Performance data
Human capital – Our people
Footnotes are explained below.
Natural capital – The environment
Footnotes are explained below.
Society capital – Society
| Value added statement (unaudited) | 2018 Rm |
2017 Rm |
2016 Rm |
2015 Rm |
2014 Rm |
||
Turnover |
181 461 | 172 407 | 172 942 | 185 266 | 202 683 | ||
|---|---|---|---|---|---|---|---|
Less: Purchased materials and services |
118 720 | 98 697 | 106 473 | 102 837 | (116 746) | ||
Value added |
62 741 | 73 710 | 66 469 | 82 429 | 85 937 | ||
Finance income |
3 159 | 2 639 | 2 328 | 3 331 | 5 364 | ||
Wealth created |
65 900 | 76 349 | 68 797 | 85 760 | 91 301 | ||
Employees |
30 013 | 26 872 | 26 372 | 24 370 | 30 747 | ||
Providers of equity |
9 369 | 9 767 | 12 482 | 14 185 | 24 085 | ||
| Providers of loan capital (interest) | 7 327 | 6 029 | 4 593 | 3 348 | 2 455 | ||
Direct taxes paid to government |
6 633 | 7 134 | 8 332 | 8 830 | 12 929 | ||
Reinvested in Group |
12 559 | 26 547 | 17 018 | 35 027 | 31 085 | ||
Wealth distribution |
65 901 | 76 349 | 68 797 | 85 760 | 91 301 | ||
Number of employees for the period |
31 270 | 30 900 | 30 100 | 30 919 | 33 400 | ||
Turnover per employee |
5 803 087 | 5 579 514 | 5 745 580 | 5 991 978 | 6 068 353 | ||
Value added per employee |
2 006 438 | 2 385 437 | 2 208 272 | 2 665 966 | 2 572 964 | ||
Wealth created per employee |
2 107 472 | 2 470 841 | 2 285 615 | 2 773 699 | 2 733 563 |
Society capital – Society
| Broad-Based Black Economic Empowerment (B-BBEE) | 2017 | 2016 | 2015 | 2014 | |||
| B-BBEE verification certificate, with a goal of reaching at least a level 4 status by 2020^ | Level 6 | Level 8 | Level 8 | Level 4 | Level 3 | ||
|---|---|---|---|---|---|---|---|
| Preferential procurement (score out of 25)** | 17,4 | 14,9 | 12,4 | 18,6 | 18,7 | ||
| Preferential procurement (R billion) from all suppliers*** | 44,9 | 38,0 | 17,8 | 36,9 | 33,4 |
| ^ | In 2016, in terms of the Department of Trade and Industry’s revised Codes of Good Practice, our B-BBEE contributor status declined to level 8 from level 4. We view B-BBEE in South Africa as a business imperative and have embarked on a project to realise over time the goals envisaged by the revised codes. |
| a | All data from ORYX GTL excluded as they report separately. |
| b | All data from Sasol Solvents Germany excluded due to the sale of the operations. |
| c | All data from our operations in Iran excluded due to the sale of the operations. |
| d | Post Response Plan a centralised Leadership Development Cost Centre was created intended to encourage higher participation in Leadership Development. Previously OME's had carried the costs and had been cost conservative in their participation rates, as a result the centralisation has yielded desired results. These Leadership programmes include LEAD, LEAP, LODP, LSDP, POLC etc. |
| e | Our GHG emission intensity (tons CO2e per ton of product - external sale) increased to 3,78 in 2018 from 3,66 in 2017, due to the decrease in the product – external sale as a result of external electrical infrastructure failure. |
| * | Production – external sales restated for 2015 due to further refinement in the methodology and alignment with the operating model, reduced from 20 855 kilotons. This has a direct effect on the GHG intensity also restated for 2015. |
| ** | Score changed in 2016 to 25 as a result of the new code, previous years it was out of 20. The new qualification methodology pertaining to the B-BBEE recognition level contributed to the lower score during 2016 and 2017. Specific strategies and action plans are being implemented to assist Sasol in achieving a level 4 status by 2020. |
| *** | The increase in the preferential procurement number is due to more new B-BBEE certificates and affidavits being received from suppliers. |
| NR: Not reported | |
| + | Assurance refers to the 2018 parameters independently verified by the external assurance provider in 2018, in accordance with the Assurance statement provided. |
| 1 | Employee numbers refers to employees that are assigned to approved Sasol organisational structure Staff Establishment positions, including permanent and non-permanent structures (project positions, non-permanent employee positions) as well as individuals that exist outside of formally approved Sasol organisational structures. These actual headcount figures are not tracked by Group Organisational Design (OD). |
| 2 | The Recordable Case Rate (RCR) is a measure for reporting work-related injuries. The RCR is the number of fatalities, lost workdays cases, restricted work injuries and medical treatment cases for every 200 000 employee hours worked. |
| 3 | A fire, explosion or release (FER) incident is registered as ‘major’ when it meets any of the following criteria: (i) it has a FER severity index score of 40 and greater; (ii) it results in on-site fatality or multiple hospitalization cases, or off-site injury; or (iii) it results in direct financial loss greater than US$ 1 000 000. A FE) incident is registered as ‘significant’ when it meets any of the following criteria: (i) it has a FER severity index score of 26 and greater but less than 40; (ii) it results in a lost workday case (LWDC) or more serious injury; (iii) it results in direct financial loss greater than US$ 100 000; or (iv) it causes a release in excess of the relevant threshold quantity for that chemical as defined by the Centre for Chemical and Process Safety (CCPS). |
| 4 | Illnesses are recorded as work-related as a precautionary measure. The various evaluation authorities may subsequently classify them as not work-related, in which instance they are removed from the records. In addition, service provider illnesses have been recorded. Reversible and irreversible occupational diseases are now separated and additional reporting categories have been included to enable a comprehensive disease overview required for continuous improvement and a proactive approach in occupational health management. |
| 5 | Investment in employee learning excludes the compulsory 1% skills levy. |
| 6 | Black employees refers to African, Coloured and Indian people – for the purposes of South African employment equity considerations. |
| 7 | Investment in skills development ramped up during 2017, despite the Response Plan, as committed during 2016. |
| 8 | Production – external sales – The boundaries of this figure only include a product that is destined for sale to Sasol customers, and does not include a product utilised or sold between the Sasol Group of companies. |
| 9 | Greenhouse gas (GHG) emissions have been calculated and reported in accordance with the GHG Protocol (www.ghgprotocol.org) and the Intergovernmental Panel on Climate Change (IPCC) 2006 Guidelines. In our GHG measurements, we have included 100% of the emissions for the following joint ventures (JVs): Natref in South Africa and Sasol Exploration & Production International. Data for those JVs where we do not have a significant influence or operational control is not included. An external assurance provider has once again independently verified our direct and indirect emissions levels. |
| 10 | Indirect carbon dioxide (CO2) Scope 3 Includes only the emissions as a result of the charter flights to Vilanculos, Mozambique where our Central Processing facility is located. |
| 11 | VOC indicator of performance decreased due to implementation of projects on the VOC roadmap. |
| 12 | Waste: the definitions of waste vary widely around the world. For reporting purposes, we use the applicable definitions of regulatory authorities. In situations with insufficient guidance from legislation, the definitions of hazardous waste are reported if it is (i) removed from the premises for disposal and/or treatment, or (ii) disposed of on-site (e.g. by landfill). These figures exclude coarse ash from gasification and fly ash from boilers. Non-hazardous waste is waste which requires disposal on a general waste landfill site. Recycled waste is materials left over from manufacturing or consumption, which may be reused or recycled. Hazardous and non-hazardous waste figures have included recycled waste figures since 2013. |
| 13 | Energy use: all energy use data are calculated at the standard measurement unit in gigajoules (GJ) to ensure standard calculation the Group. |
| 14 | Feedstock to electricity (self-generated) increased as a result of including additional sources such as methane rich gas. |
| 15 | Mobile fuel use increased due to increased use of vehicles during shutdowns and construction. |
| 16 | Material use: all material data are calculated at the standard measurement unit of kilotons (Kt) to enable calculation of input material across the Group. |
| 17 | Natural gas (material use) stayed constant as a result of the same quality of pure-gas produced and used in the plant. |
| 18 | Managing land use and biodiversity: we do not have operations in areas that have been declared biodiversity hotspots (areas identified as being critical or endangered eco-regions). However, we do have interests in areas of potential sensitivity, particularly as part of some of our upstream exploration and extraction activities. In accordance with our environmental management practices, the protection of biodiversity issues is addressed formally in new projects through environmental impact assessments (EIAs) and in existing projects through environmental management plans and/or programmes (EMPs). We are also working to assess the biodiversity of the habitats in land currently owned, leased or managed throughout the Group. |
| 19 | Underground mining area exclude pillars left underground and have been restated for the period 2013 – 2016. |
| 20 | Legal compliance: the figure includes significant fines and penalties for non-compliance with all applicable international, regional, national and local laws and regulations associated with safety, health and environmental issues. Payments include fines due to non-compliance with laws, regulations and permits, compensation payments and regular proactive payments made as a result of non-compliance with regulations where there is a potential for any enforcement action. The payments do not include levies, or costs for lawyers and product liabilities. For more information on competition matters, please refer to the Annual Financial Statements. |
Our 2018 employee diversity performance for South Africa
The following graphs indicate our gender diversity across the areas in which we operate.
PC/EAO
North America operations
South Africa operations
Mozambique operations
Workforce diversity profile¹ for our South African operations (as at 30 June 2018 vs June 2017)
| Male | ||||||||
| Percentage | A | C | I | W | ||||
|---|---|---|---|---|---|---|---|---|
| % | 2018 | 2017 | 2018 | 2017 | 2018 | 2017 | 2018 | 2017 |
| Top management | 6 | 6 | 2 | 1 | 3 | 2 | 18 | 21 |
| 14,6% | 15,4% | 4,9% | 2,6% | 7,3% | 5,1% | 43,9% | 53,8% | |
| Senior management | 116 | 110 | 19 | 17 | 108 | 107 | 508 | 511 |
| 11,9% | 11,4% | 2,0% | 1,8% | 11,1% | 11,1% | 52,2% | 52,9% | |
| Middle management | 973 | 944 | 136 | 124 | 284 | 295 | 1 453 | 1 504 |
| 21,6% | 21,0% | 3,0% | 2,8% | 6,3% | 6,6% | 32,2% | 33,5% | |
| Junior management | 5 284 | 5 205 | 259 | 243 | 288 | 292 | 3 337 | 3 434 |
| 42,7% | 42,5% | 2,1% | 2,0% | 2,3% | 2,4% | 27,0% | 28,0% | |
| Semi-skilled | 6 478 | 6 379 | 128 | 99 | 86 | 71 | 731 | 744 |
| 71,0% | 72,0% | 1,4% | 1,1% | 0,9% | 0,8% | 8,0% | 8,4% | |
| Defined decision-making | 611 | 596 | 9 | 13 | 4 | 4 | 94 | 93 |
| 64,9% | 63,1% | 1,0% | 1,4% | 0,4% | 0,4% | 10,0% | 9,9% | |
| Total permanent employees | 13 468 | 13 240 | 553 | 497 | 773 | 771 | 6 141 | 6 307 |
| 48,2% | 48,0% | 2,0% | 1,8% | 2,8% | 2,8% | 22,0% | 22,9% | |
| Non-permanent2 | 26 | 64 | 1 | 0 | 0 | 2 | 5 | 3 |
| 44,8% | 58,3% | 1,7% | 0,0% | 0,0% | 1,8% | 8,6% | 2,7% | |
| Total including non-permanent employees | 13 494 | 13 304 | 554 | 497 | 773 | 773 | 6 146 | 6 310 |
| 48,2% | 48,1% | 2,0% | 1,8% | 2,8% | 2,8% | 21,9% | 22,7% | |
| A – African, C – Coloured, I – Indian, W – White. | |
| 1 | Workforce diversity profile as per the South African Department of Labour Guidelines. |
| 2 | Non-permanent employees employed for more than three months are counted as permanent employees. |
| 3 | Foreign nationals are employees employed in South Africa that are not South African citizens. |
| Female | ||||||||
| Percentage | A | C | I | W | ||||
|---|---|---|---|---|---|---|---|---|
| % | 2018 | 2017 | 2018 | 2017 | 2018 | 2017 | 2018 | 2017 |
| Top management | 2 | 2 | 1 | 1 | 2 | 2 | 2 | 1 |
| 4,9% | 5,1% | 2,4% | 2,6% | 4,9% | 5,1% | 4,9% | 2,6% | |
| Senior management | 45 | 42 | 13 | 11 | 35 | 36 | 112 | 114 |
| 4,6% | 4,4% | 1,3% | 1,1% | 3,6% | 3,7% | 11,5% | 11,8% | |
| Middle management | 586 | 524 | 80 | 76 | 215 | 225 | 700 | 714 |
| 13,0% | 11,7% | 1,8% | 1,7% | 4,8% | 5,0% | 15,5% | 15,9% | |
| Junior management | 1 590 | 1 447 | 190 | 179 | 163 | 159 | 1 206 | 1 242 |
| 12,9% | 111,8% | 1,5% | 1,5% | 1,3% | 1,3% | 9,8% | 10,1% | |
| Semi-skilled | 1 263 | 1 129 | 57 | 54 | 15 | 10 | 171 | 174 |
| 13,9% | 12,7% | 0,6% | 0,6% | 0,2% | 0,1% | 1,9% | 2,0% | |
| Defined decision-making | 204 | 215 | 6 | 4 | 0 | 0 | 7 | 10 |
| 21,7% | 22,8% | 0,6% | 0,4% | 0,0% | 0,0% | 0,7% | 1,1% | |
| Total permanent employees | 3 690 | 3 359 | 347 | 325 | 430 | 432 | 2 198 | 2 255 |
| 13,2% | 12,2% | 1,2% | 1,2% | 1,5% | 1,6% | 7,9% | 8,2% | |
| Non-permanent2 | 21 | 38 | 2 | 0 | 0 | 1 | 2 | 2 |
| 36,2% | 34,5% | 3,5% | 0,0% | 0,0% | 0,9% | 3,5% | 1,8% | |
| Total including non-permanent employees | 3 711 | 3 397 | 349 | 325 | 430 | 433 | 2 200 | 2 257 |
| 13,2% | 12,3% | 1,2% | 1,2% | 1,5% | 1,6% | 7,9% | 8,2% | |
| A – African, C – Coloured, I – Indian, W – White. | |
| 1 | Workforce diversity profile as per the South African Department of Labour Guidelines. |
| 2 | Non-permanent employees employed for more than three months are counted as permanent employees. |
| 3 | Foreign nationals are employees employed in South Africa that are not South African citizens. |
| Foreign Nationals1 | Total employees in category |
|||||
|---|---|---|---|---|---|---|
| Percentage | Male | Female | ||||
| % | 2018 | 2017 | 2018 | 2017 | 2018 | 2017 |
| Top management | 5 | 3 | 0 | 0 | 41 | 39 |
| 12,2% | 7,7% | 0,0% | 0,0% | 100,0% | 100,0% | |
| Senior management | 15 | 15 | 2 | 2 | 973 | 965 |
| 1,6% | 1,6% | 0,2% | 0,2% | 100,0% | 100,0% | |
| Middle management | 65 | 61 | 20 | 17 | 4 512 | 4 484 |
| 1,4% | 1,4% | 0,4% | 0,4% | 100,0% | 100,0% | |
| Junior management | 37 | 41 | 12 | 13 | 12 366 | 12 255 |
| 0,3% | 0,3% | 0,1% | 0,1% | 100,0% | 200,0% | |
| Semi-skilled | 195 | 200 | 2 | 3 | 9 126 | 8 863 |
| 2,1% | 2,3% | 0,0% | 0,0% | 100,0% | 100,0% | |
| Defined decision-making | 6 | 8 | 1 | 1 | 942 | 944 |
| 0,6% | 0,8% | 0,1% | 0,1% | 100,0% | 100,0% | |
| Total permanent employees | 323 | 328 | 37 | 36 | 27 960 | 27 550 |
| 1,1% | 1,2% | 0,1% | 0,1% | 100,0% | 100,0% | |
| Non-permanent2 | 1 | 0 | 0 | 0 | 58 | 110 |
| 1,7% | 0,0% | 0,0% | 0,0% | 100,0% | 100,0% | |
| Total including non-permanent employees | 324 | 328 | 37 | 36 | 28 018 | 27 660 |
| 1,2% | 1,2% | 0,1% | 0,1% | 100,0% | 100,0% | |
| A – African, C – Coloured, I – Indian, W – White. | |
| 1 | Workforce diversity profile as per the South African Department of Labour Guidelines. |
| 2 | Non-permanent employees employed for more than three months are counted as permanent employees. |
| 3 | Foreign nationals are employees employed in South Africa that are not South African citizens. |
Top management
Senior management
Middle management
Junior management
Semi-skilled
Defined decision-making
* 2017 workforce diversity numbers include South African inbound expats.