SunBet outpaces South African market growth in H1, driving group income up 7%

Sun International reported 7.4% group income growth during its H1, driven by a strong performance from its online brand SunBet.

Group income reached R6.58 billion ($411.9 million) across the first half of the year when excluding the Table Bay Hotel (TBH), which the company is running under a management agreement with IHG.

Sun International’s adjusted EBITDA (excluding TBH) edged up 2% to R1.59 billion in H1. Revenue growth was at the “upper end of expectations”.

H1 growth was driven by Sun International’s online division, with revenue from SunBet surging 35.5% year-on-year to R1.18 billion.

Sun International CEO Ulrik Bengtsson noted SunBet’s revenue growth of 35.5% outpaced the 19% South African online market’s overall growth of 19% during the period,

SunBet’s growth was supported by a 32.3% rise in active player days, while first-time depositors also increased 17.5%.

It has also been backed by the rollout of proprietary in-house technology within the SunBet tech stack, prompting the launch of a new user interface in South Africa and Botswana.

Bengtsson described the growth and early signs of success across the platform as “encouraging”.

“Growth continues to be driven by existing customers in slots and casino, although we are starting to broaden our offering through our sport business where recent momentum has been building.”

While Sun International did not disclose SunBet’s current share of the South African online market, the company in March said it had plans to double its market share.

Land-based casinos return to growth

Alongside the online success, Sun International’s land-based casinos segment returned to growth for the first time in three years.

Revenue from land-based casinos edged up 1.5% to R3.42 billion, with Sun International’s share of the market rising 2.3% to 49%.

Sun International attributed the land-based growth to investments in product and marketing, with land-based casino GGR growing 4.4%. The company launched 876 new slot machines and stadium games during the period.

Bengtsson said the land-based growth reflected Sun International’s “strong execution and sound investment decisions”.

Despite the revenue growth, land-based gross profit dipped 0.7% to R2 billion, largely due to the heightened investment in marketing.

“Looking ahead, as land-based gaming evolves into a more digital and experience-led environment, these initiatives, together with the implementation of a low-cost operating model, are expected to improve performance, increase market share, profitability and generate stronger returns over the medium term,” the company said.

Alongside gaming, hospitality revenue rose 2.8% to R1.29 billion despite an impact of around R20 million from war-related cancellations.

Could there be job cuts at Sun International?

Sun International highlighted a strong start to its H2, with revenue growth as of 31 August ahead of the company’s guidance range of 6% to 8%.

But in recently months the company has invested heavily, with capex surging from R277 million to R492 million.

“We have executed one of the largest capability building projects in the company’s history and invested in marketing, customer-acquisition and market share gains in a very intentional way,” Bengtsson said. “We are encouraged that, even with continued investment in the business, adjusted EBITDA growth has accelerated relative to the first half of 2025.”

The company is placing an increased focus on efficiency and margins, with plans for a “lower-cost, more centralised operating model” with the profitability of Sun International’s underperforming assets in mind.

A formal consultation process relating to Section 189A of South Africa’s Labour Relations Act has commenced. THis governs large-scale retrenchments by companies with over 50 employees.

“In addition, we have started consultations in certain head office functions as we roll out productivity initiatives across the group,” Sun International said.

“We remain committed to conducting the process with fairness, transparency and respect.”

Sun International vowed to retain and redeploy employees to other areas of the business where feasible.

During H1, Sun International also implemented its new “Casino Lite” model, aimed at improving profitability at smaller, underperforming properties.

The model focuses on enhancing adjusted EBITDA and operating margins by optimising operations, both in terms of gaming and hospitality.