Sasol Integrated Report 2022 - Book - Page 38
INTRODUCTION | ABOUT SASOL
STRATEGIC OVERVIEW
CREATING VALUE
DELIVERING
GOVERNANCE AND REWARDS
ADMINISTRATION
MANAGING OUR MATERIAL MATTERS (CONTINUED)
Transforming for resilience
Safety of our people
HELP
HINDER
• Humanising safety
SDG
• Occurrence of high-severity incidents
• Caring for our people
• Making sure our people return
home safely
• Effect of COVID-19
HELP
HINDER
• Driving resilience and cash flow
improvement through delivery
of Sasol 2.0 targets
• Operational under performance
and delivery
• Secure cyber, platforms
safeguard operational
and business activities
• Perception of air quality impact on health
• Restoring trust and credibility
SDG
• Failing embedding our culture
and upholding our values
• Market volatility, geopolitical uncertainty
and disruption
Why this is a
material matter
Ensuring that our employees, contractors and service providers can safely return to
their families is not only a non-negotiable but the bedrock of a sustainable business.
The loss of one life is one too many. We want to ensure that all our employees and
service providers return to their loved ones every day.
Why this is a
material matter
In order to deliver on Future Sasol, we need a robust foundation. This means we
need to get the basics right. We fully appreciate the new world in which we operate
but also know how our business needs to respond, thereby ensuring that as we
transform, we will make sure we will be resilient into the future.
Top priority
Pursuing Zero Harm
Top priority
Recovering the business to the Sasol 2.0 baseline
Risk Management
The type of impact
the material matter
has on the business
Foundational trust and credibility
The type of impact
the material matter
has on the business
Actions to mitigate
Safety risk impacting sustainability and earnings
Opportunity: Authentically and genuinely advance ‘caring’ in the character
of organisation. Enhance our reputation.
• The Sasol 2.0 transformation programme that is positioning us to transition,
setting the path to reinvent ourselves as Future Sasol
• Reinforcing our value ‘Be Caring’ and humanising safety
• Including delivering on Sasol 2.0 as a key priority
• Including Zero Harm as a strategic ambition
• A Heartbeat survey ensuring we understand any issues associated with our culture
and values
• Implementing and continuously reviewing programmes that support our Zero Harm
ambition
Actions to mitigate
• Monitoring and responding to the shifting macros
These metrics are ongoing and will remain for the short, medium and long term
as the risks remain inherent in our business. The target is set every year to improve
our year-on-year performance
• High Severity Injury Rate: We strive to achieve Zero Harm by focusing relentlessly
on preventing high-severity injuries and eliminating fatalities
• Recordable Case Rate
• Process Safety fires, explosions and releases (FERs): The decrease in the number
of FERs is important as it ensures safe and reliable operations and improved
energy efficiency
• Capital allocation principles to balance maintaining the integrity and reliability
of our existing assets, delivering on our climate change ambitions, and protecting
and growing shareholder returns
• Its inclusion across all the Group Top Risk ensuring focus with information management
identified as Group Top Risk Theme;
Zero Harm
Short term
Medium term
Long term
Opportunity: Attract the best talent. Innovate. Enhance our reputation
• Reiterating our value ‘Be Safe’, not just for oneself but also for others
• Including the achievement of Zero Harm as part of our executive and employee
incentive schemes
Targets and metrics
Impacting our Employee Value Proposition, sustainability and earnings growth
• Our company values Be Accountable and Be Resilient supporting our commitment
in transforming
Targets and metrics
Short term
Medium term
Long term
• Transport Indicator of safety performance
SASOL INTEGRATED REPORT 2022
37
• Cash fixed cost targets
• Gross margin uplift targets
• Heartbeat survey
