Integrated_Annual_Report_2026 - Flipbook - Page 116
INTRODUCTION
SASOL AT A
GLANCE
DRIVING SUSTAINABLE
VALUE CREATION
EXECUTING
STRATEGY
CORPORATE
GOVERNANCE
ASSURANCE/
ADMINISTRATION
DELIVERING
BUSINESS VALUE
SUMMARISED FINANCIAL
PERFORMANCE
GROUP
APPROACH
Sasol considers human capital management to be a material driver of its long term success. Its people, their
capabilities and the culture they shape are fundamental to delivering the company’s strategy, strengthening
operational performance and sustaining its competitive advantage in a rapidly evolving energy and chemicals
landscape. Sasol enables its strategy by leveraging its Group People strategic anchors, which are designed
to deliver targeted and impactful outcomes (see dashboard below).
SUSTAINABILITY
REPORT
REMUNERATION
REPORT
SOCIAL – LABOUR
Human capital management
COMMITMENT
Through the People Promise, Sasol commits to
providing a unique employee experience and
a compelling value proposition for a diverse
workforce. Sasol’s revitalised culture fosters a
safe, inclusive and supportive environment that
empowers employees to align with and contribute
meaningfully to Sasol’s strategic objectives.
PEOPLE AT A GLANCE
STRATEGIC PEOPLE ANCHOR
1
Leadership capability
and management
effectiveness
PURPOSE
Strengthen leadership capability and frontline
management effectiveness across Sasol’s
leadership spine.
2
Empowering
and inclusive
organisational culture
Embed Sasol’s values and cultural anchors through
targeted strategic initiatives and a robust Diversity,
Equity, Inclusion and Belonging framework.
3
Employee Value
Proposition (EVP)
and experience
Deliver a compelling EVP that enhances employee
experience across all segments and stages of the
employee life cycle.
4
Talent management
and key skills
Execute Sasol’s talent management strategy
to build a robust long-term talent pipeline and
strengthen competitiveness.
5
Performance
accountability,
employee productivity,
and labour stability
Maintain labour stability through sound employee
relations and collaborative partnerships that
strengthen performance accountability and
improve employee productivity.
HR digitalisation and
effectiveness
Drive HR digitalisation by deploying advanced
technologies and innovative approaches to simplify
people processes and enhance the employee
experience.
Engagement and culture
• eNPS:+28(-8)
• Participation rate: 66% (61%)
Talent and leadership
• 5 629 (950) employee engagement discussions
• 1 800+ leaders attending the leadership refresher
programme
Diversity
• Female representation in key pipelines:
- 50% (44%) Graduate Programme
- 37% (44,6%) Learnerships
- 57% Leadership Experience Acceleration
Programme (LEAP)
• Persons with disabilities (PwD): 292 (288) representing
1,2% (1,2%) of the total workforce in South Africa.
Skills development
• R1 314m (R1 293m) invested
• 24 160 (23 991) employees developed in
>1 800
Leadership Refresher
Programme participants
excluding neutral turnover e.g. planned
retirement, relocation etc.
Workforce and stability
• Total permanent employees: 26 943 (27 107)
• Turnover: 6,01% (6,18%)
• External hires: 1 061 of which 27,8% are female
FY26 KEY OUTCOMES
6
Southern Africa
SASOL INTEGRATED REPORT 2026
115
Employee Net Promoter
Score (eNPS) improved to
+28
>5 600
employee engagement
discussions
922
top talent assessed to
identify development
opportunities
Voluntary
turnover
Involuntary
turnover
3,74% 1,74%
(4,03%)
(1,54%)
Excluding neutral turnover e.g. planned retirement,
relocation etc.
Digital HR
roadmap established to
continue enhancing Sasol’s
HR technological abilities
