Changes can be planned, buildings can be renovated, technology can be updated. But whether a change is successful is not decided on the drawing board, but in everyday life – where people work, take responsibility, and shape contact with guests. For the former WestSpiel casinos in North Rhine-Westphalia, this aspect was of central importance. After all, the takeover by the Merkur Group was not just about new concepts, but also about how several hundred employees would find their place in a new structure.

When the change of ownership became known, the uncertainty was palpable. Many employees looked back on long years of service in the public sector or in state-affiliated structures. They were familiar with the working methods, decision-making processes, and corporate culture—as well as the limitations that came with them. Consequently, there was considerable concern about what a private operator would mean for their jobs. In this environment, Merkur sent a clear signal early on: All employees would be retained. No cuts, no selection, no hidden reservations. This step was more than a formal decision—it was the basis for trust.

Between skepticism and a new beginning

The first few months after the takeover clearly showed that this leap of faith was necessary. Discussions, observations, and feedback from the facilities made it clear that the initial reluctance did not disappear immediately. Experiences from other privatization processes were too present, and concerns that economic pressure could have a long-term negative impact on employees were too deep-seated. At the same time, however, something new emerged. Decision-making processes were shortened, responsibilities were more clearly defined, and for the first time in a long time, many employees felt that changes were not only announced but actually implemented. New technology, modernized rooms, and changed processes did not have an isolated effect, but noticeably influenced everyday work. Where improvisation had previously been necessary, reliable structures were created.

Experience as a foundation

A central element of the transformation was the conscious use of existing know-how. Instead of relying on new personnel, Merkur built on the experience of its existing teams. Croupiers, service staff, technicians, and administrative employees not only contributed their expertise, but also a deep understanding of the respective locations and their guests. This experience proved indispensable—especially in a phase when many things were changing at once.

The change was therefore not designed “over the heads” of the teams, but together with them. Training courses, new processes, and changed requirements were introduced step by step. Not everything worked smoothly right away, but it was precisely this openness in dealing with challenges that helped to create acceptance. Change was no longer perceived as a threat, but increasingly as an opportunity.

New culture, new expectations

The change of operator also brought about a change in corporate culture. Whereas many processes had previously been highly regulated, personal responsibility and participation now came to the fore. For some employees, this meant an adjustment. Decisions had to be made more quickly and responsibility had to be assumed more directly. At the same time, however, this opened up more creative freedom in their own areas of work. This became particularly clear in guest contact. Casinos were increasingly seen as places of experience where service, atmosphere, and communication played a greater role. For employees, this meant new requirements—but also new opportunities to actively shape their own everyday work. A host mentality was not only demanded, but also encouraged.

Trust as a process

The fact that trust cannot be imposed became apparent time and again in the course of the transformation. It did not arise from individual measures, but from continuity. The promise to retain all employees was the first step. However, it was crucial that this promise was upheld in everyday life. Jobs were preserved, teams stayed together, and changes were communicated transparently.

External observers also noticed this development. The initial concerns of trade unions and institutional voices became less acute as it became clearer that the change was not at the expense of the workforce. This at least defused a central point of conflict in the takeover – without completely obscuring the fundamental debate about privatization.

People as the face of the casino

In the public perception, casinos are often associated with buildings, technology, or games. But for guests, it is the people who make the first impression. Reception, service, croupiers—they are the face of the casinos. Their attitude, professionalism, and motivation determine whether a simple visit becomes a memorable experience.

The transformation of casinos made it clear that this aspect in particular had been recognized. Investments in technology and design went hand in hand with investments in training, communication, and team structure. Employees were not seen as a cost factor, but as a key success factor. This perspective differs significantly from earlier phases, when personnel issues often took a back seat to structural constraints.

A change with a human dimension

Today, the picture in the casinos is more nuanced. Not every change is viewed uncritically, and not every change is immediately met with enthusiasm. But the fundamental attitude has shifted. In many places, initial skepticism has given way to pragmatic optimism. Employees feel that their experience is valued and that changes are being implemented with them, not against them.

This human dimension is crucial to understanding the transformation as a whole. Without it, investments in buildings and technology would have been ineffective. The fact that Merkur took this aspect into account from the outset has had a lasting impact on the change process – even beyond North Rhine-Westphalia.

Outlook

Employees form the foundation of casinos. Everything else is built on them – from day-to-day business to strategic orientation. How this development is managed, what role local managers play in it, and how responsibility is distributed between the group and its locations will be the focus of the next part of this ISA-GUIDE series. There, the perspective of casino directors will take center stage – as the interface between vision and operational reality.

Did you miss the last article? Read it here: How the Merkur Group is transforming the former WestSpiel Casinos in North Rhine-Westphalia