Индустрия азартных игр переходит от формального разнообразия к измеримому влиянию на бизнес

| By Kyle Goldsmith | Reading Time: 5 minutes For years, conversations around diversity, equity and inclusion (DEI) in gambling have centred on representation. Now, the industry is asking whether those efforts are creating better workplaces, retaining talent and improving business performance. As iGB once again opens up its Most Influential Women campaign to the sector, in the search for trailblazers, quietly changing the trajectory for women in the gambling industry, we consider how inclusive the space has become and what the next phase should look like. “Speaking to various parties across the gambling field, it is clear that progress has been made in recent years. How has the conversation moved on from ‘Are we doing DEI?’, to ‘Is it improving our business, our culture and our ability to attract and retain great people?'” Mark Skinner, chief people officer at Allwyn Digital, asks. He believes the conversation has matured and gambling companies are now expected to deliver measurable outcomes. “Stakeholders increasingly want evidence that initiatives deliver meaningful outcomes rather than simply demonstrating good intentions,” Skinner suggests. That shift is increasingly visible across the sector, with DEI framed less as a standalone initiative and more as part of everyday business culture. For Grainne Hurst, CEO of the Betting & Gaming Council in the UK, the evolution has been clear. “The conversation has moved beyond representation alone towards inclusion, retention, well-being and progression,” Hurst explains. “Businesses increasingly understand that DEI must be embedded in everyday culture, not treated as a separate initiative.” How associations can drive progress Industry associations have played an important role through mentoring, networking and leadership development. Hurst is also a board member at Global Gaming Women, giving her firsthand experience of how networks, mentorship and role models can help women advance. She was previously recognised in iGB’s Most Influential Women list in 2024. Another MIW 2024 alum, Lois Bright, who also founded of Women in Gaming Africa and co-founded Gaming Advisory Partners, says the group’s key achievement has been making women visible and helping them to progress into leadership roles. “I think it’s given a boost to women in the sense that they have a platform for tangible change, not just them as individuals, but collectively as a movement,” Bright says. DEI starts at the top A point the industry largely agrees on is that DEI must start at the top. “Leadership is the single biggest determinant of an inclusive culture,” Skinner comments. “Policies matter, but individuals experience inclusion primarily through their managers. Leaders set the tone through the decisions they make, the behaviours they reward and the conversations they encourage.” Some companies, such as Evoke, actively monitor DEI at a leadership level to track whether initiatives are making an impact. “Leadership is critical in setting expectations and maintaining accountability,” says Nicola Kociuba, learning and performance business partner at Evoke. “For example, our Nomination Committee monitors progress against diversity objectives and considers diversity in succession planning and appointments, while ensuring decisions remain based on merit, experience and capability.” Playtech also tracks its DEI achievements. According to Sophie Yaxley, the company’s global Centre of Excellence director, female representation within Playtech’s leadership rose from 23% in 2021 to 32% in 2025. “Ultimately, our focus is not only on representation, but on fostering an environment where everyone has the opportunity to contribute, develop and succeed,” Yaxley says. The battle to attract and retain diverse talent A key question around DEI has long been how the gambling sector can attract diverse talent. Increasingly, however, attention has shifted to whether it can retain the people it attracts. “One misconception is that DEI is solely about recruitment targets,” Skinner says. “Recruitment is important, but bringing diverse people into an organisation without creating an inclusive culture simply results in higher turnover.” He nevertheless believes recruitment is still the bigger challenge over retention. “The gaming industry operates in a highly competitive talent market, particularly for digital, technology, data, AI and product roles,” he says. Skinner also says perceptions of the industry can hinder recruitment. “Many talented individuals simply don’t understand the breadth of careers available in gaming and lotteries, while others have preconceived views about the sector itself,” he continues. “We’re not just competing with other operators; we’re competing with fintech, gaming, technology and consumer brands that often have stronger employer recognition and, in some cases, fewer misconceptions associated with their industry. “As a result, we can miss out on talented individuals who simply don’t consider our sector.” Beyond the numbers While representation remains important, Yaxley warns that many companies still mistake headcount for inclusion. “One of the biggest misconceptions is that DEI can be measured by representation alone,” she says. “Representation matters, but it’s only one part of the picture.” For her, the real test is whether employees have equal access to development, promotion and leadership opportunities, rather than simply being hired. Bright believes another common misconception is that diversity is achieved by ticking boxes during recruitment. “More women should be shortlisted for positions,” she suggests. “There shouldn’t be a case of going, ‘Oh, let me tick a box here’ or ‘This person is an anomaly to the rule.’ “I think it’s about businesses evolving to understand that having more women inside their businesses will aid and abet the success of their businesses, not hold it back.” Yaxley adds: “The most meaningful measure of progress is not simply who joins an organisation, but whether opportunities, development and leadership pathways are accessible to everyone.” The gaps in gambling’s DEI progress Despite the progress made, interviewees agree there are still areas where the gambling industry has work to do. “I believe there is still work to be done to ensure diversity is fully reflected at every level of an organisation, particularly within senior leadership and executive positions,” Yaxley says. She also believes the industry needs to broaden its focus beyond gender. “I also believe disability and neurodiversity deserve greater visibility within DEIB conversations,” she states. “These dimensions of diversity can often be less visible, yet they bring valuable perspectives, skills and ways of thinking that strengthen organisations and contribute to better outcomes.” Bright believes the biggest challenge in Africa remains ensuring more women reach senior decision-making positions. “I think if you look at the regulators, sometimes I do feel sad to see that it is largely just men,” she says. “I’d like to see more women regulators in more senior positions. “But I think the tide is turning. Our work is not done. That’s how I see it. We’ve got lots more to do, but I definitely think it’s moving in the right direction.” Bright also warns against viewing DEI through a single global lens. While the US and markets in Europe may have broadened discussions to encompass issues such as LGBTQ+ inclusion, she notes that priorities differ across Africa, where legal, cultural and social realities can vary between countries. What does the future of DEI look like in gambling? Looking ahead, industry leaders believe the next phase of DEI will be less about standalone initiatives and more about embedding inclusion into everyday business decisions. Yaxley hopes DEI will become “a fundamental part of how organisations operate”, with technology and people analytics helping businesses to make fairer, evidence-based decisions on talent. “Ultimately, I hope the conversation evolves from representation alone to a stronger focus on belonging,” she says. “Diverse teams are important, but lasting progress comes when people feel valued, heard and able to contribute fully.” For a sector facing intense competition for talent, fostering an inclusive workplace is becoming as much of a commercial priority as a cultural one. iGB is now accepting submissions for its 2026 Most Influential Women initiative. We’re looking for entries reflecting the vast diversity of the sector and its talent, across all markets, channels and departments. We will accept admissions via this form until 1 October. Please do nominate all the impressive women around you, including peers, friends, colleagues, bosses, partners and even yourselves! Initiatives like MIW help the sector shine a light on those championing change and charting the industry’s next big movements.