Integrated_Annual_Report_2026 - Flipbook - Page 22
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
RISKS AND OPPORTUNITIES
Risk management is embedded in Sasol’s strategic and operational decision-making processes
COMMITMENT
Sasol proactively
GROUP
APPROACH
Sasol continuously assesses its internal and external operating environment, aligning risk controls and responses to
mitigate external risks.
Risk intelligence plays a key role – expert views and insights are integrated into reporting to inform strategic and
operational decisions. The organisation has an established Combined Assurance Model (CAM) whereby Sasol actively
conducts deep-dives to understand the assurance coverage across the Group Material Risks (GMRs) key responses.
Sasol is also continuing the advancement of the Business Continuity Management (BCM) programme – supported by
scenario planning and simulations to drive preparedness for unforeseen crises.
manages risks and
opportunities to support
strategic objectives and
long-term value creation.
Enterprise risk management
Together, these elements form a cohesive system that enables effective, continuous ERM delivery across time horizons,
reinforced by sound governance and sustainable performance.
(ERM) Framework is
embedded across the
business, enabling
responsible risk taking
ERM Framework
while safeguarding people,
Sasol’s ERM Framework supports risk-based decision-making in a dynamic operating environment and enables proactive management of GMRs that
may affect current performance and future strategic ambitions. A standardised, enterprise wide approach to identify, assess and respond to material
risks across short-, medium-, and long-term horizons is applied.
reputation.
The framework ensures that risk
considerations are integrated into
strategy , capital allocation and
business decision-making. Particular
attention is given to material
risks that could affect operational
performance, financial resilience,
regulatory compliance, cybersecurity
and the delivery of the Group’s
decarbonisation ambitions.
1 PLAN
IDENTIFYING RISKS
• Understand the business context
• Identify the relevant risks and key responses
2 DO
MANAGING RISKS
1
associated with delivery of business
objectives (short, medium and longer term)
N
A
• Understand and assess the risk events
D
2
action plans
Risk-based
decision-making
in a dynamic
operating
context
4 IMPROVE
RISK MANAGEMENT IMPROVEMENTS
• Improve risk management process
• Analyse and share learnings
• Develop action plans to improve risk
• Execute key responses and management
• Monitor status of risk events
O
Guided by the ERM Framework
and One Sasol ERM Approach,
the business manages risks and
opportunities within defined financial
risk appetite and tolerance levels,
aligned with its Purpose and
Group Priorities.
PL
assets, the environment and
3 REVIEW
RISK GOVERNANCE AND ASSURANCE
4
3
• Provide governance and assurance over the
risk management process and key responses
• Report on risks and key responses as per the
governance framework
management effectiveness and risk maturity
Sasol’s risk profile and related responses are reviewed regularly to ensure continued relevance and alignment, positioning the Group to manage
uncertainty responsibly while unlocking future strategic opportunities in an evolving global energy and chemicals landscape.
SASOL INTEGRATED REPORT 2026
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