Sasol Integrated Report 2022 - Book - Page 28
STRATEGIC OVERVIEW
CREATING VALUE
DELIVERING
GOVERNANCE AND REWARDS
Employees and
sed labour
organi
ENGAGING WITH STAKEHOLDERS TO DELIVER VALUE
Organise
d
and in busin
dus
try ess
s
B
WHY WE ENGAGE
l ie r
u
ve sin
nt ess
ur /jo
e ( int
JV)
For more detail on how we engage with our stakeholders to delivery shared value refer to page 28.
N o ng o ve r n m e n t al
organ
isations (NGOs)
es
iti es
un i et i
m
c
Co m d so
an
EMPLOYEES
AND ORGANISED
LABOUR
CUSTOMERS
SHAREHOLDERS
AND PROVIDERS
OF CAPITAL
GOVERNMENTS
AND REGULATORY
AUTHORITIES
COMMUNITIES, SOCIETIES
AND NON-GOVERNMENTAL
ORGANISATIONS (NGOs)
A strong and harmonious
relationship with our
employees and organised
labour is critical for our
business. We strive to
continuously improve our
Employee Value Proposition,
strengthen engagement
and better productivity.
Our customers are core to
our business. Being customercentric means being responsive
to their needs and expectations,
delivering exceptional service
and improving overall customer
experience.
Being consistent and clear
about our strategy and our
investment case enables
informed decision-making
and helps to manage
expectations.
Building and maintaining a
relationship of transparency
and trust with governments
and regulators is the foundation
for collaboration. It secures
our licence to operate,
advances mutually beneficial
commercial objectives as well
as our ability to contribute
to policy formulation.
Business sustainability is
dependent on the relationship
we build with the communities
and societies in which we
operate and the contribution
we make to societal upliftment.
R33 billion
Delivered 55,2 million
barrels of liquid fuels
R47,58 headline
R16,2 billion in direct
R1,2 billion
Launched rewards
programme for our retail
customers
Resumption of
About R50 billion
reinvested globally to
grow and sustain
operations
R55,8 billion
in wages and benefits
VALUE SHARED
ers
tom
Cus
CREATING
SHARED
VALUE
Su p p
As a result of our contribution to economic activity, value addition to society and our social investments,
we have a wide range of stakeholders. We aim to create shared value through the employment of social
and human capital by taking into account the issues that our stakeholders identify as most pertinent
in helping or hindering us in delivering our strategy. We have done this in finalising our material matters
and through robust engagements that provide us the opportunity to listen to our stakeholders while
providing feedback on our activities.
Sh
pro areh
vid ol
ers de
of rs
ca
d
an ital
p
ia
ed
M
OUR KEY STAKEHOLDERS
IR
ADMINISTRATION
G
a n o vern
dr
m
e g u e n ts
la t o r
s
INTRODUCTION | ABOUT SASOL
Over 4 200
employees registered
to volunteer causes
Continued to entrench
our Purpose and
values
Sold 60,1 bscf natural
gas and methane
rich gas
We delivered
6,4 million tons
of chemical products
earnings per share
taxes
dividend payment
R193 billion equity
Supporting a
Just Transition
Committed
to transitioning to
Net Zero by 2050
Air quality compliance/
improvements
SDGS CONTRIBUTED TO
SASOL INTEGRATED REPORT 2022
27
in invested in skills
development
in preferential
procurement
R743,3 million
invested in corporate
social investment
