2022 Sasol Sustainability Report - Book - Page 23
SUSTAINABILITY PERFORMANCE AGAINST OUR FOCUS AREAS
INTRODUCTION
DATA AND ASSURANCE
SAFE AND ENDURING OPERATIONS (CONTINUED)
Enduring operations
CONTINUOUS IMPROVEMENT HIGH LEVEL PROCESS
In support of the Sasol 2.0 transformation programme, our operations must
continue to generate cash while reducing cost. This continuous improvement
approach and mindset will drive the business forward, by improving
productivity and reliability, enhancing customer value and improving
safety all round. The ultimate aim is to achieve world-class operations
through an ingrained Operations Excellence culture.
OUR APPROACH
Operations Excellence is the systematic and structured approach to continuously improving and sustaining
business performance towards world-class operations, thus enabling competitive business advantage and
long-term sustainable growth.
RE
VI
E
A maturity based approach guided by the framework defined by the Sasol Operations Management System
has been adopted. Core and enabling business practices are driven through Centres of Excellence (CoE)
supported by Communities of Practice (CoP).
MONITOR
OUTPUTS
INPUTS
Record outputs,
do required updates,
inform inputs
ASSESS
READINESS
Identify inputs from
strategy formulation,
strategic drivers,
non-conformances,
production
reports
TRANSLATE
Conduct readiness
reviews and sustainability
framework assessment.
Assess according to agreed
assessment methodology
Underpinning our approach, with the focus on building a strong cash basis to support Future Sasol, is the Sasol Energy
Operations transformation strategy for 2025. We have formulated bold ambitions focused on People, Planet and Profit
to ensure this transformation becomes a reality by:
Translate inputs to
determine operations
and regional operating
hub (ROH) impact
PL A N
WHAT WE ARE DOING
W
• A change in the operating model;
• Challenging cash fixed cost, capex and gross margin targets; and
IMPLEMENT
• The Just Transition and move towards environmental sustainability, including the carbon dioxide (CO2) reduction targets.
Implement using
applicable project
or initiative
methodology
Achieving this transformation while ensuring safe and stable operations will require focused and dedicated leadership.
Sasol 2.0 for Energy Operations is a complex and ambitious transformation.
In our Chemicals Business improving Operations Excellence continues to be a key driver for safe, reliable and efficient
operations. In support of our 2.0 ambition we are seeing good progress across all regions with key benefits generated from:
• Rolling-out digital tools that visualise process information and enable quick corrective action; and
We have focused executive committees driving the Develop Agenda and the Deliver Agenda
• Clear understanding of the ambition and the roadmap to get there;
• New mindsets and ways of working to enable change and innovation;
• New management systems to enable all the complex work ahead;
• Effective sponsorship structure to cascade elements of
change; and
For further detail on our strategic direction refer to
IR
Analyse improvement
opportunity, categorisation
and do classification.
Prioritise for
operations and ROH
Develop
using value and
and test using
impact
applicable project or
initiative methodology
DEVELOP
AND TEST
DO
• Capital projects targeting prolonged turnaround cycles and more streamlined maintenance work.
The Develop Agenda team reviews the transformation ambition,
progress on targets and strategic priorities and problem solve through
micro-battle teams or assist others who require support with:
ANALYSE AND PRIORITISE
• Structured performance management to mitigate risk and
track results.
The Deliver Agenda team, driving the running of the day-to-day
business, monitors key metrics, highlighting problem areas,
identifying root causes, and taking corrective action. Discussions
are based on standardised key performance indicator dashboards
and on continuous improvement initiatives that are already
well advanced and/or well defined.
To coordinate such a complex transformation, we have put in place an
integrated management system. The key elements of the management
system include:
• Execution structure that includes a Transformation Office to
coordinate and manage the programme;
• Dedicated ‘develop hub’ resources to help manage the delivery within
the operating platforms using the micro-battle methodology to focus
on a specific set of topics and formulate a proposal for optimisation;
and scaling teams to implement focused initiative delivery; and
• Governance structure to manage risk and report on results through
an integrated dashboard.
and implementing the Future Sasol strategy in the CCR .
SASOL SUSTAINABILITY REPORT 2022
22