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

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