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The number of females in the workplace has become a major statistical consideration in most global corporations, yet there is still a mysterious data gap in the iGaming industry writes Line Peteri, Affiliate and Marketing Manager at Twin.com.
The vast majority of iGaming companies have not disclosed their male to female ratios regarding employment and pay. Those who did so in a 2017 study scored between 25 and 62 points out of a total of 100 across four categories: gender composition and compensation, non-discrimination policies, internal support policies and community gender equality commitment.
And when you consider that those scores reflect only on the companies who were willing to comply, the unreported statistics do not fare well. Yet with iGamers being roughly 42% female, surely it would make sense to have the gender input of the industry matching the output of the users?
“How can we sit and say we’re moving toward equality, when in fact we’re not moving at all?” asks Jan Jones Blackhurst, Caesars’ SVP Government Relations and Corporate Responsibility.
Essentially, talking about moving towards equality is not the same as actually doing it. Transparency is key here, giving employees the knowledge to begin necessary discussions, and regulators need to ensure that they are supporting those willing to engage in the gender discussion too.
Yet, while the outlook across the board does not look good, the companies that are stepping in the right direction are leading by example for the rest. The women who do exist among this statistical dark matter are expending the biggest energy.
Take Ewa Kazmierska, COO of Oring Ltd/Twin, who is building up a strong team of both males and females in one of the industry’s fastest expanding companies, yet who remains one of less than a handful of women in the industry in CEO, CFO or COO positions.
The gender pay gap in iGaming is unsubstantiated in a world crying out for disclosure and transparency. Allowing the women who’ve found their way in to have their voices heard will encourage a greater talent pool to take interest.
Why build teams from only one resource, when you could build a stronger team from a broader range of resources which matches your consumer demand?
