|
Why this is a Material Matter
|
Without a strong foundation business, that our stakeholders have faith in, we will not be able to transition to Future Sasol.
|
We know how our business needs to respond to ensure that as we strengthen our foundation business, it is more resilient into the future.
|
|
Group top priority
|
Safe, efficient and reliable operations and cash generation
|
|
Impact of Material Matter
|
- Financial stability
- Operational stability ensuring optimum returns
- Earnings
- Reputation
- Trust and credibility
- Sustainability
|
OPPORTUNITIES
- Position the organisation to be future fit
- Deliver shared value and growth
- Promote innovation
- Enhance our reputation
|
|
Risk
|
SHORT-TERM BUSINESS RESILIENCE AND VIABILITY
|
GROUP TOP RISK 1: FINANCIAL
|
|
EMPLOYEE VALUE PROPOSITION
|
GROUP TOP RISK 3: PEOPLE
|
|
Mitigating actions
|
- Delivering on Sasol 2.0 targets
- Attending to operational stability
- Group financial market risk management policy, processes and frameworks (includes hedging) and environmental, social, governance (ESG) – linked financing framework developed
- Group assumptions, budgeting, forecasting and scenario analysis processes with Sasol 2.0 full potential initiatives
|
- Creating financial headroom by optimising cash flow including margin improvement and cost containment initiatives – balance sheet management and protection, including management of financial risk appetite and tolerance metrics
- Culture of inclusion and care is driven across all regions, with tailored communication to address employee concerns as new issues arise
|
|
Metrics
Short term
Medium term
Long term
|
- Improving cash fixed cost
- Uplifting gross margin
- Managing working capital
|
- Optimising capital expenditure
- Maintaining a reasonable employee turnover rate
- Customer engagement analysis
|
