Integrated_Annual_Report_2026 - Flipbook - Page 86
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 COMMITTEES CONTINUED
Committee governance and how our committees create and protect value continued
The Board Committees operate within an
integrated governance framework, with clearly
defined yet interconnected mandates that
enable coordinated oversight across key
areas of the business. Structured interfaces
between Committees ensure that material
matters – ranging from sustainability and
ethical performance to capital allocation,
risk, remuneration and financial reporting
– are appropriately escalated, considered
and addressed at the relevant level. This
interconnected approach strengthens decisionmaking, enhances risk oversight and ensures
alignment between strategy, performance and
Committee priorities for FY27 are
accountability, ultimately supporting the
Group’s ability to create and sustain long-term
value.
The diagram below illustrates the key
interfaces between Board Committees and
the flow of material matters across oversight
areas.
Visual map of committee interfaces
Five critical integration points between committees
NGC
Bidirectional governance: quality, skills, succession and disclosure
Nominations
and governance
1. Assurance
and
non-financial
control
2. ESG KPIs
flow into
remuneration
AUDIT
SSEC
REM
CIC
Financials and
controls
Sustainability
and ethics
People
and reward
Capital
and projects
3. Climate and
social project
impact
ESCALATION TRIGGERS
SSEC Audit: Sustainability matters become material
to reporting, assurance or controls
NGC Audit: Legal, regulatory or compliance matters
could impact financial statements or listing compliance
CIC Audit: Project viability, funding, write-offs or
transaction assumptions create financial and reporting
implications
SSEC Remuneration: Ethics, culture, wellbeing or
ESG performance should shape incentive outcomes
5. Cyber/
data/tech/
capital
risk in major
projects
4. Enterprise risk management (integrated cross-committee oversight
For each Committee, the Board considered whether the Committee remained effective, appropriately composed
and sufficiently focused on the matters most relevant to Sasol’s strategic priorities and risk landscape.
www
The complete terms of reference of the Committees are available on Sasol’s website: www.sasol.com
SASOL INTEGRATED REPORT 2026
85
outlined in the focus areas.
Refer to page 81
Board and Committee effectiveness
We remain committed to continuous
improvement in Board effectiveness and
governance practices.
The Board undertakes regular evaluations
of its own performance, as well as that of its
Committees, the Chairman and individual
directors, in accordance with an approved
process. The purpose of these evaluations is
to identify strengths, areas for enhancement
and actions required to ensure that the Board
remains effective in supporting Sasol’s strategy,
governance needs and the realisation of the
outcomes contemplated by King VTM.
The formal internal evaluation conducted
during FY26 confirmed that the Board and its
Committees continue to operate effectively
and deliver on their respective mandates, with
a high level of alignment to Sasol’s strategic
priorities and governance requirements. The
assessment highlighted strong performance in
areas including the quality of oversight, depth of
engagement and the effectiveness of Committee
leadership in facilitating robust and constructive
discussions. Particular strengths were noted
in the Directors’ ability to address complex and
evolving matters such as sustainability, capital
allocation, risk and remuneration in an integrated
manner.
Opportunities for further enhancement were
identified, including strengthening forwardlooking oversight of emerging risks, continued
focus on the integration of sustainability
and ESG considerations across Committee
mandates, and further enhancing the
The Board is satisfied
effectiveness of cross-committee information
that it and its Committees
flow and coordination. The Board is
remained effective during
satisfied that appropriate actions are being
FY26 and that the actions
implemented to address these areas,
underway will further
supporting the continued evolution of its
strengthen governance
governance framework and reinforcing its
quality in FY27.
ability to enable sustainable long-term
value creation.
