Sasol Limited Integrated Report 2021 - Book - Page 22
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Managing our material matters
Our material matters are factors that have the potential to impact,
both positively and negatively, value preservation and creation in the
short, medium and long term. Managing them effectively could support
or hinder our ability to execute our strategy and remain competitive.
Assessing:
• Materiality of the
matters arising.
• Potential impact
of risks as viewed
through our
materiality lens.
• Impact on delivering
our strategy.
• Our stakeholders’
expectations.
Actioning:
• Assessing impact
on risk tolerance
and appetite.
• Actions required
to manage
material matters.
• Evaluating
scenario
modelling
consequences.
• Evaluating tradeoffs between the
six capitals.
Report
Addressing:
• Plausible
responses to the
Board and GEC.
• Articulate annual
Group top
priorities.
• Report to
stakeholders.
Implement responses, review our strategy and
strategic objectives, and continuously monitor
and report
Why this is important
Reviewing:
• Changes in our
operating and
sustainability
context.
• Perspectives of our
stakeholders.
• Our response to our
Group top risks.
• Decision-making
information
submitted to our
Board.
• Management
information
submitted to our
Group Executive
Committee (GEC).
Respond
Safety – Pursuing zero harm
People – Attracting and retaining talent
The loss of one life is one too
many. We want to ensure that
all our employees and our
service providers can return to
their loved ones every day.
• RCR of ≤ 0,26
Targets
Prioritise
• HSI Rate ≤ 14
Delivering Future Sasol
requires values-driven,
appropriately skilled and
motivated people who care
about Sasol and want to
succeed. We have to create
the right culture and put
in place the conditions to
ensure that we continue to
be collaborative, embrace
diverse thinking, ensure we
live our Purpose and deliver
on our strategic objectives.
• FERs ≤ 19
• Employee
turnover
< 7%
• TiOP ≤ 2,3
• Leveraged our high-severity incident (HSI) programme, focusing on
pre-task risk assessments, life saving rules, critical controls and
diligently adhering to the management of change protocols.
What we have done
Identify
• Created an understanding and associated work environment,
appreciating risk and potential outcomes, underpinned by
committed leadership.
• Implemented and refined critical risk controls for logistics
processes.
• Provided wellbeing support to employees in response to COVID-19
pandemic.
• Maintained preventative COVID-19 workplace protocols.
• Applying the
principle of
‘no regression’ to
maintain diversity
representation
during workforce
transition
• Improve gender
representation
globally
• Workforce transition undertaken with focus on change leadership,
employee care and continued engagement.
• Visible leadership, emphasising commitment to fair treatment in
virtual and on site engagements.
• Employee value proposition (EmVP), reviewed retention approach
and creating excitement for Future Sasol.
• Overall African, Indian and Coloured (AIC) representation increased
from 71,9% to 72,4% and global gender diversity improved from
24% to 24,5%.
• Approved limited salary increases for employees below leadership
level.
• Continued to secure United States state grants for mostly
technical skills training.
• Restored recognition awards in the United States to create a
sense of family.
What we continue to do
Determining our material matters
ZERO
• Emphasising importance of first-level of assurance and confirming
that verification systems operate as designed.
• Creating a culture that encourages reporting, feedback and lessons
learned on all incidents.
• Further advance humanising safety as a leadership imperative.
• Effectively implement, monitor and evaluate controls including
maintaining operational discipline.
• Support voluntary vaccination.
• Inclusive culture enhancing engagement and productivity.
• Compelling EmVP with opportunities to develop, grow and
strengthen capabilities.
• Make work environments engines of collaboration and innovation.
• Established a ‘Centre for Shared Value Management’ – an initiative
facilitating the creation of socio-economic value for employees and
our communities.
SR
For more detail refer to our Sustainability Report available
on our website, www.sasol.com
• Support our employees through our Ntsika entrepreneur
development programme.
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Sasol Integrated Report 2021