Integrated_Annual_Report_2026 - Flipbook - Page 35
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
BUSINESS MODEL USING THE SIX CAPITALS CONTINUED
Outcomes and trade-offs
FC
HC
NC
Financial capital
Human capital
Natural capital
CAPITALS IMPACTED
NC
MC
SC
VALUE
An improved financial position will enable
us to invest in a more sustainable Sasol
and to ensure greater resource efficiency
CAPITALS IMPACTED
Fatalities, injuries, and other safety-related
incidents experienced by our employees
• Optimisation of free cash flow generation
• Disciplined management of costs and
capital
FC
Investment in renewable energy sources
will lessen the environmental impact and
lower operational costs in the long term
HC
Potential redundancy and building skills
relevant for the Grow and Transform
strategic pillar
SC
Enhancing our social licence to operate
and contributing to improved credibility
among stakeholders
MC
Ability to sustain the foundation business
to continue value creation
Continual investment in initiatives that
benefit the local communities we operate in
MC
FC
Key actions
to sustain
value
CAPITALS IMPACTED
SC
A strong financial position will enable
investment to improve production
capability and to grow and transform
An improved financial position will yield
investment and sponsorships to the
communities we operate in
VALUE
Digital human resources initiatives to
enable greater efficiency, governance,
compliance, and optimisation of
processes
Ongoing investment in safety training,
equipment, and infrastructure is expected
to result in fewer or no incidents
Key actions
to sustain
value
• Promoting a culture of safety and
Zero Harm for employees and
contractors
• Restoring operational performance, which
supports revenue growth
• Strengthen Leadership Effectiveness
and Capability Development
• Capital spend to sustain operations
(1st order) and growth projects (2nd order)
• Invest in employees and talent
management to build a strong talent
pipeline
• Digitise HR to improve efficiency and
employee experience
Key actions
to sustain
value
VALUE
• Sustainable value chains using proprietary
technology and existing assets to convert
diverse feedstocks into products which are
aligned to customer needs
• Reduce carbon intensity in line with
strategy
• Deliver the 2GW of renewable energy
by 2030
• Continued engagement with stakeholders
on to unlock sustainable value creation
• Continual upskilling for the low carbon
future
value creation
value erosion
value preservation
SASOL INTEGRATED REPORT 2026
34
