The Sasol For Good Employee Volunteer Programme was officially launched in 2016 as a formal engagement platform for Sasol’s diverse and talented workforce to leverage their expertise and coordinate individual and collective acts of giving that employees are making in their work and home communities.
Sasol has come a long way since it first shaped the industrial economies of Sasolburg and Secunda, nearly seven decades ago. Now a formidable integrated chemical and energy company that operates both upstream and downstream interests across the mining and processing value chain, Sasol has since taken its technology to 33 countries.
Integral to the company’s success is the vast human capital of over 30 000 employees who are increasingly leveraging their expertise outside of the workplace for social good. Employee volunteerism (EV) forms part of Sasol’s corporate social investment (CSI) focus on education and skills development, small business enablement, environmental education and community development.
Commitment to meaningful and sustainable investment
As Sasol continuously reflects on its role as a responsible corporate citizen and how it can meaningfully contribute to society, the company has undergone considerable restructuring to streamline its operational assets and align its business imperatives with society. The sustainability framework was redefined to be more congruent with global governance trends, while ensuring it remains responsive to local socioeconomic drivers in its fence line communities. Compliance, transparency and management of its environmental and social risks are key features of the sustainability framework, along with innovating for shared value across society and business.
Sasol has consistently contributed above 1% of net profit after tax to social investment programmes, more than the amount recommended by international best practice and local statutory requirements but because of its new strategic direction that emphasises an integrated value chain incorporating a diverse set of stakeholders from government, business supply chains, employees and fence line communities, the impact is arguably far greater.
Outside of its mandatory obligations that often dictate the nature of social spending to comply with regulatory frameworks such as the Local Mining Charter, building credible relationships with stakeholders across Sasol’s operations in South Africa, Mozambique and the United States outside of its obligations has become a renewed priority.
Shared value is a relatively new and evolving concept that challenges business to integrate corporate social investment into its growth strategy, as well as to be accountable to broader social priorities, such as those defined in the Sustainable Development Goals. By adopting this guiding practice, Sasol has undertaken a long-term commitment to achieving sustainability, profit and social progress in its fence line communities.
CSI HIGHLIGHTS
At the close of the 2017 financial year, Sasol had spent R676 million on CSI; 88% in South Africa and 8% in Mozambique. Fifty percent of the spend was on education and skills development initiatives. In South Africa, this included hosting over 26 000 educators, members of the public and learners from across seven provinces at the annual Techno X science and technology exhibition and granting 390 new tertiary bursaries, bringing the number of sponsored students to 898. In Mozambique, together with the Eduardo Mondlane University in Mozambique and other partners, Sasol completed the curriculum development of a Downstream Master programme of 55 students enrolled into the programme.
Community development initiatives include investments in community infrastructure and enabling access to health- care and entrepreneurship training. Two mobile clinics and the eMbalenhle extension 14 clinic were handed over to the Free State Department of Health and the Metsimaholo Local Municipality respectively. In addition, a new 700m2 Sasolburg Clinic was commissioned. These facilities are benefiting over 200 000 people in the communities in which Sasol operates.
There is also a deliberate effort to inspire a culture and mind- set of entrepreneurship among the youth in particular through programmes such as the Sasol Siyazenzela youth in business entrepreneurship training programme, Sasol Vaal University of Technology (VUT) youth entrepreneurship training programme, Sasol I-AM-PRENEUR Programme and Sasol Northwest University Women Entrepreneurship Programme. During the 2017 financial year, a total of 166 youth benefited from these programmes. In addition, there is a focus on capacitating small enterprises to become part of the company’s value chain, so that community development investments yield genuine economic sustainability. At the Sasolburg Eco Industrial Park, the Sasol Business Incubator (SBI) is supporting 34 start-ups including those in the manufacturing sector. The SBI provides among other support interventions, business development training, access to specialised manufacturing equipment, access to business facilities, and product commercialisation support. Sasol’s in- house SMME Fund, the Sasol Siyakha Fund provided
R88,7 million in loan funding to 12 of Sasol’s SMME suppliers in the industry sectors of equipment rental and plant hire, civil sourcing, input materials, warehousing and logistics, mechanical fabrication and facilities, pipeline maintenance and general engineering among others.
Environmental education projects continue to target water conservation through the ‘war on leaks’ campaign and waste management at schools.
Outside of its mandatory obligations that often dictate the nature of social spending to comply with regulatory frameworks such as the Local Mining Charter, building credible relationships with stakeholders across Sasol’s operations in South Africa, Mozambique and the United States outside of its obligations has become a renewed priority.
Shared value is a relatively new and evolving concept that challenges business to integrate corporate social investment into its growth strategy, as well as to be accountable to broader social priorities, such as those defined in the Sustainable Development Goals. By adopting this guiding practice, Sasol has undertaken a long-term commitment to achieving sustainability, profit and social progress in its fence line communities.
Sasol for Good
As sustainability strategies become more advanced, with businesses jostling to assert their brand identity and what defines their competitive advantage, Sasol has observed that there is still a strong business case for charity, empathy and outreach in its traditional form.
Through the development of its Employee Volunteering framework, Sasol for Good, Sasol learnt, while it was important to be recognised as a socially responsible and ethical global brand that speaks with one voice, it was equally important to understand and value the diversity of its people and what issues matter to them
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We all come from somewhere and it has been a humbling journey to discover how committed our staff members are to giving back to their communities and what personally resonates with them.
Carol Paton, Sasol Global Foundation’s Sasol for Good Programme Manager.
Incorporated into the Sasol for Good employee volunteer framework is a code of conduct, requiring employees to commit to act ethically and professionally in their public engagements while engaged in volunteering initiatives. Sasol’s core guiding volunteering principles require that volunteers consider health and safety, governance, social impact as well as inclusivity and diversity.
The Sasol for Good Programme promotes choice and flexibility, enabling employees to contribute in various ways through company-led and employee-led initiatives. Sasol has for many years led the volunteering drive through outreach activities mainly during Mandela Day. Sasol employees, for instance, have recently forged a relationship with Tumelo Home for the Disabled in Ivory Park. A team of 28 staff members helped the home develop an aquaponics system for both food security and sustainable income generation and continues to support the centre through a team of Sasol for Good volunteers.
Employee volunteering includes self-initiated activities that can be coordinated individually or in groups, supporting pre-approved projects available on the ‘forgood’ platform or employees’ own choice of causes. Recognising that it takes time to cultivate relationships and build trust with communities, and to enable employees to execute their projects successfully, Sasol allows each employee 40 paid hours per year, so that they can make meaningful contributions to communities where they serve.
Sasol’s commitment to employee volunteering includes complementing employees’ financial donations made to approved beneficiary organisations through initiatives known as payroll giving and employee fundraising.
Sasol promotes employee volunteering by utilising its diverse internal communication channels, regular social investment exhibitions and the Sasol new employee induction programme. These platforms help to familiarise employees with the digital forgood platform, and obtain guidance on how to potentially pair their passions or personal skills with a suitable project. This engagement approach has also proven an effective opportunity to learn about the good work that Sasol employees are already doing, and a way to gather and celebrate their volunteering stories.
Since the programme’s official launch in July 2015, Sasol has already seen 1 500 employees registered as volunteers globally, taking advantage of the 40 hours and financial support provided by the company to engage in over 1 200 initiatives reaching over 128 000 people. The following are some initiatives which have been started by its employees.
Emba Swap Shop
In 2013, a group of Sasol junior engineers started a project in a township outside Secunda to get youth interested and excited in the possibilities of the green economy. Once a month, children are encouraged to bring recyclable waste to the store where it is weighed and exchanged for staff-donated items such as toiletries, school supplies, non-perishable food and toys.
The project has already reached 2 500 children who have been educated about the impact of waste to landfill, while developing entrepreneurial skills and a sense of pride in their environment. An average of five to six tons of recyclables are collected each month, except for a record day in 2016 when 44 children retrieved two and a half tons of recyclables.
Sasol provides the venue for the store at a community facility built for Sasol staff and covers its associated running costs; an aspect that has given the project continuity and community ownership.
Young Engineers Scholarship
The YES (Young Engineers Scholarship) Programme was started in 2012 by Harshad Bhikha (senior specialist at Sasol Base Chemicals) and Sergio Cieverts (petroleum economist at Sasol Exploration and Petroleum International). Both recipients of scholarships to study chemical engineering, the duo identified a shortage of funding for first-year students to get on the ladder of tertiary education, and began a fund from their own earnings.
Over the past five years, Harshad and Sergio have inspired friends and colleagues to contribute to their fund and have already supported nine students to the tune of R600 000 to attend the University of Witwatersrand or the University of Cape Town, to study engineering.
Since all sponsored students come from previously disadvantaged backgrounds and are mentored by Sasol employees through their first year, to ensure success, the programme has delivered a solid return on investment. All have passed and will qualify for funding from the National Student Financial Aid Scheme (NSFAS) for subsequent years of study.
The Takalani Foundation
Takalani was conceived by project engineer Rendani Maphiswana in 2015 to equip learners with leadership skills, vocational guidance, mentorship and peer-to-peer learning. In under two years, Rendani has registered a legal entity to receive donations, developed a website and reached nearly 2 000 learners in four provinces. Takalani is run by 20 committed colleagues who each manage a career portfolio, supported by 50 mentors who consist of successful business owners, working professionals and fellow students who have excelled despite a disadvantaged background.
Together, this dedicated team works to support Rendani’s vision of empowering learners to shift their current reality towards a successful future. At a recent career day hosted in Thohoyandou, which attracted nearly 400 learners from two high schools, children were inspired by career professionals who shared their personal stories. Learners are often surprised to discover that these successful professionals come from similar disadvantaged backgrounds.
Takalani Foundation intends to take its career days national and recently hosted a gala dinner where 85 attendees raised R63 000 for future outreach to schools and libraries.
Evaluating impact
Sasol recognises the need to more effectively measure its long-term impact, beyond the current metrics that mostly capture inputs and activities. In order to gain a deeper understanding of how the quality of life in fence-line communities is being transformed in sustainable ways, Sasol has committed to developing a more stringent monitoring and evaluation process that will first establish baselines and systematically track outcomes and impact. The goal is for a comprehensive monitoring and evaluation system to be in place by 2020, and for Sasol to have credible data on how its investments have contributed to socioeconomic development.
Recognising that no single organisation can solve all the social challenges faced by the communities in which it operates, Sasol has made a commitment to collaborate with its employees, civil society organisations, non-profit organisations, communities, and other private and public sector partners to jointly develop and implement sustainable solutions to challenges.
Justice Magagula, Vice President: Social Investment www.sasol.com
Source: Trialogue Business in Society Handbook 2017