Exhibit 99.7 OPERATIONAL   REVIEWS 14 15 16 17 8,0 7 4 400 14 15 16 17 mm tons mm tons R/ton Mining is   responsible for securing the coal feedstock for the Southern African   integrated value chain, mainly for gasification but also to generate   electricity and steam. By doing this we convert low-cost coal into   higher-value products. production volumes, reduced profitability and   additional stockpiles to pre-strike levels to ensure uninterrupted Saleable   Production 70 60 50 40 36,0 30 20 10 0 External purchases 8 6 5 3 2 1 0 14151617   Unit cost per production ton 300 200 100 0 LOOKING AHEAD1 Normalised for the   effect of labour actions in 2017. In the year ahead, we expect the Shondoni   colliery to be completed and to further advance the second phase of the   Impumelelo mine. In 2018, we will have renewed focus on our business   improvement programme to improve productivity and cost efficiency is   currently underway. We continue to track developments in the regulatory   arena, particularly regarding the Mining Charter and the Mineral and Petroleum   Resources Development Act Amendment Bill. Strengthening our relationships   with recognised trade unions, as well as with government officials and our   neighboring communities, remains key. Extending our home ownership scheme for   eligible employees is another focus area. 2701 231226 227 PERFORMANCE SUMMARY   Our Secunda mining operations experienced a challenging year with the onset   of protected strike action, which commenced in August 2016, by the   Association of Mineworkers and Construction Union (AMCU). Notwithstanding a   11% decrease in mining production volumes resulting from the strike action   and lower-than-expected production ramp-up post strike action we continued to   deliver our full coal supply commitment to the integrated Sasol value chain   through external coal purchases. The profitability of the mining business was   significantly impacted by the R1,4 billion net additional cost as a result of   the strike and external purchases to ensure continuous supply to Secunda   Synfuels We worked hard to reintegrate teams after the strike and extended   our community upliftment efforts, focusing particularly on greater home   ownership among employees. Regrettably, we reported two work-related   fatalities in the year, those of Mr Johannes Mpho Mashili on 4 July 2016 and   Mr Themba Mahlangu on 2 April 2017. Safety remains a top priority. 5,4 5,15,0   39,7 39,2 40,3 SALIENT FEATURES Regrettably our safety performance   deteriorated, with two tragic fatalities during the period Experienced a   prolonged strike, leading to lower costs of R1,4 billion Increased external   purchases of coal to replenish our s upply to the integrated Sasol value   chain Lower export sales as some export coal was diverted to Secunda Synfuels   Worked to rebuild relationships with our people through team building and   targeted engagements to enable a return to stable operations Geological   challenges at new Impumelelo mine resulted in lower-than-expected production   82 new homeowners registered in eMbalenhle as part of our home ownership   initiative Reported 19% increase in normalised unit cost of production due to   slower-than-anticipated production ramp-up post the strike and higher costs   to increase production STRATEGIC OBJECTIVES FOR WHICH WE ARE ACCOUNTABLE    Continuously improve existing asset base and maintain technological lead    Drive world-class safe operations to support growth


1 990 1 600 1   000 200 15 16 17 14 14 15 16 17 (7 003) gas assets of R9 882 million. 800 400   295 0 (1 000) Operating profit/(loss) Rm Operating loss Rm Operating profit   Rm Exploration and Production International (E&PI) develops and manages   the groups upstream interests in oil and gas exploration and production in   Mozambique, Canada, Gabon, South Africa and Australia. year), through   decisive management interventions across conservation programme Mozambique 2   000 1 800 1 400 1 200 800 600 400 0 Canada 0 (1 000) (746) (2 000) (3 000) (4   000) (5 000) (6 000) (7 000) 1. Excluding impact of partial impairment of our   Canadian shale Gabon 1 000 888 600 200 (200) (400) (600) (800) (1 200)   LOOKING AHEAD Focused on creating a portfolio of producing and exploration   oil and gas assets for near-term cash generation and long-term value, we are   targeting growth opportunities in Southern and West Africa, while adhering to   operational and safety standards in our current assets. Cash containment   remains a priority in all of our assets, and we will work closely with our   partners in Mozambique to mitigate the impact of fiscal challenges. We expect   to drill seven more wells in the PSA licence area in the near term, and   finalise the terms of two new exploration licences. In Gabon, we will focus   on progressing the Etame Marin Permit, the DE 8 Permit acquisition and other   opportunities. In Canada, the priority is to continue the appraisal of our   assets and re-start drilling activities on a limited basis. In South Africa,   we continue to interpret the results of a 3D seismic survey in block ER236,   offshore Durban basin. (1 124) (994) PERFORMANCE SUMMARY We made a   significant turnaround in our operating profit through decisive management   interventions across all assets and we benefited from more favourable   macro-economics with translation differences accounting for R1 billion of the   turnaround. In Mozambique, we remain committed to our growth plans, despite   the fiscal challenges the country is facing. By drilling the first six wells   in the Production Sharing Agreement (PSA) licence area within our approved   budget and schedule, we advanced our project to develop an integrated oil,   liquefied petroleum gas and gas project in the area adjacent to our Petroleum   Production Agreement (PPA) facilities. In line with our strategy of joint   value creation for the Government of Mozambique and Sasol, we signed a term   sheet to farm down 30% of Sasols rights and interests in the PSA to Empresa   Nacional de Hidrocarbonetos (ENH). We also completed a project to   debottleneck the PPAs Central Processing Facility. This, along with the   completion of Loopline 2 on the Mozambique-to-South Africa pipeline,   supported an 8% increase in gas production capacity and an increase of 2% in   production volumes for the year. In terms of Mozambique exploration, we   drilled an exploration well in Area A, but did not find any hydrocarbons. We   also progressed negotiations with the government on the terms of two new   exploration licences in Mozambique. In Gabon, we focused on maximising the   efficiency of the Etame Marin Permit (EMP) asset while reducing cost. We also   reversed the remaining portion of the impairment previously booked. Amid   continued low gas prices, we did not have any active drilling rigs in Canada,   but we successfully completed 10 existing wells that resulted in a 6%   increase in gas production. In line with our strategy, we have commenced with   the exit from the Beetaloo licence in Australia. (1 075)1 (2 449) 1 847 1 586   1 128 SALIENT FEATURES Reported a R2,4 billion turnaround in profitability   (excluding the R9,9 billion Canadian impairment in the prior all assets and   favourable macro-economics Contributed more than R16 billion to Sasols   cash-Advanced our proactive, behaviour-based safety approach Drilled first   six wells in PSA licence area in Mozambique and signed a 30% farm-down term   sheet with ENH Increased Mozambique PPA gas production by 2% on plant   debottlenecking and Loopline 2 completion Gabon Etame Marine Permit exceeded   100 million barrels from inception to date Completed 10 wells in the Canadian   shale gas assets, lifting gas production by 6% Spent R72 million on social   investment in Mozambique, including launch of youth development programme   Awarded Best Corporate Taxpayer by Mozambiques Tax Authority STRATEGIC   OBJECTIVES FOR WHICH WE ARE ACCOUNTABLE  Secure and develop gas feedstock in   Southern Africa  Grow economically attractive upstream portfolio


OPERATIONAL   REVIEWS (continued) 7 779 7 834 7 682 8 000 4 000 2 000 6 000 0 ktpa Kilotons   Operations consists of our core petroleum and chemical product manufacturing   assets. In Southern Africa, these are Secunda Synfuels, Secunda Chemicals,   Sasolburg, Satellite and Natref Operations. Internationally, they include   facilities in the United States, Europe and Asia. The value proposition of   these regional operating hubs lies in our ability to integrate and operate   complex technologies at scale, with world-class product quality and cost   advantages. Secunda Synfuels, benefits of Secunda C3 expansion,   start-production at some US and German sites (VOCs) in Secunda will reach   beneficial operation in the Production Secunda Synfuels Operations 7 000 6   000 5 000 3 000 1 000 014151617 Saleable chemical production 8 000 7 000 5   000 4 000 3 000 2 000 1 000 151617 LOOKING AHEAD We are working towards   solutions to meet air quality new plant standards in South Africa that take   effect in 2020. At Secunda, we plan to complete the first phase of our sixth   fine ash dam, commission the 17th air separation unit, realise further volume   benefits of the C3 (polypropylene) expansion and make inroads in insulating   low-cost houses for our air emissions offsets programme. At Sasolburg, we are   continuing with our offset programme to avoid community waste-burning by   establishing a waste-recycling programme and improving management of   non-recyclable domestic waste. We also continue to ramp up wax production.   Natref has two major shutdowns in the next financial year that will impact on   production volumes, and estimates to spend up to R800 million on ensuring   compliance with air quality regulations up to 2021. In the US, our HDPE joint   venture is due to reach beneficial operation in the second half of calendar   2017. The first units of the LCCP are on track to start up in the second half   of calendar 2018. The new spraydryer in Brunsbüttel will startup during the   second half of calendar 2017. PERFORMANCE SUMMARY Focused on ensuring safe,   stable, reliable and efficient facilities, we continued work to optimise our   global operations, recording a 1% and 6% increase in production volumes for   Secunda Synfuels Operations and Eurasian Operations respectively. We improved   the performance of many of our assets, including Secundas selective   catalytic cracker following modifications, the chemicals operations in the US   and Europe, and at Natref, where we replaced the fluidised catalytic cracker   (FCC) cyclones and carried out a maintenance shutdown of the FCC and   alkylation unit, significantly reducing the crude refinerys FCC catalyst   use. We progressed a number of capital projects in South Africa to meet our   environmental compliance targets. The VOC abatement project will reach   beneficial operation in the second half of calendar 2017. In the US, we made   progress in our work to prepare commercially and operationally for the   start-up of the LCCP. In Germany we started up the main units of the   Disperal® project in Brunsbüttel. In Southern Africa, we stepped up   engagement with all stakeholders, and continued our extensive support of   social value within communities near our operations, including through   support to municipalities to implement sound business processes and the   handover of two state-of-the-art clinics in eMbalenhle and Sasolburg. 6 1796   264 6 592 7 610 SALIENT FEATURES Improved overall safety performance across   our operations Increased production volumes, led by record output at up of   second phase of Sasolburg wax expansion and record Project to reduce   emissions of volatile organic compounds second half of calendar 2017 and cost   and schedule to be managed Advanced operational and business readiness work   in North America ahead of start-up of the LCCP Increased community engagement   and social investment in Southern Africa and the US Commenced emissions   offset programme, focused on reducing the burning of waste and domestic solid   fuels in South African fenceline communities to improve ambient air quality   Responded to South African water restrictions with Sasolburg achieving a 29%   potable water saving that will be sustained into the future Progressed   efforts to improve gender diversity at operations, stepped up training   Exceeded our utility Energy Integrity Index (EII) improvement target 1% for   the year achieving 1,67% improvement for our South African operations   STRATEGIC OBJECTIVES FOR WHICH WE ARE ACCOUNTABLE  Continuously improve   existing asset base and maintain technological lead  Drive world-class safe   operations to support growth


80 14 15 16 17   397 388 382 400 380 200 50 0 80 60 10 14 15 16 17 bscf mm bbl Number of   retail centres In Southern Africa, the Energy Business markets and sells   liquid fuels, pipeline gas and electricity. Internationally, we develop, implement   and manage Sasols gas-to-liquids (GTL) business ventures based on our   proprietary technology, creating higher-value products. transportation   incidents economic headwinds and fuel transport sector strike; Liquid fuel   sales 70 60 58,8 50 40 30 20 10 0 Retail centres 350 300 250 150 100   activities. 14151617 Gas sales 70 50 40 30 20 0 LOOKING AHEAD We have   launched a project to maintain competitive advantage of reliability of   supply by executing a customer excellence approach. We continue to drive South   African liquid fuels sales to the higher margin retail and commercial   sectors. Engaging with stakeholders in the energy sector on the evolving   energy landscape is a priority. In Qatar, the focus remains on maintaining   high utilisation rates and an excellent safety record. In Nigeria, we are   supporting the ramp-up of EGTL to design capacity. Following the   commissioning of Loopline 2, we look forward to the first full year of the   gas pipelines increased transmission capacity. In 2018, CTRGs electricity production   will decline, as planned, to an average of 135 MW, from 2017s average of   above 152 MW as an agreement to process additional gas comes to an end. 57,7   57,8 58,1 56,8 PERFORMANCE SUMMARY We continued to pursue our strategy to   increase our retail footprint and maximise margin. In the year we opened 10   new retail convenience centres and plan on opening 10 in 2018. We increased   our share in the liquid fuels market however the macro-economic headwinds   including a weak economy, a stronger rand and only marginally firmer oil   price as well as a strike in the fuel transport sector and lower fuel   differentials led to a 20% decline in operating profit. Excluding the effect   of the Natref downtime and lower allocated volumes from SSO, our liquid fuels   sales volumes increased by 1%. Normalised operating margins remained   resilient as we continued to sell more liquid fuels through higher-margin   sales channels, including non-refining wholesalers, commercial buyers and our   growing retail presence. We partially impaired our US gas-to-liquids project   by R1,7 billion. Our joint venture power plant in Mozambique, Central Térmica   de Ressano Garcia (CTRG), operated well at design capacity. Our power   purchase agreement to supply Eskom came to an end in 2017. ORYX GTL, our joint   venture in Qatar, achieved a utilisation rate of 95%. 61,5 61,3 60,0 SALIENT   FEATURES Reported an increase in our recordable case rate, however, we did   not experience any serious injuries or significant Maintained resilient   operating margins despite macro-benefited from sales channel optimisation   Extended our retail sales presence, Sasol recognised as one of South Africas   most valuable brands by Brand Finance Recorded strong cost performance, cash   fixed costs decreased 5% in real terms Completed Loopline 2 ahead of schedule   and below budget, increasing capacity of Mozambique-to-South Africa gas   pipeline Supported our partners in Mozambique gas-to-power plant amid   countrys fiscal crisis B-BBEE partner Tshwarisano disbursed R132,7 million   in dividends to the Batho Trusts broad-based beneficiaries Partial   impairment of our US gas-to-liquids project amounting to R1,7 billion ORYX   GTL increased capacity utilisation, excellent safety and cost performance   EGTL successfully restarted after scheduled maintenance Provision raised of   R1,2 billion for taxation payable subject to ongoing litigation in respect of   crude oil procurement Licensed out proprietary Sasol Slurry Phase LTFT   technology to Uzbekistan GTL project STRATEGIC OBJECTIVES FOR WHICH WE ARE   ACCOUNTABLE  Optimise liquid fuels marketing channels  Deliver selective   GTL opportunities and grow low-carbon power generation


OPERATIONAL   REVIEWS (continued) 4 000 14 15 16 17 Operating profit Rm ktpa % 6 742 3 552   3 418 15 16 11 848 10 208 12 714 26 3 276 3 487 18 3 026 3 458 4 486 13 15 11   276 3 106 3 541 5 625 16 14 10 000 Base Chemicals markets commodity chemicals   from our upstream Fischer-Tropsch, ethylene and propylene value chains.   Performance Chemicals markets commodity and differentiated performance   chemical products which include organics, inorganics and wax value chains. We   are able to adjust our product slate somewhat in response to market dynamics.   and fewer transport incidents; Performance Chemicals Sales volumes 3 500 3   000 2 500 2 000 1 500 1 000 500 014151617 Operating profit margin 30 25 20 15   10 5 014151617 Operating profit 15 000 12 000 9 000 6 000 3 000 0 Base ChemicalsPerformance   Chemicals LOOKING AHEAD We continue with our business readiness work for the   HDPE joint venture and the LCCP. This work includes streamlining of business   processes and systems, as well as building organisational capacity. The HDPE   joint venture is due to reach beneficial operation in the second half of   calendar 2017. While some 92% of the new LCCP Performance Chemicals output   will be placed with existing customers, Base Chemicals is making good   progress to secure new customers for most of the new US output. In 2018, we   expect greater sales volumes of wax and co-monomers as the Sasolburg wax   plant and the Lake Charles ethylene tetramerisation plant continue to ramp   up. We also look forward to greater sales of polypropylene as we continue to   benefit from the C3 expansion at Secunda. Demand for commodity chemicals is   expected to keep growing in line with global GDP, but in differentiated   chemicals, new applications and polyethylene, demand is seen outpacing GDP   growth. We will continue to pilot the Digital Catalyst programme to transform   the customer experience using digital platforms. PERFORMANCE SUMMARY The   stronger rand and lower ammonia prices contributed to a 11% decline in   Performance Chemicals operating profit, however sales volumes, normalised   for planned shutdowns and the disposal of the US wax facility, rose 2%.   Management interventions improved our cost position across a number of value   chains and an increase in ethylene prices supported improved margins in the   US. Demand for inorganics products remained healthy as we continued to   differentiate our product offering. In Germany, we achieved beneficial   operation of a project to increase our production capacity of Disperal®. We   are also undertaking a number of incremental debottlenecking projects that   have attractive returns and a short payback period on capital invested. After   several years of strong growth in our Chinese surfactants business, we   received approval to more than double the production capacity of ethoxylates   in the region. Base Chemicals benefited from a full year of additional   volumes from the C3 expansion project in Secunda, as well as planned stock   builds at the end of the previous financial year. This contributed to a 3%   increase in sales volumes. Operating profit increased 25%, largely due to the   reversal of the impairment of our low-density polythylene cash-generating   unit in the US, stronger sales volumes, better dollar prices offset by the   stronger rand/US dollar exchange rate. SALIENT FEATURES Advanced on business readiness   ahead of start-up of the Gemini HDPE joint venture and the LCCP Base   Chemicals recorded improved safety performance reported a deterioration   Performance Chemicals delivered resilient average gross margins, while Base   Chemicals gross margins were largely in line with the previous year Reported   2% increase in sales volumes at Performance Chemicals, 3% increase at Base   Chemicals Performance Chemicals benefited from start-up of second phase of   Sasolburg wax expansion and made significant progress on business improvement   initiatives Base Chemicals benefited from increased polypropylene volumes   flowing from Secunda C3 expansion project Performance Chemicals secured final   investment decision for new ethoxylation plant in China Launched Digital   Catalyst pilot programme to improve customer experience using digital   platforms STRATEGIC OBJECTIVES FOR WHICH WE ARE ACCOUNTABLE  Drive value   chain optimisation  Drive selective growth based on feedstock, market and/or   technology advantage


Our Group   Technology function is made up of Research and Technology, Capital Projects   as well as Engineering and Project Services. Mega Projects includes all   projects of over US$1 billion, with a particular focus on the LCCP and the   PSA. Together these functions create value by refining technologies,   maintaining existing operations and establishing new ones, growing the   business. to detailed engineering stage within budget and schedule within   cost and schedule, producing on-spec product expansion project (Loopline 2)   on line ahead of schedule and LOOKING AHEAD We expect to close out   engineering for most of the units on the LCCP by the end of the third quarter   of calendar 2017. Given the ongoing detailed assurance processes we follow,   we are confident about meeting the cost and schedule targets and that risks   can be managed within these. On the PSA, site construction activities and the   balance of procurement commences early in the new financial year. The civil   and structural construction works are expected to near completion at the end   of the financial year. We continue to support Sasolburg Operations to ramp up   the wax expansion project. Our focus is on technology as an enabler of the   Group strategy, nurturing and growing the existing Southern African and global   value chain while ensuring long-term sustainability. We aim to improve   project execution by implementing lessons learnt from previous projects. Our   research of the application of renewable energy within the existing Sasol   business is ongoing. We also continue to engage with potential GTL technology   licensees. PERFORMANCE SUMMARY We continued to improve our capital and   project management processes. Mega Projects made good progress on the LCCP   and PSA and completed the second phase of the wax expansion project at   Sasolburg within cost and schedule. By year-end, the LCCP was 74% complete   and on track for the start-up of the first units in the second half of   calendar 2018. Regrettably, we reported a fatality on the LCCP, that of a   service provider Mr Tyler Truett on 5 April 2017. We have investigated the   matter and lessons learnt are being shared with the teams. The PSA surface   facilities project was on track, having achieved 74,5% progress on detail   engineering and procurement activities required in support of the detail   design and preparation for site construction. Since 2011, around 80% of our   capital projects have been completed on or under budget and half have been on   or ahead of schedule. Group Technology worked with operations to secure   Sasols volume base by focusing on plant stability, energy efficiency and   reliability. We continued to hone our business processes and nurture talent,   running the graduate development programme and overseeing the development and   placement of engineers and scientists. We extended our research to improve   our proprietary technologies. By the non-equity licensing out of Sasols   LTFT GTL technology to Uzbekistan, we are securing our GTL resources and   have an opportunity to continue to optimise the technology. SALIENT FEATURES Regrettably   Mega Projects had one fatality at LCCP; Group Technology recorded an improved   safety performance Progressed LCCP: 74% complete by year-end; advanced PSA   Completed second phase of Sasolburg wax expansion, Brought Mozambique-South   Africa gas pipeline capacity below budget Advanced a number of projects to   support existing operations, securing base volumes Licensed out (in a   non-equity manner) our proprietary Sasol Slurry Phase LTFT and associated   water technologies Extended our research to continuously improve technologies   Started commercial utilisation of our next generation Fischer-Tropsch GTL   catalyst in the EGTL plant in Nigeria Continued to focus on securing   competent skills through graduate development programme, bursaries and   support to universities STRATEGIC OBJECTIVES FOR WHICH WE ARE ACCOUNTABLE    Continuously improve existing asset base and maintain Sasols technological   lead  Drive selective growth based on our technology advantage  Project   execution excellence