Gamomat’s Dr Alexandra Krone on efforts to create a more inclusive industry

The noise around diversity and inclusion initiatives may have been growing as the sector moves towards more sustainable models, aimed at ensuring its longevity in the face of intensifying regulatory pressures.

But according to newly appointed Gamomat joint managing director Dr. Alexandra Krone, more action and less talk is still needed on this front.

“For me, it’s about tangible projects and initiatives and not just expressions of intent.”

“There’s nothing holding companies back from setting themselves ambitious strategic goals to ensure the equal allocation of managerial roles to both men and women.”

Krone comes into her new role with 15 years of management experience behind her as a head of human resources and managing director at mid-sized companies.

“Coupled with my professional background as an organisational psychologist, I feel I’ve been well prepared for both my previous roles and my new position at the company,” she says

Krone however admits that her own ambitious goals coming into her new role could be threatened by external factors beyond her control.

“As we continue to grow, our greatest challenge will be preserving this cultural identity,” explains Krone. “For example, to make our strategic goals a reality.”

“This is not a simple task given the current skills shortage.”

Diversity and inclusion

As for Gamomat’s own progress on diversity and inclusion, it has done better than its peers in terms of incorporating diversity into the company infrastructure, according to Krone.

“Diversity is already embedded in our core values, and is therefore a crucial part of our employer brand: we see it as an asset,” she says.

“The Gamomat team is already very diverse with regard to all the potential facets of an individual. This isn’t a coincidence; it’s the result of very targeted, professional recruiting.”

But in the wider industry, Krone recognises that obstacles can exist for women that aren’t unique to gambling.

”At least with regard to the key industrial countries, many come to the superficial conclusion that both men and women have the same opportunities because they have the same rights,” continues Krone.

“But if you take a slightly different view, you quickly see that this isn’t true – because there are a lot of structural barriers blocking womens’ paths to managerial roles.”

These obstacles don’t just hurt women. Along with considering the gender pay gap and the inequalities in employment opportunities, Krone sees how both men and women are stereotyped as a serious obstacle to success as a whole.

“In Germany in particular, the current situation isn’t great: around 80% of DAX-listed company board members, approximately 70% of parliament and around 75% of secondary school teachers are male,” Krone explains.

“These numbers speak for themselves: there’s clearly lots more work to do.”

Supporting women’s participation

It’s clear that women require further representation and further support in the gambling industry, particularly in executive roles. Women may need more support to be available before considering executive roles, particularly in the areas of maternity leave and childcare.

Further, with females having disproportionately borne the burden of household tasks and family care during the novel coronavirus (Covid-19) pandemic, Krone sees overcoming these barriers and setbacks as necessitating an all-encompassing effort, rather than being left to women alone.

“I think, first and foremost, it’s the existing decision-makers within companies – who are mostly men – who need to exert their influence and make visible efforts to remove these structural barriers and break down old stereotypes,” muses Krone.

“I think it’s a false assumption that the solution lies solely in the hands of women,” she says.