Integrated_Annual_Report_2026 - Flipbook - Page 126
INTRODUCTION
SASOL AT A
GLANCE
DRIVING SUSTAINABLE
VALUE CREATION
EXECUTING
STRATEGY
DELIVERING
BUSINESS VALUE
SUMMARISED FINANCIAL
PERFORMANCE
CORPORATE
GOVERNANCE
SUSTAINABILITY
REPORT
REMUNERATION
REPORT
ASSURANCE/
ADMINISTRATION
SOCIAL – LABOUR CONTINUED
Enduring operations
COMMITMENT
Sasol is committed to achieving world class
operations (WCO) through an embedded
operational excellence culture.
GROUP
APPROACH
Applying the principles of Transparency, Inspection and Adaptation as an integrated part of the business rhythm
remains the foundation of Sasol’s approach to continuous improvement.
PROGRAMMES AND PERFORMANCE
Operations remain focused on the improvement of performance on multiple levels, from safety to production volumes and cost efficiency,
aligned with the core principles of Sasol’s Strategy “Strengthen Our Foundation.”
Building on the momentum achieved in the business turnaround programme, focus was expanded to include larger value chain integration
and collaboration through the Southern African business restoration programme to achieve a US$50/bbl oil breakeven by FY28. Sasol’s
International Chemicals reset strategy is also aimed at improving competitiveness to unlock value.
For more detail refer to page 41
FY26
OUTCOMES
Three main themes underpin digital transformation in support of operations.
Good progress has
been made against
DIGITAL CAPABILITIES in certain areas are highly mature, most notably with respect to integrating
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Capital Markets Day
scientific principles with machine learning to yield physics-informed artificial intelligence (AI) solutions
(CMD) commitments
and stochastic simulations, as well as using low-code platforms to automate business processes
with a positive outlook
and metrics reporting. The infrastructure to connect workers remotely to their data (mobile managed
for achieving the
private network, mobile device supply-and-support contract, platform integration) has been
implemented. New capabilities are continuously being developed, with the current focus on learning
FY28 targets.
The external benchmarking
programme for operational units
continued throughout the
financial year to identify
performance gaps relative to
external peers. The resulting
insights were translated into
targeted opportunities, which
were incorporated into and
used to strengthen Sasol’s
improvement plans.
how to combine off-the-shelf large language models (LLM’s) or natural language processors (NLP’s)
with in-house built reasoning algorithms to ensure robust AI solutions that can be deployed on
symbolic information (text, codes, etc.). The use of low-cost wireless plant instrumentation to provide
process data for monitoring and data analytics purposes is also being explored.
2
A Mechanical Integrity Technical
Authority (MITA) has been
implemented within operations
3
to provide a deliberate and
focused strategic approach to
preserve mechanical equipment
integrity, by pooling and scaling
mechanical technical engineering
expertise across operations.
SASOL INTEGRATED REPORT 2026
DIGITAL CAPACITY is expanding via the principle of “scaling digitalisation through people”.
From 2026 onwards, a number of technical engineers will graduate with a Master’s degree in data
analytics that has been tailored specifically for the chemical industry. This will considerably increase
the capacity to build physics-informed AI models and digital twins. A broad audience is being
upskilled in the use of low-code platforms to automate business processes. The latter relies mainly
on “learning-by-doing” where actual business solutions are developed under the supervision of skilled
digital practitioners.
DIGITAL VALUE delivery is now evident across multiple initiatives. Digital interventions to support
improvement programmes in the coal value chain and with respect to gasifier maintenance have
assisted with the substantial increases in gas production volumes at the Secunda plant. Digitalisation
support has also become crucial for a variety of projects that ensure Operations’ licence-to-operate.
Digital enablement of the Operations Core Processes is accelerating, while the connected worker
infrastructure has already started enabling the digitalisation of work processes such as paperless job
cards and electronic job confirmations.
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