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Our approach

We aim to provide a balanced, accurate and accessible assessment of our strategy, performance and prospects in relation to those financial, economic, social, environmental and governance issues and risks that have a material impact on the long-term success of the business and that are important to key stakeholders.

Each year, Sasol follows a structured process to identify, understand and prioritise our most material sustainability issues.

The Group Executive Committee (GEC) and the Risk and SHE Committee review the outcomes of this process, with integrated oversight provided by the the Sustainability and Stakeholder Relations Committee.

We regularly review our material issues in the context of the rapidly changing business and societal context, the repositioned Sasol Group, as well as stakeholder feedback and emerging trends. We seek to collaborate to address challenges within our industry. We also seek to ensure that our reporting continues to reflect our response to the critical issues raised by our stakeholders.



This table outlines our most material sustainable development challenges and summarises our performance in addressing these challenges.

Promoting the safety, health and wellbeing of our people
Our 2015 performance Our current and future commitments
  • Significant improvements in occupational safety, achieving all our safety performance targets with the exception of zero fatalities.
  • The Group recordable case rate (RCR) excluding illnesses improved to 0,32; RCR including illnesses improved to 0,40. Tragically we experienced a fatality of a service provider in a work-related incident.
  • Experienced 20 significant transport-related incidents globally. Our transport incident rate improved by 10% to our best ever performance of 0,062.
  • 27 significant fires, explosions and releases (FERs), while the severity rate remained at 11,3.
  • 31 recordable cases of noise-induced hearing loss and 32 recordable cases of pneumoconiosis.
  • Responsible Care® Practice-in-Place for product stewardship increased to 87%.
  • Four significant product stewardship incidents occurred during the year.
  • Consistently achieve an RCR lower than 0,30 at least by 2020. Continue to strive for no fatalities.
  • Consistently have less than 24 significant FERs by 2020 with a severity rate of less than 10.
  • Report separate incident rates for safety and occupational-related irreversible illnesses from financial year 2016.
  • Introduce a new product transport indicator of performance for product transported by road, and develop key performance indicators (KPIs) for rail and marine transport from financial year 2016.
  • Continue to embed leading industry practices in support of our commitment to strive towards the elimination of noise-induced hearing loss, silicosis, pneumoconiosis and turberculosis.
  • Continue to implement a risk-based, scientific and lifecycle-oriented approach to managing the risks of our products and improving their performance throughout their life cycle.


Investing in our people
Our 2015 performance Our current and future commitments
  • We have restructured the organisation and aligned employee placements with our new operating model, as part of our Business Performance Enhancement Programme implemented since 2012.
  • The Business Performance Enhancement Programme impacted our employee turnover rate, which increased to 14% from 6,1% in 2014.
  • Zero person days lost to strike action.
  • Invested R692 million in employee training, 2 872 employees received leadership training and allocated 78 new bursaries.
  • 296 employees in Sasol’s maintenance artisan learner pools, and 233 in external technical skills partnerships.
  • Further progress achieved in implementing our 2017 South Africa Employment Equity Plan and our Women Empowerment Strategy.
  • Continue to build a values-driven, highperformance culture across all our operations, with a particular focus on embedding the new operating model.
  • Advance performance management and accountability through enabling remuneration policies.
  • Maintain our strong focus on optimising talent sourcing and recruitment.
  • Drive our targets for achieving diversity and inclusion at every management level in the organisation.
  • Continue our focus on up-skilling and empowering local talent in all regions in which we operate.


Responding to enviromental challenges
Our 2015 performance Our current and future commitments
  • Decreased year-on-year emissions of nitrous oxides (to 157 kilotons), sulphur oxides (208 kilotons), volatile organic compounds (46,5 kilotons) and particulates (11,7 kilotons).
  • Decreased total greenhouse gas (GHG) emissions by 2% to 69,7 million tons CO2 equivalents; GHG emission intensity increased to 3,35 (CO2 equivalent/ton product) mainly due to the sale of the solvents Germany facility and exclusion of the ORYX GTL data.
  • Improved the utility energy intensity index for our South African operations by a cumulative 10% off a 2000 baseline to 0,898. When adjusted to account for growth in selfgenerating capacity and structural changes, our cumulative improvement exceeds 15%.
  • Decreased our total water consumption to 135,5 million m3.
  • Achieved a 16,2% year-on-year reduction in hazardous waste, and 14,3% reduction in non-hazardous waste generated.
  • Work actively with the South African government and other stakeholders to achieve a sustainable long-term atmospheric emissions compliance dispensation aligned with the ambient air quality improvement objectives of the South African Air Quality Act.
  • Reduce the Group’s GHG emissions intensity to 2,47 (CO2 equivalent/ton product) in all our operations by 2020.
  • Achieve at least an 80% reduction in emissions of defined volatile organic compounds (VOCs) off the 2009 baseline, by the end of June 2020.
  • Improve the utility energy efficiency of our South African operations by 15% by 2015 off a 2000 baseline, measured as energy used per unit of production.
  • Engage with home and host country governments to find practical solutions to mitigate climate change risks, in balance with the economic development priorities.
  • Pursue new municipal water conservation partnerships.
  • Continue to support South African government initiatives to develop a policy framework for environmental offsets.
Delivering social value
Our 2015 performance Our current and future commitments
  • The financial value distributed directly by Sasol amounted to R136,5 billion
  • Paid R10,1 billion in government tax globally.
  • Provided 30 919 direct employment opportunities, paying R24,4 billion in wages and benefits.
  • Invested R1,2 billion in socio-economic development and external skills development initiatives.
  • Obtained a level 4 broad-based black economic empowerment (BBBEE) contributor status.
  • Completed our 10-year collaboration with 11 South African universities, investing R250 million over this period.
  • Revised our new Code of Ethics and Human Rights policy.
  • Achieve level 4 enterprise status in terms of the 2007 Codes of Good Practice in South Africa.
  • Demonstrate industry leadership in the provision of enterprise and economic
    development solutions relevant to the socio-economic drivers of home and host governments.
  • Continue engagements with stakeholders within our home and host communities
    to collaborate in developing suitable programmes to address their needs, and
    establish a monitoring and evaluation framework and indicators to assess the impact of our social investment initiatives.
  • Drive the roll-out of our Global Sasol Employee Volunteerism Programme - Sasol for Good.