Integrated_Annual_Report_2026 - Flipbook - Page 150
INTRODUCTION
EXECUTING
STRATEGY
DRIVING SUSTAINABLE
VALUE CREATION
SASOL AT A
GLANCE
DELIVERING
BUSINESS VALUE
SUMMARISED FINANCIAL
PERFORMANCE
CORPORATE
GOVERNANCE
REMUNERATION
REPORT
SUSTAINABILITY
REPORT
ASSURANCE /
ADMINISTRATION
REMUNERATION AT A GLANCE CONTINUED
REMUNERATION PRINCIPLES
HC
Our Remuneration Policy is founded on core principles that support Sasol’s integrated Employee Value Proposition and strategic investment in Human Capital. The Policy seeks
to ensure fair, equitable and responsible remuneration practices, while aligning reward outcomes with the successful execution of Sasol’s strategic objectives. These principles
include:
4 SHAREHOLDER ALIGNMENT
4
Executive remuneration outcomes are aligned with the interests of shareholders
and other key stakeholders, reinforcing a strong connection between pay,
performance, strategic delivery and the creation of sustainable long-term value.
BALANCED REMUNERATION
We adopt a market-informed approach to remuneration that supports the
attraction, retention and motivation of the diverse talent and critical capabilities
required to deliver Sasol’s strategy. Remuneration outcomes are differentiated
based on individual performance, contribution and the scarcity of key skills, while
remuneration structures are appropriately tailored to role types and local market
conditions.
1
2 FAIRNESS AND TRANSPARENCY
2
Reward:
A key component
of the Employee
Value Proposition
2
We are committed to maintaining reward practices that are transparent, equitable
and consistently applied across the organisation. Guided by our values and
commitment to inclusion, we strive to ensure that remuneration decisions are fair,
objective and free from unfair discrimination. Annual pay gap analyses support our
ongoing efforts to identify and address potential disparities, promoting equitable
remuneration outcomes and reinforcing trust across our workforce.
5 SELF-FUNDED INCENTIVE PLAN DESIGN
7
3
3
3 LIVING WAGE COMMITMENT
Our incentive plans are designed to reward both Group and individual performance,
reinforcing accountability for the delivery of Sasol’s strategic objectives and
sustainable value creation. Performance measures are balanced across short-, and
long-term outcomes to support the achievement of our strategic commitments
and the long-term sustainability of the business. Incentive payments remain subject
to an affordability test, ensuring that sufficient positive free cash flow is generated
prior to incentive awards being approved.
6
6
6 RISK MITIGATION
5
Robust governance, oversight and approval processes are in place to manage
remuneration-related risks, ensure fair and consistent decision-making over the
short- and long-term, and maintain alignment with Sasol’s strategic objectives, values
and stakeholder expectations.
4
As part of our commitment to responsible employment practices and social
sustainability, we seek to provide remuneration that supports a reasonable
standard of living and promotes employee wellbeing. Entry-level remuneration
exceeds generally accepted living wage benchmarks and, in most jurisdictions,
is positioned above negotiated minimum rates. In addition, employer-subsidised
benefits at lower organisational levels strengthen our Employee Value Proposition
and support the financial resilience and wellbeing of our workforce.
7 HOLISTIC TOTAL REWARD
We offer a comprehensive and integrated Employee Value Proposition that
combines monetary and non-monetary rewards to attract, retain and motivate
the talent required to deliver Sasol’s strategy. This includes competitive
remuneration, benefits, development and career opportunities, and a safe,
inclusive and supportive work environment that promotes employee wellbeing,
engagement and performance.
Shareholder feedback
REMUNERATION
POLICY
2025
2024
2023
IMPLEMENTATION
REPORT
93,93% 97,43%
83,10%
84,67%
93,47%
89,42%
The Committee values feedback received from shareholders and duly
considers this input when the policy is reviewed. The Remuneration Policy and
Remuneration Report – comprising the Background Statement, a copy of the
Remuneration Policy in Part II, and the Implementation Report in Part III – will
be presented at the AGM for shareholder approval by ordinary resolutions in
accordance with sections 30A and 30B of the Companies Act 71 of 2008,
as amended by the Companies Amendment Act 16 of 2024 (Companies Act).
Annual TGP/Base Salary
600
600
600
500
500
500
%of Total Annual Reward
At the 2025 AGM, the non-binding advisory votes received in support of the
FY25 Remuneration Policy and the Remuneration Implementation Report
showed a significant improvement compared to previous years:
Remuneration outcomes against target
Group Executive Committee (GEC) 2026 remuneration mix
%of Total Annual Reward
We appreciate the constructive feedback from our shareholders on our
Remuneration Policy and Remuneration Implementation Report, and their
ongoing support.
400
52%
300
39%
19%
200
33%
26%
48%
35%
25%
100
100%
GEC
2026 actual
GEC
target
300
40%
20%
28%
200
37%
29%
44%
31%
100%
CFO
threshold
CFO
2026 actual
REMUNERATION MIX
These graphs illustrate the threshold, target, and potential maximum
earnings at stretch level in terms of the different parts of the remuneration
mix approved by the Committee for members of our Group Executive
Committee.
SASOL INTEGRATED REPORT 2026
149
LTI
52%
400
41%
300
8%
30%
200
20%
0
0
GEC
max
STI
47%
32%
100%
45%
27%
18%
CEO
threshold
CEO
2026 actual
CEO
target
CEO
max
100
100
23%
0
GEC
threshold
52%
400
%of Total Annual Reward
1
CFO
target
CFO
max
In addition, the outcomes against the targets set for the year under review
are included.
The quantum and mix between guaranteed and variable pay components
were again evaluated as part of the annual policy review process. No change
to the remuneration mix is proposed.
