How Sasol navigates transformation
Mentimeter became a crucial tool in transforming change management at Sasol into a process that was inclusive, engaging, and rooted in trust.
Sasol, a 30,000-person global chemicals and energy company, was navigating immense change: new structures, new leaders, and a shift to a hybrid work model. Many employees had been with Sasol for decades, and change didn’t come easily.
"In times of change, the bigger the change, the lower the trust," says Leonilda Koster, Senior Marketing and Communications Specialist at Sasol. Employees turn inward, asking, "What’s in it for me?” Without trust, people hesitate to voice concerns, and leaders risk pushing out strategies that are not adapted to the real needs of their colleagues, making change less likely to stick.
In this environment, traditional "push" communication methods fell short. The company needed a way to humanize change, engage employees in the process, and build trust during uncertainty.
"Mentimeter allows people to have their say. Participation is anonymous, which led to tremendous trust and high participation rates. Data received can sometimes be uncomfortable, which is the very definition of change."
By enabling anonymous participation, employees felt safe to share concerns and feedback they would otherwise keep to themselves. The transparent feedback enabled leaders to shift from simply presenting strategies and changes on slides to truly listening to how these were perceived and understood by employees.
Mentimeter also helped take the burden of facilitating change off a small team of HR professionals, making engagement accessible to more leaders and teams across Sasol. It empowered sessions where everyone could contribute, regardless of hierarchy, language, or location.
Leonilda’s facilitation approach is clear:
Start with skilled professionals who will ask the right questions.
Use visuals in the Menti sessions to cater to different learning styles.
Frame intentional questions like "Why do you think you’re here?" to help employees reflect on their role in change.
Always close with "Was what we shared today valuable?" to help leaders align expectations with reality.
Check-in during one of Sasol’s meetings.
"A tool is a tool. It’s only as good as the person using it. If you’re not asking the right questions, you’re not going to get the data or outcomes you want."
In times of change, the bigger the change, the lower the trust.
Using Mentimeter, Sasol transitioned from "push" to "pull" communication, allowing employees’ voices to shape the change journey. The honesty of the data was exactly what was needed. Many found it humbling and empowering to see where their communication worked and where it needed to improve. By showing vulnerability, leaders saw much higher engagement and trust.
Checking employees’ perception and challenges of a newly introduced process.
Mentimeter also became a way for Sasol to stay in touch with its organizational culture. Despite being a global organization with diverse cultures and languages, Menti sessions revealed that employees had more in common than they had differences. Even simple icebreakers helped build a sense of belonging during times of disruption.
Through this process, Mentimeter became a valued tool at Sasol, supporting change conversations across the organization. As leaders saw how it could help them connect with employees, they began using it not only for change communication but also to track progress, support wellbeing initiatives, and encourage two-way dialogue in town halls.
"Mentimeter has made my life easier. It’s great to see that it works, and to see the trust it builds across leadership."
At Sasol, meaningful change isn’t just about implementing strategy. It’s about Heads, Hearts, and Hands:
Head: Employees understand the direction.
Heart: They feel heard and included.
Hand: They take action, driving the change forward.
Mentimeter supports each of these steps, helping to make change management more of a shared journey rather than just a top-down directive. At Sasol, it has helped people feel heard, taking the first steps toward making change sustainable and something they can believe in. Authenticity is key.
Sasol, a 30,000-person global chemicals and energy company, was navigating immense change: new structures, new leaders, and a shift to a hybrid work model. Many employees had been with Sasol for decades, and change didn’t come easily.
"In times of change, the bigger the change, the lower the trust," says Leonilda Koster, Senior Marketing and Communications Specialist at Sasol. Employees turn inward, asking, "What’s in it for me?” Without trust, people hesitate to voice concerns, and leaders risk pushing out strategies that are not adapted to the real needs of their colleagues, making change less likely to stick.
In this environment, traditional "push" communication methods fell short. The company needed a way to humanize change, engage employees in the process, and build trust during uncertainty.
"Mentimeter allows people to have their say. Participation is anonymous, which led to tremendous trust and high participation rates. Data received can sometimes be uncomfortable, which is the very definition of change."
By enabling anonymous participation, employees felt safe to share concerns and feedback they would otherwise keep to themselves. The transparent feedback enabled leaders to shift from simply presenting strategies and changes on slides to truly listening to how these were perceived and understood by employees.
Mentimeter also helped take the burden of facilitating change off a small team of HR professionals, making engagement accessible to more leaders and teams across Sasol. It empowered sessions where everyone could contribute, regardless of hierarchy, language, or location.
Leonilda’s facilitation approach is clear:
Start with skilled professionals who will ask the right questions.
Use visuals in the Menti sessions to cater to different learning styles.
Frame intentional questions like "Why do you think you’re here?" to help employees reflect on their role in change.
Always close with "Was what we shared today valuable?" to help leaders align expectations with reality.
Check-in during one of Sasol’s meetings.
"A tool is a tool. It’s only as good as the person using it. If you’re not asking the right questions, you’re not going to get the data or outcomes you want."
In times of change, the bigger the change, the lower the trust.
Using Mentimeter, Sasol transitioned from "push" to "pull" communication, allowing employees’ voices to shape the change journey. The honesty of the data was exactly what was needed. Many found it humbling and empowering to see where their communication worked and where it needed to improve. By showing vulnerability, leaders saw much higher engagement and trust.
Checking employees’ perception and challenges of a newly introduced process.
Mentimeter also became a way for Sasol to stay in touch with its organizational culture. Despite being a global organization with diverse cultures and languages, Menti sessions revealed that employees had more in common than they had differences. Even simple icebreakers helped build a sense of belonging during times of disruption.
Through this process, Mentimeter became a valued tool at Sasol, supporting change conversations across the organization. As leaders saw how it could help them connect with employees, they began using it not only for change communication but also to track progress, support wellbeing initiatives, and encourage two-way dialogue in town halls.
"Mentimeter has made my life easier. It’s great to see that it works, and to see the trust it builds across leadership."
At Sasol, meaningful change isn’t just about implementing strategy. It’s about Heads, Hearts, and Hands:
Head: Employees understand the direction.
Heart: They feel heard and included.
Hand: They take action, driving the change forward.
Mentimeter supports each of these steps, helping to make change management more of a shared journey rather than just a top-down directive. At Sasol, it has helped people feel heard, taking the first steps toward making change sustainable and something they can believe in. Authenticity is key.