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While our strategic direction remains generally consistent, we have aligned it to changes in our increasingly global business environment. 

## unpacking our strategic agenda o 

## Group imperatives 

The execution of transformational initiatives at group, business unit and functional levels give effect to Sasol’s strategy.The Sasol business transformation steering committee provides overall governance and ensures clear focus and integrated implementation of these major programmes. 

## Operations Excellence 

This programme aims to improve profitability across Sasol’s value chains by developing standardised, world- class management systems and by implementing best practice in our plants and businesses. Projects are facilitated to ensure sustainable continuous improvement. The programme also seeks to develop competent and engaged people to adopt these practices and deliver targeted performance. 

## Functional Excellence 

This programme aims to assist centralised enterprise functions to identify process, structural and technological ineffi ciencies 

## Foundational pillar 

## Develop and empower our people 

We endeavour to be an employer of choice by paying competitive, market-related salaries and wages, creating safe, healthy and rewarding workplaces and promoting positive corporate values. We invest significantly in skills development and training, focused leadership development and succession planning, to ensure a pipeline of talent to meet our strategic objectives. 

and implement improvements that achieve simple, standardised and shared ways of working. The programme aims to improve the cost effectiveness and service efficiency of all the functional areas of our business. 

## Capital Project Excellence 

This newly introduced initiative aims to ensure the flexible and effective use of capital in the group’s project value chain. It is focused on delivering projects that meet all quality requirements in the shortest possible time, at the lowest possible cost, yielding the greatest possible return on investment. 

## Continuously improve and grow our existing asset base 

We continue to grow our existing production, focused on achieving a world- class safety record and moderating our environmental impact by achieving our stated targets for emissions reductions, and by improving energy effi ciency. We seek to continuously improve the efficiency and reliability of our operations. 

## Values-driven Leadership 

Project Enterprise, our culture transformation programme, was launched in 2006 and has realised signifi cant results. It aims to inspire employees to experience and emulate the change in behaviour and style evidenced by their leaders. Future activity will focus on assisting leaders to achieve effective culture change in day-to-day business decisions. 

## Deliver on the South African transformation agenda 

As a proud South African company, we view black economic empowerment (BEE) as a moral obligation and a business imperative. We subscribe to the Code of Good Practice for Broad-based Black Economic Empowerment. Our broad-based BEE verifi cation certifi cate, issued on 4 September 2010, confi rmed our level 4 contributor status, with a 100% procurement recognition level. As Sasol is recognised as a value-adding enterprise, customers receive R1,25 preferential procurement recognition for each R1 they spend with Sasol group companies. 

