Integrated_Annual_Report_2026 - Flipbook - Page 4
INTRODUCTION
SASOL AT A
GLANCE
DRIVING SUSTAINABLE
VALUE CREATION
EXECUTING
STRATEGY
DELIVERING
BUSINESS VALUE
SUMMARISED FINANCIAL
PERFORMANCE
CORPORATE
GOVERNANCE
SUSTAINABILITY
REPORT
ASSURANCE/
ADMINISTRATION
REMUNERATION
REPORT
INTEGRATED THINKING AT SASOL
The FY26 report reflects Sasol’s integrated thinking by outlining how stakeholder
considerations and key resources are applied across the organisation. It also demonstrates
• GEC approval
• Board approval
Sasol’s ongoing progress in embedding integrated thinking into reporting practices and
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R
AP
P
Integrated reporting process
Integrated
reporting
process
Sasol’s integrated reporting enables concise and cohesive communication supported by facts, imparting
meaningful and consistent information. The IR is prepared following a group-wide content-gathering process.
Period
Audience and key stakeholders
Integrity
Produced and published annually and covers Sasol’s
financial year 1 July 2025 to 30 June 2026. Any
subsequent material events up to the Board
This IR aims to address the information
needs of stakeholders interested in
Sasol’s overall performance and the
company’s ability to create, preserve
and/or enhance value over the short-,
medium-, and long-term, taking into
account risks and opportunities.
The Board, with the support of its Committees:
Boundary
Report on the primary activities of the Group, Sasol
Limited and its subsidiaries, joint ventures (JVs) and
other investments where we have financial control
• Ensures the integrity of Sasol’s integrated
reporting process
• Considers and concludes on management’s
evaluation of the effectiveness of the disclosure
controls and procedures through the evolving
Combined Assurance Model and internal
control framework and assessment
and significant influence.
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ER
ID
• Risks and
opportunities
• Strategic priorities
• Material matters
E
S
A
T
D
Reporting boundary and scope
LI
The relevant information is compiled and validated through Sasol’s internal reporting and Combined Assurance
Model, and is reviewed and approved by our Group Executive Committee (GEC) and Sasol Limited Board of
Directors (the Board). This reporting approach strengthens internal reporting systems, supports integrated thinking,
informs strategic objectives, and shapes the organisation’s commitment to value preservation and creation.
• Internal reporting
• Combined
assurance
model
• GEC review
• Board and
committee review
VA
Sasol benchmarks its process against relevant reporting standards and frameworks, conducts regular risk and
opportunity assessments, analyses the operating context, and identifies and addresses key material matters using
the double materiality approach through periodic full assessments.
For more details on material matters refer to page 15 – 17
approval date in September 2026 are also included.
N
A
decision-making to support long-term value creation.
• Operating context
• Reporting
frameworks
• Stakeholder
engagement
• Performance
measuring
• Benchmarking
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PL
VE
O
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Directors’ review and approval of
the Integrated Report
The Board is ultimately responsible for ensuring the integrity of
Sasol’s annual reports The report is prepared under the supervision
of management and subject to a rigorous internal and external
review process. The IR is submitted to the Safety, Social and Ethics
Committee (SSEC) and the Audit Committee (AC), which reviews its
content and the collation process, relying on the evolving Combined
Assurance Model and internal control framework and assessment
• Gives final approval for publication after the
provided on the various reporting elements. The two Committees
relevant audit and assurance processes
recommended the report for Board approval. This report and its
publication was approved on 1 September 2026.
Key
stakeholders
Board review and approval
Shareholders and
capital providers
Business/joint
ventures (JVs)
Timelines
Employees and
organised labour
Suppliers and
service providers
Governments and
regulators
Customers
Organised business
and industry
Local communities
and societies
Non-governmental
organisations (NGOs)
Media
As global best practice reporting guidelines aim to enable improved decision-making and better align financial and non-financial
disclosure, it is important to distinguish between financial and non-financial time horizons.
Financial
Non-financial
Current
Short-term (0 – 2 years)
Non-current (1+)
Medium-term
(2 – 5 years)
SASOL INTEGRATED REPORT 2026
Long-term
(5+ yrs)
3
MURIEL
DUBE
SIMON
BALOYI
WALT
BRUNS
Independent non-Executive
Director and Chairman of
the Board
Executive Director and
President and Chief
Executive Officer
Executive Director and
Chief Financial Officer
VUYO
KAHLA
DAVID
EYTON
MANUEL
CUAMBE
Executive Director and
Executive vice President,
Commercial and Legal
Independent
non-Executive Director
Independent
non-Executive Director
MARTINA
FLÖEL
RHIDWAAN
GASANT
STANLEY
SUBRAMONEY
Independent
non-Executive Director and
Lead Independent Director
Independent
non-Executive Director
Independent
non-Executive Director
TRIX
KENNEALY
XIKONGOMELO
MALULEKE
Independent
non-Executive Director
Independent
non-Executive Director
