Gaming Supplier Diversity
Penn Entertainment makes diverse procurement a safe bet.
When Penn Entertainment promises “gaming, betting, and entertainment for everyone,” they see supplier diversity as a key tool in keeping that promise. Penn Entertainment Regional Operations Senior Vice President and Diversity Council Chair Justin Carter and longstanding supplier diversity consultant and strategist Bridget Carter see Penn’s exceptional commitment to supplier diversity as one of the company’s most effective ways to help deliver bottom-line success. They also believe it leads to real belonging, access, and opportunity for both Penn employees and the communities they serve. All combined, it’s a synergistic trifecta.
Penn Entertainment stands in a class by itself. The largest, most innovative provider of gaming entertainment in North America, Penn Entertainment operates 42 casinos and racetracks, 50,000 gaming machines, and nearly 8,000 hotel rooms in North America. Its featured brands include online gaming powerhouses ESPN Bet and the Score, apps Hollywood Casino, Penn Play Casino, and the state-of-the-art loyalty program Penn Play. Penn boasts more than 50 years of success providing gaming and entertainment to a multitude. Both Carters believe that success hinges directly on Penn’s belief in and dedication to diversity.
“We want to reach the communities we serve and they are extremely diverse,” Justin explains. “And the best way to do that is through a diverse workforce and a diverse supply chain. So, a culture of inclusion and opportunity has been part of our DNA from the start. It’s ingrained in every aspect of our company. Our commitment to diverse procurement is real and lasting and won’t change no matter what the political climate is. We even coined our approach ‘The PENN Way.’”
Both Carters explain that the nature of gaming requires a keen understanding of and commitment to diversity. In essence, they say, they don’t manufacture widgets, so sensitivity to and awareness of the communities they serve—their customers—is paramount. Fortunately, their belief is common currency throughout the company. But they see one stratum as particularly critical in that effort.
According to Justin, “Our CEO Jay [Snowden] has been the biggest proponent from day one, supporting it every step of the way. From relationships to programs, he helps create the culture that facilitates it all.” Bridget singles out Penn’s C-suite for its steadfast commitment to diversity, particularly in the procurement process. She sees it as reflective of Penn’s overall business outlook, “That’s why they’ve been successful throughout the organization.”
Justin relates an anecdote that illustrates the bottom-line value that such a culture engenders. During the pandemic, a particular casino ran low on sanitizer. And one of Penn’s national suppliers was unable to deliver. But there was a regular, diverse supplier who happily stepped up. “A small, local vendor piled sanitizer into their pickup truck and made deliveries. They came through for us because of our ongoing relationship with them.”
Justin reiterates that while Penn works tirelessly to reflect the communities they serve, gaming is not a traditional industry and Penn is not a traditional company. For example, they don’t have formal employee resource groups (ERGs), as many companies do. But they do something else that’s just as effective, if not more.
“We listen. We’re very big on listening. We have listening committees and gain and use feedback and intelligence from that listening. And our employees start their own ‘communities’ within the company, like Penn Women. Anyone can create a community. It’s super grassroots, but it works for us.”
Both Carters point out that listening is never a “one-off exercise.” They see it as a constant process that helps effect real, meaningful change in the way Penn does business. Justin adds, “Our company slogan is ‘Find your fun.’ How can that be our outward slogan and have it not apply internally? We want people to find each other and find their support within the company.”
