Integrated_Annual_Report_2026 - Flipbook - Page 61
INTRODUCTION
SASOL AT A
GLANCE
DRIVING SUSTAINABLE
VALUE CREATION
DELIVERING
BUSINESS VALUE
EXECUTING
STRATEGY
SUMMARISED FINANCIAL
PERFORMANCE
CORPORATE
GOVERNANCE
SUSTAINABILITY
REPORT
REMUNERATION
REPORT
ASSURANCE /
ADMINISTRATION
STRENGTHEN OUR FOUNDATION CONTINUED
International Chemicals continued
PHASE
OUTLOOK
Looking ahead, Sasol
expects global chemical
markets to remain
structurally challenged
and increasingly
1
PHASE
market volatility, and
RESET
OPTIMISE
Transforming the business to facilitate the management of
both internal and external debt, exploring new market growth
opportunities, and fostering partnerships for growth.
Strategic initiatives
Delivering
Cost discipline is central to improving the company’s financial
performance in the short term. Key strategic initiatives include:
Streamlined organisational structure: Implementing a new
organisational structure to eliminate silos, standardise end-to-end
processes, and encourage greater cross-functional collaboration.
• Safety, Health and
15 – 20%
reduction in cash fixed
cost by FY28 vs FY24
both commodity and specialty products to prioritise higher-margin
solutions, focusing on margin expansion over sheer scale.
Excellence programmes: Executing on our excellence
programmes in commercial, operations, procurement and
supply chain.
3
EXCEL
Underpinned by
Environment:
Zero Harm
• Costs:
Continuous improvement
Delivering long-term
value by building
on our market
leadership, fuelled
by continuous
innovation and
complemented
by growth
opportunities.
• Assets:
Reliable, compliant,
quality and efficient
assets
Operating model change: Refining our value proposition for
shifting trade patterns. .
International Chemicals is
well-positioned to navigate
this environment, supported
by its strategic initiatives
a geographically diverse
asset footprint, integrated
value chains, and disciplined
commercial approach. These
strengths enable Sasol to adapt
quickly to changing market
conditions while continuing
to deliver top-tier service and
solutions to our customers.
PHASE
Strengthening Sasol’s foundation by prioritising
cost efficiency, optimising the go-to-market
approach, and improving asset performance.
influenced by geopolitical
developments, energy
2
EBITDA for FY26:
US$604m
• People:
Harnessing our expertise
FY27: US$450 –
600 million
• New Enterprise
Resource Planning
(ERP) system
Asset optimisation: Continuously evaluate the viability of our
global assets to maximise value. Initial actions have already been
taken to improve margins across our operations in Italy, Germany
and the America.
These changes are intended to foster a culture of innovation,
collaboration, and calculated risk-taking, which will drive
the company’s growth.
Adjusted EBITDA
margin in FY26:
• Customers:
Disciplined
engagements to drive
mutually beneficial
innovations
12%
FY27: 10 – 12%
Generating value
America
Germany
Italy
Ongoing asset review
programme delivers positive
results. We took decisive
action to optimise the
business’s operational footprint
to improve financial results and
long term competitiveness:
• Exited the Phenolics
• Mothballed the
• Restarting the ISOSIV unit
business in the US and
stopped operations at
both our phenolics sites
in Texas
alkylphenols business
at our Marl, Germany
site
in the Augusta , Italy plant in
Italy producing high-quality
n-paraffins
• Aluminas expansion in
• Mothballed the HF linear alkyl
• Mothballed the Guerbet
Brunsbüttel, Germany
benzene (HF-LAB) production
asset in Augusta.
unit in Lake Charles, US
SASOL INTEGRATED REPORT 2026
60
By aligning Sasol’s asset
footprint with long-term
strategic goals and adapting to
changing market dynamics, the
organisation is better positioned
to enhance operational
efficiency and maximise
shareholder value.
