SASOL Integrated Report 2025_Final_28 August 2025 - Flipbook - Page 16
INTRODUCTION
ABOUT SASOL
STRATEGIC OVERVIEW
PORTFOLIOS
ESG
DATA AND ASSURANCE / ADMINISTRATION
REMUNERATION REPORT
BUSINESS MODEL USING THE SIX CAPITALS continued
Outcomes and trade-offs
FC
FC
FINANCIAL CAPITAL
HUMAN CAPITAL
EBIT R18,82 billion (LBIT R27,31 billion)
Work-related fatalities one (five)
Cash generated by operating activities R47,80 billion (R52,32 billion)
High-severity injury severity rate (HSI-SR): 8,39 (15,22)
HEPS per share R35,13 (R18,19)
Hospitalisations 65 (59)
Attributable earnings R6,77 billion (loss R44,27 billion)
Wages and benefits R36,23 billion (R36,57 billion)
Net debt to EBITDA 1,6 times (1,5 times)
Statutory reported occupational diseases 45 (37)
Gearing 54% (64%)
Safety training of employees (face-to-face and online) service providers 21 470 (23 814)
Standard and Poor’s rating Sasol BB+ (stable outlook) in October 2022 and Moody's
downgrade rating to Ba1 with a negative outlook in May 2025
Safety training for service providers 59 984 (60 340)
Key actions to sustain value
Key actions to sustain value
• One of the FY26 priorities is focused on free cash flow generation
• Optimising working capital
• Stringent management of costs and capital
• Direct capital spend to lower risk projects
• Restoring operational performance across the business which increases our volumes
and supports top line revenue growth
• Driving margin improvement through prioritising higher-margin channels to market
• The FY26 focus on promoting a culture of safety and zero harm
• Continued to align our organisational culture aspiration
• Strengthen Leadership Effectiveness and Capability Development
• Unequivocal safety focus by the Chief Executive Officer and the Group Executive
Committee
• Employee engagement
MATERIAL MATTERS IMPACTED: Safety of our people
MATERIAL MATTERS IMPACTED: Strengthening for resilience
It is important that all employees and service providers return home safely and drive
our focus on Zero Harm. Continuous investment of time, and money to ensure our
safety protocols are in place, are understood, and being adhered to.
Sustainable free cash flow, will strengthen the balance sheet in the short term
and ensure a competitive and sustainable position in the long term.
Short-term
impact
Capitals impacted
FC
A focus on financial management is key to profitability and future
adaptability.
NC
An improved financial position, will enable us to invest in a more sustainable
Sasol and to ensure greater resource efficiency.
MC
A strong and resilient financial position, will enable investment to improve
our production capability and to grow and transform.
FC
HC
Capitals impacted
Ongoing investment in safety training, equipment and infrastructure.
Continued focus on our safety culture is embedded resulting in fewer
serious incidents.
The loss of lives, the injuries sustained and the health issues
experienced by our employees and communities.
Provided psychological and wellbeing support to our employees.
Credibility with our stakeholders, greater engagement with our financial
partners and increased support through bursaries.
SC
Short-term
impact
Long-term
impact
Our efforts to focus on strengthening our foundation may negatively impact
the performance of the pension – and other – funds that invest in Sasol in the
short term. In the longer term, this should improve. The same is true for our
contribution to revenue authorities.
MC
A fatality and an increase in hospitalisations is evident of area
of improvement relating to safety. LWDCR increased from FY24.
Addressing underlying causes to reduce LWDCR will positively impact
productivity in the long term.
SC
Our commitments support community health through a range of
initiatives provides us is a social licence to operate and support our
credibility among stakeholders.
Comparative figures for previous year indicated in brackets.
SASOL INTEGRATED REPORT 2025
15
Long-term
impact
