Sasol Integrated Report 2022 - Book - Page 21
INTRODUCTION | ABOUT SASOL
CREATING VALUE
STRATEGIC OVERVIEW
DELIVERING
GOVERNANCE AND REWARDS
ADMINISTRATION
OPERATING CONTEXT
Our ability to preserve and create value is linked to key macroeconomic and geopolitical drivers, our response to them as well as their impact on our stakeholders. The environment in which we operate impacts our profitability,
business continuity, risk management and the decisions we make on our strategy. It also informs our thinking on material matters.
Our operating context
PEOPLE
DRIVERS
Safety
COVID-19
THE PAST YEAR
• Recorded serious safety incidents, including five tragic
fatalities.
• Logged lower productivity levels in certain areas.
• Living with COVID-19 emerged as a key theme worldwide
with recurring waves of the virus. The pandemic disrupted
the way people live and work.
• Encountered shortage of specialist skills and impact
of digitalisation/Artificial Intelligence (AI) on human
resources.
• Encountered elevated pressure from stakeholders
to address climate change issues and integrate
environmental considerations into our strategic planning.
• Kept abreast of diverse and evolving customer-needs.
• In South Africa, municipal services in many areas were
disrupted with employees and communities suffering
from intermittent power supply. The effects were
worsened by higher fuel costs.
• Social unrest in South Africa highlighted deep social
and economic inequality.
• Raised expectations from society of the role corporates
can play, especially among our fenceline communities.
• Devastating floods in KwaZulu-Natal (KZN) destroying
critical infrastructure in some places, displacing people
and impacting our operations.
• The Russia/Ukraine conflict has resulted in loss of lives,
displacing people, disrupting supply chains across the
globe and effecting significant food and energy cost
inflation.
Skills
Social
unrest
Natural
disasters
HOW WE WERE IMPACTED/RESPONDED
Customer-needs
and expectations
Geopolitical
tensions
OUTLOOK
• Focused on humanising safety. Introduced new safety themes,
including leadership accountability; risk ownership and
management; management of change; and frontline priorities.
• Moved to full 24/7 operations in Mining to improve productivity.
• Our established COVID-19 framework, supported by our
response team, guided continuous efforts in prioritising the
health and safety of our employees, fenceline communities
and customers. Sadly, 94 employees succumbed to the virus.
• Recover our safety and operational discipline, including safety
remediation in Mining.
• Provide a unique employee experience and compelling Employee
Value Proposition.
• Promote physical, emotional and mental wellbeing of our workforce.
• Ensure we have the resources and capability to deliver on Sasol 2.0
transformation programme, Future Sasol and our environmental,
social and governance (ESG) roadmap.
• Rolled-out a comprehensive government COVID-19 vaccine
programme in South Africa.
• Reinforce our commitment to human rights.
• Improved and formalised hybrid work arrangements.
• Remain focused on our strategic objectives, top priorities and placing
stakeholder-centricity at the heart of everything we do.
• Articulated our People Promise to our employees and society.
• Lifted the moratorium on training and development.
Our bursaries, graduate and artisan programmes strengthen
the skills pipeline.
• Repaid salary and pension fund sacrifices that many employees
made in 2020.
• Curated learning content focusing on customer-centricity
training to support and enable employees.
• Stepped up support to restoration programmes after unrest
to enable essential goods and services and help rebuild
impacted areas.
• Reached out to more SMEs through our ‘Built to Last’
webinar series. Supported and developed several South African
women-owned SMEs in engineering and technology.
SR
F
or more detail refer to our Sustainability Report available on our
website, www.sasol.com
• Donated R7,5 million to KZN disaster relief effort and delivered
more than 2 200 food packs to those affected.
• Contributed approximately €300 000 to support relief efforts
in Ukraine.
SASOL INTEGRATED REPORT 2022
20
• Continue to embed our operating model.
• Learn more about our strength and weaknesses from the recently
conducted group-wide employee culture survey (Heartbeat).
• Continue to invest in social impact initiatives in education and health,
entrepreneurship, and small business development in pursuit of
growing shared value.
• Committed to being a catalyst for change and a force for good.
