Exhibit 99.9 OUR GOVERNANCE   FRAMEWORK Sasol is a values-based organisation, committed to high standards   of business integrity and ethics in all activities. The Board steers and sets   the direction of the company and brings independent, informed and effective   judgment and leadership to bear on material decisions reserved for the Board   while ensuring that strategy, risk, performance and sustainable development   considerations are effectively integrated and appropriately balanced. The   Board is satisfied that it fulfilled all its duties and obligations in the   2017 financial year. The Board and its committees continue to monitor closely   the implementation of Sasols legal compliance policy and processes and   improve upon them to mitigate the risk of non-compliance with the laws in the   various jurisdictions in which we do business. Competition law, anti-bribery   and anti-corruption laws, sanction laws and safety, health and environmental   laws, identified as key group legal compliance risk areas, remain our focus.   We have implemented risk mitigation controls for each of these areas, aiming   to achieve a balanced approach on compliance by taking into consideration   Sasols obligations as well as Sasols rights. We regularly review and   benchmark the groups governance structures and processes to ensure they   support effective and ethical leadership, good corporate citizenship and   sustainable development and ensure that they are applied in the best   interests of Sasol and our stakeholders. We have the necessary policies and   processes in place to ensure that all entities in the Sasol group adhere to   essential group requirements and minimum governance standards. As a direct or   indirect shareholder, the company exercises its rights and is involved in the   decision-making of its subsidiaries on material matters and is satisfied that   its delegation of authority framework contributes to role clarity and   effective exercise of authority and responsibilities. As a company listed on   the Johannesburg Stock Exchange (JSE) and the New York Stock Exchange (NYSE),   Sasol is subject to, and has implemented controls to provide reasonable   assurance of compliance with all relevant requirements in respect of these   listings. The Board confirms that we comply in most significant respect with   the governance standards imposed on domestic US companies listed on the NYSE   and that we apply all the principles of the King Report on Corporate   Governance for South Africa 2016 (King IV). Risk/Opportunity 1 Changed from   Nomination, Governance, Social and Ethics Committee to Nomination and   Governance Committee with effect from 1 July 2017. 2 The Risk and SHE   Committee was reconstituted as the Safety, Social and Ethics Committee with   effect from 1 July 2017. 3 The Hedging Committee was broadened to the   Digital, Information Management and Hedging Committee with effect from 1 July   2017. 4 The Board appoints Group Executive Committee members on the   recommendation of the Joint Presidents and Chief Executive Officers and the   Nomination, Governance, Social and Ethics Committee. SASOL LIMITED   SHAREHOLDERS Committee3 GROUP EXECUTIVE COMMITTEE 4 ETHICAL FOUNDATION   STAKEHOLDERS EXECUTIVE VICE PRESIDENTS WHOLLY OWNED SUBSIDIARIES AND   OPERATING MODEL ENTITIES ASSOCIATES, JOINT VENTURES AND SHAREHOLDERS   Compliance Sanctions Committee Sustainability and Stakeholder Relations   Committee Investment Committee Combined Assurance and Disclosure Committee   JOINT PRESIDENTS AND CHIEF EXECUTIVE OFFICERS Audit Committee Nomination,   Governance, Social and Ethics Committee1 Remuneration Committee Risk and SHE   Committee2 Capital Investment Committee Hedging SASOL LIMITED BOARD   Disclosures Control/Assurance


Our directors   and the composition of the Board and committees BOARD OF DIRECTORS1 1 In   terms of our memorandum of incorporation, the Board shall consist of a   maximum of 16 directors. Up to five may be executive directors. One-third of   directors must retire at every Annual General Meeting and are eligible for   re-election. 2 Lead independent director. 3 Appointed as independent   non-executive director on 1 March 2017. 4 Appointed as executive director and   Joint President and CEO with effect from 1 July 2016. 5 Resigned as executive   director and Executive Vice President, Strategy and Sustainability with   effect from 31 December 2016. 6 Appointed as executive director and CFO with   effect from 1 July 2016. 7 The Joint Presidents and Chief Executive Officers   are not members of these committees but attend meetings by invitation. They   are requested to leave the meeting, where appropriate, before any decisions   are made that relate to them personally. 8 Appointed as a member with effect   from 1 July 2017. 9 Appointed as a member with effect from 9 September 2016.   Additional information Our performance review Our governance Our strategic   business context How we create value Who we are The Board recognises and   embraces the benefits of diversity at Board level, to enhance the range of   directors perspectives. We appreciate that Board diversity is an essential   component for sustaining a competitive advantage. Directors are chosen for   their corporate leadership skills, experience and expertise. A combination of   business, geographic and academic backgrounds as well as diversity in age,   gender and race, enhance the composition of a truly diverse Board. In the year,   we announced the appointment of two new female non-executive independent   directors, Mss GMB Kennealy and ME Nkeli. We also announced the resignation   of Ms VN Fakude, executive director and Executive Vice President, Strategy   and Sustainability. The Nomination, Governance, Social and Ethics Committee   assisted with the identification of suitable candidates to be proposed for   appointment to the Board, taking into consideration the annual review of   Board effectiveness, which includes among others, its composition. We   consider all facets of diversity, in determining the optimal composition of   the Board, having due regard to the Boards gender diversity policy, which   should be balanced appropriately and enable it to discharge its duties and   responsibilities effectively. HEDGING COMMITTEE Independent non-executive   directors S Westwell (Chairman) C Beggs IN Mkhize PJ Robertson Executive   directors SR Cornell B Nqwababa P Victor 4 meetings 100% attendance CAPITAL   INVESTMENT COMMITTEE Independent non-executive directors PJ Robertson   (Chairman) MJ Cuambe GMB Kennealy 8 NNA Matyumza S Westwell Executive   directors SR Cornell B Nqwababa P Victor 4 meetings 100% attendance RISK AND   SHE COMMITTEE Independent non-executive directors IN Mkhize (Chairman) C   Beggs MJ Cuambe 9 MSV Gantsho PJ Robertson S Westwell Executive directors B   Nqwababa SR Cornell P Victor 4 meetings 100% attendance AUDIT COMMITTEE 7   Independent non-executive directors C Beggs (Chairman) GMB Kennealy 8 NNA   Matyumza IN Mkhize MJN Njeke S Westwell 6 meetings 100% attendance   NOMINATION, GOVERNANCE, SOCIAL AND ETHICS COMMITTEE 7 Independent   non-executive directors MSV Gantsho (Chairman) HG Dijkgraaf ZM Mkhize MJN   Njeke 5 meetings 100% attendance REMUNERATION COMMITTEE 7 Independent   non-executive directors HG Dijkgraaf (Chairman) MSV Gantsho IN Mkhize ME   Nkeli 8 PJ Robertson NNA Matyumza 5 meetings 100% attendance Independent   non-executive directors MSV GantshoNNA MatyumzaS Westwell (Chairman)IN   MkhizeGMB Kennealy 3 C BeggsZM MkhizeME Nkeli 3 MJ CuambeMJN Njeke HG Dijkgraaf   2PJ Robertson Executive directors B Nqwababa 4 SR Cornell 4 VN Fakude 5 P   Victor 6 7 Meetings/100% attendance 22 Aug 201624 Feb 2017 9 Sept 201622 May   2017 24 Nov 201625 May 2017 25 Nov 2016


OUR GOVERNANCE   FRAMEWORK (continued) 2017 Development The development of industry and group   knowledge is a continuous process and we brief directors on legal   developments and changes in the risk and general business environment on an   on-going basis. We apprise newly appointed directors of Sasols business and   their duties and responsibilities as directors and give them the opportunity   to visit Sasols plants and operations. The Board, its committees as well as   any director are entitled to seek independent professional advice concerning   the companys affairs and to gain access to any information they may require   in discharging their duties as directors. decision vs. mix and focus   synthesis of d visuals Performance The evaluation of the effectiveness and   performance of the Board, its committees, individual directors and the   Chairman was externally assessed this financial year. We are satisfied that   the evaluation process is improving the Boards performance and   effectiveness. Diversity and size Committees Mandates membership Strategic   Meeting operational Board enablers frequency Quantity and n material   Templates and and Assessed and roles on eight dimensions of effective   Preparatio process an time  Reliable and effective reporting remains the   greatest enabler to empower the Board to execute its responsibilities and   focus on appropriate matters.  With a few exceptions indicated below, the   Board is working well; the structure, mandate and decision roles are   appropriate for the size/complexity of Sasol and the Chairmans performance   is satisfactory.  The Board will focus on allocating more time to top talent   discussions and restructuring Board committees  the social and ethics aspect   of the Nomination, Governance, Social and Ethics Committee has been carved   out as a separate committee going forward. The Risk and SHE Committee has   been disbanded, with the Board assuming direct responsibility for the   governance of risk, supported by all the Board committees, responsible for   ensuring the effective monitoring of risks within the ambit of the committees   scope. We are comfortable that we have the right balance of skills,   experience and independence to make a meaningful contribution to the business   of the company. The committees established by the Board play an important   role in enhancing standards of governance and effectiveness within the group.   The terms of reference of the Board and its committees form part of the Board   charter and are reviewed every year. The Board determined a target of 30% 30%   21,4%26,7% representation of women on the Board by 30 June 2019. Target 2016


We,   specifically, consider the independence of directors and their other   commitments when they are first appointed, as well as annually, or at any   other time when a directors circumstances change and warrant re-evaluation.   This is done to determine whether a director has sufficient time to discharge   his or her duties effectively and is free from conflicts that cannot be   managed satisfactorily. Should the Nomination, Governance, Social and Ethics   Committee be of the view that a director is over-committed or has an   unmanageable conflict, the Chairman will meet with that director to discuss   the resolution of the matter, to the satisfaction of the Committee. It was   also decided and the memorandum of incorporation accordingly amended, that no   director going forward, would hold office for longer than nine years. The   Board may nominate a director who served for nine years for re-election for   additional periods of one year at a time, but no such directors term of   office shall exceed twelve years. In order to retain necessary skills and   experience, it was also agreed to remove the age restriction and directors   are now allowed to serve irrespective of their age. The Board is of the view   that all non-executive directors are independent, in accordance with King IV   and the rules of the NYSE. We have reconfirmed the independence of our   non-executive directors who have been in office for more than nine years,   namely Dr MSV Gantsho, Ms IN Mkhize and Mr HG Dijkgraaf. We did this after   taking into account, among other considerations, the extent to which the   diversity of their views, skills and experience continue to enhance the   Boards effectiveness. Succession planning is a current key focus area.   employees performance assessments. We also conduct Sasols compliance with   the 10 principles of the United service providers and customers and have   implemented the Organisation for Economic Co-operation and We regularly   communicate with our stakeholders, consideration employment relationships,   organised performance. In terms of the Promotion of Access Protocol on decent   work and working conditions. The responds to all requests for access to   information. of the South African Employment Equity Act, No 55 parties,   without compromising Sasols rights with empowerment and Sasols contribution   towards Additional information Our performance review Our governance Our   strategic business context How we create value Who we are Sustainability,   social and ethics responsibilities In executing its social and ethics   responsibilities, asSasols code of ethics applies to all our directors and   required by the South African Companies Act, the employees, it emphasises   that ethical behaviour in Nomination, Governance, Social and Ethics Committee   everything Sasol does, globally, is an essential building considered and   monitored Sasols activities, having regardblock to embed a values-driven   organisation and high-to relevant legislation, human rights and prevailing   best performance culture. We have translated the revised practice, in matters   relating to: code into the most common languages of the major  Social and   economic development, including countries in which we operate. Our values are   included in Nations Global Compact as well as the purpose of extensive awareness   campaigns for our employees, Development recommendations regarding   corruption. a supplier code of ethics. The Committee also considered Sasols   activities in  Stakeholder relationships, including supplier and relation to   good corporate citizenship, with an emphasisconsumer relationships and the   governance of the on Sasols social investment and global programmes Groups   stakeholder engagement activities as well as embarked on within education,   skills development, Sasols standing in terms of the South African   Broad-environment, community development and employeeBased Black Economic   Empowerment (B-BBEE) Act, volunteerism. No 53 of 2003, including Sasols   proposed response to The Board was responsible for considering andthe revised   B-BBEE Codes. monitoring Sasols activities in relation to allThe Board,   assisted by the Committee, is responsible environmental, health and public   safety matters, for ensuring that disputes with Sasols stakeholders   including the impact of the companys products andare resolved as   effectively, efficiently and expeditiously services on stakeholders.as   possible. It considers the legitimate interests and  Labour and employment   activities, taking into expectations of stakeholders in all its   decision-making. labour and the International Labour Organisationincluding by   presenting the Groups strategy and Committee also considers Sasols progress   in terms to Information Act, 2 of 2000, Sasol considers and of 1998, focusing   on gender diversity and women We ensure appropriate engagement with   requesting the educational development of employees. Sasol isrespect to the   protection of certain information. committed to promoting equal opportunities   and fair The code of ethics is available on our website employment practices,   globally, across all its   businesses.http://www.sasol.com/sustainability/ethics. We have implemented   several programmes to ensure the practical application of our commitment to   human rights, including worker participation and employment equity, always   maintaining our high standards and statutory compliance.