Sasol Limited Sustainability Report 2021 - Book - Page 20
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SUSTAINABILITY PERFORMANCE AGAINST OUR FOCUS AREAS: SAFE AND ENDURING OPERATIONS (CONTINUED)
Enduring operations
Achieving sustainable performance at a
strategic level, requires business practices
at every level of the organisation to
be sustainable.
Creating sustainable performance
Our approach
Excellence-in-Operations is the systematic and structured
approach to continuously improving and sustaining operational
business performance towards world-class operations, thus
enabling competitive business leadership.
• Sustainable performance is based on building a sound foundation of fit-for-purpose practices.
• The starting point is putting a set of basic practices in place (Reactive to Control), and sustaining these for the life
of the business.
• As the business grows in maturity (as we journey to Optimised), practices become more sophisticated and complex.
PRESENT FORWARD
DOERS The top priorities for the business
ENERGY
OPERATIONS
ROADMAP
Design stepping-stones to achieve the roadmap
INSPIRED AND
ENGAGED PEOPLE
SUSTAINABLE ENERGY
LEADING ECONOMICS
Community and SHE
Capital expenditure
Structure and accountabilities
Sustainability and energy transition
Cash fixed cost - Labour
Leadership and culture
Cash fixed cost – Non -labour
Talent engine
Gross margin
Management systems
Drive full potential in cross-cutting
initiatives
Digital, technology and analytics
Deliver improvement results
through transformation support
Key principles
OMS supported by the Sasol operations handbook.
Subject matter expertise in:
• Operations core processes;
• Business process improvement;
• Agile project delivery and digital technologies; and
• Organisational transformation, to ensure sustainable
business performance.
DEVELOPERS The vision for the business
Defining tangible, measurable objectives as a compelling vision
for the future, across the three pillars of the transformation
FUTURE BACK
Key objectives
Assurance
In providing assurance to our leadership that we have
developed key performance indicators (KPIs) within the
context of our continuous improvement objectives.
The KPIs are cascaded through the operating entities
to ensure alignment and congruency with our overall
goals at all activity levels.
Operations Excellence - Fundamentals
Classification of improvement initiatives based on complexity and scaling potential
WORLD-CLASS
OPERATIONS
Higher
TARGET
Optimised
PERFORMANCE
• Continuously and progressively advancing business
performance towards excellence.
• Ensuring sustainable performance through embedding the
necessary underlying operations and business practices.
• Eliminating waste and unlocking full potential value
from business activities and operations assets.
Degree of
complexity,
impact
and crossfunctionality
Systemised
Control
highly integrated
micro-battles
• Significant work to design solutions,
with high impact expected (solves
strategic issue)
• Cutover elements / little reversibility
(waterfall approach)
• Cross-functional teams / transversal
• Significant work to design solutions, with
high impact expected (solves strategic issue)
• Ability to scale solutions
• Reversibility in decisions, allowing for test
and learn to develop new playbook
• Cross-functional teams / transversal
single-line
• Work can be done within the line, as part of current responsibilities (leverages current capabilities)
• Can involve other functions, but more ad-hoc (vs fully integrated and dedicated)
Reactive
Practices
EXPECTATIONS
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Sasol Sustainability Report 2021
Lower
Potential to scale and degree of reversibility of decisions
Higher