Interviews with employees from all operational areas in Aachen, Bad Oeynhausen, Dortmund-Hohensyburg, Monheim, and Duisburg show that initial skepticism quickly gave way to a palpable sense of relief and a feeling of optimism.
From uncertainty to personal opportunities
At the beginning of the takeover, deep existential concerns characterized everyday working life. There was a pessimistic mood among the workforce, fueled primarily by fears of financial losses, job cuts, or the complete loss of their jobs. This uncertainty about their own professional future weighed heavily on the atmosphere before the change of operator.
However, these fears were quickly dispelled when Merkur issued a comprehensive takeover guarantee for all employees. This commitment marked a decisive turning point: it created the necessary stability and laid the foundation for a new relationship of trust. Instead of the feared harsh austerity measures and restructuring, it quickly became clear that the Merkur Group's focus was on the joint further development and expansion of the locations.
Modernization of the gaming experience and atmosphere
The most visible changes in everyday work are due to the modernization of gaming operations and the relaxation of the dress code. Bastian Klinger from Hohensyburg describes the transformation from a “James Bond style” to a “casino for everyone, from suits to sweatpants.”
At the same time, massive investments in technology are contributing to the new “Las Vegas” atmosphere: slot machines are being replaced much more quickly, and new games (such as 21+3 at blackjack) and new lighting are creating a more contemporary environment.
More togetherness and further development
Today's modern employees no longer see themselves merely as game masters or service staff, but as “entertainers” who are expected to provide guests with an immersive gaming experience. Collegial cooperation and service orientation remain central components of everyday work.
The change in everyday operations
To highlight the different perspectives, we have selected two to three questions from each interview that reflect the personal experiences of the employees:
Niklas Pickart, service employee at MERKUR Spielbank Aachen
ISA-GUIDE: Do you remember the moment when you found out about the takeover by Merkur? What went through your mind at the time?
Niklas Pickart: I remember it very well. There was a lot of negative talk, which led to fears about the future and job security. However, it quickly became clear that this was just fear of the unknown and that the takeover would have positive effects.
ISA-GUIDE: What specific changes have you seen in your daily work since the takeover?
Niklas Pickart: Many work processes have been optimized and opportunities have arisen to receive training in other departments. This has made everyday work even more varied and exciting. In addition, a number of quality of life improvements were introduced for employees, such as coffee and food vending machines in the break room and work uniforms provided by the employer, including cleaning.
Alexander Mosch, croupier at MERKUR Spielbank Aachen
ISA-GUIDE: What makes the difference for you personally between a functioning gaming operation and a good gaming experience?
Alexander Mosch: A well-functioning and well-organized gaming operation is the best foundation for an exciting and enjoyable gaming experience. The perfect interplay between well-trained employees and a diverse range of games perfectly reflects Merkur's philosophy of “joy of gaming.”
ISA-GUIDE: Looking back on your career as a croupier, is there a situation at the gaming table that has remained particularly memorable for you to this day—perhaps an unusual game or a special moment with a guest?
Alexander Mosch: As a beginner in American roulette, work processes and dexterity are not yet established. So it happened to me that I shot the roulette ball out of the wheel and into a woman's cleavage. I'll never forget that!
Christiane Dolic (cashier), Phillip Lietzke (cashier, slot machine room), Erkan Demir (slot machine room) at the MERKUR Casino in Bad Oeynhausen
ISA-GUIDE: Do you remember the moment when you found out about the takeover by Merkur? What went through your mind at the time?
Christiane Dolic: Losing my job, everything changing, tables being dismantled and slot machines being installed instead.
Phillip Lietzke: There had already been rumors of a takeover by a private provider in the run-up to this. When it was confirmed that Merkur had won the bid, I was surprised at how “cheaply” Merkur had acquired the NRW casinos plus an option on two new casinos and an online license.
ISA-GUIDE: Do you have the impression that decision-making processes or interpersonal relationships have changed?
Erkan Demir: In my opinion, decision-making processes have changed, and interpersonal relationships have improved because it is a mixed workplace and employees are getting to know each other better.
ISA-GUIDE: In your opinion, has the atmosphere in the casino changed – and how are guests reacting to this?
Phillip Lietzke: The audience has become significantly younger, which sometimes makes it a little livelier at the slot machines. But old and young mix wonderfully and come together here in the casino.
ISA-GUIDE: Looking back on the time before the takeover, what was better before and what is better now?
Christiane Dolic: Decisions, such as renovation measures, are made much more quickly and are also implemented more quickly. Staff meetings are held for large/important issues.
Alexander Hegemann, Shift Supervisor Reception at MERKUR Spielbank Hohensyburg
ISA-GUIDE: What specific changes have you seen in your daily work since the takeover?
Alexander Hegemann: The most visible change in our daily work is the introduction of uniforms. They ensure a more uniform appearance and are perceived positively by many guests.
ISA-GUIDE: Do you have the impression that decision-making processes or interpersonal relationships have changed?
Alexander Hegemann: Interpersonal relationships have become more collegial and decision-making processes are now significantly shorter. This makes many things easier. At the same time, transparency has suffered somewhat – presumably also because changes are being implemented at a rapid pace. Overall, however, cooperation has become more constructive and solution-oriented.
Bastian Klinger, Shift Supervisor for Slot Machines at MERKUR Spielbank Hohensyburg
ISA-GUIDE: Looking back on the time before the takeover, what was better before and what is better now?
Bastian Klinger: That's a difficult question. The casino used to have a special flair (James Bond style), but today it is a casino for everyone, from suits to sweatpants. For me, it is an improvement that Merkur has opened the door to personal development.
ISA-GUIDE: What specific changes have you seen in your everyday work since the takeover?
Bastian Klinger: There is more structure in the casino, greater identification with the Merkur brand, whether through the work clothes or the sun, which is present everywhere.
Rene Keune, service employee at MERKUR Casino Duisburg
ISA-GUIDE: In your opinion, has the atmosphere in the casino changed – and how are guests reacting to this?
Rene Keune: The atmosphere has definitely changed, especially in classic gaming (with joggers at the gaming table), but also in terms of the clientele. Many older guests now only come in the morning until late afternoon. They no longer feel as comfortable in the evening/at night as they used to.
ISA-GUIDE: What would you say to someone who asks what it's like to work at a Merkur casino today?
Rene Keune: I would say very pleasant. The company is very diverse (other divisions) and there are great opportunities for further development for every employee.
Daniel Hartnack, Floor Manager at the MERKUR Spielbank Monheim
ISA-GUIDE: Do you have the impression that decision-making processes or the way people interact with each other have changed?
Daniel Hartnack: Interactions in general have become friendlier, almost family-like. Decision-making processes are implemented more quickly today.
ISA-GUIDE: Are there more or different opportunities to get involved or take on responsibility today?
Daniel Hartnack: There are definitely more opportunities, depending on suitability and commitment. Personal development within the company and thus the opportunity to take on responsibility is being promoted more strongly. This is definitely a positive development.
Many thanks to all the employees who took the time to share these insights – their voices show that real change always starts with people.
The next part of the series will focus on the perspective of the casino directors.