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Table of Contents
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Introduction
Message from ADAMA's President and CEO
cautious channel demand shaping market conditions. Against this backdrop, ADAMA remained
focused on executing our Fight Forward transformation plan, improving efficiency, strengthening our
portfolio and focusing on differentiated solutions that deliver value to farmers.
Through our transformation program, Fight Forward, ADAMA has become a stronger, more efficient
organization and continues to build on this foundation with a clear focus on performance and
discipline. Many of the actions implemented as part of this journey also contribute to improved
environmental performance. By enhancing efficiency and modernizing our manufacturing processes,
we are reducing our environmental footprint while strengthening the long-term sustainability of our
business.
Throughout the year we made meaningful progress across key environmental priorities. As of Q3
cleaner energy across our manufacturing footprint. Alongside these efforts, we achieved a 21%
reduction in Scope 1 and Scope 2 greenhouse gas emissions in 2025, driven by energy transition
initiatives, efficiency improvements and operational measures. We also reached our 75% hazardous
waste recycling target ahead of schedule.
Safety remains our highest priority. Every person who works at ADAMA should return home safely.
In 2025, we recorded zero significant injuries or fatalities for the second consecutive year. At the
same time, we recognize that maintaining a strong safety culture requires constant attention. During
the year we introduced a global digital Health and Safety system to strengthen reporting and
oversight across our production sites.
Our progress is driven by our people. In 2025, ADAMA reached a record level of female
representation, including in management positions. This is meaningful progress, but we are not
where we want to be. Increasing female representation in senior leadership remains a clear priority
shared by every leader at ADAMA.
Beyond our own operations, we continue to support farmers in using crop protection products
responsibly. Through our global stewardship programs, more than 680,000 farmers and agricultural
workers were trained in 2025 on safe and responsible use.
In 2025, ADAMA also improved its ESG ratings across several agencies, including EcoVadis,
GreenEye and Wind ESG Rating, providing external validation of our efforts.
This report provides a transparent view of our progress and the areas where we continue to improve.
Sustainability is embedded in how we operate, how we innovate and how we support farmers.
Thank you for your continued partnership as we work together to build a more resilient and
sustainable future for agriculture.
Ga?l Hili , President and CEO
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About This Report
This report is the 2025 Environmental, Social and Governance Report (“ESG Report”) for ADAMA
Ltd. (‘we’, ‘our’), also referred to as ‘ADAMA’ or ‘the Company’ in this report. Unless otherwise
specified, the information and data presented pertain to activities within this scope.
This ESG report has been prepared in accordance with the Shenzhen Stock Exchange Self-
disciplinary Regulatory Guidelines for Listed Companies No. 3 – Sustainable Development Report.
The report also references the Global Reporting Initiative (GRI), the Sustainability Accounting
Standards Board (SASB), and the recommendations of the Task Force on Climate-related Financial
Disclosures (TCFD) through content index tables to support transparency and comparability for
external stakeholders.
The disclosures and performance data presented in this report cover ADAMA's globally owned
and operated facilities and assets for the fiscal year 2025, corresponding to the period
between January 1, 2025 through December 31, 2025.
ADAMA has conducted both internal reviews and third-party verifications to ensure the accuracy and
reliability of the data presented. While the Company has a high level of confidence in all published
figures and practices, this document may contain generalizations, inaccuracies, errors or omissions.
Any forward-looking statements reflect the Company’s current intentions but are subject to change
due to various factors. In the event of any discrepancies between this report and the Company's
publicly available financial statements, the information in the financial statements should be
considered the definitive source.
As part of ADAMA's commitment to open dialogue, we welcome any feedback or comments from
the various stakeholders. Should you have any questions, please contact us
at: Sustainability@adama.com
Internal data collection and controls
ADAMA has established internal processes and related controls for reporting non-financial
information. These internal controls are designed to ensure the reliability of the Company’s non-
financial reporting, and the fair presentation of the information published in this report. All internal
controls, no matter how well designed, have inherent limitations and may not prevent or detect
misstatements. Due to rounding of key performance indicators numbers, there may be slight
discrepancies in the reconciliation of figures presented in this report.
ADAMA corporate functions including but not limited to HSE (Health, Safety & Environment), HR
(Human Resources), Legal and Compliance are responsible for data collection, consolidation, and
quality control. Each function has its own reporting processes, systems, and SOPs. Functions report
on selected KPIs for inclusion in the ESG Report once a year. Data is reviewed and approved by
each function before submission and consolidation in the report. Additional data quality reviews are
also conducted by the ESG team before data is submitted for external assurance.
In the reporting year, changes were made to the preparation of individual indicators to improve the
informative value, accuracy and comparability of the reporting. These changes mainly relate to
methodological adjustments, refined data collection and updates to calculation methods. Where
necessary and practicable, comparative figures from previous periods have been adjusted or
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corresponding explanations have been provided in the relevant sections of this report. Restatements
occur when there are significant changes in reporting standards and methodologies or when
previously reported values require correction or reclassification. Reportable health and safety
incidents may be reclassified based on findings from internal investigations that conclude after the
data collection deadline. The materiality of a restatement is assessed for each key performance
indicator based on professional judgement of what is believed to impact the decision of the users of
the data.
External assurance
ADAMA seeks external assurance for selected non-financial information published in this ESG
Report.
External assurance provides external and internal stakeholders with additional confidence that the
data disclosed by ADAMA is reliable, accurate, and relevant. KPMG Somekh Chaikin Israel, an
independent assurance provider, issued a limited assurance opinion on ADAMA’s selected non-
financial performance indicators disclosed in Annex (see Independent Assurance Report).
Company Overview
ADAMA Ltd. is a global crop protection company providing solutions that help farmers protect crops
from weeds, insects, and diseases. The Company traces its origins to two Israeli crop
protection companies, Agan (1945) and Makhteshim (1952), which merged in 1997 to form
Makhteshim Agan. In 2014, the Company adopted the global brand name ADAMA.
Today, ADAMA is a member of the Syngenta Group, one of the world’s leading agricultural
technology companies. ADAMA operates globally, with research and development, manufacturing,
and formulation facilities that support the development and supply of crop protection products for
farmers and agricultural partners in many regions.
The Company offers an extensive portfolio of crop protection solutions based on hundreds of active
ingredients. These products are developed and manufactured through ADAMA’s global network of
synthesis, formulation, and R&D capabilities, including proprietary formulation technology platforms
designed to improve product performance and usability.
ADAMA works closely with farmers, distributors, and other agricultural stakeholders to develop
practical and accessible solutions tailored to local agronomic conditions. Through its activities, the
Company aims to support efficient agricultural production while promoting responsible product use
and contributing to sustainable farming practices.
As part of the Syngenta Group, ADAMA operates within a broader agricultural innovation ecosystem
focused on advancing agricultural productivity while supporting environmental stewardship and
responsible business practices.
ADAMA at a Glance (2025)
• $4.05 billion in sales
• More than 7,000 employees worldwide
• Direct commercial presence in 20 key markets
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• Operations serving farmers in dozens of countries globally
Operational Footprint
• 21 synthesis and formulation facilities worldwide
• 2 backward-integrated production hubs in Israel and China
• 4 research and development centers
Product Portfolio
• More than 300 active ingredients forming the basis of ADAMA’s crop protection portfolio
• Product solutions focused on key global crops including soybean, corn, cereals, cotton, and
fruits and vegetables
More information about ADAMA Ltd. group, including ownership, products and services, markets
served, significant changes in the organization and activities and financial performance for fiscal year
website.
ADAMA's Sustainability Governance
Sustainability at ADAMA is governed at multiple levels, ensuring strategic oversight and operational
execution. The Board of Directors approves the annual ESG report, reflecting ADAMA’s commitment
to transparency and accountability. The Chief Executive Officer (CEO) oversees global sustainability
activities, directing the Head of Corporate Strategy & Communications, who together with the ESG
and Social Responsibility Manager sets the Company’s sustainability direction, identifies targets in
collaboration with relevant functions, supports global and local initiatives, and monitors overall
progress. The Corporate ESG and Social Responsibility Manager tracks sustainability performance,
promotes local initiatives and community engagement, publishes the annual sustainability report,
and supports responses to selected ESG ratings. Additionally, ADAMA’s Sustainability Network,
composed of representatives from all regions and global functions, plays a key role in developing,
implementing, and communicating sustainability initiatives across the Company.
As part of Syngenta Group, ADAMA’s sustainability governance operates within the broader
governance framework of the Group. Sustainability governance at the Group level is led by the
Syngenta Group Board of Directors, which provides strategic direction on sustainability matters and
oversees the Group Leadership Team (GLT), of which ADAMA’s President and CEO is a member.
The Board delegates certain responsibilities related to sustainability to its Sustainability Committee,
whose proposals are submitted to the Board for deliberation and decision.
The Syngenta Group Leadership Team steers sustainability-related standards across the Group,
including strategy, objectives and partnerships, and reviews the effectiveness of internal
sustainability policies. Each member of the Group Leadership Team is responsible for embedding
sustainability within their respective areas of responsibility. The Executive Vice President (EVP)
Sustainability, Corporate Affairs and Transformation leads the Syngenta Group Sustainability and
Corporate Affairs function, oversees sustainability activities across the Group’s businesses,
including ADAMA, and provides regular updates on sustainability matters to the Group Leadership
Team and the Sustainability Committee of the Board of Directors.
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The Group Sustainability and Corporate Affairs function coordinates and channels sustainability
initiatives, performance management and policy engagements and monitors sustainability
performance. To enable the development of the Group’s strategy, implementation and coordination,
the EVP Sustainability, Corporate Affairs and Transformation sponsors a Sustainability Leadership
Team under the leadership of the Group’s Chief Sustainability Officer. The Sustainability Leadership
Team leads the design and supports the adoption of Group-wide sustainability strategy and targets
by business units and functional strategies. It monitors progress, steers internal and external
communication and oversees the function’s talent development plans. It is made up of the heads of
sustainability of the four business units, including ADAMA.
Further details on Syngenta Group’s sustainability governance framework are available in the
Syngenta Group ESG Report 2025.
Engaging with stakeholders
ADAMA engages in frequent and structured dialogue with stakeholders to understand their
expectations, concerns and perspectives, as well as to contribute technical expertise to relevant
discussions and present its positions on issues that are important to the Company and the
agricultural sector. Stakeholder engagement forms an integral part of ADAMA’s due diligence
processes, materiality assessment and the development of its sustainability strategy. Engagement
activities are designed to be regular and tailored to the needs and roles of each stakeholder group.
ADAMA engages a broad spectrum of stakeholders across the agricultural value chain and beyond,
including:
• Farmers: ADAMA teams work closely with farmers to understand agronomic needs, ensure
access to effective solutions and support them to realize the full benefits of ADAMA’s products
and services in order to use them most effectively. Farmers are a core group of stakeholders
whose insights inform innovation and product stewardship.
• Channel partners: ADAMA works closely with its channel partners, including distributors and
agricultural retailers who serve as the Company’s direct customers. Through regular dialogue
and collaboration, ADAMA supports partners in providing farmers with access to effective crop
protection solutions, technical knowledge and stewardship guidance. Engagement with channel
partners helps ensure responsible product distribution and supports the effective and compliant
use of ADAMA’s products in local markets.
• Employees: ADAMA maintains ongoing engagement with employers through regular
communications, local workshops and surveys. Employee input informs culture, capability
development and workplace-related impact management.
• Communities: ADAMA applies its listening approach to the communities it operates in and
builds personal, lasting relationships with the Company's partners. With each collaboration that
it initiates or engages in, ADAMA takes time in advance to understand the needs of those
involved, whether they are local authorities, welfare departments, NGOs, or other local
organizations. Engagement with community stakeholders helps identify potential social and
environmental impacts and informs community investment priorities
• Capital markets: ADAMA regularly communicates and meets with investors, bondholders and
rating agencies to provide updates on financial performance and sustainability-related activities.
• Industry: ADAMA engages with peers through industry associations to contribute to sector-wide
discussions on relevant issues.
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• Regulators and government authorities: ADAMA keeps an open, direct, and transparent
dialogue with relevant regulators. ADAMA makes sure to present its position on relevant issues
and seek dialogue.
• Suppliers: ADAMA is in continuous contact and dialogue with its suppliers, who are the
Company's business partners. Together, we both explore opportunities for innovation and
improvement and promote mutual business success.
ADAMA conducts regular materiality analyses and targeted stakeholder studies to assess the
expectations and concerns of stakeholders and to understand perceptions of topics associated with
the agribusiness industry. The insights gained from these processes inform the further development
of ADAMA’s sustainability strategy, the prioritization of material topics and related operational
measures (see Double materiality assessment).
Industry Memberships
ADAMA recognizes the importance of participating in international and local committees and
organizations to achieve improvement in industry-related issues. This activity allows the Company to
create a dialogue and share knowledge with other industry members and with governmental and
non-governmental organizations, to benefit all stakeholders. ADAMA believes that the ability of
farmers to meet the needs of a growing global population while using fewer natural resources and
reducing greenhouse gas emissions depends on collaboration across the agricultural community.
• CropLife International • China Petroleum and Chemical Industry
Federation (CPCIF)
• China Crop Protection Industry
Association (CCPIA) • MAALA (CSR in Israel)
• The Manufacturers’ Association of • The International Association for the
Israel (MAI) Protection of Intellectual Property (AIPPI)
Double-materiality assessment
Methodology
ADAMA conducted a Double Materiality Assessment (DMA) for the fiscal year 2025 report. The
process was initiated in 2024 and subsequently revised and finalized in 2025, in alignment with the
Shenzhen Stock Exchange’s Guidelines for Self-Regulation of Listed Companies (No. 17 –
Sustainability Report) ("SZSE Sustainability Reporting"). The objective of the DMA was to identify
those sustainability matters that are material to ADAMA for reporting purposes based on an
evaluation of (i) potential and actual impact on people and the environment, and (ii) significance of
sustainability-related risks and opportunities that may affect ADAMA's development and financial
conditions.
The methodology integrates the specific characteristics of ADAMA’s business model and key SZSE
sustainability reporting related requirements. The scope covers entities under ADAMA’s control as
of the start of the calendar year, including relevant value chain elements and primary business
models.
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The assessment was led by the ADAMA Global ESG team in collaboration with Syngenta Group,
and was carried out with an independent third-party to provide external expertise and ensure
objectivity in the process. Senior management, operational functions, and subject-matter experts
contributed with both bottom-up and top-down perspectives.
The DMA was performed in a three-phased process:
As a first step, ADAMA undertook a comprehensive review of its business model and value chain,
mapping core business activities, defining operational and value chain boundaries,
and identifying key stakeholders across the six capitals – financial, manufactured, intellectual,
human, social, and natural. This review also examined key themes and trends from relevant internal
and external sources, covering the regulatory landscape, applicable reporting frameworks, and
stakeholder perspectives, with the objective of compiling a list of relevant sustainability matters and
their associated impacts, risks, and opportunities (IROs).
The results were consolidated in the IRO register, which is updated annually. ADAMA consulted the
following sources to identify IROs:
• External sources: sustainability standards and frameworks; regulatory and policy
documents, sector-relevant guidance and industry body studies; market intelligence
reports; selected topical resources and scientific evidence.
• Internal sources: previous materiality assessments; sustainability strategy and corporate
policies; due diligence and audit outcomes; climate-scenario results.
• Affected Stakeholder consultation: engagement through stakeholder-facing functions
towards employees and other workers, regulators, customers, suppliers, and other potentially
affected stakeholder groups; review of civil society reports and ESG ratings.
The identified IROs were validated and assessed on a gross basis without planned actions
across the short, medium and long-term in working sessions with subject-matter experts. They used
predefined ordinal scoring and assessment criteria to ensure a consistent and comparable
approach.
Impacts were reviewed for severity – considering their scale (seriousness of the impact), scope
(extent of affected stakeholders or areas), and the irremediable nature of negative impacts –
alongside their likelihood of occurrence.
Risks and opportunities were assessed for likelihood and magnitude in terms of potential financial
effects. All IROs scoring above the defined threshold were classified as material, and those near the
threshold were classified as emerging matters to be monitored.
Through an iterative process, structured cross-functional workshops were convened to review
and validate material and emerging IROs. These sessions brought together expertise from across
the business to challenge assumptions, confirm relevance, and ensure alignment.
Following the workshops, the Global ESG team engaged with relevant internal stakeholders, to
further examine the shortlisted IROs. This step focused on calibrating and refining the IRO register
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and ensuring that each entry was accurately defined, supported by evidence, and assessed using a
consistent methodology across all topics.
The final assessment results were presented to ADAMA's Global Leadership Team.
Material topics
The DMA process involved a comprehensive review of actual and potential matters from
an environmental, social, and governance perspective. ADAMA identified the following sustainability
topics as material for purposes of this Report: Climate, Pollution, Ecosystems and Biodiversity,
Workforce: Fair and Inclusive Workplace; Health, Safety and Welfare, Supply Chain, Product Safety
and Quality, Corruption and Bribery and Innovation in Agriculture. All of these material topics are
also included in the sustainability related SZSE baseline list of reporting topics.
The material sustainability topics through the DMA span across the three environmental, social and
governance dimensions, and are relevant across all the Company's business models and value
chain activities.
In alignment with the Shenzhen Stock Exchange’s applicable guidelines, the Company identified the
following material topics as having a financial impact: Climate Change, Pollution, Bribery and
Corruption, and Innovation in Agriculture.
Description of Impacts, Risks and Opportunities
Value chain: U – Upstream, O – Own operations, D – Downstream
Time horizon: S – Short-term, M – Medium-term, L – Long-term
Topic Value Time
Description
Sub-topic chain horizon
U O D S M L
Environment
Climate Negative impact: Procurement activities, particularly the sourcing of raw X X X
X X materials from suppliers within the chemical sector, give rise to Scope 3
greenhouse gas (GHG) emissions.
Risk: Evolving, increasingly stringent and complex regulations on
X X
X emissions may result in non-compliance gaps, increased operational
expenses and potential imposition of regulatory fines.
Opportunity: Preparedness for evolving climate regulations may mitigate X X X
X compliance risk and give rise to potential competitive advantages.
Positive impact: Development of technologies and sustainable farming
X practices facilitate climate change adaptation, support the protection of X X X
crop yields and contributes to the strengthening of global food security.
X X X Risk: Increased frequency, intensity and altered timing of extreme X
weather events may disrupt operations and result in lower revenues.
Energy
X Negative impact: Consumption of primary and secondary energy sources X X X
contributes to Scope 1 and Scope 2 GHG emissions.
Pollution Potential negative impact: Unforeseen manufacturing incidents may lead
X X X X
to residues that could result in reduced water and soil quality.
Risk: Increasingly stringent regulations on pesticide use may lead to
X X X operational constraints and increased regulatory costs. X X X
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Topic Value Time
Description
Sub-topic chain horizon
U O D S M L
Risk: Environmental pollution from chemical production and related
incidents may induce reputational, financial and legal risks and
X associated increases in remediation, compliance and litigation costs. X X X
Ecosystems Potential negative impact: Misuse of crop protection products within the
and X downstream value chain may give rise to adverse effects on biodiversity. X X X
Biodiversity Potential positive impact: Advancement and deployment of precision
application technologies serve to mitigate off-target impacts, helping
protect pollinators, beneficial species and adjacent habitats and
X supporting land use efficiency and biodiversity at both farm and X X
landscape levels.
Social
Workforce: Potential negative impact: Work-related incidents may result in employee
Health, X injury, illness or loss of life. X X X
safety and Potential positive impact: Implementation of a systematic safety culture
Welfare and risk management training framework may reduce the frequency and
X severity of health and safety incidents. X X X
Workforce: Potential positive impact: Promoting inclusion, diversity and equity in own
Fair and workforce, may lead to increased sense of belonging among employees.
Inclusive X X X X
Workplace
Supply Chain Potential negative impact: Non-compliance with the supplier code of
conduct by suppliers operating in high-risk geographies may give rise to
X instances of child labor. X X X
Product Potential negative impact: Non-compliant use of pesticides by farmers
Safety and may lead to negative human health impacts.
X X X X
Quality
Sustainability-related governance
Corruption Potential negative impact: Breaches of anti-corruption and anti-bribery
and Bribery regulations may undermine fair competition and equal treatment in the
X X X markets. X X X
Risk: Instances of corruption and bribery cases may lead to reputational
X X X damage, financial losses and exposure to regulatory sanctions. X X X
Potential positive impact: Robust compliance training programs and the
promotion of ethical leadership practices may foster a culture of integrity,
X X safe operations and responsible business practices among employees X X X
and within the supply chain.
Entity-specific: Innovation in agriculture
Food Potential positive impact: Facilitating access to agricultural solutions for
Security underserved, resource-constrained farming populations may improve
food safety and security and the livelihoods of smallholder farmers and
X rural communities. X X X
Product Opportunity: Investment in and support for agricultural research and
Innovation development has the potential to drive innovation, improve crop yields
X X and reduce food loss and waste. X X X
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Innovation in
Agriculture
Topic description
The crop protection market is rapidly evolving, driven by global trends that demand both innovation
and adaptability. Growers today face numerous challenges, including tighter profit margins,
increasing agronomic complexities, climate change and a more stringent regulatory environment.
Compounding these pressures is the slowdown in new molecule development, which increases the
need for solutions that maximize the effectiveness of existing Active Ingredients.
Growers require innovative, high-quality products that address these challenges while delivering
strong returns on investment. They need tools that boost productivity, enhance sustainability and
simplify farm operations – all tailored to their unique needs. ADAMA’s Value Innovation strategy is
specifically designed to meet these demands.
Management approach
ADAMA’s value innovation strategy is designed to support farmers by maximizing their productivity
without compromising economic viability. By emphasizing differentiated products powered by
proprietary formulation technologies, ADAMA delivers tangible benefits such as resistance
management, rainfastness, improved leaf penetration, and ease of use – all contributing to increased
profitability and sustainable farming practices.
Recognizing that sustainability must align with economic realities, ADAMA continues to invest
significant resources in developing proprietary, advanced Formulation Technology platforms to
optimize the performance of existing molecules. This approach enables the creation of innovative,
cost-effective solutions that help farmers achieve both productivity and economic goals in an
environmentally sustainable way.
Some examples of ADAMA's leading formulation technologies:
• T.O.V. Technology: This oil-based formulation technology combines a contact fungicide with
systemic Active Ingredients dissolved in oil, enhancing rainfastness and penetration. It delivers a
user-friendly liquid pre-mix for broad-spectrum disease control and robust long-term management.
Additionally, over 50% of the non-active ingredients in these formulations are derived from
renewable resources.
• Sesgama Technology: Built on a unique polymeric surfactant, this platform creates high-load
suspensions with excellent stability, reduces packaging waste and minimizes environmental
impact while improving usability by preventing nozzle clogging.
• Asorbital Technology: Optimizing penetration into cereal leaves, this solubilizing system
optimizes Active Ingredient uptake and efficacy, ensuring long-lasting protection and targeted
delivery.
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• Desidro Technology: Used in the production of molluscicide products, this technology ensures
superior pellet attractiveness – making the bait more appealing to slugs and snails - and maintains
pellet integrity, helping the pellets withstand moisture and handling without breaking down.
• Ayalon technology: A proprietary technology developed for enhanced biological efficacy of
water-based formulations. This technology improves spreading, rain fastness, and penetration,
ensuring superior performance while reducing reliance on organic solvents for a more sustainable
solution.
Resistance Management
Resistance management is a key focus of ADAMA’s product innovation and an important contributor
to sustainable agriculture. Over time, weeds, insects, and diseases can develop resistance to
specific active ingredients when the same mode of action is used repeatedly. ADAMA addresses
this challenge by developing and offering solutions that combine or rotate different modes of action,
helping growers maintain effective control while slowing the development of resistance. These
approaches improve crop protection outcomes and help preserve yields while avoiding unnecessary
or repeated applications of products that may no longer be effective. By enabling more targeted and
effective pest management, resistance management contributes to more efficient use of crop
protection products and helps reduce avoidable environmental load in the field.
ADAMA’s broad portfolio of active ingredients and formulation capabilities provides a strong
foundation for this approach, allowing the Company to combine multiple modes of action and deliver
practical resistance-management tools to growers. This breadth of options supports long-term
product effectiveness while helping farmers protect productivity in a more resource-efficient and
sustainable way.
Increased Use of Biodegradable Components
ADAMA is dedicated to incorporating biodegradable and renewable materials into its formulations to
promote sustainability, improve agronomic efficiency, and ensure safe handling.
Over 50% of the co-formulants used in the Company’s recent launches of oil-based products are
already biodegradable. ADAMA aims to extend this approach across the entire pipeline of oil-based
products.
In parallel, our innovative water-based formulation technologies reflect our ongoing efforts to
transition toward more efficient water-based solutions, reducing reliance on conventional organic
solvents.
Complementary technologies
In addition to advancing formulations technologies, ADAMA integrates biological solutions and
AgTech to complement its portfolio and further support farmers in achieving sustainable agriculture.
Through biological solutions, ADAMA invests in biocontrol and biostimulants that enhance soil and
plant health, improve nutrient uptake and stress tolerance, and reduce chemical load, providing
farmers with effective, environmentally friendly alternatives. At the same time, ADAMA embraces
AgTech, taking a customer-focused, tech-neutral approach by collaborating with local AgTech
companies to deliver tailored solutions that optimize agricultural productivity and sustainability.
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Environment
Environmental Management Infrastructure
Topic description
At ADAMA, promoting environmental sustainability is imperative given the urgent challenges posed
by climate change, water scarcity and hazardous waste disposal, and the increasing expectations of
the Company’s stakeholders. The global need to mitigate environmental impact alongside adapting
to the emerging risks, demands that ADAMA lead with innovative, sustainable solutions grounded in
clear, comprehensive methodologies and standards, ensuring compliance with both global and local
regulations across all operations.
Management approach
ADAMA takes a comprehensive, methodical approach to monitoring its environmental impact and
mitigating risks, from raw material sourcing to production, transportation and product application.
ADAMA’s Health, Safety and Environment (HSE) Policy and the ADAMA HSE Management System
(HSE-MS) outline this approach, enabling the Company to continuously improve its performance
while focusing efforts on mitigating its environmental footprint.
ADAMA's HSE policy and HSE-MS were crafted through engagement with farmers, employees,
surrounding communities, environmental organizations, regulators, and other stakeholders. By
listening to their input, ADAMA gained insight into their expectations. ADAMA also adopted
innovative technologies and approaches that enable it to effectively manage and reduce the
Company's environmental impact.
ADAMA is dedicated to managing climate and environmental impacts in alignment with
internationally recognized standards. The Company adheres to frameworks such as ISO 14001 for
environmental management systems and continuously implements internal standards across its
operations. Through these measures, ADAMA systematically identifies, monitors, and reduces its
environmental impact while fostering a culture of continuous improvement. This approach
underscores ADAMA's commitment to responsible resource management, climate action, and
compliance with global environmental regulations, while also supporting broader sustainability goals.
ADAMA conducts environmental self-assessments based on seven internal standards covering air
emissions, waste handling, water use & discharge and energy management, and performs cross-
site audits to ensure consistent implementation across the organization. In 2025, certified internal
auditors carried out audits at twelve ADAMA production sites, each conducted over a period of three
to five days.
Fostering Environmental Community Engagement
ADAMA actively engages with communities living near its manufacturing sites to develop projects
that minimize potential nuisances. ADAMA participates in regular community dialogues to learn of
and address public concerns. This proactive approach fosters strong relationships, aligns interests,
enhances mutual understanding, and promotes joint action for shared benefits.
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Raising Environmental Awareness
ADAMA holds open discussions focusing on environmental issues, including circular economy,
energy use, and the importance of safeguarding the environment within local communities and
sector-specific forums.
The Company also provides employee training on principles of the circular economy, covering reuse,
recycling, and energy recovery of waste and used raw materials. These sessions further address
broader environmental issues and explore ways to improve the Company's environmental practices.
The trainings are conducted at various sites to address local environmental challenges relevant to
each location.
Elimination of mercury use
In line with ADAMA’s commitment to phasing out hazardous substances and adopting best available
technologies, the Company fully eliminated the use of mercury in production processes. In 2022,
ADAMA permanently shut down its mercury based chlor-alkali plant. A comprehensive demolition
and remediation plan was developed – including certified handling and disposal of all mercury
residues at authorized facilities – and implementation began in 2025 with specialized external
contractors. In 2024, ADAMA opened a new chlor-alkali plant in Neot Hovav that uses advanced
membrane cell technology, fully replacing the former mercury-based system while significantly
improving environmental performance and energy efficiency.
Key performance indicators
As of December 2025, 65% of ADAMA's production sites are ISO 14001 certified.
Environmental compliance indicators 2023 2024 2025
Environmental fines (million USD) 0 0(1) 0
Significant environmental incidents 1 0 0
(1) In 2024, the Company received one environmental fine in the amount of $4,000.
As a testament to ADAMA’s ongoing efforts to improve environmental management and internal
learning, ADAMA recorded zero significant environmental incidents in 2025.
Investing in environmental initiatives
Key Environmental Investments in 2025:
• Wastewater treatment plant upgrade (MCW-NH, Israel) – on-going
• Thermal air emission systems (MCW-NH, Taquari, Brazil and Agan site in Israel) – finalized
in 2025
• Soil and groundwater remediation (Agan, Israel; and MCW-BS, Israel) – on-going
Investments in environmental initiatives (million USD) 2023 2024 2025
Capital investment 46 45 21
Operating expenditure 65 65 90
Environmental capital expenditure decreased significantly in 2025, from USD 45 million to USD 21
million. This change reflects the completion of two major multi-year projects that required substantial
investment in previous years. First, the relocation projects in China, including the construction of new
production units and associated environmental infrastructure, were largely finalized by 2024,
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reducing the level of required environmental CapEx in 2025. Second, the new chlor-alkali plant in
Neot Hovav, classified as an environmental investment due to its complete elimination of mercury
use and its substantially higher energy efficiency, was completed and commissioned in 2024. As
these major projects came to an end, 2025 capital expenditure naturally returned to more routine
levels, without affecting ADAMA’s ongoing commitment to environmental performance and
continuous improvement.
Environmental OpEx increased to USD 90 million in 2025 due to improved reporting completeness.
This year, ADAMA incorporated the operating costs of its wastewater treatment plant in China, which
had not been fully captured in previous years. The updated figure reflects more accurate and
transparent reporting rather than a material increase in environmental expenditure.
Climate change and GHG emissions
Topic description
Climate change is one of the most pressing global challenges, with its impacts already evident
through irregularity of weather patterns, increased frequency of extreme weather events and
accelerating environmental degradation. By reducing greenhouse gas (GHG) emissions, conserving
resources, and adopting eco-friendly practices, ADAMA not only addresses the critical climate crisis
but also upholds its responsibility to stakeholders who expect balancing growth with environmental
stewardship.
Management approach
ADAMA is committed to reducing its environmental impact through a comprehensive approach to
GHG management.
Climate Policy and Governance
Syngenta Group's Climate Operating Model provides a structural foundation that serves two main
purposes. First, it defines clear responsibilities by establishing specific roles and accountabilities for
climate-related activities, outlining how Group functions and business units work together, and
detailing who is responsible for key decisions and actions. Second, it sets operating standards that
govern climate-related decision-making, guide the setting of emission reduction targets, direct the
development of Climate Transition Plans (CTPs), and ensure consistent measurement and reporting
of GHG emissions across Scopes 1, 2, and 3.
The ADAMA HSE Policy establishes the Company's overall approach to managing environmental
impact, promoting conservation, and ensuring employees and contractors have the necessary skills
to undertake their work. At an operational level, climate-related requirements are embedded in the
Climate Change and Carbon Footprint Standard, which applies to all ADAMA operations. The
Standard covers GHG emissions reduction, energy efficiency, and the implementation of site-
specific measures to reduce environmental impacts.
Climate Related Risks and Opportunities Management
ADAMA's climate risk assessment follows international standards set by the Intergovernmental
Panel on Climate Change (IPCC). The assessment examines two possible future scenarios: a low-
carbon future (RCP2.6) where global efforts successfully reduce emissions, and a high-carbon future
(RCP8.5) where emissions continue to rise.
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Physical risks
The physical risk assessment evaluates all ADAMA's main production locations worldwide. The
Company uses specialized tools to analyze site locations under future climate scenarios and
examines all 28 hazards recommended by the Task Force on Climate-related Financial Disclosures
(TCFD).
The analysis follows IPCC-aligned timeframes: short-term (2021-2040), medium-term (2041-2060),
and long-term (2061-2100), recognizing that environmental changes and their impacts require
extended monitoring periods to fully understand their progression.
While the various scenarios outlined above are thoroughly analyzed, for physical risks, the Company
prioritized planning for the high-carbon scenario in the short term to address the most immediate
and severe potential climate risks. All ADAMA sites are first assessed to identify relevant risks. The
list is then prioritized to key sites with the most significant material impact to establish and monitor
adaptation plans.
The assessment indicates that risk exposure varies significantly by geographic location, with sites
outside China showing higher vulnerability. Most locations face medium exposure to temperature-
related risks, while location-specific risks include water-related risks. The analysis identified acute
risks including wildfires, droughts and water stress.
ADAMA focuses its climate adaptation efforts on material sites where operational disruptions would
most severely impact the business. The Company has already implemented protective measures for
many identified climate risks at its sites. For newly identified risks, ADAMA is conducting a further
assessment to determine their relevance at the site. Where risks are deemed relevant, sites are
expected to develop appropriate actions to strengthen business resilience.
Transitional Risks and Opportunities
Transitional risks and opportunities are assessed through a structured internal review, supported by
an internal expert group and, when relevant, external specialists. This evaluation focuses on how
the transition affects business operations and strategy, identifying priority areas with potential
material impacts.
The analysis was made using timeframes: short-term (2025-2030), medium-term (2030-2040), and
long-term (2040-2050). The timeframes are shorter than those used for physical risks, recognizing
that transitional risks and opportunities are likely to occur more rapidly than physical risks and would
require more immediate attention.
The analysis was made using a low-carbon scenario in the short term, where the need for a rapid
transition would create significant regulatory and compliance requirements as well as shifting the
market conditions. The use of this scenario helps ensure the organization is prepared for any level
of regulatory and market changes that might occur in the future.
Out of a long list of potentially relevant transition risks and opportunities, priority risks and
opportunities were identified. Impact and likelihood were assessed qualitatively for priority risks
based on available literature and considering ADAMA’s business operations.
Key transition risks include increasing climate regulation, enhanced reporting requirements, carbon
tax and growing public scrutiny regarding biodiversity, land use, and deforestation.
Climate change presents significant challenges to agriculture, including unpredictable weather
patterns, extreme temperatures, droughts, and floods that can devastate crops and threaten food
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security. ADAMA supports farmers to build resilience and improve profitability, recognizing that
addressing climate change is essential to securing sustainable growth in agriculture.
Climate targets
Following the 2015 Paris Agreement, ADAMA committed to reducing its Scope 1 and Scope 2
greenhouse gas emissions in absolute terms. The Company initially set a target to reduce Scope 1
and Scope 2 emissions by more than 50% by 2030 compared with a 2015 baseline. This target,
however, did not include emissions from ADAMA’s Chinese manufacturing sites, which were
integrated into the business at a later stage.
Since 2015, ADAMA has achieved substantial progress in reducing emissions through operational
improvements and energy management. By 2025, the Company had reduced Scope 1 and Scope 2
emissions outside of China by 44% compared with the 2015 baseline.
Following a review of its Climate Transition Plan in 2025, ADAMA updated its Scope 1 and Scope 2
emissions reduction plan to reflect the full operational footprint of the Company, including China. The
updated target aims to reduce Scope 1 and Scope 2 emissions by 34% by 2030 compared with a
ADAMA’s Climate Transition Plan forms part of the broader Syngenta Group Climate Transition Plan
framework and contributes directly to the Group’s climate objectives. The plan outlines the actions
required to reduce operational emissions and integrates climate considerations into operational
management, capital investment, and innovation processes. It consolidates existing and planned
mitigation measures across sites and provides a structured pathway for achieving the Company’s
climate targets.
The Climate Transition Plan for Scope 1 and Scope 2 emissions reduction focuses on three primary
decarbonization levers:
ADAMA Scope 1 and Scope 2 Climate Transition Plan (in thousand tonnes of CO2e)
-21%
-259
-80 818
-39 -36
Reductions Excellence Footprint Energy
Optimization
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Current emissions reductions indicate that ADAMA is on track to meet its Scope 1 and Scope 2
target. In 2025, Scope 1 and Scope 2 GHG emissions were reduced by 21% compared with the
for this stage. Based on current implementation progress, reductions achieved in 2026 may also
exceed the planned trajectory. The Company's emissions reduction plan is designed to deliver these
reductions while accommodating expected business growth. ADAMA is therefore maintaining its
existing 2030 target at this stage, while continuing to implement the additional actions expected to
deliver at least a further 16% reduction by 2030.
The successful execution of the Climate Transition Plan relies on a well-defined governance
structure with clear accountability. ADAMA's CEO has overall accountability for implementing climate
actions within ADAMA. At the Syngenta Group level, the Chief Sustainability Officer maintains
ownership of the overall Climate Transition Plan, receiving regular progress updates every six
months from the Group Climate and Nature team. The Syngenta Group Climate Transition Plan is
approved by the Global Leadership Team (GLT), which holds ultimate responsibility, ensures
strategic alignment, reviews significant updates in case of material changes, and monitors progress.
ADAMA's CEO is part of the Group's GLT.
Decarbonization strategy and implementation
ADAMA's climate transition strategy is built on multiple interconnected decarbonization levers that
address emissions across its operations and relevant parts of its value chain. These measures are
implemented through a structured approach combining short-, medium-, and long-term actions that
may be adapted based on technological developments, market conditions, and regulatory
requirements. The Company maintains rigorous oversight through monitoring at both business unit
and site levels, with progress consolidated and evaluated at least annually as part of Syngenta Group
CTP governance processes. All monitoring and reporting activities are conducted in line with the
relevant GHG Protocol guidance. The following sections outline the key decarbonization levers and
their implementation across ADAMA's operations and supply chains.
Operational Excellence
ADAMA continues to improve the energy efficiency of its operations through a combination of
structural energy system changes and ongoing operational improvements. A major milestone in this
effort was achieved in 2025 with the shutdown of the coal-fired power plant at the Sanonda site. The
site transitioned to electricity and steam supplied by a regional provider, completing the elimination
of coal from ADAMA’s Scope 1 energy sources.
Beyond this structural change, ADAMA systematically improves energy performance through
equipment upgrades, process optimization, and strengthened site-level energy management. The
Company reduces energy demand by replacing inefficient motors, compressors, and lighting
systems with high-efficiency alternatives, accelerating the transition to LED lighting, and upgrading
medium and large motors. Production processes are continuously optimized to lower energy
consumption per unit of output, while site-level energy assessments identify targeted opportunities
for improvement and strengthen local energy management capabilities.
In 2025, ADAMA conducted a structured energy assessment at its operations in Colombia, working
with local authorities, academic experts, and industry partners to identify opportunities for optimized
energy use. In India, operational optimization initiatives, including warehouse space utilization
analysis, helped reduce energy demand associated with material handling and storage activities.
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ADAMA is also advancing process-level efficiency improvements in critical treatment systems. At
the MCW NH site, the operating temperature of the thermal oxidizer will be lowered from 1,100°C to
the Company is expanding the use of hydrogen produced at the site’s new chlor-alkali plant to power
key air treatment systems in place of natural gas. Hydrogen, a zero-GHG fuel with significantly higher
energy density than natural gas, represents an important opportunity for further decarbonization of
high-temperature processes.
The Company also continues to promote electrification and lower-carbon mobility across its
operations. Diesel-powered forklifts are being replaced with electric alternatives, and vehicle fleets
at production and commercial sites are gradually transitioning toward lower-emission technologies.
In India, diesel forklifts were replaced with electric models in 2025, while in South Korea selected
LPG vehicles were converted to hybrid models as part of fleet optimization efforts. In Israel, where
ADAMA operates 300 vehicles, hybrid and electric vehicles accounted for 52% of the fleet in 2025,
up from 39% in 2023, with a target of reaching 62% in 2026.
Energy efficiency is further supported by improvements in how generated heat and power are utilized.
Major production sites operate cogeneration systems that simultaneously produce electricity and
recover residual heat for steam generation, reducing the need for separate generation systems.
Several facilities also use organic waste as a substitute fuel in thermal oxidizers, reducing both waste
volumes and fossil fuel consumption. In 2025, 3,610 metric tonnes of organic waste were used for
this purpose.
Production Footprint Optimization
ADAMA continues to refine its global production footprint to structurally reduce energy demand and
improve long-term operational efficiency. This includes optimizing production processes, adjusting
site configurations where appropriate, and gradually shifting the product portfolio toward lower
energy-intensive production routes.
A major milestone in this area was the shutdown of the chlor-alkali production process at the Anpon
site in 2025. Chlor-alkali production is highly electricity-intensive, and the closure significantly
reduced electricity consumption associated with chlorine production at the site.
These structural adjustments contribute to lowering the overall energy intensity of ADAMA’s
manufacturing network while improving the efficiency and resilience of its global production footprint.
Renewable Electricity and Carbon-Free Energy Integration
To further decarbonize its operations, ADAMA continues to increase the share of renewable and
carbon free energy in its energy mix. This includes onsite renewable generation, renewable
electricity procurement where available, and reliance on local grid mixes that incorporate increasing
amounts of renewable and low carbon power.
Production sites in India, China, Spain, the United States, and Israel operate onsite photovoltaic
systems that provide renewable electricity directly to manufacturing operations. In 2025, ADAMA
expanded its photovoltaic capacity across several sites, including Huifeng, China (+1,300 kW), Agan,
Israel (+565 kW), and Dahej, India (+60 kW). Together with the first full year of operation of the new
solar field in Sanonda, China (+1,960 kW), this resulted in a significant increase in on-site solar
energy generation, supporting the Company’s efforts to strengthen local renewable energy
production. The Company also incorporates alternative fuels such as biomass and hydrogen,
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alongside renewable heat and steam generated from solar, water, and biomass sources at selected
locations.
Together, these initiatives demonstrate ADAMA’s commitment to a more efficient, lower carbon
production system and accelerate the Company's transition toward renewable and carbon free
energy.
By advancing operational excellence, optimizing its production footprint, and integrating renewable
electricity solutions, ADAMA strengthens its ability to achieve meaningful emissions reductions while
enhancing resilience and resource efficiency across its global operations.
Scope 3
ADAMA is working to measure and refine its Scope 3 carbon emissions across its value chain.
Current analysis indicates that these emissions dominate the Company’s GHG profile, with
purchased goods and services (Category 1) accounting for approximately 80% of total emissions.
ADAMA continues to enhance its methodologies and data quality to support more accurate
disclosure in the 2026 ESG report.
As part of our efforts to increase logistics efficiency and reduce greenhouse gas emissions, we
implemented several initiatives across our global supply chain. First, following the supply chain
disruption of recent years, during which air freight volumes increased significantly, we undertook a
structured program to sharply reduce reliance on air shipments. By optimizing safety stock levels,
improving planning, and producing local formulations closer to key markets, we substantially cut the
need for urgent air deliveries, resulting in meaningful emissions reductions. In parallel, we introduced
systematic consolidation of outbound shipments. Orders from different sites that were previously
shipped in separate containers are now combined, reducing the total number of containers
transported by sea and lowering associated emissions from ocean freight, as well as from truck
movements at origin and destination. Additionally, we improved container utilization by maximizing
load capacity and minimizing empty space, enabling us to move the same volumes with fewer
shipments and therefore lower total logistics-related emissions.
As a pilot, ADAMA France launched a targeted transport optimization initiative that has already
delivered tangible results, reducing total delivery distances, lowering fuel consumption, and
achieving measurable CO₂ reductions. The success of this data driven approach demonstrates its
potential to be scaled across additional countries, offering a replicable model for further improving
logistics efficiency and reducing emissions throughout our distribution network.
Key performance indicators
All 2025 environmental data covers the full year performance of most production sites, except MCW-
NH and Agan which are calculated based on actual January-September performance data, plus
estimates for October-December, adjusted for production.
To measure GHG emissions, ADAMA uses the Greenhouse Gas Protocol Corporate Accounting
and Reporting Standard for Scope 1, 2, and 3 emissions calculations. The calculation includes GHG
emissions from the Company’s manufacturing sites (fuels, electricity and heat consumption,
refrigerants, biological wastewater treatment and defused emissions) as well as GHG emissions
generated by the Company’s car fleet.
The emission factors used to calculate greenhouse gas (GHG) emissions from electricity
consumption are based on International Energy Agency (IEA) data. For sites operating private power
plants (MCW-NH and Agan), site-specific local emission factors are applied. For fuels and other
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energy sources, the Company applies emission factors published by the UK Department for
Environment, Food & Rural Affairs (DEFRA).
Scope 2 emissions are reported in line with the market-based hierarchy of emission factors as set
out in the GHG Protocol Scope 2 Guidance. Hydrogen is considered as a zero GHG emission energy
source, and biomass is regarded as carbon neutral. As such, neither is included in ADAMA's direct
energy use calculations. All of ADAMA's coal use is derived from Sanonda site in China.
Total Scope 1 and Scope 2 Greenhouse Gas emissions and
intensity
Scope 1 and Scope 2 GHG Emissions (thousand tonnes of CO2e) 1,215 1,232 973
Scope 1 and Scope 2 GHG intensity (g CO2e/USD sales) 265 303 240
Scope 1 and Scope 2 GHG intensity (tonne CO2e/tonne production) 1.12 1.02 0.73
Total Scope 1 emissions (thousand tonnes of CO2e) 330 334 269
Own operations (1) 315 324 258
Company vehicles 15 10 11
Total Scope 2 emissions (thousand tonnes of CO2e) 885 898 704
(1)
emission factor. The restatement led also to a change in value to Total Scope 1 emissions and to Scope 1 and Scope 2
GHG emissions
In 2025, Scope 1 and Scope 2 emissions decreased by 21% compared to 2024. Scope 1 emissions
declined by 19.5% driven mainly by the shutdown of the coal-based power plant at Sanonda site and
the transition to sourcing energy from the regional power station which is more energy efficient.
Scope 2 emissions decreased by 22% as a result of the closure of the energy-intensive chlor-alkali
process at the Anpon site. Both initiatives were implemented in the second half of 2025, and
therefore their full impact on Scope 1 and Scope 2 emission reduction is expected to materialize in
This positive change reflects the transition from fossil fuel-based energy to energy generated from a
diverse mix of sources, including renewable energy.
Scope 1 and Scope 2 emissions sales-based intensity decreased by 21% while production-based
Scope 1 and Scope 2 emissions intensity decreased by 28% despite a higher production volume,
due to the decrease in Scope 1 and Scope 2 emissions.
Energy
Topic description
Reducing energy use is material to ADAMA due to its direct influence on operating costs,
environmental impact, and regulatory exposure. Energy consumption is a key driver of production
efficiency and competitiveness in a market characterized by tight margins. In addition, energy use is
closely linked to greenhouse gas emissions, making it a central factor in meeting regulatory
requirements and contributing to global climate objectives.
Management approach
ADAMA manages energy use as a core operational and environmental priority. The Company’s
approach focuses on reducing energy consumption through efficiency measures, improving energy
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intensity across operations, and progressively shifting toward lower-carbon and carbon-free energy
sources.
Energy management is implemented through a combination of group-level direction and
decentralized execution. While strategic priorities and frameworks are defined centrally, production,
logistics, and commercial sites are responsible for identifying and implementing energy optimization
measures relevant to their operational context. This approach is intended to ensure that energy
efficiency and decarbonization are embedded across all parts of the business, regardless of site size
or geography. Dedicated budgets are allocated to support energy-related environmental initiatives,
including equipment upgrades, process improvements, and pilot projects.
Key performance indicators
ADAMA measures its efforts to reduce energy consumption by tracking energy source data and
aligning performance with key performance indicators (KPIs) to ensure progress and accountability.
Breakdown of energy consumption by source (%) 2023 2024 2025
Purchased electricity 48% 50% 52%
Purchased steam 15% 15% 18%
Fuel consumption 37% 35% 30%
Energy consumption and intensity 2023 2024 2025
Total energy consumption (TJ) 10,446 10,336 9,620
Total energy intensity (MJ/ USD sales) 2.28 2.22 2.37
Total energy intensity (GJ/ tonne production) 9.7 9.08 7.21
Scope 1 energy consumption (TJ) 3,831 3,551 2,916
Coal 2,662 2,463 1,715
(1) (1)
Natural gas 854 809 851
Fuel oil 78 45 33
Diesel 30 23 47
LPG 22 16 25
Other fossil fuels 92 108 149
Self-generated solar energy - 6 16
Biomass 83 78 76
(2)
Hydrogen 10 3 4
Scope 2 consumption of purchased energy (TJ) 6,615 6,785 6,703
Electricity 5,035 5,179 4,998
Of which renewable electricity (location-based) 1,198 1,232 1,500
Steam 1,580 1,606 1,705
Energy consumed from renewable & carbon free sources (TJ) 1,291 1,318 1,596
Renewable and carbon free energy ratio (%) 12% 14% 17%
(1)
Natural gas figures restated due to a clerical error that fell in the previous report. This restatement affects other figures
in the table.
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(2) Hydrogen is not renewable but is included in the carbon-free category
In 2025, total energy use decreased by 9%. Energy intensity per tonne of production improved due
to efficiency measures, despite the higher production volume.
Scope 1 energy consumption decreased by 18% due to the shutdown of the Sanonda power plant.
Scope 2 energy consumption from purchased energy decreased by 1%. Increased electricity
purchases at Sanonda following the shutdown of the on-site power plant were offset by reduced
energy consumption resulting from the closure of the chlor-alkali facility in Anpon.
Self-generated solar energy increased by 175% in 2025, driven by the expansion of photovoltaic
capacity.
Air Quality
Topic description
Air emissions from chemical manufacturing may contain substances that could negatively impact
both people and the environment. ADAMA is committed to safeguarding the health and safety of its
employees and all individuals potentially affected by its activities.
Management approach
ADAMA’s objective is to operate all sites with air emissions controlled within permitted limits and in
full compliance with applicable laws, regulations and permits. In practice, ADAMA sites frequently
apply controls and operating practices that go beyond regulatory requirements to further reduce
impacts. The Company takes all necessary measures to prevent any adverse impact on employees,
surrounding communities, and other stakeholders. Odor-control measures are also implemented to
minimize nuisance impacts on employees and surrounding communities.
To achieve this, ADAMA follows the internal Air Emissions Management Standard that sets
requirements to prevent and control air pollutants and odors. The Company deploys a range of
technologies to control air emissions and odors, including thermal oxidizers, scrubbers, carbon filters,
strippers, bag filters and HEPA filters, selected based on site needs and emission sources. Key
parameters are monitored online, and monitoring data is reviewed by an independent third party,
with detailed monthly reports issued.
Across all areas of air quality, ADAMA is committed to going beyond compliance by actively reducing
environmental risks through continuous improvement and investment in cleaner technologies.
Key performance indicators
Air Quality (tonnes) 2023 2024(1) 2025
Particulate Matter 34 31 24
NOx emissions 162 126 134
SOx emissions 44 32 21
VOC emissions 108 109 167
(1)
A clerical error in the 2024 air emissions figures has been corrected
Particulate Matter (PM) emissions, which stem from both fossil fuel combustion and production of
solid products, declined by 23%. In 2025 ADAMA achieved a 34% reduction in sulfur oxides (SOx)
emissions due to the reduction in coal consumption for steam and electricity generation at the
Sanonda site in China. The nitrogen oxides (NOx) emissions saw a small increase. Volatile Organic
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Compound (VOC) emissions, which originate from ADAMA’s production processes, are subject to
strict regulations. To manage them, the Company employs robust control technologies such as
thermal oxidizers and carbon adsorption systems. In addition, ADAMA conducts an annual Leak
Detection and Repair (LDAR) survey in its operational sites to control VOCs. VOC emissions
increased by 52% due to a temporary operational variance at the Londrina site in Brazil, captured
during a localized technical malfunction during the annual sampling window. Because the report
utilizes point-in-time sampling, the data reflects this isolated event rather than a year-long trend.
Corrective actions and technical repairs are currently in progress to address the root cause.
Water
Topic description
Water is a critical resource for ADAMA’s operations and for the agricultural communities the
Company serves. Efficient water management reduces operational costs, minimizes wastewater
generation, and reinforces compliance with environmental regulations. Beyond industrial needs,
water availability plays a central role in supporting rural economies, where agriculture is the main
source of livelihood. By reducing effluent loads and improving the quality of treated wastewater,
ADAMA protects local water bodies, safeguards ecosystems, and upholds its responsibility to
neighboring communities.
Management approach
ADAMA’s approach to responsible water management is embedded in the Company’s HSE Policy
and implemented through its global HSE Management System. Sites monitor water use and
wastewater performance regularly, identify improvement opportunities, and integrate water
stewardship into operational planning. As part of this approach, ADAMA is committed to
safeguarding freshwater and marine environments across all its sites, ensuring that water resources
are managed responsibly and that treated effluents meet strict environmental requirements before
discharge or reuse.
ADAMA is committed to reducing water consumption by 5% by 2030, using 2024 as the baseline
year. This target is supported by the Company’s Water Resources Management Standard, which
guides site level assessments, including analysis of water demand, the identification of water
stressed regions, and the evaluation of water availability and scarcity risks.
ADAMA implements a range of measures to reduce water consumption and improve water use
efficiency across its manufacturing sites. Closed loop cooling systems regulated by salinity meters
help minimize freshwater withdrawals, while rainwater harvesting systems are deployed where
feasible. For example at ADAMA’s production site in India, where harvested rainwater accounts for
approximately 20% of total site water consumption.
Routine water audits and annual improvement targets support efficient use of resources, and several
sites implement water reuse practices where feasible. In 2025, for example, a production site in India
optimized its Clean-in-Place (CIP) procedures to enable safe reuse of wash water following
laboratory verification, reducing freshwater demand by approximately 500 liters per cleaning cycle.
The initiative also avoided the need for wastewater incineration, illustrating how site level operational
adjustments can deliver meaningful environmental benefits while maintaining product quality and
safety.
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ADAMA treats all wastewater in accordance with strict environmental standards before discharge or
reuse. Across its global footprint, the Company operates multi-stage effluent treatment systems that
integrate physical, chemical, and biological technologies. Control processes include online
monitoring, composite sampling, and regular environmental impact assessments.
ADAMA operates a desalination unit at its MCW-NH site which is located in and industrial park in
southern Israel, an arid region facing significant water scarcity. The unit enables the desalination of
effluents and the reuse of treated water, reducing the need to withdraw fresh water from a public
desalination facility located several kilometers away. In 2025, this unit desalinated 339.5 thousand
cubic meters of effluents. This initiative supports ADAMA’s efforts to reduce freshwater consumption
and reflects the Company’s focus on water efficiency across its operations.
At the Agan site in Israel, treated effluents are discharged into the Mediterranean Sea, with biannual
environmental assessments conducted by the Israeli Oceanographic and Limnological Research
Institute and submitted to the Ministry of Environmental Protection.
At the Sanonda site in China, a dedicated monitoring station along the Yangtze River continuously
tracks effluent quality and volume, transmitting real-time data to local authorities to ensure
compliance with stringent regulatory requirements.
Across all sites, monitoring to date has found no evidence of adverse environmental impacts on
marine or freshwater ecosystems resulting from ADAMA’s operations.
Key performance indicators
ADAMA measures and monitors its efforts to reduce water withdrawal, water consumption, and
effluents indicators by tracking data across water sources and wastewater discharges.
In 2025, ADAMA had zero incidents of non-compliance associated with water quality permits (above
permissible level).
Water 2023 2024 2025
Total water consumption (million cubic meter) 9.8 9.0 9.0
Water usage intensity (liters/USD sales) 2.1 2.2 2.2
Water consumption remained stable in 2025 versus 2024, as increased production volume was
offset by the shutdown of the Sanonda power plant.
Wastewater effluents 2023 2024 2025
Total wastewater discharged (million cubic meter) 7.3 7.1 6.4
Total wastewater reclaimed (million cubic meter) (1) 0.2 0.3 0.3
TOC in effluents (tonnes) 177 117 136
COD in effluents (tonnes) 531 351 408
TSS in effluents (tonnes) 95 87 115
(1) Data only represents MCW-NH site
Total wastewater discharge declined by 10% due to the shutdown of the Sanonda power plant.
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Waste
Topic description
Effective waste management significantly reduces environmental impact, benefiting the environment
and aligning with sustainable business practices. ADAMA aims to maximize resource efficiency,
reduce waste generation, and minimize the environmental footprint of its production processes.
Management approach
ADAMA manages waste in full compliance with all applicable local environmental protection laws
and in accordance with its internal Waste Management Standard, which sets detailed requirements
for identifying, characterizing, classifying, storing, and handling all waste streams. The standard
requires all sites to follow the waste management hierarchy – prioritizing prevention, reduction,
preparation for reuse, recycling, and recovery before considering disposal. In addition, the standard
ensures accurate designation and tracking of hazardous waste through to its final disposal location,
in accordance with environmentally sound management practices.
All production sites implement comprehensive waste stream mapping and maintain annual waste
minimization plans with KPIs aligned to ADAMA’s long term targets. The Company has set a 2030
target to achieve and maintain a 75% reuse and recycling rate for hazardous waste, reflecting
its commitment to responsible resource use and environmental protection.
Waste reduction and efficiency initiatives
ADAMA implements a wide range of initiatives to reduce waste generation at the source, increase
reuse and recovery of materials, and promote more sustainable treatment options, in alignment with
the waste management hierarchy.
Waste prevention at source
ADAMA prioritizes avoiding waste before it is created by improving processes and reducing material
losses. In 2025, the Company’s manufacturing site in India introduced several enhancements to its
Cleaning-in-Place (CIP) procedures, including reducing manual transfers and minimizing leakage
and product loss. These improvements lowered waste generation at the source and reduced the use
of chemicals. Other sites apply similar approaches; for example, a facility in the United States
reduces the volume of aqueous waste requiring transport and treatment through an evaporation-
based process.
Reuse and recovery of materials
Across multiple regions, ADAMA recovers valuable materials and reintroduces them into production
processes or supplies them to other industries. At sites in Israel, solvents, acids, and bases are
regularly recovered for internal reuse, reducing reliance on virgin raw materials. High calorific
hazardous waste is used as fuel in thermal oxidizers at some facilities, supporting energy recovery
while reducing fossil fuel consumption. These practices strengthen circular economy principles by
extending the lifecycle of resources and reducing the environmental burden of waste disposal.
Improved treatment pathways
When waste cannot be prevented or reused, ADAMA pursues more sustainable treatment routes. In
environmental impact. At the India site, optimization of CIP water management enabled the safe,
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laboratory verified reuse of wash water, eliminating the need for incineration and decreasing overall
waste volumes.
Extended Producer Responsibility (EPR)
ADAMA recognizes its responsibility across the lifecycle of its products and participates in Extended
Producer Responsibility (EPR) programs worldwide. Through national return schemes and local
partnerships, the Company supports the collection, recycling, and responsible treatment of
post-consumer packaging.
In 2025, ADAMA Iberia expanded the use of packaging incorporating post-consumer recycled
content, introducing COEX containers with approximately 45% recycled plastic. The Company also
recovers residual materials from drum bottoms and operates internal recycling practices at several
sites, helping to reduce virgin plastic use and advance circularity.
ADAMA’s past initiatives also demonstrate long term engagement in responsible packaging and
circularity. In the Netherlands, the Company participates in an industry program for the collection of
empty crop protection containers. In Colombia, returned plastic containers are recycled into durable
agricultural products, while metal drum recycling further reduces waste. In India, ADAMA works with
recycling partners to collect significant volumes of post-consumer plastic containers from farmers.
These activities help reduce packaging waste, support responsible material flows, and extend the
useful life of resources.
In recent years, ADAMA has promoted an internal project to reduce virgin plastic use in its packaging
through various strategies, including minimalist design. By optimizing packaging design to use fewer
materials without compromising functionality or product safety, ADAMA also enhances
transportation efficiency. Furthermore, the Company is actively working to incorporate recycled
plastic in the production of more of its containers.
Key performance indicators
ADAMA measures and monitors its hazardous and non-hazardous waste by treatment method, while
closely tracking its waste management practices to ensure compliance and continuous improvement.
Hazardous and non-hazardous waste by Treatment 2023 2024 2025
Total waste generated (thousand tonnes) 204 184 201
Total waste intensity from own operations (g/USD sales) 44.5 45.3 49.4
Total hazardous waste (thousand tonnes) 153 145 159
of which to landfill/incineration (thousand tonnes) 53 44 38
of which to recycling and reuse (thousand tonnes) 101 101 120
Percent of hazardous waste recycling 66% 70% 75%
Total non-hazardous waste (thousand tonnes) 51 39 42
of which to landfill/incineration 41 33 28
of which to recycling and reuse 10 6 14
Percent of non-hazardous waste recycling 19.7% 15.2% 33%
Unlike energy consumption, waste generation is more directly correlated with production volumes.
In 2025, total waste generated increased by 9% as production volume increased during the year.
Hazardous waste increased by 10% while the recycling and reuse of hazardous waste increased by
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include chemicals used in the fertilizer industry. Contaminated plastic packaging is recycled into
construction-related plastic products. In 2025, ADAMA achieved a hazardous waste reuse and
recycling rate of 75%, reaching the target level ahead of schedule. The Company’s focus going
forward is to maintain this level of performance across its operations through 2030.
Although there was an increase in the total volume of non-hazardous waste during 2025, there was
also a significant rise in the recycling rate driven by Anpon, China and Georgia, US sites. 33% of the
non-hazardous waste was diverted to recycling.
Soil and Ground Water Remediation
Topic description
Thorough monitoring and remediation of contaminated soil and groundwater is part of the Company’s
commitment to responsible operations by protecting ecosystems, and safeguarding community
health.
Management approach
ADAMA continuously monitors groundwater quality at most of its production sites to ensure that no
chemicals are leaching into groundwater resources. At several older sites, pollutants have been
identified in the soil and groundwater, prompting the Company to actively implement remediation
plans to eliminate potential risks.
Key performance indicators
ADAMA conducts annual groundwater monitoring to assess the progress of its remediation efforts.
• A new soil and groundwater remediation project was initiated at MCW-BS after the remediation
plans were completed and approved in 2024. ADAMA continued the soil remediation at Agan site
that had begun in 2022.
• At Agan site, we pump and treat groundwater for use within the site.
• ADAMA also continued its groundwater remediation activity at a nearby stormwater wetland at its
Taquari, Brazil production plant.
• In Vigonovo site in Italy, ADAMA has finalized the groundwater remediation process that started
in 2006 and is currently awaiting final approval from the authorities.
Ecosystems and Biodiversity
Topic description
Biodiversity is increasingly under threat as habitats are degraded or lost due to climate change, land-
use change, urban expansion and the growth of industrial and agricultural activities. As an
agricultural input and chemical manufacturing company, ADAMA acknowledges its dependencies
on healthy ecosystems and its responsibility to manage and mitigate nature-related impacts across
its value chain. Misuse of crop protection products may give rise to adverse effects on nature.
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Management approach
ADAMA works to minimize environmental impacts at its manufacturing and operational sites through
environmental management systems, responsible waste and water management and compliance
with environmental regulations. ADAMA’s manufacturing sites are not located within designated
nature reserves or protected areas, and biodiversity considerations are taken into account as part of
the Company’s environmental management practices.
In the downstream value chain, ADAMA further advanced product stewardship and safety initiatives
to promote the safe and responsible use of crop protection products, including training farm workers
on application, handling and disposal of crop protection products to help mitigate risks of misuse
(see Product Safety and Quality). In addition, ADAMA is investing and exploring opportunities in
precision application technologies, remote sensing and biologicals to help farmers sustainably
optimize product use and reduce unintended environmental impacts. An example of ADAMA's
contribution to this area is given by our active participation in the EU Precision Application task Force
(EUPAF) whose objectives are to provide the necessary information to facilitate the recognition of
precision applications of crop protection solutions in the future.
ADAMA's efforts to understand and manage its biodiversity-related impacts, dependencies, risks
and opportunities are complemented by actions to address the broader drivers of biodiversity loss
within agriculture. To reduce the need for agricultural expansion and its associated biodiversity loss,
several strategies can be pursued. Improving yields on existing farmland can help reduce pressure
to convert natural habitats. Restoring degraded land through soil health enhancement can bring
unproductive areas back into use. The promotion of regenerative agricultural practices, such as
integrated pest management and no-till, can further reduce environmental impacts and support more
resilient agroecosystems. Concentrating agricultural activity on existing farmland, combined with
these practices, can help safeguard biodiversity-rich landscapes and maintain ecological balance.
ADAMA’s crop protection products are designed to be effective against target pests while minimizing
potential impacts on non-target organisms. This is achieved through focused development strategies,
efficacy trials, regulatory studies on standard test organisms, chemical analyses of exposure media,
modeled exposure predictions (e.g., for surface water, soil, groundwater, and food items), risk
assessments, and, in some regions such as the USA, post-authorization monitoring.
ADAMA’s Pollinator Testing and Risk Assessment Policy exemplifies our proactive approach to
environmental safety. It defines the experimental data required to assess product safety for wild
pollinators, using honeybees (Apis mellifera) as the main surrogate species. Similar policies exist for
all key organism groups including terrestrial vertebrates, aquatic organisms and soil macro- and
micro-organisms.
Efficacy trials ensure that products deliver the intended pest control benefits, while regulatory studies
evaluate potential toxicity to non-target species. Modeled exposure predictions and risk
assessments determine environmental concentrations and assess overall safety to all key non-target
organism groups. Monitoring, where applicable, helps identify and address any post-market
incidents.
As attention to biodiversity and nature-related risks continues to grow, ADAMA continues to review
opportunities to further strengthen its approach to biodiversity management. This includes
monitoring emerging frameworks and tools that support biodiversity risk assessment and improved
environmental performance across agricultural value chains. This is further achieved, for example in
Europe by participation in CropLife Europe where ADAMA supports activities related to biodiversity,
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stewardship, sustainable agriculture and the environment. To give an example of our commitment
to biodiversity from a global perspective, ADAMA is contributing to activities in Brazil which aims to
characterize the soil biodiversity in the Brazilian agri-landscape to ensure that standard European
model species used in safety testing are representative of Brazilian conditions.
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People and
Communities
Employee Engagement and Feedback
Mechanisms
Topic description
Creating a work environment and culture where employees feel free to speak up and participate in
surveys is crucial for fostering transparency, trust, and collaboration, enabling organizations to
identify areas for improvement and drive meaningful change.
Management approach
ADAMA has been listening to its employees for over a decade through organizational surveys. The
insights ADAMA has received have enabled the Company to learn more about its people's
experience, as well as to better understand what is done well, what can be done better and the
overall level of engagement. ADAMA's in-depth analysis of the survey results allows to fine-tune the
Company’s efforts and deliver concrete and meaningful actions to create change across the
organization.
Key performance indicators
In 2025, ADAMA conducted its annual engagement survey, continuing its long-standing practice of
listening to employees. The survey included 40 key questions designed to measure critical aspects
of engagement, such as employee satisfaction and the likelihood of recommending ADAMA as an
employer. It achieved a strong response rate of over 84%, demonstrating high participation across
the organization.
To ensure inclusivity, the survey was accessible to employees at all levels, roles, and locations,
offered in multiple languages, and optimized for both desktop and mobile devices. This approach
reflects ADAMA’s commitment to fostering open dialogue and using data-driven insights to
continually improve organizational culture and effectiveness.
The survey results revealed progress compared to the previous year in areas such as clear and
purposeful communication during change, faster and smoother execution, and confident, transparent
decision-making. Following the survey, ADAMA’s management identified key areas for behavioral
change across the Company. In response, a comprehensive program will be launched in 2026.
Regional teams also analyzed their specific results, shared insights locally, and in some cases
developed targeted action plans to address improvement areas.
As part of ADAMA's commitment to continuous listening and inclusive leadership, members of the
Global ADAMA Leadership Team (GALT) held round-table sessions throughout the year with small
groups of employees. These sessions provided an open and informal space for dialogue, enabling
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employees to ask questions, share perspectives, and raise ideas directly with senior management.
The intent of this practice is to strengthen transparency and trust, foster psychological safety, and
ensure leadership remains closely connected to the realities of teams across regions and functions.
Beyond dialogue, these conversations served as a critical feedback mechanism, helping leaders
identify emerging needs, understand barriers to employee success, and integrate insights into
organizational priorities and decision-making.
Fair and Inclusive Workplace
Topic description
Being a fair employer committed to protecting human rights, treating all employees with respect, and
prohibiting any form of discrimination is essential for fostering an inclusive, equitable and safe
workplace that values and upholds ethical standards. A diverse workforce enables ADAMA to
achieve its ambition of being a collaborative and trusted partner in agriculture and supports the
Company’s innovation strategy by bringing different perspectives and experiences to the table.
ADAMA’s employees reflect the diversity of its customers, the markets where ADAMA operates and
the communities it serves. ADAMA is dedicated to upholding values of diversity, equity, and inclusion
in every aspect of the Company's operations.
Management approach
ADAMA values a fair and inclusive workplace as a core element of its organizational culture. As an
equal opportunity employer, ADAMA is committed to ensuring that people are respected and
supported regardless of their background. This commitment is embedded in the Syngenta Group
Code of Conduct and the Syngenta Group Diversity, Equity and Inclusion Policy.
ADAMA is committed to creating an environment in which everyone is treated in a fair manner.
ADAMA strives to support equal opportunities without discrimination in hiring, compensation, access
to training, promotion, termination, or retirement for all its people and employee candidates. ADAMA
neither distinguishes nor discriminates on any occasion on any basis, including gender, race, sexual
orientation, religion, nationality, age, disability, marital status, union membership, or political
affiliation. ADAMA is an active human rights supporter and fair employer. ADAMA aims to comply
with all relevant labor and employment laws in all countries in which the Company is active, including
the payment of the required minimum wage, or above. In many cases, ADAMA has established
employment procedures and policies above and beyond the standards required by law. ADAMA
sees compliance with the Code of Conduct and applicable laws as everyone’s responsibility. The
Company invests great efforts in identifying and working with business partners who aspire to
conduct their operations in a similar manner.
ADAMA aims to create a workplace where everyone belongs and contributes by combining world-
class talent from diverse backgrounds. The fair and inclusive workplace agenda is sponsored by the
GLT and the Syngenta Group Board of Directors. The implementation of these initiatives is consulted
and approved by a specially appointed Council, which is a cross-functional and geographical
advisory and governance body, composed of senior leaders.
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To implement the strategy, ADAMA focuses on four enablers: communication and learning,
governance to balance global and regional needs, measurable metrics with regular reporting and
driving change in key processes.
Actions and initiatives
ADAMA's initiatives and actions are designed to foster an inclusive workplace, ensure equitable
treatment and strengthen employee engagement across all regions. The Company actively recruits
people who reflect the broad range of cultures, beliefs and backgrounds of the communities where
it operates and the customers it serves and offers flexible working arrangements to support diverse
employee needs and promote inclusion.
To strengthen awareness and capability building, ADAMA offers trainings to its leaders and
employees on unconscious bias, cultural, gender, generational diversity, inclusive leadership and
how to identify and address behaviors that undermine inclusion.
ADAMA actively promotes inclusion and allyship through initiatives such as webinars and
awareness-raising activities.
Human Rights
ADAMA is committed to protecting the human rights of all people. Human rights commitments are
embedded across multiple policy instruments. Section 22 of the Syngenta Group Code of Conduct,
addresses labor rights and commits the organization to compliance with all labor laws, as well as
national and international codes and conventions. The policy explicitly prohibits forced, bonded or
compulsory labor and refrains from any form of exploitative child labor practices. No child or forced
labor incidents have been reported in 2025.
As part of our recruitment process, candidates are required to provide official government-issued
identification, such as a passport, national ID card, or birth certificate, which is carefully reviewed to
confirm their date of birth. In regions where local regulations require, ADAMA also works with
accredited recruitment partners to validate candidate eligibility and compliance with labor laws.
Freedom of Association
ADAMA recognizes the right of employees to join trade unions, conduct collective negotiations, and
enjoy all the rights available to them through their membership in those unions. ADAMA has never
restricted freedom of association and will continue to support the process of collective negotiations
that cover pay rates, working hours, certain benefits, and other terms and conditions of employment.
Fair Remuneration
Adama provides employees with all benefits required by law and, in many cases, extends beyond
statutory obligations. To ensure fair and competitive remuneration, the Company conducts annual
salary benchmarks across comparable industries and local markets. These benchmarks guide
Adama’s global Fair Employment process, the annual compensation review through which salaries
and benefits are evaluated and adjusted to match or exceed prevailing market standards in each
country.
The Company aims to comply with social security laws and local employment regulations in every
jurisdiction where it operates. All statutory social insurance contributions, welfare payments, and
mandated benefits are provided in full and on time. ADAMA also monitors employee attendance and
working hours in accordance with local legal requirements, ensuring that overtime or atypical working
hours are compensated as defined by national legislation. Through these practices, the Company
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safeguards employees’ rights and maintains fair, transparent, and compliant employment conditions
across all business units.
ADAMA maintains a transparent approach to its performance-based remuneration framework. The
structure of the Short-Term Incentive (STI) plan, including any changes from the prior year, is
communicated to all eligible employees. HR business partners are equipped with guidance materials
to ensure consistent and clear communication across the organization.
Eligibility for performance-based bonuses is defined in employment agreements. When
modifications to the bonus plan are introduced, ADAMA provides employees with timely and
comprehensive explanations of the updated structure and its implications, supporting clarity and
understanding.
Anti-Harassment Policy
ADAMA maintains a zero-tolerance policy for discriminatory, harmful, harassing, or humiliating
behavior toward its people, regardless of religion, gender, race, nationality, age, or disability. ADAMA
conducts training sessions to ensure the requisite respect toward one another, as part of the Code
of Conduct local training sessions. ADAMA places great importance on this matter and handles any
complaint with immediate attention and the utmost seriousness.
Anti-Discrimination
ADAMA is committed to fostering an environment where everyone is treated fairly and has equal
opportunities, without discrimination, in recruitment, promotion, and remuneration. We actively raise
awareness on these issues, ensure that all job postings are gender-neutral and written in accessible,
non-discriminatory language, and promote equal pay for all employees.
In recruitment, ADAMA implements measures to minimize the risk of discrimination and ensure
fairness at every stage of the hiring process. Job postings are carefully reviewed to avoid biased
language, and structured interview methods are applied to provide consistent evaluation across all
candidates. Hiring managers receive training on inclusive practices, and candidate selection is based
solely on qualifications, skills, and experience. These steps help guarantee that recruitment
decisions are objective, transparent, and aligned with ADAMA’s commitment to equal opportunity.
Equal pay is also part of ADAMA’s agenda, ensuring equal pay for work of equal value. The
Company conducts an annual compa-ratio review prior to the compensation cycle, during which
employee salaries are analyzed against relevant market benchmarks. This process identifies any
gaps between current pay levels and market rates, as well as potential gender pay disparities.
Findings from this review are used to guide and implement appropriate adjustments during the
compensation cycle.
In compliance with Israeli law, the ADAMA Group publishes a salary analysis based on employment
contract type, internal rank, field of activity, seniority, and employee groups. The 2024 Equal Pay
Report is available on the ADAMA website.
In addition, ADAMA will comply with all applicable local laws and regulations enacted pursuant to
the relevant EU Pay Transparency directive, effective from June 2026. Such compliance will include
any obligations, standards, or procedures derived from the directive as implemented in the
respective member states. Our current efforts focus on preliminary readiness and monitoring the
emerging local legislative requirements in each relevant jurisdiction.
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Key performance indicators
Employment 2023 2024 2025
Total number of employees on payrolls 8,872 7,819 7,255
Europe, Africa & Middle East 2,487 2,245 2,189
North America 567 521 532
Latin America 1,417 1,193? 1,165
Asia Pacific 4,401 3,860? 3,369
Total number of full-time employees 8,846 7,793 7,225
Europe, Africa & Middle East 2,463 2,220 2,159
North America 567 521 532
Latin America 1,417 1,193 1,165
Asia Pacific 4,399 ?3,859 3,369
Total number of part-time employees 26 ?26 30
Europe, Africa & Middle East 24 25 30
North America 0 0 0
Latin America 0 ?0 0
Asia Pacific 2 ?1 0
Total number of temporary employees (1) 17 16 20
Europe, Africa & Middle East 0 0 0
North America 0 0 0
Latin America 17 16 20
Asia Pacific 0 0 0
Total rate of employee turnover (2) 15% ?19% 19%
(1) Temporary employees have a temporary contract or are part of an apprenticeship program.
(2) The formula used for turnover rate calculation is based on monthly basis data of total leavers, including voluntary leavers,
in relation to changes in workforce multiplied by possible working days.
As part of ADAMA’s Fight Forward transformation program, the Company has implemented
organizational changes to enhance efficiency, streamline operations, and strengthen long-term
competitiveness. These changes have included workforce adjustments to better align the Company's
structure with evolving business needs. In 2025, the overall turnover rate remained stable, at around
Total number of employees, by gender 2023 2024 2025
Total number of employees on payrolls 8,872 7,819 7,255
Female 2,231 2,005 1,929
Male 6,641 5,814 5,326
Total number of full-time employees 8,846 7,793 7,225
Female 2,213 1,986 1,908
Male 6,633 5,807 5,317
Total number of part-time employees 26 26 30
Female 18 19 21
Male 8 7 9
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Total number of temporary employees 17 16 20
Female 13 9 13
Male 4 7 7
Employee breakdown by seniority level 2023 2024 2025
Top management 13 12(1) 14(1)
Senior managers 96 78 71
Mid-level managers 819 738 718
Female employee breakdown by seniority level
Female top management 1 3 3
Female senior managers 24 19 17
Female mid-level managers 204 192 197
Percentage of female employees (%)
All employees 25.1% 25.6% 26.6%
Top management roles 7.7% 18.2% 21.4%
Senior management roles 25% 24.4% 23.9%
Mid-level management roles 24.9% 26% 27.4%
All management roles 24.7% 25.8% 27.0%
Employees by age
Under 30 582 440 564
Over 50 2,788 2,519 2,185
Percentage of employees over 50 (%)
All employees 31.4% 32.2% 30.1%
Management roles 39.3% 41.1% 38.9%
(1)
The Top Management includes one non-employee management member
Women’s representation at ADAMA continued to strengthen in 2025. Women accounted for 26.6%
of the workforce, the highest level recorded, underscoring the Company’s efforts to advance gender
diversity. Representation of women in management roles rose to 26.6%, reflecting progress in
building a more balanced leadership structure.
A notable aspect of this trend is the consistency in women’s representation across the different
management levels. While many organizations experience a gradual decline in female
representation at more senior levels, ADAMA’s data shows a relatively steady distribution. This
suggests that the Company’s practices are supporting more equitable access to leadership pathways
and enabling women to advance within the organization at comparable rates.
In 2025, ADAMA introduced a new methodology to assess gender pay equity across the organization.
The approach evaluates how each employee’s compensation compares to the market median for
their specific role, work-level and geography. For each position, a compa-ratio is calculated,
reflecting the employee’s base salary and bonus target as a percentage of the local market median
for comparable roles. This ratio is calculated for all employees and then averaged separately for
women and for men. In 2025, the average compa-ratio for women at ADAMA was three percentage
points higher than that of men.
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Employees covered by collective bargaining agreements 2023 2024 2025
Employees covered by collective bargaining agreements 1,383 1,205 1,217
% of employees covered by collective bargaining agreements 15.6% 15.4% 16.8%
As of 2025, 1,217 employees – representing 16.8% of the total workforce – are covered by collective
agreements.
Health, Safety and Welfare
Topic description
At ADAMA, safety is part of the Company's culture and a key element in everything that it is doing.
ADAMA takes responsibility for health and safety at every site and place where employees,
contractors and partners operate. Health and safety at ADAMA includes occupational safety, process
safety, road safety, field safety and office safety. ADAMA's health and safety management system
is designed to proactively identify risks and prevent accidents, ensure compliance with local
regulations, and align with industry standards.
Management approach
ADAMA is committed to fostering a safe and healthy workplace for everyone. This dedication
encompasses proactive initiatives, active management involvement, comprehensive risk
assessments, and a commitment to continuous improvement. The Company’s HSE program applies
to all employees and workers across its operations. In addition, ADAMA provides health and safety
training to its subcontractors, ensuring consistent standards and protections for everyone on site.
The impact of this approach is reflected in the Company’s culture, the adoption of advanced
technologies, and the establishment of clear goals, including the use of leading indicators to measure
progress. ADAMA's focus on the health and safety of its people is articulated in the Company’s
Health, Safety and Environment (HSE) Policy and reinforced by the Syngenta Group Code of
Conduct.
ADAMA has set a target of zero Significant Injury or Fatality (SIF) incidents across all sites, and a
recordable injury rate (RIR) target of ≤0.43 for 2026.
To support these targets, the Company manages a set of internal leading safety goals, including
targets for reporting unsafe conditions and near misses, conducting management safety GEMBA
walks, and performing regular self-assessments.
HSE Approach and Governance Structure
Health and safety performance is closely overseen by the Company’s senior management, including
the Global ADAMA Leadership Team (GALT), which reviews key health and safety indicators on a
monthly basis. Day-to-day management and implementation are led by the global HSE organization
within Global Operations, which is responsible for defining standards, monitoring performance, and
supporting sites in the execution of health and safety programs.
To enable sound governance of health and safety for all people and sites, ADAMA has divided the
topic into four key areas.
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• Leadership & Management
Managers at all levels actively engage in safety initiatives on the shop floor by conducting and
reporting on safety tours and Safety GEMBA walks, as well as reviewing insights from key
incidents. In addition, in 2024 we launched our safety leadership and cultural transformation
program, a multi-year initiative designed to strengthen the health and safety culture among leaders
and employees. The program emphasizes engagement and accountability across all management
levels through intensive, role-specific workshops. Since the program’s launch, 30 workshops have
been conducted across ADAMA’s production sites. As part of the 2025 activities, four follow-up
workshop sessions were conducted across most production sites, and selected site managers
were offered one-on-one coaching with an external expert.
• Infrastructure & Technical
ADAMA has implemented safety programs to ensure that its facilities and infrastructure are safe
for operation and comply with industry standards, including the mapping of asset criticality.
In 2025, ADAMA launched the phased implementation of a new digital platform designed to
strengthen site level HSE management and improve the consistency, transparency, and quality of
reporting across sites and at the global level. The initial phase focuses on the standardized
reporting of unsafe conditions, near misses, injuries, and spill or release incidents, enabling
timelier visibility, follow-up, and corrective action. At selected sites, the platform also supports
digital permit-to-work (PTW) processes and additional site specific HSE workflows. In parallel,
several global HSE processes, including monthly and quarterly reporting and Sustainable
Performance Indicator (SPI) reporting, were migrated to the new system, further enhancing data
integrity and oversight.
In addition, during 2025, the Company installed advanced AI-based technology to prevent
collisions between pedestrians and forklifts and began a global roll out of a telematics application
for drivers to support safer driving behaviors and improve driving skills.
• Behavior & Discipline
Each ADAMA site implements proactive and engaging initiatives to strengthen safety awareness
and reinforce safe behaviors. One such initiative is the personal protective equipment (PPE)
program, which requires the consistent use of PPE by all employees as a preventive measure,
beyond situations of immediate or identified risk. In parallel, ADAMA invests in the continuous
development of HSE professional capabilities through ongoing training and knowledge building
initiatives, ensuring strong operational support for the Company’s safety management system.
• Administration & Documentation
All operational sites conduct regular self-assessments to ensure alignment with ADAMA’s global
health and safety standards. These assessments are complemented by cross site audits that
provide independent verification while enabling knowledge sharing and the dissemination of best
practices. In addition, global audits offer an extra layer of oversight, reinforcing consistency,
accountability, and continuous improvement across the organization
HSE Management System
ADAMA ensures the implementation of global standards by promoting its Self-Assessment program
and performing cross-site audits. In 2025, ten cross-site audits took place and two Global HSE Audits
were carried out at the Georgia, US and Londrina, Brazil sites.
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ADAMA records and reports every safety incident across all sites and conducts in-depth analyses to
prevent recurrence and strengthen risk management. The Company classifies events across a full
spectrum of categories – including unsafe conditions, near misses, first aid cases, recordable injuries,
and process safety events such as spills, loss of process control, and fires – ensuring that even
minor issues are captured. Although many low severity incidents are resolved immediately, ADAMA
views the reporting of all safety indicators as essential. This comprehensive approach enhances
transparency, supports open learning, and enables early identification of risks before they escalate.
The health and safety programs, systems, and initiatives described above reflect a substantial and
ongoing financial investment by the Company in protecting employee health and safety. These
investments span digital systems, training and capability building, audits and assessments, and
safety-related technologies and infrastructure across global and local operations, and are embedded
in the Company’s annual planning and resource allocation processes. In 2025, $11.3m were
invested in health & safety CAPEX.
HSE Risk Prevention and Control
Through proactive risk prevention and control measures, ADAMA promotes a strong HSE culture
while safeguarding employees and operations worldwide.
Process risk assessment
Production processes in the agrochemical sector, including those at ADAMA, involve hazardous
materials, extreme temperatures, high pressures, and complex chemical reactions. Process risk
assessment is a critical tool used to identify and mitigate potential hazards before and during
production operations.
At ADAMA, a process risk assessment is conducted for every new production process, and existing
processes are reassessed every five years. These assessments are carried out by multidisciplinary
teams within the production environment, including chemical process engineers, safety specialists,
and maintenance leaders.
In 2025, ADAMA conducted 65 process risk assessments across 13 production sites, the majority of
which were related to the synthesis of active ingredients.
Safe management of hazardous substances
ADAMA's Hazardous Materials Handling and Storage Standard is designed to ensure that risks
associated with the storage, handling and use of hazardous materials in the workplace are effectively
identified, controlled, and managed, including through clear and compliant labeling practices.
Complementing this, ADAMA’s Training and Competence Standard ensures that all employees fully
understand the safety and health hazards associated with the chemicals and processes they work
with, meet required performance standards, and demonstrate the practical application of this
knowledge.
ADAMA continuously seeks opportunities to further minimize risk beyond existing controls, as
demonstrated by a 2025 project at ADAMA's site in India where a Clean-In-Place (CIP) bucket
system was directly connected to a transfer pump, eliminating manual handling and significantly
reducing the risk of leakage, contamination, and material loss.
Environmental and Occupational Exposure Controls
ADAMA’s approach to environmental and occupational exposure management is anchored in its
Health Surveillance Standard, which establishes requirements for identifying, assessing, and
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managing health risks that may affect employees’ and contractors’ wellbeing in the short and long
term. The standard covers a broad range of health risk factors, including exposure to hazardous
chemical substances, noise, temperature extremes, ergonomic stressors, and psychosocial risks,
and applies to all employees and contractors operating at ADAMA workplaces.
Under this framework, each site is required to conduct systematic occupational health risk mapping
and assessment as part of its Industrial Hygiene (IH) program. This includes identifying physical,
chemical, biological, and ergonomic hazards, evaluating residual exposures, and defining targeted
health surveillance programs, periodic medical examinations, and fit to work assessments,
supported by qualified occupational health professionals.
Where risks are identified, ADAMA implements preventive and protective measures in line with the
hierarchy of controls. Occupational noise exposure, for example, is managed through a combination
of engineering solutions and health surveillance requirements, including initial and annual
audiometric testing for employees exposed to elevated noise levels. To address potential impacts
on surrounding communities, noise reduction technologies are also deployed at operational sites
where relevant.
Employee exposure to airborne contaminants such as dust, mist, fumes, vapors, and gases is
addressed through a dedicated engineering controls standard. These controls prioritize capturing
emissions at source and directing them to safe discharge points or appropriate treatment systems,
including filters or scrubbers. In addition, odor impacts are mitigated through carbon filtration systems
installed at selected facilities.
Together, these measures ensure a consistent, risk-based approach to protecting employee health,
preventing occupational illness, and minimizing environmental and community impacts.
Preventive actions for repetitive strain injury (RSI)
ADAMA has an Ergonomics Standard in place relevant to all ADAMA operational sites and offices
and covers different types of activities and ergonomics risks, such as repetitive tasks, manual
handling, heavy lifting, working environments and psychosocial factors.
HSE emergency measures
ADAMA’s Emergency Management internal standard defines emergency response processes, roles
and responsibilities, minimum response capabilities, and training requirements for emergency
response teams and equipment. All sites are required to conduct emergency drills, including both
internal exercises and, where relevant, joint drills with external emergency services such as medical
responders and fire authorities.
HSE Training
ADAMA ensures that Health & Safety training at all manufacturing sites is structured, consistent, and
competency based. Each site maintains a formal Training and Competence Procedure, beginning
with a role specific training needs analysis and supported by an annual HSE training plan.
Employees must be trained and validated as competent before performing critical tasks, while all
new staff receive mandatory initial safety orientation before working independently. Refresher
training and processes for managing missed sessions ensure continuity, and comprehensive
documentation supports quality, traceability, and compliance.
In 2025, ADAMA introduced a new Office Safety eLearning module for all employees worldwide. The
course is offered in multiple languages and ensures that every office-based employee receives clear,
consistent training on maintaining- a safe working environment.
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In addition to these global requirements, many sites go further by strengthening safety culture
through local initiatives. India’s Dahej plant enhanced engagement through an immersive National
Safety Week with drills and practical training, while LATAM sites strengthened behavioral safety
through the SafeStart program, helping teams better recognize and avoid human factor risks. In
Brazil, sites implemented a robust Third-Party Safety Program to address a rise in contractor related
incidents, introducing stronger onboarding, 40-hour preparatory training for contractors, closer field
supervision, and monthly joint reviews with contractor companies. This program led to a sharp
reduction in incidents and significantly improved accountability and risk control among third-party
teams. These local initiatives complement the global training framework by promoting practical
learning, reinforcing shared responsibility, and embedding a proactive safety mindset across
operations.
ADAMA People’s Well-Being
ADAMA aims to foster a work environment that supports employee wellbeing, work-life balance, and
psychosocial health as an integral part of its Health and Safety approach. Wellbeing initiatives
address physical and mental health, safety culture development, and supportive workplace practices.
Where roles allow, hybrid work arrangements are applied in many countries to support flexibility and
work-life balance. Health insurance, as well as other employee benefits, are managed locally and
depending also on collective bargaining agreements.
Employee Assistance Program (EAP)
Life events, whether predictable or unexpected, significantly impact the emotional, psychological,
and social well-being of ADAMA's people, shaping their thoughts, feelings, and actions. To support
them, the Employee Assistance Program (EAP) offers an independent, 24/7 counseling and
resource service, available in local languages to all ADAMA employees and their families. This
program provides confidential access to professional counseling and helpful resources. These days,
ADAMA is expanding the program to include China, ensuring that employees in this region benefit
from the same support framework and access to services as all other ADAMA employees worldwide,
under a unified umbrella of care.
ADAMA monitors the overall utilization of the service on an aggregated statistical basis only, without
any visibility into individual users or personal information. In addition, the Company promotes internal
awareness initiatives to encourage the use of the service and to increase familiarity with the support
available, both during times of crisis and in routine circumstances.
Building Resilience and Preventing Psychosocial Risks
In 2024, ADAMA introduced the “Seven Resilience Muscles” model as part of its approach to
employee wellbeing and psychosocial risk prevention. The model was rolled out to the Leadership
Community through virtual and in-person sessions focused on practical application, helping
participants identify resilience strengths and areas for development. To support broader
implementation, the model and tools were subsequently integrated into the mid-year performance
review process, with HR partners and managers provided guidance to facilitate structured, wellbeing-
focused conversations within their teams.
This global approach is complemented by locally tailored initiatives. In France, for example, a
dedicated Wellbeing Month was delivered in 2025, featuring activities such as yoga sessions,
psychosocial risk awareness workshops, resilience training, digital wellbeing tools, and reminders of
available support services. These initiatives aimed to build individual resilience, reduce stress, and
promote sustainable self-care practices in a high intensity work environment.
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Family-supportive practices
In addition, ADAMA promotes family-friendly practices at the local level to support work-life balance
and reduce work-related stress, particularly during periods that may place additional demands on
employees. These initiatives are tailored to local contexts and may include, for example, on-site or
office-based programs during school holidays, flexible working arrangements, or family-inclusive
activities. Together, these practices contribute to a supportive work environment while allowing sites
to respond to local employee needs.
Examples of such initiatives include summer programs organized at selected sites during school
holidays, enabling employees to better balance professional and family responsibilities. In Brazil,
this approach is reflected in initiatives such as the ADAMA-sponsored Londrina Marathon, which
encourages physical activity, stress reduction, and family and community participation,
strengthening both employee wellbeing and social connection.
Key performance indicators
All ADAMA employees and contractors are covered by the Company’s HSE policy and management
system.
Occupational Health and Safety Management 2023 2024 2025
Percentage of sites certified to ISO 45001 43% 50% 65%
The percentage of sites certified to ISO 45001 increased to 65% in 2025.
Health and Safety 2023 2024 2025
Number of fatalities: 0 0 0
Own employees 0 0 0
Directly supervised contractors 0 0 0
Work-related road safety incidents 6 2 2
Total number of Significant Injury or Fatality (SIF) 1 0 0
Rate of SIF injury per 200,000 hours 0.006 0 0
Total recordable work-related injuries 48 61 72
Recordable injury rate per 200,000 hours(1) 0.31 0.42 0.55
Total number of hours worked (in thousands) 30,551 28,775 26,001
Total number of days missed due to work related injuries(2) 450 550 867
First Aid Injury 108 182 175
Fatalities due to occupational illness 0 0 0
Cases of recordable occupational illness 0 0 1
Process Safety Incidents (Medium and High Actual)(3) 43 64 148
Process Safety Events considered - High Actual Severity 7 2 0
Process Safety Events considered - Medium Actual Severity 36 62 148
Significant unplanned releases to the environment 1 0 0
(2)
The Recordable Injury Rate for 2023 has been revised as part of a change in methodology. The rate now reflects working hours for all
Company employees, rather than only production employees as reported in previous years.
(3)
The number of days lost due to work-related injuries for 2023 and 2024 is based on estimations. Beginning with the 2025 reporting
cycle, this metric is calculated using verified data from ADAMA’s new internal tracking system.
(4)
A clerical error in the 2023 Process Safety Events (Medium and High Actual) figure has been corrected.
In 2025, ADAMA met its goal for zero Significant Injury or Fatality (SIF) incidents, representing
two consecutive years with zero SIF incidents.
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Recordable injuries increased to 72 and the recordable injury rate increased as well to 0.55. This
year-on-year increase reflects, in part, enhanced incident reporting and classification practices.
During the reporting period, ADAMA implemented updated reporting procedures and a dedicated
digital reporting system, providing clearer guidance on what constitutes a recordable injury and
improving consistency of reporting across sites. At the same time, the trend indicates the need for
continued strengthening of health and safety practices in certain operations. In response,
management has identified health and safety as a key priority area for 2026.
A gap related to forklift–pedestrian interaction was identified across several sites. In response, all
sites were required to implement advanced safety systems on forklifts, such as AI-enabled cameras
or proximity tag systems, to help prevent collisions.
Process safety events of medium severity increased significantly versus the previous year. The
increase in events is primarily attributable to changes in the event classification methodology. During
the reporting period, the criteria distinguishing medium- and low-severity events were refined and
applied more stringently, according to the Syngenta Group standard. In addition, the implementation
of a digital reporting system improved consistency and completeness of process safety event
reporting across sites.
ADAMA implements a global standard for "Health surveillance" including self-assessment for long-
term (chronic) health risks with an average score of 80%.
The Self-Assessment performance of most sites improved. Overall the performance was 77% in
ADAMA conducts comprehensive Environmental, Health, and Safety (EHS) audits across all
operational sites to ensure compliance and continuous improvement.
• Self-assessments: 100% of operational sites performed self-assessments covering all
environmental, health, and safety ADAMA global standards.
• Cross-site audits: 10 production sites underwent a cross-site audits in 2025.
• Global audits: Two sites were audited at the global level in 2025.
• External audits: Conducted upon customer request, as applicable.
Given ADAMA’s operations in the chemical sector and the presence of hazardous materials at all
sites, risk assessments related to safety distances, air quality, water sources, and wastewater
management have been conducted at 75% of the sites. Additionally, several sites have carried out
risk assessments addressing potential soil and groundwater contamination.
Learning and Development
Topic description
ADAMA recognizes that its employees' skills and knowledge are crucial for implementing its strategy,
especially as technological advancements reshape skill requirements and increase competition for
talent. The Company is dedicated to creating an environment where employees feel valued, aligned
with organizational goals, and motivated to contribute to ADAMA's success.
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Management approach
ADAMA's approach to Learning and Development (L&D) is rooted in the belief that excellence
requires both high professionalism and a strong Company culture. The Global L&D mission aims to
empower employees and leaders to drive their own career paths, take ownership of their
development, and achieve business goals. This approach prepares them for success in current roles
and future career advancements.
To support this mission, ADAMA offers diverse programs, tools, and platforms to its global workforce,
spanning over 50 countries and over 20 languages. These resources cater to various professions,
from chemistry and agronomy to marketing, law, finance, and human resources.
ADAMA's L&D strategy includes:
interactions)
The Company promotes a holistic learning approach, encouraging employees to embrace various
learning channels such as digital learning, podcasts, shadowing, coaching, and workshops. ADAMA
collaborates with a global L&D forum, comprising representatives from different regions and
functions, to implement global programs while addressing local needs with tailored opportunities.
As part of our Artificial Intelligence (AI) adoption efforts, we are investing in broad-based learning
and upskilling for employees and managers, helping them strengthen essential capabilities for
today’s work and prepare for the future workplace. These initiatives support smarter, more efficient
ways of working while empowering people to develop future-ready career assets that benefit both
the individual and the organization. We have also established an AI Champions group, bringing
together employees from all regions and functions. Their dual role is to share knowledge, guide and
mentor colleagues, and to surface real use cases from the field, helping identify where AI can
meaningfully improve processes and where to focus organizational effort. Through continuous
learning, practical skills, and community leadership, we are building a more adaptive, innovative,
and resilient workforce.
The Company is committed to the continuous development and empowerment of its employees
through learning initiatives supported by global and local budgets, as well as by additional resources
from the Syngenta Group. Given that these investments are embedded within various funding
channels, the total annual training expenditure is not disclosed separately in this report.
Mandatory and Local Training
On a global level, ADAMA's people are required to complete e-learning trainings addressing topics
such as ADAMA's Code of Conduct, health and safety, data privacy, sexual harassment, competition
law, cybersecurity, respectful workplace and more. These training sessions are automatically
assigned through ADAMA's global learning platform at the required frequency, based on role and
geographical location, to ensure compliance with internal and external mandatory training needs
across the globe. Role-specific mandatory training sessions are assigned to the relevant employees,
covering topics such as sales, marketing, and process safety.
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To strengthen ADAMA's ability to promote the platform, monitor its progress through clear metrics
and empower its HR teams, ADAMA has appointed and trained Learning Edge Administrators across
four regions (NA, EAME, APAC, LATAM).
Learning Edge for Online Learning in the Flow of Work
Learning Edge provides a true one-stop-shop for all compliance, internally developed courses, and
learning materials through external content providers (e.g. LinkedIn Learning, getAbstract, McKinsey,
TED, edX, GlobeSmart, Association of Supply Chain Management, etc.). ADAMA will continue to
train its people across the globe on how to leverage the platform to best suit their needs and develop
their skills.
Employee Onboarding
ADAMA offers several onboarding and orientation activities to help new employees feel welcomed
and smoothly integrate into the organization and to their roles.
ADAMA's Global Onboarding Hub is designed to create a warm and welcoming experience for new
joiners, while also providing resources for hiring managers and HR managers to facilitate a seamless
onboarding process. The Onboarding Hub is available in eight languages.
Leadership Development and Growth
Leaders across all levels of the organization participate in various leadership development programs,
as well as coaching and mentoring processes. ADAMA's programs are developed in line with its
Leadership Framework, and several are offered in partnership with Syngenta Group, promoting
collaboration, networking and the development of skills needed in today’s world of work. ADAMA
has also built a development program for mid-level management, focusing on core managerial topics
such as managerial mindset and leadership style, managerial routines and business acumen,
leading change and working with internal motivation, effective delegation and employee
development.
Talent Mapping and Individual Development Plans
ADAMA's annual “High-Performance: High Potential” (HiPo) mapping process takes place among
its Leadership Community and their direct reports. The purpose of this process is to assess ADAMA's
bench strength and support its high potential employees (HiPo’s) by creating Individual Development
Plans (IDPs), including a variety of learning opportunities through coaching, mentoring, and various
training sessions.
Building on this approach, ADAMA embeds career development into its annual performance review
process for all employees, ensuring consistent support for professional growth across the
organization. Managers conduct structured career conversations during mid-year and year-end
reviews, addressing short- and long-term goals, current strengths, and areas for improvement.
These discussions lead to IDPs with clear, actionable steps tailored to employees’ potential and
priorities. To maintain quality and consistency, managers receive annual training and practical tools
for effective feedback and career planning, complemented by HR-led workshops throughout the year.
This integrated approach empowers employees to take ownership of their development while
aligning with organizational objectives.
Internal Mobility
ADAMA is committed to fostering growth opportunities for its people. ADAMA's internal mobility
policy encourages and enables individuals to pursue a long-term career within the organization.
ADAMA believes that it is in everybody’s best interest to provide full support to team members who
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want to grow and advance to a different role within ADAMA. For this reason, ADAMA's internal
mobility policy sets a clear priority for internal applicants over external applicants for open positions.
After working for two years at ADAMA, any employee may apply for a new position within the
Company. All relevant job openings are accessible through the Company's internal career portal and
are typically published internally for at least two weeks before an external candidate is appointed. 36%
of all open positions were filled internally in 2025, the same as in 2024 and up from 32% in 2023.
Key performance indicators
During 2025, 56% of new joiners utilized ADAMA's Global Onboarding Hub. 55% of ADAMA's
employees with access to digital learning tools utilized the online learning platforms in 2025.
Percentage of employees receiving regular performance
reviews by gender(1)
Percentage of female receiving performance and career
development reviews
Percentage of male receiving performance and career
development reviews
Percentage of employees who received a regular performance
and career development review during the reporting period.
(1) Employees in scope are employees with dedicated access to an ADAMA computer and email address
Community Relations
Topic description
ADAMA manages its community relations through a structured social investment framework that
supports long-term business resilience and sustainable growth. Community engagement is
approached as a strategic enabler, focused on reinforcing stable operating environments in regions
where the Company has a significant presence.
Management approach
ADAMA believes social responsibility is an inseparable part of its business. This means ADAMA
continuously listens to its stakeholders, communities, and partners to deepen its understanding of
their needs. ADAMA designs programs and initiatives together with surrounding communities to
ensure long-lasting relationships that have a positive impact on communities and people
Social investments are directed toward defined focus areas aligned with ADAMA’s core activities,
including agriculture, science-based education, skills development, and community welfare.
Implementation is carried out through local partnerships, employee volunteering, and targeted
funding, allowing for adaptation to regional needs while maintaining global governance and oversight.
This approach supports continuity of operations, strengthens stakeholder trust, and contributes to
long-term value creation, while reinforcing the link between ADAMA’s business objectives and
sustained social investment.
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ADAMA's External Donation Management Measures as well as the Syngenta Groups Charitable
Contributions Policy outlines the minimum standards for philanthropic donations and non-
commercial sponsorships, focus areas and governance. The Syngenta Group Humanitarian
Donation Policy guides the Company’s response to humanitarian crises impacting the health of
communities. Both policies provide a framework to bring consistency and transparency to corporate
community investments.
The ADAMA's Community Relations guidelines are based on six key principles:
continuation.
that include governmental, NGO, and business sectors.
believes engagement creates a sense of fulfillment, motivation, and pride for employees.
The ADAMA Donation Committee oversees the ongoing implementation of the Company's CSR
activities and donations. The committee provides guidance, direction, and approval for policies and
annual work plans. ADAMA donates at least 1% of its profit before tax each year.
Key performance indicators
Local Community Indicators 2023 2024 2025
Monetary donations (thousand USD) 2,121 1,655 1,516
In 2025, ADAMA monetary donations totaled 1,516 thousand USD. ADAMA's social investments
were concentrated mainly around the Company’s key production sites in Israel, India and Brazil.
In Israel, ADAMA's community investment strategy emphasizes fostering STEM education for
elementary and high school students, while also supporting academic programs in chemistry and
agriculture. Additionally, the Company extends support to local communities, addressing their
specific challenges in areas such as health, culture, and welfare. In 2025, ADAMA also provided
support to local communities in response to wartime conditions, contributing to initiatives aimed at
strengthening community resilience and well-being. In Israel, around 400 employees took part in
volunteering activities, contributing 2,150 hours and reflecting strong employee engagement in
community initiatives.
ADAMA India's contributions to local communities focus on addressing essential needs, including
poverty alleviation, combating malnutrition, improving healthcare, providing access to clean drinking
water in rural areas, and supporting children's education.
ADAMA Brazil’s social responsibility efforts are centered around Instituto ADAMA, a community
center promoting education, culture, sports, and volunteering, and include a broad range of
community projects supported by 1,250 employee volunteer hours to improve education for 230
children in 2025.
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Promoting Rural Revitalization in China through Agricultural Expertise
In alignment with China’s Rural Revitalization Strategy, ADAMA China actively supports agricultural
modernization through participation in the National Science and Technology Specialists Program. In
Province) and Danfeng County (Shaanxi Province), contributing professional expertise to improve
local crop protection practices, water and fertilizer management, and pest control capabilities.
Through field research, on-site training, and direct farmer engagement, ADAMA specialists delivered
technical guidance on crop disease identification, integrated pest management, safe pesticide
application, irrigation optimization, and cultivation techniques for pear, pepper, grape, and edible
mushroom production. These initiatives strengthened local agricultural skills, supported quality and
efficiency improvements, and enhanced the sustainability and resilience of rural agricultural
industries.
By integrating scientific knowledge with practical field support, ADAMA continues to contribute to
rural industrial upgrading and long-term agricultural development, supporting national rural
revitalization goals. (for more information see ADAMA LTD group’s Financial Report 2025, available
on the ADAMA LTD website).
Product Safety and Quality
Topic description
Agriculture sustains the world’s food supply, and crop protection products play a role in enabling
farmers to meet global food demand. ADAMA’s customers and end-users include farmers, farm
workers, and distributors who handle and apply our products as part of their daily operations. If not
used in accordance with labeled instructions and safety protocols, crop protection products may
present health and safety risks arising from accidental exposure, improper handling, or insufficient
knowledge of safe use, storage, and disposal requirements.
Management approach
ADAMA recognizes its responsibility to ensure that its products are developed, transported, and
used in accordance with applicable safety standards. ADAMA is committed to the responsible
stewardship of its products throughout their lifecycle to protect human health and the environment
while enabling sustainable agricultural production.
A potential adverse impact on end-users may arise when crop protection products are not used in
accordance with safety instructions. Improper application techniques or insufficient knowledge of
safe handling, storage, and disposal practices may result in increased risk of accidental exposure.
This potential impact may affect the downstream value chain, where products are distributed, applied,
and used in agricultural settings by farmers and other end-users and spans to ADAMA’s own
operations, such as product development, stewardship, and training activities.
ADAMA’s approach to product safety, quality, and stewardship is guided by Syngenta Group Code
of Conduct (Principle 19). This principle establishes ADAMA’s commitment to ethical behavior,
product safety, and environmental protection throughout the product lifecycle.
ADAMA’s commitment to safety starts at the initial stages of the product lifecycle, prior to any market
introduction. ADAMA conducts human and environmental risk assessments throughout the research
and development process, from concept through to final use. Safety assessments address risks to
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product users and food and feed consumers, as well as potential impacts on soil, water, air, flora,
and fauna. Regulatory approval is sought once ADAMA can demonstrate that products are safe for
users, the environment, crops, and consumers.
Training and capacity building are central to ADAMA’s stewardship efforts. ADAMA provides farm
workers, including farm owners, farm employees, product distributors and other stakeholders, with
training on application, handling, and disposal of crop protection products to help mitigate risks of
misuse. ADAMA employs communication methods, including but not limited to picture-based
materials, live demonstrations, and broadcast media programs to ensure training is accessible to
users. Safety data sheets and product labels provide information on hazards, safe handling,
application instructions, and emergency response in line with applicable regulatory requirements.
ADAMA has processes and communication channels to enable customers and end-users to raise
concerns or report incidents. Safety data sheets and product labels include emergency contact
details, enabling users to seek assistance if needed.
AgriGuide
ADAMA plays a key role in CropLife Europe’s AgriGuide initiative, leading efforts to digitize product
labels for safe and sustainable usage of crop protection products. This initiative aims to digitize all
product labels in the EU-27 in the coming years. In 2025, pilot countries Italy, Germany, and
Romania completed the digitization of nearly all product labels. During 2026, additional EU countries
are expected to advance their digitization efforts as the initiative expands.
Product quality
The Company manages product and service quality through a group?wide Quality Management
System (QMS), defined in the Global Quality Policy and QMS Requirements procedure. The system
assigns management and Quality Assurance (QA) responsibilities, requires local policies and
documented processes, and mandates internal reviews and audits. Quality oversight is further
supported by a Quality Risk Management procedure that defines planned and triggered risk
assessments, risk tools, escalation criteria, and the documentation and follow?up of corrective and
preventive actions (CAPA). Quality competence is maintained through a global training procedure
requiring regular instruction on QMS topics, including complaint handling, root cause investigation,
CAPA and contamination prevention.
After?sales service and complaint handling follow the global Complaints Management procedure and
the Grower Complaint Investigation procedure, which govern the receipt, documentation,
investigation, communication and closure of customer, authority and grower complaints. These
procedures require use of the global complaint system and link findings to CAPA. Product and
service safety or quality crises are managed under the Quality Crisis Management procedure, which
describes the identification, assessment, escalation and handling of potential quality crises, including
recall or withdrawal, external notifications, compensation handling and documented closure.
All production sites operate under ISO 9001?certified quality management systems. During the
reporting period, the Company did not identify any major product or service safety or quality incidents.
Key performance indicators
As part of ADAMA's commitment to the responsible stewardship of its products, ADAMA conducts
safe and responsible use of crop protection products globally. The training audience is focused on
farm workers. Farm workers can be defined as (but not limited to) farm employees, farm owners,
smallholders, product distributors, stakeholders with relevant influence on the agricultural community
(e.g., students, medical staff), and other people who may be exposed to crop protection products.
Training sessions cover the safe and responsible use of ADAMA’s products and services.
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Farm workers trained on safe and responsible use 2023 2024 2025
Total number of farm workers trained - - 686,713
In 2025, ADAMA introduced a new KPI to monitor the total number of farm workers trained on the
safe and responsible use of crop protection products. This metric strengthens the Company’s ability
to track and measure the impact of its stewardship activities and reflects an increased focus on
responsible product use across key agricultural markets. The majority of trainings in 2025 were
conducted in India, with additional trainings delivered in Brazil, Ghana, China and other Latin
American countries, where engagement with growers and farm workers plays a critical role in
promoting safe handling practices and sustainable agricultural productivity.
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Governance and Ethics
Corporate Governance
Topic description
Strong corporate governance is essential for ensuring transparency, accountability, and ethical
decision-making within an organization. An experienced Board of Directors and Management team
provides strategic oversight and guidance, fostering trust among stakeholders. Well-structured
committees enhance efficiency by streamlining decision-making and addressing key areas such as
risk management, compliance, and performance. Together, these elements create a robust
framework that drives sustainable growth and long-term success.
Management approach
ADAMA's Boards of Directors, ADAMA Ltd. Board of Directors and ADAMA Agricultural
Solutions Ltd. (ADAMA Solutions) Board of Directors, play a pivotal role in overseeing and
guiding ADAMA’s strategic direction, ensuring it operates in the best interest of shareholders,
bondholders and other stakeholders. By providing high-level and experienced oversight, the boards
set organizational goals, monitor performance, and evaluate risks to ensure long-term sustainability
and growth. It ensures that management adheres to ethical practices and regulatory standards,
fostering accountability and transparency. Through its leadership, the boards safeguard ADAMA’s
integrity and drives value creation.
ADAMA Ltd. and ADAMA Solutions Boards of Directors
Name Nationality Gender Age Expertise ADAMA Ltd.
BoD AC NC RC
Hengde Qin Chinese Male 56 Finance C M
Liu Hongsheng Chinese Male 59 Sectorial experience D M
An Liru Chinese Male 56 Sectorial experience: Chemistry D M
Ge Ming Chinese Male 74 Finance ID C M M
Yang Guangfu Chinese Male 56 Sectorial experience ID M M C
Huang Jingsheng Chinese Male 62 ESG ID M C M
Niu Limin Chinese Male 58 Sectorial Experience ED
Name Nationality Gender Age Expertise ADAMA Solutions
BoD AC FC RC
Hengde Qin Chinese Male 56 Finance C
An Liru Chinese Male 56 Sectorial experience: Chemistry D
(1)(2)
Ga?l Hili French Male 52 Mechanical Engineering D
(1)
Alexandra Brand German Female 55 Sectorial experience: Chemistry D
Ron Hyman Israeli Male 69 Finance ED C C M
Jiahong Wu Chinese Female 52 Business & Economics/Finance ID M M M
Haining Auperin French Female 50 Human Resources ED M M C
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BoD: Board of Directors /AC: Audit Committee / NC: Nomination Committee / RC: Remuneration Committee / RAC:
Remuneration and Appraisal Committee / FC: Financial Statements Review Committee/ D: Director / ID: Independent
Director / ED: External Director / C: Chairman / M: Member / ED: Employee Director (1) Executive: Member of Group
Leadership Team / (2) CEO
Committees of the Board of Directors
To help the Board of Directors effectively and efficiently fulfill its responsibilities, it has established
several standing active committees, among others, in accordance with the requirements of
applicable local laws and regulations that mandate the establishment of certain board committees.
Board of Directors’ Committees - ADAMA Ltd.
Remuneration and Appraisal
Audit Committee Nomination Committee
Committee
Responsible for monitoring Responsible for formulating Responsible for reviewing and
ADAMA’s internal control standards and procedures and formulating recommendations
system, financial information, making recommendations regarding remuneration
and its disclosure. The regarding the election of policies for directors and
Committee consists of four candidates for directors and senior management. The
members, three of whom are senior executives. The Committee consists of four
independent directors. Committee consists of four members, three of whom are
members, three of whom are independent directors.
independent directors.
Board of Directors’ Committees - ADAMA Solutions
Financial Statements
Audit Committee Remuneration Committee
Review Committee
Responsible for supervising Responsible for discussing Responsible for approving and
all ADAMA Solutions’ group and formulating formulating recommendations
activities and ensuring that recommendations to the board regarding the remuneration of
they are conducted in of directors regarding financial officers, based on the adopted
compliance with all legal statements. The Committee governing Remuneration
provisions. The Committee consists of three members, all Policy. The Committee
consists of three members, all of whom are independent consists of three members, all
of whom are independent directors and two of whom are of whom are independent
directors and two of whom are external directors. directors and two of whom are
external directors. external directors.
Extended Global ADAMA Leadership Team
Name Role Nationality Gender Age
Ga?l Hili President and CEO French Male 52
Efrat Nagar EVP CFO Israeli Female 51
Eric Dereudre EVP CCO French Male 54
Elad Shabtai EVP Formulation Supply Israeli Male 59
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Florian Wagner EVP Portfolio & Innovation German Male 51
Bruce Fredric Morris EVP AI Production American Male 55
Chief Legal Advisor to the CEO and Singaporean Female 53
Gigi-Anne Hoh
Management (external)
Special Advisor to the CEO on China Chinese Male 59
Liu Hongsheng
Operations
Head of Corporate Strategy & Israeli Female 43
Michal Munitz
Communication
Nir Rehav Head of Information & Digital Technologies Israeli Male 51
Sergio Dedominici Paz EVP EAME Spanish Male 61
Francisco Lopez Aufranc EVP LATAM Argentinian Make 48
* as of April 2026
The Executive Vice President, Human Resources position has been vacant since December 2025. Until a successor is
appointed, the responsibilities of this role are being performed by ADAMA's CEO.
Key performance indicators
Board of Directors 2023 2024 2025
ADAMA Ltd.
Total number of directors 5 6 7
Number of non-executive Directors on Board 4 5 5
Number of external directors 2 3 2
Number of independent directors 2 3 3
Annual election of directors(1) 2 6 1
Number of female directors 0 0 0
Percentage of female directors 0% 0% 0%
Number of Board meetings 12 13 8
Attendance rate - board meetings (%) 100% 100% 100%
Audit Committee - meetings held 6 5 5
Audit Committee - attendance rate (%) 100% 93% 100%
Nomination Committee - meetings held 4 5 0
Nomination Committee - attendance rate (%) 100% 100% -
Compensation and Appraisal Committee - meetings held 3 2 5
Compensation and Appraisal Committee - attendance rate (%) 100% 100% 100%
ADAMA Solutions
Total number of directors 7 7 7
Number of non-executive directors on board 3 6 6
Number of external directors 2 2 2
Number of independent directors 1 1 1
Annual election of directors(2) No No No
Female directors 1 2 3
Percentage of female directors 14.3% 28.6% 42.9%
Number of Board meetings 7 13 7
Attendance rate - board meetings (%) 80% 99% 96%
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Audit Committee - meetings held 7 13 5
Audit Committee - attendance rate (%) 95% 100% 100%
Financial Statements Review Committee - meetings held 4 4 4
Financial Statements Review - attendance rate (%) 100% 100% 100%
Remuneration Committee - meetings held 5 10 6
Remuneration Committee - attendance rate (%) 100% 100% 100%
(1)According to Company Law of China, ADAMA Ltd. is not required to elect directors annually.
(2)There is no regulatory nor other need within the Article of Association (AOA) for an annual re-election of the board
members, whom are being nominated by the sole shareholder. The external directors and independent directors preside
for 3-year terms (for a tenure no longer than nine-year period)
Business Ethics
Topic description
ADAMA believes that building and maintaining a culture of ethics and integrity is key to being a
successful business. Syngenta Group's Code of Conduct demonstrates the ambition to build and
maintain trust, integrate social and environmental responsibilities and ethical behavior in everything
it does. It articulates the values and behaviors the Company expects leaders and employees to
exhibit. It serves as a valuable reference to employees and partners to support the day-to-day
decision-making.
Management approach
ADAMA continually strives to be a socially responsible and trusted Company that is driven by the
highest ethical standards and legal compliance in all ADAMA’s business practices. ADAMA views
compliance as an essential part of its long-term success. ADAMA's businesses are managed
responsibly and in compliance with the statutory and regulatory requirements of local countries.
ADAMA states a no tolerance policy for any violation of the law, the Syngenta Group Code of
Conduct, or internal regulations. ADAMA has established an ethics committee to examine and review
resolution of various ethical issues in a consistent manner, with two senior management members
participating and reporting to the ADAMA Global Leadership Team.
Code of Conduct
As of 1 January 2025, ADAMA adopted Syngenta Group’s Code of Conduct, further aligning the
organizations under a shared framework of ethical standards. Syngenta Group's Code of Conduct is
the blueprint by which it ensures ethical practices and integrity. In the Code, the Group outlines its
commitment to investors, customers, society and employees. It encompasses the principles and
standards governing ethical conduct, legal compliance, and responsible business behavior across
Syngenta Group’s operations and interactions. The Code of Conduct also addresses ethical
considerations related to science and technology, setting clear expectations for responsible
innovation, compliance with applicable laws, and the ethical development and use of technologies
across the Syngenta Group’s operations.
Reporting Concerns
ADAMA operates a global confidential reporting system available 24/7 to all employees and
suppliers/service providers. It is operated by an independent external service provider. ADAMA
recognizes that sometimes issues are too sensitive to report directly and therefore it encourages the
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confidential or anonymous reporting of concerns about ethical issues or breaches of applicable law
relating to the Company and its activities.
The Compliance Helpline is a confidential toll-free call or email reporting system. The Helpline is
available in all countries where ADAMA operates, and being web-based is not dependent upon
location. It is available in 27 languages – all ADAMA's employees’ native languages. The system is
also available for non-employees, such as service providers, suppliers and customers who may wish
to raise ethical concerns. For this population, access to the Helpline is publicized via the ADAMA
global website and the Suppliers Code of Conduct.
The reports are recorded by an independent, external third party, translated if needed, and forwarded
to the Compliance Officer, for confidential investigation. The person reporting (the “messenger”)
receives a unique reference number confirming the receipt of the report so that they can call back or
log-in to receive feedback or provide further information. Depending on the nature of the complaint,
a senior leader is appointed to investigate and resolve it with appropriate action. The investigation
and proposed resolution are monitored by senior members of the organization (Ethics Board, which
includes the Chief Legal Advisor to the CEO and Management, Global HR Business Partner, and
their nominees per investigation).
The Compliance Officer can communicate with the messenger using the system irrespective of
language, since the Helpline has a built-in translation service. In addition, the Company uses a case
management system (CMS), which supports case management of any ethical complaints received
by the Company, whether they are filed via the Helpline or directly to other management team
members.
ADAMA encourages its employees to speak up! All HR representatives have been trained on the
service and are required to bring the Compliance Helpline to the attention of their employees and in
particular to new joiners. Promotional posters are located in office locations. ADAMA's intranet has
a Compliance Corner where the Compliance Helpline is highly visible to all employees. Also, an
annual report is published on ADAMA's internal messaging service and in its ESG Report.
In addition to the Helpline, compliance incidents or queries that come through managerial levels are
reported directly to the Head of Compliance or senior managers.
Syngenta Group’s Code of Conduct makes it clear that any reporting of issues must be treated
confidentially, and the messenger wishes respected and properly dealt with without fear of
recrimination or retaliation.
EU Whistleblowing Directive
In Europe, the EU Whistleblowing Directive (2019/1937) came into force on December 17, 2023,
applying to ADAMA entities with 50+ employees. It protects employees and stakeholders who report
serious corporate misconduct in areas like financial services, public safety, environmental protection
and data security.
ADAMA has a policy, available in local languages, outlining the Directive and compliance measures.
Employees can report concerns via the Compliance Helpline Global or locally designated channels.
Whistleblowing reports are confidential, retaliation-free, and investigated within three months, with
feedback provided to the reporter.
Respect in the Workplace Training
Maintaining a respectful working environment is about being our best selves. In fact, inappropriate
behaviors can affect the well-being of employees and subsequently, their professional performance.
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Allowing such behavior to persist may serve as a precursor to more serious compliance breaches,
including instances of sexual harassment, discrimination, etc. ADAMA implements a mandatory e-
learning module about respect in the workplace which addresses issues of harassment,
discrimination, and civility in the workplace. ADAMA is committed to providing a work environment
free from all forms of discrimination and harassment.
Zero Tolerance for Bribery and Corruption
ADAMA has zero tolerance for bribery and corruption and is fully committed to preventing such
practices across its operations. The Company complies with all applicable laws, regulations, and
contractual requirements related to anti-bribery and anti-corruption. Syngenta Group's Code of
Conduct strictly prohibits offering, giving, or receiving bribes, whether directly or indirectly through
third parties and forbids entering into business relationships with individuals or entities that have a
history of involvement in bribery or corruption.
ADAMA shares, implements, supervises, and enforces its anti-bribery and anti-corruption principles
across the organization. All employees are required to complete online anti-bribery training, with
training provided in local languages where necessary. Compliance training is a mandatory annual
requirement linked to performance reviews and is also part of the onboarding process for new
employees. Each year, ADAMA launches a mandatory compliance e-learning module, which may
cover topics such as the Code of Conduct, anti-bribery, conflicts of interest, respectful workplace
behavior and competition law.
ADAMA has established specific policies and procedures to support its anti-corruption framework,
including the ADAMA Anti-Bribery Compliance Program and Policy, the Gifts and Entertainment
Policy, and the ADAMA Travel Policy.
A clear, groupwide zero tolerance policy for bribery and corruption also applies to all third-party
business partners, in line with the Code of Conduct and the Anti-Bribery and Corruption Compliance
Policy. Before and during engagement, partners receive a notification letter outlining ADAMA’s
antibribery requirements and are required to confirm acknowledgement of the policy (or confirm that
they maintain an equivalent policy), as well as declare that they are not owned or controlled by, and
do not expect to become, government officials. Where a government connection is disclosed, full
due diligence is conducted using policy defined questionnaires prior to approval.
ADAMA’s ERP system blocks the activation of new business partners until due diligence has been
completed and approved by the CFO. Reactivation of existing partners is subject to the same
compliance requirements. Due diligence is also re-performed annually in defined cases, such as
threshold exceedance or changes in ownership. Refusal to sign the notification letter is treated as a
red flag and triggers enhanced controls and approval requirements to continue the business
relationship.
Depending on the function, some employees and all new hires are required to complete the
Syngenta Group competition e-learning training program. The e-learning training is accessible to all
employees in their local languages.
In addition, ADAMA provides face-to-face anti-trust training (in local languages) to the different
departments in ADAMA including Legal, Global Marketing, and Product Strategy departments (those
with connections to customers or competitors) to assist employees in making ethically sound
decisions when faced with challenging scenarios involving competition or anti-trust matters. By
equipping ADAMA employees with the knowledge and resources necessary to navigate competition
and anti-trust issues, the Company is actively promoting fair competition and strengthening its
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commitment to responsible business practices. In addition, ADAMA circulated its Guide to EU
Competition Law policy to all employees engaged in interactions with competitors and customers.
This guide offers clear and practical guidance for day-to-day business operations, helping employees
understand the rules and comply with all applicable competition and anti-trust laws.
No Political Donations
ADAMA does not use funds or corporate resources to support any political candidate or party.
ADAMA recognizes the rights of its employees to participate in the political process, provided they
act independently of ADAMA and do not use ADAMA time, property, or equipment in the process.
Conflict of Interests
In 2023, ADAMA launched the Syngenta Group Conflict of Interest e-learning program to emphasize
ethical conduct. Trust and integrity are central to ADAMA’s success, and strong relationships are
vital. Conflicts of interest arise when personal advantages conflict with Company roles. Employees
must disclose any actual, potential, or perceived conflicts to their line managers or HR department.
Managers assess disclosures and consult with the HR or Legal teams as needed to ensure policy
adherence.
Data Privacy
ADAMA’s Global Privacy Policy highlights its commitment to protecting personal data and preventing
breaches. ADAMA ensures compliance with applicable data protection laws and regulations,
including the GDPR, LGPD, POPIA, and other local privacy frameworks while balancing privacy
rights with legitimate business needs. To safeguard information assets, ADAMA has strengthened
its IT environment with advanced cybersecurity tools, multi-factor authentication, and mandatory
vetting for new systems accessing its data. Third-party solutions are audited annually for compliance,
and incident response procedures are in place. ADAMA is certified under ISO/IEC 27001, reflecting
its adherence to global standards for Information Security Management. In addition, all new
employees are required to complete mandatory data privacy training, available in eight languages,
which covers applicable data protection laws, individual responsibilities, and incident and breach
management.
ADAMA maintains distinct privacy notices and policies depending on the legal entity collecting the
information, the purpose for which personal data is processed, and the channel through which the
data is collected, ensuring transparency and compliance across its global operations.
In addition to its Employee Privacy Notice, ADAMA implements measures to manage stakeholder
consents where required, primarily for marketing-related communications. These measures include
clear and accessible privacy notices, purpose-based data collection, defined data retention period,
and mechanisms that allow individuals to exercise their data subject rights, including access,
correction, and deletion requests with applicable data protection regulations.
ADAMA leverages the OneTrust platform to support its data privacy governance framework.
OneTrust enables employees to report potential data protection incidents, supports privacy
compliance workflows, and enhances transparency, accountability, and regulatory compliance
across the organization.
Information Security
Beyond data privacy, ADAMA manages information security through a centralized, global framework
overseen by its headquarters. The Company’s ISO/IEC 27001 certification covers 100% of its sites
worldwide, reflecting its global approach. A mandatory annual cybersecurity e-learning module is
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required for all employees and is supplemented by ongoing awareness activities. Approximately 90.3%
of employees successfully passed phishing simulations during the reporting period, reinforcing
organizational vigilance. Vendor risk is managed strategically through the Panorays platform, which
supports third-party vetting, monitoring, and alignment with international standards. All internally
developed or externally procured software is subject to security assessments prior to implementation.
ADAMA also maintains a Cyber Security Incident Response Procedure, conducts ongoing cyber risk
assessments, and commissions annual professional penetration tests and risk reviews, with
recommendations integrated into annual work plans. Regular audits, including ISOX, CSOX, and
internal audits, further strengthen oversight. Employees are supported by dedicated reporting
channels with confidentiality and non-retaliation guarantees, ensuring that information security
issues are addressed effectively and transparently.
During the reporting period, no confirmed data breaches or information security incidents were
detected. All attempted events were successfully blocked, and no data loss, leakage, or impact on
clients or operations was identified. No incidents required remediation or corrective action. Our
security team continues to review and enhance controls to prevent potential incidents and ensure
the ongoing safety of our data.
Responsible Use of Artificial Intelligence
ADAMA operates under the Syngenta Group AI Manifesto, which defines the principles governing
the responsible development and use of artificial intelligence across the Group. In line with these
commitments, ADAMA ensures that AI systems are designed to augment human judgment rather
than replace it, prioritize safety and data protection, and uphold transparency and fairness. In
practice, AI is applied to enhance efficiency and decision making within a framework of strong
governance, clear accountability, and appropriate safeguards to protect people, customers, and the
environment. These principles guide how ADAMA evaluates new technologies, manages data, and
integrates AI into its operations.
Remuneration of Directors and Senior Management
Remuneration of ADAMA’s officers and certain senior management members is determined by the
Company’s authorized governing bodies in accordance with ADAMA’s Remuneration Policy, as
approved and updated from time to time by the Board of Directors, its designated committees, and/or
the shareholder, as applicable.
The Remuneration Policy is designed to support ADAMA’s strategic objectives and long-term
business goals, while taking into account the risk profile of the Company’s operations. It aligns the
compensation structure with the size, complexity, and global footprint of ADAMA and seeks to create
appropriate performance-based incentives. Compensation reflects each individual’s role,
responsibilities, performance, and contribution to business development and long-term value
creation. In determining remuneration, the authorized bodies consider relevant market benchmarks,
key performance indicators, and the performance of the individual.
Officers’ remuneration is composed of three main elements: a base salary, variable compensation
including short- and medium-term incentives such as annual bonuses linked to performance targets
and results, and long-term incentive plans. Independent directors receive annual remuneration in
accordance with applicable law and do not receive a salary. Non-independent directors, other than
those who also hold management positions in ADAMA, may receive monthly remuneration.
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Risk Management
The Syngenta Group Risk Management Policy outlines the minimum requirements that all
companies wholly owned and controlled by Syngenta Group, including Syngenta AG group, should
meet to have a common basis for risk activities and visibility at Syngenta Group level, inclusive of
roles and responsibilities.
ADAMA Solutions utilizes a comprehensive risk management methodology that is designed to
optimize financial returns for its stakeholders regardless of unavoidable risks and uncertainties in
the business environment. This methodology includes a periodic risk assessment survey that maps
the key activity areas and processes in which there is risk exposure, such as strategic, operational,
legal, financial and regulatory risks. ADAMA Solutions conducts an in-depth analysis of the residual
risk level for all risks and prepares a multi-year work plan for internal auditing based on its results.
In addition to the risk assessment survey, ADAMA carry out periodic fraud risk assessments aimed
at assessing the overall fraud risk level by evaluating and identifying weaknesses in the 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
assessment survey and fraud risk assessment are mapped and evaluated according to their residual
risk based on their inherent risk and the in place internal controls framework. The categories are
each defined by five levels ranging from very low to very high.
The Board of Directors has overall responsibility for establishing and monitoring the framework of
the risk management policy. The Chief Financial Officer reports on a regular basis regarding these
risks.
Key performance indicators
As of April 2024, ADAMA's Head of Compliance has taken on the role of Ethics Officer and is
responsible for managing all compliance and ethics matters. All alleged violations of the Code of
Conduct are reported to the Head of Compliance, who leads the investigation in coordination with
relevant local country teams.
ADAMA’s Ethics Board is composed of senior leaders and relevant functional heads and provides
oversight for ethics and compliance matters. Board members are involved when cases fall within
their respective areas of responsibility. Investigations are conducted discreetly and independently
by a small, specialized team, with support from other functions as required. This process ensures
confidentiality, fairness, and consistency, and enables employees and stakeholders to seek
guidance or raise concerns anonymously and/or confidentially.
To support consistent oversight and reporting, ADAMA has established a Standard Operating
Procedure (SOP) for Legal and Ethical Compliance Key Performance Indicators (KPIs). This SOP
provides a common framework for reporting on the performance of the Ethical Compliance Program
at the Syngenta Group level.
Compliance Helpline Cases 2023 2024 2025
Total cases reported to the Compliance Helpline 23 46 71
HR matters 5 10 10
Harassment 1 12 7
Conflict of interest 0 0 7
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Fraud and other financial compliance issues 0 1 6
Other Legal or Ethical Compliance Concerns 1 2 12
Bribery and corruption 4 0 3
Poor management 3 0 0
Workplace civility 2 1 3
Product safety, quality and stewardship 2 2 1
Labor rights and unfair employment practices 1 2 4
Health, safety and environment 1 0 2
Other people management matters 1 2 3
Discrimination 1 4 1
Sexual Harassment 0 2 6
Auditing and accounting 0 2 0
Misuse of resources 0 2 4
Inappropriate offering or accepting of gifts and entertainment 0 1 0
Contractual obligations and standards of documentation 0 1 0
Data protection violation 0 1 0
Threats of violence 0 0 1
Retaliation 0 0 1
Actions taken (%) 2023 2024 2025
No action necessary 30% 28% 37%
Advice given 22% 13% 13%
Training/coaching 13% 13% 0%
Termination 13% 15% 11%
Ongoing 9% 4% 5%
Discipline (warning notice) 9% 2% 6%
Policy/process review 4% 9% 15%
Referred to HR/Management 0% 11% 13%
In 2025, the compliance cases reported through the Compliance Helpline increased to 71 versus 46
in 2024. ADAMA attributes this increase to the extensive work being done across the Company to
promote ethical behavior and reinforce ADAMA’s core values. By prioritizing ethics, ADAMA is
making it clear that unacceptable behaviors are being addressed, and accountability matters. This
increase in the Compliance Helpline cases should be embraced as a sign of progress. It indicates
growing trust in the Company’s systems and a shared commitment to creating a culture of
transparency and accountability. ADAMA will continue to encourage its employees to submit
complaints about any concerns that may arise, small as they may be, and will continue to deepen
the examination process and internal investigation of these complaints.
Incidents of corruption and actions taken 2023 2024 2025
Substantiated bribery and corruption cases 1 0 0
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Total number of confirmed incidents in which employees were 1 0 0
dismissed or disciplined for corruption
Total number of confirmed incidents when contracts with business
partners were terminated or not renewed due to violations related 0 0 0
to corruption
Public legal cases regarding corruption brought against the
organization or its employees during the reporting period and the 0 0 0
outcomes of such cases.
Anti-competitive behavior
Legal actions for anti-competitive behavior, anti-trust, and 0 0 0
monopoly practices
Main outcomes of completed legal actions (regarding anti-
competitive behavior and violations of anti-trust and monopoly 0 0 0
legislation), including any decisions or judgements
Total number of incidents of non-compliance with regulations
and/or voluntary codes concerning marketing communications 0 0 0
(including advertising, promotion, and sponsorship), classified by
their result: fine or warning
Substantiated complaints concerning breaches of customer 0 0 0
privacy and losses of customer data
Significant fines and non-monetary sanctions for non-compliance 0 0 0
with laws and/or regulations in the social and economic area
Employee completion rate of ethical trainings (%) (1) 2023 2024 2025
Percentage of employees that the organization’s anti-corruption
policies and procedures have been communicated to
Percentage of employees submitting Code of Conduct
commitment
Percentage of new hires completing compliance onboarding
- 67% 56%
training
Percentage of Leaders confirming the CoC - 100% 100%
(1) Employees in scope are employees with dedicated access to an ADAMA computer and email address
Supply Chain
Topic description
Responsible procurement is essential to ensuring that ADAMA’s supply chain operates ethically,
sustainably, and in alignment with our corporate values. By integrating environmental, social, and
governance (ESG) considerations into supplier selection and management, we aim to minimize risks,
promote fair labor practices, reduce environmental impacts, and support long-term value creation for
our stakeholders.
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ADAMA has established a Sustainable Procurement Policy that sets out the principles guiding how
sustainability considerations are integrated into procurement activities. The policy emphasizes
ethical conduct, protection of labor and human rights, environmental stewardship, and responsible
supplier engagement, alongside traditional procurement criteria such as quality, cost, and continuity
of supply.
Management approach
These principles are reinforced through ADAMA’s Supplier Code of Conduct, which defines the
environmental, social, labor, human rights, health and safety, and ethical standards expected of
suppliers and subcontractors. The Supplier Code of Conduct addresses, among other topics,
business integrity, fair labor practices, avoidance of child and forced labor, occupational health and
safety, environmental protection, and the right to report concerns without fear of retaliation.
ADAMA integrates sustainability and ethics requirements into its contractual relationships with
suppliers. Contracts include ethics clauses and commitments to comply with the Supplier Code of
Conduct. The rollout of these clauses across all supplier contracts is ongoing and continues to be
expanded across different categories and regions.
Suppliers are expected to adhere to applicable laws and regulations and to align with ADAMA’s
ethical and sustainability standards. Where relevant, suppliers may be required to provide
confirmations, participate in assessments, or support verification activities to demonstrate
compliance.
ADAMA provides a grievance mechanism through its Compliance Helpline, which is accessible to
suppliers and other external stakeholders. The helpline allows suppliers, their employees, and
subcontractors to confidentially and anonymously report concerns related to ethical conduct, human
rights, labor practices, or other compliance matters. This mechanism forms an important part of
ADAMA’s approach to responsible supply chain management and transparency.
ADAMA conducts supplier assessments and audits that include sustainability related topics. These
audits cover areas such as health, safety, and environmental performance, ethical conduct, and
labor practices, including questions related to child labor. Audit findings may inform follow-up actions,
engagement with suppliers, or further monitoring, depending on the nature and severity of the issues
identified.
Recognizing the critical role of procurement teams in implementing sustainable procurement,
ADAMA has begun delivering targeted training to procurement professionals on sustainable
procurement practices. These trainings aim to strengthen awareness of sustainability risks in the
supply chain, enhance understanding of policy requirements, and support consistent application of
sustainability principles in supplier selection and management.
ADAMA is in the process of developing an action plan to further strengthen its supply chain due
diligence processes. This work focuses on systematically identifying, assessing, and addressing
potential sustainability risks, with a particular emphasis on child labor and forced labor. The objective
is to enhance risk-based approaches and ensure that potential human rights risks are identified early
and managed effectively. In 2025, ADAMA identified a group of strategic suppliers with whom it
intends to enhance sustainability engagement. For these targeted suppliers, ADAMA plans to
strengthen sustainability related activities, such as deeper assessments, increased dialogue, and
focused improvement efforts. This approach is intended to prioritize resources where potential risks,
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impacts, or leverage are greatest and to support continuous improvement across key parts of the
supply chain.
In addition to ethical, environmental, and human rights considerations, ADAMA’s sustainable
procurement approach also addresses supply chain risks that may affect business continuity,
including risks related to climate-related extreme events.
As part of its ongoing supply chain risk management, ADAMA applies a range of preventive and
resilience building measures designed to reduce dependency on single sources, strengthen
preparedness for disruptions, and support continuity of supply. These measures include supplier and
manufacturing diversification where feasible, qualification of alternative sources for strategic
materials and products, inventory and contingency planning, and the use of flexible logistics
arrangements. Together, these practices are intended to enhance the resilience of ADAMA’s supply
chain and enable continued operations in the event of disruptions, including those arising from
climate-related impacts.
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Appendices
SZSE Guidelines (No. 17)
Shenzhen Stock Exchange’s Guidelines for Self-Regulation of Listed Companies (No. 17 – Sustainability Report)
Topic Report Location
Environment
Climate See Environment chapter – 'Climate Change and GHG Emissions' section
See Environment chapter – 'Air Quality', 'Water, 'Waste ' and 'Soil and Groundwater
Pollution
Remediation' section
Waste See Environment chapter – 'Waste' section
Ecosystems and biodiversity See Environment chapter – 'Ecosystems and Biodiversity' section
Environmental Compliance See Environment chapter – 'Environmental Management Infrastructure' section
Energy See Environment chapter - 'Energy' section
Water See Environment chapter - 'Water' section
Circular Economy Assessed as not financially or impact material in ADAMA’s double materiality assessment
Social
Social Contribution See People and Communities chapter – 'Community Relations' section
Innovation See Innovation in Agriculture chapter
Ethics of science and
Assessed as not financially or impact material in ADAMA’s double materiality assessment
technology
Supply Chain See Governance and Ethics chapter – 'Supply Chain' section
Fair play for small and
Assessed as not financially or impact material in ADAMA’s double materiality assessment
medium-sized enterprises
Product Safety and Quality See People and Communities chapter – 'Product Safety and Quality' section
Data Security and Customer See Governance and Ethics chapter – 'Business Ethics' section ('Information Security' and
Privacy Protection 'Data Privacy')
See People and Communities chapter – ‘Fair and Inclusive Workplace’, ‘Health, Safety
Workforce
and Welfare’, ‘Learning and Development’ sections
Governance
Due diligence See Introduction chapter – 'ADAMA”s Sustainability Governance' section
Stakeholder Communication See Sustainability at ADAMA chapter – 'ADAMA's Stakeholders’ section
Bribery and Corruption See Governance and Ethics chapter – 'Business Ethics' section
Unfair competition See Governance and Ethics chapter – 'Business Ethics' section
General See Introduction chapter – 'Double-materiality assessment' section
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GRI Index
ADAMA has reported with reference to the GRI Standards for the period January 1 to December 31,
GRI 2: General Disclosures 2021
Details GRI Reference
Organizational details 2-1 See About ADAMA
Entities included in the organization's sustainability 2-2
ADAMA Ltd.
reporting
Reporting period, frequency and contact point 2-3 See About This Report
Restatements of information Natural gas figures restated due to a clerical error that
other figures in related environmental KPI's.
A clerical error in the 2024 air emissions figures has
been corrected
External assurance 2-5 See Independent Limited Assurance Report
Activities, value chain and other business 2-6
See About ADAMA
relationships
Employees 2-7 See People and Communities chapter – 'Fair and
Workers who are not employees 2-8 Inclusive Workplace' section
Governance structure and composition 2-9
Nomination and selection of the highest governance 2-10
body
See Governance and Ethics chapter – 'Corporate
Chair of the highest governance body 2-11
Governance' section
Role of the highest governance body in overseeing 2-12
the management of impacts
Delegation of responsibility for managing impacts 2-13
Role of the highest governance body in sustainability 2-14 The executive board and BOD review and approve
reporting the reported information
Conflicts of interest 2-15
Communication of critical concerns 2-16
Collective knowledge of the highest governance body 2-17
Evaluation of the performance of the highest 2-18 See Governance and Ethics chapter – 'Corporate
governance body Governance' section
Remuneration policies 2-19
Process to determine remuneration 2-20
Annual total compensation ratio 2-21
Statement on sustainable development strategy 2-22
Policy commitments 2-23
See Introduction chapter
Embedding policy commitments 2-24
Mechanisms for seeking advice and raising concerns 2-26
Compliance with laws and regulations 2-27 See Governance and Ethics chapter
Membership associations 2-28 See Introduction chapter – 'Industry Memberships'
section
Approach to stakeholder engagement 2-29 See Introduction chapter – 'ADAMA's Stakeholders'
section
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Collective bargaining agreements 2-30 See People and Communities chapter – 'Fair and
Inclusive Workplace' section
GRI Material Topics Reference UN SDGs
GRI 3: Material Topics 2021 See Introduction chapter – 'Double-materiality assessment'
In addition, an explanation of the materiality of the relevant
topics is provided at the beginning of each section.
GRI 205: Anti-corruption 2016 See Governance and Ethics chapter – 'Business Ethics' SDG 12
GRI 206: Anti-competitive Behavior 2016 See Governance and Ethics chapter – 'Business Ethics' SDG 12
GRI 102: Climate Change 2025 See Environment chapter - 'Climate Change and GHG SDG 12,13
GRI 103: Energy 2025 See Environment chapter - 'Energy' section SDG 7,9,12
GRI 303: Water and Effluents 2018 See Environment chapter - 'Water' section SDG 6, 12
GRI 306: Waste 2020 See Environment chapter - 'Waste' section SDG 12
GRI 401: Employment 2016 See People and Communities chapter – 'Fair and Inclusive SDG 8
GRI 403: Occupational Health and Safety See People and Communities chapter – 'Health, Safety and SDG 9
GRI 404: Training and Education 2016 See People and Communities chapter – 'Learning and SDG 4
GRI 405: Diversity and Equal Opportunity See People and Communities chapter – 'Fair and Inclusive SDG 10
GRI 406: Non-discrimination 2016 See Governance and Ethics chapter – 'Business Ethics' SDG 10
GRI 407: Freedom of Association and See People and Communities chapter – 'Fair and Inclusive SDG 4,10
Collective Bargaining 2016 Workplace' section
GRI 413: Local Communities 2016 See People and Communities chapter – 'Community SDG 10
GRI 308: Supplier Environmental See Governance and Ethics chapter – 'Business Ethics' SDG 12
Assessment 2016 section
GRI 414: Supplier Social Assessment See Governance and Ethics chapter – 'Business Ethics' SDG 12
GRI 416: Customer Health and Safety See People and Communities chapter – ‘Product Safety and SDG
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SASB Index
The sections referenced below comprise ADAMA's disclosure against the Sustainability Accounting Standards
Board (SASB) Chemicals Sustainability Accounting Standards. Reporting period from January 1 to December
Accounting metric Code 2025 Response
Greenhouse Gas Emissions
Gross global Scope 1 emissions, percentage RT-CH-110a.1 See Environment Chapter - 'Climate Change and
covered under emissions-limiting regulations GHG Emissions' section
Discussion of long-term and short-term strategy RT-CH-110a.2 See Environment Chapter - 'Climate Change and
or plan to manage Scope 1 emissions, GHG Emissions' section
emissions reduction targets, and an analysis of
performance against those targets
Air Quality
Air emissions of the following pollutants: RT-CH-120a.1 See Environment Chapter - 'Air Quality' section
(1) NOX (excluding N2O), (2) SOX,
(3) volatile organic compounds (VOCs), and (4)
hazardous air pollutants (HAPs)
Energy Management
(1) Total energy consumed, (2) percentage grid RT-CH-130a.1 See Environment Chapter - 'Energy' section
electricity, (3) percentage renewable, (4) total
self-generated energy
Water Management
(1) Total water withdrawn, RT-CH-140a.1 See Environment Chapter - 'Water' section
(2) total water consumed, percentage of each in
regions with High or Extremely High Baseline
Water Stress
Number of incidents of non-compliance RT-CH-140a.2 See Environment Chapter - 'Water' section
associated with water quality permits, standards,
and regulations
Description of water management risks and RT-CH-140a.3 See Environment Chapter - 'Water' section
discussion of strategies and practices to mitigate
those risks
Hazardous Waste Management
(1) Amount of hazardous waste generated (2) RT-CH-150a.1 See Environment Chapter - 'Waste' section
percentage recycled
Community Relations
Discussion of engagement processes to manage RT-CH-210a.1 See People and Communities chapter –
risks and opportunities associated with 'Community Relations' section
community interests
Workforce Health & Safety
(1) Total recordable incident rate (TRIR) and (2) RT-CH-320a.1 See People and Communities chapter – 'Health,
fatality rate for (a) direct employees and (b) Safety and Welfare' section
contract employees
Description of efforts to assess, monitor, and RT-CH-320a.2 See People and Communities chapter – 'Health,
reduce exposure of employees and contract Safety and Welfare' section
workers to long-term (chronic) health risks
Product Design for Use-phase Efficiency
Revenue from products designed for use phase RT-CH-410a.1 Not disclosed
resource efficiency
Safety & Environmental Stewardship of Chemicals
(1) Percentage of products that contain Globally RT-CH-410b.1 Not disclosed
Harmonized System of Classification and
Labeling of Chemicals (GHS) Category 1 and 2
Health and Environmental Hazardous
Substances,
(2) percentage of such products
that have undergone a hazard assessment
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Accounting metric Code 2025 Response
Discussion of strategy to (1) manage chemicals RT-CH-410b.2 Not disclosed
of concern, and (2) develop alternatives with
reduced human and/or environmental impact
Genetically Modified Organisms
Percentage of products by revenue that RT-CH-410c.1 As far as ADAMA is aware, none of the
contain genetically modified organisms (GMOs) Company's products contains GMOs.
Management of the Legal & Regulatory Environment
Discussion of corporate positions related to RT-CH-530a.1 See Environment Chapter.
government regulations and/or policy proposals ADAMA has an environmental management
that address environmental and social factors system, including policies, procedures, targets;
affecting the industry adhering to all governmental regulations
Operational Safety, Emergency Preparedness & Response
Process Safety Incidents Count (PSIC), Process RT-CH-540a.1 See People and Communities chapter – 'Health,
Safety Total Incident Rate (PSTIR), and Process Safety and Welfare' section
Safety Incident Severity Rate (PSISR)
Number of transport incidents RT-CH-540a.2 See People and Communities chapter – 'Health,
Safety and Welfare' section
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TCFD Index
ADAMA affirms its adherence to the recommendations issued by the Task Force on Climate-related Financial
Disclosures and represents that it has undertaken reasonable efforts to ensure that its climate-related
disclosures contained herein have been prepared in accordance with the recommendations.
Governance Reference
See Introduction chapter - 'ADAMA’s
a) Describe the board’s oversight of climate-related risks and
Sustainability Governance'; 'Climate Change
opportunities
and GHG Emissions' sections
See Introduction chapter - 'ADAMA’s
b) Describe management’s role in assessing and managing Sustainability Governance'; Environment
climate-related risks and opportunities chapter - 'Climate Change and GHG Emissions'
sections
Strategy Reference
a) Describe the climate-related risks and opportunities the See Environment chapter - 'Climate Change and
organization has identified over the short, medium and long term GHG Emissions' section
b) Describe the impacts of climate-related risks and opportunities See Environment chapter - 'Climate Change and
on the organization’s business, strategy and financial planning GHG Emissions' section
b) Describe the impacts of climate-related risks and opportunities See Environment chapter - 'Climate Change and
on the organization’s business, strategy and financial planning GHG Emissions' section
Risk Management Reference
a) Describe the organization’s processes for identifying and See Environment chapter - 'Climate Change and
assessing climate-related risks GHG Emissions' section
b) Describe the organization’s processes for managing climate- See Environment chapter - 'Climate Change and
related risks GHG Emissions' section
c) Describe how processes See Environment chapter - 'Climate Change and
for identifying, assessing and managing climate-related risks are GHG Emissions' section
integrated into the organization’s overall risk management
Metrics and Targets Reference
a) Disclose the metrics used by the organization to assess See Environment chapter - 'Climate Change and
climate-related risks and opportunities in line with its strategy and GHG Emissions' section
risk management process
b) Disclose Scope 1, Scope 2 and, if appropriate, Scope 3 See Environment chapter - 'Climate Change and
greenhouse gas (GHG) emissions and the related risks GHG Emissions' section
c) Describe the targets used by the organization to manage See Environment chapter - 'Climate Change and
climate-related risks and opportunities and performance against GHG Emissions' section
targets
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Notice regarding sustainability materiality assess
ment
The Materiality Assessment chapter contains a sustainability materiality assessment prepared in
alignment with current and emerging sustainability reporting frameworks and standards. Readers
should note that the concept of "materiality" as applied in this chapter differs in
definition, scope and application from the concept of materiality as applied in securities law and
capital markets disclosure contexts. For purposes of this chapter, a sustainability topic is considered
"material" if it meets the thresholds established under the applicable sustainability reporting
framework.
The designation of a sustainability topic as "material" in this chapter does not indicate and should
not be construed as indicating, that such topic: (i) constitutes a material risk factor for securities
disclosure purposes; (ii) is financially material within the meaning of applicable securities laws or
regulations; (iii) meets the probability, magnitude or investor-relevance thresholds applicable to
material risk factor disclosure under applicable securities laws or regulations; or (iv) is reasonably
likely to have a material adverse effect on ADAMA's business, financial condition, results of
operations, prospects or the value of its securities.
The criteria employed to identify material sustainability topics under this assessment differ
substantively from the criteria applied to identify material risk factors for purposes of securities
disclosures. Securities law materiality determinations typically require an assessment of, among
other factors, the probability of occurrence, the potential severity of financial impact, near-to-
medium-term relevance and whether there is a substantial likelihood that a reasonable investor
would consider the information important in making an investment decision. The sustainability
materiality assessment, by contrast, evaluates both the impact ADAMA has on people and the
environment and the impact that sustainability matters have on ADAMA's business performance,
applying specific thresholds and stakeholder engagement processes prescribed under applicable
sustainability reporting frameworks, which may result in the identification of topics that would not
satisfy the foregoing securities law materiality standards.
Accordingly, investors and other stakeholders should refer to ADAMA's regulatory filings and other
disclosure documents prepared in accordance with applicable securities laws for
information regarding risks that may be material for purposes of making an investment decision. The
sustainability topics identified as material in this chapter are presented for sustainability reporting
purposes only and should not be relied upon as a basis for any investment decision.
ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71
Independent Assurance Report
Somekh Chaikin
KPMG Millennium Tower
Tel Aviv 61006, Israel
+972 3 684 8000
Independent Limited Assurance Report to the users/readers of ADAMA Ltd. 2025 ESG Report
We were engaged by the management of ADAMA Ltd. (further referred to as “ADAMA” or “the company”) to provide limited
assurance on the specific topics as mentioned in the table below (further referred to as “topics”), regarding the information
presented on ADAMA’s 2025 ESG Report for the year ended 31 December 2025 (further referred to as “the report”).
It should be noted that the assurance refers to the information and data included in the specific topics listed in the table below,
regarding the reporting year only:
Topic Subject Matter Units 2025 data
Permanent Permanent employees - total # 7,255
employees by gender - male # 5,326
by gender - female # 1,929
by region – Latin America # 1,165
by region - Asia Pacific (including China) # 3,369
by region - Europe, Africa & Middle East # 2,189
by region - North America # 532
Employees’ turnover rate % 19
Temporary Temporary employees - total # 20
employees by gender - male # 7
by gender - female # 13
by region – Latin America # 20
by region - Asia Pacific (including China) # 0
by region - Europe, Africa & Middle East # 0
by region - North America # 0
Occupational Recordable injury rate # 0.55
health and Recordable fatalities # 0
safety
Process safety Process safety events (Medium and high actual) # 148
Significant unplanned releases to the environment # 0
Corporate Total cases reported to SpeakUp # 71
conduct — of which substantiated bribery and corruption # 0
cases
Percentage of employees submitting Code of % 100
Conduct commitment
Greenhouse Gas Total Scope 1 emissions thousand 269
Emissions tonnes CO2e
Total Scope 2 emissions thousand 704
tonnes CO2e
Energy Total energy consumption TJ 9,620
Water Total water consumption million cubic 9
meters
ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72
Waste Total hazardous waste from own operations thousand 159
tonnes
Total non-hazardous waste from own operations thousand 42
tonnes
Air Emissions Nitrogen oxides (Nox) tonnes 134
Sulfur oxides (Sox) tonnes 21
Volatile Organic Compounds (VOCs) tonnes 167
Particulate Matter tonnes 24
Further information and details, including the scope, content, assumptions, and estimates determined by the company regarding the
topics included in the process, can be found in the relevant chapters of the company’s ESG Report.
Conclusion
Based on the limited assurance procedures performed and the evidence we have obtained, described in this report, nothing has
come to our attention to indicate that the specific topics, as mentioned in the table above, in ADAMA’s 2025 ESG Report, are not
presented, in all material respects, in accordance with ADAMA's reporting criteria.
Basis for conclusion
Our responsibility is to provide a limited assurance engagement and to express a conclusion based on the work performed. We
conducted our engagement in accordance with the International Standard on Assurance Engagements (ISAE) 3000, Assurance
Engagements other than Audits or Reviews of Historical Financial Information, issued by the International Auditing and Assurance
Standards Board (IAASB). The Standard requires that we comply with applicable ethical requirements, including independence
requirements, and that we plan and perform the engagement to obtain limited assurance about whether the Report is free from
material misstatement.
We have complied with the independence and other ethical requirements of the International Code of Ethics for Professional
Accountants (including International Independence Standards) issued by the International Ethics Standards Board for Accountants
(IESBA).
Our firm applies International Standard on Quality Management (ISQM) 1, Quality Management for Firms that Perform Audits or
Reviews of Financial Statements, or Other Assurance or Related Services Engagements, issued by the IAASB. This standard
requires the firm to design, implement and operate a system of quality management, including policies or procedures regarding
compliance with ethical requirements, professional standards and applicable legal and regulatory requirements
We believe that the evidence we have obtained is sufficient and appropriate to provide a basis for our conclusion.
A limited assurance engagement, regarding data and information of the specific topics in the ESG report, consists of conducting
interviews, primarily of ADAMA’s employees responsible for the preparation of information presented in the report, and applying
analytical and other evidence gathering procedures, as appropriate. These procedures included:
• examination of the topics in the Report, for the purpose of performing a limited assurance, based on public information
sources, knowledge of the company business and other comparative information of similar organizations.
• interviews with management and relevant staff of ADAMA to gain an understanding regarding the topics concerning
corporate responsibility strategy and policies for the topics, and the implementation of these across the business.
• interviews with relevant staff at corporate and business unit level responsible for providing the information in the report.
• comparing the information regarding the topics presented in the report to corresponding information in the relevant
underlying sources to determine whether all the relevant information contained in such underlying sources has been
included in the report.
• where relevant, conduct interviews regarding the calculation, aggregation and methods used to collect and report the topics
in the report.
• reading the information presented in the report to determine whether it is in line with our overall knowledge of, and
experience with, the corporate responsibility performance of ADAMA.
ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
As part of the process of performing a limited assurance, we reviewed the changes made to the draft 2025 ESG Report of ADAMA
and reviewed the final version of the report to ensure that it reflects our findings.
ADAMA’s management is responsible for:
A. preparing and presenting the report, and the information and assertions contained within it;
B. determining ADAMA’s objectives in respect of sustainable development performance and reporting;
C. establishing and maintaining appropriate performance management and internal control systems from which the
information is derived, to be free from omissions and material misstatements whether due to fraud or error;
D. the identification of stakeholders and material issues for reporting.
Limited assurance is less than reasonable assurance. A limited assurance engagement is substantially less in scope than a reasonable
assurance engagement. As a result, the level of assurance obtained in a limited assurance engagement is lower than the assurance
that would have been obtained had we performed a reasonable assurance engagement.
Our limited assurance report is made solely to ADAMA in accordance with the terms of our engagement. Our work has been
undertaken so that we might state to ADAMA those topics we have been engaged to state in this limited assurance report and for
no other purpose or in any other context. We do not accept or assume responsibility to anyone other than ADAMA for our work,
for this limited assurance report, or for the conclusions we have reached.
KPMG Somekh Chaikin
Tel Aviv, Israel
2026 KPMG Somekh Chaikin, an Israeli partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG
International Limited, a private English company limited by guarantee. All rights reserved.
ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74
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