SASOL Integrated Report 2025_Final_28 August 2025 - Flipbook - Page 18
INTRODUCTION
ABOUT SASOL
STRATEGIC OVERVIEW
PORTFOLIOS
ESG
DATA AND ASSURANCE / ADMINISTRATION
REMUNERATION REPORT
BUSINESS MODEL USING THE SIX CAPITALS continued
Outcomes and trade-offs
SC
SOCIAL CAPITAL
IC
INTELLECTUAL CAPITAL
Paid taxes in South Africa R38,33 billion (R43,34 billion) and paid taxes in Mozambique
R1,47 billion (R2,67 billion). Total tax contribution of R44 billion in global direct and
indirect tax
Patents granted and pending: 2 538 (2 425)
Registered and pending trademarks: 4 484 (4 418)
Bursaries issued – value R505 million (R564 million)
B-BBEE Level 2 (Level 2)
Invested in research and development R1,55 billion (R1,51 billion)
Black-owned business spend R42,6 billion (R44 billion)
Invested R1,2 billion (R1,2 billion) in skills development
Total social investment spend R663,3 million (R795 million)
Employee survey
Key actions to sustain value
Key actions to sustain value
• Enhance access to quality education
• Access to training that reduces critical skills gap
• Community health programmes
• Community service infrastructure investment
• Environment project programmes
• Enabling economic inclusion
• Sports sponsorship
• Mobilise employees to be a force for good
• SASOLWAX LC100 – developed for the packaging adhesives market – has a reduced
product carbon footprint of 35% without compromising on performance
• FY25 priorities focused on driving a culture of innovation
MATERIAL MATTERS IMPACTED: Sustainably grow and transform
Our grow and transform priorities will allow us to build a more sustainable business
and effect our emission reduction roadmap.
MATERIAL MATTERS IMPACTED: Strengthening relationships with customers,
stakeholders and regulators
Our relationship with our various stakeholders is important for us to operations.
We work to retain trust and confidence among our stakeholders and ensure strong
relationship with our stakeholders and partners for shared value creation.
Short-term
impact
Capitals impacted
Short-term
impact
Capitals impacted
FC
Less capital is available as we focus on cash flow generation, but in the long
term there is potential for this business explore other cash-generative
opportunities as the business transforms.
Long-term
impact
FC
Financial constraints have resulted in less funding available for skills and
community investment in the short term. As the business improves there
will be opportunity to invest more.
HC
Continued investment in upskilling employees through various
education initiatives and bursary support.
HC
Continued investment in upskilling employees through various education
initiatives and bursary support.
NC
Implementation of our emission reduction roadmap.
MC
By improving the safety of our people, we record fewer work stoppages,
supporting manufactured capital.
MC
Investment in Sasol facilities and their supporting infrastructure
where we have a competitive advantage.
SC
Making us a more attractive employer and partner with whom to
collaborate.
IC
Developing our proprietary technology, we continue to grow our
intellectual capital.
Improving Sasol’s credibility and making us a more attractive employer
and partner with whom to collaborate.
SC
Employee volunteering and fund-raising initiatives add to our employee
value proposition and the communities impacted by their efforts.
IC
Opportunity to create partnerships using technology to enhance our
strategic objectives.
Comparative figures for previous year indicated in brackets.
SASOL INTEGRATED REPORT 2025
17
Long-term
impact
