2021 ADAMAESG Report
Our Commitment
About Us ...... 5
Our Strategy ...... 12
Our Stakeholders ...... 14
Our PeopleDiversity and Inclusion ...... 41
Growth and Development .........46Ethical Employer ...... 50
Health and Safety ...... 52
Governance & EthicsCorporate Governance ...... 17
Upholding Ethical Behavior .......22
EnvironmentOur Environmental Impact .........61Energy, GHG and Air Quality .....69Water, Euents and Waste .......73Bringing Sustainability to OurChinese Facilities ...... 77
Our ProductsOur Innovative SustainableProducts ...... 29
Agriculture Technologies ...... 36
Social ResponsibilityOur Social Investment Policyand Strategy ...... 81
Our Social ResponsibilityProjects ...... 83
Our People Engagement andCommunity Relations ...... 90
Annex ...... 97
Content
About usADAMA is a leading global crop protection company, providing solutions to combat weeds, insects anddisease, so farmers can do what they do best: feed the world.ADAMA has one of the widest and most diverse portfolios of active ingredients in the industry, as well as state-of-the-art R&D, manufacturing, and formulation facilities. With a culture that empowers our People to listento farmers and ideate from the eld, ADAMA is uniquely positioned to oer a vast array of distinctive mixtures,formulations, and high-quality, dierentiated products, to deliver solutions that meet local farmer and customerneeds in over 100 countries globally.
2021 Highlights
EnvironmentHealth & SafetyOur PeopleOur Products
30%decrease in GHG emissionper tonne production,from averaged values2011-202057%of our sites areISO 14001 certied36%more recycle andreused hazardous wastecompared to 2020
43%of our sites ISO 45001certied
0.45
injury rate
35%of all open positions werelled internally87%employee retention rate
18.6%
of managers are women
1,450dierent formulations$150 Millioninvested in R&DBralicAn exciting new biologicalproduct based on garlic oilextract alone
Our Commitment
Our ValuesOur purpose and values are about who we are as a company. They are our DNA and they serve as a compassthat guides our behavior.
Our passion is the fuelthat propels us. We’repassionate aboutagriculture and the rolewe play in helping farmersproduce the food neededto nourish the planet.We’re passionate aboutseeing ADAMA succeedand in the larger successof our customers, partnersand colleagues around theworld.
Each of us has thefreedom to act; to bringnew ideas to strengthenADAMA and improve thesolutions we provide ourcustomers.We’re empowered totake initiative and tothink entrepreneurially.This goes together with acommitment to mentor,train, inspire and provideresources to help usperform better.
We keep things simple.That’s because weget how complex andchallenging farming andour industry is.We bring a straightforwardand clear approach todoing business with ourcustomers and work hardto make farmers’ liveseasier with eective,easy-to-use solutions.
Our get it done attitudedrives us to constantlyseek better, moreeective solutions for ourcustomers with energyand enthusiasm.We roll up our sleeves tomeet their challenges,keep our promises anddeliver results. That’s whenwe’re at our best.
Global Presence
Who We AreADAMA oers a comprehensive range of high quality, dierentiated, and eective herbicides, insecticides,and fungicides that help farmers worldwide to increase yields by preventing or controlling weeds, insects,and diseases that harm their crops.Farmers everywhere are facing a growing set of challenges, driven by climate change and the rising demand fornutritious, safe, and aordable food.With the broadest portfolio in the world, ADAMA is uniquely positioned to address local customer needs, oeringhigh-quality o-patent products as well as unique, market-leading solutions.
Our Leadership Framework
Our leadership framework describes what we value as leaders inADAMA and encodes it in a framework that helps guide the way welead now and in the future.This framework establishes a set of guiding principles for all ourleaders. It transcends all levels, and aims to help each of us developour mastery over time.
100+Reaching Farmers in 100+ Markets
Countries with a presence on the ground
Fully backward-integrated production hubsin Israel & China
Synthesis and formulation facilitiesworldwide
State-of-the-art R&D Centers
CREATING
SIMPLICITY
PASSIONFOR PEOPLEEMPOWERING
PEOPLEGETTING
IT DOUN
1,088Latin America
Asia Pasiic
China
India, Middle East& Africa
1,036Europe
North America
1,276Latin America
Asia Pasiic
China
India, Middle East& Africa
1,072
Europe
North America
1,707Herbicides
1,175
Insecticides
Fungicides
Non Agro
1,972
Herbicides
1,425
Insecticides
Fungicides
Non Agro
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Sales by Regional Performance
2020
2020
2021
2021
Sales by Product Category
Total Sales in 2021
4,813
in Million $
Total Sales in 20204,127in Million $
Our Management
ADAMA’s experienced international Leadership Team is committed to strengthening and shaping oursustainability agenda to further contribute to all ADAMA`s stakeholders. Michal Arlosoro, EVP Legal, ChiefCommunications, & Sustainability Ocer, is responsible for managing and overseeing all sustainability activities,including the reporting of an annual ESG report.
Finance
1998Merger ofMakhteshimand AganListed on TASE
1945Agan Chemicalsfounded
1982Agan listedon TASE
1952
MakhteshimChemicalWorksfounded
1992
MakhteshimListed onTASE
2011ChemChinaacquires 60%
ownership
2014Launch ofglobal brandADAMA; Newleadership,organizationalstructure
2016
ChemChinaacquires 100%ownership
2017Adama and Sanondacombine to createrst integratedGlobal-China CropProtection leader
2020Adama becomea distinctivemember ofindustry leaderSyngenta Group
1958
Sanondafounded
1993Sanondalisted onShenzhen
Stock Exchange
2005
ChemChinabecomes largestshareholder inSanonda
ADAMA Ltd. becomepublicly traded onShenzhen StockExchange
2021 ADAMA ESG Report?|? 1110?|?
Economic Value Generated and Distributed*
20202021
(USD, Thousand)(USD, Thousand)Direct economic value generated: revenues (total net sales)4,127,7514,813,041Economic value distributed:4,127,7514,813,041Total operating costs (including R&D expenses, employee wages,and other expenses)
4,057,9244,741,003Total payments to employees including wages and benets(pension, social security, etc.)
522560Total payments to suppliers3,1503,410Total amount paid to providers of capital9,16212,349Capital expenditure 214402Total payments to governments (taxes, etc.) by country31,55259,045Total community investments2,8072,599Total economic value distributed4,101,4454,814,996* The nancial information above should be read in conjunction with the consolidated nancial statements of ADAMA Ltd. as ledin the Shenzhen stock exchange in accordance to the PRC GAAP.
Our HistoryADAMA celebrates its more than 75-year heritage, having started from two Israeli crop protection companies,Agan (1945) and Makhteshim (1952), which merged in 1997 to form Makhteshim Agan.In 2011, we became part of the ChemChina Group (the China National Chemical Corporation), which starteda new and exciting chapter in our story. In 2014, we introduced our new global brand and became known asADAMA. In 2017, with our landmark combination with Sanonda, we returned to the public markets.Today, ADAMA is a member of the Syngenta Group, the world’s largest agricultural inputs company.
GRI Sustainability Reporting StandardsGRI 103, GRI 102-9, GRI 102-44, GRI 307-1, GRI 413-1, GRI 413-2Sustainabe Development Goals
End poverty in all it's formseverywhere
End hunger, achieve foodsecurity and improovednutrition and promotesustainable agriculture
Build resillient infrastructure,promote inclusive andsustainable industrializationand faster innovation
Ensure sustainableconsumption and productionpatterns
ConductingGood Business
Caring forOur PeopleReducing OurEnvironmental
Impact
We listen to farmers, advisorsand experts to understandlocal needs and deliversolutions that address theirpain points, all in collaborationwith our channel partners.
We learn from farmers’insights and bring ourexpertise in advancedformulation innovationto develop dierentiated,superior products withfeatures and benets thatdeliver signicant advantagesfor our customers.
We develop and manageour portfolio by focusing onstrategic crop segments ineach of our markets to delivervaluable and sustainablesolutions that meet the currentand future needs of growers.Our global network ofmanufacturing assets andpartnerships is agile, reliableand cost competitive, allowingfor exible supply models tobetter serve our customers. Wemaintain the highest standardsof quality and Health, Safetyand Environmental (HSE)standards.
Farmer-Inspired &Channel-Partnered
Formulation
Mastery
Value-Optimized
Portfolio
Super-ClassSupply
SG
E
Conductinggood business
Reducingenvironmental impactCaring forour people
Impact on ADAMA
Impact on stakeholders
Occupational Health& SafetyAnti Bribery andcorruption
Business ethics
Environmental impact of ourproducts
Product and process Innovation –Newand unique solutions, wide range ofproductsReduce emissionsEnvironmentalcomplianceDiversity and Inclusion
Hazardous and Toxicmaterials management
Responsible supply-chainWater consumptionmanagementEqual opportunity and anti-harassment
Product quality, Stewardship, high
efficiency and Safety
Environmentalinvestment
Community relations andemployee engagementHuman Rights management
Public health and safety
Global hunger and nutritionsecurity
Transparency
Economic impact andperformance
Climate risks and opportunitiesmanagement
Employee welfare andlabor relations
Energymanagement
Fair competition
BiodiversityData security and privacy
Employee empowerment anddevelopment
Affordability
Farmer’s empowerment –information,tools and technology
Waste and Effluentsmanagement
2021 ADAMA ESG Report?|? 1312?|?
Our StrategyADAMA’s promise is to Listen > Learn > Deliver. When it comes to our customers, our best solutions developwhen we take their input and learn from their experience. That is why we actively seek opportunities to listen tofarmers, channel partners, and agronomy experts, to understand the specic challenges they face, their painpoints, and needs.We integrate the information we acquire externally with the expertise and know-how that we bring to the tablefrom years of experience in the industry.We have approached our sustainability strategy in the same way.
Our North Star
The North Star presents a clear strategic roadmap to achieve sustained growth and maintain a leadershipposition in our industry.It's made up of four interconnected key levers that work together to create a dynamo eect - each onebuilding on the other, creating momentum and enhancing everything we do to create a strong and enduringcompetitive advantage for ADAMA.
Materiality AssessmentImpact ModelDuring 2019-2020 we conducted in-depth and extensiveresearch among our employees, farmers, retailers, andconsultants in 13 of the countries in which we operate. Thepurpose of the study was to listen, gather insights, and learnabout expectations and trends from these main stakeholdergroups, to deepen our understanding and learn more aboutour products, our perceived added-value, and our brand. Theresearch insights were processed and incorporated into theupdated materiality assessment, alongside additional data wegathered to assure an in-depth, updated analysis.The research helped us recognize the expectations of ourstakeholders, while also examining industry practices,analyzing SASB sectorial materiality topics, CDP, and EcoVadis.Through this process, we identied three key sustainabilitypillars that incorporate the material sustainability topics thatare essential to us.These three pillars serve as the basis for our Impact Model, and the organizing principle of this report.Materiality MapThe updated materiality map and the global urgency to promote environmental sustainability led us tothe understanding that the key sustainability issues we need to prioritize are the environment which have asignicant impact on our business, our People, and our planet. To that end, we reformulated our sustainabilitymission:
Meeting the Needs of a Growing Global Population While Fullling the Needs of Farmers Around the World.
GRI Sustainability Reporting StandardsGRI 103, GRI 102-44, GRI 102-47
Listening to Farmers and CustomersAs part of our commitment and vision, ADAMA built dedicated crop management teamsthroughout the world to maintain ongoing and direct communication with farmers. Eachteam consists of expert agronomists that provide unbiased advice on the best solutions tomaintain the healthy crops, and support farmers in using ADAMA products in a safe andsustainable way.Listening to Our People
Only by actively listening and seeking out additional opportunities to hear from our People,can we improve as a company. In addition to daily dialogue, we implement periodicengagement surveys and a “360° assessment” of managers. The engagement surveyreected that our People are satised with the physical work environment, culture and values,customer focus, and work/life balance. Although we have made great improvements since2016, our People identied areas for further improvement in learning and development,career opportunities, and employer brand, as well as in rewards and recognition. Based onthis feedback, ADAMA launched our new learning platform, SPARK.
Listening to Our Communities
We 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 continue anongoing dialogue with our partners throughout the year.
Our Industry Memberships
We recognize the importance of participating in both international and local committeesand organizations to achieve improvement in industry-related issues. Taking part in suchcommittees allows us to create a dialogue and share knowledge with other industry membersand with governmental and non-governmental organizations, to benet all stakeholders.We hold memberships in Chambers of Commerce in several of the countries in which weoperate and are active in committees on various relevant topics around the world. Weactively participate in the initiatives of various organizations, including those listed below, andwe frequently share information with other organization members as we strive for a safe andsustainable future.
Our StakeholdersThe ability of farmers to meet the needs of a growing global population while using fewer natural resources andreducing greenhouse gas emissions depends on collaboration across the agricultural community.Sustainable agriculture is too important and too complex for one business to lead the agenda alone. Therefore,we place great emphasis on listening to and learning from our stakeholders, to help us to incorporatesustainability into every aspect of our operation.
“Climate change and the imminent global food crisis demandthat agriculture and our industry must transform if we areto have sustainable food security for a growing population.ADAMA chooses to put ESG values in the center of its activityand to integrate sustainability into every aspect of the business –products, manufacturing, operations, and people. Our investmentin novel formulation technologies to deliver superior products withenhanced biological performance is resulting in better solutionsfor farmers and a favorable sustainable footprint, ultimatelybeneting all our stakeholders. We'll continue to listen to farmersand deliver what they need to succeed, making sustainableagriculture part of the solution".Ignacio DominguezPresident and CEO
Corporate Governance
Strong corporate governance, based on the principles of professionalism, leadership, accountability, andtransparency, is an integral part of our core values. We regard it as a critical aspect of our sustainable growthand value creation. To uphold the principles of corporate governance, we have adopted a code of conduct,among many other initiatives, which applies to all our People and stakeholders, and is strengthened by variousinternal programs.Following the combination of ADAMA Agricultural Solutions Ltd. (“ADAMA Solutions”) and Hubei SanondaCo. Ltd., a listed entity traded in the Shenzhen Stock Exchange (“Listed Entity”) in 2017, the Listed Entity wasrenamed ADAMA Ltd., with one global management leading both companies.In June 2020, ADAMA Group became a distinctive member of the newly established Syngenta Group - anagricultural industry leader owned by ChemChina, which was created by unifying the agricultural businessesof ChemChina and Sinochem (“Syngenta Group”). No change consequently occurred in ADAMA Solutions’ orADAMA Ltd.’s controlling shareholder. ADAMA Solutions continues to be headquartered in Israel, and ADAMALtd. continues to be traded on the Shenzhen Stock Exchange, while we at ADAMA maintain our own un iquebrand and positioning.
Board of Directors
Memberof the Board
DescriptionBoD
ADAMA Ltd
BoDADAMA SolutionsErik FyrwaldMr. Fyrwald, age 63, was appointed Chairmanof the Board of Directors of ADAMA Ltd.. He alsoserves as CEO of Syngenta Group Co., Ltd., CEO andExecutive Director of Syngenta AG, and Chairman ofthe Syngenta Foundation for Sustainable Agriculture.He currently also serves on the board of directors ofCropLife International, the Swiss-American Chamberof Commerce, and the listed entities Bunge Limitedand Eli Lilly & Company. Mr. Fyrwald holds a B.Sc. inchemical engineering from the University of Delaware,and completed the Advanced Management Programat Harvard Business School.
Chairman of theBoard of Directors
Governance & Ethics
Memberof the Board
DescriptionBoD
ADAMA Ltd
BoDADAMA SolutionsIgnacioDominguez
Mr. Dominguez, age 62 serves as the President and CEOof both ADAMA Ltd. and ADAMA Solutions and, as wellas the Chairman of the Board of Directors of ADAMASolutions.He holds an M.Sc. in physics, specializing in automaticcalculus, articial intelligence structure of microprocessors,and programming languages, from the UniversidadComplutense de Madrid.
President and CEOPresident and CEO,
and Chairman of theBoard of Directors
ChenLichtenstein
Mr. Lichtenstein, age 54, serves as a Director of ADAMALtd. and ADAMA Solutions, and also serves as the CFO ofSyngenta Group Co., Ltd. and its wholly-owned subsidiary- Syngenta AG. He holds joint doctoral degrees fromStanford University's Graduate School of Business andSchool of Law, and a B.Sc. (physics) and LL.B. from theHebrew University of Jerusalem.
DirectorDirector
An LiruMr. Liru, age 52, serves as a Director of both ADAMALtd. and ADAMA Solutions, and serves as Senior VicePresident, China Cluster. Mr. Liru holds an MBA, an M.Sc.in chemical engineering, and a B.Sc. in applied chemistry,all from Nanjing University.
DirectorDirector
NingGaoning(Frank)
Mr. Gaoning, age 64, serves as the Chairman of the Boardof Directors of China National Chemical CorporationLtd., Syngenta AG and Syngenta Group. He holds a B.Ain Economics from the Shandong University, and an MBAfrom the University of Pittsburgh.
Director
Xi Zhen,Ph.D
Dr. Zhen, age 58, is Cheung Kong Scholar of PesticideScience of the Ministry of Education, Chairman of theDepartment of Chemical Biology, Professor of Chemistryand Chemical Biology, Fellow of the University Committeeof Nankai University in China, and Director of the NationalPesticide Engineering Research Center (Tianjin). Dr. Zhenhas held various posts in academic institutions in bothChina and the US, including at the Harvard MedicalSchool, the Wuhan University School of Medicine, theBeijing Institute of Chemical Reagents, and NankaiUniversity. He is also a member of several professionalorganizations. Dr. Zhen holds a Doctorate in bio-organicchemistry from Uppsala University in Sweden, a Master'sdegree from the Institute of Elemental Organic Chemistryof Nankai University, and an undergraduate degree fromCentral China Normal University.
Independent Director(Member of theAudit Committee,NominationCommittee,RemunerationCommittee, andStrategy Committee)
Memberof the Board
DescriptionBoD
ADAMA Ltd
BoDADAMA Solutions
Ge MingMr. Ming, age 70, serves as an independent directorof ADAMA Ltd. He holds a master’s degree in westernaccounting, and he is a senior accountant, a certiedChinese public accountant as well as an Australiancertied public accountant. He previously served asthe chairman and chief accountant of Ernst & YoungHua Ming Certied Public Accountants Firm, and as themanaging partner, chief accountant and senior advisorof Ernst & Young Hua Ming Certied Public Accountants(special general partnership). Mr. Ming currently servesas an independent director on the board of directorsof AsiaInfo. He currently also serves on the supervisoryboards of the Bank of Shanghai, Bank of Suzhou, TencentFoundation, and serves as the executive director andgeneral manager of Beijing Huaming Fulong AccountingConsulting Co., Ltd.
Independent Director(Member of theAudit Committee,NominationCommittee,RemunerationCommittee, andStrategy Committee)
Dalit BraunMs. Braun, age 56, is the founder and partner of RealyaUSA, is a business development and economics advisor forIsrael Airports Authority, and the founder and former CEOof Pick’nTell. She has an MBA from the Tel Aviv University,an LLM in European business law from Anglia RuskinUniversity in the UK, and a B.Sc. in industrial engineeringand management from the Technion, Israel Institute ofTechnology. Ms. Braun formerly served as an ExternalDirector of NTA, a governmental mass transit company,and formerly served as an External Director of "DiraLeHaskir” (an Israeli government company).
External Director(Chairpersonof the AuditCommittee andthe RemunerationCommittee; memberof the FinancialStatements ReviewCommittee)
GustavoTraiber
Mr. Traiber, age 61, is the owner and CEO of Spain-Israel Investments Ltd. and the former CEO of a publiccompany in the eld of solar energy. He has extensiveexperience in the strategic and marketing aspects ofbusiness development, having held previous director andsenior management roles. He has an MBA with a nanceconcentration from the Interdisciplinary Center (IDC),Herzliya, and a BA in political science and internationalrelations from the Hebrew University in Jerusalem.Mr. Traiber concurrently serves as an independent directorof Cellcom Israel Ltd., an Israeli public company.
External Director(Chairperson of theFinancial StatementsReview Committee;member of the AuditCommittee andthe RemunerationCommittee)
Memberof the Board
DescriptionBoD
ADAMA Ltd
BoDADAMA SolutionsJiashuCheng
Mr. Cheng, age 69, is an Executive Director of the StanfordCenter at Peking University. He was previously thePresident of the Celanese China Operation. Mr. Chenghas Master's degrees in Economics and in EconomicDevelopment both from Stanford University, and Majorin planning and statistics from the Department ofEconomics, Hebei University.
Independent Director(Member of theFinancial StatementsReview Committee,the AuditCommittee andthe RemunerationCommittee)In 2021, ten (10) meetings of ADAMA Ltd.’s Board of Directors were held.In 2021, the Board of Directors of ADAMA Solutions held seven (7) meetings, with the directors’ attendance rate being 76%, and theindependent directors’ attendance rate being 90%.
Committees of the Board of DirectorsTo help the board of directors eectively and eciently fulll its responsibilities, it has established severalstanding committees.Board of Directors’ Committees - ADAMA LtdAudit CommitteeResponsible for monitoring the company’s internal control system, nancial
information, and its disclosure. The Committee currently consists of three members,two of whom are independent directors.In 2021, the Committee held six (6) meetings, with a 100% attendance rate.NominationCommittee
Responsible for formulating standards and procedures and making recommendationsregarding the election of candidates for directorship. The Committee currently consistsof three members, two of whom are independent directors.In 2021, the Committee held one (1) meeting with a 100% attendance rate.Compensation andAppraisal Committee
Responsible for reviewing and formulating recommendations regarding remunerationpolicies for directors and senior management. The Committee currently consists ofthree members, two of whom are independent directors.In 2021, the Committee held two (2) meetings with a 100% attendance rate.Strategy CommitteeResponsible for conducting research and formulating recommendations regarding the
company’s long-term strategic development plans and major investment decisions.The Committee currently consists of ve members, two of whom are independentdirectors.
Board of Directors’ Committees - ADAMA Agricultural SolutionsThe AuditCommittee
Responsible for supervising all ADAMA Solutions’ group activities and ensuring thatthey are conducted in compliance with all legal provisions. The Committee currentlyconsists of three members, all of whom are independent directors and two of whomare external directors.In 2021, the Committee held ten (10) meetings with a 97% attendance rate.The FinancialStatements ReviewCommittee
Responsible for discussing and formulating recommendations to the board of directorsregarding nancial statements. The Committee currently consists of three members, allof whom are independent directors and two of whom are external directors.In 2021, four (4) meetings of the Committee were held with a 92% attendance rate.The RemunerationCommittee
Responsible for approving and formulating recommendations regarding theremuneration of ocers, based on the adopted governing remuneration policy. TheCommittee currently consists of three members, all of whom are independent directorsand two of whom are external directors.In 2021, ve (5) meetings of the Committee were held with a 100% attendance rate.
Risk ManagementADAMA Agricultural Solutions utilizes a comprehensive risk management methodology that is designed tomaximize nancial returns for its stakeholders regardless of unavoidable risks and uncertainties in the businessenvironment. This methodology includes a risk assessment survey, most recently performed in 2018, that mapsthe key activity areas and processes in which there is risk exposure, such as strategic, operational, legal, nancialand regulatory risks. ADAMA Agricultural Solutions conducts an in-depth analysis of the residual risk level for allrisks and prepares a multi-year work plan for internal auditing based on its results.In addition to the risk assessment survey, we carry out periodic fraud risk assessments, with the most recentcompleted in 2020, aimed at assessing the overall fraud risk level by evaluating and identifying weaknesses inthe work and control processes, which could be exploited for fraudulent or improper activities.To increase visibility of risk and to assist in management decision making, risks in both the risk assessmentsurvey and fraud risk assessment are mapped and evaluated according to their residual risk based on theirinherent risk and the in-place internal controls framework. The categories are each dened by 5 levels rangingfrom very low to very high.The Board of Directors has overall responsibility for establishing and monitoring the framework of the riskmanagement policy. The Financial Statements Review Committee is responsible for establishing and monitoringthe Group’s actual risk management policy. The Chief Financial Ocer reports to the Committee on a regularbasis regarding these risks.
GRI Sustainability Reporting Standards
GRI 103, GRI 102-18, GRI 405-1, GRI 418-1
Upholding Ethical BehaviorAt ADAMA, we continually strive to be a socially responsible and trusted company that is driven by the highestethical standards and legal compliance in all our business practices. We view compliance as an essential part ofour long-term success.We do not tolerate any violation of the law, our code of conduct, or internal regulations.Our businesses are managed responsibly and in compliance with the statutory and regulatory requirementsof each country. We have established an ethics committee to examine and review resolution of various ethicalissues in a consistent manner, with two senior management members participating and reporting to theExecutive Committee.In 2009, we established the role of Ethics Ocer to handle ethics-related issues in a professional and condentialmanner. Michal Arlosoro, Executive Vice President, General Legal Counsel, Company Secretary, and ChiefSustainability & Communication Ocer, who has held this oce since 2009, reports regularly to managementon the Company’s ethical performance. Processes which have been established by the Ethics Ocer makeit straightforward for our People to seek advice or counseling regarding any ethical question, dilemma, orcomplaint in an anonymous and/or condential manner, ensuring that all queries are handled properly.SpeakUp – Reporting Concerns
ADAMA operates a global condential reporting system available 24/7 to all employees and suppliers/service providers. It is operated by an independent service provider based in the Netherlands.ADAMA recognizes that sometimes issues are too sensitive to report directly and therefore we encourage thecondential or anonymous reporting of concerns about ethical issues or breaches of applicable law relating tothe Company and its activities.The SpeakUp service is, a condential toll-free call or e-mail reporting system. SpeakUp is available in countrieswhere ADAMA operates and being web based is 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, here the access is promoted via our ADAMA website andSuppliers Code of Conduct.The reports are recorded by an independent, external third party, translated if needed, and forwarded to twomembers of ADAMA’s Legal Team for condential investigation. The person reporting (Messenger) receives areference number conrming the receipt of the report so that they can call back or log in to receive feedback orprovide further information.
We encourage employees to speak-up! All HR representatives have been trained in the service and arerequired to bring the Speak Up to the attention of their employees and in particular to new joiners.Promotional posters are located in oce locations. Our intranet has a Compliance Corner where the Speak Upis also highly visible to all employees. Also, an annual report is published on the internal messenging service ofthe Company and in the Corporate Sustainability Report.In 2021, there was an increase in the number of complaints - from 5 in 2020 to 23 in 2021 (46%). This is aerseveral years of stability in the number of complaints. We conducted in-depth research about these increasesand the ndings arise from the nature of the complaints.ADAMA’s Code of Conduct makes it clear that any reporting of issues must be treated condentially, and themessengers wishes respected and properly dealt with without fear of recrimination or retaliation.
SpeakUp by Country
The complaints were on various topics. The majority of the complaints (45%) dealt with were based ondiscrimination or harassment.20 inquiries were found to be justied and handled with varying degrees of severity including an employmenttermination case.We will continue to encourage our employees to submit complaints in any concerns that may arise, small asmay be, and we will continue to deepen the examination process and internal investigation of these complaints.Other than SpeakUp, compliance incidents or queries are reported through managerial levels directly toGeneral Counsel or senior managers.
SpeakUp Compliant Type
| 5 | 5 | 5 |
2017
8 Mexico1 Germany1 Israel
2018
1 Mexico3 Germany1 Poland
2019
1 Mexico2 China1 Columbia1 Israel
2020
2 Brazil1 Poland2 USA
2021
5 China1 Columbia1 India2 Israel6 Ecuador
4 USA1 Vietnam1 Peru1 South Africa
Auditing & Accounting
Bribery & CorruptionConicts of Interest
Discrimination and HarassmentHealth, Safety and EnvironmentHR-management matterLabour Rights and unfair employment practice
32%Referred to HR/Mgmt
23%Training/Coaching
4%
Ongoing5%Termination9%
Policy/Process Review9%No Action Necessary
18%Advice Given
2021 ADAMA ESG Report?|? 2524?|?
Code of ConductOur Code of Conduct is the blueprint by which we ensure ethical practices and integrity. In the Code, we outlineour commitment to our People and stakeholders and set out our expectations of them. It encompasses ourcorporate culture, community relations, and the components of appropriate behavior. In 2019, compliancewith the Code of Conduct was discussed during the General Assembly and throughout the Company to raiseawareness of the subject.In 2019, the Code of Conduct, as well as a Q&A section giving day-to-day examples of situations of ethicaldilemmas, was reissued in the Asia-Pacic region, translated into four new languages, and made available in atotal of 21 languages.In order to achieve full alignment, roll out and training on the Code of Conduct was conducted on a globalscale throughout ADAMA. 6,191 employees participated in the programs, and 88% of users completed them.
Zero Tolerance for Bribery and Corruption
ADAMA has zero tolerance for, and is committed to preventing, bribery and corruption. It is committed to fullcompliance with all applicable laws, regulations, and contract requirements relating to the ght against briberyand corruption.Our code of conduct strictly prohibits oering, giving, or receiving bribes, either directly or through a third party.Entering into business relationships with an individual or entity which has a history of engagement with briberyis forbidden. We share, implement, supervise, and enforce our anti-bribery and anti-corruption principles with allof our People.
SpeakUp - Action Taken
Our policy is to require all relevant employees to complete online anti-bribery training on an annual basis. Wherenecessary, online training is provided in the local language.In 2019, we planned various initiatives as part of our commitment to preventing bribery and corruption. Theseplans included the creation of an online library of compliance case studies, as well as continued training andadoption. In 2020, ADAMA internally developed the anti-bribery training. The online training was deployed on aglobal scale throughout ADAMA, and is accessible to all employees in their local languages.Corporate Compliance training is an annual requirement for performance review and part of onboarding fornew employees.Since 2018, completion of all compliance training programs are a necessary condition for receiving a bonus.
Compliance Moments SiteIn 2020, we launched our Compliance Moments program, a user-friendly way to raise awareness forcompliance. The Compliance Moments program consists of cases featuring real-life ethical and legal dilemmasfrom a wide range of topics, to be shared by our leadership members in the rst ve minutes of meetings theylead.Our new Compliance Moments website is home to all Compliance Moments cases, currently available in fourlanguages – English, Chinese, Portuguese, and Spanish. Each case, labeled with a catchy title, includes amultiple-choice question and suggested points for discussion, referring to our Code of Conduct.Compliance Moments can be shared in the traditional way, i.e. using slides, or through our new interactive user-friendly app, allowing the interactive, dynamic, and real-time participation of all members.
No Political DonationsWe do not use funds or corporate resources to support any political candidate or party. We recognize the rightsof our employees to participate in the political process, provided they act independently of ADAMA and do notuse ADAMA time, property, or equipment in the process.
1,038
LATAMLycoredAPACBrazilChinaAmericasEuropeIMAIsrael
CompletedInvitees
Importer/Formultor
DistributorRetailerFarmer
2021 ADAMA ESG Report?|? 2726?|?
Ethical Supply ChainADAMA recognizes that the quality of its products is inuenced, among other factors, by the quality of itsrelations with its suppliers. The company conducts ecient, honest, and legal commercial relations with itssuppliers, based on clear and organized procedures. We operate in accordance with environmental and socialregulations, and expect our suppliers to do so as well.Our Code of Conduct applies equally to all of our suppliers, and includes aspects concerning environmentalprotection and community commitment. The Company attaches importance to having business relationswith suppliers who are strict about fullling legal provisions regarding rights of employees, health andsafety, protecting the environment, etc. within their businesses. Use ADAMA time, property, or equipmentin the process.
Data Privacy
ADAMA’s Global Information Security Policy emphasizes the critical role our business plays in protecting thepersonal data of our People as well as our stakeholders, and putting in place preventative security measuresto avoid data breaches. We control and supervise access to personal information, balancing the interestsand privacy rights of individuals with those of our business interests and assets, in full compliance with GDPRregulations.We have solidied our environment using cutting-edge cybersecurity tools and systems. All new systems thatnecessitate access to our data are required to undergo vetting by our cybersecurity compliance and intelligenceteam.We annually audit and check our third party solutions for continued data privacy and cybersecurity compliance.We have deployed multi-factor authentication for all users (employees, contractors, etc.) who require access toour data.We leverage our cybersecurity intelligence systems to better understand what vulnerabilities our environmentand data are susceptible to, to enhance our enterprise’s defense. We have deployed incident responseprocedures and escalation processes to be ready for any potential incident. We also test our environment andthe procedures we have created.We are currently working on our ISO27001 certication to better display our ongoing eorts to secure ourenvironment.
ADAMA is currently in the process of improving our supplier evaluationprocess, which will include screening all new suppliers based onenvironmental friendliness, sustainability, employment practices, and socialcriteria. The procedure launched in a specic Supplier Code of Conductavailable since June 2020.
Data Privacy Training
In 2021, ADAMA relaunched an online data privacy training module. The module, which is available in eightlanguages, covers the scope of data protection and data privacy laws, personal data processing, employeeresponsibilities, data breach management, data security, and more. All new employees are required to completethe training as part of their onboarding at ADAMA.
GRI Sustainability Reporting StandardsGRI 103, GRI 102-8, GRI 401-1, GRI 405-2
LookingAhead
Our Innovative Sustainable ProductsADAMA is developing a leading pipeline of eective, safe, and sustainable crop protection solutions to meetboth the current and future needs of farmers. Together with the hundreds of active ingredients already in ourportfolio, ADAMA now has a one-of-a-kind toolbox that allows us to create unique formulations and mixturesto address farmer pain points around the world. Moreover, we have recently entered into the development ofbiological products that allow us to oer a variety of sustainable products.
Product Development Process
We begin our ideation process from the eld, listening to our customers, agronomy experts, and leadingresearchers to understand the specic requirements farmers have. We combine these insights with our ownexpertise and know-how to deliver eective, sustainable, and high-quality products.This process is the driving force in our product development.
Our Products
Our ideation process begins inthe eld. We create ongoinglistening opportunities with localfarmers and agronomic experts,through our crop managementteams, to understand farmers’current pain points andanticipate future needs.
We integrate the insights wereceive in the eld with theknowledge and expertise of ourproduct development, R&D,formulation, and product strategyexperts at ADAMA. All productconcepts undergo extensivescreening and prototypingto optimize the formulation,ensuring ecacy and selectivity.
When the prototype meetsall product requirements, wefreeze the formulation, conductregulatory trials, and undertakelocal demonstration trials to showfarmers rst-hand the features andbenets of the new product.
Facing a Growing Set of Challenges
Farmers everywhere face a growing set of challenges: ever-increasing threats from weeds, pests, and diseases;the adverse impact of climate change; rising consumer demand for nutritious, safe and aordable food; andsocietal expectations that the agricultural community limit greenhouse gas emissions.In the absence of crop protectionproducts, farmers would lose 30%-70% of their crop yields.With the broadest portfolio of activeingredients and products in theworld, we are uniquely positionedto address the global challengesand local needs of our customers.ADAMA carefully selects the mosteective and sustainable moleculeswith which to create everythingfrom our more common o-patentproducts to our dierentiated,market-leading solutions. This givesfarmers an array of oerings thataddress all their various needs.
Product Portfolio
ADAMA’s product portfolio includes approximately 300 active ingredients and 1,450 dierent formulations.
?Our product development strategy is spread over a wide range ofoptions that address the needs of farmers alongside the needs of theworld's sustainability. We take into account the reduction of activeingredients, developing new innovative formulations that maximize theeectiveness of the product with a less active substance, alongside thedevelopment of biological products."Yoav AvidorVP Innovation, Development,Research & Registration
Our Product Development Strategy
Discontinue Use of Selected Active Ingredients
There are countries that have dened certain active substances as prohibited.In 2021, we decided that although there are countries that approve the continued sale of these materials, andwhile understanding the business and nancial damage involved, their sale to all countries will be reviewed andgradually stopped.Decisions regarding the continued marketing of products are made through a dedicated committee thatconvenes specically to make decisions that comply with the company's policy on the subject.The process is complex and must be done with sensitivity and appropriate preparation, since it is necessaryto address the needs of the farmers to oer alternative products while providing sucient time until we stopmarketing the product.Case Study:
Proactive and responsible approach
In 2021, we decided to discontinue sales of a leading insecticidein Brazil. While the product is still on the market, other countrieshave started to limit its use and ADAMA decided to take aproactive responsible approach, to stop sales rather than wait afew more years until it is ultimately restricted.We discontinued marketing a leading insecticide in most ofthe world and it is now banned for food crops. Marketing for another leading insecticide product has beendiscontinued at a rate of at least 90%.Case Study: BarrozA new product sold in India is replacing carbofuran, an eectiveactive ingredient which is less desirable due to its potentialenvironmental impact. Barroz is a proprietary ADAMA novelmixture that does not include carbofuran, while showing veryhigh ecacy for treatment of insects in rice, with documentedimprovement in crop yields. Barroz is a great example of howinnovation can lead to better ecacy alongside a safer prole.
Herbicides
Farmers face signicant yieldloss every year due to weedcompetition. ADAMA’s broad rangeof herbicide solutions addressesresistance challenges, overcomesweeds, and helps guarantee asubstantially increased harvest.Our portfolio is comprised of themost advanced, eective, andsustainable molecules, which wecombine to create smart mixturesand formulations.
InsecticidesCrops suer from direct damage,diseases, and contaminationcaused by a wide variety of pests.Our insecticide portfolio oersan extensive range of trustedsolutions and a growing numberof dierentiated mixtures andformulations and innovativeproducts.
Fungicides
Fungi are a common cause ofdiseases in plants, impairing theirdevelopment and negativelyimpacting the quantity andquality of crop yields.Our fungicide portfolio utilizesmultiple active ingredients andis specically designed to beeective in the face of increasedresistance.
Innovative Products that Reduce Active Substance WhileMaximizing its Impact
We are constantly working on formulation technologies thathelp us limit active ingredient rates without compromising theeectiveness of the product, with the objective of reducing theproduct's environmental impact.We have already achieved a number of successes over recentyears in our journey to create a more environmentally consciousportfolio.Case Study: SoratelThe product is based on prothioconazol, a leading fungicide usedto eectively treat a variety of diseases in key crops includingwheat, barley, oil-seed rape and more. ADAMA's new formulationdelivers 10-20% higher ecacy as compared to the originalprothioconazole product, as well as higher crop yields, while usingthe same amount of active ingredient per acre treated.Soratel supports our goal of helping feed the world in a moresustainable way.
Biological Products DevelopmentIn 2021, we established a new team in our Innovation, Development, Research & Registration department whichis focused on the development of biological products. Our sales and new product pipeline of biological productsare still small, yet they are now growing faster than our traditional portfolio.Development of crop-protection products based on biological active ingredients poses a variety of challenges.For example, the biological ecacy is oen lower than that of synthetic active ingredients, so farmer yields andeconomics are impacted, and with them the food supply. Therefore, what is required is a holistic approach thatwill create solutions that farmers can rely on.Thus, ADAMA seeks to encourage farmers to integrate the use of biological products in a hybrid model - forexample, use of synthetic active ingredient-based products alongside biological products, to provide a fullresponse to farmers' needs.Case Study: BralicAn exciting product developed by ADAMA in Mexico is nowexpanding globally to additional markets. Building on prior datashowing that garlic has a favorable impact on insect infestation,Bralic is a biological product, based on garlic oil extract alone.We are proud of this new natural product with its favorableeectiveness - low environmental impact oering.
Delivery TechnologiesOur objective is to optimize the performance of each active ingredient, to maximize its ecacy while minimizingunwanted side eects. This can be done through enhanced formulations, which achieve more ecient deliveryto the relevant site in the plant or pest, creating opportunities to obtain more value from less material.ADAMA has been investing in technologies that improve the delivery of active ingredients to their targets and inthe analytical and biological tools necessary to measure and guide this type of development. It is anticipatedthat this next generation of formulations will do a better job of controlling crop disease, combating resistance,and enhancing farm yields and food supply, while requiring fewer crop protection active ingredients. This willlimit our product footprint on the environment and in the food chain.We target three main areas in our delivery technology eorts:
? Rainfastness and Leaf/Insect AdherenceIncreasing the proportion of material remaining active on the leaves, thus reducing the amount of productneeded to achieve the desired crop protective eects.? Penetration and Systemic MigrationDriving more of the active ingredient into the plant toincrease the curative eects of our products, whileadministering smaller quantities and leaving less residue in the environment.? Bioavailablity and Controlled Release
Enhancing active ingredient bioavailability through controlled release, targeting, and active ingredientprotective technologies, to achieve more with less.
We are currently working on developing additionalcourses of action in the eld that will allow farmersto maximize existing cultivation limitations.
Product StewardshipWe are committed to developing high quality,sustainable solutions that are safe for both users andthe environment. Our products are developed tomeet the strict safety standards set by governmentauthorities, and they undergo robust testing beforethey reach the market. ADAMA’s internal QualityPolicy ensures that we constantly monitor ourproducts’ performance and customer satisfaction,allowing us to address any issues that arise.
2021 ADAMA ESG Report?|? 3534?|?
Our Global R&D Center in Israel
In 2019, ADAMA inaugurated our newest R&D Center in Neot Hovav, Israel, relocating our traditional facility inBeer Sheba and adding to our global R&D network in Agan in Ashdod, Israel; Hyderabad, India; Nanjing, China;and Londrina, Brazil. The new campus houses over 100 researchers and provides state-of-the-art laboratoryfacilities. The Neot Hovav complex covers all stages of research and development: from basic chemicalresearch, the development of processes and active ingredients, and formulation development and scale-up, tothe nal stages of developing new products for commercial use by farmers. The Center is also where we focus onbuilding connections between academic research and industry bodies, making it possible to utilize cutting-edgescientic knowledge in the company’s market-leading products.
Case sStudy:
A unique program for chemistswith Tel Aviv UniversityAs part of the company’s vision for the next generationof crop protection products, in December 2019 welaunched the ADAMA Center at Tel Aviv Universitywith a $3.5 million investment.The ADAMA Center is a unique teaching programon formulation sciences, intended for postgraduatestudents from a variety of elds including chemistry,engineering, materials, and plant sciences.The ADAMA Center includes a novel curriculum developed jointly with the university and ADAMA, and a state ofthe art teaching formulation lab, and oers a number of PhD and MSc scholarships each year following a highlyselective process. Our vision and investment in the Center demonstrate ADAMA's commitment to prepare thenext generation of formulation experts, who are much needed as the eld of formulation becomes increasinglycritical to ADAMA and the industry at large.
GRI Sustainability Reporting StandardsGRI 413-1, GRI 413-2Sustainabe Development Goals
End poverty in all it's formseverywhere
End hunger, achieve foodsecurity and improovednutrition and promotesustainable agriculture
Build resillient infrastructure,promote inclusive andsustainable industrializationand faster innovation
Ensure sustainableconsumption and productionpatterns
Investing in World Class R&D and Formulation CentersThe new era of ADAMA innovations began with the establishment of the Innovation, Development, Research,and Registration division (IDR) in 2014, which consolidated product development, formulation R&D, chemicalR&D, and registration functions under one roof. Better alignment of the work process and cooperation betweenfunctions has enabled us to be more ecient, responsive, and agile, giving us the capability to develop cutting-edge next-generation products.In recent years, ADAMA has augmented its researchand development capabilities by hiring dozens of newresearchers, and building appropriate infrastructureand capabilities for synthesis and advancedformulations.In 2021, $150 million was invested in R&Dtoward more climate-friendly products(double the amount in 2020)? Adding over 20 molecules to create unique formulations and mixturesto address farmer pain points around the world.? Launching new biological products.
LookingAhead
Agriculture TechnologiesADAMA is committed to promoting innovative solutions to reduce our environmental impact. Integratingagricultural technology (AgTech) into our solutions for farmers, together with our traditional product oerings,helps them use our products in a more eective way while increasing eciency, reducing costs, and minimizingthe potential impact on health, safety and the environment.
Listen and Learn from Farmers and DistributorsOur strategy is farmer centric, technology neutral. We start by listening and learning from the farmers abouttheir challenges and pain points. Every farmer and every crop in every country, and every disease, weed andpest, is unique. It is in our DNA to work closely with farmers and learn about their dierent needs, in order tocreate unique and dedicated 'tailor made' solutions, while looking for opportunities to expand and adapt thesesolutions to other regions so that they become commercially viable.Farmers face many challenges, such as the need to reduce costs and increase the quality and quantity of food,in the face of growing demand to reduce environmental impact and ensure crop health. All this while meetingconstantly changing local regulations, on-going competition, and climate change. Expectations and demandsfrom farmers are also changing. For example, consumers, who today more than ever emphasize environmentalsustainability and health, expect farmers to oer smaller fruits for reduced consumption and food waste.Together with this, they need to gain larger yields from existing elds, and achieve all this using smaller amountsof pesticides.The main practical way to achieve all farmers’ aspirations is by encouraging innovation.AgTech makes it possible to bring innovation that provides a solution to the needs of farmers but also to theneeds of the environment and growing population, by using less chemicals while maintaining the quality andquantity of the crop.
Our Approach to Developing AgTech Solutionsthat Will Oer True Value to FarmersWe at ADAMA developed a strategy to guide us in implementing AgTech in a way that will oer the bestoutcomes to all our partners involved in the process. Our guiding principles are:
1. We listen to farmers - have an ongoing
dialogue with them and monitor theirneeds and challenges
2. We map the challenges faced by
farmers today and identify pain points
3. We scout for innovative technologies
and initiatives that can provide avaluable solution.We use our extended database, globalnetworks, conferences, and meetings.
4. We ask ourselves a series of questions
in the context of how can we give truevalue to farmers:
? Does the innovative solution bring value
to farmers?? How does it answer their needs?? How do we measure success? Is this
solution suited to their needs?? Is it possible to scale up the service to a
wide range of farmers?
"Farmers cannot work harder but can use smarter methods andtools. To that end, ADAMA is collaborating with innovative AgTechentrepreneurs who have been carefully selected to provide solutionsto farmers' pain points. The synergy of chemical and technologicalknowledge, born in these partnerships, allows farmers to minimize alldanger to crops, themselves, or the environment, and to apply productscorrectly and optimally".Georgiana FrancescottiHead of AgTech & Digital Services Registration
Examples of AgTech ApplicationsCase Study:
Eagle Eye - Drone Technology(by Agremo)Conducting eld visits is one of our key actions todemonstrate to farmers the ecacy of our productsand to spend time with them, listening and learningabout their needs and pain points. During theCOVID-19 pandemic, we were denied this ability toconduct eld research with farmers and partners.ADAMA Eagle Eye is a digital platform that uses AIto distill analytics from drone imagery to provideinformation about elds and crops. This applicationallowed us to virtually visit elds, collect 3-D images and data, and document the progress of our eld trials.The technology has allowed us to reach many of our key partners through virtual eld trials in a safe, ecient,and personalized manner.We believe that this technology will be part of a future hybrid solution for eld tests and management, althoughit is clear to us that it cannot replace valuable face-to-face encounters we enjoy with our partners. Furthermore,this application allows us to reach many more farmers, distributors, and partners, who even under normalcircumstances would not be able to meet us in the elds.
We at ADAMA believe in collaboration. We arenot a tech company, nor are we a sowaredevelopment company. What we bring to thetable is our agronomy and chemical expertise.We look for the right tech companies so thattogether we bring the right solutions to farmers.As such, we maintain "technological neutrality"– we collaborate with start-ups but do not investin their equity. It is important that we remainopen to entrepreneurship and other innovativesolutions. This concept allows us the freedom toexplore and maintain our approach that there isno one-size-ts-all solution.
GRI Sustainability Reporting StandardsGRI 103, GRI 203-2Sustainabe Development Goals
End poverty in all it's formseverywhere
End hunger, achieve foodsecurity and improovednutrition and promotesustainable agriculture
Build resillient infrastructure,promote inclusive andsustainable industrializationand faster innovation
Ensure sustainableconsumption and productionpatterns
Case Study:
Trapview (EFOS) a Pest Control Forecast to Improve Pest ControlTrapview technology is an automated pest monitoring and forecasting application. It is an AI-based decisionsupport system that oers real-time analysis and forecast of the exact treatment required to be implemented inthe eld. Just as there is no one-size-ts-all solution, Trapview oers various models of traps in dierent shapes,colors, or modes of attraction (pheromone, color, feeding attractant, or light) depending on the pest. Thetechnology allows farmers to make more informed decisions in implementing proactive preventive treatment,instead of reactive treatment, based on reliable and accurate data collection.ADAMA oers the technology in several countries around the world.
Diversity and InclusionWe at ADAMA start everything with listening to and learning from our stakeholders, and it is most importantwhen we want to promote a diverse and inclusive workforce. We believe that diversity and inclusion promote ourbusiness success, by bringing varied cultures, ideas and opinions to our company. That is why we have listenedto the dierent populations with whom we work in developing our inclusive culture.Employing more than 9,000 people in over 45 countries, ADAMA cherishes the richness of numerous culturesand enjoys the benets of this vibrant mosaic. At ADAMA, we aim to create an engaging, passionate, andempowering environment, where all our People have equal opportunities to grow and thrive.
Our Growing TeamSince 2017, our team has been growing rapidly, reaching 9,162 people by the end of 2021. Our employeeturnover rate stayed within normal range, varying from 12.8% in 2020 to 13.7% in 2021.Our Employee Retention Rate in 2021 is 87%
Our People
"Our People are our source of strength - and therefore, we invest greateorts in promoting their development and empowerment, in nurturingand promoting them within ADAMA, and in preserving and jointlydeveloping our unique organizational culture. We pay special attentionto diverse recruiting which enriches our wide range of opinions andcultures, and strengthens our creative thinking. All is based on therespect we have for each and every one of our People and on ensuringthe ethical and fair infrastructure in everything we do."Mody Benaiah EvpPeople
2015201620172018201920202021Number of people
4,8644,9555,0577,6757,7597,5059,126Total Number of People
201920202021Employees
9447492,617Managers11265191
New Hires
201920202021Employees
8661,1011,014Managers79113135
End of Employment
Our People’s roles
Diversity and Inclusion (D&I) AmbitionIn 2020, ADAMA established a global D&I Committee comprised of people from around the world, from variousfunctions and diverse backgrounds. The committee developed a clear D&I ambition and drive the execution ofvarious initiatives to improve and amplify the diversity of our teams and the inclusiveness of our culture.
During 2021, the dedicated D&I committee conducted extensive research to formulate ADAMA's new strategy- setting key pillars, goals, and dashboards, and dening projects to advance Diversity and Inclusion in thecompany. The committee gives guidance with regard to the promotion of gender and age equality, as well asthe recruitment of people with disabilities. In addition, in relevant countries we are focusing on recruiting specicpopulations. For example, in Israel, cooperation has recently begun with the Co-Impact organization to recruitemployees from Arab society.
Case Study: Partnership in Israel withCo-Impact – a Local NGO IntegratingArab Society in EmploymentSince 2020, ADAMA has been collaborating withCo-Impact, a local non-prot organization aimedat integrating employees from the Arab sector intoIsrael's economy and society.As part of this partnership, we established a broadsteering committee that includes senior ADAMApeople from nearly every functional group: People,Communications, Legal, IDR, and more.Together,we set goals and generated a work plan whichwas approved by the CEO. In early 2022, we communicated our work plan as part of our global diversity andinclusion policy, including materials that were translated into Arabic.Co-Impact assists us in locating talented candidates for various positions, and supports us in adapting ourrecruitment processes to this population. We are pleased to share that since the beginning of 2022, two womenhave been recruited from the Arab community, bringing us nearer to our goal of three new academic recruitsfrom this sector for 2022. In fact, we are hoping to exceed the recruitment target set for this year.Additional activities included a recruitment conference with Arab students aimed at introducing them toemployment opportunities at ADAMA, and community outreach projects.These and other activities were detailed in an annual progress report that was shared with the President of theState of Israel, Mr. Isaac Herzog.Age Diversity31% of the workforce and 40% of managers are employees over the age of 50
At ADAMA, the age of our People is not a factor in hiring decisions, remuneration, or promotion. The companybelieves that diversity regarding multiple parameters, including age, is important for the quality of work and theoverall working environment.Workforce by age
Gender Diversity
24.4% of workforce and 18.6% of managers are women
ADAMA places great importance on encouraging the employment of women in all roles across the company,and recognizes the need to increase the percentage of women in the workforce. Wherever possible, we haveestablished a policy of exible work hours to enable our People to balance work hours and family time. We alsoenable our People to do some of their work from home.Workforce by gender
GRI Sustainability Reporting StandardsGRI 103, GRI 102-8, GRI 401-1, GRI 405-2
Welcome to ADAMAEmployee OnboardingJoining ADAMA can be the start of a fruitful andexciting partnership between the new colleague, theirdirect manager, peers, team and company.The rst months are a time to learn; both for the newemployee to learn about ADAMA, and for us to learnabout our new team member.Our online onboarding platform is a collection ofmaterials and tools that support this mutual learning,to ensure we onboard our people in a valuable,eective and personal way.
SPARK Learning HubADAMA’s learning hub oers multiple opportunitiesboth from the company and using externalresources, to train and inspire our People, anywhereand anytime, and accessible in several languages.The platform combines in-house learningmodules and ADAMA-specic content, our uniqueMarketplace of Opportunities oering interpersonallearning, workshops and mentoring sessions, as wellas access to diverse content and courses from theLinkedIn Learning and Learning Edge online libraries.Learning Edge, Syngenta Group’s online learning platform, was integrated into Spark in 2021 which furtherstrengthens our continuous learning culture, with podcasts, videos, online courses, articles, and much more.Mandatory and Local TrainingOn a global level, our People are required to completeonline sessions & trainings, which cover various topicssuch as the ADAMA Code of Conduct, Health andSafety, Data Privacy and more. In addition, our localsites oer training sessions and workshops that arespecied to their local needs.
Growth and Development
Learning & Development OpportunitiesAt ADAMA, we know that achieving excellence requires the highest level of professionalism alongsidea robust company culture. ADAMA is committed to continually investing in our People’s personal andprofessional development. We provide our People with the knowledge and skills that will enable them tosucceed in their present role, as well as prepare them to take the next step in their career.
"When it comes to development and growth, ADAMA is like a candyshop with hundreds of jars lled with all kinds of candies, all withdierent shapes, tastes and colors. Being a global company, activein 50 countries, 20+ languages, with people in so many professions,from chemistry and agronomy to marketing, law, HR and more, wehave plenty to oer. Whatever we want to learn, whatever direction wewant to take our career, and given the right motivation and intrinsiccapabilities, our People have the freedom to develop careers thanksto this unique abundance. There is nothing more gratifying as aPeople professional than to see our People grow through developmentopportunities within the company."Michal RozenkrantzHead of People Development
Forming Strong LeadersWe believe that the success of a company isdeeply grounded in the quality of its leadership.Our Leadership Framework describes the skillsand behaviors that characterize a successfulmanager at ADAMA. The Framework servesas the basis for screening and hiring seniorpersonnel and drives the content of variousmanagement development programs,succession plans and manager evaluations.
"Maestro"
We designed a Managerial Development Programcalled "Maestro", based on our Leadership Framework.This program aims to strengthen ADAMA’s managerialcommunity, sharpen managers’ inuence skillsand foster a winner’s mindset, which together helpreinforce ADAMA’s DNA.We have developed a “managerial toolbox” topromote the integration of the Leadership Frameworkinto daily routines. These tools include fortifyingpersonal resilience, building trusted relationships,growing and empowering people, increasing teameectiveness, and promoting eective relationshipinterfaces.We strive to help our managers develop the skills that will enable them to successfully lead in complexenvironments.In 2020, with the start of the pandemic, the "Maestro" program was transformed to take place in a virtualformat and we continued growing our leaders. In 2021, we completed 20 programs, adding over 200 leaders allover the world to our Global Maestro Alumni community.“Leadership Pathway”For senior leaders we’re conducting a special leadership program called “Leadership Pathway”, for providingparticipants the skills and knowhow for developing resilient, future-proofed teams.The program aims to provide its participants with the skills to:
? Cultivate greater self-awareness to both leverage existing strengths and intentionally develop leadership gaps? Proactively manage both theirs and the team’s energy and resilience to add value to the business, even during
challenging times? Develop future-proofed teams by anticipating challenges and boosting the empowerment of their teamsthrough a coaching approach? Gain clarity on how to manage through continuous change, and drive their team’s objectives in a VUCAenvironment? Improve inuence, communication, and executive presence to strengthen their network and brand in the
organization? Embed the principles of agile and self-directed learning in themselves and their team to enable micro-changes
with exponential impact
Talent MappingOur annual “High-Performance: High Potential” (HiPo) mapping process takes place among our LeadershipCommunity, including our People who are one-level below Leadership. The purpose of this process is to assessour bench strength and support our high potential employees (HiPo’s) with creating Individual DevelopmentPlans including a variety of learning opportunities through coaching, mentoring and various training sessions.Management discussions regarding People issues are conducted on a quarterly basis. Our Leaders and PeopleBusiness Partners accompany our HiPo’s in their development journey.
Global CareerDevelopment ProgramWe introduced a global Career Development Program which includes online workshops intended for bothemployees and managers. The purpose of the workshops aimed for employees is to provide the opportunity toget acquainted with their strengths, learn how to explore further opportunities, understand what skills they needto full their aspirations and put a plan in place for future development. As for managers, the workshops striveto empower career development by providing our leaders with the framework and tools to hold a fruitful andecient career dialogue and support their employees' career journey.
Internal Mobility35% of all open positions were lled internally in 2021
We aim to provide our People with room for growth. Our internal mobility policy encourages and enables ourpeople to pursue complete, long-term careers within the organization.We believe that it is in everybody’s best interest to provide full support to team members who want to grow andadvance to a dierent role within ADAMA. For this reason, our internal mobility policy sets a clear priority forinternal applicants over external applicants for open positions at ADAMA. Aer working for two years at ADAMA,any employee may apply for a new position within the company.All applicable jobs are available on the internal career portal and are published two weeks before becomingpublicly available.
GRI Sustainability Reporting StandardsGRI 103, GRI 102-41Sustainable Development Goals
Ensure inclusive and equitablequality education andpromote lifelong learningopportunities for all.
Ethical EmployerAt ADAMA, we are committed to creating an environment in which everyone is treated in a fair manner.We strive to support equal opportunities without discrimination in hiring, compensation, access to training,promotion, termination, or retirement, for all our People and employee candidates.ADAMA neither distinguishes nor discriminates on any occasion on any basis, including gender, race, sexualorientation, religion, nationality, age, disability, marital status, union membership, or political aliation. ADAMAis an active human rights supporter and fair employer.
Fair EmploymentADAMA complies with all relevant labor and employment laws in all countriesin which we are active, including the payment of required minimum wage orabove.
The conditions for employment at ADAMA are determined by collective agreements, personal contracts, orother arrangements, in accordance with the relevant laws in our countries of operations. In many cases, wehave established employment.
Full and Partial EmploymentAt the end of 2021, only 17 of our People were employed part-time.
Fair RemunerationADAMA provides our People with all the benets required by law – and in many cases more than that requiredby law. To help us dene criteria for salaries and benets, we conduct annual salary surveys (salary benchmarks),which help us evaluate the standard for our terms and conditions versus the market in each country.This is especially prominent during the process of Fair Employment, our global annual compensation reviewprocess. The benchmark survey focuses on parallel or similar industries around the world. Our goal is to provideremuneration that is equivalent to, or surpasses, that in local markets.
Anti-Harassment Policy
ADAMA has a zero-tolerance policy for discriminatory, harmful, harassing, or humiliating behavior towards ourPeople. We have established a clear policy against harassment, and we conduct training sessions to ensure therequisite respect towards one another. We place great importance on this matter, and handle any complaintwith immediate attention and the utmost seriousness. ADAMA acts in accordance with applicable laws, relevantagreements, and the company Code of Conduct.
Freedom of AssociationADAMA recognizes the right of our People to jointrade unions, conduct collective negotiations,and enjoy all the rights available to them throughtheir membership in those unions. We have neverrestricted freedom of association, and we continueto support the process of collective negotiations thatcover pay rates, working hours, certain benets, andother terms and conditions of employment.
Employee AssistanceProgram (EAP)At ADAMA, the health and safety of our Peopleremains our priority, and many life-events, whetherthey are predictable or come as a surprise, impactour emotional, psychological, and social well-being,aecting how we think, feel, and act.The Employee Assistance Program (EAP) is anindependent counselling and resource serviceavailable 24/7 to all our People and their families inlocal languages, providing condential access toprofessional counselling and helpful resources.
Human RightsADAMA is committed to protecting the human rightsof all people. We place great importance on this valueand view it as a cornerstone of our activities.Moreover, we see compliance with the Code ofConduct and applicable laws as the responsibility ofeach individual. We invest great eorts into identifyingand working with business partners who conduct theiroperations in a similar manner.
GRI Sustainability Reporting Standards
GRI 103, GRI 102-41Sustainable Development Goals
Promote inclusive and sustainable economic growth, employment and decentwork for allSustained and inclusive economic growth can drive progress, create decent jobsfor all and improve living standards.
Engagement
EmpowermentEnablement
EmployeeExperience
Social? A Positive &
Supportive SocialNetwork
Physical? Amount of activites? Eating & drink Habits? Daily routine
Mental
? Ability to handle thestress of life? Maintain positive
attitude? Sense of purpose
Well-Being
2021 ADAMA ESG Report?|? 5352?|?
Health and SafetyAt ADAMA, we believe that everyone is entitled to a work environment that is both safe and healthy. To fulllthis commitment, we strive to proactively address health and safety risks, identify skill gaps, and promote asafe organizational culture. Our commitment to health and safety is formulated in the Global HSE policy andsupported by the ADAMA Code of Conduct.
In accordance with our mission tobetter listen and learn, we activelyinvolve employees in formulatinginitiatives to improve their safety andwell-being. For example, we haveregular meetings of employees andmanagers to discuss ways to improveour performance.We also use our internalcommunication channels to inviteemployees to give us feedback andshare suggestions for initiatives weshould implement to improve ourconduct in the eld.Another important means ofemployee involvement is our learningprocesses from actual events that arebased on listening and learning fromthe employees themselves on waysfor improvement, and then sharinginsights gathered.
Some sites have a dedicated program on the subject, such as the wellbeing program we conducted in Indialast year. This particular site employs close to 500 people and therefore, safety is of paramount importance.Accordingly, we have formulated a proactive plan that expands our eorts to promote employee health andsafety in the context of the employee experience – focusing on empowerment, enablement, and engagement.Various safety infrastructural processes were implemented alongside new initiatives that deal with a variety ofissues such as: Physical & Mental Health; Safety Culture Development; Job Responsibility Design; Fun at theWorkplace; and more.The program includes training sessions, periodic inspections, thematic happenings, safety competitions, andgamication to ensure employee involvement. We are proud to share that the program is a success and shows aconsistent increase each year in employee engagement, one of the main objectives of the program.
Emotional Connection& Commitment
? Reward & Recognition? Development
Opportunities
? Quality & Customer Focus? Fun at work Participation
in initiatives? Cross functional culture
Role OptimisationSupportive Environment
? Performance
Management
? Resources? Training? Job Design & Work
Processes
? Collaboration &
Information Sharing
? Support
Employee Trust
? Clear Roles &
Responsibilities
? Superior Willingness to
Delegate
? Job enrichment? Clear Expectations? Independent decisions
Leadership
RiskManagementimplementation
ContinuesImprovement
Execution ofactivities
Monitoring.reporting andlearning
Assurancereview andimprovements
Plans andProcedures
Process SafetyManagementStakeholders
andcustomers
Riskassessmentsand controlCommitmentandaccountabilityPolicies,Standard andobjectives
Resourcesandcapability
TheFundamental
Direct Cause
19%
Ignore Risk16%No PPE
8%RiskAsessment
4%
PoorDesign18%
Work Enviorment
4%
Work Procdure
27%Wrong Tool
Root Cause
2%
No PPE10%Desigen
14%
Ignore Risk4%Wrong Behavior
70%
Poor RiskAsessment
2021 ADAMA ESG Report?|? 5554?|?
We have promoted a wide range of proactive initiatives and practices in thepast three years that has resulted in our increasing performance in HSE. Thejourney to achieving our ZERO accidents goal is full of challenges, but we willcontinue to invest the necessary eorts and resources to achieve it.
Managing Health and SafetyWhile managing our employees' health and safetyis important in all our facilities around the world, itis especially crucial at our production sites, wherethe potential for accidents, exposure to hazardousmaterials, and erroneous use of equipment is higherthan at other facilities.Our sites are governed by localized HSE policies andguidelines. We are in the process of completing ISOcertications for all our sites with ISO 45001, 14001certications expected by the end of 2023.
By the end of 2021, 57% of our sites wereISO 14001 certied and 43% were ISO 45001 certied
Global HSE ProcessesIn 2021, we continued to build our global safety processes, by:
? Reporting according to Syngenta Group standards? Building the overall HSE model and system? Recording 213 events, of which 179 were low severity and near miss? Managing Covid-19 aspects across all global locations? Building our process safety education program? Training and certifying new process safety engineers? Taking an active part in major safety projectsOur process safety is led by proactive Job Hazards and ProcessSafety Analysis (HAZOP, JSA, PSA) and is based on the 20OSHA elements for assessment, which are followed closely anddocumented.
Monitoring and Assessment
We measure and monitor all processes and perform in-depth analysis of each safety incident, so that we arebetter prepared to prevent recurrence.ADAMA’s Global HSE team hosts monthly meetings with HSE managers from all our sites, and with all oursenior management. These meetings provide the opportunity to discuss the current safety indicators’ status,and determine what steps we should take to strengthen and monitor their implementation. Additionally, wemeasure and publish monthly safety KPIs and reports. During 2021, we started a quarterly review meeting withour operational sites, and a monthly meeting with the Chinese site (due to its size).Periodic tests are held to ensure the health of our employees. These may include blood and urine tests to helpdetermine whether employees have been exposed to unsafe substance levels. In addition, we hold periodic testsat all our manufacturing plants, to determine the level of hazardous materials that may be present in eachworking area.During 2020, we conducted two comprehensive HSE Internal Reviews due toCovid-19 guidelines.
Analyzing HSE RisksIn recent years, we introduced a new management review process that includes root cause analysis. Besidesanalyzing the direct cause of incidents and their physical consequences, this analysis helps us identify theirunderlying roots – meaning, the source of the cause we need to tackle.We conduct a safety monitoring process for all our sites, in accordance with a dedicated matrix that trackstheir proactive safety activities with clear goals and KPIs. The sites report on an ongoing basis, according to thismatrix and according to their size, with larger sites reporting more oen than smaller ones. Sites are dividedaccording to small sites with up to 100 employees, medium with 100-300 employees and large sites with over300 employees.The proactive safety activities matrix includes measuring and reporting on near miss and unsafe conditions,unsafe condition closure ratios, site manager tours, HSE personal safety tours, safety committees, training,exercises, and more.
“Our employees are our top priority and therefore, we are committedto investing everything necessary to ensure their health and safety. Wework in accordance with a clear and systematic plan, based on globalstandards, to ensure compliance with the zero-accident target."Yossi KronmanFormer Head of HSE Standard & Operation Excellence
ACTING SAFE
BEING SAFE
Safety is automaticallyintegrated intoour business
Safety is a recognized value,with focus on cultureComplies with locallegal regulationsRegards safety as a priority and focuses ona safety management systemNo interest in safety1.
2.3.
4.
| 5. |
2021 ADAMA ESG Report?|? 5756?|?
Developing H&S CultureAt ADAMA, we aim to build an incident-free workenvironment, in which safety is automaticallyintegrated into business practices. We are alreadyhalfway to achieving our goal, and our mainmanagerial focus is now concentrated on developingan organization-wide safety culture, which willinuence all our employees’ behavior.
The steps towards incident-free work environmentHealth and SafetyCommandments
To create a simple, unied H&S approach acrossour global sites, we have created our own “safetycommandments.” Containing ten clear and conciserules, the guide has been translated into locallanguages and is posted in a central location at all ourfacilities, so it is visible to all employees.
Aligning with Syngenta Group
During 2021, we nalized our full integration of Syngenta Group’s life-saving rules, and communicated themacross the organization.
Training on HSEAnalyzing site safety challenges has led to employeestaking greater care and thereby avoiding manyaccidents. Therefore, we invest a great deal resourcesin training our employees and in prevention,including:
? Mandatory training for all employees - eachemployee must undergo a refresher training of one totwo days, according to the site’s local regulations site? Local safety risks - all employees undergo annual
training regarding the risks in their specic workenvironment
? Dedicated training for emergency crews? Safety conversations - for managers and employees on the subject? Monthly enrichment sessions? Communication regarding lessons learned post-accident – aer each event in a one-pager to all
company employeesAll sites measure, monitor and report back on the safety training they have undertaken.
Communicating About Safety- HSE PortalTo make communication about safety more accessible,we launched an HSE portal with all the relevantinformation, which is now available to all employees.This information includes policies, updated globalprocedures, tutorials, and KPIs.
HSE Apps - ADAMA-Safe
To further ensure convenience in accessing the safetyinformation, we have developed and launched anHSE app.All our sites adopted local mobile applications that areused to report unsafe conditions, including assigningincidents to the responsible party, tracking progress,and handling the hazard.
Injuries KPI
According to OSHA, there were 49 recordable injuriesat ADAMA's sites in 2021. Although ADAMA increasedits total number of employees during 2021 by openinga new site in China (an increase of about 30% inthe total number of working hours), we were able tocontinue and show improvement in this KPI.Most injuries (~60%) were cuts of various types, andthere was a number of fractures. Unfortunately, wehad two cases of severe cuts and one hip surgery.About 16% of accidents were related to exposure tochemicals (two from 2020).During 2021, we had 1,744 missed days due to injuries, double that of 2020, due to three events that accountedfor 833 sick days, and accidents from 2020 that continued into 2021.
Five of our sites had ZERO injuries during the last three years - Poland, CSI, Tion, Ocilla, and Mexico, and weencourage all our sites to follow their success.It is important to emphasize that we treat all employees as equals, which is why the number of accidentsincludes permanent employees, contractor employees, and accidents on the way to and from work.We achieved a continuous reduction of the injury ratesince 2012, reaching 0.45 in 2021
Managing Health andSafety During the COVID-19PandemicThe Covid-19 pandemic has forced us to formulatenew mechanisms adapted to the new constraints, tocontinue to ensure the health and well-being of ourworkers in their homes. Therefore, we have establishednew guidelines and protocols, including implementingthe following steps:
? Ongoing monitoring of the number of workers inisolation, active infections, etc.We are sorry to report that we lost 10 employees to the COVID-19 pandemic. We investigated and we couldnot nd that the infection took place on site.? ADAMA provided support to employees who fell ill due to COVID-19, including support for family members,delivery of medicines, ensuring hospitalization and the best local medical services, etc.? ADAMA proactively donated oxygen machines to a local hospital in India, which serves the community closeto our site there.
GRI Sustainability Reporting Standards
GRI 103, GRI 102-7, GRI 102-8, GRI 404-2, GRI 404-3Sustainabe Development Goals
Build resillient infrastructure,promoteinclusive and sustainableindustrialization and faster innovation
In 2022, our goal is to decrease total injuries by 10%In 2022, we plan to audit our international sites, as soon as theCovid-19 limitations are eased
LookingAhead
2015201620172018201920202021
1.49
1.51
1.21
0.76
0.58
0.46
0.45
Operational Injury Rate 2015-2021
Our Environmental Impact
As a global agrochemical company, we strive to minimize our environmental impact while supporting farmers'eorts to increase global food production in a more sustainable way. We take a comprehensive approach tomonitoring our environmental impact and mitigating risks at every stage of our product life cycle, starting fromraw material supplies, to production, transportation, application, and all the way to end-of-life management.This approach enables us to continuously improve our environmental performance indicators.Our environmental sustainability policy was designed based on listening and learning from farmers, employees,surrounding communities, environmental organizations, and other stakeholders. This is how we become familiarwith their expectations from us, and with innovative technologies and ways that can help us better manage inthe eld.We actively work to engage the communities living near our operation sites, to jointly create projects that reducepotential disturbances. In our production plants, we host regular community dialogues to listen to and addresspublic concerns.For example, we send a biannual operational update to community leaders, as well as run a veried monitoringstation that transmits real-time information about chemical emissions, so our stakeholders can be certain thatwe are well below admissible levels.
HSE Management
To put our commitment into practice, we haveestablished and continuously maintain an eectiveenvironmental management system for most of ourproduction processes, based on the InternationalStandard ISO 14001.Our Health, Safety and Environment (HSE) Policyadopts a sustainable approach to protecting both ourPeople’s health and safety, and the environment, bypromoting renewable energy, recycling, and emissionsreduction. We strongly maintain our commitmentto the nearby communities, and foster a corporateculture of individual responsibility at all our sites.
Our Environment
Decrease in GHGs emissionper tonne production fromaveraged values 2011-2020
Decrease in TOC dischargeper tonne production fromaveraged values 2011-2020
more recycle andreused hazardous wastecompared to 2020
%
%
%
* Including China ( 19 million USD )
2021 ADAMA ESG Report?|? 6362?|?
ADAMA has updated its HSE and Sustainability Policy to include aspects of process safety, which are associatedwith environmental incidents such as spills and release. Moreover, ADAMA formulated four new environmentaland sustainability procedures covering two-way impact, quantication methods, and short- and long-termactivities to meet its global and local sustainability goals. The procedures focus on the following topics:
? Carbon footprint? Water resources use? Hazardous materials and waste? Reporting and transparency
Making EnvironmentalProgress – BeyondComplianceDespite our growing production volumes, we arecommitted to outperforming regulatory requirementsand dramatically limiting our energy, water, andhazardous waste footprint. We have launched avariety of projects that will steadily improve ourenvironmental performance in absolute terms over thecoming years.
2021 Highlights
Investing in a Greener Future
In 2021, we increased our investment in preventing and mitigating environmental risks while reducing thepotential environmental eects of our activities. Specically, we constructed a new chlorine gas productionfacility, shiing from technology based on mercury to a membrane-based technology. Moreover, we built a new5000m3 wastewater reactor and 1000m3 balancing pool to enhance treatment eciency and redundancy. Weinstalled two new scrubbers to upgrade our air emission control measures. Our facilities are managed accordingto stringent European directives or analogous local regulations.
201920202021Investment in facilities (million $)
91960*Current costs (million $)
485154
"At ADAMA, we make surethat the HSE eld is managedmethodically and systematicallyto ensure signicantachievements over time andas part of our commitmentto sustainability, which isembedded in our core business.Our publicly published reportsand ESG ratings reect ourprogress, and we are proud of it."Eran SegalHead of HSEand Operational Sustainability
Meeting ADAMA's emissions goals and continuing our journey to become a more sustainable companycompels us to apply the best available technologies. The following technologies were adopted by ADAMA torealize our environment and sustainability vision:
PillarsTechnological and Organizational SolutionsWater and wastewater? Biological wastewater treatment plants and desalination plant
? Treatment and reuse of euents? Closed-loop cooling towers? Clean-in-Place (CIP) water reuseEnergy use? Use of steam and electricity generated by cogeneration natural gas plant
? Renewable energy sourcesAir pollutants and odornuisance
? Thermal oxidizer units
? Denoxers based on ammonia injection
? Scrubbers
? Activated carbon systems
? Sieve and HEPA lters
? Magnetic pumps
PillarsTechnological and Organizational SolutionsHazardous waste? 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 wallsAccident prevention? Only certied drivers handle hazardous materials
? Warehouse employees are trained in safe loading and storage ofhazardous materials? Warehouses managed in compliance with storage safety constraints andlabeling requirements, according to UN code and SDS? Facility oor covered with leach-proof concrete and drainage trenches? Ground water, marine environment, and air pollutants are monitored inareas surrounding the plant
Sustainable OperationsWe operate ve (5) major synthesis sites and twelve (12) formulation and packing sites.In 2021, the new Chinese subsidiary, Jiangsu Huifeng Bio Agriculture Co., Ltd, started to report on itsenvironmental and sustainability performance.? Whenever signicant changes or new operations are planned, we rst carry out a survey to identify potentialenvironmental risks.? We strive to improve our production processes by integrating advanced technological and environmental
solutions at all our sites.
Our 2024 Environmental Goals:
10% reduction in energy generated by fossil fuelin absolute terms and/or per tonne productionfrom 2019 values15% reduction in hazardous waste disposedto landll or incineration in absolute termsand/or per tonne production from 2019 values10% reduction in water consumptionin absolute terms and/or per tonne productionfrom 2019 values.
LookingAhead
HSE and Sustainability
Sep-Dec 2021
TerritoryTitleLinksUK>>>>>>US
HSE Events
Regulation
Amid fears of chemical shortages, the Environment Agency introduced a waiver thatenabled companies that cannot comply with permit conditions to skip the nal stage of wastewater treatment, valid until the end of 2021.
US
>>>>>>One contract plan worker of Zachry Group died after being exposed to unidentiedchemicals at a BASF chemical plant in Louisiana.US
>>>>>>Six contract employees were injured by an explosion at Westlake Chemical's PetroComplex plant in Louisiana.US>>A re broke out at Westlake Chemical's plant in Mississippi. There were no injuries in the
incident.Canada>>One person died and another was severely injured in an explosion at a chemical
manufacturing plant in East York.
The EPA is to set an industrial wastewater discharge limit for the release of PFAS from
plants in numerous industries, including the organic chemical industry.
>>>>
USThe EPA ordered to gradually phase down the use and production of hydrouorocarbons
(HFCs) by 85% within the next 15 years as part of its eorts to reduce greenhouse gas
emissions, claiming the rule could reduce global warming by up to 0.5 °C by 2100.
>>>>
USIn order to ght hazardous pollutants, the EPA agreed to review and propose new
emission standards for plants that produce synthetic organic chemicals by the end
of 2022.
>>
BrazilThe National Council for the Environment (CONAMA) approved end of limits on polluting
emissions from oil platforms, after the council appealed against a lawsuit led by the
Federal Public Ministry which opposed the proposal to end emission limits.
>>Brazil -Paraná
The Governor of the state published a decree requesting to extend water emergencymeasures to prevent waste. According to the decree, the Water and Land Institute (IAT)the use of its legal attributions, will evaluate the restrictions on water ow granted foragricultural, industrial and commercial activities.
>>
>>
ColombiaThe Ministry of Environment and Sustainable Development passed the new Climate
Action Law, which will function as a roadmap for the country on its way to reduce carbonemissions by 40%, reach zero deforestation by 2030 and achieve carbon neutralityby 2050. The new law also sets the goal of reducing the emission factor of nitrous oxidesby up to 80% per unit of product in production plants in the chemical and fertilizer sectors.
>>
>>
MexicoThe Secretary of the Environment introduced the Management Program to Improve
Air Quality in the Metropolitan Area of the Valley of Mexico, which involves an update tothe regulatory framework to reduce industrial emissions, as well as applying auditing andsurveillance schemes to control emissions in priority industries.
>>
EUThe European Commission adopted a proposal oering new limits for Persistent Organic
Pollutants (POPs) in waste, including PFOA, dicofol and pentachlorophenol.
>>
PolandThe Polish Ministry of Climate and Environment published a bill to tackle the waste
disposal by chemical plants in large-scale brownelds, to be adopted in Q1 2022.
>>SpainThe Governing Council of Castilla y León approved the Plan for Improving Tropospheric
Ozone Air Quality in the region, which includes measures to reduce nitrogen oxide,volatile organic compounds and ozone precursor pollutants emissions from industrialsources.
HSE and Sustainability
Sep-Dec 2021
TerritoryTitleLinksUK>>>>>>US
| HSE Events |
Regulation
Amid fears of chemical shortages, the Environment Agency introduced a waiver thatenabled companies that cannot comply with permit conditions to skip the nal stage of wastewater treatment, valid until the end of 2021.
The EPA is to set an industrial wastewater discharge limit for the release of PFAS fromplants in numerous industries, including the organic chemical industry.
>>>>
USThe EPA ordered to gradually phase down the use and production of hydrouorocarbons
(HFCs) by 85% within the next 15 years as part of its eorts to reduce greenhouse gasemissions, claiming the rule could reduce global warming by up to 0.5 °C by 2100.
>>>>
USIn order to ght hazardous pollutants, the EPA agreed to review and propose new
emission standards for plants that produce synthetic organic chemicals by the endof 2022.
>>
BrazilThe National Council for the Environment (CONAMA) approved end of limits on polluting
emissions from oil platforms, after the council appealed against a lawsuit led by theFederal Public Ministry which opposed the proposal to end emission limits.
| >>Brazil - ParanáThe Governor of the state published a decree requesting to extend water emergency measures to prevent waste. According to the decree, the Water and Land Institute (IAT) the use of its legal attributions, will evaluate the restrictions on water ow granted for agricultural, industrial and commercial activities.>>>>ColombiaThe Ministry of Environment and Sustainable Development passed the new Climate Action Law, which will function as a roadmap for the country on its way to reduce carbon emissions by 40%, reach zero deforestation by 2030 and achieve carbon neutrality by 2050. The new law also sets the goal of reducing the emission factor of nitrous oxides by up to 80% per unit of product in production plants in the chemical and fertilizer sectors.>>>>MexicoThe Secretary of the Environment introduced the Management Program to Improve Air Quality in the Metropolitan Area of the Valley of Mexico, which involves an update to the regulatory framework to reduce industrial emissions, as well as applying auditing and surveillance schemes to control emissions in priority industries.>>EUThe European Commission adopted a proposal oering new limits for Persistent Organic Pollutants (POPs) in waste, including PFOA, dicofol and pentachlorophenol.>>PolandThe Polish Ministry of Climate and Environment published a bill to tackle the waste disposal by chemical plants in large-scale brownelds, to be adopted in Q1 2022.>>SpainThe Governing Council of Castilla y León approved the Plan for Improving Tropospheric Ozone Air Quality in the region, which includes measures to reduce nitrogen oxide, volatile organic compounds and ozone precursor pollutants emissions from industrial sources. |
2021 ADAMA ESG Report?|? 6766?|?
Learning and Improving
Since 2022, ADAMA HSE and sustainability newsletters have provided global information on new regulations,major HSE incidents, and sustainability activities of agrochemical companies. The goal is to expose our HSEteams to upcoming regulations, implement corrective actions from external HSE incidents, and to learn aboutsustainability activities within our industry.
We treat all accidents with the highest care, and invest in training and a culture of safety, so that eventhough we cannot guarantee a zero-incident rate, we can learn from mistakes to prevent future occurrences.In 2020, we experienced four major incidents, which were immediately contained and treated.Case Study: Odor Nuisance atMakhteshim Production Site, NeotHovav Israel (2021)
Poor control of PCMM (Perchloromethyl mercaptan)emissions from a production facility caused an odornuisance at the site and neighboring communities. Weidentied the root cause of the emissions and replaceda bag lter system to sharply decrease emissions andodors.
Our 2024 Environmental Goals:
ADAMA intends to join the Together for Sustainability Initiative (TfS) of globalchemical companies, which aims to deliver the de facto global standard forenvironmental, social, and governance performance of chemical supply chains.Therefore, to enable us to join, we are making a continuous eort to increase ourEcoVadis score to at least 60 (current score is 52).We will also continue our eorts to improve our CDP score.
LookingAhead
Sustainability Assessments
ADAMA is continuously improving its sustainability performance in leading global and local ESG ratings.EcoVadis and Maala (Israeli sustainability ranking organization) ratings focus on environment, labor and humanrights, ethics, and sustainable procurement.CDP (Carbon Disclosure Project) focuses on climate change impact, disclosure practices, targets, policies, andgovernance.EcoVadis ranked ADAMA for 2020 data at “Bronze” level and Maala as “Platinum+”.The 2021 assessment is ongoing for both initiatives, and nal scores will be available towards Q3 2022. CDPranked ADAMA as D, typical for rst year companies, starting their climate change journey.We used these ESG ratings to analyze the results, formulate a detailed gap analysis and preparea multiyear plan.
Energy, GHG and Air QualityWe are committed to reducing our GHG emissions and improving the air quality surrounding our sites. Explicitly,we are committed to reducing our absolute and/or per tonne production energy generated by fossil fuels by10% by 2024 (2019 baseline), through developing and promoting solutions that support ecient and responsibleenergy use.Despite production enhancement in 2021, we have succeeded in maintaining energy consumption at a similarlevel, and we were able to bring an approximately 30% decrease in GHG emission per tonne production fromaverage values 2011-2020.Carbon Footprint MeasurementADAMA collects energy data from production sites and calculates its carbon footprint digitally. During 2021,ADAMA revised its scope 1 carbon footprint emission factors from CO2 only to CO2e, which accounts for moregreenhouse gases (e.g., CO2, N2O, CH4, HFCs, PFCs). The new emission factors follow the UK Department forEnvironment, Food & Rural Aairs reporting guidelines.Similarly, scope 2 carbon footprint emission factors, electricity and steam, were adjusted for each supplier,according to supplier specic data or the energy mix of the region/state electricity supplier.
Case Study: Overow of Euents from a Storage Tank at MakhteshimProduction Site, Beer Sheva, Israel (2021)We stopped euent ow in the pipe, pumped excess euents to a tanker back to the wastewater treatmentplant, identied the breakdown point, and xed the broken pipe within a few hours. An electrical check to detectleaks along the pipeline was embedded into routine maintenance to prevent future issues.
GRI Sustainability Reporting StandardsGRI 103, GRI 102-9, GRI 102-44, GRI 307-1, GRI 413-1, GRI 413-2Sustainabe Development GoalsWith our renewable and energy eciency projects, wastewater treatment and recycling activities, and soiland groundwater reclamation, as well as our green revamping of our Chinese facilities, we aim to contributeto the advancement of UN Sustainable Development Goals 6, 7, 9, and 12, focusing on the followingsubtargets:
6.3 By 2030, improve water quality by reducing pollution, eliminating
dumping and minimizing release of hazardous chemicals and materials,halving the proportion of untreated wastewater and substantiallyincreasing recycling and safe reuse globally.
7.2 By 2030, increase substantially the share of renewable energy in the
global energy mix.
9.4 By 2030, upgrade infrastructure and retrot industries to make
them sustainable, with increased resource-use eciency and greateradoption of clean and environmentally sound technologies and industrialprocesses, with all countries taking action in accordance with theirrespective capabilities.
12.4 By 2020, achieve the environmentally sound management of
chemicals and all wastes throughout their life cycle, in accordance withagreed international frameworks, and signicantly reduce their release toair, water and soil in order to minimize their adverse impacts on humanhealth and the environment.
12.5 By 2030, substantially reduce waste generation through prevention,
reduction, recycling and reuse
12.7 Promote public procurement practices that are sustainable, in
accordance with national policies and priorities.
12.A Support developing countries to strengthen their scientic and
technological capacity to move towards more sustainable patterns ofconsumption and production.
Reducing Energy Use
Energy CogenerationCogeneration is an environmental improvement, as it allows us to use the same energy twice. Natural gas drivesthe rst turbine and residual heat generates steam to drive the second turbine, which is reused by our facilitiesfor heating processes.Two cogeneration power plants running on natural gas supply electricity and steam to our Makhteshim and Aganfacilities, which account for 82% of our total electricity consumption and 93% of total steam consumption. This hasallowed us to reduce our fossil fuel use and indirectly reduce greenhouse gas emissions by 30% since 2015.
* CO2e emission factors were embedded during 2021
CO2 Emissions, (Tonne)
20142015201620172018201920202021CO2 (tonne)383,051386,773251,956237,942242,249241,163214,437276,061*
Energy Consumption, (TJ)
201320142015201620172018201920202021Energy consumption, (TJ)3,3133,2723,3123,2433,2273,3443,4933,2503,758ADAMA Solutions data. The performance of our two Chinese sites is reported separately.
201920202021Electricity
404037Steam
302826Internal production (Fossil Fuels)
303237
* ADAMA Agricultural Solutions data. The performance of our three Chinese sites is reported separately.
Use of energy sources (%)
Green EnergyThe transition to cleaner energy consumption is part of our long-term goal to reduce our impact on theenvironment and our GHG emissions. Our production sites in Spain, Colombia, and Brazil utilize renewableresource-based electricity.? At our Spain site, we switched to 100% renewable resources, based on solar panels and wind turbines.? In Brazil and Colombia, we purchased electricity that was mainly generated by a hydroelectric power station,combined with biomass combustion resources.? Solar panels were installed on the roofs at ADAMA production sites, with a large 300KWH installation at theAgan logistics center.? During 2021, the Dahej site (India) installed 25KWH solar panels on its warehouse roof.? The Bonide site (USA) has been running solar panels on its roof for several years.Saving energy will be achieved also by reducing the demand for electricity by replacing poor eciency electricalunits (e.g. motor, compressors, and lighting) with high eciency ones. ADAMA has a designated budget tosupport such environmental initiatives.Yet renewable energy adoption and energy conservation plans are not sucient to meet the estimated 15%GHGs emission reduction required to oset the global warming eect, by targeting a 1.5°C global temperatureincrease by 2030, as calculated by the CDP (Carbon Disclosure Project) and SBTi (Science Based Targetsinitiative) organizations. Therefore, we expect to accelerate the utilization of carbon-free fuels as hydrogen, andcarbon neutral fuels as biomass (wood).
Air QualityWe invest extensive resources in mitigating air emissions at our production plants, to meet and exceed airquality standards. We acknowledge the importance of disclosing particulate matter (PM) emissions, and startedcollecting this information in 2020. During 2021, additional production sites monitor PM and implement the bestavailable technologies to control the risk.The elevated NOX emissions can be attributed to the increased use of fossil fuel. No change was detected inSOX due to use of low sulfur fuel.
2022-2023 Energy Conservation Actions? The high energy-ecient chlorine gas production with modern membranetechnology will enter commission in 2023, potentially saving up to 45% energyusage per tonne of product.? Agan is going to operate 38 electrical ion forklis, saving 185,000 liters of dieselannually.? On-going upgrade of energy-inecient equipment, such as medium to large
motors.? Shiing to LED lighting technology.
LookingForward
201320142015201620172018201920202021The decrease in reclaimed wastewater is due to a decrease in the demand for desalinated water.from averaged values 2011-2020
2021 ADAMA ESG Report?|? 7372?|?
ADAMA Agricultural Solutions data. The performance of our two Chinese sites is reported separately.
20142015201620172018201920202021NOX (tonne)114
100609010612997.3114.3SOX (tonne)6731322232482120PM (tonne)1421
Water, Euents and Waste
Reducing Water UseWater is an essential resource that is used in our production cycle. Explicitly, we are committed to reducing ourabsolute and/or per tonne production water consumption by 10% by 2024 (2019 baseline), through developingand promoting solutions that support ecient and responsible water use. Reuse of wastewater, cooling water,and wash-water are the major practices implemented by ADAMA.2022-2023 Air QualityDuring 2023, ADAMA Makhteshim and ADAMA Brazil are going to install two newregenerative thermal oxidizers (RTOs) to better control organic air pollutants.ADAMA’s hydrogen production capacity at Makhteshim is going to increasesignicantly in the coming years. As hydrogen is a zero GHG fuel with 3 times theamount of energy as natural gas, ADAMA works to extend the use of hydrogen fuelin its thermal oxidizers, replacing natural gas.
LookingForward
GRI Sustainability Reporting StandardsGRI 103, GRI 301-2, GRI 301-3, GRI 306-1, GRI 306-3Sustainabe Development Goals
Ensure availability andsustainabe management ofwater and sanitation for all
Ensure access to aordable,reliable, sustainable andmodern energy for all
Ensure sustainableconsumption and productionpatterns
* ADAMA Agricultural Solutions data. The performance of our three Chinese sites is reported separately.Water ReclamationWater reclamation projects allow us to reuse wastewater, cooling and wash-water, reducing the environmentalimpact of discharged water, and saving the consumption of freshwater.? At the Makhteshim site, we reuse our wastewater following advanced treatment: we operate a reverse osmosis
desalination facility to treat our wastewater following a biological wastewater treatment plant (B-WWTP). Thereclaimed water is utilized at the major production facility onsite.? At the Agan, Londrina, and Madrid sites, we reuse wash-water.? At the Poland site, we recycle cooling water back into the production process.Water, reclaimation (000m3)
201320142015201620172018201920202021
Target
2024
Waterconsumption(m3)
3,616,8373,521,101
3,517,0813,631,3923,231,1353,503,7113,580,2103,586,5903,575,8503,222,189
Water Consumption (m3)
Reducing Euent LoadsWe aim to keep our surrounding marine and freshwater environments healthy and clean, and so strive to curtailany discharges created at our facilities. Our euent’s treatment system is a multi-stage process comprises ofphysical, chemical and biological technologies.Controlling measures includes online monitoring, composite sampling, and impact assessments. Moreover,at the Agan site, the Israeli Oceanographic and Limnological Research Institute quantify the impact of theeuents, discharged to the Mediterranean Sea, twice a year. The ndings are submitted directly to the IsraeliMinistry of Environmental Protection. As of today, no evidence of any impact on marine life and environmenthas been found.
Case Study:
Herbicides at Agan SiteWe invest continuous eorts into reducing the residuals of herbicides discharged into the Mediterranean Seafrom the Agan site. To that end, we:
? Ensure optimal conditions at our B-WWTP? Convert liquid waste to solid? Maintain a high level of housekeeping to eliminate spills? Despite our increased levels of production, the total amount of discharged herbicides decreased in 44% to 780Kg within 5 yearsHerbicides dischargedto the sea (000 kg')
Reuse and Recycling of Waste
Our production processes generate hazardous and non-hazardous waste that is treated in full compliance withlocal environmental protection laws. Waste handling is also an important focus for reducing our environmentalimpact, and to that end we promote diverse initiatives that implement circular economy methodology.
ADAMA Agricultural Solutions data. The performance of our three Chinese sites is reported separatelyThe increase in Hazardous waste is due to increase in production at the sites without an internal wastewatertreatment facility.
Euents and Waste
20142015201620172018201920202021
TOC in euents (tonne)302201178208212189181193Hazardous waste (tonne)21,94022,76527,54327,12623,42928,15126,58833,326Reused or recyclehazardous waste (tonne)
2,8178,1077,404
ADAMA promotes recycling, upcycling, and reuse projects to prolong the lifecycle of the materials we use:
Case Study:
Hazardous waste used as fuel at Agan and MCW BSDuring 2021, 4,295 tons of high caloric value hazardous waste was used as fuel substitute to the thermaloxidizers at Agan and MCW NH, saving natural gas.Sulfuric Acid is Reused to Produce Fertilizer, MCW NH
During 2021, 1,200 tonnes of sulfuric acid, originated from our fungicides production was puried and reused bya fertilizer company to produce phosphorus fertilizer.
New Life for Plastic
The Plastic recycling centers at Agan and MCW BS continues to wash and shred empty containers (IBCs, barrels,and jugs). During 2021, the plastic recycling activity was extended by collecting and recycling empty plantprotection containers from Israeli farmers. Designated recycle bins (“Green Stations”) were constructed andlocated at 15 farms, collecting 1-2 tons per month.
201620172018201920202021
1.38
1.39
1.24
1.12
0.83
0.78
Actions to Minimize our Historical Impact
Soil and Groundwater Remediation
We thoroughly monitor and remediate contaminated soil and groundwater in most of our sites. In 2020, weinitiated a groundwater and soil gas remediation at one site, nalized a comprehensive soil gas, soil, andgroundwater analysis at another site and conducted verication sampling to verify remediation outcome at athird site.Case Study:
Remediating Historic GroundwaterContamination at the Agan SiteDuring 2021, remediation of contaminatedgroundwater and soil gas took place at the Agansite. A designated well, located at the center ofthe plume, extracts the pollutants, which areremoved by a treatment system. Remediation isplanned to last >10 years, until we meet remediationgoals. Simultaneously, remediation of soil gas wasimplemented using Soil Vapor Extraction technology.
? We are committed to continue reducing the use and disposal of plastic in ouroperation and increasing waste recycling.? We are in the process of embedding recycled plastic in the production of ourcontainers.? We are in the process of evaluating the disposal of organic hazardous waste toa cement furnace, as an alternative to incineration and landll.
LookingAhead
GRI Sustainability Reporting StandardsGRI 103, GRI 301-2, GRI 301-3, GRI 306-1, GRI 306-3Sustainabe Development Goals
Ensure availability andsustainabe management ofwater and sanitation for all
Ensure sustainableconsumption and productionpatterns
Bringing Sustainabilityto Our Chinese Facilities
Since 2018, and even more so during 2021, we managed an ambitious project to improve the environmentalimpact of our Chinese facilities, by relocating them from the old commercial quarters of their respective cities tonew industrial parks, while upgrading their environmental design.The relocation of Sanonda was completed at the end of 2020. The new plant is already producing, includingtwo state-of-the-art regenerative thermal oxidizers, an upgraded biological wastewater treatment plant, andodor and noise control. Special attention was given to infrastructure eliminating the risk of soil and groundwatercontamination. Minimizing hazardous waste disposal is planned through the operation of the designated on-sitesolid waste incinerator.During 2021, the Sanonda wastewater treatment plant (WWTP) was upgraded to include the MBR-PACtechnology. This upgrade allows to meet and go beyond the Chinese wastewater national discharge standards,and protects the Yangtze river, which serves as the local fresh water source.The current structure of our Sanonda WWTP comprises a multibarrier systems: i) an advance oxidation sectionbased on Ozone and Hydrogen Peroxide; ii) a biological section with aerobic and anaerobic zones combinedwith activated carbon adsorption; iii) an ultra-ltration unit, and vi) a phosphorus polishing system.The WWTP treats more than 10,000 m3 wastewater per day and removes 98.5% of organic matter, 98.6% ofNitrogen and 99.9% of phosphorous.Similar systems will be installed during the relocation of Anpon, which is expected to be nalized during 2024.Meanwhile, in order to ensure continuity of production, waste gas systems were installed at the old site.Huifeng is a new Chinese entity which synthesizes and formulates plant protection products. It joined ADAMAduring 2021.
Environmental Systems Being Implemented in Our Chinese Facilities
Absolute performance indicators for ADAMA’s Chinese entitiesfor the last 3 years, pre-relocation
Waste typeEnvironmental Systems Being ImplementedSanondaAnponHuifengWastewater
Biological treatment+++Membrane ltration+++Waste gas treatment+++
Air and Odor
Organized source treatmentby thermal oxidizers
+++Non-organized source treatment byadsorption system
+++Comprehensive organized and non-organized source capture system
+++Hazardous WasteSolid and liquid incinerators+-+Soil and Groundwater
Isolated oor and drainage ditchessurrounding workshop and facilities
+++
Parameter201920202021Investment in HSE facilities, million $219.519Total energy consumption, Tj8,9927,5066,758Used energy sources (%):
? Electricity2442.440? Steam0711? Internal production (Fossil Fuels)7650.649Water consumption, m36,707,9238,037,7999,235,279NOx, tonne2013445SOx, tonne130422CO2**, tonne620,2071,059,181934,799TOC in euents, tonne95188490Hazardous waste, tonne13,79814,06116,138* CO2e emission factors were embedded during 2021
GRI Sustainability Reporting StandardsGRI 102-10, GRI 203-2Sustainabe Development Goals
Ensure availability andsustainabe management ofwater and sanitation for all
Ensure access to aordable,reliable, sustainable andmodern energy for all
Build resillient infrastructure,promote inclusive andsustainable industrializationand faster innovation
Ensure sustainableconsumption and productionpatterns
At ADAMA, we believe social responsibility is an inseparable part our business. This means we continuouslylisten to our stakeholders, communities, and partners to deepen our understanding of their needs and designprograms and initiatives together, using our combined capabilities, strengths, and resources. As a result, ourprograms are built on rock-solid foundations, ensuring long-lasting relationships that make a positive impactwith our communities and on our employees.Our recent collaboration inIsrael with the NGO "HaShomerHaChadash" is a great exampleof the way we work. TheCOVID-19 pandemic led toIsrael’s farmers struggling toobtain eld workers, alongsidea range of unprecedentedchallenges. Together, wedeveloped a unique youthvolunteer program to supportlocal farmers, while connectingthem to the land and the eld ofagriculture.
2021 Social Responsibility Highlights.
Our Social Responsibility
$2.5MMonetary donations2,777*Volunteering hours
18.5%*
Employee engagement
2.9%
Community investment from total prot(before tax)
* Measured only in Israel, work in progress designing a global tool for reliable data collection
Strengthening thechemistry sector
Promoting welfare, health,education, culture andexcellence leadership
Promoting agriculturalawareness and education
Educating FutureChemistry Scientists
Supporting neighboringcommunities needs
Agriculture, Sciences &Sustainability Programs
60%}
}40%
2021 ADAMA ESG Report?|? 8382?|?
Our Social Investment Policy and Strategy
Each year ADAMA donates at least 1% of its protbefore tax each year. In 2021, ADAMA donated $2.5million (2.9% of prot before tax). This exceptionaldonation was due to the additional needs andchallenges caused by the COVID-19 pandemic.Our social investments are mainly in Israel, India,Brazil, and North America. However, we encourageand support local community activities in everycountry ADAMA operates in.
Our Social Investment PolicyOur policy implementation guidelines are based on six key principles
Our Community Investment StrategyOur strategy focuses on three main pillars, two of which are aligned with our core business, promotingeducational programs in chemistry, agriculture, and sustainability (60% of our budget). The third pillar changesaccording to the needs of our local communities, and addresses a wide range of challenges in the elds ofhealth, culture, welfare, and more (40% of our budget).
Alignment with ADAMA core businessWe aspire to align our investments with the company’s core business areas.Geographical focus & multi-sectoral partnerships
We prioritize projects in the areas surrounding our sites (globally). Our programs are usuallybased on multisectoral partnerships that include governmental, NGO’s and business sectors.Long-term partnerships with potential for independentcontinuationWe accompany our social partners for a period of at least 3 years to increase the impact ofour investments, while encouraging their independent continuation.Measurable impact
We put an emphasis on measuring and evaluating our strategic programs to ensure theymeet the set goals.
Employee engagementWe prioritize projects that allow our people to volunteer or mentor. It is a win-win situationwhere both our people and communities benet.Contribution to the company's reputationWe choose projects that have positive impact on our reputation and create a sense of prideamongst our people.
Marie Curie and Archimedes - Academic Excellence ProgramsADAMA is proud to have established two leadingacademic chemistry programs for outstanding high-school students in Israel. The aim of these programs is toincrease the number of students studying chemistry atacademic levels, and create connections between thestudents, ADAMA, and the industry.Since we launched the “Marie Curie” program at Ben-Gurion University of the Negev in 2014, around 400students have taken part. The “Archimedes” program atthe Technion – Israel Institute of Technology – establishedin 2012, has accommodated around 600 students.Our programs include practical tools within theacademic curriculum. In 2021, a group of 25 studentsfrom “Marie Curie” visited ADAMA’s Global R&DCenter in Neot Hovav, Israel. They toured the site'slabs, attended lectures from researchers, and wereexposed to future professional opportunities.In 2021, we launched an impact assessment processfor the “Archimedes” program, led by an expert in theeld of educational program to evaluate and improveits impact. In 2022, we will begin a similar process forthe “Marie Curie” program.
YESODOT - Chemistry Excellence ProgramYESODOT (Foundations) is a Chemistry ExcellenceProgram in the city of Beer Sheva, Israel, aiming toincrease the number of students studying chemistryin high school. The program focuses on trainingchemistry teachers and also encouraging students toparticipate in the ‘Marie Curie’ program.The program is a 3-year partnership (2020-2022) withthe Beer Sheva municipality, Ben-Gurion University,and other local partners that promote STEM (Science,Technology, Engineering and Mathematics) educationin the city. ADAMA employees are involved in theprogram committees, as well as supporting theongoing activities.ADAMA built a website and social media pages where we share the activities, promote the program, andincrease engagement.
2021 Highlights
Over 20 teachers and 600 students participated in the program.Dosens of teachers visited our global R&D center at Meot Hovav and were exposed to ADAMA's chemical research.The yesodot Lab was inougurated in Beer Sheva, sarving as a center of excellence for chemistry in the city.
"Our dream in the YESODOT' (Foundations) Program is to see a signicantincrease in the number of high school students who choose to studychemistry, participate in competitions and projects, and pass on their lovefor the profession to the next generation.”Sophie Bar DovDirector of the YESODOT Program
Our Social Responsibility Projects
Educating Future Chemistry ScientistsWe strive to educate and nurture the future generation of chemists. Throughout the years, we have collaboratedextensively with leading academic institutions to promote excellence and encourage chemistry studies. ADAMAleads, funds, and supports various programs, from their ideation process to their execution. We also facilitatetraining, mentoring, on-site visits, steering committees, and more.Through these integrated continuum programs, we instill curiosity in chemistry and empower studentsthroughout their years of study, with the aim of strengthening the chemistry sector.
ExcellenceScholarshipsADAMA Center atTel aviv UniversityYesodotMarie Curie &Archimedes
"ADAMA’s ‘Marie Curie’ program enabled me to complete a year ofuniversity studies in chemistry while still at high school. Despite thechallenge of combining both studies, I’ve succeeded in pursuing my dreamof becoming a chemical engineer.”Tal-Or CohenStudent in the “Marie Curie” program
"With the help of ADAMA, the city of Beer-Sheva, and all of our amazingpartners, we’re delighted to see our ‘Marie Curie’ graduates receiveexcellence awards in their academic degrees and graduate studies."Prof. Gabriel LemcoDean of Natural Sciences Faculty, Ben Gurion University
ADAMA Excellence Scholarships
Each year, ADAMA awards around 60 scholarshipsto outstanding students in chemistry, chemicalengineering and agriculture studies, including 11students studying at The ADAMA Center for NovelDelivery Systems in Crop Protection at Tel Aviv, 9of whom were female researchers. In 2021, $140,000overall was granted to these scholarships.These scholarships are part of our commitmentto educate and support the future generation ofscientists, and strengthen our relationships withacademic departments and their outstandinggraduates.Promoting Agriculture,Sciences & Sustainability
We understand the importance of educating youthabout where our food comes from and the challengesof growing crops. By rolling up their sleeves anddigging their hands in the soil, we help childrendiscover the world of agriculture, connect them tonature, and promote the values of sustainability.ADAMA has initiated several programs over theyears, focusing on educational activities, scienticexperiments, and agricultural volunteering,emphasizing the value of work, mutual responsibility, and love of the land. We know diversity drives creativity, sothese programs focus on reaching a variety of sectors within the vibrant and multicultural fabric of our society.
"Sowing Seeds of Science"The Scientic ResearchGreenhouses”Sowing Seeds of Science" is ADAMA's agshipcommunity program in Israel. The project wasinitiated in 2013, following our vision to promoteadvanced agriculture by investing in learninginfrastructures in the educational system.Over the years we have invested over $500,000in three educational farms in Ashdod (2013),Beer Sheva (2014), and Lod (2020). Ourinvestment focused on building state-of-the-art infrastructures, which include scienticresearch greenhouses and digital classrooms,and developing unique educational programs.Thousands of school students visit the threefarms each week, experimenting with scienticresearch under the supervision of the educationalsta at the farm, experts from the academicworld, and our People who volunteer there on aregular basis. In 2021, we added new professionalcontent to include aspects of precisionagriculture, healthy nutrition, and more.
Science & Sustainability Projects
In 2020, we launched an in-depth evaluation and measurement process with an expert researcher in the eld ofeducation. Over the past two years, we conducted dozens of in-depth interviews and sent questionnaires to over90% of the students studying at the farms. The the results are being analyzed, and changes and improvementswill be introduced in accordance with these insights and professional recommendations. The program benetsfrom the full cooperation of its local partners, including the local authority, the Ministry of Education, and thefarm's educational sta.
ADAMA Center for Novel Crop Protection Delivery SystemsIn 2019, ADAMA and Tel Aviv University launched a unique research and teaching program on active substancedelivery and formulation, an innovation and growth driver in the worlds of agriculture and crop protection. Thecollaboration combines the commercial industry with academia, training advanced degree research students inchemistry, life sciences, and engineering in the delivery and formulation of active crop protection substances, aeld in desperate need of more experts.ADAMA invested in a world-class research laboratorythat was established in the Tel Aviv UniversitySchool of Chemistry, where students carry out theprogram’s research and lab experiments. In 2021,ADAMA awarded scholarships to 6 students froma range of disciplines, such as chemistry, materialsengineering, and plant sciences, who earned theiradvanced degrees with a specialization in deliveryand formulation. This program provided students withaccess to ADAMA’s state-of-the-art laboratories, inwhich they can conduct experiments and will receivepractical training from our experienced researchers.
"Our partnership with ADAMA in the program 'Sowing Seeds of Science'enables us to encourage and nurture students and teachers in this criticalperiod of climate change.”Tali SabagPhD Head of Agricultural farm in Beer Sheva, Israel
“ADAMA Ofanim”
This unique project within the Bedouin community inIsrael connects our social activities with our D&I goals,by involving our People from the Arab sector sharingtheir personal experiences with the students. In thenext 3 years, we are planning to expand this programto reach 75 additional participants each year.
Community GardensThrough these activities we aim to empower andstrengthen underprivileged populations and promoteawareness of environmental sustainability. Each year,more than 6,000 participants take part in 25 projectsacross Israel.
“The New Guard”The Covid pandemic and other challenges, led tolabor shortages in the farming sector. Together, with"The New Guard" a local NGO that assists farmers,we formed a unique program to support farmers withlabor in 4 volunteering centers in Israel. The youngvolunteers gain experience in the world of agriculture.
Evaluation & Measurement ProcessesFor the past three years, ADAMA has led evaluation and measurement processes in our major educational andsocial projects (investments of more than $30,000 per year) to understand and improve our social impact. Theprocesses are led by Dr. Liora Pascal, an expert on evaluation and measurement in the education system.These evaluations are based on:
? Learning from people on the ground, research evaluation questions, development of assessment tools, datagathering, and analysis of ndings.? Metric denitions of the Israeli Ministry of Education’s Future-Oriented Pedagogy, and the OECD’s LearningCompass.? Building our social partners' independent evaluation capacity, to deepen the long-term social impact of ourinvestments.
Projects evaluated: "Sowing Seeds of Science" (2020-2023), "Archimedes"(2021), "Marie Curie" (beginning in 2022)
"Thanks to ADAMA's signicant support and partnerships, Ofanim'sstudents in Kseife have seen the STEM content they learn in our mobilelabs be implemented in the real world.”Eli DrorCEO of Ofanim
"Evaluation processes with long-term monitoring and measurement toidentify trends, contribute to rening the goals of the projects and theexpected results of the target populations. ADAMA’s explicit requests andexpectations, made this happen".Liora PascalPhD
ADAMA INDIASaving Lives by Providing an OxygenGeneration Plant to a Medical HealthCenter
As India battled the second wave of COVID-19 in 2021,the country faced a shortage of oxygen in hospitals.ADAMA India provided access to oxygen care, testing,and screening in several hospitals across the country.A core team executed the project, surveying the ruralareas where oxygen supply was most limited. Theteam met government ocials, conducted research,and identied the government hospitals in the countrywhere oxygen was most scarce and the death tollhighest. A budget to procure eight oxygen generationplants and two oxygen storage tanks was approved. The Formulation Plant Engineering team had to procure theequipment, which was a challenge seeing as this was in high demand across the country. However, the teamrose to the occasion and executed the project from procurement to installation at all sites within just 15 days.Our Continued Supportof Asmita Vikas Kendra Centerfor Special ChildrenSince 2019, ADAMA Formulation Plant in India hascollaborated with Asmita Vikas Kendra hospital byadopting a group of 10 children with special needs andtwo teachers. We have taken care of their education,residence, nutrition, clothes, medical treatment andother various needs.In 2021, our team renovated the children's classroomsin the hospital facility. The design was innovative andfun, and suitable for the needs of the children. Theclassrooms were inaugurated in a dedicated ceremony along with the local dignitaries, where the communityexpressed their appreciation for ADAMA's continuous support.
ADAMA BrazilInsituto ADAMA - Brazil
Due to the COVID pandemic, ADAMA Brazil held theiractivities on virtual platforms, introducing severalissues with a special pedagogic campaign called: Theother side of the mirror: our uniqueness! This campaignaimed to contribute to the development of children sothey can become responsible citizens.Some of the topics discussed included:
1. Combating and preventing bullying
2. Non-abuse: breaking the silence
3. Health and wellbeing
4. Citizenship: knowing, acting, and transforming
The campaign was held both internally and externally:
? Internally: Developing activities for our children? Externally: Activities on social media channels. In 2021, we reached 172,790 people and engaged 16,254people through 504 posts (YouTube, Facebook, Instagram, LinkedIn, Spotify, Deezer, Google Podcast, andRadio Public). We also maintained virtual classes with WhatsApp groups, as that was the most democraticway to include vulnerable children.Aer creating a specic plan, we returned to assist the children in the last quarter of 2021.It was a great experience that taught us how to proceed in our new post-pandemic reality.
Apprentice School Planning 2021This program, which has been under development for the last 20 years, has undergone a signicant shi due toCOVID-19. Students who joined in March 2020 did not have the opportunity to experience practical training dueto social restrictions.
Project: “APPRENTICED” – “Aprendizando”The project aims to provide professional experiences and new learning opportunities to students in 2020/2021at the Apprentice School. During lockdowns, the coordinator launched a social media development proposal tosupport and improve the network of Instituto ADAMA.
Our People Engagementand Community Relations
Employee engagement is a core value at ADAMA. We believe engagement creates a sense of fulllment,motivation, and pride for employees.Our volunteers are our ambassadors and main force for good. That is why we design a wide range ofvolunteering opportunities to ensure things get done with energy and enthusiasm.ADAMA supports volunteering during working hours (subject to manager approval).We are currently focusing on formulating tools for reliable data collection.
ADAMA Israel
Participating in the Annual Charity Event "ALYN's Wheels of Love 2021”
28 riders from ADAMA participated in the annual charity event "ALYN's Wheels of Love 2021" in the RamonCrater in Israel.ALYN Hospital is Israel’s only pediatric and adolescent rehabilitation facility, and treats children with a widerange of congenital and acquired conditions.This year ADAMA was represented by an excellent team, and a donation was transferred to the hospital onbehalf of each of them.Giving Back to the Community - Volunteer Event with ADAMA Israel and TheirFamilies
During the Jewish holiday of Hanukkah 2021 (and aer almost two years apart), we went outside to volunteerwith our People’s children. Together, we harvested 2,000 Kg of kohlrabi, which was donated to 1,000disadvantaged families in the city of Lod, and we also made a cash contribution to send parcels of fresh fruitand vegetables to those in need.The project is a collaboration of ADAMA with "Leket Israel" - the National Food Bank for the collection anddistribution of fresh produce to people in need in Israel.
ADAMA ColombiaSupporting the Children of Local Tomato GrowersADAMA Colombia’s marketing team organized adrawing contest for the children of local tomatofarmers to spark creativity, well-being, and fun usingcolored pencils and a bit of imagination. Students whoparticipated received gis such as piggy banks, gamesand bicycles for those who go to remote schools.Throughout the project, we delivered 600 kits ofcolored pencils, piggy banks, games and more, while26 children were given bicycles.Our entire Colombian sales team was involved in thecampaign, with farming families encouraging thechildren to participate. Our People even delivered theprizes!Children are an important part of the Colombian agricultural value chain. They learn all about theircommunity’s traditions from their parents and grandparents, while simultaneously being agents of change. Bypromoting the welfare of children, we promote the welfare of their communities.
Implement a global volunteering framework to ensure each ADAMA employeevolunteers at least once a year by 2030? Short-term KPI: 50%-70% employee participation in volunteering activities? 3-year plan: Build a community program in 10-15 of our biggest countriesproduction sites? New impact measurement and evaluation methodologyLookingahead
Our Social Response to COVID-19
During the COVID-19 pandemic, ADAMA demonstrated its commitment to our neighboring communities bysupporting local initiatives and helping those in need.
Our People inArgentina collectedmoney forpopulations in need
Our People in Spaindonating weekly boxeswith fresh fruit to localNGO’s
Donating food parcelsto people in need wholost their jobs inSouth Africa
ADAMA Indiaadopted 10 childrenwith mental healthproblems
Families receivingmasks and protectiveequipment inBrazil
1,352,000 NIS donated tothe community, alongsideemployee volunteer hours andengagement with a varietyof social partnerships
ADAMA’s socialengagement in Israel duringthe 2020 COVID-19 crisis
Supply ofhypochloriteto disinfect allpublic spacesin the city
Purchase ofventilators for theCorona ward andsupport of theCorona ICU, gisfor medical sta
Purchase of computersfor school studentsfrom disadvantagedfamilies in Be’er Sheva,Ashdod and theYavneh region
Support of sportsassociations in Be’erSheva experiencingnancial distressVirtual volunteering byADAMA employees ina “Preparation for theJob Market” course forhigh school studentsRepair of dozens of theorganization’s computersfor donation and distributionto at-risk teens
Purchase oflife-savingrespiratorydevices forhome useSupport children inthe hospital, whoare considered anat-risk populationSupport ofdisabled children,who are consideredan at-risk population
Disbursement of grantsto women and childrenwho are victims ofdomestic violence inAshdod and JerusalemDistribution ofeducational kits toyoung families living inthe older neighborhoodsin Ashdod
Contribution to thepurchase of hundredsof food parcels forthe elderly and forvulnerable families
Joining dozens of leading companiesto support personal victims of theCorona crisis through collectionof donations from employees andmatching the amount from thecompany
Sending agricultural produceto hundreds of underprivilegedfamilies, and payment of a grantto farmers who donated theirproduce and experienced distressas a result of the crisis
Purchase of products fromsmall businesses harmedby the crisis, for donationto patients in hospitals insouthern Israel
Education and Sport
Advancement of DisadvantagedPopulations and Welfare
Health
Support for Economic Victims
of the COVID Crisis
2021 ADAMA ESG Report?|? 9594?|?
GRI SustainabilityReporting StandardsGRI 103, GRI 102-12, GRI 413-1
Ensure inclusive and equitable qualityeducation and promote lifelonglearning opportunities for all.
Annex
About the Report
We present here our ESG report with regard to the result of the year 2021.This report was issued in accordance with the Global Reporting Initiative (GRI) SRS framework at the “Core”level for the period from 1 January 2021 to 31 December 2021.The detailed GRI content Index that provides anoverview of all relevant information to fulll the GRI indicators can be found in the Annex of this report. We alsoprovide a description of how we contribute to the United Nations’ Sustainable Development Goals (SDGs).The disclosures and performance data in this report addresses our globally owned and managed facilities andassets for the scal year 2021.The report has been prepared with assistance from external ESG specialist consultants. We have conducted bothinternal and third party appropriate checks on the validity of the detailed data, and have reasonable condencein all published gures and practices. However, as in any document, there may be generalizations, inaccuracies,errors or omissions. All Forward-Looking Information within this document is based on the company’s currentestimates/intentions, but may not materialize due to various reasons.In any case of discrepancy between the information in this report and information appearing in the Company'snancial statements to the public, the information in the Company's nancial statements is more accurate.We wish to thank all the people and entities involve with the collection of the data.ADAMA will continue to the report on our sustainability performance as well as an ESG format, to provideclear and comparable data, and to actively encourage discussion about how we can make improvements.For any questions or comments, please contact:
Michal ArlosoroEVP, General Legal Counsel, Company Secretary,Chief Corporate Communication & Chief Sustainability OcerMichal.Arlosoro@adama.com
GRI Index
ESG Performance Table
2018 data includes only ADAMA Solutions data. In 2021, the data boundary is expanded to also include twolarge sites in China - Sanonda and Anpon
2021 ADAMA ESG Report?|? 9998?|?
AssuranceSpecic parts of this report has undergone an independent third-party assurance by KPMG Somekh Chaikin inaccordance with the International Standards on Assurance Engagements (ISAE) 3000 for performing AssuranceEngagements other than Audits or Reviews of Historical Financial Information, issued by the InternationalAuditing and Assurance Standards Board (IAASB). This standard emphasizes the need for comprehensiveprocedures for evidence gathering processes and assurer independence and outlines the steps to be followedand conditions to be met by auditors who provide assurance on behavior, GRI, or other information.
2018201920202021
AdittionalInformationEnergyTotal Energy Consumption (TJ)3,34412,48010,96610,516
Includes Huifeng (2ndsemester), Lycored andChilen production siteEnergy Intensity(TJ/ $million revenues)
0.943.122.662.18Total Direct Energy (TJ)1,2517,9644,9084,686
2018201920202021
AdittionalInformationCoal (TJ)06,7353,7533,210Natural Gas (TJ)6755567531,125Fuel Oil (TJ)95878580Diesel (TJ)112393440LPG (TJ)83413720Other ossil fuels (TJ)286506246127
Not including Hydeogenand Biomass (wood)Total Indirect Energy (TJ)2,0934,5166,0235,831External Electricity (TJ)1,2483,4484,5394,082External Steam (TJ)8451,0681,4851,749Renewable Energy Used (TJ)-503451
Based on energy mix ofelectricity supplierGreenhouse Gas EmissionScope 1+2 GHG emissions(tonne CO2e)
242,2491,429,8521,273,6181,210,860
Includes Huifeng (2ndsemester), Lycored andChilen production siteGHG Intensity(tonne CO2e/ $million revenues)
68358309252Scope 1 emissions: On-site fuels(tonne CO2e)
93,702688,557421,172413,466Scope 1 emissions: company vehicles(tonne CO2e)
not
measured
notmeasured
11,39124,287
2021 less lockdowns dueto the epidemic
Scope 2 emissions: Indirect energy(tonne CO2e)
148,547741,295852,446797,393Scope 3 emissions: others indirect(tonne CO2e)
not
measured
3,048,317Not evaluated
WaterTotal Water Consumption (m3)3,503,71110,289,07411,624,38913,565,073
Includes Huifeng (2ndsemester), Lycored andChilen production siteWater Intensity(m3/ $million revenues)
9892,5742,8162,818Total Wastewater discharged (m3)1,837,5946,434,0579,398,2079,511,529Total Wastewater reclaimed ** (m3)114,090282,155220,690160,531
2018201920202021
AdittionalInformationTOC in euents (tonne)212284369682COD in euents (tonne)6368521,1072046TSS in euents (tonne)94235254234Herbicides discharged *** (tonne)1.21.10.840.8Air EmissionsParticulate matter (tonne)
notmeasured
notmeasured
1428
Includes Huifeng (2ndsemester), Lycored andChilen production siteNOx emissions (tonne)106330131159SOx emissions (tonne)321782541VOC emissions (tonne)72828981.3Solid Wastes
Total Hazardous Waste (tonne)23,42944,766121,262158,735Hazardous waste to landll/incineration(tonne)
NA40,82740,64949,464Hazardous waste to recycling (tonne)NA3,93980,613109,271Total Non-Hazardous Waste (tonne)8,214108,80479,25678,061Non-Hazardous waste tolandll/incineration (tonne)
NA107,16572,64671,049Non-Hazardous waste to recycling(tonne)
NA1,6396,6117,013Environmental Management
Expenditures on Environmental Protection(Million USD)
12919.241**Not include China
Expenditures on Environmental Protection(Million USD)
19*
*Investment in Chinaonly
Investments on Environmental Protection(Million USD)
48.648.250.654.5Sites certied to ISO 14001 orto an eqv. Standard (%)
NANA64%57%Huifeng and Colombia
Environmental Compliance
Environmental Fines (Million USD)00.100.008
2018201920202021
AdittionalInformationSignicant Environmental Incidents5344Health and SafetyRecordable Injuries55494049Fatal Incidents001*Injury Rate (IR)0.760.560.460.45Total Days missed due to safety incidents7108788741,744Recordable Occupational Illness cases0000Sites certied to ISO 45001 orto an eqv. Standard (%)
56%43%
Quality Employment
Total Employees7,6757,7597,5059,162*Female1,8251,8002,236*Men5,9345,7056,926Total full-time employees(FTEs)7,6357,7197,5629,145*Female1,7931,8002,222*Men5,9265,6766,923Total part-time employees40402917*Female322214*Men873Unionized employees portion ofworkforce (%)
23%21%21%16%*Female3%*Men13%Employee Retention rate (%)89%88%87%Employee Turnover rate (%)8.70%12.20%12.80%13.70%New Hires- Employees7429447492,617
2020 - Due toreorganization andrelocation in China
New Hires- Managers10011265191
2018201920202021
AdittionalInformation
New hires by gender and age group Female <30 ___97 Female 30-50 ___525 Female >50 ___67 Men <30 ___257 Men 30-50 ___1107 Men >50 ___755 Total new hires <30 ___354 Total new hires 30-50 ___1632 Total new hires >50 ___822
* Include new companyADAMA Huifeng &ADAMA DibaiEnd of Employment- Employees5958661,1011,014End of Employment- Managers7279113135Leavers by gender and age group Female <30 ___24 Female 30-50 ___165 Female >50 ___68 Men <30 ___81 Men 30-50 ___478 Men >50 ___333 Total leavers <30 ___105 Total leavers 30-50 ___643 Total leavers >50 ___401Employees participating inperformance review* (%)
93%95%96%95%Open positions lledby internal candidates (%)
27%25%35%
Employee Role distribution
Manufacturing3,2213,0342,8173,871
2018201920202021
AdittionalInformationR&D238264243250Sales & Registration1,7161,8351,7391,939Management & Administration568485469500Other1,9322,1412,2372,602Total7,6757,7597,5059,162
Employee Age distributionTotal employees senior managers127131130125Total employees middle managers523621684810Total employees non-managers7,0046,9866,6728207Top management21211920Female Top Management2222Female senior managers21242525 Female middle managers 140161176212 Female non-managers 1,5881,6381,5971,997 Men Top Management 19191718 Men senior managers 106107105100 Men middle managers 383460508598 Men non-managers 5,4165,3485,0756,210 Total Top managers - under age 30 0000 Total Top managers - age 30-50 5422 Total Top managers age - age 50 and up 16181718 Total senior managers - under age 30 0000 Total senior managers - age 30-50 54554943Total senior managers age - age 50 andup
73768081 Total middle managers - under age 30 8744 Total middle managers - age 30-50 378446460526 Total middle managers - age 50 and up 135166214279 Total non-managers - under age 30 995833603591
2018201920202021
AdittionalInformation Total non-managers age 30-50 4,5544,5404,4475,172 Total non-managers - age 50 and up 1,4471,6021,6102,444 Total employees - under age 30 1,003840607595 Total employees age 30-50 4,9915,0454,9585,743 Total employees - age 50 and up 1,6711,8621,9212,824Diversity and Gender EqualityWomen FTEs1,7191,7931,800
2222 (All =2,236)Men FTEs5,9165,9265,705
6923 ( All= 6,926)Non-Management Employees - Women1,5881,6381,5971,997Middle Management Employees -Women
140161176212Senior Management Employees - Women21242525Top Management - Women2222Non-Management Employees - Men5,4165,3485,0756,210Middle Management Employees - Men383460508598Senior Management Employees - Men106107105100Top Management - Men19191718Gender Salary Ratio- non-managementemployees ** (%)
79%77%76%72%Gender Salary Ratio -middle management ** (%)
103%100%97%93%Gender Salary Ratio -senior management ** (%)
110%109%105%114%Gender Salary Ratio -top management ** (%)
113%113%109%112%
Community Engagement
Community donations (USD)1,866,0001,920,0002,738,0002,599,000Donation per pre-tax prots (%)0.90%0.94%2.70%2.80%
2018201920202021
AdittionalInformation% of workforce participatingin volunteering *** (%)
10%10%20%19%
*** Volunteering guresonly currently availablefor ADAMA Israel
Hours of employee volunteering (hours)1,4001,1201,3002,777
*** Volunteering guresonly currently availablefor ADAMA Israel
Hours of volunteering per employee(hours per employee)
10.68911.5
*** Volunteering guresonly currently availablefor ADAMA Israel
Board of Directors - ADAMA LtdTotal number of directors6555Number of Non-Executive Directors onBoard
4444Number of External Directors2222Number of Independent Directors2222Separate Chair and CEOYesYesYesYesAnnual Election of Directors6035Average Age of Directors56575859Women directors0000Board meeting held1191010Attendance rate -general board meetings (%)
100%100%100%100%Audit Committee - meetings held6556Audit Committee - attendance rate (%)100%100%100%100%Nomination Committee - meetings held2-51Nomination Committee -attendance rate (%)
100%-93%100%Compensation and Appraisal Committee- meetings held
2232Compensation and Appraisal Committee- attendance rate (%)
100%100%100%100%Strategy Committee - meetings held0000
2018201920202021
AdittionalInformationBoard of Directors - ADAMA SolutionsTotal number of directors7777Number of Non-Executive Directorson Board
5533Number of External Directors2222Number of Independent Directors1111
Separate Chair and CEOYesYesYesYes
Aviram Lahav servedas the Company's CEO& CFO until September30, 2021, continuingto be employed by thecompany till December31, 2021
Annual Election of DirectorsNoNoNoNo
Please note that there isno regulatory nor otherneed within the AOA foran annual re-electionof the board members,whom are beingnominated by the soleshareholder. The externaldirectors preside for3-year terms (for a tenureno longer than nine-yearperiod)
Average Age of Directors58575960Women directors1111Board meeting held7777Attendance rate -general board meetings (%)
89%80%84%76%Audit Committee - meetings held1181310Audit Committee - attendance rate (%)93%93%92%97%Financial Statements Review Committee- meetings held
4444Financial Statements Review -attendance rate (%)
92%100%83%92%Remuneration Committee -meetings held
3485
2018201920202021
AdittionalInformationRemuneration Committee -attendance rate (%)
78%92%92%100%
Ethics% of Employees trained on code of ethics80.00%92%87%% of Employees trained on data privacy-63.40%-Commitment to avoid political donationsYesYesYesYesComplaints reported to speakup hotline520
20 cases were reportedvia SpeakUp and 3 inaddition were reporteddirectly to GeneralCounsel or seniormanagers/HR
% of complaints regarding suspectof bribery/corruption
-40%-10%% of complaints regarding HR issues-20%20%20%% of complaints regarding ProductCompliance
-20%--% of complaints regarding Other Issues80%70%
Economic Value Shared
Payments to suppliers (Million USD)2,8513,0063,1503,410Employee wages and benets (MillionUSD)
479495522560Payments to governments (taxes)(Million USD)
9210031.559Payments to providers of capital(Million USD)
114144912
Includes payment ofinterest on loans anddividends to shareholders
Capital expenditure (Million USD)196207214402Community donations (Million USD)1.871.922.82.6Total Economic value shared (MillionUSD)
3,7343,9543,930.04,446
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