|   Energix ESG Report  The Green Energy Revolution
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|   Energix ESG Report
1
2021
 ESG Report
Bannie, PolandAccessible document

|   Energix ESG Report  The Green Energy Revolution
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|   Energix ESG Report The Green Energy Revolution
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Table of Contents
|   Energix ESG Report
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Opening  Remark s  – Chair
man 3
Opening  Remark s  – 
CEO 4
Our Activity –  2021 Snapsho
t 5
ESG  Performanc e in 2
021 6
About Us
 9
Our Values and Goals
 10
Our  Commitmen t to Sustaina ble Develop
ment 12
Environmental
Leading  th e Char ge Agai nst Cli mate C
hange 13
Sustainable  Energ y Generati
on 16
Ecological  Managemen t a nd Biodivers ity Conserva
tion 17
Social
Our  Peopl
e 20
Engaging  wit h O ur Stakehold
ers 22
Community  Relation s a nd Investm
ent 23
Occupational  Safet
y 26
Governance
Corporate  Governanc
e 28
Ethical  Busines
s 30
Supply  Chai n Manageme
nt 31
Ensuring  Operationa l Continui
ty 31
Appendix
Annex  I : Abo ut T his Re
port 32
Annex  II : E SG Performa nce Metrics
Environmental  metric
s 33
Social  Metric
s 34
Governance  Metric
s 35
Annex  III : G RI In
dex 36
Annex  IV : SA SB In
dex 40
Annex  V : O ur ESG G
oals 43
Disclaimer
 45

|   Energix ESG Report
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Opening  Remarks
Alony  Het z Gro up  is commi tt ed to contri bu ting to  so
ciety and  promoting responsi ble busine ss practice s,  and
 Energ ix , a s a ke y player in  the Group,  e xem plifi es  th
ese value s at it s c ore. In t he  past  ye ar ,  Energ ix
 has continued to stand o ut as a le ader in s ust aina bility, h
ar nessi ng inn ova tive so lutions and high stan dar ds to 
drive gr owth and promot e positive environ mental an d s
ocial impac ts , w hile mi nimi z ing pot enti al ly harm
ful e ffe cts i n its  oper atio ns. We are proud to have a company such as Energix among the ranks of the Alony Hetz Group.
Today,  w e a re see in g an incre asing dem and for rel
iable and s ustaina ble  energy , and  Energix  hol ds  a leading
 rol e in fulfillin g that n eed. Energ ix 's stalwart  de
dication  to integr ati ng ESG m easures th rough out  its busine
ss strateg ies  drive it s op er ationa l e xcellenc e and continues to be an engine for tangible growth.
I  a m pleas ed  to pre sent Ener gix's second  an nual ES
G Repo rt,  la ying out the Compan y's cons ist ent progress
 a nd ac hiev e ments i n areas wi th  a pivotal import ance to its
 sustai nabilit y efforts . The Company  re mains commi
tted to sustain able and signif ica nt business  growth,  while
 i ncr easing its s ubstantial p osi tive impact on the environment, communities, and other stakeholders.
I  hav e gre at tr us t i n the E nergi x tea m, their de dic ation
, and t he ir ability  to fai thf ull y advance t he  ES G perfor
m an ce o f the Co mp any . I am also gra teful to our  stak ehold
ers  and inv estor s for thei r trust and su ppo rt. These me
aningf ul coll ab orations  an d partners hips en abl e Energix to continue its remarkable success and growth.
I  welcom e y ou  to exp lor e how E ner gix has c on tinu
ed to grow and  incre as e its impact in 2021.
Nathan Hetz,
 Chairman of the Board, Energix 
Nathan Hetz,
 Chairman o
f the Board 
Gal On, Israel

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Opening Remarks
I  a m pro ud  to pre sent En ergix second  an nual E SG 
Repor
t 
for 2
02
1, in w
hic
h we portr
ay 
our con
sistent and
 no
table 
perform
ance and growt
h t
owa
rds sustai nabili ty  and ou r inc reasin g impact as a l
eader in the global renewable “green revolution".
This
 repor
t demonstrat
es Energi
x’s commit
me
nt 
to the envir onm ent, the c omm unity, ou r e mploy ees
 and other ke y st ake hold e rs. 20 21 has been  a year of 
substant
ial progr
ess
 for Energi
x. Along
side o
ur 
exceptiona l busi ness grow th  and e xp ans ion, we hav
e continued  to  invest i n our ESG -r elated pe rfo rmanc
e and ac tivi ty.  We ha ve set  1 2 a mbitiou s ESG goal
s to ensur e tha t ou r sigh ts are set on the hig
hest st andards . These  goals to uch up on issues  r anging fr
om  comb atting clima te chan ge, t hroug h promot ing  gender
 equality,  t o investing  in loc al communi tie s. Set
ting these go al s re flects o ur  genui ne  co mmitment  to re
spons ible co nduct and respect  fo r all our sta ke
holders . We  will co ntin ue to report on our progress toward these goals in subsequent reports and we look forward to sharing this progress with you.
Our  compan y a nd our pe ople r emain com mi tte d to
 our co re va lues, wh ic h con tin ue to guid e o ur operati
on s and co nstitute an  in tegral componen t in our  d
eci sion-maki ng  proces s.  We  are ded ica ted  to del i
ver on our purpose, a nd our actio ns -  couple d with meani
n gful p artn erships with v arious s tak eholders  - e nsu
re tha t sustainability remains a top priority and a key driver of growth.
Thank you  fo r taki ng  an inte re st in Ene rgix ’s 2021 ESG report.
Asa (Asi) Levinger
 CEO, Energix
Asa (Asi) Levinger
 CEO
Banie, Poland

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Our  Activit y 20 21 Snapshot
|
13
Years of activity
136
Employees
(+51%  annual increase)
3,120GWh
Generated over 
the years
939GWh
Generated in 2021
(+19% annual increase)
2,126MW
Total mature energy 
generation portfolio
(+32%  annual increase)
602MW
Commercially active 
energy generation 
capacity
(+50%  annual increase)
664MW
Energy generation 
capacity under 
construction /
preconstruction
(+40%  annual increase)
860MW
Energy generation 
capacity in advanced 
initiation
(+17% annual increase)

ESG Highlights 2021
Environmental
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Through our Environment-related activities, we 
promote the following U.N. Sustainable Development 
Goals (SDGs):
Curbing 
Emissions 
665,576  metri c to ns  of C O2-e emis sion s were avoided  th
rough  our c lean energy generation1
Water 
Conservation 
6,214  Megaliter s of wa ter were cons erved t hro ugh our e
ffici ent cl ean energy generation
Ecological 
Conservation 
$5.5  millio n we re inves te d in ecolo gical conser va tio n at o
ur s it es, such as landscape  pr eservati on and wil dlife protection efforts
Landscape 
Preservation
Throughout t he co nstruction and  ope
r ations of ou r pr oject s, no terra
in w as remove d fro m our pr
o ject 
s ites,  maintain ing soil  integrity and pr
eserving the natural landscape
Biodiversity 
Protection 
711  anima l crossin gs ar e in place acr oss ou r sites , o
f wh ich 242 wer e constructed in 2021
Sustainable 
Procurement 
100% 
o f th e com pany's sola r panel s and wi nd t
u rbine
s  are procu red f rom suppl
i
ers w
i th robust s ustain ability frameworks, incl uding setting  ambitious
 decarbonization and waste reduction goals
Reducing Our 
Carbon Footprint 
48%  o f t he comp any f lee t are hybrid v ehi cle s and the
 compan y' s offi ces  in  Israe l and the  United  S tate
s are lo cat ed i n LE ED Platinu m and LEED Gold buildings, respectively.
1 Relative to other conventional forms of energy production
For detailed information regarding our environmental 
management and performance, see pages 13-19

ESG Highlights 2021
Social
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Through our Social-related activities, we promote the 
following U.N. Sustainable Development Goals (SDGs):
Social 
Investment 
Through long-term partnerships with nonprofit organizations, 
$182,000 
w ere in vested in
 soci al cause s throug h our Soc ial I nvestmen
t Plan 
Community 
Engagement 
$239,000  thousan d we re inves te d in comm unity infrastr
uct ure and pro jects  for local co mmu nities i n the  vicinity of our sites
Employee 
Development 
1,330 
h ours we re inv ested in 
e mplo yee traini ng, averaging 9.8 annual
 hours per employee
Employee 
Safety 
0 
0  severe injuries o ccurred a
m ong emp loyees and contractors due to t
he company's robust safety management practices
Diversity and 
Inclusion 
202 h ours we re inv ested in 
e mplo yee traini ng on dive rsit y, inclusio
n, and respect in the workplace
For detailed information regarding our social 
management and performance, see pages 20-27

ESG Highlights 2021
Governance
|   Energix ESG Report
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Through our Governance-related activities, we 
promote the following U.N. Sustainable Development 
Goals (SDGs):
Values-based 
Operations 
The c ompany's ac tivities are  foun ded upon
 our 5 core val ues: E xcellence
, Long-distan ce Running, Cre ativity, T ransparency a nd Elite Team Spir
i
t. Thro ughou
t  2021, we  continued to implement these values in our
 corporate culture.
Diversity in Senior 
Management 
40% 
o f th e com pany's Seni or Manag ement positi ons are hel d by women
 
2  , reflecting our commitment to equal opportunity.
Board 
Independence 
57% 
o f th e Boa rd of 
D irec tors are in depen dent director s, reflecting our comm
itment to promote and represent the interests of a broad range of
 stakeholders.
Board 
Diversity 
43% 
o f Bo ard me
m ber posi tions are h eld b y wom
e n.
International 
Standards 
Energix  meets the h ighest en vironmental, soc ial, and ethi
c al standa
rds set for th by the EBRD 
3   in all entities to which it provides
 financing.
2  As of 31/12/21. In 2022, Tanya Fridman was appointed Acting CFO, bringing the share of women in Senior Management positions to 60%.      
3  European Bank for Reconstruction and Development
Our mature projects include commercially active projects, partially completed and partially connected projects, projects under 
construction/preconstruction, and projects in advanced in advanced stages of initiation.
For detailed information regarding our corporate
 governance management, see pages 28-31

About This Report
About  Us
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Energix  Group is a global renewable energy company, with operations in the United States, Poland, and Israel. We are a one-stop-shop for renewable energy projects, managing the
 full lifecycle of solar (PV) and wind energy generation projects, from the planning and construction stages through their operational activity. Our vision is to be a breakthrough Global
 Green Utility (“GGU"), committed to our future on the planet. 
We are a significant player in the renewable energy market, with a mature portfolio of 2.1 GW (of which 715 MW is fully operational), and an additional 6.4 GW under development 4 . We
 are currently working toward expanding our activity to include projects focusing on energy storage in the countries in which we operate. Effective and sustainable energy storage is a
 major challenge in today's energy environment, and we strive to do our part in implementing successful solutions . Energ ix Group's second annual ESG Report describes t
he environmental, social, and economic impacts of our activity. In our first ESG Report (see ESG Report 2020), we described our activity in-depth and laid the foundation for futu
re reporting. In this report, we intend to provide key updates regarding our activity in 2021.
2500
Energy Production Portfolio 2021, MW DC
Operationa  602
0
500
Under  constructio n 664
1000
Advanced  developmen t 860
1500
2000
Total 2,126
l
Operational Energy Production Capacity, MW DC
2018
258
2019
320
2020
402
2021
602
2022 
forecast
854
Energy Produced, GWh
2018
455
2019
649
2020
788
2021
939
Operational Energy Generation Capacity, MW DC by type,
602
MW
170, 
28%
432, 
72%
Operational Energy Generation Capacity, MW DC by territory
ISRAEL
43%
259, 
USA
29%
173, 
POLAND
28%
170, 
4 Our mature projects include commercially active projects, partially completed and partially connected projects, projects under construction/preconstruction, and projects in advanced in advanced stages of initiation.

|   Energix ESG Report  The Green Energy Revolution
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|   Energix ESG Report  The Green Energy Revolution
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Our  Value s a nd Goals
Our activities are rooted in our triple-win strategy, through which we strive to simultaneously create value for the 
environment, the company, and society at large.
Long-distance 
running
1
Stability and 
persistence, fostering 
long-term partnerships 
Excellence
2
Striving always to 
achieve the best result
Creativity
3
Thinking outside the box
 and always looking for
 unique solutions to
 overcome obstacles
Transparency
4
Total mutual trust
 and credibility 
Elite team
 spirit
5
Operating as one cohesive 
group in accomplishing 
our goals
This strategy is driven by our core values, which guide us and our actions every day. Our values lead us to always strive to be better, both in our 
business activity and in our interactions with our stakeholders. Our activity, as a whole, inherently has a positive impact on the world. Yet we 
constantly strive to better ourselves and improve our environmental, social, governance, and ethical performance. 
Therefore, in the past year, we have designated ESG has a key focus issue of the Company. Under the auspices of the Board of Directors, the 
Company's Senior Management and our internal ESG leadership set out on a rigorous process of determining our ESG path forward. 
One of the key steps we have taken is setting 12 ambitious ESG goals in areas which we consider to be material to our activity.  Our goals range
 from key environmental and social issues, such as carbon neutrality and social investment, to vital corporate governance issues , such a
s responsible and sustainable supply chain management. 
These goals reflect our commitment to continued improvement across the ESG issues most relevant to the company's activity and  most
 significant to our various stakeholders.FFollowing the approval of our goals, we immediately began planning and implementing the necessary
 frameworks to achieve them. We look forward to providing updates on our progress in subsequent reports.
A comprehensive list of the company's ESG goals and their impact can be found on page 43 (Annex IV: Our ESG Goals)

Our ESG Goals
port
e
G R
x ES
ig
re
|   En
11
“Energi x has undergone an in-depth process o
f setting its ESG goals. I am proud of th
e collaboration and engagement conducted wit
h stakeholders as part of this process, and it
s outcome. Working toward and achieving thes
e ambitious goals will substantially increase th
e Company's environmental and societal impact i
n the short, medium and long term, including i
n areas outside the scope of the Company's cor
e business as a global green utility”
Alona  Sheafe r (Karro) ,External Director
E
S
G
G
E S
S
E
G
S
E
G
G
E S
S
E
G
G
E S
E
S
G
G
E S
E
S
G
S
E
G
S
E
G
By
 2023
Conduct ethics training workshops for 
100% of employees
By
 2025
Implement ecological management systems in 
100% of projects
Senior Management and the Board of 
Directors will be 50% women
Double the amount of hours invested in employee 
and contractor safety training
Obtain ISO 14001 and ISO 45001 certifications for 
environmental and safety management
Invest 50% of employee training hour in 
personal and professional development
By
 2027
Perform ESG audits of 100% of 
suppliers and contractors
By
 2030
Invest 3,500 hours in employee volunteering
Carbon Neutrality across all operations 
(scopes 1, 2, and 3)
Generate NIS 15 million in economic 
value for local communities
Recycle 80%+ of energy generation platforms
Ongoing
Maintain 50%+ independent 
directors on the Board of Directors

|   Energix ESG Report
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Our Commitment to Sustainable Development
We are committed to promoting the advancement of the United Nations' Sustainable Development Goals. These goals set the foundation 
for sustainable growth and our activity and operations contribute both directly and indirectly to a number of these goals:
Targets: 3.9
Our  renewabl e ener gy generat ion significa
ntly re duc es the  a mount of p ollutant s 
rel
eas
ed to th
e 
air co
mpar
ed to 
fossil fuel  ener gy  gene rat i on. This , in t
ur n, has a p ositive  im pact on t he  healt
h, safety, and  w ellbe in g of people and communities in which we operate.
Targets: 4.4 | 4.5 | 4.7
We  contribut e to multi ple y outh educ
ation pr ograms thr ough o ur Social Inves
tment pl an , focusing on  disadvantaged youth.
Targets: 7.1 | 7.2
We  generat e significa nt amou nt s of c
lean, ren ewabl e s olar  and w in d ene
rgy in th ree  cou ntries  and w ork t
oward m
ak
ing th
ese 
sources of
 en
ergy more accessible and reliable.
Targets: 8.4 | 8.8
Our  operation s crea te high-quali ty, well-pa
ying  jo bs fo r local com munities t hro ughou
t our areas  o f ac tiv ity . We als o se
t and mai nta in high standard s for e nsurin
g e mployee safety, health and wellbeing.
Targets: 9.4
Our  sturd y renewab le ene rgy infrastruc
ture dir ectly contr ib ute s to t he energy diver
si fication of  elec tricit y g rids a cross t
he world, 
ther
eby I
ncreasing b
oth
 their reliability and  sustainability.
Targets: 11.6
Our  clea n ener gy generat ion red uces poll
ution le vels in ur ban a re as close to 
conven tional ene rgy ge ner ation pl ants a nd 
provides ci ties  and co mmun it ies w ith a steady flow of green energy.
Targets: 12.2 | 12.5 | 12.7
Our  energ y generati on platfo rms  are respon
sibly s
ourc
ed from environ
mentally su
stainable  com panie s with  lower car bon  foo
tprin ts and l ow- w aste effo rts.  These p
latforms h ave  exten ded  lifecy cles and redu
ce the ad verse environmental impacts of energy generation.
Targets: 13.3
Our  clea n renewab le ene rgy genera tion dir
ectly contr ibutes  toward a chievin g cli ma
te goals
 by
 reducin
g and avoi
din
g greenho use gas e miss ions resulti ng fro
m conventional energy generation.
Targets: 15.1 | 15.9
We  hav e robu st ecologi cal manage ment prac
ti
ces i
n plac
e a
cross
 o
ur site
s to 
protect loc al ecosys tems, Includ ing biodiv
ers ity manag eme nt an d land scape and wa
ter source preservation efforts.
Targets: 17.7
We  generat e a nd prov ide Renew able E
nergy c red its a nd ot her green ce rt ificates 
to co mpanie s wh ic h enabl e the m to improve t
heir sustai nab ilit y per formanc e and meet their climate goals

Environmental
Leading the Charge Against Climate Change
Climate change is one of the most pressing global challenges, 
affecting every country, disrupting economies, and putting millions of 
people and communities at risk. As weather patterns are changing, 
sea levels are rising, and extreme climate events are becoming more 
frequent, entire industries and supply chains are placed under threat. 
According to the IEA5,energy-related CO2 emissions grew to 36.3 
Gigatons in 2021, an all-time record high6 . Global CO2  emissions from 
energy combustion and industrial processes rebounded in 2021 to 
reach their highest ever annual level. The 6.9% increase in CO2 
emissions from the electricity and heat sectors in 2021 was driven by 
the largest ever year-over-year increase in global electricity demand. 
This constituted a 900 Megatons increase in emissions, accounting 
for 46% of the total global increase in emissions.
|   Energix ESG Report
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It is evident now, more than ever, that urgent action is required 
to mitigate the impacts of climate change and adapt to its 
adverse effects.  We believe that the renewable energy sector 
has a crucial role in paving the path and leading the charge 
against climate change, through reducing reliance on fossil fuels, 
and countering the effects of climate change.
E
S
G
We believe in the power of collaboration to promote real change. As 
such, Energix  Group and its subsidiaries are members of various
 renewable energy organizations and associations. These include the
 Green Energy Association of Israel, the Polish Wind Energy
 Association, and the Chesapeake Solar & Storage Association
 (CHESSA) and the Solar Energy Industries Association (SEIA) in the
 United States. Through these organizations, we work alongside fellow
 member companies to promote the generation of clean and
 sustainable renewable energy.
5International Energy Agency
6 Global Energy Review: CO2  Emissions in 2021, IEA: 
https://iea.blob.core.windows.net/assets/c3086240-732b-4f6a-89d7-db01be018f5e/GlobalEnergy
ReviewCO2Emissionsin2021.pdf
Sepopol, Poland

|   Energix ESG Report
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E
S
G
Our Environmental Impact 
In  2021, by produci ng 939 GWh of clean ene rgy, we avoided:
The emission of 
665,576
 metric tons o
f CO 2-e
+ 168,228 metric tons 
compared to  2020
The emission of 
1,142 
metric tons of pollutants 
(NOx, SOx, and PM)
+143  metric ton
s compared to 2020
The consumption of
 46,214 
Megaliters 
of water
+7,472 Megaliters
 compared to 2020
This is  Equivalen t to
The amount of CO2-e that would have been emitted from7 :
Consuming
 1,540,949
 barrels of oil
+389,483 barrels 
compared to 2020
Burning
3334,02
5 metric tons of coal
+84,680 metric tons 
compared to 2020
Fully charging
 80,962,425,95
1 smartphones
+20,463,699,019
 smartphones
 compared to 2020
driving
 143,411
 cars driven for one
 year
+35,411 cars 
compared to 2020
The amount of CO2-e sequestered by
11,005,356
 tree seedlings grown for 10 years
+2,781,664 trees 
compared  to 2020
The amount of water 
required to produce8
15,515
 metric tons of rice
+2,994 metric tons 
compared to 2020
58,503
 metric tons of bananas
+2,994 metric tons 
compared  to 2020
7 The US Environmental Protection Agency's Greenhouse Gas Equivalencies Calculator: https://www.epa.gov/energy/greenhouse-gas-equivalencies-calculator 
8 All water equivalency calculations based on the Institution of Mechanical Engineer's Global Food Report: https://www.imeche.org/docs/default-source/reports/Global_Food_Report.pdf/

Reducing Our Carbon Footprint
In addition to our renewable energy generation, we also make efforts to reduce the 
carbon footprint of our own operations:
Transition to a Low-Carbon Corporate Fleet
We have transitioned 48% of our corporate fleet to hybrid vehicles. 
 
 
|   Energix ESG Report
15
E
S
Green Offices
Sustainable Supply Chain 
G
reen Offices
Our HQ offices in Israel are in a LEED Platinum certified building, which is the 
highest LEED certification available, demonstrating our commitment to the 
preservation of environmental resources and to the health and safety of our 
people and our surroundings. Our U.S. offices are located in a LEED Gold 
certified building.
S
ustainable Supply Chain
Our commitment to suppliers who are pioneers of sustainability in their 
fields with robust decarbonization efforts and plans allows us to reduce 
our supply chain emissions.
Enabling Sustainable Business
Over 370 companies are members of the RE100 global initiative (Renewable Energy 100%), a 
group of large companies committed to consuming 100% renewable energy. A large number
 of these companies meet this standard by purchasing Renewable Energy Credits (RECs),
 generated by renewable energy companies, like Energix. By providing RECs to leading
 companies, we allow them to meet their need for renewable energy consumption, fulfil their
 climate commitments and improve the sustainability of their operations.
Pamlin, USA

Sustainable Energy Generation
|   Energix ESG Report
16
E
S
G
Sustainable energy and sustainable energy generation are 
at the core of our value chain and cut across our business 
model as well as our operations and supply chain.  Our 
core business is generating sustainable energy and we 
make sure that our supply chain and processes follow 
suit.
We procure sustainable solar panels and wind turbines 
and optimize their end-of-life treatment.
 In this way, we are committed to generating renewable
 energy in the most sustainable manner possible.
We make sure that our suppliers have robust 
sustainability programs in place. From sustainably 
sourcing the materials required to produce the energy 
generation platforms to ambitious climate and waste 
goals. 
Our two platform suppliers and strategic partners, First 
Solar and Vestas, are industry leaders in sustainability. 
Both constantly make efforts to increase the share of 
recycled materials in their products and to improve their 
environmental and social performance. 
Together, we are building the foundation for a future of 
sustainable, clean energy.
We are in the process of finalizing an arrangement with 
First Solar to recycle used solar panels. 
First Solar reuses approximately 90% of the key materials 
from recycled panels. Until the platform recycling plan is 
in place, we are storing used panels from our U.S.-based 
projects in the company’s warehouses as to avoid sending 
them to landfills.
IIawa, Poland

|   Energix ESG Report
17
Ecological Management & 
Biodiversity Conservation
Ecological conservation, and particularly biodiversity, are vital to the 
continuity of ecosystems. As a sustainability-focused company, we 
acknowledge the profound responsibility we have toward 
maintaining and supporting local ecosystems. We are committed to 
integrating our operations into their environments as seamlessly as 
possible, minimizing adverse impacts on the landscape and wildlife 
and strengthening ecosystems.
Biodiversity & Wildlife Con
servation
In 2021, we constructed 242 animal crossing across our sites, bringing their 
total number up to 711. 
Our wind projects are equipped with advanced bird and bat detection 
technologies to reduce collisions with wind turbines. All projects undergo a 
rigorous ecological survey before construction is initiated and solutions are 
implemented to preserve local wildlife.
In 2021, at our U.S.-based projects, we initiated plans to implement 
pollination meadows and bee colonies at our sites, supporting bee 
populations and local pollination efforts.
At our wind project in Banie, Poland, we elected to set down 4 km of cable 
underneath a local forest and a total of 30 km underneath the ground, 
despite receiving authorization to cut down the entire forest. This allowed  u
s to keep the forest and its inhabitants intact and undisturbed, reflecting ou
r commitment to biodiversity and landscape preservation.
E
S
G
In 2021, we invested $5.5 million  in
 environmental and ecological conversation
 efforts at our sites
Sepopol, Poland

Ecological Management & 
Biodiversity Conservation (cont.)
Landscape p
reservation
In 2021, we maintained our policy of zero terrain removal from project sites. All terrain was 
preserved within the boundaries of the site.
We heavily invest in maintaining soil integrity and implementing measures to control erosion and 
stormwater. In 2021, these efforts included hydroseeding and planting endemic plants and trees. 
We strive to optimize land usage across our projects, constructing and operating the largest 
amount of renewable energy platforms on as little land as possible.
We try, where possible, utilize land which can serve no other purpose. For example, at our solar 
energy project in Ne'ot  Hovav, Israel, we constructed a 500,000 m 2 site on contaminated lan
d adjacent to an industrial zone. After rehabilitating the toxic pools on the land, we erecte
d 400,000 PV panels which provide electricity for 180,00 people.
Water s
tewardship
In an effort to protect local bodies of water, we erect silt fencing and conduct wetland and stream 
delineation processes. Where relevant, we purchase nutrient credits at our U.S.-based sites.
We partner with relevant institutions, such as the U.S. Army Corps of Engineers and the Virginia 
Department of Environmental Quality, to explore and implement creative solutions to water 
conservation challenges.
We are constantly seeking to optimize water consumption in our panel cleaning protocols. We use 
water to clean panels at our Israel-based sites only, due to the relatively low amounts of rainfall. In 
2021, we consumed a total of 3.3 Megaliters of water in our renewable energy generation, thereby 
conserving 46,214 Megaliters that would have been consumed through conventional energy 
generation.
|   Energix ESG Report
18
Menuha, Israel
E
S
G

|   Energix ESG Report
19
Case Study
 SEPOPOL, POLAND
In Sępopol, Poland, we faced significant environmental challenges 
which provided us with unique opportunities to come up with creative 
and innovative solutions. Half of the site's wind turbines are located in 
the Natura 2000 “Ostoja  Warmińska”, a breeding and resting site for
 rare and threatened species, and birds in particular. To minimize our
 effect on the local wildlife, we conducted extensive bird observations
 and surveys to assess the birds' activity in different areas. Following
 the surveys, we installed advanced bird deterrent systems on each
 one of our turbines which identify and analyze approaching bird
 movement and send out a warning to the birds with sounds and lights.
Our next challenge arose when we discovered rows of trees covered 
in protected lichens on our planned turbine delivery route. Our original 
plans required cutting down some of these trees to transport our 
platforms from public roads to the site. However, when faced with this 
challenge, we decided to go the extra mile to ensure that our clean 
energy will be generated while protecting local flora. Instead, we 
created an alternative route without cutting down a single tree. 
Despite requiring an additional investment, we felt that this solution is 
aligned with our values and our goal of minimizing adverse 
environmental impacts.
In addition to the extensive ecological conservation efforts 
implemented in the project, we fostered close ties with the Sępopol
 community. We listened to them, acknowledged their needs, and
 contributed to various social projects. For example, we donated funds
 to the restoration of historic buildings in Sępopol' s town square an
d contributed to providing volunteer firefighters with critical uniforms.
Leading up to the operation of the site, we held an opening ceremony 
in order to celebrate together with the community. The ceremony 
coincided with the local Children's Day, so we organized an art 
competition for school students and a family picnic in Sępopol's
 stadium.
In Sępopol, we implemented our holistic triple-
win strategy to provide creative solutions to 
coexist with local wildlife and ensure that local 
communities remain happy, healthy, and satisfied.
E
S
G
Sepopol, Poland

z
|   Energix ESG Report
20
Social
Our People
We are only as great and innovative as our employees. We 
deeply appreciate their efforts and commitment to creating 
sustainable growth and success. As the drivers of the company, 
we go to great lengths to foster their creativity and ensure their 
wellbeing.
Employees, by country of operation
ISRAEL
53%
POLAND
10%
USA
37%
Employees, by gender
65%
 Mal
e employees
35%
 Femal
e employees
We have grown  and expanded substantially in the past year. As of the
 end of 2021, we have reached 136 employees across our countrie s o
f operation, representing a 51% increase in our headcount. Through ou
t this expansion, we have remained committed to maintain ing 
the gender balance of our workforce, both in management-level positi
ons and across our entire workforce.
Employees, by age and gender
51 <
31-50
30 >
Male employees
Female employees
E
S
G

Creating a Positive Work Environment
The wellbeing of our employees is our top priority. We invest great efforts in 
creating a comfortable and stimulating work environment and a respectful and 
inclusive work culture. Our goal is to create optimal working conditions to 
foster creativity and accommodate the needs of our employees. We offer 
flexible working hours and work-from-home days to accommodate our 
people's personal lives and schedules. We also hold company vacations and 
retreats to show our appreciation for our employees and offer them a well-
deserved break. We believe that these efforts foster innovation and creativity 
and allows our employees to feel heard and valued.
We have a strict zero-tolerance policy for all forms of harassment and 
discrimination and have set in place clear protocols and reporting mechanisms 
so that all employees at all levels can feel safe and protected. In 2021, we held 
a Diversity and Inclusion workshop for all our U.S.-based employees which 
focused on unconscious bias and discrimination. The workshop dealt with 
issues such as managing biases and preventing harassment and 
discrimination. In addition, all our employees are required to complete an 
online tutorial on prevention and management of discrimination and 
harassment in the workplace. 
Employee Development
Our people are our most valuable asset, therefore we place great emphasis on 
employee development. Our training initiatives cultivate a stimulating working 
environment and encourage curiosity and creativity, as well as personal 
development. Throughout 2021, we invested a total of 370 hours in personal and 
professional employee development training in varying topics, including public 
speaking, English language skills and more. In addition, 195 hours were dedicated 
to diversity and inclusion training. Over 110 hours of compliance training were 
also provided, addressing sexual harassment awareness, data security, and 
management compliance training.
In 2021, we invested an average of
 9.8 hours in training per employee, an
 increase of 4.2 hours from the previous
 year. 2.7 of which were dedicated to
 personal and professional development
Employee performance reviews are conducted annually for each 
employee, in a biliteral setting involving employee-manager open 
discussion and comprehensive evaluation and setting professional 
goals for the employee to achieve in the upcoming year.
In 2021, 99%  of our employees worldwide
 underwent in-depth performance reviews.
|   Energix ESG Report
21
E
S
G
For information regarding channels of communication between 
management and employees, please see our 2020 ESG Report (p. 44)

Engaging with Our 
Stakeholders
Our  stakeholder s a re m ore than bus iness co hort s; 
they ar e genu ine  allies and  pa rtner s who  are vi
tal  to o ur success a nd  whose r el ations hip w e c
herish. We de eply  va lue our rela tio nships  w ith our s
tak
eholders and 
inv
est in foster
ing new 
relat
ionships a nd  strengthe ning exis tin g one s. Th ere
fore, we  pri orit ize prov idi ng for their  nee ds 
and ensuring that they both lend and receive value from our partnership.
How We Engage with Our 
Stakeholders
We  inves t great ly  in foste rin g and maint ainin g cl
ose tie s with our st ak eholders. We  consi sten tly
 engage w ith our pa rtners, employees,  clients, su pplie
rs, contract ors , loc al communities, and other key stakeholders.
For  example s on ho w we m ana ge our relati onsh
ips  with key sta kehold ers , p lease see  the foll
owing cha pte rs: Supplie r s and Contr actors - S upp
ly C hain Mana g ement (p. 31 ) , Employees –  Tran
spa rency &  C ommu nicat ion (2020 E S G Report,
 p. 44), Loc al Communi tie s – Com mun ity Relatio n
s and Investm ent  (p. 23), and the environment – Environmental (p. 13-19).
|   Energix ESG Report
22
E
S
G
Our Main Stakeholders
The Environment 
and  its Representatives
Customers & Electricity 
Consumers
Electric Utilities 
companies
Financers
Shareholders
Regulators and 
Governmental 
Entities
Local Communities 
and Authorities
Suppliers
Contractors
Employees
Strategic 
Partners

Community Relations & Investment
Transparent Communication with Local Communities
Clear and consistent communication with local communities and the satisfaction of the local 
residents is key to the success of our projects. To that end, each of our projects is assigned a 
Community Liaison. Community Liaisons are responsible for forming close relationship with 
community leadership and keeping communities updated. They work alongside community 
representatives to better understand the needs of the community and find and implement 
creative solutions to any issues or objections that come up. This communication channel 
guarantees that any community suggestion or complaint is heard and addressed. If 
complaints are received, we consider all aspects and cooperate to find and implement a 
solution acceptable to all sides. For example, in 2021, at our solar energy project site in Eshel
 HaNas i in Israel, we received complaints regarding the proximity of the panels to criticall
y endangered plants. In response, we reduced the number of panels in that area in order t
o address the concern.
Supporting Local Economies
In addition to providing clean and reliable energy, our activity has significant indirect 
economic impacts on local communities. Our tax dollars create local job opportunities for 
community residents and fund local government initiatives. In 2021, we paid a total of $9.1 
million9 in taxes to local municipalities and state and federal governments in the U.S, Poland, 
and Israel. In our Israel projects, we provided $219 thousand to local municipalities in 
payments for nonconforming land use in 2021. We also actively invest in community projects 
and infrastructure in order to strengthen our ties with our neighbours.
Taxes Paid to Local, State, and Federal Governments, 2021
9,101
USD Thousands
54%
Federal
26%
Local
20%
State
"Fostering and maintaining our relations
 with local communities is the foundation
 of a successful project. By being attentive
 to their needs and investing in local
 culture and infrastructure, we become a
 part of the community and our projects
 become truly mutually beneficial"
|   Energix ESG Report
23
Lior  Siew, VP 
P roject De velopment, Isr ael
E
S
G
Investments in Community Infrastructure, USD thousands
2020
199
2021
239
In 2021, we invested a total of $239,000  in local projects and infrastructur e i
n communities around our projects. These investments included paving an
d renovating roads, replacing irrigation infrastructure, and more.
9 This figure includes $4,459,536 in taxes for the year 2021 which were paid in 2022.

|   Energix ESG Report
24
Case Study
 Buckingham, Virginia
After our solar energy site in Buckingham, Virginia was 
connected to the grid in 2020, we remained dedicated to 
keeping in touch with the local communities and being 
attentive to their needs. We are always looking for ways to 
engage with communities and give back, and a particularly 
special opportunity arose when we were contacted by 
QuickStart Tennis. QuickStart Tennis is an organization 
dedicated to providing children with educational 
opportunities through tennis. When they alerted us to the 
urgent need for children's reading books, we sprang into 
action and supplied books to all 210 preschoolers and 
kindergartners at Buckingham Preschool and Buckingham 
Primary School, along with fun and exciting giveaways. Our 
hearts were warmed weeks later when we received letters 
of appreciation from the children.
"We are proud of our long-term partnership with Buckingham County,
 and we are honored to make a contribution that benefits young
 people in the community. When Energi x develops a project, we ar
e not only committed to developing a top tier solar facility. Ou
r commitment goes well beyond that. We invest in the communitie
s where we operate and work alongside local governments to identif
y opportunities and benefits for the community"
Itamar  Sarussi, COO 
o f En ergix U S
Mt. Jackson, USA
E
S
G

Supporting Social Causes
Since  2020 , o ur donati ons  and volunte ering acti viti es h ave bee
n c ar ried out i n ac cor dance with our S ocial I nves tment Policy. 
This  p olicy pr ovides  t ha t w e pledg e to d onate 1 % of our 
pre-tax a nnu al profits to va rious  c haritie s  and or ganizati on
s. In 202 1, we pled ged  a total  o f $2 85,000  in donations  a nd 
carried o ut $182 ,000 of t hat ple dge (t he remainder of the allocated pledged funds were carried over to 2022).
These  donation s we nt tow ard organizat ions prom oting social 
causes, fo cusing on env ironmental sust ainability , sup porting loca
l c ommunitie s, an d fosterin g y oung leader shi p and innovation . 
Our soc ial  invest ment is c arried out th roug h long-term  relati onsh
ips  with non -profi ts  aligned w ith o ur values a nd  go als.  B
y su ppor ti ng these act ivi ties, w e are able to g i ve b ack to
 t he comm uni ty an d promote ini tiativ es with a real  i
mpact on peop le , and you th in par ti cular, a cross Israel. We make no contributions to political campaigns or lobbying organizations.
We 
s upported t
h e fo
l lowing organizations through our social investment activities in 2021:n
|   Energix ESG Report
25
E
S
G
Desert Stars
An organization dedicated to fostering leadership and 
entrepreneurship among Bedouin youth, through leadership and 
educational programs and professional workshops. Our donation 
funded two leadership programs for hundreds of Bedouin youth.
Nirim
A boarding school housing approximately 100 severely 
disadvantaged youth aged 14-18 and provides them with the 
opportunity to discover their strengths and become self-
confident and contributing members of society. Our donation 
went toward an advanced STEM educational program for the 
students.
Yad LaBanim
An organization dedicated to remembering and honoring IDF 
soldiers who fell in the line of duty. Our donation went toward 
scholarships that were given to the children of fallen Druze 
soldiers
Ofanim
A nonprofit organization providing interactive educational 
activities to children in Israel's geographic and social periphery.
Hetz  Umatara
A charity operating educational programs for children and youth 
with special needs focused on developing life skills through the 
physical, mental, personal and group challenges associated with 
cycling.

Occupational Safety
W
e are  deepl y committ ed  to protec tin g the hea lth an d saf ety of
 ou r people an d co ntra ct ors wit h whom  we engage.  We ha ve est
ablished r obu st safety govern an ce an d manage m ent sys te m in o
rde r to fos t er a  culture  o f sa fety  and maintain  a  high  s
tandard o f safe work env ironment s. In 2021, we c ont inued to  st
rength en  our empl oye e safety frameworks and invest in the safety of employees and contractors.
As  wit h a ny construct ion  and field  wo rk, our op erat ions  come wi
th inh erent safety risk s, rangin g fro m operati ng heavy m ac hinery an
d wor king at  he ights t o noise  hazards and vehicle saf ety . Exten siv
e risk  asse ssments  ar e c arried out before every pr oje ct an d the  a
ppropr iat e cou nter meas ur es are pu t in pl ace to  re duce the ri sks  i nvo
lved.  I n addi tion , regu lar audit s a re perfo rme d a t all of our sit
es to ensur e tha t safety  pr otocols  are foll owe d and an y safety ha zar
ds are ident ifi ed. Audit findings are closely examined, and relevant corrections and improvements are implemented.
Safety Governance
Given  th e importan ce  of saf et y, we estab l ished a d edicat ed Sa fe
ty Foru m t o oversee  the c ompany's sa fet y man ag ement.  T he Fo ru
m is headed by the  VP of Constru ction and it s m embers in clude co nst
ruc tio n a nd ope ration ma nag ers an d the CEO and S afe ty Tr ustee
 of our
 safety 
consu
lti
ng fir
m. The
 For
um
 holds
 monthly m
eetings where key  safety iss ue s such as saf ety protoc ols , infringe me
nts, and  initi ative s t o impr ove s af ety man agemen t are d isc ussed.
 In 2021,  the Sa fety Foru m met eleven  t imes to  disc uss  safety  targets and
 s afety train ing, analyse potential safety issues at various sites and provide instructions to remedy these issues.
Our  operation s requi re extens ive f ield wor k,  a nd we  go  above  a
nd beyond  to safeg uar d employees  and c ont ractors across our sites.
There 
a re t
h ree pe
o ple res
p onsible for 
e nsuri ng employee safety at our project sites at all times:n
|   Energix ESG Report
26
Safety 
Trustee
Accompanies the 
company throughout its 
safety management, 
including writing up 
safety protocols and 
performing site audits.
Contractor 
Safety Supervisor
Oversees all the safety 
aspects of operations 
and ensures the safety 
of employees and 
contractors.
Energix Safety 
Supervisor
E
S
G
Ensures that the safety 
foremen perform their 
duties.

Safety Management
Our  safet y manageme nt  is codi fi ed  in an ex pan si ve set  of safet y p
rotocols an d proce dur es, by w hich al l c ontract  workers an d Ener gix
 em ploy ees  in Is ra el and t he U.S. ar e b ound. In Pola nd, a major it y o
f our em plo yees work  ex cl usi vely i n our off ice s, an d the refore
 35% of our Polish employees are bound by our safety protocols.
Safety Training
We  inves t great ly  in provi ding empl oye es and c ontract  wor ker s with t
he training and knowled ge  they  re quire  to ca r ry o ut thei r w ork in 
a saf e manne r. Al l worke rs at o ur pro ject sit es r eceive general  safet
y traini ng from tra ined c ompany safe ty o ff icer s and  e xternal s
afety exp er ts w it h whom w e  work  p rior to en te ring a  worksite . I n 2021 
we i nvested a to tal of 1, 368  ho ur s in safe ty train in g, 616 of w
hich were provided to 89 employees and 752 of which were provided to 512 contract workers.
Certain  operationa l activiti es ent ail un ique risks  which require spec ial
ized,  in-depth  t raini ng . In 20 21, 28 En erg ix  employe es and 
60 contra ct workers underw ent spec ialized safety training programs.
In 2021, we invested an average of
 6.9 hour s in safety training per employee 
Safety incidents
Safety  incident s at our proj ect s a re few  and far  b etwee n. I n  2021,
 only 4 s afety in cident s o ccurre d a cros s ou r s it es, a nd only h alf 
led to min o r i njurie s. This r ep resent s a 50% a nnu al reduc tion  in
 safety incid e nts and injur ies from the pr evious ye ar. A com prehensiv
e investi gation is condu cte d into e very in cident, pro vi din g recom
mendations fo r avoid ing  similar oc cur rences i n the f ut ure. Investiga tio
n resul ts are  presented to all relevant parties to raise awareness and prevent future incidents.
In 2021, we had  361 incident-free day
s and reduced by 50% the number o
f safety incidents, an increase from 35
8 incident-free days in 2020
|   Energix ESG Report
27
"Ensuring
 the 
s afety an d we
l lbeing of 
o ur p eople  is a t
o
p pr io
r ity.
 We go above  and beyond to make sure t
hat our employees and contract workers are
 safe and protected throughout their workday"
Israel A viram, VP  En
g ineering & C
o ns
t ruction
E
S
G

|   Energix ESG Report
28
Governance
Corporate Governance
Energix  Grou p i s a pu blic Israeli- based c ompan y w hich  has b ee n l
ist ed o n the  Tel Avi v Sto ck E xchange sinc e 2 011 (TA SE:ENRG).  Th
e company  currently  h as extens ive ope rations  in  the Un it ed Stat es,
 Poland , a nd Israel.  In  the U. S. 
an d Pol and, our operation
s are c ar rie d out b y fully  own ed su bsi diaries,  E nergi x US and Energix Poland. Each one of our projects is owned by a 
 distinc t SPE 10  whic h in t ur n is ow ne d by us or  our local s ubsi
diari es and, w here rel evan t, co -ow ned with one  of our  part ner
s. The  group's Bo ard a nd  Senior  Manage men t, base d in I srael, ove
rse e t he group' s gl oba l operat ions an d are com pliant wit h all relevant Israeli corporate governance regulation.
Energix
 Renewable
 Energies
 Ltd
. For the e
nd of 2021
Pub
l
i
c
46.69%
Alony Hetz Prope
rties an
d Invest
men
t
s L
td. 
53.31%
Israel
PV
100%
 Project s
313 .2 MWp
100%
 Neot Hova
v 37.5 MWp
97%
 Competitiv
e Procedu r
e 190 MWp
100%
 Competitive Procedur e
 2 PV Combined with stora
ge 180-200 MWp
PV
Shared Ownership
70%
 Competitiv
e Procedu r
e 262 MWp
70%
 Competitiv
e Procedu r
e 3 99 MWp
70%
 Competitiv
e Procedu r
e 4 38 MWp
70%
 High Voltage
 Competitive Procedur e
 190 MWp
Wind
73%
 Clean Wind Energ
y 1 04 MWp
Poland
Wind
Full Ownership
100%
 Banie 1+
2 106 MW
100%
 Ilaw
a 13.2 MW
100%
 Banie 
3 82 MW
100%
 Banie 
4 56 MW
100%
 Sepopo
l 44 MW
100%
 Now a Karcz
ma 90MW
PV
100%
 Lubanow
o 12 MWp
USA
PV
Full Ownership
58/100%
 VA 
2 142 MWp
58/100%
 VA Constructio
n 185 MWp
100%
 P
A Constructi
on 110 MWp
58/100%
 VA Projects in
 advanced initiatio
n 500 MWp
PV
Shared Ownership
E
S
G
58%
 VA 
1 82 MWp
Commercially active projects 
Partially completed and partially connected projects
Projects under construction and in pre-construction
Projects in advanced stages of 
initiation
10 Special Purpose Entity

|   Energix ESG Report
29
Board of Directors
Natan Hetz
Chair of the Board 
since 2006
CEO of Alony-Hetz
 Properties and Investments
Aviram Vertheim
Director since 2011
Chair of the board of Alony-
Hetz Properties and 
Investments
Oren Frenkel
Director since 2014
CFO of Alony-Hetz
 Properties and Investments
Alona  Sheafer (Karro)
External Director since 2014
Former Director General of the 
Ministry of Environmental 
Protection
Linda Ben Shushan
External Director since 
2017
Meir Shani
Independent Director 
since 2019
Orna  Hozman-Bechor
Independent Director since 
2021
In 2021, Orna  Hozman-Bechor,
 an independent director, was
 nominated to the Board,
 bringing the Board to seven
 members, creating an
 independent director majority
 (57%) and bringing the share of
 female directors up to 43%.
Our  Boar d of Direct or s is respon sib le for ou tli ning our long-ter m s trate
gy and goals and o verseeing thei r imp lementati on by the company 's 
Senior Management. The Boar d’s res ponsibilit ies  also inc lude over seeing  th
e c ompa ny’s finan cia l status a nd its ris k a ssess ment and  ma nagem
ent pra cti ces. T he Board p erf orms its r o les  thro u gh its plenu
m and thr oug h t wo committees  - the Audit & Remuneration Committee and the Balance-Sheet Committee.
The  company' s independent-majori ty Bo ard refl ect s our comm it men
t to the in ter est s of all our  sh are holders a nd the co mpany's lon g-ter
m suc cess. T he other three mem be rs are rep resentativ es of Alony-He tz Pr
opertie s and I nvestme nts  Ltd.,  E ner gix Group's  founder and holder of the controlling interest.
ESG Oversight by the Board and Audit & 
Remuneration Committee
The  Audi t  & Remunerat ion Commi ttee con si sts o f thr ee of t he Board's 
indepen den t members  and  is charged  with aut horizing Energix's ex
ecutive rem uneration  pa ckages a nd revie wing the i nte rnal bu siness ma
nag ement an d ethical  cond uct of the  company.  Alongsi de these dut ies
, the Co mmi ttee ove rse es the comp an y's  ES G act ivity and  monitors
 its performance in key ESG areas across the company's operations.
The  Boar d a nd Au d it & Remuner ation Com mit tee are cons istently  i
nvolved in  ov erseeing the company ’s ESG-rela te d activi ti es. In a n e
ffort to i nc rea se the rob ustness of  th e Board's  ESG  oversight , two
 direct ors  were designate d as the B oard's ESG  represen tatives to 
directly ov ers ee the comp any's ESG -re lated  activi ties. Th e t wo assi
gned  direc tors are Al ona Sheaf er (Kar ro), the  Bo ar d's most s
enior inde pen dent directo r,  and  Oren  Fra nkel, CFO o f Al ony -Hetz 
Properties  a nd Invest men ts. In this ro le, the y communic ate w it
h the Sen ior M anage ment o n E SG issu es and rec eive  regula r updat es in 
relevan
t areas
 of
 activity
. U
sing the
ir uniqu
e and
 diverse exp
ertise, Mrs. She afer (Karro ) and Mr. Frankel oversee the company’s ESG efforts, ensuring their materiality, effectiveness and overarching impact.
In  2021 , ESG-relat ed top ics were r ais ed and di sc usse d i n nine o ut of
 twelve B oard meetings . These incl ude d an a ss ess ment and update
 of the co mpany ' s social i nvestment  pl an, a dis cussion regard ing the co
mpany's em ployee safety effort s,  an  analy sis of  ex treme  climate events 
in  th e United States and their poten tial impa cts  on the c omp any's oper
ati ons, dis cussions regarding the company's ESG reporting, and other ESG topics.
For information on the Board's two committees, please see our 2020 ESG Report (p. 39)
E
S
G

|   Energix ESG Report
30
Senior Management
E
S
G
The  rol e of our Se nior Manag em en t is to succ essfull y e
xecute an d i mplement the comp any's str ategy acro ss its operati
ons 
and acti
vities. T
his
 includes fos
tering a
nd strengthen
ing busi nes s partner ships, ma naging the  co mpany' s workforc e t
hroug hou t its global loc atio ns , an d more. The  Se nior Manageme
nt team is also r es ponsible f or incorpo rat ing ES G conside rat
ions in d ay- to-day operations and acting to improve the company's ESG performance.
Asa (Asi) Levinger
CEO
Tanya Fridman 
Acting CFO11
Dafna Reznik
EVP General Counsel  and
 Corporate Secretary 
Moran Birman
EVP Business Development 
Ariel Yotzer
EVP Israel
Ethical B usiness
We  ar e committ ed  to fai r and e thical b usiness pr act ic es, an d we s tri
ve to m eet the h ig hest s tandards o f e thics throu gho ut our operati on s. 
The ethic al  cond uc t o f ou r employe es is  based o n our Cod e of Ethi
cs,  wh ich pr ov ides a n ethi cal fram ework for our  peo ple to fol low
 during bus
iness int era ctions, bo th  in tern al ly and  exter nally
. Employee s are int ro duc ed to the  C ode  of Eth ic s during  th eir on
boardi ng traini ng . We are cur ren tly in the proces s of upd ati
ng our Code of Ethics and intend to implement the new code through ethics training and workshops.
We  hav e zero-toleran ce  to infringe men t and br ea che s of  o ur Cod e o
f Et hics and s uch v iolati ons carry sev ere sa nctions. A ll ethics co m
plaints are subj ect to a rigo rous int ern al inves tigation p roc ess. All re lev
ant comp laint s are escal ated to t he relevant  bo ard comm ittees, wher
e they are r ev iewe d and  resolv ed  accor dingly.  Furthermor e,  as part of our
 e fforts  to tac kle  ethical violations , we hav e establi sh ed an Eth ic
s Hotl in e for a nonym ous  reporting, al lowing  employ ees of  all levels to  repo
rt  or inq uire  about a ll ethi cs-r elated issues without fear of retaliation. In 2021, no reports were received through this hotline.
11 As of 2022

|   Energix ESG Report
31
Supply Chain Management
We  engag e wi th top-of-the-fi eld ti er-1 e nergy gene ration pl atforms s
uppl iers  with deep co mmitments to s ust ainabil ity and ethical bu
sines s practic es.  These supp lie rs are  al ign ed with  o ur value
s and our efforts  to generate clean, sustainable energy.
Solar  (PV ) Panels
We  sourc e o ur so lar (PV) p anel s fro m Firs t  Solar,  a lea ding glo ba l 
supplier of PV technologi es and pl atf orms . Along si de th e high qua lity of th
eir  platf orms, First So lar has ro bust sus ta inabi li ty man ageme nt pro
grams in pla ce to re duc e their  carbon footp rint an d minim ize the adv erse
 env iro nmental e ffect s of the ir product ion . They ha ve set am bitious goa
ls to re duce gre enhou se gas emis si ons and report as tonishing mat er
ial recovery rat es fo r recycled PV systems, including recovering 90% of semiconductor and glass materials.
Wind  Turbines
Vestas,  a pione er  in sustainabil ity, sup pli es o ur wind t urbine s. Ranke
d the "most  sustai na ble  company in the world 12 , Vest as stri ves to ward optim izi ng its enviro
nme ntal a nd social p erf orm anc e and has se t far-reaching  susta inability  goals
, includin g carb on neutrality  by 2030 and  z ero-waste wind turbines by 2040.
Contractors
We  consistentl y enga ge w ith contrac tor s wh o m eet t he legal a nd ethica
l standa rds we expect  from  partners . These  standa rds incl ude holdi ng 
official l ice nsing an d res pecting the right s of  their wo rke rs, in cludin g zer
o tol er ance for forced la bor , chi ld labor o r human tr affi cking of an
y kind.  Our wr itten agreem ents with c ont ractors includ e c la uses sa feg
uarding lab or  righ ts and e mplo ye e safety  and w e mon itor the  enf orc em
ent of those  c lauses . When we  identify a lab or  rig ht  in cident wi th  
one of  contrac tors,  we dema nd im me diate  r emediation , a nd if this i s no
t performed  in  a  time ly fashion, there have been cases in which we terminated our relationship with contractors due to these considerations.
Responsible  Procurement
In  orde r to establ ish  the nece ssary suppl y chain ma nagement fra
mework and  p ract ices, we  will in it iate a pro cess to  compile and
 enforce a Respons ible  Procu reme nt Poli cy.  Th is polic y will ou tline the
 ESG crite ria  by which we  sele ct  our suppliers,  th e m echanisms in  p lac
e to audi t suppl ie rs, and our ex pectati ons  of our  suppliers i n te rms of  env
ironm en tal, soc ial , and eth ical perfo rm ance . This policy will ap ply to pl
at form a nd  materia ls sup pli ers, as w ell  as con tractors , where we will focus on issues of workers' rights and wellbeing and ethical business practices.
Ensuring Operational Continuity
We  understan d th at our stakehol ders  r el y on us t o  provi de a steady  and  r
eliab le flow  of clean en ergy. Th erefore,  we in vest in creati ng  robus t i
nfrastruct ure  to sec ure our oper ations a nd protect  them from both physical and digital threats.
We  constantl y monit or our si tes' opera tion s with adv anc e on- an d off-s
ite s ystems  wh ich detec t any  ano ma lies in the flow of electri city. T hes
e moni tori ng sys tems ar e manned 2 4/7  and any  un usual in dicators are reported and assessed immediately.
We  als o go  to g reat le ng ths to  en sure the cybe rs ecu rity of  our di git
al syst ems and pro tect th em  from any  attacks or breache s. Alongside fi rew
alls,  MF A requ irements and VPNs, our  strict  cybersec urit y p rotocols pr ovid
e employ ees with the inf ormatio n they req uire. E mployees  receive  regular u
pda tes an d und ergo tr ai ning se ssions t hrou ghout th e year on cyber issues. In 2021, no material I.T. breaches occurred.
Our  choic e to eng age with sustainab ility l ea de rs in P V and w ind turbin e 
prod uc tio n is p art o f our supp ly chain  m anagem ent  strateg y to reduc
e our up stre am em issions. Enga ging w it h these s upp liers will ena ble u s t
o ac hieve ou r sustai n abil ity goals a nd work together to create a more sustainable future.
"Our long-term relationships with our
 strategic partners are key to our mutual
 success. Our close ties, which are founded
 on trust and respect, drive the shared
 value that we create"
Moran 
B irman, EV P Bu
s iness Deve lopment
E
S
G
12 In the 18th annual Global 100 ranking published by Corporate Knights.

Annex I: About This 
Report
|   Energix ESG Report
32
This  repor t w as writ te n in accor danc e w ith two  leading non- financial 
disclosure  st and ards: ( 1) The p rima ry sta ndard used was the Global  Repo
rting Ini tiat ive (GRI) Stand ard s SRS : C or e opt io n (fu ll GRI  Index 
ca n be  f ound  in  Annex II:  G RI Index), as wel l as (1) t he guidel ines 
of the Susta inability  Acc ounting St andard s Bo ard  (SASB). These  st
andards  were se lected t o ensure  that our re por ting meets the highes
t l evels of globa lly accepted transparency and consistency throughout our sustainability reporting.
The  relevan t SA SB disclosu res  fo r the c omp any a re  th ose o
f the Sola r  Techno logy & Pro ject D eve lope rs sector a nd Wind
 Technolog y & Pr oject  Dev elope rs se ctor (f ull S ASB  ind ex can be found in Annex IV: SASB Index) 13 In
 addition , t he Uni ted Nat ions Sustai nable Devel opmen t Go als were r
efe renced and a cknowledge d t hrougho ut the report . Compr eh ensiv
e indices  of these  re po rting  s tan dar ds  can  be found in the end of this report.
Unless  otherwis e indicate d, the informa tio n an d data  in th is re po rt 
draws on ou
r group-l
evel 
activity.
 W
here
 relevan
t, we have detai
led country -sp ecifi c In forma tio n and no ted it  as  such. All mo neta
ry valu es are  re presented i n U. S. do llars (USD ), a nd conver si on
s from o ther  c urrenci es wer e perfo rmed at  an ex change rat e of  3.231 1 f
or New Isr aeli S hekel s (NIS ), 0.845:1 f or Euro (E UR), and  3.86 11  for Po
lis h Zlo ty  (PLN), repre senting  the  a verage  e xcha nge ra tes  in
 2021 In the event  of discrep anc ies bet we en what is s tated in t his r
eport and the company's financial statements, the wording of the financial statements shall prevail.
For  informatio n regardi ng Ener gix Gro up's mat eri al ESG topics, i ncl
uding the  co mpany's ESG  Materi ality Mat rix , pl eas e see our  2020 ESG Report (p. 47-48).
13 As Energix  is not a technology developer or manufacturer, some of the SASB standards were
 irrelevant to the company's activities, as stated in the index. 
Banie, Poland

Annex II: ESG Performance Metrics
|   Energix ESG Report | Appendix
Environmental metrics
GHG Emissions
33
Metric
Unit of Measurement
2020
2021
Greenhouse gas emissions
Metric tons of CO2-e
Scope 1
237
407
Scope 2
32
39
Scope 3
10,632
- 14
Total
10,901
446
Emissions intensity (Scope 1 and 2)
Metric tons of CO2-e / MWh 
produced
Scope 1 & 2
0.000341
0.000475
Resource Usage
Metric
Unit of Measurement
2020
2021
Water consumption
Megaliters
25.3
3.3
Electricity consumption
KWh
63,167
81,718
Gasoline consumption
Liters
99,227
143,936
Diesel consumption
Liters
-
21,223
Energy consumption
GJ
3,680
6,125
Energy intensity
GJ consumed / GWh generated
4.67
6.52
Project Site Environmental Management
Metric
Unit of Measurement
Country
2020
2021
Terrain moved (for 
operational purposes)
m³
Israel
0
0
USA
0
0
Poland
0
0
Total
0
0
Operational Waste
Metric Tons
Israel
Plastic
0
0
Cardboard
0.5 (100% recycled)
0
Glass
12 (100% landfill)
60 (100% landfill)
Metal
0
0
Electronics
0
0
Animal Crossings
Number of crossings
Israel
469
711
14 In 2020, scope 3 emissions were limited to the emissions resulting from the production energy generation platforms. As the company did not procure any new energy generation platforms in 2021, scope 3 
was not included in GHG emissions accounting.

Social Metrics
Employees 
34
Metric
2020
2021
Average age of employees (Israel)
39.5 years old
39.1 years old
Average seniority of employees (Israel)
3.7 years
3 years
Ratio between highest and median salary
4.9:1
4.7:1
x
 Appendi
x ESG Report |
|   Energi
Employees, by age and gender
Up to 30
31-50
51+
Total
Male
19
57
13
89
Female
12
32
3
47
Total
31
89
16
136
Employees, by country and gender
Israel
US
Poland
Total
Male
49
32
8
89
Female
23
18
6
47
Total
72
50
14
136
Employees and Management, by gender
Employees
Management
Total
Male
66
23
89
Female
34
13
47
Total
100
36
136
Work Safety Incidents
Number of safety incidents
Number of safety incidents that 
led to injury
Number of workers injured
Number of 
serious injuries
Lost Time Injury Frequency Rate 
(LTIFR) per 200,000 hrs
Employees
0
0
0
0
0
Contract workers
4
2
2
0
1.9

35
Taxes and Subsidies
Metric
Unit of Measurement
Country
Entity
2021
Taxes Paid
USD Thousands
Israel
Local
$913.8
US
Federal
$4,958.4
State
$1,614.6
Poland
State
$197.9
Local
$1,417.2
Total 
$9,101.9
Subsidies Received
USD Thousands
US
$355.1
Social Investment
|   Energix ESG Report | Appendix
Metric
Unit
2020
2021
Donations
USD thousands
204.3
211.7
Contribution to local community projects and infrastructure
USD thousands
199.3
240.1
Total social investments
USD thousands
403.6
451.8
Governance Metrics
Composition of the Board of Directors15
Natan  Hetz 
-Chair 
Aviram Vertheim
Oren Frenkel
Alona  Shefe r (Karro) 
Linda Ben 
Shushan
Meir Shani
Orna  Hozman-Bechor 
Age
67
61
52
53
55
75
52
Tenure
17 years
11 years
7.5 years
7.5 years
4.5 years
2.5 years
4 months
Committee Membership
None
None
None
Both
Both
Both
Balance-sheet
Gender
Male
Male
Male
Female
Female
Male
Female
ESG proficiency
No
No
No
Environmental professional
No
No
No
Number of Board and Committee Meetings
Metric
Unit of Measurement
2020
Director Attendance 
Board of Directors meetings
Number of meetings held
12
100%
Audit and Remuneration Committee meetings
9
100%
Balance-Sheet Committee meetings
4
100%
15Age and seniority data as per 31/12/21

Annex III: GRI Index
Standard
Disclosure
Description
Page
GRI 102: General 
Disclosures 2016
102-1 
Name of the organization
Page 10
102-2
Activities, brands, products, and services
Page 10
102-3
Location of headquarters
2 Jabotinsky st., Ramat Gan, Israel
102-4
Location of operations
Page 9
102-5
Ownership and legal form
Page 28
102-6
Markets served
Page 9
102-7
Scale of the organization
Pages 5,9
102-8
Information on employees and other workers
Page 34
102-9
Supply chain
Page 31
102-10
Significant changes to the organization and its supply chain
None
102-11
Precautionary Principle  or approach
Page 9
102-12
External initiatives
N/A
102-13
Membership of associations
13
102-14
Statement from senior decision-maker
Pages 3,4
102-15
Key impacts, risks, and opportunities
Pages 6-8, 10-11
102-16
Values, principles, standards, and norms of behavior
Page 10
102-17
Mechanisms for advice and concerns about ethics
Page 30
102-18
Governance structure
Pages 29,30
102-19
Delegating authority
Pages 29,30
102-20
Executive-level responsibility for economic, environmental, and social topics
Page 29
102-21
Consulting stakeholders on economic, environmental, and social topics
Pages 22
102-22
Composition of the highest governance body and its committees
Pages 29,30
102-23
Chair of the highest governance body
Page 29
102-24
Nominating and selecting the highest governance body
2020 ESG Report, p.38
102-25
Conflicts of interest
2020 ESG Report, p.38
102-26
Role of the highest governance body in setting purpose, values, and strategy
Page 29
102-27
Collective knowledge of highest governance body
Page 29
102-28
Evaluating the highest governance body's performance
Not performed
102-29
Identifying and managing economic, environmental, and social impacts
Page 29
102-30
Effectiveness of risk management processes
2020 ESG Report, p.38,39
102-31
Review of economic, environmental, and social topics
Page 29
36
|   Energix ESG Report | Appendix

Standard
Disclosure
Description
Page
GRI 102: General 
Disclosures 2016
102-32
Highest governance body's role in sustainability reporting
Page 29
102-33
Communicating critical concerns
Page 30
102-34
Nature and total number of critical concerns
None
102-35
Remuneration policies
2020 ESG Report, Page 39
102-36
Process for determining remuneration
2020 ESG Report, Page 39
102-37
Stakeholders’ involvement in remuneration
2020 ESG Report, Page 39
102-38
Annual total compensation ratio
Page 34
102-39
Percentage increase in annual compensation ratio
Page 34
102-40
List of stakeholder groups
Page 22
102-41
Collective bargaining agreements
There are no collective bargaining agreements
102-42
Identifying and selecting stakeholders
Page 22
102-43
Approach to stakeholder engagement
Page 22
102-44
Key topics and concerns raised
Page 23
102-45
Entities included in the consolidated financial statements
See company's annual reports
102-46
Defining report content and topic Boundaries
2020 ESG Report, Page 47
102-47
List of material topics
2020 ESG Report, Page 47
102-48
Restatements of information
N/A
102-49
Changes in reporting
N/A
102-50
Reporting period
Page 45
102-51
Date of most recent report
Page 45
102-52
Reporting cycle
Annual
102-53
Contact point for questions regarding the report
2020 ESG Report, Page 46
102-54
Claims of reporting in accordance with the GRI Standards
Page 32
102-55
GRI content index
Pages 36-39
102-56
External assurance
Not performed
37
|   Energix ESG Report | Appendix

Standard
Disclosure Description
Page
GRI 103: Management 
Approach 2016 
103-1
Explanation of the material topic and its Boundary
Page 23
103-2
The management approach and its components
Page 23
103-3
Evaluation of the management approach
Page 23
GRI 203:
 Indirect Economic
 Impacts 
203-1
Infrastructure investments and services supported
Page 23
203-2
Significant indirect economic impacts
Pages 23,24,25
GRI 204: Procurement 
Practices 2016 
204-1
Proportion of spending on local suppliers
2020 ESG Report, p.50
GRI 103: Management 
Approach 2016 
103-1
Explanation of the material topic and its Boundary
Page 30
103-2
The management approach and its components
Page 30
103-3
Evaluation of the management approach
Page 30
GRI 205: Anti-corruption 
2016 
205-1
Operations assessed for risks related to corruption
None
205-2
Communication and training about anti-corruption policies and procedures
Page 30
205-3
Confirmed incidents of corruption and actions taken
The company is not aware of any incidents of corruption
GRI 103: Management 
Approach 2016 
103-1
Explanation of the material topic and its Boundary
Page 17
103-2
The management approach and its components
Page 17
103-3
Evaluation of the management approach
Page 17
GRI 304: Biodiversity 2016 
304-1
Operational sites owned, leased, managed in, or adjacent to, protected areas 
and areas of high biodiversity value outside protected areas
Page 17,18
304-2
Significant impacts of activities, products, and services on biodiversity
Pages 17,18,19
304-3
Habitats protected or restored
Pages 17,18
304-4
IUCN Red List species and national conservation list species with habitats in 
areas affected by operations
Page 17,18
GRI 103: Management 
Approach 2016 
103-1
Explanation of the material topic and its Boundary
Page 13
103-2
The management approach and its components
Page 13
103-3
Evaluation of the management approach
Page 13
GRI 305: Emissions 2016 
38
|   Energix ESG Report | Appendix
305-1
Direct (Scope 1) GHG emissions
Page 33
305-2
Energy indirect (Scope 2) GHG emissions
Page 33
305-3
Other indirect (Scope 3) GHG emissions
Page 33
305-4
GHG emissions intensity
Page 33
305-5
Reduction of GHG emissions
Page 15
305-6
Emissions of ozone-depleting substances (ODs)
N/A
305-7
Nitrogen oxides (NOx), sulfur oxides (SOx)n and other significant air emissions
N/A

Standard
Disclosure Description
Page 26
GRI 103: Management 
Approach 2016 
103-1
Explanation of the material topic and its Boundary
Page 26
103-2
The management approach and its components
Page 26
103-3
Evaluation of the management approach
Page 26
GRI 403:
 Occupational Health and
 Safety 2018 
403-1
Occupational health and safety management system
Pages 26,27
403-2
Hazard identification, risk assessment, and incident investigation
Pages 26,27
403-3
Occupational health services
Irrelevant to the company's activity
403-4
Worker participation, consultation, and communication on occupational health 
and safety
Pages 26,27
403-5
Worker training on occupational health and safety
Page 27
403-6
Promotion of worker health
Irrelevant to the company's activity
403-7
Prevention and mitigation of occupational health and safety impacts directly 
linked by business relationships
Page 27
403-8
Workers covered by an occupational health and safety management system
Page 27
403-9
Work-related injuries
Page 27
403-10
Work-related ill health
Irrelevant to the company's activity
GRI 103: Management 
Approach 2016
103-1
Explanation of the material topic and its Boundary
Page 23
103-2
The management approach and its components
Page 23
103-3
Evaluation of the management approach
Page 23
GRI 413: Local 
Communities 2016 
39
|   Energix ESG Report | Appendix
413-1
Operations with local community engagement, impact assessments, and 
development programs
Page 23
413-2
Operations with significant actual and potential negative impacts on local 
communities
Page 23

Annex IV  SA
S B Ind
e x
The SASB index refers to the SASB reporting standards of two industries in which we operate - Solar Technology and Project Developers & Wind Technology and Project 
Developers. As Energix has no activity in the field of technology development and manufacturing, parts of the disclosure standards were found irrelevant to the company’s 
activity. These are marked as “N/A”.
40
|   Energix ESG Report | Appendix
Topic
Metric
Code
2020
Solar Technology and Project Developers 
Energy Management 
in Manufacturing
Total energy consumed, percentage grid electricity,  percentage renewable
RR-ST-130a.1
Page 33 (100% from grid)
Water
 Management i
n Manufacturing 
Total water withdrawn, total water consumed, percentage of each in regions with High 
or Extremely High Baseline Water Stress
RR-ST-140a.1
Page 33;  All water consumed from regions
 with no high baseline water stress
Water management risks and discussion of strategies and practices to mitigate those 
risks
RR-ST-140a.2
Page 13
Hazardous Waste 
Management 
Amount of hazardous waste generated,  percentage recycled
RR-ST-150a.1
0 tons of hazardous waste generated
Number and aggregate quantity of reportable spills, quantity recovered
RR-ST-150a.2
N/A
Ecological
 Impacts o
f Proje
ct Development 
Number and duration of project delays related to ecological impacts
RR-ST-160a.1
None
Efforts in solar energy system project development to address community and 
ecological impacts
RR-ST-160a.2
Pages 17-18, 22-24

Topic
Metric
Code
2020
Management of
 Energ
y Infrastructu
re Integration
 & Rela
ted Regulations 
Risks associated with integration of solar energy into existing energy 
infrastructure and discussion of efforts to manage those risks
RR-ST-410a.1
Renewable energy projects risks relate to multiple factors, including technological 
challenges, regulation, business activities, and local communities. We heavily rely 
on external parties in our business, such as landowners, regulatory bodies, and 
electricity utilities, and different factors, which we invest in managing to best of our 
ability, could affect these relationships. Construction of our facilities could 
adversely affect utilities infrastructure in the vicinity, requiring us to survey the area 
ahead of time and make necessary adjustments. Grid connectivity, a vital aspect of 
our operations, is a complex technological process which can be subject to 
technological, operational, and regulatory complications. Some local communities 
have concerns regarding the possibility of radiation emitted from our facilities. 
Despite the fact that no material electromagnetic radiation is emitted outside of 
the confines of our facility and no hazardous materials are used, we regularly 
perform and publish radiation reports to put their mind at ease. There are 
additional risks associated with the prices of goods required for construction and 
operations, such as PV panels and energy storage batteries. Price changes have the 
potential to affect our operations and finances.
Risks and opportunities associated with energy policy and its impact 
on the integration of solar energy into existing energy infrastructure
RR-ST-410a.2
A significant opportunity for us is policy makers interest in advancing and 
incentivizing the production of clean renewable energy, such as through financial 
incentives. In Israel, the construction and operation of high voltage facilities are 
bound by several types of regulations. At times, these regulations are complex and 
challenging to adhere to. However, our projects are initiated by tenders, which 
clearly lay out and consolidate the required processes and standards for the 
projects, simplifying and easing the complexity of the regulation. An additional 
regulatory risk is the regulators' desire to preserve open areas. This requires us to 
come up with creative solutions for utilizing land resources, such as establishing 
dual-use solar farms, PV installations that are not on the ground, but rather on 
other surfaces, such as interchanges, parking lots, and others.
Product End-of-life 
Management 
Percentage of products sold that are recyclable or reusable
RR-ST-410b.1
N/A
Weight of end-of-life material recovered;  percentage
 recycled
RR-ST-410b.2
None
Percentage of products by revenue that contain IEC 62474 
declarable substances,  arsenic compounds, antimony 
compounds, or beryllium compounds
RR-ST-410b.3
N/A
Description of approach and strategies to design products 
for high-value recycling
RR-ST-440a.1
N/A
Materials
 Sourcing 
41
|   Energix ESG Report | Appendix
Description of the management of risks associated with the 
use of critical materials
RR-ST-
440a.2
N/A
Description of the management of environmental risks 
associated with the polysilicon supply chain
RR-ST-
440a.2
N/A

Topic
Metric
Code
2020
Wind Technology & Project Developers 
Work forc e Heal
th& Safety
Total recordable incident rate and fatality rate for (a) direct employees and 
(b)contract employees
RR-WT-320a.1
Page 34
Ecological  Impact
s of Proj
ect Development 
Average A-weighted sound power level of wind turbines, by wind turbine class
RR-WT-410a.1
V126-3.45MW: 104.4/107.3 dB(A) V110-2.0MW: 
105 dB(A)
Backlog cancellations associated with community or ecological impacts
RR-WT-410a.2
N/A
Description of efforts to address ecological and community impacts of wind energy
 production through turbine design
RR-WT-410a.3
N/A
Materials  Sourcing
Management of risks  associated with the use of critical materials
RR-WT-440a.1
N/A
Materials
 Efficiency 
Top five materials consumed, by weight
RR-WT-440b.1
N/A
Average top head mass per turbine capacity ,by wind turbine class
RR-WT-440b.2
N/A
Description of approach to optimize materials  efficiency of wind turbine design
RR-WT-440b.3
N/A
Activity Metrics 
Activity Metrics 
42
|   Energix ESG Report | Appendix
Number of delivered wind turbines, by wind turbine class
R-WT-000.A
N/A
Aggregate capacity of delivered wind turbines, by wind turbine  class
R-WT-000.B
N/A
Amount of turbine backlog
R-WT-000.C
N/A
Aggregate capacity of turbine backlog
R-WT-000.D
N/A
Total capacity of photovoltaic (PV) solar modules produced
RR-ST-000.A
N/A
Total capacity of completed solar energy systems
RR-ST-000.B
432 MW
Total project development assets
RR-ST-000.C
See company’s financial statements
Banie, Poland

|   Energix ESG Report
Annex V: Our ESG Goals (1-6)
43
Goal
Impact
Baseline
1
By 2030, Energix  will be carbon neutral
 across all operations (scopes 1, 2, and 3)
Carbon neutrality will solidify our commitment to 
combating climate change and reduce the adverse 
environmental impacts of our operations
10,901 CO2-e
2
By 2025, 50% of employee training hours 
will be invested in personal and 
professional development
Supporting the personal and professional 
development of our employees empowers them 
and allows them to improve  and grow personally 
and professionally as individuals and employees
20% (approx.)
3
By 2030, Energix  will transfer at least 80%
 of its energy production platforms to
 recycling
End-of-life treatment for renewable energy production 
platforms constitutes a major environmental issue and 
challenge. Recycling our platforms will make our operations 
more sustainable by ensuring that environmental 
considerations are implemented across our entire value chain
0%
4
By 2027, Energix  will perform ESG audits of
 100% of its suppliers and contractors, to
 ensure they comply with our supplier code of
 conduct
Ensuring the sustainability and ethical conduct of suppliers 
will allow us to safeguard our environmental, social, and 
ethical standards throughout our supply chain and increase 
its resilience to external risks
0% - No audit plan
was in place
5
By 2025, Energix  will implement an
 ecological management system in 100% of
 its projects
Implementing robust management 
structure for such an important issue will 
ensure the strictest protection and 
conservation of local ecosystems
0%
6
-
By 2023, in order to implement its new 
Code of Ethics, Energix  will conduct
 ethics training workshops for 100% of its
 employees
Effective ethics implementation and training is 
essential to instilling the company's values in the 
workforce and collaboratively understanding and 
internalizing the importance of ethical conduct
* Baseline refers to - baseline of 2020

|   Energix ESG Report
Annex V: Our ESG Goals (7-12)
44
Goal
Impact
Baseline
7
By 2030, Energix  will generate NIS 15 million in
 economic value for local communities, through
 investing in community projects, infrastructure
 and local taxes
Generating economic value form local communities 
will help strengthen our connection with these 
communities and contribute to their continued 
development
NIS 1,386 thousand
8
By 2025, Energix  will obtain ISO 14001 for
 environmental management and ISO 45001 for
 employee safety management certifications
Robust management systems are key to 
improving and maintaining environmental and 
safety performance
-
9
By 2030, Energix  will invest a total of
 3,500 hours in employee volunteering
 activities
Giving back to the community through volunteer efforts 
support local causes and connects employees to the 
communities in which they work
Not recorded in 2020
10
By 2025, women will comprise at least 50% of 
both the Senior Management and the Board of 
Directors
Diversity at senior levels is key to finding creative solutions 
to challenging and ensuring our commitment to equal 
opportunity
Senior Management – 40%
 Board of Directors –33%
11
By 2025, Energix  will double the number
 of hours invested in safety training for
 employees and contractors
Safety training is crucial in creating a 
culture of health and safety and 
protecting our employees and contractors
2 hours (average for 263 
employees and 
contractors)
12
Energix  will maintain at least 50%
 independent directors on its Board of
 Directors
Maintaining Board independence increases the 
robustness of the company's self-governance
50%
* Baseline refers to - baseline of 2020

Disclaimer
|   Energix ESG Report
This  ES G Repo rt l ays  ou t the acti vit ies and op er ations of En ergix
 Group (" th e C ompa ny i n the ye ar  2021 focusing on sustainabi lit y, env
ironmental and soc ial respo nsibility, and  corpo rate gove rna nce. T he
 repo rt describ es the man ner in which t he Company i mplements sust
ainability  an d corpo rate res ponsibility  thr oughou t its vari ou s busin ess a
ctivities.  T his  report  is intended to reflec t t hes e activ it ies t
o our vario
us 
stakeholders
, includi
ng but no
t limited 
to local comm
unities an d a uthorities, strategic  partners,  employee s, shareholder
s, regulat ors and go vernmental e ntities,  financ ers, custo mer s a nd electric
ity  co nsumers, suppliers, contractors, electric utility companies, and the environment and its representatives.
This  i s t he Compan y's se con d ESG r epo rt. Th e repo rt covers the  a cti
vities of  th e Co mpany  in th e yea r 2021, ex cept where explicitly noted otherwise.
All  informatio n a nd d ata incl ud ed i n this d ocument ac curatel y r
eflect th e Compan y' s act ivit y as of the da te  of  pub li cat ion, to t
he best of  t he C omp any's k nowl edge As wit h any r eport this d
ocument may inc
lude estimati
ons, ge
ner
alization,
 In
accurac
ie
s, 
errors, and  om iss ions. The Co mp any is not  re spo nsible for any  ina
ccuracies or  omi ss ion s, and the Company do es n ot give pe rmi ssion to
 re ly o n the informati on incl ude d in this d oc umen t by any  pa
rty. In any  case of co ntr adiction betwee n the I nformatio n in 
this documen t and in fo rma tion appea ring in t he Com pan y's publi c reports
 publishe d o n the dis tribut ion  websites  of the S ecurities A
uth
ority and t he  Te l Aviv Stock  Exchang e, I nclu ding the Company's Annual and Quarterly financial statements, the Information on the distribution websites will take precedence.
This  repor t Includ es forward-look ing stateme nt s, as d ef ine d by
 the 1968 Secu ritie s Law. The se stat ement s regar d, among othe rs, expectat
ions, pr edicti ons, targets , goals, es timat ion s, intentio ns, plan s and  project
io ns relating  to t he activit y of th e Company. These s tat em ent
s refle ct  as sess me nts  carried ou t by the Co mpa ny  a t t he time of  
the compi la tion of the  r epo rt and i n no wa y const itute a guarant
ee of real izatio n by the  Company. By the ir nature,  f orward- loo
king st atem ent s enta il  risk s and un cer tainties an d are subject to
 ch ange. T he Compan y does not inte nd to alter or update the information in this document in the future, including forward-looking statements.
This  repor t is inten de d to ser ve our stake holders Inf ormation reg ard
ing our ES G a ctivit ies  a nd sho uld no t be relie d upon in inve stm
ent consid era tions and d ec isio ns. Th e in for mation in th is report d oe s n
ot consti tute an a lternative to the Company's financial statements.
45
Ta’ashur, Israel

|   Energix ESG Report  The Green Energy Revolution
2
|   Energix ESG Report  The Green Energy Revolution
2
|   Energix ESG Report
THANK
 YOU
46