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Union deals have been a pressing topic for casino operators in recent years. Workers have pressed for increased benefits and job security provisions in the wake of macroeconomic uncertainty and the advent of potentially disruptive technologies like AI.

All nine of Atlantic City’s casinos agreed to new labour deals this summer without a strike, although its union opted for just one-year deals instead of the typical length of three or more years. This was in response to increased uncertainty related to looming competition from both New York City casinos and New Jersey’s own online gaming industry.

In Las Vegas, the Culinary Union has unionised the entire Las Vegas Strip and secured historic wage increases during the last round of negotiations. Those deals are about halfway done now, and Culinary is no stranger to strikes, having used them as leverage to secure new deals in the run-up to the inaugural Formula One Las Vegas Grand Prix in 2023 and and Super Bowl the following February.

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“We appreciate Bally’s partnership and the thousands of construction workers helping bring Bally’s Chicago Casino to life – a major investment in our city’s future,” Johnson wrote in a social media post on X.

Earlier this year, the Illinois Gaming Board approved 65 VGT licence applications in the city, according to the Sun-Times. VGTs are the highest-grossing gaming vertical in Illinois, generating substantially more revenue and taxes than land-based casinos.

Papanier said the components of Bally’s Chicago that are being “reset and re-contemplated” are “all in conjunction with the proliferation of VGTs”. While the current number of licences is low, he asserted that widespread proliferation could result in a “30% to 50% impact on top-line revenue” for the casino and it would be “irresponsible” to continue construction “until we understand what the landscape looks like”.

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Large and demanding portfolios were highlighted as a key challenge, with 64% of managers overseeing 100 or more VIPs, while one in five managed more than 500. 

The report highlighted the intense workload by estimating that a manager looking after 250 players would have roughly 100 seconds to commit to each player each day if their time was split equally. Data quality and fragmentation were also issues. 

Grygorenko emphasised that prioritisation was the key to adapting these portfolio sizes.