SOCIAL PERFORMANCE

6.1

OUR TEAM

United National Global Compact Principles: 1, 2, 3, 4, 5 and 6
Material topics: Plant Health, Safety and Labor Practices

6.1.1

A TEAM THAT IS NURTURED BY VALUABLE PEOPLE

At Profertil we are convinced of the great responsibility we have in managing an economically, environmentally, and socially responsible company. This commitment is built day by day with our employees and is based on Human Resources policies and practices that encourage and promote individual development and the growth of work teams.

Since 2020, people management has been undergoing a transformation in its processes and practices, driven by the effects generated by the COVID-19 pandemic. As a result, in 2021, the COVID-19 Crisis Committee continued to develop the required adjustments in each of the Company’s areas, to ensure the operational continuity of the different processes.

During this year, there was evidence of a decrease in epidemiological indicators and significant progress in the nationwide vaccination campaign, which facilitated a safe return to the offices, thus generating a higher level of attendance. To facilitate this return to the offices, the following building adjustments were made: installation of thermographic cameras at the entrances, separation of work boxes, installation of air purifiers and a workspace reservation system. At the same time, all teams were trained on care protocols and safety measures.

6.1.2

PEOPLE MANAGEMENT

We are convinced that, in order to achieve the best results and accompany the Organization toward the transformation we are promoting, we need the commitment of all the people who make up the Organization. For this reason, we have framed human resources management in an Integrated People Management System, which seeks the best adaptation between the Organization and its collaborators, with the purpose of achieving the objectives by associating the different processes.

This system is based on a Competency Management Model and relies on the fundamental role of leaders as catalysts of the culture. For its part, the Human Resources Management develops actions and provides services that feed the Company’s strategic objectives, generating support and methodological support to those who lead the work teams.

The practices promoted by the Human Resources area are aimed at adding value to our human capital, promoting the commitment of each member of the team to the achievement of their professional goals, thus making work a key factor for the well-being and fulfillment of each person.

People management is aligned with 3 transversal strategic axes: Diversity and Inclusion, Integral Well-being, and Transformation, which set the direction of our actions based on 3 key processes and their sub-processes.

At Profertil we foster a work culture where diversity and inclusion are priorities, so that opportunities are equal for everyone who is part of the Company, regardless of gender, beliefs, sexual choices, age, or other personal characteristics. To support and foster a diverse and inclusive environment, we have defined our Diversity and Inclusion Policy, which is set forth in our manifesto:

Our regulatory framework, comprising the Code of Conduct and Ethics and the Diversity and Inclusion Policy, establishes the main guidelines necessary for each person to commit to sustaining a work environment free of any type of violence or discrimination, whether among colleagues, superiors, or customers, and to promote the integral welfare of people.

Gender equality is essential in all areas of society and a fundamental human right. At Profertil, we are committed to continue advancing along this path, although we are aware that the agro-industrial chain, to which we belong, has great challenges ahead in this regard.

In 2021, we increased our participation in associations and groups of colleagues, such as the IFREI Club (Centro Conciliación Familia y Empresa del Instituto Argentino de Empresas) and the Diversity and Inclusion Network of the Argentine Chamber of Chemical and Petrochemical Industries, to learn from good practices, share experiences and promote a more equitable society.

Another important milestone, which accompanies our responsible actions, was the design and implementation of a Protocol for Action in Cases of Violence in Relationship Relationships, approved by the Management Team, with the aim of accompanying people who are going through a situation of violence in the private sphere, with a comprehensive approach, respecting privacy and individual autonomy.

Through this initiative, we seek to make the work environment a facilitator, so that the person who suffers any type of violence (physical, verbal and/or psychological), coming from his or her family group or close environment, receives accompaniment and support. To implement this Protocol and facilitate its approach, the Human Resources team was trained and awareness and communication campaigns on violence were conducted.

On the other hand, within the framework of the week of love, on February 16 we offered the workshop #AmoresLibresLibresdeViolencia, for adolescents over 14 years of age who are part of the family of our staff. This virtual meeting was led by a psychologist specializing in gender, who invited them to discuss love relationships and build a new perspective on their relationships.

INTEGRAL WELFARE

We know that people are at the center of the Organization towards the transformation we are promoting. Defining wellness as the axis pushes us to seek practices and actions that generate value for our employees.

Integral wellness implies conceiving people as multidimensional beings and recognizing that work is just one more sphere of life, in which fulfillment can be achieved beyond economic retribution. During 2021, we promoted the following initiatives:

• Well-being and Commitment Survey: through an online tool, which guarantees confidentiality, we implemented a survey to survey aspects related to individual and organizational well-being and the commitment of our people. The favorability surveyed in each dimension is among Profertil’s highest values, and the indicator on pride in working for the Company is 90%. This year, a new question was added to the survey: “On a scale of 0 to 10, would you recommend your company as a place to work?”. This allows to obtain the NPS (Net Promoter Score) and to know how many people are willing to recommend actively Profertil as a good place to work. The NPS score obtained was 55. This is a very encouraging value, since the best organizations manage to exceed 40.

• People Development: Focusing on the development of people, 32% of vacancies for permanent positions were filled with internal candidates, thus providing career opportunities for male and female employees. If we consider the personnel of Profertil’s contractors who joined us in permanent positions, the internal mobility indicator rises to 48%.

• Leaders Program: confident in the key role of leaders in transmitting and sustaining the organizational culture, we carried out the Leaders Meeting (in which 52 people participated), to address the challenges of leading teams in a changing and uncertain context, through a 100% virtual scheme.

• Corporate Training: we continued with the corporate training program called ProSoft. We provided our human resources with 5 open and voluntary workshops to develop professional skills: Self-performance, LinkedIn, Effective Presentations, SAP Reports and Collaboration in Mixed Work Schemes.

• We conducted medical examinations for all personnel, in addition to those required by law. In addition, specific check-ups such as breast ultrasound and mammography were performed on the female workers. Based on the results obtained, we defined preventive plans, training activities, communication and awareness of good health care habits, and permanent follow-up by the Company’s occupational physician.

• Children’s Day Box: we accompanied the celebration of this day with the delivery of a breakfast preparation kit to share with the family. For the development of this action and to revalue the Diversity and Inclusion axis, the kits were made by several local NGOs, which address the inclusion of people with disabilities in their management.

• Delivery of Sanitizer Kits: reinforcing our commitment to the hygiene and safety of our people, we sent kits containing alcohol, sanitizers, masks, and protective elements to all homes.

• Year End Party: the purpose of the meeting was to celebrate the achievements and to meet again, where we could share and celebrate together the closing of another important year.

TRANSFORMATION

Three years ago, we began to focus our people management on the transformation and innovation of both the organization and our practices. We are aware that, in a dynamic and changing environment, we need to reinvent and transform ourselves.

In this sense, from the Management, we continue to develop actions that feed the Company’s strategic objectives, generating value, and promoting a sense of belonging among our personnel.

During this year, it was necessary to maintain active communication channels, with content that would give people a sense of meaning and security. Faced with this scenario, we worked together with the Medical Service area and the Steering Committee to provide support through communications, videos, notes, recommendations, and necessary care, and designing new management procedures.

On the other hand, together with the Planning, Strategic Inputs and Management Control area, we initiated a process of Strategy and Organizational Culture Transformation, with the objective of building a shared vision of how we envision our “Profertil 2025” Organization. To do so, we had to define the scenarios, the strategic guidelines, and the required capabilities to prepare the strategic plan for the next 5 years and develop the necessary organizational culture to support this new vision.

At Profertil, we ensure that each person acquires the generic and technical competencies necessary to satisfactorily meet the standards expected for the position. Accordingly, and in order to foster their development and promote talent retention, we carry out several processes:

• Performance management system
• Individual development interviews
• Training
• Periodic meetings with supervisory levels
• Competency assessment
• Wellness and engagement management

TRAINING

The leadership model, based on the Management of competences and our values, makes it possible to focus the Corporate training Program Giving opportunities at all organizational levels, through diverse workshops based on five dimensions:

The Performance Management process includes the results achieved and the generic competencies that each person must demonstrate in order to achieve them, thus contributing to the fulfillment of the Organization’s objectives. Based on the results obtained, different action plans are drawn up involving human resources: promotions, training, and remuneration policies, as well as goals and objectives for the coming year.

SUCCESION PLAN

WE CONNECT TALENT TO PROJECT EFFICIENCY.

The fundamental objective of having a Succession Plan is to guarantee the continuity of the organizational management, counting, adequately, with people prepared to assume managerial positions within the company successfully in the short, medium, and long term. In 2021, the Steering Committee held two meetings to review the Succession Plan, in which development actions were defined for the successors.

Culture, Work Climate and Commitment

LABOR RELATIONS

At Profertil we promote freedom of union association, and we maintain an open and permanent dialog with our union representatives.

Twenty-seven percent of our people are members of the Chemical, Petrochemical and Related Industries Union of Bahía Blanca, with which we have signed a collective bargaining agreement for each company, effective until December 2023. In this agreement, the parties undertake that the workers perform their tasks in a safe, prosperous environment and respecting their dignity, aspiring that their professional qualification contributes to the processes of continuous improvement, as well as to the profitability of production.

COMPENSATIONS AND BENEFITS

Our Compensation Policy is based on internal equity and external competitiveness and, among its objectives, seeks to proactively promote the retention of our human resources according to performance criteria, the criticality of the position and the competencies of the person occupying it. Based on this definition, monetary and non-monetary rewards are provided throughout the period.

INTERNAL COMMUNICATIONS

Internal communication is one of the most important tools an organization has: it facilitates coordination and fluidity in human relations, increases productivity and efficiency in tasks, generates a pleasant work environment and avoids conflicts and misunderstandings.

Profertil’s culture promotes open and frank dialog to form a transparent and sustainable link between all the Company’s employees. In this sense, we have different tools at our disposal:

• Internal communications e-mail box.
• Pronet: the Company’s Intranet.
• Microsoft Teams: for virtual meetings and corporate events
• Open dialogs.
• Internal Instagram to share news.
• Internal magazine “Todos Nosotros” (All of Us), published annually.
• Digital billboards located in the main buildings of each location.
• Videoconference rooms for remote meetings between the different offices.
• Corporate communication meetings: meetings to present progress on the Company’s objectives.
• Wellness and engagement survey.

WELLNESS AND ENGAGEMENT MANAGEMENT

Since the beginning of the Company, the organizational climate has been a key issue in people management, so since 2003, different surveys and tools for its measurement and management have been carried out.

In 2020, during the pandemic, a questionnaire was implemented for all our people, to survey how they were coping with the pandemic and social isolation, and their perception of what it is like to work in that context. We inquired about aspects related to work organization, leadership, family and work time, and wellbeing and health. From this experience, we learned the importance of a holistic view of people and, therefore, starting in 2021, we began to talk about well-being.

SERVICES FOR PERSONNEL

In addition to the benefits offered by the Company, Profertil works on actions aimed at facilitating the daily management of its work teams. This includes transport service, in-plant canteen, snacks, work clothes.

IT

During 2021, the IT area continued to work on different projects to keep the IT platform robust, secure, reliable, and updated, accompanying the business in all the challenges that arose.

In order to make the means of contact more efficient and generate certainty despite the distances, we improved the information inputs and communication equipment. At the same time, many of the projects executed during 2020 were maintained, such as the implementation of APPTO, an application for employees attending the plant to make their health affidavits electronically and systematically, as well as the customer portal.

In addition, together with the Marketing and Institutional Relations teams, the IT area worked on the construction of the corporate image and with other areas to streamline the processes inherent to its management: human resources, industrial operations, work permits in the plant and the administration of laboratory facilities. In addition, the team continued to develop the EBI systems, which allow the registration of personnel in the plant, the confinement system and the DVM, a camera monitoring system, all under the strictest computer security controls.

Through our Integrated Management System, which is certified by ISO 9001, ISO 14001, and ISO 45001 standards, we address individual and organizational health, and promote safe work, which takes care of the integrity of each worker, colleagues, families, facilities, and environment.

We strive to achieve the commitment of all our personnel; to this end, we hold formal meetings with safety and environmental representatives of the Union of Chemical, Petrochemical, and related Industries Personnel (SPIQP- yA), with the aim of continuously improving the Company’s working conditions and the health of our people.

The Environment, Health and Safety Management developed a specific strategy by creating a sector dedicated to dealing with occupational health issues in accordance with labor, medical, operational, and legal needs. Annually, it conducts a study of the work environment, aimed at detecting and correcting deviations, and examining the comfort and safety of workplaces, through different measurements (lighting, noise, vibrations, and chemical components in the air). In this way, we continued with the Integrated Ergonomics Plan, which made it possible to include all levels and areas of the plant in these issues.

We work to create and maintain an adequate work environment in relation to health and safety, by identifying and neutralizing risk factors. The result of our commitment is reflected in the low accident rates obtained, compared to other companies of the Petrochemical Pole of Bahía Blanca and the benchmarking with the International Fertilizer Industry Association (IFA).

PLANT TURNAROUND 2021

A plant turnaround involves performing tasks 24 hours a day, 7 days a week, as a way of optimizing work times and carrying out a challenging schedule of interrelated actions. Carrying out the annual plant shutdown 2021, in our facilities in Bahía Blanca, was a challenge for the whole Organization and contributed to new improvements in the way we manage.

To this end, Human Resources Management worked actively in the development of tools and procedures to reduce COVID-19 contagions and so that the tasks could be conducted as planned, with reduced personnel. In this regard, the following actions were carried out:

• Management of COVID-19: a process was defined that allowed a person showing symptoms to be dealt with quickly: rapid tests were applied; an isolation room was set up to move the affected person and close contacts were analyzed.
• Reinforcement of the health team.
• Installation of temporary mobile offices with Internet access.
• Installation of 3 entry points to the plant, each one with thermographic cameras, which allowed temperature control and automatic mask placement, making personnel entry more agile.
• Expansion of the spaces, which made it possible to maintain the separation between people and limited seating capacity. New dining areas, restrooms and parking were installed.
• Swabs: to detect people who were suffering from the disease and were asymptomatic, rapid COVID-19 detection tests were performed: random, based on the presence of symptoms or mass tests, which were performed on all personnel on three occasions. In total, 4,868 swabs were taken.
• Digital PPE: this is a tool that records close contacts (less than 2 meters and lasting more than 15 minutes), through the use of devices delivered to the premises, which makes it possible to isolate people quickly and accurately when positive cases of COVID-19 are detected.
• Communication: digital billboards were placed in high-traffic areas to raise awareness based on key messages, new measures, and recommendations. In addition, a COVID-19 service channel was created through WhatsApp.

6.2

OUR COMMUNITY

United Nations Global Compact: 1 and 8

Material topics: Community Relationship and Social Investment, Indirect Economic Impacts

6.2.1

PROFERTIL AND YOU

The community in which we are immersed is, to a considerable extent, our reason for being. Therefore, we develop programs that allow us to get closer to our neighboring community and work together in sustainable actions.

Our management model is oriented to stimulate the relationship between the company and the different stakeholders (suppliers, community neighbors, agricultural sector, NGOs, among others). To support this effort, we hold frequent meetings with all of them in order to learn about their needs and the initiatives they are promoting, so that we can work together to build a better place for everyone.

Through different communication channels, we seek to improve mutual knowledge to achieve the development of relationships based on trust and respect. We conduct diagnostics and analysis of community needs and concerns. Based on this data, we develop continuous improvement actions in our production processes; we implement training and awareness programs on environmental issues, as well as other programs aimed at strengthening community leadership with a triple impact perspective.

6.2.1.1

EDUCATION

PLANT VISITS

BEGINNING: 2012.

OBJECTIVE: Strengthen the work of intermediate organizations, through the training of their community leaders, so that they can be key actors in the development of social projects. It consists of seminars that provide skills and knowledge, both to social organizations and to the Company, generating a horizontal relationship between the company and society, aimed at overcoming the philanthropic model. The three seminars, which make up the training plan, are: Volunteering and Shared Project, Annual Strategic Action Plan and Financial Plan. Upon completion of this first stage, the program continues accompanying the institutions that participated with continuous training courses. These meetings are focused on specific topics of interest for each institution.

WORK AXES: Education, culture, and quality of life.

BACKGROUND: In 2020, due to the context derived from the pandemic, the program was developed virtually. In the first instance, a dialog was held with each of the institutions that were already in the program. Based on the information gathered, the framework of the meetings was defined; the form of implementation and the program was tailored to the needs of the participants. Regular meetings were organized with a training session on the use of virtual tools that facilitated participation. In addition, general meetings were held, in which all the organizations participated, as well as specific meetings on specific topics, in which the organizations were grouped according to their expectations and interests. organizations were grouped according to their expectations and interests.

News 2021: In 2021, the program continued to be developed in a virtual format. With the use of technology by the participants, the meetings were implemented with greater ease. The program was designed with a range of content in its different areas, aimed at strengthening management and addressing the problems of change that organizations had to face due to the context. Four general meetings were held, focusing on sustainability from different perspectives: social, economic, political, and financial of the organizations. At the same time, multiple case conferences were held, and each participating organization had a management follow-up area, where the focus was on continuity and continuous improvement within the organizations. The space for training new leaders was also highly valued by the organizations, providing leadership and project management skills, and generating the opportunity for exchanges among colleagues.

BEGINNING: 2015.

OBJECTIVE: It is part of the Creciendo en Comunidad Program. At the end of the basic training stage, the institutions located in Ingeniero White are invited to participate in the Project Board to develop social investment initiatives that directly contribute to improving the quality of life of the community and beautifying the town. It is a democratic space for dialog, where each of the 15 institutions12 that comprise, it has the right to one vote, as does Profertil. This brings horizontality to the process, empowers the institutions, and brings the Company closer to the community. It is an innovative program, with an innovative and disruptive process. In this project, Profertil is one more actor, as it annually contributes part of its sustainability budget and leaves the decision on how to manage it to the social institutions themselves. In addition, recreational-training sessions are held, in which the organizations and the Company work on the annual objectives, the raison d’être and the possibilities and opportunities of this collaborative space.

WORK AXES: Education, culture, and quality of life.

BACKGROUND: In order to work on the link with the institutions in the virtual modality, different workshops were held, which later made it possible to hold periodical work meetings virtually. In response to the critical social situation caused by the pandemic, the neighboring community decided to deliver bags of merchandise to families with economic needs derived from the ASPO. A total of 7,300 kilos of merchandise and 6,240 liters of long-life milk were delivered. Although this type of action is not part of the Project Board’s mission, the exceptional situation (generated by the AIDS-19 pandemic) motivated this extraordinary action. We also worked to enhance the value of three squares in Ingeniero White. In addition, the Patios Productivos initiative was launched, a program that seeks to promote vegetable gardens in the backyards of the neighbors of Ingeniero White, to encourage the cultivation of their own food, contributing to sustainability and the family economy.
In this first stage, inputs were distributed so that 70 families could generate their own vegetable gardens. The families involved received materials, training, and personalized accompaniment during the first three months, until the gardens began to produce their own food.

NEWS 2021: During the year, the main work conducted was the enhancement of the Plaza del Cangrejo in the Juan B. Justo Boulevard neighborhood in Ing. White (installation of playground equipment, educational and educational games, repair of the existing games and the Crab sculpture, forestation, installation of benches and tables, lighting, and security camera). In addition, improvements were made in 5 other squares: lighting, concrete paths to access integrating games, placement of benches and repair of games. A large mural was also painted in Atilio Miglianelli Square by local artist Giuseppe Girardi and teacher Noelia Maceratesi, together with their students from the Profertil Art Workshop and members of the Project Board. Finally, the second edition of “Patios Productivos” was held, where inputs were distributed so that 70 families from Ing. White could generate their own vegetable gardens.

¹²In 2021, its member institutions are: Sociedad de Fomento de Boulevard Juan B. Justo, Asociación Cooperadora Escuela N° 13, Asociación Cooperadora del Hospital Menor de Ingeniero White, Asociación Helénica, Asociación Amigos del Museo del Puerto de Ingeniero White, Centro de Jubilados de Ingeniero White, Asociación Cooperadora Escuela de Educación Secundaria Técnica N° 1, Asociación Cooperadora Jardín N° 905, Asociación Cooperadora de la E. S. N° 1 Gral. Enrique Mosconi, Asociación Amigos de la Orquesta Escuela de Ingeniero White, Comisión de Madres del Grupo Scout “Don Ernesto Pilling”, Asociación Whitense de Atletas, Club Whitense, Biblioteca Mariano Moreno and Sociedad de Fomento de Ingeniero White.

BEGINNING: 2020.

OBJECTIVE: To stimulate the completion of secondary education, academic excellence, and the contact of young people with the world of work.

WORK AXIS: Education.

BACKGROUND: Understanding that the growth of societies is closely linked to the possibility of studying and training, in February 2020, we launched the first edition of Educate to Transform, a scholarship program aimed at students in the last year of the Technical High School No. 1 of Ingeniero White and the Industrial Operations Technician of the Universidad Nacional del Sur.

News 2021: We launched the second edition, in which 12 high school students and 10 university students received scholarships, in addition to 7 students who have maintained their scholarships since the previous year. In December we honored the 2021 scholarship students, who finished their high school studies at Escuela de Educación Técnica N° 1, with a day that included a visit to the Plant, vocational talks, and the awarding of recognition medals.

6.2.1.2

CULTURE

PROFERTIL CULTURAL CYCLE

BEGINNING: 2005.

OBJECTIVE: Sponsor different cultural activities that are developed in Bahía Blanca and Ingeniero White in order to facilitate access to one of the Human Rights, culture. Likewise, the program contributes to the brand positioning as it helps us to become good neighbors in our community.

WORK AXES: Education, culture, and quality of life.

BACKGROUND: Every year we collaborate with organizations in the city that develop cultural activities in theaters or artistic spaces in Bahía Blanca and Ingeniero White. 2020 NEWS:

News 2021: Through the signing of an agreement with the Cultural Institute of the Municipality of Bahía Blanca, we undertook to sponsor, during the course of the year, activities to promote and stimulate the artistic, educational, and cultural life of the city, with the aim of promoting training, creation and dissemination of actions that tend to strengthen the development of local culture.

BEGINNING: 2007.

OBJECTIVE: To facilitate access to the artistic experience for both children and adults from the community surrounding the plant. It consists of free art workshops at the headquarters of Cáritas de Ingeniero White and at the Sociedad de Fomento of the Boulevard Juan B. Justo neighborhood. The activity includes the teaching of various artistic techniques, providing those who participate with all the materials.

WORK AXES: Education, culture, and quality of life.

BACKGROUND: As of 2017, the workshop includes the mosaicism technique for adults. In 2019, new participants were incorporated, and work was done on the dissemination of the program to attract interested people from the town of Ingeniero White. In addition, different mosaic figures were made to decorate the Medical Room of the Boulevard Juan B. Justo Neighborhood and a cross was placed at the entrance of the Caritas headquarters in Ingeniero White. During 2020, the on-site classes did not continue, and work began on the virtual program project for 2021.

News 2021: We started working on the renovation of the workshop from a new perspective, and openness to the mosaicism, with the objective of getting to know the world and cultural heritage, through a journey through the history of the Mosaic. The workshop is an experience that each person lives in a different way, participating in an educational proposal that aims to build bridges between people and heritage, based on the premise of art as a space or place of encounter and dialogue. Workshops were held virtually, with the participation of 30 people.

6.2.1.3

QUALITY OF LIFE

VEGETABLE GARDEN PROGRAM

OBJECTIVE: Every year, we support clubs that promote sports, through different actions with children and young people in our city. In addition, we donated Urea for the maintenance of the courts of clubs, recognized locally and regionally: Club de Golf Palihue, Club de Rugby y Hockey Puerto Belgrano, Club Universitario Bahía Blanca, Club Deportivo La Armonía, Club Atlético Sansinena S y D, Club Bella Vista, Club Bel- grano de San Nicolás, Club Sociedad Sportiva and LIDA (Liga Interprofesional de Deporte Amateur).

WORK AXIS: Education and sports

NEWS 2021: 19,500 kilos of Granulated Urea were donated to fertilize the fields of sports clubs.

OBJECTIVES: Collaborate with different local institutions on health and quality of life issues.

WORK AXIS: Health and quality of life.

BACKGROUND: In the framework of the COVID-19 pandemic, as part of our actions and given our constant dialogue with nearby communities, we developed activities to provide support and collaboration with key institutions.

News 2021: We support various local institutions that promote health care:

• Hospital Menor de Ingeniero White: Donation of 60 sanitizing kits.
• Hospital Municipal de Bahía Blanca: Donation of construction materials for the “Short Stay Unit” project at the Dr. Leónidas Lucero Municipal Hospital.
• Hospital Interzonal Dr. José Penna: Donation of a 3-channel digital electrocardiograph and a breathing air compressor for medical use.