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Employees, health & safety
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| Employees, health & safety
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| HIGHLIGHTS |
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The group will continue to strive for a relationship-based approach
with all seven organised labour organisations it currently recognises. |
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Greater management commitment to sustainability and improved
health and safety awareness has resulted in a significant overall
improvement in safety performance. |
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| EMPLOYEE RELATIONS |
The group approaches employee relations inclusively, engaging in constructive
dialogue with both unions and employees on matters that have an impact
on the workplace.
The group supports and upholds an equitable workplace where all the
legislative rights of employees are confirmed and articulated in our general
approach to employee relations, its various policy documents and workplace
procedures. |
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| The group approaches
employee relations
inclusively, engaging in
constructive dialogue with
both unions and employees
on matters that have an
impact on the workplace. |
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Various relationship building initiatives were undertaken with the South
African Catering, Commercial, and Allied Workers Union (SACCAWU) on a
group level as well as business unit level.
The group will continue to strive for a relationship-based approach with all
seven organised labour organisations it currently recognises.
Labour relations remain underpinned by the group’s adoption of sound, fair
and measurable employment policies, procedures and practices that are
aligned to and support the organisation’s strategic objectives. |
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| EMPLOYEE WELLBEING |
| HIGHLIGHT |
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New streamlined Employee Wellness strategy review underway |
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| A review of the Employee Wellness strategy in all our properties has
necessitated reconsideration of our approach to wellness. This is underway
to ensure a seamless proactive approach that is standardised across all units.
It also focuses on holistic wellness and ensuring integration with various
other interventions, for instance the HIV/AIDS management programme –
Aid for Aids. The plans are to ensure that by the end of the next financial
year, all units are part of the group programme that will ensure all employees
benefit by having access to various services that enhance their wellbeing
and that of their families. |
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| REMUNERATION PHILOSOPHY |
To ensure that Sun International’s remuneration strategy creates the
appropriate competitive base to attract and retain employees of the right
calibre and skills set, we reward employees fairly and equitably, and motivate
employees to achieve the highest levels of performance, in alignment with
the group’s strategic objectives.
Participation in a number of reputable bi-annual executive surveys and in
annual general staff and industry surveys ensures that our remuneration
strategy remains competitive.
Remuneration at executive and senior management level includes both
guaranteed and variable elements. Variable remuneration is in the form of
participation in an executive bonus scheme (EBS), comprising economic value added (EVA®) and EBITDA elements.
Additionally, and where appropriate, executives also participate in group share schemes.
As a general guideline, remuneration levels
are set on or above the market median for
comparable positions in the market.
The group also provides appropriate benefits,
including retirement, death and disability
cover, medical funding and financial assistance towards personal development. |
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