ALL-INDEXTM 2019

ANNUAL REPORT

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TABLE OF CONTENTS

1. FOREWORD 3 8. RESULTS 14 8.3 EMPLOYEE POLICIES AND CODES

OF CONDUCT & PRACTICE 24
2. THE ALL-IN DIVERSITY PROJECT 4 8.1 ABOUT THE RESPONDENTS 14
8.3.1
EMPLOYEE BENEFITS 24
8.1.1
JURISDICTIONS 14
3. THE ALL-INDEX™ 4 8.3.2 GLOBAL APPLICATION

8.1.2
BUSINESS TYPE AND SIZE 15
OF POLICIES AND BENEFITS 25
8.1.3
EMPLOYEE GENDER TOTALS 16
4. METHODOLOGY 5 8.3.3 CORPORATE POLICIES THAT

8.1.4 EMPLOYEE DEMOGRAPHIC

ESTABLISHING GROUND ZERO 5 SUPPORT DIVERSITY
INFORMATION COLLECTION 16
WHERE TO START? 5 & INCLUSION 26
8.1.5 GENDER BREAKDOWN

ACADEMIC PARTNERS 5 8.3.4
TRAINING & DEVELOPMENT 27
IN SENIOR LEADERSHIP 17
ALL-INDEX™ 6 8.3.5 SUPPORTING UNDER-

8.2 DEMOGRAPHIC BREAKDOWN REPRESENTED GROUPS 28
5. QUESTIONS & SCORING 8 WITHIN ORGANISATIONS 18
QUANTITATIVE V QUALITATIVE 8 8.4 OVERALL COMMITMENT TO
8.2.1
BY JOB ROLE 18 DIVERSITY, EQUALITY & INCLUSION 29
SURVEY SCORING 9
8.2.2
RECRUITMENT METHODS 20
8.4.1
SUPPLY CHAIN 29
6. 
ALL-INDEX™ – 2019 10 8.2.3 TYPE OF EMPLOYMENT

8.4.2 INITIATIVES & AWARENESS

DATA COLLECTION PERIOD 10 (FULL TIME/PART TIME) 20
PROGRAMMES 30
PARTICIPANTS 11 8.2.4
EMPLOYMENT CONTRACTS 21
8.4.3
ADVOCACY 30
8.2.5
LEADERSHIP 21
8.4.4
INTERNAL PRACTICES 31
7. EXECUTIVE SUMMARY 12 8.2.6
SALARY BANDS 22
8.4.5
COMMUNICATING VALUES 32
HEADLINES - SEPARATING FACT 8.2.7
AGE 23
FROM FICTION 12 8.5 COMPANY PERFORMANCE IN SURVEY 33
KEY FINDINGS 13
9. ACKNOWLEDGEMENTS 34

10. AUTHORS 35

APPENDIX: FULL SUMMARY OF RESULTS 36

“Our Mission: To shift the paradigm

towards inclusion through transparency,
measurability and actionable tactics.”
All-In Diversity Project

2
1. FOREWORD
WELCOME TO THE ALL-INDEXTM 2019
Developed in partnership with the Centre
for Diversity Policy Research and Practice at
Oxford Brookes University, the All-Index aims
to provide organizations with a simple way
of bench-marking their DEI progress year on
year – both individually as an organization
and in comparison to others within their
industry or sector, and in the future, against
other industry sectors.
The survey uses a combination of quantitative and
qualitative questions to establish a baseline for
employee demographics, internal and external
policies and practices and initiatives and strategies
to support and promote diversity and inclusion,
which organizations can then use as an
initial benchmark for measuring
their progress in the future.
Year 1 was about
establishing the ALL-
INDEX as a tool that
would be able
to deliver on
the objective
of providing
information that
could be used as
a benchmark for
both the industry
and individual
organizations.
Year 2 is about understanding what the data tells
us and how it can be used to track progress in an
effective and meaningful way, as well as starting
to broaden the scope of the ALL-INDEX to include
additional aspects of diversity.
We had hoped that a combination of Year 1 and
2 data would have provided us with some key
trends and conclusions to be tested and validated
by the 2020 results.
Unfortunately, the events of 2020 look set to
change established workplace practices and
employee demographics across the world.
Early indications suggest that the pandemic has
not only had an impact on the way we work, but
also individuals within the workplace,
serving to highlight and compound
existing inequalities and
disparities between different
groups and types of
employees.
In consideration of this,
we are planning to
conduct some interim
research in early
2021 to assess the
short, medium and
potentially long-
term impact of the
events of 2020.
3
2. THE ALL-IN DIVERSITY PROJECT
SHIFTING THE PARADIGM
We believe that change should be driven ‘by industry
for industry’.
Launched in 2017, The All-In Diversity Project is the central
resource for diversity, inclusion and equality in the global
betting, gaming and gambling sector. We are the first
global not-for-profit of it’s kind with an aim to provide the
tools for organisations to create measurable strategies for
the workplace challenges of today and tomorrow.
All-in Diversity Project believes in workplace equality
of opportunity for all, and we work to ensure that
we continue to remain relevant and attractive to the
employees, investors and customers of the future.
3. THE ALL-INDEX™
Our objectives from 2018 to 2019:
CAN’T FIX WHAT
WE CAN’T MEASURE
Developed in partnership with our academic partner,
Oxford Brookes University, the All-Index™ seeks to
outline the current and future demographic and cultural
landscape across different sectors and industries by
collecting data on people, corporate governance, policies
and practices, pay, advocacy and other information
relevant to the measurement of diversity and inclusion
within an organization.
The All-Index™ is based upon first-person voluntary
data provided directly by those who have elected to
participate.
Our mission is to be the central global resource for all The most compelling of these tools is data - which allows us
things relating to diversity and equality - working together to measure, benchmark and track progress year on year -
to create tools such as knowledge bases, workplace tool- the All-Index™.
kits, training initiatives, learning exchanges, workshops
The All-Index™ aims to provide an accurate picture of
and interactive events, to support long-term impactful
diversity, equality and inclusion across the global betting,
change across the whole industry.
gaming and gambling sector, using data to measure success.
The year-on-year project roadmap will be determined
by a steering group committee formed of our Founding
Members and Supporting Partners - a group representing
the global betting, gaming and gambling sector and which The All-In Diversity Project
includes operators, providers, suppliers, regulators, For more information visit:
responsible gambling organisations, industry associations www.allindiversityproject.com
and key stakeholders.
2018 2019 2020
• understand the challenges faced by • understand the challenges faced In view of the extraordinary events
organizations when capturing basic by organizations when capturing of 2020 we intend to issue a special
survey in early 2021.
information relating to employee more sophisticated information
gender and age; relating to employee ethnicity, This survey will aim to understand
LGBT+, disabilities, and other how 2020 has impacted on the
• separate ‘actual’ from’ assumptions’ characteristics/traits;
(e.g. traditional gender based roles); workplace and any previous year’s
and • consider the relevance of trends, as well as providing early
geographical location and insight into how the INDEX may need
• start to identify the key barriers and environment to levels of diversity to be adapted for subsequent years.
enablers to workplace diversity and
in relation to roles; and
inclusivity.
• identify and share successful initiatives
/strategies that help overcome
barriers to diversity and inclusivity.
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4. METHODOLOGY
ESTABLISHING GROUND ZERO
The aim is to develop a survey which will allow any industry
or individual organization to establish a baseline from which
it can measure its attitude, efforts and approach to diversity,
equality and inclusion and measure progress year on year.
The results will allow the sector to identify and react
WHERE TO START?
The concept of an annual survey which can measure
different forms of diversity (gender, sexual orientation,
ethnicity, etc.) across a sector or organisation in a
geographical, economic or cultural region is not new.
The concept of one single survey designed to measure all forms
of diversity, across a whole sector on a global basis is relatively
new and makes the All-Index™ one of the first of its kind.
This presented a unique set of challenges including :
• ncould
o pre-existing or established survey or index which
be used as a starting point, either as a template or
something which could be adapted to our needs;
• hbeowsimple
to produce a ‘one size fits all’ survey which would
yet sophisticated enough to apply equally
well to a start-up with one office location e.g. a newly
launched game developer in Europe, to the multinational
organisation with several locations across the world
e.g. a listed company with multiple locations in Europe,
US, Asia, etc. and each location operating within its own
specific local cultural and legal environment;
ACADEMIC PARTNERS
The Centre for Diversity Policy Research and Practice, Oxford
Brookes Business School, Oxford Brookes University was
selected to help identify, understand and address the short,
medium and long-term challenges and produce a survey
which could meet the long-term objectives of the project.
to trends, challenges, risks and opportunities, as well
as tracking any correlation and links between diversity
and inclusion and an organisation’s overall commercial
performance, and ability to attract and retain talent,
investors and customers.
• htoowproduce
to structure a survey in such a way as to be able
a set of results and data robust enough
• hrespected
ow to develop a survey based upon established and
academic research practices and proven
to withstand intense scrutiny as well as being able to methodologies for data collection and analysis, but
support direct ‘like for like’ comparisons irrespective of whose target audience, and outputs relate to a mainly
the different environmental factors, where appropriate commercial or business environment;
to do so;
• htoowsupport
to build a baseline survey which can be expanded
• heasily
ow to agree a set of questions which were clear and
understood across multiple jurisdictions with
multiple levels of complexity to better
understand cause and effect e.g. does location, local
varying terminologies, and which requested data which law, product, business type, etc. impact upon levels of
would be readily available to participants without causing
too much additional effort or work;
diversity in an organisation;
• tindividual
he results from the survey should provide industry and
• hallowed
ow to apply a transparent scoring system which participants with a numerical benchmark to
responses to be scored fairly and objectively and
would allow for participants to be able to see their own
measure and track progress year on year; and
performance as well as their performance as compared • tand
he scoring system should be transparent, objective
fair and treat all participants equally.
to others;
5
ALL-INDEX™

Year 1 (2018)
The first version of the All-Index™ (Year 1) was about establishing solid foundations and setting the ground rules for
the future. Given the varying levels of complexity, we made a conscious decision from the outset that the first survey
should be as simple as possible and focus on the basics.
In developing the survey due consideration was given to the following:

• data provided and included in the survey must be first-hand and factual
• droles,
ata that organisations were likely to have to hand or be able to access easily and legally e.g. staff numbers, age,
salary, gender, etc.

• dethnicity,
ata that organisations were unlikely to have or could not access easily or legally across all jurisdictions e.g.
sexual orientation, religious beliefs, etc.

• d ifferent national legal and regulatory requirements e.g. employment laws, quotas, etc.
• not all participants would be able to supply some of the information requested
• there may be interpretive differences across jurisdictions e.g. in the US maternity practices fall under disability laws
• policies and practices would vary across participants according to size and/or location
• p articipants should be able to share additional information and provide explanatory notes
• results should be made freely available to industry without disclosing the identity of individual participants
• the identity of high scoring participants can be disclosed subject to express approval.
To ensure no participant was unfairly disadvantaged, we decided early on in the process that only that information
which all participants would be able to provide, and which would be free from interpretation (Section 1: (basic)
demographic data) would be a mandatory requirement.
All other information requested (Section 2 and Section 3) would be optional.
We also produced a companion guidance document: The All-Index™ – from participation to publication which provided
participants with an overview of the project and guidance on how to interpret the questions and what information to provide.

1* Over time, and as the All-Index evolves, we would hope to expand our academic network to include other international
institutions to allow for all cultural and legal differences to be reflected in future versions of the survey.
6
ALL-INDEX™

Year 2 (2019)
In keeping with our commitment to continuous progress and ensuring year on year measure we made
the following changes:

• aassociated
new question to assess the feasibility of, and understanding any practical and/or legal challenges
with the measurement of information relating to ethnicity, LGBTQ+, and other
characteristics and traits relating to diversity;

• rthe
ole descriptions and business function descriptions to verify and validate any trends from Year 1 e.g.
interpretation of the term ‘risk’ when associated with a role linked to compliance risk as opposed
to trading and financial liability and risk to avoid female compliance professionals being inaccurately
tagged as trading professionals resulting in a false positive;

• cBoard
lear separation between executive Board members (decision-making powers) and non-executive
members (limited decision-making powers) to understand levels of diversity within the
decision-making process.

• sorganization
upplementary questions to assess the effectiveness of policies and practices - e.g. where an
has an anti-harassment/bullying policy when was the last time it was used by an
employee to raise an issue.

• mandorestrategies
information from participants on internal diversity and inclusion initiatives, programmes
and their levels of effectiveness and success.

7
5. QUESTIONS & SCORING
QUANTITATIVE V QUALITATIVE
The survey is designed to support all business models
and organisations (including but not limited to, B2C, B2B,
charities and not-for-profit entities, government bodies
and regulatory authorities, social and industry groups and
associations).
SECTION 1:
Demographics (mandatory)
Location
Recruitment methods
Salary band
Age
Roles within company
Leadership level
The aim of the survey is to separate the facts from what
may be fictional or inaccurate assumptions, and in doing
so, increase the sector’s understanding of what the industry
currently looks like across the world.
The survey is broken down
into 3 sections:
SECTION 2:
Policies & Practices (optional)
Employment Policies
Employee Benefits
Recruitment Practices
From this starting point we can then identify trends and
draw links and associations based upon empirical data
rather than opinion and secondary sources. This in turn will
help identify ‘leaks in the pipeline’, pain and pivot points as
well as tracking markers of success.
SECTION 3:
Commitment to Diversity,
Inclusion & Equality (optional)
Training and development
Internal initiatives and programmes
Public commitment/advocacy
8
SURVEY SCORING

The survey is designed to provide each participant with
a numerical score (0 - 100) that can be used as a
benchmark for internal and external measurement against
the wider industry.
The numerical score needs to be based upon a framework
which is transparent, objective and relevant.
The scoring system should not include negative scores or
penalty points.
The numerical score needs to be flexible enough to allow
for additional questions and sub-questions to be added and
incorporated as the survey evolves over time.
The numerical score allocated to each question for version
2.0 of the All-Index™ is as outlined below.
Not all questions have a score allocated.
This is for three key reasons:

1 2
The question relates to
3
information such as location,
The question relates to general company profile/product which The question was
information such as company/ may over time indicate asked for contextual/
organisation type/size which in a relationship with overall information
theory should not determine levels of diversity, but which purposes only
levels of diversity or inclusion; cannot be determined
objectively at this stage, or
without additional questions; or

Participants received a final score between 0 and 100.
This will remain the case for the lifetime of the All-Index™.
As our knowledge and understanding of how the survey
needs to adapt to more accurately reflect the different
environments participants operate in increases, the scoring
system will be adapted to reflect additional questions.
Care will be taken to ensure that changes to the survey
and scoring system do not have a negative impact on
historic participants e.g. whilst progress made by individual
participants will see their score and position change in
relation to other participants year on year, changes to the
scoring system should not have the effect of a penalty point.
Each annual All-Index™ will be based upon the next version
of the survey and be accompanied by an updated scoring
system and user guide.
Revisions to the survey and scoring system will be disclosed
at the start of each new survey year and before data
collection commences.

Question weighting can be found in

APPENDIX 1: All-Index 2019 Questions and weights.

9
6. ALL-INDEX™ – 2019
DATA COLLECTION PERIOD

2019
The survey was open to any organisation of any size in any geographical location that identifies
with or as serving the Betting and Gambling industry, including operators, providers, suppliers,
regulators and industry associations and groups.
Prospective participants were informed about the survey and invited to register their interest
through several communication channels including:

Ads in the All-In

Industry word Industry/trade
Email notification Diversity bi-weekly In-person meetings Social media posts
of mouth press content
newsletter

Participants were invited to register and complete the survey from October 2019.
44 organisations registered their interest in participating.
The deadline date for submissions was March 1, 2020.

10
PARTICIPANTS

Of the 44 organisations that registered for participation, 26 had completed and submitted their responses to all questions by the deadline date.
The 26 organisations cover multiple geographical regions, including Europe, the US and Asia, and between them represent over 150 global brands.

Addison Global Degree53 Microgaming

Betsson DraftKings NetGaming
Caesars (EMEA) Flutter Rank Group
Caesars (USA) Gaming Innovation Group Responsible Gambling Council
(RGC Canada)
Colossus GVC Holdings
Sports information Services (SIS)
ComeOn (London) Hero Gaming
Sky Betting & Gaming
ComeOn (Malta) IGT
South African Bookies Association
ComeOn (Malta1) Kindred Group
(SABA)
ComeOn (Stockholm) Malta Gaming Authority (MGA)
VideoSlots

Organizations that participated in 2018 but did not participate in 2019:

Massachusetts Gaming Commission

Gamevy Red Tiger
Panserve
LeoVegas Spinnr Games
Playtech

When completing the survey, the All-Index™ guidance document was supplemented with conversations and discussions
to clarify understanding, interpretation and operational issues specific to individual participants.
This will all be considered and incorporated into the next version of the All-Index™.
All data/information was provided voluntarily and submitted first hand by each participant.
This report is an analysis of that data and information.
11
7. EXECUTIVE SUMMARY
HEADLINES – SEPARATING
FACT FROM FICTION
This issue of the All-Index™ saw 26 organisations from
around the world participate in the survey, representing,
between them,over 100 global brands.

9
of the survey participants identified
themselves as operators/suppliers
(with B2B and B2C operations

9
in place);
participants identified
as a B2C operator only;

6 survey participants identified

as a B2B supplier;

9 of the participants were large/

publicly listed companies; and

1 a regulatory authority.

The survey collected data from businesses with offices/
employees located in the following regions:
• UK (and associated territories, IoM, Gibraltar,
Channel Islands)
• orthern Europe (incl. Scandinavia & Baltics)
N
 • East Africa
• Western Europe
• Eastern Europe & Russia
• Southern Europe & Mediterranean (incl. Malta, Cyprus, • North America (USA, Canada & Mexico)
Greece, Turkey, Balkan/Adriatic states ) • Central/South America & Caribbean
• Middle East & North Africa • Indian subcontinent & Sri Lanka
• West Africa • China, Japan & Korea
• Asia Pacific (including Philippines & Macau)
• South Africa • Australia & New Zealand
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EXECUTIVE SUMMARY
KEY FINDINGS:

Firstly, the results from Year 2 appear to support

3 key trends from Year 1:

1 2 3
The products and services offered Levels of diversity within an organization Senior leadership commitment
by an organization can have a significant can be significantly impacted by the social and brand perception has a significant
impact on levels of diversity within and cultural influences prevalent in their impact on levels of diversity
that organization; location(s) of operations; and within an organization.

Secondly, the statistical information relating to numbers is not as valuable as

initially thought, and requires further scrutiny before it’s value can be quantified.

d 125,697 em
• Oareverall numbers of male to female in an organization t ifi e pl
not a true measure of DEI unless those numbers are d en oy Women make up 22.5% of Non-Executive Director
i positions amongst those organisations reporting.
directly linked to meaningful decision-making. For example
™

ee
an organization may have equal numbers of male and
ex

sa
females overall, but closer scrutiny shows that the majority
nd

cro
of the decision-making roles are held by males.
The All-I

47% of 53% of

ss 26 comp
•  here are challenges relating to data collection
T employees employees
identified
around individual traits and characteristics such as identified
age, ethnicity, or LGBTQ+ which require further as female as male
exploration before we are able to draw any insights.
This is down 5.5% from 28% as

a
• Lorganization
evels of diversity, equality and inclusion in an
are influenced by social and cultural nie reported in 2018 which may be

5.5%
indicative of a downward trend
s.

drivers prevalent in a geographical location(s) e.g. or an exception based on participant

organizations with a technical team in CIS and India variations between Year 1 and Year 2.
are more likely to have greater level of equality in
technical roles than an organization with a technical One organisation reported
team in the US or Western Europe. a non-binary/Gender X employee.

13
8. RESULTS
8.1. ABOUT THE RESPONDENTS
8.1.1. JURISDICTIONS

NORTHERN EUROPE
(incl. Scandinavia & Baltics)

34.62%
9
EASTERN EUROPE
UK & RUSSIA
(and associated territories, IoM,
Gibraltar, Channel Islands)
30.77% ASIA PACIFIC
(including Philippines
76.92% 8 & Macau)
20
7.69%
2
MIDDLE EAST CHINA, JAPAN
& NORTH AFRICA & KOREA

7.69% 3.85%
2 1

WESTERN EUROPE

30.77%
8
SOUTHERN EUROPE
NORTH AMERICA & MEDITERRANEAN
(USA, Canada & Mexico)
(incl. Malta, Cyprus,
Greece, Turkey, Balkan/Adriatic
26.92% states)
7
53.85%
14
OTHER INDIAN SUBCONTINENT
& SRI LANKA
0.00% 11.54%
0 WEST AFRICA
EAST AFRICA 3
0.00%
0 0.00%
CENTRAL/SOUTH
AMERICA & CARIBBEAN 0
11.54%
3
AUSTRALIA
& NEW ZEALAND
SOUTH AFRICA
15.38%
11.54%
4
3

Respondents of the 2019 survey operate in almost every The majority of participants have offices in traditional gaming The move towards regulated betting and gambling has
jurisdiction around the world. 20/26 of them have multiple hubs - the UK (77%) and Western Europe (31%) (Malta and seen an increase in the number of organizations either
locations globally. Southern Europe (Italy) (54%)) and Eastern Europe (31%). establishing or increasing their footprint in the US and South
America, with an uplift of 10% and 3% respectively.

14
8.1.2 BUSINESS TYPE AND SIZE Whilst the survey is open to any business operating in the
betting and gambling sector, the majority of participants

(75%) are from operator (B2C)

and software suppliers.

Government body, Charity or social enterprise

regulator or authority 3.852%
3.852% 1 Response
1 Response

Operator/B2C*
34.62%
Operator & Supplier/ 9 Responses
Provider (B2C&B2B)*
34.62%
9 Responses

Industry group or association

0% – 0 Responses Supplier/Provider/B2B*
23.08%
Other (please specify) 6 Responses
0% – 0 Responses

66,858
up to the largest Most companies reported

19 100-249
We had a wide range reporting having between
of business sizes ranging
employees
from the smallest at employees
employees 31%

15
8.1.3 EMPLOYEE GENDER TOTALS

We had 125,697 employees identified in the 2019 survey compared to

Female 117,231 identified in the 2018 survey.
58,744 Both years indicate the ratio of men to women 53.3% MALE /
Male 46.7% 46.7% FEMALE is almost exactly the same as 2018.
66,953 1 employee out of all surveys was identified as non-binary in 2019.
53.3%

8.1.4 EMPLOYEE DEMOGRAPHIC

INFORMATION COLLECTION
2019 included a question designed to expand the scope of data collection to include other Answer Choices Responses
aspects of diversity such as ethnicity, sexual orientation and ability.
Not legal to ask this information 22.22% 2
Does your organisation record any of the following employee demographic Not legal to record this information 0.00% 0
information (tick all that apply). If you do not record the information, proceed to
Q12. If you have ticked any other box, proceed to Q13. Don’t record currently but could in the future 22.22% 2

Don’t record currently but could in the future if employee agrees 11.11% 1
Answer Choices Responses Don’t record and unlikely to in the immediate future 22.22% 2

Ethnicity (race) 42.31% 11 Other (please specify) 22.22% 2

Gender 84.62% 22 Total 9

LGBTQ+ 15.38% 4

Disability (including visible and invisible) 26.92% 7

We asked organizations to indicate the data they were already collecting,
Religion 15.38% 4 or the data they were willing or able to collect and report on if asked to do so.
Veteran status 3.85% 1 Most companies (85%) are recording data on gender and 42% indicated that they
Mental health and well-being 11.54% 3 also collect data linked to ethnicity.
Don’t know 0.00% 0 3.85% record other forms of diversity.
Don’t record this information* skip to Q12 11.54% 3 This, coupled with 33% of participants indicating a willingness to start collecting
Other (please specify) 3.85% 1 this data in the future, provides a sufficiently large response group to allow us
to start to include a statistical measure relating to ethnicity from 2020 onwards -
Answered 26 much sooner than anticipated.
Skipped 0

16
8.1.5 GENDER BREAKDOWN IN SENIOR LEADERSHIP

Please indicate how many of your Please indicate how many of your
Executive Board members are: Non-Executive Board members are:

Female Female
40.8% 22.5%

Male Male
59.2% 77.5%

Multiple studies have indicated that a diverse senior
leadership team directly benefits organizational
performance and success. Measuring gender
breakdown at the executive and non-executive level
allows us to start to evaluate this over time.
In 2019, we defined executive and non-executive
leadership as defined by decision-making powers
and asked for a breakdown of each.
41% of Executive Board members are female This could be as a result of adjusting the
while only 22.5% of Non-Execs are female, question to differentiate between executive
and non-executive, or it could be as a result of
the expansion of the survey to include more
organizations active in the expanding and
a 5.5% drop predominantly masculine US and
from 28% in 2018 South American markets.

17
8.2 DEMOGRAPHIC BREAKDOWN
WITHIN ORGANISATIONS
Whilst more scrutiny and analysis is required to better understand the associations
between gender, age, role and leadership, what is clear is that the gender pay gap is real
The next set of questions looks at demographic data (gender) as it pertains to:
and if anything appears to have widened.
JOB ROLE WITHIN BUSINESS LEADERSHIP LEVEL
RECRUITMENT METHODS SALARY BAND
EMPLOYMENT TYPE AGE
2018 2019

In 2018 there was something close to pay parity for those in earnings groups up to
25,000 and 50,000 respectively. In 2019 without exception every salary band shows
8.2.1 BY JOB ROLE males earning more than females.

Again this could be as a result of

Answer Choices Total Female Total Male Total Ratio
the expansion of the survey to
Data (incl. Analytics, Insight and Strategy but NOT Database Admin) 362 978 1,340 0.27 include more organizations active in
the expanding and predominantly
Design and Creative (incl. digital, non-digital and web) 180 339 519 0.35 masculine US and South American
Marketing (incl. advertising, affiliates, SEO, CRM, VIP & Loyalty) 825 1443 2,268 0.36 markets.

Media (incl. PR and media relations) 96 175 271 0.35

Sales and Business Development 216 385 601 0.36
Product Development & Innovation 391 853 1,244 0.31
Trading and Markets (Odds compilers, risk/liability management) 67 701 768 0.09
Finance, Accounting & Budgetary Control 762 720 1,482 0.51
Operations (incl. Customer support, payments, fraud/security and responsible 10329 11333 21,662 0.48
gambling)
Human Resources (incl. recruitment, people management, learning & development, 449 175 624 0.72
CSR and D&I)
Technical (incl. network & infrastructure, sys admin, hardware/software development 1446 5725 7,171 0.20
& testing/QA)
Legal & Regulatory Compliance 279 282 561 0.50
Hospitality (incl. Food & Beverage, Front of House, service/janitorial) 800 404 1,204 0.66
Other 1919 2438 4357 0.44
Answered 21
Skipped 5

18
8.2 DEMOGRAPHIC BREAKDOWN
WITHIN ORGANISATIONS CONT.

GENDER BALANCED ROLES:

The most gender balanced
Legal & Regulatory Compliance roles in 2019 are Legal &
Finance and Operations Regulatory Compliance,
Finance and Operations,
compared to 2018, where the
most gender balanced roles
were Marketing & Advertising
(incl. acquisition and affiliates)

2019 and Training & Development.

Females
working in
18% Trading 9% Females dominate: Males dominate:
roles Hospitality and HR & Technology and Trading
People Development and Risk
2018 2019

The percentage of females working in Technology roles compared to males is consistent with 2018, For all other roles, the gender split appears to be in keeping
however the number of females in Trading has dropped by 50% from 18% in 2018 to 9% in 2019. with traditional ‘stereotypical’ assumptions where males
This could be due to a realignment of the role description to distinguish between compliance and commercial risk, or dominate in roles relating to Technology and Trading
it could again be a reflection of the expansion of the survey to include more organizations active in the expanding and and Risk roles whilst females lead in those roles linked to
predominantly masculine US sports-betting market. Hospitality and HR & People Development.

19
8.2.2 RECRUITMENT METHODS
How many appointments were made through the following recruitment methods? (June 2018-June 2019)

Answer Choices Total Female Total Male Ratio

Internal Promotion & Development 438 662 0.40 This question asked respondents to share
information relating to their recruitment practices.
Careers fairs 4 13 0.24
The 2019 data largely supports the trends
Graduate Programme 27 46 0.37 identified in 2018 with the exception of
Employee Referrals & Recommendation Scheme 361 652 0.36 2 slight variances.

Recruitment & Search firms 351 547 0.39 A reduction in females being recruited through
careers fairs and graduate programmes compared
External Advertisements & Job posts (print/online) 4010 5461 0.42
to males appears to have been balanced out
Social Media (Linked In, Facebook, etc.) 141 172 0.45 by a proportionate increase in females
Speculative approach (e.g. employee approached you) 1150 1969 0.37 recruited via social media.

Other 41 76 0.35
Answered 20
Skipped 6
Career fair Social media
recruitment recruitment

8.2.3 TYPE OF EMPLOYMENT (FULL TIME/PART TIME)

This year, instead of asking for exact numbers, we asked for a range of employees
in the following employment categories:

The 2019 data is consistent with 2018 where the number of females in part-time roles is around
20% higher than males, suggesting this could be a ‘norm’ and linked to the fact that a higher
proportion of females work in roles that are not office based or centred around the traditional
working day but those that better support flexible working such as Hospitality and Operations.

Female Female Male Male Alongside this trend are the emerging trends of the ‘gig’ economy, the growing move
towards flexible working to support child and elder care needs, desire for better work-life
full time part time full time part time balance including ‘me time’ and most recently the impact of COVID-19 on traditional and
established workplace practices.
This poses the question of whether organizations forced to reshape and rethink their
established workplace practices are taking the opportunity to introduce measures that also
better support diversity, equality and inclusion.

20
8.2.4 EMPLOYMENT CONTRACTS
Again, for this question, we asked for a range instead of an exact number.
There was no significant change between 2018 and 2019
regarding types of employment contract based on gender.
The more noticeable change was a drop in employees
classed as ‘zero’ hour or ‘at will’ potentially suggesting a
positive shift towards greater employee equality.
According to a report by Penn Foster, hiring a new employee can cost up to 60% the
annual salary of that employee while training and developing a current employee could
cost just over $1200 annually. (https://partners.pennfoster.edu/blog/2015/september/
the-cost-of-hiring-the-perfect-candidate-vs,-d-,-training-an-existing-employee)
2019 results continue to follow the same pattern as 2018 where numbers of males
to females at “entry level” is relatively even at 48% females and 52% males.
As with 2018 however, the gap starts to open up at the lower management level of
Team Leader/Supervisor where the percentage of females falls to35% climbing back
up slightly to just under 40% at a more senior Manager level.

8.2.5 LEADERSHIP
Answer Choices Total Female Total Male Ratio

Entry level/new starter up to Team Leader or 38257 41016 0.48

Supervisor
From there only 34% of Heads of and only 15% of CEOs
Team Leader or Supervisor 454 867 0.34
Departments and Directors are female or MDs are women.
Manager (oversees Team Leader or Supervisor) 3312 5145 0.39

Head of Department (oversees Manager) 394 1134 0.26

Director/VP/Partner or ‘C’-level (oversees 110 367 0.23 2019 has seen the gender gap
Manager and/or Head of Dept.) widen when looking at the more
senior leadership roles.
CEO or MD 4 22 0.15
Answered 22
Skipped 4

“The industry has a way to go to increase the level of female participation 70% 80%
in senior levels. This requires both a change in mindset that people are
capable regardless of their gender and that both men and women play an
equal role in the household. Increasing the support from organisations is
very important and CEOs and C level teams need to be more mindful of the
‘C’ level roles CEO or MD roles
fact that people have responsibilities beyond work.”
Hero Gaming
Males account for over 70% of all ‘C’ level roles,
and over 80% of CEO or MD roles.

21
8.2.6 SALARY BANDS
Before reviewing salary bands, it’s important to acknowledge Tell us how many employees fall into each salary band
currency and how participants reported their salaries.
Approximately one-third of respondents answered GBP while 4000
another third answered Euro. One company reported in USD
Female
and other currencies included Canadian dollar (CAD), South 3382
African Rand (ZAR) and Swedish Krona (SEK).
3118 Male
The question outlining salary bands by gender is included in
3000
anticipation of future surveys and the correlation between 2694
diversity and pay gaps.

Answer Choices Responses

2000 1807
£ GBP 36.36% 8
$ USD 4.55% 1 1399

€ EUR 36.36% 8
1000
$ AUS 0.00% 0
Other (please specify) 22.73% 5 416 404
Answered 22 143 212
51 19 81 5 51
Skipped 4 0
Number of Number of Number of Number of Number of Number of Number of
Employees Earning: Employees Earning: Employees Earning: Employees Earning: Employees Earning: Employees Earning: Employees Earning:
UNDER 25,000 25,000 - 49,999 50,000 - 74,999 75,000 - 99,999 100,000 - 149,999 150,000 - 199,999 200,000+

The question is based upon basic salary only, and

does not at this time (but may in the future) include
bonuses, equity or dividends which would be included
in the full remuneration package.
The majority of women included were reported
to earn less than 50,000. Only 634/5135 females
reported on this question earn over 50,000
Conversely, 2147/8647 (25%) of males earn over 50K.

UNDER 25,000 25,000 - 4 9,999 50,000 - 74,999 75,000 - 99,999 100,000 - 149,999 150,000 - 199,999 200,000+
6.86% Difference 8.15% Difference 37.30% Difference 36.99% Difference 42.00% Difference 42.15% Difference 59.46% Difference

22
8.2.7 AGE
Measuring age within workforces can also help us pinpoint The data from both 2018 and 2019 shows a slightly
areas for improvement in our hiring practice as well as higher number of females in the age ranges 18-25 and
employee development or retention practice. This question 26-35 range.
about age band by gender is included to allow for future All other age ranges do not indicate any significant
mapping of, and enhancing understanding of the impact of difference between males and females as related to age.
age on diversity and organisational culture as it relates to:
Three (3) organisations said they have no female
• Business and organisation profile e.g. start-ups employees between 18-24.
compared to established or listed entities;
• Aemployers;
ge and role e.g. do ‘innovation’ roles have younger

• Gdemanding
enerational issues e.g. Generation Z and ‘snowflakes’
parity and ageing populations and later
retirement ages;

• Lgrowth
ocal economic and social/cultural issues e.g. economic
and need to have more workers changing attitudes
to women in the workplace, or population growth fuelled
by millennials, or availability and cost of skills

50 18-25

26-35

40 36-45

46-55
30
56-65

66-75
20
Above statutory / legal retirement age

10

0
Current results provide a solid baseline
Female Male
for future measure. All age bands are
near 50:50 Female/Male.

23
8.3 EMPLOYEE POLICIES AND CODES OF CONDUCT & PRACTICE
Benchmarking demographic data is only part of the
puzzle. It’s important to understand these breakdowns
and how they change year over year. However, it is equally
important to take stock of those practices and policies
that support a diverse workforce and inclusive culture.
Without understanding how these are used (or not used) by
businesses, we are blind to those initiatives that are helping
us progress and can never measure return on investment

8.3.1 EMPLOYEE BENEFITS

Please indicate which of the following published (e.g. in staff handbook or intranet site)
company policies and benefits your organisation has in place. (tick all that apply)

Answer Choices Responses

This question will be used to understand how laws, regulations, competitive economic
Flexible working 75.00% 18 environments and shifting employee expectations impact on workplace policies and
practices and employee benefits and in turn on levels of diversity and inclusive cultures.
Career break (Sabbatical) arrangements 37.50% 9
The majority of companies (24/24) offer Maternity and paternity (23/24) leave to all employees.
Adoption leave* 87.50% 21
Most companies 23/24 also offer sick leave.
Maternity leave* 100.00% 24
The fourth most reported benefit in this instance was adoption leave with 21/24
Paternity leave* 95.83% 23 (87.5%) offering this. Interestingly, and worth watching as we emerge from COVID
Shared parental leave* 58.33% 14 is 18/24 (75%) of respondents offer flexible working.
Company paid sick leave 95.83% 23 The benefits least offered by companies reporting in are: Career break (Sabbatical)
Private healthcare 79.17% 19 arrangements and support for childcare.

Childcare, eldercare or other family care 58.33% 14 In addition to the above some participants also offered the following:
Support for childcare e.g. nursery vouchers or a creche 41.67% 10 • Extended marriage leave • Bereavement leave
Don’t have policies 4.17% 1 • Well-being allowance • Study Leave
Other (please specify) 20.83% 5 A follow up question asked about same sex parental leave: Where you have adoption or
Answered 24 parental policies in place (checked above) do they apply to same sex partnerships? (For
Skipped 2 example in a relationship where both parents are male would one of the parents be
entitled to ‘maternity leave’ which may be for a longer period than ‘paternity leave’?

• Apartnerships.
significant number of organizations 18/23 have policies supporting same-sex

“We believe that measuring parity in experience, across all

meaningful inflection points of the employee lifecycle, will
allow for a more targeted and systemic approach within
each department and for the overall organization.”
Draftkings
• Mtoore analysis is needed to understand the extent to which this is required by law compared
a conscious policy of inclusion irrespective of legal and regulatory obligations.
• 0 answered “Yes but only in those countries that permit same sex relationships.”
• 1 answered No
24
8.3.2 GLOBAL APPLICATION OF POLICIES AND BENEFITS
This question will be developed in future surveys to allow
for better segmentation and analysis focusing around the
discussion: Is it possible to create a set of Employment
Policies that suit the company/culture and address all legal/
jurisdictional requirements globally?
Initial results show us that most companies have policies in
line with the office location’s laws and culture.
DIFFERENT LOCATIONS: If you have offices in different
parts of the world, do you apply the same policies and
benefits to everyone in the organisation or do you have
different policies and benefits for different countries?
(Refer to policy list here) Sky
Coding Bootcamps
with a local Autism charity
Answer Choices Responses

Yes - we have the same polocies for everyone 20.83% 5

No - we have different policies in different countries based 54.17% 13
on local needs/regulations
Only have 1 office 25% 6

Maternity Don’t know leave* 0.00% 0

Answered 24
Skipped 2

A follow up question also indicated that uniform policies are applied for all employees who
are based in the same location.

Answer Choices Responses

Yes 75.00% 18
No 25.00% 6
Don’t know 0.00% 0

Answered 24
Skipped 2

25
8.3.3 CORPORATE POLICIES THAT SUPPORT DIVERSITY & INCLUSION
Please tell us which of the following active policies your organisation has in place: (check all that apply)

Answer Choices Responses

Organisational policies and procedures provide guidelines for decision making
Equal opportunities policy 83.33% 20 processes and the way that work in an organisation should be carried out. The
result of having clear, well-written policies, practices and procedures is increased
Anti-discrimination policy 83.33% 20
transparency, accountability, equality and consistency of approach, which can help
Anti-bullying and harassment policy 91.67% 22 promote and support a culture of inclusion and equity.

Right to dignity at work 62.50% 15 2 respondents skipped this question, but of those that responded almost
all had policies protecting employees against inequality, discrimination
Mental health and well-being 58.33% 14 and unfair treatment and practices.
Whistle-blowing policy 75.00% 18
Grievance policy/procedure 95.83% 23
Diversity & Inclusion policy 79.17% 19
Other (please specify) 8.33% 2
Answered 24
Skipped 2
Almost 60% of respondents have a policy Almost 80% have a policy relating
relating to mental health and well-being. specifically to diversity and inclusion.

Other employee related policies implemented by respondents included:

• Human Rights Statement

“With a key business focus on providing diverse
gaming content to our customers, we aim to
embrace diversity in everything we do. We believe
that a diverse culture is crucial to our continued
success, as it provides diverse ideas and sparks
more innovation and creativity.”
Microgaming
• Dress Code
• Life Threatening & Diseases Policy
• Retrenchment & Redeployment Policy,
• Sexual Harassment Policy,
QUESTIONS RAISED:
Does the pandemic require organisations to review their existing equality and fairness
policies to reflect an increase in remote working and lockdown restrictions.
For example, could practices such as requiring parents who are home-schooling to
attend morning meetings constitute an unfair practice, or enforcing the use of video
conferencing in a manner which allows others to view, compare or judge individuals
different domestic situations and settings be considered as discriminatory or
constitute harassment or bullying, or impact mental health and well-being where
an individual is not comfortable or ashamed of sharing this information?

26
8.3.4 TRAINING & DEVELOPMENT
Training and development within organizations is an
effective method of increasing job satisfaction and
motivation and creating opportunities for personal
and professional development and progression.
It can increase efficiency, reduce employee turnover Equality/anti-discrimination Conscious and unconscious
and even be used to attract new employees. policy training bias training

The following question asks respondents to share

the training and learning they offer to support and 2018 2019 2018 2019
promote diversity, equality and inclusion. 90% 70% 50% 72%
Please tell us whether your organisation provides
additional training, development or support for
any of the following: Interestingly, whilst almost all Conversely, the number of
respondents reported having an organizations now offering conscious
Answer Choices Responses equality/anti-discrimination policy, and unconscious bias training has
less than 70% offer training and increased from 50% in 2018 to over
Dealing with harassment, bullying and dignity at work 68.18% 15 learning to help support the active 72% in 2019.
Dealing with discrimination (gender/sex, racial, religious, 68.18% 15 implementation of the policy, compared
physical capability, or other) to around 90% in 2018.
How to report discrimination, bullying and harassment 59.09% 13

Organisational policy and legislation - diversity and

inclusion
59.09% 13 There has also been an
increase in organizations Over of respondents indicated
that the basic training
Conscious and unconscious bias training 72.73% 16
offering training in
relation to inter-cultural 50% was applicable to all
employees.
Language, stereotypes and intercultural competence 45.45% 10 competence (addressing
Challenging inappropriate behaviour 50.00% 11 issues such as language

Leading managing and/or engaging with diverse groups 50.00% 11

and stereotyping)
and challenging 33% of organizations offered
training and learning
Other (please specify) 4.55% 1 inappropriate behaviour. in relation to specific
Answered 22 roles and positions only.

Skipped 4

“The moral and business case is clear on paper, the
challenge is helping people to see what it means for them
personally day to day, as a leader or team member, that
they personally can make a difference and giving them
the tools to do it.”
Ladbrokes - Coral
QUESTIONS RAISED:
Will questions relating to the impact of the pandemic on different social and cultural
groups, combined with the Black Lives Matter movement of 2019 impact on the scope
and breadth of the training and learning delivered within organizations and if so, will
this be on a short, medium or long-term basis?

27
8.3.5 SUPPORTING UNDER-REPRESENTED GROUPS
Besides looking at what practice and policy is being offered
across a workforce, it is important to review whether
companies are offering additional support services to promote
retention efforts.
Q36: Please tell us whether your organisation provides
additional training, development or support (e.g.
networks/groups) for any of the following groups:

Answer Choices Responses

Of respondents:
Women 55.56% 10
over over

55% 77%
Men 33.33% 6
LBGTQ+ and/or non-binary 33.33% 6

Ethnic, minority or other under-represented groups 22.22% 4

Disabilities (visible and invisible) 27.78% 5
offer additional have a focus on supporting
Cognitive profiles such as autism, Asperger’s, dyslexia, 22.22% 4
support to women. mental health and well being.
dyspraxia etc
Mental health and well-being 77.78% 14
Other (please specify) 22.22% 4 UNDER-REPRESENTED
GROUPS
Answered 18
Skipped 8

30%

The number of organizations offering support for

Betsson other under-represented groups, including LGBTQ+
Pride Festival communities, disabilities, ethnic minorities and
cognitive profiles has dropped almost 30% from 2018.

This possibly suggests that 2019 may have seen the start of a new trend where
organizations shifted focus from supporting individual groups to the broader more
inclusive theme of mental health and well-being for all, incorporating the needs of
specific groups and the impact of exclusion on health and well-being.

28
8.4 OVERALL COMMITMENT
TO DIVERSITY, EQUALITY & INCLUSION
There are other ways a business can support a commitment
to diversity and inclusion outside of the final set of
questions address areas such as supply chain and external
stakeholders, advocacy and programmes and initiatives.

8.4.1 SUPPLY CHAIN

Does your organisation have a policy of actively engaging with suppliers/providers
which are owned by under-represented minorities and groups?

Answer Choices Responses

3 businesses responded YES to this question, indicating that perhaps D&I is still
Yes 13.04% 3 focused primarily on HR and people management.
No 69.57% 16 It is not clear from the responses whether this is in response to a regulatory
requirement (e.g. public or listed company, sector specific regulations, etc.) as
Don’t know 17.39% 4 applicable in some US states and European jurisdictions, but will be explored
Other 0.00% 0 further in the next version of the INDEX.

Answered 24
Skipped 2

“We believe that the gaming industry is one of the most

avant-garde in promoting diversity. As a Regulator, we
ensure that we uphold and champion these values.”
Malta Gaming Authority

GVC

29
8.4.2 INITIATIVES & AWARENESS PROGRAMMES
Does your organisation keep records on any of the following. (Tick all that apply)

Answer Choices Responses

Respondents recording reasons for leaving
Staff turn-over levels (attrition or churn) 95.83% 23
Reasons for leaving (exit interviews/reports) 100.00% 24
2018 2019
Equality of pay and bonuses 54.17% 13
88% 100%
Job applications by gender, ethnicity, sexuality, disability or 37.50% 9
other
The percentage of respondents recording the reasons for leaving
Harassment, bullying or discrimination claims received 70.83% 17
has increased from 88% in 2018 to 100% in 2019.
Outcome of harassment, bullying or discrimination claims 79.17% 19
The percentage of respondents monitoring attrition and churn remains unchanged.
Promotion by gender, ethnicity, sexuality, disability or 41.67% 10
other The percentage of respondents monitoring returners
from maternity/paternity leave is up 3% from 2018.
Returners from maternity/parental leave 75.00% 18
Other (please specify) 8.33% 2 Respondents monitoring equality of pay and bonuses
Answered 24
Skipped 2 2018 2019

76% 54%

Significantly, the percentage of respondents monitoring equality of pay and bonuses

8.4.3 ADVOCACY has dropped from 76% in 2018 to 54% in 2019.

Does your organisation actively promote equality, diversity and inclusion

and if so who is responsible for doing it?

Answer Choices Responses

Internal advocacy for Diversity, Equality and Inclusion is a must for companies looking
Everybody 66.67% 16 to grow, innovate, retain their workforce and reduce costs. Therefore, it is important to
ask the question of WHO is responsible for actively promoting this in business.
Anyone who manages other people 12.50% 3
Two-thirds (66%) of respondents indicated that everyone at their business carries some
VP, Director or C-level 0.00% 0 form of responsibility here. In future surveys, this question will be expanded to better
Non-Executive or Board Director 4.17% 1 understand how each person held to that responsibility.
Other (please specify) 16.67% 4 No company that reported put the responsibility of promoting D&I on their VP/Director/
C-levels. However, interestingly, numerous reports indicate a top-down approach when
Answered 24
it comes to promoting an inclusive culture to be the most effective.
Skipped 2
Four companies chose ‘Other’ as their answer and this was further clarified to mean
their HR teams held the responsibility.

30
8.4.4 INTERNAL PRACTICES
Please indicate which of the following practices are in place in your organisation.

Answer Choices Responses

The question aims to understand whether recruitment and selection practices can support
ADVERTISEMENT - Inclusion of a statement around valuing 34.78% 8 diversity and inclusion and if so how. 23/26 organisations responded to this question.
diversity in job packs
ADVERTISEMENT - Reviews of job descriptions for visual or 73.91% 17
textual bias (relating to age, gender, ethnic group etc.)
TALENT SEARCH - Advertising and recruitment using 73.91% 17
diverse websites, recruitment fairs, events, etc QUESTIONS RAISED:
TALENT SEARCH - Explicitly request diverse candidates 47.91% 11
when using recruitment agencies or executive search firms
• What recruitment methods support diversity best?
SELECTION - Training on bias and reducing discrimination 69.57% 16
for those involved in recruitment • Warehatposted,
are the main drivers e.g. how advertisements are worded, where they
etc?
SELECTION - Transparent and consistent criteria for 65.22% 15
evaluating candidates • Wfrom
hat selection methods support diversity e.g. removing personal information
applications and assessing based on skills only?
SELECTION - Diverse representation on interview panels 34.78% 8
INDUCTION - Provision of information about equality, 56.52% 13 • Dand
oes diverse representation on interview panels support diversity
inclusion better?
diversity & inclusion policies on joining
Almost 87% of respondents conduct Exit Interviews.
INDUCTION - Information on employee networks or other 34.78% 8
support initiatives for diverse groups 82% of respondents have ’ Clear and consistently applied criteria for performance reviews’.
INDUCTION - Explicit messages from a senior leader on 34.78% 8
equality, diversity & inclusion when joining
2018 2019 2018 2019
PERFORMANCE REVIEW - Clear and consistently applied 82.61% 19
criteria for performance reviews 52% 74% >50% 34%
PERFORMANCE REVIEW - Third-party review of 34.78% 8
performance to ensure fairness Interestingly the number of respondents
LEAVING - Exit interviews or exit surveys 86.96% 20 There has been a significant increase including a statement around valuing
in organizations taking a more diversity in job advertisements has
Other (please specify) 0.00% 0
inclusive approach to reviewing job dropped from over 50% to 34%, whilst the
Answered 23 descriptions from 52% in 2018 to just percentage of respondents asking a senior
Skipped 3 under 74% in 2019. leader to provide a statement at induction
has increased 10% compared to 2018.

This suggests that organizations are shifting away from external statements
of intent to internal practices and actions.
More analysis is required to understand the core reasons for this, but this could be a
reflection of the impact of employer review sites such as glassdoor.com and the cost
of attracting and retaining a new and younger generation of employees with different
expectations of DEI and their applicability to the workplace.

31
8.4.5 COMMUNICATING VALUES
Please tell us whether a representative from the board
or the senior management team has done any of the
following in the last 12 months. (Tick all that apply)

Answer Choices Responses

This question was included to measure whether advocacy for diversity and inclusion is
Communicated an organisation-wide message on diversity 80.00% 16 coming from the top (senior management) of an organisation, and how important
and inclusion (words v action) this is to an organisation’s levels of diversity and inclusion.
Communicated a strong message on gender equality 65.00% 13 80% of respondents said senior management had:
Had meetings with women’s, minority, LGBT or other
employee network or staff group
50.00% 10 • Communicated an organisation-wide message on diversity and inclusion.
Reviewed and/or approved an equality, diversity and 55.00% 11 Over half of respondents answered that their senior teams had:
inclusion strategy
Reviewed and/or approved equality monitoring reports 35.00% 7
• Communicated a strong message on gender equality
and actions • Had meetings with women’s, minority, LGBT or other employee network or staff group
Spoken at an INTERNAL event(s) about diversity, equality 70.00% 14
and inclusion • Reviewed and/or approved an equality, diversity and inclusion strategy
Spoken at an EXTERNAL event(s) about diversity, equality
and inclusion
50.00% 10 • Spoken at an INTERNAL event(s) about diversity, equality and inclusion
Least checked answer (35%): Reviewed and/or approved equality monitoring
Been seen as a visible role model for women, LGBT, ethnic, 60.00% 12 reports and actions. This may indicate a trend where senior leadership should be
disability or other minority group implementing and consequently monitoring progress but perhaps is not doing
Other (please specify) 0.00% 0 so or leaving that to other departments.

Answered 20
Skipped 6

IGT
PRIDE celebration

32
8.5 COMPANY PERFORMANCE IN SURVEY
The All-Index scores companies on their answers on a scale
of 0-73. Some questions are weighted while others do not
earn a score but rather provide context for further analysis.
The total points achieved in the 2019 All-Index ranged from
a low of 0 to a high of 73 with only one business achieving
the high score of 73. 11 companies (40%) scored 50 points
or above and no companies achieved 100 points.

2018 2019 2018 2018 2019 2018

Position Company Position Company
year Score Score year Score Score

1 (21) 73 39 13 (19) Company 6 48 40

14 (21) Company 33 46 -
2 (9) 71 70
15 (9) Company 25 45 51
3 (-) 70 - 16 (-) Company 30 42 -
17 (-) Company 37 42 -
4 (-) 68 -
18 (-) Company 28 51 -
=5 (-) 60 - 19 (-) Company 29 37 -
=5 (-) Company 38 60 - 20 (1) Company 1 37 32
7 (1) Company 2* 58 77 21 (8) Company 36 35 -
8 (8) Company 21 56 72 22 (-) Company 35 31 -
9 (-) Company 34 54 - 23 (6) Company 15 29 40
10 (6) Company 18 52 73 24 (13) Company 26 20 -
11 (13) Company 8 51 60 25 (18) Company 31 0 -
12 (18) Company 7 49 49

MEAN MEDIAN
46.96 48

* Company 2: 2018 reported as separate group entities but as a consolidated group in 2019
† Significant score fluctuations reflective of the change in score weighting for general statistical data such as overall numbers of male to female, and existence of policies.
2018 looked at overall numbers and the existence of policies.
2019 shifted focus to numbers of decision makers and effectiveness of policies.

33
9. ACKNOWLEDGEMENTS
Thank you, first and foremost to our Founding Members.
Those industry leaders who believe as strongly as we do
that diversity, equality and inclusion are critical to the
reputation of the sector, and that failing to address it poses
not just a risk to reputation and revenue, but the long-term
sustainability and future of the whole industry, and without
whose support the All-In Diversity Project and the All-Index™
would not exist.
Thank you also to our academic partner, the Centre for
Diversity and Inclusion at Oxford Brookes University who
were vital in establishing the methodology and the creation
of the All-Index™ survey - and who continue to support us
in our efforts, and our Strategic Partners whose support is
invaluable in keeping the All-In machinery moving.
And to the team at Random Colour Animal and Rokker for their
help, support and patience in producing this year’s All-Index.
Most of all, a huge, huge thank you to everyone who has
supported us over the last 18 months in all of our initiatives.
Not just the All-Index, but the Power Hour, #Opendoors
campaign, surveys, network events, and numerous other
initiatives that we hope in their own way have taken us a
step closer to a more inclusive world.
Thank you.
34
10. AUTHORS
KELLY KEHN
Kelly Kehn has been in iGaming senior management since 2012.
She’s led teams and brands through regulatory changes, migrations
and rebrands as well as held leadership roles in marketing,
operations, management and sales. In 2016 she formed Kelly
A. Kehn Consulting Ltd., a consulting firm dedicated to helping
companies grow their business through a more focused view on
valuing people. Her mission is to demonstrate to corporations the
invaluable benefit of diversity through measurable results and
revenue growth.
“All-In means laying it all on the table to win the pot.
If we can change the landscape of this sector,
if we can shift the paradigm diversity and inclusion
in betting and gambling, we all win.”
CHRISTINA THAKOR-RANKIN
Christina has over 25 years’ experience in the betting, and gambling
industry, 15 at director level and above. Starting out in the pre-
dotcom era, she has a career spanning land, internet and mobile,
covering all aspects of gaming operations, holding senior roles with
some of the world’s best known brands (incl. William Hill and Virgin)
responsible for managing multiple business disciplines, functions
and teams across a range of channels, products and customers,
including regulatory compliance and money laundering.
“All-in is not about banging drums and waving flags.
It is understanding that the world around us is changing and
that unless we as an industry start to accept and embrace those
changes today, we will cease to hold any attraction or relevance,
for the employees or the customers, of tomorrow.”
35
APPENDIX 1:
ALL-INDEX 2019 QUESTIONS AND WEIGHTS
Question Score 100

Q1. Company Name 0

Q2. Your Contact Information 0
Answer Choices
Name
Job Title
Email
Q3. Please describe your organisation (choose one) 0
Answer Choices
Operator/B2C *
Supplier/Provider/B2B *
Operator & Supplier/Provider (B2C&B2B) *
Government body, regulator or authority
Charity or social enterprise
Industry group or association
Other (please specify)
Q4. If you selected operator or supplier/provider above, which products do you cover? (tick all that apply) 0
Answer Choices
Sports betting/race book
Esports
Fantasy & Daily Fantasy
Poker
Casino - table games
Casino - slots
Casino - live dealer
Bingo
Lottery
Financial
Other (please specify)

36
Question Score 100

Q5. Please tell us which business/organisation category best describes you 0

Answer Choices
A new Start-up business (less than 2 years old) with less than 50 employees
A new Start-up business with 50+ employees
SME Private (Small to Medium business with up to 250 employees)
SME Publicly listed (Small to Medium with up to 250 employees)
Large - Private company with 250+ employees)
Large - Publicly listed (on the stock exchange) with 250+ employees)
Other (please specify)
Q6. How many locations do you have worldwide? (Select number) 0
Answer Choices
1
2-4
5-9
10+
Q7. Please tell us where your offices and/or employees are located (tick all that apply)
Answer Choices
UK (and associated territories, IoM, Gibraltar, Channel Islands)
Northern Europe (incl. Scandinavia & Baltics)
Western Europe
Eastern Europe & Russia
Southern Europe & Mediterranean (incl. Malta, Cyprus, Greece, Turkey, Balkan/Adriatic states)
Middle East & North Africa
West Africa
East Africa
South Africa
North America (USA, Canada & Mexico)
Central/South America & Caribbean
Indian subcontinent & Sri Lanka
China, Japan & Korea
Asia Pacific (including Philippines & Macau)
Australia & New Zealand
Other (please specify)

37
Question Score 100

Q8. T
 ell us how many employees your organisation has IN TOTAL across all offices and locations (including remote workers). 0
Please EXCLUDE Non-Executive and Board Directors for Q8-10
Answer Choices
Fewer than 50 employees
50 - 99 employees
100 - 249 employees
250 - 499 employees
500 - 999 employees
1,000 - 2,499 employees
2,500 - 4,999 employees
5,000 - 9,999 employees
10,000+ employees
Q9. Please enter the exact number of employees here 0
Q10. H
 ow many of your employees are (please ensure the totals match the previous answer)*If you would like a version
of the survey that accounts for non-binary employees please contact us
Answer Choices
Female
Male
Gender X / Non-binary*
Q11. D
 oes your organisation record any of the following employee demographic information (tick all that apply). If you do not
record the information, proceed to Q12. If you have ticked any other box, proceed to Q13
Answer Choices 1
Ethnicity (race) 1
Gender 1
LGBTQ+ 1
Disability (including visible and invisible) 1
Religion 1
Veteran status 1
Mental health and well-being 1
Don’t know
Don’t record this information* - skip to Q12
Other (please specify)

38
Question Score 100

Q12. If you indicated that you do not record the demographic information listed in Q11, please tell us why. 0
Answer Choices
Not legal to ask this information
Not legal to record this information
Don’t record currently but could in the future
Don’t record currently but could in the future if employee agrees
Don’t record and unlikely to in the immediate future
Other (please specify)
Q13. Does your organization have an Executive Board? (An executive board has active management responsibilities. 0
A non-executive board is a board without responsibilities for daily management or operations of the company or organisation.)
Answer Choices
Yes
No - skip to Q15
Q14. Please indicate how many of your Executive Board members are: 3
Answer Choices
Female
Male
Points awarded are based on the female to total employee ratio. For those organisations that have 24.99% or less receive the maximum of 3 points. Greater or equal to 25% receive 2
points, greater or equal to 50% receive 1 point and those that have more than or equal to 75% receive no points.
Q15. D
 oes your organization have a Non-Executive Board? (An executive board has management responsibilities. A non-executive 0
board is a board without responsibilities for daily management or operations of the company or organisation.)
Answer Choices
Yes
No - skip to Q17
Q16. Please indicate how many of your Non-Executive Board members are: 3
Answer Choices
Female
Male
Points awarded are based on the female to total employee ratio. For those organisations that have 24.99% or less receive the maximum of 3 points. Greater or equal to 25% receive 2
points, greater or equal to 50% receive 1 point and those that have more than or equal to 75% receive no points.

39
Question Score 100

Q17. Please indicate the number of FEMALE employees by function (ensure the totals match the answer Q10) 0
Answer Choices
Data (incl. Analytics, Insight and Strategy but NOT Database Admin)
Design and Creative (incl. digital, non-digital and web)
Marketing (incl. advertising, affiliates, SEO, CRM, VIP & Loyalty)
Media (incl. PR and media relations)
Sales and Business Development
Product Development & Innovation
Trading and Markets (Odds compilers, risk/liability management)
Finance, Accounting & Budgetary Control
Operations (incl. Customer support, payments, fraud/security and responsible gambling)
Human Resources (incl. recruitment, people management, learning & development, CSR and D&I)
Technical (incl. network & infrastructure, sys admin, hardware/software development & testing/QA)
Legal & Regulatory Compliance
Hospitality (incl. Food & Beverage, Front of House, service/janitorial)
Other
Q18. Please indicate the number of MALE employees by function (ensure the totals match the answer Q10) 0
Answer Choices
Data (incl. Analytics, Insight and Strategy but NOT Database Admin)
Design and Creative (incl. digital, non-digital and web)
Marketing (incl. advertising, affiliates, SEO, CRM, VIP & Loyalty)
Media (incl. PR and media relations)
Sales and Business Development
Product Development & Innovation
Trading and Markets (Odds compilers, risk/liability management)
Finance, Accounting & Budgetary Control
Operations (incl. Customer support, payments, fraud/security and responsible gambling)
Human Resources (incl. recruitment, people management, learning & development, CSR and D&I)
Technical (incl. network & infrastructure, sys admin, hardware/software development & testing/QA)
Legal & Regulatory Compliance
Hospitality (incl. Food & Beverage, Front of House, service/janitorial)
Other

40
Question Score 100

Q19. How many FEMALE appointments were made through the following recruitment methods? (June 2018-June 2019) 3
Answer Choices
Internal Promotion & Development
Careers fairs
Graduate Programme
Employee Referrals & Recommendation Scheme
Recruitment & Search firms
External Advertisements & Job posts (print/online)
Social Media (Linked In, Facebook, etc.)
Speculative approach (e.g. employee approached you)
Other
Points awarded are based on the female to total employee ratio. For those organisations that have 24.99% or less receive the maximum of 3 points. Greater or equal to 25% receive 2
points, greater or equal to 50% receive 1 point and those that have more than or equal to 75% receive no points.

Q20. How many MALE appointments were made through the following recruitment methods? (June 2018-June 2019) 0
Answer Choices
Internal Promotion & Development
Careers fairs
Graduate Programme
Employee Referrals & Recommendation Scheme
Recruitment & Search firms
External Advertisements & Job posts (print/online)
Social Media (Linked In, Facebook, etc.)
Speculative approach (e.g. employee approached you)
Other
Q21. How many of your employees are: 0
Full-time
Part-time
Male 3
Full-time
Part-time
Points awarded are based on the female to total employee ratio. For those organisations that have 24.99% or less receive the maximum of 3 points. Greater or equal to 25% receive 2
points, greater or equal to 50% receive 1 point and those that have more than or equal to 75% receive no points.

41
Question Score 100

Q22. How many of your employees are: include Full-time and Part-time employees 3
Female
Permanent employees
Temporary, contracted, seasonal or fixed-term employees
Zero-hours’, ‘At will’, ‘no work guarantee’ contracts
Freelance
Other
Points awarded are based on the female to total employee ratio. For those organisations that have 24.99% or less receive the maximum of 3 points. Greater or equal to 25% receive 2
points, greater or equal to 50% receive 1 point and those that have more than or equal to 75% receive no points.
Male 0
Permanent employees
Temporary, contracted, seasonal or fixed-term employees
Zero-hours’, ‘At will’, ‘no work guarantee’ contracts
Freelance
Other
Q23. LEADERSHIP LEVEL: How many of your FEMALE employees are (if leadership level exists within your business): 3
Answer Choices
Entry level/new starter up to Team Leader or Supervisor
Team Leader or Supervisor
Manager (oversees Team Leader or Supervisor)
Head of Department (oversees Manager)
Director/VP/Partner or ‘C’-level (oversees Manager and/or Head of Dept.)
CEO or MD
Points awarded are based on the female to total employee ratio. For those organisations that have 24.99% or less receive the maximum of 3 points. Greater or equal to 25% receive 2
points, greater or equal to 50% receive 1 point and those that have more than or equal to 75% receive no points.
Q24. LEADERSHIP LEVEL: How many of your MALE employees are (if leadership level exists within your business): 0
Answer Choices
Entry level/new starter up to Team Leader or Supervisor
Team Leader or Supervisor
Manager (oversees Team Leader or Supervisor)
Head of Department (oversees Manager)
Director/VP/Partner or ‘C’-level (oversees Manager and/or Head of Dept.)
CEO or MD

42
Question Score 100

Q25. SALARY & INCOME: Please enter below the currency in which you are reporting salary figures
Answer Choices
£ GBP
$ USD
€ EUR
$ AUS
Other (please specify)
Q26. T
 ell us how many FEMALE employees fall into each salary band (based on basic salary ONLY - not including bonus, benefits or 3
rewards):
Answer Choices
Number of Employees Earning: UNDER 25,000
Number of Employees Earning: 25,000 - 49,999
Number of Employees Earning: 50,000 - 74,999
Number of Employees Earning: 75,000 - 99,999
Number of Employees Earning: 100,000- 149,999
Number of Employees Earning: 150,000 - 199,999
Number of Employees Earning: 200,000+
Points awarded are based on the female to total employee ratio. For those organisations that have 24.99% or less receive the maximum of 3 points. Greater or equal to 25% receive 2
points, greater or equal to 50% receive 1 point and those that have more than or equal to 75% receive no points.
Q27. Tell us how many MALE employees fall into each salary band (based on basic salary ONLY - not including bonus, benefits or
rewards):
Answer Choices
Number of Employees Earning: UNDER 25,000
Number of Employees Earning: 25,000 - 49,999
Number of Employees Earning: 50,000 - 74,999
Number of Employees Earning: 75,000 - 99,999
Number of Employees Earning: 100,000- 149,999
Number of Employees Earning: 150,000 - 199,999
Number of Employees Earning: 200,000+

43
Question Score 100

Q28. Tell us how many employees fall into each AGE band
Female 3
18 - 25
26 - 35
36 - 45
46 - 55
56 - 65
66 - 75
Above statutory /legal retirement age
Male
18 - 25
26 - 35
36 - 45
46 - 55
56 - 65
66 - 75
Above statutory /legal retirement age
Points awarded are based on the female to total employee ratio. For those organisations that have 24.99% or less receive the maximum of 3 points. Greater or equal to 25% receive 2
points, greater or equal to 50% receive 1 point and those that have more than or equal to 75% receive no points.

Q29. P
 lease indicate which of the following published (e.g. in staff handbook or intranet site) company policies and benefits your
organisation has in place.(tick all that apply)
Answer Choices
Flexible working 1
Career break (Sabbatical) arrangements 1
Adoption leave* 1
Maternity leave* 1
Paternity leave* 1
Shared parental leave* 1
Company paid sick leave 1
Private healthcare 1
Childcare, eldercare or other family care 1
Support for childcare e.g. nursery vouchers or a creche 1
Don’t have policies
Other (please specify)

44
Question Score 100

Q30. W
 here you have adoption or parental policies in place (checked above) do they apply to same sex partnerships? (For example
in a relationship where both parents are male would one of the parents be entitled to ‘maternity leave’ which may be for a
longer period than ‘paternity leave’?
Answer Choices
Yes 1
Yes but only in those countries that permit same sex relationships 1
No
Other (please specify)
Q31. D
 IFFERENT LOCATIONS: If you have offices in different parts of the world, do you apply the same policies and benefits to 0
everyone in the organisation or do you have different policies and benefits for different countries? (Refer to policy list here)
Answer Choices
Yes - we have the same policies for everyone
No - we have different policies in different countries based on local needs/regulations
Only have 1 office
Don’t know
Q32. S
 AME LOCATION: Where employees are all employed by the SAME office, do you have the SAME policies and benefits for ALL 0
employees regardless of leadership level or employment type? (Refer to policy list at the top of the page)
Answer Choices
Yes
No
Don’t know
Q33. Please tell us which of the following active policies your organisation has in place: (check all that apply)
Answer Choices
Equal opportunities policy 1
Anti-discrimination policy 1
Anti-bullying and harassment policy 1
Right to dignity at work 1
Mental health and well-being 1
Whistle-blowing policy 1
Grievance policy/procedure 1
Diversity & Inclusion policy 1
Other (please specify)

45
Question Score 100

Q34. Please indicate whether your organisation provides training and information on the following. (Please tick all that apply)
Answer Choices
Dealing with harassment, bullying and dignity at work 1
Dealing with discrimination (gender/sex, racial, religious, physical capability, or other) 1
How to report discrimination, bullying and harassment 1
Organisational policy and legislation - diversity and inclusion 1
Conscious and unconscious bias 1
Language, stereotypes and intercultural competence 1
Challenging inappropriate behaviour 1
Leading managing and/or engaging with diverse groups 1
Other (please specify) 1
Q35. If you selected any of the above, is the training offered to EVERYONE in your organisation 0
Answer Choices
Yes
No
Don’t know
Other (please specify)
Q36. P
 lease tell us whether your organisation provides additional training, development or support (e.g. networks/groups) for any
of the following groups:
Answer Choices
Women 1
Men 1
LBGTQ+ and/or non-binary 1
Ethnic, minority or other under-represented groups 1
Disabilities (visible and invisible) 1
Cognitive profiles such as autism, Asperger’s, dyslexia, dyspraxia etc 1
Mental health and well-being 1
Other (please specify)
Q37. D
 oes your organisation have a policy of actively engaging with suppliers/providers which are owned by under-represented 0
minorities and groups?
Answer Choices
Yes
No
Don’t know
Other (please specify)

46
Question Score 100

Q38. Does your organisation keep records on any of the following. (Tick all that apply)
Answer Choices 1
Staff turn-over levels (attrition or churn) 1
Reasons for leaving (exit interviews/reports) 1
Equality of pay and bonuses 1
Job applications by gender, ethnicity, sexuality, disability or other 1
Harassment, bullying or discrimination claims received 1
Outcome of harassment, bullying or discrimination claims 1
Promotion by gender, ethnicity, sexuality, disability or other 1
Returners from maternity/parental leave 1
Other (please specify) 1
Q39. Does your organisation actively promote equality, diversity and inclusion and if so who is responsible for doing it?
Answer Choices
Everybody 1
Anyone who manages other people
VP, Director or C-level
Non-Executive or Board Director
Other (please specify)
1 points awarded for everyone. 0 point awarded for everything else.
Q40. Please indicate which of the following practices are in place in your organisation. (Tick all that apply)
Answer Choices
ADVERTISEMENT - Inclusion of a statement around valuing diversity in job packs 1
ADVERTISEMENT - Reviews of job descriptions for visual or textual bias (relating to age, gender, ethnic group etc.) 1
TALENT SEARCH - Advertising and recruitment using diverse websites, recruitment fairs, events, etc 1
TALENT SEARCH - Explicitly request diverse candidates when using recruitment agencies or executive search firms 1
SELECTION - Training on bias and reducing discrimination for those involved in recruitment 1
SELECTION - Transparent and consistent criteria for evaluating candidates 1
SELECTION - Diverse representation on interview panels 1
INDUCTION - Provision of information about equality, diversity & inclusion policies on joining 1
INDUCTION - Information on employee networks or other support initiatives for diverse groups 1
INDUCTION - Explicit messages from a senior leader on equality, diversity & inclusion when joining 1
PERFORMANCE REVIEW - Clear and consistently applied criteria for performance reviews 1
PERFORMANCE REVIEW - Third-party review of performance to ensure fairness 1
LEAVING - Exit interviews or exit surveys 1
Other (please specify)
Respondents 1 47
Question Score 100

Q41. P
 lease tell us whether a representative from the board or the senior management team has done any of the following in the
last 12 months. (Tick all that apply)
Answer Choices
Communicated an organisation-wide message on diversity and inclusion 1
Communicated a strong message on gender equality 1
Had meetings with women’s, minority, LGBT or other employee network or staff group 1
Reviewed and/or approved an equality, diversity and inclusion strategy 1
Reviewed and/or approved equality monitoring reports and actions 1
Spoken at an INTERNAL event(s) about diversity, equality and inclusion 1
Spoken at an EXTERNAL event(s) about diversity, equality and inclusion 1
Been seen as a visible role model for women, LGBT, ethnic, disability or other minority group 1
Other (please specify) 1
Q42. E
 xcept for the All-In Diversity Project, do you collaborate with any other organisations (industry groups, associations) in 0
relation to increasing diversity in your organisation? If yes, please tell us more.
Q43. P
 lease use this section to share your organisation’s success and achievements around the subject of equality, diversity and 0
inclusion?
Q44. W
 ould you like to share information relating to the challenges faced by your organisation around the subject of equality, 0
diversity and inclusion?
Q45. F
 inally, please use the space below to share any other thoughts, feedback or comments around equality, diversity and 0
inclusion in your sector/industry?
Total 100

48
APPENDIX 2:
FULL SUMMARY OF RESULTS

Question Responses

Q1. Company Name

Answered 26
Skipped 0
Q2. Your Contact Information
Answer Choices
Name 100% 26
Job Title 100% 26
Email 100% 26
Answered 26
Skipped 0
Q3. Please describe your organisation (choose one)
Answer Choices
Operator/B2C * 34.62% 9
Supplier/Provider/B2B * 23.08% 6
Operator & Supplier/Provider (B2C&B2B) * 34.62% 9
Government body, regulator or authority 3.85% 1
Charity or social enterprise 3.85% 1
Industry group or association 0.00% 0
Other (please specify) 0.00% 0
Answered 26
Skipped 0

49
Question Responses

Q4. If you selected operator or supplier/provider above, which products do you cover? (tick all that apply)
Answer Choices
Sports betting/race book 82.61% 19
Esports 43.48% 10
Fantasy & Daily Fantasy 13.04% 3
Poker 47.83% 11
Casino - table games 82.61% 19
Casino - slots 86.96% 20
Casino - live dealer 73.91% 17
Bingo 43.48% 10
Lottery 26.09% 6
Financial 8.70% 2
Other (please specify) 21.74% 5
Answered 23
Skipped 3
Q5. Please tell us which business/organisation category best describes you
Answer Choices
A new Start-up business (less than 2 years old) with less than 50 employees 3.85% 1
A new Start-up business with 50+ employees 0.00% 0
SME Private (Small to Medium business with up to 250 employees) 34.62% 9
SME Publicly listed (Small to Medium with up to 250 employees) 0.00% 0
Large - Private company with 250+ employees) 23.08% 6
Large - Publicly listed (on the stock exchange) with 250+ employees) 34.62% 9
Other (please specify) 3.85% 1
Answered 26
Skipped 0
Q6. How many locations do you have worldwide? (Select number)
Answer Choices
1 26.92% 7
2-4 15.38% 4
5-9 26.92% 7
10+ 30.77% 8
Answered 26
Skipped 0

50
Question Responses

Q7. Please tell us where your offices and/or employees are located (tick all that apply)
Answer Choices
UK (and associated territories, IoM, Gibraltar, Channel Islands) 76.92% 20
Northern Europe (incl. Scandinavia & Baltics) 34.62% 9
Western Europe 30.77% 8
Eastern Europe & Russia 30.77% 8
Southern Europe & Mediterranean (incl. Malta, Cyprus, Greece, Turkey, Balkan/Adriatic states) 53.85% 14
Middle East & North Africa 7.69% 2
West Africa 0.00% 0
East Africa 0.00% 0
South Africa 11.54% 3
North America (USA, Canada & Mexico) 26.92% 7
Central/South America & Caribbean 11.54% 3
Indian subcontinent & Sri Lanka 11.54% 3
China, Japan & Korea 3.85% 1
Asia Pacific (including Philippines & Macau) 7.69% 2
Australia & New Zealand 15.38% 4
Other (please specify) 0.00% 0
Answered 26
Skipped 0
Q8. T
 ell us how many employees your organisation has IN TOTAL across all offices and locations (including remote workers).
Please EXCLUDE Non-Executive and Board Directors for Q8-10
Answer Choices 11.54% 3
Fewer than 50 employees 0.00% 0
50 - 99 employees 30.77% 8
100 - 249 employees 0.00% 0
250 - 499 employees 23.08% 6
500 - 999 employees 11.54% 3
1,000 - 2,499 employees 3.85% 1
2,500 - 4,999 employees 7.69% 2
5,000 - 9,999 employees 11.54% 3
10,000+ employees
Answered 26
Skipped 0

51
Q9. Please enter the exact number of employees here
Respondents Respondese Date Responses Tags
1 Mar 10 2020 10:09 AM 244
2 Mar 06 2020 07:04 PM 6806
3 Mar 06 2020 08:21 AM 1587
4 Feb 14 2020 03:56 PM 935
5 Feb 13 2020 09:10 AM 175
6 Jan 24 2020 03:04 PM 7672
7 Jan 06 2020 10:57 AM 105
8 Jan 03 2020 10:38 AM 1607
9 Dec 30 2019 03:45 PM 11,866
10 Dec 30 2019 08:56 AM 152
11 Dec 23 2019 05:28 PM 24549
12 Dec 20 2019 10:34 AM 701
13 Dec 17 2019 04:59 PM 42
14 Dec 17 2019 04:59 PM 164
15 Dec 13 2019 07:25 PM 66858
16 Dec 08 2019 08:28 PM 119
17 Dec 06 2019 07:47 AM 204
18 Dec 05 2019 03:50 PM 77
19 Dec 05 2019 09:42 AM 23
20 Nov 24 2019 01:53 PM 20
21 Nov 22 2019 01:23 PM 19
22 Nov 12 2019 02:46 PM 92
23 Oct 07 2019 01:17 PM 167
24 Sep 27 2019 12:51 PM 1350
25 Aug 28 2019 09:06 AM 114 perm staff.
26 Aug 16 2019 09:37 AM 3232
14 Dec 17 2019 04:59 PM 164
15 Dec 13 2019 07:25 PM 66858
16 Dec 08 2019 08:28 PM 119
17 Dec 06 2019 07:47 AM 204
18 Dec 05 2019 03:50 PM 77
19 Dec 05 2019 09:42 AM 23
20 Nov 24 2019 01:53 PM 20
21 Nov 22 2019 01:23 PM 19
22 Nov 12 2019 02:46 PM 92
23 Oct 07 2019 01:17 PM 167
24 Sep 27 2019 12:51 PM 1350
25 Aug 28 2019 09:06 AM 114 perm staff.
26 Aug 16 2019 09:37 AM 3232 52
Q10. H
 ow many of your employees are (please ensure the totals match the previous answer)*If you would like a version
of the survey that accounts for non-binary employees please contact us
Answer Choices Average Number Total Number Responses
Female 2424.58 58,715 100.00% 26
Male 18860.15 66,932 100.00% 26 Adjusted
Gender X / Non-binary* 0 0 38.46% 10
Answered 26
Skipped 0
Respondents Response Date Female Male
1 Mar 10 2020 10:09 AM 64 180
2 Mar 06 2020 07:04 PM 2868 3938
3 Mar 06 2020 08:21 AM 633 954
4 Feb 14 2020 03:56 PM 217 718
5 Feb 13 2020 09:10 AM 70 105
6 Jan 24 2020 03:04 PM 3818 3854
7 Jan 06 2020 10:57 AM 47 58
8 Jan 03 2020 10:38 AM 562 1045
9 Dec 30 2019 03:45 PM 3696 8170
10 Dec 30 2019 08:56 AM 65 87
11 Dec 23 2019 05:28 PM 11913 12636
12 Dec 20 2019 10:34 AM 219 482
13 Dec 17 2019 04:59 PM 8 34
14 Dec 17 2019 04:59 PM 77 87
15 Dec 13 2019 07:25 PM 33803 33055
16 Dec 08 2019 08:28 PM 94 25
17 Dec 06 2019 07:47 AM 89 114
18 Dec 05 2019 03:50 PM 28 49
19 Dec 05 2019 09:42 AM 5 18
20 Nov 24 2019 01:53 PM 5 15
21 Nov 22 2019 01:23 PM 10 9
22 Nov 12 2019 02:46 PM 23 69
23 Oct 07 2019 01:17 PM 59 108
24 Sep 27 2019 12:51 PM 321 1029
25 Aug 28 2019 09:06 AM 21 93
Answered 26
Skipped 0

53
Question Responses

Q11. D
 oes your organisation record any of the following employee demographic information (tick all that apply). If you do not
record the information, proceed to Q12. If you have ticked any other box, proceed to Q13
Answer Choices
Ethnicity (race) 42.31% 11
Gender 84.62% 22
LGBTQ+ 15.38% 4
Disability (including visible and invisible) 26.92% 7
Religion 15.38% 4
Veteran status 3.85% 1
Mental health and well-being 11.54% 3
Don’t know 0.00% 0
Don’t record this information* - skip to Q12 11.54% 3
Other (please specify) 3.85% 1
Answered 26
Skipped 0
Q12. If you indicated that you do not record the demographic information listed in Q11, please tell us why.
Answer Choices
Not legal to ask this information 22.22% 2
Not legal to record this information 0.00% 0
Don’t record currently but could in the future 22.22% 2
Don’t record currently but could in the future if employee agrees 11.11% 1
Don’t record and unlikely to in the immediate future 22.22% 2
Other (please specify) 22.22% 2
Answered 9
Skipped 17
Q13. Does your organization have an Executive Board? (An executive board has active management responsibilities.
A non-executive board is a board without responsibilities for daily management or operations of the company or organisation.)
Answer Choices
Yes 70.83% 17
No - skip to Q15 29.17% 7
Answered 24
Skipped 2

54
Q14. Please indicate how many of your Executive Board members are:
Answer Choices Average Number Total Number Responses
Female 12.2 183 88.24% 15
Male 15.58823529 265 100.00% 17
Gender X / Non-binary* 0 0 38.46% 10
Answered 17
Skipped 9
Q15. D
 oes your organization have a Non-Executive Board? (An executive board has management responsibilities. A non-executive board is a board without responsibilities for daily
management or operations of the company or organisation.)
Answer Choices
Yes 75.00% 18
No - skip to Q17 25.00% 6
Answered 24
Skipped 2
Q16. Please indicate how many of your Non-Executive Board members are:
Answer Choices Average Number Total Number Responses
Female 1.9375 31 88.89% 16 0.2897196262
Male 5.944444444 107 100.00% 18
Gender X / Non-binary* 0 0 38.46% 10
Answered 18
Skipped 8
Q17. Please indicate the number of FEMALE employees by function (ensure the totals match the answer Q10)
Answer Choices Average Number Total Number Responses
Data (incl. Analytics, Insight and Strategy but NOT 22.625 362 76.19% 16
Database Admin)
Design and Creative (incl. digital, non-digital and 11.25 180 76.19% 16
web)
Marketing (incl. advertising, affiliates, SEO, CRM, 45.83333333 825 85.71% 18
VIP & Loyalty)
Media (incl. PR and media relations) 5.647058824 96 80.95% 17
Sales and Business Development 15.42857143 216 66.67% 14
Product Development & Innovation 24.4375 391 76.19% 16
Trading and Markets (Odds compilers, risk/ 5.153846154 67 61.90% 13
liability management)
Finance, Accounting & Budgetary Control 42.33333333 762 85.71% 18
Operations (incl. Customer support, payments, 607.5882353 10329 80.95% 17
fraud/security and responsible gambling)

55
Answer Choices Average Number Total Number Responses
Human Resources (incl. recruitment, people 23.63157895 449 90.48% 19
management, learning & development, CSR and
D&I)
Technical (incl. network & infrastructure, sys 85.05882353 1446 80.95% 17 0.2016455167
admin, hardware/software development &
testing/QA)
Legal & Regulatory Compliance 17.4375 279 76.19% 16
Hospitality (incl. Food & Beverage, Front of 50 800 76.19% 16
House, service/janitorial)
Other 137.0714286 1919 66.67% 14
Answered 21
Skipped 5
Q18. Please indicate the number of MALE employees by function (ensure the totals match the answer Q10)
Answer Choices Average Number Total Number Responses
Data (incl. Analytics, Insight and Strategy but NOT 57.52941176 978 80.95% 17
Database Admin)
Design and Creative (incl. digital, non-digital and web) 19.94117647 339 80.95% 17
Marketing (incl. advertising, affiliates, SEO, CRM, 84.88235294 1443 80.95% 17
VIP & Loyalty)
Media (incl. PR and media relations) 10.29411765 175 80.95% 17
Sales and Business Development 24.0625 385 76.19% 16
Product Development & Innovation 50.17647059 853 80.95% 17
Trading and Markets (Odds compilers, risk/ 50.07142857 701 66.67% 14
liability management)
Finance, Accounting & Budgetary Control 42.35294118 720 80.95% 17
Operations (incl. Customer support, payments, 666.6470588 11333 80.95% 17
fraud/security and responsible gambling)
Human Resources (incl. recruitment, people 10.9375 175 76.19% 16
management, learning & development, CSR and
D&I)
Technical (incl. network & infrastructure, sys 286.25 5725 95.24% 20
admin, hardware/software development &
testing/QA)
Legal & Regulatory Compliance 20.14285714 282 66.67% 14
Hospitality (incl. Food & Beverage, Front of 28.85714286 404 66.67% 14
House, service/janitorial)
Other 174.1428571 2438 66.67% 14
Answered 21
Skipped 5
56
Question Responses

Q19. How many FEMALE appointments were made through the following recruitment methods? (June 2018-June 2019)
Answer Choices
Internal Promotion & Development 70.00% 14
Careers fairs 55.00% 11
Graduate Programme 60.00% 12
Employee Referrals & Recommendation Scheme 80.00% 16
Recruitment & Search firms 85.00% 17
External Advertisements & Job posts (print/online) 75.00% 15
Social Media (Linked In, Facebook, etc.) 75.00% 15
Speculative approach (e.g. employee approached you) 55.00% 11
Other 60.00% 12
Answered 20
Skipped 6
Q20. How many MALE appointments were made through the following recruitment methods? (June 2018-June 2019)
Answer Choices
Internal Promotion & Development 61.90% 13
Careers fairs 52.38% 11
Graduate Programme 57.14% 12
Employee Referrals & Recommendation Scheme 80.95% 17
Recruitment & Search firms 85.71% 18
External Advertisements & Job posts (print/online) 76.19% 16
Social Media (Linked In, Facebook, etc.) 71.43% 15
Speculative approach (e.g. employee approached you) 57.14% 12
Other 61.90% 13
Answered 21
Skipped 5

57
Q21. How many of your employees are:
Female
0 employees 1 - 19 10 - 24 25 - 49 50 - 99 100 - 249 250 - 499 500 - 999 1,000 - 2,499 2,500 - 4,999 5,000 - 9,999 10,000+ Total
employees employees employees employees employees employees employees employees employees employees employees
Full-time 0 5 1 3 5 2 1 2 1 1 0 1 22
Part-time 3 10 0 2 1 1 0 0 1 1 0 0 19
Answered 22
Skipped 4
Male
0 employees 1 - 19 10 - 24 25 - 49 50 - 99 100 - 249 250 - 499 500 - 999 1,000 - 2,499 2,500 - 4,999 5,000 - 9,999 10,000+ Total
employees employees employees employees employees employees employees employees employees employees employees
Full-time 0 4 0 2 4 4 1 3 1 1 1 1 22
Part-time 6 8 0 2 0 0 1 0 2 0 0 0 19
Answered 22
Skipped 4
Q22. How many of your employees are: include Full-time and Part-time employees
Female
0 employees 1 - 19 10 - 24 25 - 49 50 - 99 100 - 249 250 - 499 500 - 999 1,000 - 2,499 2,500 - 4,999 5,000 - 9,999 10,000+ Total
employees employees employees employees employees employees employees employees employees employees employees
Permanent employees 0 5 1 2 6 2 1 2 0 1 0 2 22
Temporary, contracted, 4 10 0 0 1 0 0 0 0 1 0 0 16
seasonal or fixed-term
employees
Zero-hours', 'At will', 'no work 9 1 0 0 0 0 0 0 0 0 0 0 10
guarantee' contracts
Freelance 11 1 0 0 0 0 0 0 0 0 0 0 12
Other 10 0 0 0 1 0 0 0 0 0 0 0 11
Answered 22
Skipped 4
Male
0 employees 1 - 19 10 - 24 25 - 49 50 - 99 100 - 249 250 - 499 500 - 999 1,000 - 2,499 2,500 - 4,999 5,000 - 9,999 10,000+ Total
employees employees employees employees employees employees employees employees employees employees employees
Permanent employees 0 3 0 3 4 4 1 2 2 0 1 2 22
Temporary, contracted, 6 5 0 1 1 0 0 0 0 1 0 0 14
seasonal or fixed-term
employees
Zero-hours', 'At will', 'no work 9 0 0 0 0 0 0 0 0 0 0 0 9
guarantee' contracts
Freelance 9 1 0 1 0 0 0 0 0 0 0 0 11
Other 9 0 0 0 0 1 0 0 0 0 0 0 10
Answered 22
Skipped 4

58
Answer Choices Average Number Total Number Responses
Q23. LEADERSHIP LEVEL: How many of your FEMALE employees are (if leadership level exists within your business):
Entry level/new starter up to Team Leader or 1912.85 38257 90.91% 20
Supervisor
Team Leader or Supervisor 23.89473684 454 86.36% 19
Manager (oversees Team Leader or Supervisor) 165.6 3312 90.91% 20
Head of Department (oversees Manager) 21.88888889 394 81.82% 18
Director/VP/Partner or 'C'-level (oversees 6.111111111 110 81.82% 18
Manager and/or Head of Dept.)
CEO or MD 0.25 4 72.73% 16
0.25 4 Answered 22
Skipped 4
Answer Choices Average Number Total Number Responses
Q24. LEADERSHIP LEVEL: How many of your MALE employees are (if leadership level exists within your business):
Entry level/new starter up to Team Leader or 2050.8 41016 90.91% 20
Supervisor
Team Leader or Supervisor 48.16666667 867 81.82% 18
Manager (oversees Team Leader or Supervisor) 257.25 5145 90.91% 20
Head of Department (oversees Manager) 56.7 1134 90.91% 20
Director/VP/Partner or 'C'-level (oversees 17.47619048 367 95.45% 21
Manager and/or Head of Dept.)
CEO or MD 1.375 22 72.73% 16
0.25 4 Answered 22
Skipped 4
Answer Choices Responses

Q25. SALARY & INCOME: Please enter below the currency in which you are reporting salary figures
Answer Choices
£ GBP 36.36% 8
$ USD 4.55% 1
€ EUR 36.36% 8
$ AUS 0.00% 0
Other (please specify) 22.73% 5
Answered 22
Skipped 4

59
Answer Choices Average Number Total Number Responses
Q26. Tell us how many FEMALE employees fall into each salary band (based on basic salary ONLY - not including bonus, benefits or rewards):
Number of Employees Earning: UNDER 25,000 141.7894737 2694 95.00% 19
Number of Employees Earning: 25,000 - 49,999 95.10526316 1807 95.00% 19
Number of Employees Earning: 50,000 - 74,999 23.11111111 416 90.00% 18
Number of Employees Earning: 75,000 - 99,999 8.9375 143 80.00% 16
Number of Employees Earning: 100,000- 149,999 3.4 51 75.00% 15
Number of Employees Earning: 150,000 - 199,999 1.583333333 19 60.00% 12
Number of Employees Earning: 200,000+ 0.4545454545 5 55.00% 11
0.25 4 Answered 20
Skipped 6
Answer Choices Average Number Total Number Responses
Q27. Tell us how many MALE employees fall into each salary band (based on basic salary ONLY - not including bonus, benefits or rewards):
Number of Employees Earning: UNDER 25,000 155.9 3118 100.00% 20
Number of Employees Earning: 25,000 - 49,999 169.1 3382 100.00% 20
Number of Employees Earning: 50,000 - 74,999 73.63157895 1399 95.00% 19
Number of Employees Earning: 75,000 - 99,999 23.76470588 404 85.00% 17
Number of Employees Earning: 100,000- 149,999 15.14285714 212 70.00% 14
Number of Employees Earning: 150,000 - 199,999 5.4 81 75.00% 15
Number of Employees Earning: 200,000+ 4.636363636 51 55.00% 11
Number of Employees Earning: 200,000+ 0.4545454545 5 55.00% 11
0.25 4 Answered 20
Skipped 6

60
Q28. Tell us how many employees fall into each AGE band
Male
0 1 - 19 10 - 24 25 - 49 50 - 99 100 - 249 250 - 499 500 - 999 1,000 2,500 5,000 10,000+ Total
employees employees employees employees employees employees employees employees - 2,499 - 4,999 - 9,999 employees
employees employees employees
18 - 25 1 11 0 1 2 3 1 0 0 1 0 0 20
26 - 35 0 5 0 6 3 0 2 3 1 1 0 0 21
36 - 45 0 5 3 4 1 4 1 0 1 1 0 0 20
46 - 55 0 10 2 3 1 1 0 0 2 0 0 0 19
56 - 65 5 8 1 1 0 0 0 1 1 0 0 0 17
66 - 75 12 2 0 0 0 2 0 0 0 0 0 0 16
Above statutory /legal 12 3 0 0 0 0 0 0 0 0 0 0 15
retirement age
Answered 21
Skipped 5

Female
0 1 - 19 10 - 24 25 - 49 50 - 99 100 - 249 250 - 499 500 - 999 1,000 2,500 5,000 10,000+ Total
employees employees employees employees employees employees employees employees - 2,499 - 4,999 - 9,999 employees
employees employees employees
18 - 25 3 9 1 1 3 2 0 0 0 1 0 0 20
26 - 35 0 6 2 5 1 3 2 1 0 1 0 0 21
36 - 45 1 6 5 3 1 2 0 0 2 0 0 0 20
46 - 55 2 11 3 1 0 0 0 0 2 0 0 0 19
56 - 65 5 10 1 0 0 0 1 0 1 0 0 0 18
66 - 75 12 2 0 0 1 1 0 0 0 0 0 0 16
Above statutory /legal 13 2 0 0 0 0 0 0 0 0 0 0 15
retirement age
Answered 21
Skipped 5

61
Q29. P
 lease indicate which of the following published (e.g. in staff handbook or intranet site) company policies and benefits your
organisation has in place.(tick all that apply)
Answer Choices
Flexible working 75.00% 18
Career break (Sabbatical) arrangements 37.50% 9
Adoption leave* 87.50% 21
Maternity leave* 100.00% 24
Paternity leave* 95.83% 23
Shared parental leave* 58.33% 14
Company paid sick leave 95.83% 23
Private healthcare 79.17% 19
Childcare, eldercare or other family care 58.33% 14
Support for childcare e.g. nursery vouchers or a creche 41.67% 10
Don’t have policies 4.17% 1
Other (please specify) 20.83% 5
Answered 24
Skipped 2
Question Responses

Q30. W
 here you have adoption or parental policies in place (checked above) do they apply to same sex partnerships? (For example
in a relationship where both parents are male would one of the parents be entitled to ‘maternity leave’ which may be for a
longer period than ‘paternity leave’?
Answer Choices
Yes 78.26% 18
Yes but only in those countries that permit same sex relationships 0.00% 0
No 4.35% 1
Other (please specify) 17.39% 4
Answered 23
Skipped 3
Q31. D
 IFFERENT LOCATIONS: If you have offices in different parts of the world, do you apply the same policies and benefits to
everyone in the organisation or do you have different policies and benefits for different countries? (Refer to policy list here)
Answer Choices
Yes - we have the same policies for everyone 20.83% 5
No - we have different policies in different countries based on local needs/regulations 54.17% 13
Only have 1 office 25.00% 6
Don’t know 0.00% 0
Answered 24
Skipped 2
62
Question Responses

Q32. S
 AME LOCATION: Where employees are all employed by the SAME office, do you have the SAME policies and benefits for ALL
employees regardless of leadership level or employment type? (Refer to policy list at the top of the page)
Answer Choices
Yes 75.00% 18
No 25.00% 6
Don’t know 0.00% 0
Answered 24
Skipped 2
Q33. Please tell us which of the following active policies your organisation has in place: (check all that apply)
Answer Choices
Equal opportunities policy 83.33% 20
Anti-discrimination policy 83.33% 20
Anti-bullying and harassment policy 91.67% 22
Right to dignity at work 62.50% 15
Mental health and well-being 58.33% 14
Whistle-blowing policy 75.00% 18
Grievance policy/procedure 95.83% 23
Diversity & Inclusion policy 79.17% 19
Other (please specify) 8.33% 2
Answered 24
Skipped 2
Question Responses

Q34. Please indicate whether your organisation provides training and information on the following. (Please tick all that apply)
Answer Choices
Dealing with harassment, bullying and dignity at work 68.18% 15
Dealing with discrimination (gender/sex, racial, religious, physical capability, or other) 68.18% 15
How to report discrimination, bullying and harassment 59.09% 13
Organisational policy and legislation - diversity and inclusion 59.09% 13
Conscious and unconscious bias 72.73% 16
Language, stereotypes and intercultural competence 45.45% 10
Challenging inappropriate behaviour 50.00% 11
Leading managing and/or engaging with diverse groups 50.00% 11
Other (please specify) 4.55% 1
Answered 22
Skipped 4
63
Question Responses

Q35. If you selected any of the above, is the training offered to EVERYONE in your organisation
Answer Choices
Yes 47.62% 10
No 33.33% 7
Don’t know 0.00% 0
Other (please specify) 19.05% 4
Answered 21
Skipped 5
Q36. P
 lease tell us whether your organisation provides additional training, development or support (e.g. networks/groups) for any
of the following groups:
Answer Choices
Women 55.56% 10
Men 33.33% 6
LBGTQ+ and/or non-binary 33.33% 6
Ethnic, minority or other under-represented groups 22.22% 4
Disabilities (visible and invisible) 27.78% 5
Cognitive profiles such as autism, Asperger’s, dyslexia, dyspraxia etc 22.22% 4
Mental health and well-being 77.78% 14
Other (please specify) 22.22% 4
Answered 18
Skipped 8
Q37. D
 oes your organisation have a policy of actively engaging with suppliers/providers which are owned by under-represented
minorities and groups?
Answer Choices
Yes 13.04% 3
No 69.57% 16
Don’t know 17.39% 4
Other (please specify) 0.00% 0
Answered 23
Skipped 3

64
Question Responses

Q38. Does your organisation keep records on any of the following. (Tick all that apply)
Answer Choices
Staff turn-over levels (attrition or churn) 95.83% 23
Reasons for leaving (exit interviews/reports) 100.00% 24
Equality of pay and bonuses 54.17% 13
Job applications by gender, ethnicity, sexuality, disability or other 37.50% 9
Harassment, bullying or discrimination claims received 70.83% 17
Outcome of harassment, bullying or discrimination claims 79.17% 19
Promotion by gender, ethnicity, sexuality, disability or other 41.67% 10
Returners from maternity/parental leave 75.00% 18
Other (please specify) 8.33% 2
Answered 24
Skipped 2
Q39. Does your organisation actively promote equality, diversity and inclusion and if so who is responsible for doing it?
Answer Choices
Everybody 66.67% 16
Anyone who manages other people 12.50% 3
VP, Director or C-level 0.00% 0
Non-Executive or Board Director 4.17% 1
Other (please specify) 16.67% 4
1 points awarded for everyone. 0 point awarded for everything else.
Answered 24
Skipped 2

65
Question Responses

Q40. Please indicate which of the following practices are in place in your organisation. (Tick all that apply)
Answer Choices
ADVERTISEMENT - Inclusion of a statement around valuing diversity in job packs 34.78% 8
ADVERTISEMENT - Reviews of job descriptions for visual or textual bias (relating to age, gender, ethnic group etc.) 73.91% 17
TALENT SEARCH - Advertising and recruitment using diverse websites, recruitment fairs, events, etc 73.91% 17
TALENT SEARCH - Explicitly request diverse candidates when using recruitment agencies or executive search firms 47.83% 11
SELECTION - Training on bias and reducing discrimination for those involved in recruitment 69.57% 16
SELECTION - Transparent and consistent criteria for evaluating candidates 65.22% 15
SELECTION - Diverse representation on interview panels 34.78% 8
INDUCTION - Provision of information about equality, diversity & inclusion policies on joining 56.52% 13
INDUCTION - Information on employee networks or other support initiatives for diverse groups 34.78% 8
INDUCTION - Explicit messages from a senior leader on equality, diversity & inclusion when joining 34.78% 8
PERFORMANCE REVIEW - Clear and consistently applied criteria for performance reviews 82.61% 19
PERFORMANCE REVIEW - Third-party review of performance to ensure fairness 34.78% 8
LEAVING - Exit interviews or exit surveys 86.96% 20
Other (please specify) 0.00% 0
Answered 23
Skipped 3
Question Responses

Q41. P
 lease tell us whether a representative from the board or the senior management team has done any of the following in the
last 12 months. (Tick all that apply)
Answer Choices
Communicated an organisation-wide message on diversity and inclusion 80.00% 16
Communicated a strong message on gender equality 65.00% 13
Had meetings with women’s, minority, LGBT or other employee network or staff group 50.00% 10
Reviewed and/or approved an equality, diversity and inclusion strategy 55.00% 11
Reviewed and/or approved equality monitoring reports and actions 35.00% 7
Spoken at an INTERNAL event(s) about diversity, equality and inclusion 70.00% 14
Spoken at an EXTERNAL event(s) about diversity, equality and inclusion 50.00% 10
Been seen as a visible role model for women, LGBT, ethnic, disability or other minority group 60.00% 12
Other (please specify) 0.00% 0
Answered 20
Skipped 6

66
Question Responses

Q42. E
 xcept for the All-In Diversity Project, do you collaborate with any other organisations (industry groups, associations) in
relation to increasing diversity in your organisation? If yes, please tell us more.
Answered 22
Skipped 4
Q43. P
 lease use this section to share your organisation’s success and achievements around the subject of equality, diversity and
inclusion?
Answered 20
Skipped 6
Q44. W
 ould you like to share information relating to the challenges faced by your organisation around the subject of equality,
diversity and inclusion?
Answered 14
Skipped 12
Q45. F
 inally, please use the space below to share any other thoughts, feedback or comments around equality, diversity and
inclusion in your sector/industry?
Answered 12
Skipped 14

67
Rokker is proud to announce our partnership with the
All in Diversity Project. Rokker is the UK’s number one
design-led Business and Management consultancy
for Gaming and Financial Services. From start-ups
to multinationals, Rokker was born to challenge
traditional management consulting and optimise value
exchange through a design-led approach. Rokker
excels in providing business leaders with clarity,
direction, and proactive steps to help solve persistent
business problems. Not only do we address issues
within a workplace, but we also help optimise existing
teams or behaviours and tackle and capitalise on
valuable opportunities in the gaming sector.
Rokker is part of the wider Rokker Network,
who collectively are actively promoting diversity
and inclusion within their business strategy.
hello@rokker.co.uk
Random Colour Animal (RCA) are proud to partner
with the All in Diversity project. RCA is a creative
agency specialising in brand and brand marketing
for the Gaming sector. We lead the way with our
expertise in communicating brand visions, leading
creative, building identities and brand cultures.
We’re an intelligent, dynamic team of deep thinkers,
designers, strategists, creatives, and brand experts
with over 100 years’ collective experience and a
special understanding of the gaming industry. We
forge strong partnerships with our clients, and
work seamlessly alongside business owners, chief
officers, directors, managers, and teams.
RCA is part of the wider Rokker Network,
who collectively are actively promoting diversity
and inclusion within their business strategy.
hello@randomcolouranimal.com
The Pretty Technical team is delighted to partner with
the All in Diversity Project. Pretty Technical spend our
days happily designing and developing enterprise
products and platforms for the gaming sector,
whilst also providing operational support which
our clients can build their businesses around. With
a global development team, world class product
management, project governance and deep gaming
sector knowledge, we provide models that will meet
our clients’ needs for the next 20 years, not the last
20. We pride ourselves on our strong moral core and
creating an environment which loves the technology
we develop and making the complex, simple.
Pretty Technical is part of the wider Rokker Network,
who collectively are actively promoting diversity
and inclusion within their business strategy.
hello@prettytechnical.io
68