Sasol Sustainability Report 2018

2018 ENGAGEMENT WITH OUR STAKEHOLDERS Government During the year, we continued to participate and support national conversations aimed at improving the economic trajectory in South Africa and Mozambique. We participated in a number of global leadership forums and continued to maintain good working relationships with governments and regulatory authorities in the countries in which we operate. In South Africa, Sasol is actively engaged in the 2030 scenario work and has contributed to a national small business fund. We are also an early-adopter in the Youth Employment Service Initiative to provide work opportunities and training to 1 000 youth over a four- year period. Sasol is a member of the task team focusing on the economic rejuvenation of the Vaal Triangle. We have embarked on an intensive engagement plan with key stakeholders to find sustainable solutions to issues related to the environment as well as our contribution to transformation in South Africa. On 6 February 2018, we inaugurated our R13,6 billion FTWEP plant in Sasolburg. Together with our French partner, Air Liquide, we hosted the Minister of Environmental Affairs, Ms Edna Molewa, who inaugurated the €200million, 17th oxygen train at our Secunda complex on 26 March 2018. Post year-end, on 5 July 2018, the Minister of Mineral Resources opened the Shondoni Mine in Mpumalanga as part of our R14 billion mine replacement programme. Sasol has demonstrated our commitment to Mozambique through participation in the Advancing Mozambique campaign as a key investor. Through these types of platforms, we promote Mozambique as an attractive investment destination, and openly stated our commitment to Mozambique for the long term. In addition, we focused on maintaining good working relationships with government authorities in the countries in which we operate, keeping them informed of our activities, ongoing projects and key concerns as well as engaging on a wide range of policy, regulatory and licensing issues. Employees This year reflected a step change in employee engagement. Our Joint CEOs undertook numerous site visits and held town hall sessions with employees at our various operational sites and offices in the US, Europe and Southern Africa. Information shared at these engagements covered several strategic focus areas for the organisation, including safety, Sasol’s strategy and annual priorities, culture transformation and broad-based black economic empowerment (B-BBEE) in South Africa. Surveys conducted after these engagements indicated that employees are mostly satisfied with the quality, relevance and range of information shared by the Joint CEOs, and that the sessions had improved their understanding of our business. We have had extensive engagements with employees on Sasol Khanyisa, explaining the significant opportunities it will create for Sasol, the community and our employees. At the same time, we’ve emphasised our commitment to being a best-in-class employer with meritocracy based business practices which reward our entire employee base, regardless of race, ethnicity or gender, through our reward and benefit structure. Due to the design of Sasol Khanyisa, it is considered an ownership structure and does not form part of our Sasol benefit structure. We have made great progress with our Sasol for Good employee volunteering programme. Employees from a wide range of professional backgrounds have pledged 3 000 hours over the past year making a real impact across a range of worthy projects. Aligned with our strategy, we continue engaging our stakeholders through a multi- stakeholder engagement approach. Our 2018 stakeholder engagement plan was informed by Sasol and stakeholders’ priority issues. We responded to stakeholder concerns while also progressing strategic business issues, and working to proactively build more trust-based relationships. We engaged with communities, environmental non- governmental organisations, Parliamentary Portfolio Committees, ministers, government officials, the media, as well as Sasol employees. Quarterly, we track the commitments we have made to stakeholders, specifically in South Africa and Mozambique. This allows management to ensure that we continue to progress in meeting these commitments. Most of our initiatives to meet these commitments are on track. SAFETY, SOCIAL AND ETHICS (CONTINUED) Sasol Sustainability Report 2018 14