2022 Sasol Sustainability Report - Book - Page 14
SUSTAINABILITY PERFORMANCE AGAINST OUR FOCUS AREAS
INTRODUCTION
DATA AND ASSURANCE
SAFE AND ENDURING OPERATIONS (CONTINUED)
Human Capital: Labour management (continued)
WHAT WE ARE DOING ACROSS THE GROUP
Labour stability and employee productivity
We maintained a stable labour environment and strengthened our employee engagement
to improve productivity by:
We continued fostering a safe and caring workplace
centred on employee wellbeing through:
We maintained constructive relationships and enabled improved working
conditions by:
• Increasing emphasis on performance accountability, time management, reviewing identified
policies and line management capability building.
• EAPs which are available to all employees and
their immediate family members at no cost.
Our employee wellbeing strategic partners
continuously mobilise additional resources to
help employees manage various challenges owing
to pandemics, natural disasters, wars and other
humanitarian crises.
• Recognising and respecting the right to collective bargaining as part of
trade union recognition agreements.
• Identifying critical roles for the business, strengthening the internal pipeline of successors
and the required retention mechanisms to ensure business continuity.
• Striving for Zero Harm through relentless focus on enriching the HSI programme with
humanising safety as a leadership imperative.
• Driving a leader-led employee engagement and communications programme, in the United
States, that informed employees through various communication mediums of company
activities and progress, increasing awareness of our transformation, connecting employees
to our business and the external environment in which we operate, reinforcing new ways of
working, building familiarity with new leaders and recognising employees and teams.
• Maintaining positive and constructive relationships with trade unions and works councils
across Southern Africa, the United States and Eurasia.
• Counselling services which are available
telephonically, via email and face-to-face where
necessary.
• Empowering employees to take responsibility for
their own wellbeing and contributing to a highperformance culture.
• Engaging and ensuring effective partnerships with all recognised trade
unions and works councils in all the countries within which we operate.
• Ensuring that key stakeholders retained consultative or negotiating
powers on issues of mutual interest in line with applicable labour laws.
• Regularly reviewing and updating our policies and procedures in line with
business, legislative requirements and key conventions of the International
Labour Organisation.
• Implementing appropriate strategies on multi-sectoral wage negotiations,
ensuring labour stability.
Capacity building
Skills and capability building to enable a high-performing team and improve competitiveness through:
Maintaining partnerships for critical skills:
LEADERSHIP CAPABILITY BUILDING
SKILLS DEVELOPMENT
• In line with our defined leadership identity, leadership
development programs were identified to build and
strengthen leadership capabilities.
• In 2022, we continued to build and sustain a pipeline of functional,
technical and operational talent pools by investing R1,2 billion in
skills development, which included critical skills development, safety
training, bursaries, graduate development, learnerships as well as
apprenticeships and internship programmes.
• Our integrated Culture Transformation and Capability Building
Programme continued with Leadership Commitment Journeys
centered around Sasol’s Purpose, values, customer centricity,
owner’s mindset, agility and humanising safety.
• Leadership development programmes, initiatives and
interventions required to accelerate leadership capability were
designed. Primary focus remained on leadership excellence,
commercial excellence, managing micro-battles, procurement
as well as coaching and mentoring.
• The growth of our Sasol Chemicals Business in China prompted
the design and implementation of the Sasol China New Leader
Development Programme which equipped leaders to adapt to
their new roles, and to provide them with the required leadership
mindset, skills and capabilities.
• To further develop a diverse leadership pipeline, we completed
the succession identification and development planning for our
leadership structure. Development plans have been put in place
to ensure healthy leadership pipelines.
• During the 2022 academic year, we funded 602 undergraduate
and postgraduate bursaries focusing mainly on engineering,
science and technology disciplines.
• 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. 853 learners were trained in
these programmes during 2022.
• We enhanced our self-directed learning and development ambition
by relaunching the miGrowth digital eLearning academy.
• The Sasol bursary programme was repurposed to address the skills
needed for Future Sasol. In the 2022 academic year, bursaries were
awarded for data scientists, post-graduate chemical engineering
and chemistry focusing on green hydrogen and renewable energy.
We collaborate with and provide funding to various institutions,
enabling research in renewable energy and technology.
SASOL SUSTAINABILITY REPORT 2022
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• We maintained strategic partnerships to build
and strengthen a broader pool of identified
critical skills in areas within which we operate.
• In South Africa, we have partnerships with
local Technical and Vocational Education and
Training colleges, with the support of the
Chemical Industries Education and Training
Authority.
• In Mozambique, we established a threeyear learnership programme at the Central
Processing Facility. Through strategic
partnerships with selected service providers,
we continued to drive focused recruitment
of persons with disabilities and the absorption
of our qualified learners.
• In the United States, we have partnerships,
endowed scholarships and internship
programmes with several universities.
Additionally, we partner with local schools
to provide additional support of science,
technology, engineering and mathematics
programmes with the goal of increasing our
workforce development pipelines.
Equip the workforce with
capabilities required by:
• Building future skills and
capabilities to improve
competitiveness remained a key
objective towards enabling
Future Sasol.
• As part of our broader capability
building journey, a prioritisation
process to address critical
capabilities was put in place with
specific focus on those required
for new business development
in the low-carbon future or
green economy.
• We prioritised core capabilities
including leadership excellence,
commercial excellence, operational
excellence and other emerging
and foundational capabilities.
• We repurposed our bursaries
and graduate development
programmes to focus on future
skills and capabilities.