Sasol Integrated Report 2024 - Book - Page 100
INTRODUCTION
ABOUT SASOL
STRATEGIC OVERVIEW
BUSINESSES
ESG
REMUNERATION REPORT
DATA AND ASSURANCE / ADMINISTRATION
SOCIAL – LABOUR continued
HUMAN CAPITAL MANAGEMENT
PERFORMANCE
continued
continued
Competitive compensation and benefits enhanced
by a supportive and caring workplace
Delivering a compelling Employee Value Proposition (EmpVP)
Our Sasol People Promise aims to provide a unique employee
experience and a compelling EmpVP to a diverse workforce
through Sasol’s Values of being safe, caring, inclusive, accountable
and resilient.
We continue to demonstrate our EmpVP by focusing attention
on communication on our campaign in South Africa and our
comprehensive wellbeing strategy.
We regularly benchmark our employee benefits and compensation
in each of the countries within which we operate to ensure we
remain competitive to attract and retain our employees. Sasol
deploys a robust performance management programme through
which line managers and employee engagement on performance
is encouraged throughout the performance cycle. We also offer
our employees access to high-quality employee assistance
programmes where this is not provided by the state. These are
well utilised by employees and this benefit is also extended
to immediate family members in our major employment
locations, like South Africa. As part of our ongoing management
development, Human Capital and line managers are equipped
to manage conversations around compensation, including the
increased disclosure requirement with regard to pay equity.
One of the key focus areas has been the implementation of our
skills and capability strategy to improve competitiveness and
unlock strategic value through the development of identified
priority capabilities. This included the attraction and retention
of engineers and technical skills.
Employer brand
Our employer brand is informed by what people think, feel and
experience about Sasol as a place of work. We work to ensure
that the Sasol employer brand remains relevant and compelling
so that we attract and secure the right people who can excel in
their careers and contribute towards Sasol’s Purpose of ‘Innovating
for a Better World’
For FY24, we hired 787 employees globally across all role categories.
Sasol has a global employee turnover rate of 9,84%.
Employee wellbeing
Employee wellbeing at Sasol remains one of the key enablers of
a safe, caring, stable employment environment and a productive
and engaged labour force across all our operations. Our approach
to employee wellbeing, which is centred on three focus area,
namely, emotional, physical and financial wellbeing, encourages
employee-centric support where we attempt to assist colleagues
at first contact. We continuously ensure that managers are better
capacitated with skills to identify and appropriately manage
wellbeing issues in the workplace.
FOCUS AREA
PURPOSE
Psychological safety
EMOTIONAL
WELLBEING
To enable employees to realise their
own potential, cope with the normal
stresses of life, work productively
and maintain healthy relationships
and interactions with others
FINANCIAL
WELLBEING
To enable the employees to
manage day-to-day finances,
financial emergencies and pursue
important life goals
PHYSICAL
WELLBEING
To enable employees to prevent
and manage non-occupationally
induced illnesses and lifestyle
diseases for optimal health
Our current focus is on further enhancing our employee wellbeing
programme in alignment with our value of ‘Caring’ for our
employees and their families.
Labour stability and employee productivity
Maintaining labour stability through effective and
collaborative partnerships
To maintain a stable, productive and engaged labour and
employment environment across all our operations in FY24,
we continued:
• Driving identified high-severity incident related frontline
leadership development with an enhanced focus on process
safety fundamentals;
SASOL INTEGRATED REPORT 2024
98
• Formal engagement structures such as partnership forums
in Southern Africa, North America and Works Councils in
Germany and Italy;
• Respecting the right to collective bargaining. 62% of our
employees in Southern Africa are members of trade unions;
• Reviewing and updating our policies and procedures in line
with business and legislative requirements;
• Improving employee productivity through clearly defined
performance expectations to enable business outcomes;
• Implementing appropriate strategies for multi-sectoral
wage negotiations;
• Employing labour from the open market. Under no circumstances
are our employees subject to any form of forced and compulsory
labour and we do not make use of child labour;
• Ensuring fairness, equality and the application of natural justice
when addressing misconduct. We achieve this through our
disciplinary code, which complies with applicable legal
frameworks. We encourage timeous and consistent corrective
action application of natural justice when addressing areas
of misconduct and encourage timeous and consistent
corrective actions;
• Enabling Sasol 2.0 commitments and mature functional value
creation plan; and
• Supporting a just and equitable transition as we decarbonise.
People transformation towards a low-carbon future
We have established programmes for future workforce
transition as we execute the decarbonisation roadmap. These
include Project Ntsika, Bridge to Work Just Transition
Impact projects.
Performance management
The primary purpose of Sasol’s performance management process
is to promote higher levels of employee performance, in support
of the business strategy, associated goals and high-performance
culture. Our performance management process follows a fixed cycle,
with performance planning between line leaders and employees at
the beginning of a financial year, followed by a mid-term review and
concluding with final performance assessment at the end of the
financial year. This process covers all employees outside of the
collective bargaining units. This was the first year of managing and
tracking performance progress using our newly implemented global
1HR platform.
