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| Our social performance |
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| Plant security |
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The maintenance of plant security is a priority throughout the group.
This has received increased prominence since the US terrorist attacks
of 11 September 2001. Our Baltimore and Lake Charles plants in the
USA have since evaluated plant security programmes and made
changes in procedures and physical security measures. As a member
of the American Chemistry Council, Sasol North America has also
adopted a security code of management practice, which requires
that we conduct a security vulnerability analysis to identify areas in
which additional security measures are necessary, and have a
management system in place for other aspects of plant, distribution
and cyber security.
During the year, cross-site audits of our South African operations
were conducted to review the status of our security procedures,
training, perimeter maintenance, response strategies and
communication with authorities, in accordance with security-related
legislation. A high-level overview of plant security has also been
included in our SH&E governance audits. Where necessary any
corrective actions will be included as part of the site-based safety
improvement plan. |
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| Human resources management |
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| Fine-tuning our strategy |
We fine-tuned our group human resources (HR) development and
management strategy to ensure its alignment with, and more
effective support of, our business strategy. This is part of a wider
commitment to make Sasol an employer of choice while pursuing
growth opportunities. Because of our strong presence in South
Africa, we remained sensitive to national socioeconomic
transformation issues and continued to progress our employment
equity (EE) and workplace transformation initiatives.
At year end, Sasol had 23 638 permanent employees and 1 770 non−permanent
employees in South Africa (total: 25 408) and a total of
30 368 globally. These figures exclude our international JVs such as
Merisol and ORYX. Employee turnover for the year was 6,3%,
compared with 7,5% in 2005 and 7% in 2004. We had no
retrenchments during the year, compared with 39 last year. |
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| Maintaining a skilled and stable workforce |
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Our vision to become a respected global enterprise and our
rapid growth over the last decade necessitates the application
of accelerated development programmes for our employees.
In South Africa − which comprises more than 84% of our workforce −
we invested more than R113 million in employee training and
development, with 21 743 employees receiving training. This
investment includes in-house technical training and self-learning
centres. An additional R25 million was invested in 400 undergraduate
and 60 postgraduate bursaries with emphasis on developing
scientific, engineering and technological skills. We have budgeted
R30 million for bursaries for the 2007 academic year.
To ensure effective talent management planning, we have finalised
10 year HR development plans for all businesses. We also approved
an enhanced strategy aimed at attracting and retaining top talent.
This integrated approach allows us to identify and develop highcalibre
leadership and fill critical and new positions quickly and with
confidence. Our strategic approach to planning HR allows us to
anticipate future talent needs and to develop talent pools of
sufficient depth and experience to meet those needs. We were
recently rated among the 10 best companies to work for in
South Africa.
We have also provided training to 211 Nigerians for our Escravos
GTL plant. This training commenced in August 2005 and is expected
to extend for between 26 and 31 months, depending on the
disciplines trained. |
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| Promoting workplace equity and diversity |
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We continued to increase the percentage of employees drawn
from historically disadvantaged groups in line with South Africa's
Employment Equity Act. People from designated groups − Africans,
Coloureds and Indians, women and people with disabilities −
comprise 64,9% of our South African workforce. At year end, people
from designated groups held 43% of Sasol managerial, professional
and supervisory posts. This is an improvement on the 39% reported
a year ago. We are targeting to increase this figure to 47% by 2007
and 50% by 2008.
As part of a drive to ensure greater representation at the higher
levels of group management, we appointed three new executive
directors and one new non-executive director to our board of
directors (see page 33).
All our South African businesses maintain employment equity
forums to ensure we stay focused on achieving targets.
We endeavour to nurture workplaces that are open, transparent and
free from all forms of discrimination. We also promote employee
equity and diversity in all the countries in which we operate in
harmony with global best practice. Our Secunda operations are
believed to host Africa's highest geographic concentration of black
graduate engineers. |
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| Employment equity statistics as at 30 June 2006 |
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| Encouraging positive labour relations |
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We believe we have made valuable progress in encouraging employee
participation in our businesses. In conjunction with developing our
values, we have held many workshops to solicit the views of
employees at all levels. Regular, open meetings are held at our
businesses to inform and consult employees. Joint forums on diversity,
employment equity (EE) and training are designed to further enhance
employee input.
We enjoyed constructive relationships with representative trade
unions throughout the company. About 57% of our employees in
South Africa belong to unions. We experienced industrial action at
only one operation, Secunda, which led to 900 lost employee days
over three working days.
Joint forums between trade unions and management remained
active as part of our willingness to sustain constructive dialogue.
These forums continued to discuss wages, conditions of employment,
health and safety, training and development, community care and
HIV/Aids, among other important issues. All representative unions and pensioners are represented on our medical scheme management
structure and senior employees serve on that of the retirement funds.
As a signatory to the UN Global Compact, we also uphold the
principles of the International Labour Organisation (ILO) and
therefore endeavour, at all times, to maintain fair, open and
constructive relations with all employees, within the legal
frameworks of the countries in which we operate. |
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