Sasol Limited Integrated Report 2021 - Book - Page 24
2
3
4
5
6
Key Performance Indicators
Bursaries granted
Broad-Based Black Economic
Empowerment status
21
21
20
20
Year
Year
Sustaining business operations
Recordable case rate
19
350
Gender diversity (%)
500
550
600
women
21
20
Year
We have defined a number of targets to measure our performance. We continually monitor our
performance against these targets and when necessary, revise them to take into account changes
in the strategic outlook. Our short-term targets are aligned with our long-term strategic targets and
are employed across the Group. They encompass both financial and non-financial indicators as well
as quantitative and qualitative factors.
Growing and developing our people
300
Number
400 450
During 2021, we enhanced our diversity and inclusion focus further by specifically
redefining our global diversity and inclusion approach, with more emphasis on inclusion.
Female representation at Vice President and Senior Vice President layer increased by six.
We continued with the execution of 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 underrepresented groups as well as measures to enhance gender equity in South Africa.
19
18
17
0
10 20 30 40 50 60 70 80
Rand million
Invested in bursaries
Number of bursaries
30
25
We continued awarding bursaries to top performing
undergraduate and postgraduate students globally
to secure and develop a critical talent pipeline of the
future. During 2021, we invested R46,7 million and
reduced our bursary pool* from 455 to 352.
20
%
1
10
Mozambique Operations
5
* Excludes Sasol Global Foundation bursaries.
19
Eurasian Operations
North America Operations
South Africa Operations
15
0
19
20
Representation of women at Sasol
18
18
17
17
0.00
0.05
0.10
0.15
Rate
0.20
0.25
0
0.30
Our recordable case rate has improved from 0,27 to 0,26 over
the 12 month reporting period. Each incident undergoes
thorough investigation to determine the root cause and we
apply learning to reinforce safe behaviours.
1
2
3
4
Level
5
6
7
8
Return on invested capital
(ROIC)
We continued to deliver on our commitments towards
sustainable transformation and Broad-Based Black Economic
Empowerment despite current macroeconomic challenges.
Quality-based earnings growth
% (in US$ real terms – 2017
baseline)
20
9
Net debt to EBITDA
21
21
-2
Total water use
18
18
17
17
0
100
200
300
Million gigajoules
400
0
500
30
60
90
Million cubic meters
120
150
Our global water demand decreased by 3,2% due to the
divestment of our United State’s assets. Total water use
decreased from 142,6 million m3 in 2020 to 138,0 million m3
in 2021. New water targets will be “context-based” and with
the intention to focus on reducing the absolute volume of
water used for production aligned with the 2015 baseline,
without compromising production.
Total waste
Greenhouse gas intensity
21
21
20
19
Year
Year
Through our energy efficiency drive, the Sasol Group has
achieved a 22,75% improvement from 2005 until 2021,
while our South African based Energy Operations achieved
a 22,08% improvement against the cumulative target of
21% from 2005 to 2021, towards a 30% energy efficiency
improvement target by 2030. The improvement is mainly
due to an increase in net production volumes and more efficient
use of utility energy.
20
18
0
19
200
300 400
Kilotons
500
600
Sasol’s approach to waste management has undergone significant
changes over the years in response to changing legislation and
industry practices. The total waste generated decreased by 5,5%
from 2020. Hazardous waste generation decreased from 333 kt in
2020 to 319 kt in 2021. We generated 180 kt of non-hazardous
waste, down from 195 kt in 2020.
0,0 0,5
Year
The Group’s ROIC for 2021 was impacted by
the impairment of assets in Sasol’s South
African businesses. Notwithstanding, ROIC
for 2021 improved from 2020 as a results of
higher earnings mainly due to improved gross
margin, movement in translation gains, gains
on derivatives and hedging activities and lower
impairments. The decrease in ROIC in the prior
year was attributable to significant impairments
in 2020, and a softer macroeconomic
environment affecting demand, exacerbated
by the COVID-19 pandemic.
1,0 1,5 2,0 2,5 3,0
CO2 equivalent/tons
3,5
4,0
Our greenhouse gas intensity (tons CO2e per ton of production
meant for external sale) decreased to 3,69 in 2021 from
3,90 in 2020.
23
Sasol Integrated Report 2021
17
-100
-80
-60
-40
-20
0
0
1
2
3
4
5
times
%
EBIT of R16,6 billion increased compared to
the prior year loss of R111,9 billion due to
higher Brent crude oil and chemicals prices,
translation gains, gains on derivatives and
hedging activities and lower depreciation
and impairments.
Net debt to EBITDA ratio at 30 June 2021 of
1,5 times well below covenant of 3,0 times.
The improvement was due to the repayment
of US dollar debt from proceeds of asset
divestitures, higher EBITDA generation and
the stronger closing exchange rate.
Core headline earnings
per share*
Cash available from
operating activities
^Excludes the ramp-up of the LCCP
Adjusted EBITDA+
21
21
21
20
20*
20
19
19*
17
10
20
30
40
Rand billion
50
60
Adjusted EBITDA improvement was
attribulable to higher gross margin,
supported by the combined impact of higher
Brent crude oil and chemicals prices, offset
by a stronger rand/US dollar exchange
rate despite the continued impacts of the
COVID-19 pandemic and adverse weather
events.
0
19
18
18*
18
0
17
100
19
21
20^
Excluding AUC
17
18
17
19^
Year
Year
19
18
Year
19
17
Year
20
19
18
Including AUC
Financial risk and balance sheet management
20
Year
Year
21
20
-24
-35
21
Year
%
20
-13
Total energy used
Managing our environmental matters
21
17
5
10
15
20
Rand
25
30
35
40
Our core headline earnings per share
increased mainly due to an improved
macroeconomic environment, higher oil and
chemicals prices, which offset the impact
of COVID-19 and weather related events on
our operations.
*The comparative year numbers have been
restated as per the revised alternative
performance measures as defined in the analyst
book.
0
10
20
30
Rand billion
40
50
Cash available from operating activities
increased from R30,6 billion in 2020 to
R34,5 billion in 2021. This is attributable
mainly to higher cash generated from
operating activities, lower finance cost paid
and lower tax paid due to the United States
COVID-19 tax relief initiative.