Integrated_Annual_Report_2026 - Flipbook - Page 31
SASOL AT A
GLANCE
INTRODUCTION
DRIVING SUSTAINABLE
VALUE CREATION
EXECUTING
STRATEGY
DELIVERING
BUSINESS VALUE
SUMMARISED FINANCIAL
PERFORMANCE
CORPORATE
GOVERNANCE
SUSTAINABILITY
REPORT
REMUNERATION
REPORT
ASSURANCE/
ADMINISTRATION
RISKS AND OPPORTUNITIES CONTINUED
Group Material Risks (GMRs) continued
KEY RESPONSES
Material risk of future income
loss due to declining gas
reserves, access to critical
infrastructure, rising input
costs, and or uncertainty in
long-term supply and pricing
structures
GMR
16
Loss of
future income
LINK TO 6
CAPITALS AND
STRATEGY
• Secure future gas and supply optionality: Development of the MRG bridging and long term solution,
accelerated exploration and appraisal in Mozambique and other regions, and advancement of LNG sourcing
strategies, supported by proactive regulatory engagement on pricing and approvals
FC
NC
S1
S2
• Portfolio growth and revenue diversification: Engagement with Joint-Venture partners on alternative
opportunities, expansion into sustainable fuels, chemicals and power, and strengthening commercial agility
through flexible offtake and pricing arrangements
• Strategic planning and capital alignment: Integration of future income and supply risk into scenario
S3
based strategic planning, market modelling and capital allocation decisions to support resilient long-term
value creation
Sustainably grow and transform
BOARD COMMITTEE: Safety, Social and Ethics Committee, Capital Investment Committee
GEC SPONSOR: Executive Vice President Business Building, Strategy and Technology
Rating of GMRs
Residual risk reflects the level of risk remaining after existing controls, while target risk represents the intended risk level once planned actions are implemented
in line with Sasol’s risk appetite.
The residual risk rating is based on the probability and impact after risk specific responses/
controls (existing and implemented) are considered.
Target residual risk ratings are determined by considering future key responses or critical
controls and the effective implementation of associated action plans.
8 13
4
1
6
9
5 15
7.1 7.2
12
3
11
I5
I3
P2
P3
P4
P5
P6
4
9
I7
5
6
I6
14 15
2 10
11
7.1 7.2
I5
16
12
3
I4
I3
I2
I2
I1
I1
P7
P1
PROBABILITY
P2
P3
P4
PROBABILITY
SASOL INTEGRATED REPORT 2026
30
P5
P6
P7
IMPACT
I4
P1
1
I6
TARGET RISK MATRIX
2
IMPACT
RESIDUAL RISK MATRIX
10
8 13
I7
14 16
