Sasol Integrated Report 2024 - Book - Page 18
INTRODUCTION
ABOUT SASOL
STRATEGIC OVERVIEW
BUSINESSES
ESG
REMUNERATION REPORT
DATA AND ASSURANCE / ADMINISTRATION
BUSINESS MODEL USING THE SIX CAPITALS continued
VALUE CREATED
VALUE PRESERVED
VALUE ERODED
OUTCOMES
Financial capital
FC
Human capital
HC
LBIT R27,31 billion (EBIT R21,52 billion)
Work-related fatalities six (two)
Cash generated by operating activities R52,32 billion (R64,64 billion)
High-severity rate 15,22 (9,96)
HEPS per share R18,19 (R53,75)
W and benefits R36,57 billion (R34,69 billion)
Attributable loss R44,27 billion (earnings R8,80 billion)
Net debt to EBITDA 1,5 times (1,3 times)
Gearing 64% (44,7%)
Standard and Poor’s rating Sasol BB+ (stable outlook) in October 2022
and Moodys upgraded rating to Ba1 with a stable outlook in November 2023
KEY ACTIONS TO SUSTAIN VALUE
• One of the FY25 priorities is focused on cash generation
• Introduction of streamlined operating model avoiding duplication
and facilitating decision making
• Refreshed focus on capital allocation
• Dividend policy linked to availability of free cash flow
MC
Manufactured capital
Impairment of the ethane value chain in the United States
Successful 12A application for load-based emission to apply to relevant
operations in South Africa
Statutory reported occupational diseases 37 (51)
* Five fatalities in financial year and an additional one thereafter.
KEY ACTIONS TO SUSTAIN VALUE
• The FY25 priorities have a focus on safe, efficient and reliable
operations and culture
• Unequivocal safety focus by the Chief Executive Officer and the
Group Executive Committee
• Performance agreements and incentive mechanisms focused
on ensuring that safety comes first
KEY ACTIONS TO SUSTAIN VALUE
• Executing against our emission reduction roadmap while
optimising for value creation
• Executing actions from the outcome of the BFA
• Considering further investment into renewable energy towards
our target of 1 200 MW by 2030
Social capital
SC
IC
Paid taxes in South Africa R43,34 billion (R49,44 billion) and paid taxes
in Mozambique R2,67 billion (R2,20 billion)
B-BBEE level 2 (Level 3)
Retrofitted 16 out of 17 Electro Static Precipitators (ESP) with abatement
equipment at Secunda Operations
Black-owned business spend R44 billion (R41,7 billion)
Upgraded eight of 12 ESPs at Sasolburg Ekandustria Operations
with one boiler being retrofitted at our Steam Station 1 plant
Employee survey
KEY ACTIONS TO SUSTAIN VALUE
• FY25 priorities identify the need to drive safe, efficient
and reliable operations
• Our full potential programme at Mining aims for a sustainable
improvement across all collieries
• Focused programme to safely increase reliability of our operations
Comparative figures for previous year indicated in brackets.
Undertook a Biodiversity Footprint Assessment (BFA) at our Secunda
and Sasolburg facilities
69 MW Msenge Wind Farm, located near Bedford, Eastern Cape,
planned to be in commercial operation by October 2024
Introduction of renewable energy at some of our Eurasian sites
resulted in reductions of approximately 30 ktpa
Continued with air quality offsetting programme that included
but was not limited to:
• paving of an additional 1,8 km road to reduce dust pollution;
• retrofitting of thermal insulation to houses and an LPG stove-for-coal
stove swop in 5 532 households across eMbalenhle and Lebohang;
• re-establishing the vehicle emission testing programme that
commenced in May 2024
*
Paid to shareholders in dividends R7,63 billion (R13,75 billion)
Natural capital
NC
Total social investment spend R693,2 million (R857,3 million)
Intellectual capital
Patents granted and pending: 2 425 (2 282)
Registered and pending trademarks: 4 418 (4 017)
Bursaries issued 564 (544)
Invested in research and development R1,51 billion (R1,39 billion)
Invested R1,2 billion in skills development (R1,4 billion)
Development of an innovative Sasol catalyst, CoFT to produce
a carbon-neutral e-fuel
KEY ACTIONS TO SUSTAIN VALUE
In South Africa:
• Reached over 1,5 million young people through the HIV/AIDS education
and awareness campaign implemented in KwaZulu-Natal
• About R1,4 million donated by 308 employees to 112 causes as part
of our Sasol for Good Programme. This included Sasol’s contribution
to match employee donations
In Mozambique:
• Continued training in technical areas such as Mechanics, Electricity,
and Welding, aiming for IFPELAC international certification
• US$1,2 million invested to rehabilitate and improve the existing
health centres of Pande and Doane
In North America:
• Employees and their families volunteered to support the 1 000 Trees
in 1 000 Days initiative
• Supporting business development and skills training through the
Louisiana Small Business Development Centre at McNeese State
University in Lake Charles
SASOL INTEGRATED REPORT 2024
16
KEY ACTIONS TO SUSTAIN VALUE
• SASOLWAX LC100 – developed for the packaging adhesives
market – has a reduced product carbon footprint of 35%
without compromising on performance
• FY25 priorities focused on driving a culture of innovation
