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Sustainability Report SUSTAINABILITY REPORT Working together for sustainable agriculture SUMMARY P.04 P.08 - 09 P.28 - 29 MESSAGE 1. ABOUT 2. SUSTAINABLE FROM THE CEO OCP GROUP DEVELOPMENT: AN INTEGRATED P.06 - 07 1.1. OCP's activities 10 1.2. Local Contributor, APPROACH OCP KEY Global Presence 22 2.1. OCP's sustainability 30 FIGURES 2018 1.3. Innovative, Agile, and context Committed Governance 26 2.2. Stakeholder engagement 36 2.3. 2018 Materiality Analysis 42 P.44 - 45 P.120 - 121 3. OCP'S SUSTAINABILITY 4. ABOUT COMMITMENTS THE REPORT 3.1. Commitments to responsible 46 4.1. GRI content principles 122 and inclusive management note 3.2. Commitments to sustainable 72 4.2. GRI Content Index 128 production 4.3. Correlation with 136 3.3. Commitments to shared 108 the UNGC principles value creation Questionnaire 138 MESSAGE FROM MANAGEMENT GRI 102-14 MESSAGE FROM THE CEO I am delighted to present OCP Group’s first sustainability report, which applies the sustainable reporting standards by GRI. Seeing all of the positive changes that my colleagues as a team are delivering is very gratifying As part of our commitment to transparency; to improving every aspect of our business; and to finding more ways to serve the community, this report documents many of our achievements. OCP was incorporated with a long-term sustainability vision and we have been fully committed to value-creation for all our stake- holders. Now we want to go beyond that, and show how we create value in a more trans- parent way with this report and also reinforce Mostafa Terrab our commitment with sustainability. It provides a platform for us, and our many stakeholders, Chairman and Chief to set ambitious goals for the future. So, to help Executive Officer us continue our progress we openly invite all our communities – external and internal – to give us feedback on what we can do better. Our sustainable development vision is deeply rooted in our DNA and is an integral part of our raison d’etre. Indeed, our mission of feeding the soil to feed the planet is inherently people-cen- tred. It is made tangible through several strategic commitments that touch on our entire value chain. OCP’s challenge is to help feed a growing world population, while using resources responsibly and continually striving to reduce our envi- ronmental footprint. The circular economy, an ambitious program for optimizing the life cycle of products from their design to their end of life, including their production, use and reuse, is the main thrust of our industrial transforma- tion program. This is illustrated in several key pillars of that program. > Water resource management: In 2018, more than 30% of OCP’s water needs were met through non-conventional water and our objective is to get to100% by 2028. > Air quality: the integration of new technologies is helping us dramatically reduce emissions. One key milestone is in our sulfuric acid produc- tion, reducing SO2 emissions by up to 98% – 10 times lower than the World Bank threshold. > Clean Energy: 70% of the power we use is now coming from clean energy and with an objective of self-sufficiency by 2028. 4 OCP / 2018 SUSTAINABILITY REPORT MESSAGE FROM MANAGEMENT GRI 102-14 Responsibility for the environment has always been important to us, not just when working Our sustainable in our mines and fertilizer facilities, but as a fundamental principle of our circular economy development vision is approach. Therefore, in 2018 we strengthened our cooperation with the renowned German research institute Fraunhofer on a Green deeply rooted in our DNA Ammonia project. It will help conserve valu- able resources and provide our customers with and is an integral part of sustainable new products. We are committed to positive change in every our raison d’être. Indeed, aspect of our thinking and action. For many, the most tangible evidence of this is our evolution our mission of feeding the to customization of our fertilizer products at affordable prices for all the farmers we serve. soil to feed the planet is It galvanizes us to innovate and is helping us to accelerate. inherently people-centred.” Yet the real secret of this approach is not scientific breakthrough or business system advancement, it is a heartfelt need to engage areas, including industry, digital technology, and empower people. – our all-important agriculture, and the environment. Many of the human capital. This commitment has been Act4Community projects are not directly related expressed through the “Movement”, which to our operations. Instead, we seek to help was launched in 2016, and allows any OCP build vibrant communities by planting seeds of employee to develop a project to address the hope and nurturing this through education and challenges we face and to be backed with the skills creation. We want to make sure the world proper resources to implement it. is fed, but we also want to work in a safe, fair, This focus on human capital as the key to the inclusive and open society, where everyone has sustainable development of our company, our equal opportunity. country and our continent has also led us to Similarly, through our farmer engagement develop the Mohammed VI Polytechnic Univer- programs in Africa, we have worked closely sity, which aims to offer cutting edge world with farmers large and small (often with the class education in applied research and devel- full support of developmental organizations opment in science and technology, providing and governments) to increase their yields while the tools and skills for future generations of using less fertilizers. In return, we have shared African leaders. our insights about the business of farming and We do not think of the activities documented in even provided financing to farmers who need this report as Corporate Social Responsibility. it. Offering the right solution at the right rate, Instead, we believe that our approach actually at the right time and at the right place means introduces a New Corporate Social Contract with we can develop sustainable plant nutrition to all of the communities we serve. develop agriculture across Africa. As a company, we extract from the earth to And it is not just in Africa that we are promoting give back to earth – phosphate rock to ferti- customized solutions and sustainable practices. lizer, so the principles of the circular economy In 2018, through an investment in Fertinagro (including energy, water, waste, power and Biotech, we increased our ability to develop emissions) have also helped us reframe our customized plant nutrition solutions for farmers thinking about the individuals who work for us, worldwide. who use our products or who make up the soci- eties that we help to feed. Our goal for the coming years is to continue Our focus is on sustainable socio-economic and deepen these commitments. This report impact, rooted in our corporate values, powered shows both the major milestones achieved by our revenues and guided by the conversations and the distance we have yet to travel in order that our colleagues across the business have to reach our objectives and maximize our with the world around us. contribution to the 17 Sustainable Develop- ment Goals (SDGs) for 2030. Through our Act4Community initiative in particular, OCP is contributing to local devel- Thank you for your interest in our efforts, and we opment through an approach that encourages look forward to your suggestions on how we can economic and social entrepreneurship in many continue to improve. OCP / 2018 SUSTAINABILITY REPORT 5 OCP KEY FIGURES 2018 OCP KEY FIGURES 2018 Management Production The increase in the external and internal of rehabilitated 31% number of women stakeholders – from suppliers ha land in middle and senior management 57 to employees going through 707 positions has more than doubled projects partners, farmers, in recent years up from 14% in associations, etc. – participated to 2008 to 31% in 2018, thanks our 2019 consultation to build the in particular to a hiring policy materiality matrix defining our main that guarantees fair treatment of sustainability priorities to manage and applicants report on. The combined 1,95 lost time injury 12,000 100% 160 frequency rate – including metric tons of of black steel OCP’s employees and waste recycled and scrap, wood, paper, clients across subcontractors – has improved recovered at all OCP cardboard, used 5 continents compared to 2,24 in 2016 sites in 2018. oils, and batteries recycled new suppliers trained 224 in 2018 400 GWh annual volume of clean renewable energy 8,000 reserved for OCP Group, which has now reached 61 employees the target announced at the 2016 United average involved in the Nations Climate Change Conference. This training hours Movement and 19,413 energy supplies all mining sites: Khouribga, per employee Situations employees Benguerir, Youssoufia, and Phosboucraa, with the last three being supplied at 100%. $ 21,3 million (equivalent to MAD days of 200 million) additional will be invested in training 31% $ 5,95 2019 for energy-related research. 10,364 provided to Ebitda billion (equivalent to suppliers margin MAD 55,91 billion) in revenue 7.4% $ 53,25 reduction in SO2 million (equivalent 18,687 $ 21,3 14,45% between 2017 to MAD 500 million) and 2018 committed for employees benefiting from billion(equivalent share of implementing training actions related to to MAD 200 billion) expenditures Sulfacid technology occupational health. in infrastructure with local suppliers on the Jorf Lasfar and investments Safi sites. To learn more about how SDGs are integrated into our value chain, check out our integrated approach pages 32 & 33 6 OCP / 2018 SUSTAINABILITY REPORT OCP KEY FIGURES 2018 Shared value creation At least OCP invested 3% of its distributed value in 70% 3% communities in 2018.
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