Sasol Limited Sustainability Report 2021 - Book - Page 9
1
2
3
INTRODUCTION
Our stakeholders' main issues
Employees and
sed labour
organi
Compliance with
the Minimum
Emission
Standards
G
a n o vern
dr
m
e g u e n ts
la t o r
s
VALUE
CREATING
CREATION
SHARED
VALUE
l ie r
s
B
u
ve sin
n e
pa tu ss/j
rt re ( oint
ne JV
rs )
Air quality
Sh
pro areh
vid ol
ers de
of rs
ca
N o ng o ve r n m e n t al
organ
isations (NGOs)
Refer to page
44 to 47
s
ti e s
ni tie
m u ci e
Co m d so
an
Water
Sasol 2.0
• Sasol’s response to impacts
of COVID-19, a low oil price
and the Group's strategy
reset.
• Investor sentiment, balance
sheet management, asset
divestments, a potential
rights issue and executive
remuneration linked to ESG
performance.
Climate
change
Specifically for
our coal-based
Southern African
operations
• Sasol's response plan and
achieving cash conservation
targets.
Refer to page
21 of
IR
Refer to page
43 and the CCR
• Recording fatalities despite
Sasol’s zero harm goal.
Employee
health and
safety
Refer to page
10
• Maintaining a healthy
workforce in light of
the COVID-19 pandemic.
• Sasol’s 2030 GHG emission
reduction target set in 2020
was perceived to be too low
and not aligned to the intent
of the Paris Agreement.
Just Transition
• Sustainable products that
are safe and lawful for use.
Managing our
environmental
footprint
• Plans to convert the Secunda
plant from high-carbonintensive to lower-carbon
feedstock to improve
Sasol’s emissions footprint
and improve air quality
parameters.
• Efforts to reduce Sasol’s
water consumption in
water-scarce areas.
• Ensuring that the quality
of the water catchment
areas does not deteriorate.
• Understanding the life cycle
impacts of our products.
• Sasol’s response to the
plastics waste challenge.
• Sasol’s potential impact
on tourism, livelihoods and
the local fishing industry
for our Southern African
exploration activities.
• Ensuring transparent
reporting in the event of
non-compliances.
Refer to page
43
Creation
of local
employment
opportunities
• Sasol’s ability to create
equal employment
opportunities specifically
where we have a presence.
• Facilitation of local
entrepreneurship
opportunities, beginning
with Sasol 2.0 affected
employees.
• Sasol’s 2050 Net Zero
emissions ambition and
transitioning to a lowercarbon footprint must take
into account a just transition.
• Sasol’s consideration for
transitioning towards
lower-carbon energy sources
including renewables,
increased use of gas, and
green hydrogen.
• Delivering value from the
Lake Charles Chemical Project
(LCCP) investment.
• Delivering on air quality
compliance roadmaps
in South Africa showing
positive progress to plan
on nitrogen oxides (NOx),
volatile organic compounds
(VOCs) and particulate matter
(PM) reductions.
• Perceptions regarding health
impacts arising from Sasol’s
air emissions in the Highveld
priority area.
ers
tom
Cus
Organise
d
and in busin
dus
try ess
ia
ed
M
Su p p
Sasol’s activities have a significant social,
environmental and economic footprint.
This is particularly true in South Africa
where our decisions impact not only
our direct operations, but also broader
society, other industries and communities.
Therefore, we have a responsibility to
pursue a balanced and just approach to
developing solutions to our most material
stakeholder issues which we list here.
OUR KEY STAKEHOLDERS
d
an ital
p
We have a wide range of stakeholders that
we impact as a result of our contribution to
economic activity, value addition to society
by means of our product offerings and our
social investments. We aim to create shared
value and have robust engagements, both
in providing feedback on our initiatives,
as well as listening to our stakeholders’
feedback and expectations.
• Sasol is the largest single
GHG point-source emitter.
• Ensuring a just transition
for Sasol’s employees and
fenceline communities as
it transitions to be resilient
in a lower-carbon future (given
Sasol’s coal-based value chain
in South Africa).
• South Africa's developmental
challenges must be a key
consideration in the discussion
and plan for a just transition.
8
Refer to page
48 to 49
Transformation,
local
procurement
and local
content plans
Refer to page
27 to 28, 31 to 37
• Further localisation of
procurement coupled with
economic transformation
to increase spend on
black-owned and blackwomen-owned companies.
Social
investment
• Enable access to quality
community healthcare
and resilient service
infrastructure.
• Facilitation of local
entrepreneurship
opportunities.
• Due diligence to ensure
responsible sourcing.
• Access to quality education
and skills development
to enable sustainable
economic participation and
employment opportunities.
• Unlock value for Khanyisa
shareholders (own employees
and external shareholders).
Refer to page
33 to 36
Sasol Sustainability Report 2021
• Delivering on local content
plans in areas we operate.
• Expectation from our
stakeholders to enable
meaningful socio-economic
value creation in our
fenceline communities.
Refer to page
24 to 25