INVESTING IN OUR PEOPLE - HUMAN CAPITAL MANAGEMENT www.sasol.com
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INVESTING IN
OUR PEOPLE
HUMAN CAPITAL
MANAGEMENT
www.sasol.com
“At Sasol, our most valued asset is our people.
Enhancing our relationships with employees is
always top of mind.
During the past year, we introduced Sasol’s
Sasol is an international integrated new vision, purpose and refreshed values as
chemicals and energy company. Through the next phase in the evolution of our culture
our talented people, we use selected journey, which comes at a time when our value
technologies to safely and sustainably chain-based operating model is largely
source, produce and market chemical embedded, our simplified structure is showing
and energy products competitively to positive results and our cost containment
create superior value for our customers, programme has ensured we remain competitive
and sustainable.
shareholders and other stakeholders.
To enable the execution of our strategy, we
offer an employee value proposition that will
not only attract, but also retain and motivate
our employees to perform at their best levels.”
About ‘INVESTING IN OUR PEOPLE: HUMAN CAPITAL MANAGEMENT’ Charlotte Mokoena
Executive Vice President:
Sasol’s business reporting and stakeholder communication aims to provide a Human Resources and Corporate Affairs
balanced, accurate and accessible account of our business. This booklet, a
supplement to our Sustainability Reporting, provides a brief overview of
investments in our people activities for the financial year 1 July 2016 to 30 June 2017.
1
Our approach to investing
in our people
Our Human Resources (HR) strategy seeks to enable the effective delivery of
Sasol’s business strategy. We strive to provide a work environment that promotes
a values-driven, high performance culture, offers sustainable and versatile careers
across our operating locations, encourages diversity and transformation, and
fosters rigorous employee relations.
Sasol’s business Grow shareholder value sustainably
strategy
To build a sustainably profitable organisation
of talented, diverse, competent and inspired
people who face the future with confidence.
Deliver fit-for-purpose people solutions to
enable sustainable business performance.
Human
Resources (HR) Strategic objectives
philosophy
and objectives Right talent in Deliver the Implement a
the right place Sasol employee technology
at the right value enablement
time to enable proposition platform and
Sasol’s to enable build HR
transformation employee capability to drive
and growth engagement effective and
strategy. and a high- integrated
performance service delivery.
culture.
2 3
Building a
resilient
organisation Our focus areas:
To further instil our values-driven,
high-performance culture and support Build critical skills and leadership capability to drive sustainable
our operating model, we continued to business performance.
implement priorities based on employee
feedback received from our internal
Heartbeat survey, underpinned by our Develop and execute a people plan to drive sourcing and
three critical behaviours: development of a robust succession talent pool.
1 Embed a diverse and inclusive workforce as a source of competitive
Work to a common advantage.
game plan
Implement priority actions from the Heartbeat survey to engage,
enable and energise a resilient Sasol team.
2
Adopt a 'One Sasol,
Embed the enabling technology and build Human Resources
one bottom-line'
capability through our Human Resources Academy to drive effective
approach
and integrated service delivery.
3
We renewed our vision, purpose and refreshed our values to address
Embrace empowered
feedback received from the Hearbeat survey.
accountability
This will form the foundation of the next phase of our culture transformation
journey, where the focus will be on building a resilient, diverse organisation of
Our current business environment and the future.
the continued low crude oil price
compelled us to continue delivering on
committed Business Performance
Enhancement Programme (BPEP) S’ne Mkhize Isaac Matji
savings as well as the Response Plan Senior Vice President: Senior Vice President:
(RP) labour cost levers. Accordingly, Group Human Resources Group Human Resources
we prioritised focused spending on Human Capital Operations
the development of critical skills
and leadership capability across our
operations.
4 5
Salient features
Prioritising safety
We pursue and prioritise zero harm –
Employee engagement
a goal we believe is possible to obtain. We reviewed our employee relations landscape and adopted a more
integrated approach aimed at achieving positive employee engagement.
Indicative of our pledge Our Joint Chief Executive Officers (CEOs) continued to engage directly with
is Ensuring that Safety, employees and promote dialogue.
Health and Environment
(SHE) remains a top priority,
as it is one of our values.
Our risk-based One Sasol SHE
Excellence Approach provides the
framework for our efforts to reach
zero harm. All employees regularly
undergo SHE training.
Vital step in our culture
transformation journey
Our culture, underpinned by our values, is essential to support us in achieving
our goals. During the year, we set the foundation for the next step in our
culture transformation journey by introducing a new vision and purpose,
and refreshed our values.
6 7
SALIENT FEATURES continued
Our investment in people
Labour stability
The changing employee relations landscape and the unprecedented mining We invested R1 024,5 million in bursaries, learnerships and
strike during the past year necessitated a holistic approach to all aspects of scarce critical skills development.
employee relations management in order to mitigate unfavourable future
risks. The approach consists of the development and implementation of
detailed action plans in six focus areas, including:
Investment in skills development per region (R million)
Organised Employee Leader South North
labour strategy engagement strategy capability Programme Africa Eurasia America Total
Early career development 270,2 – – 270,2
Learnerships/apprenticeships 174,1 – – 174,1
Improve Security and law Our labour
relationships enforcement law approach Graduate development 96,1 – – 96,1
Scholarships/bursaries 54,1 – – 54,1
Employee study aid 20,7 – – 20,7
Employee learning and
532,1 60,0 87,4 679,5
development
Voluntary employee turnover Total 877,1 60,0 87,4 1 024,5
2,29% 2,61%
2012 2017 Geographic distribution Category distribution
0,62% 0,95% 6% 5%
9%
26%
68%
86%
J South Africa (R877,12 million) J Employee learning and
J North America (R87,38 million) development (R700,2 million)
J Eurasia (R59,98 million) J Early career development
(R270,19 million)
J Scholarships/bursaries
(R54,09 million)
8 9
SALIENT FEATURES continued
Nurturing future talent
We continued to invest in sponsored study and technical learning
programmes, as well as leadership, career and succession development
plans. To secure a pipeline of future talent, we invested significantly in skills
development, ranging from basic literacy and school level programmes to
technical training for professionals through some of the largest bursary,
graduate development and internship programmes in Southern Africa and
other parts of the world.
In addition to continuous technical and functional training, our Eurasia
operations rolled out a focused leadership and strategic skills
training initiative internationally to advance leaders’ coaching and
employee development skills and offered intercultural awareness training in
an effort to improve teamwork and collaboration across countries.
25 967 employees In South Africa, R500 million
participated in our internal was invested in developing skills
learning and development among our black employees – of Almost R70 million was made available from Response Plan (RP)
programmes. which R114 million was spent savings to invest in targeted development programmes, notably
specifically on black women. building capability in core skills, leadership and inclusion.
10 11
SALIENT FEATURES continued
Employer of choice
Top place in two categories
Sasol secured first place in two different sectors of the South African
Graduate Employers Association’s employer award. We gained the most
votes in both the chemical and pharmaceutical, and engineering sectors.
The assessment is based on graduates indicating which organisations they
consider as having the best graduate programmes.
Building a One Sasol, One bottom-line mindset
The relocation of most of our Operating Model Entities (OMEs) from multiple
premises around Johannesburg to a central global headquarters – Sasol
Place – has improved efficiency and made a significant impact in enhancing
our employee value proposition, teamwork and collaboration as well as our
high-performance culture.
Sasol Place is a disability-friendly office environment and offers numerous
value-add conveniences for employees.
Students and professional jobseekers Our industry-leading LinkedIn
ranked us third in the Top 100 of page is the eighth most followed
Universum’s Most Attractive Employers South African brand on the social
in South Africa. media platform.
12 13
Investing in our future
SOUTH AFRICA Sasol corporate bursary programme
We have invested in a range of initiatives to ensure that Sasol remains a dynamic,
For the past 30 years we have been awarding comprehensive bursaries to top
technology-driven company that attracts talented, values-driven, high-performing
performing mathematics and science learners. The bursaries cover tuition fees
people. We continue to invest in full-time and part-time sponsored study
as well as a broad range of day-to-day student expenses. Bursars have an
programmes, which include functional/technical, safety and compliance learning
opportunity to do vacation work at our facilities and also be part of our graduate
and development programmes, as well as leadership development and career and
development programme once they complete their studies.
succession development programmes.
University bursaries are offered for Bachelor of Engineering, Bachelor of Science
and Bachelor of Commerce (with a Chartered Accountant focus) and University of
Key outcomes Technology bursaries are offered for Electrical/Mechanical Engineering, Process
Instrumentation and Mine Surveying.
Sasol has 30 900 employees globally, comprising 30 600 permanent
and 300 non-permanent employees. We operate in 33 countries.
Key outcomes
During the 2017 academic year, 394 bursars were enrolled in the Sasol
bursary programme. These included undergraduate, postgraduate and
University of Technology students.
158 students were placed for December vacation work – 116 at our Secunda
complex, 41 at our Sasolburg complex and one in Sandton.
72 graduates were successfully placed in our operations.
Since inception in 2008, Sasol Inzalo Foundation has focused its efforts to grow
South Africa’s pool of young professionals, entering the workplace with a sound
foundation in science, technology, engineering and mathematics (STEM).
STEM in schools
portfolio 19%
R490
million
15% invested over
nine years
66% Tertiary
Technical high portfolio
schools
portfolio
14 15
INVESTING IN OUR FUTURE: SOUTH AFRICA continued
Learning, Experiencing, Accelerating, LEAD
Potential (LEAP) The Sasol LEAD programme is designed to equip Sasol leaders with the skills and
tools they require to lead within the context of our operating model and values-
driven, high performance culture.
Key outcomes
More than 1 200 Sasol leaders participated in discussions regarding
building a high perfomance culture, partnering with stakeholders, and
managing diversity and inclusion. They also learned practical skills on how to
identify and nurture talent.
We believe it is important to identify and develop high-potential talent while
promoting diversity and transformation across the Group. The Sasol Learning,
Experiencing, Accelerating, Potential (LEAP) programme, launched in 2013, is a
two- to five-year career development programme that gives high-potential
individuals exposure to different roles across our business, supported by formal
learning and mentorship.
The LEAP programme’s focus areas are:
Proactive and strategic Talent retention through offering
development of diverse talent focused career opportunities for
to ensure adequate numbers employees to build their
and strength to meet future competence and experience so
global business requirements that they are prepared for
sustainably. leadership positions in the future.
Key outcomes
To date 50% of our in inaugural LEAP 2013 candidates, have completed
the programme and have been successfully placed in our operations. The
remaining candidates are all working towards completing their second or third
stretch assignments.
The intake process for LEAP 2016 was concluded in February 2016, with
11 successful candidates formally onboarded in May 2016.
73% of the LEAP 2016 candidates are women.
16 17INVESTING IN OUR FUTURE continued
MOZAMBIQUE Five young Mozambican nationals were recently introduced to the labour market
after three years of training in mechanics and electrics at the Inhassoro Training
We adopted an integrated skills development approach which begins at school
Centre.
level and continues through to the professional phase. We recently commissioned
a skills baseline study for the country, and key findings included:
lack of human resources in technical and management areas; Key outcomes
lack of competency in science, technology, engineering and mathematics (STEM)
The graduates joined 40 others who completed courses ranging from
at school level; and
mechanics, electricity, scaffolding construction, to metal working and
absence of an integrated learning curriculum. gas processing.
As part of our integrated approach, we established a training centre in Inhassoro,
in partnership with the National Institute for Employment and Vocational Training
(INEFP), for the development of in-country scarce and critical vocational technical
skills.
Our goal is to produce 460 Mozambican artisans across ten different trades by
2020 through the Inhassoro Training Centre.
Key outcomes
Since inception in 2014, a total of 161 learners have completed training.
The courses comprise theoretical training administered by INEFP and practical
on-the-job training, which takes place at the Central Processing Facility in
Temane. The training is administered in terms of a competency-based model
focused on giving trainees the knowledge, skills and appropriate behaviours
required in the labour market.
18 19INVESTING IN OUR FUTURE: MOZAMBIQUE continued
Sasol and its partners are implementing GERMANY
a STEM-based teacher training
We continued with the implementation of our apprenticeship programme,
programme to improve performance in
designed to develop a pool of talent for our operations. Candidates are trained for
STEM-based subjects at schools in
technical and commercial professions such as chemical and electrical technicians,
Inhassoro, Govuro and Vilanculos
industrial mechanics and commercial assistants.
districts.
Key outcomes
Key outcomes
We trained 69 male and 25 female candidates as part of the programme
42 teachers were trained on
which takes two to three years to complete, either as part-time training
the STEM programme, impacting
2 746 learners. This has within our operations or in vocational schools. Candidates who successfully
resulted in an average annual complete the programme graduate with a state-recognised chamber
result of 73,4% for the certificate.
STEM-related subjects in
four schools.
We partnered with the Ministry of Mineral Resources and Energy and the
Universidade Eduardo Mondlane (UEM) to provide bursaries and develop tertiary
level technical skills.
Key outcomes
60 Mozambican students obtained bursaries through our bursary
programme. The downstream Masters programme at UEM, currently in its first
year, is attended by approximately 25 students. Ultimately, these graduates
will help drive the development of the downstream industry, which is pivotal
to the monetisation of Mozambique’s hydrocarbon resources.
20 21INVESTING IN OUR FUTURE continued
UNITED STATES
In Louisiana, we continue to build our US$11 billion petrochemical complex next Key outcomes
to our existing facility at Lake Charles. Construction began in 2015, and start-up of
the first units forecast in the second half of 2018 calendar year. We also partnered with SOWELA to establish a scholarship fund that
provides financial support to cover tuition, training costs, support services
and technical support for financially disadvantaged women and minorities.
Key outcomes
The training centre focuses on chemical process technology, instrumentation
We hired about 400 of the more than 500 new, full-time jobs anticipated. technology, lab technology and other specific training for students from the
87% of those hires are Louisiana residents – the majority from Calcasieu Lake Charles area.
Parish. These jobs are in addition to the 450+ full-time positions that Since inception, 44% of scholarship funding for underemployed residents
support Sasol's existing operations. was awarded to women. 75% of past beneficiaries have successfully graduated
from their respective programmes and secured jobs in support of the local
industry.
Our Lake Charles Chemicals Complex also has a college internship programme.
Key outcomes
14 interns: 72% are minority, 57% are women and 22% are military
veterans.
The Louisiana Economic Development (LED) department is a key stakeholder in
supporting the talent and learning requirements of our operations. As a member
of the PetroSkills Alliance, we are able to leverage diverse talent and learning
solutions from this key industry partner to help us deliver consistent, high quality
learning and development programmes to develop competent professionals.
A successful partnership was concluded with the Southwest Louisiana
Technical Community College (SOWELA) where a regional training facility began
construction in 2015 and now facilitates our training needs. SOWELA also seeks
workforce development input from us to refine their curricula in order to develop
qualified candidates who then need minimal Sasol-specific training.
22 23INVESTING IN OUR FUTURE continued
Supporting on-the-job training
The short supply of qualified, experienced artisans in South Africa has created a
Key outcomes
huge demand for these skills. In order for South Africa to meet and deliver the In addition, the Skills Academies supported operations with qualifying an
aspirational growth rate of 5% per annum by 2030 (as per the National estimated 123 Sasol employees in obtaining Chemical Industries Education
Development Plan) the promotion of artisan skills is essential. and Training Authority (CHIETA) accredited artisan qualifications.
To address these skills shortages and ensure development towards sustainable
growth, development and equity, Sasol offers learnerships to aspiring artisans.
Sasol learnerships include on-the-job training supported by theoretical or
institutional learning.
Artisan learnerships and internships
Sasol continues to be a major role player in artisanal skills development, as a key
focus area for decreasing unemployment and contributing to the development of
the country and the communities in which we operate.
The focus over the past year has been on strengthening South Africa’s youth
skills development system. This is to ensure that the right skills are developed
for the needs of industry and business, specifically with enhanced workplace-
based training.
Through forging strong partnerships with various government role players and
industry partners, Sasol has pioneered the Adopt-a-Technical and Vocational
Key outcomes Education and Training (TVET) College model that aims to support TVET colleges
We sponsored a total of 1 250 to train youth with skills relevant to industry needs. This initiative has greatly
learnerships across the regions in contributed towards the South African government’s Department of Higher
which we operate; 97% of these were Education and Training’s strategic vision and goals for the post-school education
awarded to youth. and training (PSET) system.
Key outcomes
107 TVET artisan interns were hosted at Sasol for practical training.
Key outcomes
We invested R96 million in the
development programme for graduate
professionals. 85% of this population
are African, Coloured and Indian (AIC)
and 23% of the total population
Black female.
24 25Rewarding and recognising
high performance During the year, an equity-settled, long-term incentive plan was introduced for
qualifying participants within major regions. The switch from a cash-settled
In an increasingly competitive market for limited skills, it is critical that we provide approach to an equity-settled approach is aligned with the Group’s cash
appropriate and market-related remuneration and other benefits to attract, retain conservation efforts, encourages ownership of Sasol shares and aligns with the
and motivate the right calibre of employee. We determine our annual budget majority of comparator companies.
increases on the basis of forecast market movements, inflation indicators,
company affordability and individual performance. Every Operating Model Entity’s
(OME’s) incentive contract sets minimum targets for safety performance, financial Key outcomes
results and, in our South African operations, for employment equity. We also have
The total employee-related expenditure was R26,9 billion, inclusive of
performance indicators related to environmental and social factors. Sasol’s
performance-related incentives.
minimum wage is competitive and higher than what is determined at the
respective bargaining councils in the petroleum and chemicals sectors.
The Sasol Limited’s Remuneration Committee (the Committee) annually approves
the remuneration policy, which includes the design principles and Group targets
for all incentive schemes. The Committee ensures that Sasol acts responsibly in
terms of the salaries and benefits offered to employees.
All permanent employees globally are covered by health insurance, death and
disability insurance.
Key outcomes
We reward our people on the basis of their performance, placing equal
emphasis on the achievement of business objectives and values-driven
behaviour
In South Africa, rigorous Employee Relations policies and procedures such as our
Disciplinary Code, Incapacity and Ill Health Code, grievances processes and dispute
resolution processes are in place to guide employees. Formal training resulted in
181 employees being trained with as chairpersons. Informal training addresses
case law and Sasol-specific scenarios.
Key outcomes
During the year, total person-days of production lost to strike action was
63 119. More than 60% of our employees globally are members of trade
unions or works councils.
26 27REWARDING AND RECOGNISING HIGH PERFORMANCE continued
Employee wellness
Through our employee wellness programmes, we support a high performance
culture by optimising the wellness of employees, using a multidimensional
Key outcomes
approach, including information sharing, education and empowerment of
At our mining operations in Secunda, to date, we have financed the employees to ultimately take responsibility for their own wellness.
development of 120 houses under the home ownership programme
The objective of the programme is to provide an infrastructure for wellness-
that forms part of the Sasol mining social and labour plan.
related benefits that support the Sasol employee value proposition.
Focus areas are:
Psychosocial Risk
Disease management wellness management
HIV/Aids Employee Financial wellness
Lifestylediseases assistance Absenteeism
Back and neck problems
programme management
(Documentation Based (EAP) – service Disability
Care (DBC)) rendered by management
Independent
Health plans Risk and
Counselling and
Smoking cessation retirement
Advisory Service
programme benefits
(ICAS)
Weight management
programme
28 29EMPLOYEE WELLNESS continued
Fit-for-work HIV prevalence
A Knowledge, Attitude and Practice (KAP) survey was conducted in 2011/2012,
Our integrated occupational health and wellness programme, which adopts a
which determined the prevalence of the disease in Sasol. Another survey was
holistic approach to our employees' health and wellbeing, continues to deliver
undertaken in the last quarter of FY17, of which the resultswill be published in the
benefits. Sasolmed customised specific offerings to address the risk profiles of
next financial year.
employees. These include back and neck problem preventative solutions, weight
management and management of lifestyle diseases.
Key outcomes
HIV/Aids
In addition to our World Aids Day campaign, six awareness sessions were
Screening of employees and contractors for lifestyle diseases and HIV/Aids is conducted through the year.
carried out by Dis-Chem and Aid for Aids (AfA) at all South African operational
sites.
Currently, of the total Sasolmed principal members, 7,9% (increased from 7,4% in
2016) are already enrolled on the AfA programme and thus confirmed HIV positive.
Key outcomes Using primary indicators, a further 1,8% are most likely to be HIV positive, placing
the estimated prevalence at 9,7%. Of this group, 38% has been on anti-retroviral
7 806 employees and contractors were screened through our onsite clinics treatment for five years or longer. The national prevalence for people in the age
up from 3 273 during 2016. When an employee tests positive for HIV, he/she is group 15 – 49 years, is currently at an estimated 19%. The management of HIV is
immediately registered onto the AfA management programme. important for Sasol as it directly affects productivity and does not end at the
Achieved an HIV/Aids drug utilisation compliance level of 95% employer’s borders – our communities are equally affected.
Key outcomes
Our Corporate Affairs teams extensively support our communities with
programmes supporting people who have tested positively for HIV/Aids
and through general awareness campaigns – thereby, reducing the risk
of infection.
30 31EMPLOYEE WELLNESS: HIV/AIDS continued
The main focus areas of the HIV programme is to ensure all World Health Lifestyle diseases
Organisation's (WHO) targets are met and that the HIV positive workforce is as
productive as possible: Employees and contractors are regularly screened for HIV/Aids, diabetes,
hyperlipidaemia and hypertension. Employees who are diagnosed with more than
We will continue with the screening process that is currently in place, with an
one of the above chronic diseases are enrolled on Sasolmed’s HRBM programme.
emphasis on new recruits, as well as testing when entry medical examinations
This programme aims to manage high-risk employees effectively so that
are performed;
hospitalisation is avoided or limited, to ensure that employees are at work and
Adopt a renewed focus on employees who are potentially HIV positive, but not continue to make a positive contribution to our business.
registered on the programme through the High Risk Beneficiary Management
(HRBM) programme of Sasolmed;
Continuedsurveillance and testing of the HIV negative population when the Key outcomes
annual medical examinations are performed; and
12 447 employees were screened for hypertension, 5 690 for cholesterol,
Monitoring of absenteeism data compared to the HIV status of employees.
4 822 for diabetes and 666 for mental health.
Key outcomes
Sasolmed contracts Documentation Based Care (DBC) who specialise in back and
We continued to implement our HIV/Aids response programme, focusing neck rehabilitation. The purpose of this programme is to treat employees
on prevention through awareness, education and access to testing, conservatively so as to avoid spinal surgery wherever possible, as data
counselling and treatment. We provided support services to HIV positive demonstrates that once an employee has had spinal surgery, further surgery takes
employees, service providers, and their families. place within a period of three years at double the cost.
Key outcomes
166 employees attended a DBC clinic during the year.
Psychosocial
wellness
The purpose of these
interventions is
short-term
counselling sessions
to assist employees
on matters including
poor relationships,
stress management,
conflict management,
mental health,
financial
management, trauma
counselling and
addictive behaviours.
32 33Driving diversity and
cultural transformation Our Diversity 10-Point Plan provides a set of qualitative measures designed to
enable the achievement of our diversity and inclusion objectives which include
We are committed to embracing a culture of inclusion to deliver successful measures to enhance gender equity and reasonable accommodation of people
business outcomes. With this in mind, we are cognisant of the fact that with disabilities.
unconscious biases can influence our ability to make rational decisions about
others, and directly impact our diversity outcomes. Steps are being taken to OUR KEY FOCUS AREAS:
empower leaders to mitigate biases in key talent management processes.
This approach supports our commitment to driving our employment equity and
localisation goals, as well as enhancing diversity across the Group.
Providing
Leveraging reasonable
In promoting a values-driven, high performance culture, mitigating the effect of
diversity and Empowering accommodation
unconscious bias holds value for our organisation, because it lays the foundation
inclusion for high women for persons
for more diverse and inclusive teams, which improves organisational performance.
performance with disabilities
Key outcomes
We are conducting a training programme to address unconscious bias within
our organisation. This deliberate step will help us make the step change
needed to embed diversity and inclusion into our ways of working.
Key outcomes
In South Africa, good progress has been made towards the achievement of
employment equity targets aligned to the economically active population.
The gaps in under-representation are being addressed by the Sasol
employment equity plan and supported through the implementation of the
Diversity 10-Point Plan.
34 35DRIVING DIVERSITY AND CULTURAL TRANSFORMATION continued
EMPLOYEE DIVERSITY EMPLOYEE GENDER DIVERSITY
Eurasian operations North America operations
20%
22%
78%
80%
Ethnic diversity in South Africa Global gender diversity South Africa operations Mozambique operations
% African, Coloured and Indian
80
15%
70 23% 23%
60
50
40
30
20 77%
77% 85%
10
0
12 13 14 15 16 17 Male Female
Male Female
Key outcomes
Our Diversity 10-Point Plan continues to drive recruitment,
development and retention of candidates from under-represented
groups, including women and persons with disabilities. In South Africa,
we continued to work to achieve our 2017 employment equity goals.
36 37DRIVING DIVERSITY AND
CULTURAL TRANSFORMATION
continued
The Sasol Limited Board of Directors
(the Board) recognises and embraces
the benefits of diversity at board level
to enhance and broaden the range of
perspectives. The Board appreciates
that its diversity is an essential
component for sustaining a
competitive advantage.
Women empowerment
The Board determined a
Our women empowerment
target of 30% women
programme and Sasol Women’s
Network has facilitated increasing representation by
representation and inclusion of 30 June 2019
women at all levels across our core
operations. The women
empowerment programme, launched Target 2019
in 2013, places strong focus on a
centrally-driven mentorship circle
programme, where senior leaders
take responsibility for mentoring 30%
groups of women. The programme
has expanded and is well established.
It is now driven by OMEs. In 2015, a
women in operations framework was 70%
developed to increase the number of
women in operations through a
targeted sourcing and development
approach, particularly for core
Achieved in 2017
operations roles.
26,7%
LEAP Programme
(Leadership Accelerated Development)
Percentage of woman representation
2013 22% 73,3%
2016 73%
Male
Female
38 39DRIVING DIVERSITY AND CULTURAL TRANSFORMATION:
WOMEN EMPOWERMENT continued
Southern Africa Region
A key focus remains on developing women’s networks. Several OMEs have
launched women in operations programmes. The aim of the programmes is
primarily to advance gender equality by addressing immediate equity gaps
through intentional and deliberate interventions, which will improve the
development and representation of women throughout the organisation. The key
focus areas are on talent and self-development through mentorship circles led by
senior leaders, engagements through networking and communication and
providing an enabling environment. The mentorship circle concept is well
established and continues to progress well. As a result, more focus will be placed
on growing the gender diversity of talent pools and exposing matriculants to the
workplace and technical careers.
Key outcomes
At our mining operations, machinery used underground has been redesigned
to accommodate the physical and biological needs of women. Personal
protective equipment (PPE) was also redesigned to be more appropriate for
women and specifically pregnant women’s needs.
Key outcomes
Female employees who are part of the Women in Mining (WIM) accelerated
In partnership with a non-profit organisation, Harambee, we sourced, trained
development programme have completed their Blasting Tickets and have
and employed 19 African women as storemen with forklift drivers
qualified as miners.
licences for our supply chain materials management warehouse environment.
A youth development programme, which provides matriculants with workplace
exposure and experience, was carried out by our Supply Chain function. The
programme focuses on the development of African and Coloured females who
have have less than one year’s working experience.
Key outcomes
19 African female
participants
participated in the
programme.
40 41DRIVING DIVERSITY AND CULTURAL TRANSFORMATION:
WOMEN EMPOWERMENT continued
Eurasia People with disabilities
Female empowerment is a strategic focus in the Eurasia region. Ongoing local
The voluntary declaration process for persons with disabilities (PwD) is in progress
partnerships with communities, schools and universities raise awareness for equal
which will enable our organisation to provide reasonable accommodation where
job opportunities. The German apprenticeship programme supports the supply of
needed to employees. Awareness and engagement sessions were held across our
qualified production personnel and is a means of bringing female talent into
operations to improve voluntary declarations. OMEs are executing a PwD project to
operations.
address challenges, identify positions that could be occupied by PwD and create
awareness to encourage declaration.
Key outcomes
GOALS TO BE ACHIEVED
Sasol North America has contributed more than US$600,000 to date in
scholarship funds to unemployed/underemployed residents for careers in
support of the industry, which includes a robust mentorship component.
1 2
Focus on Employment Focus on Persons with Disabilities
Of the first 50 scholarships, 44% was awarded to women from the Equity targets
local community. To date, 79 scholarships have been awarded and 75% of Awareness and engagement sessions
recipients have already secured employment. African and Coloured, continue to improve voluntary
male and female, persons declarations. Capacity building workshops
with disabilities and to empower business partners are held.
women remain areas for
improvement and focus
in our Sasol Employment 3
Equity Plan (2017 – 2022)
Drive the 10-Point Plan goals
as well as the annual
Short Term Incentive The mentorship circles continue to
Scorecard measure support women development and the
promotes excelerated Women in Operations programme within
progress towards OMEs continues to drive women
these targets. development and sourcing in operations.
42 43DRIVING DIVERSITY AND CULTURAL TRANSFORMATION:
PEOPLE WITH DISABILITIES continued
The Group’s recruitment process specifically targets persons with disabilities, in
terms of earmarking positions that could reasonably accommodate persons with Key outcomes
disabilities as well as appropriate facilities for accessibility.
Sasol Energy commenced a business administration learnership for Definitely-
To optimise opportunities for focused recruitment of PwDs, Sasol utilises Abled people. Stefaans Matshipa, Matome Malungane, Theo
occupational therapists to evaluate suitable positions, and occupational medical Makhubele, Keshvir Durga, Sbongile Makoro, Lettie Kgoedi, Alitha
practitioners for the verification and ongoing reasonable accommodation Madyibi and Mike Mabuza will be based at Sasol Place for the duration
support to employees. of the 12-month programme.
Key outcomes
In Southern Africa, we have introduced a process for employees with
disabilities to declare their disabilities and attain appropriate reasonable
accommodation.
Independent Counselling and Advisory Services (ICAS) has co-created training
modules with Sasol for line managers and HR, to prepare them for the
recruitment and sensitisation for working with PwDs. We have a contact centre
and adminstratative learnership for persons with disabilities within our Energy
business.
In United States, Sasol complies with all applicable federal and state laws
regarding individuals with disabilities. We make reasonable accommodations
for customers and visitors to use public spaces within the facilities, for
applicants to complete the employment application process, and for US
employees to perform the essential functions of their jobs.
44 45Workforce diversity profile1 for our South African operations
(as at 30 June 2017)
Male Female Foreign nationals3 Total
employees
Percentage A C I W A C I W Male Female in category
% 2017 2016 2017 2016 2017 2016 2017 2016 2017 2016 2017 2016 2017 2016 2017 2016 2017 2016 2017 2016 2017 2016
4
Top management 6 6 1 1 2 2 21 20 2 2 1 1 2 1 1 1 3 1 0 0 39 35
Senior management 110 108 17 18 107 106 511 532 42 35 11 10 36 36 114 116 15 16 2 2 965 979
Middle management 944 895 124 116 295 287 1 504 1 550 524 466 76 68 225 227 714 718 61 64 17 19 4 484 4 410
Junior management 5 205 4 906 243 245 292 299 3 434 3 499 1 447 1 276 179 164 159 152 1 242 1 221 41 51 13 13 12 255 11 826
Semi-skilled 6 379 6 222 99 93 71 58 744 745 1 129 1 101 54 51 10 10 174 172 200 208 3 2 8 863 8 662
Defined decision-making 596 645 13 12 4 3 93 103 215 231 4 5 0 0 10 12 8 10 1 1 944 1 022
Total permanent employees2 13 240 12 782 497 485 771 755 6 307 6 449 3 359 3 111 325 299 432 426 2 255 2 240 328 350 36 37 27 550 26 934
Non-permanent 64 10 0 0 2 0 3 17 38 7 0 4 1 2 2 24 0 0 0 0 110 64
Total including non-permanent employees 13 304 12 792 497 485 773 755 6 310 6 466 3 397 3 118 325 303 433 428 2 257 2 264 328 350 36 37 27 660 26 998
A – African, C – Coloured, I – Indian, W – White.
1 Workforce diversity profile as per the South African Department of Labour Guidelines.
2 Non-permanent employees employed for more than three months are counted as permanent employees.
3 Foreign nationals are employees employed in South Africa that are not South African citizens.
4 Top management 2016 numbers restated to include inbound expats.
Top management Senior management Middle management Junior management
100 100 100 100
80 80 80 80
60 60 60 60
%
%
%
%
40 40 40 40
20 20 20 20
0 0 0 0
2016 2015 2016 2015 2016 2015 2016 2015 2016 2015 2016 2015 2016 2015 2016 2015 2016 2015 2016 2015 2016 2015 2016 2015 2016 2015 2016 2015 2016 2015 2016 2015 2016 2015 2016 2015 2016 2015 2016 2015
African Coloured Indian White Foreign African Coloured Indian White Foreign African Coloured Indian White Foreign African Coloured Indian White Foreign
Nationals Nationals Nationals Nationals
Male Female Male Female Male Female Male Female
Semi-skilled Defined decision-making
100 100
80 80
60 60
%
%
40 40
20 20
0 0
2016 2015 2016 2015 2016 2015 2016 2015 2016 2015 2016 2015 2016 2015 2016 2015 2016 2015 2016 2015
African Coloured Indian White Foreign African Coloured Indian White Foreign
Nationals Nationals
Male Female Male Female
46 47Contact information Sasol Limited PO Box 5486 Johannesburg 2000 Republic of South Africa For more information visit www.sasol.com ©Sasol Limited Copyright subsists in this work. No part of this work may be reproduced in any form or by any means without Sasol Limited’s written permission. Any unauthorised reproduction of this work will constitute a copyright infringement and render the doer liable under both civil and criminal law. Sasol is a registered trademark.
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