Gaming1 focuses on people to achieve long-term success 

In an interview with SBC News, Steven Scheers, Director of Transformation and Human Resources at the Gaming1 Group, explains why the company is now placing talent, corporate culture and responsible gaming at the heart of its development strategy.   

A transformation that goes beyond technology  

In a gambling sector where regulations are tightening and technologies are evolving at breakneck speed, Gaming1 believes that competitive advantage no longer rests solely on technical innovation. For the group, sustainable success depends above all on the men and women who make up the company, their commitment and the corporate culture that supports them.  

Speaking to SBC News, Steven Scheers, Gaming1’s Director of Transformation and Human Resources, outlined the group’s vision: in a market where many operators now have comparable technological tools, the difference lies elsewhere. It is built on the ability to attract the best talent, develop their skills and foster a climate of trust, both internally and with players.  

Execution has become the real differentiating factor 

As recently as ten years ago, operators’ success depended mainly on their ability to launch new products, invest in marketing or enter new markets. According to Steven Scheers, those days are over.  

Today, the main players operating in regulated markets often have the same technologies, the same products and similar tools for acquiring new customers. For Gaming1, the best way to stand out lies in the quality of execution.  

This execution depends directly on the teams, their management, the company’s organisation and its culture. Steven Scheers explains that human resources should no longer be viewed as a mere support function, but as a genuine strategic lever for transformation.  

This shift also responds to growing expectations from regulators, employees and society regarding transparency, ethics, diversity, well-being at work and responsible gaming.  

A corporate culture built around three pillars  

Gaming1 states that it has spent the past year strengthening its performance culture around three key areas:  

• The first is to attract the best talent. 

• The second is based on developing and supporting staff in order to maintain their long-term commitment. 

• Finally, the third concerns recognising the work achieved through a remuneration policy that is presented as more transparent. 

In line with this approach, the company explains that it has clarified everyone’s responsibilities, defined career progression paths, strengthened managers’ skills and improved the transparency of its rewards system. Gaming1 has also announced that it has chosen the Workday platform as its future human resources management tool. The aim is to make better use of data in order to improve decision-making.  

According to Steven Scheers, this approach enables every employee to understand precisely what is expected of them, to receive regular feedback on their work and to be rewarded fairly. In his view, when these elements come together, “performance follows naturally”. 

Recruiting for personality first and foremost 

For Gaming1, recruitment is one of the company’s most strategic processes.  

Technical skills remain important, but they are not enough. When selecting candidates, the company states that it is as interested in the results achieved as in the way in which they were achieved. In particular, recruiters are looking for candidates who demonstrate responsibility, adaptability, team spirit, curiosity and a desire to progress.  

Particular attention is also paid to the induction of new staff. Gaming1 outlines its strategy, values and expectations, as well as the behaviours considered essential for success within the group.  

Steven Scheers emphasises one point, however: corporate culture cannot be learnt solely through presentations or training sessions. In his view, it is built day by day through interactions with line managers and colleagues.  

He therefore stresses that managers must lead by example.  

“We must put our words into practice.”  

Why trust has become essential in the gambling industry  

Players are not directly interested in an operator’s human resources policies. Yet they feel the consequences. 

Steven Scheers believes that companies which invest in ethics, responsible gaming, employee engagement and regulatory compliance generally make better decisions. They also offer a better experience to their customers and gradually build on the trust placed in them.   

“In a regulated market, trust is essential.”  

He goes on to state that the companies set to succeed in the long term will be those that can balance entertainment with a genuine sense of responsibility towards players. In his view, this responsibility extends not only to customers, but also to regulatory authorities and society as a whole.  

Technology and artificial intelligence are no substitute for teams  

The accelerating pace of technological innovation is profoundly transforming the sector. However, Gaming1 refuses to view these tools as a miracle solution.  

Steven Scheers points out that European operators must now contend with increasingly complex regulations. Legal, tax and technical requirements, as well as those relating to responsible gambling, are multiplying, whilst the growth of the illegal market presents an additional challenge. 

According to him, technology makes it possible to automate certain processes, improve consistency and scale up more easily. But its effectiveness depends directly on the quality of the existing organisation.  

“Technology is an accelerator and, with artificial intelligence, its scope and speed become exponential. It amplifies what already exists. If you have weak processes and weak leadership, technology will simply help you fail faster.”  

Conversely, when processes are robust and teams are high-performing, technology becomes a major competitive advantage.  

The future of recruitment will be more technology-driven… but will remain human  

Gaming1 intends to continue modernising its recruitment methods.  

In particular, the company plans to strengthen talent identification, improve candidate assessment tools and build more effective recruitment pools.  

The Workday platform should also enable some processes to be automated.  

However, Steven Scheers believes that the future of recruitment will never be limited to the use of algorithms. In his view, data and digital tools will facilitate certain decisions, but the human element will continue to play a central role. 

In particular, Gaming1 aims to better identify candidates’ potential, looking beyond their professional experience alone. The aim is to increase the concentration of talent within the company in order to attract employees capable of bringing new ideas and driving growth that outpaces the market.  

“Recruitment is not about filling vacant posts. It is about building the organisation you want to become.”  

A strategy focused on trust and sustainability  

Through this statement, Gaming1 champions a long-term vision in which technology, human resources and responsible gaming are closely intertwined.  

The group believes that sustainable growth cannot be achieved through innovation or technological investment alone. It also relies on a strong corporate culture, consistent management and staff capable of thriving in an increasingly demanding regulatory environment.