practical commercial benefits. The new regime is positioned to strengthen the reputation of an Irish licence as a credible, EU‑recognised authorisation aligned with modern expectations around player safety and financial crime prevention.

Key business benefits of a high-credibility Irish licence

• Increased partner confidence with banks, PSPs, and enterprise vendors that prefer Tier‑1 risk profiles
• Improved player trust driven by stronger player protection, dispute handling expectations, and harm prevention standards
• Market integrity improvements, which support sustainable growth (and reduce “race to the bottom” dynamics)
• Clearer compliance expectations that can reduce ambiguity and help you build scalable governance
• Brand differentiation for international operators that want to showcase strong regulation as part of their customer promise

In practice, Tier‑1 positioning can make operational conversations easier: payments, banking, B2B integrations, and key vendor negotiations often move faster when your controls and regulator expectations are clear and respected.

Understanding the licence categories: B2C, B2B, and charity/philanthropic licensing

While final details can evolve as implementation continues, Ireland’s incoming framework is expected to address the most common operating models through a structured licensing approach that includes:

B2C (Business-to-Consumer) licences

A B2C licence is intended for operators providing gambling services directly to players. This can include remote (online) and land-based activity depending on the scope of authorisation. Typical verticals referenced in industry coverage include betting, online casino, and certain forms of lotteries.

B2B (Business-to-Business) licences

A B2B licence is intended for businesses that develop or provide gambling-related products and services to licensed operators. This can include software, platforms, game content, and other critical operational services. For many suppliers, B2B licensing can be a commercial enabler: it signals maturity and reduces onboarding friction with enterprise operators.

Charity and philanthropic licences

The new regime also contemplates a dedicated pathway for fundraising gambling, designed for organisations conducting games or lotteries to raise funds for charitable or philanthropic purposes. A fit-for-purpose licensing category can provide more clarity and legitimacy for fundraising activity, while ensuring sensible protections are in place.

Timing and rollout: what operators should plan for (late 2025 to early 2026)

Ireland’s licensing regime is expected to roll out in phases to give the industry time to adapt. Based on widely cited implementation expectations, operators should plan around:

• Application windows opening in late 2025 for certain categories (commonly referenced: betting and land-based)
• Remote gaming licensing beginning in early 2026 (commonly referenced: online casino and other remote verticals)
• Typical approval timelines of 3 to 6 months from submission to decision, depending on completeness, complexity, and regulator workload

The strongest competitive advantage during a phased rollout often goes to the best-prepared applicants. If you can submit a complete package early, you may be able to shorten the time between “licensing window opens” and “ready to operate.”

Practical rollout planning (high-level)

What “Tier‑1” looks like in practice: safer gambling, AML, and player protection

Tier‑1 regulation is not just a label. It is demonstrated through evidence: policies, procedures, technical controls, and governance that work consistently at scale.

Safer gambling and harm prevention

The new framework places a strong emphasis on safe gambling, conduct standards, and harm prevention. Operators should be prepared to show that player protection is not a marketing slogan, but a real operational capability.

In practice, this typically involves:

• Player risk monitoring with clear escalation paths
• Meaningful customer interventions when risk signals appear
• Controls for vulnerable players, including friction where appropriate
• Staff training so customer-facing teams can act consistently
• Advertising and promotional governance aligned to restrictions and social responsibility expectations

AML and KYC that satisfy modern expectations

Operators should expect to demonstrate robust AML and know-your-customer (KYC) controls, aligned with applicable European standards and best practices. Strong AML is also a commercial advantage: it reduces payment risk, improves banking relationships, and protects your brand.

Common elements include:

• Customer identity verification (such as verifying identity and address)
• Risk-based due diligence (enhanced checks for higher-risk customers)
• Source of funds and affordability-related checks where risk triggers require them
• Ongoing monitoring of player behaviour and transactions
• Suspicious activity reporting processes, with internal governance and documentation

Game integrity, fairness, and technical controls

Credible licensing regimes typically require evidence that games and critical systems are fair and secure. Industry guidance commonly references the need for games (including RNG-based content and peer-to-peer formats) to be audited and certified for fairness by an approved testing laboratory, alongside broader technical and operational documentation.

Even when exact technical checklists vary by licence category, you can expect scrutiny in areas such as:

• Game testing and certification evidence
• Platform security and access controls
• Hosting and infrastructure architecture and resilience
• Data handling practices and auditability
• Incident management, including reporting and remediation workflows

The transition phase: what “re-applying” really means and how to turn it into momentum

A transition phase can feel disruptive, but it can also be an advantage for operators who use it as a structured upgrade cycle. If you anticipate re-applying for authorisation under the new framework, treat it like a strategic relaunch:

• Clean up group structure and ownership clarity so UBO disclosure is straightforward
• Standardise policies across brands and jurisdictions (AML, safer gambling, complaints, data governance)
• Strengthen evidence (training logs, audits, monitoring outputs, board minutes)
• De-risk key dependencies (PSP onboarding, game supplier due diligence, hosting resilience)

When you do this well, the licensing process becomes less about “writing documents” and more about demonstrating a well-run operation with mature controls.

Core licensing requirements: what to prepare (documentation and governance)

While finalised requirements may be confirmed as the regime is implemented, operators should expect robust legal, technical, and compliance inputs. Preparation is often the difference between a smooth 3 to 6 month timeline and an extended cycle caused by follow-up questions.

Corporate and ownership information

• Company incorporation and proof of legal establishment
• Clear ownership structure documentation
• UBO disclosures (ultimate beneficial owners), with supporting evidence

People, governance, and suitability

• Director and key function CVs showing relevant competence
• Background checks as required (commonly includes criminality screening)
• Defined governance roles (who owns AML, safer gambling, compliance, technology)

Operational, compliance, and technical documentation

• AML / KYC policies and procedures that are risk-based and operational
• Responsible gambling (safer gambling) framework and player protection controls
• Dispute resolution approach and customer support handling
• Technical architecture documentation (platform, hosting, security)
• Game / RNG test reports and third-party certifications, where applicable
• Supplier and provider agreements and due diligence evidence

Business plan and financial readiness

• Detailed business plan describing the model, markets, and execution strategy
• Financial forecasts including assumptions, runway, and capital planning
• Evidence of financial stability consistent with the scale of operations

If you want to reduce regulatory friction, build your application like an audit pack: consistent naming, version control, clear ownership, and evidence that what you say on paper is what happens in production.

How to prepare for application success: a step-by-step readiness roadmap

Even without every detail finalised, you can make meaningful progress now. A simple readiness program helps you control timelines once application windows open.

Step 1: Map your licensing scope (B2C, B2B, charity)

Define exactly what you do (and what you will do in the first 12 to 24 months): products, markets, payment flows, suppliers, and whether you are player-facing or purely B2B.

Step 2: Run a compliance and controls gap analysis

Compare current policies and operational reality against Tier‑1 expectations. Prioritise the items that commonly drive regulatory questions: AML risk assessment, player protection monitoring, and technical assurance evidence.

Step 3: Strengthen governance and assign accountable owners

Regulators look for accountability. Document who is responsible for AML, safer gambling, compliance monitoring, complaints, security, and incident response.

Step 4: Build your “evidence library”

Approvals and policies are necessary but not sufficient. Collect proof that controls are used and reviewed: training records, monitoring outputs, management information (MI), audit results, and escalation logs.

Step 5: Prepare the application pack early

If approval timelines are commonly 3 to 6 months from submission, being ready to submit early in the window can be a real competitive advantage.

Readiness checklist (quick reference)

• Incorporation and group structure are current and consistent
• UBO disclosures are complete and supported
• Key persons’ CVs and background check documentation are ready
• AML / KYC policies and monitoring processes are implemented
• Safer gambling controls are operational (not just drafted)
• Technical documentation and testing evidence are organised
• Business plan and financial forecasts are board-approved and coherent
• Supplier contracts and due diligence files are complete

Payments, banking, and credibility: why the Irish licence can improve commercial outcomes

One of the most practical benefits of an Ireland gambling license is what it can unlock beyond the regulator itself. When banks and PSPs see clear Tier‑1 standards, it can support smoother onboarding and reduce ongoing friction, because:

• Risk is easier to assess when regulatory expectations are known and enforceable
• Controls are more auditable, improving assurance for third parties
• Governance maturity reduces operational surprises and compliance incidents

In other words, regulation can become a commercial asset when it is designed to be credible and when operators treat compliance as part of product quality.

Commercial planning: fees, duties, and financial assumptions

Licence fees can vary by licence type and business scale, and precise fee schedules may be confirmed by GRAI as the framework is implemented. Operators should budget conservatively for:

• Application and renewal fees
• Compliance build and ongoing reporting costs (staffing, tooling, training, audits)
• Testing and certification where required for games and systems

Industry summaries have cited an Irish gambling duty of 2% on turnover in relevant contexts (often discussed in relation to betting duty). As always, finance teams should confirm the exact duty treatment applicable to their vertical and model when final operational rules and guidance are available.

Who Ireland is likely to suit: operator and supplier profiles that can benefit most

Because the regime is designed for credibility and strong standards, Ireland can be especially attractive to organisations that value long-term scalability and trusted market access.

• Established multi-market operators seeking Tier‑1 alignment and regulatory consistency
• International brands that want a respected EU-facing licence to support partner confidence
• Irish-focused platforms that want to operate and market legally with a clear framework
• B2B platform and content suppliers who want smoother onboarding with licensed operators
• Fundraising organisations seeking a defined, legitimate route for charitable gaming or lotteries

Positioning your business for a smooth launch: the operator mindset that wins in phased rollouts

A phased regulatory rollout often rewards operators who act early, document well, and treat compliance as part of operational excellence. The most successful applicants typically do three things consistently:

1. They design controls that work, not controls that only look good on paper.
2. They invest in evidence: monitoring outputs, audits, training records, and governance minutes.
3. They align the business plan to compliance reality, so growth assumptions match operational capacity.

If you approach Ireland’s new framework with that mindset, the Gambling Regulation Act 2024 and GRAI’s incoming licensing regime can become a strong platform for sustainable growth: improved trust, stronger partnerships, and clearer market access in a significant European market.

Summary: what to do next

• Assume a transition and re-application process if you currently operate under legacy arrangements.
• Plan for late 2025 application windows and early 2026 remote licensing, with 3 to 6 months typical approval time from submission.
• Start building your application pack now: incorporation and UBO disclosures, director CVs and checks, business plan and financial forecasts, plus robust AML, safer gambling, and technical assurance evidence.
• Use Tier‑1 compliance as a commercial advantage with PSPs, banks, and global partners.

With early preparation and strong operational governance, Ireland’s new licensing framework can be a confidence signal to the market and a catalyst for responsible, scalable growth.