Sasol Limited Integrated Report 2018

• A safe, healthy, engaged and productive workforce of 31 270 people with relevant skills, knowledge and experience
• A strong leadership team, driving a culture of high performance
• More than 24 000 service providers, delivering to agreed terms

Reducing our workforce and spending with service providers since 2012 has negatively impacted human and social and relationship capital. However, by enabling Sasol to achieve cost-saving targets and withstand low oil prices, this has benefited financial capital. By making better use of our own employees, we have grown our in-house skills, supporting intellectual capital.

• An aspirational culture that encourages greater engagement with employees and recognised trade unions
• Renewed confidence of investors and shareholders
• Effective partnerships with customers, suppliers, business peers as well as sector and research bodies
• Engagement with our fenceline communities, governments and stakeholders

Social investment in our fenceline communities reduces our financial capital in the short term, but in the longer term enables growth in this capital stock. By supporting enterprise development, we boost manufactured, intellectual and financial capital. Our impact on natural capital has influenced our relationships with some of our stakeholders. Through our environmental awareness campaigns, we are able to improve both natural and social and relationship capital.

• Coal to process (dry ash-free basis) (kilotons): 17 474
• Crude oil processed (mm bbl): 29
• Natural gas to process (bscf): 97
• Total water used (thousand cubic meters): 134 445
• Total energy usage (thousand GJ): 413 470

We impact negatively on natural capital by using nonrenewable resources, and through our emissions and wastes. We work to minimise these (see ). In some instances, we also impact adversely on human and social and relationship capital through competition for resources such as water. However, by converting natural capital into value-added products, we boost the stocks of all the other capitals.

• Market capitalisation: R313 bn
• Debt raised to execute capital investments: R27 bn
• Finance income: R1,7 bn
• Funding facilities R165 bn, of which R110 bn has been utilised

By applying financial capital we sustain and grow our business, with positive impacts on manufactured, human, intellectual and social and relationship capital, and negative impacts on natural capital.

• Property, plant and equipment R167 bn (carrying value)
• Assets under construction R165 bn
• Exploration, development, production, marketing and sales operations in 32 countries

By pursuing our growth projects we are increasing the stock of manufactured capital, but negatively impacting natural capital and, in the short-term financial capital. Our investments to reduce the environmental footprint of our existing facilities will however benefit natural, intellectual, human and social and relationship capital.

• Skilled, experienced and technically qualified employees, industry thought leaders and experts that enable Sasol to respond to the constantly changing environment
• Our patented technologies
• Our business processes and management systems

By investing in intellectual capital, we reduce the stock of financial capital in the short term. However, in the longer term financial capital, as well as manufactured, natural, human, and social and relationship capital, are likely to be enhanced by our commitments. By further investing in our intellectual capital we seek opportunities to respond to clean fuels and other environmental legislation ultimately to the benefit of natural capital.