2022 Sasol Sustainability Report - Book - Page 15
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 (CONTINUED)
Organisational culture transformation
Promoting a customer-centric, diverse and inclusive culture:
Promoting diversity, equity and inclusion in the workplace remained part of the top priorities in 2022. Our Purpose, values and our espoused culture commits us to non-discrimination
and to foster diversity by ensuring that our workplaces globally are inclusive, fair, open, flexible and supportive. Our integrated Culture Transformation and Capability Building
Programme remains a strategic enabler towards Future Sasol with a shift to a more customer-centric, caring and inclusive culture with leadership styles that enable agile ways
of working, driving an owners’ mindset and creating a sense of belonging. To ensure effective embedding of our desired cultural behaviours, and to strengthen employee
engagement while remaining in touch with our organisation, a comprehensive listening strategy was developed including various tools such as Change Risk Assessments,
Pulse Engagement and Heartbeat Surveys as well as Town-halls.
We continued to hold ourselves accountable to our
diversity targets, in part, by incorporating our targets
into our short-term incentive scorecard, for more
detail refer to IR .
In 2022, we also continued our focus on the following:
• Driving Employment Equity and B-BBEE goals in
South Africa and continuing our commitment to
localisation in Mozambique.
We do not tolerate any form of prejudice or unfair discrimination and commit to:
• eliminating all forms of prejudice and discrimination at every level of the organisation including our stakeholders;
• growing an inclusive organisational culture supported by practices that promote human rights and dignity;
• taking an affirmative stance towards diversity, equity and inclusion in all Sasol policies and interventions;
• ensuring that all perceived violations are considered as serious transgressions and dealt with in a manner that is fair, expeditious and free of recrimination; and
• safeguarding our global policies, procedures, systems, and practices to eradicate all forms of discrimination and harassment. As such, our remuneration policy also places
emphasis on equal and non-discriminatory reward practices.
To advance targeted diversity, equity and inclusion focus, we launched our Energy Women’s Network, comprising Women’s Conferences, a Self-empowerment Programme, Mentorship
Circles and a Women’s Development Forum. These interventions are aimed at removing barriers and headwinds for women’s progression within our business. Our focused efforts
to drive disability inclusion gained further momentum in 2022 in South Africa, through a campaign intended to raise internal awareness and encourage employee voluntary declarations
and increase the representation of persons with disabilities.
Through our Global Diversity and Inclusion Leadership Network, we share best practices and learnings as we collaboratively work towards a diverse workforce, in an inclusive
corporate culture, with inspiring leaders. This is a network of leaders and experts having dialogues and sharing lessons learnt on topics such as diversity, equity, inclusion and
belonging from around the world. The members in this network are from South Africa, Mozambique, the United States and Germany.
• Our diversity-10-point-plan which provides a set
of qualitative measures designed to enable the
achievement of our diversity objectives, including
the recruitment, development and retention of
candidates from under-represented groups as
well as measures to enhance gender equity in
South Africa.
• In the United States, we leveraged digital
recruitment platforms that target and curate
diverse candidate resumes, revised job
descriptions to be more inclusive of diverse
experiences and leveraged our new Flexible Work
Arrangement Policy to attract diverse candidates.
PERFORMANCE
South African gender and race profile as at 30 June 2022
Global gender representation including management
South Africa
(%)
Mozambique
(%)
75% Male
25% Female
Male (M)
79% Male
21% Female
Occupational level
A
C
I
W
A
C
I
W
M
F
Total
Top management
7
2
3
13
5
0
2
1
0
0
33
Senior management
148
22
100
374
77
14
42
110
7
5
899
Middle management
919
113
234
1 005
679
79
191
565
39
12
3 836
5 261
262
256
2 648
1 717
182
141
929
19
8
11 423
6 640
128
64
637
1 595
45
18
138
114
1
9 380
128
5
2
15
73
3
1
1
2
0
230
13 103
532
659
4 692
4 146
323
395
1 744
181
26
25 801
101
31
6
24
136
24
4
8
0
2
336
13 204
563
665
4 716
4 282
347
399
1 752
181
28
26 137
Junior management
Eurasia
(%)
Americas
(%)
Semi-skilled
Unskilled
Total permanent employees
76% Male
24% Female
73% Male
27% Female
Foreign
nationals
Female (F)
Non-permanent
Total including
non-permanent employees
A: African C: Coloured I: Indian W: White * Assured by Deloitte & Touche/Tholisiwe – refer to page 75
SASOL SUSTAINABILITY REPORT 2022
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