Exhibit 99.2  Report of the Remuneration Committee  Henk Dijkgraaf,Chairman of the Remuneration Committee    The Remuneration Committees main focus is to approve and oversee the implementation of a remuneration policy that will enable the achievement of Sasols strategic objectives.  Dear shareholder,  I am pleased to present the Sasol 2016 Remuneration report on behalf of the Remuneration Committee (the Committee). The following Non-executive Directors were members of the Committee over the past financial year:  Mandla Gantsho
Peter RobertsonImogen Mkhize
Nomgando   Matyumza (appointed 4 March 2016)  Jürgen Schrempp (retired 4 December 2015)  The remuneration policy is a crucial enabler of Sasols business strategy, encouraging sustainable performance based on a values-driven organisational culture, and aligning behaviour with the companys approach to risk management. The Committee is tasked by the Sasol Limited Board to approve and oversee the implementation of a remuneration policy (policy) that will enable the achievement of the business objectives, translate into market related yet affordable performance-linked rewards, and ensure transparent and balanced reward outcomes that align with shareholder interests over the short and long term. Ultimately, our policy should enable the attraction and retention of valuable talent.  I had the pleasure over the past four years, to engage with our largest shareholders on the policy. Feedback from these engagements was continuously incorporated into our policy that has been transformed since 2011. During the past year, we again introduced policy enhancements which include a holding period of two years on the long-term incentive awards offered to top management as well as the termination of the accelerated vesting period in respect of long-term incentives awarded to good leavers.  The 2016 financial year (FY16) was severely impacted by the volatile macro-economic environment including the weakening rand against hard currencies and the significant drop in the crude oil price. However, strong operational performance was supported by delivering on our cash fixed cost and volume targets which were included in our Short-Term Incentive plan. The Committee is pleased with the performance of the group against the short-term incentive target for Fires, Explosives and Releases (FERs), the first time we included this measure in our efforts towards including more environmental measures in our incentive plans. The inability to achieve the headline earnings target again negatively influenced the percentage pay-out under the Short-Term Incentive plan. In support of the proactive cost conservation measures identified under the Business Performance Enhancement Plan (BPEP), no salary increases were awarded to employees in executive, management and specialist positions and below inflation increases were granted to lower level employees falling outside the collective bargaining units.  1


SasolLimited Group Report of the Remuneration Committee (continued)  This decision   assisted the group greatly in meeting the cost savings target. The Committee   further decided to use its discretion and reduce the short-term incentive   payments for members of the Group Executive Committee, given the LCCP cost   escalation of US$2 billion. No fee increases will be tabled for Non-executive   Directors for the next financial year.

The long-term   incentives (LTIs) that were issued in September 2013 with corporate   performance targets, will vest at 93% in September 2016.

Some   remuneration policy changes were also agreed to by the Committee, which will   take effect from the next financial year. The Board appointed two Joint   Presidents and CEOs to take over from David E Constable who stepped down from   his position for personal reasons on 30 June 2016. In both cases,   remuneration packages that are within the confines of our policy yet   commensurate with the responsibilities taken on, were offered and accepted   and the minimum share ownership requirements for these positions as well as   for the Executive Directors, were increased by 50%. The Committee will table   an equity-settled long-term incentive plan to shareholders for approval at   the 2016 Annual General Meeting.

For the first   time, the Committee also approved the inclusion of a Return on Invested   Capital target to replace the Attributable Headline Earnings target, in the   Long-Term Incentive plan. In addition, an Energy Efficiency target at group   level, will be included in the Short-Term Incentive plan. This target aims at   stimulating both reductions in carbon dioxide emissions and improving   operational efficiency and effectiveness. Twenty percent of our STI scorecard   is now dedicated to environmental, social and governance related matters.

In this report,   we present you with our policy that resulted in the remuneration outcomes   separately detailed in the remuneration tables. We much appreciate your   ongoing support.  /s/ Henk DijkraafHenk   DijkraafChairman   of the Remuneration Committee  2


Section 1: Remuneration governance  1.1Overview  The Committee is mandated by the Board to oversee all aspects of remuneration in accordance with the approved terms of reference. The terms of reference of the Committee are reviewed annually by the Board and are available on the companys website at www.sasol.com. Feedback reports on the decisions taken at Committee meetings are presented to the Board. Annually, a self-assessment of the effectiveness of the Committee and the Committee Chairman is undertaken.  The Committee met four times during the year. Attendance is reported in the Corporate Governance framework contained in the Integrated Report.  Sasol complies with the relevant remuneration governance codes and statutes that apply in the various jurisdictions within which it operates. As in previous years, all remuneration principles and practices stated in the King Code of Governance Principles for South Africa 2009 (King III Code) are applied, with the exception of one practice relating to the Non-executive Directors fee structure, which is explained later in this report.  1.2Independent external advisors  The Committee again appointed New Bridge Street (a UK based firm) to act as independent external advisors to the Committee. New Bridge Street is a signatory to the UK Remuneration Consultants Code of Conduct.  1.3Key definitions  For clarity, the following terms are used in this report in respect of the FY16 organisational structure:  ·The term Group Executive Committee (GEC) refers to the members of the executive committee, who are responsible for the design and execution of the organisations strategy and business plans. All members of the GEC report to the President and CEO and are viewed as prescribed officers within the meaning of the Companies Act, no 71 of 2008, as amended (the Act). Members of the GEC are also referred to as Executive Vice Presidents (EVPs) and include the Executive Directors as well as the President and Chief Executive Officer (currently, the GEC comprises 10 members);  ·Group Leadershipis defined as the level below the GEC (Senior Vice Presidents or SVPs) (33);  ·Top managementrefers to members of the GEC as well as the Group Leadership (43);  ·Leadershipis defined as the level below Group Leadership (Vice Presidents or VPs) (190); and  ·Senior managementis defined as the level below Leadership (990).  1.4Executive service contracts  The President and CEO of the past five years, David E Constable, decided to step down on 30 June 2016, for personal reasons. David Constable has been replaced with effect from 1 July 2016 by two joint Presidents and CEOs namely Stephen R Cornell (EVP: International Operations until 30 June 2016) and Bongani Nqwababa (Chief Financial Officer until 30 June 2016). Stephen R Cornell is employed on a five -year contract; Bongani Nqwababa is employed on a standard permanent contract.  The term of office of the President and CEO is not specified in the companys memorandum of incorporation. Prescribed officers have permanent employment contracts with notice periods of three months. The contracts provide for salary and benefits to be offered to the executives as well as participation in incentive plans on the basis of group and individual performance and as approved by the Board. GEC members and directors are required to retire from the group and as directors from the Board at the age of 60, unless requested by the Board to extend their term.  Termination arrangements for executives are provided later in this report.  1.5Risk management  The following list of principles, intended to mitigate against risks which may unintentionally emanate from the remuneration policy, have been agreed to by the Committee:  a)The remuneration policy sets the tone for the alignment between the policy itself, the companys risk approach, the business strategy, values and objectives as well as shareholder interests.  b)No part of the remuneration policy and any of the plans approved under the policy encourages excessive risk-taking.  c)Any change to the remuneration policy has to be approved by the Committee.  d)The remuneration policy is transparent internally and externally.  e)Executive remuneration awards are aligned with the policy and are disclosed in detail.  f)Executive awards are made in terms of performance at group, portfolio and individual level.  g)All incentive plans and targets are reviewed annually.  h)The remuneration mix including the ratio between fixed and variable remuneration, is reviewed by the Committee annually.  3


Sasol Limited Group Report of the Remuneration Committee (continued)  1.6Sasol clawback policy  Clawbacks may be implemented by the Board for:  ·any material misstatement of financial statements or where performance related to non-financial targets has been misrepresented and such misstatement has led to the overpayment of incentives to executives;  ·errors made in the calculation of any performance condition whether financial or non-financial and which resulted in an overpayment; and  ·gross misconduct on the part of the employee leading to dismissal (where, had the gross misconduct been known prior to the incentive/incentive gains being paid, it would have resulted in the payment not being made).  Clawbacks may be implemented from all gains derived from any short-term or long-term incentive award, excluding the Sasol Inzalo (BEE) plans. The clawback recovery may take the form of the following options, to be determined by the Committee:  ·by a reduction in the value of the future short-term incentive award(s) or unvested long-term incentive award(s), i.e. the deduction is made from the gross value prior to payment; and/or  ·from the gains derived from any outstanding (including unexercised) long-term incentives; and/or  ·other than for Executive Directors, a repayment plan over a period of up to 12 months at the official date of interest, for fringe benefit tax purposes, could be agreed with the executive, whereby monthly repayments would be made through a salary deduction arrangement; and/or  ·the employee repays the amount as a lump sum payment from his/her own resources.  In the event that an employee has left the services of the company, or there is limited possibility of recovering amounts from future incentive awards, the company may institute proceedings to recover such amounts.  Section 2: Remuneration policy  2.1Key components of Sasols remuneration policy  The key components of Sasols remuneration structure and incentive targets are set out in the table below:  Remunerationcomponent

Policy principles and application

Performance targets and pay-out detailsTotal   Guaranteed Package (TGP)/base salary

·   Broad pay bands are set around location and   sector-specific median benchmark points.

·   The total cost of annual increases is   approved by the Committee and set in accordance with market movement,   affordability and forecasted inflation.

·   Distribution of increases to employees   outside the bargaining forums is done with reference to individual   performance, internal equity, competence and potential. Effective date: 1 October.

·   Performance-based increases are not applied   for the bargaining sector. Effective date: 1 July.

·   Salaries are paid monthly to all employees   except  for employees in the United   States and Canada who receive salary payments on a bi-weekly basis in line   with local market practice.

·   Employees who are promoted are considered   for adjustments if justified.Benefits   and allowances

·   Benefits include but are not limited to   membership of a retirement plan and health insurance, disability and death   cover to which contributions are made by both the company and the employee.

·   Allowances are paid in terms of statutory   compliance.

·   Benefits are offered on retirement, or for   reasons of sickness, disability or death.

·   Allowances are linked to roles within   specific locations and paid together with salaries.

·   A number of special allowances including inter aliahousing, home leave and child   education are included in the companys expatriate remuneration policy.  4


Remunerationcomponent

Policy principles and application

Performance targets and pay-out detailsShort-Term Incentive (STI) plan

·   A   single structure is applicable to all employees globally excluding certain   employees whoare aligned with Mining production or sales commission   arrangements.

·   Target   incentive percentages are set in accordance with median benchmarks.

·  The   STI structure consists of group, entity and individual performance targets   set in advance of every financial year.

·   Group   targets for FY16:

·   Growth   in headline earnings

·   Growth   in volumes

·   Business   Performance Enhancement Plan and Response Plan cost savings targets
·   Improvement   in working capital and gross margin

·   B-BBEE   targets (for SA entities) in respect of preferential procurement and   employment equity; and
·   Safety   targets  Recordable Case Rate (RCR) and Fires, Explosives and Releases   (FERs)

·   Entity   targets are set in line with business plans approved by the responsible EVP.   Sustainability and safety targets are also set at entity level.

·   Individual   targets are included in the performance agreement and refer to the   requirements of the role. These include major project milestones where   relevant.  Long-Term Incentive plan (LTI)

·   The LTI structure consists of future cash   incentive payments calculated with reference to the market value of a Sasol   ordinary share (or American Depository Receipt (ADR) for international   participants), subject to the vesting conditions.

·   The Committee is responsible for governing   all LTI awards and considers these in respect of:

·  Internal and external promotions to   qualifying roles;

·  Annual awards to eligible employees; and

·  Discretionary awards for purposes of   retention.

·   Awards are directly linked to the role and   individual performance, and vesting is subject to service and performance   targets.

·   Vesting period is three years, with a   further holding period of two years for SVPs and EVPs in respect of 50% of   the award.

·  Of the total award, the following portion is   linked to corporate performance targets (CPTs):

·   GEC: 100%

·   Other participants: 60%

·   Corporate performance targets include:

·   Total shareholders return vs. two indices   namely the MSCI World Energy Index and the MSCI World Chemicals Index;

·   Efficiencies measuring increase in tons   produced over staff headcount growth; and

·   Compound attributable earnings vs. CPI (to   be replaced by ROIC in FY17)  5


SasolLimited Group Report of the Remuneration Committee (continued)  The following table sets out the targets and weightings approved for the Short-Term Incentive plan, for periods FY15 and FY16:  2015 targets

Weight

2016 targets

WeightYear-on-year   growth in headline earnings

35
%
Year-on-year   growth in headline earnings

30
%Year-on-year   growth in cash fixed costs

15
%
Year-on-year   growth in cash fixed costs including BPEP

20
%Volume growth   (fuel equivalent tons)

20
%
Volume growth   (fuel equivalent tons)

20
%Employment   equity

10
%
Preferential   procurement (5%) and employment equity (5%)

10
%Safety

10
%
Safety FERs (5%)   and RCR (5%)

10
%Key milestones   in Business Performance Enhancement Programme (BPEP)

10
%
Working capital   and gross margin

10
%  Changes to targets are in direct response to our strategy and business plan and the key focus areas that we need our employees to focus on. The reduction in weighting allocated towards headline earnings, was specifically in response to feedback from our shareholders. However, the Committee has agreed not to reduce the weighting of this target any further. Achievement against the FY16 targets is included later in this report.  The following table sets out the targets approved for the long term incentives awarded during FY15 and FY16:  2015 targets

Weight

2016 targets

WeightIncrease in tons   produced per head

25
%
Increase in tons   produced per head

25
%Compound growth   in attributable earnings

25
%
Compound growth   in attributable earnings

25
%TSR  MSCI World   Energy index

35
%
TSR  MSCI World   Energy index

25
%TSR  JSE   Resources 10 index (excl Sasol)

15
%
TSR  MSCI World   Chemicals index

25
%  As indicated, the only change over the period FY15/FY16 relates to the exclusion of the JSE Resources 10 Index in favour of the MSCI World Chemicals Index which better reflects the Sasol business model and is also a more stable index used for comparative purposes.  Achievement against the targets in respect of LTIs that have vested during FY16, is included later in this report.  6


2.2Total remuneration  2.2.1Benchmarking  Executive remuneration is benchmarked against data provided in national executive remuneration surveys, as well as against information disclosed in the remuneration reports of organisations included in the executive remuneration benchmarking group. One of the Committees key tasks is to preserve the relevance, integrity and consistency of this benchmarking exercise. For positions below the GEC, survey reports from PwC Remchannel and Mercer Global Remuneration Solutions are used for benchmarking of South African remuneration levels; survey data from the Hay Group, ECA, Mercer and Towers Watson are used in different locations in the international environment.  The ratios within the remuneration mix are structured for different structural layers within the organisation and geographic locations. The relative proportion of the remuneration components of the GEC within the approved remuneration mix (at target and maximum) is set out in the following charts:    7


Sasol Limited Group Report of the Remuneration Committee (continued)  The charts indicate a balanced portfolio of rewards allocated in terms of base salary/TGP, short-term and long-term incentives, tied to the achievement of group and individual targets set over the short and long-term to ensure sustainable focus on the groups strategic objectives. Maximum awards on the short term incentive can only be achieved if the group and the individual achieve 150% against the targets set.  2.2.2Total guaranteed package (TGP)/base salary and benefits  South African employees who are not covered by collective bargaining agreements, receive a TGP which includes employer contributions towards retirement, risk, death and health care benefits. The concept of TGP was introduced in 2008 for supervisory levels and above and, in terms of this model, all changes to benefit contribution levels are cost neutral to the employer. All increases in the benefit pricing of employee and employer contributions reduce the net cash salary of employees.  A partial salary freeze on annual TGP/base salary was implemented for FY16. Employees in executive, management, supervisory and specialist roles did not receive an annual increase. The total cost of increases granted to employees below these levels, amounted to 2,2% of the salary bill of employees falling outside the collective bargaining units and was distributed in relation to individual merit.  Unionised employees have received higher increases than what has been granted to non-collective bargaining employees for seven consecutive years. Increases varied between 6,0% and 6,75% which were implemented 1 July 2015.  2.2.3Short-Term Incentive (STI) Plan  The configuration and weightings attached to the different parts of the STI formula differs to the extent that employees can influence the achievement of performance objectives either directly or indirectly.  STI  members of the GEC  The following formula is used to calculate the STI amounts payable to the GEC:    8


STI target awards remained unchanged, namely:  PotentialTarget

MaximumRole

incentive %

incentive %President and   Chief Executive Officer

115
%
259
%Executive Directors

90
%
203
%Group Executives

75
%
169
%  The targets set for the incentive plans, and their link to the business plan, have been set out earlier in this report. The group targets applicable to the GEC, their weights and the resultant outcome of the group performance factor multiplier for FY16 are indicated in the following table:  Key PerformanceIndicator (group







Stretch target



Weightedtargets)

Weighting

Threshold (0%)

Target (100%)

(150%)

Achievement

achievementYear-on-year growth in headline earnings

30
%
FY15 + CPI (measured over the fiscal year)

FY15 +CPI (measured over the fiscal year) +2%

FY15 +CPI (measured over the fiscal year) +8%

Below threshold

0
%Year-on-year growth in volumes

20
%
FY15 Volumes

FY15 Volumes +1,5%

FY15 Volumes +2%

1,25% growth

16,67
%Year-on-year growth in Cash Fixed Costs (CFC) less   PPI

20
%
Approved group FY16 CFC budget including BPEP savings   of R3,5bn

Approved group FY16 CFC budget including BPEP savings   of R4,5bn

Approved group FY16 CFC budget including BPEP   savings of R6,5bn

Exceed stretch target

30,00
%Working Capital and Gross Margin

10
%
15% below, FY16 Gross margin and working capital budget

100% of FY16 Gross margin and working capital budget

15% better than FY16 Gross margin and working   capital budget

99,7% of target

9,82
%Broad-Based Black Economic Empowerment B-BBEE    Preferential Procurement

5
%
0% improvement on 51% Black owned spend in South   Africa of R2,3bn

51% Black owned spend in South Africa of R3,2bn

51% Black owned spend in South Africa of R3,6bn

Exceed stretch target

7,50
%Employment Equity

5
%
30% of all opportunities used to appoint African or Coloured   employees

60% of all opportunities used to appoint African or Coloured   employees

75% of all opportunities used to appoint African or Coloured   employees

77% of senior external appointments African and Coloured

7,50
%Safety Indicators (FERs)

5
%
No improvement on FY15 actual number of FERs

5% improvement on FY15 actual number of FERs

10% improvement on FY15 actual number of FERs

Exceed stretch target

7,50
%(RCR excluding illnesses) modified for fatalities

5
%
RCR of 0,38

RCR of 0,31

RCR of 0,29

RCR of 0,29 modified for fatalities

3,00
%Total











81,99
%  The STI group performance achievement of 81,99%, compares to 82,20% achieved in FY15.  The President and CEOs performance is assessed by the Board, on recommendation of the Committee and the Chairman of the Board. Their performance is measured against a predetermined set of objectives that include inter aliastrategic leadership, business results, project progress and stakeholder relations as reflected in their performance scorecard.  9


SasolLimited Group Report of the Remuneration Committee (continued)  The portfolios of GEC members cover a number of business units or group functions, and large-scale projects, therefore a weighted combination of the relevant scores is included in the individual performance score for each GEC member. The measures that are assessed for the individual performance factors for members of the GEC include a combination of portfolio specific targets.  STI  the four levels below GEC  The following formula is used to calculate these STI amounts:    Each Operating Model Entitys final STI score is verified by internal audit and approved by the Committee for payment.  2.3Long-Term incentive (LTI) plans  LTI awards give participating employees the opportunity, subject to the vesting conditions, to receive a future cash incentive payment calculated with reference to the market value of a Sasol ordinary share (or ADR for international employees), subject to the vesting conditions. The plan does not confer any right to acquire shares in Sasol Limited. Cash amounts equal to the dividends (dividend equivalents) that would have been earned on a Sasol ordinary share or ADR, are payable on vested units.  The accelerated vesting principles previously used in cases of termination for good leavers, will no longer apply to top management. A service penalty will apply in cases of service termination as good leavers but the standard vesting period will remain intact.  A two-year post-vesting holding period has been introduced for top management to further align with shareholder interests as well as the long project development cycles. When LTIs vest at the end of the three-year performance period, only 50% of the gains are settled with the remaining 50% being subject to the two-year holding period. Dividend equivalents continue to accrue on vested units during the holding period. An equity settled plan will be introduced in FY17, subject to shareholder approval.  The following table sets out the target values of annual LTI for prescribed officers as a percentage of actual base salary/ TGP. Actual awards may vary in terms of performance or other relevant factors.  Multiple ofRole

salary/TGPPresident and   Chief Executive Officer

150
%Executive   Directors

135
%Group Executives

110
%  10


The next table summarises the weightings and corporate performance targets (CPTs) under which the FY16 LTI awards were granted. Vesting is considered in terms of the weighted performance measured against four targets. There is no opportunity for retesting of targets.  Weight (of the





Stretch (at whichportion linked to



Target (at which 100%

200% of the awardsMeasures(1)

the CPTs)

Threshold

of the awards vest)

vest)Increase in tons produced per head

25
%
0% improvement on FY15 base target

1% improvement on FY15 base target

2% improvement on FY15 base targetGrowth in attributable earnings(3)

25
%
80% of average compound CPI for three financial   years

>100% to 120% of average compound CPI for three   financial years

>120% of average compound CPI for three financial   yearsTSR(2)  MSCI World Energy   Index

25
%
40th percentile

60th percentile

75th percentileTSR(2)  MSCI World   Chemicals Index

25
%
40th percentile

60th percentile

75th percentile  
 (1) Vesting on a ranked relative basis between threshold and target and between target and maximum (2) TSR = Total Shareholders Return (3) To be replaced with a ROIC target from FY17  A summary of outstanding LTI awards and vesting percentages is presented in the following table:  Weighting of performance targetsIncrease

TSR vs.



TSR vs.Growth in

Production

in tons

MSCI

TSR vs.

MSCIFinancial year

Vesting year



attributable

volume

produced/

Chemicals

JSE

energy

Vestingof allocation

(FY)

Vesting range

earnings

growth

head

index

RESI 10

index

results2013

2016

40% to 160%

25
%


25
%


25
%
25
%
156
%2014

2017

30% to 170%(1)

25
%


25
%


25
%
25
%
93,4
%40% to 160%(2)













94,3
%2015

2018

0 % to 200%(1)

25
%


25
%


15
%
35
%
Unvested40% to 160%(2)2016

2019

0% to   200%(1)

25
%


25
%
25
%


25
%
Unvested40% to   160%(2)  
 (1) Top management (2) All other participants  Of the long-term incentives issued to top management during FY14 (September 2013), 70% were linked to corporate performance targets. The vesting percentage of LTIs issued in FY14, which will vest early in FY17, is 93%; largely as a result of the performance of the total shareholders return target compared to the JSE RESI 10 and MSCI Energy indices respectively, as well as record levels of production volumes achieved over the vesting period. A 5% compound growth in volumes per head was achieved over the period. Unfortunately, growth in attributable earnings missed the threshold target.  Share appreciation rights (SARs) (no awards made to executives since FY13)  SARs gave participating employees the opportunity, subject to the vesting conditions, to receive a future cash incentive payment calculated with reference to the increase in the market value of a Sasol ordinary share from the date of grant, after the three, four and five year vesting periods respectively (up to FY12; over two, four and six years). The plan does not confer any rights to acquire shares in Sasol Limited and employees are not entitled to dividends (or dividend equivalents). The maximum period for exercising SARs is nine years from the date of the grant after which they lapse.  11


SasolLimited Group Report of the Remuneration Committee (continued)  A summary of outstanding SAR allocations vesting percentages are presented in the table below:  Weighting of performance targetsProduction





TSR vs.Financial





Attributable

Production

volume/





MSCIyear of

Vesting

Vesting

earnings

volume

headcount

Share price

TSR vs. JSE

energy

Vestingallocation

year (FY)

range

growth

growth

growth

vs. ALSI 40

RESI 10

index

results (FY)2010

2012, 2014 & 2016

75% to 125%

25
%
25
%


50
%




2012 = 106,25%   2014 = 112,50%   2016 = 100%2011

2013, 2015 & 2017

75% to 125%

25
%
25
%


50
%




2013 = 112,50%   2015 = 100%   2017 = 87%2012

2014, 2016 & 2018

75% to 125%

25
%
25
%


50
%




2014 = 112,50%   2016 = 100%   2018 = unvested2013

2016, 2017 & 2018

40% to 160%

25
%


25
%


25
%
25
%
2016 = 156%   2017 = 108%   2018 = unvested  No changes to formulaic results were made by the Committee.  2.4Sasol Inzalo Management Scheme  Sasol implemented the Sasol Inzalo black economic empowerment (BEE) transaction in 2008. As part of this transaction, senior black management (black managers), including black Executive Directors and members of the GEC, participated in the Sasol Inzalo Management Scheme and were awarded rights to Sasol ordinary shares. The rights entitle the employees from the inception of the scheme to receive dividends bi-annually and Sasol ordinary shares at the end of ten years, being the tenure of the transaction, subject to Sasols right to repurchase some of the shares issued to The Sasol Inzalo Management Trust (Management Trust) in accordance with a predetermined repurchase formula. The formula takes into account the underlying value of the shares on 18 March 2008, the dividends not received by the Management Trust as a result of the pre-conditions attached to those shares and the price of Sasol ordinary shares at the end of the ten year period.  On retirement at normal retirement age, early retirement, retrenchment due to operational requirements or on leaving the employ of Sasol due to ill health during the tenure of the Sasol Inzalo transaction, the black managers (as defined in the Deed of Trust for The Sasol Inzalo Management Trust) will retain their entire allocation of rights until the end of the ten year period, subject to Sasols repurchase right referred to above. The nominated beneficiaries or heirs of those black managers, who die at any time during the transaction period, will succeed to their entire allocation of rights. On resignation within the first three years of having been granted these rights, all rights were forfeited. On resignation, after three years or more from being granted the rights, the black managers forfeit 10% of their rights for each full year or part thereof remaining from the date of resignation until the end of the transaction period. Black managers leaving the employment of Sasol during the 10-year period by reason of dismissal, or for reasons other than operational requirements, will forfeit their rights to Sasol ordinary shares.  See note 36 of the Annual Financial Statements for the outstanding rights under the Sasol Share Inzalo Management Scheme.  12


2.5Share ownership guideline  The share ownership guideline which became effective on 1 July 2014 has been increased as follows and will be effective from 1 July 2016:  President and Chief Executive Officer:300% of annual pensionable remuneration  Chief Financial Officer and other Executive Directors:200% of annual pensionable remuneration  The requirement must be fully achieved within five years from 1 July 2014, or from the date of appointment, if after this date.  2.6Retention and sign-on payments  The sign-on payment and retention policy may be used in the recruitment of candidates in highly specialised or scarce skill positions, mostly in senior levels, or to retain critical skills. These payments are linked to retention agreements of at least two years.  2.7Summary of termination arrangements applicable to executive service agreements  Remuneration policy   component

Voluntary termination (i.e. resignation)

Involuntary termination (i.e. retrenchment,   redundancy, retirement or other reasons included   under the definition of good leaver)Base salary

Payable up to the last date of service including the   notice period either in exchange for service or in lieu of the notice period.

Payable up to the last date of service including the   notice period. In cases of retrenchment or redundancy, a four month notice   period applies.Health insurance

Benefit continues up to the last date of service.

Benefit continues up to last date of service and for   pensioners who qualify for the post retirement plan, they continue to receive   the employers contribution towards the health plan.Retirement and risk plans

Employer contributions are paid up to the last date   of service. The employee is entitled to the full value of the investment and   any returns thereon.

Employer contributions paid up to last date of   service. The employee is entitled to the full value of investment and any   returns thereon.Other benefits

Not applicable

In cases of retrenchment/redundancy, a severance   package equal to three weeks salary per completed year of service is offered   in addition to the notice period. In case of voluntary retrenchments, an   additional three months salary is included in the severance package.Short-Term Incentive (STI)

If the executive resigns on or after 30 June, there   is an entitlement to the STI which may be applicable for the past financial   year, subject to the achievement of performance targets. No pro rataincentive is due if the executive leaves prior to   the end of the financial year for reasons of dismissal or resignation.

A pro rataincentive   is payable for the period in service during the financial year.Long-Term Incentives (LTIs)

All vested SARs to be exercised by the last date of   service. All unvested SARs and LTIs are forfeited.

For early retirees, the original SAR vesting period   remains unchanged up to the normal date of retirement and then vests subject   to the achievement of CPTs as well as an application of a service penalty for   the period not worked during the vesting period. No accelerated vesting   applies to Long-Term Incentives but service penalty will be applied at the   end of the vesting period.  13


SasolLimited Group Report of the Remuneration Committee (continued)  ·In cases of executives being dismissed, the salary and contributions towards benefit plans will be paid up to the last date of service, but there will be no entitlement to unvested long-term incentive awards, or a pro ratashort-term incentive.  ·In cases of separation by mutual agreement, the salary and contributions towards benefit plans will be paid up to the last date of service and a mutual separation amount or a retainer may be offered subject to Board approval.  ·In the event of a takeover or mergerof the company, the rights issued under the long-term incentive plan will vest immediately subject to the latest estimated performance achievement against the corporate performance targets, as approved by the Board.  ·There are no arrangements for golden parachutes or any other incentivised terminations other than what is payable under the Retrenchment policy.  ·Prescribed officers and participants of the LTI plans may not trade any Sasol shares or LTIs during a closed period.  ·The Committee has the discretion to vary cessation conditions.  2.8Non-executive Director fees  Non-executive Directors are appointed to the Sasol Limited Board (Board) based on their ability to contribute competence, insight and experience appropriate to assisting the group to set and achieve its objectives. Consequently, fees are set at levels to attract and retain the calibre of director necessary to contribute to a highly effective board. They do not receive short-term incentives, nor do they participate in long-term incentive plans. No arrangement exists for compensation in respect of loss of office.  As an exception to the recommended remuneration practice of the King III Code, and as in previous years, the fee structure for Non-executive Directors is not split between a base fee and an attendance fee. Non-executive Directors are paid a fixed annual fee in respect of their Board membership, as well as supplementary fees for committee membership and an additional committee fee for formally scheduled board and committee meetings which do not form part of the annual calendar of meetings. Non-executive Directors receive fixed fees for services, on boards and board committees. Actual fees and the fee structure are reviewed annually. The peer group used for benchmarking of fees is the same as for executive remuneration benchmarking. The Board recommends the fees payable to the Chairman and Non-executive Directors for approval by the shareholders.  Annual Non-executive Directors fees are as follows for the two past financial years:  2016

2015Member

Chairman

Member

ChairmanChairman of the   Board, inclusive of fees payable for attendance or membership of board   committees and directorship of the company




R
4 900 000




R
4 900 000Resident   feesNon-executive   Directors

R
660 000




R
530 000Audit Committee

R
199 000

R
398 000

R
199 000

R
398 000Remuneration   Committee

R
136 000

R
272 000

R
136 000

R
272 000Capital   Investment Committee

R
117 000

R
234 000


n/a


n/aRisk and Safety,   Health and Environment Committee

R
117 000

R
234 000

R
117 000

R
234 000Nomination and   Governance Committee

R
117 000

R
234 000

R
117 000

R
234 000Share Incentive   Plan Trustees (resident and non-resident)

R
67 000

R
134 000

R
67 000

R
134 000Lead Independent   Director (additional fee)

R
170 000




R
170 000Attendance of   formally scheduled ad hoc board and committee meetings (per meeting)

R
21 000




R
21 000Non-resident   feesNon-executive   Directors

US$
147 000




US$
147 000Audit Committee

US$
27 000

US$
54 000

US$
27 000

US$
54 000Remuneration   Committee

US$
20 500

US$
41 000

US$
20 500

US$
41 000Capital   Investment Committee

US$
18 500

US$
37 000


n/a


n/aRisk and Safety,   Health and Environment Committee

US$
18 500

US$
37 000

US$
18 500

US$
37 000Nomination and   Governance Committee

US$
18 500

US$
37 000

US$
18 500

US$
37 000Lead Independent   Director (additional fee)

US$
51 000




US$
51 000  14


Executive Directors do not receive directors fees.  A Non-executive Director is required to retire at the end of the calendar year in which the director turns 70, unless the Board, subject to the memorandum of incorporation and by unanimous resolution on a year-to-year basis, extends the directors term of office until the end of the year in which he or she turns 73.  Section 3: Remuneration in 2016  The appointment and re-election dates of executive directors in office during the financial year are outlined below:  Employment date in the

Date first appointed

Date last re-electedExecutive Directors

group of companies

to the board

as a director

Date due for re-election(1)DE Constable

1 June 2011

1 July 2011

21 November 2014

N/A(2)VN Fakude

1 October 2005

1 October 2005

4 December 2015

17 November 2017B Nqwababa

1 March 2015

1 March 2015

21 November 2014

25 November 2016  
 (1) Projected date of retirement by rotation based on 13 directors in office on 30 June 2016. (2) Mr DE Constable stepped down on 30 June 2016.  President and Chief Executive Officer and Executive Directors remuneration  The President and Chief Executive Officers salary and short-term incentive is paid to him on a net of tax basis in US dollars in terms of the companys expatriate remuneration policy.  The required rand-based disclosure is impacted by the rand/US dollar exchange rate. In the past financial year, the rate has fluctuated between R12,25 and R16,88 which distorts the actual remuneration received when disclosed in rand. Therefore, to facilitate comprehensive remuneration disclosure, the table below provides the actual year-on-year increase in net base salary and STI in US dollars since 2012.  % changeDE Constable

FY12 US$

FY13 US$

FY14 US$

FY15 US$

FY16 US$

(FY15/16)Net base salary

827 782

865 032

899 633

935 618

935 618

0
%Net STI

839 803

1 320 231

1 717 770

1 034 794

524 015

(49
)%  The table below provides factors considered in the final determination of the annual STI award. The final Individual Performance Factors (IPFs) are disclosed in a range.  In response to the LCCP overruns, the Board agreed to reduce the short-term incentives of GEC members through a negative modifier, to the extent that they were directly or indirectly responsible for project execution.  Individual

BoardPerformance

approvedTGP/Base salary



Group

factor %

Modifieras at 30 June 2016

Target %

factor %

range(2)

(LCCP) %

FY16 STI valueExecutive Directors

A

B

C

D

E

F = AxBxCxDxEDE Constable(1)

US$
935 618

115

81,99

90  100

(40
)
US$
524 015VN Fakude

R
8 049 146

90

81,99

90  100

(15
)
R
5 048 613B Nqwababa

R
6 700 000

90

81,99

95  105

(15
)
R
4 412 517  
 (1) Net USD salary used to calculate net USD short-term incentive. (2) Actual score determined by performance against individual scorecard, in a range of 0% to 150%  15


SasolLimited Group Report of the Remuneration Committee (continued)  Remuneration and benefits paid (disclosed in rands) and approved in respect of 2016 for Executive Directors were as follows:  Executive Directors  DE Constable(3)

B Nqwababa(5)

VN Fakude(6)

P Victor(7)%





%





%





%R000

2016

2015

change

2016

2015

change

2016

2015

change

2016

2015

changeSalary

22   769

17   722



5 987

1   960



6 181

6   067





1   999Retirement funding

223

234



636

249



1 765

1   732





300Vehicle benefits













60

60





67Medical benefits

371

381



81

24



46

42





Vehicle insurance fringe benefits

6

6



6

2



6

6





4Security benefits

868

1   028



446

112



393

544





Other benefits

5 363
(4)
4   062



1 750

444



185







208Total salary and benefits

29   600

23   433

26

8 906

2 791

219

8 636

8 451

2



2 578Annual Short- Term Incentive(1)

12   437

23   578



4 413

1   652



5 049

6   431





2   269Long-Term Incentive gains(8)

14   352

13   196









10   320

13   523





Total annual remuneration(2)

56   389

60   207

(6
)
13   319

4 443

200

24   005

28   405

(15
)


4 847  
 (1)Incentives approved on the group results for the 2016 financial year and payable in the following year. Incentives are calculated as a percentage of total guaranteed package/net base salary as at 30 June 2016. The difference between the amount approved as at 9 September 2016 and the total amount accrued as at 30 June 2016 represents an over provision of R19,3 million. The over provision of R14,2 million for 2015 was reversed in 2016.  (2)Total annual remuneration includes gains derived from the long-term incentive plan vesting during the year under review.  (3)Salary and short-term incentive paid in US dollars, reflected at the exchange rate of the month of payment for the salaries, and on 9 September 2016 for the incentive being the date of approval of the Annual Financial Statements. Change in rand values are as a result of exchange rate fluctuations.  (4)Other benefits for Mr DE Constable include the cost of grossing up additional benefits offered under the expatriation policy for tax purposes. Security (R603 500), medical aid (R258 125), housing including gross-up (R2 274 411), vehicle insurance (R3 975), home leave allowance including gross-up (R700 737), risk and personal cover (R 154 693) and leave encashment including gross-up (R1 367 188). Medical benefits include international cover for dependents.  (5)B Nqwababa was appointed as Chief Financial Officer on 1 March 2015, and amounts reflect pro rata period for 2015. A sign on payment totalling R9 000 000 and payable over three years was concluded with Mr B Nqwababa as part of his employment contract compensating partially for incentives and benefits forfeited when he resigned from his previous employer. This amount reflects the first and second tranche, apportioned for his period of service within the 2016 financial year. The remaining balance will be paid in FY17.  (6)Other benefits include a 10 year long-service award and Inzalo dividends earned during the financial year.  (7)Pro rata remuneration received by Mr P Victor as acting Chief Financial Officer during the 2015 financial year. Other benefits include a retention payment of R1 500 000 in October 2014. Mr P Victor stood down as acting Chief Financial Officer with effect from 28 February 2015 and as such there were no LTIs which vested at 30 June 2015.  (8)Long-term incentives for the 2016 financial year represent the number of units x corporate performance target achieved (2016) x closing share price on 8 September 2016. Actual vesting date is 26 September 2016. Financial year 2015 long-term incentive gains reflect LTI units vested in September 2015. We have amended our 2015 comparatives to align to this principle. The gains from SARs exercised during 2016 are disclosed on later in this report.  16


Prescribed Officers  The table below provides factors considered in the final determination of the annual STI award. The final Individual Performance Factors (IPFs) are disclosed in a range.  Individual

Committeeperformance

approvedTGP/Base salary as



Group

factor %

modifierat 30 June 2016

Target %

factor %

range(1)

(LCCP)%

FY16 STI valuePrescribed Officers

A

B

C

D

E

F = AxBxCxDxESR Cornell

US$
669 500

75

81,99

65  75

(25
)
US$
231 577FR Grobler

R
4 631 949

75

81,99

95  105

(15
)
R
2 542 109VD Kahla

R
5 469 952

75

81,99

95  105

(15
)
R
3 002 022BE Klingenberg

R
6 316 568

75

81,99

100  110

(15
)
R
3 631 742M Radebe

R
4 868 500

75

81,99

95  105

(15
)
R
2 671 933CF Rademan

R
5 938 650

75

81,99

100  110

(15
)
R
3 414 456SJ Schoeman

R
5 300 000

75

81,99

90  100

(15
)
R
2 770 237  
 (1) Actual score determined by performance against individual scorecard, in a range of 0% to 150%  Remuneration and benefits paid (disclosed in rands) and approved in respect of 2016 for Prescribed Officers were as follows:  Prescribed Officers  SR Cornell(3)

FR Grobler

VD Kahla

BE Klingenberg%





%





%





%R000

2016

2015

change

2016

2015

change

2016

2015

change

2016

2015

changeSalary

9 827

7   753



3 035

3   012



4 765

4   690



4 527

4   514Retirement funding

268

208



1 408

1   316



629

618



1 501

1   421Vehicle benefits







117

166









212

213Medical benefits

293

209



77

68



81

72



81

72Vehicle insurance fringe benefits







6

6



6

6



6

6Security benefits







10

39



392

363



304

115Other benefits

5 678

4   412

















Total salary and benefits

16   066

12   582

28

4 653

4 607

1

5 873

5 749

2

6 631

6 341

5Annual Short- Term Incentive(1)

3 243

6   489



2 542

3   141



3 002

3   642



3 632

4   362Long-Term Incentive gains(2),(8)

12   736





6 825

4   355



4 233

5   418



6 023

7   767Total annual remuneration

32   045

19   071

68

14   020

12   103

16

13   108

14   809

(11
)
16   286

18   470

(12
)  17


SasolLimited Group Report of the Remuneration Committee (continued)  Prescribed Officers  E Oberholster(4)

M Radebe(5)

CF Rademan(6)

SJ Schoeman(7)%





%





%





%R000

2016

2015

change

2016

2015

change

2016

2015

change

2016

2015

changeSalary



2   355



3 840

3   771



3 983

3   674



4 098

3   821Retirement funding



1   051



688

682



1 569

1   772



446

417Vehicle benefits







264

264



320

320



200

200Medical benefits



51



81

72



71

63



81

72Vehicle insurance fringe benefits



5



6

6



6

6



6

6Security benefits



7



16

23



33

34



38

2Other benefits







110





9







Total salary and benefits



3 469



5 005

4 818

4

5 991

5 869

2

4 869

4 518

8Annual Short- Term Incentive(1)



2   063



2 672

3   002



3 414

4   210



2 770

3   049Long-Term Incentive gains(2),(8)







4 233

5   418



5 019

7   767



6 825

4   355Total annual remuneration



5 532



11   910

13   238

(10
)
14   424

17   846

(19
)
14 464

11   922

21  
 (1)Incentives approved on the group results for the 2016 financial year and payable in the following year. Incentives are calculated as a percentage of total guaranteed package/net base salary as at 30 June 2016. The difference between the amount approved as at 9 September 2016 and the total amount accrued as at 30 June 2016 represents an over provision of R9,6 million. The over provision of R6,0 million for 2015 was reversed in 2016. (2)Total Annual remuneration includes gains derived from the long-term incentive award vesting on the performance of the financial year under review. (3)Mr SR Cornell is paid in US dollars and the increase in salary and benefits reflect impact of the rand/US$ exchange rate. Mr SR Cornell received a payment of US$100 000 linked to a deferred sign on agreement which is part of his employment contract. Other benefits include a sign on payment of US$750 000 linked to a retention period of 36 months. This amount reflects the portion related to his period in service for the financial year (US$750 000 x 12/36). (4)Mr E Oberholster retired from the group with effect from 31 March 2015. (5)Other benefits include Inzalo dividends earned during the financial year. (6)Other benefits include a 35 year long-service award. (7)Mr SJ Schoeman received a salary/TGP increase in March 2016 upon his appointment to the US Mega project team. (8)Long-term incentives for the 2016 financial year represent the number of units x corporate performance target achieved (2016) x closing share price on 8 September 2016. The actual vesting date for the annual awards made on 12 September 2013, is 26 September 2016. Included in the 2016 long-term incentive gains, are gains for awards allocated on appointment to Sasol. The actual vesting date for these awards are 13 March 2017 for Mr SJ Cornell (R12 736 297), 20 November 2016 for Mr FR Grobler (R3 389 579), and 5 June 2017 for Mr SJ Schoeman (R3 389 579). Financial year 2015 long-term incentive gains reflect LTI units vested in September 2015. We have amended our 2015 comparatives to align to this principle. The gains from SARs exercised during 2016 are disclosed on later in this report.  Non-executive Directors  Details of the appointments of Non-executive Directors in office during the financial year are listed below:  Date first appointed to

Date last re-elected asNon-executive Directors

the board

a director

Date due for re-electionMSV Gantsho (Chairman)

1 June 2003

4 December 2015

17 November 2017JE Schrempp (Lead Independent Director)

21 November 1997

Retired 4 December 2015

N/AC Beggs

8 July 2009

21 November 2014

25 November 2016MJ Cuambe

1 June 2016

N/A

25 November 2016HG Dijkgraaf (Lead Independent Director)(1)

16 October 2006

21 November 2014

25 November 2016NNA Matyumza

8 September 2014

21 November 2014

17 November 2017IN Mkhize

1 January 2005

4 December 2015

November 2018(2)ZM Mkhize

29 November 2011

21 November 2014

17 November 2017MJN Njeke

4 February 2009

22 November 2013

25 November 2016PJ Robertson

1 July 2012

21 November 2014

25 November 2016S Westwell

1 June 2012

4 December 2015

17 November 2017  
 (1)Appointed as Lead Independent Director on 4 December 2015. (2)Date of meeting not yet determined.  18


Non-executive Directors remuneration for the year was as follows:  Lead



Share

Ad hoc orBoard meeting

Independent

Committee

Incentive

specialNon-executive

fees

Director fees

fees

Trust fees

meeting

Total 2016

Total 2015Directors

R000

R000

R000

R000

R000

R000

R000MSV Gantsho (Chairman)

4 900









4 900

4 900JE Schrempp(1), (2)(Lead Independent)

1 050

305

279

34

63

1 731

2 909HG Dijkgraaf(1) (5)(Lead Independent)

2 183

452

1 158

67

95

3 955

2 788C Beggs

660



515



21

1 196

1 129MJ Cuambe(1), (3)

186









186

NNA Matyumza

660



350





1 010

610IN Mkhize

660



569

134

21

1 384

1 317ZM Mkhize

660



117



42

819

689MJN Njeke

660



228





888

792B Nqwababa(4)













171PJ Robertson(1)

2 183



1 129

67

32

3 411

2 276S Westwell(1)

2 183



950



32

3 165

2 357Total

15 985

757

5 295

302

306

22 645

19 938  
 (1)Board and committee fees paid in US dollars. (2)Prof JE Schrempp retired from the board effective 4 December 2015. (3)Appointed as Non-executive Director effective 1 June 2016. (4)Mr B Nqwababa resigned as Non-executive Director effective 26 September 2014 and was re-appointed as Executive Director with effect from 1 March 2015. (5)Appointed as Lead Independent Director on 4 December 2015.  LTIs previously granted, exercised, implemented, settled and/or vested  The interests of the Directors in the form of LTIs are shown in the tables below. During the year to 30 June 2016, the highest and lowest closing market prices for the companys shares were R492,50 on 8 March 2016 and R358,79 on 8 December 2015 and the closing market price on 30 June 2016 was R397,17. Refer to note 35 of the Annual Financial Statements for further details of the incentive plans.  LTI holdings (unvested)  Effect ofBalance at





corporate

Long-termbeginning of

Granted



performance

incentive rights

Balance at endExecutive Directors

year (number)

(number)

Grant date

targets (number)

settled (number)

of year (number)DE Constable

95 356

81 000

21-Sep-15

7 145

(19 807
)
163 694B Nqwababa

30 000

20 000

21-Sep-15





50 000VN Fakude

69 686

27 500

21-Sep-15

11 985

(33 225
)
75 946Total

195 042

128 500



19 130

(53 032
)
289 640  SAR holdings  outstanding (vested and unvested)  Balance at beginning of year

Effect of corporate performance



Balance at endExecutive Directors

(number)

targets (number)

SARs exercised

of year (number)DE Constable

375 787





375 787VN Fakude

166 949

8 013

(32 862
)
142 100542 736

8 013

(32 862
)
517 887  19


SasolLimited Group Report of the Remuneration Committee (continued)  Sasol Share Incentive Scheme  Executive directors do not have any outstanding share options previously awarded under the Sasol Share Incentive Scheme and accordingly did not exercise any options during the course of the financial year. During the year, prescribed officer FR Grobler, exercised 1300 share options with a strike price of R232,38 and a market price of R464,29 per share on the exercise date. This resulted in a gain on exercise of R301 483. His remaining 2700 options lapsed on expiry of the scheme.  LTI holdings (unvested)  Balance atbeginning of





Effect of corporate

Long-termyear

Granted



performance

incentives settled

Balance at endPrescribed Officers

(number)

(number)

Grant date

targets (number)

(number)

of year (number)SR Cornell

42 100

23 000

21-Sep-15





65 100FR Grobler

34 477

13 500

21-Sep-15

3 860

(10 701
)
41 136VD Kahla

29 999

16 000

21-Sep-15

4 802

(13 312
)
37 489BE Klingenberg

38 969

18 500

21-Sep-15

6 884

(19 084
)
45 269M Radebe

29 999

14 000

21-Sep-15

4 802

(13 312
)
35 489CF Rademan

38 008

20 000

21-Sep-15

6 884

(19 084
)
45 808SJ Schoeman

34 477

23 500

7-Jun-16

3 860

(10 701
)
51 136Total

248 029

128 500



31 092

(86 194
)
321 427  SAR holdings (vested and unvested)  Effect of corporateBalance at beginning of year

performance targets



Balance at endPrescribed Officers

(number)

(number)

SARs exercised

of year (number)FR Grobler

63 555

2 595



66 150VD Kahla

68 500

3 216

(26 216
)
45 500BE Klingenberg

167 543

4 570



172 113M Radebe

129 637

3 216

(4 100
)
128 753CF Rademan

91 862

4 570



96 432SJ Schoeman

61 280

2 595



63 875Total

582 377

20 762

(30 316
)
572 823  Share Appreciation Rights Exercised  Gain on exercise ofshare appreciationSARs

Market price

Offer price

rightsExercise

exercised

per share

per share

2016(1)dates

(number)

(Rand)

(Rand)

R000sExecutive   DirectorsVN Fakude



32 862





6 0339-Mar-16

7 400

492,50

352,10

1 0399-Mar-16

6 700

492,50

289,99

1 3579-Mar-16

18 762

492,50

298,65

3 637Prescribed   OfficersVD Kahla



26 216





3 0879-Mar-16

6 000

492,50

372,00

7239-Mar-16

8 916

492,50

376,46

1 0359-Mar-16

5 300

492,50

334,53

83729-Mar-16

6 000

454,00

372,00

492M Radebe

9-Mar-16

4 100

492,50

294,50

812Total



63 178





9 932  
 (1) No share appreciation rights were exercised in 2015.  20


Sasol Inzalo Management Scheme rights  At the grant date on 3 June 2008, the issue price of the underlying share of R366,00 which represented the 60-day volume weighted average price of Sasol ordinary shares to 18 March 2008.  The shares were issued to The Sasol Inzalo Management Trust at R0,01 per share.  Value of



Balance at endBalance at beginning of year

Rights granted

underlying



of year(number)

(number)

share (Rand)

Grant date

(number)Executive   DirectorsVN Fakude

25 000







25 000Prescribed   OfficersM Radebe

15 000







15 000Total

40 000







40 000  Beneficial shareholding  The aggregate beneficial shareholding at 30 June 2016 of the directors of the company and the prescribed officers and their associates (none of whom have a holding greater than 1%) in the issued ordinary share capital of the company are detailed in the following tables.  Sasol Inzalo Public Limited RF (Sasol Inzalo) indirectly held 2 838 565 of the total issued capital of Sasol on 30 June 2016 in the form of unlisted Sasol preferred ordinary shares. The Sasol Inzalo ordinary shares have limited trading rights until 7 September 2018. Refer to note 36 of the Annual Financial Statements for details of the Sasol Inzalo share transaction.  2016

2015Direct

Indirect

Total beneficial

Direct

Indirect

Total beneficialBeneficial shareholdings(1)

beneficial

beneficial(2)

shareholding

beneficial

beneficial(2)

shareholdingExecutive   DirectorsVN Fakude

4 269



4 269

4 269



4 269Non-executive   DirectorsIN Mkhize



18 435

18 435

313

18 626

18 939Total

4 269

18 435

22 704

4 582

18 626

23 208  
 (1)There was no change in the above shareholding between the end of the financial year and the date of approval of the Annual Financial Statements. (2)Sasol Inzalo Public Limited (RF) shares.  2016

2015Direct

Indirect

Total beneficial

Direct

Indirect

Total beneficialPrescribed Officers

beneficial

beneficial(1)

shareholding

beneficial

beneficial(1)

shareholdingFR Grobler

13 500



13 500

13 500



13 500CF Rademan

600



600

2 500



2 500M Radebe



3 357

3 357



3 357

3 357Total

14 100

3 357

17 457

16 000

3 357

19 357  
 (1) Share units in Sasol Employee Share Savings Trust not included.  21