Environmental
management performance |
Highlights |
Increased consumer awareness of global environmental issues and the growing demand for environmentally responsible tourism
products worldwide has created significant opportunities for Sun International due to its decision to implement a group environmental
management system (EMS) over the past few years.
The past year has been focused on consolidation of the group EMS standard and to the development of key strategies aimed at
addressing those environmental challenges that still remain. Particular attention was given to: |
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The implementation of more responsible procurement practices and the identification and elimination of harmful food additives
and chemicals; |
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Increasing local supplier content; |
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Identification and management of environmental risks; |
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Improved visibility and communication of the group environmental vision; and |
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Developing a resident skills base for more effective management of the EMS. |
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Sun International Group Procurement has also concluded a methodology for the assessment of suppliers in terms of environmental
compliance. The process of measuring compliance in quantitative terms has begun, with suppliers subject to formal contracts
being the first to be measured. When concluded, this project will enable Sun International to encourage suppliers to become aware
of their environmental responsibilities and to strive to improve their compliance to environmental regulations and best practice.
Greater management commitment to sustainability and improved awareness by staff and guests has resulted in some significant
achievements and the group remains ahead of any of its competitors in this field. The challenges created by climate change and
the need for more efficient use of corporate resources in addressing the operational impacts of the group remains a short-term
objective, one that will become less difficult as the EMS develops. |
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Energy and Climate
Change |
| South Africa’s energy crisis in late 2007 and
early 2008 had a marked impact on the
group. While actual energy use dropped
due in part to forced load-shedding and
unplanned outages, the increase in diesel
fuel use for substitute power systems has
climbed quite significantly. In spite of this,
considerable effort has been made to
address energy use across the group
through improved management systems,
the replacement of inefficient lighting
systems and improved management of
plant and machinery. |
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Wild Coast Sun Country Club – Africa’s first
environmentally rated golf course |
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Energy consumption has decreased by
an average of 13,7% over the past year
in spite of the increased occupancies
experienced across the group. However,
this has been off-set by increased use of
generators during this period due to the
prevailing energy crisis and which has
resulted in an average diesel increase
of 21,7%.
Energy efficient lighting is now being used
in approximately 57% of lighting systems
across the group and plans are in place
to ensure that the remaining high-energy
systems are phased-out through
a combination of design, maintenance
and replacement strategies. The following
actions contributed to reduced energy
consumption this past year: |
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An energy efficiency study and improved
BMS systems at Sun City |
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The replacement of outdated air-handling
(HVAC) systems at the Fish
River Sun |
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The installation of the group’s first solar
water heating system at Gaborone Sun |
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The development and application of
more effective energy management
policies and procedures across the group |
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Greater use of energy efficient lighting
systems across the group |
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Increased awareness of energy issues
among staff and guests |
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| Our contribution and strategy to limiting
global warming will be developed in the
coming year to provide the group with
the means to address future challenges
while continuing to deliver the highest
possible standard of service and hospitality
to our guests. |
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Monitoring and
Management |
The establishment of environmental
management teams has now been
completed across the group and this
has resulted in improved resource and
operational performance. Regular monitoring of consumption and environmental
performance is undertaken and this has
resulted in timely intervention in areas of
concern. The collation of accurate statistics
and data for performance measurement
has been improved in all properties.
External evaluations and reviews continue
to be undertaken by The Heritage Environmental
Management Company and where
necessary, steps have been taken to address
shortcomings in the current EMS and
challenges that arise from time to time at
individual units.
An important milestone over the past
year has been the implementation of a
comprehensive Environmental Legal Register
system for all properties in the group. This
process highlighted potential areas of
environmental risk and allowed the
opportunity for appropriate remedial steps
to be taken as part of the overall monitoring of environmental performance. |
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| Improved water management
systems at resorts such as Sun
City have proved particularly
successful with over
280 megalitres having been saved through
improved maintenance of the
reticulation system. |
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Water
This past year has seen the group make
particularly good strides in managing
its water consumption and an average
reduction of 11% has been achieved in
spite of increased occupancies.
Improved water management systems
at resorts such as Sun City have proved
particularly successful with over 280 megalitres having been saved through improved
maintenance of the reticulation system.
Additional pumping facilities at the resort
have resulted in the total elimination of
potable water for the irrigation of the golf
courses and gardens and greater control
over fresh water needs across the resort.
At the Gaborone Sun, improved maintenance
and consumption management
has resulted in savings of 26% while
properties such as the Windmill Casino
(15%) and Morula (26%) also showed
favourable improvements. |
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Waste and Recycling |
The management of waste remains one of
the group’s most important environmental
challenges.
This has been possible through the implementation of a comprehensive waste
management strategy aimed at reducing
the amount of waste being consigned to
local dumpsites across the country. Waste
separation programmes have been initiated
in all properties and this past year has seen an average waste recovery level of 33%
compared to the previous year’s 27%.
The ongoing lack of suitable or licenced
municipal dumpsites in the Sun City area
continues to place stress on an already
strained situation at the resort where the
existing dumpsite is about to reach the end
of its permitted lifespan. Particular effort is
being made to address waste and to
increase the amount of recycled material
currently being recovered while suitable
alternatives to the current practice are found. A decision to stop dumping at the
unregistered local site was taken in 2007
until the necessary permits had been
obtained by the local authority, placing the
burden of responsibility on the resort and
increasing the amount of waste being
treated on-site. Ongoing efforts are being
made to resolve the situation.
Across the group, greater awareness of
the need for recycling practices is being
achieved and some remarkable effort has
been initiated. |
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| Waste recycling at Sun City |
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Procurement and
Supply Chain
Management |
Sun International plays an important role in
the economies of most of its locations, and
efforts to improve the economic impact of
our operations have received particular
attention in the past year. While the Group
Procurement Office is responsible for
approximately 35% of all purchases made
by the group, the balance represents
discretionary expense which benefits local
communities and economies directly.
A concerted effort has been made to
increase the direct economic benefits of
each property through a programme of
localisation, which has included the
identification of local entrepreneurs and
suppliers for the operational requirements
of each unit. In some cases, this process has
even extended to assistance with the
development of local entrepreneurs to
meet the needs of specific units. The Falls Resort in Zambia has committed itself to
supporting local farmers for their fresh
produce needs, resulting in an inflow of
almost US$13 000 over the past year to
previously marginalised farmers and local
businesses. |
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The development of a hydroponic
garden at the Falls Resort which is run
by and on behalf of the local blind
community. The facility at the resort –
and another in the blind community
itself – was initiated by Sun International
Zambia and they are responsible
for supplying the tomatoes, herbs,
cucumbers and other ‘soft’ vegetables
for the resort. The balance of the crop
is sold in the community with all
proceeds going directly to the blind
community. |
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The introduction of a Farmer’s Market
in Livingstone where local farmers are
encouraged to bring their produce for
sale to the Falls Resort. 30% of fresh
produce not already being supplied
from the hydroponics farm is sourced
from local farmers, with a target of
70% by the end of 2008, directly
benefiting the local community and
reducing imports from South Africa. |
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| Hydroponic garden, Zambia |
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| The introduction of the Group Environmental
Procurement Standard in 2007
represents the only effort in Africa to
identify, evaluate, rate and actively select
environmentally responsible products and
services at corporate level. While initial
shortcomings were experienced with this
standard, the group is now far better
equipped to identify, recognise and avoid
products or services that pose a threat to our guests, visitors or staff, and which
could have any detrimental effect on our
surrounding communities. This standard
has now been devolved to unit level to
accommodate and reflect discretionary
procurement practice, thereby ensuring a
corporate approach to the issue of
responsible supply chain management. |
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Communication and Development |
Our commitment to responsible business practice has led to increased efforts being
made to raise awareness of the environmental commitment of Sun International,
both internally and to our external clients and visitors.
As part of this process, environmental awareness has been included as a standard
element in the employee induction process and this is enhanced with the provision
of an annual environmental awareness refresher course for all employees as part of
the current training and development programme. Ongoing poster campaigns,
information sessions and recognition of important environmental events have all
contributed to higher employee participation levels across the group.
Guests and visitors to our resorts are encouraged to support our environmental
objectives in a number of ways, including the prominent display of awareness posters,
notices and signs; in-room notices and guest letters. Feedback systems have been
implemented at a number of properties to encourage comment from guests and
visitors in an effort to improve our performance. |
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Targets and
Objectives |
Although the past year has proved a
difficult period for targets due in part to the
volatile nature of costs associated with
water, fuel and energy, we are satisfied that
every effort is being made to manage these
elements in the most effective manner
possible.
Overall group environmental performance
has shown an improvement of 4% year-on-
year and we are confident that this
performance can be improved in the coming
year. A group environmental performance
target of 79% has been set for 2008/9, an
increase of 5% on current levels. This will
be achieved through improved monitoring
and systems application, human resource development and improved technical support
at unit level.
Although targets have been established for
the year to come, these will be monitored
and adjusted on a quarterly basis as part of
normal internal review and management of
the overall EMS to ensure the most relevant
and achievable results.
A number of environmental objectives
were set in the last report and the following
chart provides an indication of the group’s
performance in meeting these objectives.
Over the coming year, the following
objectives have been identified in order
to improve the overall environmental
performance of Sun International. |
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Implementation of an online resource
database for improved management at
group level |
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Formalisation of group environmental
policies and procedures |
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Introduction of an environmental
management development programme
for senior personnel |
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The development of a global warming
strategy at group level |
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| Course title |
Interventions |
| The implementation of Environmental Legal registers in all units |
Completed |
| Completion and implementation of Green Building Standard |
Draft completed |
| Complete implementation of EMS across the group |
Completed |
| Improve Environmental Awareness levels and skills across the group |
Ongoing |
| Improve resource monitoring and reporting systems |
Ongoing |
| To achieve group environmental performance targets by December 2008 |
Ongoing |
| Introduce environmental performance compliance strategies for business partners |
Ongoing |
| Incorporate environmental and sustainability aspects into the group marketing policies |
Ongoing |
| Increase public awareness of group environmental policy |
Completed |
| Conduct an audit of all bio-diverse and environmentally sensitive areas affected by the group’s operations by July 2008 |
Completed |
| To investigate greater use of sustainable energy options for the group |
Ongoing |
| To increase waste recovery and management levels across the group |
Ongoing |
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