Integrated_Annual_Report_2026 - Flipbook - Page 181
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 III: REMUNERATION FAIR PAY PRINCIPLES CONTINUED
Section A: South African Pay information and pay gap data using actual payroll data as
processed in the periods 1 July 2024 – 30 June 2025 and 1 July 2025 – 30 June 2026.
Data analysis includes all permanent and non-permanent employees but excludes learners who
are in training and receive a stipend. The short-term incentives and long-term incentives processed
through the payroll during FY25 and FY26, are included.
In addition:
• Payments for employees who only worked a portion of the year, are not annualised which means that
where an employee was only employed for one month, we only disclose the one month’s earnings;
• Employer contributions to employee benefit funds as well as leave encashments at service
termination, all allowances and overtime are included; and
Section B: Pay information and pay gap data using actual payroll data fixed, and
contingency pay, and target incentive amounts; for the periods 1 July 2024 – 30 June 2025
and 1 July 2025 – 30 June 2026
The following principles applied differ from those previously used:
• Variable pay has been set at the target levels for different role categories and not the actual
amounts processed; this approach eliminates substantial year-on-year changes in variable pay and
thus provides a more accurate indicator of pay gaps;
• The earnings data for non-permanent employees are excluded; and
• The earnings for employees who worked for less than one year, are annualised.
The data is based on a headcount of 24 941 for FY25 and 24 983 for FY26.
• Benefits in kind which are not limited to transportation, uniforms, meals on site are excluded.
B. Actual earnings and allowances + target STI + target LTI
The data is based on a headcount of 25 360 for FY25 and 25 381 for FY26.
Highest and lowest actual earnings
A. Actual earnings and allowances + actual STI + LTI gains
Highest and lowest actual earnings
Median
Average
R761 798
R784 929
R923 102
Highest actual
earnings
R24 369 456
Lowest actual
earnings
R20 270
R931 520
R31 152 754
Median
R843 778
R867 835
Average
R1 056 268
R1 063 937
Highest actual
earnings
R56 446 406
R70 321 289
Lowest actual
earnings
R165 176
R196 164
FY25
R20 373
FY25
FY26
Ratio of Top 5% vs. Bottom 5%
FY25
The year-on-year differences in the highest earnings are caused by variable pay awards at senior
leadership and a full year’s remuneration reflected for the CEO in 2026. The year-on-year differences
in the lowest earnings relate to employees only being employed for a portion (one month) of the year.
The change in median and average earnings relates to a change in headcount at different levels in
the organisation and reflects the annual increases applied.
FY26
Sample Size
Average
Ratio
FY26
Bottom 5%
Top 5%
Bottom 5%
Top 5%
1 247
1 247
1 249
1 249
375 215
3 901 037
390 738
3 792 854
10,40
9,71
Ratio of Top 5% vs. Bottom 5%
FY25
Sample Size
Average
Ratio
FY26
Bottom 5%
Top 5%
Bottom 5%
Top 5%
1 268
201 565
1 268
3 044 955
1 269
220 709
1 269
2 943 275
15,11
Over two years the gap has narrowed (FY24: 10,71) due to refinements to the pay mix design, belowinflation salary increases at management level, above-inflation salary increases at bargaining unit
level, and targeted interventions to address pay compression between lower-paid non-bargaining
unit employees and higher-paid bargaining unit employees.
13,34
The pay gap over the past two years has narrowed (FY24 16,60) which is indicative of the lower than
inflation increases at management level and above inflation increases at bargaining unit level, as well
as the outcomes of targeted interventions to address pay compression which is the gap between
lower paid non-bargaining unit employees versus higher paid bargaining unit employees.
SASOL INTEGRATED REPORT 2026
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