Pulse
CAESARS ENTERTAINMENT DEEP HOSPITALITY
can share the science with us. I recently saw a report that the number one concern of most business risk assessments is climate. Caesars had at least two properties in the last two years that had been taken out of commission by natural disasters. Tere is also a serious water issue in southern Nevada because of the rapidly diminishing in Lake Mead. You can't just make casual conversation around these issues - you have to understand the science and put in place policies that can be executed.
Traditional U.S. corporates are made up of Ivy League-educated, middle-class, white males. It is common knowledge that the highest- performing companies have the most diverse senior-management teams. Why is it taking so long for corporations, particularly those in the gaming industry, to diversify?
Companies used to state that they want to be 'inclusive and diverse' and would then hire people to talk about diversity initiatives. Diversity is a change management strategy. You have got to change the way you do business, the way you hire, and the way you promote and
goals and, if they are afraid to do so, don't trust anything they have to say. We are making great progress and have moved the dial 10 per cent over the last two years. We extended the pledge timeline out to 2030 because we expanded the goal to include women, women of colour and people of colour.
We have making changes to our job application process by making job postings more gender neutral. In some cases, we are looking at blind hiring. We have incorporated all our leaders across the enterprise in executing on standards, policies, and procedures to work together as a unit and understand this is who the company wants to be. Every year we review how much we moved, what gains we made, and where we need work.
Caesars has long led public policy and advocacy around relationship recognition and anti- discrimination on a state and federal level, including advocating in favour of LGBTQ+ rights. We were one of the first companies to put in domestic partner benefits and file an amicus brief on the right to same sex marriage. We have
Caesars has long led public policy and advocacy around relationship recognition and anti-discrimination on a state and federal level, including advocating in favour of LGBTQ+ rights. We were one of the first companies to put in domestic partner benefits and file an amicus brief on the right to same sex marriage. We have also taken a very assertive stand on immigration.
view things. It must start at the top. It's not a talent initiative, but a corporate CEO initiative that needs to be embraced by the entire C-suite and the Board. If you leave it at the Human Resources department you will never be successful. Tat is in no way intended to put negative connotations on HR - there are some extremely talented people in Human Resources and talent acquisition is key to an innovative future - but change has to come from the very top.
In 2018, Caesars signed up as a founding member of the All-in Diversity Project, pledging to achieve gender equality among its leadership by 2025. What progress has been made in the past four years, and how close is Caesars to achieving this stated goal?
In 2018, we publicly made the statement that by 2025 we would have 50/50 representation of women at all levels of the organisation both horizontally and vertically. We were well along that pathway when we merged with new Caesars who, to their real credit and benefit, adopted those same goals. Tey modified them somewhat because we are a much larger workforce, but we are still on that same journey.
A lot of companies are afraid to make stated also taken a very assertive stand on immigration.
Tese issues matter to our employees, so we take a very public discourse on the importance of diverse, inclusive workplaces and representation. We were one of the first to do pay equity analysis which, at the time, really gave the lawyers fits. At the end, it showed that at Caesars Corporate there was 99 per cent no pay differential and in the properties there was 98 per cent. What everybody was afraid of turned out to be a great story for the company.
What issues and policy directives should be top of mind for forward thinking gaming companies in 2022?
Of course, to be a good and profitable company, but more than that how to be an equitable company. How will you make sure employees are invested in their job and the purpose of the organisation? How are you going to communicate with community leaders and give back? How are you going to evaluate ESG- related issues and what role do they want to play in resolving these issues? How are you going to reflect the values of the organisation, both outward and inward facing? Ultimately, it is by focusing on these issues that shareholders will get the highest possible return on their investment.
NEWSWIRE / INTERACTIVE / MARKET DATA P115
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112 |
Page 113 |
Page 114 |
Page 115 |
Page 116 |
Page 117 |
Page 118 |
Page 119 |
Page 120 |
Page 121 |
Page 122 |
Page 123 |
Page 124 |
Page 125 |
Page 126 |
Page 127 |
Page 128 |
Page 129 |
Page 130 |
Page 131 |
Page 132 |
Page 133 |
Page 134 |
Page 135 |
Page 136 |
Page 137 |
Page 138 |
Page 139 |
Page 140 |
Page 141 |
Page 142 |
Page 143 |
Page 144 |
Page 145 |
Page 146 |
Page 147 |
Page 148 |
Page 149 |
Page 150
