Sasol Integrated Report 2022 - Book - Page 25
INTRODUCTION | ABOUT SASOL
CREATING VALUE
STRATEGIC OVERVIEW
DELIVERING
GOVERNANCE AND REWARDS
ADMINISTRATION
CREATING VALUE USING THE SIX CAPITALS (CONTINUED)
OUTCOMES
HUMAN CAPITAL
n Work-related fatalities five (two)
n High severity incident severity rate 16,00 (9,79)
Value created
SOCIAL CAPITAL
Value preserved
Value eroded
NATURAL CAPITAL
n P
aid taxes of R52,6 billion in South Africa (R47,3 billion) and
R1,6 billion in Mozambique (R1,3 billion)
n Produced 111,2 bscf of natural gas from Mozambique (114,5 bscf)
n Produced 31,8 mm tons of saleable coal (35,4 mm tons)
n Wages and benefits R33 billion (R34 billion)
n S
pent R1,2 billion on skills development (R1,2 billion)
n Statutory reported occupational diseases 38 (32)
n B
-BBEE Level 3 (Level 4)
n R
ecycled 169 965 thousand cubic metres of water (159 680 thousand
cubic metres)
n Lives lost due to COVID-19 and COVID-19-related illnesses 94 employees
(63 employees)
n B
lack-owned business spend R33,6 billion (R23,8 billion)
n R
ecycled 131 kilotons of total waste (124 kt)
n T
otal social investment spend R743,3 million (R526,2 million)
n Total employees – permanent and non-permanent 28 630 (28 949)
n Bursaries 352 (352)
KEY ACTIONS TO SUSTAIN VALUE
• Implementing strategies to track and monitor leading and lagging
safety metrics as signposts for early interventions in prioritised
areas where trends are pronounced
• Committed to offering a compelling Employee Value Proposition,
promoting a diverse and inclusive culture and developing talent
and critical skills
• Repurposing the Sasol bursary programme to address the skills
needed for Future Sasol
• Concluded Nstika entrepreneur development programme,
launched in 2021 for Sasol unplaced employees, which resulted in
the creation of 25 business start-ups which led to 60 jobs created
• Supporting learning institutions to improve outcomes from
educational initiatives focusing on resources for a better
understanding of science, mathematics, engineering and technology
• Investing in programmes that support and improve systems
that sustain our communities, including community service
infrastructure and healthcare systems
• Supporting local communities through meaningful contributions,
including various initiatives relating to COVID-19
• Continue to work with business associations such as the Energy
Council, BUSA, and NBI to coordinate efforts and devise workable
implementation plans for the Just Transition
• Supporting communities affected by floods in KwaZulu-Natal
and the Russia/Ukraine conflict through Sasol for Good initiatives
• Driving localisation and economic transformation around our
fenceline communities
FINANCIAL CAPITAL
MANUFACTURED CAPITAL
• Developed emission reduction roadmaps for 2030 and 2050 to
progressively decarbonise our operations focusing on sustainable
feedstocks like green hydrogen, renewables and sustainable carbon at scale
• Introduced renewable electricity purchased at Eurasia operations in 2022
• Air quality offsetting programme resulting in the avoidance of emissions
of more than 207 tons PM10, 194 tons of PM2,5 and 80 tons of SO2 in the
surrounding community airshed
• Setting short-term water targets for three largest water using sites
in Sasol Energy – Secunda Operations, Sasolburg and Ekandustria
Operations and Sasol Mining
• Commenced biodiversity footprint assessment process at select facilities
INTELLECTUAL CAPITAL
n E
arnings before interest and tax (EBIT) R61,4 billion (R16,6 billion)
n Synfuels production 6 881 kilotons (7 610 kt)
n Total global patents granted 2 590 (2 300)
n C
ash generated by operating activities R56,1 billion (R45,1 billion)
n Natref production 19,3 mm bbl (18,1 mm bbl)
n Corporate bursaries 352 (352)
n H
eadline earnings per share (HEPS) R47,58 (HEPS R39,53)
n Liquid fuels white product sales 52,5 mm bbl (52,0 mm bbl)
n Invested R1,2 billion in research and development (R&D) (R1,2 billion)
n A
ttributable earnings R39,0 billion (R9,0 billion)
n Liquid fuels black product sales 2,7 mm bbl (2,2 mm bbl)
n Net debt to EBITDA (per bank definition) 0,8 times (1,5 times)
n Capital expenditure R22,7 billion (R16,4 billion)
n Gearing 41,8% (61,5%)
n Depreciation and amortisation R14,1 billion (R17,6 billion)
n Standard and Poor’s and Moody’s affirmed Sasol’s rating of BB and Ba2
respectively and have revised the outlook from negative to positive
n Net reversal of impairment of assets R1,4 billion (impairment
of R28,7 billion)
• Continue on executing on the objectives of Sasol 2.0
• Managed our comprehensive response by focusing on self-help
measures, asset disposals and transitioning to Future Sasol
• Successfully completed asset divestment programme
• Resumed dividend payment in 2022: R14,70 per share for year-end
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KEY ACTIONS TO SUSTAIN VALUE
SR
CCR
Improve stability of plant operations
Ensure continuous availability of coal from mining operations
Bring Lake Charles Chemicals Complex (LCCC) to full potential
Leverage advanced and differentiated Sasol FT technology
for sustainable products
F
or more detail refer to our Sustainability Report and Climate Change Report available on our website, www.sasol.com
SASOL INTEGRATED REPORT 2022
24
• Create value through partnerships in key markets across the value chain
• Continue advancing our PtX technology and product offering through
in-house research and collaboration with leading companies
• Advance offerings across licensing, catalyst sales, and specialised
technical services in the sustainable FT solutions space
