https://ir2018.suninternational.com

Sun International remains committed to protecting the environment and minimising our environmental footprint. We place major focus on managing our environment and understand that the group’s long-term future depends on using natural resources sustainably. Our environmental strategy is therefore integral to our business strategy.

HIGHLIGHTS

  • Appointed Safety, Health and Environment (SHE) professionals across our South African units
  • Achieved our Scope 1 and 2 emissions reduction target of 7% for South African units
  • Implemented a water purification plant at GrandWest to address water quality and water scarcity
  • Improved environmental data capturing and trend analysis through the eco-intelligence dashboard and ongoing training programmes
  • Trained all SHE professionals as internal SHE legal auditors and conducted cross-unit SHE audits at all South African units
  • Improved our emissions Carbon Disclosure Project (CDP) score and maintained our CDP score for water
  • Achieved our first zero-waste-to-landfill (ZWTL) certification for Wild Coast Sun.

CHALLENGES

  • Stability of energy supply from national energy supplier and increased energy costs
  • Delays in the development and implementation of the group water and electricity metering projects
  • Slower-than-expected progress towards achieving ZWTL for South African units
  • Data accuracy and reporting from Latin America (Latam) and Africa units
  • Identification and implementation of renewable energy initiatives
  • Achieving our local WWF-South Africa’s Southern African Sustainable Seafood Initiatives (SASSI) targets
  • Driving behavioural change to ensure efficient use of water and energy resources, and effective waste management
  • Achieving our water reduction targets.

FOCUS AREAS

Our focus for 2018 What we achieved   Self-assessment
Improving data quality throughout the group by training SHE professionals and implementing the use and update of the new eco-intelligence dashboard.

Appointed dedicated SHE professionals at our South African units.

  Achieved
Trained all SHE professionals to accurately capture and record all environmental data that updates the group eco-intelligence dashboard.
Conducting cross-unit SHE audits to improve awareness, share best practice and increase efficiencies. Trained all South African SHE professionals as internal SHE auditors and implemented a SHE cross-unit auditing programme.   Achieved
Updating the environmental strategy to align with the group’s new sustainability strategy and the overall business strategy. Developed an environmental strategic framework. This framework is defined by our corporate sustainability strategy and aligned to the requirements of international environmental standards and best practices for corporate environmental responsibility.   Achieved
Implementing the group water and electricity metering project. We made solid progress in 2018. We reassessed our approach from metering hardware and moved towards using an integrated online software platform, capable of providing real-time monitoring to ensure accurate billing of concessionaires. A request for proposal was issued in 2018 with a suitable supplier to be selected in 2019.   In progress
Monitoring and achieving our environmental reduction targets for 2018. Established and rolled out our energy, water and waste reduction targets to all local units to improve resource efficiencies and reduce costs. The improvement in data reporting enabled units to better monitor progress against the set targets.   In progress
Developing and implementing an integrated SHE management system based on ISO 45001 and ISO 14001 standards. Developed an integrated SHE management system based on ISO 14001 and ISO 45001 standards; implementation to commence in 2019.   In progress

Strategy

Our environmental strategy is premised on understanding that the environment is integral to how we do business. We ensure our business paths are holistic, sustainable, and aligned with international standards and best practices. The state of the environment impacts local communities, our guests, our employees, our reputation and our bottom line. Our environmental journey continues to evolve as new technologies, risks and opportunities arise. As part of the environmental strategy, we have developed and implemented water and energy reduction targets, and continue to remain committed to ZWTL for all South African units. In Latam, the next key steps are to assess the accuracy, completeness and reliability of environmental data, to establish a reliable baseline for setting environmental targets.

Governance and risk management process

Our board of directors and chief executive (assisted by the board’s social and ethics, risk and sustainability committees) are accountable for approving and monitoring Sun International’s environmental strategy and reduction targets.

Alongside aligning the environmental portfolio within the sustainability department, we restructured our SHE teams at all local units, by combining our efforts and maximising value across the group. Restructuring the South African units sustainability teams were dependent on unit size, location, operational requirements, and applicable environmental and legislative requirements. This structure allows us to standardise SHE job profiles and requirements, and minimise the risks associated with succession planning and intercompany moves.

The group environmental specialist is responsible for:

  • updating and implementing the environmental strategy and framework
  • ensuring a consistent approach to environmental risk management by facilitating policy, procedure and performance standards
  • monitoring, evaluating and reporting on group environmental performance
  • guiding and supporting the SHE professionals at unit level
  • ensuring that ongoing awareness and training are conducted for all employees in the group.

Group environmental policy objectives

  • Developing, implementing and maintaining an integrated management system (IMS) aligned with ISO 14001 and 45001 standards
  • Improving our IMS to enhance the group’s environmental performance
  • Ensuring compliance with relevant environmental legislation, regulations and standards
  • Promoting efficient use of materials and natural resources throughout our facilities through initiatives and technologies
  • Setting and regularly reviewing environmental objectives and targets
  • Communicating and promoting awareness of shared employee responsibility and accountability
  • Engaging and informing stakeholders of our environmental commitments through ongoing monitoring and reporting initiatives.

Our team of professionals continues to add value by focusing on all aspects of water, waste, energy and emissions management across the group.

PERFORMANCE OVERVIEW

To ensure our environmental targets and commitments are monitored and achieved, the group developed an IMS and trained all SHE professionals to conduct cross-unit internal audits. This allows for learning experiences, shared value and improving best practice at unit level. Formal monthly SHE awareness campaigns are held at all units. The group developed a sustainability culture programme to integrate various SHE elements across all local units.

Environmental data is collected, consolidated and analysed monthly. It provides group-wide visibility and ongoing monitoring against environmental targets, resource efficiencies and cost reductions at unit level, through the eco-intelligence dashboard. Revised reduction targets for energy, water and waste were identified and rolled out across local units.

To improve group reporting, we will review and evaluate the current SHE management processes in Latam, following which similar environmental policies, standards and procedure will be developed and implemented. One initiative is to introduce our new group sustainability manual (in Spanish) to all Latam units. This will improve data accuracy and reporting and enable the establishment of environmental reduction targets going forward.

KEY PERFORMANCE INDICATORS

Sun International remains committed to reducing its environmental footprint across all units. As part of our commitment, we align our environmental reporting to the GRI disclosures. We comply with the CDP requirements for water and emissions, implement the WWF-SASSI requirements and, where possible, align our environmental initiatives to address the Sustainable Development Goals (SDGs).

South Africa

 

December
2018

December
2017[1]

Energy consumption kWh   249 911 965 248 869 294
Water usage (withdrawals[2]) kl   4 515 725 4 537 054
Waste[3] kg   6 863 382 7 636 750
Carbon emissions (Scope 1 and 2) tonnes CO2e   253 875 255 904
1 2017 environmental data restated for water, energy and carbon emissions. This number excludes Fish River (closed in 2017) to enable an accurate year-on-year comparison.
2 Water data is restated as water withdrawals vs water consumption in 2017. The definition of water withdrawal and consumption as per the CDP Water Security 2018 note on Water Accounting is as follows:
  • Water withdrawal – The sum of all water drawn into the boundaries of the organisation (or facility) from all sources for any use over the course of the reporting period.
  • Water consumption – The amount of water drawn into the boundaries of the organisation (or facility) and not discharged back to the water environment or a third party over the course of the reporting period. This is calculated by subtracting total water discharge from the total water withdrawal.
3 Waste in this regard refers to total watse generated for the group including general and hazardous waste that was recycled and/or disposed.

WATER MANAGEMENT

Water is a critical resource and remains a key focus area for all units. Sun International is committed to stewarding water resources responsibly, while ensuring we have a secure supply of water for all our units. We continue to investigate additional sustainable water sources from a cost, time and efficiency perspective to determine the most feasible and responsible options for the group.

To reduce our overall water consumption, the group committed to implementing electronic water meters. This will allow the group to view real-time consumption of water and eliminate data capturing errors and incorrect billing by utilities. Data will update our eco-intelligence dashboard, which will flag anomalies and track progress against reduction targets, while identifying water and cost savings.

The group’s focus is to improve reporting water data, increase water efficiencies at a unit level and achieve cost reductions where possible.

Impact of water scarcity at GrandWest, The Table Bay and Boardwalk

The group implemented solutions to address the crisis of critical water scarcity that impacted three of our properties in the Western Cape and Eastern Cape – GrandWest, The Table Bay and Boardwalk. GrandWest installed a water purification plant that treats borehole water to potable standards. This plant includes four groundwater wells and a treatment plant, with iron-removal sand filtration, reverse osmosis and stripping capability to deliver up to 10 000kl per month. This solution is a water-wise, cost-saving initiative that guarantees safe drinking water, and has significantly reduced our risk for any future water scarcities.

At The Table Bay, the unit embarked on an employee and guest awareness campaign to influence behavioural changes around water usage. From an operational perspective, the unit installed low-flow aerators on taps and changed showerheads to reduce water consumption. A greywater treatment system was also implemented, and the treated water is used for irrigation purposes. All cloth napkins were replaced with high-quality, branded biodegradable napkins, and bed linen service was extended to every four days instead of every two days (dependent on guest length of stay and requirements). The gardens were replaced with water-wise plants that significantly reduced water consumption for irrigation.

At Boardwalk, the unit embarked on an employee and guest awareness campaign to influence behavioural changes around water usage. From an operational perspective, the unit fitted four 10kl tanks to collect greywater for irrigation in the hotel gardens. The unit pumps water from the casino basement parking area to prevent flooding due to water seepage. This water is discharged directly to the current storm water system. The unit tested and verified the water quality and volumes, and is investigating the possibility of installing a reverse osmosis plant to purify the water to potable water standards for use in the hotel and casino.

Other initiatives were implemented across the group to save water, reduce cost and improve our overall water footprint. We continue to investigate additional sustainable water sources from a cost, time and efficiency perspective to determine the most feasible option for each unit.

Water key performance indicators

Water – South Africa

   

2018

% change 2017
Total water usage (withdrawals) (kl)   4 515 725 0.47 decrease 4 537 054
Recycled water (kl)   686 514 20 decrease 860 737
Recycled water %   15 21 decrease 19
Cost of water usage (withdrawals) (R)   67 854 054 16 increase 58 403 654

Water usage (withdrawals)

Municipal water supply is the largest source of overall water withdrawals (water usage) for South Africa and accounts for 92% of the main water supply used in our local units. The targets set for local units are based on a scientific target aligned methodology over a three-year period, and annualised for each unit. The target is to reduce water withdrawal of our South African operations by at least 11% by 2020.

Although we achieved a reduction in water use, we exceeded our 2018 water reduction target of 4 347 683kl (4 515 725kl). The main reasons we did not achieve our 2018 target include:

  • the opening of Maslow Time Square Hotel which increased footfall, resulting in a 66% increase in water usage. Water usage is expected to increase until the unit has reached it optimal operating capacity
  • water leaks experienced at most units due to ageing infrastructure
  • a 12% increase by Carnival City due to legacy issues with increased pressure in water pipes resulting in water leaks that are difficult to address due to the design and layout of the complex
  • a 12% increase at Carousel due to increases in water usage and several pipe failures at the housing village.

We remain committed to the reduction of our water withdrawal and are pleased with the seven units that achieved their water reduction targets. Recycled water volumes are reported by three units: Sun City, Wild Coast Sun and Carousel. These units are the only units that have their own waste water treatment plants that use recycled water. The reduction in recycled water use from 2017 (860 737kl) to 2018 (686 514kl) is primarily due to a reduction in volumes at Sun City. The unit had a major pipe burst in October 2018 and water was diverted to the Elands River as opposed to using the water within the complex. The unit reduced the irrigation on the golf courses during winter. The unit is making amendments to their water use licence to enable the use of more effluent water for irrigation of open areas at the Cabanas and Soho lawns, when the winter irrigation is reduced at the golf courses.

The cost of water at local units increased by 16% in 2018 to R67.8 million (2017: R58.4 million). GrandWest, The Table Bay, Boardwalk, Meropa and Head Office experienced over 50% year-on-year increases in the cost of water usage (withdrawals). The units in the Western Cape had a 51% increase in tariffs in February 2018, which were in place until the end of June 2018. Between July 2018 and December 2018, tariffs decreased by 45%. Other local units had incremental increases in tariffs during 2018.

Comparative data reporting improved as units interrogated the municipal and utility billing systems regarding tariff charges and the volumes of water billed back to the unit.

Sun International voluntarily participates in the CDP’s annual water disclosure programme. For the 2018 CDP water report, only South African units were assured. Until the data collection systems and procedures are embedded in our Latam operations, we will continue to assure our South African units only. Based on year-on-year comparisons of our CDP water submissions, the independent assurance process shows an overall improvement in data reporting, resulting in fewer challenges in data accuracy, consistency, completeness and reliability. This translated into our CDP water score remaining within the management band (B scoring). Recommendations were made by the CDP to review the efficiency indicator and continue improving water consumption procedures, systems and controls.

To reduce our overall water withdrawal, the group committed to implementing electronic water meters at local units over the next two years. In 2018, we revised our approach from a metering hardware only solution, to an integrated online software platform that provides real-time monitoring to assist with accurate billing of concessionaires and verification of utility bills. To facilitate this improvement, a revised request for proposal was issued in 2018 and a suitable supplier will be selected in 2019. The electronic metering project will be implemented as a phased project from 2019 to 2020.

Going forward, the group will continue to create awareness around water-saving initiatives through our monthly environmental awareness programme, planned culture programme, e-learning initiatives and training programmes. The key driver for 2019 will be to minimise water wastage at all units by implementing a robust maintenance programme and improving recycled water usage. We are investigating the feasibility of installing a reverse osmosis plant at Boardwalk, which will address water needs for the hotel and casino, and reduce dependence on municipal water supply.

WASTE MANAGEMENT

Sun International remains committed to zero-waste-to-landfill (ZWTL) for our local units. This forms part of our commitment to minimise our waste footprint and save costs. Although progress towards achieving this target at our local units is slower than expected, we continue to work tirelessly to achieve this target. By reducing our waste-to-landfill, we reduce our carbon footprint, create job opportunities, improve our reputation and positively impact our bottom line.

The focus across the group is to improve reporting of waste data, minimise the generation of waste, increase waste recycling and achieve cost reductions where possible.

2018 2017
Waste – South Africa   kg % kg %
Total volume of general waste to licenced landfill   3 364 544 (49) 3 916 482 (51)
Total volume of general waste diverted from landfill for beneficiation   20 405 (0.30)
Total volume of general waste recycled   3 221 485 (47) 3 655 200 (48)
Total volume of hazardous waste to licenced landfill   29 256 (0.43) 27 485 (0.36)
Total volume of hazardous waste recycled   227 692 (3.32) 37 583 (0.49)
Total waste for the South Africa   6 863 382 100 7 636 750 100

Total volume of general waste to licensed landfill (tonnes)

During 2018, the total waste measured throughout our local units was 6 863 tonnes (2017: 7 637 tonnes), a 10% reduction. The reduction in waste can be attributed to:

  • improved recycling and beneficiating measures applied at units
  • the Wild Coast Sun maintaining its ZWTL status in 2018 and further reducing the volume of waste generated by 1%. The unit achieved certification by the Green Building Council of South Africa for its waste management process in January 2019 – the first in South Africa
  • Sun City’s significant 42% waste reduction – this unit is the largest local producer of waste
  • improved data reporting in 2018, however, data inaccuracies remain a problem at certain units, particularly the volumes of general waste sent to landfill. This is being addressed by reviewing our waste management contracts and implementing the group’s ZWTL programme.

Since reinforcing the South African waste monitoring programme in August 2017, annual waste reduction targets were implemented at each unit to ensure ongoing progress towards achieving ZWTL. Ongoing reporting and tracking of waste reduction and recycling initiatives allow us to monitor year-on-year cost savings in the group.

In 2018, the foremost group waste management project was to standardise waste management practices, which resulted in the development of the ZWTL programme: Waste management and handling standard operating procedure. This guidance document addressed issues identified in 2017 such as: inconsistencies in waste management procedures; difficulties in optimising waste contacts due to a broad range of service providers; and the lack of standard operating procedures for all types of waste.

One of the main reasons for our slower-than-expected progress towards achieving our ZWTL target was the ineffective waste separation systems and the weighing and recording of waste data on-site by some of our waste contractors. This resulted in the group developing a comprehensive terms of reference based on our ZWTL programme for all waste service providers. All local units are engaging and reviewing SLAs to ensure all contractors are aligned to the new ZWTL programme. Our units in the Western Cape (GrandWest and The Table Bay) completed new SLAs in 2018 with new service providers to commence services in 2019. SLAs for our units in Gauteng, Eastern Cape and KwaZulu-Natal will be completed in 2019.

In 2017, Sun City commenced with the prefeasibility phase for investing and developing a waste-to-energy project in the form of a pyrolysis plant. The aim of the project is to assist the unit with achieving the goal of ZWTL. Sun City is the largest unit in the group and the largest contributor to our overall waste, energy and water statistics. This project will allow the unit to eliminate waste to landfill while generating energy. In 2018, the Sun City received authorisation to close the landfill site and has made significant progress in obtaining the required environmental permits for the pyrolysis plant. With the closure of the Sun City landfill site scheduled for 2019, the pyrolysis plant is scheduled to be online in early 2020. The unit will continue to recycle most of its waste, and non-recyclable waste will be used to generate energy as part of the pyrolysis project.

ENERGY MANAGEMENT

Our energy management initiatives focus on improving efficiency, effectiveness and energy conservation. We aim to achieve this by implementing energy-saving initiatives, investing in renewable energy and focusing on behavioural change related to electricity consumption. Sun International has been collecting and analysing energy data since 2015 to establish baseline data for South African operations.

Through the eco-intelligence dashboard, we can track energy consumption and energy usage against our reduction targets, and study trends and anomalies. The dashboard links into real-time electronic electricity meters, which eliminates incorrect data capturing, and ensures data with high levels of integrity, accuracy and traceability. With the mandate from executive management to initiate reductions in electricity consumption and costs, this dashboard will provide the relevant data to motivate for potential energy-saving and renewable energy initiatives.

The focus across the group is to improve the data reporting, increase energy efficiencies, invest in renewable energy and achieve cost reductions where possible.

Energy data

 

  2018 % year-on-year change

2017

Electricity purchased   kWh Rand kWh Rand
South Africa   249 911 965 259 259 341 0.42 increase kWh 248 869 294 233 172 899
Latam   59 538 684 121 712 922 7 increase kWh 55 463 591 107 786 516
Africa (Nigeria and Swaziland)   13 918 839 22 886 892 14 increase kWh 12 243 844 18 005 624
Total   323 396 488 403 859 156 2 increase kWh 316 576 729 358 965 039

 

  2018 % year-on-year change

2017

Direct: Fuel use for generator   litres Rand litres Rand
South Africa   148 041 11 505 484 118 increase litres 68 035 840 912
Latam   126 568 1 149 841 17 decrease litres 152 663 1 495 830
Africa (Nigeria and Swaziland)   1 848 559 16 475 197 24 decrease litres 2 444 939 17 734 298
Total   2 123 168 29 130 522 20 decrease litres 2 665 637 20 071 041

 

  2018 % year-on-year change

2017

Direct: Liquefied petroleum gas (LPG)   kg Rand kg Rand
South Africa   652 230 12 574 937 10 decrease kgs 724 974 11 868 318
Latam   863 315 10 123 836 10 increase kgs 783 928 8 126 890
Africa (Nigeria and Swaziland)   40 897 873 364 1 increase kgs 40 412 845 502
Total   1 556 442 23 572 137 0.46 increase kgs 1 549 314 20 840 710

The total amount of electricity (Scope 2) purchased by our local units was 249 911 965kWh (2017: 248 869 294kWh), reflecting a 0.42% increase. Of the 16 local units, 11 achieved reductions in their consumption, with the highest reductions of 10% achieved by Boardwalk and GrandWest. Sun City achieved a 1% reduction, despite being the largest electricity consumer in the group. Maslow Time Square was fully operational in 2018, and we expect energy usage to increase until the unit has reached it optimal operating capacity.

The increase in fuels at local units is largely attributable to improved data reporting in 2018 with Golden Valley, Head Office, Maslow Time Square, Windmill, Wild Coast Sun and Naledi reporting data for the first time. Diesel consumption decreased at Carnival City, Maslow and Meropa.

There was improved data reporting from Head Office for LPGs, and an increase in consumption at Flamingo, Meropa and Maslow Time Square. All other units achieved a consumption reduction in 2018.

EMISSIONS MANAGEMENT

Together with our energy management focus, Sun International is committed to reducing greenhouse gas (GHG) emissions and our impact on the environment. Through setting science-based intensity targets[3] for our Scope 1 and 2 emissions, we encourage all units to form part of the movement of transitioning towards low-carbon energy sources.

3 Science-based intensity targets have been set for the South African units. The target is calculated by taking our total Scope 1 and 2 emissions and dividing them by the unit total person hours worked. Our strategy is to set similar targets for Latam and Africa units once a verified baseline is established for Scope 1 and 2 emissions.

Sun International participates in the annual CDP as part of our commitment to measuring and reducing our carbon footprint. We continue to show significant improvements in reporting data, resulting in fewer challenges with data accuracy, consistency, completeness and reliability. Through monitoring emissions and reporting our carbon footprint, we can estimate the environmental and financial impact carbon tax is likely to have on our bottom line in 2019. As a group, we continue to implement initiatives to reduce our carbon emissions, which will result in cost savings.

As part of our medium-term environmental strategy, Sun International is committed to addressing the impact of our Scope 3 emissions. In preparation for managing our Scope 3 emissions, we aim to evaluate and verify our them, following which we will commit to setting science-based reductions targets.

South Africa carbon emissions data

Scope

Source

  Total 20181
(Tonnes CO2e)
Total 2017
(Tonnes CO2e)

% year-on-year
change

Scope 1 Company-owned vehicles   2 473 3 167 22% decrease
Stationary fuels   2 314 2 315 0.04% decrease
Refrigerant gas (Kyoto gases)   11 672 6 530 79% increase
Subtotal Scope 1   16 459 12 012 32% increase
Scope 2 Electricity consumption   237 416 243 892 3% decrease
Subtotal Scope 1 and 2   253 875 255 904 1% decrease
Out of scope Fugitive emissions (non-Kyoto gases)   3 326 4 509 26% decrease
Total emissions (including other direct)   257 201 261 413 2% decrease
1 Science-based intensity targets have been set for the South African units. The target is calculated by taking our total Scope 1 and 2 emissions and dividing them by the unit total person hours worked. Our strategy is to set similar targets for Latam and Africa units once a verified baseline is established for Scope 1 and 2 emissions.

Total Scope 1 emissions increased by 32% (2018: 16 459 tonnes; 2017: 12 012 tonnes), largely due to improved data reporting particularly on refrigeration gases and diesel. Total emissions for Scope 2 in 2018 was 237 416 tonnes CO2e (2017: 244 428 tonnes CO2e), a 3% decrease that can be linked to our marginal consumption increase (0.42%) and the reduction in the Eskom grid emission factor in 2018 to 0.95 (2017: 0.98). To achieve our 2023 intensity target of a 15% reduction, the local units need to achieve an annual 2.6% reduction when compared to the 2017 baseline data. The local units achieved the 2018 reduction target for Scope 1 and 2 by being 7% below the 2017 baseline.

Renewable energy projects are being considered across the group. With the global shift towards low-carbon (clean) energy use, the group established an internal working group to strategise the process for identifying and evaluating the most suitable approach for participating in energy projects. The goal for 2019 is to commence with preliminary studies for a suitable local unit to pilot a renewable energy project for implementation in 2019 or 2020.

Sun International participated in the 2018 CDP, where only South African operations were assured. Until the data collection systems and procedures are embedded in our Latam operations, we will continue to assure South African operations. The primary objective of the assurance process was to provide stakeholders with an independent ‘moderate level assurance’ opinion of our carbon data. It also provided insight into the overall energy usage of the group to improve and/or reduce energy consumption.

Based on the year-on-year comparisons of our CDP carbon submissions, the independent assurance process indicated a significant improvement of reporting data, resulting in fewer challenges with data accuracy, consistency, completeness and reliability. This translated into an improved CDP score, and the group moved up into the management band (B scoring) from the awareness band (C scoring). Recommendations were made to review the efficiency indicator and to continue to improve energy and carbon data, procedures, systems and controls.

Reducing energy consumption remains a group focus. The group committed to installing electronic electricity meters at all local units in 2018. We reassessed our approach from only metering hardware to using an integrated online software platform that offers real-time monitoring, to assist with accurate billing of concessionaires and verification of utility bills. A request for proposal was issued in 2018 and a suitable supplier will be selected in 2019. The electronic metering project will be implemented as a phased project over 2019 to 2020.

BIODIVERSITY

Our impact on biodiversity remains largely the same. In addition to our standard management measures to protect important biodiversity, many units continue to monitor and support biodiversity initiatives in and around their operations. Although most units have a limited impact on biodiversity, units such as Wild Coast Sun and Sun City are situated in sensitive areas and we continue to monitor their impact on biodiversity. We participate, where applicable, in managing and protecting biodiversity, such as rhino protection, and the protection of our coastline (specifically near sensitive fauna and flora). Sun International is a member of the WWF and continues to participate in events that protect and leverage our biodiversity.

Sun International operates in the food and beverage industry, where supplying sustainable seafood is important. We appreciate the global concern over exploiting marine resources and the environmental impacts of fishing and aquaculture activities on marine ecosystems. As such, we partnered with WWF SASSI to ensure we continually implement a sustainable seafood strategy across our food and beverage outlets and restaurants. We are committed to driving positive change in the way we source and serve seafood in our restaurants by:

  • supporting sustainable seafood choices and obtaining our seafood from legally and responsibly managed seafood suppliers
  • working with our seafood suppliers to ensure that all our procured seafood is traceable back to its origins
  • informing our food and beverage operations to recognise and purchase sustainable seafood
  • providing our guests with sufficient and accurate information on seafood products, allowing them to make environmentally responsible choices.

In July 2018, Sun International hosted its annual WWF SASSI Supplier Workshop where all its seafood suppliers were invited to participate in Sun International’s journey towards sustainable seafood. We achieved a 66% rating compared to 65% in 2017. This marginal increase is due to the continuous improvement in procurement processes and procedures to reduce and/or eliminate endangered seafood species purchasing.

ENVIRONMENTAL AWARENESS

Our group-wide SHE communications and integrated awareness strategy continues to ensure collaborative communication across all units within South Africa. An awareness calendar (see below) is used to break down silos and align with the group’s SunWay formula for success

Month Awareness event
March World Water Day
May International Biodiversity Day
June World Environment Day
September Recycling (Clean-up) Week

As part of the sustainability culture programme, we focus on changing employee behaviour regarding water and energy usage, and improve waste separation at source to improve waste recycling at the units. The poster campaigns were instrumental in providing day-to-day learnings to employees that can be implemented in the work and home environments. They have fostered an environmental consciousness culture, which is one of the key outcomes of our environmental strategy.

LOOKING AHEAD

  • Managing the introduction of the proposed carbon tax in June 2019
  • Implementing the group water and electricity metering project
  • Designing and implementing a pilot renewable energy project
  • Improving environmental data accuracy in our Latam and Africa units
  • Achieving our ZWTL target at another South African unit.

ENVIRONMENTAL INITIATIVES

World Biodiversity Day

Wild Coast Sun, together with the Departments of Environmental Affairs, Tourism and Forestry celebrated World Biodiversity Day with Ithuba Community College on 22 May 2018. The learners received topic discussions, posters, educational cards and keyrings on biodiversity.

Golden Valley celebrated the South African National Biodiversity Institute World Biodiversity Day in May at the Aan De Doorns Primary School. The unit donated 20 plants to improve their landscaping.

Sun City sustainability department celebrated World Biodiversity Day with Rateo Primary School. Members of Sun City’s SHE representative club participated in the event together with grades 6 and 7 learners.

This World Environment Day event was hosted at Sun Central in June 2018. Posters and pledges posters were mounted for participating employees and guests to reduce plastic pollution. Several participants signed their pledge to reduce plastic pollution. Guests and staff were handed ecofriendly bags made from recycled plastic by a community project. The reusable bags are replacing plastic shopping bags.

Environment Day Pledge Desk

Employees and guests signing their pledge against plastic pollution

Flamingo – The introduction of a Barn Owl breeding pair on site

These owls were hand raised and donated to Sun Flamingo by the Honbu Sanctuary. The aim was to breed the pair and for them to serve as natural rodent control in the gardens and surrounding area, which should also reduce the prevalence of snakes in the vicinity. The owls roam freely in their new surroundings.

Barn Owl breeding pair, Upington (Right – male) and Steff (Left – female).