Employees, health
& safety |
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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The Aid for Aids Programme, provides anti-retrovirals and awareness
training to staff. |
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Employee Relations
The group approaches employee relations
inclusively, preferring to engage 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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Following a national strike in the previous
reporting period, the company focused its
employee relations efforts this year on re-establishing
relationships on a collective
and individual level. 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 remains 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 Well-Being |
The majority of our properties have
Employee Assistance Programmes (EAPs)
in place. Issues of concern to staff, whether
healthcare related (such as living with HIV/Aids or tuberculosis) or dealing with
trauma, substance abuse and family
planning, are handled with compassion
and practical advice and support is
provided by trained counsellors either on-site
or nearby.
Wellness committees at our properties
have appropriately trained volunteer
employees who help educate staff on
day-to-day issues such as nutrition and
illness prevention, and help promote the
importance of a healthy lifestyle and
positive mindset.
The Aid for Aids Programme, managed by
Medscheme on behalf of the company,
provides anti-retrovirals and awareness
training to staff. Only employees who are
not members of a medical aid scheme are
eligible for this programme as employees
who are medical aid members receive
appropriate cover in terms of the medical
aid scheme.
Through our EAPs, we are able to
provide our employees with support on
a variety of personal issues in order
for them to remain motivated and
productive at work and at home. |
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| Sun International’s remuneration
strategy creates the appropriate
competitive base to
attract and
retain employees of the
right calibre and skills set. |
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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 between the
median and upper quartile (Q3) 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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Internal
Communication |
Sun International is renewing its focus on
internal communication to further improve
employee engagement through a more
strategic approach. Included in this approach
are the review of existing employee communication channels and the possible addition
of new channels. For example, a new
employee magazine, called ONE SUN, was
launched at the beginning of the 2009
financial year.
The objective of the revamped and new
channels will be to provide a better two-way
communication platform for our
employees. While these channels will
provide information which will assist
employees to be more effective in their
jobs and enhance their role as brand
ambassadors for the group, they will also
encourage employees to express their
views, ideas, suggestions and concerns.
Looking forward, channels will be better
aligned to one another, reinforcing key
messaging and working to reduce the
communication clutter which tends to result
in confusion rather than understanding. |
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Human Capital
Management
System (HCMS) |
| The group has almost completed its
planned upgrade to a Windows-based
payroll system and has commenced with
the planning phase of the upgrade to its
HCMS from a database, hardware and
software application point of view. This will
result in our running with the most current
hardware and software versions and is
planned to be completed in the early part
of 2009. |
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A Sun International established
clinic |
Training at GrandWest |
Skills development for the
community near Carousel |
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Employee Relations
Training and
Development |
The group uses its standardised employee
relations training programme as the model
for all employee relations training. ER courses
are held throughout the year for all supervisors and management.
The focus is on equipping line managers and
supervisors with the necessary competencies
to deal with misconduct and
incapacity-related
procedures fairly. Looking forward,
the group will introduce more strategically
focused employee relations training,
including conflict management and conflict
resolution skills training.
During the reporting period, 732 employee
relations training interventions were
recorded at all levels in the organisation, a
substantial increase over the previous year.
During the reporting period, the group
established an employee relations workstream, which has begun with drafting new
ER policies and updating existing ones. Part
of this process also entailed the revision
of the group’s guidelines for corrective
management. |
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Occupational Health and Safety (OH&S) |
| Corporate OH&S governance is a strategic key issue that Sun International has
identified as the foundation for its health and safety management. The group has a
moral and statutory duty to play a leading role in communities where the group
operates through the sustainable management of the OH&S impacts of its business.
The safety and health of employees, contractors, suppliers, concessionaires and visitors
to its properties are the group’s priority. |
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COMMITMENT TO HEALTH AND SAFETY |
During the past year, one of the key issues identified was the need to evaluate and
compare group OH&S performance of our operations on a regular basis. The group has
therefore committed to initiate a strategy to standardise on a single OH&S management
system with effect from 1 July 2008. The objective for the current financial year was to
initiate reporting on common group OH&S performance indicators across all South
African and Southern Africa operations, with the immediate focus on getting the basics
right and improving consistency. An ambitious work programme was implemented which
established an OH&S performance baseline for each operation and the group as a
whole, using internationally recognised OH&S performance indicators.
With effect from mid 2008, the BRS Safetour OH&S management performance system
will be rolled out across the Group. Those operations which have previously implemented
the NOSA safety and health standards will migrate towards the new group system over
the next three years. Operations which have already implemented OHSAS 18001 will
need to re-align with the BRS Safetour-specific requirements. As a further commitment
towards sustainable OH&S governance all our operations’ performance will be externally
and independently reviewed with direct reporting to the Board on an annual basis. |
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OCCUPATIONAL HEALTH AND SAFETY GOVERNANCE
AND COMPLIANCE |
| The Board is responsible for execution of good OH&S governance and OH&S legal
compliance. The internal audit department monitors compliance across the group. All
South African operations are responsible for compliance with the OHS Act. Operations
outside South Africa are responsible for compliance with their respective country’s
OH&S legislation. Minimum standards and ethics are applied where local legislation is
silent or does not meet group standards. |
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OCCUPATIONAL HEALTH AND SAFETY POLICIES |
| With respect to OH&S, Sun International’s Group Policy aspires to a target of zero harm
to people. Each operation has a current and signed site-specific approved OH&S Policy
in place, aligned with the Group Policy. |
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RESPONSIBILITY FOR OCCUPATIONAL HEALTH AND
SAFETY MANAGEMENT |
| All South and Southern African operations have dedicated positions in place
responsible for OH&S management with reporting structures to their respective
General Managers. |
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OCCUPATIONAL HEALTH AND SAFETY COMMITTEES |
| Joint OH&S committees comprising management and worker representatives have
been maintained throughout our operations. The OH&S committees provide a means
of two-way communication between site employees and management regarding
OH&S issues. |
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OCCUPATIONAL HEALTH AND SAFETY TRAINING
AND AWARENESS |
Our operations are responsible for OH&S training and awareness in line with their sitespecific
hazards and risks. Regular articles, changes in legislation and other information
regarding OH&S management were distributed to our operations from group level.
The past year OH&S awareness and training took place by our operations and the
training of OH&S officers, worker representatives, first aiders and fire marshals
remained an ongoing priority.
Analyses of site-specific OH&S training needs have been initiated at all operations
except one. With effect from mid-2008, quarterly group OH&S training for the various
responsible managers and officers will take place, starting with training on OH&S
management systems, legal requirements and standardised group OH&S performance
indicators. |
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OCCUPATIONAL HEALTH AND SAFETY PERFORMANCE
AND INDICATORS |
| A first set of OH&S performance indicators was rolled-out during the past year across
all operations for implementation. The OH&S performance of operations and the group
as a whole relates to Sun International’s employees only and excludes contractors,
suppliers, concessionaires and visitors. Reporting on the OH&S performance of our
other stakeholders will be gradually phased in over the next three years as part of the
standardisation strategy. |
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Work-related
Injuries and
Frequency Rates
TOTAL LOST-TIME INJURY
FREQUENCY RATE (LTIFR)
The total group LTIFR is a summary of the
number of restricted duty- and lost work-day
cases occurring per 200 000 hours
worked by employees. The LTIFR for the
group for the 2007 - 08 reporting year was
estimated at 1,8 injuries per 200 000 hours
worked or 1,8 injuries occurring per 100
employees for the year. |
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TOTAL MEDICAL
TREATMENT CASES AND
FREQUENCY RATE |
| The number of Total Medical Treatment
Cases (TMTCs), which is the summary of all
the no-lost time, restricted duty and lost
workday cases, for the 2007 – 08 reporting
year ranges from 0 – 237 with a group
average estimated at 38,2. The Total
Medical Treatment Case Rate indicated
that there were 5,5 cases for every 100
employees for the year. |
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WORK-RELATED FATALITIES
BY EMPLOYEES AND
FREQUENCY RATES |
| No fatalities were recorded across our
operations during the year. |
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Significance indices |
| Sun International is working in a proactive
way to improve safety and health performance by reporting broader outcomes
measures and in particular the Total
Recordable Incidents (TRIs) and Disabling
Incidents (DIs). Both indicators are standard
international measures for reporting OH&S
performance and in particular incidents
of significance. |
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TOTAL RECORDABLE
INCIDENTS AND FREQUENCY
RATES |
| Recordable incidents include work-related
fatalities, all injuries except first-aid cases and
all diagnosed occupational diseases (including
noise-induced hearing loss cases). The TRIs for
the 2007 – 08 reporting year range from
0 – 237, with a group average estimated at
38,2. The Total Recordable Incident Frequency
Rate indicated an estimated average of 5,5
TRIs occurred for every 100 employees for
the year. |
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OCCUPATIONAL HYGIENE
PERFORMANCE INDICATORS |
| Sun International monitors its occupational
hygiene (OHy) and general hygiene management
through an independent third-party
and SANAS accredited laboratories.
Scheduled assessments take place throughout the group and cover: |
| • |
Food processing areas and equipment |
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Bacteriological evaluation of prepared
foods |
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Chemical application, cleaning
and sanitising |
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Food storage |
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Staff hygiene |
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Service areas allied to production |
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Dairy products |
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Mains water |
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Refuse accumulation areas |
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Staff canteen, change rooms
and areas allied thereto |
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Pest control |
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| The baseline hygiene performance indicators
implemented during the year include a
Hygiene index and Walkthrough indices
(cleaning operations, maintenance and
structural, food safety and overall). |
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LEGIONELLA RISK
MANAGEMENT |
| One of the most pertinent risks associated
with the hospitality industry is Legionella
risk management. Sun International
monitors its Legionella risk through
independent third party assessments and
SANAS accredited laboratories. The following
key risk areas are covered by regular
assessments: |
| • |
Hot water systems |
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Cold (potable) water systems |
| • |
Shower heads |
| • |
Cleaning devices using a spray
(eg high pressure sprays) |
| • |
Any other at-risk systems |
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| The baseline Legionella risk performance
indicators implemented during the year
include a Legionella Microbiological Index
and Legionella Risk Index. |
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OCCUPATIONAL HEALTH AND
SAFETY PERFORMANCE
GOALS FOR 2009 |
| The following OH&S performance goals
have been set for the following year: |
| • |
Initiate the implementation of the
BRS Safetour OH&S Performance
Management System at all operations. |
| • |
Achieve group-wide OH&S system
performance targets by obtaining at
least silver status on the BRS Safetour
OH&S Performance Management
System. |
| • |
Improve OH&S awareness levels and
skills development for OH&S role-players
and employees through a
series of quarterly workshops and
monthly newsletters. |
| • |
Improve on OH&S performance
indicator data recording with immediate priority to complete the
introduction of targeted common
safety performance indicators across
the group for more accurate and
comparable results. |
| • |
Initiate quarterly reporting on group
OH&S performance indicators by all
operations. |
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Sexual
Harassment |
The group has reviewed its sexual
harassment policy and is in the
process of communicating these
amendments to all employees. The
revised policy continues to confirm
the Group’s commitment to combat
all forms of sexual harassment
in the workplace and provides
guidelines and procedures, consistent with the Constitution’s Bill of
Rights, for dealing quickly and effectively with offences and complaints.
Sexual harassment training equips
human resource practitioners,
line managers and staff with the
necessary skills to deal with sexual
harassment in the workplace. A
number of these sessions were held
during the reporting period. |
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Organised Labour
Relations |
UNION MEMBERSHIP |
The group has formal relationship agreements in place with six recognised trade
unions as well as a seventh Staff Association.
Currently, 51% of the company’s employees
are members of registered and recognised
trade unions and/or Staff Associations, the
majority of these represented by SACCAWU.
During the reporting period, a relationship
agreement was signed with SACCAWU
recognising the union’s representation levels at the group’s GrandWest Casino and
incorporating them into the National
Relationship agreement with SACCAWU.
The group continues with relationship-building
exercises on a regular basis between
full time shop stewards, office bearers of
the various unions and management
representatives. Valuable interaction takes
place at these sessions and the group
believes that they are vital in ensuring a
continued strong relationship with all
organised labour partners.
At the end of the reporting period, union
membership within the group amounted
to 3 131 employees in South African
operations (47% of the workforce) and
1 302 employees in its non-South African operations (66% of the workforce). |
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SUBSTANTIVE NEGOTIATIONS |
| In the period under review a number of
longer term agreements were signed with
various unions, beneficial to both the group
and the respective unions. No industrial
action took place in any of the group’s
business units. |
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SECONDARY NEGOTIATIONS |
| Agreement on certain significant items,
including the recognition of Traditional
Healers, has been recently reached with
SACCAWU. The company is also in the
process of rolling out a job grading project
jointly with SACCAWU as well as finalising
discussions regarding the transfer option to
the SACCAWU National Provident Fund for
certain staff members. |
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| The group has formal relationship
agreements in place with six recognised trade unions as well
as a seventh Staff Association. |
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ORGANISATIONAL
RIGHTS/RELATIONSHIP
AGREEMENT
An organisational rights agreement was
signed between the group and SACCAWU
at Windmill, granting the union membership
deductions, access rights and the right to
elect union representatives. In addition, the
company signed a relationship agreement
with SACCAWU at GrandWest, granting
the union full recognition and bargaining
rights. Appropriate interventions have been
put in place at both operations to sensitise
employees and managers regarding these
agreements and their implications. |
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LABOUR TURNOVER |
| Formal resignations amounted to 12%
of the average number of employees
employed during the year. Turnover is
continuously monitored and given industry
standards and prevailing circumstances, is
well within industry norms. Where anomalies
are experienced, these are investigated and
appropriate interventions are put in place. |
