SUN INTERNATIONAL LIMITED
2016 Integrated Annual Report

Strategic scorecard

Strategic performance overview

To achieve our strategy, we have set ourselves short- and medium-term objectives and initiatives, which are reviewed and updated as and when required. These initiatives and objectives address our material issues, opportunities and risks that the group faces as well as key stakeholder concerns and our strategic growth aspirations.

Strategy scorecard

The table below shows how Sun International has progressed against its strategic objectives during the current year under review and should be read in conjunction with the chief executive’s review, which provides more detail on progress against specific objectives.

   
Achieved
In progress
Not achieved
   
   
   

STRATEGIC OBJECTIVE:  
Improving our existing operations and guest experience  
High-level overview of progress in FY2016  
Improve marketing and sales capability by driving brand awareness and footfall through the delivery of events, activations and opening the Sun Park at Sun City
Improve our website and launch a customer online self-service portal
Improve marketing execution and effectiveness, e.g. new loyalty programme to be launched in calendar year 2016

Review our business process to achieve efficiencies through centralisation of functions, systems rollout and negotiating
outsourced contracts

Implement our food and beverage strategy by taking over restaurants and bars
Implement our International VIP Gaming Business (IB)
Focus on improving sales channels and enhancing our digital platform
Commence an operational review of Sun City to improve efficiencies and contain costs
Recruit online gaming expertise/management
Implement sports betting at GrandWest and Golden Valley to improve the Sunbet brand
Optimise the gaming product mix to ensure efficiency and pricing for slots and tables
Implement a system to optimise staffing per demand on tables
Achieve revenue and EBITDA targets
Ensure appropriate debt funding for the group
Manage debt covenants and capacity across the group
Implement hedging committee and strategy relating to cost of debt

 

 

Strategy scorecard

The table below shows how Sun International has progressed against its strategic objectives during the current year under review and should be read in conjunction with the chief executive’s review, which provides more detail on progress against specific objectives.

   
Achieved
In progress
Not achieved
   
   
   

 

STRATEGIC OBJECTIVE:  
Protecting and leveraging our existing asset portfolio  
High-level overview of progress in FY2016  
Financial goals  
Advance construction of the new casino and entertainment centre at Menlyn Maine
Complete Sun City refurbishments – completed Valley of Waves, introduced a Sun Park and the entertainment centre
is near completion
Finalise the disposal of our non-core assets in southern Africa
Explore new transaction with Tsogo/GPI/WP
Apply to the Eastern Cape Gaming and Betting Board to further develop land at the Boardwalk, with the addition of a large
high-end shopping complex
Continue engagement to pursue the roll up of minority BEE shareholders
Finalise the Wild Coast land settlement
Complete the rollout of all new retail leases, introduce new brands and improve the retail and tenant mix of
South African properties

 

 

Strategy scorecard

The table below shows how Sun International has progressed against its strategic objectives during the current year under review and should be read in conjunction with the chief executive’s review, which provides more detail on progress against specific objectives.

   
Achieved
In progress
Not achieved
   
   
   

 

STRATEGIC OBJECTIVE:  
Grow our business  
Finalise the Sun Dreams merger and secure funding on favourable terms
Finalise the acquisition of a further 25% interest of GPI Slots leading to a controlling interest (50.1%) in GPI Slots
Evolve online gaming strategy

 

 

Strategy scorecard

The table below shows how Sun International has progressed against its strategic objectives during the current year under review and should be read in conjunction with the chief executive’s review, which provides more detail on progress against specific objectives.

   
Achieved
In progress
Not achieved
   
   
   

 

STRATEGIC OBJECTIVE:  
Our people  
High-level overview of progress in FY2016  
Improve organisational culture through the launch of refreshed values during chief executive roadshows throughout
South African operations
Conduct employee surveys across our South African and Monticello operations
Maintain positive engagement with the union and increase union engagement by chief executive
Obtain approval of employment equity plan from the Department of Labour
Establish new employment equity targets at property level in our South African operations, as opposed to centralised targets
Improve the representation of people with disabilities and the spread of black representation at middle and senior
management levels
Review remuneration and grading

 

 

Strategy scorecard

The table below shows how Sun International has progressed against its strategic objectives during the current year under review and should be read in conjunction with the chief executive’s review, which provides more detail on progress against specific objectives.

   
Achieved
In progress
Not achieved
   
   
   

 

STRATEGIC OBJECTIVE:  
Governance and sustainability  
Simplify group corporate structure
Continue to build relationships with the gaming boards
Improved IT governance
Embed group compliance with specific focus on gaming compliance
Implemented an automated compliance portal across the group, which facilitates the ease of compliance across all jurisdictions and all applicable requirements
Maintain inclusion on FTSE/JSE Responsible Investment Index
Develop group health and safety strategy
Finalise carbon footprint strategy

 

 

Strategic scorecard

The table below shows how Sun International has progressed against its strategic objectives during the current year under review and should be read in conjunction with the chief executive’s review, which provides more detail on progress against specific objectives.

STRATEGIC OBJECTIVE: High-level overview of progress in FY2016
Improving our existing operation and guest experience Show progress
Protecting and leveraging our existing asset portfolio Show progress
Grow our business Show progress
Our people Show progress
Governance and sustainability Show progress
   
   
Achieved
In progress
Not achieved
   
   
   

 

 

 

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