To achieve our strategy we have set ourselves short- and medium-term objectives and initiatives which are reviewed and updated on a yearly basis. These initiatives and objectives address our key risks, key stakeholder concerns and our strategic growth aspirations.
The strategic focus areas set in the prior year have remained largely unchanged and are the basis for measuring management’s performance, starting with the Chief Executive then cascaded to direct reports, and in turn, throughout the organisation. These form our roadmap for the foreseeable future, with our progress in the past year and objectives ahead for each of the following five strategic pillars forming the basis for the rest of this management report:
Improve our
existing operations
and guest experience
In challenging the assumption that the
markets in which we operate in are relatively
mature, we are actively relooking how our
business is structured and how we operate to
maximise the value we can create and to
improve the guest experience. Ensuring that
existing and new guests keep choosing Sun
International properties as their destination of
choice – through offering a great experience – is
core to this focus area.
Protect and
leverage our existing
asset portfolio
We have a diverse portfolio of assets
including world class five star hotels, modern
and well located casinos, some of the world’s
premier resorts and some older legacy assets
that for various reasons may not be
positioned favourably any more. In evaluating
our portfolio we have identified those
properties that can be better leveraged, those
that need protection and those that may no
longer be core to our strategy.
Grow our business
into new areas and
products
While we believe there is still latent growth to
be had from our existing assets, to effectively
grow our business we are considering other
geographic areas that offer attractive
opportunities for casinos. In particular we are
focusing on Latin America. We are also
looking at the alternative gaming market
which continues to experience strong growth.
Our people
Our people are the enabler of the Group’s
ability to achieve its strategic objectives. Given
the highly competitive service-oriented
industry we operate in, our people’s
motivation and competence to perform and
provide a memorable guest experience are
key determinants of the Group’s ongoing
success and sustainability.
Governance and
sustainability
As a responsible corporate citizen, the Group
has developed a credible track record that
underlies our corporate reputation.
Governance and sustainability are
fundamental to Sun International’s operations
and are interwoven into our strategy and
decision-making process, from board
and management level to our operations.