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SUN INTERNATIONAL ANNUAL REPORT ’10
EMPLOYEE ENGAGEMENT
Through Project Siyakha, we aim to entrench within the organisation a
high performance culture where employees are energised and engaged
to deliver excellence in everything they do. To this end the company
conducted its first company-wide employee engagement survey in 2008,
and again in the year under review. This year we achieved a 62%
response rate from employees as opposed to the 53% response rate
achieved in 2008. The engagement survey is an indication of the degree
to which employees will exercise discretionary effort by virtue of being
proud to work for the group, and through that, delivering exceptional
customer experiences and contributing to the overall achievement of
strategic objectives, business outcomes and sustainability of the company.
Feedback will be given to employees in the forthcoming financial year,
focusing on areas which need improvement to enhance the overall
employee engagement score throughout the group.
Overall, 18 dimensions were covered in the study and of these, the
three dimensions which scored the least well were Fair Remuneration,
Leadership (Unit) and Performance and Recognition (same dimensions
that indicated lower scores in 2008). The overall Sun International
engagement score dropped from 2.82 to 2.69 (4.8% decrease) against an
ideal or targeted score of 3.00.
The three dimensions which performed best (and similarly to that in 2008)
were Challenging and Meaningful work, Impact of own work and
Organisational Commitment. The dimension which showed the most
improvement was Communication Excellence from group level.
PERFORMANCE MANAGEMENT
Performance Management plays a key role in helping the group to remain
competitive. In the absence of a standardised system across the group,
we launched the implementation of a new performance management
System linked to the Leadership Pipeline as part of Project Siyakha.
The idea behind this is that different layers in the organisation are accountable
for different results alongside performance dimensions. While each layer in
the group has performance dimensions in the five key areas (Operational,
Financial and Business, Leadership and People, Management and Governance,
Relationship and Innovation and Improvement) the actual results change as
the employee moves from one layer in the organisation to the next.
The group has identified seven main layers of work (in the pipeline)
performed by employees:
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Manage self
Manage others
Manage managers
Manage business function
Manage business unit
Manage group
Manage enterprise
In addition, a number of specialist and professionals layers (within the seven
main layers) have been identified.
The overall purpose of this new standardised approach towards performance
management is to:
Identify the work that is to be done
Identify the work that is not being done
Develop our employees to enable them to get the work done
Improve individual performance in order to improve the overall
performance of Sun International.
This is achieved by completing and agreeing performance contracts and
individual development plans with every employee. Using this as a base,
performance will regularly be evaluated against the contract both informally
and formally throughout the year.
The end result will enable the company to identify and plot all employees
onto a Performance and Potential matrix, clearly identifying the mix of
talent within the organisation and where effort is required to:
Ensure successors for key positions
Plan for and meet specific development requirements
Assist under-performers
Move employees along the pipeline
The Performance Management process is currently being implemented
in all our operations (excluding Federal Palace and Monticello) within all
layers. Goal setting and performance contracting began in July 2010 with
a formal interim review taking place by December 2010, culminating in
final reviews by June 2011.
LEARNING AND DEVELOPMENT
The group invested R46 million in internal and external education, training
and development interventions during the financial year. These interventions
ensure both the group’s competitive edge in the gaming and hospitality
industry, as well as compliance with relevant legislation and commitments.
8 730 of our employees attended training programmes/modules conducted
during the financial year.