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INVESTING IN OUR PEOPLEHUMAN CAPITAL MANAGEMENT
Sasol is an international integrated chemicals and energy company. Through our talented people, we use selected technologies to safely and sustainably source, produce and market chemical and energy products competitively to create superior value for our customers, shareholders and other stakeholders.
About ‘INVESTING IN OUR PEOPLE: HUMAN CAPITAL MANAGEMENT’
Sasol’s business reporting and stakeholder communication aims to provide a 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 fi nancial year 1 July 2016 to 30 June 2017.
“At Sasol, our most valued asset is our people. “At Sasol, our most valued asset is our people. Enhancing our relationships with employees is Enhancing our relationships with employees is always top of mind. always top of mind.
During the past year, we introduced Sasol’s During the past year, we introduced Sasol’s new vision, purpose and refreshed values as new vision, purpose and refreshed values as the next phase in the evolution of our culture the next phase in the evolution of our culture journey, which comes at a time when our journey, which comes at a time when our value chain-based operating model is largely value chain-based operating model is largely embedded, our simplifi ed structure is showing embedded, our simplifi ed structure is showing positive results and our cost containment positive results and our cost containment programme has ensured we remain competitive programme has ensured we remain competitive and sustainable. and sustainable.
To enable the execution of our strategy, we To enable the execution of our strategy, we offer an employee value proposition that will offer an employee value proposition that will not only attract, but also retain and motivate not only attract, but also retain and motivate our employees to perform at their best levels.” our employees to perform at their best levels.”
Charlotte MokoenaExecutive Vice President:Human Resources and Corporate Affairs
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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 strategy Grow shareholder value sustainably
Human Resources (HR) philosophy and objectives Right talent in
the right place at the right time to enable Sasol’s transformation and growth strategy.
Deliver the Sasol employee value proposition to enable employee engagement and a high-performance culture.
Implement a technology enablement platform and build HR capability to drive effective and integrated service delivery.
To build a sustainably profi table organisation of talented, diverse, competent and inspired people who face the future with confi dence.
Deliver fi t-for-purpose people solutions to enable sustainable business performance.
Strategic objectives
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Building a resilient organisation To further instil our values-driven, high-performance culture and support our operating model, we continued to implement priorities based on employee feedback received from our internal Heartbeat survey, underpinned by our three critical behaviours:
Our current business environment and the continued low crude oil price compelled us to continue delivering on committed Business Performance Enhancement Programme (BPEP) savings as well as the Response Plan (RP) labour cost levers. Accordingly, we prioritised focused spending on the development of critical skills and leadership capability across our operations.
Work to a common game plan
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Adopt a 'One Sasol, one bottom-line' approach
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Embrace empowered accountability
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Build critical skills and leadership capability to drive sustainable business performance.
Develop and execute a people plan to drive sourcing and development of a robust succession talent pool.
Embed a diverse and inclusive workforce as a source of competitive advantage.
Embed the enabling technology and build Human Resources capability through our Human Resources Academy to drive effective and integrated service delivery.
Implement priority actions from the Heartbeat survey to engage, enable and energise a resilient Sasol team.
Our focus areas:
We renewed our vision, purpose and refreshed our values to address feedback received from the Heartbeat survey.
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 the future.
S’ne Mkhize Senior Vice President: Group Human Resources Human Capital
Isaac Matji Senior Vice President: Group Human Resources Operations
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Salient features
Prioritising safety We pursue and prioritise zero harm –a goal we believe is possible to obtain.
Indicative of our pledge is Ensuring that Safety, 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.
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Employee engagementWe reviewed our employee relations landscape and adopted a more integrated approach aimed at achieving positive employee engagement. Our Joint Chief Executive Offi cers (CEOs) continued to engage directly with employees and promote dialogue.
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SALIENT FEATURES continued
Labour stabilityThe changing employee relations landscape and the unprecedented mining strike during the past year necessitated a holistic approach to all aspects of 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:
Voluntary employee turnover
Organised labour strategy
Employee engagement strategy
Leader capability
Improve relationships
Security and law enforcement
Our labour law approach
20122,29%
0,62%2017
2,61%
0,95%
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Our investment in peopleWe invested R1 024,5 million in bursaries, learnerships and scarce critical skills development.
Programme
Investment in skills development per region (R million)
South Africa Eurasia
North America Total
Early career development 270,2 – – 270,2
Learnerships/apprenticeships 174,1 – – 174,1
Graduate development 96,1 – – 96,1
Scholarships/bursaries 54,1 – – 54,1
Employee study aid 20,7 – – 20,7
Employee learning and development
532,1 60,0 87,4 679,5
Total 877,1 60,0 87,4 1 024,5
South Africa (R877,12 million) North America (R87,38 million) Eurasia (R59,98 million)
86%
6%9%
Geographic distribution
Employee learning and development (R700,2 million)
Early career development (R270,19 million)
Scholarships/bursaries (R54,09 million)
5%
26%
68%
Category distribution
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25 967 employees participated in our internal learning and development programmes.
In South Africa, R500 million was invested in developing skills among our black employees – of which R114 million was spent specifi cally on black women.
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 signifi cantly 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.
SALIENT FEATURES continued
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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.
Almost R70 million was made available from Response Plan (RP) savings to invest in targeted development programmes, notably building capability in core skills, leadership and inclusion.
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SALIENT FEATURES continued
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 effi ciency and made a signifi cant impact in enhancing our employee value proposition, teamwork and collaboration as well as our high-performance culture.
Sasol Place is a disability-friendly offi ce environment and offers numerous value-add conveniences for employees.
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Students and professional jobseekers ranked us third in the Top 100 of Universum’s Most Attractive Employers in South Africa.
Our industry-leading LinkedIn page is the eighth most followed South African brand on the social media platform.
Employer of choice Top place in two categories
Sasol secured fi rst 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.
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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).
66%
R490 million
invested over nine years
19%
15%
STEM in schools portfolio
Tertiaryportfolio
Technical high schools portfolio
Investing in our future SOUTH AFRICAWe have invested in a range of initiatives to ensure that Sasol remains a dynamic, technology-driven company that attracts talented, values-driven, high-performing people. We continue to invest in full-time and part-time sponsored study programmes, which include functional/technical, safety and compliance learning and development programmes, as well as leadership development and career and succession development programmes.
Key outcomes
Sasol has 30 900 employees globally, comprising 30 600 permanent and 300 non-permanent employees. We operate in 33 countries.
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Sasol corporate bursary programme For the past 30 years we have been awarding comprehensive bursaries to top performing mathematics and science learners. The bursaries cover tuition fees as well as a broad range of day-to-day student expenses. Bursars have an opportunity to do vacation work at our facilities and also be part of our graduate development programme once they complete their studies.
University bursaries are offered for Bachelor of Engineering, Bachelor of Science and Bachelor of Commerce (with a Chartered Accountant focus) and University of Technology bursaries are offered for Electrical/Mechanical Engineering, Process Instrumentation and Mine Surveying.
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.
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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 fi ve-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 development of diverse talent to ensure adequate numbers and strength to meet future global business requirements sustainably.
Talent retention through offering focused career opportunities for employees to build their competence and experience so that they are prepared for leadership positions in the future.
Learning, Experiencing, Accelerating, Potential (LEAP)
INVESTING IN OUR FUTURE: SOUTH AFRICA continued
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.
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LEADThe 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 performance culture, partnering with stakeholders, and managing diversity and inclusion. They also learned practical skills on how to identify and nurture talent.
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MOZAMBIQUE We adopted an integrated skills development approach which begins at school level and continues through to the professional phase. We recently commissioned a skills baseline study for the country, and key fi ndings included:
n lack of human resources in technical and management areas;
n lack of competency in science, technology, engineering and mathematics (STEM) at school level; and
n absence of an integrated learning curriculum.
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.
INVESTING IN OUR FUTURE continued
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Five young Mozambican nationals were recently introduced to the labour market after three years of training in mechanics and electrics at the Inhassoro Training Centre.
Key outcomes
The graduates joined 40 others who completed courses ranging from mechanics, electricity, scaffolding construction, to metal working and gas processing.
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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 fi rst 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.
INVESTING IN OUR FUTURE: MOZAMBIQUE continued
Sasol and its partners are implementing a STEM-based teacher training programme to improve performance in STEM-based subjects at schools in Inhassoro, Govuro and Vilanculos districts.
Key outcomes
42 teachers were trained on the STEM programme, impacting 2 746 learners. This has resulted in an average annual result of 73,4% for the STEM-related subjects in four schools.
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GERMANY We continued with the implementation of our apprenticeship programme, designed to develop a pool of talent for our operations. Candidates are trained for technical and commercial professions such as chemical and electrical technicians, industrial mechanics and commercial assistants.
Key outcomes
We trained 69 male and 25 female candidates as part of the programme which takes two to three years to complete, either as part-time training within our operations or in vocational schools. Candidates who successfully complete the programme graduate with a state-recognised chamber certifi cate.
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INVESTING IN OUR FUTURE continued
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 refi ne their curricula in order to develop qualifi ed candidates who then need minimal Sasol-specifi c training.
UNITED STATESIn Louisiana, we continue to build our US$11 billion petrochemical complex next to our existing facility at Lake Charles. Construction began in 2015, and start-up of the fi rst units forecast in the second half of 2018 calendar year.
Key outcomes
We hired about 400 of the more than 500 new, full-time jobs anticipated. 87% of those hires are Louisiana residents – the majority from Calcasieu Parish. These jobs are in addition to the 450+ full-time positions that support Sasol's existing operations.
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Key outcomes
We also partnered with SOWELA to establish a scholarship fund that provides fi nancial support to cover tuition, training costs, support services and technical support for fi nancially disadvantaged women and minorities.
The training centre focuses on chemical process technology, instrumentation technology, lab technology and other specifi c training for students from the Lake Charles area.
Since inception, 44% of scholarship funding for underemployed residents was awarded to women. 75% of past benefi ciaries 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.
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Supporting on-the-job training The short supply of qualifi ed, experienced artisans in South Africa has created a huge demand for these skills. In order for South Africa to meet and deliver the aspirational growth rate of 5% per annum by 2030 (as per the National Development Plan) the promotion of artisan skills is essential.
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, specifi cally with enhanced workplace-based training.
INVESTING IN OUR FUTURE continued
Key outcomes
We sponsored a total of 1 250 learnerships across the regions in which we operate; 97% of these were awarded to youth.
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.
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Through forging strong partnerships with various government role players and industry partners, Sasol has pioneered the Adopt-a-Technical and Vocational Education and Training (TVET) College model that aims to support TVET colleges to train youth with skills relevant to industry needs. This initiative has greatly contributed towards the South African government’s Department of Higher Education and Training’s strategic vision and goals for the post-school education and training (PSET) system.
Key outcomes
107 TVET artisan interns were hosted at Sasol for practical training.
Key outcomes
In addition, the Skills Academies supported operations with qualifying an estimated 123 Sasol employees in obtaining Chemical Industries Education and Training Authority (CHIETA) accredited artisan qualifi cations.
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Rewarding and recognising high performanceIn an increasingly competitive market for limited skills, it is critical that we provide appropriate and market-related remuneration and other benefi ts to attract, retain and motivate the right calibre of employee. We determine our annual budget increases on the basis of forecast market movements, infl ation indicators, company affordability and individual performance. Every Operating Model Entity’s (OME’s) incentive contract sets minimum targets for safety performance, fi nancial results and, in our South African operations, for employment equity. We also have performance indicators related to environmental and social factors. Sasol’s 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 benefi ts 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.
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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-specifi c 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.
During the year, an equity-settled, long-term incentive plan was introduced for qualifying participants within major regions. The switch from a cash-settled approach to an equity-settled approach is aligned with the Group’s cash conservation efforts, encourages ownership of Sasol shares and aligns with the majority of comparator companies.
Key outcomes
The total employee-related expenditure was R26,9 billion, inclusive of performance-related incentives.
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Key outcomes
At our mining operations in Secunda, to date, we have fi nanced the development of 120 houses under the home ownership programme that forms part of the Sasol mining social and labour plan.
REWARDING AND RECOGNISING HIGH PERFORMANCE continued
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Employee wellnessThrough our employee wellness programmes, we support a high performance culture by optimising the wellness of employees, using a multidimensional approach, including information sharing, education and empowerment of employees to ultimately take responsibility for their own wellness.
The objective of the programme is to provide an infrastructure for wellness-related benefi ts that support the Sasol employee value proposition.
Focus areas are:
Disease managementPsychosocial wellness
Risk management
n HIV/Aids n Lifestyle diseases n Back and neck problems
(Documentation Based Care (DBC)) n Health plans n Smoking cessation
programme n Weight management
programme
n Employee assistance programme (EAP) – service rendered by Independent Counselling and Advisory Service (ICAS)
n Financial wellness n Absenteeism
management n Disability
management n Risk and
retirement benefits
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EMPLOYEE WELLNESS continued
Fit-for-work Our integrated occupational health and wellness programme, which adopts a holistic approach to our employees' health and wellbeing, continues to deliver benefi ts. Sasolmed customised specifi c offerings to address the risk profi les of employees. These include back and neck problem preventative solutions, weight management and management of lifestyle diseases.
HIV/Aids Screening of employees and contractors for lifestyle diseases and HIV/Aids is carried out by Dis-Chem and Aid for Aids (AfA) at all South African operational sites.
Key outcomes
7 806 employees and contractors were screened through our onsite clinics up from 3 273 during 2016. When an employee tests positive for HIV, he/she is immediately registered onto the AfA management programme.
Achieved an HIV/Aids drug utilisation compliance level of 95%
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HIV prevalence A Knowledge, Attitude and Practice (KAP) survey was conducted in 2011/2012, which determined the prevalence of the disease in Sasol. Another survey was undertaken in the last quarter of FY17, of which the results will be published in the next fi nancial year.
Key outcomes
In addition to our World Aids Day campaign, six awareness sessions were conducted through the year.
Currently, of the total Sasolmed principal members, 7,9% (increased from 7,4% in 2016) are already enrolled on the AfA programme and thus confi rmed HIV positive. 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 treatment for fi ve years or longer. The national prevalence for people in the age group 15 – 49 years, is currently at an estimated 19%. The management of HIV is important for Sasol as it directly affects productivity and does not end at the 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.
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EMPLOYEE WELLNESS: HIV/AIDS continued
The main focus areas of the HIV programme is to ensure all World Health Organisation's (WHO) targets are met and that the HIV positive workforce is as productive as possible:
n We will continue with the screening process that is currently in place, with an emphasis on new recruits, as well as testing when entry medical examinations are performed;
n Adopt a renewed focus on employees who are potentially HIV positive, but not registered on the programme through the High Risk Beneficiary Management (HRBM) programme of Sasolmed;
n Continued surveillance and testing of the HIV negative population when the annual medical examinations are performed; and
n Monitoring of absenteeism data compared to the HIV status of employees.
Key outcomes
We continued to implement our HIV/Aids response programme, focusing on prevention through awareness, education and access to testing, counselling and treatment. We provided support services to HIV positive employees, service providers, and their families.
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Lifestyle diseases Employees and contractors are regularly screened for HIV/Aids, diabetes, hyperlipidaemia and hypertension. Employees who are diagnosed with more than one of the above chronic diseases are enrolled on Sasolmed’s HRBM programme. This programme aims to manage high-risk employees effectively so that hospitalisation is avoided or limited, to ensure that employees are at work and continue to make a positive contribution to our business.
Key outcomes
12 447 employees were screened for hypertension, 5 690 for cholesterol, 4 822 for diabetes and 666 for mental health.
Sasolmed contracts Documentation Based Care (DBC) who specialise in back and neck rehabilitation. The purpose of this programme is to treat employees conservatively so as to avoid spinal surgery wherever possible, as data demonstrates that once an employee has had spinal surgery, further surgery takes 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 isshort-term counselling sessions to assist employees on matters including poor relationships, stress management, confl ict management, mental health, fi nancial management, trauma counselling and addictive behaviours.
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Driving diversity and cultural transformationWe are committed to embracing a culture of inclusion to deliver successful business outcomes. With this in mind, we are cognisant of the fact that unconscious biases can infl uence our ability to make rational decisions about others, and directly impact our diversity outcomes. Steps are being taken to 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.
In promoting a values-driven, high performance culture, mitigating the effect of unconscious bias holds value for our organisation, because it lays the foundation for more diverse and inclusive teams, which improves organisational performance.
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.
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Leveraging diversity and
inclusion for high performance
Empowering women
Providing reasonable
accommodation for persons
with disabilities
OUR KEY FOCUS AREAS:
Our Diversity 10-Point Plan provides a set of qualitative measures designed to enable the achievement of our diversity and inclusion objectives which include measures to enhance gender equity and reasonable accommodation of people with disabilities.
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.
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DRIVING DIVERSITY AND CULTURAL TRANSFORMATION continued
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.
EMPLOYEE DIVERSITY
Ethnic diversity in South Africa% African, Coloured and Indian
1312 14 15 16 170
1020
304050607080
Global gender diversity
77%
23%
Male Female
36
78%
22%
Eurasian operations
80%
20%
North America operations
77%
23%
South Africa operations
85%
15%
Mozambique operations
EMPLOYEE GENDER DIVERSITY
Male Female
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DRIVING DIVERSITY AND CULTURAL TRANSFORMATION continued
20132016
22%
73%
LEAP Programme(Leadership Accelerated Development)
Percentage of woman representation
Women empowermentOur women empowerment programme and Sasol Women’s Network has facilitated increasing representation and inclusion of women at all levels across our core operations. The women empowerment programme, launched in 2013, places strong focus on a centrally-driven mentorship circle programme, where senior leaders take responsibility for mentoring 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 developed to increase the number of women in operations through a targeted sourcing and development approach, particularly for core operations roles.
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The Sasol Limited Board of Directors (the Board) recognises and embraces the benefi ts 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.
The Board determined a target of 30% women representation by 30 June 2019
70%
30%
Target 2019
73,3%
26,7%
Achieved in 2017
Male Female
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Southern Africa RegionA 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 specifi cally pregnant women’s needs.
Female employees who are part of the Women in Mining (WIM) accelerated development programme have completed their Blasting Tickets and have qualifi ed as miners.
DRIVING DIVERSITY AND CULTURAL TRANSFORMATION: WOMEN EMPOWERMENT continued
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Key outcomes
19 African female participants participated in the programme.
Key outcomes
In partnership with a non-profi t organisation, Harambee, we sourced, trained and employed 19 African women as storemen with forklift drivers 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 less than one year’s working experience.
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Eurasia Female empowerment is a strategic focus in the Eurasia region. Ongoing local partnerships with communities, schools and universities raise awareness for equal job opportunities. The German apprenticeship programme supports the supply of qualifi ed production personnel and is a means of bringing female talent into operations.
Key outcomes
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.
Of the fi rst 50 scholarships, 44% was awarded to women from the local community. To date, 79 scholarships have been awarded and 75% of recipients have already secured employment.
DRIVING DIVERSITY AND CULTURAL TRANSFORMATION: WOMEN EMPOWERMENT continued
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Focus on Employment Equity targets
African and Coloured, male and female, persons with disabilities and women remain areas for improvement and focus in our Sasol Employment Equity Plan (2017 – 2022) as well as the annual Short Term Incentive Scorecard measure promotes accelerated progress towards these targets.
1Focus on Persons with Disabilities
Awareness and engagement sessions continue to improve voluntary declarations. Capacity building workshops to empower business partners are held.
2
Drive the 10-Point Plan goals
The mentorship circles continue to support women development and the Women in Operations programme within OMEs continues to drive women development and sourcing in operations.
3
GOALS TO BE ACHIEVED
People with disabilities The voluntary declaration process for persons with disabilities (PwD) is in progress which will enable our organisation to provide reasonable accommodation where needed to employees. Awareness and engagement sessions were held across our operations to improve voluntary declarations. OMEs are executing a PwD project to address challenges, identify positions that could be occupied by PwD and create awareness to encourage declaration.
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The Group’s recruitment process specifi cally targets persons with disabilities, in terms of earmarking positions that could reasonably accommodate persons with disabilities as well as appropriate facilities for accessibility.
To optimise opportunities for focused recruitment of PwDs, Sasol utilises occupational therapists to evaluate suitable positions, and occupational medical practitioners for the verifi cation and ongoing reasonable accommodation support to employees.
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 administrative 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.
DRIVING DIVERSITY AND CULTURAL TRANSFORMATION: PEOPLE WITH DISABILITIES continued
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Key outcomes
Sasol Energy commenced a business administration learnership forDefi nitely-Abled people. Stefaans Matshipa, Matome Malungane,Theo Makhubele, Keshvir Durga, Sbongile Makoro, Lettie Kgoedi, Alitha Madyibi and Mike Mabuza will be based at Sasol Place for the duration of the 12-month programme.
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Workforce diversity profile1 for our South African operations (as at 30 June 2017)
Male
Percentage A C I W
% 2017 2016 2017 2016 2017 2016 2017 2016
Top management4 6 6 1 1 2 2 21 20
Senior management 110 108 17 18 107 106 511 532
Middle management 944 895 124 116 295 287 1 504 1 550
Junior management 5 205 4 906 243 245 292 299 3 434 3 499
Semi-skilled 6 379 6 222 99 93 71 58 744 745
Defined decision-making 596 645 13 12 4 3 93 103
Total permanent employees2 13 240 12 782 497 485 771 755 6 307 6 449
Non-permanent 64 10 0 0 2 0 3 17
Total including non-permanent employees 13 304 12 792 497 485 773 755 6 310 6 466
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.
%
Male Female
Senior management
2017 2016
African
2017 2016
Coloured
2017 2016
Indian
2017 2016
White
2017 2016
Foreign* Nationals
0
20
40
60
80
100
%
Male Female
Top management
0
20
40
60
80
100
2017 2016
African
2017 2016
Coloured
2017 2016
Indian
2017 2016
White
2017 2016
Foreign* Nationals
%
Male Female
Semi-skilled
2017 2016
African
2017 2016
Coloured
2017 2016
Indian
2017 2016
White
2017 2016
Foreign* Nationals
0
20
40
60
80
100
%
Male Female
Defined decision-making
2017 2016
African
2017 2016
Coloured
2017 2016
Indian
2017 2016
White
2017 2016
Foreign* Nationals
0
20
40
60
80
100
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Female Foreign nationals3 Total employees in categoryA C I W Male Female
2017 2016 2017 2016 2017 2016 2017 2016 2017 2016 2017 2016 2017 2016
2 2 1 1 2 1 1 1 3 1 0 0 39 35
42 35 11 10 36 36 114 116 15 16 2 2 965 979
524 466 76 68 225 227 714 718 61 64 17 19 4 484 4 410
1 447 1 276 179 164 159 152 1 242 1 221 41 51 13 13 12 255 11 826
1 129 1 101 54 51 10 10 174 172 200 208 3 2 8 863 8 662
215 231 4 5 0 0 10 12 8 10 1 1 944 1 022
3 359 3 111 325 299 432 426 2 255 2 240 328 350 36 37 27 550 26 934
38 7 0 4 1 2 2 24 0 0 0 0 110 64
3 397 3 118 325 303 433 428 2 257 2 264 328 350 36 37 27 660 26 998
%
Male Female
Middle management
2017 2016
African
2017 2016
Coloured
2017 2016
Indian
2017 2016
White
2017 2016
Foreign* Nationals
0
20
40
60
80
100
%
Male Female
Junior management
2017 2016
African
2017 2016
Coloured
2017 2016
Indian
2017 2016
White
2017 2016
Foreign* Nationals
0
20
40
60
80
100
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Contact informationSasol LimitedPO Box 5486Johannesburg 2000Republic of South Africa
For more information visit www.sasol.com
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