ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT
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2019
E N V I R O N M E N TA L , S O C I A L A N D
GOVERNANCE REPORT
2 0 1 9 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT
CONTENTS
FRONT OF About this report pg 01
HOUSE Leadership message pg 04
DECK OF Our value creation strategy pg 06
CARDS Global presence and group structure pg 10
Our business model pg 16
Stakeholder engagement pg 17
GAME PLAN Strategic objectives pg 20
Governance and sustainability pg 21
Our people pg 30
Environmental pg 38
Health and safety pg 46
Socio-economic development pg 52
Enterprise and supplier development pg 60
RULES OF Corporate governance report pg 64
THE GAME King IV™ application register pg 81
Social and ethics report pg 89
Independent assurance statement pg 93
CONTACTS Corporate data and administration pg 96
2 0 1 9 S U N I N T E R N AT I O N A L ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 01
01
FRONT OF HOUSE
FRONT OF
About this report continued
HOUSE
ABOUT THIS REPORT
We are pleased to present Sun International Limited’s (Sun
International) 2019 environmental, social and governance
report (ESG report) to our stakeholders.
Our inaugural ESG report covers the financial period 1 January 2019 to
31 December 2019 and focuses primarily on the group’s sustainability
and governance information.
It is structured around our leadership reviews (front of house), business overview (deck
of cards), our sustainability performance and outlook (game plan) and our governance
transparency and accountability (rules of the game). Other suite of reports (all online) include
the integrated annual report, group’s annual financial statements and statutory information.
South Africa continues to contribute the majority of group revenue, followed by Latam and the rest of Africa.
Gaming remains the group’s primary revenue contributor.
Contribution to group revenue Revenue streams
Geographic
72%
67% Gaming
South Africa (2018: 73%)
(2018: 69%)
8%
31% Alternative
gaming
Latam (2018: 8%)
(2018: 30%)
9%
Food and
1% beverage
(2018: 8%)
Nigeria
(2018: 1%)
8%
Rooms
1% (2018: 8%)
Swaziland
(2018: 0%)
3%
Other
(2018: 3%)
2 0 1 9 S U N I N T E R N AT I O N A L ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 02
FRONT OF HOUSE
About this report continued
REPORTING SUITES, REPORTING Reporting Council’s (IIRC) recommendations for integrated
reporting (the framework). It is also prepared in
FRAMEWORKS AND ASSURANCE accordance with the JSE Limited Listings Requirements (JSE
The group’s suite of reports is guided by various frameworks. LR) and the South African Companies Act, 71 of 2008, as
This ESG report is guided by the Global Reporting Initiative amended (Companies Act). Our annual financial statements
(GRI) Standards, with certain information externally assured (AFS) follow the International Financial Reporting Standards
by IBIS ESG Assurance. The group also embraces the United (IFRS) and are externally assured by PricewaterhouseCoopers
Nations Sustainable Development Goals (SDGs), which Inc. Our statutory report is guided by the Companies Act, JSE
encourage companies and individuals to take the necessary LR and the King Code on Corporate Governance™ for South
action to achieve the SDGs by 2030. Our integrated annual Africa 2016 (King IV™). A detailed register of our King IV™
report is primarily guided by the International Integrated application of governance principles is available online.
Suite of reports and reporting frameworks
For ease of stakeholder reference to specific information, we have included four separate online reports that follow various
reporting frameworks.
ENVIRONMENTAL, SOCIAL INTEGRATED ANNUAL FINANCIAL STATUTORY
AND GOVERNANCE REPORT ANNUAL REPORT STATEMENTS REPORT
2019
E N V I R O N M E N TA L , S O C I A L A N D
GOVERNANCE REPORT
IIRC framework IIRC framework IFRS Companies Act
Companies Act Companies Act Companies Act King IVTM
King IVTM King IVTM JSE LR JSE LR
JSE LR JSE LR
SDGs SDGs
GRI GRI
AA1000AS
Combined assurance model
Sun International’s combined assurance model provides comfort to stakeholders that our financial and non-financial information
are verified. This model also enables an effective internal control environment and supports the integrity of information that
management and the board use in decision-making.
2 0 1 9 S U N I N T E R N AT I O N A L ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 03
FRONT OF HOUSE
About this report continued
REPORTING FOOTPRINT AND NAVIGATION experience and enables the reader to select sections of
interest in a PDF format, which can be saved or printed if
Having received positive feedback on our first online
required. Our interactive icons, footnotes and links further
integrated report in 2018, Sun International continues to
add to the user-experience.
minimise its environmental footprint by only reporting online
in 2019. As part of our ongoing improvement process, we The icons below represent the various aspects relevant to the
have provided four suites of reports that combine related group’s strategy, capitals, sustainability, stakeholders, SDGs
information for ease of reference. Our reporting design and social media.
and report generator function improves the overall user
Strategic objectives Stakeholders
Improve our Protect and Grow our Governance Our people Communities Customers Employees Equity partners
existing operations leverage our business into and and guests and debt funders
and our guest existing asset new areas sustainability
experience portfolio and products
Capitals Gambling Partners and Regulators and
boards suppliers industry bodies
Sustainable Development Goals
Financial Productive Human Intellectual Social and Natural
relationship
Sustainability
Environmental Health and Socio-economic Enterprise and
safety development supplier development
Social media STAKEHOLDER FEEDBACK
We welcome stakeholders’ feedback on our reporting,
particularly regarding our new suite of reports. Feedback
Youtube Twitter Facebook Instagram LinkedIn can be sent to investor.relations@suninternational.com or
group.sustainability@suninternational.com
2 0 1 9 S U N I N T E R N AT I O N A L ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 04
04
FRONT OF HOUSE
Leadership message continued
LEADERSHIP MESSAGE
Sustainability is integral to the way we manage our business and drive our
strategic culture, from ensuring our guests’ and employees’ health and
safety to engaging with communities and protecting our environment.
We are pleased to present Sun International’s the board and embedded group-wide. Sun International’s
inaugural environmental, social and SunWay culture and employee value proposition continues to
reinforce our group-wide values and ethics.
governance (ESG) report to all stakeholders
for the year ended 31 December 2019. While Despite the challenging economic environment, the group
posted a solid set of results with total income of R17.2 billion
the group has always reported against our
up 4% on the comparative period. At year end debt levels
sustainability and governance progress, this is reduced from R9.2 billion to R8.8 billion. Please refer to
the first time we have consolidated relevant our annual financial statements in the payouts section for a
information into a suitable report format for comprehensive review of our financial results. Strategically
ease of stakeholder reference. the group made positive inroads to drive sustainable growth
and profitability and unlock value in the business. Detailed
strategic progress is available in the integrated annual report’s
Over and above the worldwide economic headwinds, game plan section.
geopolitical risk and social unrest facing corporates, the Climate change is a growing concern world-wide. As
world is treading in unchartered territory with the recent testament to this The World Economic Forum’s 2020
coronavirus outbreak. Declared a global pandemic by the Global Risk Report’s top five risks, in terms of likelihood
World Health Organisation, South Africa’s State President, and impact, are related to the natural environment. While
Cyril Ramaphosa declared a National State of Disaster on Sun International recognises that our operations impact the
15 March 2020 to combat the spread of this COVID-19 virus. natural environment, we respect the natural environment
In addition, on 23 March 2020 the President announced that and are well positioned to play a positive role in minimising
South Africa will go into full lockdown for 21 days effective our environmental footprint. We are do this through various
midnight 26 March 2020 until midnight 16 April 2020 to curb initiatives including zero-waste to landfill (ZWTL) where all
the spread of the coronavirus. As a responsible corporate units align with this ZWTL programme and individual units
citizen, Sun International supports the South African are at different stages of achieving this target. The group also
Government’s directive to curb infection rates country-wide noted a 6% reduction in electricity consumption and Sun
and have aligned our operations to be fully compliant with International’s ongoing water saving solutions also continue
the Disaster Management Act and lockdown declaration. to yield consumption and cost savings.
As such, our South African hotels and casinos were closed
on 24 March 2020 and 25 March 2020 until the end of the
lockdown period. Sun International were also proactive
in mobilising our group to implement various initiatives
aimed at safeguarding our hotel and casino patrons and
other customers who visit our premises. These initiatives “In these uncertain times it is important
align with best practice and will ensure the ongoing health to remain true to our values and to focus
and safety of our stakeholders. Following instructions from on the positives. At Sun International
the Chilean Superintendency of Gambling Casinos, our
we pride ourselves in the fact that our
Chilean operations were closed from 18 March 2020. In
accordance with relevant authorities our operations in Peru, business practices remain underpinned by
Argentina, Colombia and Panama have closed and at this high ethical principles that are embraced
stage it is uncertain when they will be allowed to reopen. We by the board and embedded groupwide.
encourage stakeholders to read our latest media updates at Sun International’s SunWay culture and
https://corporate.suninternational.com/media/ and, more
employee value proposition continues
importantly, to stay safe.
to reinforce our group-wide values and
In these uncertain times it is important to remain true to our ethics.”
values and to focus on the positives. At Sun International we
pride ourselves in the fact that our business practices remain
underpinned by high ethical principles that are embraced by
2 0 1 9 S U N I N T E R N AT I O N A L ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 05
FRONT OF HOUSE
Leadership message continued
The health and safety of our customers and employees As the group navigates its way through these uncertain
remains a priority and is essential to protect our reputation as times, we need to draw strength from each other and remain
a memorable destination of choice. Pleasingly we achieved focused on the path ahead. To quote Nelson Mandela,
our target of zero fatalities group-wide and we recorded a “I learned that courage was not the absence of fear, but the
significant 63% reduction in lost-time injury frequency rates triumph over it. The brave man is not he who does not feel
over a four-year period (2016 to 2019). afraid, but he who conquers that fear.”
We appreciate that our operations impact on the
communities where we operate and our goal is to create
shared value by supporting communities through socio-
economic development (SED), corporate social investment
(CSI) and local enterprise and supplier development
(E&SD) opportunities. During 2019, our South African
“We appreciate that our operations
operations invested R29 million in SED and CSI initiatives
and R56.7 million in E&SD. It is also heartening to note how impact on the communities where we
Sun International’s employee volunteerism continues to assist operate and our goal is to create shared
communities through initiatives such as Mandela Day, where value by supporting communities through
over two million meals have been packed by employee socio-economic development (SED),
volunteers since 2017.
corporate social investment (CSI) and
This is the second year of reporting our operational progress local enterprise and supplier development
on how we endeavour to achieve the United Nations
(E&SD) opportunities.”
Sustainable Development Goals (SDGs). To amplify our
impact on these goals, we conducted a detailed review and
assessment of the 17 goals in 2019 and identified six goals
that are most relevant to the group. Looking ahead we will
focus on the six SDGs shown below. The social and ethics
committee monitors progress against these SDGs, which is
reported in our ESG and integrated annual reports.
I trust you will enjoy Sun International’s ESG report
and we look forward to your feedback.
JA MABUZA AM LEEMING
Chairman Chief executive
31 March 2020 31 March 2020
2 0 1 9 S U N I N T E R N AT I O N A L ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 06
06
DECK OF CARDS
DECK OF
Our value creation strategy continued
CARDS
OUR VALUE CREATION
STRATEGY
The achievement of our purpose and vision ensures value
creation for all stakeholders. This is achieved through our
business model, which is executed through our strategy,
reinforced by our core values and underpinned by our
governance and risk management.
OUR
VISION
OUR OUR
PURPOSE VALUES
So
co cia
nt l a
rib nd Social and
In ut e Financial Productive
m dus io co relationship
em try ns n Capital Capital
or le om Capital
Pio ab ad ic
ne le er
er ev s in
s i en
Str ng ts
an ong am
di
co bran ing
Human Intellectual Natural
nic d, p
Int pro rou Differentiators Capital Capital Capital
e pe d l
Foo rnati rtie eg
tpr ona s ac
y
int l
FIVE STRATEGIC OBJECTIVES Our capital
resources
Improve our Protect and Grow our Our Governance
existing operations leverage our business into people and
and our guest existing asset new areas and sustainability
experience portfolio products
MATERIAL To achieve our strategy, we have identified five strategic objectives, that are reviewed
and updated when necessary. These strategic objectives address the material issues, risks RISKS
MATTERS and opportunities the group faces over the short, medium and long-term, as well as key
stakeholder concerns and strategic growth aspirations. We use our six capitals in a balanced
manner to attain our strategic objectives while simultaneously ensuring capital trade-offs
are sustainable.
As a group we also embrace the United Nations Sustainable Development Goals (SDGs) and
previously reported on the contributions we made to all 17 SDGs. In an attempt to increase
the impact we have on the SDGs, we recently assessed which SDGs are most relevant
and can be impacted on the most by the group. Sun International identified and approved
six SDGs that will be a priority for the group going forward. The six SDGs are depicted
below and align with the group’s strategy. Progress against these SDGs is detailed in the
governance and sustainability section.
KEY STAKEHOLDERS
Employees Gambling Communities Customers Equity partners Partners and Regulators and
boards and guests and debt funders suppliers industry bodies
2 0 1 9 S U N I N T E R N AT I O N A L ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 07
DECK OF CARDS
Our value creation strategy continued
OUR PURPOSE RISKS
To create great memories for our guests, people and
stakeholders 1 Smoking legislation (South Africa and Latam)
OUR VISION
2 Weak economic conditions
To be an internationally recognised and respected gaming
and hospitality group that provides memorable experiences Erosion of market share due to Electronic Bingo
for our guests, offers rewarding employment for our people, 3 Terminal (EBTs) and Limited Pay-out Machines (LPMs)
delivers returns for our shareholders and creates value for the in catchment areas
communities in which we operate
4 Increase in gaming taxes and levies
OUR VALUES
Non-renewal or significant cost of SCJ licences
Our values represent our unwavering commitment to behaving
5 renewal
in a consistent, positive manner every day, in everything we do.
Increased demands from stakeholders (communities
TEAMWORK 6 and local suppliers)
We treat each other with respect and work together to create
great memorable experiences for all our stakeholders
7 Loss of GrandWest Casino licence exclusivity
CUSTOMERS FIRST
Our customer is at the heart of all we do and we exceed their
expectations every time 8 Ongoing changes in licence conditions
PASSION
We inspire each other with our positive attitude and energy as we 9 Civil protests and riots
strive to be the best
PROFESSIONALISM
We use our skills and competence to provide the highest standard 10 Illegal gambling (South Africa and Latam)
of work and ethical conduct at all times
MATERIAL MATTERS AND RELATED RISKS
Managing our way through tough economic times
2 9 10
Managing our complex regulatory environment
1 3 4 7 8 10
Capital allocation
2
Managing relations with our key stakeholders
6 9
Improving operating and natural resource efficiencies
2
Retaining our operating licences
4 5 7 8
Customer attraction and retention
1 2
2 0 1 9 S U N I N T E R N AT I O N A L ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 08
DECK OF CARDS
Our value creation strategy continued
STRATEGIC OBJECTIVES
IMPROVE OUR EXISTING PROTECT AND LEVERAGE OUR GROW OUR BUSINESS INTO
OPERATIONS AND OUR EXISTING ASSET PORTFOLIO NEW AREAS AND PRODUCTS
GUEST EXPERIENCE
Our diverse portfolio of assets We monitor organic and
The environment we operate includes world-class hotels, acquisitive growth opportunities
in is constantly changing. We modern and well-located casinos on an ongoing basis. Additionally,
therefore frequently review how and some of the world’s iconic the alternative gaming market
our business is structured and resorts. We regularly evaluate also offers growth opportunities
how we operate to maximise the our portfolio to identify those as it continues to grow
value we create and improve our properties that can be better
guest experience. This ensures leveraged, those that need Stakeholder impacted
that Sun International remains protection and those that may no Equity partners,
a destination of choice for our longer be core to our strategy shareholder and debt
existing and new guests funders
Stakeholder impacted
Stakeholder impacted Gambling boards
Equity partners,
Customers and guests shareholder and debt
funders Customers and guests
Employees Customers and guests
OUR PEOPLE
Our people enable the group to GOVERNANCE AND
achieve its strategic objectives. SUSTAINABILITY
Given the highly regulated and
Our group is a responsible
service-orientated industry in
corporate citizen that has
which we operate, our people’s
developed a credible track record
motivation and competence
that underpins our reputation.
to perform and provide a
Governance and sustainability are
memorable guest experience
fundamental to Sun International’s
are key determinants of the
operations and are interwoven
group’s ongoing success and
into our strategy and decision-
sustainability
making process, from board level
Stakeholder impacted
to our operations
Employees Stakeholder impacted
Regulators and industry
Customers and guests bodies
Communities
Partners and suppliers2 0 1 9 S U N I N T E R N AT I O N A L ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 09
DECK OF CARDS
Our value creation strategy continued
KEY STAKEHOLDERS OUR CAPITAL RESOURCES
EMPLOYEES
Employees are the heart of our business. They are the primary Financial Capital
interface with our guests and the custodians of the memorable
experience we strive to offer our guests. Our source of funds includes debt and equity which we use
for business operations including running costs, property
refurbishments and maintenance and strategic acquisitions.
GAMBLING BOARDS
Gaming boards provide our legal licence to operate and guide the
group on how best to create shared value for the communities where Productive Capital
we operate. They also provide oversight on the gaming industry to
Our unique properties form the bricks and mortar where our
ensure a fair and responsible industry.
business activities are carried out to ensure we offer our guests
an unforgettable experience. Our unused land also creates
opportunities for development.
COMMUNITIES
Communities form an integral part of our operating environment as
they provide our social licence to operate. It is imperative to create Social and relationship Capital
shared value for these communities to sustain our operations.
Our guests, shareholders, employees, communities, gambling
boards, government and regulators are key stakeholders and we
actively engage and manage these stakeholder relationships to
promote a shared value proposition.
CUSTOMERS AND GUESTS
Our livelihood depends on our guests, as they have a direct impact on
our financial sustainability. We constantly need to innovate and create
memorable experiences to remain relevant and attract and retain our
guests. Human Capital
Our people are the primary interface with our guests and the
custodians of the memorable experience we strive to offer
our guests.
EQUITY PARTNERS SHAREHOLDERS AND DEBT FUNDERS
Equity partners, shareholders and debt funders provide us with the
financial resources to deliver on our strategic objectives and create
shareholder value.
Intellectual Capital
Our intellectual capital includes our gaming licences, brand and
know-how, which provides our licence to operate and cultivates
PARTNERS AND SUPPLIERS a wealth of management expertise and innovative IT.
Partners provide support to ensure that we do not operate in isolation,
thereby minimising the potential value creation. Suppliers provide the
necessary supplies, services and systems to enable the group to carry
out its business activities and improve the overall guest experience. Natural Capital
Our business activities depend on natural resources, particularly
water and energy. Some of our properties are in pristine
environments rich in biodiversity which we protect and preserve.
REGULATORS AND INDUSTRY BODIES
Regulators provide the guidance within which we are required to
operate, and industry bodies provide a platform to influence policy and
legislation. This continues to create value for all stakeholders within
the confines of the law.2 0 1 9 S U N I N T E R N AT I O N A L ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 10
10
DECK OF CARDS
Global presence and group structure continued
GLOBAL PRESENCE AND
GROUP STRUCTURE
Sun International is an international hotel, casino and entertainment company that
has a global presence in eight countries. It owns and operates properties in South
Africa, Nigeria, Swaziland and Latin America – including Argentina, Chile, Colombia,
Panama and Peru. Our focus is to grow our existing asset portfolio in South Africa
and Latin America and exit operations in Nigeria and Swaziland. Casino operations,
including alternative gaming, contributes the largest share of group revenue at
R13.8 billion (80%) with hospitality contributing R2.9 billion (17%).
GROUP
Sun International’s group structure remained largely unchanged except for certain
strategic transactions that increased our stake in Sibaya to 87.2%. We also concluded
agreements to increase our interest in SunSlots to 100%.
Panama Nigeria
Colombia
Peru
South Africa
Argentina Swaziland
Chile
27 4 398 19 369 4 328 769 14 706 384
GAMING ROOMS SLOTS LPMs TABLES EMPLOYEES VACATION
LICENCES (2018: 4 454) (2018: 19 869) (2018: 4 040) (2018: 775) (2018: 14 632) CLUB UNITS
(2018: 27) (2018: 384)
GROUP CONTRIBUTION (%)
REVENUE EBITDAR
LATIN AMERICA LATIN AMERICA
31% SOUTH AFRICA
28% SOUTH AFRICA
(2018: 30%)
67%
(2018: 69%)
(2018: 31%)
72%
(2018: 69%)
OTHER AFRICA
2%
(2018: 1%)
OTHER AFRICA
0%
(2018: 0%)2 0 1 9 S U N I N T E R N AT I O N A L ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 11
DECK OF CARDS
Global presence and group structure continued
SOUTH AFRICA
Meropa Casino
Sun City Carousel Casino
Maslow Time Square Hotel and Casino
The Maslow
Carnival City
Flamingo Casino
Windmill Casino Naledi Sun Hotel and Casino
Sibaya Casino
Wild Coast Sun
The Table Bay Hotel
Golden Valley Casino
The Boardwalk Casino
GrandWest Casino
13 3 182 10 819 4 328 379 384 9 340
GAMING ROOMS SLOTS LPMs TABLES VACATION EMPLOYEES
LICENCES (2018: 3 238) (2018: 11 275) (2018: 4 040) (2018: 388) CLUB UNITS (2018: 9 001)
(2018: 13) (2018: 384)
SUSTAINABILITY
4 510 042 231 403 213 7 495 585
WATER ENERGY WASTE kg
CONSUMPTION kl CONSUMPTION kWh (2018: 6 863 382)
(2018: 4 515 725) (2018: 249 911 965)
0.99 25 449 873 1
LOST TIME INJURY SED SPEND B-BBEE LEVEL
FREQUENCY RATE (RAND) (2018: 1)
(2018: 0.96) (2018: 23 673 966)2 0 1 9 S U N I N T E R N AT I O N A L ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 12
DECK OF CARDS
Global presence and group structure continued
SOUTH AFRICA continued
Economic
PROPERTY interest (%)1 Slots Tables Rooms Employees
GAUTENG
Carnival 91 1 400 47 105 733
Maslow 100 – – 281 241
Time Square 82 1 736 61 238 970
WESTERN CAPE
GrandWest 62 2 563 75 39 1 116
Table Bay 62 – – 329 383
Worcester 61 227 6 98 209
KWAZULU-NATAL
Sibaya 87 1 244 48 154 763
LIMPOPO
Meropa 68 400 17 60 279
NORTH WEST
Sun City 100 700 51 1 312 2 241
Carousel 100 400 – – 67
NORTHERN CAPE
Flamingo 71 300 10 – 173
EASTERN CAPE
Boardwalk 82 798 27 140 508
Wild Coast Sun 50 550 19 396 514
FREE STATE
Windmill 70 401 18 – 239
Naledi Sun 100 100 – 30 46
ALTERNATIVE GAMING
SunSlots 70 4 328 – – 245
SunBet 100 – – – 39
MANAGEMENT
Sun International
100 – – – 474
Management
TOTAL SUN
INTERNATIONAL 15 147 379 3 182 9 340
MANAGEMENT
1 Economic interest excludes the interest held by the Sun International Employee Share Trust (SIEST).2 0 1 9 S U N I N T E R N AT I O N A L ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 13
DECK OF CARDS
Global presence and group structure continued
OTHER AFRICA
SWAZILAND
Royal Swazi Spa Resort
1 51% 351 158 13 193
GAMING ECONOMIC ROOMS SLOTS TABLES EMPLOYEES
LICENCES INTEREST1 (2018: 351) (2018: 158) (2018: 13) (2018: 203)
(2018: 1) (2018: 51%)
1 Economic interest excludes the interest held by the Sun International Employee Share Trust (SIEST).
NIGERIA
Federal Palace
1 146 100 5 357
GAMING ROOMS SLOTS TABLES EMPLOYEES
LICENCE (2018: 146) (2018: 100) (2018: 5) (2018: 340)
(2018: 1)2 0 1 9 S U N I N T E R N AT I O N A L ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 14
DECK OF CARDS
Global presence and group structure continued
LATIN AMERICA
Panama
Colombia
Peru
Chile Argentina
12 372 8 292 719 4 816
GAMING TABLES SLOTS ROOMS EMPLOYEES
LICENCES (2018: 369) (2018: 8 336) (2018: 719) (2018: 5 088)
(2018: 12)
SUSTAINABILITY
445 264 60 365 859 5 256 251 4.56
WATER ENERGY WASTE kg LOST TIME INJURY
CONSUMPTION kl CONSUMPTION kWh (2018: 2 320 000) FREQUENCY RATE
(2018: 470 991) (2018: 59 538 684) (2018: 3.47)2 0 1 9 S U N I N T E R N AT I O N A L ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 15
DECK OF CARDS
Global presence and group structure continued
LATIN AMERICA continued
Economic
PROPERTY interest (%)1 Slots Tables Rooms Employees
ARGENTINA
Park Hyatt Hotel &
64 790 25 186 572
Casino
CHILE
Monticello 64 1 998 80 155 1 502
Iquique 64 664 22 – 170
Temuco 64 691 36 96 357
Valdivia 64 444 22 104 268
Puerto Varas 64 461 36 50 286
Coyhaique 64 212 11 40 148
Punta Arenas 64 506 20 88 347
COLOMBIA
Plazuela, Bocagrande 64 246 12 – 49
PANAMA
Ocean Sun Casino 64 384 20 – 173
PERU
New York 64 443 17 – 286
Eden 64 186 6 – 63
Kingdom 64 154 7 – 61
Pachanga 64 256 8 – 102
Thunderbird Resorts 64 857 50 – 440
1 Economic interest excludes the interest held by the Sun International Employee Share Trust (SIEST).2 0 1 9 S U N I N T E R N AT I O N A L ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 16
DECK OF CARDS
OUR BUSINESS MODEL
Our capital inputs
Business activities and outputs
We use the six capital resources
Our business activities draw on the various capital resource inputs and convert these into our activities and
interchangeably and appreciate
outputs – gaming and hospitality which are supported by various central service functions. Our activities
that there are trade-offs
and outputs allow us to measure and monitor progress against the group’s strategic objectives and create
between them. These trade- Community upliftment
stakeholder value. We leverage our core assets, unused land, past experiences, strategic partnerships and Iconic
offs are carefully considered to R25.4 million SED investment and
management skills to capitalise on growth opportunities and create memorable guest experiences. events
preserve shareholder value. R3.6 million CSI contributions
25 SED sustainability projects
Enterprise and
14 706 Employees
Gaming Tables development
Our gaming licences are the most critical enabler Slots spend –
Board Customer satisfaction
Human allowing us to operate and fulfil our purpose and vision. R56.7 million
lternative gaming such as
A
We continuously review and evaluate our licence Local enterprise Strategic Memorable experiences
LPMs
conditions to ensure we fully comply and maintain our procurement partnerships Iconic events
licence to operate. Online sports betting
opportunities – Communities
77 suppliers
27 Gaming licences
Respected brand and
AKEHOLDER
reputation Partners and Y ST S
suppliers KE
Intellectual IT systems Hospitality
Our unique hotels and resorts, their pristine
location and superior offerings are some of our key Hotels and resorts Customers
OUTCOMES and guests
differentiating factors that keep our guests choosing Food and beverage
Sun International as a destination of choice. The Our business model culminates
Events and conferencing
group’s food and beverage offering provides something in specific stakeholder
Properties across roperty development and
P
for all food lovers. Most of our properties have the
8 countries refurbishments
outcomes that have far-
facilities and infrastructure to host world-class events
Productive Society reaching impacts on the
and conferences, which drives footfall at properties and
economies and societies
creates memorable experiences.
where we operate.
Local units
Waste generated Employees
Stakeholders – partners, 7 495 tonnes –
57% recycled
guests, customers,
communities and employees
Business support
Social and Innovation Resource Equity partners
This division leads innovation, technology and
relationship Technology efficiencies and debt
administrative services for business operations to funders
enable optimal use of digitalisation, technology and Superior wildlife Training and development
Administrative services
business processes in achieving our strategic objectives. experiences – R116 million
Gambling
Employee remuneration
boards
– R3.6 billion
Debt
Regulators Employee wellness
Equity
programmes
Financial Central services HR Total fatalities zero
These support services include finance, IT, HR,
IT
marketing and legal and corporate services that are Reduced debt levels Regulatory compliance – zero
critical to providing sound financial business models, Marketing fines
Share price – decreased
Resources – energy and achieving efficiencies across the group, building F
inance, legal and corporate Corporate tax paid
Net cashflows
water relationships with key internal and external stakeholders services R625 million
– R3.9 billion Significant tax contribution
Fauna and flora at our and providing governance in areas aligned to legislation Sustainability IFRS 16 implementation – R3.5 billion
Natural pristine properties and regulations.
B-BBEE Level 1 27 gaming board Licences
OPERATING ENVIRONMENT/ DIFFERENTIATORS
GAMECHANGERS Strong brand and proud legacy PILLARS/FOUNDATION
Regulation Gaming pioneers in South Africa Corporate governance
Industry and gaming bodies Unique iconic properties Risk management
IT advancements Significant economic contributor Sustainable business practices
Society Geographic diversification2 0 1 9 S U N I N T E R N AT I O N A L ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 17
17
DECK OF CARDS
Stakeholder engagement continued
STAKEHOLDER
ENGAGEMENT
Sun International actively engages with our key stakeholders in
a transparent manner. We encourage all shareholders to provide
constructive feedback and to voice legitimate concerns, comments
and suggestions through our various communication channels.
This engagement process ensures we continue to add value for our
key stakeholders.
STAKEHOLDER ENGAGEMENT APPROACH
Every aspect of our business interacts with Achieving our five strategic objectives depends on our ability
stakeholders, and our relationships with them to engage with and respond to our stakeholders. Our various
methods of engagement include face-to-face interactions,
impact directly and indirectly on our business
formal and informal communication platforms, results
and its reputation. Our reputation, or social presentations, reports and our annual general meetings. We
and relationship capital, has a direct impact also engage through our marketing campaigns, advertising,
on our financial capital, as it influences electronic media, newsletters and roadshows. We regularly
whether consumers decide to become conduct surveys among our guests and employees with
the aim of continually improving service delivery, guest
our guests; whether suppliers want to be
experience and employee satisfaction. We obtain positive and
vendors; whether employees want to work constructive feedback and respond to it appropriately.
for us; and whether government believes
that we comply with regulations; give
back to communities and drive economic
development.
ENGAGEMENT PROCESS
Through the group’s stakeholder engagement process, we annually assess our
stakeholder universe based on their influence on the group, and the group’s
impact on stakeholders. We identify any material concerns and opportunities Annual
that may exist, and purposefully engage to resolve and build on these matters stakeholder
and develop a better understanding of our stakeholders’ needs. The risk and review and
assessment
social and ethics committees provide oversight of the group’s stakeholder
engagement and are responsible for keeping the board abreast of material
matters arising. Identify key
Ongoing
stakeholder
stakeholders
Focused engagement within the communities in which we operate is engagement
particularly important, as most of our properties are situated within or close
to surrounding communities. Cultivating relationships with stakeholders such
as community leaders, NGOs, NPOs and PBOs ensures that Sun International STAKEHOLDER
offers shared value and sustainable SED opportunities. During 2019, ENGAGEMENT
communities (particularly in the North West and Eastern Cape) raised concerns PROCESS
around the lack of local procurement opportunities which, in return, create job
opportunities and provide socio-economic upliftment in these communities. Provide
Identify and
feedback to
The group’s community engagement methodology ensures that all address needs
group governing
and concerns
engagement and interventions are aligned with the group’s sustainable bodies
business strategy and, more broadly, with provincial and national growth and
development plans. This engagement methodology involves the identification
Regular
and classification of our relevant communities and stakeholders. This is
stakeholder
followed by assessing various social aspects related to the wellbeing of these feedback
communities, as well as identifying the collective needs of these communities.
Based on these assessments, possible interventions are identified and
discussed with the affected stakeholders. It is anticipated that the engagement
methodology will continue to be rolled out to all South African units in 2020.2 0 1 9 S U N I N T E R N AT I O N A L ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 18
DECK OF CARDS
Stakeholder engagement continued
2019 STAKEHOLDER ENGAGEMENT
CUSTOMERS AND GUESTS EMPLOYEES
COMMUNITIES
Our livelihood depends on our customers Employees are the heart of our business.
Communities form an integral part of our They are the primary interface with
operating environment as they provide our and guests, as they have a direct impact on
our financial sustainability. We constantly our guests and the custodians of the
social licence to operate. It is imperative to memorable experience we strive to offer
create shared value for these communities need to innovate and create memorable
experiences to remain relevant and attract our guests
to sustain our operations
and retain our customers and guests
VALUE ADD
VALUE ADD
VALUE ADD
Rewarding employees – salaries, bonuses
Empowering/uplifting communities and incentives
Creating lasting memories
SED spend R25.4 million Training spend R116 million
Active MVG customers base increased
25 SED projects that included Employee remuneration R3.6 million
by 5.2%
sustainability elements
Achieved a customer satisfaction target
CSI spend R3.6 million
rating of 80% at most properties KEY STAKEHOLDER CONCERNS
KEY STAKEHOLDER CONCERNS Fair remuneration and recognition
KEY STAKEHOLDER CONCERNS
Learning and development
Limited procurement opportunities in the
Customer segmentation Talent and performance management
local and regional communities
Customer service Succession planning
Perception of community upliftment
Perception of value Transformation
Limited job opportunities
Discretionary spending under pressure Restructuring
Ageing infrastructure and no shared value
Inconsistent and conflicting customer
communication ACTIONS TO ADDRESS STAKEHOLDER
ACTIONS TO ADDRESS STAKEHOLDER
CONCERNS
CONCERNS
ACTIONS TO ADDRESS STAKEHOLDER
Robust SunWay culture programme and
SED specialist and unit SED practitioners CONCERNS
employee value proposition
proactively engage with communities on
pertinent issues Ongoing learning and development Ensuring compliance with the tenets
programmes for employees to improve of ‘equal pay for work of equal value’
Financial investment in SED and CSI
skills and customer service through our South African operations
initiatives across our focus areas
Ongoing customer surveys Ongoing learnings and development
Increasing local supplier procurement and
Proactively managing customer feedback initiatives
development in most of our communities
Enhanced business analytics to improve Annual performance reviews
Introducing a formal business
development support initiative customer segmentation Employee satisfaction surveys to
Ongoing property upgrades and determine overall employee satisfaction
Implementing a community engagement
strategy to improve dialogue over refurbishments Robust employment equity plan in place
community concerns Improving brand and marketing to track transformation progress
campaigns Best practice employment policies,
Continually enhancing the MVG (most standards and procedures in place
valued guest) offerings Increased staff wellness initiatives and
Continue to improve direct communication programmes
with MVGs Code of ethics, ethics officer and ethics
hotline in place2 0 1 9 S U N I N T E R N AT I O N A L ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 19
DECK OF CARDS
Stakeholder engagement continued
2019 STAKEHOLDER ENGAGEMENT
PARTNERS AND SUPPLIERS
EQUITY PARTNERS, GAMBLING BOARDS
Partners provide support to ensure that
SHAREHOLDERS AND Gaming boards provide our legal licence to
we do not operate in isolation, thereby
DEBT FUNDERS operate and guide the group on how best
minimising the potential value creation.
Equity partners, shareholders and debt to create shared value for the communities
Suppliers provide the necessary supplies,
funders provide us with the financial where we operate. They also provide
services and systems to enable the group
resources to deliver on our strategic oversight on the gaming industry to ensure
to carry out its business activities and
objectives and create shareholder value a fair and responsible industry
improve the overall guest experience
VALUE ADD VALUE ADD
VALUE ADD
Reducing debt levels Supporting the local and national
Providing local business opportunities
economy
Continue to invest R1.1 billion in property Enterprise development spend
maintenance and refurbishments Levies paid R18.7 million
R12.3 million
Uplifting communities through ongoing
Supplier development spend R44.4 million
SED and CSI commitments
KEY STAKEHOLDER CONCERNS Supported 15 beneficiaries through our
business development support
Underperformance of strategic KEY STAKEHOLDER CONCERNS programme
investments
Capital allocation Electronic Bingo Terminal (EBTs) licencing
Licence conditions change requests KEY STAKEHOLDER CONCERNS
High debt levels
Meeting debt covenants Increase in gaming taxes in South Africa Negative perceptions around the process
and Peru of registering as a supplier
Gap between valuation and the group’s
share price Lack of visibility of sourcing opportunities
Creating shareholder value through ACTIONS TO ADDRESS STAKEHOLDER when tenders are being issued
dividend distributions CONCERNS
Executives, together with group ACTIONS TO ADDRESS STAKEHOLDER
ACTIONS TO ADDRESS STAKEHOLDER compliance continue to build relationships CONCERNS
CONCERNS with all provincial gaming boards through
Improved the procurement system to
regular interaction
Direct engagement with executives at control fronting and support B-BBEE
Ongoing feedback to gaming boards on initiatives
annual and interim reporting and investor
licence conditions
presentations Maintained our level 1 B-BBEE rating
Internal and external compliance audits
Debt strategy communicated to investors A procurement tender notice board
through presentations, direct engagement, in place to inform all suppliers of new
roadshows and annual and interim requests for proposals (RFPs)
reporting Supplier conferences and open days
Increased focus on operational and hosted to improve local procurement
resource efficiencies
KEY STAKEHOLDER CONCERNS
Compliance with relevant legislation e.g.
B-BBEE, labour, health, smoking and carbon tax
REGULATORS AND INDUSTRY ACTIONS TO ADDRESS STAKEHOLDER
BODIES CONCERNS
Regulators provide the guidance within
which we are required to operate, and Ongoing engagements with regulators and
industry bodies provide a platform industry bodies
to influence policy and legislation. Continuous monitoring of changes to
This continues to create value for all legislation directly impacting the group
stakeholders within the confines of the law Submissions to regulators on proposed
legislation
VALUE ADD Ongoing lobbying through industry body CASA
Internal and external compliance audits on
Zero fines all legislative aspects of sustainability, namely
Maintaining reputation of being a environment, health and safety and socio-
responsible corporate citizen economic development
Trained 2 651 employees on health and SHE training and compliance cross unit audits
safety aspects conducted at all local operations
Internal SHE compliance audits conducted
on all local units2 0 1 9 S U N I N T E R N AT I O N A L ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 20
20
OUR GAME PLAN
GAME
Strategic Objectives continued
PLAN
STRATEGIC
OBJECTIVES
The information contained in our game plan section expands on
the chief executive’s review according to each of the five strategic
objectives. Sun International’s five strategic objectives are the foundation
of how we operate our business as well as identify and manage risks and
opportunities, based on our material issues.
Given the importance of our guests to the group, the first objective focus is primarily on the group’s sustainability
strategic objective has been divided into two focus areas, information, while the detailed governance section is
namely ‘Improve our guest experience’ and ‘Efficiency and included under the rules of the game section. The group’s
optimisation of our processes’ to distinguish our progress performance is measured against these five strategic
on and priorities for guests through process and system objectives and enables shareholder value creation.
improvements. Our governance and sustainability strategic
STRATEGIC OBJECTIVES
Improve our existing Protect and leverage Grow our business Our people Governance and
operations and our our existing asset into new areas and sustainability
guest experience portfolio products
The environment we Our diverse portfolio of We monitor organic Our people enable the Our group is a
operate in is constantly assets includes world- and acquisitive growth group to achieve its responsible corporate
changing. We therefore class hotels, modern opportunities on strategic objectives. citizen that has
frequently review and well-located an ongoing basis. Given the highly developed a credible
how our business casinos and some Additionally, the regulated and service- track record that
is structured and of the world’s iconic alternative gaming orientated industry in underpins our
how we operate to resorts. We regularly market also offers which we operate, our reputation. Governance
maximise the value we evaluate our portfolio growth opportunities as people’s motivation and sustainability
create and improve to identify those it continues to grow and competence to are fundamental to
our guest experience. properties that can be perform and provide Sun International’s
This ensures that better leveraged, those a memorable guest operations and are
Sun International that need protection experience are interwoven into our
remains a destination of and those that may no key determinants strategy and decision-
choice for our existing longer be core to our of the group’s making process, from
and new guests strategy ongoing success and board level to our
sustainability operations
This ESG report focuses mainly on our people,
governance and sustainability. For more
information on our other strategic objectives
review our online report or our IAR report.2 0 1 9 S U N I N T E R N AT I O N A L ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 21
GAME PLAN
STRATEGIC OBJECTIVES
Improve our existing operations Protect and leverage Grow our business into Governance and
Our people
and guest experience our asset portfolio new areas and products sustainability
GOVERNANCE AND
SUSTAINABILITY
Our sustainability strategy and commitments ensure Sun International
maintains its operational and social licence to operate. Doing business
sustainably is a competitive business necessity. When we integrate our
business decisions and operate in line with our strategy, we create
long-term shared value and ultimately create lasting memories for our
guests, employees and other stakeholders.
Governance and sustainability are The group’s governance is comprehensively covered under
fundamental to Sun International’s the ‘rules of the game’ section in this report. The narrative
that follows focuses on the group’s sustainability strategy
operations and are interwoven into our and performance for the year under review, including
strategy and decision-making process, from the environment, health and safety, socio-economic
board to operations. We remain committed development (SED), enterprise and supplier development
to being a responsible corporate citizen. (E&SD) and group’s broad based black economic
empowerment (B-BBEE).
IMPACTS
Launched the group’s Implemented 25 Launched and Developed and
Maintained our Level 1
first sustainability SED projects that maintained our new implemented a
B-BBEE for the third
manual at our local incorporated either safety, health and formal internal
year in a row
operations environmental or environment (SHE) sustainability
health and safety management system communication
or both aspects, that is aligned with strategy at all
which increased the ISO 14001:2015 and local operations
sustainable impact on ISO 45001:2018
Closed out 60% of all
our SED initiatives
sustainability cross-
unit audit findings
Launched our first
internal online
sustainability
e-learning programme
for employees2 0 1 9 S U N I N T E R N AT I O N A L ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 22
GAME PLAN
Governance and sustainability continued
Self-assessment: ACHIEVED/ GOOD PROGRESS IN PROGRESS LIMITED PROGRESS
FOCUS AREAS IN 2019
Implementing and maintaining our
Launching and implementing Identifying integrated SED projects
new safety, health and environment
Sun International’s sustainability that incorporate social, environmental
(SHE) management system based on
manual (locally and internationally) and health and safety initiatives
ISO 14001:2015 and ISO 45001:2018
WHAT WE ACHIEVED WHAT WE ACHIEVED WHAT WE ACHIEVED
Launched and implemented the manual at Identified and implemented 25 SED Launched our new integrated SHE
all local operations. Our Latam operations’ projects that incorporated either an management system
implementation depends on their specific element of environmental and/or health
sustainability requirements and safety initiatives
Implementing our sustainability
Launching our internal sustainability culture programme, including our Achieving our sustainability (SHE and
SharePoint site e-learning and behavioural change SED) group targets
programmes
WHAT WE ACHIEVED WHAT WE ACHIEVED WHAT WE ACHIEVED
Launched the sustainability SharePoint Continued with our monthly awareness Achieved most of our sustainability
site that has enhanced our reporting and culture change initiatives and group targets
processes, standardised communication launched our first internal online
and improved overall efficiencies e-learning programme for all employees
Increasing internal and external Aligning our Latam and African
Continuing to improve our overall
communication around operations with the new group
B-BBEE score
Sun International’s sustainability strategy sustainability strategy
WHAT WE ACHIEVED WHAT WE ACHIEVED WHAT WE ACHIEVED
Released our sustainability manual, The group sustainability strategy Maintained our Level 1 B-BBEE status for
conducted various internal and external was communicated to all local and the third year in a row
presentations and continued with monthly international operations. International
internal awareness campaigns operations will be responsible for the
alignment and/or implementation of
the strategy depending on their local
requirements and unit specific strategy
SUSTAINABILITY STRATEGY E&SD remains a group priority as it benefits the group as well
as our local economy and contributes to Sun International’s
Sustainability is interwoven into Sun International’s business
SED commitments and B-BBEE targets. For more detail
strategy and decision-making process, from our board to
on our E&SD progress refer to the enterprise and supplier
employees at all levels. The group’s sustainability portfolios
development section of this report.
encompass the environment, health and safety and social-
economic development. An important part of the group’s Our sustainability strategy further demonstrates Sun
sustainability strategy is monitoring the performance of International’s commitment to advancing its financial capital,
non-financial sustainability issues in all portfolios to enable productive capital, human capital, intellectual capital, social
informed business and board decisions. We integrate our and relationship capital, and natural capital through the
sustainability management into our group standard operating continued improvement of our sustainability performance.
procedures and policies throughout every level of our The group sustainability policy underpins our sustainability
business to create value, improve efficiencies and ultimately strategy.
maintain memorable guest experiences.
Sun International embraces the United Nations Sustainable
The group’s B-BBEE and E&SD forms part of the group’s Development Goals (SDGs), and we endeavour to help
overall sustainability business strategy, despite not achieve them through our operations and business strategy.
being specific portfolios under sustainability. We report During 2019, we conducted an in-depth review of all 17
annually on our B-BBEE progress through the group’s goals to determine those that best align with our business
B-BBEE Commission Report, which is available on our strategy and business model. Following an internal review
corporate website at https://ir2019.suninternational.com/ and approval process, the group will be focusing on six SDGs
DownloadManager/2019_ B-B-BBEE_Commissions_Report_ most relevant to the group.
for_Sun_International.pdf2 0 1 9 S U N I N T E R N AT I O N A L ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 23
GAME PLAN
Governance and sustainability continued
SDG focus areas
To prioritise Sun International’s most relevant SDGs, the board, exco, senior management and group sustainability teams identified
the most applicable SDGs. Following feedback, a weighting was applied to the selected SDGs, based on each stakeholder
group’s business knowledge and insights. Exco received the highest weighting, followed by the board, senior management
and sustainability teams. This review process identified the six SDGs depicted below in order of priority. These SDGs align with
the group’s strategy. Progress against these SDGs will be regularly monitored by relevant board and management governance
committees and reported on internally and externally. These prioritised goals may vary depending on changes in our business
strategy or external environment.
Progress against Sun International’s prioritised SDGs
The table below describes Sun International’s progress against our six most relevant SDGs.
Relevant strategic
SDGs Progress in 2019 objective(s)
Our SED policy specifies education as a key pillar for projects. R25.4 million (2018: R23.7 million)
was invested in SED projects in 2019
25 of the schools included in our ‘Adopt a School’ group project also includes aspects of SHE
Our people
improvements
Ensure inclusive
R116 million (2018: R133 million) was spent on employee training in 2019 and contributes to the Governance and
and equitable sustainability
quality education improvement of our employees’ education
Bursaries and learnerships offered by the group to provide quality education opportunities to
employees and learners
Robust environmental policies and systems ensure we operate in an environmentally responsible
and proactive manner
Several group projects (and training and awareness campaigns) are in place to reduce water
consumption and ensure clean water is provided to employees and guests
Improve our existing
Ensure availability operations and our
and sustainable Our group water reduction targets and environmental minimum requirements aim to continually guest experience
management reduce our water impact
Protect and leverage
of water and our existing asset
Maintenance and infrastructure upkeep considers sustainable and safe technologies to improve
sanitation portfolio
water efficiencies and ensure clean water and sanitation is maintained across our operations
Governance and
The group has an environmental specialist and a team of SHE officers to implement, monitor and sustainability
report on environmental matters
Internal and external audits ensure compliance with all water regulations and requirements
SED projects include an element of environmental awareness and protection where possible
Sun International employs 14 706 (2018: 14 632) employees groupwide
Improve our existing
Where feasible, our E&SD programme identifies and assists businesses at our various properties, operations and our
through capital funding or other business development services, to foster sustainable business guest experience
growth, create jobs, and add economic value
Protect and leverage
Promote our existing asset
sustained, The group committed R44.4 million (2018: R46 million) in supplier development during 2019 portfolio
inclusive and
The group contributed R25.4 million (2018: R23.7 million) in SED spend that positively impacted Grow our business
sustainable into new areas and
communities in the areas we operate in
economic products
growth, full Sun International is a major tax contributor in eight of the nine provinces and contributed
and productive Our people
R625 million to taxes in the year under review
employment and
Governance and
decent work Strategic acquisitions sustainability
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