Events
IAGA SUMMIT 2019 San Francisco, US
Kim Barker Lee, Vice President of Diversity and Inclusion, IGT
Kim Barker Lee is IGT’s vice president of diversity and inclusion, responsible for advancing IGT’s corporate values by supporting a culture where all employees feel valued, respected, engaged, and empowered to contribute to IGT’s success. Prior to her current role, Kim practiced governmental and public finance law in Chicago, Illinois, serving as the general counsel for Northstar Lottery Group, a majority owned IGT affiliate and the Illinois Student Assistance Commission. She was also a partner at the law firms of Pugh, Jones & Johnson. P.C and Altheimer and Gray. Kim has been a presenter on diversity and inclusion topics for organizations such as North American Association of State and Provincial Lotteries, Advancing Workplace Excellence, Providence Business News, Chicago United, and the Chicago Committee for Minorities in Large Law Firms and at gaming industry tradeshows and events such as G2E and ICE London.
The supplier viewpoint: the expanding mandate of CSR
Long before the recent flurry of widely publicised harassment claims prompted many corporations to shuffle their boards and make them more inclusive of different genders and cultural viewpoints, savvy companies around the world implemented robust socially responsible initiatives that made them more accountable to their stakeholders and the public. But, with harassment, bias and other like claims continuing to emerge, it’s clear that companies need to do more to ensure they are fostering business environments that provide fair and equitable treatment across all facets of their operations. G3 asks IAGA panelist, Kim Barker Lee, how she is dealing with these issues within her organisation
How do you mandate for diversity? Gender, race, ethnicity, disability, sexual orientation, gender identity, thinking style, and generations? How do you write rules and regulations for this?
“Often, “diversity” and including “diverse people” are simplified or misinterpreted as a focus on only people in underrepresented groups. On the contrary, diversity includes everyone. Diversity includes people who are white, who are men, who are in varied socio- economic categories; diversity is about all of us.” Kim Barker Lee, Vice President of Diversity and Inclusion, IGT
P52 NEWSWIRE / INTERACTIVE / MARKET DATA
IGT embraces a broad definition of diversity, which is not limited to gender, race, sexual orientation and other primary characteristics of identity.
Ideally, additional regulation is not required to spearhead the cultural transformation that is the foundation of successful diversity and initiatives. Instead, consumer demand, the competition for talent, and the evolving needs of the marketplace will lead more companies to prioritize diversity and inclusion. While one could certainly write rules and regulation pertaining to diversity, this is not the most successful way to achieve our primary objective: to create a more inclusive and innovative environment. Tese outcomes, while they include diversity, aren’t driven by it. Our goals require culture changes relative to inclusion; this isn’t something that can be achieved through regulation.
Can you be inclusive without being exclusive?
An inclusive organization demonstrates that its people, regardless of identity, are welcomed, valued,
respected, treated fairly and positioned to perform at their best. An inclusive organization is committed to eliminating barriers to equity in talent acquisition, talent management, compensation, product development, customer interactions and strategy development. Proactively creating opportunities and fair and equitable experience for all people, many of whom have unique issues and needs, is not exclusive behavior; it’s fundamental to the creation of an inclusive workplace.
Often, “diversity” and including “diverse people” are simplified or misinterpreted as a focus on only people in underrepresented groups. On the contrary, diversity includes everyone. Diversity includes people who are white, who are men, who are in varied socio- economic categories; diversity is about all of us. So, when IGT discusses diversity and inclusion, we’re talking about including everyone.
How do you leverage diversity to create high performing environments?
Higher performing environments aren’t the result of diversity alone; they often prioritize a combination of diversity and inclusion. To that end, it is critical to develop inclusive leadership capabilities. If leaders understand the value and positive impact diversity
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