Exhibit 16.1  Sasol Limited group Remuneration report 2014  Dear shareholder  The global remuneration arena is complex and dynamic and best practices vary between industries, geographies as well as in time. Additionally, various views on what constitutes best practice do not always concur and sometimes clash. The committees key objectives are to ensure that remuneration is competitive, globally applicable and flexible. It has to stimulate a performance-driven culture over both the short term and long term yet align with shareholders interests. The policy should furthermore not be overly complex and be easy to maintain.  During the past two years the Remuneration Committee (the committee) has consulted various stakeholders on the features of Sasols remuneration policy. This input has been taken into account in designing a number of changes to our policy which will take further effect from the financial year 2015 (FY15).  The result in our view, and that of the Sasol Limited Board, encapsulates a balanced package of practices which represent the best possible way forward for the next few years, to meet our business aspirations given our business models, global spread, specific challenges and people requirements.  In this report we present you with our remuneration policy as it applied to FY14 and report on remuneration outcomes for this year. In the tabulation below we highlight some important policy changes as they were applied during FY14 together with the enhancements for FY15.  Remuneration Component

FY14(the reporting year)

FY15(next financial year and beyond)Base   Pay

Target base pay positioning in a range of 80% - 120% around the   market median.

Broad pay bands for greatly reduced number of job levels.Short-Term   Incentive (STI) Plan

Introduction of execution targets for large capital projects.

Targets linked to individual performance more broadly implemented   throughout the Group.Long-Term   Incentive (LTI) Plan

·Ceased granting SARs,   and delivered all long term incentive in the form of what were called Medium   Term Incentives (MTIs) and are now called LTIs.
·For international participants, the units are   measured against the American Depository Receipt (ADR) on the NYSE.
·Increase to 70% the proportion of units granted   to top management that carry Corporate Performance Targets (CPTs).

·Further increase to 100% the proportion of units   granted to members of the GEC that will carry Corporate Performance Targets   (CPTs).
·Greater stretch in the targets.
·Introduction of dividend equivalents with respect   to vested units.  Additionally, a balanced share ownership guideline will be applied to Executive Directors from FY15 to assist with long term focus and further shareholder alignment.  The committee solicits your support for Sasols remuneration policy.  Henk   Dijkgraaf (Chairman)Mandla Gantsho
Peter RobertsonImogen Mkhize
Jürgen Schrempp  1


Introduction  With the aim of enhancing transparency, this remuneration report is split into three sections covering the following matters:  1.Remuneration governance and the role of the committee 2.Sasols remuneration policy for FY14, including planned FY15 changes 3.Remuneration outcomes for FY14  Section 1: Remuneration governance  Board overview  The committee was established in 1989 to ensure remuneration arrangements support the strategic objectives of the company and enable the recruitment, motivation and retention of executives and employees at all levels, while complying with all requirements of law and regulation. 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 is reviewed annually by the board and is available on the companys website at www.sasol.com. Key decisions taken at the committee meetings are reported to the board. Annually, a self-assessment of the effectiveness of the committee and the committee chairman is undertaken.  The members of the committee for the year under review were:  ·Mr HG Dijkgraaf (Chairman) ·Dr MSV Gantsho (appointment effective 22 November 2013) ·Ms IN Mkhize ·Mrs TH Nyasulu (resigned effective 22 November 2013) ·Mr PJ Robertson ·Prof JE Schrempp  The committee met four times during the year. Attendance is reported in the corporate governance 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 on page xx.  Independent External Advisors  The committee has continued to use independent external advisors from New Bridge Street, based in London, United Kingdom.  New Bridge Street is a signatory to the UK Remuneration Consultants Code of Conduct. Vasdex & Associates are used to provide specific advice and services as required and requested by management and the company regularly participates in several external remuneration surveys globally to inform benchmarking exercises.  Key definitions  For clarity, the following terms are used in this report in respect of the FY14 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 long-term business plans. All members of the GEC report to the chief executive officer and are viewed as prescribed officers within the meaning of the Companies Act, no 71 of 2008, as amended (the Act); ·Top managementis defined as the level below the GEC and; ·Senior managementis defined as the two levels below top management.  2


Executive service contracts  The President and Chief Executive Officer is employed on a five year contract that commenced 1 June 2011. His service agreement is governed by Sasols policy for expatriate remuneration.  The Executive Directors and 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 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.  A summary of the termination arrangements for prescribed officers has been included in table format at the end of this report.  Risk management  The following risk-mitigating controls are part of the design of the remuneration practices:  Mix of remuneration elements The committee determines each component of remuneration, both separately and in totality, and ensures that the pay mix components provide for a balanced pay mix driven by sustainable business performance. The incentive plans are designed such that a balance is obtained between retention and performance over the business development cycle.  Mix of performance measures Financial and non-financial measures are used in the incentive plans to ensure that performance related rewards are conditional upon achievement of a mix of measures. They aim at protecting shareholder interests and at rewarding company and individual performance.  Other controls The caps on the maximum pay-out under the short-term incentive plan mitigate against unintended and inappropriate rewards. The board has given the committee the final discretion to approve the payments under all incentive plans.  Sasol Clawback Policy Clawback 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).  Section 2: Remuneration Policy  Overarching Principles of Remuneration Policy  The committee, following extensive engagement with institutional shareholders in 2012 and 2013, reviewed the remuneration policy to ensure that:  ·it remains effective in supporting the achievement of the companys business objectives; ·it is competitive and in line with best practices globally; ·it fairly rewards individuals for their contribution to the business, and ·it carries the support of our stakeholders.  The committee has full discretion to alter rewards offered in terms of the policy but will only do so in exceptional cases and will disclose such changes.  Sasols remuneration policy strives to reward corporate and individual performance through an appropriate balance of fixed pay and both short and long-term variable pay components. The committee considers the targets set for the different elements of performance related remuneration to ensure that these are both appropriate and demanding in the context of the business environment as well as complying with the provisions of appropriate governance codes and statutes.  Prominent within the Sasol group in FY14 was the focus on the successful execution of the Business Performance Enhancement Programme which includes the implementation of a new operating model and resultant organisational structures aiming to achieve greater efficiency and reduced costs. Some fundamental principles of the re-structure include increasing the span of control, de-layering parts of the organisation and thus reducing ambiguity, bureaucracy and ineffective processes. The restructure necessitated a review of remuneration practices resulting in changes for FY15. Accordingly, a new reward and organisation design framework will be introduced from FY15 to replace the 28 existing levels with nine structural layers designed around accountability, complexity and reporting lines. From FY15 onwards, top management will be known as the Business and Group Function Leadership layer, and senior management will be referred to as the Operational and Functional Leadership layer.  Due to the restructure, opportunities for voluntary retrenchment packages and voluntary early retirement were offered to affected employees under the Sasol Retrenchment policy. This process will continue into FY15.  3


Key Components of Sasols Executive Remuneration Policy  The key components and drivers of Sasols executive remuneration structure, which apply to all members of the top and senior management, are set out in the table below:  Remuneration   component

Strategic intent and drivers

Policy ApplicationBase   salary

·Attraction and retention   of key employees.
·Internal and external   equity.
·Rewarding individual   performance.

·Base salary reflects   individuals competencies and is normally reviewed annually with individual   performance differentiated salary adjustments effective from 1 October each   year.
·Distribution is around   the median as informed by benchmarks.Benefits

·External market   competitiveness.
·Integrated approach   towards wellness driving employee effectiveness and engagement.

·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

·Compliance with   legislation.
·Negotiated and   contractual commitments.

·Offered in line with   statutory requirements and either agreed or determined at collective bargaining   forums.Short   Term Incentive (STI) plan (<12 months)

Alignment with   group and business unit or functional performance in terms of:
·Financial targets
·Employment equity (South   African employees only)
·Safety performance   (against both leading and lagging targets)
·Reward performance   against targets set at group, business unit and individual levels including   targets for major capital projects and compliance issues where relevant.

·Subject to the   achievement of performance criteria, the short term incentive is paid   following approval at the September committee meeting.

·A single structure is   applicable to all employees globally, other than certain employees who are   aligned with production (Mining) or sales commission arrangements.Long-term   incentive plan (LTI)

Alignment with   both group performance and retention objectives in terms of:

·Attraction and retention   of senior employees;

·Direct alignment with   shareholders interests by linking the vesting of awards to the achievement   of CPTs where units can be forfeited or enhanced if targets are not met or   exceeded, in terms of:

·Efficiency;
·Earnings; and
·Relative Total   Shareholders Return (TSR)

·The long-term incentive   arrangements are reviewed annually to ensure that they are appropriately   aligned to strategic goals and provide an appropriate incentive for   longer-term performance and shareholder alignment.

·Awards are directly   linked to role, group and individual performance.

·Awards are made upon   appointment, promotion or in terms of the annual supplementary process.

·Of the total award to   senior management, the following portion was linked to CPTs in FY14:
·Top management and GEC:   70%
·Senior management: 60%  Total remuneration  Benchmarking  Executive remuneration is benchmarked against data provided in national executive remuneration surveys, as well as to information disclosed in the remuneration reports of organisations included in our benchmarking peer group.  One of the committees key tasks is to preserve the relevance, integrity and consistency of this benchmarking exercise.  Survey reports from PwC Remchannel and Mercer Global Remuneration Solutions are used for benchmarking of South African remuneration levels. Since PwC has been appointed as the company auditors effective FY14, participation in the PwC Remchannel survey has been confirmed as independent by the Audit Committee Chairman. Survey data from the Hay Group, ECA, Mercer and Towers Watson are used in different locations in the international environment.  South African executive remuneration survey data is supplemented by the published remuneration information of a number of comparator organisations. The international data points carry a weighting of 30% with the balance linked to South African data points. This comparator group of companies includes:  ·four global resources companies with significant South African interests namelyBHP Billiton, Anglo American, Gold Fields and AngloGold Ashanti; ·two South African global industrials namely SAB Miller and Sappi; and ·six US and European energy and chemicals integrated companies namely ExxonMobil, Chevron, ConocoPhillips, Shell, BP and Total.  The committee requested that a comprehensive review of the peer group be done in FY15.  The ratios within the remuneration mix are structured for different management levels within the organisation and geographic location. The relative proportion of the remuneration components of the GEC within the approved remuneration mix is set out in the following chart:    
 *Total guaranteed package (TGP) is used in South Africa and equates to total cost of base salary and fixed allowances plus employer contributions to benefit funds  The chart indicates a balanced portfolio of reward allocated towards 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. Bar for a small adjustment to the LTI fair values, the pay mix remains unchanged for FY15.  4


Total guaranteed package / base salary and benefits  South African employees who are not covered by collective bargaining agreements, receive a total guaranteed package (TGP) which includes employer contributions towards retirement, risk, life 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.  Annual increases to total guaranteed package are determined with reference to the scope and nature of an employees role, market benchmarks, personal performance and competence, affordability and projected consumer price index figures. Annual increases for all employees outside of the collective bargaining councils take effect from 1 October. An overall annual increase of 6,5% was approved by the committee, with effect from 1 October 2013, for all employees outside the respective collective bargaining councils in South Africa. South African employees included in collective agreements received increases varying between 7,5% and 8,25%, for 2014. This is the 5thconsecutive year that increases awarded to management are lower than what was agreed through collective bargaining forums for unionised employees.  Our employees outside of South Africa are remunerated on a base salary plus benefits approach and similar benefits are offered as for the South African employees. In FY14, increases awarded were in line with anticipated movements in remuneration in the international jurisdictions and in accordance with individual performance.  Short-term incentives  The short-term incentive (STI) plan is designed to recognise the achievement of a combination of group and business unit or group functional performance objectives.  The following diagram indicates the basis for calculating the short-term incentive amounts for group executives and employees in top management:    TGP: total guaranteed package, CEO: chief executive officer, ED: executive director, GEC: group executive committee, EBITDA: earnings before interest, tax, depreciation and amortisation  Measures covering the execution of large capital projects have been incorporated into the performance agreements of those executives who are directly involved in the management and oversight of these projects.  The specific configuration and outcome of the STI calculation on Group targets, for each employee category is detailed separately in the paragraphs below.  5


Short term incentive  members of the GEC  The group targets applicable to the GEC, their weights and the resultant outcome of the group multiplier for FY14 are indicated in the following table.  Measure

Weight

Threshold   (0%)

Target   (100%)

Stretch Target   (150%)

Achievement

Weighted   achievementYear on year growth in EBITDA

55
%
FY13 EBITDA + 0%

FY13 EBITDA + CPI

FY13 EBITDA + CPI + 8%

FY13 EBITDA + 14% + 17,3%

82,50
%Year on year growth in fuel   volumes measured in tons

10
%
FY13 Volume + 0%

FY13 + 1%

FY13 + 2%

FY13 + 1,65%

13,26
%Growth in Cash Fixed Costs   (CFC) versus PPI

15
%
FY13 CFC + Average PPI + 2%

FY13 CFC + PPI

FY13 CFC + PPI  2%

FY13 CFC + PPI  1,8%

21,94
%Employment Equity

10
%
60% of all opportunities in targeted groups

60% of all opportunities in targeted groups

75% of all opportunities in targeted groups

Snr Mgt 50,96%Mid Mgt: 41,25%

8,68
%Safety Lagging indicator

4
%
RCR: 0,36

RCR: 0,30

RCR: 0,28

RCR = 0,36 less 5 fatalities

0,00
%Safety Leading indictor

6
%
Weighted average of leading indicators for   all BUs to be 70%

Weighted average of leading indicators for   all BUs to be 90%

Weighted average of leading indicators for   all BUs to be 100%

97,50%

8,28
%Overall weighted average











134,66
%  Since the portfolios of the GEC members cover a number of business units or group functions, a weighted combination of the relevant scores is included in a combined individual / portfolio score for each GEC member.  The table below provides details of all the factors and the final determination of annual short-term incentive award for FY14.  TGP/Base Salary as at   30 June 2014

Target %

GroupFactor %

IndividualPerformanceFactor%

FY14 Short termincentive value*A

B

C

D

E = AxBxCxDDE Constable(1)

US$
899 633

115
%
134,66
%
123.3
%
US$
1 717 770VN Fakude

R
7 452 913

90
%
134,66
%
115
%
R
10 387 356P Victor(2)

R
4 000 000

90
%
134,66
%
125
%
R
5 030 381SR Cornell(3)

US$
650 000

75
%
134,66
%
105
%
US$
283 270FR Grobler(4)

R
4   349 248

75
%
134,66
%
95
%
R
3   370 580VD Kahla

R
5   112 105

75
%
134,66
%
105
%
R
5   421 119BE Klingenberg

R
5 931 050

75
%
134,66
%
100
%
R
5 990 064E Oberholster(5)

R
4 431 548

75
%
134,66
%
95
%
R
3 180 158M Radebe

R
4   550 000

75
%
134,66
%
100
%
R
4   595 272CF Rademan

R
5 498 750

75
%
134,66
%
115
%
R
6 386 482SJ Schoeman(6)

R
4   300 000

75
%
134,66
%
95
%
R
689   491  
 *Apportioned for employment period or period on the GEC.  (1)Net USD salary used to calculate net USD short term incentive. (2)50% target STI for 1/7/2013-31/08/2013; 90% target STI for 1/09/2013-30/06/2014. Calculation based on TGP including acting allowance. (3)75% target STI for 1/02/2014 -30/06/2014. (4)60% target STI for 1/7/2013-30/11/2013; 75% target STI for 1/12/2013-30/06/2014. Calculation based on net assignment salary paid whilst on expatriate contract in Germany. (5)60% target STI for 1/7/2013-31/09/2013; 75% target STI for 1/10/2013-30/06/2014. (6)60% target STI for 1/7/2013-30/04/2013; 75% target STI for 1/05/2013-30/06/2014.  The committee has the final discretion to determine the individual amounts that are paid out under the group short-term incentive plan considering overall performance versus predetermined targets. No changes were made to formulaic incentive calculations.  6


Short-term incentive  top and senior management  The group targets for the levels below the GEC are growth in volume, cash fixed costs and EBITDA respectively. Performance against the group targets is measured in a range of 50% - 150%. Safety, Employment Equity and targets relevant to the business unit (BU)/group functional annual business plans including project deliverables are measured at BU/Group Functional level. Excluding the group employment equity and safety scores (which are included in the respective BU / group functional scores), the group factor applied to this category is 144,71%.  Each business unit and group functional score is verified by internal audit. For FY14, BU/group functional scores varied between 35,36% and 87,98%. For members of top management, the individual performance factor (IPF) (0% - 150%) also applies. Application of the IPF is performed using a normal distribution to ensure that its implementation does not increase the total incentive pool made available for payment.  Short-term incentive  below senior management  The short-term incentive plans below senior management are considered collective performance arrangements and are thus based on business unit or group functional scores alone.  The STI award is determined as follows:    As the impact on the group at large is minimal in these areas, and most employees in collective bargaining units do not have their remuneration tied to individual performance, these factors have been excluded from the formula.  Long-termincentive plans  Governance over the long-term incentive plans is provided by the Remuneration Committee. The committee approves grants in terms of the policy under the following circumstances:  ·upon promotion of an employee to a qualifying role; ·upon appointment to the group in a qualifying role; ·an annual award to eligible employees; and ·discretionary awards for purposes of retention.  Long-term incentive plan  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) after a three year vesting period, subject to the achievement of corporate performance targets. The plan does not confer any right to acquire shares in Sasol Limited and for awards made up to August 2014, employees are not entitled to dividends or dividend equivalents. Awards made from September 2014 will receive the benefit of dividend equivalents on those units that vest.  Termination conditions include:  ·for reasons of death, disability, retirement or retrenchment vesting is subject to the probability assessment of achieving the corporate performance targets as well as the period in service over the vesting period; ·for all other reasons, unvested rights are forfeited.  The following table sets out the fair value of annual LTI awards made to prescribed officers in FY14 as a multiple of the reference salary/TGP of the level that the position has been evaluated.  Role

MultiplePresident and Chief Executive Officer

135
%Executive Directors

120
%Group Executives

95
%  From FY15, awards will be made as a multiple of actual rather than the pay band reference salary/TGP.  The table below presents the progressive stance undertaken in aligning shareholder and management interests through increased weighting in terms of CPTs.  % of Award linked to CPTsYear

SAR

LTIFY12

25%

50%FY13

60%

60%FY14

No SARs   issued

Top mgt: 70%
Snr mgt: 60%FY15

No SARs   issued

GEC: 100%
Other participants: 60%  7


The table below summarises the weightings and corporate performance targets under which the LTI rights were granted during FY14. Vesting is considered in terms of the weighted performance measured against three targets. If targets are not met, the performance based LTI awards are forfeited and if targets are exceeded the number of LTI awards that vest may be increased by up to 100% of the units tied to the CPTs, at vesting. There is no opportunity for retesting of targets.  Measure

Weight (of the   portion linked to   the CPTs)

Threshold (0%)(1)

Target (100%)

Stretch (over-   performance)(200%)Increase in Tons produced per head(1)

25
%
0% improvement on FY13 base target

1% improvement on FY13 base target

2% improvementon FY13 base targetGrowth in Attributable Earnings(1)

25
%
80% - 100% of average CPI for the FY

>100% to120% of average CPI for the   FY

>120% of average CPI for the FYTSR(2)

25
%
LQ of peers in the JSE RESI 10

Median of peers in the JSE RESI 10

UQ of peers in the JSE RESI 10TSR

25
%
LQ of peers included in the MSCI World Energy Index

Median of peers included in the MSCI World Energy Index

UQ of peers included in the MSCI World Energy Index  
 (1)
Performance is assessed on a linear basis   between threshold, target and stretch targets(2)
TSR = Total   Shareholders Return  A summary of outstanding LTI awards and vesting percentages is presented in the following table:  Weighting of Performance TargetsYear of   allocation

Vesting   year

Vesting   Range

Attributable   Earnings   Growth

Production   Volume   Growth

Production   volume /   headcount   Growth

Share Price   vs ACSI 40

TSR vs JSE   RESI 10

TSR vs MSCI World   Energy Index

Vesting   results2011

2014

50% to 150%

25
%
25
%


50
%




2014 =125%2012

2015

50% to 150%

25
%
25
%


50
%




Unvested2013

2016

40% to 160%

25
%


25
%


25
%
25
%
Unvested2014

2017

30% to 170%(1)

25
%


25
%


25
%
25
%
Unvested40% to 160%(2)  
 (1)
Top management(2)
Senior   management  The committee retains full authority as to the vesting of rights awarded to participants.  For FY15 the following changes will be introduced to the TSR conditions:  Measure

Weight (of the   portion linked to   the CPTs)

Threshold (0%)

Target (100%)

Stretch (over-   performance)(200%)TSR  MSCI World Energy Index

35
%
Below the 30thpercentile of   the peer group

Median of the peer group

80thpercentile of   the peer groupTSR  JSE Resources 10 Index   (incl Sasol)

15
%
7thin peer group

5thin peer group

3rdin peer group  Share appreciation rights (SARs) (no awards in FY14)  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. The maximum period for exercising SARs is nine years from the date of the grant after which they lapse.  Vesting of previously awarded SARs is considered in terms of the weighted performance measured against three targets. If targets are not met, the performance based SAR awards are forfeited and if targets are exceeded additional SARs are awarded. There is no opportunity for retesting of targets.  A summary of outstanding SAR allocations vesting percentages are presented in the table below:  8


Weighting of Performance TargetsFinancial   Year of   allocation

Vesting   year

Vesting Range

Attributable   Earnings   Growth

Production   Volume   Growth

Production   volume /   headcount   growth

Share Price   vs ACSI 40

TSR vs JSE   RESI 10

TSR vs MSCI   energy index

Vesting results2010

2012, 2014 & 2016

75% to 125%

25
%
25
%


50
%




2012 = 106,25%2014 = 112,50%2016   = unvested2011

2013, 2015 & 2017

75% to 125%

25
%
25
%


50
%




2013 =112,50%2015 = unvested2017   = unvested2012

2014, 2016 & 2018

75% to 125%

25
%
25
%


50
%




2014 = 112,50%2016 = unvested2018   = unvested2013

2016,2017 &2018

40% to 160%

25
%


25
%


25
%
25
%
Unvested2014

2017,2018 & 2019

40% to 160%

25
%


25
%


25
%
25
%
Unvested  Sasol 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 pre-determined 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 47 of the annual financial statements for the outstanding rights under the Sasol Share Inzalo Management Scheme.  Share ownership guideline  The committee approved a share ownership guideline for Executive Directors effective 1 July 2014, under which the board requires Executive Directors to hold Sasol shares or ADRs to 200% of the annual base salary for the Chief Executive, 150% and 100% of annual pensionable remuneration for the Chief Financial Officer and Executive Directors respectively.  The requirement should be fully achieved within five years from 1 July 2014, or from the date of appointment if after this date.  Sasol Share Incentive Scheme  The SAR plan replaced the previous Sasol Share Incentive Scheme, which has been closed since 2007.  The Sasol Share Incentive Scheme, had vesting periods of 2, 4 and 6 years, and options could be implemented up to a maximum of nine years from the date of grant. If options are not implemented by this date, they will lapse. The Scheme will be closed in 2016. See Note 47 of the annual financial statements for the options which remain exercisable under the Sasol Share Incentive Scheme.  Retention and sign-on payments  A sign-on payment policy may be used in the external recruitment of candidates in highly specialised or scarce skill positions mostly in senior management levels. Sign-on payments are linked to retention agreements.  During FY14, scarce skills / retention awards were approved to the total value of R12,6m to 24 employees.  Section 3: Remuneration in 2014  The appointment and re-election dates of Executive Directors are outlined below:  Executive   directors

Employment   date in the   group of   companies

Date first   appointed to the   board

Date lastre-elected as a   director

Date due forre-election (1)DE Constable

1 June 2011

1 July 2011

30 November 2012

21 November 2014VN Fakude

1 October 2005

1 October 2005

22 November 2013

4 December 2015P Victor

6 December 2000

10 September 2013

22 November 2013

2016(2)  
 (1)Projected date of retirement by rotation based on 14 directors in office. (2)The date of the 2016 annual general meeting has not yet been determined.  9


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 USD.  The required Rand based disclosure is impacted by the Rand: US Dollar exchange rate. In the past financial year the rate has fluctuated between R9,58 and R11,31 which gives a distorted picture of the movement in the actual remuneration that is received. Therefore to facilitate comprehensive remuneration disclosure the table below provides the actual year-on-year increase in his net base salary and STI since 2012.  D E Constable

2012

2013

2014Net Base salary

$
827 782

$
865 032

$
899 633Net STI

$
839 803

$
1 320 231

$
1 717 770  Remuneration and benefits paid and short-term incentives approved in respect of 2014 for Executive Directors were as follows:  Directors

Salary   R000

Retirement   funding   R000

Other   benefits(1)R000

Annual   Incentives(2)R000

Total(3)2014   R000

Total(4)2013R000DE Constable(5)

15 303

196

5 847

30 616

51 962

53 668VN Fakude

5 612

1 604

356

10 387

17 959

14 604KC Ramon(6)

617

692

8 326



9 635

13 584P Victor(7)

1 837

276

1 088

5 030

8 231

Total

23 369

2 768

15 617

46 033

87 787

81 856  
 (1)
Other benefits detailed in the next table.(2)
Incentives   approved on the group results for the 2014 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 2014.The difference between the   amount approved as at 5 September 2014 and the total amount accrued as   at 30 June 2014 represents an under provision of R12,1 million. The   under provision for 2013 of R14.4 million was reversed in 2014.(3)
Total remuneration   for the financial excludes gains derived from the long term incentive schemes   which are separately disclosed.(4)
Includes   incentives approved on the group results for the 2013 financial year and paid   in 2014.(5)
Salary and short   term incentive paid in US dollars and grossed up for tax and reflected at the   exchange rate of the month of payment for the salaries, and 5   September 2014 for the FY14 short term incentive being the date of   approval of the consolidated annual financial statements.(6)
Ms KC Ramon   resigned as Chief Financial Officer with effect from 9 September 2013,   and resigned from the group on 30 November 2013.(7)
Mr P Victor was   appointed as Director and acting Chief Financial Officer with effect from 10   September 2013.  Benefits and payments made in 2014 disclosed in the table above as other benefits include the following:  Directors

Vehicle   Benefits   R000

Medical   benefits   R000

Vehicle   insurance   fringe   benefits   R000

Security   benefit   R000

Other   R000

Total   other   benefits   2014   R000

Total   other   benefits   2013   R000DE Constable(1)



265

6

653

4 923

5 847

18 911VN Fakude

60

39

6

251



356

309KC Ramon(2)

227

16

2



8 081

8 326

1 418P Victor(3)

83



5



1 000

1 088

Total

370

320

19

904

14 004

15 617

20 638  
 (1)
Cost of benefits and/or tax gross up of   benefits offered under the expatriation policy i.e. security (R 435 181),   medical aid (R 176 467); accommodation (R 1 561 083), homeflights(R 615 745), car insurance (R 4 160), risk and   personal accident (R 130 977). medical benefits include international cover   for dependents. Balance of R 1 999 416 staggered sign on payment, paid in   2012 but accounted for in 2014 due to the 24 month retention period that   started on the date of payment.(2)
Payments made to   Ms KC Ramon in terms of a restraint of trade agreement.(3)
Acting allowance   paid to Mr P Victor upon appointment as Acting Chief Financial Officer.  10


Prescribed officers  Remuneration and benefits paid and short-term incentives approved in respect of 2014 for prescribed officers were as follows:  Prescribed   officers

Salary   R000

Retirement   funding   R000

Other   benefits(1)R000

Annual   Incentive(2)R000

Total   2014(3)R000

Total   2013(4)R000SR Cornell(5)

2 786

146

1 712

2 944

7 588

AM de Ruyter(6)

1 724

806

146



2 676

11 818FR Grobler(7)

3 189

138

1 695

3 371

8 393

VD Kahla

4 383

578

522

5 421

10 904

9 450BE Klingenberg

4 399

1 129

304

5 990

11 822

10 009E Oberholster(8)

2 264

1 010

61

3 180

6 515

M Radebe

3 163

624

360

4 595

8 742

6 981CF Rademan

3 967

1 039

410

6 386

11 802

9 312SJ Schoeman(9)

606

66

46

689

1 407

GJ Strauss(10)

1 270

265

65

1 205

2 805

12 042Total

27 751

5 801

5 321

33 781

72 654

59 612  
 (1)
Other benefits are listed in the table below.(2)
Incentives   approved on the group results for the 2014 financial year and payable in the   following year. Incentives are calculated as a percentage of total guaranteed   package or base salary as at 30 June 2014. The difference between the   amount approved as at 5 September 2014 and the total amount accrued as   at 30 June 2014 represents an under provision of R0,4 million. The under   provision for 2013 of R8,8 million was reversed in 2014.(3)
Total remuneration   in the financial year excludes gains derived from the long term incentive   plans which are separately disclosed.(4)
Includes   incentives on the group results for the 2013 financial year.(5)
Mr SR Cornell was   appointed as a member of the Group Executive Committee with effect from 1   February 2014. Details reflect the period of service on the GEC. Mr   Cornell, under his US employment contract, is paid in USD and the amount   reflected above, for purposes of disclosure only, has been converted to rand   using the average exchange rate over the period.(6)
Mr AM de Ruyter   resigned from the Group with effect from 30 November 2013.(7)
Mr FR Grobler was   appointed as a member of the Group Executive Committee with effect from 1   December 2013. His salary was paid in euros under the expatriate   contract to Germany; grossed up for tax and converted to rand for disclosure   purposes. His short term incentive was calculated on his nett assignment   salary that applied for the period that he was on expatriate contract in   Germany.(8)
Mr E Oberholster   was appointed as a member of the Group Executive Committee with effect from 1   October 2013. Details reflect the period of service on the GEC.(9)
Mr SJ Schoeman was   appointed as a member of the Group Executive Committee with effect from 1   May 2014. Details reflect the period of service on the GEC.(10)
Mr GJ Strauss retired from the group with   effect from 30 September 2013. He remained entitled to a pro rata short   term incentive for the period 1 July 2013  30 September 2013.  Benefits and payments made in 2014 disclosed in the table above as other benefits include the following:  Prescribed   officers

Vehicle   benefits   R000

Medical   benefits   R000

Vehicle   insurance   fringe   benefits   R000

Security   benefits   R000

Other   benefits   R000

Total   other   benefits   2014   R000

Total   other   benefits   2013   R000SR Cornell(1)



82

0



1 630

1 712

AM de Ruyter

114

29

3





146

355FR Grobler(2)









1 695

1 695

VD Kahla



68

6

448



522

1 377BE Klingenberg

212

68

6

18



304

298E Oberholster



49

5

7



61

M Radebe

264

68

6

22



360

349CF Rademan

320

59

6

25



410

469SJ Schoeman

33

12

1





46

GJ Strauss

30

14

2

19



65

191Total

973

449

35

539

3 325

5 321

3 039  
 (1)
Sign   on payment of $ 750 000 paid to Mr SR Cornell with his first salary   linked to a retention period of 36 months, from February 2014. This   amount reflects the portion related to his period in service for the   financial year ($ 750 000*5)/36). A deferred sign on payment of $500 000   payable in tranches upon achievement of significant milestones on the US Mega   Projects, was also agreed as part of his employment contract.(2)
Allowances   payable under Mr FR Groblers previous expatriate contract, including tax   gross up.  3.2 Non-Executive Directors  Non-Executive Directors are appointed to the Sasol Limited 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. Board members are paid a fixed annual fee in respect of their board membership, as well as supplementary fees for committee membership and an ad hoc committee fee for formally scheduled board and committee meetings which do not form part of the annual calendar of meetings. The fee structure reflects the responsibilities of the Directors that extend beyond the attendance of meetings and the requirement for directors to be available between scheduled meetings, when required.Non-Executive Directors receive fixed fees for services on boards and board committees.  11


Actual fees and the fee structure are reviewed annually. In setting fees, consideration is given to the increased responsibility placed on Non-Executive Directors due to onerous legal and regulatory requirements and the commensurate risk assumed. Benchmarking information of companies of similar complexity and projected inflation rates are taken into consideration. Proposals for fees are prepared with the support of internal and external reward specialists, for consideration by the committee. The board recommends the fees payable to the chairman and Non-Executive Directors for approval by the shareholders.  The revised fees of the non-executive directors will be submitted to the shareholders for approval at the annual general meeting to be held on 21 November 2014, and implemented with retroactive effect from 1July2014, once approval by way of special resolution has been obtained. In the event that shareholder approval is not obtained then the current fee structure will remain in place until such time as shareholders approve a new structure.  Annual Non-Executive Directors fees are as follows for the two past financial years:  2014

2013Member

Chairman

Member

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



R4 800   000



R4   520 000Resident fees:Non-Executive Directors

R490 000



R460 000Audit   Committee Members

R194 000

R388   000

R183 000

R366   000Remuneration   Committee Members

R130   000

R260   000

R118 500

R237   000Risk and Safety, Health and Environment Committee

R112 500

R225   000

R108 150

R216 300Nomination   and Governance Committee

R112   500

R225   000

R108 150

R216   300Share Incentive Plan   Trustees (resident and non-resident)

R67 000

R134 000

R67 000

R134 000Lead Independent Director fee (additional fee)

R168 000



R156 500Attendance of formally   scheduled ad hoc board and committee meetings (per meeting)

R19 700



R18 500Non-resident fees:Non-Executive Directors

US$143 000



US$138 000Audit   Committee Members

US$26 500

US$53   000

US$26 000

US$52   000Remuneration   Committee Members

US$20 000

US$40   000

US$18 750

US$37   500Risk and Safety, Health and Environment Committee

US$18 000

US$36   000

US$17 500

US$35   000Nomination   and Governance Committee

US$18 000

US$36   000

US$17 500

US$35   000Lead Independent Director fee (additional fee)

US$50 050



US$48 300  The Chairman of a Board Committee is paid double the committee meeting fees of a member of such a committee. 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.  Details of the appointments of Non-Executive Directors in office are listed below:  Non-executive directors

Date first appointed to the
board

Date last re-elected as a director

Date due forre-electionMSV Gantsho (Chairman)

1   June 2003

22   November 2013

4   December 2015JE Schrempp (Lead   Independent Director)

21   November 1997

30   November 2012

4   December 2015C Beggs

8   July 2009

30   November 2012

21   November 2014HG Dijkgraaf

16   October 2006

30   November 2012

21   November 2014NNA Matyumza

8   September 2014

n/a

21   November 2014IN Mkhize

1   January 2005

22   November 2013

4   December 2015ZM Mkhize

29   November 2011

30   November 2012

21   November 2014MJN Njeke

4 February 2009

22 November 2013

4 December 2015B   Nqwababa

5 December 2013

n/a

21 November 2014PJ Robertson

1 July 2012

30 November 2012

21 November 2014S Westwell

1 June 2012

30 November 2012

4 December 2015  12


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

Board meeting   fees

Lead director   fees

Committee   fees

Share incentive   trustee fees

Ad Hoc Special   Board -   Committee   Meeting

Total   2014

Total 2013MSV Gantsho (Chairman)(1)

3 004



128





3 132

825TH Nyasulu(2)

2 000









2 000

4 520JE Schrempp (Lead Independent Director)(3)

1 499

525

398

67



2 489

2 146C Beggs

490



501



20

1 011

1 027HG Dijkgraaf(3)

1 499



797

67

20

2 383

2 317IM Mkhize

490



549

134

20

1 193

839ZM Mkhize

490



113





603

605MJN Njeke

490



194



20

704

717B Nqwababa(4)

286



113



20

419

PJ Robertson(3)

1 499



210

67

20

1 796

1 460S Westwell(3)

1 499



466



20

1 985

1 725Total

13 246

525

3 469

335

140

17 715

16 181  
 (1) Appointed as Chairman effective 22 November 2013. (2) Resigned as Chairman and non-executive director effective 22 November 2013. (3) Board and committee fees paid in US dollars. (4) Appointed as Non-Executive Director effective 5 December 2013.  Long-term incentives previously granted, exercised, implemented, settled and/or vested  The interests of the Directors in the form of long-term incentive instruments are shown in the tables below.  During the year to 30 June 2014, the highest and lowest closing market prices for the companys shares were R420,00 on 5 July 2013 and R645,10 on 13 June 2014 and the closing market price on 30 June 2014 was R632,36. Refer to note 47 of the consolidated annual financial statements for the year ended 30 June 2014 for further details of the incentive plans.  No variations have been made to the terms and conditions of the long term incentive awards during the relevant period.  Directors Long-term incentive holdings  Directors

Balance   at   beginning   of year

Granted

Average   offer price   per share

Grant   date

Effect of   change in   composition   of board   of directors

Effect of   corporate   performance   targets

Long-term   incentive   rights   lapsed

Long-   term   incentive   rights   settled

Balance at   end of   year(number)

(number)

(Rand)



(number)

(number)

(number)

(number)

(number)DE Constable

91 744

41 694

0,00

12 Sep 2013



6 750



(60 750
)
79 438VN Fakude

56 359

30 446

0,00

12 Sep 2013



2 643



(23 792
)
65 656KC Ramon(1)

49 584



0,00

12 Sep 2013



1 097

(40 808
)
(9 873
)
P Victor(2)



7 368

0,00

12 Sep 2013

5 399

159



(1 431
)
11 495Total

197 687

79 508





5 399

10 649

(40 808
)
(95 846
)
156 589  
 (1) Ms KC Ramon resigned as Chief Financial Officer with effect from 9 September 2013, and resigned from the group on 30 November 2013. (2) Mr P Victor was appointed as Director and Acting Chief Financial Officer with effect from 10 September 2013.  13


Long-term incentive rights vested during the year  Long-term   incentive   rights

Average   offer price

Market   price per

Gain on settlement of   long-term incentive   rightsDirectors

Vesting dates

vested

per share

share

2014

2013(number)

(Rand)

(Rand)

R000

R000DE Constable

3 June 2014

60 750

0.00

603,05

36 635

VN Fakude




23 792





12 946


1 43616 September 2013

11 847

0.00

484,74

5 7433 June 2014

11 945

0.00

603,05

7 203KC Ramon(1)

16 September 2013

9 873

0.00

484,74

4 786

1 661P Victor(2)

16 September 2013

1 431

0.00

484,74

694

Total



95 846





55 061

3 097  
 (1) Ms KC Ramon resigned as Chief Financial Officer with effect from 9 September 2013, and resigned from the group on 30 November 2013. (2) Mr P Victor was appointed as Director and Acting Chief Financial Officer with effect from 10 September 2013.  Long-term incentives unvested at the end of the year vest during the following periods  Directors

Within one year

One to two   years

Two to three   years

Total(number)

(number)

(number)

(number)DE Constable

25 082

12 662

41 694

79 438VN Fakude

13 970

21 240

30 446

65 656KC Ramon(1)







P Victor(2)

1 603

2 524

7 368

11 495Total

40 655

36 426

79 508

156 589  
 (1) Ms KC Ramon resigned as Chief Financial Officer with effect from 9 September 2013, and resigned from the group on 30 November 2013. (2) Mr P Victor was appointed as Director and Acting Chief Financial Officer with effect from 10 September 2013.  Share appreciation rights, with performance targets  Directors

Balance   at   beginning   of year

Granted

Average   offer   price per   share

Grant   date

Effect of   change in   composition   of board of   directors

Effect of   corporate   performance   targets

Share   appreciation   rights   lapsed

Share   appreciation   rights   exercised

Balance at   end of year(number)

(number)

(Rand)



(number)

(number)

(number)

(number)

(number)DE Constable

355 900









9 762





365 662VN Fakude

221 487









3 618



(69 518
)
155 587KC Ramon(1)

202 725









2 187

(146 300
)
(58 612
)
P Victor(2)









17 218

300



(3 318
)
14 200Total

780 112







17 218

15 867

(146 300
)
(131 448
)
535 449  
 (1) Ms KC Ramon resigned as Chief Financial Officer with effect from 9 September 2013, and resigned from the group on 30 November 2013. (2) Mr P Victor was appointed as Director and Acting Chief Financial Officer with effect from 10 September 2013.  Share appreciation rights, with performance targets exercised  Share   appreciation   rights

Average   offer price

Market   price per

Gain on exercise of   share appreciation   rightsDirectors


Exercise dates

exercised

per share

share

2014


2013(number)

(Rand)

(Rand)

R000


R000VN Fakude




69 518





16 069


4 October 2013

6 600

289,99

488,66

1 31119 March 2014

6 600

289,99

582,29

1 9294 October 2013

15 800

298,65

488,66

3 00219 March 2014

16 893

347,03

582,29

3 97419 March 2014

23 625

334,53

582,29

5 853KC Ramon




58 612





9 672


11 September 2013

21 725

289,99

488,00

4 30211 September 2013

17 200

347,03

488,00

2 42516 September 2013

17 500

334,53

484,74

2 62917 September 2013

2 187

334,53

478,89

316P Victor




3 318





591


21 October 2013

500

299,90

506,22

10321 October 2013

118

298,65

506,22

2421 October 2013

2 700

334,53

506,22

464Total




131 448





26 332


  Share appreciation rights, with performance targets, outstanding at the end of the year vest during the following periods  Directors

Already vested

Within   one year

One to   two years

Two to five   years

More than   five years

Total(number)

(number)

(number)

(number)

(number)

(number)DE Constable

128 362

81 000

37 600

118 700



365 662VN Fakude

987

31 700

41 900

81 000



155 587KC Ramon(1)











P Victor(2)



1 900

4 700

7 600



14 200Total

129 349

114 600

84 200

207 300



535 449  14


(1) Ms KC Ramon resigned as Chief Financial Officer with effect from 9 September 2013, and resigned from the group on 30 November 2013. (2) Mr P Victor was appointed as Director and acting Chief Financial Officer with effect from 10 September 2013.  Share appreciation rights, without performance targets  Directors

Balance at   beginning   of year

Granted

Average   offer   price per   share

Grant   date

Effect of   change in   composition   of board of   directors

Share   appreciation   rights   lapsed

Share   appreciation   rights   exercised

Balance   at end of   year(number)

(number)

(Rand)



(number)

(number)

(number)

(number)VN Fakude

39 500











(32 100
)
7 400KC Ramon(1)

23 200









(7 800
)
(15 400
)
P Victor(2)









13 600



(6 600
)
7 000Total

62 700







13 600

(7 800
)
(54 100
)
14 400  
 (1) Ms KC Ramon resigned as Chief Financial Officer with effect from 9 September 2013, and resigned from the group on 30 November 2013. (2) Mr P Victor was appointed as Director and Acting Chief Financial Officer with effect from 10 September 2013.  Share appreciation rights, without performance targets exercised  Share   appreciation   rights

Average   offer   price per

Market   price per

Gain on exercise of   share appreciation   rightsDirectors

Exercise dates

exercised

share

share

2014


2013(number)

(Rand)

(Rand)

R000


R000VN Fakude



32 100





7 230


4 October 2013

17 100

294,50

488,66

3 32012 June 2014

15 000

352,10

612,78

3 910KC Ramon(1)

11 September 2013

15 400

352,10

488,00

2 093


P Victor(2)



6 600





1 365


21 October 2013

700

294,50

506,22

14821 October 2013

5 900

300,00

506,22

1 217Total



54 100





10 688


  
 (1) Ms KC Ramon resigned as Chief Financial Officer with effect from 9 September 2013, and resigned from the group on 30 November 2013. (2) Mr P Victor was appointed as Director and Acting Chief Financial Officer with effect from 10 September 2013.  Share appreciation rights, without performance targets, outstanding at the end of the year vest during the following periods  Directors

Already vested

Within   one year

One to   two years

Two to five   years

More than   five years

Total(number)

(number)

(number)

(number)

(number)

(number)VN Fakude



7 400







7 400P Victor(1)



7 000







7 000Total



14 400







14 400  
 (1) Mr P Victor was appointed as Director and Acting Chief Financial Officer with effect from 10 September 2013.  Sasol share incentive scheme - share options  There are no outstanding share options previously awarded under the Sasol Share Incentive Scheme and no options were exercised during the course of the financial year.  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.  Directors

Balance at   beginning of   year

Rights granted

Value of   underlying share

Grant date

Effect of   resignations

Balance at   end of year(number)

(number)

(Rand)



(number)

(number)VN Fakude

25 000









25 000KC Ramon(1)

25 000







(25 000
)
Total

50 000







(25 000
)
25 000  
 (1)   Ms KC Ramon resigned as Chief Financial Officer with effect from 9 September 2013, and resigned from the group on 30 November 2013.She was treated as a good leaver under the Scheme Rules and thus allowed to retain all her Inzalo Rights.  15


Prescribed officers  Long-term incentive right holdings  Prescribed   Officers

Balance   at   beginning   of year

Granted

Average   offer price   per share

Grant date

Effect of   change in   composition of   Prescribed   Officers

Effect of   corporate   performance   targets

Long-term incentive   rights settled

Long-term   incentive   rights lapsed

Balance at end   of year(number)

(number)

(Rand/USD)



(number)

(number)

(number)

(number)

(number)SR Cornell(1)



37 000

0,00

13 March 2014









37 000AM de Ruyter(2)

64 184

20 551

0,00

12 September 2013



4 982

(44 850
)
(44 867
)
FR Grobler









29 672







29 672VD Kahla

24 871

12 489

0,00

12 September 2013



1 602

(14 423
)


24 539BE Klingenberg

23 719

17 769

0,00

12 September 2013



642

(5 785
)


36 345E Oberholster



10 973

0,00

20 November 2013

21 605

316

(2 850
)


30 044M Radebe

28 290

12 489

0,00

12 September 2013



1 918

(17 273
)


25 424CF Rademan

24 994

14 808

0,00

12 September 2013



642

(5 785
)


34 659SJ Schoeman



10 000



5 June 2014

22 327

528

(4 755
)


28 100GJ Strauss(3)

62 675









9 975

(72 650
)


Total

228 733

136 079





73 604

20 605

(168 371
)
(44 867
)
245 783  
 (1) Mr SR Cornell was appointed in the US and therefore his LTIs are valued at the Sasol ADR price on the NYSE. (2) Mr AM de Ruyter resigned from the group with effect from 30 November 2013 and thus forfeited all outstanding LTI units. (3) Mr GJ Strauss retired from the group with effect from 30 September 2013.  He was treated as a good leaver under the Scheme rules.  Long-term incentive rights vested during the year  Prescribed



Long-term   incentive

Average   offer price

Market   price per

Gain on settlement of long-   term incentive rightsOfficers

Vesting dates

rights vested

per share

share

2014

2013(number)

(Rand)

(Rand)

R000

R000AM de Ruyter(1)

16 September 2013

44 850

0,00

484,74

21 741

VD Kahla

27 March 2014

14 423

0,00

575,40

8 299

BE Klingenberg

16 September 2013

5 785

0,00

484,74

2 804

601E Oberholster

27 March 2014

2 850

0,00

575,40

1 640

M Radebe



17 273





8 650

50716 September 2013

2 850

0,00

484,74

1 38224 November 2013

14 423

0,00

503,90

7 268CF Rademan

16 September 2013

5 785

0,00

484,74

2 804

601SJ Schoeman

2 June 2014

4 755

0,00

595,26

2 830

GJ Strauss(2)



72 650





35 162

1 27816 September 2013

40 907

0,00

484,74

19 82930 September 2013

31 743

0,00

483,04

15 333Total



168 371





83 930

2 987  
 (1) Mr AM de Ruyter resigned from the group with effect from 30 November 2013 and thus forfeited all outstanding LTI units. (2) Mr GJ Strauss retired from the group with effect from 30 September 2013.  He was treated as a good leaver under the Scheme rules.  Long-term incentives unvested at the end of the year vest during the following periods  PrescribedOfficers

Within one   year

One to   two years

Two to three   years

Total(number)

(number)

(number)

(number)SR Cornell





37 000

37 000AM de Ruyter(1)







FR Grobler

2 695

6 841

20 136

29 672VD Kahla

3 540

8 510

12 489

24 539BE Klingenberg

6 376

12 200

17 769

36 345E Oberholster

3 234

5 701

21 109

30 044M Radebe

4 425

8 510

12 489

25 424CF Rademan

7 651

12 200

14 808

34 659SJ Schoeman

1 123

6 841

20 136

28 100Total

29 044

60 803

155 936

245 783  
 (1) Mr AM de Ruyter resigned from the group with effect from 30 November 2013 and thus forfeited all outstanding LTI units.  16


Share appreciation rights, with performance targets  Prescribed   Officers

Balance   at   beginning   of year

Granted

Average   offer   price   per   share

Grant   date

Effect of   change in   composition of   Prescribed   Officers

Effect   of   corporate   performance   targets

Share   appreciation   rights   lapsed

Share   appreciation   rights   exercised

Balance at   end of year(number)

(number)

(Rand)



(number)

(number)



(number)

(number)AM de Ruyter(1)

256 736









1 875

(178 200
)
(80 411
)
FR Grobler









50 618







50 618VD Kahla

91 800









662



(26 362
)
66 100BE Klingenberg

84 981









1 200





86 181E Oberholster









44 787





(3 800
)
40 987M Radebe

114 537









825





115 362CF Rademan

80 061









1 437



(16 098
)
65 400SJ Schoeman









41 193







41 193GJ Strauss(2)

205 956







(179 600
)
2 250



(28 606
)
Total

834 071







(43 002
)
8 249

(178 200
)
(155 277
)
465 841  
 (1) Mr AM de Ruyter resigned from the group with effect from 30 November 2013 and thus forfeited all outstanding LTI units. (2) Mr GJ Strauss retired from the group with effect from 30 September 2013.  He was treated as a good leaver under the Scheme rules.  Share appreciation rights, with performance targets exercised during the year  Prescribed



Share   appreciation   rights

Average offer

Market price

Gain on exercise of share   appreciation rightsOfficers

Exercise dates

exercised

price per share

per share

2014

2013(number)

(Rand)

(Rand)

R000

R000AM de Ruyter



80 411





14 033

13 September 2013

63 400

298,65

481,31

11 58117 September 2013

75

334,53

478,89

1117 September 2013

136

298,65

478,89

2518 September 2013

16 800

334,53

478,34

2 416VD Kahla



26 362





3 651

16 October 2013

20 400

372,00

502,01

2 65216 October 2013

5 962

334,53

502,01

999E Oberholster

26 March 2014

3 800

372,00

586,28

814

CF Rademan



16 098





2 884

1 0435 May 2014

2 800

289,99

597,28

86026 September 2013

12 937

334,53

485,89

1 95813 September 2013

361

298,65

481,31

66GJ Strauss



28 606





5 092

6 12731 January 2014

5 800

289,99

537,94

1 43816 September 2013

20 250

334,53

484,74

3 04231 January 2014

2 556

298,65

537,94

612Total



155 277





26 474

7 170  Share appreciation rights, with performance targets, outstanding at the end of the year vest during the following periods  Prescribed   Officers

Already   vested

Within   one year

One to   two years

Two to   five years

Total(number)

(number)

(number)

(number)

(number)AM de Ruyter









FR Grobler

18 918

1 900

14 700

15 100

50 618VD Kahla



19 200

11 000

35 900

66 100BE Klingenberg

24 581

7 700

20 400

33 500

86 181E Oberholster

287

8 400

11 500

20 800

40 987M Radebe

36 662

23 000

14 600

41 100

115 362CF Rademan



7 700

22 300

35 400

65 400SJ Schoeman

8 393

7 900

6 300

18 600

41 193Total

88 841

75 800

100 800

200 400

465 841  17


Share appreciation rights, without performance targets  Prescribed   Officers

Balance at   beginning   of year

Granted

Effect of change   in composition of   Prescribed   Officers

Share   appreciation   rights   lapsed

Share   appreciation   rights   exercised

Balance at   end of year(number)

(number)

(number)

(number)

(number)

(number)AM de Ruyter(1)

11 100





(2 300
)
(8 800
)
FR Grobler





12 700





12 700BE Klingenberg

80 400









80 400E Oberholster





8 200





8 200M Radebe

11 400









11 400CF Rademan

49 800







(24 300
)
25 500SJ Schoeman

0



19 100





19 100GJ Strauss(2)

21 200



(5 800
)


(15 400
)
Total

173 900



34 200

(2 300
)
(48 500
)
157 300  
 (1) Mr AM de Ruyter resigned form the group with effect from 30 November 2013 and thus forfeited all outstanding LTI units. (2) Mr GJ Strauss retired from the group with effect from 30 September 2013. He was treated as a good leaver under the scheme rules.  Share appreciation rights, without performance targets, exercised  Prescribed

Exercise

Share   appreciation   rights

Average   offer   price   per

Market   price per

Gain on exercise of share   appreciation rightsOfficers

dates

implemented

share

share

2014

2013(number)

(number)

(Rand)

(Rand)

R000

R000AM de Ruyter



8 800





1 37913 September 2013

4 200

294,50

481,31

78513 September 2013

4 600

352,10

481,31

594CF Rademan



24 300





7 104

2 66513 September 2013

1 800

294,50

481,31

33612 March 2014

12 000

289,99

585,04

3 5415 May 2014

10 500

289,99

597,28

3 227GJ Strauss



15 400





2 466

80716 September 2013

4 000

294,50

484,74

76125 October 2013

11 400

352,10

501,67

1 705Total



48 500





10 949

3 472  Share appreciation rights, without performance targets, outstanding at the end of the year vest during the following periods  Prescribed   Officers

Already   vested

Within one   year

One to   two years

Total(number)

(number)

(number)

(number)AM de Ruyter







FR Grobler

9 700

3 000



12 700BE Klingenberg

55 100

2 900

22 400

80 400E Oberholster



8 200



8 200M Radebe

8 900

2 500



11 400CF Rademan



3 000

22 500

25 500SJ Schoeman

8 200

1 100

9 800

19 100GJ Strauss







Total

81 900

20 700

54 700

157 300  Sasol share incentive scheme - share options  Prescribed   Officers

Balance at   beginning of   year

Effect of   change in   composition of   Prescribed   Officers

Share   options   implemented

Balance at   end of year(number)

(number)

(number)

(number)FR Grobler



9 100

(5 100
)
4 000BE Klingenberg

13 200



(13 200
)
M Radebe

6 900



(6 900
)
Total

20 100

9 100

(25 200
)
4 000  18


Share options implemented  Prescribed

Implementation

Share   options

Average   offer price

Market   price per

Gain on   implementation of   share optionsOfficers

dates

implemented

per share

share

2014

2013(number)

(Rand)

(Rand)

R000

R000AM de Ruyter











6 138FR Grobler

24 June 2014

5 100

218,00

633,00

2 117

BE Klingenberg



13 200





4 793

25 March 2014

7 700

218,00

587,13

2 84225 March 2014

5 500

232,38

587,13

1 951M Radebe



6 900





1 766

1 53811 September 2013

3 100

218,00

481,82

81811 September 2013

3 800

232,38

481,82

948CF Rademan











983GJ Strauss











17 908Total



25 200





8 676

26 567  All share options outstanding at the end of the year, have vested.  Sasol Inzalo Management Scheme rights  Prescribed

Balance at   beginning of   year

Rights   granted

Value of   underlying   share



Effect of   change in   composition of   Prescribed   Officer

Balance at   end of yearOfficers

(number)

(number)

(Rand)

Grant date

(number)

(number)M Radebe

15 000









15 000   At 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.  Beneficial shareholding  The aggregate beneficial shareholding at 30 June 2014 of the Directors of the company and the Prescribed Officers/Group Executive Committee 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.  2014

2013Beneficial   shareholdings

Direct   beneficial

Indirect   beneficial(1)

Total beneficial   shareholding

Direct   beneficial

Indirect   beneficial(1)

Total   beneficial   shareholdingExecutive directorsVN Fakude

1 500



1 500

1 500



1 500KC Ramon

30

41 556

41 586

21 500

41 556

63 056Non-executive directorsIN Mkhize

313

18 626

18 939

1 313

18 626

19 939TH Nyasulu(2)



1 450

1 450



1 450

1 450Total

1 843

61 632

63 475

24 313

61 632

85 945  
 (1) Includes shares in Sasol Inzalo Public Limited. (2) Resigned as Director with effect from 22 November 2013.  2014

2013Prescribed   Officers

Direct   beneficial

Indirect   beneficial(1)

Total beneficial   shareholding

Direct   beneficial

Indirect   beneficial(1)

Total   beneficial   shareholdingAM de Ruyter

5 900



5 900

5 900



5 900FR Grobler

13 500



13 500

n/a

n/a

n/aCF Rademan







350



350GJ Strauss

4 300



4 300

4 300

205

4 505Maurice Radebe



3 819

3 819



3 748

3 748Ernst Oberholster



300

300

n/a

n/a

n/aTotal

23 700

4 119

27 819

10 550

3 953

14 503  
 (1) Includes units held in the Sasol Share Savings Trust and shares in Sasol Inzalo Public Limited.  19


Beneficial shareholding for 2014 disclosed in the table above includes shares held by the following black Directors, the Prescribed Officers/Group Executive Committee and their associates as a result of their participation in the Sasol Inzalo share transaction on 8 September 2008.  2014

2013Beneficial shareholdings

Sasol BEE   ordinary

Sasol Inzalo   ordinary

Sasol BEE   ordinary

Sasol Inzalo   ordinaryExecutive directorsKC Ramon(1)



41   556



41 556Non-executive directorsIN Mkhize

313

18   626

313

18 626TH Nyasulu(2)



1   450



1 450Prescribed OfficersM Radebe(3)



3   137



3 137Total

313

64 769

313

64 769  
 (1) Ms KC Ramon resigned as Chief Financial Officer with effect from 9 September 2013, and resigned from the group on 30 November 2013. (2) Resigned as Non-Executive Director and Chairman with effect from 22 November 2013. (3) 2850 and 287 direct and indirect (Associates) beneficial interest respectively.  The Sasol BEE ordinary shares rank pari passu with Sasol ordinary shares in all respects except that they have limited trading rights until 7 September 2018. Sasol Inzalo Public Limited (Sasol Inzalo) indirectly held XX of the total issued capital of Sasol on 30 June 2014 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 47 of the consolidated annual financial statements for the year ended 30 June 2014 for details of the Sasol Inzalo share transaction.  Interest of Directors in contracts  The directors of the company declare their personal financial interest in any transactions with the company in terms of the Act.  Dilution  The potential dilution that could occur if all the share options are implemented under the Sasol Share Incentive Scheme and the Sasol Inzalo share plan is addressed in note 47 of the consolidated annual financial statements.  Post script: Summary of termination arrangements applicable to executive service agreements  REMUNERATION POLICY   COMPONENT

VOLUNTARY
TERMINATION
(i.e. resignation)

INVOLUNTARY TERMINATION   (i.e. retrenchment, redundancy,   retirement)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 where   typically notice period will be paid out in lieu of working the full notice   period.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 &   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



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 rata incentive is due if the   executive leaves prior to the end of the financial year.

A   pro rata incentive is payable for the period in service during the financial   year on the basis of forecasted performance, together with the last salary.  20


Long-Term   Incentives (LTIs)

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

To   the extent that CPTs have been met, unvested SARs and LTIs will vest on the   last date of service if the executive does not retire before the contractual   retirement age. 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.  ·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 ratashortterm 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 merger of 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 Long-term incentive plans may not trade any Sasol shares or Long-term incentives during a closed period.  21