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iGB MIW 2026: Charting the Next Phase of DEI in the Gambling Sector

By jili tutorial · September 11, 2026

iGB MIW 2026: Charting the Next Phase of DEI in the Gambling Sector

Introduction: A Movement Beyond Good Intentions

As iGB relaunches its Most Influential Women (MIW) campaign for 2026, the initiative once again seeks out trailblazers who are quietly reshaping the trajectory for women in the gambling industry. But beyond the celebration of individual achievements, this year’s campaign prompts a broader, more critical question: How inclusive has the gambling sector truly become, and what should the next phase of diversity, equity, and inclusion (DEI) look like?

The answer, according to industry leaders, is no longer a simple matter of checking boxes or counting heads. The conversation has matured. As Mark Skinner, chief people officer at Allwyn Digital, observes: “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?’”

This shift signals a fundamental change in how DEI is perceived — not as a standalone initiative or a public relations exercise, but as an integral part of business strategy, culture, and long-term sustainability.

Part 1: The Maturation of DEI — From Intentions to Impact

Why the Conversation Has Evolved

For years, the gambling industry’s approach to DEI was largely reactive: companies asked whether they were “doing DEI” at all. Today, the question has shifted toward outcomes. Stakeholders — from employees and investors to regulators and customers — increasingly demand measurable results, not just good intentions.

Skinner explains: “Stakeholders increasingly want evidence that initiatives deliver meaningful outcomes rather than simply demonstrating good intentions.” This evolution reflects a broader trend across corporate sectors, where diversity metrics are now tied to performance reviews, executive compensation, and public reporting.

DEI as a Business Culture, Not a Side Project

This shift is visible across the sector. DEI is no longer treated as a separate, add-on program but is being woven into everyday business operations. Grainne Hurst, CEO of the Betting & Gaming Council in the UK, outlines the evolution: “The conversation has moved beyond representation alone towards inclusion, retention, well-being and progression. Businesses increasingly understand that DEI must be embedded in everyday culture, not treated as a separate initiative.”

This means that DEI considerations now influence hiring practices, promotion criteria, team dynamics, and even product development. For example, a company might analyze whether its leadership development programs are accessible to women and underrepresented groups, or whether its recruitment advertising reaches diverse talent pools.

Part 2: The Role of Industry Associations in Driving Progress

Mentoring, Networking, and Leadership Development

Industry associations have emerged as powerful catalysts for DEI progress. Through mentoring programs, networking events, and leadership development workshops, these organizations provide the infrastructure for change.

Grainne Hurst, who also serves as a board member at Global Gaming Women, has firsthand experience with how such networks can help women advance. She was recognized in iGB’s Most Influential Women list in 2024, a testament to her own contributions. Similarly, Lois Bright — a 2024 MIW alumna, founder of Women in Gaming Africa, and co-founder of Gaming Advisory Partners — highlights the tangible impact of these groups.

“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. Women in Gaming Africa, for instance, has created visibility for women in a region where representation in senior roles remains low, and where cultural and legal barriers can be particularly challenging.

Case Study: Women in Gaming Africa

Bright’s organization focuses on creating visible role models and providing practical support for career advancement. By connecting women across the continent, the group helps members navigate local challenges — such as regulatory environments where women are underrepresented — while also advocating for systemic change.

Part 3: DEI Starts at the Top — Leadership Accountability

Why Leadership Matters Most

A consensus across the industry is that DEI must begin with leadership. Policies and training programs are necessary, but they are insufficient without authentic commitment from those at the top.

Skinner puts it bluntly: “Leadership is the single biggest determinant of an inclusive culture. 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.”

This means that leaders must actively model inclusive behavior — for example, by ensuring diverse perspectives are heard in meetings, by challenging biased language or decisions, and by visibly supporting DEI initiatives.

Practical Examples of Leadership Accountability

Some companies are already embedding DEI into their governance structures. Nicola Kociuba, learning and performance business partner at Evoke, describes how her company monitors DEI at the leadership level:

“Leadership is critical in setting expectations and maintaining accountability. 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.”

This approach ensures that diversity is not an afterthought but a deliberate part of talent management. It also guards against the risk of tokenism, as the emphasis remains on merit alongside representation.

Tracking Progress: Playtech’s Data-Driven Approach

Playtech provides another example of how companies can track 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 — a significant increase in just four years.

“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. This dual focus on numbers and culture is critical: without an inclusive environment, increased representation alone can lead to high turnover among diverse hires.

Part 4: The Battle to Attract and Retain Diverse Talent

Recruitment Is Only Half the Battle

A long-standing challenge for the gambling sector has been attracting diverse talent. But increasingly, the industry is recognizing that retention is equally important — and arguably more difficult.

Skinner dispels a common misconception: “One misconception is that DEI is solely about recruitment targets. Recruitment is important, but bringing diverse people into an organisation without creating an inclusive culture simply results in higher turnover.”

In other words, hiring a diverse workforce is pointless if those employees feel unwelcome, unsupported, or unable to advance. Companies must invest in mentorship, sponsorship, flexible work arrangements, and inclusive policies to ensure that diverse talent stays.

The Competition for Talent

Nevertheless, Skinner believes recruitment remains the bigger challenge for the gambling sector. “The gaming industry operates in a highly competitive talent market, particularly for digital, technology, data, AI and product roles,” he notes. The sector is competing not just with other gambling operators, but with fintech companies, tech giants, and consumer brands that often have stronger employer recognition and fewer negative associations.

“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.”

Perceptions of the gambling industry — whether related to regulation, addiction, or ethical concerns — can deter top talent, especially those who are unaware of the breadth of careers available, from data science and product management to compliance and marketing.

Strategies for Overcoming Recruitment Barriers

To address this, companies can:

Part 5: Beyond the Numbers — The True Measure of Inclusion

Why Headcount Is Not Enough

While representation numbers are important, they can be misleading. Yaxley warns: “One of the biggest misconceptions is that DEI can be measured by representation alone. Representation matters, but it’s only one part of the picture.”

The real test, she argues, is whether employees have equal access to development, promotion, and leadership opportunities. A company might have 40% female hires, but if those women are stuck in junior roles or paid less than their male counterparts, the company is not truly inclusive.

Bright echoes this concern: “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.’ 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.”

Measuring Inclusion Effectively

Organizations can go beyond headcount by tracking:

Yaxley sums it up: “The most meaningful measure of progress is not simply who joins an organisation, but whether opportunities, development and leadership pathways are accessible to everyone.”

Part 6: Identifying the Gaps in Gambling’s DEI Progress

Persistent Challenges in Senior Leadership

Despite the progress, the industry still has significant work to do. Yaxley acknowledges: “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.”

This is a common pattern across industries: women and minorities are often well-represented at entry and mid-levels, but the pipeline narrows dramatically at the top. In gambling, the C-suite and boardrooms remain predominantly male and white.

Expanding the Focus Beyond Gender

Yaxley also emphasizes that DEI must broaden its scope: “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.”

Many gambling companies are only beginning to address neurodiversity — for example, by creating quiet workspaces for employees with sensory sensitivities, or by offering flexible schedules for those with conditions like ADHD or autism. Similarly, disability inclusion is often overlooked, with few companies providing accessible work environments or policies.

Regional Differences: The African Context

Bright highlights that DEI priorities vary significantly by region. In Africa, the biggest challenge remains ensuring more women reach senior decision-making positions — particularly in regulatory bodies.

“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. 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.”

She also warns against applying a one-size-fits-all approach. While the US and European markets may focus on LGBTQ+ inclusion, for example, priorities in Africa are shaped by different legal, cultural, and social realities. A global DEI strategy must be flexible enough to address local contexts.

Part 7: The Future of DEI in Gambling — What Comes Next

Embedding Inclusion Into Everyday Decisions

Looking ahead, industry leaders see the next phase of DEI as being less about standalone initiatives and more about embedding inclusion into the fabric of everyday business operations.

Yaxley envisions a future where DEI becomes “a fundamental part of how organisations operate,” with technology and people analytics helping businesses make fairer, evidence-based decisions on talent. For example, AI tools can audit job descriptions for biased language, or analyze performance reviews for disparities in language used to describe men versus women.

From Representation to Belonging

The ultimate goal, Yaxley suggests, is belonging: “Ultimately, I hope the conversation evolves from representation alone to a stronger focus on belonging. Diverse teams are important, but lasting progress comes when people feel valued, heard and able to contribute fully.”

This means creating workplaces where employees from all backgrounds feel psychologically safe to share ideas, challenge norms, and be their authentic selves. It also means addressing subtle forms of exclusion, such as microaggressions or unconscious bias in team dynamics.

Commercial Imperative Meets Cultural Value

For a sector facing intense competition for talent, fostering an inclusive workplace is becoming as much of a commercial priority as a cultural one. Companies that fail to embed DEI risk losing top talent to more inclusive competitors, missing out on innovative ideas, and damaging their reputation with increasingly diverse customer bases.

Skinner captures this dual imperative: “The gaming industry operates in a highly competitive talent market. We’re not just competing with other operators; we’re competing with fintech, gaming, technology and consumer brands. Inclusion is not just the right thing to do — it’s a business necessity.”

Conclusion: A Call to Action

The gambling industry has made genuine progress in DEI, but the work is far from over. As the conversation matures from “Are we doing DEI?” to “Is it delivering results?”, companies must hold themselves accountable for measurable outcomes — not just good intentions.

Leadership accountability, data-driven tracking, regional sensitivity, and a focus on belonging over mere representation will define the next phase. And initiatives like iGB’s Most Influential Women play a vital role in shining a light on those championing change, providing role models, and charting the industry’s future direction.

iGB is now accepting submissions for its 2026 Most Influential Women initiative. The campaign seeks entries reflecting the vast diversity of the sector and its talent, across all markets, channels, and departments. Submissions are accepted via this form until 1 October 2025. The organizers encourage nominations of peers, friends, colleagues, bosses, partners, and even self-nominations — because every trailblazer deserves recognition.

As Kyle Goldsmith, LatAm-facing senior reporter at iGB, notes: “Initiatives like MIW help the sector shine a light on those championing change and charting the industry’s next big movements.”

The future of DEI in gambling is not just about counting women in boardrooms. It is about creating an industry where everyone — regardless of gender, race, disability, or background — has the opportunity to contribute, thrive, and lead.