Integrated_Annual_Report_2026 - Flipbook - Page 162
INTRODUCTION
SASOL AT A
GLANCE
DRIVING SUSTAINABLE
VALUE CREATION
EXECUTING
STRATEGY
DELIVERING
BUSINESS VALUE
SUMMARISED FINANCIAL
PERFORMANCE
CORPORATE
GOVERNANCE
SUSTAINABILITY
REPORT
REMUNERATION
REPORT
ASSURANCE /
ADMINISTRATION
PART II: SECTION B – KEY PRINCIPLES OF SASOL’S REMUNERATION POLICY FOR THE WIDER
WORKFORCE (EXCLUDING EXECUTIVE OFFICERS)
Sasol’s remuneration philosophy is designed to support a high-performance culture, ensure
fair, responsible and competitive pay, and align employee interests with long-term shareholder
value. It supports our investment in Human Capital (HC), through our People Promise.
Our approach is underpinned by a structured job architecture, a commitment to fair and responsible pay
and a suite of benefits and incentives tailored to the diverse needs of our global workforce as well as
delivery of our strategic objectives.
Job Architecture and Collective Agreements
Sasol’s job architecture is structured into seven broad bands, excluding the Group Executive Committee.
Roles in the first three to five bands are typically governed by collective bargaining or co-determination
agreements.
Employee Value Proposition HC
Sasol’s Employee Value Proposition programme aims to promote and support:
Employee
safety and
wellbeing
(Who we Are)
Competitive
remuneration
and benefits
(What we Offer)
Meaningful
work, and
learning and
development
opportunities
(How we Work)
Inspirational
leadership, an inclusive
workplace culture, a
safe workplace and
a diverse workforce
(How we Lead)
Employee Share Savings Plan
(South Africa)
The Employee Share Savings Plan (the Plan)
in South Africa has since inception created
an ongoing interest in Sasol’s performance
as displayed through our share price. The
Plan enables employees to acquire Sasol
share fractions through monthly aftertax payroll deductions, with the company
matching contributions up to R7 200
per annum (subject to tax). This plan is
particularly popular among employees below
senior management, who represent over
98% of participants.
The members of the Group Executive
Committee (who are not allowed to
participate in this Plan) review this matching
arrangement from time to time and an
amendment to this match will not constitute
a material change to the Remuneration
Policy.
Employee Wellbeing HC
Our Employee Value Proposition is grounded in our four
cultural anchors, each deeply rooted in our Values
Safety
Safety is our
foremost
priority in all
circumstances
Place safety of
people first
Commit to safe
production
Customer
centricity
Win with
customers
Enhance
customer
experience
Innovate for
sustainable
solutions
Care
Care for our
people, planet
and
communities
Caring leaders,
enabling goal
delivery and a
strong team
spirit
Values
Performance
Own our results
Understand and
deliver on
drivers for
performance
Work together
for the benefit of
One Sasol, one
bottom line
Employee wellbeing remains a strategic
priority. Our Wellbeing Programme is
tailored to local needs and includes financial,
emotional, physical, and legal support. In
South Africa, where the majority of our
workforce is based, the programme is
digitally enabled and widely accessible.
Employees across all levels have access to:
• Health and risk insurance
• Retirement funds
• Special provisions for employees who
suffer fatal injuries while in service
These offerings form a core part of our total
Employee Value Proposition. In cases of
employee fatalities, Sasol provides additional
support to affected families, reinforcing our
commitment to employee wellbeing.
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Culture HC
Our Remuneration Policy is a key enabler of
the culture we seek to create and support. A
culture that is performance-driven, accountable
and aligned with long-term value creation.
By linking reward outcomes to strategic KPIs,
the Remuneration Policy reinforces behaviours
that foster a values-based, performancedriven culture. It ensures that remuneration
practices are fair, transparent, and competitive,
while promoting ethical conduct and a shared
commitment to Sasol’s purpose and values.
Remuneration Principles for
Leadership and Senior Management
For Leadership and Senior Management,
remuneration principles are closely aligned
with those of the Executive Directors and other
GEC members, with the exception of minimum
shareholding requirements. Pay levels are
benchmarked against the market median using
reputable survey data, and annual increases
are informed by projected market movement,
inflation, and affordability. The cost of annual
increases is subject to the Committee’s
approval.
Short-term incentives (STIs) for these levels are
determined with reference to the Group STI
Scorecard and individual performance, or other
incentive plans as appropriate for the location
and sector.
Participation in the Long-term Incentive
(LTI) plan is discretionary and based on role
criticality, retention requirements, performance
and market competitiveness. Vesting is subject
to performance and time-based conditions,
with no accelerated vesting except in the case
of death. All variable pay awards are subject to
Sasol’s Malus and Clawback policy.
