Integrated_Annual_Report_2026 - Flipbook - Page 82
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
BOARD FOCUS AREAS
Board focus areas and key discussions
In addition to routine agenda items covering feedback from Board Committees, performance oversight, approvals in line with the delegation of authority, sustainability matters, and relevant insights, the
Board maintains a structured focus on strategic matters. Each quarterly meeting cycle includes dedicated strategy updates, reflecting our continuous and adaptive approach to guiding strategic direction
and managing risks in the context of evolving market dynamics and regional uncertainties. During the year, the Board considered a range of significant matters aligned to its oversight of strategy execution,
financial resilience, operational performance and long-term sustainability.
Key discussion themes included:
Link to capitals
B-BBEE AND SASOL KHANYISA
The Board deliberated on the future of the Sasol Khanyisa structure, focusing on responsible unwinding, stakeholder fairness and
management of potential reputational implications.
FINANCIAL RESILIENCE,
LIQUIDITY AND CAPITAL
DISCIPLINE
Focused attention was given to liquidity, balance sheet strength and free cash flow generation, including refinancing initiatives and
covenant management. The Board support prudent capital allocation and dividend discipline to strengthen financial resilience.
GOVERNANCE AND BOARD
EFFECTIVENESS
The Board continued to enhance its effectiveness through regular evaluations, succession planning and ongoing optimisation of
Board and Committee composition. Focus was placed on ensuring an appropriate balance of skills, experience and diversity while
streamlining governance processes to support quality decision-making and long-term value creation.
PORTFOLIO MANAGEMENT
AND CAPITAL ALLOCATION
The Board deliberated portfolio optimisation and capital allocation, balancing short-term constraints with long-term value creation.
Key considerations included Natref/Prax SA developments, progress and prioritisation of major capital and transition projects,
including strategic partnerships, funding structures, mergers and acquisitions and asset positioning.
FC
MC
IC
RISK MANAGEMENT
AND EMERGING RISKS
The Board maintained oversight of the Group’s material risks through an integrated enterprise risk management and combined
assurance approach. Discussions focused on risk appetite, escalation triggers, mitigation actions and emerging risk themes,
including cyber security and AI-related risks
IC
FC
SC
SAFETY, CULTURE
AND OPERATIONAL DISCIPLINE
The Board maintained close oversight of safety performance and organisational culture during the year, including consideration
of the lessons learned from a fatal incident. Focus was placed on the effectiveness of safety and cultural interventions,
leadership accountability and the sustainability of behavioural improvements across operations. The Board monitored progress
in strengthening operational discipline and embedding safety expectations consistently throughout the Group, with emphasis on
translating standards and commitments into demonstrable outcomes.
HC
SC
MC
STAKEHOLDER ENGAGEMENT
AND MARKET POSITIONING
The Board considered investor sentiment, share price performance and stakeholder expectations, emphasising credible delivery
against commitments, transparent and consistent communication and strengthened stakeholder engagement.
STRATEGY EXECUTION,
LONG-TERM VALUE AND
PERFORMANCE DELIVERY
MIDDLE EAST CONFLICT AND
BUSINESS RESILIENCE
SC
FC
HC
FC
IC
HC
SC
FC
The Board assessed progress against strategic priorities and considered the actions required to sustain delivery momentum, improve
competitiveness and support long-term value creation across the portfolio.
FC
MC
IC
The Board monitored the evolving impact of the Middle East conflict on the Group’s people, operations and financial performance.
Key areas of focus included employee wellbeing, business continuity, supply security, operational resilience and the potential
effects of prolonged regional disruption. The Board reviewed mitigation measures and contingency plans across the portfolio to
ensure the Group remained well positioned to respond to changing geopolitical and market conditions.
FC
MC
IC
SASOL INTEGRATED REPORT 2026
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