Integrated_Annual_Report_2026 - Flipbook - Page 47
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
PRESIDENT AND CHIEF EXECUTIVE OFFICER’S STATEMENT
KEY MESSAGES
• A strong safety culture
Across the group, stronger operational delivery was supported by
continued cost and capital discipline. We enter FY27 with momentum,
but not complacency — focused on building a safer, stronger and more
resilient Sasol that creates long-term value.
• Clear strategy:
Strengthen, Grow and
Transform
• Stronger business
performance
• Advancing renewable
energy integration
SIMON BALOYI // President and Chief
Executive Officer
Dear stakeholders,
FY26 was a year that tested our discipline,
our resilience and our ability to stay
focused on what we said we would do.
We operated in an environment that remained
uncertain, volatile and, at times, difficult to read.
Geopolitical tensions continued to influence
energy markets. Commodity prices moved in
ways that created both pressure and opportunity,
while structural challenges in our chemical
markets remained. In South Africa, the broader
operating environment continued to remind us
that energy security, infrastructure reliability and
industrial competitiveness are not abstract issues.
They affect our business, our customers, our
communities and the country.
Against this backdrop, Team Sasol delivered
a strong set of results. We did so by staying
focused on our strategy, strengthening the
foundation business and executing with
greater discipline in the areas within our
control.
Let me also acknowledge upfront that the
year’s performance was supported by
improved market conditions in the last quarter,
following the outbreak of the Middle East
conflict. But that is not the full story, and it
is not the most important story. The more
important point is that Sasol was better
positioned to capture that upside because the
business is stronger than it was a year ago.
We improved operational reliability, maintained
focus on cost and capital discipline, improved
coal quality and feedstock reliability in SA, and
continued to reset parts of the portfolio that
were not delivering acceptable returns in our
IC business. We also took practical steps to
advance the future business in a disciplined
way.
That is what building credibility through
performance means to me. It is not about
claiming that all our challenges are behind
us. They are not. It is about showing, through
action and delivery, that we understand
the issues facing Sasol and that we are
addressing them with focus and discipline.
We are proud of the progress made in FY26,
but we cannot be satisfied. Our performance
still needs to improve as we have not yet
reached full potential. Safety, operational
consistency and market volatility require
continued attention. As leaders, it is our
responsibility to recognise progress, learn
from setbacks and keep raising the standard.
Sending every employee
home safely
Before I reflect on the operational and financial
performance of the year, I must start with what
matters most: the safety and wellbeing of our
people.
During FY26, we tragically lost two colleagues.
Each life lost is a profound tragedy. Behind
every fatality is a person, a family, friends,
colleagues and a community whose lives have
been changed. As CEO, I carry this personally
and I know every leader in Sasol carries it
personally as well.
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There is no business result that can outweigh
the loss of life. There is no production target,
financial milestone or strategic achievement
that can stand apart from our duty of care.
When someone does not return home safely,
we have failed in the most fundamental
responsibility we have as leaders.
We have made progress in several safety
indicators during the year, and that work
matters. It reflects a collective effort, often
in difficult operating environments for many
teams. But we cannot allow improvement in
indicators to soften the reality of two fatalities.
We are not yet where we need to be.
The investigations into serious incidents
have reminded us again of the importance of
our Life Saving Rules, which are not optional
nor administrative requirements. They exist
because they protect lives. When they are not
followed, we expect our leaders to intervene.
When discipline slips, leaders must act and
when people see unsafe work, they must feel
empowered to stop it. This is about all of us
making sure everyone goes home safely to
their loved ones.
