Sasol Climate Change Report 2022 - Book - Page 21
INTRODUCTION
OUR FUTURE SASOL STRATEGY
RISKS AND OPPORTUNITIES
GOVERNANCE
DATA AND ASSURANCE
IMPLEMENTING THE FUTURE SASOL STRATEGY
The living strategy approach helps leadership teams continuously sharpen their strategy and
accelerate performance to stay ahead.
Future Sasol strategy
Our operating model and strategy makes us more agile to respond and adapt to changes
in our external environment.
PERFORMANCE AMBITION, VALUE CREATION LEVERS AND MULTI-YEAR OUTLOOK
We are positioned to be closer to the customer.
Future Sasol is defined by three strategic businesses
SASOL ENERGY
SASOL CHEMICALS
SASOL ecoFT
Leading the energy
transition in Southern Africa
Growing with our
unique chemistry
Building sustainable
businesses with our
advantaged FT technology
Decarbonise our operations
Preserve competitive and
sustainable returns
Lake Charles to full potential
Innovate with customers for
sustainable solutions
Leverage advantaged and
differentiated FT technology for
sustainable products
Shift to higher margin
specialty solutions
Play a key role in SAF
commercialisation
Grow new value pools
ENABLED BY
Delivering
Sasol 2.0 to
full potential
Unlocking
operational and
commercial synergies
Inspiring
our highly skilled
and talented people
Leveraging
our unique FT
technology
Driving
initiatives to unlock
sustainable value
DELIVERY AGENDA
DEVELOPMENT AGENDA
Initiatives ready
for execution
Monitoring of signposts
Frequent updating and
assessment of unresolved
strategic issues
LIVING
STRATEGY
APPROACH
Focused dashboards,
with a few critical KPls
Collaborative delivery
dialogues to track progress
and accelerate delivery/
remove roadblocks
Development dialogues to
keep the strategy evergreen
DYNAMIC RESOURCE ALLOCATION
We use scenarios to test the robustness of our strategy. By modelling extreme scenarios, we identify proactive
strategic moves through a better understanding of our potential exposure (see resilience of our portfolio
pages 17 – 19). Our scenario modelling capabilities have been refined, which improves our ability to understand
the environment in which we operate.
Identifying and framing opportunities is key to bridging the performance gap
Performance
DEFINITION OF VICTORY
Delivering sustainable returns over the long-term to stakeholders
Achieve net zero ambition while preserving and creating value and investing in people
Performance Ambition
GAP versus AMBITION
PERFORMANCE
GAP
Multi-year Outlook
A living strategy approach
Our industry is undergoing a significant change, at a pace not seen in many decades.
The short-term crises of the COVID-19 pandemic, geopolitical challenges and megatrends
in sustainability and digitalisation reflect a world where disruption is the norm and
opportunities in new and emerging areas are opening up faster than ever. In responding,
we have found that a fixed, conventional process to develop strategy was not allowing us
to respond fast enough. As a result, we adopted a dynamic or 'living strategy’ approach
as a barometer to constantly assess data and evaluate what the data means for us.
In this way, we are able to remain on track to wards achieving the Future Sasol strategy.
Actual Performance
TODAY
Time
PERFORMANCE AMBITION
MULTI-YEAR OUTLOOK
PERFORMANCE GAP
Aspirational, 3 – 5 year company
and corporate ambition
3 – 5 year company and performance
trajectory, given current strategy
and market context
Identify highest priority issues
and opportunities to close
the performance gap and
accelerate value growth
We frame our strategic risks and opportunities, prioritise and then address them. This allows
us to close the gap, if any, between actual growth performance and our aspirational ambition.
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