Sasol Limited Integrated Report 2021 - Book - Page 29
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Engaging with stakeholders to deliver shared value (CONTINUED)
Customers
Governments and regulators
Why we engage
407 Retail Convenience Centres
More than 7 500 chemicals
customers in over 120 countries
Value shared
Delivered
54,2 million
barrels of liquid
fuels
Sold
58,3 bscf
natural and
methane rich gas
in South Africa
Delivered more than
Supported
product
stewardship
7,2 million
tons of chemical products
Why we engage
Sasol ordinary shares
202 043 Beneficial owners of
Sasol BEE ordinary shares*
* Ownership restricted to qualifying Black persons.
Value shared
R39,53
headline
earnings per
share
61,5%
gearing
R152 billion
equity
Net Zero
by 2050
Engaging with governments and regulators presents
opportunities to enhance our relationships, secure our licence
to operate, advance mutually beneficial key commercial
objectives and contribute to national policy formulation.
Issues raised
Our response
• Ensured business is conducted with ease and adapting
to new ways of working.
• Efficient delivery of products during challenging times.
• Maintained constructive and transparent engagements
understanding customer needs and meeting their
expectations.
• Worked with customers on the development of
sustainable products.
• Improved our customer experience and offerings with
enhanced on-line and digital applications.
• Strengthened our climate change targets and ambition.
• Refreshed our Purpose and set our path to Future Sasol.
• Compliance with relevant legislation.
• Operate safe and stable facilities in an environmentally
compliant manner.
• Play an active role in responding to COVID-19 pandemic.
• Support national, provincial and local agendas.
• Contribute to and champion South Africa’s just transition.
Value shared
R6,6 billion
in direct taxes in South Africa
Our response
R16,4 billion
re-invested globally to grow
and sustain operations
• Complied with applicable legislation, including
environmental obligations.
• Set our path to Future Sasol.
• Safety and reliability of operations.
• Strengthened our climate change targets and ambition.
• Supported country-specific priorities including containing
the spread of COVID-19.
• Constructively minimised impacts of restructuring on
employment.
Communities, societies and non-governmental organisations (NGOs)
Why we engage
Citizens of the countries in
which we operate
Consistent and clear communication, promoting our
investment case, strategy and strategic objections enables
informed decision-making and manages expectations.
Fenceline communities
Issues raised
Why we engage
Business sustainability is dependent on the relationship
we build with the communities and societies in which we
operate and the contribution we make to societal upliftment.
Suppliers
• Strategic direction including addressing climate change and
impacts of Sasol 2.0 transformation programme.
• Safety and reliability of operations.
• Balance sheet management and ability to service debt.
• Timing of the resumption of dividend payment.
• Financial impact of future environmental and
compliance targets.
• Capacity and ability to manage capital projects.
• Economic viability of alternative natural gas feedstock
sources.
Our response
Committed to
transitioning to
Johannesburg Stock Exchange
and New York Stock Exchange
Issues raised
• Environmental impact of our processes, sustainability
and circular economy.
• Consistent and predictable delivery of high quality
products.
• Competitive and fair pricing.
• Strategic direction.
Shareholders and providers of capital
153 723 Beneficial owners of
Governments and regulatory
authorities
Our customers are core to our business. Being customercentric means being responsive to their needs and
expectations, delivering exceptional service and improving
overall customer experience.
Value shared
R1,2 billion
invested in skills
development
R526,2 million
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Set our path to Future Sasol.
Strengthened our climate change targets and ambition.
Safety remained a core value and top priority.
Strengthened our balance sheet through additional selling
of non-core assets and disciplined capital allocation.
• Committed to reintroducing dividend pay-outs as soon
as possible.
• Continued entrenching our Enterprise Risk Management
process.
• Benchmarked and structured sustainability capex.
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Issues raised
NGOs
invested in
corporate social
investment
Sasol Integrated Report 2021
R43,2 billion
in preferential
procurement
Maintained our integrated
response to COVID-19
• Strategic direction including our environmental impact.
• Impacts of Sasol 2.0 transformation programme.
• Contributing to improving community quality of life
including support to limit the spread of COVID-19.
• Enabling sustainable economic transformation.
• Our corporate social investment approach and criteria
for funding community projects.
Our response
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Set our path to Future Sasol.
Strengthened our climate change targets and ambition.
Established the Centre for Shared Value Management.*
Implemented measures to contain spread of COVID-19.
Continued with a multi-pronged approach to social
investment.
SR
or more detail refer to our Sustainability Report specifically on the
F
‘Centre for Shared Value Management*’ and ‘Growing shared value’,
available on our website, www.sasol.com