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SUN INTERNATIONAL ANNUAL REPORT ’10
SKILLS DEVELOPMENT
The group’s Skills Development B-BBEE score of 10 points against a set
target of 9 was very satisfying and can be attributed to both an improved
tracking of Skills Development expenditure through our accounting systems
and a focus on conducting interventions that resulted in employees
achieving national certificates and diplomas. This score is unaudited and
further processes and controls will be implemented at each business unit to
ensure that we meet all certification requirements.
Skills Development element score:
80
2010
target
2010
score
2009
score
2008
score
Skills Development 9.0 10.0 7.9 5.9
Beneficiaries of training
In South Africa, 6 605 of our employees attended training programmes/
modules conducted during the financial year and, in line with our B-BBEE
targets, 83% of the delegates were Black (African, Coloured or Indian)
and 51% were females.
2010 2009 2008
Beneficiaries 6 605 6 593 5 358
Beneficiaries as %
of headcount 96% 95% 78%
Black as a %
of beneficiaries 83% 83% 83%
Female as a %
of beneficiaries 51% 51% 51%
TOTAL INDIVIDUALS TRAINED
PREFERENTIAL PROCUREMENT
Sun International achieved a score of 18.4 out of a possible score of 20.
As one of the largest leisure groups in southern Africa, we engage with
4 000 suppliers to provide us with various goods and services.
As the economic recession started, the group’s procurement and supply
management division noted that consumers and customers were becoming
more value conscious and, as a result, we shifted our focus from intense
cost management to cost innovation to ensure that we achieved the
lowest costs for goods and services while ensuring a continuity of supply
and that quality and risk management was accelerated.
This shift, together with the dynamic nature of our business, resulted in a
realignment of procurement’s central function roles which enabled us to
strategically explore and deploy a centre-led procurement model. This will
support our properties to ensure they effectively and consistently manage
their discretionary spend with local suppliers to ensure we make a positive
contribution to the communities we operate in. The model also ensures
we place more focus on promoting integrity and fairness in our dealings
with suppliers, and service providers.