SASOL Integrated Report 2025_Final_28 August 2025 - Flipbook - Page 101
INTRODUCTION
ABOUT SASOL
STRATEGIC OVERVIEW
BUSINESSES
ESG
REMUNERATION REPORT
DATA AND ASSURANCE / ADMINISTRATION
SOCIAL – LABOUR continued
HUMAN CAPITAL MANAGEMENT continued
PERFORMANCE AND INITIATIVES
Talent management and skills development
Performance accountability
Attracting, developing and retaining high-performing talent remains fundamental to creating business
value. Our talent management approach drives the continuous identification of and investing in our
talented employees to ensure sustainability of our foundation and future business.
A key element of Talent Management is to ensure
focused performance management, ensuring a clear
link between strategic priorities and day to day
activities and meaningful, regular feedback leading to
cause correction. These elements were highlighted as
strengths during our recent Pulse surveys.
In FY25, we remained focused on improving our
competitiveness and unlocking value by focusing
on core capabilities. These capabilities included
leadership capability, commercial excellence,
operations excellence, and relationship building
to ensure sound stakeholder relations.
We revisited and broadened our talent pools,
with more than 200 emerging leaders assessed
to determine strengths and focused
development areas.
Invested R1 225 million in critical skills
development and core development for
Southern Africa.
Developed 23 991 employees in various
fields and programmes in South Africa.
Spent R723 million towards bursaries,
graduate development, learnerships,
apprenticeship and
internship programmes.
Funded R64 million Main Stream and
R26 million Sasol Foundation
undergraduate bursaries mainly focusing
on engineering, science and technology.
Our training centres leverage advanced
technologies to ensure the development of a
robust pipeline of artisans, essential for Sasol’s
operations. Trades offered in these academies
include fitting, electrical, instrumentation
welding, turning, fabrication and rigging. 520
artisan learners were trained in these
programmes during FY25. A total of 66 learners
have been appointed during this financial year
after completion of their learnership programme.
Sasol Mining learning and development utilises
Virtual Reality (VR) modules as a bridge between
theory and workplace application. One such
example is the Medium Voltage Switching course,
where learners simulate the high-risk tasks on
Virtual Reality to gain confidence, before
applying the skills on live high voltage electrical
equipment.
The VR training (Electrical Switching) competency
has been effectively implemented in Secunda
Operations from January 2025. There have been
101 electrical employees trained using this
technology in a safe, simulated environment
within the training centre.
Our performance management process follows a fixed
cycle, with performance planning between line leaders
and employees at the beginning of a financial year,
followed by a mid-term review and concluding with
final performance assessment at the end of the
financial year. This process covers all employees
outside of the collective bargaining units.
Performance accountability, employee
productivity and labour stability
To foster labour stability across our operations, we
maintained sound employee relations and collaborative
partnerships and focused on:
• Implementing agreed engagement approaches to
ensure that substantive wage agreements are
concluded within agreed mandates to preserve
business continuity;
• Formal engagement structures such as partnership
forums in Southern Africa, union relationships in
North America and Italy, and Works Councils in
Germany were maintained;
• Respecting the right to collective bargaining ~70%
of our employees globally are members of trade
unions, or works councils;
• Reviewing and updating our policies and procedures
in line with business and legislative requirements;
Global Skills development spend (R million)
Total: R1 293 billion (1 233)
Employee training and development
R142
(R399)
Learnships
R455
(R349)
Other (licence fees, training opex and overheads)
R286
(R188)
Graduate Development Programme
R137
(R154)
Bursaries
R95
(R91)
Technical Coaches and mentors
R118
(R22)
Technicians and inspectors in training
R37
(R20)
Employee study aid
R22
(R10)
• Improving employee productivity through clearly
defined performance expectations to enable
business outcomes;
• Employing labour from the open market following
a rigorous internal and external selection process;
• Under no circumstances are our employees subject
to any form of forced and compulsory labour and
we do not make use of child labour;
All figures in brackets refer to FY24 data.
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• Implementing bespoke incentive plans and
performance management approaches to improve
performance accountability;
• Ensuring fairness, equality and the application of
natural justice when addressing misconduct. We
achieve this through our disciplinary code, which
complies with applicable legal frameworks. We
encourage timeous and consistent corrective
action application of rules of natural justice when
addressing areas of misconduct and encourage
timeous and consistent corrective actions; and
• Maintaining momentum on providing sound
employee relations and change management
expertise to embed cash fixed cost labour
optimisation measures and other key business
improvement initiatives across the organisation.
Digital HR
In July 2023, Sasol introduced the transformative
Sasol 1HR programme, a robust global HR technology
suite marking a pivotal step in modernising human
capital management systems. Currently the programme
has proven to be a resounding success, delivering
substantial benefits in operational efficiency, employee
engagement, and cost savings. The Sasol 1HR initiative
introduced integrated HR modules, including SAP
Success Factors talent suite with Employee Central as
its core system, SAP Concur for travel and expense
management, Workforce Software for time and
attendance, and Employee Central Payroll across four
countries. This cloud-based HR platform seamlessly
transitioned over 32 000 employees across 22 countries
into a single system during its initial rollout.
At Sasol Mining, enhancing operational efficiency
remains a key strategic objective as we navigate a
complex and evolving energy landscape. To this end,
we have identified and partially implemented a
comprehensive and integrated planning strategy and
system (both hard and soft barriers, that is, access
prevention and biometric scanning at shaft entry)
within our operations – deliberate interventions that
have significantly contributed to improved compliance
and cost-effectiveness.
Our HR Digital roadmap was refined identifying further
optimisation opportunities.
