Sasol Integrated Report 2022 - Book - Page 39
INTRODUCTION | ABOUT SASOL
STRATEGIC OVERVIEW
CREATING VALUE
DELIVERING
GOVERNANCE AND REWARDS
ADMINISTRATION
MANAGING OUR MATERIAL MATTERS (CONTINUED)
Responsibly decarbonising for Future Sasol
HELP
HINDER
• Leading the energy transition
• Sourcing affordable feedstock
• Delivering on our emission
reduction targets
Environmental stewardship
SDG
HELP
• Unsuccessfully addressing the
perception that green H2 is
not attractive
• Aligning a visible and integrated
Just Transition programme and
incorporating localisation and
economic empowerment
• Capital availability to invest in new
technology
• Implementing and expanding
growth opportunities (green H2/SAF)
through collaborative partnerships
and innovation
• Enabling and accessing incentives
for development of green H2
and transitioning initiatives
HINDER
• Meeting our air quality
compliance obligations
• Procuring renewable energy
• Inability to attract suitable talent
SDG
• Inability to introduce bio-based feedstocks
to meet South Africa’s Clean Fuels II
compliance standards
• Regulatory timelines at risk
Why this is a
material matter
For us to transition to Future Sasol we must act collectively and decisively as our coal
value chain is unsustainable. We will decarbonise embracing suitable low-carbon
alternatives as well as energy and process efficiencies.
Why this is a
material matter
In our pursuit of Future Sasol, our current business must operate within the regulatory
and policy frameworks maintaining our licence to operate. This will increase our
investment attractiveness and our ability to pursue emerging opportunities.
Top priority
Progressing our environmental, social and governance (ESG) roadmaps
Top priority
Progressing our ESG roadmaps
Advancing sustainability
The type of impact
the material matter
has on the business
Advancing sustainability
The type of impact
the material matter
has on the business
Risk: Sustainability risk impacting our sustainability and earnings growth,
and long-term viability
Opportunity: Beneficiating our technology will open up new growth avenues
and expand the use of our products
The bulk of our Southern African operations remain dependent on coal as primary
feedstocks and this makes up the greatest portion of our contribution to the relevant
airsheds. In addressing this we have implemented initiatives and taken actions to reduce
our coal dependence and its impact. This includes but is not limited to:
• Developing a skills and capability plan
• Taking the lead in the energy transition and ensuring a Just Transition plan is visibly
in place and being actioned
• Sustainable Aviation Fuel partnerships being established and others vigorously
being pursued
Actions to mitigate
Actions to mitigate
• Maintaining a healthy project pipeline to play a lead integrator role in the
Southern Africa green hydrogen ecosystems with realistic green H2 projects
• 1,2 GW by 2030, with > 600 MW progressed during 2022; and renewable energy
procurement identified as a key intervention initiative
• The transition risk identified as a new Group Top Risk and made visible to
the organisation
Targets and metrics
Short term
Medium term
Long term
• Decarbonisation targets
• 2030 GHG Emission Reduction Roadmap
• Renewable energy targets
• Gas being sourced alleviating the impact on the airshed Technical solutions being
pursued
• Application for a load-based emission limit for sulphur dioxide (SO2) in terms
of Clause 12A of the minimum emission standards
• Sourcing renewable energy and low-carbon feedstock as transition fuels
• Reducing scope 1 to 3 GHG emissions based on the decarbonisation targets set
out in our roadmaps
Risk: Sustainability risk impacting our sustainability and earnings growth,
and long-term viability
Targets and metrics
Short term
Medium term
Long term
• Energy efficiency improvement
• Setting up new sustainable businesses
SASOL INTEGRATED REPORT 2022
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• Renewable energy targets
