Star high-roller employee ‘stole $13 million’ then disappeared

There were also unspecified misconduct allegations against his head of credit and collections, Adrian Hornsby, and complaints about the leadership of division head John Chong, who “wasn’t clear where he was for long periods of time,” according to Bekier.


Sharp told Bekier that the VIP team was “just out of control,” despite being the part of the business most vulnerable to money laundering and criminal exploitation.

“I don’t agree with that,” Bekier said. “But clearly there were shortcomings.”

Bekier said Star should have informed the NSW Independent Liquor and Gaming Authority about the allegations against Lim, further admitting that the casino was not transparent with its regulator.

“If we had a good relationship with the regulator, this would have been one of the things that we would have let them know. [of],” he said.

Bekier said in earlier evidence that a bad “subculture” within Star’s VIP team was to blame for what had gone wrong at the company, including its dealings with figures linked to organized crime, its misuse of Chinese bank cards and its possible evasion of the state. taxes.

But on Wednesday he admitted the problem ran much deeper. Sharp told him that a culture of “not being transparent with the regulator, of taking unwarranted risks with anti-money laundering, of dealing with patently inappropriate clients” had permeated the firm’s senior management.

“It touches a lot of top executives, yes,” he replied.

Sharp said that showed Star had a corporate culture that was “inconsistent with the responsibilities of a casino operator.” Bekier said he disagreed, “on the grounds that there are so many other parties in the business.”

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