Liesbeth Oost: ‘ESG should not sit in a report’

Liesbeth Oost, Head of ESG at JVH Gaming and Entertainment Group, explains why purpose becomes a competitive advantage only when it is embedded in strategy, and what the gambling industry can learn from retail, fashion, and food about making ESG resonate with consumers.

ESG has moved firmly onto the agenda of mainstream iGaming operators. But the gap between reporting and genuine business impact remains wide, and the industry is still working out how to close it. The conversation is shifting from compliance and optics to something more commercially meaningful: how responsible practice can drive retention, differentiate brands, and attract investment.

Liesbeth Oost is Head of ESG at JVH Gaming and Entertainment Group, one of the Netherlands’ largest gaming and entertainment operators. She brings a practitioner’s perspective to a debate that too often stays at the level of frameworks and pledges.

Oost will be hosting a workshop at SBC Summit Malta on 29 April, 15:00–16:00: ‘ESG Beyond the Tick Box: Turning Purpose into Profit.’ Ahead of that session, she spoke to iGaming Republic about what separates authentic ESG from greenwashing, what operators can learn from other industries, and how purpose translates into tangible business outcomes.

This Q&A breaks down:

• What it actually takes to turn ESG from a reporting exercise into a competitive advantage
• How frameworks are reshaping the approach to player protection and long-term sustainability
• What distinguishes ESG strategies that build trust from those that risk being seen as greenwashing

Let’s dive in!

iGaming Republic: ESG is moving beyond compliance, but what does it take for operators to turn purpose into a real competitive advantage?

Liesbeth Oost: ESG becomes a competitive advantage when it is embedded into core business strategy rather than treated as a reporting exercise. That means aligning ESG priorities with commercial drivers: customer retention, brand positioning, operational efficiency, and access to capital. The shift we’re seeing is from “doing less harm” to actively creating value through responsible products, transparent communication, and long-term thinking.

Operators that succeed here are those who translate purpose into tangible actions and measurable outcomes. This includes integrating ESG into product design, player journeys, partnerships, and internal culture. When done well, ESG strengthens trust with players, regulators, and investors alike, turning it into a driver of resilience and differentiation rather than a cost.

Going to SBC Summit in Malta? Use code IGRPARTNERVIP to get 42% off your VIP ticket.

iGR: As expectations around responsibility evolve, how are ESG frameworks influencing the way operators approach player protection and long-term sustainability?

LO: ESG frameworks are pushing operators to take a more structured and data-driven approach to player protection. Rather than standalone responsible gaming initiatives, we now see broader integration into governance, risk management, and reporting processes. This creates greater accountability and consistency across markets.

At the same time, it’s shifting the focus from reactive measures to proactive design, using data insights, behavioural nudges, and transparency to support sustainable player engagement. Long-term sustainability in this context means balancing commercial objectives with player well-being, ensuring that growth is both responsible and durable.

“Long-term sustainability in this context means balancing commercial objectives with player well-being, ensuring that growth is both responsible and durable.”

Liesbeth Oost, Head of ESG at JVH Gaming and Entertainment Group

iGR: Looking beyond gambling, what lessons can be drawn from industries like retail, fashion, and food when it comes to delivering ESG in a way that resonates with consumers?

LO: Other industries have shown that ESG only resonates when it is visible, relatable, and authentic. In retail and fashion, for example, brands have successfully translated sustainability into clear consumer choices, whether through product labelling, storytelling, or supply chain transparency.

For gambling operators, the opportunity lies in making ESG more tangible within the player experience. This could mean clearer communication around responsible play tools, community impact initiatives, or even how revenues contribute to positive outcomes. The key lesson is that ESG should not sit in a report; it needs to be part of the customer narrative.

“The key lesson is that ESG should not sit in a report; it needs to be part of the customer narrative.”

Liesbeth Oost, Head of ESG at JVH Gaming and Entertainment Group

iGR: What distinguishes ESG strategies that build trust and loyalty from those that risk being perceived as greenwashing?

LO: The difference comes down to credibility and consistency. ESG strategies that build trust are grounded in clear priorities, backed by data, and communicated transparently, including where challenges still exist. They avoid overpromising and focus on progress rather than perfection.

Greenwashing, on the other hand, often stems from a disconnect between messaging and reality. If ESG claims are not supported by tangible actions or are overly generic, stakeholders will quickly see through them. Trust is built when companies are honest, specific, and consistent over time.

iGR: What are you most excited to see and hear at the SBC Summit in Malta?

LO: I’m particularly looking forward to seeing how ESG continues to evolve from a niche topic into a central business conversation within the industry. Events like SBC are a great opportunity to exchange practical insights and challenge each other on what “good” really looks like in practice.

I’m also excited to host my workshop on 29th April, 15:00 – 16:00: “ESG Beyond the Tick Box – Turning Purpose into Profit.” It will be a hands-on session where we explore real examples from other industries, distinguish authentic ESG from greenwashing, and develop a practical checklist that operators can apply directly. The goal is to move from theory to action and show how ESG can genuinely drive growth, loyalty, and investment.

“The goal is to move from theory to action and show how ESG can genuinely drive growth, loyalty, and investment.”

Liesbeth Oost, Head of ESG at JVH Gaming and Entertainment Group