Exhibit 99.5

INTRODUCTION ABOUT SASOL STRATEGIC OVERVIEW CREATING VALUE GOVERNANCE AND REWARDS ADMINISTRATION PERFORMANCE SASOL INTEGRATED REPORT 2023 15 Our strategy to realise Future Sasol transition OUR STRATEGIC DIRECTION Step change performance (Sasol 2.0, Lake Charles Chemicals Complex ramp-up, stabilising Secunda Operations, improving mining productivity and coal quality) Strengthen balance sheet Shift to gas as transition feedstock and procure renewables Bring sustainable Energy and Chemical Businesses to maturity Incubate and scale new sustainable Energy and Chemical Businesses Shift portfolio towards more sustainable solutions (customer-led innovation, portfolio reshaping) Continue to decarbonise assets (options across gas, green hydrogen) Our strategy established a clear path along three horizons. We have to RE SET our business enabling us to TRAN SITION and to ultimately REINVENT ourselves into a more sustainable company. Resetting the business will strengthen our balance sheet, creating financial headroom to manage our transition and enable continuous decarbonisation. During the year we faced several headwinds and we now have to redouble our efforts to deliver on the RE SET phase to ensure we are able to fund our TRAN SITI O N and REINVENTI ON. Our focus on the activities and initiatives during the RESET is immediate and as this will not be an easy path, we will have to: BE REALISTIC about our challenges and opportunities FOCUS on what will take us forward DELIVER against targets and market promises Our focus is on building a resilient company with a strong foundation business that can propel us into the future. Focusing attention on RESET phase to build a resilient company SAFETY AND OPERATIONAL DISCIPLINE 1 6 LAKE CHARLES RAMP-UP OF SPECIALITY CHEMICAL UNITS 2 CONTINUED SASOL 2.0 DELIVERY 5 SECUNDA OPERATIONS OUTPUT CUSTOMER CENTRICITY AND PROFITABILITY 3 UPLIFTMENT 4 MINING PRODUCTIVITY AND COAL QUALITY RESET TRANSITION REINVENT Continue to drive energy efficiency Lay foundations for future sustainable businesses

SASOL INTEGRATED REPORT 2023 16 INTRODUCTION ABOUT SASOL STRATEGIC OVERVIEW CREATING VALUE PERFORMANCE GOVERNANCE AND REWARDS ADMINISTRATION OUR STRATEGIC DIRECTION CONTINUED RESETTING OUR BUSINESS TO ENABLE OUR OTHER FUTURE STRATEGIC HORIZONS Resetting our foundation business We continue to face several headwinds due to unfavourable macroeconomic conditions and internal challenges. This is resulting in an emerging gap to targets and needs to be managed to achieve competitive returns. We are responding to this rapidly evolving operating landscape through our ‘Living Strategy’ approach. We are redoubling efforts on the identified initiatives in the Reset phase to manage the gap, ensure delivery of our financial targets and a sustainable path for the company. The role of the Board The Board held 11 meetings during the year and an additional two meetings were held to discuss and debate the impact of the external and internal factors on the execution of the Group’s strategy. The Board, having considered the impact, approved the redoubling of efforts on the Reset horizon so as to enable the two other horizons and to deliver Future Sasol. Sasol’s contribution to the Decade of Action, the SDGs and the Ten Principles Having prioritised five SDGs we measure our contribution to the Decade of Action as it is closely linked to our sustainability focus areas. We also consider the effectiveness of relevant company policies with respect to the Ten Principles. Our Sustainability Report considers this in detail. WWW SR For more detail refer to our Sustainability Report available on our website, www.sasol.com Transitioning and reinventing our business We have commenced transitioning our business by investing in renewables and driving energy efficiency. We will selectively deploy growth projects while managing balance sheet risk, through our capital allocation framework and accelerating high return opportunities. The further development of our Fischer-Tropsch (FT) sustainable solutions remains on our radar. We will therefore continue to pursue collaborations and partnerships that, together with our advantaged FT technology, uniquely position us to thrive in a world contending with global efforts to minimise the use of fossil fuels. IR For more detail refer to Sasol ecoFT at a glance – page ;; A holistic approach to sustainability to improve our performance We take a holistic approach to sustainability that goes beyond mitigating and adapting to climate change. It is one that encompasses other environmental, social and governance (ESG) aspects. Reflective of this approach is founded in our ESG aspiration, which is to improve our ratings year-on-year and be included in the Dow Jones Sustainability Index. In pursuit of this aspiration: • short-term water targets have been set which we monitor and take action where we deviate; • biodiversity footprint assessments have been undertaken at both our Secunda and Sasolburg facilities; • process of understanding Sasol’s circularity baseline is ongoing; • constantly improve our governance and disclosure processes; • delivering on our Sasol Promise to society will remain key in elevating the role we play in our communities; – actively involved in the communities where our facilities are located, ensuring that we not only capacitate and empower but also create meaningful opportunities; – work in order to create a positive and measurable socio-economic impact and respond to key societal and environmental challenges in the communities where we operate; and • be actively involved in the activities of the United Nations (UN) Global Compact. Delivery agenda Develop agenda PERFORMANCE AMBITION, VALUE CREATION LEVERS AND MULTI-YEAR OUTLOOK ‘LIVING STRATEGY’ APPROACH Initiatives ready for execution Focused dashboards with a few critical key performance indicators Collaborative delivery dialogues to track progress and accelerate delivery/ remove roadblocks Monitoring of signposts Frequent updating and assessment of unresolved strategic issues Dynamically adapt the strategy to keep pace with our operating reality DYNAMIC RESOURCE ALLOCATION Target commitment for financial year 2025 delivery Cash fixed cost reduction R8 – R10 billion Working capital optimised 16,5% Gross margin uplift R6 – R8 billion Capital range* R26 – R32 billion per annum Financial year 2024 targets – Reset for financial year 2025 delivery Working capital optimised 15,5 – 16,5% average Gross margin uplift R8 – R10 billion Capital range* R26 – R32 billion per annum * Maintain and transform capital only (no selective or expansionary growth included) in FY23 real terms

SASOL INTEGRATED REPORT 2023 17 INTRODUCTION ABOUT SASOL STRATEGIC OVERVIEW CREATING VALUE GOVERNANCE AND REWARDS ADMINISTRATION PERFORMANCE OUR STRATEGY IS FLEXIBLE IN AN EVER-CHANGING ENVIRONMENT ROBUSTNESS We continuously test our strategy against a range of future scenarios ADAPTABILITY We have built flexibility in our strategic choices and pathways to adapt to external changes and internal learnings FORWARD-LOOKING We monitor signposts that inform our future choices Our ambition Grow shared value while we transition to Net Zero* by 2050 THROUGH THE STRATEGIES OF PORTFOLIO BUSINESSES SUPPORTED BY A LEAN AND COST-EFFICIENT CORPORATE CENTRE Our ambition, supported by our updated strategy, sets a clear path for us towards Net Zero*. We will undertake this by: resetting our business in order to decarbonise and transition; enhancing our focus on innovation to drive sustainability; substantially increasing our focus on partnerships to build credibility, momentum and augment competitive advantages; and leveraging our Fischer-Tropsch (FT) technology for sustainable growth at scale. SASOL ENERGY Leading the energy transition in Southern Africa STRATEGIC OBJECTIVES Decarbonise our operations Grow new value pools Preserve competitive and sustainable returns SASOL ecoFT Developing sustainable aviation fuel (SAF) ventures globally using our advantaged FT technology STRATEGIC OBJECTIVES Leverage advanced and differentiated Sasol FT technology for sustainable products Play a key role in SAF commercialisation SASOL CHEMICALS Growing with our unique chemistry STRATEGIC OBJECTIVES Bring Lake Charles Chemicals Complex (LCCC) to full potential Innovate with customers for sustainable solutions Shift to higher margin speciality solutions FOCUSED ON VALUE-ADDING ACTIVITIES TO BUILD PARENTING ADVANTAGE Assess impact of material matters Review Group top priorities Orchestrate programmatic transformation to secure value Oversee strategy and shape portfolio via disciplined capital allocation Unlock cost and revenue synergies across Businesses Drive technology innovation OUR STRATEGIC DIRECTION CONTINUED * Net Zero for Sasol is to significantly reduce emissions to the point where only hard-to-abate emissions remain or are zero. Any residual emissions will be neutralised using carbon dioxide removal offsets.

SASOL INTEGRATED REPORT 2023 18 INTRODUCTION ABOUT SASOL STRATEGIC OVERVIEW CREATING VALUE GOVERNANCE AND REWARDS ADMINISTRATION PERFORMANCE OUR STRATEGIC DIRECTION CONTINUED // Our decarbonisation journey REDUCE EMISSIONS • Short- to medium-term reductions, including switching to low-carbon energy sources and additional process and energy efficiency improvements. • Introduce and scale renewable energy into operations. SHIFT PORTFOLIO • Creating sustainable products for new value pools using our FT technology. • Actively reviewing equity in assets not aligned with our long-term strategy. • Enabling the creation of a new green hydrogen production and market footprint. TRANSFORM OPERATIONS • Integrating cleaner alternative feedstocks such as gas and green hydrogen. • Employing optimised processes and sustainable carbon feedstocks to reduce our emissions profile, where viable. • Collaboratively finding opportunities to beneficiate our concentrated carbon dioxide (CO2) sources. OUR THREE-PILLAR EMISSION-REDUCTION FRAMEWORK Reduce absolute scope 1 and 2 emissions by 30% by 20301 Reduce absolute scope 3 emissions by 20% by 20302 TARGETS AND AMBITION 1 For the Sasol Energy and Sasol Chemicals Businesses (excluding Natref and Mozambique) 2 For Category 11; applicable to Sasol Energy HIGHLIGHTS // Achieved an ~5% reduction off the combined Sasol Energy and Sasol Chemicals 2017 scope 1 and 2 baseline, equating to ~3,5 MtCO2e reduction, through ongoing mitigation interventions. Product volumes were lower relative to 2017. Higher production rates than in 2022 contributed to marginally higher year-on-year emissions. These were anticipated and mostly the result of process inefficiencies, external power interruptions and shortage of natural gas, eroding emission reductions relative to 2022. Maintained energy-efficiency projects and introduced additional measures. The nitrous oxide abatement project delivered some reductions, albeit not to full potential. Achieved an ~13,4% energy-efficiency saving from 2005, which was lower than expected, as a result of external power disruptions, poor coal quality leading to operational instabilities and natural gas availability. PROGRESSING OUR TARGETS Commissioned the ~3 MW solar farm in Sasolburg to produce our first volumes of green hydrogen Advanced the pre-feasibility study for the Boegoebaai green hydrogen export hub project Extended the Mozambique gas plateau from 2026 to 2028 and discovered additional gas at PT5-C Demonstrated that our proprietary fourth generation (G4) catalyst can achieve 10% higher SAF yields than our reference commercial catalyst through the CARE-O-SENE research programme Entered into a partnership with ArcelorMittal South Africa to study green steel production in Saldanha and carbon capture, usage and storage development in Vanderbijlpark SASOL CHEMICALS Received the first solar energy at our Augusta, Italy site from a virtual PPA Signed several renewable electricity PPAs for Sasol Italy Completed studies on carbon capture utilisation storage for Lake Charles to produce solvents using CO2 process vent gas SASOL ecoFT Announced the establishment of 50/50 joint venture with Topsoe* for the production of SAF to exploit the competitive advantages of our FT technology and Topsoe’s reforming and related technologies Advanced the SkyFuelH2 project with Uniper for demonstration-scale production of ~2 350 bbl/d biomass-based SAF in Sweden SASOL LIMITED Established Sasol Ventures, a corporate venture capital fund, to advance our decarbonisation ambition SASOL ENERGY Jointly, with Air Liquide, signed Power Purchase Agreements (PPAs) for >600 MW of renewable energy Signed a 69 MW 20-year wind energy PPA with the Msenge Emoyeni project (currently under construction) for the Sasolburg green hydrogen pilot project PROGRESSING A SUSTAINABLE FUTURE SASOL WWW CCR For more detail on our decarbonisation journey refer to our Climate Change Report on our website, www.sasol.com * Subject to approval by relevant authorities Ramping up of Lake Charles contributed to higher greenhouse gas emissions. However, we are beginning to reap the benefits of a shift to renewable energy at our Eurasian Operations. Significant decreases in scope 3 Category 11 emissions mostly due to lower production of liquid fuels. Production levels are expected to increase in 2024 due to an enhanced focus on our foundation business, which will likely result in a higher emissions for Secunda Operations. Overall, we continue to progress our emission-reduction roadmaps towards achieving a 30% GHG reduction by 2030.