Star Entertainment Group Restructure: HQ Closure and Shift to Property-Level Control

Star Entertainment will close its corporate offices in Brisbane as part of a major cost-cutting exercise under its new ownership structure. The move will impact around 600 corporate roles, with some staff expected to be redeployed across The Star Sydney, The Star Gold Coast and The Star Brisbane. The decision continues an aggressive turnaround plan aimed at cutting overheads, paying off debt and stabilising the group after years of regulatory pressure, heavy fines and a rescue deal led by Bally’s and the Mathieson family.

New owners push deeper cuts

The Brisbane closure is the latest step in a restructuring drive led by US-based Bally’s and the Mathieson family, who last year took a controlling interest in Star Entertainment. After injecting fresh capital and reshaping the board, the new backers have focused on trimming overheads and simplifying decision-making. Cutting the central corporate layer fits that strategy, with Star saying that the change as a way to lower costs and move key decisions closer to the casino floor.

Brisbane closure hits hundreds of roles

Star’s Brisbane corporate complex currently employs about 600 staff across functions such as finance, HR, compliance and executive management. Many of these roles are now under review. The group has indicated that some employees will be offered positions at The Star Sydney, The Star Gold Coast and The Star Brisbane, but a significant number of head-office jobs are expected to disappear. 

Management has described the move as a tough decision but argues it is necessary to build a leaner, more sustainable business.

Governance moves back to casino floors

Closing the central corporate office also marks a clear shift in governance. Star plans to hand more responsibility to management teams at each of its three casinos, aligning with regulatory expectations that each property should demonstrate suitability in its own right. By stripping out a layer that executives say added complexity rather than value. The group wants frontline teams to be closer to customers and regulators. However, it also means each casino will shoulder more responsibility for day-to-day compliance and risk management.

Compliance risk remains in sharp focus

Star’s overhaul is unfolding against a backdrop of intense regulatory scrutiny. The group’s troubles escalated after inquiries found serious failings around anti-money laundering controls, responsible gambling and corporate culture. Star has since paid large fines, refreshed its leadership and invested heavily in remediation programmes. Returning governance to the individual properties could speed up decisions and reduce bureaucracy, but it also concentrates compliance risk at casino level. Regulators will be watching closely to see whether the decentralised model strengthens Star’s suitability.