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Station’s corporate leadership had approved and announced a new benefits overhaul for all of its 14,000 employees across ten properties on 19 November 2019. Two days later, Culinary, which represents workers at seven other Station properties besides Red Rock, petitioned to represent workers at that casino.

Red Rock employees rejected unionisation the following month by a 627-534 vote, although the NLRB and the DC appeals court have held that the company took steps to prevent a fair and honest election. The timing of the benefits rollout and unionisation petition have been a central issue in the matter in the years since.

“Despite the enhanced benefits implementation starting before the union sought recognition of any Red Rock employees, the District Court found that the timing and rollout of the benefits were intended to deter the union’s organising effort and ordered Red Rock to recognise and bargain with the union pending completion of the board’s administrative proceedings,” Station’s SCOTUS petition reads in part.

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The Detroit Free Press reported on Wednesday (Sept. 16) that a water tower located northeast of the downtown city was recently painted and branded with Polymarket’s likeness. The water tower is located just off Interstate 94 at Mount Elliott Street, Exit 217.

The water tower is specifically located at the business of Mount Elliott Crushing, a recycler of concrete products. While the water tower is on private land, the City of Detroit requires that permits be secured for advertisements on such structures.

A city spokesperson told the Detroit Free Press that no such permit has been granted for the Mount Elliott Crushing water tower. The city spokesperson said someone from the Buildings, Safety, Engineering, and Environmental Department would be sent to the property for an inspection and “possible correction order.”

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While thousands of new casino games reach the market every year – with research suggesting the number of releases is growing by around 10% each quarter – volume does not necessarily equate to variety. Developing something genuinely different means taking a risk, while the industry’s familiar practice of reskinning existing games, or adapting mechanics and concepts that have already proved successful, offers a much safer commercial proposition.

For James Curwen, chief executive at Yggdrasil, the tension between the industry’s need for fresh content and the commercial realities of producing it goes to the heart of the challenge.

“The industry has a content problem,” he says. “There are thousands of games being released and too many of them are variations of something that already exists.