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Group Strategic Objectives

To achieve our strategy we have set ourselves short- and medium-term objectives and initiatives which are reviewed and updated on a yearly basis. these initiatives and objectives address our key risks, key stakeholder concerns and our strategic growth aspirations.

The strategic focus areas set in the prior year have remained largely unchanged and are the basis for measuring management’s performance, starting with the Chief Executive then cascaded to direct reports, and in turn, throughout the organisation. These form our roadmap for the foreseeable future, with our progress in the past year and objectives ahead for each of the following five strategic pillars forming the basis for the rest of this management report:

People And Culture

Our people are the heart of our operations. We continue to focus on employee development, diversity and inclusion, fostering an environment where talent thrives and innovation flourishes. Our Sun Wish campaign continues to make a difference in a deserving employee’s life and our Sun Stars employee award programme continues to celebrate those employees living the Sun values to the fullest. Our community programmes, particularly those focused on education and economic empowerment, have made positive impacts, demonstrating our commitment to being a good corporate citizen.

Operational Excellence And Efficiencies

We have maintained our focus on driving cost efficiencies across the business, simplifying operational processes and leveraging group technology platforms. We introduced the Sun International App, with a transactional functionality allowing our members to actively participate in draws and redeem vouchers at various outlets using digital functionality. Our strategic focus is to provide a robust platform that enhances the overall customer experience and facilitates easy accommodation booking and the seamless management of their loyalty journey with us.

Customer Centricity

Customer centricity is crucial for Sun International, as it directly influences the overall customer experience, impacting loyalty, retention, and the bottom line. In such a competitive industry, where customers have countless choices, prioritising their needs and preferences will ensure that we differentiate our offering from our competitors, so that we remain a destination of choice. Therefore, we constantly need to innovate and create memorable experiences to attract and retain customers. Our omnichannel strategy forms part of our commitment to ensure that our customers can transact seamlessly and enjoy the benefits of both our land-based casinos and our online business, SunBet and resorts and hotels. This strategy enables us to incorporate various methods of product offering and marketing initiatives into our various communication and marketing channels as well as the MVG loyalty programme.

Maximise Shareholder Value

Sun International’s dividend strategy is to provide its shareholders with an appropriate, sustainable pay-out over the long term, while maintaining a targeted debt to adjusted EBITDA ratio of 2 times and a dividend pay-out ratio of 75% of adjusted headline earnings per share.

ESG

Our ESG strategy aims to embed the principles of ESG across all facets of our business to ensure that we deliver sustained value creation. Our holistic ESG focus allows us to measure, monitor and evaluate our contribution towards minimising our impact on the natural and social environments within which we operate, while ensuring sustainable value creation for all our stakeholders.

We are also focused on reducing our group-wide environmental footprint and investing in green energy solutions to become a more energy-efficient and sustainable organisation. We are creating shared value for the communities in which we operate, through preferential local procurement, socio-economic development (SED) and corporate social investment (CSI) in-kind programmes, recognising that these communities give us our social licence to operate and are integral to our long-term sustainability. The board remains committed to promoting an ethical culture from the top down as well as actively engaging with stakeholders. We embrace the governance pillars of integrity, responsibility, fairness, transparency, honesty and accountability for all stakeholders, which assist in preserving our long-term sustainability so we can create stakeholder value.

Improve our existing operations and guest experience

In challenging the assumption that the markets in which we operate are relatively mature, we are actively looking at how to maximise the value we can create through improving the guest experience. Ensuring that current and new guests keep choosing Sun International properties as their destination of choice - through offering a great experience - is core to this focus area.

Protect and leverage our existing asset portfolio

We have a diverse strategy of assets including world class five star hotels, modern and well located casinos and some of the world's premier resorts. In evaluating our strategy we have identified those properties which could be better leveraged and those which need protection.

Grow our business into new areas and products

While there is good growth still to be had from our existing assets, we are considering other geographies that offer attractive gambling opportunities, in particular within Latin America. We are also closely considering the alternative gaming market which continues to experience strong growth.

Our people

Our people make achieving our strategic objectives possible. Given our highly competitive service-oriented industry, their energy, motivation and ability to provide our guests with memorable experiences are key to our success and sustainability.

Governance and sustainability

We have developed a credible track record that underlies our corporate reputation. Governance and sustainability are fundamental to Sun International's operations and are an integral part of our strategy and decision-making processes, at board and management levels and within our operations.