Gambling Industry Shifts Focus to Measurable DEI Outcomes, Leadership Accountability

The gambling industry is undergoing a fundamental transformation in how it approaches diversity, equity and inclusion (DEI). No longer satisfied with superficial metrics or box-ticking exercises, sector leaders are pushing for measurable outcomes that demonstrate real cultural change. As iGB prepares to launch its 2026 Most Influential Women campaign, conversations with industry executives reveal how DEI has evolved from a peripheral concern to a core business priority with tangible commercial implications.

From Symbolic Gestures to Business Imperative

Mark Skinner, chief people officer at Allwyn Digital, observes a significant maturation in how the industry approaches DEI.

"Speaking to various parties across the gambling field, it is clear that progress has been made in recent years,"

he notes. The dialogue has progressed from basic questions about whether companies are implementing DEI policies to more sophisticated discussions about how these initiatives improve business performance.

"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?'"

Skinner asks. This shift reflects growing expectations from stakeholders who demand more than good intentions.

"Stakeholders increasingly want evidence that initiatives deliver meaningful outcomes rather than simply demonstrating good intentions,"

Skinner explains. The change is visible in companies like Playtech, where Sophie Yaxley reports concrete progress: female representation in leadership roles increased from 23% in 2021 to 32% in 2025.

The Critical Role of Leadership

Across the industry, executives emphasize that meaningful DEI progress requires active engagement from senior leadership. Skinner articulates this clearly:

"Leadership is the single biggest determinant of an inclusive culture."

He explains that while policies matter, employees experience inclusion primarily through their direct managers.

"Leaders set the tone through the decisions they make, the behaviours they reward and the conversations they encourage."

Some companies have institutionalized this accountability through formal structures. Nicola Kociuba from Evoke describes their systematic approach:

"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."

Grainne Hurst, CEO of the Betting & Gaming Council and a 2024 MIW alum, highlights how industry associations complement these internal efforts through initiatives like Global Gaming Women, which provides mentorship and leadership development opportunities that help women advance in their careers.

Moving Beyond Recruitment Metrics

While attracting diverse talent remains challenging - particularly in competitive areas like technology, digital, data, AI and product roles - industry leaders stress that true inclusion requires looking beyond hiring statistics. Skinner identifies retention as an equally crucial challenge:

"Recruitment is important, but bringing diverse people into an organisation without creating an inclusive culture simply results in higher turnover."

He notes the gambling industry faces unique recruitment hurdles:

"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."

Yaxley cautions against superficial measurements:

"One of the biggest misconceptions is that DEI can be measured by representation alone."

Lois Bright, founder of Women in Gaming Africa, challenges tokenistic approaches:

"More women should be shortlisted for positions. There shouldn't be a case of going, 'Oh, let me tick a box here' or 'This person is an anomaly to the rule.'"

She argues businesses must fundamentally recognize how gender diversity contributes to commercial success rather than treating it as a compliance exercise.

Broadening the DEI Agenda

As the industry makes progress on gender diversity, leaders are calling for an expanded focus that includes other dimensions of diversity. Yaxley advocates for greater attention to often-overlooked areas:

"I also believe disability and neurodiversity deserve greater visibility within DEIB conversations. 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 highlights significant regional variations in DEI priorities and challenges. While Western markets may emphasize LGBTQ+ inclusion, African nations face different cultural and legal contexts. She observes particular challenges in regulatory bodies across Africa:

"I think if you look at the regulators, sometimes I do feel sad to see that it is largely just men. I'd like to see more women regulators in more senior positions."

Both emphasize the need for context-specific approaches rather than one-size-fits-all solutions.

Operationalizing Inclusion

The industry's next phase involves integrating DEI principles into fundamental business processes and decision-making. Yaxley envisions technology playing a key role in this evolution:

"Ultimately, I hope the conversation evolves from representation alone to a stronger focus on belonging."

She anticipates people analytics will enable more evidence-based talent decisions that create fairer opportunities for all employees. As the sector competes for skilled professionals across technology and digital fields - where it faces stiff competition from fintech, gaming and consumer brands - creating genuinely inclusive workplaces is becoming both a cultural imperative and commercial necessity. iGB's 2026 Most Influential Women initiative, which accepts nominations until 1 October, aims to recognize individuals driving this evolution across global markets and industry segments.

The Path Forward

While acknowledging measurable progress, interviewees stress the need for sustained effort and vigilance. Bright captures this sentiment:

"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."

The challenge now is ensuring DEI principles become deeply embedded in organizational DNA rather than remaining peripheral initiatives. As companies increasingly recognize the business value of diverse, inclusive teams - from better decision-making to improved talent attraction and retention - the industry appears poised to make the transition from programmatic diversity efforts to truly transformative cultural change. With leadership accountability, measurable outcomes and a focus on creating environments where all employees can thrive, the gambling sector has an opportunity to redefine what meaningful inclusion looks like in practice.