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Copyright ©, 2026, Sasol RESULTS PRESENTATION 30 June 2026
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2Copyright ©, 2026, Sasol 2Copyright ©, 2025, Sasol 22Copyright ©, 2026, Sasol AGENDA Q&A Business overview Financial framework Strategic update Simon Baloyi Simon Baloyi Walt Bruns Strengthen our foundation Grow and Transform
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3Copyright ©, 2026, Sasol Disclaimer - Forward-looking statements www.sasol.com Sasol may, in this document, make certain statements that are not historical facts that relate to analyses and other information which are based on forecasts of future results and estimates of amounts not yet determinable. These statements may also relate to our future prospects, expectations, developments and business strategies. Words such as “believe”, “anticipate”, “expect”, “intend", “seek”, “will”, “plan”, “could”, “may”, “endeavour”, “target”, “forecast” and “project” and similar expressions are intended to identify such forward-looking statements but are not the exclusive means of identifying such statements. By their very nature, forward-looking statements involve inherent risks and uncertainties, both general and specific, and there are risks that the predictions, forecasts, projections and other forward-looking statements will not be achieved. If one or more of these risks materialise, or should underlying assumptions prove incorrect, our actual results may differ materially from those anticipated. You should understand that a number of important factors could cause actual results to differ materially from the plans, objectives, expectations, estimates and intentions expressed in such forward-looking statements. These factors are discussed more fully in our most recent annual report on Form 20-F filed after 12:00 SAST (South African Standard Time) on 1 September 2026 and Exchange Commission. The list of factors discussed therein is not exhaustive; when relying on forward-looking statements to make investment decisions, you should carefully consider both these factors and other uncertainties and events, and you should not place undue reliance on forward-looking statements. Forward-looking statements apply only as of the date on which they are made and we do not undertake any obligation to update or revise any of them, whether as a result of new information, future events or otherwise. Comprehensive additional information is available on our website: www.sasol.com These statements may also relate to our future prospects, expectations, developments and business strategies
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4Copyright ©, 2026, Sasol 4Copyright ©, 2025, Sasol 44Copyright ©, 2026, Sasol BUSINESS OVERVIEW ◎ Simon Baloyi President and Chief Executive Officer Strengthen our foundation
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5Copyright ©, 2026, Sasol What you will hear today | Delivering today, positioning for tomorrow Strengthening the foundation business while advancing future growth Improving safety indicators Restoring Southern Africa value chain Resetting International Chemicals Stronger Balance sheet Advancing Grow and Transform strategy
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6Copyright ©, 2026, Sasol FY26 targets delivered | Strengthening the foundation business for greater resilience Coal quality Sinks <12% 12 - 14% SA brent oil breakeven1 US$49/bbl [Includes ~US$6 - 9/bbl impact]1 SO volumes of 7,0 - 7,2mt Secunda volumes 7,26mt Gasifier and equipment availability Breakeven between US$55 - 60/bbl International Chemicals Adj EBITDA US$604m [Includes ~US$150 - 200m impact]2 Adj EBITDA US$375 - 450m Net debt3 US$3,3bn Net debt <US$3,7bn at year end Emission Reduction Roadmap >500MW Renewable energy online in SA Up to 2GW RE online 1. Breakeven for Southern Africa integrated value chain, including sustenance capital. Includes the impact of no SO shutdown in FY26 and a more supportive macro-economic environment in Q4 FY26 2. Includes the impact of a more supportive macro -economic environment in Q4 FY26 3. Excluding lease liabilities. The net debt calculation has been updated to exclude equity joint venture net debt. FY30 target: FY26 target: FY26 target: FY26 target: FY26 target: FY26 target:
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7Copyright ©, 2026, Sasol Safety | Ongoing actions to embed an improved safety culture Learnings shared across the Business Major FER’s 0 (FY25: 0) Significant FER’s 9 (FY25: 21) Fatalities1 2 FY25: 1 Hospitalisations 40 FY25: 65 RCR 0,21 FY25: 0,25 1. Fatalities occurred on 30 September 2025 and 16 April 2026 Leadership actions to reduce risk Culture change, capability building and continuous improvement Advance process safety initiatives Enhanced accountability, accreditation and oversight Accountable leadership Embed safety culture Process safety management Service provider safety FY27 Focus Areas
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8Copyright ©, 2026, Sasol 1. Free cash flow is defined as cash available from operating activities less first order capital and related capital accruals. Excluding the benefit of the once-off net legal settlement received from Transnet SOC Ltd in FY25, free cash flow incre ased 26% compared to prior year FY26 financial highlights | Strong financial performance External environment Management actions Financial highlights Market volatility Elevated volatility across energy and chemicals Foreign exchange Stronger Rand/USD Global trade Challenging trade flows and supply chains Geopolitics Heightened uncertainty Risk management, including prudent hedging Improved operational performance Cost and capital optimisation Commercial agility Adjusted EBITDA R61bn ▲ 17% Cash fixed costs R70bn ► - % Capital expenditure R21bn ▼ 18% Free cash flow1 R12bn ▼ 5% > >
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9Copyright ©, 2026, Sasol Feedstock security | Protecting the value chain through stable feedstock ▪ Improved coal quality from destoning ▪ Higher production from operational improvements ▪ Cost discipline maintained ▪ Production impacted by well performance and flooding event ▪ Additional PPA projects completed, supporting gas plateau extension ▪ PSA BO enabling Moz in-country NG and LPG production MiningGas ▪ Sustain coal quality to support SO production ▪ Increase own coal production ▪ Reduce cost from lower external coal purchases FY26 DELIVERY FY27 FOCUS AREAS Sinks <12% Production ▲ 1% Cost per sales ton ▼ 1% ▪ Commission PPA Junction Compression ▪ Increase flexibility of PSA asset ▪ Regulatory approval for gas pricing Sinks <12% Production 30 - 32mt Cost per sales ton R680 - 750/ton Production ▼ 7% PSA BO achieved Progress MRG bridge Production 0 - 5 %▲
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10Copyright ©, 2026, Sasol Southern Africa business | Delivering a stronger, more competitive business 1. Breakeven for Southern Africa integrated value chain, including first order capital. 2. Includes the impact of no SO shutdown in FY26 and a more supportive macro -economic environment in Q4 FY26 7,2 - 7,4mt SO production US$53 - 58/bbl breakeven1 FY27 TARGET FY26 DELIVERYFY27 FOCUS AREAS 7,26mt SO production ▲ 8% vs PY US$49/bbl breakeven1;2 [Includes ~US$6 - 9/bbl impact] FY26 RESULTS ▪ SO production at 5-year high; improved gasifier availability and stable operations ▪ Stable Natref performance; useful life extension enhances long-term value ▪ ORYX impacted by Middle East geopolitical disruptions ▪ Higher fuel sales through 100% Natref utilisation and higher SO, capturing strong refining margins ▪ Continued growth into higher-value fuel channels ▪ Higher Chemicals sales, benefitting from recovery of Q4 basket price ▪ Progress gasifier turnaround and safely execute SO shutdown ▪ Maintain Natref operational reliability; Hybrid refinery BO in H2 FY27 ▪ Continued cost reduction initiatives ▪ Increase market share in higher-value retail and commercial fuels channels ▪ Strengthen customer value and profitability through commercial initiatives ▪ Protect and grow Chemicals value in a dynamic market environment Operations Marketing and Sales
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11Copyright ©, 2026, Sasol Adj EBITDA US$450 - 600m Adj EBITDA Margin 10 - 12% FY27 TARGET International Chemicals | Improved profitability from strategic actions and market opportunities 1. Enterprise Resource Planning 2. Includes the impact of a more supportive macro -economic environment in Q4 FY26 FY26 DELIVERYFY27 FOCUS AREAS Adj EBITDA US$604m ▲ 47% vs PY [Includes ~US$150 - 200m impact]2 Adj EBITDA Margin 12% ▲ 3% vs PY [Includes ~2 - 3% impact]2 FY26 RESULTS ▪ Enhanced commercial excellence and organisational agility ▪ Captured Q4 market opportunities ▪ FID taken on Brunsbüttel alumina project ▪ Improved operating performance ▪ Operations stopped at closed/mothballed assets ▪ 7% CFC savings incl. restructuring cost ▪ Continued ERP1 rollout in Europe ▪ Pro-actively respond to changing market conditions ▪ Strengthen customer and product portfolio mix ▪ Restart of the Paraffin unit in Italy ▪ Optimise asset availability in line with demand ▪ Advance sustainability initiatives ▪ Continue business transformation initiatives ▪ Strong focus on cost discipline in volatile environment ▪ Improve cash conversion rate Strengthening competitiveness and returns through IC reset Market focus Portfolio optimisation Cost discipline
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12Copyright ©, 2026, Sasol FY26 contribution | Creating value beyond our operations Contribution to the economyContribution to society >R760m spent globally on social investment programmes Socio-economic development >R95m invested in Bridge to Work, with ~450 artisan learners trained Skills development ~R46bn paid in global direct and indirect tax Tax contribution >R235m invested in global infrastructure projects Community infrastructure Reliable fuel and global chemicals supply during the Middle East conflict Strategic importance ~R115m funding provided to SMEs, sustained >3 400 jobs and created >400 jobs SME development
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13Copyright ©, 2026, Sasol FY27 focus areas | Building credibility through performance Zero harm ambition Strengthen our Foundation Business Progress Grow and Transform Ensure that everyone goes home safely Optimise FCF to sustainably reduce net debt Pursue value accretive opportunities to deliver long term value Develop innovative solutions for lasting mutual value Maintaining a supportive workplace that embraces AI for high performance Embed strong stakeholder relationships to create shared value Enhance customer experience Cultivate an empowering and inclusive culture Deliver stakeholder value
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14Copyright ©, 2026, Sasol 14Copyright ©, 2025, Sasol 1414Copyright ©, 2026, Sasol FINANCIAL FRAMEWORK ◎ Walt Bruns Group Chief Financial Officer Strengthen our foundation
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15Copyright ©, 2026, Sasol Macro environment | Supportive H2 market conditions Brent crude oil1 Rand / US dollar1 Refining margin2 Chemical basket price2 1. Brent crude oil based on S&P Global and Rand / US dollar based on London Stock Exchange Group 2. Sasol achieved price FY26 avg: 79,5 US$/bbl ▲ 7% FY26 avg: 25,1 US$/bbl ▲ >100% FY26 avg: 1 316 US$/ton ▲ 1% ▪ Brent crude prices higher Supply limitations through Strait of Hormuz with subsequent easing of geopolitical risk ▪ ZAR/USD strengthened US$ weakness, improved SA policy credibility and domestic economic fundamentals ▪ Chemicals basket pricing remains subdued Capacity overhang and weak demand environment prevails, despite conflict-driven supply tightness ▪ Refining margin significantly stronger Improved international product differentials and stronger Natref operational performance FY26 avg: 16,9 Rand/US$ ▼ 7% 50 60 70 80 90 100 110 120 130 Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 15 16 17 18 Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 0 10 20 30 40 50 60 70 80 Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 1000 1100 1200 1300 1400 1500 1600 1700 Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
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16Copyright ©, 2026, Sasol FY26 financial scorecard | Disciplined delivery against targets DELIVERYTARGET 1. Net trading working capital as a percentage of turnover 2. Maintain and selective Growth and Transform capital 3. Excluding lease liabilities. The net debt calculation has been updated to exclude equity joint venture net debt 4% higher sales volumesDeliver in line with targetVolumes Flat versus PYBelow inflation (3%)Cash fixed cost R21bnR20 - 22bnCapital expenditure2 US$3,3bnBelow US$3,7bnNet debt3 18,3% (12-month) 16,6% (6-month) 15,5 - 16,5%Working capital1 FY27 oil hedge programme completed; ZAR/USD programme underwayComplete FY27 hedging programmeHedging - -
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17Copyright ©, 2026, Sasol Group financials | Translating delivery into stronger financial outcomes FY26 Rm FY25 Rm % Turnover 272 118 249 096 9▲ Gross margin 126 341 112 118 13▲ Gross margin % 46 45 1▲ Cash fixed cost (CFC) (70 158) (69 872) - Adjusted EBITDA 60 705 51 764 17▲ Remeasurement items (17 320) (19 645) 12▼ Earnings before interest and tax 25 690 18 819 37▲ Basic earnings per share (R) 18,99 10,60 79▲ Headline earnings per share (R) 38,31 35,13 9▲ Capital expenditure (20 872) (25 413) 18▼ Net trading working capital %1 18,3% 15,4% 3▲ Free cash flow2 11 889 12 558 5▼ 1. Net trading working capital as a percentage of turnover for the year 2. Free cash flow is defined as cash available from operating activities less first order capital and related capital accruals Higher gross margin benefitted from ▪ 4% higher sales volumes, stronger product pricing, partly offset by 7% stronger R/US$ exchange rate Below-inflation cost increase and lower capital ▪ CFC remained flat through focused cost saving initiatives ▪ Lower capital with completion of major projects and absence of SO shutdown Remeasurement includes non-cash impairments off ▪ Secunda liquid fuels refinery CGU (R7,7bn) and SA Polyethylene CGU (R3,7bn) due to change in longer-term macro assumptions ▪ Mozambique development (R4,3bn) recognised at H1 FY26 Higher working capital ▪ Sasol operating Prax’s portion of Natref, higher pricing after ME conflict and higher fuels inventory Free cash flow lower ▪ Impacted by elevated working capital ▪ Cash flow from operations increased by 22%
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18Copyright ©, 2026, Sasol R12 - 14bn cumulative total capital expenditure savings versus CMD guidance 27 - 28 25 23 - 25 20,5 27 - 29 22 - 25 1 0,4 1 0,4 2 1 0 5 10 15 20 25 30 35 FY25 FY26 FY27 Capital management | Delivering a more capital-efficient business Maintain Selective Growth and Transform 1. Capital expenditure is impacted by R/US$ exchange rate – 10c change equals ~R32m impact in capital expenditure 1 CMD CMDActual Actual Forecast FY26 capital lower than prior year due to ▪ Completion of gas feedstock and environmental compliance projects ▪ Absence of SO shutdown and continued capital optimisation ▪ Prioritising safety and maintaining asset integrity FY27 guidance lower versus CMD ▪ Embedded cost and scope optimisation ▪ Phasing of planned project expenditure ▪ Selective Growth and Transform spend dependent on project value, readiness and the availability of carbon tax recycling or similar mechanisms CMD
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19Copyright ©, 2026, Sasol Capital allocation | Continued balance sheet strengthening and value created Maintain safe and reliable operations Selective Growth and Transform Net debt1 sustainably <US$3bn Pay dividends of 30% of FCF2 Further debt reduction 2nd order allocation 1st order allocation 1. Excluding lease liabilities. The net debt calculation has been updated to exclude equity joint venture net debt. 2. Free cash flow is defined as cash available from operating activities less first order capital and related capital accruals Net debt Sustainably <US$3bn 4,1 3,7 3,3 2,0 3,0 4,0 5,0 FY24 FY25 FY26 By FY28 Net debt1 US$ bn Invest in growth and transform Additional shareholder returns CMD net debt profile (base case) Liquidity ~US$5bn ▲ 21% vs PY Debt maturity profile extended ZAR : USD debt mix 11 : 89 ▲ 5% vs PY Gross debt US$5,7bn ▼ 2% vs PY
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20Copyright ©, 2026, Sasol Hedging | Protecting the balance sheet through disciplined risk management OIL using a combination of options Floor ~ US$59/bbl R/US$ using mainly zero cost collars 1. 10c change in average Rand/US$ = ~R810m (US$50m) EBIT impact (excluding hedging) in FY27 2. US$1/bbl change in average Brent crude oil = R650m (US$40m) EBIT impact (excluding hedging) in FY27 3. Effective hedge cover ratio Stable operations Stronger balance sheet Calibrate hedge cover ratio 40 - 50% HCR2 25% - 35% HCR Avg. collar range R16,50 - R19,00 Protect downside Manage cost Keep upside participation Hedging principles FY27 hedge programme1 Looking ahead
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21Copyright ©, 2026, Sasol 43,5 7,5 Segmental performance | Diversified portfolio underpins resilient earnings 46,8 10,2 (16%) (84%) Adjusted EBITDA1 R52bn FY26FY25 Business Contribution Adjusted EBITDA1 R61bn International Chemicals R6,9bn ▲ 45% Higher volumes, partially offset by softer ethylene margins Chemicals America R4,9bn ▼ 11% Phase out of export coal sales Mining R7,1bn ▼ 21% Lower volumes and stronger R/US$ Gas R27,4bn ▲ 54% Higher volumes and prices, offset by Transnet settlement in PY Fuels R7,5bn ▼ 33% Stronger R/US$, partially offset by higher volumes Chemicals Africa R3,3bn ▲ 23% Higher margins, offset by lower volumes Chemicals Eurasia Southern Africa Energy and Chemicals International Chemicals 1. Includes the Corporate Centre EBITDA profit/(loss) in FY26 and FY25 Southern Africa (15%) (85%)
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22Copyright ©, 2026, Sasol Balance Sheet strength Shareholder returns Robust cash generation FY27 outlook | Driving performance to deliver sustainable value 1. Net trading working capital as a percentage of a 6 -month annualised turnover 2. Maintain and selective growth and transform capital 3. Breakeven for Southern Africa integrated value chain, including first order capital 4. Excluding lease liabilities TARGET Deliver in line with targets Net debt <US$3,3bn4 Supported by proactive risk management SA oil breakeven3 US$53 - 58/bbl Increase below inflation 15,5 - 16,5% R23 - 26bn IC Adj EBITDA US$450 - 600m Volumes Capital expenditure2 Business profitability Balance sheet Cash fixed cost Working capital1 OUR FOCUS IS CLEAR
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23Copyright ©, 2026, Sasol 23Copyright ©, 2025, Sasol 2323Copyright ©, 2026, Sasol STRATEGIC UPDATE ◎ Simon Baloyi President and Chief Executive Officer Grow and Transform
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24Copyright ©, 2026, Sasol Sasol’s strategic importance | Supporting South Africa's energy security and economic resilience Energy security Providing reliable fuel and gas supply to meet SA’s energy needs Industrial value chain Supplying essential chemical feedstocks that support key industries Economic contribution Significant contributor to GDP, employment and social development Energy transition Investing in lower-carbon intensity solutions, supporting SA’s transition
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25Copyright ©, 2026, Sasol Grow and Transform | Positioning for future growth ~1 370 MW secured1 ~2GW by FY30 on track ▪ ISCC+ certification received for Natref and SO, supporting sustainable product pathways ▪ SAF opportunities continue to be progressed ▪ SAF licensing agreements signed through the Sasol- Topsoe collaboration Advancing renewable energy at scale Developing future value streams 510 MW 860 MW Operational In construction ▪ ~1 370 MW total RE secured1 through PPA’s ▪ Diversified across wind, solar PV and battery storage ▪ RE in operations increased to ~510 MW ▪ Cost savings2 of ~R500 - 550m p.a ▪ GHG emission reduction2,3 of ~0,7 - 0,8mt p.a CO2e 1. Partially procured with Air Liquide 2. Estimated cost savings and GHG emission reductions are based on renewable energy generation from projects currently in operat ion (~510 MW). Actual outcomes may vary depending on wind and solar resource availability during the year 3. Based on Sasol’s allocation of renewable energy in operation
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26Copyright ©, 2026, Sasol FY28 delivery | On track to deliver our CMD targets Future-fit portfolio Stronger value chains Capital allocation and value Value-led transition and strategic operationality 1. Excluding lease liabilities 2. GHG reduction off the 2017 base FY28 FY27 FY26 FY25 Targets delivered Targets delivered In progress Deliver FY28 targets BEYOND Build sustainable value CMD MAY 2025 Strong operations SO >7,4mt By FY28 STRENGTHEN THE FOUNDATION BUSINESS to be more competitive and resilient Robust cash generation SA breakeven: US$50/bbl IC Adj EBITDA: US$750 - 850m Resilient balance sheet Net debt <US$3bn1 Lower carbon emissions 30% GHG reduction2 By FY30 Scale renewable energy Up to 2 GW online Grow sustainable fuels and chemicals Product offtake in line with market demand GROW AND TRANSFORM for sustainable future value
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27Copyright ©, 2026, Sasol THANK YOU Q&A Session to follow
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28Copyright ©, 2026, Sasol 28Copyright ©, 2025, Sasol 2828Copyright ©, 2026, Sasol ADDENDUM
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29Copyright ©, 2026, Sasol FY27 Outlook GroupMining Gas Fuels Chemicals Africa International Chemicals Sales volumes 0 - 5% higher then PY Secunda production 7,2 - 7,4mt Fuels sales volumes (3) - 3% higher than PY Gas production 0 - 5% higher than PY Mining saleable production 30 - 32mt Coal quality: Sinks <12% Total cost per sales ton R680 - R750/ton SA oil breakeven3 : US$53 - 58/bbl CFC Below inflation Capital R23 - 26bn Net debt1 <US$3,3bn Working capital2 15,5 - 16,5% Adjusted EBITDA US$450 - 600m Adjusted EBITDA margin 10 - 12% 1. Excluding lease liabilities. 2. Net working capital as a percentage of a 6-month annualised turnover. 3. Breakeven for Southern Africa integrated value chain, including first order capital
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30Copyright ©, 2026, Sasol FY26 safety data Occupational Safety 0 0,1 0,2 0,3 0,4 0 20 40 60 80 100 120 FY23 FY24 FY25 FY26 RCR Fatalities, hospitalisations and LWDCs Fatalities LWDC Hospitalisations RCR ▪ 2 tragic fatalities, one at Mining in September 2025 and another at SO in April 2026 ▪ Significant improvement in key leading safety indicators, including reduced injury severity ▪ Increased focus on risk exposure reduction and culture change ▪ Service provider accountability, accreditation and performance oversight
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31Copyright ©, 2026, Sasol FY26 Greenhouse gas emissions data - 15% ▪ ~ 15% net GHG emission reduction off 2017 baseline ▪ Gross GHG reduction of 8,6%, together with 3,8mt CO2e carbon credits retired in FY26, contributed to a total net GHG reduction of 15% ▪ Improved operational stability and higher production volumes increased gross emissions vs prior year ▪ Continued progress on energy efficiency and renewable energy initiatives across the Group underpinned lower emissions in FY26, compared to our FY17 baseline GHG Emissions1 65,908 64,212 63,432 62,640 63,766 61,804 62,357 62,080 56,745 59,846 55,955 45,000 49,000 53,000 57,000 61,000 65,000 69,000 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 FY26 kt CO2 equivalent Gross Emissions Net Emissions Carbon offsets 2 1. Southern Africa Energy and Chemicals and International Chemicals combined scope 1 and 2; includes Secunda, Sasolburg, Mining, North America, Eurasia and our pipelines, which is a portion of our strategic business units 2. The FY17 International Chemicals Scope 1 and 2 baseline was restated from 2 880 ktCO₂e to 2 907 ktCO₂e following a recalculation of the Eurasia baseline
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32Copyright ©, 2026, Sasol Group financials EBIT ▲ 37% Variance year-on-year FCF3 ▼ 5% Variance by business driver 18,8 25,7 21,9 5,7 1,1 2,3 8,4 2,2 5,5 3,0 5,0 FY25 Exchange rates Crude oil and unit margins Sales volumes Inflation Cash fixed cost FY25 Transnet legal settlement Remeasurement Items¹ Rehabilatation provision Other FY26 Rand billion 1. FY25 impairment of R20,7bn includes the SA value chain R14,0bn; PSA R3,1bn; Italy R3,3bn and partly offset by reversal of imp airment on China R1,2bn. FY26 impairment of R16,8bn includes the SA value chain R12,3bn and PSA R3,8bn 2. Other includes mainly lower equity-accounted income (R1,5bn) and unrealised derivative and translation losses (R3,1bn) 3. Free cash flow after tax, interest and 1st order capital expenditure 2 56,7 11,9 14,7 4,8 5,6 21,1 1,4 Cash flow from operations Movement in working capital Net finance cost Tax paid 1st order capital Dividends received Free cash flow Rand billion
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33Copyright ©, 2026, Sasol Abbreviations and definitions Adjusted EBITDA - Adjusted EBITDA is calculated by adjusting EBIT for depreciation, amortisation, share-based payments, remeasurement items, change in discount rates of our rehabilitation provisions, all unrealised translation gains and losses and all unrealised gains and losses on our derivatives and hedging activities. * All variances disclosed are in comparison between the full year of 2026 and the full year of 2025 ADR American Depositary Receipts JV Joint venture AI Artificial intelligence kt kilotons Avg. Average LPG Liquefied Petroleum Gas BO Beneficial operation LWDC Lost work day cases CFC Cash fixed cost ME Middle East CGU Cash generating unit Moz Mozambique CMD Capital markets Day MRG Methane rich gas CO2 Carbon dioxide Mt million tons CO2e Carbon dioxide equivalent MW Megawatt EBIT Earnings before interest and tax NERSA National Energy Regulator of South Africa EBITDA Earnings before interest, tax, depreciation and amortisation NG Natural gas ERP Enterprise Resource Planning NYSE New York Stock Exchange FCF Free cash flow PPA’s Power purchase agreement FERs Fires’ explosions and releases PPA Petroleum Production Agreement FID Final investment decision PSA Production Sharing Agreement GDP Gross domestic product PY Prior year GHG Greenhouse gas RCR Recordable case rate GW Gigawatt RE Renewable energy HCR Hedge cover ratio SA South Africa IC International Chemicals SAF Sustainable aviation fuel ISCC+ International Sustainability and Carbon Certification Plus SME Small medium enterprises JSE Johannesburg Stock Exchange SO Secunda Operations
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34Copyright ©, 2026, Sasol Additional information ORDINARY SHARE ▪ JSE: SOL ▪ ISIN: ZAE000006896 ADR ▪ NYSE: SSL ▪ ISIN: US8038663006 ▪ Cusip: US8038663006 ▪ Ratio DR:ORD – 1:1 ▪ Depositary Bank: JP Morgan Depositary Receipts +27 10 344 9280 investor.relations@sasol.com +27 10 344 8189 media@sasol.com Investor Relations Media
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35Copyright ©, 2026, Sasol