SASOL Integrated Report 2025_Final_28 August 2025 - Flipbook - Page 149
INTRODUCTION
ABOUT SASOL
STRATEGIC OVERVIEW
PORTFOLIOS
ESG
REMUNERATION REPORT
DATA AND ASSURANCE / ADMINISTRATION
KEY PRINCIPLES OF SASOL’S REMUNERATION POLICY FOR THE WIDER WORKFORCE
REMUNERATION – SECTION B
Sasol’s remuneration philosophy is designed to support a high-performance culture, ensure fair and
competitive pay, and align employee interests with long-term shareholder value. Our approach is
underpinned by a structured job architecture, a commitment to fair pay, and a suite of benefits and
incentives tailored to the diverse needs of our global workforce.
Job Architecture and Collective Agreements
Sasol’s job architecture is structured into seven broad bands, excluding the Group Executive Committee.
Roles in the first three to five bands are typically governed by collective bargaining or codetermination
agreements, which cover:
A Minimum salaries and annual increases.
A Allowances, benefits, and incentives.
Employee Share Savings Plan (South Africa)
The Employee Share Savings Plan (The Plan) in South Africa has since inception created an ongoing interest
in Sasol’s performance as displayed through our share price. The Plan enables employees to acquire Sasol
share fractions through monthly after tax payroll deductions, with the company matching contributions up
to R7 200 per annum (subject to PAYE). This plan is particularly popular among employees below senior
management, who represent over 80% of participants.
Employee Wellbeing
Employee wellbeing remains a strategic priority. Our Wellbeing Programme is tailored to local needs and
includes financial, emotional, physical, and legal support. In South Africa, where the majority of our
workforce is based, the programme is digitally enabled and widely accessible.
A Multi-year agreements where possible to support labour stability.
Employees across all levels have access to:
Employee Value Proposition
A Health and risk insurance.
A Retirement funds.
Sasol’s Employee Value Proposition programme aims to promote and support:
A Special provisions for employees who suffer fatal injuries while in service.
These offerings form a core part of our total employee value proposition, which is reviewed annually by
the Remuneration Committee to ensure relevance and competitiveness. In cases of employee fatalities,
Sasol provides additional support to affected families, reinforcing our commitment to employee wellbeing.
Employee
safety and
wellbeing
(Who we Are)
Competitive
compensation
and benefits
(What we Offer)
Meaningful work,
and learning and
development
opportunities
(How we Work)
Inspirational
leadership, an
inclusive workplace
culture and a diverse
workforce
(How we Lead)
Culture
Our remuneration policy is a key enabler of the culture we seek to create and support, a culture that is
performance-driven, accountable, and aligned with long-term value creation. By linking reward outcomes
to strategic KPIs, the remuneration policy reinforces behaviours that foster a values based and
performance culture. It ensures that remuneration practices are fair, transparent, and competitive, while
promoting ethical conduct and a shared commitment to Sasol’s purpose and values.
Remuneration Principles for Leadership and Senior Management
Our Employee Value Proposition is grounded in our four cultural anchors each deeply
rooted in our values
Safety
Customer centricity
Care
• Safety is our
foremost priority
in all circumstances
• Win with customers
• Care for our
people, planet and
communities
• Place safety of
people first
• Innovate for
sustainable
solutions
• Commit to safety
production
• Enhance customer
experience
• Caring leaders,
enabling goal
delivery and a
strong team spirit
Performance
• Own our results
• Understand and
deliver on drivers
for performance
• Work together
for the benefit of
One Sasol, one
bottom line
For Leadership and Senior Management, remuneration principles are closely aligned with those of the GEC,
with the exception of minimum shareholding requirements. Pay levels are generally benchmarked against
market median using reputable survey data, and annual increases are informed by projected market
movement, inflation, and affordability. The increase cost is subject to the Committee’s approval.
Short-term incentives (STIs) for these levels are determined with reference to the Group STI Scorecard
which carries a weighting of 80% and individual performance a weighting of 20% (average individual
performance may not exceed 100% across a homogeneous group of roles).
Participation in the Long-term Incentive (LTI) plan is discretionary and based on role criticality,
performance, and market competitiveness. Vesting is subject to performance and time-based conditions,
with no accelerated vesting except in the case of death. All variable pay awards are subject to Sasol’s
Malus and Clawback policy.
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