2022 Sasol Sustainability Report - Book - Page 29
SUSTAINABILITY PERFORMANCE AGAINST OUR FOCUS AREAS
INTRODUCTION
DATA AND ASSURANCE
GROWING SHARED VALUE
Sasol in Society
At Sasol, we work to create a positive and measurable socio-economic impact,
responding to key societal challenges in our operational geographies and
fenceline communities.
OUR APPROACH – OUR PROMISE TO SOCIETY
•
•
•
•
Contribute to thriving host communities
Partner for socio-economic value
Just and responsible transition
Placing our key stakeholders and partners at the centre of the implementation process
Catalyst for positive change is our execution intent
Our investment results in enhanced economic participation, contributing to growth and improved
quality of life within our operating geographies and fenceline communities.
Our social investment (SI) approach is brought to life through a multi-pronged, multi-year methodology
to respond to the priorities or our fenceline communities. This is to ensure that we deliver impactful
and relevant programmes which create shared value among various stakeholders. This is done by
intersecting the Sasol Intent with our fenceline community priorities and national, provincial and local
priorities in our operating geographies and fenceline communities.
NATIONAL AGENDA
(including
provincial and
local priorities)
a
En
e
3
M
ly
a
i ve
in nage
f
and proact and .
pa lue
bl rtn ncing, engaging ers o
d
in
tc
g a ering wi
hol
th stake ue ou
‘wi
l
a
n win’
v
sh a r e d
SHA
RED VALUE
SASOL
INTENT
FENCELINE
COMMUNITIES
1
• Increasing the pool and quality of relevant skills
to bridge the education gap for our fenceline
community beneficiaries in order to increase
employability and portable skills for the youth.
• Enabling economic inclusion opportunities
for small businesses to contribute to the
economic growth in our operating geographies
through our economic transformation and
local content programmes.
• Building resilient community infrastructure to
improve the health, sanitation, electricity and
roads for our fenceline communities through
our community development programmes.
3
2
m
IMP
A
CT
Make a measur
differenc able
e t o so
st ci
ak
e
CE
2
• Enhancing the quality of education
outcomes for our learners from early
childhood development to entrepreneurship
and employment.
• Enhancing the quality of life of our
communities through better access to
quality health systems and community
service infrastructure.
R
AN
1
U
exp nde
e r
eff cta s
ec
st t
a
EV eholder
EL d staknd respond
n
a
e
ta ns to divers
tio ely lders
iv eho
k
ic
om
on
ec ders
o ol
h
WHAT WE ARE DOING
• Increasing environmental awareness
through environmental stewardship
programmes which contribute to building
a sustainable community.
• Creating sustainable connections of Sasol
through our employees to and non-profit
organisations who do good in our communities
through our Sasol for Good programme
including voluntary payroll donations, once-off
donations and disaster relief contributions.
SASOL SUSTAINABILITY REPORT 2022
28
SI spend by region
2022
Rm
2021
Rm
South Africa
Mozambique
North America
Qatar
526,0
201,9
15,2
0,2
440,1
75,9
9,7
0,5
B-BBEE (R’billion)
2022
2021
33,6
21,6
Level 3
23,8
15,8
Level 4
2022
Rm
2021
Rm
Black-owned spend
Black-owned women spend
B-BBEE status
SI spend by focus area
Quality education
Bridge-to-work:
skills development
Enterprise and supplier
development
Community health
and infrastructure
186,4
156,7
242,8
175,7
65,7
18,1
184,2
144
Environment and biodiversity
38,6
13,2
Sasol for Good
25,6
18,5
R743,3 million
Total SI spend (R526,2 million in 2021)