ADAMAESGReport2023
Introduction
Messages from our CEO andHead of Sustainability . . . . 42023 ESG Highlights . . . . . . . . 6About ADAMA . . . . . . . . . . . 7Sustainability at ADAMA . . . 11
Our People andCommunitiesOur People Promise . . . . . . 53Fair Employer . . . . . . . . . . . . 54Health, Safetyand Welfare . . . . . . . . . . . . . 56Learning andDevelopment . . . . . . . . . . . . . 65Diversity, Equity andInclusion . . . . . . . . . . . . . . . . . 70Community Relations . . . . . 79
Our ProductsA Growing Set ofChallenges . . . . . . . . . . . . . . 22Our Product Portfolio . . . . . 23Biologicals . . . . . . . . . . . . . 26Portfolio Health . . . . . . . . . 28Stewardship . . . . . . . . . . . . . . 29Agricultural Technology . . . 32
Our Governanceand EthicsOur CorporateGovernance . . . . . . . . . . . . 90Upholding EthicalBehavior . . . . . . . . . . . . . . . . 97
AnnexAbout this Report . . . . . . 103Disclosures . . . . . . . . . . . . . 104Independent LimitedAssurance Statement . . . 142
Our EnvironmentalSustainabilityEnvironmental Impact . . . . 35Reducing our CarbonFootprint: Energy, GHG,and Air Quality. . . . . . . . . . 39Reducing Energy Use . . . . 42Reducing Water Use,Euents, and Waste . . . . 45Meeting the StrictEnvironmental Regulationsat our Chinese Sites . . . . . . . 52
Content
Introduction
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Message from ourPresident and CEO,Steve Hawkins
2023 was a challenging year for the agriculturalindustry. Farmers faced unpredictable weatherevents, rising input costs, price volatility, continuedhigh interest rates, and an unstable geopoliticalenvironment. As a leading manufacturer of cropprotection solutions, ADAMA was also negatively impacted by these global trends,together with the rest of our peers.Throughout this unpredictable period, we remained focused and resolute on twokey areas. First, our teams worked ceaselessly to ensure the nancial health andstability of our company in order to provide the same high-quality products and levelof service our customers around the world depend on. And of equal importance,we stayed the course in implementing our sustainability strategy, prioritizing thesafety, well-being, and health of our employees, customers, and communities;delivering solutions to farmers that increase their crop productivity while limitingtheir environmental impact; and reducing our own carbon footprint.Our teams were able to accomplish this by eectively embedding sustainabilityinto the core areas of our business. At ADAMA we don’t relate to our sustainabilitycommitments as optional. They are an integrated part of our product developmentand innovation process and the stewardship eorts we have in place for our existingportfolio.Our sustainability targets drive the improvements we make in our operations andsupply chain, and the People and governance policies we adhere to. That’s whatwe mean when we say we have a practical approach to sustainability. We workto align our business priorities and nancial investments with the expectations ofour employees, customers, and stakeholders for environmentally sound productsand practices that safeguard the planet and keep our people safe. And each yearwe strive to become better, regardless of external market conditions.In 2023, we continued to launch a range of innovative products to help farmers
increase the productivity of their farms while improving soil health and protectingnatural resources. We reduced the impact of our product packaging through designchanges that save transportation costs, reducing the amount of plastic used, andincorporating more recycled material. We collaborated with industry peers andregulators to digitize product labels, ensuring farmers can easily access informationon the safe use of products, and partnered with agricultural technology rms tocomplement our oerings with innovative solutions like precision drone spraying.At the core of our dedication to sustainability lies our ongoing commitment tominimize our ecological footprint. Over the last three years, we have allocated morethan 340 million USD towards environmental improvements (an increase of 13% YOY);and as of 2023, more than 10% of the energy we use is from renewable sources, agure that is constantly growing through our focused improvement strategy.We are also steadfast in our goal to eliminate all severe injuries within our operations,and our processes promote accountability at the highest managerial levels. To thisend, we have proactively initiated a multi-year program to strengthen the safety andhealth of all our employees, in collaboration with a leading global consulting rm.Each of these eorts is fully aligned with, and contributes to, the new SyngentaGroup Sustainability Priorities that are being launched as we release this report.The four focus areas include: Higher yields, lower impact; Regenerate soil andnature; Improve rural prosperity; and Sustainable operations. I am proud of thework ADAMA does to support each of these priorities and the innovation we bringto address some of the biggest challenges faced by farmers today. I wish us allcontinued success in this critical endeavor.
Steve HawkinsPresident and CEO
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
The publication of our 2023 Environment, Socialand Governance (ESG) Report marks an importantchapter in ADAMA's sustainability journey. From acompany that only a few years ago was focusedon a limited number of ESG initiatives, we havetransformed into one that has actively embedded sustainability into the core ofour business strategy, operations, and key decision-making processes.Within the pages of this report, we can proudly trace our collective eorts – acrossregions, countries and functions – to listen to farmer and customer needs anddevelop an ever-growing number of innovative products that increase farmerproductivity while decreasing their environmental impact. We detail the eorts ofour teams to scout for and integrate new technologies to support both safer andmore eective use of our products and to make our operations more ecient,reducing our carbon footprint and limiting the amount of water we use and wastewe produce. And we highlight the shared endeavor of ADAMA's leadership to makeworker safety, diversity, inclusion, and community well-being a priority by modelingthese behaviors and promoting these issues on an ongoing basis.If there was ever a year to test whether sustainability is no longer optional forADAMA, it was 2023. Faced with one of the most challenging markets in recentmemory and focused on our "Fight Back" plan to secure the nancial health of ourcompany, we did not back away from our sustainability commitments or targets.In true ADAMA fashion, we came together, worked for a common goal and showedthat our get-it-done spirit and passion make even the very dicult, possible:
? We launched 59 new products, including herbicides, insecticides, fungicides, andplant growth regulators, leveraging advanced formulation technology platformsto reduce active ingredient amounts and environmental impact.? In Environmental Sustainability we achieved a 14% reduction in carbon footprint,maintained carbon intensity, sourced 10.5% of energy from renewables, reduced
Message from our Head ofSustainability and Corporate Aairs,Oriella Ben Zvi
water consumption by ~12%, decreased wastewater discharge by 7%, and recycled48% of hazardous waste, with 342M USD invested in environmental upgrades.? We lled 32% of open positions internally, maintained an 90% employee retentionrate, ensured diverse age and gender representation, increased training hours by50%, and contributed 2.1M USD to community initiatives.Another testament to our commitment to sustainability and continuous improvementover the years is the receipt of a Bronze medal from Ecovadis, globally recognizedas the largest and most trusted provider of business sustainability ratings. Ourscore climbed from 37 in 2018 to 62 in 2024, placing us among the top 20% ofrated companies.As we celebrate the achievements outlined in our ESG report, it is also importantto reect on the journey ahead. As part of the Syngenta Group, we are committedto supporting the new Sustainability Priorities and contributing to the portfolio andoperations targets that have been set. To achieve this, we must continue to harnessour spirit of innovation and collaboration to deliver on our promise to customers,employees, communities and stakeholders.Finally, I want to oer a special thanks to the representatives of our globalSustainability Network who have each contributed not only to the content andcreation of this report, but to generating the momentum, passion, and dedicationnecessary to embed sustainability across our company and keep it at the forefrontregardless of the challenges we face. Together, I am sure we will all continue to strivefor excellence, lead with purpose, and shape a company that we can all be proud of.
Oriella Ben ZviHead of Sustainability and Corporate Aairs
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Our Governanceand Ethics93% of our people completed theCOC yearly trainingZero incidents of non-compliancewith laws and/or regulations in thesocial and economic area87% of employees completed thedata privacy trainingADAMA's Board of Directorsheld 12 meetings with a 100%attendance rate
2023 ESG HIGHLIGHTS
Our Products59 new product launches -34 Herbicides, 12 Insecticides,12 Fungicides and 1 PlantGrowth RegulatorProprietary Formulation TechnologyPlatforms for:
? Low Dose products that decreaseActive Ingredient amounts withthe same or better ecacy? High Load products thatreduce carbon footprint andenvironmental impact? More than 50 biological productsin our portfolio
Our Peopleand Communities32% of all open positions were lledinternally90% employee retention rate
31.4% of workforce and 39.3% of
managers are over the age of 50
25.1% of workforce and 24.7% of
managers are women50% increase in total training hoursfor employees - from 113K hours to168K hours
2.1M USD in community donations
Our EnvironmentalSustainability
14% reduction in absolute carbonfootprint vs. 2022, while maintainingcarbon footprint intensity at thesame level
10.5% of our energy is from
renewable energy sources~12% decrease in waterconsumption and a 7% reduction inwastewater discharge vs. 202230% reduction in hazardous wastegeneration342M USD invested inenvironmental upgrades during thepast 3 years48% of hazardous waste is recycled
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
ABOUT ADAMAAt ADAMA, we are passionate about understanding and fullling local farmer andcustomer needs, so farmers can do what they do best: feed the world.We accomplish this by staying true to our brand promise:
Listen > Learn > DeliverWith a straightforward, get-it-done attitude, we listen to our employees, customers,partners, and other stakeholders, learn from their experience, and deliver solutionsto combat weeds, insects, and disease in countries around the world.
ADAMA's industry-leading portfolio of hundreds of Active Ingredients (AIs) formthe building blocks for our extensive crop protection oerings. This, together withstate-of-the-art R&D, manufacturing, synthesis, and formulation facilities, enablesus to deliver innovative products powered by our proprietary, advanced FormulationTechnology platforms.Our leading AI platform, coupled with our formulation technologies, are at thecenter of our product sustainability strategy, enabling us to quickly bring to marketsuperior products that improve crop yields while limiting their environmental impact,supporting soil health, and safeguarding natural resources.
state-of-the-artR&D centers
>300Active Ingredients,building blocks fordierentiated oering
A member of
leading crop segments:
soybean, cereals, F&V,
cotton, corn
countries withcommercial presence
synthesis and formulationfacilities worldwide
fully backward-integrated productionhubs in Israel & China
>8,800employees
Direct presencein all top
markets
ADAMA's top markets:
Brazil, USA, China, India,
Australia
$4.66B2023 sales out of$83B global market
ADAMA ESG Report 2023?|? 8
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
ADAMA at a Glance
2023 Sales in %
$4.66B
28.1%
Asia-Pacic (APAC*)
*China accounts for 12% of total sales
27.7%
Latin America& Brazil
26.6%
Europe, Africa &Middle East (EAME)
17.6%
North America
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Our JourneyOur Story & CultureOur company's story begins with four young entrepreneurs whose passion forchemistry drove them to launch two Israeli crop protection companies, Agan (1945)and Makhteshim (1952). Both played vital roles in shaping Israel’s ground-breakingchemical and agricultural industries, and together they became an internationalpowerhouse when they merged in 1997 to create Makhteshim Agan. With the launchof our global brand in 2014, the company became known as ADAMA.Today, ADAMA is a member of the Syngenta Group, one of the world’s biggestagricultural technology companies, with roots going back more than 250 years.As we’ve grown over the years, from a local manufacturer of active ingredients toa global leader in the crop protection industry, we have become a more diversecompany with people who bring dierent experiences to the table. Throughoutthis transformation we’ve remained connected to a deeply ingrained core set ofvalues, a guiding purpose, and a shared understanding of what leadership means.Our PurposeCreating Simplicity in Agriculture. We understand that farming is complex and fullof challenges. At ADAMA we work together with farmers, agronomists, distributors,and the wider farming community to nd ways to simplify it.This is how we stand behind our purpose of creating simplicity in agriculture.Our Leadership FrameworkOur leadership framework describes what we value as leaders in ADAMA andencodes it in a framework that helps guide the way we lead now and in the future.This framework establishes a set of guiding principles for all our leaders. It transcendsall levels and aims to help each of us develop our mastery over time.
Our ValuesOur values and purpose are about who we are as a company. They are our DNAand they serve as a compass that guides our behaviors.
GETTING IT
DONE
Our get it done attitude drives us toconstantly seek better, more eectivesolutions for our customers with energyand enthusiasm. We roll up our sleevesto meet their challenges, keep ourpromises, and deliver results. That’swhen we’re at our best.
CREATING
SIMPLICITY
We keep things simple. That’s becausewe get how complex and challengingfarming and our industry is. We bring astraightforward and clear approach todoing business with our customers andwork hard to make farmers’ lives easierwith eective, easy-to-use solutions.
EMPOWERING
PEOPLEEach of us has the freedom to act, tobring new ideas to strengthen ADAMA,and improve the solutions we provideour customers. We’re empoweredto take initiative and to thinkentrepreneurially. This goes togetherwith a commitment to mentor, train,inspire, and provide resources to helpus perform better.
PASSION
Our passion is the fuel that propels us.We’re passionate about agricultureand the role we play in helping farmersproduce the food needed to nourishthe planet. We’re dedicated to thesuccess of ADAMA and the successof our customers, partners andcolleagues around the world.
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Economic ImpactDirect and indirect economic value generated (in thousands, USD)
Data Description20222023Direct economic value generated:
revenues (total net sales)
5,569,9884,660,554Total payments to employeesincluding wages and benets(pension, social security, etc.)
610,612629,103Total payments to suppliers4,449,4663,590,434Total amount paid to providers ofcapital
11,59121,857Capital expenditure 396,632336,600Total payments to governments85,68660,636Total community investments2,8272,118Total economic value distributed5,556,8144,640,748
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
SUSTAINABILITYAT ADAMAOur Approach to PracticalSustainabilityAt ADAMA we approach sustainability the same way we approach most things in ourbusiness: we're driven by results, humble in our style, and work hard to bring simplicityto the complex challenges farmers face daily. We are committed to delivering theproducts and technologies needed to support regenerative and sustainable farmingpractices that have become a priority for growers and consumers everywhere.To ensure strong crop yields while maintaining or improving the health of the soil,water, and other natural resources, farmers need safe and eective solutions thatprotect and stimulate the plants. Our responsibility is to develop new solutions thatrespond to the ever more complex agronomic challenges and produce and deliverthem with the lowest possible impact on people and the environment. We do thisbased on our extensive AI platform of sustainably leading molecules, coupled withour proprietary formulation technologies, and combined with a growing oeringof biological products that support farmers in an Integrated Pest Management(IPM) approach.Practical Sustainability in our operations means we invest in what matters most:
reducing our carbon footprint, the waste we create, and the water we use. We arecommitted to worker safety, workplace diversity, equity and inclusion, and thewell-being of the communities in which we work.Finally, we are turning sustainability into a key part of our teams' day-to-daywork and a measurement of success for a growing group of people from diversefunctions across ADAMA, our sustainability network. A practical approach for apractical company.
A Business Strategywith Clear and FocusedSustainability Outcomes
ADAMA is proud to be a crop protection company. We're passionate about deliveringinnovative, high-quality products and solutions to ensure farmers can grow healthyyields to meet the growing demand for nutritious, safe, and aordable food.Our industry-leading platform of Active Ingredients (AIs) serves as the basis forour pipeline of products, and we are integrating a growing portfolio of biologicalproducts to complement our portfolio and provide farmers with the full range oftools they need. At the same time, we maintain older molecules in our portfoliothat play a critical role in resistance management.But we do not stop there. ADAMA has invested years of research, design, and testingto create proprietary, advanced Formulation Technologies that allow us to takeexisting molecules and combine or transform them into more eective, sustainable,and user-friendly products. Our fast and agile innovation strategy eectively turnso-patent AIs into patented, superior products with key sustainability attributesthat farmers and the food value chain are telling us they want. And our goal is todo this faster and more oen than any other company.The bottom-line business sustainability and business outcomes are clear: ourunique innovation platforms enable growers worldwide to adopt highly eectivesustainable and economical products that protect their yields.
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
2030Targets
Average 5% annualreduction of carbonemissions in scope 1
and 2 (own productionand energy) to align withthe 1.5° Paris Agreement
Signicantlyincrease our salesof “SustainabilityLeading” products,including Biologicals
Our MaterialityAssessmentIn 2023, we evaluated and updated our materiality research using industry practices,analyzing SASB sectoral materiality topics and the EcoVadis questionnaire. We dida similar evaluation in 2022.Our current baseline for materiality is the extensive research we conducted in2019-2020 among our employees, farmers, retailers, and consultants in 13 of themarkets in which we operate. The purpose of the study was to listen and gatherinsights, expectations, and trends from these main stakeholder groups for thebenet of deepening our understanding and learning more about our products,our perceived added value, and our brand.Through this process, we identied the seven material sustainability topics thatare essential to us and serve as the organizing guidance of this report:
1. Products - sustainability, quality, high eciency, safety, and innovation (including
stewardship, new and unique solutions, wide range of products)
2. Environmental sustainability - climate risks and opportunities management,
environmental compliance, hazardous and toxic material management, andenvironmental management
3. Responsible supply chain
4. Farmers’ empowerment - information, tools, and technology
5. Ethical business conduct
6. Employees - DEI, empowerment, and development
7. Community relations and employee engagement
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Our SustainabilityGovernanceWe manage sustainability just as we manage all our business. The people involved are at all levels,each with clearly delineated functions and responsibilities that enable us to set and meet oursustainability goals.
Board of Directors
Oversees and evaluates the impact of ADAMA’s sustainability strategy, tracks progress
achieved against goals, and provides guidance to management.
Chief Executive OcerOversees global sustainability activity and directs the Head of Sustainability.
Head of Sustainability and Corporate AairsSets the direction for sustainability across the organization globally.Identies targets, supports global and local initiatives, and oversees progress
across the company.
Corporate ESG Director
Responsible for monitoring sustainability progress, promoting local initiatives,community activities, publishing the annual sustainability report, and supporting
the response to selected ESG ratings.
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Sustainability Network
Composed of leading representatives from all ADAMA's regions and global functions,responsible for the development, implementation, and communication of sustainabilityinitiatives across ADAMA. The network meets once a month with the Head of Sustainability toreview progress, ensure targets are being met, develop mitigation plans where they are not,
and share knowledge and best practices.
Global UnitsBusinessSustainability
OperationsQuality & HSESocial
ESG &CommunicationPortfolio& Innovation
AgTech& DigitalCommercial Units
SustainabilityleadEAME
Sustainability
leadUS
SustainabilityleadBrazil
SustainabilityleadANZA & India
SustainabilityleadLATAM
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Our StakeholdersOur business and sustainability strategy is informed by an ongoing dialogue withour key stakeholders as we continuously Listen, Learn, and Deliver. Sustainableagriculture is too important, and too complex, for one business to lead the agendaalone. Therefore, we place great emphasis on stakeholder interaction, to ensurethat our actions toward sustainability meet their needs.Key stakeholder groupADAMA's commitment and main channels of communicationMain areas of interest
Farmers and CustomersADAMA invests time, energy, and resources to be our customers' number one partner of
choice. We develop and produce high-quality, eective, and safe products that answerthe pressing needs of growers around the world to protect their crops and enhance thesustainability of their farming practices. Our local technical and agronomic teams provideexpert advice to growers, advisors, and retailers to ensure they use the most eectivesolutions available and apply ADAMA products in a safe and sustainable way. We work inpartnership with our channel partners to deliver products on time, so that growers havethem available when needed most. ADAMA also places a premium on making it easy to dobusiness with us, striving to be responsive and agile, so that distributors and retailers canfocus on supporting their customers - the farmers.
? Product eciency and safety? Fair pricing? Product sustainability - supporting
sustainable agriculture
Our PeopleBy actively listening and seeking additional opportunities to hear our people, we seek
to improve as a company. In addition to ongoing dialogue, we implement periodicengagement surveys, and a “360° Assessment” of managers. We actively involve our peoplein formulating initiatives to improve their safety and well-being; we hold regular meetingswith managers and use internal communication channels to invite our people to give usfeedback and share suggestions.
? Safe and healthy work environment,
culture? Work-life balance? Learning and development, career
opportunities
Our CommunitiesWe apply our listening approach to the communities we operate in and build personal,
lasting relationships with our partners. With each collaboration that we initiate or engagein, we take time in advance to understand the needs of those involved, whether they arelocal authorities, welfare departments, NGOs, or other local organizations. We continueconducting an ongoing dialogue with our partners throughout the year.
? Community resilience? Employee volunteering? Community initiatives? Environmental compliance
Farmers
andCustomers
Our
People
OurCommunities
Our
Suppliers
Regulators
andGovernmentAuthorities
OurShareholders
andInvestors
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Key stakeholder groupADAMA's commitment and main channels of communicationMain areas of interestOur SuppliersWe are in continuous contact and dialogue with our suppliers, who are our business
partners. Together we explore opportunities for innovation and improvement,and promote mutual business success.
? Material quality and safety? Innovative materials? Ethical business conduct? Human rights? Environmental compliance? Terms of paymentRegulators andGovernment Authorities
We keep an open, direct, and transparent dialogue with relevant regulators through ourgovernment aairs department. We make sure to present our position on relevant issuesand seek dialogue.
? Ethical business conduct? Environmental compliance
Our Shareholdersand Investors
We communicate and hold meetings with investors, shareholders, and bondholders.? Periodic nancial lings
? Financial press releases and other news
of nancial importance? Quarterly analyst conference calls? Online roadshows
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Our IndustryMembershipsWe recognize the importance of participating in international and local committeesand organizations to achieve improvement in industry-related issues. This activityallows us to create a dialogue and share knowledge with other industry membersand with governmental and non-governmental organizations, to benet allstakeholders. We believe that the ability of farmers to meet the needs of a growingglobal population while using fewer natural resources and reducing greenhousegas emissions depends on collaboration across the agricultural community. Weare therefore pleased to work with various industry organizations, to help us toincorporate sustainability into every aspect of our operations.
CropLife International is a global organization whose purpose isto advance innovation in agriculture for a sustainable future. It hasmember associations in various countries, whose members areleading global companies and national associations working in conventional pesticides,biopesticides, plant biotech innovation, and digital and precision farming. CropLife’saim is to help farmers transition toward a more sustainable and resilient agriculture,providing the largest toolbox possible for them to choose their preferred productionmodel. ADAMA is an active member of CropLife Europe, CropLife America, CropLifeCanada, CropLife Asia, CropLife Latin America, CropLife India, and CropLife Australia.
The Manufacturers’ Association of Israel (MAI) serves asan umbrella organization for industrialists in Israel. TheMAI actively participates in decision-making at all levels ofgovernment, particularly focusing on issues that aect themacro-economic environment in which its constituents do business.The MAI also leads the Chemical, Pharmaceutical, and Environmental IndustriesAssociation as the home to over 220 member organizations that represent theserelevant sectors.Eran Segal, Head of Global HSE & Operational Sustainability at ADAMA, serves asthe chairman of the environmental sustainability committee of the Manufacturers'Association of Israel.Ziv Dagan, General Manager, Israel Domestic Market Agan, serves as the chairmanof the plant protection division of the Manufacturers' Association of Israel.
China Crop Protection Industry Association (CCPIA), founded in April1982, is one of the earliest trade associations in China's chemical industry.It is a cross-regional, cross-departmental, and cross-industry non-protorganization with independent legal person status. It accepts the businessguidance, supervision, and management of relevant ministries andcommissions of the state according to law. The association has more than 700members. ADAMA is the vice leader member of CCPIA.
China Petroleum and Chemical Industry Federation (CPCIF) was founded inBeijing on April 28, 2001. This was a major leap forward in the managementsystem of the petroleum and chemical industry aer the reform of thegovernment's economic management function from the Ministry of ChemicalIndustry to the State Bureau of Petroleum Chemical Industry in 1998.The China Petroleum and Chemical Industry Federation now has nearly 600members. Sinochem is vice leader member of CPCIF.
AIPPI is the world's leading non-prot association dedicated tothe development and improvement of laws for the protection ofintellectual property. It is politically neutral, based in Switzerland,with over 8000 members from over 110 countries worldwide.
MAALA is a leading non-prot umbrella organization for corporateresponsibility/ESG in Israel that was founded in 1998. ADAMA hasparticipated in MAALA's ESG rating system since 2006 and in 2023 weimproved our score from Platinum to the highest ranking of “Platinum Plus.”
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Aligning with the UNSustainable Development Goals (SDGs)
GoalADAMA's alignment with the SDGNo PovertyBased on World Bank data, growth in the agriculture sector istwo to four times more eective in raising incomes among thepoorest people compared to other sectors. By creating eectiveand aordable solutions for farmers to generate greater yieldsfrom their crops, farmers can sell more products, and in turn,enhance their livelihood.Our focus: SDG 1.4To learn more about how ADAMA is contributing to SDG 1,see Our Products chapterZero Hunger
Crop protection is an important tool in the ght against globalhunger. We reach farmers in more than 100 countries across theglobe, providing them with solutions that help them improve thequality and quantity of their crop yields by providing protectionfrom weeds, insects, and diseases.Our focus: SDG 2.3 and SDG 2.4To learn more about how ADAMA is contributing to SDG 2,see Our Products chapter
GoalADAMA's alignment with the SDG
Quality Education
Through our local and regional community engagementprograms, we invest in educational programs with a specialemphasis on chemistry, agriculture, and sustainability. We havealso made a long-term commitment to support and promoteeducation in the communities in which we operate, facilitatingprograms from kindergarten through to doctoral studies, as wellas informal education.Our focus: SDG 4.4To learn more about how ADAMA is contributing to the SDG 4,see Our People and Communities chapter
Clean Water and SanitationWe are committed to reducing our water consumption throughdeveloping and promoting solutions that support ecient andresponsible use. As part of this commitment, we are minimizingthe release of hazardous materials and euents, as well assubstantially increasing our wastewater treatment and waterreclamation capabilities.Our focus: SDG 6.3To learn more about how ADAMA is contributing to SDG 6,see Our People and Communities chapter
We are committed to taking an active role in advancing the UN SustainableDevelopment Goals, focusing on the most relevant SDGs in which we can potentiallymake a signicant impact. The 17 SDGs are an urgent call for action by all countriesand organizations in a global partnership. The Goals aim to end poverty and
other deprivations together with strategies that improve health and education,reduce inequality, and spur economic growth - all while tackling climate changeand working to preserve our oceans and forests.
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
GoalADAMA's alignment with the SDGAordable and Clean Energy
By 2024, we plan to reduce our absolute energy from fossilfuel consumption by 10% with the help of energy surveys andprojects to improve eciency. We want to substantially increasethe share of renewable energy that powers our facilities: two ofour sites ran almost exclusively on renewable resources in thepast year, and another site utilizes cogeneration energy andsteam plants that have also allowed us to reduce our fossil fueluse and carbon footprint.Our focus: SDG 7.2To learn more about how ADAMA is contributing to the SDG 7,see Our Environmental Sustainability chapter
Industry Innovation and InfrastructureWe have aggressively invested in health, safety, andenvironmental improvements in our plants, with a specicemphasis on our facilities in China. We heavily invest in our ownR&D and collaborate with innovative technology companies toembed innovation in our oerings. Our aim is to increase theeciency of our products and optimize yields, while minimizingpotential impact on health, safety, and the environment. Ournovel oerings focused on sustainable formulations hold agrowing share of our product portfolio and we are committedto continuing and investing in new developments.
Our focus: SDG 9.4
To learn more about how ADAMA is contributing to the SDG 9,see Our Products, Our Environmental Sustainability chapters
GoalADAMA's alignment with the SDG
Reduced Inequalities
Reducing inequality is a leading value that guides our activityin all our sites and the countries in which we operate. For us,one of the main pillars for promoting diversity and inclusionfocuses on promoting equality. In addition, we conduct manyprojects in the eld as part of our community activities, such asprojects in the geographic and social periphery and increasingsocial leadership and mobility.
Our focus: SDG 10.2
To learn more about how ADAMA is contributing to the SDG 10,see Our People and Communities chapterResponsible Consumption and ProductionWe are committed to implementing sustainable productionprocesses and creating products that can be consumedresponsibly. We consistently upgrade our production facilitiesso that we can reclaim water, utilize cogenerated energy,reduce, recycle, and responsibly manage waste, and more.For consumers, our crop protection products are formulatedso that smaller quantities of Active Ingredients can be usedto eectively combat disease and pests, while minimizing theimpact on human health, safety, and the environment. We alsoinvest in the development of new formulations that minimizethe products’ environmental impact.
Our focus: SDG 12.4, SDG 12.5, SDG 12.7 and SDG 12.a
To learn more about how ADAMA is contributing to the SDG 12,see Our Governance and Ethics chapter, Our Products,
Our Environmental Sustainability chapter
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
ESG Ratingsand RankingsWe see great importance in the continuous improvement of our ESG practices.To this end, we take an active part in responding to leading global and local ESGratings, and we analyze the results to identify stakeholders' expectations as wellas opportunities for improvement. We use our detailed gap analysis to prepare amultiyear improvement plan.
Since 2018, ADAMA has been undergoingannual assessments for our sustainabilityperformance by EcoVadis. In 2024,ECOVADIS ranked ADAMA as “Bronze".We improved our score from 2022 andbecame members of the TfS Community.
Since 2006, ADAMA has discloseddata to the Israeli sustainabilityranking organization, MAALA.ADAMA improved to "Platinum Plus"
in its 2023 assessment.Greeneye, an Israeli ESG ratingand ranking agency working in theservice of local institutional investors,rated ADAMA 53. This is the rstreport and accordingly, we initiated adialogue and conducted gap analysisfor constant improvement.
Sustainalytics rated ADAMA
38.1 High Risk in February 2024. As
part of our ESG journey, we initiateda dialogue with the agency to lay thegroundwork for improvement.
OurProducts
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
ADAMA ESG Report 2023?|? 22
A GROWINGSET OFCHALLENGES
Farmers around the world must overcome a broad range of challenges to produceenough high quality, safe and aordable food to meet the needs of a growingpopulation. In addition to the disruptive eects of climate change, soil degradation,and biodiversity loss, farmers must also navigate shiing consumer preferencesand increased regulatory constraints on farming practices. Addressing thesecomplexities requires innovative, eective solutions – at aordable prices – sofarmers can protect and enhance their crops while maintaining or improving thehealth of the soil, water, and other natural resources.ADAMA leverages our industry-leading portfolio of active ingredients, togetherwith our advanced Formulation Technology platforms and our state-of-the-artformulation, testing, and production facilities, to develop a portfolio of innovative,eective, and sustainable products.
Portfolio that Brings Value to Farmers,Our Customers and StakeholdersADAMA’s crop protection product portfolio includes a range of herbicides, insecticides,fungicides, and biological solutions focused on controlling the most destructiveweeds, insects, and diseases at every stage of the growth cycle.Advanced Formulation Technologies Drive Our Product Innovation ModelADAMA continues to invest signicant resources in developing proprietary, advancedFormulation Technology platforms to optimize the performance of existing moleculesand allow for the creation of unique formulations and mixtures comprised ofmultiple active ingredients.In 2023, ve new products were launched with enhanced sustainability attributesand powered by our Formulation Technologies. An additional ve Formulationplatforms were developed and will serve as foundations for products in 2024.
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
OURPRODUCTPORTFOLIO
Supporting Farmers withSustainable SolutionsWe seek to consistently develop and launch products with increased sustainabilitybenets. These solutions help growers reach higher crop productivity and outputquality while decreasing the negative impact on soil and water and reducing theneed for additional land resources. They also support greater farmer productivitywhich leads to an increase in available food to meet the needs of a growing globalpopulation. In addition, we prioritize the reduction of the carbon footprint of ourproducts, an important outcome not only for farmers but for the wider population.Our product innovation focuses on two key sustainability parameters:
Low DoseProducts
High DoseProducts
High Load Productsreduce the volume ofproduct that needs tobe produced, packaged,shipped, stored, andeventually disposedof, lowering thecarbon footprint andenvironmental impact.
Low Dose Productsdecrease the amount ofactive ingredient appliedby farmers, leadingto safer handling,while achieving thesame or better resultsthan market-leadingproducts.
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Selected Products withSustainability Leading ProlesAraddo
?Herbicide Wins Best FormulationInnovation with Low Volatility Technology
Araddo
?was launched in 2023 in Brazil, a more sustainable herbicide that delivershigh performance burndown on hard-to-kill grasses and broadleaf weeds forsoybean, corn, and wheat. It won the prestigious award for Best FormulationInnovation at the IHS Markit Crop Science Forum and Awards.Araddo
?optimizes the activity of its active ingredients to reduce the amount ofchemicals needed and includes ADAMA’s Low Volatility formulation to minimizeenvironmental impact.As a single product with dual modes of action, Araddo
?reduces operationalcomplexity. Additionally, farmers can plant soybeans immediately aer itsapplication, as the product eectively eliminates the need for a plant-back interval.Its high ecacy and broad spectrum means there is no need to repeat spray,reducing the amount of fuel used by farmers.Araddo
?supportsfarmers in improvingtheir weed managementand increasing yieldswithout increasing theirenvironmental footprint.
Apresa
?Herbicide Reduces Chemical Load &Optimizes Weed Management in Soybean
Apresa
?
is a sustainability-rst product with minimal carry-over and exceptionallyhigh safety standards. It uses ADAMA’s proprietary TOV Formulation Technologyto maximize the biological activity of its two active ingredients. This not onlyenhances product performance, minimizes UV degradation, and improves strawtransposition, but also reduces chemical load.It is an innovative pre-emergence herbicide that is highly eective against severalkey weeds including Amaranthus sp., Goosegrass, Sourgrass and many others,all in a single application. Apresa
?
delivers high performance and long-lastingprotection for minimized weed interference to the crop, while also streamliningweed management operations.Rapidly escalating weed resistance to herbicides has been undermining yieldsand prots for Brazilian farmers of broadacre crops, and Apresa
?
delivers highperformanceand long-lastingprotection,helping farmersstay protableand sustainable.
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
FullScript
? Enables Stable Mix of AIsFullScript
?
, part of the FullPage
?Rice Cropping Solution, is formulated using ourSESGAMA? Technology Platform. SESGAMA? is a wide utility technology basedon a unique polymeric surfactant developed in-house. It enables high-load, dicultto stabilize suspensions, allowing a stable mixture of two active ingredients thatotherwise would require two separate containers. This means FullScript
? is easy-to-use and has less packaging which in turn reduces transport needs, leading toa smaller environmental footprint.FullScript
?was launched in the US in the rst quarter of 2023. This liquid premixprovides growers with condence and predictability in weed control with multiplemodes of action, as well as the freedom to exibly rotate crops to control resistantweed pressure in elds.Feralla
?: Low Dose Molluscicide from NaturalMinerals and Circular Economy
European farmers oen struggle to control pests such as slugs and snails, as activeingredients are gradually prohibited due to regulatory changes.We developed a new range of molluscicides based on our novel in-licensed activeingredient Feralla
?
, a natural mineral, bringing to market sustainable crop protectionproducts that enable farmers to achieve high yields and meet high food safety standards.Feralla
?is low risk compared with Metaldehyde, currently the leading globalmolluscicide. Other formulants in Feralla
?originate from farms, such as cerealgrains, brewer's yeast, and canola oil, making this pest control product part of thecircular economy.Feralla
?
products have prolonged pellet integrity, and ADAMA’s unique Desidro
?Formulation Technology makes them more appealing to the target pests thanexisting alternatives. This contributes to the product’s proven superior rapid stopfeeding eect, which results in a signicant reduction in feeding damage duringthe rst three days following application. The unique robust pellets also providelong-lasting control, outperforming competitors in this segment.
Feralla
?-based molluscicides are also Low Dose, which makes them safer for bothfarmers and consumers. With Feralla
?
, ADAMA oers European farmers an eectiveway to reach their sustainability goals, control slugs and other mollusc pests, andmeet high food safety standards with increased yields of high-quality crops.
We consistently strive to increase the use of biodegradable or renewablematerials in our formulations. These ingredients are crucial to ensure thephysical-chemical stability of our formulations and boost sustainability,agronomic eciency, and safe handling.Our use of biodegradable and renewable materials brings specic benecialcharacteristics, such as adhesiveness, rainfastness, penetration, andtranslocation. For example, increased rainfastness removes the need forreapplication and the concomitant extra costs and environmental impact.Aer a series of validation and formulation development tests, we were ableto incorporate more than 50% biodegradable co-formulants into many of ourproducts, including Almada
?
, Armero
?
, Blindado
?
, Araddo
?
, Apresa
?
, andCheval
?
. Our goal is to incorporate more of these biodegradable componentsinto more of our products in the future.
Growing Use ofBiodegradable Components
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
BIOLOGICALSBiological Products ImproveSoil and Plant Health, andReduce Chemical LoadADAMA oers a range of biological solutions - primarily biostimulants andbiofertilizers - to address specic farmer needs, providing additional methods tomanage pests and diseases, improve nutrient uptake, increase stress tolerance,and enhance soil and plant health, while reducing chemical load on produce andthe environment.To deliver the best biological oering to our customers, we combine our internalexpertise in biological research and development with the knowledge and capabilitiesof leading companies and academic institutions. Through strategic licensingagreements and collaborative partnerships, we leverage the latest scienticadvancements and accelerate the introduction of rst-class biological solutions.
ADAMA Costa Rica consolidated its entire portfolio of biological productsunder the umbrella brand of ADAMA BIO. This denes a recognizable andtrusted brand for eective and eco-friendly solutions and emphasizes ourcommitment to sustainability and environmental stewardship.Under this umbrella brand, we launched several products in the region, such asa range of biological pesticides to control the pepper weevil and other threats,a new plant extract bioinsecticide, Bio-Triplus?, and a new biostimulant Bio-Sap?. The ADAMA BIO brand includes our existing products MasterCop?and Bralic?.ADAMA BIO aims to developsustainable and bio-based productsthat allow farmers to continue toproduce high yields of healthy andhigh-quality crops, despite theincreasing prohibition of various activeingredients. Together, the ADAMABIO portfolio reduces agrochemicalload, improves safety and health forworkers and consumers, and oerscomplementary solutions, representing a signicant change towards a moresustainable and resilient food system.
ADAMA BIO: The New Brand forBiological Crop Protection
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Selected Biological ProductsLaunched or Updated in 2023Actavan
?: ADAMA’s First GlobalBiocontrol FungicideActavan
?is ADAMA’s rst biological fungicide, launched in Peru in 2023 andexpanding to additional markets. Developed in collaboration with New Zealand-based Waikaitu Ltd, Actavan
?is based on plant extracts that stimulate the plant'simmune system to eectively prevent fruit rot in crops such as grapes, berries, andcertain vegetables, while also improving their quality. Unlike many other fungicides,there is no pre-harvest interval for Actavan
?, which gives farmers more freedomto plan crop treatment schedules.As a biological product, Actavan
?is compatible with organic farming and IntegratedPest Management (IPM) practices. It represents a signicant innovation in ADAMA’sbiological oering and complements the existing ADAMA portfolio by providingeective and reliable fungicidal action for all types of farming using a novel activeingredient.Andybug? Eective Biological Protectionfrom Sucking Pests
Andybug? is a new ADAMA bioinsecticide developed in collaboration with theArgentinian company Tensac. The product targets a broad spectrum of suckingpests and other so-bodied insects and mites.Andybug?is biodegradable, without any PHI or phytotoxicity, making it ideal aspart of Integrated Pest Management strategies and sustainable farming. The solutionworks by suocating and dehydrating sucking pests that destroy crops and ruin yields,while the layer of product on the leaves also deters insects from entering the stylus inthe plant. Because it operates using mechanical action, resistance is not expected todevelop, makingAndybug? a powerful insecticide for long-term use.Andybug? was initially launched in Israel, and we plan to expand its use in other regions.
Atena? Three Bacterial Strains ProtectAgainst Fungal Diseases
Atena? is a unique microbial contact fungicide intended for use on vines, berries,and other fruit crops, currently available in Peru. The innovative combination ofthree bacterial strains ? Bacillus pumilus, Bacillus velezensis, and Bacillus subtilis —is typically applied preventatively and ensures excellent ecacy with its severalmodes of action.With Atena?, farmers benet from improved control of Powdery Mildew andother fungicidal pathogens. It also acts to promote fruit growth and developmentand protect the fruit during critical periods of fruit set and color break, resulting inhigher quality fruit and increased yields. It induces the plants’ resistance to fungalpathogens which helps increase crop resilience and provide long-term protectionagainst fungal diseases.Veradyn
?
Biological Fertilizerfor Cereal Crops
ADAMA’s innovative new bio fertilizer for cereal crops, Veradyn
?
, uses a safe andstable bacterium — Peribacillus simplex CB20070 — to enable plants to absorbmore nitrogen from the air and soil. In this way, Veradyn
?
increases crop qualityand yields while reducing the need for nitrogen-based fertilizers that have a highcarbon footprint.Veradyn
?is compatible with almost all crop protection products and commonly usedcereal fertilizers. It is highly resistant to salinity, sodium, chlorine, and carbonates,and is eective in a wide range of pH and temperatures and independent of soilmoisture. This empowers farmers to apply it at the right point in crop development,regardless of weather conditions, and lets it be stored at ambient temperatures forup to two years and remain eective.
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
PORTFOLIOHEALTHToward a More SustainableProduct PortfolioThe Syngenta Group has developed a Portfolio Sustainability Framework (PSF)to provide increased transparency to external stakeholders on the ongoingsustainability prole of the company portfolio and to facilitate internal decision-making.This standardized assessment tool will help drive the continuous developmentof products and solutions that not only oer increased sustainability benets tocustomers but also prioritize the improvement of the ecological score and carbonfootprint of products, as expected by a broader set of stakeholders.The PSF is being implemented this year for the Syngenta Crop Protection businessunit. In 2023, ADAMA launched a pilot of the PSF in Brazil and plans to add additionalcountries in 2024 and 2025.LookingAhead
Prioritize the development ofinnovative products that uniquelyand sustainably solve our farmercustomers' challenges
Leverage our leading active ingredientplatform and Formulation Technologycapabilities to launch additionalproducts with sustainability benets
Quantify thesustainabilityof our portfolio withthe Syngenta PSF
Continue to scout for biologicalsolutions that will help to buildmore complete and sustainablesolutions for farmers in the future
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
STEWARDSHIPWe are committed to the responsible and ethical management of our productsthroughout their lifecycle, and to ensuring that they are used correctly to protectthe health and safety of farmers, the public, and the environment. Each year farmworkers suer from work-related accidents, including some caused by exposure tochemicals resulting from improper handling, either accidentally or due to a lack ofknowledge on the safe use, storage, and disposal of crop protection products. Also,unacceptable traces of crop protection products could remain in crops destinedfor food or feed and/or in the environment (e.g., water streams, soil, animals) ifnot applied correctly.ADAMA is engaged in a variety of programs to support farmers in good agriculturalpractices, helping keep them safe and improve compliance with residue requirementsto protect people and the environment.
C.U.I.D.A.Promoting Soil HealthThe ADAMA Brazil C.U.I.D.A. (Compromisso para o Uso Inteligente de DefensivosAgricolas, or Commitment to the Intelligent Use of Agricultural Defensives, inEnglish) project addresses our responsibility to preserve soil health and naturalresources all around the world. We can only conserve the soil by treating itwith respect and care, and this is only possible when every individual fullyunderstands the necessary protection techniques.Through C.U.I.D.A., we engage everyone involved in crop protection, includingfarmers, sales representatives, and channel partners. In 2023, more than 900C.U.I.D.A. events were conducted with the support and coordination of ADAMApeople, impacting over 25,000 individuals who received both theoretical andpractical training. By carrying out the activities in farms and training centers,participants gained real experiences about crop protection best practices.A similar program was rolled out in Central America and Caribbean in 2023.Ten training sessions were held, laying the foundations for further developmentin 2024. In Costa Rica, 1,300 people were trained in pollinator managementand participated in the Del Monte festival, helping plant around 400 trees toreforest the El Jaguar biological corridor.We intend to maintain the C.U.I.D.A. projects into 2024 and beyond,signicantly increasing the number of training events and people whomwe reach, and we have incentivized our sales force to promote the initiativeamong our customers and dealers.
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Keeping up with demand and meeting high global food standards requireslearning new practices to improve livestock productivity indicators. To preparefarmers to meet this challenge, ADAMA established "stewardship schools" inColombia with theoretical and practical training sessions in the care of a safeand sustainable livestock farm.Participants used demonstration plots to learn and apply the principles ofgrassland management to achieve better meat and milk production indicators.They learned about the responsible use of ADAMA’s herbicides for healthygrass, mastered application techniques, and became experts in meadowmaintenance.In 2023, eight schools across eight municipalities certied 209 stewards. In2024, we plan to expand the number of schools and farmers participating,and to establish them in more locations.
ADAMA Chile joined with several other agrochemical companies to assistsmall farmers who grow open-air vegetable crops for local consumption tomanage their farms more sustainably.In September 2023, we introduced ora into vegetation borders to increasebiodiversity and attract more natural pollinators. We helped set up an improvedirrigation system to increase water eciency, and we trained 20 farmers in theuse of irrigation and application equipment and in the principles of IntegratedPest Management (IPM).In 2024, we aim to establish a GAP-compliant warehouse for farmers tomanage phytosanitary products in accordance with national regulations. 2.5hectares of family farms will be under sustainable management, to reducethe quantity of pesticides used while still maintaining high yields.
Stewardship Schools for ImprovingLivestock IndicatorsAssisting Small Farmersin Sustainability
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
ADAMA people in India, Thailand, and Vietnam worked to train local farmerson the safe use of crop protection products, collaborating with local partnerssuch as NGOs, industry associations, retailers, and government agencies inorder to increase our reach.Local farmers were trained in dierent pesticide modes of action, managementof resistance, good agricultural practices, and reducing other risks aroundfarm work. By ensuring that crop protection products are used according tobest practices, we aim to increase the safety and well-being of farm workersand consumers, as well as minimize environmental impact. This is particularlyimportant for smallholders in developing countries. Looking ahead, we intendto expand the program to reach more farmers across the region.
Training Local Farmersin Safe Practices
To help French farmers comply with the rules around the use of crop protectionproducts, ADAMA France developed Digi.Docs.Agri, which oers free, easy-to-use resources including leaets with pictorial instructions and simpledecision trees, and an app that shows the application practices needed foreach ADAMA product in each situation. In this way, farmers can see at aglance how they need to apply the product they are using.In 2023, more than 2,000 leaets were distributed, and the app has beendownloaded more than a thousand times.
Helping Farmers Comply withComplex Regulations
| Protéger les abeilles et les autres insectes pollinisateursLe 21 novembre 2021, le Gouvernement a lancé le nouveau plan national pollinisateurs pour la période 2021-2026. L’enjeu ? Préserver le bon état de santé des abeilles et plus largement, de tous les insectes pollinisateurs.Au sein des 6 thématiques et des 8 actions phare, gure la mise à jour des conditions d’emploi des produits phytopharmaceutisques pendant la période de oraison. Ce document fournit les informations pratiques pour la mise en ?uvre de ce nouveau règlement. Le point sur les traitements en période de oraison | Adama met sur le marché des produits de protection des plantes conventionnels, de biocontr?le, utilisables en agriculture biologique et des produits biostimulants. Quels que soient les produits, l’enjeu est que leur usage dans le cadre professionnel ne présente pas de risque pour les utilisateurs, les milieux naturels et les organismes vivants dans le cadre des règlements applicables.Ce document présente l’essentiel des règles applicables, du dép?t au champ, pour l’utilisation de ces diérents produits.L’essentiel des règles applicables dans le cadre de l’utilisation des produits de protection et de stimulation des plantesDu local phytosanitaire au champ |
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
AGRICULTURALTECHNOLOGYCollaborating with TechCompanies to Deliver theSolutions Our Customers NeedCustomer-centricity is key to our approach to agricultural technology (AgTech),as it is in every area of our business. There is no one-size-ts-all technologysolution, so as a result, we are tech-agnostic, collaborating with numeroustechnology and Farm Management Information System companies to bring theright solution or service that meets farmers’ needs. Our tech neutrality gives usthe freedom to explore a vast range of innovative solutions, and we already havemore than 15 AgTech solutions in various stages of deployment in 28 countries.As a proud and active member, we are committed to CropLife Europe’s collaborativeeorts to accelerate the development of new, innovative, and sustainable solutionsfor farmers. Europe is taking the lead by putting sustainable food systems at theheart of the European Green Deal which will have global implications. LeveragingAgTech is one essential strategy for harnessing innovation to meet these importantsustainability goals.We are continuously expanding our existing AgTech deployments, for exampleSmart Ag Nation (SAN) in Brazil which was proled in the 2022 ESG report hasbeen expanded to 27 new farmers, covering an area of 8,300 hectares in soybean.Growers gained access to three exclusive SAN features: a soybean phenological statetool, planting scenarios for soybean, and customized product recommendationsaccording to the soybean development stage. They also can use its basic featureslike satellite imagery and scouting tools.
ADAMA is playing a key role in supporting eorts by CropLife Europe toestablish an industry-wide approach for digital product labels, which will inturn help farmers farm more sustainably and comply with EU legislation. Thisnew approach – known as AgriGuide – will be a paradigm shi for growersin the EU-27 countries.Machine and soware-readable labels that include product Compliance UseInstructions for each crop, such as necessary buer zones, spray protocol,recommended tractor driving speed and more, will mean that farmers canreceive customized guidance directly to their web or mobile app, consideringweather and other conditions in their location. The long-term vision is thatthrough a simple integration, those instructions will be able to immediatelyconnect to their Farm Management Information System or directly to theirfarm equipment, so crop protection products can be applied in the safest,most eective, sustainable, and compliant manner.In 2023, ADAMA, as part of this AgriGuide initiative, started a proof-of-conceptfor digitizing product labels in Romania, Italy, and Germany. A pilot withselected farmers in each of these countries is starting in 2024, with the goalof having all product labels digitized and accessible to all farmers for thosethree countries by the end of the year. Additional countries and products willbe onboarded over time, with the ambition of having all labels in all EU-27countries digitized in the next few years.
Digitizing Product Labelsfor Sustainable Crop Protection
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
ADAMA Fly High Drone Spraying"ADAMA Fly High," a pioneering drone spraying project launched in India in2023, is an innovative method to address agricultural personnel shortageswhile spraying crops in a safer, more sustainable way.Drones signicantly reduce the time and labor required for spraying crops,and they are more precise, allowing for smaller amounts of crop protectionproducts and much less water to be used. They are also safer for farmers,reducing their exposure to chemicals.In its rst two months, ADAMA Fly High serviced a wide range of crops, includingrice, maize, black gram, and sorghum, and covered 490 acres using vedrones, directly beneting 116 farmers. Feedback was overwhelmingly positive,with some farmers requesting multiple rounds of spraying services, or oeringto remove obstacles from their elds for the upcoming season. The plan isto scale up the service by increasing the number of drones in 2024 and toconsider other service models, such oering it through dealers or Village LevelEntrepreneurs, which can also bring a new revenue source to local farmers.
India Innovates in the Air and on the Ground
LookingAhead
? Continue to expand digitized labels in Europe
to several more countries.? Broaden activity for spraying decision
support tools for knowing when to optimize
spraying windows.
Dealer Khata Mobile AppWith 16,000 dealers and retailers spread throughout India, ADAMA sought away to engage in business with them that would be simpler and more ecientfor both sides, bringing with it some hey sustainability benets.Dealer Khata was introduced in 2023 and will be ocially launched in 2024.It is a mobile app that digitizes the traditional, manual process of managingaccounts (a.k.a. Khata). Instead of traveling around to each dealer to handlesales paperwork, Dealer Khata enables dealers and retailers to conduct businessthrough their mobile devices, which have become widely accessible due toIndia’s increased 4G penetration.Dealer Khata digitizes invoices and other business documents, making theprocess of conrming transactions and managing accounts simpler andmore ecient, eliminating the paper waste associated with these operations.Another important sustainability benet is that Dealer Khata adds traceabilityto every product purchased and used with its digital record of transactionsand acknowledgements.
OurEnvironmentalSustainability
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
ENVIRONMENTALIMPACTAs a global agrochemical company, we strive to minimize our environmental impactwhile supporting farmers' eorts to increase global food production in a moresustainable way. We take a comprehensive, methodical approach to monitoring ourenvironmental impact and mitigating risks at every stage of our product lifecycle,from raw material supplies to production, transportation, application, and all the wayto end-of-life management. This approach enables us to continuously improve ourperformance while focusing our eorts on mitigating our environmental footprint.Our environmental sustainability policy was craed through engagement withfarmers, employees, surrounding communities, environmental organizations,regulators, and other stakeholders. Through listening closely to them, we learnedtheir expectations. We then took steps to implement cutting-edge technologiesand innovative approaches that enable us to eectively manage and reduce ourenvironmental impact.We actively engage the communities living near our operation sites, to jointlycreate projects that reduce potential nuisances. In our production plants, we hostregular community dialogues to listen to and address public concerns. For example,
* Not including Chinese entities
Energy from
Fossil Fuel10% decrease in energyconsumption originated
from fossil fuels
Water
10% decrease in water
withdrawal
Hazardous Waste
15% decrease ofhazardous wastedisposal to landlls orincineration, by shiingto recycle/reuse disposal
we send a biannual operational update to community leaders. We also run a veriedmonitoring station that transmits real-time information about chemical emissions,so our stakeholders can be certain that these are well below admissible levels.Although we produce and handle hazardous materials, we are committed tooutperforming regulatory requirements and protecting our environment by limitingour energy, water, euents, and waste footprints. Our published reports and ESGratings reect our progress, and we are proud of it.During 2023, we have continued to measure and monitor our ve-year operationalgoals, to ensure their fulllment.2024 Leading Targets to Mitigate our Environmental Impact (2019 baseline)
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Our Environmental ManagementInfrastructureTo put our commitment to sustainability into practice, in 2022 we establishedan eective internal environmental management system that we continuouslymaintain. This system includes 12 standards and guidelines that facilitate emissionscontrol and waste management for the three essential mediums: air, water, and soil.To ensure compliance with local regulations and our own standards, we maintainan ongoing assurance plan. In addition, our facilities are managed according tostringent European directives or analogous local regulations, and most adhere tothe International Standard ISO 14001.In 2023, we initiated self-assessments according to the standards developed in 2022,along with cross-site audits of several of them (together with safety standards). Eightaudits were performed by two certied internal auditors from HSE & Operationsfor 3-5 days. For more information about cross-site audits see HEALTH, SAFETYAND WELFARE chapter.
Our Health, Safety and Environment (HSE) Policy adopts a sustainable approach toprotecting both our people’s health and safety, and the environment, by promotingrenewable energy, recycling, and emission reduction. We strongly maintain ourcommitment to our nearby communities and foster a corporate culture of individualresponsibility at all our sites. We recently updated our HSE and SustainabilityPolicy to include all aspects of environmental sustainability, such as greenhouse
gas emissions and dwindling water resources.
57% of our sites are certied to ISO 14001or to an equivalent standard
Investing in a Greener Future
202120222023*TotalInvestment in facilities / Expenditures onenvironmental protection (million USD)
605946
Current costs / Investments inenvironmental protection (million USD)
545865* Including the Chinese sitesIn 2023, we invested in key environmental projects such as:
? Wastewater treatment plant upgrade (MCW NH and Maidao)? Thermal air emission systems (Maidao, MCW NH and Huifeng)? Electrolysis plant (MCW NH)? Soil and groundwater remediation (Agan, Taquari and MCW BS)
342M USD investment and expenditurein environmental upgrades during the past 3 years
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Sustainable OperationsWe operate eight major synthesis sites, 12 formulation and packing sites, onebiological site, and one food additive production site. Main operational hub?? Manufacturing factory?? R&D
To meet our emissions goals and continue our journey to become a more sustainablecompany, we are compelled to operate using the best available technologies.The following technologies were adopted by ADAMA to fulll our vision for theenvironment and sustainability:
PillarsTechnological and Organizational SolutionsWater andwastewater
? Biological wastewater treatment plants and desalination
plant? Treatment and reuse of euents? Closed-loop cooling towers? CIP water reuseEnergy use? Use of steam and electricity generated by cogeneration
? Natural gas power plant? Heat conservation? Renewable energy sourcesAir pollutantsand odornuisance
? Thermal oxidizer units? Denoxers based on ammonia injection? Scrubbers? Activated carbon systems? Sieve and HEPA ltersHazardouswaste
? Condensation system to reuse solvents? Dewatering system for reducing volume of sludge? Recycling of used plastic packagesNoise nuisance? Silencers on stacks and equipment
? Physical barriers around workshops? Acoustic wallsContaminationprevention
? Only certied drivers handle hazardous materials? Warehouse employees are trained in safe loading and
storage of hazardous materials? Warehouses managed in compliance with storage safety
constraints and labeling requirements, according to UN
code and SDS? Facility oor covered with leach-proof concrete and
drainage trenches? Ground water, marine environment, and air pollutant
monitoring at the plant surroundings
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Learning and ImprovingWe manage all environmental impact incidents with the highest care, and we investin training and a culture of safety so that, even though we cannot guarantee azero-incident rate, we can learn from mistakes to prevent future occurrences. Wehave a detailed, systematic method for investigating and reporting on incidentsthat was developed as part of our Management System. It includes processes foridentifying their root cause and implementing technical solutions to mitigate itand prevent future occurrences.In 2023, we experienced one major environmental incident, which was immediatelycontained and treated, as described on the next page.
Learning and Improving from anEnvironmental Incident
During 2023, ADAMA introduced a new product into its manufacturingsystem. The environmental permit was updated, and an analytical methodwas developed to identify product residuals in wastewater. Yet, the methodfailed to identify a high concentration of the product due to improper samplepreparation, and excess amounts were discharged into the Mediterranean. Thesampling system detected the deviation and discharge was stopped. ADAMAhalted production and conducted a thorough investigation to understand theroot cause and assign corrective actions. The analytical method was modiedso that it will accurately identify the product residuals in wastewater and alertimmediately about any deviation.Engaging with Government andRegulatory Bodies
As chair of the Environmental Committee of the Manufacturers’ Association ofIsrael, ADAMA’s focus has been on areas such as carbon emissions reduction,recycling, and the circular economy. We have dedicated eorts to advocatingfor eective environmental legislation, participating in discussions shaping thefuture climate law, among other regulatory initiatives. Through constructivedialogue with government representatives, NGOs, and industry peers, ADAMAhas played a key role in shaping policies to ensure the manufacturing sector'salignment with environmental objectives.
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
REDUCINGOUR CARBONFOOTPRINT:
ENERGY, GHG,AND AIR QUALITYFollowing the 2015 Paris agreement, we committed to mitigating our Scope 1 and 2GHG emissions. We prepared a road map for achieving our goals which focuses onthe following main initiatives: switching to a co-generation power plant; shiing tolow emission fuels; utilizing hydrogen; adopting renewable energies; and upgradinglarge energy consumers and portfolio adjustment (see gure below). Our originalgoal was to reduce GHG emissions by more than 50%* overall by 2030 (baselineyear 2015). By 2023, 44% had already been achieved. Yet, to meet our nal goalwhile integrating our Chinese entities, we set ourselves the target to continuouslyreduce our carbon footprint by 5% annually (2022 baseline). In 2023 ADAMA’s overallcarbon emission reduction was 14%, partially due to our mitigation of coal use.In 2023, we achieved a signicant reduction in emissions of all types, primarilythrough portfolio adjustment. ADAMA stopped manufacturing several products dueto commercial reasons and switched to purchasing others, resulting in enhancedScope 3 emissions (see more about Scope 3 emissions later in this chapter).In 2023, we operated 149 company vehicles in Israel with electric motors, savingabout 125,000 liters of gasoline per year. The shi began in 2022, and we intend
to complete it by 2025. We plan to replace 40 diesel forklis with electrical onesat MCW sites.In the coming years, we will signicantly increase hydrogen production capacityat our Makhteshim site. As hydrogen is a zero GHG fuel with triple the energy ofnatural gas, we are working to expand the use of hydrogen from the new electrolysisplant at MCW to replace natural gas as fuel in our thermal oxidizers. We also planto reduce the thermal oxidizer temperature at Agan and MCW NH from 1,100 to950 degrees Celsius.
14% reduction in absolute carbon footprint vs. 2022,while maintaining carbon footprint intensity at the same level
*Not including Chinese entities
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Scope 1 and 2 CO2e Emissions and Intensity (all sites)
201920202021*20222023Scope 1 and 2 GHGEmissions (tonne CO2e)
1,429,8521,273,618
1,210,860
1,422,292
1,215,259GHG Intensity (tonneCO2e/ million USDrevenues)
358309252254261
Energy Consumption and Intensity (all sites)
20192020202120222023Total EnergyConsumption (TJ)
12,48010,96610,51612,503
10,486Energy Intensity (TJ/million USD revenues)
3.12.72.22.22.25Chlorine and AIs Account for 95% of Scope 1 and 2 emissions.* CO2e emission factors were embedded during 2021
1. 2020 data was rened to site specic or state specic
2. Includes Huifeng (2nd semester)
3. Due to regained production at Sanonda and Huifeng
4. Due to regained production at Sanonda and Huifeng
Scope 1 and 2 Reduction Roadmap by Activity(not including Chinese entities)
14%
Low carbon fuels
66%
Co-generationpower plants
1%Switching to electricalforklis and cars
1%
Air & brine compressors
1%
Heat exchange
2%
Ecient energy
2%
TOUs ecency
2%
Electrolysis technology
3%
Electricity mixture
4%Solar farm and roofs
4%
Hydrogen
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Meeting our Scope 1 and 2 GHGreduction targets:
Generating electricity andsteam through renewableresources (solar, water andbiomass) in multiple locations
Adopted new technology to generate
electricity and steam from naturalgas, resulting in 35% reduction incorporate carbon footprint
Shiing to vehicles withelectrical engines, saving 125Kliters of gasoline annually
Utilized hydrogen to re airtreatment system, resulting in
reduced use of fossil fuel
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
REDUCINGENERGY USEThe transition to cleaner energy consumption is part of our long-term goal toreduce GHG emissions and our impact on the environment. Our production sitesin Spain, Colombia, Brazil, and Israel utilize renewable resource-based electricity.? At our Spain site, we utilize 100% renewableelectricity, based on solar panels and wind turbines.? In Brazil and Colombia, we use electricity that is
mainly generated by a hydroelectric power station,combined with biomass combustion resources.? In 2023, our solar roof at Dahej, India generated117 MWH.? The Bonide site (USA) has had solar roofs for several
years.? Solar roofs were installed at ADAMA productionsites. The largest one, producing 300KWH, wasinstalled in 2022, at the Agan logistics center.We plan to expand the solar roof capacity at theAgan site by 400 KWH.We will also reduce energy use by lowering our electricity needs. We are replacinginecient electrical units (e.g. motors, compressors, and lighting) with higher-eciency units. We have a designated budget to support such environmentalinitiatives. We are electrifying forklis and private cars at production and marketingsites and shiing to LED lights. We are continuing the ongoing upgrade of energy-inecient equipment, such as medium to large motors.Yet renewable energy adoption and energy conservation plans alone are notsucient to meet the GHG emission reduction required to oset the global warmingeect. Therefore, we will accelerate use of carbon-free fuels such as hydrogen, andcarbon-neutral fuels such as biomass (wood).
Use of Energy Sources (%)
20192020202120222023Electricity4040374048Steam3028262915Internal production (fossil fuels)3032373137
10.5% of our energy is from renewable sources
Use of Energy Sources 2023 (%)
25.2%
Coal
10.5%
Renewable EnergyUsed
15%
Steam
38.2%
Electricity Generatedby Fossil Fuels
9%
Natural Gas
0.7%
Fuel Oil
0.3%
Diesel
0.2%
LPG
0.9%
Other Fossil Fuels
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Working to Reduce Environmental Impactthroughout the Value ChainIn 2020, we embarked on a plan to measure carbon emissions from the supplychain (Scope 3), through which we learned that Scope 3 is a dominant componentof our GHG emissions. We are currently working on accurately measuring (andeventually externally auditing) our Scope 3 emissions. Preliminary estimationshave been performed for a 2022 baseline, and based on initial estimates, supplychain related emissions (category 1: purchased goods and services) make upapproximately 80% of ADAMA’s corporate carbon emissions.To nd ways to improve our environmental impact, we investigated raw materials,indirect procurement, services, transportation, and product end-of-life emissions,and determined that purchased goods and services is the dominant category ofour Scope 3 emissions. During 2023, we re-calculated our purchased goods andservices emissions (2022 data) and found that it is about ve times our Scope 1 and 2.
In addition, during 2023, we approached our top 60 suppliers with a structuredsurvey about their carbon emissions and sustainability performance. We receivedinformation from 30 of them and plan to incorporate it into our sustainability riskassessment tool and to rene our Scope 3 calculation. We will continue to followup with those suppliers who have not yet replied, as we strive for full accountabilityand transparency.
Greenhouse Gas Inventory
We initiated a greenhouse gas inventory for our Londrina and Taquari plants,to measure all Scope 1 and 2 emission sources with a third-party consultancy.With the baseline results of 5,076 tCO2e for 2022, we are now setting goalsfor emission reductions for 2024.
In 2022, ADAMA quantied its upstream transportation emissions, including rawmaterials and nal goods shipment. Yet, data was not categorized by countryor product.In 2023, ADAMA Turkey developed soware for tracking carbon emissions fromtransportation on a country scale per product. They developed advanced dataanalysis tools based on Python and Power BI to measure and quantify carbonemissions for ADAMA’s logistics operations from transportation (Scope 3 - category
4) related to the 3,150 tons of crop protection products ADAMA Turkey distributes
annually. The analysis solution enables us to prioritize areas for emission reduction,optimize logistics routes, and formulate long-term, targeted strategies to increaseenvironmental sustainability and resilience.Through its implementation in Turkey, we were able to determine that its maincarbon contributors were shipments from Mexico, China, and inland import fromEurope via trucks. Furthermore, it was found that the repacking transportationrepresents about 12% of the total.Currently the solution is being piloted in France and will expand to additionalregions in 2024. The goal is to continuously rene methodologies for greatereciency and use the data to communicate transparently about our progresstowards our broader sustainability goals.
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Air Quality and Odor ControlWe invest extensive resources into mitigating air emissions at our productionplants, and meeting and exceeding air quality standards. We acknowledge theimportance of disclosing particulate matter (PM) and VOC emissions due to theirimpact on public health. During 2023, we built a new air emissions control systemat the Makhteshim Neot Hovav site and upgraded two systems in our Chineseoperations sites Sanonda and Huifeng. We had planned to install a new thermaloxidizer in Brazil in 2023, however this is currently on hold while the authoritiesreconsider the need for this system.Even when air quality emissions are up to standard and pose no health risk,nearby communities may consider the odor as a nuisance. In 2023, we upgradedthe odor control system at the Agan site since a new neighborhood had been builtnext to the wastewater treatment plant.The reduction in SOx in 2023 is attributed to the decreased volume of coal used togenerate steam and electricity at the Sanonda site.Air Quality (tonne)
20192020202120222023Particulate matter Not measured1428
2934NOx emissions 330131
159176162SOx emissions 17825
416044VOC emissions 82898199108
1. Includes Huifeng (2nd half)
2. The 2020 decrease is due to the shut-down of one coal-based power plant in China, and due to new reduction equipment installed
in a second plant.
3. The 2020 decrease is due to the shut-down of one coal-based power plant in China, and due to new reduction equipment installed
in a second plant.
Reducing Energy and Water LossesIn 2023, we implemented a layer of 20mm anti-evaporation spheres on thesurface of the water in all six hot water baths at our Londrina facility that hadpreviously been open to the atmosphere. Open hot water baths lose a greatdeal of energy and cause unpleasant working conditions. The change led toa 50% reduction in steam consumption, a signicant reduction in the needto replace water in the bath, and a better working environment.
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
REDUCING WATERUSE, EFFLUENTS,AND WASTEReducing Water UseWater is an essential resource. We have committed to reducing our water consumptionby 10% by 2024 (2019 baseline), through developing and promoting solutions thatsupport ecient and responsible water use. Reuse of wastewater, cooling water,and wash-water are the major practices we implement.
~12% decrease in water consumption and a 7% reductionin wastewater discharge vs. 2022
Rooop Water Harvesting
In India, we harvest rainwater on the roof of our nished goods warehouse,pass it through a lter and then mix it in our fresh water tank aer a qualitycheck. 594,000 liters of water have been harvested in 2022 and 2023.
Water Reclamation Projects
Water reclamation projects allow us to reuse wastewater, cooling, and wash-water, reducing the environmental impact of discharged water and lowering theconsumption of fresh water.? At the Makhteshim site, we reuse wastewater following advanced treatment. Weoperate a reverse osmosis desalination facility to treat our wastewater following abiological wastewater treatment plant (B-WWTP). The reclaimed water is utilized atthe major production facility onsite. In 2023, our wastewater reclamation systemin MCW-NH was upgraded to utilize automatic controllers that could bring it toa 100% reclamation rate.
? At the Agan, Londrina, Poncitlan, Dahej, and Madrid production sites, we reusewash-water.? At the Poland site, we recycle cooling water back into the production process.? In Dahej, India, we recycle wastewater generated from mopping the oor, savingfresh water. In 2023, we were able to reduce fresh water usage by 63% comparedto 2022.
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Our focus for 2024-2025 includes:
? Operating 7 state-of-the-art wastewater treatment plants, treating 7 million m
of euents annually, prior to discharging back to the environment.? Continue reuse of treated euents. Saving about 200,000 m
of fresh water
annually.? At Agan production site, utilize 300,000 m
low quality local water for dilution
of wastewater, prior to biological treatment, saving a similar volume of fresh
potable water.? At MCW NH, utilize 30,000 m
reused desalinated euent water to irrigate
landscape vegetation.Water Consumption and Intensity
20192020202120222023Total WaterConsumption (m3)
10,289,07411,624,389
13,565,073
11,066,527 9,758,629Water Intensity(m3/million USDrevenues)
2,5742,8162,8181,976
2,094Total WastewaterDischarged (m3)
6,434,0579,398,207
9,511,5297,808,5007,270,658Total WastewaterReclaimed (m3)
282,155220,690160,53171,545
156,000
1. Increase in 2020 is mostly derived from a change in measurement methodologies, as new digital meters were installed in some
ADAMA China facilities.
2. Includes Huifeng (2nd semester)
3. Our 2022 Revenue - 5,600 million USD
4. Data only represents Makhteshim site
5. Decrease in 2022 is due to systems upgrade (mainly RO systems shutdown)
Reducing Euent LoadsWe aim to keep our surrounding marine and freshwater environments healthy andclean and strive to curtail any discharges from our facilities. Our euent treatmentsystem is a multi-stage process comprising physical, chemical, and biologicaltechnologies. Control measures include online monitoring, composite sampling,and impact assessments.At the Agan site, euents are discharged to the Mediterranean Sea. Twice a year,the Israeli Oceanographic and Limnological Research Institute quanties theenvironmental impact of the euents. The ndings are submitted directly to theIsraeli Ministry of Environmental Protection. As of today, no evidence of any impactof the operations of the Agan site, on marine life, or the environment has been found.Euents and Waste
20192020202120222023TOC in Euents (tonne)284369682258177
Reduced Euent Generation
Aiming for zero discharge, in our Londrina site we did a comprehensive analysiswith manufacturing excellence tools like DMAIC, Six Sigma, “5 whys,” and5W2H, to identify opportunities for improvement, which resulted in euentreduction.At Taquari, we developed an internal recycling process for ferrous chloride,allowing its reuse back to production. Throughout 2023, this reduced euentgeneration in Taquari by 39%.
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Reuse and Recycling of WastesOur production processes generate hazardous and non-hazardous wastes that aretreated in full compliance with local environmental protection laws. Waste handlingis also an important focus for reducing our environmental impact, and to that endwe promote diverse initiatives that implement a circular economy methodology.We promote recycling, upcycling, and reuse projects to prolong the lifecycle of thematerials we use.
30% reduction in absolute hazardous waste generation
In 2023, we launched new one-liter containers which signicantly reducestheir environmental impact. The rectangular shape uses 10% less plastic thanthe previous cylinders and can be packed more densely on pallets. 45% moreproduct ts into the same space, which signicantly reduces transportationneeds. Annually, this translates into a 17.2% reduction in GHG emissionsassociated with transportation, equal to 340 tonnes of CO2e. The containersare also easier for farmers to grip and contain other usability features.Similarly, in Australia, ADAMA introduced a 15L container, replacing the 10Lcontainers, for nine product lines. The result was a reduction of nearly twotonnes of plastics, and a reduction in the number of pallets that need to betransported.Currently, product containers sent to the UK contain 45% recycled plastic. Weare in the process of embedding recycled plastic in the production of moreof our containers.
Plastic and Transportation Reductionwith New Product Packaging
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Commitment to Extended Producer Responsibility (EPR)We recognize our responsibility in the entire lifecycle of our products, and as a resultengage in many post consumption programs that we run ourselves or with thirdparty organizations. Some examples include:
In Israel, we oer “Green Stations” for the collection of empty crop protectioncontainers from farmers, and send them to be recycled. We proactivelyoperate internal plastic recycling centers at the Agan and Makhteshimproduction sites, where we wash and grind plastic barrels, IBCs, and largebags. In 2023, we recycled 573 tonnes of plastic at these sites.
In India, as part of the Extended Producer Responsibility (EPR) program,ADAMA took responsibility for collecting and recycling plastic waste fromits customers. In 2023, we successfully collected 1,300 tonnes of plasticwaste from dierent provinces across the country. We also adopted atechnique to recover residual material from the bottom of drums, therebyminimizing waste.
In 2023, ADAMA Colombia, as part of the "Clean Field" program, recycledplastic containers, turning them into plastic products for farmers, suchas fences. In addition, the Colombian production plant recycled metaldrums. In 2023, these activities reduced the volume of hazardous wasteby 834 tonnes.
In the Netherlands, we work with the STORL industry organization for thesustainable collection of empty containers of crop protection productsfrom our customers.
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Hazardous and Non-Hazardous Waste by Treatment (tonne)
20192020202120222023Total Hazardous Waste 44,766121,262
158,735
143,752101,296Hazardous Waste to Landll/Incineration
40,82740,64949,46461,23052,506Hazardous Waste to Recycling 3,93980,613109,27182,52248,790Total Non-Hazardous Waste 108,80479,25678,06137,240
50,703
Non-Hazardous Waste toLandll/Incineration
107,16572,64671,04930,83040,695Non-Hazardous Waste toRecycling
1,6396,6117,0136,41010,008Soil and Groundwater RemediationWe thoroughly monitor and remediate contaminated soil and groundwater at mostof our sites. In 2023, we continued the groundwater and soil gas remediation at ourAgan site that we had begun in the previous year. We also initiated groundwaterremediation activity at a nearby stormwater wetland at our Taquari, Brazil productionplant. In Vigonovo, Italy, we are continuing verication testing of the remediationprocess that started in 2006.
1. The increase in 2020 gures is due to the inclusion of signicant by-product streams that were not previously included in ADAMA’s
hazardous waste gures.
2. Includes Huifeng (2nd half)
3. The decrease in 2022 gures is due to improving technologies.
4. The increase in 2023 is due to the work moving the Makhteshim Be'er Sheva site to Neot Hovav.
48% of hazardous waste is recycled
Hazardous Waste Used as FuelDuring 2023, 2,345 tonnes of high caloric value hazardous waste were recoveredto be used as fuel for the thermal oxidizers at Agan and MCW NH, reducingthe use of fossil fuel.Chemical Recycling PracticesWe recycle solvents, acids, and bases for internal or external reuse at the Aganand Makhteshim sites. In 2023, we recycled 3,767 tonnes of chemicals for reuse.Organic Hazardous Waste Project ConsideredIn 2023, we evaluated the use of organic sludge waste in a cement furnace,however we determined that it contains too much salt and has too low acaloric value to serve this purpose.
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
MEETING THE STRICTENVIRONMENTALREGULATIONS ATOUR CHINESE SITESOur Chinese entities ? Sanonda, Anpon, and Huifeng ? have a major impact onADAMA’s environmental performance due to their large size. In parallel, Chineseenvironmental regulations have become increasingly strict. In 2023, we completedthe relocation of the Anpon site that we had started in 2021. This is the culminationof a major relocation and environmental improvement process we initiated for bothAnpon and Sanonda in 2018.The Sanonda plant relocation which was completed at the end of 2020 andcommissioned in 2021, features two state-of-the-art regenerative thermal oxidizers,an upgraded biological wastewater treatment plant, and odor and noise control.Special attention was given to infrastructure that eliminates the risk of soil orgroundwater contamination. In 2023, we implemented sludge drying in Sanondaand Huifeng which minimizes hazardous waste disposal. Detailed investigationinto soil and groundwater pollution at the old Sanonda plant area is ongoing.The nal element of the Anpon relocation is the chlor-alkali facility which will beshut down by the end of 2025. Due to its signicant contribution to the company'scarbon footprint, ADAMA reconsidered its relocation. In Huifeng, the air emissionssystem was upgraded and a new regenerative thermal oxidizer was constructed.Local soil and groundwater remediation that was completed in 2022 was approvedby the local authorities in 2023.
Environmental Systems Being Implemented in Chinese Facilities
Waste typeEnvironmental systems
being implemented
SanondaAnpon
(Maidao)
HuifengWastewaterBiological treatment+++
Membrane ltration+++Waste gas treatment+++Air and OdorOrganized source treatment
by thermal oxidizers
+++Non-organized sourcetreatment by adsorptionsystem
+++Comprehensive organizedand non-organized sourcecapture system
+++HazardousWaste
Sludge dryer
+++Soil andGroundwater
Isolated oor and drainageditches surrounding workshopand facilities
+++
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Leading Sustainability Initiatives in China
We believe that company culture is just as inuential as environmental initiativesfor reducing our carbon footprint. To that end, we implemented several awarenesssessions with our people to:
? Improve awareness of energy-saving and carbon reduction for all our site sta? Communicate our energy-saving and carbon reduction policy and initiatives? Create a positive internal culture of supporting energy-saving and carbon reductionThe outcome for 2023 exceeded expectations. Absolute GHG emissions decreasedin China by an average of 16%.Steam and Refrigeration Systems OptimizationIn 2023, the steam and electricity generation units in Sanonda were upgradedto include VFD engines and heat conservation systems. This upgrade resulted insaving coal and a reduction of about 83,821 tonnes of CO2e. In Anpon, signicantelectricity was saved by adjusting the size of the refrigeration system for the re-retardant production unit, equivalent to 941 tonnes of CO2e. In Huifeng, optimizingsteam piping and equipment at production facility B50 saved steam consumptionequivalent to 2,123 tonnes of CO2e.GHG Emissions in Chinese Facilities (CO2e tonnes)Production site2022 carbon
footprint
2023 carbon
footprint
%ReductionAnpon427,330359,38716Sanonda631,532543,32014Huifeng128,44198,44723Total1,187,3031,001,15416
Absolute GHG emissionsdecreased in China by an average of16%
LookingAhead
? Expand the use of renewable energy? Increase use of hydrogen, a zero GHG fuel? Install additional CIP systems and expand our reuse of
wash-water to additional production sites? Expand use of the more sustainable 1L packaging inadditional markets: Europe, Israel, and South America? Expand the use of recycled plastic into new containers? Ensure all nonhazardous waste is reused or recycled
Our People andCommunities
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
OUR PEOPLEPROMISEAt ADAMA, we have a unique People Promise that places our people at the centerof our success. Our sense of community, our openness to conversation at everylevel of seniority, and our commitment to diversity, inclusion, and mutual respect,means that ADAMA people feel supported and safe. We encourage our peopleto take the initiative and challenge the status quo, and we are always happy tohear someone speak up with a new suggestion or better way to manage things.At ADAMA, the possibilities for growth and professional development are endless.At the same time, we expect a lot from our people. We challenge each other andourselves to keep improving, and believe that anything is possible, even when thegoing gets tough.We believe that this is what makes ADAMA more than just a workplace. It’s a placewhere people come to grow, to develop, to nd support, and to achieve their goals.Continuous Listening to Our PeopleWe have been listening to our people for over a decade through organizationalsurveys, and the insights we have received have enabled us to learn more about ourpeople's experience, as well as to better understand what we are doing well, whatwe can do better and the overall level of engagement. Our in-depth analysis ofthe survey results lets us ne-tune our eorts and deliver concrete and meaningfulactions to create change across the organization.We typically conduct a global employee engagement survey every two years, and2023 was the rst year the “Our Voice” survey was done as part of the SyngentaGroup. The survey reached a phenomenal 93% participation rate. The survey wasavailable via desktop and mobile in 30 languages, providing all our people, nomatter their role, seniority or location, the opportunity to share their thoughts andfeedback.
Globally, actions have been taken to address the feedback received, such as creatingmore transparency and clarity around decision making and providing tools andprograms to managers to aid them in giving more consistent feedback. For example,before our 2023 performance management process, managers across regions andfunctions participated in a workshop on the topic of “Delivering Eective Feedback”.In addition, all regions and functions conducted an in-depth analysis of their resultsand built a structured action plan addressing their selected areas of focus.We also designed a short pulse survey to gather feedback on our people’s experiencewith our Global Onboarding Hub and to measure their overall satisfaction withtheir onboarding experience three months aer joining ADAMA. The survey will belaunched in Q2 of 2024 in seven languages, with more languages being added.By creating an environment where our people feel heard and valued, we foster astrong company culture, improve business outcomes and increase productivity.
Various ADAMA regions run their ownengagement and satisfaction surveys.For example, ADAMA France participated in the“HappyIndex? at Work,” a benchmarking surveyon six topics, in conjunction with the Frenchnancial publication Les Echos. For the secondyear in a row ADAMA France was certiedbased on this process, indicating a high level ofemployee satisfaction.
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
FAIREMPLOYER
At ADAMA, we are committed to creating an environment in which everyone is treatedin a fair manner. We strive to support equal opportunities without discriminationin hiring, compensation, access to training, promotion, termination, or retirementfor all our people and employee candidates.ADAMA neither distinguishes nor discriminates on any occasion on any basis,including gender, race, sexual orientation, religion, nationality, age, disability,marital status, union membership, or political aliation. ADAMA is an activehuman rights supporter and fair employer.ADAMA complies with all relevant labor and employment laws in all countries inwhich we are active, including the payment of required minimum wage, or above.In many cases, we have established employment procedures and policies aboveand beyond the standards required by law.The conditions for employment at ADAMA are determined by collective agreements,personal contracts, or other arrangements, in accordance with the relevant lawsin our various countries of operations.Freedom of AssociationADAMA recognizes the right of our people to join trade unions, conduct collectivenegotiations, and enjoy all the rights available to them through their membership inthose unions. We have never restricted freedom of association, and we continue tosupport the process of collective negotiations that cover pay rates, working hours,certain benets, and other terms and conditions of employment. In 2023 we had1,383 employees in collective agreements (15.6% of total employees).
Human Rights
ADAMA is committed to protecting the human rights of all people. We place greatimportance on this value and view it as a cornerstone of our activities. We recognizethat we have a responsibility to respect human rights throughout our operationsand supply chain, and we are committed to upholding this responsibility. We willcontinue to review and improve our policies and practices to ensure that we areliving up to our commitment to human rights.ADAMA's Workforce
ADAMA's team decreased by 4% to a total of 8,872 employees. The decrease isdue to various organizational changes that occurred during 2023. At the endof 2023, 26 of our people were employed part-time, 18 of them are women.
7,7597,5059,1269,2088,87220192020202120222023
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Legal ComplianceWe see compliance with the Code of Conduct and applicable laws as everyone’sresponsibility. We invest great eorts into identifying and working with businesspartners who aspire to conduct their operations in a similar manner.Fair RemunerationADAMA provides our people with all the benets required by law, and in many casesabove the legal requirements. To help us dene criteria for salaries and benets,we conduct annual salary surveys (salary benchmarks), which help us evaluate thestandard for our terms and conditions versus the market in each country.This is especially prominent during the process of Fair Employment, our globalannual compensation review process. The benchmark survey focuses on parallelor similar industries around the world. Our goal is to provide remuneration that isequivalent to, or surpasses, that in local markets.
Anti-Harassment PolicyADAMA has a zero-tolerance policy for discriminatory, harmful, harassing, orhumiliating behavior toward our people, irrespective of religion, gender, race,nationality, age, or disability. We have established a clear policy against harassment,and we conduct training sessions to ensure the requisite respect toward one another.We place great importance on this matter and handle any complaint with immediateattention and the utmost seriousness. ADAMA acts in accordance with applicablelaws, relevant agreements, and the company’s Code of Conduct.
In 2023 there were23 cases reported to SpeakUp,
an internal condential free reporting system
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
HEALTH, SAFETYAND WELFARE
ADAMA strives for excellence in Health, Safety and Environment (HSE). Webelieve everyone is entitled to a safe and healthy work environment. To fulll thiscommitment, we strive to proactively address health and safety (H&S) risks, toidentify skill gaps, to implement advanced technology and to promote a safeorganizational culture. We set ourselves the goals of ZERO severe injuries, andthe reduction in total number of all injuries and their severity. For continuousimprovement in safety, we aim to manage leading indicators as well, such asencouraging reporting of unsafe conditions.Our commitment to our people's H&S is declared in ADAMA's Global HSE policyand supported by our Code of Conduct.
To enable sound governance of health and safety for all ADAMA’s people and sites,we have divided the topic into four key areas, and track KPIs for each. In 2023, wemade progress in each of the four areas, highlighted:
Leadership & Management
Managers at all levels became more involved on the shop oor by executingand reporting on safety tours, and in reviewing the insights from key incidents;launched a leadership and cultural transformation program with the executiveleadership team.
Behavioral & DisciplineEach site ran creative, proactiveactivities to increase their safety.
Infrastructure & TechnicalKicked o a machine safetyprogram to verify that ourmachines are safe and meetglobal standards.
Leadership
&ManagementBehavioral
&Discipline
Infrastructure
&TechnicalAdministration
&Documentation
Administration & Documentation
Initiated self-assessment andcross-site audit processes.
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Cultural TransformationLeadership ProgramIn 2023, we initiated a multi-year program to strengthen the safety and healthof all our employees, in collaboration with the global consulting rm JMJAssociates. The program focuses on engagement and accountability at all levelsof management.In Q4 2023, JMJ conducted a workshop with the Global ADAMA Leadership Team(GALT) led by two senior JMJ consultants and the global HSE team, focusing onthe need for cultural change and why ADAMA needs this program. In parallel, theyengaged in a thorough discovery process across ADAMA’s global workforce to gaina comprehensive understanding of the organization's current safety prole. Thisincluded a digital survey, to which 2,243 employees responded, and 96 in-personand remote interviews with employees around the globe.The outcome of this discovery stage will be communicated across the organizationand will guide the topics to be discussed within workshops which will be held withinADAMA’s regional oces and production sites. The overall goal is to increaseconversations and actions around safety moving forward. We expect the initialstages of this program to take around one year but expect to make a long-termcommitment to this cultural change over the next three to ve years.Nov. - Dec. 2023Q1 2024Q1-2 2024Q2 2024H2 2024 and beyond
Intro workshop with ExecutiveLeadership? Why we need this
transformation? Why now? Why you need to bepart of itDiscovery phase
Multi-day session withGlobal Leadership? Understanding your role in
safety transformation? Cultural leadership &
top-down culture change
Workshops withregional and GlobalOperations teams
Workshops withSite Management
Continue withcultural transformationactivities
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
HSE Management SystemIn 2022, we re-examined our entire approach to HSE and formulated a global uniedHSE management system, alongside a variety of tools for ongoing management,engagement, accountability, and continuous improvement. In 2023, we tookadditional steps forward to make our workplace safer for our employees byimplementing many new processes. A key process was the global implementationof a self-assessment tool to verify that the global safety standards we set in 2022are being adhered to at every production site. In addition, for the rst time weconducted cross-site audits to support certain sites with this new internal auditprocess.Site leading indicators and proactive activities include focus areas such as:
? Reporting of unsafe conditions? Reporting of near-miss incidents? Site manager's safety tour? Identifying and communicating about incidents with the potential to lead to SIF(Signicant Injury or Fatality)? Creative and proactive activities on site (beyond compliance)
Self-Assessment According to Global Standards
In 2022, ADAMA published 45 Health, Safety and Environment (HSE) standards(12 in process safety, 19 in occupational safety & health, 8 in environment, 6 ingeneral HSE). Each standard has 6-10 simple questions covering its scope and thatcan serve for self-assessment. The self-assessment was conducted by local HSEmanagers, providing real-time adherence level to the standards. This process willbe repeated on an annual basis to reect progress toward full compliance withADAMA HSE standards.As a result of these self-assessments, by the end of Q1 2023, we had a clear map ofhow each site measures up to the global standards, and every site started to workon a plan to close gaps. We expect that the 2024 self-assessments will show betterresults. Moreover, during 2024, we plan to conduct an asset criticality assessmentand establish a new Occupational Health standard.Self-Assessment Summary, Q1 2023
Standards adherence index:Green >80%Orange 60%-80%Purple <60%.
Site#1
Site#2
Site#3Site#4
Site#5Site#6Site#7Site#8Site#9
Site#10
Site#11
Site#12
Site#13
Site#14
Site#15
Site#16
AverageOccupationalHealth & Safety
72%49%71%96%83%86%90%47%59%81%55%39%85%79%81%75%72%
Process Safety84%39%71%97%73%72%63%60%64%85%36%77%66%73%74%76%69%Environmental79%56%70%81%83%83%64%73%83%85%43%54%87%82%95%60%74%
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Cross-Site AuditsCross-site auditing is a program that enables ADAMA’s HSE and operational leadersfrom one site to visit another site and perform an internal HSE audit according toour dened standards.The cross-site audit process helps build a unied and professional HSE communitywithin ADAMA. In addition, it turns all ADAMA production sites into one team thatsupports each other.The process gives HSE and operational leaders an opportunity to visit other ADAMAplants, learn more about the ADAMA organization, and adopt good practices fromtheir community members. The host site gains feedback from colleagues that helpit to identify opportunities to improve HSE performance.In 2023, the Global HSE team performed a workshop to certify HSE and Operationalleaders to be internal HSE auditors. The workshop was conducted in Israel, India,Italy, USA and Brazil.The cross-site audit covers 10 HSE topics: 4 in Occupational Health and Safety, 4in Process Safety and 2 in Environment. These topics are selected by the auditedsite, and usually cover areas where they excelled in their self-assessment. This givesthem feedback to help them improve on areas they may have missed and givesthe assessor a glimpse into how another site operates.The cross-site audit is conducted by two certied internal auditors and lasts 3-5days. In 2023, six of these audits were performed. People from Spain audited India;a team from Brazil audited Georgia, USA; another team from Brazil audited Mexico;the Mexican team audited Texas, USA; a team from Colombia audited Londrina,Brazil; and a team from Poland audited Taquari, Brazil.These cross-site audits enabled cross-cultural visits and gave many opportunitiesfor learning to both sides. Seven cross-site audits were postponed due to the conictin Israel and will be conducted in early 2024.
Machine Safety ProgramMachine safety was identied as one of the key risks for high severity injury andmarked as a focus area for 2023. All sites were required to perform risk mappingwith a specic tool (see below). As part of the training on the risk mapping tool,our HSE experts learned about the International Standard ISO 13857 - Safety ofMachinery. By mapping the risk, the site’s team gains a better understanding aboutwhich machines are most risky and the opportunity to make them safer. Duringthe risk mapping, the sites identied eight machines/systems at very high risk and135 high risk machines, 261 at medium risk and 293 at low risk.
Teams Traveled Far and Wide to Audit Colleagues’ Sites
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Management InvolvementIn the past, only some production site managers conducted routine tours to assesssafety. However, in 2023, we asked all site managers to personally perform a weeklysafety tour of their site, in addition to safety tours conducted by the HSE team,and to report on them. Overall, site managers performed 1,593 safety tours at theirsites. Many site managers performed more than one safety tour every week. Bydoing this, they gain more interaction with the shopoor employees and improveawareness of safety. ?Safety Tours by Site Managers
Machine Risk Levels
1. Low Risk Acceptable - No additional action required
2. Medium RiskAction required - Administrative control is acceptable
3. High Risk
Action required, prefer engineering controls - Production /operation manager can approve to work in this risk - Notifylocal Safety Manager
4. Very High Risk
Unacceptable - Stop using. Only site manager can approveto work in this risk - notify Global Safety
Site
Low Risk
Medium Risk
High Risk
Very High Risk
TotalSite 1471012Site 281816042Site 312100022Site 443108Site 50010010Site 640117058Site 739344077Site 81220014Site 971310131Site 1001410024Site 1162109Site 12754016Site 139961137180Site 1410001Site 151145020Site 164377530173
2932611358697
Site 1Site 2Site 3Site 4Site 5Site 6Site 7Site 8Site 9Site 10Site 11Site 12Site 13Site 14Site 15Site 16Site 17Site 18Site 19Site 20
Target (48)
4X12=48
Global HSE
*Does not include four sites (China and Lycored)
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Proactiveness and Creativity in Health and SafetyTo drive more HSE cultural changes, we encouraged each production site toproactively initiate six creative activities every year to promote a culture of Healthand Safety. Most leaders embraced this initiative, preparing inspiring activities onHSE with and among employees. The successful outcomes encouraged several ofthem to perform more than the requested six activities.Proactive Safety Activities Per Site
Site 1Site 2Site 3Site 4Site 5Site 6Site 7Site 8Site 9Site 10Site 11Site 12Site 13Site 14Site 15Site 16Site 17Site 18Site 19Site 20
Target (6)
Global HSE
In India, the team played engaging games, displayed an exhibit of PPE, andheld a SCBA set competition.
Safety WeekProactive Safety Activities
Celebrating Safety Culture on
World Safety DayOn April 28, United Nations’ World Day of Safety and Health at Work, wepublished a video of children of ADAMA employees sharing what they loveto do with their parents and why it's important to them that their parentscome home safely from work. The campaign was promoted on our internalcommunication channels to emphasize ADAMA’s strong safety culture, andit generated signicant engagement. Watch the video here >
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Celebrating Employee Health with Color
September was “yellow month” at ADAMA Brazil, to raise awareness for suicideprevention; October was “pink month” for women's health awareness; andNovember was “blue month” for awareness of men's health.
Hand Protection Campaign
At our Taquari production site, employees practiced everyday activities withone or both hands covered so they couldn't use them. This helped them deeplyunderstand how important their hands are and how critical it is to keep themsafe. Then, they all made handprints on a commitment to protect their hands.
Safety Monitoringand ReportingWe record and report each safety incident and perform in-depth analysis, sothat we are better prepared to prevent recurrences. We distinguish between thedierent levels of safety events, such as unsafe conditions, unsafe acts, near misses,and injuries; reporting all of them is important since they provide many learningopportunities. For the rst time, in 2023, we started reporting unsafe conditions asa separate category, resulting in a signicant number of observations: 16,646. Inmany cases, these are reported and then resolved immediately, however we stillconsider the reporting to be important. Our goal for 2024 is to increase reportingof unsafe conditions and near misses by 10% over 2023. Currently, the reportingsystems dier among the dierent sites, however in 2024 we expect to introducea unied eld reporting system.Recordable Injuries and Main HazardsOur lagging and leading indicators demonstrated signicant improvement in2023. Recordable injuries decreased by 30% compared to 2022: 48 injuries and aRecordable Injury Rate of 0.47.Our SIF (Signicant Injury or Fatality) cases went down from 7 in 2022 to 1 in2023, and the potential SIF cases from 13 to 6 cases. Our goal for 2024 is zero SIFand less than 4 potential SIF.
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Main Hazards from First Aid and Recordable Injuries
SIF and Potential SIF Cases
SIFPotential SIF
2022
2023
HazardChemicalHousekeeping&Infrastructure
HumanFactor:
Discipline,Lack ofAttention,
WrongBehaviorMachineryManual
Handling
WrongTechniqueHot / ColdLiquid orSurfaceFalling Object/ LiingHand ToolsFalling From
Height
ForkliOther
Recordable Injury Rate in Global Operations 2020-2023Year2020202120222023IRR - Injury Recordable Rate0.580.460.670.47Non-Recordable Cases
Year2020202120222023First Aid Injury702353108Near Miss & UnsafeConditions
2423261,0231,013**Near miss only. As of 2023, unsafe conditions are reported separately. 16,646 unsafe conditionsreported in 2023.
Safe Driving Online Trainings
Throughout 2023, every month employees in China received a short videotraining session about dierent driving safety topics such as parking, seatbelts, maintaining safe distance, and alcohol.
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Emergency Preparedness and Management
We have an orderly and comprehensive procedure that includes handling riskassessment, a plan for dealing with emergency incidents, preparation in termsof equipment, training, communications and more. The procedure applies toall ADAMA's sites and aims to protect our people and company assets fromrisks related to emergency events through instructions and a clear division ofresponsibilities.
LookingAhead
In 2024, we intend to make progress in all four HSE categoriesaccording to our work plan:
? Develop & implement a digital tool to support better HSEmanagement? Upgrade & focus on PPE requirements, HAZOP plans andLOTO program? Manage mechanical integrity through critical assessment review? Continue with safety culture transformation program
Our People’s Well-BeingWe give special attention to promoting the health and safety of our people withinthe context of a safe environment and employee well-being. Our focus is onempowerment, enablement, and engagement.We ensure that all our people have a safe work environment by:
? Enforcing anti-harassment - we take actions to prevent discrimination andharassment? Enforcing an anti-sexual harassment environment - we have a relevant ocerin place, and work to prevent, and take appropriate disciplinary action for, anymisconductIn addition, we ensure that our work environment enables work-life balance andsupports the personal and nancial well-being of our people. Some of our sitespromote new initiatives that address various issues, including physical and mentalhealth; safety culture development; job responsibility design; fun in the workplace;and more.Hybrid work of two days a week from home is accepted in many countries for rolesthat allow it.
During 2023, a variety of enrichment trainings were held for employees in Israel,at least every quarter. These training sessions oered tools and knowledgeon issues relevant to employees’ daily lives that are not related to their work.For example, a session was held on nancial literacy emphasizing tools forparents in nancial dealings with children. The insightful lecture, "Everyonehas it - parents, children and money," was delivered by a knowledgeableconsultant at ADAMA’s Airport City headquarters for any employee whowished to participate and learn.
Enrichment Trainings Beyond Work
Employee Assistance Program (EAP)
Our people’s many life events - whether predictable or unexpected - impact theiremotional, psychological, and social well-being, inuencing their thoughts, feelings,and actions. The Employee Assistance Program (EAP) is an independent counselingand resource service available 24/7 to all our people and their families in locallanguages. It provides condential access to professional counseling and helpfulresources.
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
LEARNING ANDDEVELOPMENTAt ADAMA, we know that achieving excellence requires the highest level ofprofessionalism alongside a robust company culture.Our Global Learning and Development (L&D) mission is to empower our peopleand leaders to drive their own career path, take ownership over their learning anddevelopment to achieve business goals, and enable both their success in theirpresent role, and to prepare them to take the next step in their career. We do thisby oering unique and varied programs, tools, and platforms to all our peopleglobally (located in over 50 countries, speaking more than 20 languages) andacross all professions from chemistry and agronomy, to marketing, commercial,law, nance, human resources, and more.2023 Focus? Building customized learning and development solutions and programs to support
our company strategy.? Investing in the development and growth of our leaders and Top Talent to support
them in reaching their potential and ensuring a strong succession bench for the
organization.? Nurturing an engaged and high performing organization through continuous
dialogue in the form of surveys, focus groups and ongoing dialogue between
managers and employees.? Empowering our people to enhance their professional contribution and upskill
their personal capabilities.? Nurturing a continuous learning and development culture.
Our consistent investment in the development and growth of our people is reectedin their sense of empowerment, engagement, and the retention of talents.
Employee OnboardingAt ADAMA we manage several onboarding and orientation activities to supportnew joiners to feel welcomed and get onboard to the organization, and to their role.
Global Onboarding Hub
Our Global Onboarding Hub is designed to provide a warm and welcomingexperience to ADAMA for new joiners and oers materials for hiring managers andPeople managers (i.e. HR managers) to conduct a smooth onboarding process. Inearly 2024 we expanded our Hub to eight languages (adding German, Polish andFrench) and we will continue to add more languages in 2024.We also added new modules on the topics of Sustainability, People Development,and Diversity, Equity & Inclusion. During 2024, we aim for 85% of new joiners tolearn from this Hub and will gather feedback to ensure continuous evolution ofour oering.
90% Employee Retention Rate in 2023
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Additional Onboarding Activities
1. Quarterly face-to-face orientation days at our Headquarters in Israel – in 2023
we achieved 80% attendance and extended the scope to include new joinersin our Chemical and Formulations R&D Labs, with 17 employees participating.
2. Role specic onboarding programs embedded in our global learning platform –
detailed online programs for Formulations R&D researchers, and 5 roles withinthe Global Regulatory and Scientic Aairs team.
3. Virtual onboarding sessions for new joiners to our People (HR) Community –
conducted 2-3 times a year.
Mandatory and Local TrainingOn a global level, our people are required to complete e-learning trainings addressingtopics such as ADAMA's Code of Conduct, health and safety, data privacy, sexualharassment, competition law, cybersecurity, respectful workplace and more. Thesetraining sessions are automatically assigned through our global learning platformat the required frequency, based on role and geographical location, to ensure thatwe remain compliant and meet all mandatory training needs across the globe.Role-specic mandatory training sessions are assigned to the relevant employees,covering topics such as sales, marketing, and process safety.
To strengthen our ability to promote the platform, monitor our progress throughclear metrics and empower our People (HR) teams, we have appointed, we haveappointed and trained Learning Edge Administrators across four regions (NA,EAME, APAC, LATAM).
More than 60% of our employees use our online learningplatforms available anywhere and anytime in over 25 languages
Holistic Learning Approach
At ADAMA, we encourage our people to embrace continuous learning througha variety of channels such as digital learning, podcasts, shadowing, coaching,workshops, etc. We work closely with our global L&D forum, composed of dedicatedrepresentatives across regions and functions to roll out our global programs, whilethey simultaneously assess their local needs and provide tailor-made opportunitiesto support their business.Learning Edge for Online Learningin the Flow of Work
In early 2024, we completed and launched a full technical integration of theSyngenta Group’s Learning Edge platform with ADAMA’s Spark platform, enablinga seamless, user-friendly digital learning experience. This marks a signicantmilestone in our journey turning Learning Edge into the main interface for digitallearning. It provides a true one-stop-shop for all compliance, internally developedcourses, and learning materials through external content providers (e.g. LinkedInLearning, getAbstract, McKinsey, TED, edX, GlobeSmart, Association of SupplyChain Management, etc.). We will continue to train our people across the globeon how to leverage the platform to best suit their needs and develop their skills.
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Creating a Strong and Eective Learning CultureADAMA Brazil aimed to evolve its people’s learning from passive to active andinteractive. Among other initiatives, they established a team of dedicatedambassadors, conducted 14 training sessions focusing on the platform’s benets,distributed micro-learning suggestions, recognized and rewarded Active Learners,developed customized learning paths, and created synergies with other initiativessuch as internships and performance management. As a result, Active Learnersincreased to 77% from just 3% at the beginning of the year.
Micro-Learning SuggestionsRecognitionDedicated Pathways Dedicated Pathways
Our Team in Brazil is TakingLearning Edge to the Next Level
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Mastering Learning Edge"IDR Beyond" Learning ProgramThe India team wanted to encourage growth and excellence at their FormulationPlant, however faced several challenges including lack of computer skills,low awareness of areas for self-improvement and initial reluctance towardsadopting a new platform. They conducted tailored sessions and curatedlearning pathways for all employees based on individual roles and goals,together with knowledge sharing sessions which enriched the collective learningexperience. Active participation drastically increased from 10% to 90% during2023.
Following an in-depth, bottom-up needs analysis process across all veteams within the IDR (Innovation, Development, Research, and Registration)department we curated, deployed and promoted a comprehensive customizedlearning and development plan within Learning Edge aimed at nurturingsynergies, empowering employees with the skills to integrate scientic datawith a business mindset, and developing leaders as coaches.IDR Beyond was built around three core areas: developing professional andtechnical skills and knowledge (Upscale Beyond), connecting our teams toeach other and to other parts of the organization through knowledge sharing(Connect Beyond), and growing power skills to boost performance (GrowBeyond). Throughout 2024 we will monitor and measure engagement withthe platform and participation in activities, focusing specically on knowledgesharing between teams and departments and interaction between globaland regional teams.Learning Plan in Learning Edge
Evaluation andAlignment of Skills
Sharing of LearningItems with Colleagues
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Leadership Developmentand GrowthThroughout 2023, leaders across all levels of the organization participated in variousleadership development programs, as well as coaching and mentoring processes.Our programs are developed in line with our Leadership Framework, and several areoered in partnership with Syngenta Group, promoting collaboration, networkingand the development of skills needed in today’s world of work.In 2024, we will launch a new 5-day leadership development program formanufacturing facilities’ plant managers (to be piloted in Israel and then rolled out inother global plants). We have also built the framework for a mid-level managementdevelopment program, focusing on core managerial topics such as managerialmindset and leadership style, managerial routines and business acumen, leadingchange and working with internal motivation, eective delegation and employeedevelopment.
Talent Mapping
Our annual “High-Performance: High Potential” (HiPo) mapping process takes placeamong our Leadership Community and their direct reports. The purpose of thisprocess is to assess our bench strength and support our high potential employees(HiPo’s) with creating Individual Development Plans, including a variety of learningopportunities through coaching, mentoring, and various training sessions.
We are committed to fostering growth opportunities for our people. Our internalmobility policy encourages and enables individuals to pursue a long term careerwithin our organization.We believe that it is in everybody’s best interest to provide full support to teammembers who want to grow and advance to a dierent role within ADAMA. Forthis reason, our internal mobility policy sets a clear priority for internal applicantsover external applicants for open positions at ADAMA. Aer working for two yearsat ADAMA, any employee may apply for a new position within the company.All relevant job openings are accessible through our internal career portal and arepublished two weeks prior to becoming publicly available.
Internal Mobility
32% of all open positions were
lled internally in 2023
LookingAhead
? Learning Edge Platform: Set goal that 90% of our people
should use the platform; 50% should complete learningactivities (excluding mandatory compliance courses); 10% ofemployees per region per month should meet the criteria of“Active Learners”? Monthly, structured monitoring of learning activity data to
inform decision making and measure return on investment97% of our people received a regular performanceand career development review during 2023
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
DIVERSITY, EQUITYAND INCLUSIONAt
ADAMA, we aim to create an engaging, passionate, and empowering environment,where all our people have equal opportunities to grow and thrive. We believe inthe importance of:
Diversity
We understand that each one of us is unique. Sometimes there arenoticeable dierences such as age, appearance, ethnicity, gender,and physical ability, and sometimes these are less visible such asbeliefs, values, educational and professional backgrounds, sexualorientation, or thinking styles.Equity
We recognize that we do not all start from the same place and mustacknowledge and adjust for these dierences.Inclusion
We are committed to treating individuals fairly and respectfully, inaddition to recognizing, respecting and valuing diversity. This kindof environment enables all individuals at ADAMA to create valueand contribute fully to the organization's success.In 2022, we committed to hiring a full-time global DEI resource, and in early 2023we hired a new team member to ll that role. This global leader brought new vision,strategy and execution to ADAMA’s DEI eorts and is building the foundation toembed DEI deep into the fabric of ADAMA; these eorts are already having ameasurable impact.
ADAMA's DEI Purpose:
We strive to better the lives of all our people at ADAMA
and enable them to ourish when we embrace dierences,
value inclusivity, show respect to all, ensure equity and
empower authenticity.
PromotingequityCreating theorganizational conditionsto promote equity
ImpactingcommunityEnriching the lives ofothers while embracingdiversity within localcommunities
EmpoweringpeopleEnabling an inclusiveworkplace whichsupports our people’sdevelopment andpersonal growth
Eliminatingbiases
Promoting our people’spsychological safety byincreasing awarenessof biases and oensivebehaviors
Our DEI Purpose comes to life through four main pillars:
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
DEI GovernanceIn 2023, DEI champions were appointed in each ADAMA region, and each isresponsible for setting and achieving DEI objectives, and reporting to the globalhead about their progress and with suggestions and ideas. This new network iscommunicating attitudes and concepts internally, encouraging a culture of DEIawareness and managing DEI issues.These important steps establish structure and governance to DEI across theorganization, fostering an environment that is conducive to equality, diversity,and inclusion. DEI is growing organically within every region, under the supervisionof an accountable individual.It takes a long time for new concepts and culture to become entrenched in anextensive, global organization like ADAMA. The commitment and cooperation ofregional managers to promote DEI, as well as that of the CEO and central leadership,is crucial to its DEI success.
DEI Organization in 2023
Global DEI leaderHead of People & OD
Head of People & ODEVP People
EVP PeopleCEO
CEO
North America DEI ChampionPeople Business Partner,US and Canada
| North America DEI ChampionPeople Business Partner, US and Canada | Latin America DEI ChampionHuman and Organizational Development Manager, LATAM |
EMEA DEI Champion
Talent Acquisition Manager,
EMEA
| EMEA DEI ChampionTalent Acquisition Manager, EMEA | APAC DEI ChampionPeople Director, APAC |
China DEI ChampionPeople Business Partner, China
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
DEI PolicyADAMA revised its DEI policy in early 2024 to bring it in line with Syngenta Group’spolicy, and to bring it up to date with current thinking around diversity, equity, andinclusion, and help foster a culture of DEI throughout the company. The policy wasapproved and signed by Syngenta Group’s Global Leadership Team. The updatedpolicy includes:
? Clear and consolidated denitions, ensuring transparency for all ADAMA people? Dened areas of responsibility for people in dierent levels within the organization? Highlights of diverse and fair recruitment practices, emphasizing the importanceof actively reaching out to ensure a diverse employee population.View the ADAMA Group's Diversity, Equity and Inclusion Policy>>
Increasing Awarenessof DEI
Raising awareness is a central part of creating an inclusive environment whereeveryone feels respected, valued, and empowered to contribute. In 2023, multipleinitiatives were carried out to promote understanding, feedback, mentorship, andcollaboration in order to celebrate diversity and promote inclusion.
DEI EducationIn 2023, the Compensation and Benet team led a workshop on the topic of“Equal pay for equal work,” which was attended by all ADAMA managers acrossthe world in nine sessions, with 157 participants. The workshop raised awarenessaround ensuring that people who do the same job should be paid the same amount,regardless of age, gender, orientation, religion, or any other personal dierences.It also helped inform managers about ADAMA’s pay policies.A session on “the Fundamentals and Benets of DEI” was run by the global head ofDEI for more than 90 managers in the APAC region. The session exposed them to DEImaterials and thought processes, including vital issues in the realm of gender-basedstereotypes and DEI fundamentals. In addition to encountering these concepts in aformal way, each manager is now committed to sharing them with their own teams,which widens the impact. This gradual but insistent push for greater awareness iswhat will create lasting change in ADAMA’s culture and mindset.In the same vein, we introduced DEI Moments. Moments are already an integralpart of ADAMA’s ethos, serving as a short burst of education before regional andfunctional management meetings or any meeting of more than 10 people. Forexample, “Safety Moments” reinforce matters of health and safety. Now, leadershave access to pre-packaged short presentations, which they can quickly absorband then communicate to their listeners as a DEI Moment. These Moments helpto embed awareness of DEI concepts across the company.
During 2023, DEI Moments were shared within
13 management meetings, with 225 participants.
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Internal DEI Landing Page
In September 2023 a new dedicated page for DEI was unveiled in the ADAMAZoneportal, which serves as a centralized DEI resource hub for all ADAMA employees toenable them to play an active role in the company’s DEI journey, and to celebratethe achievements of people who have been instrumental in championing DEI inADAMA.The page includes:
? Short training sessions to increase awareness about various DEI issues? Inclusive calendar that shows the dates of holidays and special days for diverse
religions and cultures? Blog about DEI matters of interest that is updated regularly? DEI Toolkit with training resources for any manager in any region to lead workshopson DEI topics such as enhancing empathy in leadership, recognizing mental distressand fostering DEI in the workplace, breaking stereotypes, and neurodiversity.In its rst week, the landing page had 434 viewers, and many more have accessedit since then, and new materials are constantly being added.The new online resource hub gives shape and structure to ADAMA’s eorts towardsbuilding a truly inclusive culture, by providing employees with information aboutthe diverse cultures represented across ADAMA’s global workforce, and oeringa conduit for feedback and cross-cultural communication that makes employeesfeel heard and valued.
Religious Holy Day Awareness
To help people of all religions feel comfortable and valued at ADAMA, factsheetswere prepared about seven holy days for ve religions that are heavily representedin our workforce. These guidelines – distributed to all ADAMA’s People managersand HR partners – include information about each special day, its religious andcultural elements, and how our people can mark the day for those who observe it.Besides the creation of a more inclusive environment, this initiative encourages theattitude of curiosity and a mindset of constant learning without judgment that isa vital element of ADAMA’s DEI journey.Age DiversityAt ADAMA, age is not a factor in hiring decisions, remuneration, nor promotion.The company believes that diversity regarding multiple parameters, including age,is important for the quality of work and the overall working environment.Employees Over 50 in Workforce and in Management Roles
2020202120222023% employeesover 50 inmanagementroles
% employeesover 50 inworkforce
25.6%
38.5%
30.8%
40.4%
30.6%
38.4%
31.4%
39.3%
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Gender DiversityADAMA places great importance on encouraging the employment of women in allroles across the company and recognizes the need to increase the percentage ofwomen in the workforce. Wherever possible, we have established a policy of exiblework hours to enable our people to balance their work hours and family time. Wealso enable our people to do some of their work from home.
Pay Gap
Our salary gap data indicates a positive trend of improvement along with apreference for women in some levels.Gender Salary RatioRatio of end of year basic salary andremuneration of men’s base salary, dividedby women’s base salary in USD, by level2020202120222023 Top Management109%112%108%100% Senior Management 105%114%119%120% Middle Management 97%93%95%101% Non-management 76%72%75%72%The ADAMA Group, as required by Israeli law, publishes a salary analysis accordingto the type of employment contract, internal rank, eld of activity, seniority andemployee groups. View the Equal Pay Report
Women in Our Workforce and in Management Roles
2020202120222023% inmanagementroles
% inworkforce
24%
24.6%
24.4%
25%
24.9%
23.9%
25.1%
24.7%
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
In October 2023, ADAMA Brazil held its rst ever Diversity Week, on the themeof “Empathy that Generates Awareness.” The Diversity Week included a rangeof events that fostered genuine engagement and unity among ADAMA Brazil’speople, bringing together hundreds of people and fostering engagement.Employees shared personal stories and joined together to learn about bias,discrimination, and inclusivity through presentations, quizzes and otherinteractive activities.To raise awareness on these topics, informative materials about unconsciousbiases, ageism, racial discrimination, and homophobia were disseminatedon the company’s social networks and in public areas, and an online learningprogram about Diversity, Equity, and Inclusion was launched.
In ADAMA Brazil, our leadership team noted that women are still a minorityin leadership positions within the broader agro-tech industry and among ourclients. To address this imbalance, in 2023 we created Entre Elas, a two-dayevent that brought together 30 female CEOs and executives from agribusinessesthat are part of ADAMA Brazil’s SOMAR customer loyalty program.Female leaders were able to network with each other, share information andexperiences, and participate in further training to help them strengthen theirteams and their business sustainability. Our goal was to empower women torealize their potential for growth and based on the 100% positive feedbackthat we received, the event was highly impactful.Following its outstanding success, the city of Londrina recognized ADAMABrazil’s impact on the city and agribusinesses with an award of appreciation.Jo Martins, Director of People and Culture at ADAMA Brazil, also received theOutstanding HR award from the State of Paraná, as a mark of esteem for theevent’s assistance to women business leaders.
Inaugural Diversity Week
Entre Elas Event for FemaleAgribusiness Leaders
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Advancing Gender Diversity in Field Sales:
Empowering Women in India
ADAMA India established a goal of bringing more women to its eld sales team,aer its success the previous year in recruiting women for its production packingline and engineering roles. In 2023, women began enrolling as trainees in eldsales. Since then, the program has yielded tangible results, with three womennow actively engaged in eld sales operations. Looking ahead to 2024, weplan to expand female hiring in this pivotal function. Our objective in India is toachieve a gender balance of 20-25% women in eld sales, a goal that reectsour dedication to fostering an inclusive culture in a challenging environment.
Since 2020, ADAMA has collaborated with Co-Impact, a non-prot dedicatedto integrating Arab employees into Israel's economy. In 2022, ADAMA exceededour goal by recruiting four new employees from the Arab community. Continuingour commitment, in 2023, we hosted a seminar for early-career engineersfrom the Bedouin community, showcasing career opportunities within thecompany. Key stakeholders from ADAMA, including the Neot Hovav plantmanager and our global DEI manager, participated along with representativesfrom Co-Impact and the Siraj Association, a non-prot aimed at advancinghigh-tech in the Bedouin Community. This initiative underscores ADAMA'sdedication to fostering inclusion and bridging communities by providingmeaningful employment opportunities for the Israeli Arab society.
Promoting Gender Diversity in IndiaFostering Arab-Israeli EmploymentOpportunities at ADAMA
Honoring Women’s ResilienceADAMA India recognized and honored the achievement and contribution ofwomen employees engaged in various functions by arranging a trip to the world’stallest statue, the Statue of Unity, followed by a gala dinner on InternationalWomen’s Day. As part of our commitment to equal opportunity, we haveestablished a daycare facility at the formulation plant for working parents.
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Following the October 7 attack in Israel by the Hamas terrorist organization andthe ensuing war, our priority has been to ensure the well-being and safety of our1,500 employees and their families in Israel, supporting our farmer customers tomaintain vital agriculture, and the communities most aected by the war.
Helping ADAMA PeopleWith our headquarters in Israel, October 7 had an immediate and direct impacton many of our team members: some lost loved ones or had family memberskidnapped to Gaza; some had to be evacuated from their homes due to rocketdamage or safety concerns; many people – or their spouses or ospring – weresuddenly plucked from their day-to-day life and recruited for military reserve duty;many more experienced diculties – both physical and psychological – due to thetraumatic nature of the events. And of course, through it all, we needed to ensurebusiness continuity, to keep producing our essential products and providing cropprotection solutions.Our People Business Partners and direct managers have stayed in close touch withour people who were and still are being aected by the war, taking care of them,listening to what they need and ensuring that they get it. ADAMA sees itself asmore than just a workplace, in essence we are an extension of their family.Our people professionals and other team members immediately mobilized toinitiate activities such as:
? Establishing an emergency fund of 150,000 USD, nanced by voluntary employeecontributions of cash and vacation days that were matched by ADAMA. Thefund has so far supported more than 50 people who were aected by the war, byallocating vouchers for food, clothing and electronic devices, mental healthcaretreatments, funding home fortications and more
? Providing workshops on dealing with emergency situations? Opening a rapid response help line for psychological support? Delivering crucial equipment to our people’s military units such as eld showers,lighting xtures, mattresses, kitbags, etc.? Delivering gi and food packages for evacuated families, families of enlistedtroops, and the troops, with drawings and greetings from our people’s childrenThese comprehensive support programs demonstrate a genuine commitment toour people's well-being; ADAMA is more than a workplace, we truly care.
Supporting Our People, Farmersand Communities in Israel in Wartime
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Supporting FarmersThe events of October 7 had a signicant impact on Israel's agricultural industry,pushing it into one of the most severe crises in its history. One of the immediateeects of the war has been a serious shortage of labor across all Israeli farms.At ADAMA, agriculture is who we are, and farmers are our immediate partners. Inlight of this, we have extended our hands to assist wherever possible, encouragingour people to volunteer in agriculture and making it an easy choice for them.In these dicult days, the value and importance of getting involved, our winningspirit, and the kindness demonstrated by our people is what brings us together.Read more about our volunteering in agriculture in the communities chapter.
Investing in Communities Aected by the WarThe shocking nature of October 7 propelled each of us to evaluate what is important,and to look for ways to help. At ADAMA, we sought a way to support those mostaected by the war that would be both meaningful for them and would resonatewith our mission.We spent several months early in the war engaging in dialogue with dierentcommunities in southern Israel, in the area near the Gaza border, and the northernborder, speaking with residents, NGOs, and ADAMA people who are directlyconnected, with the goal of better understanding their needs. The result of thisprocess was the creation of a scholarship fund to nance academic degrees inagricultural studies for residents of these towns. For more information about thisfund, see our communities chapter.
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
COMMUNITYRELATIONSAt ADAMA, we believe social responsibility is an inseparable part of our business.This means we continuously listen to our stakeholders, communities, and partnersto deepen our understanding of their needs. We design programs and initiativestogether, using our combined capabilities, strengths, and resources. As a result, ourprograms are built on rock-solid foundations, ensuring long-lasting relationshipsthat have a positive impact on our communities and our people.
2023 Community InvestmentsADAMA donates at least 1% of our prot before tax each year. In 2023, ADAMAdonated 2.1M USD.Our social investments are mainly in our key regions: Israel, India, Brazil and NorthAmerica. However, we encourage and support local community activities in everycountry in which ADAMA operates.Monetary donations2.1M USDVolunteering hours4,991*Employee engagement45%*
* Measured only in Israel, we are currently working on designing a global tool for reliable data collection
Community Relations Policy and StrategyOur policy implementation guidelines are based on six key principles:
Alignment withADAMA's core business
We aspire to align our investments with
the company’s core business areas.
Long-term partnerships
with potential forindependent continuation
We accompany our social partnersfor a period of at least three years toincrease the impact of our investments,
while encouraging their independent
continuation.
Employee engagement
We prioritize projects that allow ourpeople to volunteer or mentor. It is a win-win situation where both our people and
communities benet.
Geographical focus& multi-sectoral partnershipsWe prioritize projects in the areas
surrounding our sites (globally).Our programs are usually basedon multi-sectoral partnerships that
include governmental, NGO, and
business sectors.
Measurable impact
We emphasize measurement andevaluation of our strategic programs to
ensure they meet the set goals.
Contribution to thecompany's reputationWe choose projects that have a positiveimpact on our reputation and create a
sense of pride amongst our people.
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Our strategy focuses on three main pillars, two of which are aligned with our corebusiness, promoting educational programs in chemistry, and educational andawareness programs in agriculture and sustainability (60% of our budget). Theseprograms are considered strategic community relations projects. The third pillarchanges according to the needs of our local communities and addresses a widerange of challenges in the elds of health, culture, welfare, and more (40% of ourbudget), and typically includes an element of employee engagement.
Strategic CommunityRelations ProjectsPromoting Science and Agriculture StudiesWe strive to educate and nurture the future generation of sustainability-orientedscientists, with a focus on chemists and agronomists. Over the years, we havecollaborated extensively with leading academic institutions to promote excellenceand encourage chemistry and agronomy studies. ADAMA leads, funds, and supportsvarious programs, from their ideation process to their execution. We also facilitatetraining, mentoring, on-site visits, steering committees, and more.Through these programs, we instill curiosity in these elds and empower studentsthroughout their studies, with the aim of strengthening the chemistry and agronomysector with an eye towards sustainability.We also understand the importance of educating young people about where ourfood comes from and the challenges of growing crops. By rolling up their sleevesand digging their hands in the soil, we help children discover the world of agriculture,connect them to nature, and promote values of sustainability.ADAMA has initiated several programs focusing on educational activities, scienticexperiments, and agricultural volunteering, emphasizing the value of work, mutualresponsibility, and love of the land. We know diversity drives creativity, so theseprograms focus on reaching a variety of sectors within the vibrant and multiculturalfabric of our society.
Supporting theNeeds ofNeighboringCommunities
Promoting leadership inwelfare, health, education,
culture, and excellence
EducatingFuture Chemists
Strengthening thechemistry sector
Agriculture,Sciences, &Sustainability
Programs
Promoting agriculturalawareness and education
40%60%
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"Sowing Seeds of Science"ADAMA's Scientic Research Greenhouses
“Sowing Seeds of Science” was initiated in 2013, as part of our vision of promotingadvanced agriculture by investing in educational infrastructure.Over time we have invested more than 750,000 USD in three educational farmsin Ashdod (2013), Be'er Sheva (2014), and Lod (2020). Our investment focused onbuilding state-of-the-art facilities, which include scientic research greenhousesand digital classrooms, and developing unique educational programs. Thousandsof school students visit the three farms each week, experimenting with scienticresearch under the supervision of the educational sta, experts from the academicworld, and our people who volunteer there regularly.In 2023, we added new professional content to include aspects of precisionagriculture, healthy nutrition, sustainability, and more.
Promotion of Science Studieswith Practical Internship at ADAMA's R&D Facility
In 2023, we launched a project in collaboration with Ben-Gurion University in theNegev to promote PhD studies in exact sciences and chemical engineering. Eachyear, we will award two scholarships which will include practical exposure to theagrochemical industry and research experience at ADAMA’s Global R&D center inIsrael. The rst two scholarships were awarded in 2023.Scholarship recipients must complete an internship of approximately eight hoursbi-weekly (over an academic year) at our global R&D facility in Neot Hovav, whichgives them invaluable industry experience. A researcher from ADAMA accompaniesand mentors each student throughout their internship.
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Cultivating a New Generationof Farmers in Communities Aected by War
Aer extensive research into the most eective way of supporting communitiesaected by the war in Israel, we established a 1 million NIS (270,000 USD) scholarshipfund to nance academic degrees in agricultural elds for residents of the vulnerablecommunities on the Gaza and northern borders.The new program includes funding for full scholarships for approximately 25academic degrees in the Faculty of Agriculture, Food, and Environment at theHebrew University located in Rehovot. Each scholarship, costing about 40,000NIS (11,000 USD), includes full tuition for a rst or second degree for a student whointends to establish a career in agriculture.The fund was established to support agricultural communities aected by theconict and to help secure the future of the agricultural sector in Israel.
Sustainable Energyfor Local School
ADAMA Chile donated to the Valle del Elqui Rural Agricultural School for at-riskchildren, to enable the school to nish implementing a new solar-powered energysystem. The school now saves the equivalent of 270 USD per month on sustainableenergy generation and operates an irrigation system for four hectares of experimentalagricultural plots.ADAMA Chile will continue to support the school with training about sustainableagriculture, ecient use of water resources, the safe use of agrochemicals, IPM,and machinery calibration.
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"Science on Wheels" Promoting Science Educationwith the Bedouin Community in Israel
In 2021 we initiated a unique project to promote the study of science withinlocal Arab communities neighboring our sites in Israel. "Science on Wheels",which operates in the small Bedouin town of Kuseife, is an educational programwhich provides STEM education for 7th, 8th and 9th graders in state-of-the-artlaboratories. It also incorporates face-to-face meetings with our employees fromthe Arab society, who share their career experiences. In a series of 30 interactivesessions, the children are exposed to new academic subjects and empoweredto consider new learning and career paths that they probably would not haveconsidered in the past. Every year more students get involved, and what started as80 in 2021 grew to 150 in 2022, and in 2023, due to the program’s great success,we expanded to 240 students.
Continuous Eorts to IncreaseAwareness Around Environmental Health
ADAMA India has been involved in several initiatives to increase awareness aroundenvironmental health. On World Environment Day, the formulation plant planted100 trees and distributed reusable jute bags to help reduce plastic consumption.We continue to promote Prime Minister Modi’s LiFE (Lifestyle For Environment)Initiative to encourage mindful and deliberate utilization of resources. We regularlycompost our food and water to convert it into fertilizer for our landscape area.We celebrated National Energy Conservation Day (Dec. 14) by pledging to contributetoward energy conservation strategies. Our employees also shared energy savinginitiatives they have taken at their homes through videos, along with suggestionsfor improvement.
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Employee Engagement andCommunity Relations ProjectsEmployee engagement through volunteering is a core value at ADAMA. We believeengagement creates a sense of fulllment, motivation, and pride for employees.Our volunteers are our ambassadors and a strong force for good. That is whywe design a wide range of volunteering opportunities to ensure things get donewith energy and enthusiasm. In this section we showcase a small selection of ourvolunteering activities.
ADAMA supports volunteering during work hours.In 2023 our people (in Israel) invested4,991 hoursin volunteering activities.
Our People Supporting Farmersin Times of Crisis
Following the massive attack on October 7th, Israeli agriculture was thrown intocrisis. Some farmers were killed or signicantly injured. Others were mobilized formilitary service. Furthermore, Israel's farming relies heavily on foreign workers, whowere also directly aected by the brutal onslaught – some were kidnapped and/orkilled, and most of the rest ed the country. This le farms without the necessaryworking hands, and there was - and still is - an urgent need for agricultural produceto be harvested, livestock to be cared for, and various other tasks that simply hadno one to do them.ADAMA, a company whose foundation lies in agriculture and whose farmers areour immediate partners, sought to lend a hand and assist as much as possible.Over the course of four weeks, more than 400 (one-third of our people in Israel)of our committed people woke up extremely early and headed to farms all overthe country to pick tomatoes, persimmons, and citrus fruits, clear dry branchesfrom lemon trees, and harvest jojoba, ensuring farmers could continue producingfood and would not lose their livelihood. In addition to building our team spirit, thisvolunteer activity helped ensure that the Israeli agriculture industry continued tooperate and that agricultural produce did not go to waste.
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Engineering Week
Employees from ADAMA Agan and Makhteshim participated in “Engineering Week”at the Sami Shamoon College of Engineering in Ashdod and Be'er Sheva. Theweek included a wide range of activities including lectures, workshops, seminars,exhibitions, a nal project conference, and a ceremony awarding scholarshipsfrom ADAMA to outstanding students from the chemical engineering department.Throughout the week, our people attended the students' project presentations,served as mentors, and participated as judges of the hackathon competition.
Instituto ADAMA:
Bringing the Imagination House to Life
Instituto ADAMA has been oering courses and recreational activities to youngpeople from the areas surrounding its factories for decades. In 2023, the marketingteam revitalized the "Imagination House," transforming it into a playful space forsix- to nine-year-olds. 45 ADAMA people dedicated themselves to renovating thespace, investing over 780 hours and contributing 1,000 USD for materials to improveits infrastructure and equipment. This initiative impacted 120 students, providingthem a place to enhance their cognitive development through play. 111 ADAMApeople volunteered at Instituto ADAMA in 2023 throughout the year, helping assistmore than 300 children and teens.
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Recycling Plastic forAccessible Beaches
Our people in Costa Rica actively participate in local non-prot organizationDonatapa’s project to collect plastic drink caps. Donatapa recycles the caps intoplastic wood and uses it to make beaches accessible to visitors with disabilities.In 2023, we collected around 30 kg of plastic. Next year, we will also collect othertypes of plastic to increase our contribution to environmental sustainability anddouble last year’s amounts.
Promoting Food Securitywith Fresh Produce
Employees at ADAMA US in North Carolina continued their involvement in the localInter-Faith Food Shuttle in Raleigh, NC, which grows and distributes fresh produceto feed local children, families, and seniors who are food insecure.ADAMA people donate their time and resources, including regular visits to thefarm to harvest vegetables and fruit, clean and sort them, and package themfor distribution. With their help, the Inter-Faith Food Shuttle project reduces foodwaste, improves access to fresh, local produce, and reduces its carbon footprintin preparing the food for distribution.
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
National Girls' Week:
“The World Needs You”
More than sixty ADAMA women, from allour Israeli sites, participated in “Israeli GirlsWeek 2023,” organized by the local NGO“Shavot” (“Equal”). Seven teams gaveinspiring lectures to thousands of students– of all genders – at schools near our sitesin Be'er Sheva, Ashdod, Lod, Yehud, Modiin and Gan Yavne.The project was accompanied by a campaign on social media with the participationof our volunteers, as well as a special project with leading women from variousindustries. The program’s theme this year was “The World Needs You,” highlightingthe importance of women in Israel during the October 7 war, showcasing women'sbravery and demonstrating the changing gender discourse.
SupportingDigital Education
The Government of India launched various programs to promote digital education,but schools in rural areas mostly lack the infrastructure, devices, and teacherstrained to take advantage of them.We adopted four local schools where we established digital labs, provided classroomequipment, digital devices, and necessary accessories, and hired qualied teachersto educate the students for their digital future.Our involvement beneted over 36,000 families, received national recognitionas a “Best CSR Initiative,” and equipped students to pursue their dream careers.
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Partnership with YedidimSafety Organization
In 2023, ADAMA established avolunteer program with 'Yedidim'(friends), an organization thatprovides 24/7 rst responder (non-medical) roadside assistance freeof charge in elds such as: jump-starting cars, assisting with tirechanges, unlocking locked cars,transporting and distributingequipment, and more. Thepartnership with Yedidim wasestablished through involvementand dialogue with several of ourpeople who proposed joining theorganization and promoting thisactivity with them.Specialized sessions were held to train ADAMA employees in Be'er Sheva andAshdod as Yedidim responders, and personal equipment kits were acquired forthe volunteers. Our people participated actively in the organization's call centerand served as emergency responders. The volunteers - among them workers andmanagers - came from various departments such as manufacturing, supply chain,operations, safety, and engineering.Our people continued volunteering with Yedidim throughout the period of the warand are committed to assisting and supporting wherever necessary.We expect to continue this activity in 2024 and may expand the number of volunteersand open an additional training session for ADAMA Yedidim responders.
LookingAhead
Our goals for the future remain the same as last year, andwe are making progress on them:
? Implement a global volunteering framework to ensureeach ADAMA employee volunteers at least once a yearby 2030.? Short-term KPI: 50% - 70% employee participation involunteer activities.? 3-year plan: Build a community program in 10-15 of ourbiggest countries/production sites.? New impact measurement and evaluation methodology.
OurGovernanceand Ethics
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
OURCORPORATEGOVERNANCEStrong corporate governance, based on the principles of professionalism, leadership,accountability, and transparency, is an integral part of our core values. We regardit as a critical aspect of our sustainable growth and value creation. To uphold theprinciples of corporate governance, we have adopted a Code of Conduct, amongmany other initiatives, which applies to all our people and stakeholders and isstrengthened by various internal programs.Since June 2020, ADAMA Group has been a distinctive member of Syngenta Group,a world leader in agricultural inputs, spanning crop protection, seeds, fertilizers,additional agricultural and digital technologies, as well as an advanced distributionnetwork in China (“Syngenta Group”). As of August 2021, following the merger ofChemChina and Sinochem, two large economic conglomerates and State-OwnedEnterprises with extensive operations in China and around the world, SyngentaGroup, and as a result the ADAMA Group, are ultimately controlled by SinochemHoldings.ADAMA Ltd. is traded on the Shenzhen Stock Exchange and manages ADAMAAgricultural Solutions Ltd., a wholly owned subsidiary headquartered in Israel.ADAMA Ltd. also manages and wholly owns ADAMA Anpon (Jiangsu) Ltd.
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Our Corporate Ocers
*
Steve Hawkins
President and CEO
Florian Wagner
EVP Portfolio &
Innovation
David Peters
EVP Asia Pacic
Efrat Nagar
EVP CFO
Jake BrodsgaardEVP North America
Sergio Dedominici Paz
EVP EAME
Ruthie Zeltzer
EVP People
Gigi-Anne Hoh
Chief Legal Advisor
to the CEO andManagement (external)
Romeu Stanguerlin
EVP LATAM
Elad Shabtai
EVP Formulation Supply
Bruce Morris
EVP AI Production
An Liru
EVP China
Oriella Ben Zvi
Head of Sustainabilityand Corporate Aairs
Sammy Leibowitz
Head of TransformationDelivery and Chief of
Sta
* Accurate as of April 2024
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Board of DirectorsMember of the BoardDescriptionBoD ADAMA Ltd.BoD ADAMA SolutionsHengde QinMr. Qin, age 54, serves as a director of both ADAMA Ltd. and ADAMA Solutions, and has
been presiding as the Chairman of the Board of ADAMA Ltd. since December 2023.Mr. Qin is also the CFO of the Syngenta Group. Prior to his current role, he served as theChief Human Resources Ocer of the Syngenta Group, and before that was the Presidentof Syngenta Group China. Mr. Qin holds a bachelor's degree in engineering from the EastChina Engineering Institute of Technology. He also holds a master's degree in industrialengineering from Huazhong University of Science and Technology, and an MBA from theChina Europe International Business School.
Chairman of theBoard of Directors
Director
Liu HongshengMr. Liu, age 59, serves as a Director of ADAMA Ltd.
Previously, he served as the president of Syngenta Group China, the Chairman of bothSinofert and Jiangsu Yangnong. He is currently a senior adviser of production andoperation of Sinochem Holdings. Mr. Liu holds a Bachelor Degree of Philosophy fromPeking University and MBA degree from Shanghai Maritime University.
Director
Steve HawkinsMr. Hawkins, age 58, presides as the President and CEO of both ADAMA Ltd. and ADAMA
Solutions, as well as the Chairman of the Board of Directors of ADAMA Solutions as ofMay 2023.Mr. Hawkins holds a Diploma in Agriculture and an MBA in Agriculture and Food, bothfrom the Ontario Agricultural College at the University of Guelph in Ontario, Canada andhas a bachelor’s degree in administrative studies from Toronto’s York University.
President and CEOPresident and CEO,
and Chairman of theBoard of Directors
An LiruMr. Liru, age 54, serves as a Director of both ADAMA Ltd. and ADAMA Solutions, and
as Executive Vice President, ADAMA China. Mr. Liru holds an MBA, an MSc in chemicalengineering, and a BSc in applied chemistry, all from Nanjing University.
DirectorDirector
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Member of the BoardDescriptionBoD ADAMA Ltd.BoD ADAMA SolutionsGe MingMr. Ming, age 72, serves as an independent director of ADAMA Ltd. He holds a master’s
degree in western accounting, and he is a certied public accountant in China as wellas Australia. He previously served as the Chairman and Chief Accountant of Ernst &Young Hua Ming Certied Public Accountants Firm, and as the Managing Partner, ChiefAccountant and Senior Advisor of Ernst & Young Hua Ming Certied Public Accountants(special general partnership).Mr. Ming currently serves as an independent director on the board of directors of AsiaInfo.He also currently serves on the supervisory boards of the Bank of Shanghai, Bank ofSuzhou, and Tencent Foundation, and serves as the Executive Director and GeneralManager of Beijing Huaming Fulong Accounting Consulting Co., Ltd.
Independent Director(Member of theAudit Committee,NominationCommittee,RemunerationCommittee, andStrategy Committee)
-
Yang GuangfuMr. Guangfu, age 54, is currently a professor, doctoral supervisor, Deputy Director of the
Academic Committee of the Central China Normal University, Director of the National KeyLaboratory of Green Pesticide, Director of International Joint Research Center for IntelligentBiosensor Technology and Health, and Director of the Pesticide Engineering ResearchCentre of Hubei Province. He holds a PhD in pesticide science.
Independent Director(Member of theAudit Committee,NominationCommittee,RemunerationCommittee, andStrategy Committee)
-
Erik FyrwaldMr. Fyrwald, age 65, serves as a Director of both ADAMA Ltd. and ADAMA Solutions.
Previously, he served as the CEO of Syngenta Group, and the CEO of Syngenta AG. Hecurrently also serves on the board of directors of Syngenta Group, Syngenta Co. Ltd. andhe is on the board of CropLife International, the Swiss American Chamber of Commerce,and the listed entities Bunge Limited and Eli Lilly & Company. Mr. Fyrwald holds a BScin chemical engineering from the University of Delaware and completed the AdvancedManagement Program at Harvard Business School.
Director
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Member of the BoardDescriptionBoD ADAMA Ltd.BoD ADAMA SolutionsDavid MorganMr. Morgan, age 69, serves as an external director of ADAMA Solutions. He also serves as a
Director of the Royal Agricultural University. Previously he was CEO of Epigenetica Limitedand prior to that President & CEO at Pebble Labs Inc. and then its Strategic Advisor.Previously he was at Syngenta, holding the position of Regional Director for Asia Pacicand thereaer North America, before leading their global vegetable seed business unit. Mr.Morgan holds both a master's and bachelor's degree in agriculture and forestry sciencesfrom Oxford University.
-External Director
(Chairperson ofthe RemunerationCommittee;member of the AuditCommittee and theFinancial StatementsReview Committee).
Ron HymanMr. Hyman, age 67, serves as an external director of ADAMA Solutions. He is the founder
and CEO of RH Holdings Limited and was previously the co-CFO of Internet ResearchInstitute Limited. He serves as an external director for various traded entities in Israel in theelds of health, solar and real estate. Mr. Hyman is a certied public accountant and holdsa BA in accounting and economics from Tel Aviv University.
-External Director
(Chairperson of theFinancial StatementsReview Committeeand the AuditCommittee; memberof the RemunerationCommittee)
Jiahong WuMs. Wu, age 50, serves as an independent director of ADAMA Solutions. She was a former
Managing Director at Goldman Sachs Gao Hua Securities Company Limited. Ms. Wu holdsan MBA from Fudan University and a bachelor's degree of International Business fromShanghai University of International Business and Economics.
-Independent Director
(Member of theFinancial StatementsReview Committee,the Audit Committeeand the RemunerationCommittee)
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Committees of the Board of DirectorsTo help the Board of Directors eectively and eciently fulll its responsibilities, ithas established several standing active committees.Board of Directors’ Committees - ADAMA Ltd.?Audit CommitteeResponsible for monitoring the company’s internal control system, nancialinformation, and its disclosure. The Committee currently consists of three members,two of whom are independent directors.In 2023, the Committee held six (6) meetings, with a 100% attendance rate.
?Nomination CommitteeResponsible for formulating standards and procedures and making recommendationsregarding the election of candidates for directorship. The Committee currentlyconsists of three members, two of whom are independent directors.In 2023, the Committee held four (4) meetings with a 100% attendance rate.?Compensation and Appraisal CommitteeResponsible for reviewing and formulating recommendations regarding remunerationpolicies for directors and senior management. The Committee currently consistsof three members, two of whom are independent directors.In 2023, the Committee held three (3) meetings with a 100% attendance rate.
Board of Directors’ Committees - ADAMA Solutions
?The Audit CommitteeResponsible for supervising all ADAMA Solutions’ group activities and ensuringthat they are conducted in compliance with all legal provisions. The Committeecurrently consists of three members, all of whom are independent directors andtwo of whom are external directors.In 2023, the Audit Committee held seven (7) meetings with a 95% attendance rate.?The Financial Statements Review CommitteeResponsible for discussing and formulating recommendations to the board ofdirectors regarding nancial statements. The Committee currently consists of threemembers, all of whom are independent directors and two of whom are externaldirectors.In 2023, four (4) meetings of the Financial Statements Review Committee wereheld with a 100% attendance rate.?The Remuneration CommitteeResponsible for approving and formulating recommendations regarding theremuneration of ocers, based on the adopted governing Remuneration Policy.The Committee currently consists of three members, all of whom are independentdirectors and two of whom are external directors.In 2023, ve (5) meetings of the Remuneration Committee were held with a100% attendance rate.
During 2023, ADAMA Solutions' Board of Directors held 7 meetingswith an 80% attendance rateDuring 2023, the ADAMA Ltd. Board of Directors held 12meetings with a 100% attendance rate
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Remuneration of Directors and Senior ManagementRemuneration of ADAMA’s ocers and additional senior members of management isdecided by the authorized organs of ADAMA, according to the Remuneration Policyas was approved and updated from time to time by such organs (e.g. the Boardof Directors and/or a designated Board committee/the Shareholder, as relevant).ADAMA’s Remuneration Policy is based, among others, on the following mainprinciples: promotion of ADAMA’s objectives, work plan and goals, taking intoaccount the risks that accompany ADAMA’s operations; adjustment of thecompensation mix package to the size and character of ADAMA and the scopeof its operations; and creation of appropriate incentives for ocers by means ofrewarding entitled persons according to their functions, areas of responsibility,eorts and contribution to the development of ADAMA’s business and promotionof its goals, and increasing its prots in the short and long term. While approvingremuneration, global professional benchmarks, performance indicators and theperformance of the respective person are taken into account.The terms of ocers’ remuneration are based on three main components: BaseSalary component; Variable component (medium- and short-term incentives whichinclude annual bonuses based on results and contingent upon targets and/or onthe contribution to ADAMA) and long-term incentives. Independent directors areentitled to receive annual allowance according to the law, and do not receive salary,while non-independent directors (other than those who also hold managementpositions in ADAMA) may receive a monthly remuneration.Risk ManagementADAMA Solutions utilizes a comprehensive risk management methodology that isdesigned to optimize nancial returns for its stakeholders regardless of unavoidablerisks and uncertainties in the business environment. This methodology includes aperiodic risk assessment survey that maps the key activity areas and processesin which there is risk exposure, such as strategic, operational, legal, nancial andregulatory risks. ADAMA Solutions conducts an in-depth analysis of the residualrisk level for all risks and prepares a multi-year work plan for internal auditing basedon its results.
In addition to the risk assessment survey, we carry out periodic fraud risk assessmentsaimed at assessing the overall fraud risk level by evaluating and identifyingweaknesses in the work and control processes, which could be exploited for fraudulentor improper activities.To increase visibility of risk and to assist in management decision making, risksin both the risk assessment survey and fraud risk assessment are mapped andevaluated according to their residual risk based on their inherent risk and the in-place internal controls framework. The categories are each dened by ve levelsranging from very low to very high.The Board of Directors has overall responsibility for establishing and monitoringthe framework of the risk management policy. The Chief Financial Ocer reportson a regular basis regarding these risks.
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
UPHOLDINGETHICAL BEHAVIORAt ADAMA, we continually strive to be a socially responsible and trusted Companythat is driven by the highest ethical standards and legal compliance in all our businesspractices. We view compliance as an essential part of our long-term success.We do not tolerate any violation of the law, our Code of Conduct, or internalregulations. Our businesses are managed responsibly and in compliance with thestatutory and regulatory requirements of local countries. We established an ethicscommittee to examine and review resolution of various ethical issues in a consistentmanner, with two senior management members participating and reporting tothe management, in 2023.In 2023, ADAMA's General Legal Counsel and Company Secretary handled ethicsrelated issues in a professional and condential manner, and reported regularlyto management on the Company’s ethical performance. Those processes make itstraightforward for our people to seek advice or counseling regarding any ethicalquestion, dilemma, or complaint in an anonymous and/or condential manner,ensuring that all queries are handled properly. As of April 2024, ADAMA's Head ofCompliance has taken on the role of Ethics Ocer.Respect in the Workplace TrainingMaintaining a respectful working environment is about being our best selves.In fact, inappropriate behaviors can aect our well-being and subsequently,our professional performance. Allowing such behavior to persist may serveas a precursor to more serious compliance breaches, including instances ofsexual harassment, discrimination, etc.In January 2024, ADAMA initiated a mandatory e-learning module aboutrespect in the workplace which addresses issues of harassment, discrimination,and civility in the workplace. ADAMA is committed to providing a workenvironment free from all forms of discrimination and harassment.
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
SpeakUpReporting Concerns
ADAMA operates a global condential reporting system available 24/7 to allemployees and suppliers/service providers. It is operated by an independent serviceprovider based in the Netherlands.ADAMA recognizes that sometimes issues are too sensitive to report directly andtherefore we encourage the condential or anonymous reporting of concerns aboutethical issues or breaches of applicable law relating to the Company and its activities.The SpeakUp service is a condential toll-free call or email reporting system.SpeakUp is available in countries where ADAMA operates, and being web basedis not dependent upon location. It is available in 27 languages - all our employees’native languages. The system is also available for non-employees, such as serviceproviders, who may wish to raise ethical concerns; for this population, access toSpeakUp is publicized via our ADAMA website and Suppliers Code of Conduct.The reports are recorded by an independent, external third party, translated ifneeded, and forwarded to the Ethics Ocer, for condential investigation. Theperson reporting (the “messenger”) receives a reference number conrming thereceipt of the report so that they can call back or log in to receive feedback orprovide further information. Depending on the nature of the complaint, a seniorperson is appointed to investigate and resolve it with appropriate action.The investigation and proposed resolution are followed by senior members of theorganization (Ethics Committee, Global HR Business Partner, and their nomineesper investigation). The investigating ocer can communicate with the messengerusing the system irrespective of language, since SpeakUp has a built-in translationservice.In addition, the company uses a case management system (CMS), added in 2022,which supports case management of any ethical complaints received by thecompany, whether they are led via SpeakUp or directly to other managementteam members.
We encourage employees to speak up! All HR representatives have been trained inthe service and are required to bring SpeakUp to the attention of their employees andin particular to new joiners. Promotional posters are located in oce locations. Ourintranet has a Compliance Corner where SpeakUp is highly visible to all employees.Also, an annual report is published on the internal messaging service of the Companyand in the ESG Report. In 2023, relative stability was maintained in the total numberof complaints compared to 2022, alongside increasing awareness among our people.ADAMA’s Code of Conduct makes it clear that any reporting of issues must betreated condentially, and the messenger’s wishes respected and properly dealtwith without fear of recrimination or retaliation.
2017
8 Mexico1 Germany1 Israel
2018
3 Germany1 Mexico1 Poland
| 5 | 5 |
2019
2 China1 Mexico1 Columbia1 Israel
2020
2 Brazil2 USA1 Poland
2021
6 Ecuador5 China4 USA2 Israel1 Columbia1 India1 Vietnam1 Peru1 South Africa
| 23 | 23 |
2023
4 Mexico4 India3 Colombia2 Moldova2 Spain1 Poland1 Czech Republic1 China1 Brazil1 Italy1 Greece1 Russia1 USA
2022
4 Israel3 USA3 Vietnam2 Mexico1 Ecuador1 Peru1 Colombia1 Romania1 Italy
Cases Reported to SpeakUp
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Cases by Misconduct Category
HR Matters 5Bribery and Corruption 4
Poor Management 3Workplace Civility 2Product Safety, Quality and Stewardship2
Harassment 1Labor Rights and Unfair Employment Practices1
Health, Safety and Environment1Other People Management Matters1Other Legal or Ethical Compliance Concerns1
Discrimination1Ask a Question1
Actions Taken
30%No Action Necessary
22%
Advice Given
13%
Termination
4%
Policy / Process Review
9%
Ongoing
13%
Training/Coaching
9%Discipline (warning notice)
The complaints in 2023 were on various topics. Most of the complaints (21%)dealt with HR matters, relating to HR processes, such as time keeping, payroll,SuccessFactors, etc.We will continue to encourage our employees to submit complaints about anyconcerns that may arise, small as they may be, and we will continue to deepenthe examination process and internal investigation of these complaints.Besides SpeakUp, compliance incidents or queries that come through manageriallevels are reported directly to the General Counsel or senior managers.
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
New EU WhistleblowingDirectiveIn Europe, the new European Whistleblowing Directive (EU Whistleblowing Directive2019/1937) came into force on December 17, 2023. This Directive applies to theentities where we have 50 or more employees (this includes the following ADAMAentities: France, Germany, Greece, Spain, Poland, Italy, and Romania) andensures protection of employees and stakeholders who become aware of seriouscorporate misconduct in specic areas of EU law. This can include nancial services,terrorist nancing, public safety and compliance, transport safety, protection ofthe environment, food and feed safety, animal health and welfare, consumerprotection, public health, protection of privacy and personal data, and security ofnetworks and information systems.ADAMA has adopted a policy explaining the EU Whistleblowing Directive to ouremployees, and how we will meet the requirements. It is available in local languagesfor the relevant countries.The employees always have the option to report any complaint using SpeakUpGlobal – in which case the behavior complained of will be investigated by Globalmanagers selected by the General Counsel to investigate the case.If the behavior observed by an employee is a potential whistleblowing oense, i.e.serious corporate misconduct against an EU law, then the employee also has anadditional option to report to their local designated person or by using ADAMA’slocal country whistleblowing button found in SpeakUp. The employee has theright to insist that the whistleblowing complaint is investigated locally and if it is agenuine whistleblowing case the appropriate professional resources will be appliedto investigate.However the employee chooses to report, the report will be handled in condenceand there will be no retaliation against the employee for raising concerns. Theinvestigation will be conducted within three months and the reporter will receivefeedback and updates.
Code of Conduct
Our Code of Conduct is the blueprint by which we ensure ethical practices andintegrity. In the Code, we outline our commitment to our people and stakeholdersand communicate our expectations of them. It encompasses our corporate culture,community relations, and the components of appropriate behavior.
Zero Tolerance for Bribery and Corruption
ADAMA has zero tolerance for, and is committed to preventing, bribery andcorruption. We are committed to full compliance with all applicable laws, regulations,and contract requirements relating to the ght against bribery and corruption.Our Code of Conduct strictly prohibits oering, giving, or receiving bribes, eitherdirectly or through a third party. Entering business relationships with an individualor entity which has a history of engagement with bribery is forbidden. We share,implement, supervise, and enforce our anti-bribery and anti-corruption principleswith all our people.Our policy is to require all relevant employees to complete online anti-briberytraining on an annual basis. Where necessary, the online training is provided inthe local language.Corporate Compliance training is an annual requirement for performancereview and part of onboarding for new employees. The mandatory compliancee-learning trainings include the Code of Conduct, Anti-Bribery, andCompetition Law.
93% of our people completed the CoC yearly training
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
73% of employees completed theConict-of-Interest e-learning training
Anti-Trust and Competition Law Training
Depending on the function, some employees and all new hires are required tocomplete the Syngenta Group competition e-learning training program across allSyngenta Group business units as part of our commitment to ESG initiatives. Thee-learning training is accessible to all employees in their local languages. The trainingprogram focused on competition law, aiming to enhance our understanding andidentication of areas within our business where we may encounter competitionor anti-trust issues.We continue to provide face-to-face anti-trust trainings (in local languages) to thedierent departments in ADAMA including Legal, Global Marketing, and ProductStrategy departments (those with connections to customers or competitors) to assistemployees in making ethically sound decisions when faced with challenging scenariosinvolving competition or anti-trust matters. By equipping our employees with theknowledge and resources necessary to navigate competition and anti-trust issues,we are actively promoting fair competition and strengthening our commitmentto responsible business practices. In addition, our Guide to EU Competition Lawpolicy is circulated to all those who have contact with competitors and customersand for day-to-day business to help them understand the rules and to ensure thatemployees comply with all applicable competition and anti-trust laws.No Political DonationsWe do not use funds or corporate resources to support any political candidateor party. We recognize the rights of our employees to participate in the politicalprocess, provided they act independently of ADAMA and do not use ADAMA time,property, or equipment in the process.
Conict of InterestsIn 2023, we launched the Syngenta Group Conict of Interest e-learning trainingprogram emphasizing the importance of ethical conduct in all aspects of ouroperations. At ADAMA, fostering trust and integrity is fundamental to our ethos.We believe in fostering robust relationships internally and externally, as they arevital to our continued success. A conict of interest may arise when an employee, oran individual closely associated with them, gains personal or improper advantagesdirectly or indirectly due to their position within the company. It is mandatory for allemployees to promptly disclose any actual, potential or perceived conict of interestto their respective line managers or People department. Upon disclosure, the linemanager assesses the situation and takes necessary steps to ensure adherence toour policies. In instances where there is uncertainty regarding the existence of aconict of interest or the appropriate course of action, the line manager is expectedto consult with the People department or Legal team for resolution.
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Data PrivacyADAMA’s Global Information Security Policy emphasizes the critical role our businessplays in protecting the personal data of our people as well as our stakeholdersand putting in place preventive security measures to avoid data breaches. Wecontrol and supervise access to personal information, balancing the interests andprivacy rights of individuals with those of our business interests and assets, in fullcompliance with GDPR, LGPD, POPIA, and other regulations. We have hardenedour information technology environment using cutting edge cybersecurity toolsand systems. All new systems that necessitate access to our data are requiredto undergo vetting by our cybersecurity compliance and intelligence team. Weannually audit and check our third-party solutions for continued data privacy andcybersecurity compliance. We have deployed multi-factor authentication for allusers (employees, contractors, etc.) who require access to our data. We leverageour cybersecurity intelligence systems to better understand what vulnerabilities ourIT environment and data are susceptible to, to enhance our enterprise’s defenses.We have deployed incident response procedures and escalation processes to beready for any potential incident. We also test our environment and the procedureswe have created.
87% of employees completed the data privacy training
In 2023, we successfully renewed our ISO27001 certication.
Data Privacy Training
All new joiners are required to complete the online data privacy training module.The module, which is available in eight of our people’s native languages, coversthe scope of data protection and data privacy laws, personal data processing,employee responsibilities, data breach management, data security, and more. Allnew employees are required to complete the training as part of their onboardingat ADAMA.
Annex
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
ABOUT THISREPORT
We are pleased to present this ESG report that presents our main activities andachievements in promoting sustainability during 2023.This report and data cited throughout the report was issued with reference to theGlobal Reporting Initiative (GRI) standards for the period from January 1, 2023 toDecember 31, 2023. We also report according to the Sustainability AccountingStandards Board (SASB) Index (Chemicals Standard) and provide a description ofhow we contribute to the United Nations’ Sustainable Development Goals (SDGs).The disclosures and performance data in this report address our globally ownedand managed facilities and assets for the scal year 2023.The report has been prepared with assistance from external ESG specialists. We haveconducted both internal and third-party verication of the validity of the detaileddata, and we have reasonable condence in all published gures and practices.However, as in any document, there may be generalizations, inaccuracies, errorsor omissions. All forward-looking Information within this document is based on thecompany’s current estimates/intentions but may not materialize due to variousreasons.
In case of any discrepancy between the information in this report and informationappearing in the Company's public nancial statements, the information in theCompany's nancial statements is more accurate.We wish to thank all our people who lead sustainability at ADAMA and to everyonewho has been involved with the collection of the information and data shared inthis report.ADAMA intends to continue reporting on our sustainability performance in an annualESG Report, to provide clear and comparable data, and to actively encouragediscussion about how we can improve.As part of our commitment to open dialogue, we welcome any feedback orcomments from our various stakeholders. For any questions or comments, pleasecontact:
Lee Singer SnirGlobal Head of ESGlee.singer@adama.com
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
GRI 2: General Disclosures 2021GRI
1. The organization
and its reportingpracticies
Organizational details2-1ADAMA Ltd. is a global leader in crop protection, providing solutions to farmers across
the world to combat weeds, insects and disease. ADAMA has one of the widest and mostdiverse portfolios of active ingredients in the world, state-of-the-art R&D, manufacturing andformulation facilities, together with a culture that empowers our people in markets aroundthe world to listen to farmers and ideate from the eld. This uniquely positions ADAMAto oer a vast array of distinctive mixtures, formulations and high-quality dierentiatedproducts, delivering solutions that meet local farmer and customer needs in over 100countries globallyEntities included in the organization'ssustainability reporting
2-2ADAMA LTD., ADAMA Agricultural Solutions Ltd. (a wholly-owned subsidiary of the
company), ADAMA Anpon (Jinagsu) Ltd. (a wholly-owned subsidiary of the company)Reporting period, frequency andcontact point
2-32023, Annual reporting, Chief Sustainability Ocer:
Oriella Ben Zvi <Oriella.Ben.Zvi@adama.com>External assurance2-5KPMG - Link to report
2. Activities and
workers
Activities, value chain and otherbusiness relationships
2-6See About ADAMA in the Introduction ChapterEmployees2-7See Our People and Communities chapterWorkers who are not employees2-8See Our People and Communities chapter
General Disclosure
DISCLOSURESGlobal Reporting Initiative (GRI) Content Index
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
3. GovernanceGovernance structure and composition2-9See Our Governance & Ethics chapter
Nomination and selection of thehighest governance body
2-10See Our Governance & Ethics chapterChair of the highest governance body2-11See Our Governance & Ethics chapterRole of the highest governance body inoverseeing the management of impact
2-12See Our Governance & Ethics chapterDelegation of responsibility formanaging impact
2-13See Our Governance & Ethics chapterRole of the highest governance body insustainability reporting
2-14The executive board and BOD review and approve the reported informationConicts of interest2-15See Our Governance & Ethics chapterCommunication of critical concerns2-16See Our Governance & Ethics chapterCollective knowledge of the highestgovernance body
2-17See Our Governance & Ethics chapterEvaluation of the performance of thehighest governance body
2-18See Our Governance & Ethics chapterRemuneration policies2-19See Our Governance & Ethics chapterProcess to determine remuneration2-20See Our Governance & Ethics chapterAnnual total compensation ratio2-21See Our Governance & Ethics chapter
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
4. Strategy, policies
and practices
Statement on sustainabledevelopment strategy
2-22See Introduction ChapterPolicy commitments2-23See Introduction ChapterEmbedding policy commitments2-24See Introduction ChapterMechanisms for seeking advice andraising concerns
2-26See Introduction ChapterCompliance with laws and regulations2-27See Our Governance & Ethics ChapterMembership associations2-28See Introduction Chapter
5. Stakeholders
engagement
Approach to stakeholder engagement2-29See Introduction ChapterCollective bargaining agreements2-30See Our people and Communities chapter
GRI 3: Material Topics 2021GRI
Process to determine material topics3-1See Introduction ChapterList of material topics3-2See Introduction ChapterManagement of material topics3-3In each material subject relevant chapter, there is an explanation of commitment, approach,
targets, processes, initiatives, progress monitoring and looking forward
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Data DescriptionGRI2020202120222023Direct economic value generated: revenues(total net sales)
201-1 4,127,751 4,813,0415,569,988 4,660,554Economic value distributed:
Total payments to employees including wagesand benets (pension, social security, etc.)
201-1521,969560,386610,612629,103Total payments to suppliers201-13,150,0733,409,7524,449,4663,590,434Total amount paid to providers of capital201-1 9,162 12,349 11,59121,857Capital expenditure 201-1214,000410,655396,632336,600Payments to governments (taxes, etc.)201-138,56753,81385,68660,636Total community investments201-1 2,807 2,599 2,8272,118Total economic value distributed201-13,933,7714,446,9555,556,8144,640,748
Financial Disclosure - Economic Impact
Direct and indirect economic value generated - in Thousand USD
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Total Sales in Million USD20202021202220234,1274,8135,5704,661Sales by Product Category in Million USDProduct category2020202120222023
Herbicides1,7071,9722,4791,969Insecticides1,1751,4251,5051,334Fungicides8579521,048965Non Agro389464538393
Sales by Regional Performance in Million USD
Regions20202021Updated Regions20222023Europe1,0361,072Europe, Africa & Middle East (EAME)1,3521,240North America776917North America1,027820Latin America1,0881,276Latin America & Brazil1,5921,292Asia-Pacic332385Asia-Pacic (APAC)863758of which China324513China735550India, Middle East and Africa572650APAC (with China)1,5981,308As of 2023, the India, Middle East & Africa (IMA) region has been reorganized such that the countries formerlyincluded in this region are now included in the Europe region (renamed EAME) or in the Asia Pacic region.
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Data Description20192020202120222023Comments 2020Comments 2021Comments 2022Comments 2023Relevant Chapter
Energy (GRI 302-1)
Total Energyconsumption (TJ)
12,48010,96610,51612,50310,425Includes Huifeng
(2nd semester),Lycored and Chileanproduction site
Due to regainedproduction atSanonda andHuifeng. Notincluding oursubsidiaries Lycoredand ExperGrow
Our EnvironmentalSustainability
Energy Intensity(TJ/ million USDrevenues)
3.122.662.182.2322018 revenues used in
calculation representADAMA Solutionsonly, while 2019-20also include Sanondaand Anpon revenues
Our 2022 Revenue -5,600M USD
Our EnvironmentalSustainability
Total Direct Energy(TJ)
7,9644,9084,6865,0463,810Not including
Hydrogen andBiomass (wood)
Our EnvironmentalSustainabilityCoal (TJ)6,7353,7533,2103,8382,662All coal is derived fromthe 2 Chinese sites(Sanonda and Anpon).Consumption reducedin 2020 due to closureof a coal-operatedpower plant
Our EnvironmentalSustainability
Natural Gas (TJ)5567531,125945950Our Environmental
Sustainability
Environmental DisclosureIn 2019-20, the data boundary is expanded to also include two large sites in China - Sanonda and Anpon in addition to ADAMA Solutions data.
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Data Description20192020202120222023Comments 2020Comments 2021Comments 2022Comments 2023Relevant ChapterFuel Oil (TJ)8785808078Our Environmental
SustainabilityDiesel (TJ)3934404730Our Environmental
SustainabilityLPG (TJ)4137202522Our Environmental
SustainabilityOther fossil
fuels (TJ)
50624612711268Not including
Hydrogen andBiomass (wood)
Our Environmental
SustainabilityTotal IndirectEnergy (TJ)
4,5166,0235,8317,3856,615Our Environmental
SustainabilityExternal
Electricity (TJ)
3,4484,5394,0825,3895,035Consumption
increased in 2020,replacing theelectricity previouslygenerated in theclosed power plant
Our Environmental
Sustainability
External
Steam (TJ)
1,0681,4851,7491,9961,580Consumption
increased in 2020,replacing the steampreviously generatedin the closed powerplant
Our Environmental
Sustainability
Renewable EnergyUsed (TJ)
503451641,025Based on energy
mix of electricitysupplier
Based on energymix of electricitysupplier and internalPV production
Electricityconsumptionfrom the grid thatoriginates fromrenewable energy
Our Environmental
Sustainability
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Data Description20192020202120222023Comments 2020Comments 2021Comments 2022Comments 2023Relevant Chapter
Greenhouse Gas emission (GRI 305)Scope 1+2 GHGemissions (tonneCO2e)
1,429,8521,273,6181,210,8601,422,2921,218,6912020 data was
rened to site specicor state specic
Includes Huifeng(2nd semester),Lycored and Chileanproduction site
Due to regainedproduction atSanonda andHuifeng. Notincluding oursubsidiaries Lycoredand ExperGrow
Our EnvironmentalSustainability
GHG Intensity(tonne CO2e/million USDrevenues)
3583092522542622018 revenues used in
calculation representADAMA Solutionsonly, while 2019-20also include Sanondaand Anpon revenues
Our 2022 Revenue -5,600M USD
Our EnvironmentalSustainability
Scope 1 emissions:
on-site fuels(tonne CO2e)
688,557421,172413,466444,707333,3672020 data was
rened to site specicor state specic
Our EnvironmentalSustainabilityScope 1 emissions:
company vehicles(tonne CO2e)
notmeasured
11,39124,28715,64611,5102020 data only
represents activityfrom November andonwards, when thecompany startedmeasuring theseemissions
Our EnvironmentalSustainability
Scope 2 emissions:
indirect energy(tonne CO2e)
741,295852,446797,393977,585885,3252020 data was
rened to site specicor state specic
Our EnvironmentalSustainability
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Data Description20192020202120222023Comments 2020Comments 2021Comments 2022Comments 2023Relevant Chapter
Water (GRI 303)Total WaterConsumption (m
)10,289,07411,624,38913,565,07311,066,5279,743,757Increase in 2020is mostly derivedfrom a changein measurementmethodologies, asnew digital meterswere installed insome ADAMA Chinafacilities
Includes Huifeng(2nd semester),Lycored and Chileanproduction site
Not including oursubsidiaries Lycoredand ExperGrow
Our EnvironmentalSustainability
Water Intensity(m
/ million USDrevenues)
2,5742,8162,8181,9762,0912018 revenues used in
calculation representADAMA Solutionsonly, while 2019-20also include Sanondaand Anpon revenues
Our 2022 Revenue -5,600M USD
Our EnvironmentalSustainability
Total Wastewaterdischarged (m
)
6,434,0579,398,2079,511,5297,808,5007,270,658Increase in 2020is mostly derivedfrom a changein measurementmethodologies, asnew digital meterswere installed insome ADAMA Chinafacilities
Our EnvironmentalSustainability
Total Wastewaterreclaimed (m
)(data onlyrepresentsMakhteshim site)
282,155220,690160,53171,545156,000RO systems
shutdown due toupgrade
Our EnvironmentalSustainabilityTOC in euents(tonne)
284369682258177Upgraded
wastewatertreatment plants
in China
Our EnvironmentalSustainability
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Data Description20192020202120222023Comments 2020Comments 2021Comments 2022Comments 2023Relevant ChapterCOD in euents(tonne)
8521,1072,046775531Our Environmental
SustainabilityTSS in euents(tonne)
23525423421495Our Environmental
SustainabilityHerbicidesdischarged (tonne)(data onlyrepresentsherbicidesreleased directly tothe environmentfrom the Agansite. All otherherbicides in allsites are directedto treatmentfacilities)
1.100.840.7990.771Our Environmental
Sustainability
Air Emissions (GRI 305-6)
Particulate matter(tonne)
notmeasured
14282934Includes Huifeng
(2nd semester),Lycored and Chileanproduction site
Not including oursubsidiaries Lycoredand ExperGrow
Our EnvironmentalSustainabilityNOx emissions(tonne)
330131159176162The 2020 decrease isdue to the shut-downof one coal-basedpower plant in China,and due to newreduction equipmentinstalled in a secondplant
Our EnvironmentalSustainability
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Data Description20192020202120222023Comments 2020Comments 2021Comments 2022Comments 2023Relevant ChapterSOx emissions(tonne)
17825416044The 2020 decrease is
due to the shut-downof one coal-basedpower plant in China,and due to newreduction equipmentinstalled in a secondplant
Our EnvironmentalSustainability
VOC emissions(tonne)
82898199108Our Environmental
SustainabilitySolid Wastes (GRI 306)Total HazardousWaste (tonne)
44,766121,262158,735143,752101,296The increase in
2020 gures is dueto the inclusion ofsignicant by-productstreams that were notpreviously included inADAMA's hazardouswaste gures
Includes Huifeng(2nd semester),Lycored and Chileanproduction site
Not including oursubsidiaries Lycoredand ExperGrow
Our Environmental
Sustainability
Hazardouswaste to landll/incineration(tonne)
40,82740,64949,46461,23052,506For 2018: Only overall
waste is available, w/otreatment methods
Our Environmental
Sustainability
Hazardous wasteto recycling(tonne)
3,93980,613109,27182,52248,790For 2018: Only overall
waste is available, w/otreatment methods
Our Environmental
Sustainability
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Data Description20192020202120222023Comments 2020Comments 2021Comments 2022Comments 2023Relevant ChapterTotal Non-Hazardous Waste(tonne)
108,80479,25678,06137,24050,703The increase in2020 gures is dueto the inclusionof signicant by-product streams thatwere not previouslyincluded in ADAMA'shazardous wastegures
Improvingtechnologies
Due to the workto move theMakhteshim Be'erSheva site to NeotHovav.
Our EnvironmentalSustainability
Non-Hazardouswaste to landll/incineration(tonne)
107,16572,64671,04930,83040,695For 2018: Only overall
waste is available, w/otreatment methods
Improvingtechnologies
Our EnvironmentalSustainabilityNon-Hazardouswaste to recycling(tonne)
1,6396,6117,0136,41010,008For 2018: Only overall
waste is available, w/otreatment methods
Our EnvironmentalSustainability
Environmental Management
Expenditures onEnvironmentalProtection (MillionUSD)
919605946Including Sanonda,
Anpon & Huifeng
Our EnvironmentalSustainabilityInvestments onEnvironmentalProtection (MillionUSD)
4851545865Including Sanonda,
Anpon & Huifeng
Our EnvironmentalSustainabilitySites certied toISO 14001 or to aneqv. Standard (%)
NA64%57%57%57%Measured from 2020
onwards
Huifeng andColombia
Our EnvironmentalSustainability
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Data Description20192020202120222023Comments 2020Comments 2021Comments 2022Comments 2023Relevant Chapter
Environmental ComplianceEnvironmentalFines (Million USD)
0.100.010.0402019: two immaterial
nes received inChina due to short-term exceedanceof emission permitsfor wastewater andair emissions. Bothissues have since beenresolved.
Overdue inspectionon pressure pipelinein Huifeng, China
Our EnvironmentalSustainability
SignicantEnvironmentalIncidents
34421Following each
signicant incident,the companyinvestigates theincident causes andcircumstances. Acorrective action planis prepared and thenimplemented.
Our EnvironmentalSustainability
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Data DescriptionGRI20192020202120222023Relevant Chapter
Quality EmploymentTotal number of employees on payroll(head count/FTE)
2-87,7597,5059,1629,2088,872
Our People andCommunities> Women2-81,8251,8002,2362,2922,231
Our People andCommunities> Men2-85,9345,7056,9266,9166,641
Our People andCommunitiesTotal number of full-time employees (headcount/FTE)
2-87,7197,5629,1459,1878,846
Our People andCommunities> Women2-81,7931,8002,2222,2782,213
Our People andCommunities> Men2-85,9265,6766,9236,9096,633
Our People andCommunitiesTotal number of part-time employees (headcount/FTE)
2-84029172126
Our People andCommunities> Women2-83222141418
Our People andCommunities> Men2-887378
Our People andCommunities
Social Disclosure
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Data DescriptionGRI20192020202120222023Relevant Chapter
Employee CategoryManufacturing2-73,0342,8173,8713,7874,911Our People and
CommunitiesR&D2-7264243250262289Our People and
CommunitiesSales & Registration2-71,8351,7391,9391,9352,622Our People and
CommunitiesManagement & Administration2-74854695005391,050Our People and
CommunitiesOther2-72,1412,2372,6022,685-Our People and
CommunitiesTotal2-77,7597,5059,1629,2088,872Our People and
Communities* In 2023 we updated and unied the company's classication methodology of the categories in order to create uniformity in all company reports
Diversity and Equal Opportunity
Total employees senior managers405-113112912511896Our People and
CommunitiesTotal employees middle managers405-1621678810793819Our People and
CommunitiesTotal employees non-managers405-16,9866,6608,2078,2787,944Our People and
CommunitiesTotal top management405-12119201913Our People and
Communities
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Data DescriptionGRI20192020202120222023Relevant ChapterWomen top management405-122221Our People and
CommunitiesWomen senior managers405-12425252624Our People and
CommunitiesWomen middle managers 405-1161176212194204Our People and
CommunitiesWomen non-managers 405-11,6381,5971,9972,0702,002Our People and
CommunitiesMen top management 405-11917181712Our People and
CommunitiesMen senior managers 405-11071051009272Our People and
CommunitiesMen middle managers 405-1460508598599615Our People and
CommunitiesMen non-managers 405-15,3485,0756,2106,2085,942Our People and
Communities% Women in workforce 405-123.5%24.0%24.4%24.9%25.1%Our People and
Communities% Women in management roles 405-124.2%24.6%25%23.9%24.7%Our People and
Communities% Women in senior management roles 405-118.3%19.4%20%22%25%Our People and
CommunitiesTotal top managers - under age 30 405-100000Our People and
Communities
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Data DescriptionGRI20192020202120222023Relevant ChapterTotal top managers - age 30-50 405-142221Our People and
CommunitiesTotal top managers age - age 50 and up 405-11817181712Our People and
CommunitiesTotal senior managers - under age 30 405-100000Our People and
CommunitiesTotal senior managers - age 30-50 405-15549433732Our People and
CommunitiesTotal senior managers age - age 50 and up 405-17680818164Our People and
CommunitiesTotal middle managers - under age 30 405-174421Our People and
CommunitiesTotal middle managers - age 30-50 405-1446460526532529Our People and
CommunitiesTotal middle managers - age 50 and up 405-1166214279259289Our People and
CommunitiesTotal non-managers - under age 30 405-1833603591647581Our People and
CommunitiesTotal non-managers - age 30-50 405-14,5404,4475,1725,1704,940Our People and
CommunitiesTotal non-managers - age 50 and up 405-11,6021,6102,4442,4612,423Our People and
CommunitiesTotal employees - under age 30 405-1840607595649582Our People and
Communities
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Data DescriptionGRI20192020202120222023Relevant ChapterTotal employees - age 30-50 405-15,0454,9585,7435,7415,502Our People and
CommunitiesTotal employees - age 50 and up 405-11,8621,9212,8242,8182,788Our People and
Communities% employees over 50 in workforce 405-124%25.6%30.8%30.6%31.4%Our People and
Communities% employees over 50 in management roles 405-133.6%37.7%39.6%38.4%39.3%Our People and
CommunitiesNumber of employees covered by collectivebargaining agreements
407NA1,576 (21%)1,532 (16%)1,513 (16.4%) 1,383 (15.6%)Our People and
CommunitiesWomen407NANA3%3.3%3%Our People and
CommunitiesMen407NANA13%13.1%12.6%Our People and
Communities
New Employee Hires and Employee TurnoverTotal number and rate of new employee hires by age group and genderWomen <30 401-1NANA9711084Our People and
CommunitiesWomen 30-50 401-1NANA525298187Our People and
CommunitiesWomen >50 401-1NANA662629Our People and
CommunitiesMen <30 401-1NANA256217192Our People and
Communities
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Data DescriptionGRI20192020202120222023Relevant ChapterMen 30-50 401-1NANA1,098583459Our People and
CommunitiesMen >50 401-1NANA7477855Our People and
CommunitiesTotal new hires <30 401-1NANA353327276Our People and
CommunitiesTotal new hires 30-50 401-1NANA1,623881646Our People and
CommunitiesTotal new hires >50
Including New Company ADAMA Huifeng& ADAMA Dibai
401-1NANA81310484Our People and
CommunitiesTotal new hires 401-1944 (112
managers)
719 (65managers)
* Due toreorganizationand relocationin China
2,808(191 managers)
1,312
(79 managers)
1,006
(62 managers)
Our People andCommunities
Total number and rate of employee turnover by age group and genderWomen <30 401-1NANA243453Our People and
CommunitiesWomen 30-50 401-1NANA165250219Our People and
CommunitiesWomen >50 401-1NANA688893Our People and
Communities
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Data DescriptionGRI20192020202120222023Relevant ChapterMen <30 401-1NANA8194101Our People and
CommunitiesMen 30-50 401-1NANA478504562Our People and
CommunitiesMen >50 401-1NANA333296314Our People and
CommunitiesTotal leavers <30 401-1NANA105128154Our People and
CommunitiesTotal leavers 30-50 401-1NANA643754781Our People and
CommunitiesTotal leavers >50 401-1NANA401384407Our People and
CommunitiesTotal leavers 401-1866870
* Due toreorganizationand relocation
in China
1,149(135 managers)
1,266
(169 managers)
1,342
(110 managers)
Our People andCommunities
Total rate of employee turnover *401-212.18%12.80%13.70%13.30%14.70%Our People and
CommunitiesOpen positions lled by internal candidates NA25%35%31%32%Our People and
Communities*The formula used for turnover rate calculation is based on a monthly basis data of total leavers/voluntary leavers in relation
to changes in workforce multiplied by possible working days.
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Data DescriptionGRI20192020202120222023Relevant Chapter
Pay GapRatio of basic salary and remuneration of women to men in USD, by levelTop Management 405-2113%109%112%108%100%Our People and
CommunitiesSenior Management 405-2109%105%114%119%120%Our People and
CommunitiesMiddle Management 405-2100%97%93%95%101%Our People and
CommunitiesNon-management employees 405-277%76%72%75%72%Our People and
Communities
Training and EducationTraining hours for women senior managers 404-1NANANA~6,890 hours in
formal trainingand leadershipdevelopment
programs +~270 hoursof additional
training
~1,600 hours informal trainingand leadership
development
programs +~250 hoursin additional
training
Our People andCommunities
Training hours for women middle managers 404-1NANANA540 hours in
formal trainingand leadership
development
programs +~1,950 hoursof additional
training
~730 hours informal trainingand leadership
development
programs +
~2,000 hours
in additional
training
Our People andCommunities
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Data DescriptionGRI20192020202120222023Relevant ChapterTraining hours for women non-managers 404-1NANANA~19,600 hours ~36,000 hoursOur People and
CommunitiesTotal number for training hours for women 404-1NANANA~29,250 hours ~40,580 hoursOur People and
CommunitiesTraining hours for men senior managers 404-1NANANA~19,000 hours in
formal trainingand leadership
developmentprograms +~1,010 hoursof additionaltraining
~7,700 hours informal trainingand leadership
developmentprograms, and~ 670 hoursin additionaltraining
Our People andCommunities
Training hours for men middle managers 404-1NANANA720 hours in
formal trainingand leadership
development
programs +~6,000 hoursof additional
training
~850 in formal
training and
leadershipprograms +~11,100 hours
additional
training
Our People andCommunities
Training hours for men non-managers 404-1NANANA~57,030 hours ~107,000 hoursOur People and
CommunitiesTotal number of training hours for men 404-1NANANA~83,760 hours~127,320 hoursOur People and
CommunitiesTotal number of training hours for all employees 404-1NANANA~11,3010~167,900 hoursOur People and
Communities
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Data DescriptionGRI20192020202120222023Relevant ChapterAverage hours of training per year per employee by genderAverage training hours per employee404-1NANANA12.3 hours19 hoursOur People and
CommunitiesAverage training hours per woman404-1NANANA12.8 hours18 hoursOur People and
CommunitiesAverage training hours per man404-1NANANA12.1 hours 25 hoursOur People and
CommunitiesPrograms for upgrading employee skills andtransition assistance programs
404-2NANANA7-10 hours7-10 hoursOur People and
CommunitiesPercentage of employees receiving regular performance and career development reviews by genderPercentage of women receiving performanceand career development reviews
404-3NANANA98%97%Our People and
CommunitiesPercentage of men receiving performance andcareer development reviews
404-3NANANA98%97%Our People and
CommunitiesPercentage of employees who received a regularperformance and career development reviewduring the reporting period
404-3NANA95%98%97%Our People and
Communities Occupational Health and Safety
Workers covered by an occupationalhealth and safety management system
403-8All employees.Also contracting companies report to us regarding
compliance with the standard
Our People and
Communities
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Data DescriptionGRI20192020202120222023Relevant Chapter
Work-related Injuries
The number of fatalities as a result of work-related injury
403-9 NANA000Our People and
CommunitiesThe rate of fatalities as a result of work-relatedinjury
403-9 NANA000Our People and
CommunitiesThe number and rate of high-consequence work-related injuries (excluding fatalities)
403-9 NANA3
Fingeramputationsand hip fractures
1 exposure tohazardouschemical.
3 injuriesof ngertipamputation
# SIF injury - 1Rate of SIF injury
- 0.006
Our People andCommunities
The number of recordable work-related injuries 403-9 NA40497448Our People and
CommunitiesThe rate of recordable work-related injuries 403-9 NA0.580.460.670.31Our People and
CommunitiesTotal number of hours worked 403-9 NA31,356,28350,828,96254,850,81530,551,095Our People and
CommunitiesTotal number of days missed NA8741,7441,100450Our People and
CommunitiesMain work-related hazards that pose a risk ofhigh-consequence injury
403-9 NANAAlthough we arepart of the chemical
industry and there
are chemicalrisks, out of the 49injuries only 8 wererelated to exposureto hazardouschemicals. They allamounted to minorinjuries
1 injury ofexposure tohazardouschemicalclassied ashigh. And3 injuriesof ngertipamputationclassied as high
Machine safetyOur People and
Communities
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Data DescriptionGRI20192020202120222023Relevant ChapterSites certied to ISO 45001 or to an eqv. standard 402-10NA56%43%43%43%Our People and
CommunitiesSites certied to ISO 18001 or to an eqv. standard 402-10NANA60%75%0%Our People and
Communities
Local CommunitiesCommunity donations (in USD, thousand) 413-1NA2,8072,5992,8272,118Our People and
CommunitiesDonation per pre-tax prots 413-1NA2.70%2.80%9.6%NA due to a
nancial loss
year
Our People and
Communities% of workforce participating in
volunteering *
413-1NA20%18.5%24%45%Our People and
CommunitiesTotal number of hours employees volunteered *413-1NA1,3002,7772,7884,991.5Our People and
Communities
* Volunteering gures measured only in Israel. Work in progress designing a global tool for reliable data collection.
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Data DescriptionGRI20192020202120222023CommentsRelevant Chapter
Compliance
Conrmed incidents of corruption and actions takenTotal number and nature of conrmedincidents of corruption
205-3NA0201Our Governance
& EthicsTotal number of conrmed incidentsin which employees were dismissed ordisciplined for corruption
205-3NA0201Our Governance
& EthicsTotal number of conrmed incidentswhen contracts with business partnerswere terminated or not renewed dueto violations related to corruption
205-3NA0000Our Governance
& EthicsPublic legal cases regardingcorruption brought against theorganization or its employeesduring the reporting period and theoutcomes of such cases
205-3NA0000Our Governance
& Ethics
Operations assessed for risks related to corruptionTotal number of Operations assessedfor risks related to corruption
205-1NA0200Our Governance
& EthicsPercentage of Operations assessed forrisks related to corruption
205-1NA0200Our Governance
& EthicsSignicant risks related to corruptionidentied through the risk assessment
205-1NANANA00Our Governance
& Ethics
Governance Disclosure
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Data DescriptionGRI20192020202120222023CommentsRelevant ChapterAnti-competitive behaviorLegal actions for anti-competitivebehavior, anti-trust, and monopolypractices
206-1NA0000Our Governance
& EthicsMain outcomes of completed legalactions (regarding anti-competitivebehavior and violations of anti-trustand monopoly legislation), includingany decisions or judgements
206-1NA0000Our Governance
& Ethics
Total number of incidents of non-compliance with regulations and/or voluntary codes concerningmarketing communications (includingadvertising, promotion, andsponsorship), classied by their result:
ne or warning
206-2NA0000Our Governance
& Ethics
Total number of incidents of non-compliance with regulations and/orvoluntary codes concerning the healthand safety impacts of products andservices
416-2NA0100Our Governance
& Ethics
Substantiated complaints concerningbreaches of customer privacy andlosses of customer data
416-2NA0000Our Governance
& EthicsSignicant nes and non-monetarysanctions for non-compliance withlaws and/or regulations in the socialand economic area
416-2NA0000Our Governance
& Ethics
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Data DescriptionGRI20192020202120222023CommentsRelevant Chapter
Ethics
Communication and training about anti-corruption policies and proceduresTotal number and percentage ofemployees that the organization’santi-corruption policies andprocedures have been
communicated to
205-2NAThe policies are available on the ADAMA ZONE
under compliance - all employees have accesswhen needed. All new joiners are provided withthe Code of Conduct and asked to completethe mandatory e-learning compliance coursesincluding anti-bribery.
The policiesare availableon the ADAMAZONE undercompliance - allemployees haveaccess whenneeded.In addition, allnew employees,who arecomputer users,receive an emailon their rst dayof employmentregarding themandatorycourses,including anti-corruption.
Our Governance
& Ethics
Total number and percentage ofemployees that received training onCoC, by level:
205-280%92%87%88%93%Our Governance
& EthicsComplaints reported to SpeakUphotline
205-2NA5231723Our Governance
& EthicsPercentage of complaints regardingsuspicion of bribery/corruption
205-240%0%10%0%17%Our Governance
& Ethics
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Data DescriptionGRI20192020202120222023CommentsRelevant ChapterPercentage of complaints regardingHR issues
205-220%20%20%0%22%Our Governance
& EthicsPercentage of complaints regardingproduct compliance
205-220%0%0%0%9%No cases were
reported viaSpeakUp regardingproduct compliance
Our Governance
& EthicsPercentage of complaints regardingother issues
205-2NA80%70%100%52%Discrimination
& harassment,sexual harassment,conicts of interest,health & safety &environment, fraudand other nancialcompliance issues,misappropriation ofinformation
Our Governance
& Ethics
Percentage of employees trained ondata privacy
205-263%-75%79%87%Our Governance
& Ethics
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Data DescriptionGRI20192020202120222023Comments Relevant ChapterTotal number of directors405-155555
Our Governance
& EthicsNumber of non-executive directors on board405-144444
Our Governance
& EthicsNumber of external directors405-122222
Our Governance
& EthicsNumber of independent directors405-122222
Our Governance
& EthicsSeparate chair and CEO405-1YesYesYesYesYes
Our Governance
& EthicsAnnual election of directors405-103502
According to Company Law ofChina, ADAMA Ltd. doesn't need toelect directors annually
Our Governance
& EthicsAverage age of directors405-15758596059
Our Governance
& EthicsWomen directors405-100000
Our Governance
& EthicsBoard meetings held405-1910101012
Our Governance
& EthicsAttendance rate - board meetings (%)405-1100%100%100%100%100%
Our Governance
& Ethics
Board of Directors - ADAMA Ltd.
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Data DescriptionGRI20192020202120222023Comments Relevant ChapterAudit Committee - meetings held405-155656
Our Governance
& EthicsAudit Committee - attendance rate (%)405-1100%100%100%100%100%
Our Governance
& EthicsNomination Committee - meetings held405-1-5114
Our Governance
& EthicsNomination Committee - attendance rate (%)405-1-93%100%100%100%
Our Governance
& EthicsCompensation and Appraisal Committee - meetingsheld
405-123223
Our Governance
& EthicsCompensation and Appraisal Committee -attendance rate (%)
405-1100%100%100%100%100%
Our Governance
& EthicsStrategy Committee - meetings held405-100000
Our Governance
& Ethics
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Data DescriptionGRI20192020202120222023Comments Relevant ChapterTotal number of directors405-177777
Our Governance
& EthicsNumber of non-executive directors on board405-153333
Our Governance
& EthicsNumber of external directors405-122222
Our Governance
& EthicsNumber of independent directors405-111111
Our Governance
& EthicsSeparate chair and CEO405-1YesYesYesNoNo
Our Governance
& Ethics
Annual election of directors405-1NoNoNoNoNo
Please note that there is no regulatorynor other need within the AOA foran annual re-election of the boardmembers, whom are being nominatedby the sole shareholder. The externaldirectors and independent directorpreside for 3-year terms (for a tenure nolonger than nine-year period)
Our Governance
& Ethics
Average age of directors405-15759606061
Our Governance
& EthicsWomen directors405-111111
Our Governance
& Ethics
Board of Directors - ADAMA Solutions
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Data DescriptionGRI20192020202120222023Comments Relevant ChapterBoard meetings held405-177767
Our Governance
& EthicsAttendance rate - board meetings (%)405-180%84%76%74%80%
Our Governance
& EthicsAudit Committee - meetings held405-18131067
Our Governance
& EthicsAudit Committee - attendance rate (%)405-193%92%97%83%95%
Our Governance
& EthicsFinancial Statements Review Committee -
meetings held
405-144444
Our Governance
& EthicsFinancial Statements Review -
attendance rate (%)
405-1100%83%92%100%100%
Our Governance
& EthicsRemuneration Committee - meetings held405-148565
Our Governance
& EthicsRemuneration Committee - attendance rate (%)405-192%92%100%83%100%
Our Governance
& Ethics
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
TopicAccounting metricCategoryUnit of measureCode2023 performance
Sustainability Disclosure Topics & Accounting MetricsGreenhouseGas Emissions
Gross global Scope 1 emissions,percentage covered under emissions-limiting regulations
QuantitativeMetric tonnes (t)
CO?e,Percentage (%)
RT-CH-110a.1333,367 tonne CO?eDiscussion of long-term and short-term strategy or plan to manageScope 1 emissions, emissionsreduction targets, and an analysis ofperformance against those targets
Discussion and
Analysis
n/aRT-CH-110a.2See Our Environmental Sustainability Chapter.
We are increasing electricity eciency ofconsumers (motors, lighting, compressors);embedding renewable solar energy; usinghydrogen as subsitute for fossil fuels; shiing toelectrical forklis and cars; electrifying productionfacilities; heat conservation. 2030 target: 38%reduction of absolute carbon emissions in Scope 1and 2 (2022 baseline)Air QualityAir emissions of the following
pollutants:
(1) NOX (excluding N2O),
(2) SOX,
(3) volatile organic compounds
(VOCs), and (4) hazardous airpollutants (HAPs)
QuantitativeMetric tonnes (t) RT-CH-120a.1(1) NOx- 162 tonne (2) SOx- 44 tonne (3) VOCs-
108 tonne (4) HAPs- Not aggregated
Energy
Management
(1) Total energy consumed,
(2) percentage grid electricity,
(3) percentage renewable,
(4) total self-generated energy
QuantitativeGigajoules (GJ),
Percentage (%)
RT-CH-130a.1(1) 10,425 TJ (2) 48% (3) 10% (4) Not aggregated
Sustainability Accounting Standards Board (SASB)Content Index - Chemicals standard
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
TopicAccounting metricCategoryUnit of measureCode2023 performanceWater
Management
(1) Total water withdrawn,
(2) total water consumed, percentage
of each in regions with High orExtremely High Baseline Water Stress
QuantitativeThousand cubic
meters (m?),Percentage (%)
RT-CH-140a.1(1) Water withdrawn - 9,743,757 cubic meter
(2) Water consumed - 9,743,757 cubic meter;
21.4%
Number of incidents of non-compliance associated with waterquality permits,
standards, and regulations
QuantitativeNumberRT-CH-140a.24 (parameters above permissible level)
Description of water managementrisks and discussion of strategies andpractices to mitigate those risks
Discussion and
Analysis
n/a RT-CH-140a.3See Our Environmental Sustainability chapter.
We are recycling euent water in regions withhigh water stressHazardous
Waste Management
Amount of hazardous wastegenerated, percentage recycled
QuantitativeMetric tonnes (t),
Percentage (%)
RT-CH-150a.1(1) 101,296 tonne (2) 48%Community
Relations
Discussion of engagement processesto manage risks and opportunitiesassociated with community interests
Discussion and
Analysis
n/a RT-CH-210a.1See Our People and Communities Chapter
Workforce
Health & Safety
(1) Total recordable incident rate
(TRIR) and
(2) fatality rate for (a) direct
employees and (b) contractemployees
QuantitativeRateRT-CH-320a.1(1) TRIR - 0.31 (GO only - 0.47)
(2) Fatality rate - 0
(3) Contractor TRIR - 0.18 (20 Rec Injuries)
Description of eorts to assess,monitor, and reduce exposure ofemployees and contract workers tolong-term (chronic) health risks
Discussion and
Analysis
n/aRT-CH-320a.2Implement new global standard for "Health
surveillance" including self-assessment withAverage score of 71%
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
TopicAccounting metricCategoryUnit of measureCode2023 performanceProduct Design
for Use-phaseEciency
Revenue from products designed foruse phase resource eciency
QuantitativeReporting
currency
RT-CH-410a.1Not measured.
Safety &
EnvironmentalStewardship ofChemicals
(1) Percentage of products that
contain Globally Harmonized Systemof Classication and Labelingof Chemicals (GHS) Category 1and 2 Health and EnvironmentalHazardous Substances,
(2) percentage of such products
that have undergone a hazardassessment
QuantitativePercentage (%)
by revenue,Percentage (%)
RT-CH-410b.1Not measured.
Discussion of strategy to
(1) manage chemicals of
concern, and (2) develop alternativeswith reduced human and/orenvironmental impact
Discussion and
Analysis
n/a RT-CH-410b.2Not measured.
Genetically
ModiedOrganisms
Percentage of products by revenuethat contain genetically modiedorganisms (GMOs)
QuantitativePercentage (%)
by revenue
RT-CH-410c.1As far as we are aware, no ADAMA products
contain GMOsManagement of
the Legal &RegulatoryEnvironment
Discussion of corporate positionsrelated to government regulationsand/or policy proposals that addressenvironmental and social factorsaecting the industry
Discussion and
Analysis
n/a RT-CH-530a.1See Our Environmental Sustainability Chapter.
We have an environmental management system,
including policies, procedures, targets; adhering
to all governmental regulations
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
TopicAccounting metricCategoryUnit of measureCode2023 performanceOperational
Safety,EmergencyPreparedness &Response
Process Safety Incident Count (PSIC),Process Safety Total Incident Rate(PSTIR), and Process Safety IncidentSeverity Rate (PSISR)
QuantitativeNumber, RateRT-CH-540a.148 Recordable Injuries
108 First Aid InjuriesNumber of transport incidentsQuantitativeNumberRT-CH-540a.26 car accidents with rst aid injuries to the drivers
or damage only
Activity MetricProduction byreportable segment
QuantitativeCubic meters (m
) ormetric tonnes (t)
RT-CH-000.ASee About ADAMA in the Introduction Chapter
We were engaged by the management of Adama Ltd. (further referred to as “Adama” or “the Company”) to provide limited assurance on the specified partsas mentioned in the table below (further referred to as “specified parts”), regarding the information presented on Adama’s 2023 ESG Report for the year ended31 December 2023 (further referred to as “the Report”).
It should be noted that the assurance refers to the information and data included in the topics listed in this table, regarding the reporting year, only.The limited assurance was performed regarding the data and information in the specified parts detailed in the table below:
| ? 2024 KPMG Somekh Chaikin, an Israeli partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. Printed in Israel. Somekh Chaikin KPMG Millennium Tower 17 Ha’arba’a Street, PO Box 609 Tel Aviv 61006, Israel +972 3 684 8000 Independent Limited Assurance Report to the users/readers of Adama Ltd. 2023 ESG Report | |||||||
| Subject Matter | Unit | 2023 | Subject Matter | Unit | 2023 | ||
| Quality employment | Diversity and equal opportunity | ||||||
| Total employees | # | 8,872 | Total employees' senior managers | # | 96 | ||
| — Women | # | 2,231 | Total employees' middle managers | # | 819 | ||
| — Men | # | 6,641 | Total employees' non-managers | # | 7,944 | ||
| Total full-time employees (FTEs) | # | 8,846 | Total top management | # | 13 | ||
| — Women | # | 2,213 | Women top management | # | 1 | ||
| — Men | # | 6,633 | Women senior managers | # | 24 | ||
| Total part-time employees | # | 26 | Women middle managers | # | 204 | ||
| — Women | # | 18 | Women non-managers | # | 2,002 | ||
| — Men | # | 8 | Men top management | # | 12 | ||
| Employees participating in performance review | % | 97.0 | Men senior managers | # | 72 | ||
| New employee hires | Men middle managers | # | 615 | ||||
| Women <30 | # | 84 | Men non-managers | # | 5,942 | ||
? 2024 KPMG Somekh Chaikin, an Israeli partnership and a member rm of the KPMG global organization of independent member rms aliatedwith KPMG International Limited, a private English company limited by guarantee. All rights reserved. Printed in Israel.
ADAMA ESG Report 2023?|? 142
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
Independent Limited Assurance Report tothe users/readers of ADAMA Ltd. 2023 ESG Report
| Subject Matter | Unit | 2023 | Subject Matter | Unit | 2023 | ? 2024 KPMG Somekh Chaikin, an Israeli partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. Printed in Israel. | ||||||
| Women 30-50 | # | 187 | Women in workforce | % | 25.1 | |||||||
| Women >50 | # | 29 | Women in management roles | % | 24.7 | |||||||
| Men <30 | # | 192 | Women in senior management roles | % | 25.0 | |||||||
| Men 30-50 | # | 459 | Total top managers - under age 30 | # | 0 | |||||||
| Men >50 | # | 55 | Total top managers - age 30-50 | # | 1 | |||||||
| Total new hires <30 | # | 276 | Total top managers - age 50 and up | # | 12 | |||||||
| Total new hires 30-50 | # | 646 | Total senior managers - under age 30 | # | 0 | |||||||
| Total new hires >50 | # | 84 | Total senior managers - age 30-50 | # | 32 | |||||||
| Total new hires | # | 1,006 | Total senior managers - age 50 and up | # | 64 | |||||||
| Employee retention rate | % | 90.0 | Total middle managers - under age 30 | # | 1 | |||||||
| Employee leavers | Total middle managers - age 30-50 | # | 529 | |||||||||
| Women <30 | # | 53 | Total middle managers - age 50 and up | # | 289 | |||||||
| Women 30-50 | # | 219 | Total non-managers - under age 30 | # | 581 | |||||||
| Women >50 | # | 93 | Total non-managers - age 30-50 | # | 4,940 | |||||||
| Men <30 | # | 101 | Total non-managers - age 50 and up | # | 2,423 | |||||||
| Men 30-50 | # | 562 | Total employees - under age 30 | # | 582 | |||||||
| Men >50 | # | 314 | Total employees - age 30-50 | # | 5,502 | |||||||
| Total leavers <30 | # | 154 | Total employees - age 50 and up | # | 2,788 | |||||||
| Total leavers 30-50 | # | 781 | Total employees over 50 in workforce | % | 31.4 | |||||||
| Total leavers >50 | # | 407 | Total employees over 50 in management roles | % | 39.3 | |||||||
| Total leavers | ||||||||||||
# 1,342
% 15.6
| Employees covered by collective bargaining agreements | |||||
| Total employee turnover rate | % | 14.7 | — Women | % | 3.0 |
| — Men | % | 12.6 | |||
| Employee category | Pay gap | ||||
| Manufacturing | # | 4,911 | Gender Salary Ratio- non-management employees | % | 72 |
| R&D | # | 289 | Gender Salary Ratio- middle management | % | 101 |
| Sales & Registration | # | 2,622 | Gender Salary Ratio- senior management | % | 120 |
| Management & Administration | # | 1,050 | Gender Salary Ratio- top management | % | 100 |
| Total | # | 8,872 | |||
| Local communities | |||||
| Community donations | thousand USD | ||||
2,118
? 2024 KPMG Somekh Chaikin, an Israeli partnership and a member rm of the KPMG global organization of independent member rms aliatedwith KPMG International Limited, a private English company limited by guarantee. All rights reserved. Printed in Israel.
ADAMA ESG Report 2023?|? 143
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
? 2024 KPMG Somekh Chaikin, an Israeli partnership and a member rm of the KPMG global organization of independent member rms aliatedwith KPMG International Limited, a private English company limited by guarantee. All rights reserved. Printed in Israel.
| Subject Matter | Unit | 2023 | Subject Matter | Unit | 2023 | ? 2024 KPMG Somekh Chaikin, an Israeli partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. Printed in Israel. | ||||||
| Workforce participating in volunteering (Adama Israel only) | ||||||||||||
% 45.0
Hours of employee volunteering (Adama Israelonly)
hours 4991.5
| Hours of employee volunteering (Adama Israel only) | |||
| Economic value distributed | Environmental management and compliance | ||
| Direct economic value generated: revenues (total net sales) | thousand USD | ||
4,660,554
% 57.0
| Sites certified to ISO 14001 or to an eqv. standard | |||
| Total payments to employees | thousand USD |
629,103
| Expenditures on environmental protection | million USD |
| Total payments to suppliers | thousand USD |
3,590,434
| Investments on environmental protection | million USD |
| Payments to governments (taxes) | thousand USD |
60,636
| Environmental fines | million USD |
0.0
| Total amount paid to providers of capital | thousand USD |
21,857
# 1
| Significant environmental incidents | |||
| Capital expenditure | thousand USD |
336,600
| Occupational health and safety | |||
| Total community investments | thousand USD |
2,118
% 43.0
| Sites certified to ISO 45001 or to an eqv. standard | |||
| Total economic value distributed | thousand USD |
4,607,981
existence
| Adama’s HSE policy | |||||
| Board of Directors – ADAMA Ltd | Board of Directors – ADAMA Solutions | ||||
| Total number of directors | # | 5 | Total number of directors | # | 7 |
| Number of non-executive directors on Board | # | 4 | Number of non-executive directors on Board | # | 3 |
| Number of external directors | # | 2 | Number of external directors | # | 2 |
| Number of Independent directors | # | 2 | Number of independent directors | # | 1 |
| Separate Chair and CEO | claim | yes | Separate Chair and CEO | claim | no |
| Annual election of directors | # | 2 | Annual election of directors | claim | no |
| Average age of directors | # | 59 | Average age of directors | # | 61 |
| Women directors | # | 0 | Women directors | # | 1 |
| Board meeting held | # | 12 | Board meeting held | # | 7 |
| Attendance rate- general board meetings | % | 100 | Attendance rate- general board meetings | % | 80 |
| Audit Committee - meetings held | # | 6 | Audit Committee - meetings held | # | 7 |
ADAMA ESG Report 2023?|? 144
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
? 2024 KPMG Somekh Chaikin, an Israeli partnership and a member rm of the KPMG global organization of independent member rms aliatedwith KPMG International Limited, a private English company limited by guarantee. All rights reserved. Printed in Israel.
| ? 2024 KPMG Somekh Chaikin, an Israeli partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. Printed in Israel. | Subject Matter | Unit | 2023 | Subject Matter | Unit | 2023 | |||||||
| Audit Committee - attendance rate | % | 100 | Audit Committee - attendance rate | % | 95 | ||||||||
| Nomination Committee - meetings held | |||||||||||||
# 4
# 4
| Financial Statements Review Committee - meetings held | |||||
| Nomination Committee - attendance rate | % | 100 | Financial Statements Review - attendance rate | % | 100 |
| Remuneration Committee - meetings held | # | 3 | Remuneration Committee - meetings held | # | 5 |
| Remuneration Committee - attendance rate | % | 100 | Remuneration Committee - attendance rate | % | 100 |
Further information and details, including the scope, content, assumptions, and estimates determined by the Company regarding the specified parts included inthe process, can be found in the relevant chapters of the Company’s ESG Report.Adama management is responsible for: A. the preparation and the presentation of the Report in accordance with the Sustainability Reporting Standards of theGlobal Reporting Initiative (GRI) as described on the relevant page of the Report, and the information and assertions contained within it; B. for determiningAdama’s objectives in respect of sustainable development performance and reporting; C. for establishing and maintaining appropriate performance managementand internal control systems from which the information is derived, to be free from omissions and material misstatements whether due to fraud or error; and D.the identification of stakeholders and material issues for reporting.Our responsibility is to provide a limited assurance engagement and to express a conclusion based on the work performed. We conducted our engagement inaccordance with International Standard on Assurance Engagements (ISAE) 3000, Assurance Engagements other than Audits or Reviews of Historical FinancialInformation, issued by the International Auditing and Assurance Standards Board (IAASB). That Standard requires that we comply with applicable ethicalrequirements, including independence requirements, and that we plan and perform the engagement to obtain limited assurance about whether the Report is freefrom material misstatement.A limited assurance engagement, regarding data and information in the specified parts on the ESG Report, consists of making interviews, primarily of Adamaemployees responsible for the preparation of information presented in the Report, and applying analytical and other evidence gathering procedures, asappropriate. These procedures included:
? Examination of the specified parts in the Report, for the purpose of performing a limited assurance, based on public information sources, knowledge of theCompany business and other comparative information of similar organizations.? Interviews of management to gain an understanding regarding the specified parts.? Interviews with senior management and relevant staff of Adama management concerning corporate responsibility strategy and policies for the specified
parts, and the implementation of these across the business.
ADAMA ESG Report 2023?|? 145
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex
? 2024 KPMG Somekh Chaikin, an Israeli partnership and a member rm of the KPMG global organization of independent member rms aliatedwith KPMG International Limited, a private English company limited by guarantee. All rights reserved. Printed in Israel.
? Interviews with relevant staff at corporate and business unit level responsible for providing the information in the Report.? Comparing the information regarding the specified parts presented in the Report to corresponding information in the relevant underlying sources to determinewhether all the relevant information contained in such underlying sources has been included in the Report.? Where relevant, conducting interviews regarding the calculation, aggregation and methods used to collect and report the specified parts in the Report.? Reading the information presented in the Report to determine whether it is in line with our overall knowledge of, and experience with, the corporate
responsibility performance of Adama.As part of the process of performing a limited assurance, we reviewed the changes made to the draft 2023 ESG Report of Adama and reviewed the final versionof the Report to ensure that it reflects our findings.Limited assurance is less than absolute assurance and reasonable assurance. A limited assurance engagement is substantially less in scope that a reasonableassurance engagement. As a result, the level of assurance obtained in a limited assurance engagement is lower than the assurance that would have been obtainedhad we performed a reasonable assurance engagement.Based on the limited assurance procedures performed and the evidence we have obtained, described in this report, nothing has come to our attention to indicatethat the specified parts as mentioned in the table above, in Adama’s 2023 ESG Report are not presented, in all material respects, in accordance with the GRIand Adama's reporting criteria.Our limited assurance report is made solely to Adama in accordance with the terms of our engagement. Our work has been undertaken so that we might stateto Adama those specified parts we have been engaged to state in this limited assurance report and for no other purpose or in any other context. We do not acceptor assume responsibility to anyone other than Adama for our work, for this limited assurance report, or for the conclusions we have reached.
Somekh ChaikinCertified Public AccountantsTel Aviv, Israel13 May 2024
ADAMA ESG Report 2023?|? 146
Introduction??Our Products??Our Environmental Sustainability??Our People and Communities??Our Governance and Ethics??Annex