At The Star, we acknowledge the serious shortcomings identified in the Bell and Gotterson reviews (2022) and Bell Two (2024). We recognise the weight of responsibility that comes with holding our licences and we are resolute in our commitment to transforming our business.
We are resetting with transparency, accountability, and integrity at our core. Guided by a strong ethical framework and strengthened by rigorous governance, we are determined to earn back the trust of our guests, regulators, shareholders, communities and our people to ensure the mistakes of the past are not repeated.
In 2023, we developed our initial Remediation Plan which served as a roadmap for transforming The Star. Following a comprehensive review, informed by learnings and feedback, we strengthened and refined the Plan to ensure a more sustainable approach to remediation.
The most recent revised Plan was approved on 19 June 2025 by the Queensland Attorney-General, Office of Liquor and Gaming Regulation, subject to conditions including ongoing reporting and monitoring.
This document outlines outcomes we expect to deliver based on the successful implementation of the revised Plan.
On 25 September 2025 The Star we advised by the NSW Independent Casino Commission (NICC) that the suspension of the licence for The Star Sydney would remain in effect and that the Managers appointment has been extended until 31 March 2026.
The Acting Queensland Attorney General and Minister for Justice and Integrity, and separately the Commissioner for Liquor and Gaming announced the deferral of the suspension and the extension of the Special Manager for the Star Gold Coast and requiring the extension of the appointment of the External Advisor for the Star Brisbane to 30 September 2026.
More detail about our work to date and our priorities going forward can be found in The Star Remediation Update December 2025.
We’ve set a bold new course for our organisation, guided by a refreshed strategic direction anchored in our Purpose, Values, and Principles (PVP). This framework was shaped through meaningful stakeholder engagement and insights from Deloitte and The Ethics Centre, ensuring it reflects both our aspirations and the realities of our workplace.
To bring this vision to life, we’ve launched a Culture Strategy that supports everyday decision-making and behaviours across all levels of the organisation.
Embedding cultural change takes more than words, it requires action. That’s why we’ve introduced a series of internal initiatives and leadership programs designed to foster a culture that is open, inclusive, and accountable.
To ensure we stay on track, we’ve established a dedicated Culture and Ethics Office. This independent team is monitoring our progress and measuring the gap between our current culture and the behaviours we aim to achieve helping us stay aligned with our values and continuously improve.
In October 2024, two key measures were introduced at The Star Sydney to enhance transparency and reduce financial crime risks:
These safeguards will remain in place until August 2027, forming part of our broader commitment to responsible operations and safer gambling environments. Transactionlimits and requiring carded play, assist in in reducing the risk of money laundering activity through enhanced monitoring and reporting and identify guests who may benefit from support via our dedicated Safer Gambling team. We also track and understand player behaviour more effectively, helping us tailor interventions and support.
These learnings from Sydney are already shaping how we implement similar measures in Queensland, supporting a consistent and effective approach across our properties.
We’re taking meaningful steps to support safer gambling and reduce harm. One of the ways we’re doing this is by introducing time-play limits, which help guests manage how long they spend playing. We also have regular check-in conversations with guests to offer support and ensure they’re aware of the help available if needed.
We’ve made it easier for guests to take a break from gambling through our exclusions process. This allows either The Star or the guest to initiate an exclusion, and once in place, it applies across all three of our properties to ensure consistent protection.
To better identify guests who may be at risk, we’ve implemented time-play management tools and predictive models that help us spot early signs of harm. Each property now has its own Safer Gambling team, reporting directly to the local CEO, which gives us stronger oversight and a more personalised approach to guest support.
We’ve also strengthened our internal practices by updating our standard operating procedures, rolling out new training programs like Mental Health First Aid and Advanced Interactions, and launching ongoing awareness campaigns. These efforts are all part of our commitment to creating a safer, more informed environment for everyone who visits The Star.
At The Star, we’ve significantly expanded our Financial Crime Risk Operations team to strengthen how we manage customer due diligence and meet our obligations under Anti-Money Laundering and Counter-Terrorism Financing (AML/CTF) laws. This includes upgrading our AML/CTF frameworks, improving how we screen customers, and building greater operational capability to detect and respond to potential risks.
Looking ahead, we’re focused on refining our screening processes, introducing automated controls and completing customer reviews. These steps are part of our ongoing commitment to maintaining strong compliance standards and protecting the integrity of our operations.
To strengthen our approach to risk management, we’ve introduced Heads of Risk at each property, supported by dedicated Risk and Compliance teams and our central Group Risk function. This structure follows our Three Lines of Accountability model, ensuring clear roles and responsibilities across our organisation.
We’ve also improved internal controls at both Sydney and in Queensland, rolling out consistent standards across all properties. As part of this uplift, we’ve revised the Internal Control Manuals for the Gold Coast and Brisbane, enhanced our Know Your Customer (KYC) processes and introduced Prevention of Play stop codes to better manage guest interactions.
To support better decision-making, we’ve embedded Risk Appetite Statements into our processes and upgraded our risk technology systems. We’ve also shifted control ownership closer to operations by conducting property-level risk assessments, giving our teams more visibility and accountability at the local level.
If you have any further questions, we invite you to contact us.
Gaming Operations Manager/ Proud@TheStar Co-Lead
2024 Network Leader of the Year
Tell Us about yourself.
I joined Proud (formerly known as Spectrum) in 2017 and officially assumed the Co-Lead role in November 2021. I have been part of the company for over 21 years, serving in various capacities.
Why did you join Proud@TheStar?
My journey with Spectrum/Proud began during the marriage plebiscite, a time that placed the LGBTQI+ communities under intense scrutiny. The narrative was often harmful and derogatory, particularly from certain media and public spheres.
My involvement was driven by a deep-seated commitment to be a beacon of support and positivity for those in need. The power of visibility is profound, especially for individuals from diverse backgrounds. Witnessing allies and LGBTQI+ members who embraced their identity with openness and pride inspired me to be true to myself. In turn, I aspired to be that source of encouragement and affirmation for others, fostering an environment where authenticity is celebrated and safeguarded.
In your opinion, what was your most significant achievement as Co-Lead of Proud@TheStar?
There are so many to list, but I have three achievements that stand out.
The first was being involved with our first-ever successful AWEI Gold Employer status. It was such a fantastic recognition of what Proud and The Star have achieved (and we smashed the previous year’s score, which made it even better).
Secondly, I was invited to help reintroduce a team member who was affirming their gender to their department. It was an absolute joy to see the collaboration from all the stakeholders and how their team welcomed them with open arms. Seeing a person’s growth and change since they affirmed has been remarkable and is the perfect story of how allowing people to be their authentic selves really does create a positive impact.
And lastly, of course, winning Network Leader of the Year and Employer of the Year at the 2024 Australian LGBTQ+ Inclusion Awards.
What does winning Network Lead of the Year mean to you?
I cried. That’s the Piscean in me. In all seriousness, though, I was really honoured to be nominated and a finalist. So, when my name was announced, I was utterly shocked! Without the dedication of the Proud team, we would never have been able to achieve what we had. Being able to co-lead a group of passionate and driven people is an absolute pleasure, and they are what fuelled me to keep going, even when it did get a little tough.
What do we do best here at the Star in terms of D&I?
We involve everybody and create a safe and inclusive work culture. Our PVP shows that we are serious about embedding D&I into our business.
What advice can you give as an outgoing Co-Lead?
Allyship is a crucial part of transforming conversations. Even for those who identify as LGBTQI+, we can still be allies for others within the community. Alarming laws and legislation have been passed in other countries that can significantly impact people’s lives. As a business, The Star is ahead of many in our industry in terms of diversity and inclusion, but there’s still a lot to do. The Trans and gender-diverse communities are starting to feel vulnerable, so let’s continue to work on making The Star a safe and inclusive place for everyone, esp., for trans and gender-diverse team members.
Craig Dumas He/Him
Gaming Operations Manager/ Proud@TheStar Co-Lead
2024 Network Leader of the Year
Tell Us about yourself.
I joined Proud (formerly known as Spectrum) in 2017 and officially assumed the Co-Lead role in November 2021. I have been part of the company for over 21 years, serving in various capacities.
Why did you join Proud@TheStar?
My journey with Spectrum/Proud began during the marriage plebiscite, a time that placed the LGBTQI+ communities under intense scrutiny. The narrative was often harmful and derogatory, particularly from certain media and public spheres.
My involvement was driven by a deep-seated commitment to be a beacon of support and positivity for those in need. The power of visibility is profound, especially for individuals from diverse backgrounds. Witnessing allies and LGBTQI+ members who embraced their identity with openness and pride inspired me to be true to myself. In turn, I aspired to be that source of encouragement and affirmation for others, fostering an environment where authenticity is celebrated and safeguarded.
In your opinion, what was your most significant achievement as Co-Lead of Proud@TheStar?
There are so many to list, but I have three achievements that stand out.
The first was being involved with our first-ever successful AWEI Gold Employer status. It was such a fantastic recognition of what Proud and The Star have achieved (and we smashed the previous year’s score, which made it even better).
Secondly, I was invited to help reintroduce a team member who was affirming their gender to their department. It was an absolute joy to see the collaboration from all the stakeholders and how their team welcomed them with open arms. Seeing a person’s growth and change since they affirmed has been remarkable and is the perfect story of how allowing people to be their authentic selves really does create a positive impact.
And lastly, of course, winning Network Leader of the Year and Employer of the Year at the 2024 Australian LGBTQ+ Inclusion Awards.
What does winning Network Lead of the Year mean to you?
I cried. That’s the Piscean in me. In all seriousness, though, I was really honoured to be nominated and a finalist. So, when my name was announced, I was utterly shocked! Without the dedication of the Proud team, we would never have been able to achieve what we had. Being able to co-lead a group of passionate and driven people is an absolute pleasure, and they are what fuelled me to keep going, even when it did get a little tough.
What do we do best here at the Star in terms of D&I?
We involve everybody and create a safe and inclusive work culture. Our PVP shows that we are serious about embedding D&I into our business.
What advice can you give as an outgoing Co-Lead?
Allyship is a crucial part of transforming conversations. Even for those who identify as LGBTQI+, we can still be allies for others within the community. Alarming laws and legislation have been passed in other countries that can significantly impact people’s lives. As a business, The Star is ahead of many in our industry in terms of diversity and inclusion, but there’s still a lot to do. The Trans and gender-diverse communities are starting to feel vulnerable, so let’s continue to work on making The Star a safe and inclusive place for everyone, esp., for trans and gender-diverse team members.
The Star Entertainment Group announced on 5 April 2016 share sale facilities that provided eligible small shareholders the opportunity to sell their shares without incurring any brokerage or handling costs.
Participation in the separate share sale facilities were open to eligible shareholders whose registered address was in Australia or New Zealand as at 7.00pm (Sydney time) on 29 March 2016 (Record Date) and who were:
On 5 April 2016, eligible shareholders were sent a letter together with a Share Retention Form (for the Small Holding Sale Facility) or a Sale Instruction Form (for the Voluntary Share Sale Facility), and Terms and Conditions for the relevant share sale facility.
Both share sale facilities closed at 5:00pm (Sydney time) on 17 May 2016 (Closing Date).
All participants who had their SGR shares sold under either the Small Holding Sale Facility or the Voluntary Share Sale Facility received the same average price of $5.51 per share, which was calculated by dividing the total proceeds from the sale of all SGR shares sold under the facilities by the total number of SGR shares sold under the facilities.
Payment of the sale proceeds were made to participating shareholders on 27 May 2016 in accordance with their payment instructions as recorded on the share register.
Small Holding Sale Facility
The Small Holding Sale Facility was conducted in accordance with The Star Entertainment Group’s Constitution and the Australian Securities Exchange Listing Rules that enables all listed companies to sell shareholdings valued at less than $500 (Unmarketable Parcel).
Based on a share price of $5.68, being the closing price of The Star Entertainment Group (SGR) shares on the Australian Securities Exchange on the Record Date, an Unmarketable Parcel was any holding of 88 shares or less.
Eligible shareholders who wished to retain their Unmarketable Parcel were required to return a Share Retention Form to the share registry by the Closing Date.
Small Holding Facility Key Dates:
Voluntary Share Sale Facility
The Voluntary Share Sale Facility was conducted in accordance with Class Order CO 08/10 issued by the Australian Securities and Investment Commission.
Eligible shareholders who wished to sell their shares under the Voluntary Share Sale Facility were required to return a Sale Instruction Form by the Closing Date.
Voluntary Holding Facility Key Dates:
For full details of the Small Holding Sale Facility and the Voluntary Share Sale Facility, please see the ASX Announcement dated 5 April 2016 in the News section of our website.
The demerger of The Star Entertainment Group (formerly known as Echo Entertainment Group Limited) from Tabcorp Holdings Limited (Tabcorp) was implemented on 15 June 2011 by way of Scheme of Arrangement pursuant to the Tabcorp Scheme Booklet dated 15 April 2011 (Demerger).
As part of the Demerger, Tabcorp sought a ruling from the Australian Taxation Office on the taxation implications for shareholders. On 29 June 2011, the Australian Taxation Office issued Class Ruling CR 2011/66, in accordance with the application made by Tabcorp. A copy of the Class Ruling CR 2011/66 can be viewed here.
A Tax Calculator is provided below to assist shareholders in calculating the Australian capital gains tax cost base allocation for Tabcorp shares and The Star Entertainment Group shares. The Tax Calculator is a general guide only and does not constitute tax advice. Shareholders should seek advice from an appropriate professional adviser on the tax implications of the Demerger based on their own individual circumstances.
Click here to download the Tax Calculator
Click here to access information on the Australian Taxation Office website