Sasol Integrated Report 2024 - Book - Page 107
INTRODUCTION
ABOUT SASOL
STRATEGIC OVERVIEW
BUSINESSES
ESG
REMUNERATION REPORT
DATA AND ASSURANCE / ADMINISTRATION
SOCIAL – LABOUR continued
ENDURING OPERATIONS
continued
FY24 OUTCOMES
Good progress was made on some of the key components that were identified for our journey toward WCO, as reported in the previous year. WCO is built on the belief
that our people have the answers to getting control over the basics and the sources of value that drive our results. This was the premise of the innovation initiative that
was launched in 2022, intending to make innovation a sustainable way of working.
Post the launch of the innovation platform as a tool for
employees to log ideas, there has been a rapid uptake in the
use of the platform with more than 900 ideas having been
submitted to date, with a potential value of more than R1 billion.
Some of these ideas have already been implemented and
benefits realised, with more than 50% of the ideas having been
moved to the next stage of evaluation. The innovation platform
and accompanying process, now scaled up to an organisational
level, enables the culture of inclusivity by listening to our people
and bringing Sasol’s Purpose of “Innovating for a Better World”
to life. It is through this culture of continuous improvement that
will drive our journey towards WCO.
Digital transformation is a key enabler to WCO and we are
developing our digital skills in all areas of the Sasol business.
The digital teams in operations are focusing on optimising the
performance of our assets, production processes and the
automation of our business processes. Keeping with Sasol’s
commitment to safety and improving our employees’
productivity, the digital teams are rolling out a Connected
Worker programme. This entails the optimisation of the existing
mobile network coverage on the various sites, the acquisition of
purpose-designed mobile devices and the integration of the
data from these systems into the existing enterprise resource
planning and manufacturing execution systems.
The newly launched Agile Coach Development Programme
delivered the first class of 19 accredited internal Scrum Masters
to support prioritised initiatives and projects. This supports our
ambition of becoming a more customer-centric and competitive
organisation by accelerating value delivery through agile ways
of work. Since 2023, ten agile training modules have been
conducted with a focus on continuous improvement and
innovation to enable operational excellence (OE), with
665 employees attending the various modules.
1
Agile principles of Transparency, Inspection and Adaptation
were also adopted by Sasol leadership to define strategic
direction during key sessions facilitated by the Group Executive
Committee (GEC) and supporting teams. A new module is being
developed to support agile leadership and will be piloted in FY25
with a selected group of Vice Presidents and Senior Managers.
To enable reliable and predictable results through excelling
in the basics, five focus areas were identified with key
outcomes and indicators defined, viz. safety, production
volumes, stable production, predictable production and cost.
A number of leading and lagging indicators would need to be
measured and managed. This would include overall equipment
effectiveness, mean time to repair, energy efficiency, adherence
to operating plan, assurance against practices, etc.
Predictable Production and Stable Production focus areas,
with emphasis during FY24 having been placed upon assurance
measurements, continued to show progress as a key enabler
underscoring the WCO pillar – getting the basics right,
consistently, and sustainably. This eliminates the time spent
attending to multiple equipment breakdowns and process
instabilities thereby increasing efficiencies.
”Operational interruptions impacting Sasol’s OMEs or value
chains” was identified as one of the Group’s Top Risks. Specific
focus has been placed on the sub-risk of “failure of critical
assets” to enhance the application of combined assurance and
reporting to the GEC and Board.
• We understand the health and status of our critical assets;
• Our maintenance strategies and plans are adequate;
• We operate our assets in the most optimal way; and
• We effectively deploy capital to mitigate significant risks
The OCPs are positioned as key responses or critical controls
in relation to the four mentioned KRAs.1
The overall assurance objective is further contextualised with
“Failure of critical assets”. The defined KRAs and linked OCPs,
and assurance is aimed at testing whether operating platforms
have proper processes in place to manage those defined critical
assets and reduce the potential for the risk of failure occurring.
During FY24, effective assurance reporting was significantly
improved with the implementation of advanced Power BI
visualisation. This is key in focusing line management on
assurance trends and efficacy of close-out actions, thus
embedding a culture of continuous improvement.
OE as a capability has grown in the organisation from an
awareness, competency, and knowledge perspective. This
enabled action to be taken on the focus areas that were
identified over the previous financial year, resulting in the
progress seen in specific areas for this year. The challenge
remains that OE is a transformation, requiring strong
leadership support and coalition.
Taking into consideration the number of interrelated and
dependent Operational Core Processes (OCPs) that may impact
asset integrity, reliability and performance, the following Key
Result Areas (KRAs) were identified in FY23, carried over into
FY24, over which assurance was provided:
Within the context of risk and assurance, a KRA is defined as an outcome that needs to be achieved to prevent the risk from materialising. This outcome is achieved through adequately designed and effectively performing key responses/critical controls.
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