ON A ROBUST FOUNDATION - sasol.com

1 SASOL LIMITEDI ntegrated Report30 June 2017ON A ROBUST FOUNDATIONOur strategic business contextHow we create valueOur governanceOur performance reviewAdditional informationWho we areENABLED BY:Our strong focus on maintaining and enhancing our existing diversified asset base across the world has ensured that our FOUNDATION businesses run safely, reliably and optimallyThrough our cost-containment, capital-conservation and cash-savings programmes, we have achieved a competitive market positionWe have a diversified asset base to reduce risk exposure and to secure access to distribution channels globallyWe have a strong balance sheet despite the volatile macro-economic environmentThe resilience and diligence of our values-driven, high-performing employees who are committed to value creation for all our key stakeholdersSASOL OF TODAYBUILDING ON OUR ROBUST $40/bblWE ARE ABLE TO OPERATE PROFITABLY AND SUSTAINABLY AT.

2 SASOL OF THE FUTUREAs a leading integrated global chemical and energy company, proudly rooted in our South African heritage, delivering superior value to our stakeholders, we aim Focus on continuous improvement to address the structural shift in energy prices by sustainably improving our margin contribution and cost base delivery Actively manage the balance sheet to address external volatilities and deliver value through the commodity cycles Use digital solutions to drive cost competitiveness and deliver value Continuously assess the efficiency and effectiveness of our operations against best in class global benchmarks Use our capital allocation model to enhance business value Continuously review our asset base to ensure that we can increase our return on invested capital Work with governments and other stakeholders to manage the regulatory impact on our businesses Develop our

3 People and drive transformation to deliver economic value to our shareholders and stakeholders The LCCP, once completed, will reshape Sasol as a chemicals company and diversify our earnings both from a geographical and product slate perspective Progress with the PSA development in Mozambique to ensure our future gas supply is on track, and within our approved budget and schedule. We expect to complete our 13-well drilling programme by the end of 2018 Improve project execution by implementing lessons learnt from previous projectsDeliver superior returns to shareholders and stakeholdersFurther improve our competitive advantageROBUSTFOUNDATIONOur diligent and continued focus on business fundamentals provides a ROBUST FOUNDATION for Sasol to deliver sustainable value over the long termOURS asol integrated Report 20171 Sasol is entering an exciting new era of driving value-based growth for shareholders and stakeholders.

4 Driven by the Joint CEOs and the need to reshape the future of Sasol, we are in the process of transforming and repositioning the company by refocusing our vision, defi ning our purpose and refreshing our VISIONTo be a leading integrated global chemical and energy company, proudly rooted in our South African heritage, delivering superior value to our PURPOSETo create superior value for our customers, shareholders and other stakeholders. Through our talented people, we use selected technologies to safely and sustainably source, produce and market chemical and energy products VALUESWe ensure that SAFETY, HEALTH AND ENVIRONMENT is a top priorityWe care for OUR PEOPLE and support their developmentWe value and promote DIVERSITY AND INCLUSIONWe act with RESPECT AND INTEGRITY at all timesWe COMPLY with all applicable legal requirementsWe take OWNERSHIP AND ACCOUNTABILITY for our individual and team performanceWe deliver what we promise to our CUSTOMERS, SHAREHOLDERS AND OTHER STAKEHOLDERSCONTENTSThe Sasol Limited Board (the Board) is ultimately responsible to ensure the integrity of Sasol s integrated reporting .

5 We confirm that the 2017 integrated Report addresses all material issues and matters, and fairly represents the Group s integrated performance. The Audit Committee, as delegated by the Board, approved this report and authorised its publication on 28 August 2017. Signed on behalf of the ' approvalMSV GantshoChairman of the BoardB NqwababaJoint President and Chief Executive OfficerSR CornellJoint President and Chief Executive OfficerP VictorChief Financial OfficerOur integrated Report provides cross-references to our suite of reporting publications:Form 20-F Our annual report issued in accordance with the Securities Exchange Act of reporting Supporting information to the integrated Report. Prepared in accordance with the GRI, Sustainability reporting Financial Statements The fi nancial statements and remuneration report, prepared in accordance with International Financial reporting Standards, together with the report of the Audit front reports are available on our website, , or on request from Sasol Corporate Affairs.

6 Contact details are on page BeggsChairman of theAudit CommitteeCBOUR PERFORMANCE REVIEWC hief Financial Officer s review76-81 Operational reviewsOur investment case84 Contact details and shareholders diaryIBCF orward-looking information; AbbreviationsWHO WE AREC hairman s statement05 Performance overview06 Understanding our business07 How we structure ourselves to create value08-09 Leveraging growth through our global presenceHOW WE CREATE VALUE10-11 Our integrated value chain12-13 Using the six capitals to create value14-15 Scoreboard of our six capitals16-17 External environment which impacts our ability to create valueOUR STRATEGIC BUSINESS CONTEXTS tatement of the Joint Presidents and Chief Executive Officers22-23 Our strategy24-25 Our key performance scorecard and indicators26-27 Delivering value through our capital allocation principles28-35 Material matters36-37 Building trust-based relationships to enable growth38-39 Engaging with our stakeholders40-43 Risk

7 ManagementOUR GOVERNANCE44-47 Our governance framework48-51 Our Board of Directors52-53 Responsibilities of our Group Executive Committee54-61 Summarised report of the Remuneration CommitteeThe integrated Report is our primary report to stakeholders. reporting BOUNDARY FOR THE integrated REPORT (risks, opportunities and outcomes)FINANCIAL reporting ENTITY (control and significant influence)EmployeesBusiness partnersCustomersSuppliersCommunitiesOth ersInvestments (other forms)Joint arrangementsSubsidiariesThe Board, with the support of the Audit Committee, is ultimately responsible for Sasol s system of internal control, designed to identify, evaluate, manage and provide reasonable assurance against material misstatement and loss. We apply a combined assurance model, which seeks to optimise the assurance obtained from management and internal and external assurance providers while fostering a strong ethical climate and mechanisms to ensure the enterprise risk management approach, approved by the Board, management identifies key risks facing Sasol and implements the necessary internal controls.

8 The process is monitored and evaluated under the direction of internal audit, while external audit covers key controls and accounting matters in the course of their audit. Other levels of external assurance is obtained as and when where Board and Audit Committee assessed the effectiveness of controls for the year ended 30 June 2017 as satisfactory, principally through a process of management self-assessment, including formal confirmation from executive management and also considered reports from internal audit, external auditor and other assurance CONTROL AND COMBINED ASSURANCE FRAMEWORKCOMBINED ASSURANCEM anagementExternal assurance providersInternal assurance providersABOUT THIS REPORTOur integrated Report aims to provide a balanced, accurate and accessible assessment of our strategy, performance and opportunities in relation to material financial, economic, social.

9 Environmental and governance issues. This year, we continue to provide a more detailed discussion on the material matters (see page 28) which could substantially affect our ability to create value in the short, medium or long term. These matters form the anchor of the content throughout this to growing shareholder value sustainably, our Joint Presidents and Chief Executive Officers (CEOs) are accountable for the successful implementation of the Group strategy and the overall management and performance of Group Executive Committee is responsible for developing the strategy and manages the business in an integrated manner, taking into consideration available resources and the interests of all our stakeholders. The Board is accountable to approve the preparing our integrated Report, we were guided by the International integrated reporting Framework, published by the International integrated reporting Council in December 2013.

10 Our sustainability reporting (SR) with supporting information to the integrated Report, is informed by the GRI Sustainability reporting Standards to ensure the contents are aligned with the material matters impacting our ability to create Board governs the Group s disclosure control processes, including the integrity of Sasol s annual reports. All significant items are reported on a like-for-like basis, with no major or significant restatements. Our disclosure and reporting processes and suite of publications are aligned with the disclosure requirements of the Companies Act 71 of 2008, the Johannesburg Stock Exchange, the New York Stock Exchange, the Securities and Exchange Commission and the integrated reporting requirements of the King Code of Governance Principles for South Africa 2016 (King IV ).