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SUN INTERNATIONAL ANNUAL REPORT ’10
64
AT A GLANCE
STRATEGIC REALIGNMENT
7. HUMAN CAPITAL
Our employees are central to the success of our organisation, particularly in delivering the customer experience. We are a major
employer in the gaming and hospitality sectors in all the countries in which we operate.
Our permanent employees comprise both core (full-time) and scheduled (part-time) employees. The latter are rostered to work
according to the demands of our business, with a guaranteed minimum number of hours per month.
In 2008, the group identified the need for a strategic intervention in our human capital practices to align them both to best
practices and to complement the group’s strategic agenda. Project Siyakha was thus initiated – a long term project aimed at
significantly enhancing our approach to human capital. It includes a process to change or implement the following:
Employee engagement 2nd survey conducted, post-engagement review underway
Performance management Mostly complete, currently rolling out with first performance contracting cycle
Learning and Development Many deliverables achieved and delivered to the business, on track
with those still remaining
Human Capital Management Systems Major deliverables achieved, on track with those outstanding
Employee relations On-going
Change management Model in place, incorporated in new projects
Job profiling Complete, with some on-going refinement
Recruitment and selection Mostly complete, with some outstanding deliverables
Transformation and CSI
(see pages 74 and 94)
WHAT WE ACHIEVED
2010 # 2009* 2008
Core 7 913 7 179 5 826
Scheduled 2 825 2 826 2 852
Total 10 738 10 005 8 678
* Monticello casino opened.
# Federal Palace acquired and Monticello hotel opened.
On-going
We concluded a long-term collective agreement with SACCAWU in South Africa and one-year collective agreements in
Botswana and Swaziland.
We conducted our second ever employee engagement survey, with a 62% response rate (2008: 53%).
We began implementation of a standardised Performance Management System linked to the Leadership Pipeline.
We invested R46 million in internal and external education, training and development interventions during the financial year.