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“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.”

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“Obviously, in the gaming industry we don’t have a price tag on our product where you can just change the RTP (return-to-player) and your problem is solved, it doesn’t work like that. Especially not if you take responsible gaming seriously.”

Speaking of which, in Holland the casinos must have two databases, one for online players, one for land-based, and keep them very separate – except for when it comes to responsible gambling (RG). A casino can’t use its online offering to promote the land-based side to players, and vice-versa – but the data can all be used together to make sure customers are safe from harm whenever they play with the same operator, online or otherwise.

Being a state-owned monopoly is beneficial for RG purposes. You don’t have an employer or shareholders expecting a positive quarterly earnings report four times a year, and as long as the business is self-supporting it can continue to make the best choices for player health and relationships. As Petra defines it: “It’s about a healthy long-term relationship.”