Day 2 - Wednesday 18 March 2015: Preparing for our Institutional Challenge Organisational, Cultural Transformation as a Lever for Driving High Performance. Presented by Sne Mkize, Senior Vice-President, HR, Sasol. #astdza2015

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better together ... we deliver 1
Organisational cultural transformation as a lever
for driving high performance
ASTD Conference March 2015
S’ne Mkhize | Senior Vice President | Sasol
Group Human Resources

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EVP video

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one sasol: values and culture are critical to our success

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Upstream
Oil & Gas
US Mega
Projects
Upstream Operations Downstream
Mining
US
Operations
Secunda
Energy
Secunda
Chemicals
Sasolburg Eurasian
Operations
International
Energy
Southern Africa
Energy
Upstream
(Operating BUs)
International
Operations
(Operating Hubs)
Energy Business
(Strategic BUs)
Southern Africa
Operations
(Operating Hubs)
Base
Chemicals
Performance
Chemicals
Satellite
Locations
Chemicals
Business
(Strategic BUs)
effective 1 July 2014
Natref
our new operating model will change the way we manage our business
Group Functions
our new operating model and management structure

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the new operating model requires ways of working that are
consistent with our shared values
Complexity: fragmented business units and
functions
Simplicity: streamlined, consistent management
structure
Siloed structure: independent business unit
optimisation
One Sasol bottom line: optimising for the
benefit of the whole
South Africa-centric: growth as ‘add on’ to
South Africa operations
International: leverage of scale and scope
across geographies, including Southern Africa
Function vs. business tension: disconnected
priorities
Function & business partnership: functions
and businesses working for One Sasol bottom
line
Syndicated accountability: decision making by
committee
Single point of accountability: clear roles and
responsibilities in decision making, even in a
matrix structure
Command and control management style:
minimal effort on collaboration as a result of lack
of respect and trust
Leadership grounded in trust and respect:
focus on collaboration and teamwork, trusting in
others to deliver; display empathy and
inspirational leadership
from to
The end state is aligned with ‘One Sasol’, ‘People’ and ‘Accountability’ values

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feedback from the heartbeat survey also indicated what we needed to change
Enablers
High levels of pride in working for Sasol indicates a
connection between employees with Sasol’s brand and
the way Sasol sets out to achieve goals.
Enablers to leverage; relatively high perceptions of:
1. Quality and Safety
- Sasol’s provision of quality products and services
- Senior leadership’s commitment to quality
- Overall commitment to safety and safe working
2. Alignment and working towards goals
- Overall communication and clarity of strategy
- Overall efficiency of work processes and practices
3. Growth and development
- Overall training and development opportunities
Lower levels of commitment are an outcome of the
working environment, influenced by Sasol leaders at all
levels.
Barriers to mitigate; relatively poor perceptions of:
1. Managers as leaders
- Lack of trust in leadership
- Lack of ‘connection’ with leaders
- Lack of Excos’ demonstrating the Sasol values
- Lack of two-way communication and celebrating successes
- Lack of responsiveness and showing appreciation
2. Teamwork and collaboration
- Lack of collaboration with colleagues
- Lack of openness and trust within BUs/Functions
3. Diversity and inclusion
Maintain levels of pride
Barriers
Improve commitment
51% of employees believe that positive change will result as an outcome of this survey

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our shared values
Safety
We are committed to zero harm
and all that we do, we do safely
People
We create a caring, engaged and enabled work environment that
recognises both individual and team contributions in pursuit of high
performance
Integrity
We act consistently on a set of values,
ethical standards and principles
Accountability
We take ownership of our behaviour and responsibility to perform
both individually and in teams
Stakeholder focus
We serve our stakeholders through quality
products, service solutions and value creation
Excellence in all we do
We deliver what we promise and add value
that goes beyond what is expected
our shared values and high performance culture
high performance culture
indicators
Goal clarity and alignment
We clearly state our goal and strategy to align the entire organisation on
what we want to achieve and how we want to achieve it
Empowered accountability
We create an environment where accountabilities are clear and individuals
act accordingly
Teamwork and collaboration
We all work seamlessly as one team towards the same end goal
Stakeholder focus
We create a sustainable future together with all our stakeholders
Inspirational leadership
We create an environment where we are inspired to be the best that we
can be

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in summary our high performance culture means
High performance starts with “Me”
A high performing organisation is built by high performing teams, comprising high performing individuals
Collaborate and
deliver
outstanding
results & value
High
Performance
Culture
Empowered and
accountable
individuals &
teams
Business
Performance
Common game
plan
Inspirational
leaders
Stakeholder
focus
• Clear goals – a common game plan
• Inspired and empowered individuals and teams
• Delivering outstanding results and value as one team
• Creating a sustainable future together with our stakeholders

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three critical behaviours identified to make the
new operating model work
critical behaviours are anchored in sasol’s shared values
and high performance culture
common game plan
I understand, contribute and commit to our new operating model
and business objectives
one sasol, one bottom line
I am a team player and act in the best interest of the Sasol Group
empowered accountability
I trust and expect others to deliver and I can be trusted to deliver against
agreed accountabilities

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high performing individuals
how do we define a high performing individual?
As a high performing individual I consistently create value for the organisation, my team and
myself through:
v alues I live the Sasol Values
a ctions
I’m accountable for my actions and meet or exceed commitments and
expectations
l earning I continuously develop myself and others
u nity
I build relationships and contribute to team performance in order to enhance
the One Sasol bottom line
e xcellence I set stretch goals and targets and continuously improve to achieve excellence

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the role of the leader in sasol is clearly defined in line with
the matrix structure and high performance culture
Sasol leaders have a pivotal role in the transformation of the culture towards a high
performing, values driven organisation. The Sasol leadership competencies enable them to:
1. Inspire and engage their teams to drive high performance
2. Leverage business acumen to deliver results (in line with the new operating model)
3. Integrate and balance profitability and sustainability
4. Grow value through stakeholder partnerships
5. Leverage diversity and inclusion
6. Lead for growth and globalisation
7. Drive a One Sasol mindset and bottom line (in line with the new operating model)

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● Create an atmosphere of respect, trust and confidence
● Demonstrate the Sasol values and critical behaviours
● Encourage open dialogue on the behaviours and how they are being lived in the team
Be a role model
● Give and request real time feedback from team members
● Ensure behaviours are part of performance conversations and evaluations
Encourage Feedback
● Involve others in finding solutions
● Set aside time for work discussions and coaching on performance AND behaviours with teams
● Ensure a focus on the one bottom line
Coach
● Informal and formal recognition processes have been established and are visibly used
● Team successes are celebratedRecognise
reinforcing mechanisms – role of leaders
● Clear concise business goals and behaviours have been set and cascaded throughout the
organisation
● Unacceptable actions and behaviours are visibly called to account
● Behaviours are embedded in the performance management and recruitment processes
Performance and
consequence
management

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Our leadership competencies support our new way of leading in the new era for Sasol
The 10 Sasol Leadership Competences

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high performance culture transformation journey
EmbedEnable
Team productivity
Service quality
Customer
satisfaction
Stakeholder
satisfaction
Cost performance
Shareholder return
Business growth
Change Communication and Awareness
Outcome:
High performing,
Values driven
organisation
Values driven
leadership
(including
behaviour shifts)
Towards 2020 and beyond
Prepare
Review and align rewards and
benefits
Review and align performance
management
Integrate into leadership
development frameworks and
programmes
Alignment of other supportive HR
policies and processes
Aligning our operating model
Plan,do,review,improve
2006-2012
Behaviour Shifts
Heartbeat
Leadership: Leading
for High Performance
Teams: Collaborating
for High Performance
Leveraging Diversity
for High Performance
Teams and Individuals
Engaged in Safety
Heartbeat
DiscoverDiagnose Decide Deliver

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fit-for-purpose change toolkit…
Lead Sasol Programme
Based on nomination, enhances
leadership capability to lead in the
context of the new operating
model and ways of working
Teams Collaborating for High
Performance
Strengthens the team’s
understanding of the operating
model and how we all contribute to
One Sasol bottom line, through the
behaviours
Change Resilience
Enables individuals and teams to
deal with the implications during
the change and “bounce back”
after the change process
Leading for High Performance
Enables you to drive performance
and accountability in your team
6
Leading Change
Strengthens your ability to engage
your team on linking your priorities
to the change plan and lead the
change process
1
2
4
5
Interventions for embedding a High Performance Culture during this change process
Team Stabilisation
A tool for leaders to guide their
teams through a set of team
formation conversations covering
accountability, critical behaviours
and other topics
3

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High performance culture in practice

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integrated into our business strategy
Operations
Excellence
Capital
Excellence
Business
Excellence
Values-driven
Organisation
Foundation
Develop and empower
high-performing, values-
driven people
Continuously improve
and grow existing asset
base
Deliver on the
South African
transformation agenda
Sustainable growth
Accelerate GTL growth
Grow related upstream
business
Maintain technological
lead
Grow all value chains
based on feedstock,
market and/or technology
advantage
Develop and grow
low-carbon power
generation
Grow
shareholder
value
sustainably
groupimperatives
Nurture and Grow
Expand and
Deliver

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integrated into hr strategy
18
Sasol
Group
business
strategy
Right
talent
in
the
right
place
at
the
right
5me
to
enable
Sasol’s
transforma5on
and
growth
strategy
HR
strategy
objec5ves
Implement
a
technology
enablement
pla?orm
and
build
HR
capability
to
drive
effec5ve
and
integrated
service
delivery
Deliver
the
Sasol
Employee
Value
Proposi5on
to
enable
employee
engagement
and
a
high
performance
culture
HR
purpose
Build
a
profitable,
sustainable
and
adap5ve
organisa5on
of
talented,
diverse,
competent
and
inspired
people,
who
face
the
future
with
confidence
Sasol
people
philosophy
Grow
shareholder
value
sustainably
The
three
strategic
objec5ves
have
been
crystallised,
they
direct
execu5on
of
the
HR
unique
value
proposi5on
and
form
the
basis
of
the
HR
scorecard
to
enable
measurement
and
repor5ng
We
deliver
fit-­‐for-­‐purpose
people
solu5ons
to
enable
sustainable
business
performance

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OUR EMPLOYEE VALUE PROPOSITION & EMPLOYER BRAND
Together, shaping tomorrow
Our Organisation Our Leaders Our Culture Our Opportunities & Rewards
• A dynamic, technology-driven
company that attracts diverse,
talented people with a
pioneering spirit.
• High performing leaders who
create an environment that
inspires our people to be the
best that they can be.
• A high performing, values
driven culture that is
characterised by
• Goal clarity and
alignment
• Empowered
accountability
• Teamwork and
collaboration
• Stakeholder focus
• Inspirational
leadership
• A myriad of challenging
career opportunities for
talented and engaged people
to grow into high-performing
employees who are
rewarded competitively.
integrated into compelling evp and employer brand

21. integrated into people and organisa.onal effec.veness framework

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integrated into reward framework
Operations
Excellence
Capital
Excellence
Business
Excellence
Values-driven
Organisation
Group
imperatives
Foundation HR strategic objectives
Reward philosophy drives
design principles
Develop and empower
high-performing, values-
driven people
Deliver on the
South African
transformation agenda
Continuously improve and
grow existing asset base
Deliver the Sasol Employee
Value Proposition to
promote employee
engagement and a high
performance culture
Right talent in the right
place at the right time to
enable Sasol’s
transformation and growth
strategy
Stretching performance targets
at individual, team and
business levels that drive a
positive relationship between
rewards and performance
Strong stimuli for employee
attraction, retention and
motivation
Reward systems are aligned
with the company’s approach
to risk management
Use rewards to drive a high
performance culture
Implement a technology
enabled platform and build
HR capability
Maintain technological lead
Grow
shareholder value
sustainably

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developing leadership capability to drive a high
performance culture and embed operating modelLeadSasolProgramme(LSP)
How‘Sasol’leaderslead
(GIBS)
Global Executive Leadership Programme (GELP)
(Gel-Net proposed)
Sasol 2020 Leadership Engagement (GIBS)
Sasol Leadership Network Engagement
Managing Self Development programme (MSDP)
(CPE: Creating People Excellence)
Managing Others Development Programme (MODP)
Managing Managers Development Programme (MMDP)
(USB-ed)
Senior Executive Development Programme (SEDP)
(GIBS)
InternalLeadership development programmes
(PE Corporate Services/CDI/The Human Edge/Precision HR/
Louis Allen/Thinking Dimensions/Maurice Kerrigan/Bruniquel & Associates/
4th Dimension)
LEAP
Focusedhighpotential
development
programme

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LEAD Sasol programme themes
1
Programme Orientation,
Setting the Scene
2
Lead the common goal,
game plan and operating
model
3
Inspirational Leadership
4
Build high performance in
individuals and teams
6
Lead stakeholder focus &
sustainability (part of
case study)
7
Change Leadership
• Myself
• My Team
• My Business
5
Leveraging diversity and
inclusion
How to Lead in
Sasol

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copyright reserved, 2014, department, company
behaviour moment:
empowered accountability in action
• Do I meet deadlines I have
committed to?
• If I see I cannot meet the
deadline, do I signal this
timeously?
I trust and expect others to deliver
I can be trusted to deliver against agreed accountabilities

26. Better together… we deliver
copyright reserved, 2014, department, company
behaviour moment:
creating an inclusive workplace for high
performance
• What habit(s) do you have that create inclusion and foster teamwork and
collaboration across the value chain?
• When have you realised that you should have utilised the diversity that
other teams / business / functions bring which could have positively impact
performance?
I behave in an inclusive way and tap into the diversity across our value
chain to improve greater performance for Sasol

27. poster example: communication
campaign

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continuous measurement through sasol heartbeat
An integrated employee survey with accompanying action-planning and execution to
drive employee engagement and enablement
Discover
through dialogue
Diagnose
through the survey
Decide
on appropriate actions
Deliver
on commitments
Repeated
cycles

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Q&A