ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1Table of Contents

Introduction ........................................ 3

Message from ADAMA's President and CEO .............. 3

About This Report ................................... 4

Company Overview .................................... 5

ADAMA's Sustainability Governance ................... 6

Double-materiality assessment ....................... 8

Innovation in Agriculture .......................... 12

Environment ........................................ 14

Environmental Management Infrastructure ............ 14

Climate change and GHG emissions ................... 16

Energy ............................................. 22

Air Quality ........................................ 24

Water .............................................. 25

Waste .............................................. 27

Soil and Ground Water Remediation .................. 29

Ecosystems and Biodiversity ........................ 29

People and Communities ............................. 32

Employee Engagement and Feedback Mechanisms ........ 32

Fair and Inclusive Workplace ....................... 33

Health Safety and Welfare .......................... 38

Learning and Development ........................... 44

Community Relations ................................ 47

Product Safety and Quality ......................... 49

Governance and Ethics .............................. 52

Corporate Governance ............................... 52

Business Ethics .................................... 55

Supply Chain ....................................... 62

Appendices ......................................... 65

SZSE Guidelines (No. 17) ........................... 65

GRI Index .......................................... 66

SASB Index ......................................... 68

TCFD Index ......................................... 70

Notice regarding sustainability materiality assess.. 71

Independent Assurance Report ....................... 72

ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2Introduction

Message from ADAMA's President and CEO

2025 remained a challenging year for the global crop protection industry with pricing pressure and

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

2025 we completed the elimination of coal as a fuel in our on-site operations marking a shift toward

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 680000 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

ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3About 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

ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4corresponding 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 7000 employees worldwide

* Direct commercial presence in 20 key markets

ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5* 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

2025 can be found in ADAMA Ltd. group’s Financial Report 2025 available on the ADAMA Ltd.

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.ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6The 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.ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7* 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.ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8The 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:

1. Baseline assessment and value chain mapping

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.

2. Scoring and prioritization of IROs

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.

3. Validation of results

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

ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9and 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

X Potential negative impact: Unforeseen manufacturing incidents may lead 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

ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10Topic 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

ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11Innovation 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.ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12* 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.ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13Environment

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.ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14Raising 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 $4000.

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

ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15reducing 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.ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16Physical 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

ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17security. 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

2024 baseline replacing the previously stated 20% reduction target.

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:

1. Operational excellence

2. Production footprint optimization

3. Renewable electricity

ADAMA Scope 1 and Scope 2 Climate Transition Plan (in thousand tonnes of CO2e)

1232

-21%

973-34%

-259

-80818-39-36

2024 Achieved 2025 Operational Production Renewable 2030

Reductions Excellence Footprint Energy

Optimization

ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18Current 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

2024 baseline. This reduction exceeded the level anticipated in ADAMA's decarbonization pathway

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.ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19ADAMA 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 1100°C to

950°C delivering meaningful energy savings while maintaining treatment effectiveness. In parallel

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 3610 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 (+1300 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 (+1960 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

ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20alongside 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 CO? 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

ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21energy 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

202320242025

intensity

Scope 1 and Scope 2 GHG Emissions (thousand tonnes of CO2e) 1215 1232 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) 2024 own operations Scope 1 value restated to better reflect process emissions as well as the usage of a more accurate

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

2026.

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

ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22intensity 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) 10446 10336 9620

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) 3831 3551 2916

Coal 2662 2463 1715

Natural gas 854(1) 809(1) 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

Hydrogen (2) 10 3 4

Scope 2 consumption of purchased energy (TJ) 6615 6785 6703

Electricity 5035 5179 4998

Of which renewable electricity (location-based) 1198 1232 1500

Steam 1580 1606 1705

Energy consumed from renewable & carbon free sources (TJ) 1291 1318 1596

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.ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23(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

ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24Compound (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.ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25ADAMA 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.ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26Waste

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

2025 a hazardous effluent stream in Brazil was shifted from incineration to treatment reducing

environmental impact. At the India site optimization of CIP water management enabled the safe

ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27laboratory 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

19%. Most hazardous waste sent for reuse consists of solvents while materials sent for recycling

ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28include 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.ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29Management 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

ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30stewardship 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.ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31People 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

ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32employees 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.ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33To 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

ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34safeguards 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.ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35Key performance indicators

Employment 2023 2024 2025

Total number of employees on payrolls 8872 7819 7255

Europe Africa & Middle East 2487 2245 2189

North America 567 521 532

Latin America 1417 1193? 1165

Asia Pacific 4401 3860? 3369

Total number of full-time employees 8846 7793 7225

Europe Africa & Middle East 2463 2220 2159

North America 567 521 532

Latin America 1417 1193 1165

Asia Pacific 4399 ?3859 3369

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

19%.

Total number of employees by gender 2023 2024 2025

Total number of employees on payrolls 8872 7819 7255

Female 2231 2005 1929

Male 6641 5814 5326

Total number of full-time employees 8846 7793 7225

Female 2213 1986 1908

Male 6633 5807 5317

Total number of part-time employees 26 26 30

Female 18 19 21

Male 8 7 9

ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36Total 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

30-50550248604506

Over 50 2788 2519 2185

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.ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37Employees covered by collective bargaining agreements 2023 2024 2025

Employees covered by collective bargaining agreements 1383 1205 1217

% of employees covered by collective bargaining agreements 15.6% 15.4% 16.8%

As of 2025 1217 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.ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38* 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.ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39ADAMA 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

ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40managing 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.ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41In 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.ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42Family-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 200000 hours 0.006 0 0

Total recordable work-related injuries 48 61 72

Recordable injury rate per 200000 hours(1) 0.31 0.42 0.55

Total number of hours worked (in thousands) 30551 28775 26001

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.ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43Recordable 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%.

2025 Self-Assessments According to Global Standards

The Self-Assessment performance of most sites improved. Overall the performance was 77% in

2025 vs 76% in 2024 and 69% in 2023.

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.ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44Management 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:

1. Customized solutions aligned with Company strategy

2. Investment in leadership and top talent development

3. Fostering engagement through continuous dialogue (surveys focus groups manager-employee

interactions)

4. Empowering employees to enhance professional contributions and personal capabilities

5. Nurturing a culture of continuous learning and development

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.ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45To 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

ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46want 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

202320242025

reviews by gender(1)

Percentage of female receiving performance and career

97%97%97%

development reviews

Percentage of male receiving performance and career

97%97%97%

development reviews

Percentage of employees who received a regular performance

97%97%97%

and career development review during the reporting period.

(1) Employees in scope are employees with dedicated access to an ADAMA computer and email address

97% of ADAMA's people received a regular performance and career development review.

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.ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47ADAMA'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:

1. Alignment with ADAMA's core business areas.

2. Measurable impact of strategic programs to ensure they meet the set goals.

3. Long-term partnerships with social partners while encouraging their independent

continuation.

4. Geographical focus on areas surrounding the Company's sites & multi-sectoral partnerships

that include governmental NGO and business sectors.

5. Employee engagement prioritization in which ADAMA people can volunteer or mentor. ADAMA

believes engagement creates a sense of fulfillment motivation and pride for employees.

6. Contribution to ADAMA's reputation and create a sense of pride amongst its people.

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) 2121 1655 1516

In 2025 ADAMA monetary donations totaled 1516 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 2150 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 1250 employee volunteer hours to improve education for 230

children in 2025.ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48Promoting 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

2025 ADAMA specialists provided targeted technical assistance to Jinchuan County (Sichuan

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

ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49product 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.ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50Farm workers trained on safe and responsible use 2023 2024 2025

Total number of farm workers trained - - 686713

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.ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51Governance 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

Ga?l Hili(1)(2) French Male 52 Mechanical Engineering D

Alexandra Brand(1) 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

ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52BoD: 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

ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53Florian 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%

ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54Audit 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

ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55confidential 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.ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56Allowing 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

ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57commitment 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

ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58required 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.ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59Risk 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

ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60Fraud 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

ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61Total 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

100%100%100%

p olicies and procedures have been communicated to

Percentage of employees submitting Code of Conduct

100%100%100%

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.ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62ADAMA 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

ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63impacts 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.ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64Appendices

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

GovernanceDue 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

ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65GRI Index

ADAMA has reported with reference to the GRI Standards for the period January 1 to December 31

2025.

GRI 2: General Disclosures 2021

Details GRI Reference

1. The organization and its reporting practices

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

fell in the previous report. This restatement affects

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

2. Activities and workers

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

3. Governance

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

4. Strategy policies and practices

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

5. Stakeholders engagement

Approach to stakeholder engagement 2-29 See Introduction chapter – 'ADAMA's Stakeholders'

section

ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66Collective 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'

3-1 2 section

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

205-1 2 3 section

GRI 206: Anti-competitive Behavior 2016 See Governance and Ethics chapter – 'Business Ethics' SDG 12

206-1 section

GRI 102: Climate Change 2025 See Environment chapter - 'Climate Change and GHG SDG 1213

102-1 2 4 5 6 8 Emissions'; 'Air Quality' sections

GRI 103: Energy 2025 See Environment chapter - 'Energy' section SDG 7912

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

401-1 2 3 Workplace' section

GRI 403: Occupational Health and Safety See People and Communities chapter – 'Health Safety and SDG 9

2018 Welfare' section

403-12345678910

GRI 404: Training and Education 2016 See People and Communities chapter – 'Learning and SDG 4

404-1 2 3 Development' section

GRI 405: Diversity and Equal Opportunity See People and Communities chapter – 'Fair and Inclusive SDG 10

2016 Workplace' section; See Governance and Ethics chapter –

405-1 2 'Corporate Governance' section

GRI 406: Non-discrimination 2016 See Governance and Ethics chapter – 'Business Ethics' SDG 10

406-1 section

GRI 407: Freedom of Association and See People and Communities chapter – 'Fair and Inclusive SDG 410

Collective Bargaining 2016 Workplace' section

GRI 413: Local Communities 2016 See People and Communities chapter – 'Community SDG 10

413-1 Relations' section

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

2016 section

GRI 416: Customer Health and Safety See People and Communities chapter – ‘Product Safety and SDG

2016 Quality’ section 12912

ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67SASB 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

312025.

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 R T-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

ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68Accounting 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

ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69TCFD 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

ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70Notice 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 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71Independent Assurance Report

Somekh Chaikin

KPMG Millennium Tower

17 Ha’arba’a Street PO Box 609

Tel Aviv 61006 Israel

+97236848000

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 # 7255

employees by gender - male # 5326

by gender - female # 1929

by region – Latin America # 1165

by region - Asia Pacific (including China) # 3369

by region - Europe Africa & Middle East # 2189

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 9620

Water Total water consumption million cubic 9

meters

ADAMA ESG Report 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72Waste 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 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73As 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.

28 April 2026

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