Material challenges and commitments
(as outlined in our 2009 report) |
What some of our stakeholders have said |
Our progress |
Ethics |
|
|
| • |
Continue to root out any noncompliance
within our businesses
and to achieve full compliance. |
| • |
Complete the competition law
compliance review of all our
businesses by the end of the 2009
calendar year. |
| • |
Continue to work with leadership
and leadership teams on our six
"levers of influence". |
| • |
Step up stakeholder engagement
regarding Sasol code of ethics and
specific provisions in the code. |
| • |
Increase emphasis on specific
programmes related to human rights,
including improved awareness and
understanding. |
|
"Much has been made of Sasol running foul of
competition authorities in both South Africa
and Europe. These events have not only hit the
business in the pocket but has also negatively
impacted on the social image of the firm and
weighed on it from an investment perspective."
ManufacturingHub.co.za
"Fawu is pleased at the news that the chemical
division of Sasol was forced to embark on a
divestiture programme in which it will off-load
some of its fertiliser plants to other players as
part of enhancing competition."
Food and Allied Workers Union (FAWU) |
| • |
We completed a comprehensive competition law
compliance review of all our businesses; and appointed
a dedicated internal team to roll out our compliance
programmes. |
| • |
We rolled out our new Competition Law Policy
and Guidelines to more than 13 000 employees,
provided online or via face-to-face training to more
than 4 000 priority employees on competition laws,
and ran more than 60 workshops on corruption and
competition issues. |
| • |
We have commenced a process of engaging our
suppliers and service providers, and changed our
contracts with them, to include ethics and our code of
conduct as a requirement for doing business with Sasol. |
|
Safety |
|
|
Short term:
| • |
Develop leading performance
indicators. |
| • |
Focus behavioural based safety
(BBS) programmes on quality of
interactions and ensure collected data
is effectively used to reduce exposure
to risks. |
Over the next two years:
| • |
Update our culture survey to plot our
position on the safety maturity curve. |
| • |
Build on existing ad-hoc business
unit initiatives to develop safety
leadership at both management and
supervisory levels. |
| • |
Continue with development of roles,
responsibilities and accountabilities
to improve integration between
leadership and employee-engagement
systems. |
|
"Despite a strong record, there are several
opportunities that we see for Sasol to improve
its safety functioning. Taking deliberate,
strategic steps would significantly enhance
the effectiveness of existing safety activities
and position the organisation for long-term
excellence."
Leo Strydom (behaviour based initiatives)
"Overall results for the year are a persistent
plateau in the group recordable case rate (RCR)
and an increase in the number of significant
incidents. The relevant question for all leaders to
reflect on is: 'What must we do differently to get
the improvement we all strive for?'
Howard Parry: general manager, Operations
Excellence and SH&E |
| • |
We have developed a revised Safety Improvement Plan
for 2011 that integrates existing safety improvement
actions with specific new interventions at both business
unit and group level. |
| • |
Safety commitments and leadership principles have
been revisited and refreshed in all business units. |
| • |
Reviews of safety systems and practices have been
held in specific business units to identify improvement
opportunities. |
| • |
Facilitated workgroup discussions have been held to
engage with employees regarding improvements and
required behaviour changes. |
| • |
An improved and standardised procedure to conduct
root cause analysis has been implemented. |
| • |
We have identified several key leading indicators of
performance that will be rolled out throughout the
group in 2011. |
| • |
Our nine "life saving behaviours" have been emphasised
together with a focus on the need for effective
consequence management. |
| • |
The organisational design of the safety, health and
environment (SH&E) function has been improved as
part of our Functional Excellence programme and will
strengthen governance and standardisation of best
practices across the group. |
|
Workforce diversity |
|
|
| • |
Meet our employment equity targets
with the aim of addressing areas
of under-representation across
occupational levels. |
| • |
Implement culture change workshops
in an integrated manner to all
employees to achieve behaviour
and mind set shifts. |
| • |
Provide continuous support for line
management and human resources
practitioners with regards to
integrated disability management
in the workplace. |
| • |
Continue towards meeting our
self-imposed targets for improving
our broad-based black economic
empowerment scorecard. |
| • |
Focus further on the gender issue,
particularly for black women. |
|
"Diversity in companies, including at senior
level, is good for business and not only because
it ticks the right boxes: it's good for the bottom
line. Research by Accenture shows there is a
significant correlation between stock market
performance and both the gender mix and the
international diversity of a company's board."
Business Report
"It is pleasing to see the genuine efforts of
Sasol in terms of achieving diversity at the
Board level. Of particular importance is the fact
that Sasol has managed to break through the
psychological barrier by appointing black people
to run strategic areas like finance and operations.
The challenge facing Sasol is to ensure that the
middle to senior management layers below the
executive directors reflect the economic active
population of South Africa."
Black Management Forum (2009 dialogue) |
| • |
As outlined in this report we have made progress and
achieved a level 4 BEE certificate in September 2010. |
| • |
As part of our recently initiated Global Diversity Journey,
we have set up diversity forums in each of our business
units; chaired by the business unit managing directors
and attended by leadership, unions and employee
representatives, these forums strive to create coownership
of the achievement of our diversity goals. |
| • |
In March 2009, we launched a disability equity
awareness campaign within all of our South African
operations; we also undertook a comprehensive audit
of our human resources policies and procedures, and
our physical facilities, to ensure that any discriminatory
barriers towards persons with disabilities are removed. |
|
Skills development |
|
|
| • |
Build capabilities of employees to
develop innovative solutions required
to address current and future
challenges. |
| • |
Ensure ongoing focus on leadership
development. |
| • |
Contribute meaningfully to
addressing the skills shortage
and unemployment concerns in
South Africa. |
|
| • |
"I hope that the government and Sasol will
strengthen the partnership that exists between
us. I really believe we must do more to increase
the number of competent researchers and
technologists in SA and we should use industry
skills and opportunities as the base for the kind
of growth that we need. One of the things that
I am looking for is increased opportunities for
young scientists to develop experienced research
skills through facilities such as the Sasol Fuels
Application Centre."
Naledi Pandor, SA Minister of Science and
Technology
"It is widely accepted that South Africa's artisan
shortage is a chronic problem."
Engineering News |
|
| • |
During the year, we closed-out our Project TalentGro
initiative and integrated its activities into our business
operations through our global learning function, which
has the responsibility for establishing a group-wide
learning approach comparable with world best practices. |
| • |
We have developed a group-wide learning strategy
based on a standardised curriculum that adopts a
blended learning approach combining classroom and
computer-based learning delivery, and have invested
heavily in developing internal talent (see table). |
| • |
We continue to run one of the largest bursary schemes
in South Africa, and have invested in skills development
initiatives for artisans, engineering contractors and
chartered accountants, as well as in science education
at school level. |
|
Energy security and climate change |
|
|
| • |
Improve energy efficiency and reduce
carbon intensity of current processes
while planning to reposition the
company for a carbon-constrained
future. |
| • |
Implement approved capex of
R4,8 billion that will achieve GHG
emission reductions of 2,04 million
tons by 2012. |
| • |
Further our investigations into carbon
capture and storage (CCS). |
| • |
Drive further internal and external
communication initiatives regarding
climate change and our role in
reducing emissions. |
|
“Sasol’s really big dilemma is managing the
conflict between energy security – its liquid fuel
saves South Africa R40 billion a year in foreign
exchange – in an age in which the world’s carbon
challenge has become paramount. Looked at
another way, it straddles the conflict between
generating short-term profit for shareholders
and long-term sustainability of the environment
(and by extension long-term profit).”
Ingi Salgado, Business Report
“Sasol is one of the largest southern corporate
multinationals, and must be critically viewed as
the world views other oil majors such as Shell, BP
and Exxon Mobil. It is critical that they be dealt
(with) accordingly as they seek ever-increasing
profits through their climate-heavy, problematic
CTL technogies.”
Bobby Peek, GroundWork |
| • |
Our GHG emissions intensity for 2010 (measured
as carbon dioxide equivalent per ton of production)
reduced from 3,24 in 2009 to 3,05 in 2010. |
| • |
Sasol New Energy has made further progress in
consolidating its activities on energy efficiency,
renewable energy, low-carbon electricity, and carbon
capture and storage. |
| • |
We implemented various energy efficiency related
projects, with a capital expenditure value of
R100 million; collectively these will achieve a reduction
of around 760 000 tons of GHG per annum. |
| • |
As part of the process of monitoring and tracking
performance against our targets we have started to
forecast our GHG emissions to 2050. |
| • |
An environmental communication task team has been
set up to assist with the development and rollout of
climate change communications. |
|
Water |
|
|
| • |
Seek to further reduce our water
consumption. |
| • |
Continue to take a holistic view
regarding water access and focus on
collective action by all users to reduce
inefficiencies in the catchments
where we operate. |
| • |
Continue to achieve significant
progress on all six key focus areas
of the UN Global Compact CEO
Water Mandate. |
| • |
Further address our mine water
effluent challenges. |
| • |
Work towards our vision of operating
a zero waste-water discharge facility
in Sasolburg. |
|
"By 2030, under an average economic growth
scenario and if no efficiency gains are assumed,
global water requirements would grow from
4 500 billion cubic metres (m3) today to 6 900
billion m3, a full 40% above current accessible,
reliable supply. Business-as-usual in the water
sector is no longer an option for most countries."
2030 Water Resources Group
"In South Africa, Sasol should develop proposals
to contribute to better water management in
general rather than simply assuring its own
access."
Professor Mike Muller, Wits University
(2009 dialogue) |
| • |
Our total water demand for 2010 was 151 million
m3, as compared with 152 million m3 in 2009 and
154 million m3 in 2008. The initiatives taken to reduce
our water consumptions are reviewed in this report. |
| • |
In line with our commitment to a catchment
management approach, we have been active this year
in various collaborative initiatives aimed at addressing
water concerns beyond our factory fence. |
| • |
Our commitment to aligning with the UN Global
Compact CEO Water Mandate is reflected in our
review of our water performance, which is framed
in the context of the six key focus areas of the CEO
Water Mandate. |
| • |
Our progress in addressing mine water management
challenges at Sasol Mining, and more detail on our
activities aimed at advancing technology responses to
managing water and effluents, is outlined in our online
sustainable development report. |
|
A dredger removing sediment from an evaporator dam to increase capacity for water received
from Secunda plants, as well as rain water.
