sasol group services Human resources  annual review 2010 • operating reviews  •  sasol group services •  human resources 71 Sasol’s human resources strategy focuses on sourcing key skills, promoting talent and career development,  ensuring competitive rewards and fostering sound employee relations and cultural transformation. Sasol’s human resources strategy focuses  on the sourcing of key skills, promoting  long-term talent and career development,  ensuring competitive rewards, and  fostering sound employee relations  and cultural transformation. These enable  the group’s growth agenda.  At year-end, Sasol had a total of 33 399  employees in our global operations. This  comprises of 28 978 employees in our  South African companies and 4 421  employees in our international companies.  Net employment creation fi gures indicated  a negative growth rate of 939 for the year  (excluding joint ventures). Our employee  turnover rate for the year in our South  African operations was 5,05%, comprising  2,17% voluntary turnover and 2,88%  involuntary turnover. The employee  turnover rate for the year in our  international companies was 9,68%,  comprising 2,05% voluntary turnover  and 7,63% involuntary turnover.  More than 60% of Sasol employees are  members of trade unions and are covered  by collective agreements/works council  agreements that have been entered into  with trade unions within the various  jurisdictions in which we operate. Trade  union representatives are part of our  formal joint management-worker health  and safety committees, and also serve on  the boards of our medical schemes and  retirement funds. A wage negotiation  process this year in our South African  operations resulted in one strike exceeding  Sasol Group Services (SGS) coordinates all group activities and provides specialised services to the various business  units. It aims to improve the efficiency, effectiveness and sustainability of all Sasol functions, avoiding duplication  and endeavouring to provide streamlined services in a more cost-effective manner. Its activities are strategically  aligned to Sasol’s Functional Excellence programme. In the pages that follow, we provide details of some of the  key SGS functions and their highlights for the 2010 financial year. Other SGS functions include taxation, group  strategy, corporate finance, investor relations and company secretarial services. Although the Sasol Inzalo  Foundation is not managed as part of Sasol Group Services, it is an important part of Sasol’s investment in broader  skills development in South Africa. It is therefore included after the corporate affairs review. Ø