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Our year in review

STRIVING FOR
EXCELLENCE

Our vision is to be an internationally recognised and respected gaming and hospitality group that provides memorable experiences for our guests, offers rewarding employment for our people, delivers returns for our shareholders and creates value for the communities in which we operate

In this report:

FRONT OF HOUSE

Striving for excellence ensures we deliver on our vision of creating memorable experiences and maintaining our position as a choice destination. As a leadership team we are pleased with the progress we have made against our strategic priorities in 2019 and appreciate the passion, commitment and discipline employees continue to demonstrate in these tough and uncertain times.
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JA Mabuza
JA Mabuza
Chairman’s message
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Anthony Leeming
Anthony Leeming
Chief executive's review
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Norman Basthdaw
Norman Basthdaw
Chief financial officer’s review
Read more

DECK OF CARDS



Achieving our purpose and vision ensures value creation for all stakeholders. We accomplish this through our business model, which is executed through our strategy, reinforced by our values and underpinned by governance and risk management. We adapt our strategy to the operating environment, focusing on areas we can impact in the gaming and hospitality environment.

Our Business Model

OUR VALUE CREATION STRATEGY

Read
strategic-objectives-revisedOURVISIONOURVALUESOURPURPOSECapitalCapitalresourcesRISKSKEYSTAKEHOLDERSSEE ALLSEE ALLTo achieve our strategy, we have identified five strategic objectives, that are reviewed and updated when necessary.DifferentiatorsImprove ourexisting operationsand our guestexperienceProtect andleverage ourexisting assetportfolioGrow ourbusiness intonew areas andproductsOur capitalMATERIALMATTERSThese strategic objectives address the material issues, risks and opportunities the group faces over the short, medium and long-term, as well as key stakeholder concerns and strategic growth aspirations. We use our six capitals in a balanced manner to attain our strategic objectives while simultaneously ensuring capital trade-offs are sustainable.READ MOREEmployeesGamblingCommunitiesboardsCustomersand guestsEquity partnersshareholders anddebt funderssuppliersPartners andRegulators and industry bodiesOurpeopleGovernanceandsustainabilityProductiveCapitalFinancialCapitalIntellectualCapitalHumanCapitalNaturalSocial andrelationshipSocial and economiccontributionsIndustry leaders inmemorable eventsPioneers in gamingStrong brand, proud legacy and iconic propertiesFootprintInternationalFIVE STRATEGIC OBJECTIVES

GAME PLAN

Our two greatest assets are our people and our iconic properties. These assets work tirelessly to ensure we achieve our strategic objectives of improving our guest experience and operating efficiently to continuously protect and leverage our portfolio, while continually looking for growth opportunities.
Our Strategic Objectives
Our governance and sustainability are integral to how we safeguard our employees and patrons, and respect the environment as we manage and drive our strategic culture. This all while creating shared value within the communities where we operate.

OUR PAYOUTS



We delivered a solid set of financial results considering the tough trading environment.
TOTAL INCOME WAS UP
4%
TO
R17.2 billon
ADJUSTED EBITDAR WAS UP
1%
TO
R4.6 billon
Strategic transactions were concluded at attractive valuations and at levels that will be earnings and cash flow enhancing.
Company AFS
27
GAMING LICENCES
(2018: 27)
4 398
ROOMS
(2018: 4 454)
19 369
SLOTS
(2018: 19 869)
4 328
LPMS
(2018: 4 040)
790
TABLES
(2018: 775)
14 706
EMPLOYEES
(2018: 14 632)
384
VACATION CLUB UNITS
(2018: 384)
Global Presence

RULES OF THE GAME

We are proud that our business practices remain underpinned by high ethical principles that are embraced by the board and embedded groupwide. Good corporate governance is an important enabler in managing the group’s reputation, making strategic progress and creating stakeholder value.
Corporate Governance Report

DOWNLOADS AND ADDITIONAL PDFs



We encourage stakeholders to explore our online integrated annual report as well as the suite of PDF reports and downloads we have compiled as part of this year’s IAR. We believe information is power and have, in addition to the PDF’s, also provided additional information to further inform all stakeholders on the group’s operational progress.