| |
|
| human resources management |
|
|
|
|
 |
|
|
| |
|
| 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. |
|
| |
|
| Investing in our human resources |
|
| Turnover (permanent employees) |
|
| Nature of action |
Total |
| Resignation (voluntary) |
1 266 |
| Dismissal |
267 |
| Retirement |
292 |
| Death |
179 |
| Retrenchment (medical) |
7 |
| Retrenchment (normal) |
13 |
| Sale of business unit |
16 |
|
|
|
|
| |
|
At year end, Sasol had a total of 31 820 employees in our global operations.
This comprises 25 071 permanent employees and 2 387 non-permanent employees
in our South African companies, and 4 296 permanent and 66 non-permanent
employees in our international companies. These figures exclude our international
joint ventures. Net employment creation for South African companies for
the year was 1 394.
Our employee turnover rate for the year was 7,7%, comprising 4,9% voluntary
turnover and 2,8% involuntary turnover. |
|
| |
|
| Attracting, developing and retaining talent |
|
| As part of our commitment to attracting, developing and retaining
the best talent, we invested more than R84 million in employee
training and development, with 25 409 employees receiving
training. This investment includes in-house technical training and
self-learning centres. An additional R26 million was invested in
427 undergraduate and 89 postgraduate bursaries, with emphasis
on developing scientific, engineering and technological skills. We
have budgeted R34 million on bursaries for the next academic year.
In addition, we will be investing almost R250 million over the next
eight years to establish teaching and research capacity in chemistry
and chemical engineering at selected South African universities.
A primary objective is to establish world-class teaching and
research capacity to ensure that Sasol has adequate access to
highly skilled chemists and chemical engineers to employ in
research and development. |
|
| |
|
| To address concerns relating to the predicted severe shortage
of shutdown artisans, we have started investing R140 million in a skills
development programme that will enable 830 entry-level learners
to qualify as artisans over the next three years. This investment,
which is supported by the government and trade unions, forms part
of an industry-wide initiative to address the country-wide shortage
of skilled artisans. Skills development remains
forefront in Sasol's human resources satergy. |
|
| |
|
| Encouraging positive labour relations |
|
We believe we have made valuable progress in encouraging employee
participation in our business. 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, EE and training are designed to further enhance
employee input.
We enjoy constructive relationships with representative trade
unions throughout the company. About 56% of our employees
in South Africa are members of recognised trade unions.
During the year, 11 836 employee days were lost due to industrial
action, which equates to 0,02% of planned man hours.
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.
Representative unions and pensioners are represented on our
medical scheme board and senior employees serve on the boards
of union retirement funds.
As a signatory to the United Nations 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 and, within the legal
framework of the countries in which we operate. |
|
| |
|
| Promoting employee wellbeing |
|
Sasol's employee assistance programme (EAP) plays a valuable
role in ensuring the continuing health of the company. Focusing
on the psychosocial health of our employees and their dependants,
the EAP provides confidential, professional consultation on any
personal problems at no cost to employees.
The provision of face-to-face solution-focused counselling has
increased, reflecting increased awareness of the programme, more
employee needs and greater confidence in the EAP services.
The annual utilisation for the year ended June 2007 was 9,6%, up from 7,3% in June 2006, and 6,3% in June 2005. A total of
4 100 employees had face-to-face counselling during 2007.
Some of our programme activities aimed at integrating the
employee assistance programme with Sasol's wellness strategy
during the past year have included: |
|
| • |
holding regular management consultations with business units
in order to enhance the programme
implementation strategy; |
| • |
embarking on an employee assistance programme promotion,
including the distribution of posters, wallet cards and
news
articles; |
| • |
providing management training for the human resources
consultants and employee assistance programme coordinators
from the respective business units; |
| • |
establishing employee wellness forums on a central level
and within business units such as Mining and Polymers; and |
| • |
carrying out on-site critical incident debriefings,
where necessary. |
|
|
| |
|
| Employee satisfaction is tracked every two years through an
independent external attitude survey of employees and
management. The results of the survey are benchmarked against
similar global companies. |
|
| |
|
|
|
| |
