Inside Asian Gaming

IAG JAN 2021年1月 亞博匯 94 Policies that cultivate and recognize everyday RG leaders allow employees to share accomplishments, and they drive higher productivity because those employees are being seen as doing important work. 恒常培養和認可負責任博彩領導者的政策，讓員工可分享成果 並提高生產率，因為員工認為自身正進行重要的工作。 R esponsible gambling (RG) is globally recognized as being a vital strategy in safeguarding the public from the harms associated with gambling, while at the same time supporting a sustainable player base. When done well, RG moves from being a box that gets ticked to a core part of an organization’s culture and identity. Organizational culture is based on shared beliefs and values that are established “at the top” and communicated throughout the organization. The goal of any organization is to have employees move from simply adhering to roles to internalizing and projecting them through their everyday job functions. Building a strong RG culture starts with weaving beliefs and standards into policy and robust training to communicate and execute the strategy. But it does not end there. Leaders in RG know the importance these tactics play across the fabric of the organization and the value of embedding them into day-to-day operations carried out by all staff. Policies should be measureable and reviewed in order to be successful. They need to take into account cultural norms and behaviors that are specific to a market or jurisdiction. Although rooted in universal principles, a clear demonstrated understanding of these diverse cultural and societal norms can be the ignitor in fostering a tailored and bespoke RG culture that thrives. POLICY INFORMS CULTURE CHANGE: LEADING PRACTICES Policies without action or practices are just words on a page. For meaningful action and change to occur, FEATURES