Q |
Where do you see improvements to our approach? |
A |
We have always spent more than the prescribed amount required for SED, but while we have passionate people doing great work, a coordinated approach is vital for the greatest impact. A focus for me is to align the passion we have to our core business. Our approach is focused on growth and empowerment, rather than charity. Partnerships with other organisations are also gaining ground. It is becoming less about owning a SED initiative, but about more effective spend by combining resources and skills. This requires input from all players across the private sector, government and communities. |
Q |
What will the relationship be between Group and the units? |
A |
There will be Group initiatives that require the involvement of all our properties. For instance, Mandela Day is celebrated internationally, and we have poverty alleviation initiatives across our international footprint. But the properties will also have resources to apply with discretion, to meet the specific needs of local communities and licence conditions. In one example, a vegetable garden was established at a prison on Mandela Day in partnership with the Department of Correctional Services. Produce is being supplied to a local school. It not only supports the food scheme at the school, but gives inmates at the prison a greater sense of purpose. It is an excellent example of combining our core SED focus on education with the development of two communities. |
Q |
We are shifting our CSI and SED spend – where are you hoping to see it lead? |
A |
We have developed a brand to carry our initiatives forward, called Sun Touch. It marks a move to creating shared value. The intent is to measurably serve the communities we operate in by embarking on projects that are visionary and innovative, and that our people can be proud of. We will have regular evaluations of all projects, not just to track spend, but to ensure that our initiatives are having a real impact. |