Exhibit 99.7 operating   business unit uPstReAM: MInInG 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. Riaan Rademan,   Executive Vice President Upstream and Business Enablement *We have an   agreement in place to buy approximately 5,1 million tons a year from a third   party until 2026 to supplement coal feedstock supply to Secunda. 92 Sasol   Integrated Report 2016 Performance 2016 2015 Safety (RCR) Lost work-day case   rate Operating profit (Rm) Operating profit margin Saleable production (mm   tons) External purchases* (mm tons) Sales to Sasol customers (mm tons)   External sales to export market (mm tons) Employee numbers Total water use (mm3)   0,59 0,29 4 739 28% 40,3 5,0 42,1 3,2 7 263 1,90 0,59 0,25 4 343 28% 39,2 5,1   41,7 3,4 7 908 1,80 MAteRIAl DeVeloPMents    deterioration in our safety performance, with one fatality  Substantially completed r14 billion mine   replacement programme with commissioning of two new collieries  contained normalised unit cost of   production to below inflation  recorded   savings of r309 million through bpep and rp    advanced our home ownership scheme for eligible employees  produced 11 million tons in a financial   year at Syferfontein, a record in South africa


sustaining the   supply of low-cost feedstocks to secunda and sasolburg Mining maintained   stable operations in 2016, ensuring the continuous supply of coal to our   facilities in Secunda and Sasolburg, delivering a pleasing performance. By   replenishing our reserves and replacing our ageing mines, Mining is able to   fulfil the Sasol strategic objective for which it is responsible: to deliver   low-cost feedstock in south Africa, thereby helping sustain the groups   liquid fuels, chemicals and power generation operations to at least 2050. We   substantially completed our R14 billion mine replacement programme to   establish three new mines to replace 60% of Minings operating capacity in   Secunda by 2020. Our Thubelisha Mine, commissioned in 2012, is producing from   11 sections and is due to reach full production capacity by 2019. Our second   replacement mine  Impumelelo  reached beneficial operations in October 2015   and is producing from four sections. In April 2016, we handed over all   surface infrastructure for our third replacement mine, Shondoni. All three   mines remain within budget. Impumelelo and Shondoni were partially funded   externally, and we are on track to settle that funding by the end of the 2018   calendar year. We also completed  below budget  the new Tweedraai adit,   which provides additional access to reserves adjacent to our Syferfontein   operations, ensuring that we can meet demand from Secunda Synfuels.   Syferfontein produced a South African record of 11 million tons of production   by an underground mine in a financial year. Containing costs Operating profit   increased by 9% to R4 739 million, supported by the contribution of cost   savings and cash conservation from the Business Performance Enhancement   Programme (BPEP) and the Response Plan (RP), as well as stable operations and   the benefits to our export sales of the weaker rand/US dollar exchange rate.   We recorded savings of R309 million and normalised unit costs of production   were contained to 5% below inflation for the second consecutive year. The   softer rand cushioned the impact on the value of export sales of lower US   dollar coal prices. Export sales volumes decreased by 6% to 3,2 million tons.   Focusing on sustainability South Africa has substantial reserves of coal that   can be extracted at costs that compare favourably with those of imported   natural gas. Notwithstanding the real need for South Africa to increase the   use of low-carbon energy, we believe that coal will continue to play an   important role in the supply of electricity and liquid fuels. We continued to   track developments in the regulatory environment, in particular the Mineral   and Petroleum Resources Development Act Amendment Bill which remained before   parliament for reconsideration. The Mining Charter to facilitate   transformation was revised and a draft issued in April 2016. It is aligned to   the Codes of Good Practice, promulgated under the Broad-Based Black Economic   Empowerment Act, as amended. Public comments on the draft Mining Charter   closed during May 2016. The Department of Mineral Resources is currently   considering the comments and industry is waiting for the updated Mining   Charter to be issued. As part of our work to deliver social and economic   value, we aim to establish stable and sustainable communities close to our   operations. This is essential to maintain our licence to operate. In 2016, we   continued to participate in a number of infrastructure projects around   Secunda, with a particular focus on facilitating greater home ownership by   our people. In February 2016, we handed over to first-time homeowners, 16 new   houses of a planned 100 in eMbalenhle, in line with our efforts to improve   the living conditions of our employees in surrounding communities. The next   phase of this development is progressing well and the remaining 84 houses   should be complete by the end of the 2017 calendar year. We plan to hand over   100 similar-styled houses in Secunda. Prioritising safety and productivity   Improving our safety performance remained a group top priority. Tragically,   in May 2016 we experienced a fatality of maintenance artisan Mr GF Bronkhorst   at our Sigma Mine. We continue to focus on implementing critical controls on   major hazards and to drive the behaviour-based safety programme, as well as   other safety initiatives, throughout our Mining operations. As part of our   annual wage negotiations, we successfully concluded agreements with four of   our five recognised trade unions. While the Association of Mineworkers and   Construction Union (AMCU) has embarked on industrial action, we continue to   engage the union to bring a swift and amicable resolution to the matter.   During this time, our focus remains on the safety of our employees,   contractors, the community and our assets. Strengthening relationships with   our recognised trade unions remains key in the years ahead. Although   operations remained stable, productivity in 2016 could have been better.   Production was impacted by stoppages as part of proactive safety measures, as   well as the slower-than-planned ramp-up of the Impumelelo Mine. looking ahead   Investing in our people is a material matter at Sasol. In the year ahead, we   will continue to focus on our safety performance as well as enhance our   productivity. Key to achieving these will be employee morale, our focus on   strengthening our relationship with organised labour as well as the smooth   integration of our new mines into existing operations. We will endeavour to   lock in the savings achieved in recent years, maintaining our emphasis on   cash conservation and cost containment. For details on our reserves and   resources, refer to Sasols Form 20-F filed with the SEC. Sasol Integrated   Report 2016 93 Additional information OOuurrppeerrffoorrmancee rreevvieieww   Our governance Our strategic business context How we create value Who we are   20-F


operating   business unit uPstReAM: exPloRAtIon AnD PRoDuCtIon InteRnAtIonAl 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. *Comparative crude oil production   volumes for Gabon has been restated to exclude royalties to reflect net   production volume throughout. 94 Sasol Integrated Report 2016 Performance   2016 2015 Safety (RCR) Production (Sasols equity share)  Natural gas    Mozambique (bscf)  Condensate  Mozambique (m bbl)  Crude oil  Gabon (m   bbl)*  Natural gas  Canada (bscf)  Condensate  Canada (m bbl) Operating   (loss)/profit  Mozambique  Gabon  Canada  Other Employee numbers Direct   greenhouse gas emissions (mm tons) 0,10 114,4 324 1 553 20,7 143,7 (11 714)   0,11 109,2 332 1 346 21,8 199,5 (3 170) 1 128 (994) (10 957) (891) 1 847 (1   124) ( 2 449) (1 444) 413 0,27 494 0,31 MAteRIAl DeVeloPMents  Obtained approval for development of an   integrated oil, liquefied petroleum gas (lpg) and gas-to-power project in   mozambique and initiated drilling of the first well in the production Sharing   agreement (pSa) licence area    contributed r5,1 billion to Sasols cash conservation programme  Spent r51 million on social, economic and   skills development in mozambique    renegotiated partnership agreements for canadian shale gas asset to   provide flexibility in future production profile and capital spend to cater   for low gas price environment    partially impaired canadian shale gas asset by r9,9 billion (cad880   million), due to continued low gas prices    Successful in our bids for two exploration blocks during the bid round   in mozambique


Growing sasols   upstream resources The approval by the Mozambican authorities in 2016 of our   plan to develop an integrated oil, LPG and downstream gas-monetisation   project marked a significant milestone in meeting our strategic objective to   grow our southern Africa upstream resources. Introducing flexibility into our   shale gas assets in Canada A further deterioration of economic conditions in   the North American gas market led to the R9,9 billion (CAD880 million)   partial impairment of our share in the Montney shale gas asset in Canada. The   continued fall in crude oil prices pressured our assets in Gabon resulting in   a loss of R994 million. However in 2016, gross production increased by 16% to   average 18 824 barrels a day due to new development wells that were brought   on line. Through reduced capital cash flow, a cutback in exploration   activities and increased savings in cash fixed costs, E&PI was able to   contribute R5,1 billion to the groups cash-conservation initiatives. In   addition, we reported a strong safety performance in all our operations, as   well as increased gas production volumes from our assets in Mozambique. To   create flexibility in managing the asset, we entered into an agreement with   our partner, Progress Energy, to settle our funding commitment. We further   agreed with our partner to slow the pace of appraisal and development and   significantly reduce activities in order to responsibly steward the Montney   asset through the low gas price environment. Delivering social and economic   value While our projects across the world continue to deliver economic value,   it is essential that we ensure they also deliver social value. In Mozambique   over the past 16 years, Sasol has invested more than US$2,1 billion in   developing and producing natural gas. We have also invested substantially in   developing local capabilities through our education, training and skills   development initiatives as well as through investments to improve local   communities access to healthcare, education and clean water. Planning   sasols first oil development in east Africa In January 2016, the Mozambican   authorities sanctioned the initial tranche of our field development plan for   the Production Sharing Agreement (PSA) licence area. Since then, we have   engaged with our stakeholders about implementing the plan that involves the   phased development of the oil, LPG and gas-to-power project in the PSA area,   which is adjacent to our Petroleum Production Agreement (PPA) area. At year   end, more than 90% of the employees at the CPF were Mozambican. The focus   going forward is to accelerate leadership capability and enhance technical   skills. In order to attract more local managerial-level employees to a remote   site, we completed building a clinic, crèche, school and housing complex for   more than 80 families. We also continued to advance the development of local   content through procuring Mozambican goods and services in one of the worlds   fastest-growing economies. In total, we spent R51 million on social, economic   and skills development in Mozambique in 2016. We already produce gas and   condensate from the Pande and Temane fields in the PPA area, with most of the   gas currently exported for use as feedstock for our chemical and synthetic   fuel operations in South Africa as well as for the South African gas market.   The PSA work will include gas and oil developments and will assist Mozambique   to further realise the value of its natural resources, stimulate growth and   increase domestic access to electricity. During the year, the Mozambican   Government also approved a development plan for a fifth train at the Central   Processing Facility (CPF) to process additional gas from the PSA licence   area. Tranche one of the first phase of the PSA development project,   including the fifth train, is estimated to cost US$1,4 billion. We commenced   drilling of the first well in May 2016. looking ahead In the year ahead, we   will work to maintain excellent operational and safety standards across our   E&PI businesses. We will monitor Mozambique's sovereign debt situation   closely and are actively managing our risk. We expect a sharp rise in   activity in that country, including the commencement of drilling and seismic   work in remote areas, which will increase our exposure to safety incidents.   We will continue to adhere to the highest applicable safety standards,   applying Sasols standards as a minimum and we will monitor the security   situation in Mozambique to ensure the safety of our people and the integrity   of our facilities. In addition, late in the 2015 calendar year we started   work to expand the annual capacity of the CPF, established over 10 years ago.   This followed the commissioning of a low-pressure compression project at the   CPF in December 2015 to compensate for lower reservoir pressure in the fields   due to gas production. Further afield, Gabon remains a key component of   E&PIs growth strategy and in Canada we continue to prioritise the   appraisal of our gas assets. In the face of continuing weakness in oil and   gas prices, we will continue our focus on cash conservation, setting the pace   for other exploration activities globally. In addition, we will also focus on   growth, seeking value accretive opportunities for Sasol in the medium to long   term. In October 2015, as part of Mozambiques fifth hydrocarbon exploration   licensing bid round, Sasol and our partners were successful and invited to   commence negotiations for Exploration Production Concession Contracts for   onshore block PT5-C (south of the Pande and Temane fields) and offshore block   A5-A (in the central area of the country, north-east of the Pande and Temane   fields). Exploration activities will commence in the new financial year. We   also continued to explore, alongside our partners, for hydrocarbons in South   Africa. Off the east coast, we identified a number of high-grade leads in block   ER236. Off the west coast, we worked to define prospective plays in block   3A/4A. Sasol Integrated Report 2016 95 Additional information   OOuurrppeerrffoorrmancee rreevvieieww Our governance Our strategic business   context How we create value Who we are


Regional   business unit oPeRAtIons Operations represents 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. Bernard Klingenberg,   Executive Vice President Operations * Includes RCR for US Mega projects. **   Reflects natural gas purchased from 30%  JV partner in Mozambique. 96 Sasol   Integrated Report 2016 Performance 2016 2015 Safety (RCR*) Production    Synfuels refined product (mm bbl)  Crude oil processed (mm bbl)  Natref   white product yield (%)  Saleable chemical production (ktpa) External   purchases  White product (mm bbl)  Natural gas (bscf)** Total water use   (mm3) Fire explosions, releases 0,23 33,2 21,2 91 6 264 6,3 21,8 136,4 18   0,32 32,9 20,9 91 6 179 5,9 21,4 133,4 22 MAteRIAl DeVeloPMents  improved overall safety performance  increased total production volumes with a   new record output at Secunda Synfuels as well as at our brunsbüttel and marl   sites in germany  completed Sasolburgs   largest maintenance shutdown since inception in the 1950s  contained costs to below inflation  completed r13,8 billion Secunda growth   programme  progressed environmental   projects, with a focus on the vOc abatement programme to be completed in   2017  north america operations continue   to focus on operational and business start-up readiness in the lead up to the   lccp


Making progress   on our strategic objectives In 2016, we focused on the strategic objectives   for which we are accountable: to continuously improve the existing asset base   and maintain our technological lead, as well as to drive world-class safe   operations to support growth. By remaining focused on the safety,   predictability and availability of our plants, Secunda Synfuels increased   production volumes by 1,3% to a record 7,8 million tons. We completed the   R13,8 billion Secunda growth programme, surpassing many of our targets.   Commenced in 2005, the programme was aimed at alleviating bottlenecks by   enabling Secunda Synfuels to process an additional 26,2 bscf/a of natural   gas, and so increase production volumes by 3% and electricity generation by   270 megawatts. In Europe, we recorded higher production volumes at our   Brunsbüttel and Marl sites. There was a particular cost-reduction focus at   our Italian operations, which includes an energy-integration project and at   our wax operation in Hamburg, where we initiated a business restructuring to   simplify our operations and product offering. We made good progress in   meeting our RP and BPEP targets and this resulted in a decrease in unit   costs. Investing in a high-performance culture To ensure a culture that   embraces both safety and high performance, we implemented initiatives across   our Southern African operations aimed at greater engagement as well as   capability development, and leadership development focusing on diversity and   inclusion. We relied less on contractors and increased productivity. After a   successful planned maintenance shutdown in September 2015, in which fewer contractors   than usual were brought on site, we started up the Secunda Synfuels plant   ahead of schedule. Without significant additional capital investment, we   sustainably increased our production of 95 octane unleaded petrol to respond   to market demand. This petrol contributed to more than 50% of unleaded petrol   production. At Secunda Chemicals, production volumes increased by 1% despite   lower polypropylene output due to planned commissioning activities associated   with the C3 (propylene) expansion project. Following the completion of this   project, valued at R1,1 billion over two years, our two downstream   polypropylene plants can now deliver to full design capacity. We produced   record volumes of C2 (ethylene), which resulted in less ethylene being lost   to flare. The solvents operations also reflected record production. In 2017,   Secunda Chemicals expects even higher polypropylene output. Given the number   of large-scale planned maintenance shutdowns carried out at our facilities    which included more than 29 700 people coming through our gates in Secunda on   a single day  our overall safety performance in the year was noteworthy.   However, tragically, in April 2016, we experienced a fatality of learner   process controller Mr M Hlabisa at Secunda Synfuels. We continue to focus on   achieving zero harm. We delivered social value by cleaning the greenbelts in   Secunda and Sasolburg and driving various sewage, security, education and   infrastructure projects, as well as supporting capacity building at   municipalities. In the United States, we carried out numerous social   responsibility projects as part of the LCCP. Managing environmental   challenges Since 2005, our operations have invested more than R25 billion on   projects delivering significant environmental enhancements. In 2016, our   environmental performance continued to improve and we made progress with the   implementation of the requirements of the National Environmental Management:   Air Quality Act. At Secunda over many years, we are investing a total of R2,8   billion on a project to reduce the emissions of volatile organic compounds   (VOCs). This complex project is expected to reach beneficial operations in   the 2017 calendar year and will contribute to the planned 80% reduction of   VOCs at the Secunda site by June 2020 off a 2009 baseline. While a   significant generator of its own electricity, Sasol is dependent in South   Africa on a secure electricity supply from Eskom. Since the countrys   electricity crisis of 2008, we have added more than 400 megawatts of   gas-fired power generation, taking our installed generation capacity to 71%   of demand. The renewal in 2016 of our short-term power purchase agreements   with Eskom for some of our additional capacity will allow us to manage our   energy cost inflation. Our R2,2 billion project to replace tar tanks and   separators, in order to ensure that the production capacity of the Secunda   complex is maintained, reached beneficial operations in June 2016, three   months ahead of schedule. The largest planned maintenance shutdown since the   original Sasolburg site was built in the 1950s, as well as constraints on   polymers production, limited overall production volumes at Sasolburg   Operations to the same level as in 2015. This was despite an 8% increase in   wax output after the first phase of the Fischer-Tropsch Wax Expansion Project   came on line in May 2015. Plant disruptions also significantly affected   ammonia production at Sasolburg. Our Natref joint venture crude oil refinery   at Sasolburg completed a significant shutdown in November 2015 mainly to enable   the production of 50 ppm low-sulphur diesel from January 2016. Natref will be   completing another large planned shutdown in October/November 2016 on the   fluidised catalytic cracker and the alkylation unit. In the United States, we   ran our facilities safely and at high rates of capacity utilisation, taking   advantage of the competitive feedstocks available resulting from the   abundance of shale gas in North America and the lower oil price-related   feedstocks in Europe. Overall production volumes remained flat despite a   planned maintenance shutdown of our US ethylene cracker. looking ahead In the   year ahead, we will focus on ensuring safe, predictable and reliable   facilities, as well as looking for opportunities to optimise our operations,   including through a number of capital projects to improve our environmental   performance in South Africa. We will continue to work to find solutions to   meet air quality standards post 2020. Sasol Integrated Report 2016 97   Additional information OOuurrppeerrffoorrmancee rreevvieieww Our governance   Our strategic business context How we create value Who we are


strategic   business unit eneRGy BusIness In Southern Africa, the Energy Strategic   Business Unit markets and sells fuels, pipeline gas and electricity. Internationally,   we develop, implement and manage Sasols gas-to-liquids (GTL) business   ventures based on our proprietary technology. Maurice Radebe, Executive Vice   President Energy Business 98 Sasol Integrated Report 2016 Performance 2016   2015 Safety (RCR) Sales  Liquid fuels (mm bbl)  Natural gas (bscf)    Methane-rich gas (bscf) Operating margin Operating profit (Rm) Employee   numbers Fire, explosions, releases 0,23 61,3 33,4 24,7 22,0 14 069 4 820 0   0,26 61,5 33,8 24,0 30,0 22 526 4 799 1 MAteRIAl DeVeloPMents  Operating margins held firm due to record   production volumes, increased gas prices, higher electricity sales and solid   cost containment  increased retail   footprint; recognised as having best fuel stations in South africa  decided to license out our proprietary   Sasol Slurry phase ltft technology    Oryx gtl impacted by lower oil prices and statutory shutdown; egtl   continued to ramp-up steadily    tshwarisano settled remaining debt related to its 25% equity   shareholding in Sasol Oil (pty) ltd Started construction of loopline 2 to   further increase capacity of mozambique-to-South africa gas pipeline


Remaining   profitable despite a sharp drop in oil prices Our Energy Business recorded a   commendable performance, remaining profitable and managing gross margins   despite tough macro-economic conditions. Among notable successes were those   supporting the long-term sustainability of our South African operations as   well as those designed to further leverage Sasols proprietary technology.   Operating profit declined 38% to R14 069 million. This decline compares   favourably with the 41% decrease in oil prices in the year. Operating margins   held firm at 22%. This was mainly as a result of record production volumes,   liquid fuels sales via higher-yielding marketing channels, favourable gas   prices and increased electricity volumes. It was also supported by the weaker   rand and the contribution of our BPEP and RP efforts. Normalised cash fixed   costs remained flat in nominal terms. Sales volumes remained flat on the back   of difficult market and trading conditions as well as constrained Southern   African demand for liquid fuels. Based on the attractive returns generated by   Sasol Oil Proprietary Limited over many years, in February 2016 our black   economic empowerment partner Tshwarisano LFB  which holds 25% of Sasol Oil    settled the last of its debt relating to its equity shareholding. This   represents the realisation of one aspect of our work over many years to   deliver on transformation in the liquid fuels industry. International energy   Lower crude oil prices put pressure on the profitability of our ORYx GTL   joint venture. A 54-day planned shutdown led to a decrease in the plants   average utilisation rate to 81%, compared with 90% in 2015. The facility   maintained a world-class safety performance, with no recordable injuries in   the past five years. In Nigeria, the Escravos GTL (EGTL) plant continued to   steadily ramp-up towards design capacity. In February 2016, in light of the   current economic environment, we decided to review our long-term strategic   interest in the Uzbekistan Gas-to-Liquids (GTL) investment. Resulting from   this review, we opted to withdraw from our equity participation in the   project, thereby placing the project on hold. A significant milestone in the   year was the approval by the Group Executive Committee of plans to   selectively license out our proprietary Sasol Slurry Phase LTFT technology   as a way of expanding this portfolio. This will complement Sasol's strategy   for GTL going forward. Gas and electricity In line with our intent to grow   our interests in Mozambique, as well as support the sustainability of our South   African operations, in November 2015 our ROMPCO joint venture began   construction of the R2,7 billion Loopline 2 to increase its annual gas   transmission capacity from 169,4 bscf to 191 bscf. The Energy Business is   tasked with fulfilling the groups strategic objective to grow low-carbon   power generation in southern Africa. The region requires affordable   electricity supply to support economic development. In Mozambique, our   Central Térmica de Ressano Garcia joint venture 175 megawatt gas-fired power   plant completed its first full year of operations, operating at design   capacity and providing electricity to more than two million Mozambican   citizens. We are pursuing another gas-to-power project in Mozambique, as part   of the PSA development. Focusing on our strategic objectives liquid fuels We   made good progress in achieving our strategic objective to optimise our   liquid fuel marketing channels, which are currently predominantly in the   wholesale market. Aiming to increase our retail and commercial sales volumes   to match half of our total production by 2025, in 2016 we increased our   retail sales volumes by 5%. We opened 11 new outlets and divested from six,   bringing the number of Sasol and Exel-branded retail sites in South Africa to   388. Cheaper fuel helped support retail consumer demand, while our innovative   low-sulphur Sasol turbodiesel ULS 10 ppm, our partnership with Burger King   and our link to the Absa loyalty programme encouraged more consumers to   choose Sasol Convenience Centres for their fuel purchases. The South African   Customer Satisfaction Index (SAcsi) survey of fuel retailers rated Sasol as   industry leader. Commercial volumes were impacted by the low levels of   activity in the economy, particularly the mining sector, as well as   agriculture, where drought led to reduced use of diesel. Sales in the   wholesale market were steady. We increased the supply of low-sulphur 50 ppm   diesel to the market, following modifications to our Natref joint venture   refinery. Prioritising safety After a sharp improvement in our safety   performance during 2015, in 2016 we were able to improve our RCR to 0,23 from   0,26. We were also pleased to report not a single transport safety incident   and an improved performance on our significant fires, explosions and releases   severity index, which remained comfortably below the groups target. We   continue to work to achieve zero harm. looking ahead Faced with weak domestic   growth prospects and volatile international oil prices, in the near term the   Energy Business will focus on further extending our South African retail   footprint to protect our margins and maintain our sales volumes. We will seek   to achieve excellent utilisation rates at ORYx GTL and support the ramp-up of   EGTL. Cost savings and cash conservation will remain key drivers throughout   our business, including managing the cost of complying with environmental   legislation, particularly at our Natref joint venture. Sasol Integrated   Report 2016 99 Additional information OOuurrppeerrffoorrmancee rreevvieieww   Our governance Our strategic business context How we create value Who we are


strategic   business unit CheMICAls BusIness Our Chemicals Business is made up of the   Base Chemicals and Performance Chemicals Strategic Business Units. 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. Fleetwood Glober, Executive Vice President   Chemicals Business *Normalised for asset disposals, business changes and   planned shutdown (2016 only). 1 Includes employees in Regional Operating   Hubs. 100 Sasol Integrated Report 2016 Performance Chemicals  Performance   2016 2015 Safety (RCR) Sales volumes  Organics (kt)  Waxes (kt)  Other   (kt) Operating profit (Rm) Employee numbers1 0,20 3 458 2 304 528 626 11 276   6 365 0,0 3 487 2 220 554 713 12 714 6 326 Base Chemicals  Performance 2016   2015 Safety (RCR) Sales volumes  Polymers (kt)  Solvents (kt)  Other (kt)    Normalised total* Operating profit (Rm) Employee numbers1 0,19 3 026 1 303   942 781 3 083 4 486 6 122 0,25 3 276 1 393 911 972 3 165 10 208 5 983   MAteRIAl DeVeloPMents achieved resilient average gross margins in performance   chemicals reported increased sales volumes at performance chemicals when   normalised for extended planned shutdowns, lower sales volumes at base   chemicals benefited from our sharp focus on managing cash fixed costs   commercialised production of next-generation proprietary ft catalyst   Stabilised distribution of new ft wax streams


Base Chemicals   Managing costs to limit margin pressure 2016 was a challenging year for Base   Chemicals, as sales volumes declined by 8%. Polypropylene volumes were lower   because of an extended planned shutdown to enable the commissioning of the C3   expansion project. Other sales volumes decreased due to subdued demand for   explosives and fertilisers as well as inventory replenishment in some areas   to improve customer supplies. The 22% drop in the price of our basket of   commodity chemicals in 2016 was lower than the 41% decline in oil prices and   was partly offset by the weaker rand/US dollar exchange rate. Besides the   impact of oil prices, the market prices of some of our products were lower as   a result of additional supply due to capacity expansions. Globally, chemical   market growth remained buoyant with little impact in demand for Base   Chemicals products. With many external challenges, we put a strong emphasis   on factors within our control, and reduced cash fixed costs by 1,5%, mainly   due to our BPEP and RP initiatives. Operating profit decreased by 56% to R4   486 million, mainly due to the partial impairment of our low density   polyethylene cash generating unit in the US of R956 million (US$65 million).   In pursuit of our strategic objective to drive value chain optimisation, we   made progress to enhance the placement of our products, with a particular   focus on improving our supply chains and marketing approach in the rest of   Africa. We continued to review our portfolio of businesses, noting the   challenges faced by explosives and fertilisers. We assisted our customers   through a number of efforts in the mining industry with our technical service   and customised blasting solutions. In the severe drought conditions in South   Africa, we worked closely with our customers to provide advice on the   benefits of using our limestone ammonium nitrate (LAN) fertilisers, which can   provide farmers with improved crop yields if the fertilisers are applied at   planting during dry conditions. Construction of our 50% joint venture high-density   polyethylene plant with Ineos Olefins and Polymers USA continues to make good   progress, and is on track for mechanical completion early in the 2017   calendar year. Upon completion, the plant will be the largest bi-modal   high-density polyethylene (HDPE) manufacturing facility in the US with a   nameplate capacity of 470 kilotons annually. Our current end of job estimate   is approximately US$299 million (Sasol share), however the operator (our   joint venture partner) is experiencing more cost and schedule pressure in   delivering the project. We continue to work with our joint venture partner to   manage these pressures on the project and an update will be provided at the   mid-year results announcement. The start-up is also coming at a more   opportune time as market conditions remain favourable due to lower feedstock   costs along with the premium margins associated with bi-modal resins.   Chemicals deliver a robust sales and financial performance in 2016, helping   strengthen the overall Sasol portfolio. Focus on differentiation led to   record financial results for both the global intermediates and surfactants   part of the organics business as well as the global alumina part of the   inorganics business. Despite macro-economic headwinds, sales volumes   increased by 1,8% when normalised for extended planned shutdowns. The steep   fall in crude oil prices only led to an impact on oil field chemicals demand,   US ethylene margins and Italy inventory valuations, while all other   applications and product lines remained robust. Cash fixed costs (normalised   for currency effects) were maintained to well below inflation due to our   focus on BPEP and RP initiatives. On a normalised basis, operating profit   increased by 5%, mostly as a result of demand in Europe being stronger than   expected while other geographies and applications were mostly in line with   expectations. Margins improved for alcohols and surfactants as well as   inorganics while remaining resilient for other product lines with the   exception of ethylene. US ethylene prices were lower due to lower crude oil   prices which negatively impacted the profitability of our US assets. Our   focus on metal working and lubricants markets continued to deliver increased   results. overcoming distribution challenges The implementation of a single   chemicals SAP system in South Africa resulted in outbound supply chain   challenges in delivering wax and other South African products to the   satisfaction of our customers. Significant progress was made to stabilise   these business processes and from April 2016 the focus moved to full   stabilisation and further optimisation of our business processes. looking   ahead As we move into 2017, we are set to deliver on a number of exciting   growth opportunities. In Base Chemicals, we are focusing on future   investments in the polymer value chain, given that we continue to see growth   in demand for polyethylene products in excess of global GDP rates as the   emerging market middle class grows. Following completion of the Gemini HDPE   joint venture, we will see growth from the low-density polyethylene and   linear-low-density polyethylene facilities being built as part of the LCCP in   Louisiana. In Performance Chemicals, we will continue our business readiness   work for the second phase of the FT wax expansion project, and for the LCCP,   by diligently preparing the market and business process requirements. We will   also focus on the expansion of our surfactants facilities in China, and   progress with a number of incremental growth projects (most notably in   alumina) that have attractive returns and a short payback period. We will   continue groundwork on other projects, so that these plans are ready when the   funds to invest in them are available. In Performance Chemicals, plans are   underway to expand our initiatives in differentiated, high-growth markets in   which Sasols unique product offerings can provide compelling value to our   customers. Finally, we will continue to actively manage our portfolio and   harness synergies within Base Chemicals and Performance Chemicals which   together provide strength to Sasols portfolio. Performance Chemicals   Demonstrating resilience A diverse product portfolio consisting of commodity,   differentiated and specialty products, sold into a wide range of industries,   applications, and geographies helped Performance Sasol Integrated Report 2016   101 Additional information OOuurrppeerrffoorrmancee rreevvieieww Our   governance Our strategic business context How we create value Who we are


ReseARCh,   teChnoloGy AnD MeGA PRoJeCts Our Group Technology function is made up of   Research and Technology, Capital Projects, Engineering and Project Services,   as well as Planning and Optimisation. Mega Projects includes all projects of   over US$1 billion, with a particular focus on the LCCP and the PSA. stephan   schoeman, Executive Vice President Technology *Excludes RCR for US Mega   projects. 102 Sasol Integrated Report 2016 Project (June 2016) estimated   Approved by Contracted to estimated beneficial sasol Board date cost   operations Rm RmRm (calendar year) Growth project Fischer-Tropsch wax   expansion project, South Africa Lake Charles Chemicals Project, United States   Mozambique Production Sharing Agreement (PSA) development 13 62312 898 13 480   2017 US$11 000m US$6 887m US$11 000m 2018 US$1 400m US$203,4mUS$1 400m 2021   Projects to sustain the business Coal tar filtration east project, South   Africa Volatile organic compounds (VOC) abatement programme, South Africa   Oxygen train 17, South Africa Sixth Fine Ash Dam phase one, South Africa 2   853 2 6182 853 2018 2 8272 688 2 8272017 2 0181932 440 2018 6 000 4516 000   2019 MAteRIAl DeVeloPMents Sharpened focus on uS$11 billion lccp, 50%   completed by 30 June 2016 commercialised production of new generation ft   catalyst achieved top honours in 2016 universum South africa most attractive   employers awards completion of second phase of ft wax expansion project   planned for march 2017, ahead of schedule Our safety performance   deteriorated, with an rcr of 0,32* from 0,2*


Project   execution The top priority of Group Technology is to deliver, within the   updated budget and schedule, the LCCP. This is the largest and most complex   project currently under construction on the US Gulf Coast: it will establish   an integrated, multi-asset site similar in concept to our flagship Secunda   facility. Refer to pages 16 and 17 for a detailed analysis on the LCCP and   our role on delivering of the project. Group Technology also worked on other   mega projects in the year, most notably the PSA integrated oil and gas   development in Mozambique and the second phase of the FT wax expansion   project in Sasolburg. Over the past three years, we have introduced   significant improvements to our capital and project management processes. As   a result, we have successfully completed many large and complex projects, such   as the R13,8 billion Secunda growth project, the R14 billion mine replacement   programme and the R5 billion chemicals expansion. These all benefited from   the robust process we put in place to institutionalise lessons learnt from   projects that had in the past not been executed to plan. Since 2011, around   four-fifths of our capital projects have been completed on or under budget   and half had been on or ahead of schedule. We improved the execution of   capital projects such as Loopline 1 on the Mozambique-to-South Africa gas   pipeline and the increase in 95 octane petrol production at the Secunda site.   Through the Secunda growth programme, we increased Secunda Synfuels volumes   from 7,4 million tons to a record 7,8 million tons in 2016. Support to   operations focused on plant stability, reliability and efficiency. Amid a   scaling back of capital projects, we used available resources to progress   innovation and broaden the experience of our employees. We continued to   develop Sasols energy efficiency throughout operations as well as ramp-up   the ethylene tetramerisation plant in the US and the Escravos GTL plant in   Nigeria. While we are pleased with the chemical process for the production of   1-hexene and 1-octene through ethylene tetramerisation, we continued work to   resolve process bottlenecks in the plant at Lake Charles, aiming to achieve   full-scale production in the 2017 calendar year. In Germany, we   commercialised a new line of robust surface-modified carriers for emission   control in automobiles. Responding to the volatile macro-economic environment   In light of lower crude oil and gas prices, we secured approval of plans to   selectively license out our proprietary Sasol Slurry Phase LTFT technology   to expand this portfolio. We remain focused on ensuring that we have the   right skills in place to execute on our important projects, and despite the   cost conservation initiatives of the RP, we continued to prioritise   expenditure on project study costs, as well as research and development.   Investing in our people We nurtured skills through our support to   universities, as well as our bursary and graduate development programmes.   Based on in-depth surveys of students and professionals, Sasol achieved top   honours in the 2016 Universum South Africa Most Attractive Employers Awards. unlocking   value by optimising and growing our business Apart from our keen focus on   delivering capital excellence and driving selective growth based on our   technology advantage, Group Technology made progress on our strategic   objective to maintain sasols technological lead. Promoting sustainability   Sasol recognises that our projects will be successful only if our communities   share in that success and remain sustainable. Our social investment approach   is being refocused to align it with specific country drivers. We worked to   deliver technological improvements at our plants and in our processes and   develop new technologies. Refer to page 16 for detail on the LCCP. Sasol   Integrated Report 2016 103 Additional information OOuurrppeerrffoorrmancee   rreevvieieww Our governance Our strategic business context How we create   value Who we are IR


GRouP FunCtIons   Our Group Functions have been redesigned to ensure that they are   fit-for-purpose to enable business performance through standardised   processes. Paul Victor, Chief Financial Officer; nolitha Fakude, EVP:   Strategy and Sustainability; Vuyo Kahla, EVP: Advisory and Assurance.   supporting our businesses Our Group Functions performed well, delivering   fit-for-purpose and supportive business services and solutions to our   operations and global businesses, enabling them to execute plans to manage   the material matters identified in the year. Responding to the volatile   macro-economic environment Responsible for ensuring delivery of the RP and   the BPEP, we reported higher-than-forecast savings and cash conservation in   the year. We intensified and extended the targets on the RP after performing   a thorough scenario planning and analysis to account for the   lower-for-much-longer oil price reality. Simultaneously, we focused on   defining risk tolerance and appetite measures to determine the nature and   extent of risk we are willing to accept in pursuit of our strategic   objectives. We consider risk appetite in the context of the severity of the   consequences should the risk materialise, and manage business opportunities   and capital allocation within appetite levels. 104 Sasol Integrated Report   2016 MAteRIAl DeVeloPMents: rolled out extended rp, reported   higher-than-forecast savings and cash conservation commenced project to   realise goals of revised b-bbee codes by 2020 listed Sasol inzalo on the JSe   black economic empowerment board defined risk tolerance and appetite measures   to manage capital allocation progressed transformation of information   management assisted rOmpcO to refinance a r5,7 billion loan with banks to   fund loopline 2


Faced with the   impact on capital portfolio management of the lower oil price, we closely   managed capital allocation and the groups capital structure. We reduced our   capital portfolio activities by a quarter from the baseline at the start of   the RP in December 2014. Our treasury safeguarded cash, maximised the return   on surplus cash, minimised the use of general banking facilities and made   certain that cash was available at the right time and in the required   currency. We closely monitored our funding requirements to ensure that the   appropriate credit facilities and levels of liquidity were maintained to   minimise any adverse impact on our investment rating. Promoting   sustainability Transformation is vital in South Africa and we are committed   to contributing meaningfully in this regard. We therefore view broad-based   black economic empowerment (B-BBEE) as a social and business imperative. This   commitment saw us record a level 4 B-BBEE contributor rating up until April   2016, when the South African governments amended Codes of Good Practice were   applied to Sasols audit, leading to a decline to level 8. However, we   commenced a project to realise by 2020 the goals envisaged by the revised   codes. Despite the implementation of the BPEP and RP, we continued to work to   achieve our 2017 employment equity goals in South Africa. Since the 2012   inception of our employment equity plan, the representation of African,   Coloured and Indian ethnic groups has improved from 61% to 66%. We   transferred trade in shares in our B-BBEE vehicle, Sasol Inzalo, from an   over-the-counter platform and on to the empowerment segment of the JSE. This   was in line with new Financial Services Board requirements. We also devoted   much attention to identifying and developing new B-BBEE exempt micro   enterprises and qualifying small enterprises as well as helping existing   suppliers become B-BBEE compliant. We invested R1,2 billion in education,   skills development, community development and environmental protection.   Committed to world-class safety, we made good progress to standardise safety,   health and environmental (SHE) management as part of the risk-based One Sasol   SHE Excellence approach. We also advanced efforts to simplify our risk   management. We improved our control framework to ensure compliance with those   laws deemed to be high risk, in particular anti-trust, sanctions,   anti-bribery and corruption laws. Designing compliance programmes in a   dynamic regulatory landscape remained a challenge. Investing in our people To   further instil our values-driven, high-performance culture and support our   new operating model, we implemented a suite of interventions to realign teams   with our business goals and to embed our culture. We measured the progress of   our change journey and its impact on our workforce through a quarterly change   risk assessment. The results informed leadership activities with the aim of   supporting employees effectively. We continued with our organisational   restructuring and the re-alignment of employee placements at senior   management level as part of our BPEP and RP to conserve cash. In this   process, approximately 726 employees left the organisation, either through   voluntary retrenchments or early retirements. A group-wide vacancy freeze and   hiring moratorium are delivering further cash conservation benefits. We   continued to develop our people through internal training programmes designed   to raise basic competency levels, improve technical skills and enhance   leadership effectiveness. An important focus is on identifying and developing   high-potential talent, while promoting diversity and transformation. During   the year, 26 767 employees participated in internal learning and development   programmes, comprising 1 200 learnerships; 5 878 women and 302 graduates. In   South Africa, we invested a total of R398,94 million in developing skills   among our black employees, of which R103,7 million was spent on black women.   We assessed levels of employee engagements and enablement through the   heartbeat survey in March 2016. Unlocking value by optimising and growing our   business On a number of fronts we helped optimise the way Sasol operates,   assisting in leveraging our full capabilities to grow our business. We neared   completion of our information management (IM) transformation journey to   deliver global services in infrastructure and networks, and established data   and analytics functions. We progressed our Commercial (SAP, Infrastructure   and Networks) and Manufacturing Execution Systems (MES) towards a globally   standardised architecture, supported by increased outsourcing to global   network carriers, cloud processing and equipment providers, who have a strong   footprint in South Africa and all of the geographies that we operate in. The   design, implementation and maintenance of our systems are based on   international standards, best practice and governance standards as   appropriate, overseen by the Combined Assurance and Disclosure Committee and   Audit Committee and regular internal audit testing. Data privacy, prevention   detection and recovery of information security within financial and   production areas continues to be a focus area of the IM function. During the   year our new SAP based Chemicals system, which consolidates and enables the   new Sasol Operating Model, was completed within schedule, budget and quality   and it provides enhanced processing and management information to this   strategic business unit. This implementation received the Gold certificate at   the SAP annual global Quality Awards held in Waldorf Germany. We assisted our   ROMPCO joint venture in concluding an agreement with banks for a R5,7 billion   facility to refinance its debt and fund Loopline 2 on the Mozambique-to-South   Africa gas pipeline. In support of our US growth projects, we hedged against   increases in the US$ LIBOR rate, by swapping approximately half of our US$ LIBOR exposure on the LCCP loan to a fixed LIBOR rate of 2,7%. Additional   information OOuurr p peerrffoorrmmaannccee rreevvieieww Our governance Our   strategic business context How we create value Who we are Sasol Integrated   Report 2016 105