Exhibit 99.10  ouR GoVeRnAnCe   FRAMeWoRK Vuyo Kahla, Executive Vice President Advisory and Assurance and   Company Secretary As a values-based organisation, Sasol is committed to high   standards of business integrity and ethics in all activities. The Board is   responsible for the strategic direction and control of the company and brings   independent, informed and effective judgement and leadership to bear on   material decisions reserved for the Board. The Board ensures that Sasol is   governed effectively in accordance with good corporate governance practice,   including risk and legal compliance management, appropriate and relevant   non-binding industry rules, codes and standards, and internal control   systems. It is satisfied that it fulfilled all its duties and obligations in   the 2016 financial year. domestic US companies listed on the NYSE and that we   apply all the principles of the King Code of Governance Principles for South   Africa (King III). We have identified specific areas of law as key group   legal compliance risk areas. These are competition law, anti-bribery and   anti-corruption laws, sanction laws and safety, health and environmental   laws. 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. 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. For more details on the responsibilities, powers, policies,   practices and processes of the Board, directors and the companys executives   and other officials, refer to the Board charter as well as the companys   memorandum of incorporation. 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. 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 52 Sasol Integrated Report 2016 as well as ensuring delivery on the   strategic objectives of the company, the board is focused on ensuring that   strategy, risk, performance and sustainable development considerations are   effectively integrated and appropriately balanced.


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. ssurance and ommittee ommittee 1 The Board appoints Group Executive   Committee members on the recommendation of the Joint Presidents and CEOs and   the Nomination, Governance, Social and Ethics Committee. 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. Our   directors and composition of the board and committees 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. The roles   and functions of the Chairman, the Lead Independent Director and the Joint   Presidents and CEOs are described in the Board charter. During 2016, as a   result of effective succession planning, Sasol announced the appointment of a   new Lead Independent Director, new Joint Presidents and Chief Executive   Officers as well as a new Chief Financial Officer. All executive director   appointments were from positions within the company. The Joint Presidents and   CEOs can act jointly or separately and are jointly and severally delegated   with authority from, and are jointly and severally accountable to the Board.   Sasol Integrated Report 2016 53 riSk/OppOrtunity Additional information Our   performance review OurOpuerfgoormvearnncaenrceeview Our strategic business   context How we create value Who we are sAsol lIMIteD shAReholDeRs investment   gROup executIVe cOmmIttee 1 ombined ompliance ethICAl FounDAtIon stAKeholDeRs   executIVe VIce pReSIdentS WhOLLy OWned SubSIdIaRIeS, buSIneSS unItS,   OpeRatIOnS and gROup functIOnS aSSOcIateS, JOInt VentuRe bOaRdS and   ShaRehOLdeRS c a dis c closure Investment committee Sustainability and   Stakeholder Relations committee Sanctio c c ns audit committee nomination,   governance, Social and ethics committee remuneration committee risk and She   committee capital committee JOInt pReSIdentS and chIef executIVe OffIceRS   SaSOL LImIted bOaRd Disclosures Control/Assurance


BOARD OF   DIRECTORS1 INDEPENDENT NON-EXECUTIVE DIRECTORS MSV Gantsho (Chairman) JE   Schrempp2 C Beggs MJ Cuambe4 HG Dijkgraaf3 NNA Matyumza IN Mkhize ZM Mkhize   MJN Njeke PJ Robertson S Westwell EXECUTIVE DIRECTORS DE Constable5 B   Nqwababa6 SR Cornell7 VN Fakude13 P Victor8 NUMBER OF DIRECTORS TENURE 9   years and longer 4 6 to 8 years 2 3 to 5 years 3 Less than 3 years 5 DIVERSITY   Female 21,4% Historically disadvantaged 78%14 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 Retired as   Director and Lead Independent Director on 4 December 2015. 3 Appointed as   Lead Independent Director on 4 December 2015. 4 Appointed as Director on 1   June 2016. 5 Resigned as President and CEO with effect from 1 July 2016. 6   Existing Director appointed as Joint President and CEO with effect from 1   July 2016. 7 Appointed as Director and Joint President and CEO with effect   from 1 July 2016. 8 Appointed as Director and CFO with effect from 1 July   2016. We have the right balance of skills and experience to make meaningful   contribution to the business of the company SKILLS AND EXPERIENCE Oil, gas   and upstream 100% Engineering, capital projects and manufacturing 43% Finance   and mergers & acquisitions 78% Strategy and risk 78% Remuneration 36%   Corporate knowledge and governance 100% Public policy, legal and regulatory   28% Global experience 35% Our governance framework (continued) 54 Sasol   Integrated Report 2016


AUDIT   COMMITTEE11 NOMINATION, GOVERNANCE, SOCIAL AND ETHICS COMMITTEE11   REMUNERATION COMMITTEE11 INDEPENDENT NON-EXECUTIVE DIRECTORS C Beggs   (Chairman) NNA Matyumza IN Mkhize MJN Njeke S Westwell INDEPENDENT   NON-EXECUTIVE DIRECTORS MSV Gantsho (Chairman) HG Dijkgraaf3 ZM Mkhize MJN   Njeke9 JE Schrempp2 INDEPENDENT NON-EXECUTIVE DIRECTORS HG Dijkgraaf   (Chairman) MSV Gantsho IN Mkhize PJ Robertson NNA Matyumza10 JE Schrempp2   CAPITAL INVESTMENT COMMITTEE12 RISK AND SHE COMMITTEE INDEPENDENT NON-EXECUTIVE   DIRECTORS PJ Robertson (Chairman) S Westwell NNA Matyumza MJ Cuambe4   EXECUTIVE DIRECTORS DE Constable5 SR Cornell7 B Nqwababa P Victor8   INDEPENDENT NON-EXECUTIVE DIRECTORS IN Mkhize (Chairman) C Beggs HG   Dijkgraaf3 MSV Gantsho S Westwell PJ Robertson EXECUTIVE DIRECTORS B Nqwababa   SR Cornell7 DE Constable5 VN Fakude 13 P Victor8 9 Appointed as member on 4   December 2015. 10 Appointed as member on 4 December 2015. 11 The Joint   Presidents and CEOs 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. 12 Capital   Investment Committee established on 24 August 2015. 13 Will resign as   Executive Vice President: Strategy and Sustainability and executive director,   with effect from 31 December 2016. 14 78% of our South African directors   represent historically disadvantaged individuals. ATTENDANCE OF MEETINGS   DURING THE PERIOD THE DIRECTOR WAS APPOINTED Board 100% 6 MEETINGS Audit   Committee 100% 4 MEETINGS Nomination, Governance, Social and Ethics Committee   100% 4 MEETINGS Remuneration Committee 100% 4 MEETINGS Risk and SHE Committee   100% 5 MEETINGS Capital Investment Committee 100% 3 MEETINGS 4 Mar 2016 2 Jun   2016 3 Jun 2016 4 Sep 2015 3 Dec 2015 4 Dec 2015 Additional information Our   performance review OurO puerr fgoormvearnncaen rceeview Our strategic   business context How we create value Who we are Sasol Integrated Report 2016   55


our governance   framework (continued) The Nomination, Governance, Social and Ethics Committee   assists with the identification of suitable candidates to be proposed for   appointment to the Board and shareholders, 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. Performance and independence Every   year, we evaluate the effectiveness and performance of the Board, its   committees and individual directors. During 2016, we performed a   self-assessment, by way of individual questionnaires. No major concerns were   raised by any director in respect of the functioning of the Board or any of   its committees. The Audit Committee did, however, recognise that its   Information Technology mandate in terms of King III was placing strain on it.   As a result, the Board decided to schedule additional meetings to cater for   the added workload. The Board did not determine measurable objectives for   achieving diversity on the Board in 2016. The representation of women reduced   to 21,4%, while the representation of historically disadvantaged individuals   declined to 78% from the previous 87%. We will put appropriate measures in   place to ensure balanced representation suitable for the company, should the   opportunity arise. We continuously review and enhance Board and committee   meeting processes to ensure the effective functioning of the Board and its   committees. Ever-changing issues facing companies make it essential for us to   look at the Boards agenda to ensure that it meets current needs, stays   aligned with good governance and best practices and matters of strategic   importance. Development 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 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. 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. 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. The Board is of the view that all   non-executive directors are independent in accordance with King III 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   Gantsho, Ms Mkhize and Mr 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. The Lead   Independent Director is responsible for ensuring that the performance of the   Chairman is evaluated annually. This was done in the year under review and   the Board expressed its satisfaction with the performance of the Chairman. 56   Sasol Integrated Report 2016


Sustainability,   social and ethics responsibilities In executing its social and ethics   responsibilities as required by the South African Companies Act, the   Nomination, Governance, Social and Ethics Committee considers and monitors   Sasols activities, having regard to relevant legislation, human rights and   prevailing best practice, in matters relating to: stakeholder relationships,   including supplier and consumer relationships and the governance of the   groups stakeholder engagement activities as well as Sasols standing in   terms of the South African Broad-Based Black Economic Empowerment (B-BBEE)   Act, No 53 of 2003, including Sasols proposed response to the revised B-BBEE   Codes. social and economic development, including Sasols compliance with the   10 principles of the United Nations Global Compact as well as the purposes of   the Organisation for Economic Co-operation and Development recommendations   regarding corruption. The Committee also considered Sasols activities in   relation to good corporate citizenship with an emphasis on Sasols social   investment and global programmes embarked on within education, skills   development, environment, community development and employee volunteerism.   The Board, assisted by the Committee, is responsible for ensuring that   disputes with Sasols stakeholders are resolved as effectively, efficiently   and expeditiously as possible. It considers the legitimate interests and   expectations of stakeholders in all its decision-making. We regularly   communicate with our stakeholders, including by presenting the companys   strategy and performance. In terms of the Promotion of Access to Information   Act, 2 of 2000, Sasol considers and responds to all requests for access to   information. We ensure appropriate engagement with requesting parties without   compromising Sasols rights with respect to the protection of certain   information. In 2016, we granted all requests received, including third-party   requests, except for one. In this case, we could not grant access because we   had no knowledge of the records referred to and some of the records were not   relevant to Sasol. The Risk and SHE Committee is responsible for considering   and monitoring Sasols activities in relation to all environmental, health   and public safety matters, including the impact of the companys products or   services on stakeholders. labour and employment activities, taking into   consideration employment relationships, organised labour and the   International Labour Organisation Protocol on decent work and working   conditions. The Committee also considers Sasols progress in terms of the   South African Employment Equity Act, No 55 of 1998, focusing on gender   diversity and women empowerment and Sasols contribution towards the   educational development of employees. Sasol is committed to promoting equal   opportunities and fair employment practices globally across all its   businesses. 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. The Committee approved Sasols revised code of ethics in June   2015, emphasising that ethical behaviour in everything Sasol does globally is   an essential building block to embed a values-driven organisation and   high-performance culture. We have translated the revised code into the most   common languages of the major countries in which we operate. Our values are   included in employees performance assessments. We conducted an extensive   awareness campaign for our employees, service providers and customers and   implemented a supplier code of ethics with effect from 1 July 2015. The code   of ethics is available on our website http://www.sasol.com/sustainability/ethics.   Sasol Integrated Report 2016 57 Additional information Our performance review   OurOpuerfgoormvearnncaenrceeview Our strategic business context How we create   value Who we are