Air Quality

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Air Quality

OUR APPROACH TO AIR QUALITY

Our SHE policy underpins our risk-based approach to mitigate and improve our atmospheric footprint relating to air quality management and ambient air quality improvement. This includes our ongoing efforts to prevent pollution and enable ambient air quality improvement through legal compliance and the application of our duty of care. We remain committed to engaging and collaborating with our stakeholders on our improvement commitments and associated progress. To this end, we participate constructively in policy and regulatory development processes as well as in community initiatives. We monitor our performance, report to the authorities thereon and disclose appropriately to our stakeholders.

OUR AIR QUALITY COMMITMENT

We acknowledge the link between our activities and air quality and the need to act responsibly in managing our impacts in the regions in which we operate. We have a holistic air quality management approach, which is appropriately informed by internationally accepted practices.

Managing Air Quality in South Africa

Over the years, we have continued our efforts to reduce our impact on air quality. These are focused on compliance with regulatory requirements to retain our licence to operate; innovative solutions; and constructive engagements with stakeholders including our fence line communities and regulatory authorities.

Safety of our people

Why this is a Material Matter

All employees and service providers must go home safely each day.
We remain committed to ensuring a safer workplace for all and Zero Harm.

Help Ensuring that our people return home safely Employee wellbeing Ongoing safety interventions and well-entrenched safety systems		Hinder Occurrence of fatalities and high-severity incidents Perception of air quality impact on health
Group strategic priority: Zero Harm ambition
Impact of Material Matter	Opportunities	Mitigation actions	Metrics Short term Medium term Long term
Productivity Volume output Earnings Sustainability Reputation	Leaders leading by example and ensuring interventions are undertaken by adopting a “learning and teaching” approach Reinforcing personal and leadership accountability by driving a safety culture change through leader-led initiatives, with an emphasis on frontline engagement and accountability Continued elevation of safety behaviour and measures Prioritising safety Embed operational excellence	Our Zero Harm commitment continuously reinforced as a Group top priority Proactively reviewing our workplace systems and practices to drive a reduction in process safety incidents High Severity Incident Prevention Programme Delivery of the Employee Value Proposition Fostering stronger collaboration with our service providers to ensure safety standards are consistently applied and maintained	Fatalities and high-severity incidents Recordable case rate Hospitalisations Process safety fires, explosions, and releases (FERs) Transport indicator of safety performance Senior leadership performance key indicators Environmental performance – number of major and significant environmental incidents
Risk Short term - Safety, Health and Environment

Strengthening for resilience

Why this is a Material Matter

By embracing agility, Sasol will remain robust and capable of navigating the complexities and challenges of the changing energy landscape. This will contribute to building a sustainable Sasol which is profitable and adaptable in the future.
As part of our strategic ambition to “strengthen our foundation”, we aim to enhance delivery and maximise free cash flow generation to strengthen the balance sheet.

Help Strengthen financial position to improve resilience and fund the Transition Optimal and cost competitive feedstock deployment of existing feedstocks (coal and natural gas) Monitoring cyber security risks and strengthening mitigation controls Building trust and credibility with external stakeholders Enhancing leadership across the more streamlined operating model Improving production volumes and reducing costs to enhance value Continuous human capital development		Hinder Operational underperformance and delivery (performance measurement, cost management, operational costs) Local infrastructure, utilities and logistics limitations negatively impacting feedstock availability, product dispatch, and customer centricity Market volatility, geopolitical uncertainty, and disruption Talent retention of critical skills Declining free cash flow generation Market pricing realisation and exchange rates volatility
Group strategic priority: Zero harm ambition \| Strengthen our foundation business \| Build an empowering culture \| Progress grow and transform agenda
Impact of Material Matter	Opportunities	Mitigation actions	Metrics Short term Medium term Long term
Financial resilience Operational stability ensuring optimum returns Earnings Sustainability Reputation Trust and credibility	Optimising the organisation for resilience Deliver shared value and growth Promote innovation Enhance our reputation Grow value through improved customer value proposition	Attend to operational stability Group financial market risk management policy, processes and frameworks (including hedging) Enhance cyber resilience Implement the Coal Quality Improvement Programme Optimise capital allocation and asset reviewsImprove cost competitivenes Maximise cash flow Enhance the go-tomarket model to better align with evolving consumer demands Reignite innovation Coal quality challenges persisted; however, mitigation actions have been introduced to increase gasifier availability and restore production.	R10-15bn cost savings against inflation by FY28 Maintaining a working capital range on 15,5% – 16,5% of turnover R15 – R20bn cumulative capital savings by FY28* Maintaining strong liquidity Net debt (excluding leases) sustainably below USD$3bn by FY28 Proactive risk management through extended hedging programme
Risk Short term - Safety, Health and Environment Short and medium term - People Short and medium term - Stakeholder

Sustainably grow and transform

Why this is a Material Matter

We are committed to unlocking full value and building a more sustainable business through a balanced and measured approach—transforming our business responsibly by ensuring ongoing value creation across all stakeholder groups.

Help Delivery of growth and transformation agenda in a value-accretive way Transition to alternative, sustainable and cost-competitive feedstocks Executing an optimised Emission Reduction Roadmap (ERR) Shared value creation aligned with our business transformation, prioritising localisation and economic diversification		Hinder Capital availability Enabling and accessing incentives for development and transitioning initiatives Impact of carbon tax regimes on Sasol in the future Adaptability of current operations to extreme weather events
Group strategic priority: Progress grow and transform agenda \| Deliver stakeholder value
Impact of Material Matter	Opportunities	Mitigation actions	Metrics Short term Medium term Long term
Long-term viability Financial resilience Increased climate change mitigation and adaptation pressures Stakeholder commitments Business sustainability Reputation	Enhancing our technology will open new growth avenues and expand the use of our products Foster stronger collaboration with government to achieve national decarbonization targets and objectives Renewable energy, gas-topower and biomass value creation Resilient communities and infrastructure that withstand the impacts of climate change, contributing to positive value creation	Progressing renewable energy development and integration Optimising the ERR and sustaining competitive advantage of the foundation business Building scalable growth opportunities to progressively transform the business Refining our roadmap to ensure air quality compliance, reduction in carbon intensity and value enhancement for all stakeholders Leverage innovation for scalable growth and transformation, building on existing success and position for renewable energy (RE) leadership Aggregate liquefied natural gas to meet long-term external market demand Continue to optimise and mature projects in southern Mozambique	Optimised ERR to achieve 30% GHG reduction by 2030 ~2GW of Renewable Energy by 2030, which is value-accretive in SA Continued energy efficiency improvements Grow sustainable fuels and chemicals
Risk Short term - Financial Short to long term – Strategy Execution, Climate and Sustainability

Environmental stewardship

Why this is a Material Matter

We need to operate within the regulatory and policy framework to maintain our licence to operate.
Building a strong foundation to reduce GHG emissions and carbon intensity.

Help Managing and meeting our environmental compliance obligations Renewable energy deployment Continued focus on improving our environmental footprint		Hinder Emerging regulatory compliance obligations Cost of transition and adaptation Adapting to an evolving environmental landscape
Group strategic priority: Progress grow and transform agenda \| Deliver stakeholder value
Impact of Material Matter	Opportunities	Mitigation actions	Metrics Short term Medium term Long term
Earnings Growth Long-term viability Stakeholder commitments Sustainability Reputation	Protecting our licence to operate Improved environmental footprint will positively impact our ESG ratings, increasing investment attractiveness Pursue emerging sustainable opportunities	Flexible strategy to respond to evolving regulations and policies Proactive engagements with critical stakeholders Consideration of renewable energy capacity in excess of approximately 2 GW, as well as other value accretive opportunities such as sustainable carbon feedstocks and carbon offsets – to reduce emissions	Renewable energy uptake targets Continued biodiversity focus Short-term water targets Baseline understanding of circularity at Sasol Delivering value with lower carbon intensity
Risk Short term - Safety, Health and Environment

Strengthening relationships with customers, stakeholders and regulators

Why this is a Material Matter

Strengthening relationships with all our stakeholders is essential to building credibility and trust.
Being perceived as a credible partner will contribute to effective delivery and the creation of shared value.

Help Enhancing customer experience through improved systems and processes Partnering opportunities Advocacy, strengthening partnerships to support economic inclusion Maintain regular and transparent communication and disclosure Focus on Employee Value Proposition Government engagement on policy and regulatory matters Caring and engaging communities		Hinder Negative perception of Sasol Perceived lack of transparency around employment opportunities Inconsistent shareholder returns Regulatory changes Pressure from competitors Internal capacity constraints
Group strategic priority: Progress grow and transform agenda \| Deliver stakeholder value
Impact of Material Matter	Opportunities	Mitigation actions	Metrics Short term Medium term Long term
Breakdown in relations with host government Volume output Earnings Loss of licence to operate Growth Sustainability Reputation Employee Value Proposition	Continued transparent disclosure of Sasol’s plans Simplifying processes and systems Be an employer of choice Clear plans setting out shift towards lower-carbon feedstocks Supplier relationship management	Customer relationship management Supplier relationship management Deliver on stakeholder commitments impacting local content Social investment programme Execution of the Reputation Management programme Optimally executing our just transition roadmap Delivery of the Employee Value Proposition Our Zero Harm aspiration continuously reinforced as a Group top priority Grow value through improved customer value proposition	Emerging medium enterprise opportunity implemented, and the spending incurred Sasol’s involvement in social issues and projects in communities Employee engagement surveys Customer, supplier and other stakeholder satisfaction engagements Stakeholder perception surveys and assessments
Risk Short and medium term - Stakeholder and reputation

Air quality offsetting
Air quality roadmap progress

We are committed to implementing the second phase of our offsetting implementation plan which is focused on the reduction of PM and SO2 pollution in the surrounding communities. The plan includes a comprehensive education and awareness campaign, covering the public and schools. The school awareness campaign consisted of nine secondary schools within the communities of Govan Mbeki Local Municipality. The campaign created a positive impact as learners were introduced to in- depth concepts of air quality. Engagements sessions and door-to-door campaigns that were conducted, exceeded 7500 households in Embalenhle and Lebohang since the inception of the campaign. The impact of the programme was bolstered by the publication of these relevant topics, in local newspapers, in three regional languages. Between 2017 and 2020, we implemented the retrofitting of thermal insulation to houses and a LPG for coal stove swop in 5532 households across eMbalenhle and Lebohang to reduce emissions from coal burning, while simultaneously improving the quality of life participating households. The evaluation of the household intervention was conducted in 2023 during the Phase 2 Re-baseline Air Quality Offsetting Campaign study of which 507 retrofitted households participated. 97% of the retrofitted households remain coal free. Additionally, 200 houses were retrofitted in eMbalenhle during the Phase 2 household intervention offsetting project. Sasolburg’s offset programme continues to contribute to air quality improvement. The paving of the original 1.6 km road in Zamdela assisted in limiting dust liberation due to vehicles travelling on the road. Approximately 5 000 ton of PM10 and 1 300 ton of PM2.5 emissions per year were reduced. An additional 1.8 km of road in the same area has been paved during the reporting period and the associated reduction impact will be assessed during 2025. Sasolburg and Natref cut about 3.6 million m2 of grass and removed some 900 ton of biomass around the Sasolburg area. Approximately 6 tons of PM10, 5 tons of PM2.5 and 1 ton of SO2 emissions were avoided due to this intervention. Furthermore, around 2 740 tons of domestic waste was removed resulting in approximately 20 tons of PM10, 19 tons of PM2.5 and 3 tons of SO2 emissions being avoided.

Sasolburg’s longer-term planning includes the role out of low smoke coal stoves within the Zamdela area to households making use of open fires for heat and cooking purposes. A pilot project was launched where 50 stoves were tested within a community in Oranjeville. Promising results, with an 80% reduction in emissions compared to conventional stoves have been observed. The next phase is to commercialise the stove where after construction and a larger role out will commence. The Education and Awareness program within the Zamdela area was a success with 10 100 learners and 80 teachers reached through this program. The program entailed inter alia an informative puppet show for lower grades and an industrial theatre for higher grades.

The vehicle emission testing program which has been re-established and weekly monitoring of vehicle emissions has commenced.

Improvements for Particulate Matter reduction within Secunda, Sasolburg and Natref Operations include:

At Secunda Operations, we have retrofitted 16 out of 17 ESPs with abatement equipment and
At Sasolburg’s Steam Station plants, we upgraded eight of the 12 ESPs with one boiler being retrofitted at our Steam Station 1 plant

Improvements for Nitrogen Oxide reduction within Secunda, Sasolburg and Natref Operations include:

Three additional low NOx retrofits at our boiler fleet were completed during the reporting year at SO with a fourth installation ongoing, with the roll-out of the remainder of the fleet on track to be fully compliant with the MES limit. A total of 9 boilers were retrofitted with low NOx burner abatement technology up to date.
At SEO, low NOx burners were installed on seven of the 12 operational boilers, with one low NOx burner installation currently in progress.

Improvements reduction from our incinerators within Secunda and Sasolburg:

The Bio-sludge to gasification project is now in construction phase with eight reactors (part of the Cambi lysis units) installed up to date. This project will enable carbon beneficiation from this waste stream that is currently incinerated in the bio-sludge incinerators, enabling the decommissioning of the bio- sludge incinerators
At Sasolburg, we continue to review the sustainable alternative method to incineration for the handling of the Sasolburg waste streams

Downloads

Sasol Sustainability Report 2023

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Attendee Link - Virtual public consultation forum invitation_18 Jan 2022

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SASOLBURG OPERATIONS AELs

20200103084655788_0.pdf

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20200103085004202_0.pdf

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20200103085146309_0.pdf

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20200103085530423_0.pdf

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20200103090000492_0.pdf

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SECUNDA OPERATIONS AELs

1 Secunda Operations Synfuels, with reference number 0016/2025/F04.

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2.2 Secunda tank farm and loading, with reference number 0018/2025/F04.

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2.3 Secunda Operations Solvents, with reference number 0017/2025/F04.

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2.4 Secunda Operations Polymers, with reference number 0021/2025/F04

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2.5 Secunda Operations Nitro fertilizers, with reference number 0020/2025/F05

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2.6 Sasol Oil (Pty) Ltd, with reference number 0019/2025/F05.

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