Sasol Sustainability Report 2023 - Book - Page 19
INTRODUCTION
SUSTAINABILITY PERFORMANCE AGAINST OUR FOCUS AREAS
SAFE AND ENDURING OPERATIONS
DATA AND ASSURANCE
ANNEXURES
SAFE AND ENDURING OPERATIONS // Human Capital Management CONTINUED
PERFORMANCE
COMPETITIVE COMPENSATION AND BENEFITS ENHANCED
BY A SUPPORTIVE AND CARING WORKPLACE
LABOUR STABILITY AND EMPLOYEE PRODUCTIVITY
TALENT MANAGEMENT, SKILLS AND COMPETENCIES
Delivering a compelling
Employee Value
Proposition (EmpVP)
In FY23 for the eighth year
running, Sasol was certified a
8Top Employer9 in South Africa.
The ranking is awarded to the
most outstanding employers who
demonstrate people practices
including rewards and benefits,
performance management, talent
development and recruitment, to
mention only a few. Through
Heartbeat 81% of employees
indicated their intend to stay at
Sasol in the foreseeable future.
Maintaining labour stability
through effective and
collaborative partnerships
Talent management
For FY23, we have hired 1 614
permanent employees in
Southern Africa, whilst 59% of
filled vacancies across all role
categories were from
internal hires.
" Formal engagement structures
such as partnership forums in
Southern Africa are in place and
operational at operating entities
and also at the regional level, to
ensure effective partnerships
with recognised trade unions and
works councils;
Our Sasol People Promise aims to
provide a unique employee
experience and a compelling
EmpVP to a diverse workforce
through our 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.
Enhanced global pay
transparency has enabled line
managers to own the pay
narrative and to be equipped
when having pay conversations
with employees. We are
congnisant of the increased
attention given to pay equity.
Considering this, we are currently
reviewing the data to fully
understand our position and plan
how we deal with any challenges
we find in the most appropriate
manner.
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 our Purpose of
8Innovating for a better world9.
Sasol has an employee turnover
of 1 725. This represents a global
number below 7% which is within
our acceptable target range.
WWW
For further breakown of our
employee turnover, refer to www.sasol.
com/sustainability/human-capital
Employee wellbeing
Employee wellbeing at Sasol
remains one of the key enablers
of a stable employment
environment and a productive
and engaged labour force across
all our operations. Our approach
to employee 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.
To maintain a stable, productive and
engaged labour and employment
environment across all our
operations in FY23, we continued:
" Driving identified High Severity
Incident-related frontline
leadership development with an
enhanced focus on process safety
fundamentals;
" Respecting the right to collective
bargaining. 61% 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;
" Implementing appropriate
strategies for multi-sectoral wage
negotiations;
consistent corrective action
application of natural justice
when addressing areas of
misconduct and encourage
timeous and consistent
corrective actions; and
" Supporting a just and equitable
transition as we decarbonise.
Performance management
The primary purpose of Sasol9s
performance management process
is to promote higher levels of
employee performance, in support
of the business strategy, associated
goals and high-performance culture.
This process covers all employees
outside of the collective bargaining
units.
Digital HR
To drive functional effectiveness
and competitive advantage, our 1HR
system provides a people
management platform that
leverages technology and enables
the business to make trusted,
data-driven decisions. It was
implemented in Southern Africa,
Eurasia and North America. 1HR was
designed to align our HR processes
with leading practices and enhance
our HR service delivery.
" 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;
Skills and capacity
building
In FY23, we remained focused on
improving our competitiveness
and unlocking value by developing
priority capabilities to sustain our
current operations, ready for the
low-carbon future and access new
opportunities. These capabilities
included commercial excellence in
sales and marketing; operations
excellence in ensuring reliability;
procurement; the costeffectiveness of operations;
and low-carbon energy.
To develop and sustain a pipeline
of future talent, we invested
significantly in critical skills and
core capability development.
We have invested R1 348 million in
Southern Africa for training and
development and a total of
R1 431 million for the Group.
We have developed 26 519
employees in various fields and
programmes in South Africa.
We also invested R481 million to
bursaries, graduate development
and, learnerships as well as our
apprenticeship and internship
programmes.
We continue to build and sustain
technical and operational talent
pools through the bursary and
learnership programmes.
During the FY23, we funded 544
undergraduate and postgraduate
bursaries focusing mainly on
engineering, science and
technology. Our skills academies
remained favourably positioned
to ensure a pipeline of artisans,
critical to Sasol and the future
development of South Africa and
Mozambique. Trades offered in
these academies include fitting,
electrical, instrumentation,
welding, turning, fabrication and
rigging. 1 378 artisan learners
were trained in these
programmes during FY23 and on
average, 50% of the people in
learnerships are permanently
appointed within Sasol operations
upon the completion of their
training.
Total investment in skill development
(R million)
" 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
SASOL SUSTAINABILITY REPORT 2023
Attracting, developing and
retaining high-performing people
remains fundamental to creating
value. Our talent management
approach drives the building of
our leadership capability and
bench strength for the
sustainability of our foundation
and future business.
TOTAL
R1 348
MILLION
18
R487,28 Employee Training and Development
R334,58 Other (License Fees, Training Opex
and Overheads)
R307,18 Learnerships
Graduate Development Programme
R84,81
Bursaries
R73,81
R23,99 Technical Coaches & Mentors
Employee Study Aid
R21,17
R15,27
Technicians and Inspectors in Training
