Sasol Integrated Report 2023 - Book - Page 13
INTRODUCTION
ABOUT SASOL
STRATEGIC OVERVIEW
CREATING VALUE
PERFORMANCE
GOVERNANCE AND REWARDS
ADMINISTRATION
OUR OPERATING REALITY
Our operating reality influences
assessment and determination
of our material matters (MM).
We operate in a complex
environment and balancing
demands of the various capitals
is sometimes hindered by
unpredictable changes in the
macroeconomic environment.
(MM)
PEOPLE
Our people focus is unwavering and we remain committed to continuous improvement and
tackling areas of concern diligently.
DRIVER: Safety
DRIVER: Accountability and performance
DRIVER: Flexible work practices
We recorded two tragic workplace fatalities in the
year. We have to maintain an uncompromising
dedication to safety and we must keep safety at the
centre of everyone9s focus.
To build credibility and trust with our stakeholders
we need to deliver on our People, Planet, Profit
commitments. We all need to take personal
responsibility to get things done and own
our results.
Since the pandemic, the world of work has changed.
More people work remotely, using digital tools
to interact with their colleagues and other
stakeholders. Hybrid work arrangements have
been formalised.
Accountability and improved productivity will
continue to be essential to our success.
We continue to engage our employees to
ensure a great and flexible workplace.
Safety remains a priority in everything we do.
We will continue to strengthen ways to foster
a safe and caring workplace in pursuit of
Zero Harm, review leading indicators and revise
asset management practices to reduce risks.
With fewer safety incidents, there are fewer
worker stoppages, which supports improved
productivity.
DRIVER: Care and wellbeing
Since the pandemic, across the world there has
been a marked deterioration in people9s mental
health. Amid sluggish economic growth and high
interest rates and inflation, unemployment is
on the rise and consumers are under pressure.
This is taking an added toll on people9s emotional,
mental, physical and financial wellbeing.
Ensuring people’s physical, emotional, mental
and financial wellbeing will remain important.
The health and wellbeing of all our people
promotes prosperity. We will play our role in
contributing to:
A workforce that is productive and stable.
Communities that promote social development.
Customers having predictable purchasing power.
DRIVER: Culture
In recent years we experienced the importance
of organisational culture. We continue to
transform our culture to establish a diverse
and high-performing workforce that experiences
equity, inclusion and a sense of belonging, as
well as embracing innovation and collaboration.
Strengthening the right Sasol culture – anchored
in our Purpose, Values and Code of Conduct,
with high levels of engagement will remain
essential as we work to deliver on our strategy.
DRIVER: Talent and skills attraction
and retention
In many of our markets, specialist skills have
become increasingly scarce. In South Africa, this has
been exacerbated by a growing trend in emigration.
Recognised as a key influence on all our material
matters, we will continue to focus on attracting
and retaining talent and the skills required to
deliver on our reset and Future Sasol strategy –
including key engineering and technology skills.
This will be supported by the delivery of our
People Promise through a compelling Employee
Value Proposition and competitive remuneration.
DRIVER: Caring and inspiring leaders
It is clear that caring and inspirational leaders
motivate employees to act in a way that
promotes growth and development 3 both
for the organisation and personally. In 2021,
we introduced a new operating model aimed
at greater levels of agility, responsiveness,
teamwork and collaboration.
To support addressing our material matters we
will continue to develop caring and inspiring
leaders who set the tone from the top as they act
as role models for the Group’s Values in creating
our inclusive, innovative and high-performing
work environment. Our ‘Investing in the Sasol
Leader of the Future’ programme and revised
Leadership Capability framework will guide
our development actions. Deliberately bedding
down the new operating model will help improve
teamwork and collaboration.
SASOL INTEGRATED REPORT 2023
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DRIVER: Just transition
There have been real concerns among our
workforce 3 especially those in Mining 3 of the
future impact on their jobs as we transition to a
low-carbon future. A 8just transition9 refers to a
shared value proposition comprising an inclusive
transformation of our business, people and
society, as we decarbonise and transition to a
thriving Future Sasol.
We have established a Just Transition Office and
the Centre for Shared Value Management which
will play a key role in integrating and coordinating
activities to support initiatives. A just transition
roadmap was developed and approved by the
Board in May 2023.
DRIVER: Human rights
The world9s focus on the need to protect human
rights has received greater consideration over
the past years. However, there are still widespread
abuses of human rights and these are aggravated
by rising levels of poverty.
We have identified our salient human rights
issues and will continue to stand against any
injustices. At Sasol, we remain committed to
being a catalyst for change and a force for good.
