Sasol is embarking on a global diversity journey to further expand its integrated community of employees.Thomas Sentsho, Eunice Mahlangu,  Johan de Jager and Johnny Mofokeng are pictured in front of a heat recovery steam generation unit under construction at Secunda. a week’s duration. During the year, a total  of 6 976 employee-days were lost due  to industrial action. The group’s remuneration approach aims  to ensure we remain globally competitive  by supporting the attraction, retention  and motivation of the right calibre of  employees. Annual increases are  determined in relation to market  movements, inflation indicators and  company performance. They are then  translated into individual increases taking  into account the scope and nature of the  employee’s role, market benchmarks for  similar positions and the employee’s  personal performance and competence.  Our performance management policy  makes provision for a predefi ned  performance appraisal process where  this is not in conflict with bargaining  council negotiation structures. positions always being sought fi rst within  the organisation. Should options of  redeployment be found, training is offered  to the affected employees to prepare  them for the new role. Sasol supports its  employees during times of restructuring  and retrenchment, for example, through  workshops aimed at empowering  managers and employees to deal with the process, and providing on-site  counselling.  Our employee assistance programme  (EAP) focuses on the psychosocial health  of our employees and their dependants.  The programme utilisation has increased  from 18,2% in 2009 to 18,8% of  employees for 2010. The provision of  face-to-face counselling is well utilised,  reflecting both the employees’ needs as  well as their confidence in the EAP. Since  May 2009, we have been monitoring an  employee wellness scorecard for most  business units in South Africa. We have  also embarked on a programme to  integrate occupational health data with  A formal process exists within the  organisation where, from the age of 50,  structured sessions are held with employees  to prepare them for retirement.We see  retrenchment as a last resort, with alternate  other areas pertaining to healthcare and  wellness, to ensure we have a holistic view  of the health risks profile of employees. Our integrated Sasol HIV/Aids Response  Programme (SHARP), now in its eighth  year, is driven at business unit level and  focuses on identifying and providing  support services to HIV-infected  employees and their families, as well as  on preventing new infections through  awareness, education and access to  testing, counselling and treatment.  72 Promoting the wellbeing of  our employees SD SD Our sustainable development report  includes further details on our HR  practices, and includes a detailed  breakdown of our workforce by region  and employment type, as well as  further details on employee turnover. F urther details on our HIV/Aids  programme, including data on the  utilisation of our anti-retroviral  therapy treatment programmes,  are provided in our sustainable  development report.