SASOL Integrated Report 2025_Final_28 August 2025 - Flipbook - Page 99
INTRODUCTION
ABOUT SASOL
STRATEGIC OVERVIEW
BUSINESSES
ESG
REMUNERATION REPORT
DATA AND ASSURANCE / ADMINISTRATION
SOCIAL – LABOUR continued
HUMAN CAPITAL MANAGEMENT continued
PERFORMANCE AND INITIATIVES
Employee effectiveness
Revitalise culture
Our aim is to unlock values-driven leadership and management effectiveness
across all leadership layers.
As a FY25 Group Priority we continued to align our organisational
culture aspiration to our strategic goals, to create an enabling
environment for our business to reach full potential and provide
growth opportunities for our people. We focused on Safety,
Customer Centricity, Care and Performance as our cultural
anchors in driving Culture Transformation to support our
Business priorities.
The strategic emphasis for FY25 was placed on enhancing internal capabilities,
with concerted efforts directed towards leadership teams and individual
leaders to strengthen Leadership Effectiveness and Capability Development.
This initiative aimed to cultivate inspiring and caring leaders capable of
fostering inclusive, innovative, and high-performing work environments.
In this regard we:
• continued with ‘Investing in the Sasol Leader of the Future’ programme,
where Leaders were assessed against ‘What Good Looks Likes’ profiles to
identify and address leadership capability gaps. Data insights derived from
the process were used to enhance our culture priorities, talent, succession
and development planning;
• launched the Leadership Refresher Programme, an in-house programme
developed by a multi-disciplinary team, comprising experts in Operations,
Safety, Ethics, Strategy and Culture. This programme caters to both new
and experienced leaders, fostering accountability for business results,
inspirational leadership, safety, ethical standards, and performance
management;
• trained 120 internal facilitators to roll out the Leadership Refresher
Programme. #ItStartsWithMe; the facilitators trained more than 400
employees who attended the programme since Quarter 4 FY25;
• continued to strengthen frontline leadership capability through the
delivery of our Frontline Leadership Development programmes and
modules, attended by 752 employees;
• assisted 207 leaders to complete the Leader-as-Coach training
programme in Southern Africa, ensuring participants are proficient
in applying coaching methodologies to embed technical, functional,
managerial and behavioural competencies to improve the performance
of their teams;
• onboarded 165 Internal mentors and 18 accredited coaches who
volunteered to support fellow employees across Sasol;
• continued to invest in the development of a virtual and digital learning
platform intended to host various learning modalities and content,
ensuring accessible and innovative learning opportunities; and
• revised our Leadership Acceleration Program (LEAP), and identified
30 Emerging Leaders that started their LEAP journey during July 2025.
The programme include formal education, exposure to the Sasol value
chain and various on-the-job assignments.
behind a better, stronger organisation. Programme elements
include leadership coaching, expanded learning and development
programmes, and new communication and engagement channels
for both management layers and all employees.
Our inclusive diversity strategy also strengthens our culture
endeavours as we intensified our focus on gender equity and the
inclusion of people with disabilities (PwD).
Inclusive culture and practices
Employee engagement and continuous listening interventions
are key enablers supporting our culture transformation and
driving our People Promise to ensure our employees feel cared
for, listened to and have a sense of belonging. Regular Pulse
engagement surveys were conducted to determine levels of
alignment and commitment to Sasol’s Business strategy and
cultural anchors and to identify painpoints.
We continued to ensure that our people policies, systems, and
behaviours are inclusive and support the development of a strong
culture of inclusion, while also promoting equitable employee
experiences. Central to this approach has been the use of
employee communication sessions and listening platforms across
our operations, enabling diverse voices to be heard and
meaningfully contribute to decision-making.
During the first Pulse survey in October 2024, 62% of
employees participated globally. Our focus on Safety, Strategic
alignment and High Performance came out as strengths, whilst
opportunities to improve included levels of Engagement,
Care and Customer Centricity.
We also sustained our efforts to foster transparent
communication channels and actively supported employee
forums and network groups, all aimed at creating an environment
where every employee feels valued, respected, and empowered.
The second Pulse survey conducted during May 2025, had
61% of employees participating and reflected significant
improvement. Safety again surfaced as the top strength,
followed by Performance and Care.
We celebrated South Africa’s womens month during August 2024,
partnering with Banyana Banyana, collectively, we Accelerate
Gender Equality, #Accelerate Action, and continued to share
learnings linked to this theme during International Women’s Day
in March 2025.
As we continued to focus on promoting a culture of safety and
zero harm an integrated approach across various functional areas
was adopted to ensure culture and behavioural change across all
levels of the organisation, of which the leadership refresher
training is one of the key responses.
Additionally, International Chemicals is resetting its business
and streamlining its ways of working through a culture change
initiative, creating an environment in which collaboration,
innovation and empowerment are helping International
Chemicals reshape and re-imagine its ways of doing business.
Focusing on several behavioural shifts, the International
Chemicals culture change programme empowers its people
to break down barriers, take smart, calculated risks, seek fresh,
creative ideas and solutions, embrace change in order to
eliminate complacency, and harness their collective expertise
and experience, so that its employees become the driving force
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