Executive Summary / Key Takeaways

• Deleveraging is delivering results: Net debt fell to $3.7 billion in FY25, achieving the sub-$4 billion target, with management guiding toward the critical sub-$3 billion level by FY27-28 that would trigger dividend reinstatement at 30% of free cash flow.
• Operational turnaround is materializing: The Sasol 2.0 transformation program delivered ZAR 16 billion in cumulative EBITDA enhancements by FY24, while the destoning plant commissioning positions Secunda to produce 7.0-7.2 million tonnes in FY26 with breakeven costs of $55-60 per barrel.
• International Chemicals reset shows momentum: Despite a prolonged chemical market downturn expected through the 2030s, the segment's EBITDA margin improved from 6% to 9% in FY25, with management targeting 10-13% in FY26 through asset optimization and cost efficiency.
• Key risks remain elevated: Coal quality and gasifier availability challenges persist, while U.S. tariffs pose a $60 million net risk to exports, and the Natref business rescue situation creates downstream uncertainty.
• Valuation appears balanced but execution-dependent: At $6.20 per share, the stock trades at 10.0x P/E and 2.93x EV/EBITDA, a discount to integrated energy peers, but the investment case hinges entirely on delivering FY26 production targets and maintaining cost discipline amid macro volatility.

Setting the Scene: The Integrated Energy-Chemicals Giant

Sasol Limited, founded in 1950 and headquartered in Johannesburg, South Africa, occupies a unique position in the global energy and chemicals landscape. Unlike traditional oil majors that refine crude, Sasol built its foundation on proprietary Fischer-Tropsch technology that converts coal and natural gas into synthetic fuels and high-value chemicals. This integrated model—spanning mining, gas production, fuels manufacturing, and chemicals—creates a vertically controlled value chain that offers cost advantages in resource-rich but infrastructure-challenged markets.

The company's recent history has been defined by the Sasol 2.0 transformation program launched in 2020, a comprehensive cost and efficiency initiative designed to strengthen the foundation while pivoting toward growth and sustainability. This program emerged from a period of severe balance sheet stress, marked by ZAR 74.9 billion in impairments in FY24 that pushed the company into loss territory. The strategic imperative was clear: reduce debt, improve operational reliability, and reposition the International Chemicals business for profitability in a structurally challenged market.

Sasol operates in an exceptionally difficult macro environment. South Africa's state-owned enterprises—Eskom's unreliable electricity supply and Transnet's rail and port inefficiencies—create persistent operational headwinds. Inflation runs high, economic growth remains weak, and regulatory uncertainty complies with environmental mandates. Yet these same challenges reinforce Sasol's moat: its self-sufficiency in coal supply and gas production insulates it from external shocks that cripple less integrated competitors. The company supplies roughly 30% of South Africa's liquid fuels, making it a strategic national asset with implicit government support.

Technology, Products, and Strategic Differentiation

The Fischer-Tropsch Moat

Sasol's core competitive advantage rests on decades of refining Fischer-Tropsch synthesis, a process that transforms syngas into ultra-clean fuels and specialty chemicals. This technology delivers tangible benefits: synthetic diesel with near-zero sulfur content, high-purity waxes, and specialty alcohols that command premium pricing in environmentally regulated markets. The integrated nature of the process—starting from coal mined in Sasol's own collieries—provides a 20-30% cost advantage over naphtha-based chemical production in Europe and Asia, where competitors like BASF (BASFY) and LyondellBasell (LYB) face volatile feedstock costs.

Why does this matter? Because it creates pricing power in niche markets and recurring revenue from long-term chemical contracts. While Chevron (CVX) and Shell (SHEL) compete on scale in commodity fuels, Sasol competes on purity and performance in specialized applications. The technology also enables faster innovation cycles for gas-to-liquids variants, as demonstrated by the Mozambique PSA project that extends gas supply to 2028.

The Destoning Plant: Operational Edge in Action

The commissioning of the destoning plant at Thubelisha colliery represents a critical operational upgrade. This facility removes stone content from coal feed, reducing sinks below 14% and improving gasifier availability. The plant's 10 million tonne annual capacity will process the entire Thubelisha output plus 25% of Bosjesspruit feed, blending to achieve sub-12% stone content for optimal gasification.

The implications are substantial. Better coal quality translates directly to higher yields and more stable gasifier operations, addressing the availability challenges that have plagued Secunda. Management targets 7.0-7.2 million tonnes of production in FY26, with the absence of a phase shutdown contributing approximately 100 kilotonnes. The slow ramp-up means full benefits materialize by FY27, but the direction is clear: operational efficiency gains will structurally lower the cost curve and improve margin capture, especially if oil prices recover.

Renewable Energy Integration

Sasol's energy transition strategy leverages its South African footprint through renewable power purchase agreements. Securing over 900 MW of renewable capacity by FY25, with the 97 MW Damlaagte solar plant online, reduces reliance on Eskom's expensive and unreliable grid. This matters because Eskom tariffs rose 12-14% in FY25, making renewable electrons materially cheaper. The virtual PPA for 90 MW at Lake Charles supports 50% of that facility's electricity needs by mid-FY27, directly improving International Chemicals' cost structure.

The shift from pure offtake to selective equity participation in renewable projects captures developer margins and trading upsides, creating a new earnings stream. This positions Sasol favorably against peers like Shell and Chevron, whose renewable investments remain separate from core operations rather than integrated into cost reduction.

Financial Performance & Segment Dynamics: Evidence of Turnaround

FY25 Results Validate the Strategy

Sasol's FY25 results demonstrate progress on controllable factors despite macro headwinds. Adjusted EBITDA of ZAR 52 billion declined 14% year-over-year, but this masks significant self-help gains. Free cash flow generation improved over 70%, and even after normalizing for the Transnet settlement, increased more than 30%. Gross margin compressed 12% due to a 9% reduction in turnover from lower rand oil prices and 3% volume decline, yet cash fixed costs rose only 1%—below the 3% blended inflation rate.

Why this matters: The company proved it can protect cash generation in a downturn, a critical prerequisite for sustained deleveraging. Total impairments plummeted 73% to ZAR 20.7 billion, with the Secunda and Sasolburg CGUs now fully impaired, eliminating future earnings drag from write-downs. Capital expenditure discipline delivered ZAR 25 billion, 16% below prior year and 13% under target, without compromising safety or asset integrity.

Segment Performance Tells a Nuanced Story

Mining and Gas: The Stable Cash Generators
Mining EBITDA rose 15% to ZAR 3.95 billion on productivity gains from the full potential program, while Gas EBITDA surged 35% to ZAR 3.05 billion on higher prices and volumes from Mozambique. These segments provide the cash flow backbone for debt reduction. The Mining business is targeting 28-30 million tonnes of saleable production in FY26 at ZAR 700-750 per tonne, representing sustained cost leadership versus imported coal.

Fuels and Chemicals Africa: Macro Victims
Fuels EBITDA collapsed 38% to ZAR 5.22 billion, hit by a 15% lower rand oil price and 68% reduction in Natref refining margins. Chemicals Africa EBITDA fell 32% to ZAR 5.01 billion on lower volumes, rand strength, and higher feedstock costs. These declines reflect cyclical pressures, not structural failure. The Southern Africa value chain breakeven held at $59 per barrel including the Transnet settlement, positioning it well if oil prices recover. Sales volumes in the higher-margin mobility channel actually grew 5% despite market decline, demonstrating pricing power and customer loyalty.

International Chemicals: The Turnaround Story
This is where the thesis gets most interesting. International Chemicals increased its share of group adjusted EBITDA from 9% to 15% in FY25, with adjusted EBITDA rising over $120 million. The EBITDA margin improved from 6% to 9% through asset optimization, cost efficiency, and a "value over volume" commercial strategy. Management mothballed three underperforming assets in Germany, Italy, and the U.S., directly improving margins.

The reset strategy focuses on market focus, asset optimization, and cost efficiency. The ERP go-live in Italy in April 2025 drives standardization and transparency, while commercial excellence programs embed a tailor-market model. For FY26, management guides to $450-550 million adjusted EBITDA at 10-13% margin, moving closer to peer levels despite assuming no European market recovery. This matters because it demonstrates self-help potential in a downturn—if markets recover, the leverage is substantial.

Balance Sheet Repair: The Path to Dividends

Net debt closed FY25 at $3.7 billion, achieving the sub-$4 billion target and representing an 11% reduction. This remains above the dividend trigger of "sustainably below $3 billion," which Sasol targets for FY27-28. Achieving this is pivotal because it enables reinstatement of dividends at 30% of free cash flow, directly enhancing equity value.

The company maintains over $4 billion in available liquidity, with no immediate debt maturities. In July 2025, Sasol issued a ZAR 5.3 billion bond, diversifying funding and reducing expensive U.S. dollar debt (currently costing 9-10%). The Transnet settlement proceeds were deposited into the revolving credit facility, further reducing financing costs. This disciplined capital allocation—prioritizing debt reduction over growth capex—de-risks the balance sheet and positions the company to weather prolonged chemical market weakness.

Outlook, Guidance, and Execution Risk

FY26 Targets: Ambitious but Achievable

Management's FY26 guidance reflects confidence in operational improvements while acknowledging macro uncertainty. Secunda production of 7.0-7.2 million tonnes depends on the destoning plant ramp-up reducing coal sinks below 14% and improving gasifier availability from current 70% levels. The absence of a phase shutdown adds 100 kilotonnes, but the slow ramp means full benefits extend into FY27.

The Southern Africa breakeven target of $55-60 per barrel is credible given FY25's $59 performance, but this assumes the Transnet settlement benefit (worth $4 per barrel) is replaced by operational gains. With 60% of Synfuels production hedged at $60 per barrel using zero-cost collars, Sasol has downside protection while retaining upside optionality.

International Chemicals' $450-550 million EBITDA guidance appears conservative, as it assumes lower ethylene margins and palm kernel oil prices with no European demand recovery. The 10-13% margin target is achievable through continued asset optimization and ERP rollout, but any market uptick would drive material upside.

Execution Risks Are Front and Center

The guidance hinges on several critical factors. Coal quality improvements must materialize; gasifier availability must rise from the mid-60s toward 70% consistently. The Mozambique PSA project commissioning must deliver beneficial operation by end-2025, though the CTT project faces significant delays from storm damage and contractor issues. The 18% WACC for Mozambique projects reflects high country risk premiums, pressuring returns.

Management's cost savings target of ZAR 10-15 billion (two-thirds from South Africa) is only 10-30% complete. While employee engagement surveys show staff are "fully engaged," the remaining 70-90% of savings require deeper structural changes that could face organizational resistance.

Risks and Asymmetries: What Could Break the Thesis

Operational Challenges Threaten Production Targets
The persistent coal quality and gasifier availability issues are not merely technical problems—they represent a direct threat to the FY26 production guidance. If the destoning plant fails to ramp as planned or gasifier availability remains stuck in the mid-60s, Secunda volumes could miss the 7.0-7.2 million tonne target by 5-10%. This would flow through to both Fuels and Chemicals Africa EBITDA, potentially adding $200-300 million to breakeven costs and delaying debt reduction.

Macro Volatility and U.S. Tariffs
The 30% tariff on U.S. chemical exports creates a $60 million net risk after mitigation efforts. While management is discussing burden-sharing and regional swaps, this represents 10-15% of International Chemicals' targeted EBITDA. If trade tensions escalate or mitigation proves ineffective, the International Chemicals reset could stall at the 9% margin level, preventing progress toward the 10-13% target and peer-level competitiveness.

Natref Business Rescue Uncertainty
The parent company of Natref's local shareholder (PRAX South Africa) entered administration in July 2025. While Sasol is supporting continued operations, this creates downstream risk to refining margins and feedstock costs. A disruption at Natref could force Sasol to source more expensive alternative feedstocks, compressing Fuels EBITDA further and potentially adding $2-3 per barrel to breakeven costs.

Chemical Market Downturn Duration
Management explicitly states the market faces a "very, very gradual and slow recovery up to the 2030s" with Europe showing "no uptick in demand" in Q4 FY25. If this extends beyond 2030, International Chemicals' self-help measures may be insufficient to achieve peer-level margins. The segment would remain a drag on group returns, limiting overall EBITDA growth and extending the timeline to dividend reinstatement.

Mozambique Project Execution Risk
The PSA project's 18% WACC reflects extreme country risk. If commissioning delays push beneficial operation beyond 2025 or the CTT project requires additional capital, the returns may fail to meet hurdle rates. This would impair the Mozambique CGU further and potentially force a pause in exploration activities, limiting gas supply extension beyond 2028.

Valuation Context: Positioning, Not Prediction

At $6.20 per share, Sasol trades at 10.0x trailing P/E and 2.93x EV/EBITDA, a significant discount to integrated energy peers. Chevron trades at 20.9x P/E and 8.8x EV/EBITDA; Shell at 14.8x P/E and 5.1x EV/EBITDA. This discount reflects Sasol's higher operational risk, regional concentration, and exposure to cyclical chemical markets.

The company's debt-to-equity ratio of 0.77 is higher than Chevron's 0.21 and Shell's 0.42, but well below LyondellBasell's 1.24. The 5.07% ROE lags Chevron's 7.3% and Shell's 8.2%, but exceeds BASF's 1.2% and LyondellBasell's negative 10.6%. The 41.9% gross margin is competitive with Chevron's 40.6% and well above Shell's 25.5%, reflecting the value of integrated synfuel production.

Enterprise value of $8.44 billion represents 0.58x TTM revenue of $14.61 billion, a multiple that prices in significant execution risk. The market appears to be valuing Sasol as a turnaround story rather than a going concern, with the 2.93x EV/EBITDA multiple suggesting investors expect EBITDA to remain depressed or decline further.

The key valuation driver is the path to sub-$3 billion net debt by FY27-28. If achieved, dividend reinstatement at 30% of free cash flow could yield 3-4% at current prices, attracting income investors and re-rating the stock toward peer multiples. Conversely, failure to hit FY26 production targets or a major operational setback could trigger impairments and equity dilution, making the current valuation a value trap.

Conclusion: A Credible Turnaround With Measured Upside

Sasol's FY25 results provide tangible evidence that the Sasol 2.0 transformation is more than a cost-cutting exercise—it's a fundamental reset of operational discipline and capital allocation. The 73% reduction in impairments, 70% improvement in free cash flow, and achievement of the sub-$4 billion debt target demonstrate management's ability to execute on controllable factors despite macro headwinds.

The investment thesis hinges on two interdependent variables: operational execution at Secunda and debt reduction trajectory. The destoning plant must deliver coal quality improvements that drive gasifier availability above 70% and enable 7.0-7.2 million tonnes of production. Simultaneously, the International Chemicals reset must progress from 9% to 10-13% EBITDA margins through self-help measures alone, as market recovery appears unlikely before 2030.

If Sasol delivers on FY26 guidance, the path to sub-$3 billion net debt by FY27-28 becomes credible, unlocking dividend reinstatement and potential multiple expansion from 2.93x EV/EBITDA toward the 5-6x range typical for integrated peers. The stock's 10.0x P/E multiple provides downside protection if execution falters, but the upside requires flawless operational delivery in an environment where coal quality challenges, U.S. tariffs, and chemical market weakness remain persistent threats.

For investors, Sasol represents a measured bet on management's ability to extract value from a unique but aging asset base. The Fischer-Tropsch technology and integrated South African operations provide durable competitive advantages, but the high debt load and regional concentration create asymmetric downside risk. The turnaround story is gaining traction, but the margin for error remains slim.