2023
SUSTAINABILITYREPORT

Building a
Sustainable
Future.
Together.
1

Continued Growthin Sustainability
I am proud to share with you Ingredion’s 2023 Sustainability
Report, which serves both as an update on our progress
and an opportunity to revisit various purposeful goals andcommitments across the entire spectrum of our sustainability
program. I am also proud of the advances we continue to makeagainst our 2030 All Life Plan. As just a small sample of themany achievements you will read about in this report, we havesustainably sourced two-thirds of our Tier 1 priority crops on
our way to reaching our target of 100% by 2025, and we haveachieved an absolute carbon emissions reduction of 22% versus
our goal of 28% by 2030.

of sustainability. We see a range of emerging regulations, suchas the European Union’s Corporate Sustainability Reporting
Directive and the Securities and Exchange Commission’s Climate
Change rule. This is also complemented by a host of voluntarystandards and an increasing number of expectations from bothcustomers and other stakeholders. We continue to view this
rapid growth and change as a great opportunity to exemplify
our value of “Innovate Boldly” to develop approaches andtechnologies, tap into our innovative spirit, find partners todeepen collaboration and make mutual progress toward oursustainability aspirations.

In 2023, we also enhanced our business strategy to sharpen our
focus and align with the needs of consumers and our industry
as a whole. As we worked across the various functions andregions in our organization, sustainability continued to emerge
as a key enabler in driving growth for our business. This aligns
with our continued investment in sustainability, both in how we
operate our manufacturing facilities as well as how we engage
with our customers. Evidence of that commitment includes thecommissioning of biomass boilers in Brazil, solar installations
at various sites globally and ongoing co-investments inregenerative agriculture with strategic customers.

I want to thank you for your continued interest in Ingredion’ssustainability program. I hope that as you read our update, youwill see tangible evidence of the great progress we have madeagainst our sustainability targets. Even more than that, I hope
you will see that sustainability goes beyond the words in our
All Life Plan. Day in and day out, it is being embraced by our
employees around the world as they strive to do business withrespect for the planet and the communities in which we operate.

Along with our progress, I am amazed at the rate of change andevolution being witnessed over the past few years in the field

2

A LETTER FROMOUR PRESIDENT
AND CEOJames P. Zallie, he/him
PRESIDENT AND CEO

EVERYDAY LIFE

PLANET LIFE

CONNECTED LIFE

All Life Goal Summary,
Progress, and UN SDG Link
Materiality Matrix 		

4
9Everyday Life

Building a
Sustainable
Future.
Together.

Everyday
Life

People & Product Safety
11
Human Rights 			
14
Inclusion + Belonging 		17Innovation				27Planet Life
Environmental Impact 		
Biodiversity Protection 		

32
43

Connected Life
Sustainable &Regenerative Agriculture
Food Security			Community Impact		

47
50
53

Governance			58CSO Letter				62

3PlanetLife
Connected
Life

AllLife

Everyday Life

PlanetLife
EverydayLife

SLOWER
PROGRESSNOT YETSTARTED

Connected
Life

AllLife

ELEMENTGOALS

People &Product Safety• Achieve an employee and contractor TRIR of 0.18 by the end of 20253

• Establish programs to enhance health and well-being in each majorarea of operation by the end of 20253

• Further enhance our processes to achieve zero significant foodsafety-related incidents reaching consumers by the end of 2025

3

• Increase the average hours of training per employee by 50% by theend of 2027

3

• Achieve an employee and contractor TRIR of 0.15 by the end of 2030

3

Sustainability
Goals Progress
Summary

Human Rights

4

ON TRACKSTATUSUNGC
ALIGNMENTUN SDGALIGNMENT• Implement the ISO 26000 social responsibility guidance by theend of 2023

1, 2, 3, 4, 5, 6, 10

8• Assess the human rights protection practices across 100% of
our agricultural supply chain for Tier 1 priority crops by the endof 2024

1, 2, 3, 4, 5, 6, 10

8• Audit 100% of suppliers meeting high-risk criteria for human rights
by the end of 2027

1, 2, 3, 4, 5, 6, 10

8• Validate human rights protection across Ingredion’s operations andsupply chain by the end of 2030

1, 2, 3, 4, 5, 6, 10

8Everyday Life

PlanetLife
EverydayLife

SLOWER
PROGRESSNOT YETSTARTED

Connected
Life

AllLife

ELEMENT

GOALS

Inclusion+ Belonging

Sustainability
Goals Progress
Summary
Innovation

5

ON TRACKSTATUSUNGC
ALIGNMENTUN SDGALIGNMENT• Increase representation of women at the manager level and above

6

5• Increase the representation of historically underrepresented talentat the manager level and above6• Sustain industry inclusion benchmark on global employee
engagement survey

6• Develop and deploy a mechanism to allow for efficient productscreening against our assessment criteria by the end of 2021

9

• Engage in three circular economy projects within our supply chain
by the end of 2025

9

• Have 40% of all new products aligned with the UN SDGs by the endof 2025

9• Have 75% of all new products aligned with the UN SDGs by the endof 2027

9

5
5

12

ON TRACK

Planet LifeSLOWER
PROGRESSNOT YETSTARTED

PlanetLife
EverydayLife

Connected
Life

ELEMENT

GOALS

Environmental
ImpactAllLife

Sustainability
Goals Progress
Summary

Biodiversity
Protection

6

STATUSUNGC
ALIGNMENTUN SDGALIGNMENT• Complete three projects per country where we have manufacturing
operations to drive increased plastics circular economy by the end of 2025

7, 8

12

• Achieve a 28% reduction in absolute Scopes 1 and 2 GHG emissions
by the end of 2030

7, 8, 913

• Achieve a 15% reduction in absolute Scope 3 GHG emissions by theend of 2030

7, 8, 97, 13

• Reduce our water use intensity by 30% in all extremely high-stressgeographies where we manufacture products by the end of 2030

7, 8, 96

• Achieve 100% avoidance of waste to landfill by the end of 2030

7, 8

12

• Reduce COD or BOD by 10% from our wastewater discharges by
the end of 2030

7, 8

6

• Engage with an NGO partner to identify any endangered species
impacted by agricultural operations from which we source raw
materials by the end of 2022

7, 8, 915

• Assess agricultural biodiversity risks for priority crops and sourcing
regions by the end of 2023

7, 8, 915

• Identify local partners and engage in projects to have a net positive
impact on any endangered species impacted by our supply chain by
the end of 2025

7, 8, 915

• Implement biodiversity conservation programs in all crop sourcing
areas located in biodiversity hotspots by the end of 2025

7, 8, 915

• Achieve zero deforestation, or 100% sustainable use of forest-based
resources, by the end of 2030

7, 8, 915

Connected Life

PlanetLife
EverydayLife

SLOWER
PROGRESSNOT YETSTARTED

Connected
Life

AllLife

ELEMENTGOALS

Sustainable &Regenerative
Agriculture

Sustainability
Goals Progress
Summary

Food Security

UNGC
ALIGNMENTUN SDGALIGNMENT• 100% of global waxy corn supply sustainably sourced by the endof 2022915• 100% of Tier 1 priority crops sustainably sourced by the end of 2025

915

• Implement water conservation projects with growers in 100% of
extremely high water stressed sourcing geographies by the end of 2025

915

• Confirm that 100% of our agricultural supply is not using pesticidesof concern (as defined by the World Health Organization) by the endof 2025

915• Educate growers and/or implement integrated pest management in atleast 70% of our agricultural supply chain by the end of 2027

915

• 100% of our Tier 1 and 2 priority crops sustainably sourced by the endof 2030

915STATUS• Implement five product or supply chain initiatives in support ofplant-based or alternative proteins by the end of 2025

2

• Catalyze food waste awareness and reduction by implementing atleast five projects with customers and/or suppliers to minimize foodwaste in our supply chain by the end of 2025

12

• Implement agricultural efficiency initiatives in support of smallholder
farmers in 100% of applicable geographies in our supply chain by
the end of 2027

7

ON TRACK2

Connected Life

PlanetLife
EverydayLife

SLOWER
PROGRESSNOT YETSTARTED

Connected
Life

AllLife

Sustainability
Goals Progress
Summary8

ON TRACKELEMENTGOALS

Community
Impact• Enact programs in 100% of the communities where we produce
products to help eradicate childhood hunger by the end of 2025
• Enact programs to support education and/or educational genderequality in 100% of our operational areas with low graduation rates by
the end of 2025

STATUS2
4, 5• Enact programs in support of local water conservation in 100% of
extremely high water stress communities where we produce productsby the end of 2027

6

• Enact initiatives to support women entrepreneurs in 100% of
the communities in which we operate that have a high genderequality imbalance5Materiality
MatrixVERY HIGH

People &Product Safety

ClimateChangeInclusion +Belonging

Water
Stewardship

Business
Integrity

Sustainable &Regenerative
Agriculture
Innovation

HIGH

Renewable
EnergyMODERATE

In 2023, Ingredion began work with Accenture to conduct a
double-materiality assessment aligned with the requirementsof the European Union’s Corporate Sustainability Reporting
Directive (CSRD). This process included engagement withsubject matter experts within Ingredion, as well as input from
customers, investors and NGOs related to our business. In
addition to this, the process included Accenture’s 360 Valueassessment, which uses AI to assess material topics within anindustry. Our double-materiality assessment is expected to becompleted in 2024, which will support our data collection in
2025 for required reporting in calendar year 2026.

Relevance to Ingredion

Ingredion Sustainability Materiality Matrix
Ingredion’s materiality assessment was based on both apassive and active approach. We have benchmarked publicly
available data for customers and other companies within our
industry, examining the topics that appear most frequently
in their publicly available sustainability communications.
Additionally, we have actively engaged in stakeholder
discussions with customers, investors, non-governmentorganizations (NGOs), trade associations and members of ourcommunities to understand those aspects of sustainability
most important to them. We evaluate our efforts andprogress against external standards such as the Sustainability
Accounting Standards Board (SASB), the Taskforce on
Climate-related Financial Disclosure (TCFD) and othersimilar mechanisms that enable us to benchmark relevant
sustainability topics.

Continuous
Improvement

Indigenous
Populations

MODERATE

Human Rights –Ingredion Operations

Human Rights –Suppliers

Employee
Training

Community
ImpactSustainability
ReportingFood
Security

Biodiversity
Protection

HIGH

Relevance to stakeholders
9

VERY HIGH

Everyday
Life
PlanetLife
Connected
Life
GovernanceEveryday
Life.
10

EVERYDAY LIFE

PLANET LIFE

CONNECTED LIFE

People & Product Safety

Our Journey Toward Zero Injuries

2023 was a strong year in safety performance. We achieved a significant reduction
in both employee and contractor Total Recordable Incident Rate (TRIR) comparedto the prior year. In addition, Ingredion achieved its lowest annual employee
TRIR, which we attribute to advancements in our safety culture of progressinga Zero Injury Mindset at all manufacturing and non-manufacturing locations. In
December, we had a higher number of recordable incidents, reminding our teams
that we must work vigilantly to achieve our goal of a Zero Injury Mindset.

2023
SafetyPerformance

11

2023
2022
2021
2020
2019
2018

EMPLOYEE CONTRACTOR
TRIR
TRIR

0.19
0.33
0.31
0.28
0.27
0.26

0.18
0.28
0.19
0.22
0.26
0.23

76%

97%

of our global locations
experienced zero reported
injuries (i.e., employees
were injury-free).

of our non-manufacturing
facilities were injury-freefor our employees.

We achieved key milestones at several
manufacturing facilities with the following
number of years since a lost-time case wasreported:

15 YEARS 5 YEARS 1 YEAR
Mapleton,
United States

Plover,United States

14 sites
globally

In 2023, we increased our focus on leading
safety indicators such as Near Miss Reportingwith our team members, exceeding the global
targeted observations by 300+%. We believethat continued focus on leading indicators will
help our team prevent the safety incidents of
tomorrow.
Our sites continue to focus on reducing thermal
events to reduce risks to our people and assets.
In 2023, we achieved a reduction of 56% versus
the 2021 baseline.
We continued the global project implementationof an environmental, health, safety andsustainability platform that will enable us
to standardize processes and enhance data
analytics. We plan to fully implement thesolution by the end of 2024.

EVERYDAY LIFE

PLANET LIFE

CONNECTED LIFE

We continued the implementation of our Life Savers training program, which began
in 2022. The Life Savers program puts increased focus in critical safety areas that
could result in a fatality or significant physical impact for employees or contractors.
Training was implemented both through required computer-based training modules
and face-to-face instruction.
Our global plant managers attended a program focused on leadership, finance,
quality and safety. The safety component focused on elements of creating a strong,
local safety culture through employee engagement and continuous improvement.

We continue to identify and address areas of our process where failures
could lead to withdrawals or claims. Claims made by customers were reduced
by 50%, indicating that while our withdrawals increased, our processes are
more efficiently detecting and remediating the issues.

Promoting Product Safety ThroughOur Quality Program

Good Quality Supports
Sustainability

We continue to enhance our quality programs in an effort to have zero significant,food-safety-related incidents reaching consumers by 2025. To this end, we continue
to evaluate and improve on our internal efforts related to food safety and Global
Food Safety Initiative (GFSI) certification. This includes monitoring regulations
and taking action to address changes we see on the horizon. For example, GFSI
is expanding to include programs related to the reduction of food waste. Thesechanges align very well with the commitments we have already made in our
All Life plan. (Please see the Food Safety section of this report.)
Product safety performance in 2023 appears on the surface to have mixed results,
while overall we see a trend of improvement.

2022 2023
Product Withdrawals 0
4ClaimsFirst-Pass Compliance
12

Product withdrawals, or products with a quality concern that required us
to get them back from the customer, increased to three for the year versus
zero in 2022. While none of these withdrawals reached consumers, they dopresent us with opportunity for improvement.

32
98.49%In addition to helping us meet customer expectations
on quality and timing, maintaining high levels offirst-pass compliance helps contribute to our overallsustainability efforts. When a product is remade,reworked or scrapped it can contribute to increased
energy for production, increased water for production
and cleaning and even increased waste. These things
would contribute to an increased environmental
footprint from the site. So maintaining high standardsof quality and increasing our first-pass compliancehelps contribute to achieving our All Life goals.

EVERYDAY LIFE

PLANET LIFE

CONNECTED LIFE

More work was done in 2023 to remind all employees of the role they play inquality, encouraging individuals to speak up if they see anything that could bea quality concern.

WE ALL OWN QUALITY.
IF YOU SEE SOMETHING,SAY SOMETHING.

Our Quality Guardians program
really empowered people to knowthat all of us are responsible for
product safety. The more our
employees feel ownership andresponsibility for the process, themore they engage in improving
our efforts.

ENCOURAGING MORE OF
WHAT GOOD LOOKS LIKE.

John-Michael Holas, he/him
VICE PRESIDENT,GLOBAL QUALITY AND IPS

The Quality Guardians aligned nicely with our Keep Dry program in 2023. This
program focused on reducing moisture that leads to micro contamination in our
process. As part of the program, employees were educated about various sourcesof moisture problems, as well as case studies around past micro contamination
issues. Cleaning up spilled liquids, pointing out and repairing roof leaks, keeping
doors and containers closed and keeping trailers covered during transportation
are all examples of topics highlighted in this training.

13

EVERYDAY LIFE

PLANET LIFE

CONNECTED LIFE

Human Rights

Ingredion has increased our sustainable sourcing of Tier 1
crops from 48% - 66.8% in 2023. Ingredion continues toleverage the SAI platform’s FSA to increase transparency
and identify opportunity areas within our supply chain.

Promoting Human Rights

Ingredion continues to be dedicated to the promotion and protection ofhuman rights, both within our operations and across our supply chain.
In our company, we seek out opportunities to continually improve on
our processes and policies to promote ethical operations. Within our
supply chain, we are dedicated to increasing transparency and ensuring
the protection of workers. In working toward our goals, we categorize
suppliers as agricultural and non-agricultural, as these groups havedistinct approaches to reach a common goal.

Assessing Human Rights of
Our Grower Supply Chain

In 2023, Ingredion continued to partner with the Sustainable Agriculture
Initiative (SAI) Platform to increase visibility of our supply chain. An estimated4,600 farms have been assessed through the use of the Farm Sustainability
Assessment (FSA) with third-party verification audits, including on-farm visits. A
farm management group (FMG) is a set of farms located in the same country or
geographic area, delivering the same crop and administered in the mass-balance
volume accounting system based on the Quantity Credit Method.*
The FSA is a tool that, in conjunction with on-farm visits, enables Ingredion toassess, validate and improve on-farm sustainability practices in our supply chain.
The FSA contains a set of essential human rights questions, including topics suchas land rights, proper PPE, forced labor and child labor that must be sufficiently
answered to achieve a Bronze or higher rating. Ingredion has achieved aminimum of an FSA Bronze rating for its Tier 1 crops sourced for our operationsin Brazil, Canada, China, Colombia, France, Hungary, Mexico, Thailand and theUnited States.
*Mass balance means that FSA verified and non-verified volume can be physically mixed but are kept separate administratively and the
Quantity Credit Method assures that for each crop you know how much volume is verified at each performance level (Bronze, Silver or Gold).

14

PureCircle by Ingredion has used the SAI Platform
FSA as the initial means of evaluating human rights
in their stevia supply chain in China. This third-party
assessment process helps increase transparency with
our growers, while also meeting grower customer
demand for FSA-validated supply.

100%

of crops met FSA definition ofsustainably sourced with 95% ofgrowers at the Silver level and theremaining at the Bronze level.

Use FSA to validate farm
practices and identify
areas of improvement

Establish country
level action plans todrive for continuous
improvement

Conduct on-farmvisits to gain
additional insights

EVERYDAY LIFE

PLANET LIFE

CONNECTED LIFE

Progressing Human Rights in Our
Non-Agricultural Supply Chain
We have been working since 2020 to segment critical suppliers
and register them in Sedex. This enables us to use Sedex’s Radarassessment tool to identify suppliers meeting high-risk criteria,
triggering a request for a Sedex Member Ethical Trade Audit (SMETA)
or equivalent. While this process has led to hundreds of our suppliersconnecting with us through the Sedex platform, we felt that a slightchange to this process was needed.
Supplier
Code of
Conduct
In 2023, we decided to prioritize having
our suppliers sign-off on our supplier codeof conduct which was updated in 2022.
Making certain our suppliers understandand are aligned with our business values
and requirements is the foundation formaking further progress. This work is being
done in conjunction with continued workon Sedex registration, with priority given
to the supplier code of conduct efforts.
Additionally, our procurement, legal andsustainability teams worked closely to makecertain supplier contracts reflect the most
up-to-date requirements of our program.

15

Our work to further align our
procurement processes with our
All Life plan is more than justexecuting on our sustainability
strategy. Making certain our
suppliers operate with respect forhuman rights help us mitigate
supply risks.

Cindy Keisling, she/her
SR. DIRECTOR, GLOBALINDIRECT PROCUREMENT
AND SUSTAINABILITY

Building Confidence with
Ingredion has leveraged the Thomson Reuters—OneSource tool since
its launch in the North America region in 2021. The OneSource tool is
integrated with Ingredion’s North America SAP and vendor approvalsystem to screen all new North America vendors against a set of250+ global Denied Party lists. The global Denied Party Lists include
inventories focused on forced labor such as the Customs and Border
Patrol forced labor list and the Uyghur Forced Labor Prevent Act Entity
list. Ingredion continues to roll out the use of OneSource globally, withplans to implement the use of One Source in South America, EMEA and
APAC regions.

Our Commitment toChildren’s Rights

Ingredion remains committed to the promotion and protection ofchildren’s rights across our value chain. Since children can be among
the most vulnerable in our society, we must maintain a focus on how
our operations could have a potential impact. In 2023, Ingredion wasagain assessed by the Global Child Forum as part of their broader effort
to further promote children’s rights in the food and agriculture sector.
In 2023, Ingredion was evaluated as part of the Global
Child Forum’s preliminary scorecard for our industry. In
this assessment, we scored 6.9/10 and were classified as“Achiever”. We improved our score slightly from 6.8/10
in 2022 and were pleased to still rate above this year’s
industry average of 5.4.

EVERYDAY LIFE

PLANET LIFE

CONNECTED LIFE

Aligning with ISO 26000
on Social Responsibility

ISO 26000 is a voluntary standard designed to help organizations
achieve their commitment to operating in a socially responsible
manner. Ingredion has chosen to align with ISO 26000 as itprovides a recognized benchmark through which we evaluate ourpractices and continually improve our programs. In 2023, Ingredion
reached 100% alignment with this standard. In 2022, we reported
an estimated 92% alignment with the standard, with our programaround biodiversity being the remaining element for us to address.

100%alignment with
the ISO 26000
standard in 2023.

For more information on Ingredion’s approach tobiodiversity, please see the Biodiversity Protection
section of this report.

We are seeing evolution around biodiversity andnature, with programs like TNFD, the Taskforce
on Nature-related Financial Disclosures, on
the horizon. While we have a strategy aroundbiodiversity protection today, we expect that
this strategy will continue to expand and evolve
over the coming years as industry and investor
interest continues to
evolve in this space.

Brian Nash, he/him
VICE PRESIDENT,CORPORATE SUSTAINABILITY
16

EVERYDAY LIFE

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Inclusion + Belonging

The Next Steps of our JourneyOver the past few years, we’ve made tremendous progress on our strategic
diversity, equity and inclusion (DEI) journey. Aligning more closely to ourcore values, we are excited to share the next step: integrating inclusion into
every aspect of our organization. To achieve this, we are evolving from DEI
to Inclusion + Belonging.
As we continue to mature in our approach, our commitment to DEI remains
steadfast—and we believe that Inclusion + Belonging better reflects the culture
we strive to achieve every day. Through Inclusion + Belonging, we reinforce
the intentionality of our commitment to creating a workplace where everyone
belongs, so that everyone has the opportunity to reach their full potential.

Diversity has many dimensions that go beyond representation; it’s about
ensuring that everyone feels included. The strategy and programs are in place
to ensure everyone can see themselves as a meaningful part of our collective
journey. Our goal is to create inclusive environments for our colleagues that
foster connection and collaboration—and that celebrate our differences.
Just as we diversify our ingredient solution offerings to remain relevant andcompetitive, we recognize that our talent pipeline needs the same emphasis.
Inclusion and Belonging are both ethical and business imperatives—and are
key to our strategic choices. When we prioritize these principles, we become
innovators and build a sustainable, purpose-driven and people-centric
growth culture.

Nancy Wolfe, she/her
SVP AND CHIEF HUMAN RESOURCES
OFFICER AND EXECUTIVE SPONSORFOR SERVE

Three Strategic Pillars

Our strategy identifies three strategic pillars: Workforce Representation,
Workplace Belonging and Strategic Partnerships. Each informs the strategic
choices we make and, together, they help us build the culture that defines
us as a company. Our dedication to fostering diverse talent and inclusive
culture revolves around crafting timely and well-suited opportunities thatempower our employees to thrive in their respective roles.

17

Workforce
Workplace
Representation Belonging

Strategic
Partnerships

EVERYDAY LIFE

PLANET LIFE

CONNECTED LIFE

Racial and Ethnic Breakdown
of US Employees
Manager and above

Workforce
Representation

29.6%

Women Representationof Global Employees

Total BIPOC

25.1% 37.1% 32.3% 20.8%
Total Womenat All Levels

Manager and above Director and above

Age Groups

18

Executive and above

11% 5.5% 11.5% 1.6%
Asian

Black

Hispanic/LatinX Other

Independent Board of
Directors Representation
Ten members

15.8% 60.5% 23.7%

40% 20% 100%

Under 30 years old

Women

30-50 years old

Over 50 years old

Ethnic/Racial

Over 50 years old

EVERYDAY LIFE

PLANET LIFE

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Workplace
Belonging

Global Inclusion Week

The inaugural 2023 Global Inclusion Week was a vibrant celebration of diversity
and belonging at Ingredion, held from July 10-14. Holding space and focus forthe week to highlight the importance of our “Everyone Belongs” value. Each day
focused on a different aspect of inclusion, such as collaboration, speaking one’s
mind and well-being. The week concluded with a global well-being webcast
featuring Ingredion CEO Jim Zallie. Employees from all regions participated in
virtual sessions, and the event encouraged everyone to take action towards
creating a more inclusive environment.

BRG Mentoring Program

Launched Business Resource Group (BRG) Mentoring
Program Pilot to provide access and visibility to
BRG members that were seeking out mentors.
The purpose of the program was also to increase
cross-cultural competency across the globe.

19

275
participants in the pilot
from across the globe.

EVERYDAY LIFE

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2.26

0.25%

%

AsianAmerican

Strategic
Partnerships

5.85

%

Hispanic
American

2023

6.70

%

0.47

%

AfricanAmericanNativeAmerican

0.01% %
84.47
Disabled

Women-Owned

VeteranOwned

Supplier Diversity Spend& Key Partnerships

U.S. YTD Percentage Spend (by classification)

20

Women Owned
Veteran		Hispanic American
Asian American
African American
Native American
Disabled		

$ 53,650,686		
$ 4,255,360		
$ 3,713,411		
$ 1,433,180		
$
297,783		
$
158,464		
$
3,783		

84.47%
6.70%
5.85%
2.26%
0.47%
0.25%
0.01%

TOTAL 		

$ 63,512,667		

100.00%$63.51M
USD

EVERYDAY LIFE

PLANET LIFE

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Three Aspirational Goals

Our organizational commitment to fostering inclusion andbelonging is unwavering. To achieve this, we have set forththree aspirational goals:

Increase
representationof women at the
manager level
and above.

Increase therepresentationof historicallyunderrepresented
talent at the
manager level
and above.

Sustain industry
inclusion benchmark
on global employee
engagement survey.
21

1
2
3

Pay Parity Statement

We are committed to equal pay for equal work, regardless of gender, race,
ethnicity or other personal characteristics. To deliver on that commitment,
we benchmark and set pay ranges based on local market data and consider
various factors such as an employee’s role and experience, job location andperformance when establishing individual pay levels. We regularly review ourcompensation practices to promote fair and equitable pay.
With the support of an independent third-party expert in this field, we conduct
global pay equity reviews for salaried employees to identify any unsupported
differences in pay between employees of different genders and, in the UnitedStates, races. Our last global analysis was in 2022 and encompassed almost
5,000 employees across 39 countries. From this analysis, we found no systemic
issues and no negative pay gap between male and female employees.
In the United States, we found no systemic issues and no negative pay gap
between non-white and white employees. Our pay equity analysis is underway
for 2024 and we will report findings in our May 2025 Sustainability report.
We believe providing a holistic total rewards package contributes to a valuable
employee experience and helps us attract and retain employees. Underpinnedby our Care First value, a total rewards package should also include benefits
that focus on the wellbeing of our employees and their families.
We continue to evolve our programs to meet our employees’ health andwellness needs. We provide access to medical, welfare and retirement benefits
and offer programs to all employees that support overall wellbeing, including
paid parental leave and caregiver leave, as well as financial, physical andmental health resources.

EVERYDAY LIFE

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CONNECTED LIFEThe Ongoing Impact andExpansion of Our BRGs

Founded2017

As a crucial component of our Inclusion and Belonging (I&B)
strategy, our Business Resource Groups (BRGs) continued to thriveand expand throughout 2023.

18.3%

Membersof our global
population are
BRG members.

344

Our BRGs serve as the conscience of the organization and amplify
key messages and issues from the communities they represent.
In the same year, we successfully hosted our third BRG Leadership
Forum. Beyond sharing best practices from industry experts, thisforum also offered valuable resources to enhance leadership skills
and foster professional networking opportunities.

EMEA

Mobile Libraries donated to schools inblack communities

North America

Hosted “My Black is not a Monolith”
employee panel and Mamie Till-Mobley
Memorial at Argo High School

South America

Expanded ABLE mentoring program inSouth America

22EVERYDAY LIFE

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FoundedFounded

2022

2021

Members

Members

158
Hosted Affinity month activities that
helped create cultural awareness andcommunity
Continued partnership with ASCENDNJ and Midwest chapters – Promoting
conferences and webinars that focus on
professional development and well-being

246

Before Ingredion, I hadn’t worked atan organization with enough Asian
representation to celebrate Diwali, Lunar
New Year and other festivals. Getting
involved with ADAPT, both as a member
and leader, has enabled me to connect withcolleagues outside of my department andlocation. It has also been rewarding to help
raise cultural awareness at Ingredion and toempower my fellow AAPI colleagues to bringmore of their whole
identities to work.

MexicoExpanded into Mexico and participatedin the International Day of Persons with
Disabilities observation

North America

Hosted students with special educationfrom Seward Academy at The Hatchery,the event included hands on activities

BrazilFor the third year participated in the
Do4Them Marathon Race
Pathik Bhatt, he/him
GLOBAL MARKETINGCOMMUNICATIONSMANAGER
23

EMEA

Established Business Disability ForumchapterEVERYDAY LIFE

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FoundedFounded

2019

2021

Members

Members

209
Digital journeys to different countries“Living Library” where employees
contributed cultural books

181

Living in three different countries has
exposed me to various cultures. The uniquething about cultures is that they are noteasily accessible, as they are not written
down like rules or regulations. Violating local
cultures can impact how society perceives
you. Leading INSPIRE is a great platform
for me to increase cultural awareness within
Ingredion and enable different cultures tomake meaningful connections, thereby
bringing greater value
to the business.

Adrian Timboel, he/him
SR. MANAGER GLOBALDIGITAL OPERATIONS

24

Hispanic Heritage Month celebration
External panel engagement with the
Chicago Chamber of Commerce chapter

EVERYDAY LIFE

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FoundedFounded

2019

2019

Members

Members

980
Recipient of Growth Award as BRG withbiggest membership increase
Continued business knowledge sessions,
including excel training to upskill employees

China

Expanded into China where they hosted
Career Development sessions with executive
leaders and launched Book Club Online

25545
MexicoMexico team scored 100 in the HRC CEI for
the 3rd year in a row
Engaged with customers on PRIDE fairs toshare best practices, educate and celebrate
PRIDE monthThailandCelebrated PRIDE Month for the first time

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FoundedFounded

2022

2017

Members

Members

112
United States

Held recognition events throughout
U.S. locations for veterans during
Veteran’s Day
Continued partnership with American
Corporate Partners (ACP) and enrolled
14 mentors to help veterans and theirspouses find their next careers

963

At Ingredion, have an extraordinary
assembly of individuals who have
served, spouses of active-duty personnel,
friends and family connected to military
service—even those who simply sharea deep commitment to supporting ourservicemen and women. As stewards of thisopportunity, we hold the privilege to forge
connections, provide unwavering support
and foster a sense of purpose among
these remarkable
individuals. For this,I am profoundly
grateful.

Rick Mowry, he/him
SR. MANAGER, GLOBALPROCUREMENT PACKAGING,
CAPEX
26

Celebrated International Women’s Day
across the Globe
Hosted private event for customers to
discuss women’s fundamental place incorporate
New clothes for female operators selected
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Innovation

The Importance of Driving
Sustainable Innovation

This led us to look outside, which sparked ourpartnership with HowGood—the world’s largest productsustainability database—in 2022. Across 2023, we
continued to work with HowGood to better understandtheir platform methodologies and to enhance the dataon our products going into their platform.

Ingredion has always focused on being an innovation company—delivering novel
solutions that help our customers create better products that are aligned withtrends their consumers value. But when it comes to sustainability, our focus
on innovation takes on an even more significant role. The food industry faces
the challenge of feeding a growing global population while managing costs,
maintaining respect for human rights and minimizing environmental footprint.
This is not a small task and requires companies to seek new and unique solutions.
Ingredion is well positioned to bring sustainable and innovative solutions acrossthe food and beverage supply chain, which is why this continues to be a criticalfocus in our 2030 All Life plan.

Evaluating Product Sustainability

One of the biggest challenges in developing products for sustainability is thebroadness of the scope covered by such an endeavor. A customer may approach
Ingredion and want to minimize cost while also minimizing their carbon and water
footprint. And all this has to be done while also making certain we maintain a supply
chain that respects human rights. Even things as seemingly simple as a customer’s
request to use renewable energy in the manufacturing of the ingredients theypurchase from us gets more complex when you consider the variety of approaches
our customers use in procuring renewable energy. Therefore, driving sustainable
innovation has to start with having mechanisms for evaluating product sustainability.
When we started our journey, Ingredion developed its own internal mechanism forassessing product sustainability. While this approach was a great start, there wasa lot of complexity in maintaining up-to-date information and methodologies forevaluating the various aspects of sustainability.

27

90%
estimated alignment
with UN SDGs
for new productlaunches in 2023.

HowGood created for us a very uniquemechanism that leverages their existingdata to identify how well a product oringredient is aligned with various elementsof the UN Sustainable Development Goals.
While there are still opportunities toenhance this tool, we are grateful for theirpartnership and willingness to help us
create the tools we needto drive progress.

Abhay Borkar, he/him
SENIOR DIRECTOR, SUSTAINABLE
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Partnering with HowGood

Our partnership with HowGood continued to provide business value for us in
2023. We originally looked at the platform as a means for assessing our individual
ingredients. However, the more we worked with the HowGood team, the more we
continued to identify opportunities to use their platform to address business needs.
One such need is the growing number of customer requests for product carbon
footprint (PCF) data, as our customers seek to reduce their environmental footprint.
HowGood’s PCF calculator has now beencertified to the Greenhouse Gas Accounting
Protocols, offering us a quicker and morecost-effective approach than using a
traditional life cycle assessment (LCA).
Additionally, our marketing department has been more active in using HowGood’s
formulations tool to advise customers on how our ingredients might positively,or negatively, impact a food or beverage formulation. In 2023, we highlighted
examples of formulation sustainability analysis using HowGood with multiple
customers as well as at the Institute of Food Technologists conference in Chicago.
Ingredion can further build on the information we get from HowGood by combining
it with market insights. Our ATLAS Simulator is a proprietary marketing tool thatprovides insight into consumer trends, as well as what sustainability attributes aremost valuable in different market segments and what consumers are willing to pay
more for. When paired with HowGood, ATLAS allows us to bring unique insight tohelp our customers navigate complex formulation decision.

28

What makes this powerful for Ingredion is thatit expands the tools in our toolbox. We now haveflexibility in how we can provide data to customers.
While we agree that an LCA can give the mostprecise data, it can be time consuming and take aslong as a year to complete. The HowGood PCF tool
helps us get a quicker response back to customers,
particularly ones just wanting a general idea of how
our ingredient will impact the overall
formulation for sustainability.

Eric Aaviku, he/him
SR. MANAGER, GLOBAL OPERATIONSSUSTAINABILITY

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Continuing to Explore
Opportunities in Circularity

We believe that our innovation efforts need to align with ourefforts to reduce food waste, which is why our sustainability
program includes a focus on promoting circularity. Not only is thisgood for the environment, but it is also good business. Market
trends show that consumers have a growing interest in circularity
as well as regenerative agriculture. In support of this, we areseeing increasing interest from our customers in ingredients madewith circularity in mind.

In 2023, Kerr Concentrates by Ingredion began working with
the Upcycled Food Association to secure Certified Upcycled
status for roughly 50 products in their portfolio. Kerr, whichmakes concentrates from “ugly” or waste fruits and vegetables,
saw a natural fit with the work the Upcycled Food Association
is doing. The certification allows our customers to use “certified
upcycled” or “made with upcycled ingredients” claims on frontof-pack and marketing materials, depending on the amount ofCertified Upcycled ingredients in the final product.

Ingredion will explore further Certified Upcycled certification forother products in our portfolio such as our FIBERTEX™ line of citrus
fibers, which are made from citrus peels. We will also explore
opportunities with our potato starches, which are made from theco-streams of potato chip and French fry manufacturing.

29

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Insight Driven Sustainability

Advancing Animal Welfare

In 2023, we furthered our work in insights by conducting an “ingredientassociation” study. Encompassing 11 countries with a thousand participants ineach country, this study tested how various terms are perceived and associatedin consumers’ minds. The research validated the connection between naturalingredients and what shoppers identify as sustainable, healthy and nutritious.

One of the primary functions of our Animal Welfare Council is to examine where
animal testing is required to make certain it is in line with the company policy. In
2023, PETA shared with us three cases in which Ingredion was linked to studies
that included animal testing. Our council reviewed these cases and found that
one of the studies was required by law and the other two were product samples
that had been provided to universities at their request. The latter has prompted
further review of our policies on donating product for research and how we might
further align them with our no animal testing commitment.

Developing sustainable products continues to require navigating a sea ofcomplexity. Often there are trade-offs that have to be considered, such as choosing
raw material supplies from geographies with a higher environmental footprint tomeet ethical sourcing requirements. Ingredion’s work in consumer insights­—alongwith our proprietary ATLAS consumer insights database—help us understand how
consumers value sustainability and what aspects are most import to them. This
enables us to support our customers in navigating sustainability choices to provide
value their consumers want.

Our further research into
consumer insights helps us
match ingredients in our
portfolio to our customers’
formulation needs, all while
enhancing the overall productdesirability
to the end
consumer.

30

Wei Qin, she/her
HEAD OF INSIGHTSCENTER OF EXCELLENCE

Most Appealing
Label Terms to
Consumers:
health and natural

Least Appealing
and Most
Unknown Term:
ultra-processed

This study helps us better link our
product categories to those consumer
perceptions—such as natural starch,fiber and clean label texturizers being
associated with the terms natural,sustainable, nutritious and healthy.

Since 2019, Ingredion has had our policy solidifying our commitment to animal
welfare by working to eliminate animal testing of our products where notrequired by law. Our efforts continue to be guided by our Animal Welfare Council,
which is comprised of leaders from our legal, regulatory affairs, nutrition scienceand sustainability teams.

PlanetLife.
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Environmental Impact

Making Strides Toward Our
Environmental Impact Commitments

In 2023, we made notable progress toward our Environmental Impact
commitments. Reductions in carbon emissions, increases in renewableelectricity and progress in reducing water use intensity all demonstrate how
we are working to meet our goals and create a more sustainable business.
But as we continue to drive progress, we are also seeing growing and evolving
outside interest in environmental performance. Stakeholders have expressedinterest in understanding our carbon transition plan and a growing numberof customers would like to understand how our products and operations
affect their own carbon reduction plans. And all this is occurring amid anincreasing number of standards and regulations that will potentially impact
our program, such as the Science-Based Target initiative’s (SBTi) Forest, Land
and Agriculture (FLAG) guidance.
With all that said,
Ingredion remains
committed toprotecting theenvironment across
our operations.

The strength of our program is reallyrooted in our employees who have shown
dedication and innovation in progressing
our environmental goals. It’s clear that ouremployees around the globe are working
toward a better planet.

2023

Milestone Performance

MILESTONEPROGRESS

Carbon Emissions (Scopes 1, 2 and Biogenic)
Carbon Emissions (Scope 3)
Renewable Energy
Water Use Intensity*
Waste to Landfill Avoidance
Wastewater COD Intensity

-22%
-3%
25%
-2%
88%
1%

*Extreme highly stressed geographies only
Results based against 2019 baseline

2023

Environmental Metrics

ENVIRONMENTAL METRICPROGRESS

Scope 1 Emissions
Scope 2 Emissions
Biogenic Emissions*
Scope 3 Emissions
Water Use: Global
Solid Waste

1,897,186 metric tons
673,973 metric tons
26,507 metric tons
10,201,373 metric tons
49,046,105 cubic meters
277,346 metric tons

*Net emissions after removals
Ingredion’s environmental data has undergone limited
liability assurance by our outside auditor, Apex.

Catherine Zimmerman, she/her
VICE PRESIDENT, ENVIRONMENT,HEALTH, SAFETY AND SUSTAINABILITY
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Building a Carbon Reduction Strategy
The primary drivers to our improvement in Scopes 1 and 2 GHG emissions vs.
2022 were lower product demand, Pakistan energy mix, higher renewableelectricity usage and the start-up of two renewable biomass boilers in Brazil.
Our Cornwala, Pakistan plant experienced a temporary economic situation
locally that favored transitioning from coal-fired cogen heat and electricity
production to natural boiler and purchased electricity for part of the year.
The economics have returned to historical differentials, and the coal-fired
cogen was restarted in late 2023.

25%

of purchased electricity from renewablesources with the largest year-over-yearincreases occurring in Brazil and China.

2023
Strategy to

Reduce Scope 1
and 2 Emissions
LEVER

PATHWAY

Optimize Energy
Consumption

Ingredion Performance System (IPS)
Energy Efficiency Capex Investment
Network Optimization

LEVER

PATHWAY

Substitute Energy
Sources

Coal Conversion
Biomass Energy
Renewable Electricity
Zero/Low Carbon Fuels (e.g. Renewable
Natural Gas and Green Hydrogen)
Electric Vehicles
Process Electrification

LEVER

PATHWAY

Capture CO2

Carbon Capture, Utilization and
Sequestration (CCUS)

LEVER

PATHWAY

OffsetPurchased Offsets (last 10% reduction)

We also started on-site solar generation at two Pakistan plants, and additional
floating and land solar installations will be commissioned in Thailand in 2024.
In the second half of 2023, renewable biomass boilers at our Mogi Guaçu andBalsa Nova, Brazil plants were commissioned.
On Feb 1, 2024, Ingredion announced the that we had completed the sale ofour business in South Korea. As a result, Korean impact on GHG emissions andother environmental sustainability metrics has been removed.

33

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LEVER: Optimize Energy Consumption

INGREDION PERFORMANCE SYSTEM (IPS)

is the implementation of standard tools and routines for
operations processes that apply best practices that enable
continuous improvement of our operation leading to energy,
water and waste optimization. IPS implementation isprogressing across our global sites to become the standard
way of working.

ENERGY EFFICIENCY CAPEX INVESTMENT is

deploying our capital resources to improve existing plant equipment
energy efficiency, which leads to financial cost savings and energy
consumption reductions.

$12M

in investments in projects that would
make our operation more environmentally
sustainable as it relates to GHG and water
reduction in 2023.

We have developed a robust global pipeline of capital projects
with sustainability benefits following plant-specific energy
studies with third-party energy experts. Ingredion is exploring
AI digital use cases to optimize asset performance, and we willcontinue to build capability in areas such as energy and water
optimization. We continue to prioritize these investments basedon available resources.

34

One example of energy efficiency is the investment at ourGuadalajara plant to recover heat from the boiler stack anduse it as heat in our boiler preheater and dryers. This enabled
the plant to reduce an estimated 3400 MT of CO2.

NETWORK OPTIMIZATION is routinely

performed by our Global Sales and Operations team,which aims to optimally produce products in our global
asset network to satisfy our customers’ requirementswith a high level of service.

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LEVER: Substitute Energy Sources

COAL CONVERSION has been a significant decarbonization leverfor Ingredion. In 2021, Ingredion finalized efforts to stop using coal in the
boilers at our Argo, USA facility – the largest manufacturing plant globallyfor the company.

8%

reduction in the company’s global carbon footprint
resulted from this change. It is also expected todeliver nearly one-third of the reductions planned
to meet our science-based climate change goal.

In the United States, our Winston Salem, North Carolina site also uses asmall percentage of coal in its energy mix, and we have a project underway
in 2024 to transition this small portion to natural gas and reduce the site’s
carbon footprint by approximately 5000 MT CO2.

BIOMASS ENERGY has recently been used in new renewablebiomass boiler investments at three Brazilian locations since 2019, which
has enabled Ingredion to reduce its carbon footprint through the transition
to renewable sources.

RENEWABLE ELECTRICITY provides a substantial lever todecarbonize our global carbon footprint.

25%of our electricity purchases
were from renewablesources in 2023.

The economic cost of renewable electricity varies by market based on local
supply and demand. In some markets, there is relative cost parity, and wehave prioritized renewable electricity purchases from the grid. In 2023, weparticipated in a project to explore a US virtual power purchasing agreement(VPPA) with an external consultant and other supply chain partners. Upon
analysis, we concluded that the current US VPPA agreement structures
would increase Ingredion’s earnings volatility and add incremental energy
cost. Currently, it is extremely difficult to pass on this incremental cost to ourcustomers, who are looking for cost-effective solutions in their formulations.
As a result, we decided not to pursue the VPPA agreement and continue tomonitor the market for more economic opportunities in the future.
We continue to evaluate solar power solutions at our manufacturing sites.
These solutions provide renewable green power. Given the physical on-site
surfaces available (e.g., available land, rooftops, etc.), the solution can often
be a small percentage of the site’s overall electricity consumption. We haveconducted on-site solar installations in Colombia, Thailand and Pakistan,which have had attractive capacity generation and financial returns.

35

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LEVER: Substitute Energy Sources

ZERO/LOW CARBON FUELS, such as renewable natural gas
and green hydrogen, provide a significant future opportunity to reducecarbon emissions in processes that have traditionally consumed natural gas.
Our procurement team continues to scout for suppliers with capability toprovide renewable natural gas at cost parity to conventional natural gas.
Our customers are focusing on cost-competitive ingredient formulations
and maintaining a competitive cost is an important consideration forthem. Green hydrogen is a potential long-term solution and we continue tomonitor technology opportunities for it to become cost competitive.
A portion of our sites use anaerobic wastewater treatment processes, which
produce biogas, a sustainable alternative to conventional natural gas.

70%of the produced biogas at our sites is alreadybeing used in other areas of the process,such as energy for product dryers.

ELECTRIC VEHICLES present a very low magnitude impact for
Ingredion’s Scope 1 and 2 emissions. Our supply chain model almost
exclusively includes third-party transportation suppliers, so the majority ofour transportation-related emissions are reported in Scope 3. Ingredion only
has a small number of lease vehicles for employee transportation globallyand our procurement team is working with local vendors to evaluate options
along with electrical charging infrastructure requirements.

36

PROCESS ELECTRIFICATION, when coupled with renewableelectricity, also creates a pathway for carbon emissions reductions. In 2023,
our global engineering team conducted a benchmarking visit to a food andbeverage manufacturing site that had deployed an electric boiler to better
understand potential applications. Deployment of this pathway is best suitedfor greenfield builds, plant expansions or replacement of obsolete equipment.
We continue to evaluate new technologies that could be applied to our process
as an economic alternative to conventional natural gas-fueled equipment.
LEVER: Capture CO2

CARBON CAPTURE, UTILIZATION AND
SEQUESTRATION (CCUS) technologies have been evaluated forIngredion’s corn wet milling processes with a third-party consultant. The fluegas streams from our corn wet mill operations that serve as potential targets
for carbon capture possess a relatively low CO2 concentration compared toother processes such as fermentation that produce a high-concentration CO2
stream. The low CO2 concentration stream impacts the economic feasibilityof using the current carbon capture technology available, but we continue tomonitor the technological advances in this area.
LEVER: Offset

PURCHASED OFFSETS are not a priority for Ingredion at this time

because we have prioritized reducing our physical emissions in our operation.
This approach aligns with the SBTi, which provides guidance that offsetsshould only be used for the final increment of emissions that cannot bephysically reduced.

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Ingredion remains focused on trying to identify a pathway to a Scope 1 and 2
SBTi 1.5-degree target, which is required before we can have a validated Net
Zero target as well. We believe that the SBTi methodology establishes criteriaaligned with our own beliefs that reducing physical emissions in our value
chain is essential to mitigating climate change.
Our strategy to reduce Scope 3 emissions is focused on the categories most
relevant to our supply chain emissions, specifically those related to Purchased
Goods and Services, Transportation and Processing of Sold Product.

2023
Strategy to

Reduce Scope 3
Emissions

37

LEVER

PATHWAY

Purchased Goods
and Services

Regenerative and Sustainable Agriculture
Supplier Engagement (e.g. Chemicals,
Packaging, Ingredients)

LEVER

PATHWAY

Transportation

Air Freight Minimization
Logistics Optimization and Electrification

LEVER

PATHWAY

Processing of
Sold ProductCustomer Engagement

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LEVER: Purchased Goods and Services

SUSTAINABLE AND REGENERATIVE AGRICULTURE is afoundational component of Ingredion’s All Life Sustainability strategy.

66%

of our Tier 1 crops were sustainably sourced in
2023. In addition, we have put about 74,000
acres of crops in regenerative programs, coveringcorn sourced for Brazil, Mexico and the US.

In our grower engagements, we work with farmers to collect farm-level
information related to issues such as fertilizer use with applications like theCool Farm Tool. We are working to develop a robust methodology to leverage
this data in our GHG reporting that requires a 2019 base year and current
year information that will also meet the third-party audit requirements.

SUPPLIER ENGAGEMENT related to GHG emissions reductions

associated with the materials we purchase is an important lever for reducing
our Scope 3 emissions. In 2023, we completed a supplier segmentation
to better understand what suppliers are estimated to be the highest
contributors to Ingredion’s Scope 3 emissions based on a spend based
analysis. We have started to engage our Top 50 suppliers related to theirsustainability priorities and GHG emissions data.

38

LEVER: Transportation

AIR FREIGHT MINIMIZATION contributes to mode cost andcarbon optimization because air freight is an extremely carbon-intensive
form of transportation compared to other modes (e.g., truck, rail, ocean,etc.). Our Global Supply Chain team has implemented a Sales and Operations
Planning (S&OP) process that aims to accurately forecast customer demandand optimize production globally to meet on-time customer deliveries. In
2023, the global spend on air freight was minimal, indicating there is not asignificant current opportunity to reduce emissions in this area.

LOGISTICS OPTIMIZATION AND ELECTRIFICATION

includes load optimization, route optimization and supplier engagement to
reduce carbon emissions associated with transportation. Our Global Supply
Chain team is working to deploy technologies and processes to optimize
loads and routings. Ingredion primarily uses heavy-duty trucks, which haveelectrification challenges related to range limitations, weight constraints
and charging for long-haul routes. Our procurement team is working withpotential vendors to identify viable use cases to pilot electrification andother technologies.
LEVER: Processing of Sold Product

CUSTOMER ENGAGEMENT related to the GHG emissions

associated with the processing of our product in their facility has not yet
started. In the coming year, we aim to start the initial engagement processwith our customers with similar sustainability objectives as Ingredion. This
will enable further product collaborations related to GHG reductions andprimary data that can be used in our Scope 3 calculations.

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Making Significant Strides Toward
Our Renewable Energy Commitment

As indicated in our carbon transition plan, renewable energy plays a strategicrole in our global carbon reduction strategy. This past year saw our renewableelectricity increase to approximately 25% of our global purchased electricity,with the largest year-over-year increases occurring in Brazil and China.
In addition to purchased electricity, we also expanded our use of on-site
renewable energy throughout the year. We started on-site solar generation
at two of our Pakistan plants and started installing additional floating andland solar panels in Thailand, which will be completed in 2024. However, ourbiggest projects came in the second half of 2023, with renewable biomass
boilers being commissioned in our Mogi Guaçu and Balsa Nova, Brazil plants.

We are also seeing renewable energy become increasingly important to someof our customers, who are looking at ways to reduce their Scope 3 emissions.

We were approached by a strategic customer
who wanted us to procure renewable electricity
to cover the manufacture of the products theybuy from us. This was a great collaboration, as
it helped us increase our renewable electricity
while simultaneously reducing their supply
chain emissions. It’s just a further example of
how we can create mutual value while working
toward our collective goals.

Luc Bertram, he/him
VICE PRESIDENT, GLOBAL KEY ACCOUNTSAND SALES EXCELLENCE

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Maintaining Water Stewardship
Across Our Operations

Water is a critical resource for our operations and we are committed
to responding to current and future water risks in the communities
where we operate. Our global operations network has a Manufacturing
Excellence team that identifies best practices in our operationalroutines, equipment and technologies, and then share them acrossour global organization so they can be quickly adopted. We identified
Mexico as an extremely high-water stress region that needs strong
focus. In the previous decade, our Mexico team already executed on
the easier opportunities to reduce water use intensity.

In 2023, our Mexico operation achieved:2%

4%

reduction inwater intensity
vs. our 2019baseline.

improvement overthe prior year wasunderpinned by aportfolio of continuous
improvement
opportunities.

In 2024, we will complete an anaerobic
wastewater treatment project at our
San Juan del Rio plant that will enable
more water recovery for cooling. In
2024, we plan to initiate an additional
investment project to reduce our
Mexico water consumption.

40

Our Pakistan operation also
continued its water intensity
reductions, achieving a26%
reduction in water intensity in
2023 vs. our 2019 base year.
This improvement was accomplishedby investing in more efficient water
separation technologies, cutting
down on “once through” water
consumption and developing strong
systems to prevent water waste.

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Reducing Waste Across
Our Operations

In 2023, we continued to work across our global
operations to lower the amount of waste sent
to landfill.
of total company waste
was diverted from goingto landfill or incinerations
without energy recovery(increased from 74% in 2021).

88%

Germany
Hamburg
Wesenberg

Pakistan
Cornwala
Faisalabad
MehranFifteen Plants
Achieving Zero Waste
to Landfill in 2023

We are also pleased to report that 15 of ourfacilities across the globe have achieved Zero
Waste status. Ingredion defines Zero Waste
as manufacturing <0.5% of the plant’s
solid waste going to landfill or waste
incineration without energy recovery.

UnitedKingdom
Goole

China

United States
Salem (Kerr)

Colombia

Barranquilla
41

Brazil

Balsa Nova
Cabo
Mogi Guaçu

Thailand
BKD
KalasinShandong
ShanghaiEVERYDAY LIFE

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Committed to Minimizing Plastic
Waste in Our Operations

Improving Water Quality
Through COD Reduction

We aim to reduce plastic waste associated with our operation bycompleting three projects per country where we have manufacturing
operations to drive increased circular plastics economy by the endof 2025. Through 2023, we have completed 22 projects. Our SouthAmerica procurement and operations teams collaborated with suppliers
to implement solutions that reduced plastic content in drums andstretch film used per pallet while still maintaining the product qualitythat our customers expect.

Engaging Our Communities
on Earth Day

In 2023, Ingredion performed a preliminary mapping of where plastics
are used within our operations. Primary use occurs in packaging andshipping/distribution of product to the customer. Smaller amountsof plastics are used in direct operations, but primarily are for quality
control, testing of product and intermediate storage. Our estimatesindicated that approximately 13,500 MT of plastic packaging material
use containing 50% plastic (as a percentage of total weight) or greater
was used in our global operation. We do not have complete dataon the plastics packaging content associated with our raw material
consumption at the present time.

42

In waste reduction, we measure the COD (Chemical Oxygen Demand)
intensity associated with operational streams going to wastewater.
Our goal is to reduce our COD intensity by 10% by 2030 vs. our 2019baseline so that we create more products and less waste from theagriculture crops we consume. In 2023, we achieved a 1% increase
in COD intensity vs. our 2019 baseline. Some of our facilities were
impacted by unexpected operational upsets, which adversely
impacted the COD intensity. While not an improvement vs. our baseyear, it reflects a 6% performance improvement vs. last year. Our
teams will continue to focus on this metric in 2024.

In April, many Ingredion sites celebrated Earth Day with employees
participating in community activities such as tree planting and trash pickups
and making personal commitments on how they would “Do One Thing” toimprove Ingredion’s sustainability.

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Biodiversity Protection

Navigating the Complexity

According to the World Economic Forum (WEF), 50% of the world’s
gross domestic product economic value generation is dependent on
biodiversity. The year 2023 saw further changes and developments in
the regulatory and standards framework related to biodiversity and its
different elements. Whether a company had to follow requirements
such as the European Union’s Deforestation Regulation, or they opted
to conform with voluntary standards like the Taskforce on Naturerelated Financial Disclosure (TNFD), biodiversity became a more
complicated area.

I regularly engage our customers andstakeholders to ask what they are doingor what they expect from suppliers
around biodiversity. And out of all thesustainability-related topics we discuss,
this is where we see the greatest
variation in responses.

Brian Nash, he/him
VICE PRESIDENT,CORPORATE SUSTAINABILITY

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Assessing Our Impact on Biodiversity
As the complexity around biodiversity planning for corporations
has increased, we have sought tools and mechanisms to further our
understanding of possible biodiversity considerations in the geographies
where we operate. In 2023, we assessed the geographies of our global
manufacturing operations using the World Wildlife Fund’s (WWF) Biodiversity
Risk Filter. The Biodiversity Risk Filter assesses the state of biodiversityrelated issues, as well as external pressures that may impact them, using
33 distinct indicators. These include items such as wild flora and fauna, soil
condition, ecosystem condition, herbicide resistance, tropical cyclones,
landslides and tree cover loss.
Like others we use to assess water stress or labor risks, these tools help
narrow our focus so we can use more in-depth means to evaluate areas
for further investigation. Having insights from the WWF tool allows us tocompare against farm-level results received from our growers using the
SAI Platform Farm Sustainability Assessment (FSA). While the alignment
between the tools is not a perfect overlap, the FSA provides a great nextlevel of information. From there, we can engage our growers directly withquestions about their practices or information to help them make moreenvironmentally sound decisions.

High-Level Overview Tableof Key Impact Areas
Forest Productivity andDistance to Markets

LOCATIONWATERSCARCITYECOSYSTEMCONDITION

PLANT PESTSAND DISEASETROPICALCYCLONES

Shanghai
Cornwala
Faisalabad
MehranShandong
Banglen
Guadalajara
Kalasin
San Juan del Rio

4.1
4.5
4.5
4.3
4.35
4.25
4.05
4.35
4.35

*
*
*
*
*
*
*
*
*

4.5
4
4
4
4.5
4
3.5
4
3.5

4.5
3
3
3.5
3.5
3.5
4.5
4
4.5

*No dependency or impact

The above table, which simply provides a high-level summary of themultitude of information from the WWF Biodiversity Risk Tool, shows
key topics and a sampling of Ingredion operating geographies.
In 2023, SAI Platform commissioned a study to evaluate whether or not the
FSA meets the requirements of EU Corporate Sustainability Due Diligence
Directive (CSDDD). It found that evaluations at FSA Silver and Gold level
could meet the requirements of CSDDD, provided the specific questions
answered covered the requirements of CSDDD. The environmental criteriaof CSDDD also include biodiversity and ecosystems, further supporting
Ingredion’s use of the FSA as a means to enhance their knowledge ofactivity in operating geographies and supply chain.

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Evaluating Deforestationin Our Supply Chain

Ingredion continues to use the SAI Platform FSA as ourprimary mechanism for evaluating deforestation in our
supply chain. As the lack of deforestation activity is
considered an “Essential” question, and therefore required
for a farm to be considered sustainable, our goal of having
100% of our Tier 1 priority crops sustainably sourced by 2025
is well aligned with our goal of having zero deforestation in
our supply chain. We have currently assessed and validated
approximately two-thirds of our Tier 1 crop suppliers as
being sustainably sourced under the FSA, and we areworking with even more growers who have been assessedbut do not quite meet the sustainable sourcing criteria.
(For more information, please see the Sustainable andRegenerative Agriculture section of this report.)
Of the geographies currently assessed under the FSA,
we have identified only two areas where we are seeking
a greater understanding of possible deforestation impacts
in our agricultural supply chain (see chart to right).

Areas for Greater
Deforestation Evaluation
BrazilCanadaDeforestation
Identified by
FSA

Deforestation
Identified by
Other Means

Deforestation
Identified by
FSA

Deforestation
Identified by
Other Means

NO

YES

YES

NO

While we have not identified significant
deforestation risk through the FSA, Brazil
has been identified as a geography where
significant deforestation risk exists. For thatreason, we would like to further validate thatno issues exist in our supply chain.

Some corn growers in the Ontario area haveidentified that they have cleared trees in thepast 10 years as part of government-sanctioned
deforestation to expand farmland. We areworking to better understand how this may,or may not, meet industry standards ofdeforestation, as it has been done ina licensed and controlled way.

In 2023, Ingredion’s Brazil operations began work on a multi-year project to increasetransparency into our supply chain. While part of the focus on this project is to gain abetter understanding of social aspects of our agricultural suppliers, there will also be
an environmental focus that will look at deforestation and other topics. For our Canada
suppliers, we clearly understand the relatively small percentage of our grower suppliers
who have cleared trees for farmland. We are now working to gain a better understanding ofwhether or not activity done under the sustainable management of a government or otherentity meets industry and regulatory definitions of deforestation. This work will help us
better engage customers seeking their own clarity into deforestation in their supply chains.
45

Connected
Life.
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Sustainable & Regenerative Agriculture

Tier 1 Priority Crop Sourcing Maturity

Supporting a Climate Resilient Supply
Chain Through Sustainable Agriculture

Sustainable and regenerative agriculture continue to be among the mostcommon topics of discussion in sustainability engagements with our customers
and other stakeholders. We continue to see many consumer-facing companies
put an emphasis on sustainably sourced ingredients, leveraging continued
consumer demand for sustainable products. At Ingredion, our work in this area
is not only about helping our customers meet their sustainability aspirations, butalso about working with our growers to support a more climate-resilient supply
chain. We understand that we have an obligation to work with our grower
partners across the world to support sustainable and regenerative farming.

66.8%

100%

of Tier 1 priority crops are
sustainably sourced.

of Waxy corn issustainably sourced.

In 2023, we achieved 66.8% progress toward our goal of having 100% of our Tier
1 priority crops (i.e. corn, tapioca, potatoes, stevia and peas/pulses) sustainably
sourced by 2025. Additionally, we have achieved our goal of having 100% of
global waxy corn sustainably sourced as part of that broader effort. We are atvarious stages of implementing sustainable agriculture, as indicated on thefollowing map. Of the 66.8% of crops that were sustainably sourced globally,
we are pleased to share that 14.6% of growers achieved SAI Platform’s FSA Goldlevel by demonstrating the highest levels of sustainable agriculture.

47

>66%
30-66%<30%% Sustainable
Sourcing Progress

Various challenges have impacted our progress toward our goals in different
geographies. For example, in the United States where we source the majority of
our corn from grain elevators from grain elevators that may, in turn, source fromvarying draw areas, connecting with farmers can pose a challenge. In Thailand,
where we were the first company to sustainably source waxy tapioca, our biggest
challenge was educating growers about sustainable sourcing and spreading thatknowledge to the thousands of smallholder farmers in our supply chain.

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Regenerative Agriculture andRegenerating Together

As founding members of the Sustainable Ag Initiative (SAI) Platform’s
effort to develop a standard regenerative agriculture platform, Ingredion is
excited to use the Regenerative Together global framework for regenerative
agriculture. The framework aligns the food and beverage industry behind ashared definition of regenerative agriculture and a shared set of outcomesto facilitate the transition to regenerative agriculture. Ingredion sees thisprogress as an important step forward in scaling a transition to regenerative
agriculture practices with our suppliers.
By focusing on four environmental impact areas of regenerative
agriculture—Soil Health, Water, Biodiversity and Climate—Regenerating
Together will allow Ingredion to identify common practices to addresseach impact area, choose meaningful KPIs to measure progress, follow
guidance on measurement tools and gain assurance in reporting outcomes.
Agreement across supply chain members in the food and beverage industry
on these regenerative agriculture practices will allow for easier scale-up of
projects, streamlined collaboration between different links in the supply
chain and the ability to work on landscape-level solutions to environmental
challenges in agriculture.

74K
48

acres are under regenerative agriculture
programs and working with customers
and third-party organizations to support
growers in adopting select regenerative
practices like cover crops and no tillage.

These projects also focused on reducing carbon emissions at the farm level,with payments made to growers for the carbon reductions achieved. These
payments help our growers offset any near-term expense for adopting
practices before the full benefits of the regenerative farming are realized.
Ingredion will be working with SAI Platform and its member organizations
to identify geographies where implementation of the Regenerating
Together program can begin.

We are seeing significant customer interest in regenerative
agriculture at the moment. There are two challenges with this.
The first is keeping up with the growing demand. The second is
the capital it takes to enact these projects. We are hoping that
programs like SAI Platforms Regenerating Together can start
to offer the most cost-effective option for implementing
regenerative practices with our growers.

Andy Utterback, he/him
DIRECTOR, GLOBALSUSTAINABLE SOURCINGEVERYDAY LIFE

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Pesticide Management

At Ingredion we understand that growers have many tools at theirdisposal to maximize the agronomic potential of their operations.
One very important tool is access to pesticides. While pesticides
have their place in a successful farming operation, it is of theutmost importance to Ingredion that these products are used
in a way that is safe for both the grower and the environment.
To help manage pesticide risks within our supply chains, Ingredion has
pledged to eliminate pesticides of concern (as identified by the World
Health Organization) from our supply chains. We have also pledged totrain our grower partners in the importance of practicing Integrated Pest
Management (IPM) in their operations. Ingredion sees the elimination ofpesticides of concern as a way to promote the health and safety of our
suppliers and their employees. In areas where these products might still bein use, Ingredion will work to find safe alternatives without compromising
farm productivity. An important option for eliminating the unnecessary
use of pesticides is grower adoption of IPM principles. IPM focuses onusing products according to their labeled use and only when agronomicallyadvisable for the operation. A focus on IPM can have positive impacts on
biodiversity in agricultural settings and helps growers become more efficientwith their inputs, which, in turn, has positive environmental benefits.

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Collaborating Toward Common Goals

When considering the scope and scale of Ingredion’s operations and thegoals we have committed to in sustainable and regenerative agriculture, it isnecessary for us to find like-minded partners for collaboration. Driving change
in agricultural supply chains takes time, resources and, most importantly,
consistent and strong signals to suppliers about what change is needed.
Ingredion has found that the most efficient way to meet these needs is by
working with as many members of a supply chain as possible to drive change.
When a regenerative ag project is supported by cooperatives and suppliers
that work directly with the grower, purchasers and processors of commodities,
and the downstream users of the ingredients made from the commodities
such as Consumer Product Goods (CPGs), collective action can be harnessed
to lower the strain on any one supply chain member without reducing theenvironmental outcomes targeted in the project. Showing growers supply chainalignment around sustainable and regenerative agriculture sends a powerful
message about the importance and endurance of these initiatives. Supply chain
collaboration also connects the grower more closely to the consumer-facing
products that their commodities go into, which allows them to conceptualize
and take pride in the positive effects their participation has on people andthe environment.

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Food Security

The Need for a More
Food-Secure World

We have met our target of implementing five product or supply chain projects insupport of plant proteins by 2025.

We know that it’s critical to support food security in a world where population
and resource inequality are on the rise. We also know that our position in thefood supply chain and as an innovative ingredient manufacturer gives us a great
opportunity to have a positive impact, both with our customers and our growers.
We remain committed to the three components of our food security strategy:
producing innovative products that support food security, supporting small holder
farmers in our supply chain and reducing food waste in our operations and our
supply chain.

Formulating for Sustainability
and Food Security

There are many focus areas in our strategy where innovative ingredients support
a more food secure world, such as plant-based proteins and our affordability lineof products. These product categories are examples of how we can support ourcustomers in delivering more affordable and nutritious foods to their customers.
In 2023 we saw a softening of the plant protein market, as trends moderated fromthe sharp rise seen in previous years. Even with reduced consumer purchases, we
believe there will still be growth in plant proteins that is aligned with the overallneed for a healthy diet for society. We continue to expand our efforts in plant
proteins, helping customers with formulation changes to meet their needs.
Also in 2023 we launched a water calculator to help
customers quantify the water savings of formulating withplant protein versus animal protein. We also launched a
new pea protein isolate that is lower in sodium, helping
customers reduce sodium for healthier product offerings.
50

Ingredion’s Affordability line of products are designed to help our customers create
products to manage rising costs. For example, products like our PECISA™ Bake
100 can replace up to 50% of eggs in products like muffins, and our VITESSENCE™
Pulse 3600 can reduce up to 100% of eggs in dry pasta applications. Aside from
helping our customers reduce the cost of their formulation, these substitutions
can sometimes also contribute to a lower environmental footprint of the product.
Being able to offer customers ingredient substitutions that can reduce cost while
also helping them meet their sustainability goals continues to be an area where ourcustomers are looking for support.
But formulating for affordability is not always as simple as just replacing one
ingredient with another, as other considerations like ingredient functionality andsustainability performance come into play.

Common challenges in driving affordability are taste and texture
parity, as well as possible labeling impacts. Ingredion has a robust
marketing and insights team to help identify how label changes
can be leveraged to increase consumer willingness to pay.
And our expertise in texture means we can help ourcustomers deliver taste and a consumer experience
with the change that is on par or better.

Check Out
Our Water
Savings
Calculator
Charlotte Commarmond, she/her
VICE PRESIDENT,GLOBAL MARKETINGEVERYDAY LIFE

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Continuing to Support Small Holder
Farmers in Our Supply Chain
A component of combating hunger and supporting food security under
the United Nations Sustainable Development Goals (SDGs) is supporting
small holder farmers. At Ingredion, we continue to work with small
holder farmers in our supply chain around the globe to educate them onsustainable agriculture practices, help improve yields and support theirearning a living wage in our communities. Our use of the SAI Platform
Farm Sustainability Assessment (FSA) to evaluate our growers provides
a tool for understanding where our small holder farmers need the most
support so we can work with them year after year to drive continual
improvement in their practices. Doing this often leads to minimized inputs
at the farm level and/or increased crop yields, both of which typicallycontribute to increased profit of their farms.

A great example of our work with small farms can be seen in Thailand, where
Ingredion has been working with local growers to deliver against our target of
having 100% of our Tier 1 priority crops (including tapioca) sustainably sourced
by 2025. This goal was a significant challenge for the company’s agricultural
team in Thailand, where challenges like varying practices, grower literacy andeconomic barriers were impactful across our supply chain. Over the past few
years, we have launched our SMART sustainable agriculture program, hosted
numerous training opportunities for growers, as well as launching an app thatenables increased grower engagement and best practice sharing opportunities.
This work has not only led to the first SAI Platform FSA-validated tapioca inThailand, but in 2023 we validated our first FSA Gold tapioca.

97.5%

of small holder growers supplying into
our Kalasin, Thailand facility werevalidated at the FSA Gold level—with
the remaining 2.5% reaching Silver level.

Ingredion’s agriculture team works with local growers
to share best practices

Ingredion has engaged small holder farmers in geographies representing
95.5% of our crop sourcing that touches on these small farms. We startby assessing these growers with the FSA, which allows us to identify
opportunities to include in local continuous improvement plans with growers.
Sharing best practices is an impactful way educate these growers.

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Tackling the Challengeof Food Waste

We understand the global challenge with food imbalance and food waste
is contributing to both food insecurity and the increased environmental
footprint associated with food being grown that is wasted. Ingredion iscommitted to reducing food waste, as well as supporting our customers
and suppliers in this endeavor.
Our global focus on reducing wastes of all kinds has also put an emphasis
on food waste. While our initial emphasis is on eliminating waste before itis ever generated, putting a focus on reducing food waste has challenged us
to look for additional outlets for food-grade products that, for some reason,
may not be sellable to customers. An example of this is off-specification
food-grade product that is sold into premium animal feed to recycle it backinto the food system. We are still in the process of implementing systems tohelp us track food wastes within our organization, with the understandingthat better data will lead to more impactful improvement plans.

Our efforts to help minimize food waste also include using crops or material
traditionally going to waste streams as incoming raw material. We havepreviously shared that our FIBERTEX™ line of functional fibers are madefrom citrus peels, and our functional potato starches come partially fromthe co-streams of operations of some of customers making potato chips andFrench fries. (To learn more about our circular economy efforts, please see theInnovation section of this report.)52

Our commitment has also included collaboration with organizations dedicatedto promoting food security. Ingredion has previously signed The Global
FoodBanking Network’s donation agreement, a commitment to donate
consumer-ready food products to local food banks rather as an alternative tothrowing it away. While most of the products Ingredion makes globally are
not consumer-ready, we do manufacture corn oil in Mexico that is periodicallydonated to food banks. We know that we have a lot of work still to do on
reducing food waste, but we are committed to making the journey.
Over the last few years, Ingredion has engaged in four projects within our
supply chain to help minimize food waste. Three of these projects were doneat the agricultural supply level, and one was in collaboration with one of ourcustomers. We know there is still a lot of work that needs to be done in thisarea, and we will continue to engage our supply chain partners in search ofadditional engagement opportunities.

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Community Impact

The Importance of Supporting
Our Communities

Ingredion maintains a long history of supporting the communities in which
we operate. We believe that being a good corporate citizen is the obligationof any organization—and 0ne that we take very seriously. We don’t just workin these communities. Our employees live there, many for their entire lives.
We support several key themes in our community impact efforts:
Combating hunger
Supporting education
Promoting gender equality
Fostering water stewardship in high-water-stress areas
While we want to maintain flexibility for our sites to support many different
areas of need in their communities, these four remain our primary focus.

Combating Hunger:
The Most Extreme Form of Poverty

We know that hunger is the most extreme form of poverty, where people are notable to afford food to feed themselves and their families. This hunger can result in
malnutrition and increased risk of disease. It can also stifle the physical and mental
development of the youngest members of our society in need. The World Food
Program (WFP) reports that over 333 million people around the world are experiencing
extreme hunger.
As a food ingredient company, Ingredion is committed to promoting food security
and combating hunger in the areas where we operate. We do this through a varietyof activities, including supporting local food banks, working with local farmers toenhance efficiency and other local efforts to help the hungriest in our communities.
In 2023, we held numerous food drives around the globe, expanded our collaborative
school feeding program in Kenya and even worked in Thailand to repopulate rivers
with fish, which provide a key source of food. For more information on our work withfarms, please see the Sustainability and Regenerative Agriculture section of this report.

Thailand teamreleasing nativefish into the
local river,which provides
a source of foodfor the local
community.

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Kenya School Feeding ProgramThis is a collaborative project, with all partners working together to securea successful outcome from the onset. The core objective was formulating
an affordable and nutritious product, based on climate-resilient crops witha minimum six months’ shelf life for ease of distribution and storage, as
the arid regions of Kenya lack clean water and cold storage due to lackof electricity. Ingredion’s role was to provide the expertise in stabilizing,texturizing and sweetening solutions, which was done through numerous
trials by our teams in Nairobi, Kenya, Johannesburg, South Africa and Lübeck,Germany, as well as in idea labs and pilot plant facilities.

The program provides students with a nutritional porridge
drink made from locally sourced crops including maize,soybeans, sorghum and sweet potato. This super-porridge
is sweetened with stevia, fortified with 15 micronutrientsand processed and packaged by TetraPak.

As part of the program, the companies plan to implement training on foodsafety, product storage and hygiene. The used cardboard packaging will berecycled and converted into boards, which will then be used to make chairs
and desks that will be donated to the schools covered in the program.

In 2023, we continued our collaboration around hunger and education in
Kenya. Funded in part by the Ministry of Education via the National Council
for Nomadic Education in Kenya (NACONEK), this partnership is a first-of-itskind for Africa and brings together expertise from DSM, Ingredion, TetraPak
and the Kenyan government. The ultimate aim of the project is to combat
hunger and malnutrition experienced by schoolchildren in arid and semi-arid
regions of Kenya to improve attendance and education performance.

12,000small-holder farmers havebeen contracted to supply
the agricultural materials to
support the local economy
through this initiative.

This is a very emotionally fulfilling project to be involved in,as we are bringing our purpose to life by making life betterfor underprivileged children by improving theirnutrition and getting them back to school.

Kennedy Ouma, he/him
DIRECTOR, AFRICA AND MIDDLE EAST
54

Projected Growth of Children Supportedby the Initiative as Funding Increases

50,000 100,000 2.4M
2023

2024 Goal

2025 Goal

It is estimated that around three million children every year drop out ofschool due to drought in the arid and semi-arid regions of Kenya. Throughthe program, data on school attendance, educational performance and thehealth and physical development of the children will be collected as partof the impact assessment.

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Supporting Education

Promoting Gender Equality

For example, we helped to support education for underprivileged children
in Pakistan via The Citizens Foundation. We also helped provide operational
support for the Maqbool Ahmad Shaikh School, leveraging the knowledgeof our employees.

Ingredion continues to drive Inclusion and Belonging within our own operations,
spearheaded by our Business Resource Groups (BRGs) designed to engage our
employees and their allies in driving progress toward one of our values, Everyone
Belongs. The Women of Ingredion Network (WIN) not only works to support
women across our organization, but they also engage in activities with ourcustomers and within our communities.

Our support of education goes beyond just helping students be
successful in their studies. We know that for the world to meet its
increasing sustainability challenges and to meet the goals set out inthe UN Sustainable Development Goals, we will need to continue tosupport education, particularly in the science, technology, engineeringand math (STEM) areas. Much like hunger, poverty can dramatically
impact education, which makes our efforts in impoverished communities
even more important.

600
new books were donatedby the Ingredion teamin China to local middle
schools in Ganzhou in
support of educationand literacy.

55

Ingredion remains dedicated to promoting gender equality and supporting theempowerment of women and girls in our communities. This may take the formof helping women with business and technical skills to explore entrepreneurial
opportunities from their homes or by empowering female farmers to operate
more sustainably and expand the climate resiliency of their farms for longterm viability. Supporting UN Sustainable Development Goal 5, gender equality
promotes more equitable communities and helps ensure representation in thevoices needed for a more sustainable world by 2030.

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Being Good Stewards of Water

Many of Ingredion’s manufacturing operations around the world include
the wet milling of crops. We understand how important water is not only
to our operations, but to the farmers who supply us with crops, as well as
the people who live and work in our communities. We know how important
it is to leverage innovation and technical expertise to continue to be goodstewards of water in our operations. But even more than that, it’s importantthat we share that expertise and knowledge in our local communities.
Across Thailand, Ingredion employees helped celebrate the theme of 2023
World Food Day: “Water for Life, Water is Food.” This included various
community outreach programs to help demonstrate the importance ofwater and of being good stewards of water where we live. For example,
members of our Ban Khao Din plant visited a local primary school to
educate students about the important role water plays in our daily lives.
Ingredion also donated a drinking water dispenser and filter to the school
to make sure every student has access to clean drinking water, which isfundamental to their growth and overall health.

Kalasin, Thailand
employees
promoting water
quality on World
Food Day.

Ban KhaoDin, Thailand
employees help
educate local
primary school
children on theimportance ofwater.

With the planet’s well-being in mind, we have an opportunity anda responsibility to help ensure that the young minds are equippedwith the right knowledge to make impactful decisions in the future.

Pongthorn Maitreemitr, he/him
THE BAN KHAO DIN PLANT MANAGER

56

Across the globe, Ingredion’s agricultural teams work with local
growers to help make them more climate-resilient and improve theirwater efficiency while continuing to enhance crop yield. (For more
information on how we promote water stewardship with our growers, please
see the Sustainable and Regenerative Agriculture section of this report.)Our
Governance.
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Governance
Growing Complexity and
the Need for Strong Governance

As we have indicated throughout this report, the area of sustainability is changing
faster than it ever has before. Regulatory changes, emerging standards, customer
demands and consumer trends are but some of the drivers adding to the complexityof sustainability. With this has come increasing concern over greenwashing, which
has led to green-hushing, or a concern that companies will become a target for
their sustainability aspirations or claims.

In the context of ESG initiatives,
good governance serves as the
bedrock upon which sustainable
practices are built. It ensurestransparency, accountability andethical behavior, safeguarding
both the company’s reputationand its commitment to long-termsustainability.

Tanya Jaeger de Foras, she/her
SENIOR VICE PRESIDENT,CHIEF LEGAL OFFICER,CORPORATE SECRETARY AND
CHIEF COMPLIANCE OFFICER
58

Now more than ever, we see astrong need for governance of
our sustainability program. We
remain guided by the Ingredion
Code of Conduct, as well as theoversight provided by our ESG
Executive Advisory Committee
and our Board of Directors. The
implementation of our program
continues to be guided by our
Global Sustainability Council,
which is comprised of seniorleaders in various functions andregions of the organization.

Ingredion’s
Code of
Conduct

Government Affairs

In order to maintain oversight of any Ingredion activity with local government,
Ingredion created a new global government affairs team within the organization.
Existing within our legal team, this group also helps track new and emerging
regulations and keeps leadership informed when the business could be impacted.

Looking Outside to Evaluate Progress

As part of the oversight and assessment of our program, we look to external evaluation
tools and standards to help us assess the progress and maturity of our sustainability
program. Some of these tools, such as the Sedex Member Ethical Trade Audit, the CDPquestionnaires, the SAI Platform Farm Sustainability Assessment and others, have alreadybeen mentioned throughout this report. Yet still others are worth mentioning here.

At Ingredion, we are steadfast in our conviction that sustained,
proactive and forthright dialogue between businesses and government
authorities is essential for robust public governance. As members of theprivate sector, we embrace our crucial role in the civic process, engaging
with policymakers to shape legislation, regulations and policies that
support sustainability initiatives. Our commitment extends beyond
direct involvement; as conscientious corporate citizens,
we contribute to the environmental, social andgovernance (ESG) agenda, fostering sustainable
progress through our actions and collaborations.

Luz Najera, she/her
VICE PRESIDENT, GLOBAL
GOVERNMENT AFFAIRSEVERYDAY LIFE

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Ingredion is proud to announce that we have been namedto Ethisphere’s World’s Most Ethical Companies list for thetenth time. Even more than the recognition, the applicationquestionnaire has served as a benchmark for us for over a
decade, challenging us to continually improve our programs
and processes related to our ethical operations.
Last year, we reported our performance under EcoVadis assessment platform as
having been scored at the bronze level. Our re-evaluation under that program is notdue until the second quarter of 2024, so our scoring remains unchanged from what
we reported last year. There are, however, two factors which are expected to impact
our 2024 rating. First, EcoVadis has announced that they are changing the scoringprocess for assessments. It is unclear yet how that may impact Ingredion’s overall
score, if at all. Additionally, Ingredion was notified by Ethisphere that our next rating
will be negatively impacted by an environmental fine paid for an air permit violation
at our Indianapolis, USA facility. This fine is the settlement from a self-reported
violation reported years ago, with the final payment having been assessed in 2023.

Cybersecurity

Cybersecurity remains an area of focus for our organization, as is the case withmany companies. In 2023, 342 cyber alerts were received and successfully addressedto protect the company. We did this through a variety of processes, controls andother means that work in unison to protect company data and assets. We continued
to train employees both through online courses, as well as with other approaches
such as email phishing campaigns, because awareness and vigilance of ouremployees continues to be our first line of defense.

Governance, Ethics and Compliance

The Board has adopted Corporate Governance Principles, which are designed
to promote the effective functioning of the Board’s activities, and to ensure that59

we conduct our business in accordance with the highest ethical and legal
standards. Ingredion’s Corporate Governance Principles ensure that strong,
independent Directors continue to effectively oversee company management
and provide vigorous oversight of how we address key issues relating to strategy,
risk and integrity.
The Board of Directors of Ingredion’s three standing committees—the Audit
Committee, the People, Culture and Compensation Committee and the Corporate
Governance and Nominating Committee—each operates pursuant to a written
charter adopted by the Board. Each committee of independent directors provides
regular reports to the full Board on risk assessment and risk management matterswithin its respective scope.

AUDIT COMMITTEE: Our Audit Committee comprises “independent

directors,” as defined under the rules of the NYSE. Consistent with the corporate
governance standards of the New York Stock Exchange, the Audit Committee of theBoard has primary responsibility for oversight of the company’s risk management
profile and its compliance with legal and regulatory requirements.

PEOPLE, CULTURE and COMPENSATION COMMITTEE:The People, Culture and Compensation Committee oversees human resource andlabor matters as well as executive and director compensation issues and considers
whether the company’s compensation plans, policies and practices encourage
excessive or inappropriate risk-taking that could have a material adverse effecton the company.

GOVERNANCE and NOMINATING COMMITTEE: Pursuant to its

Charter, the Corporate Governance and Nominating Committee addresses potential
risks that could result from the absence of independence or diversity on the Board,potential conflicts of interest, ethics and compliance, environmental and quality
matters and security and safety issues.

EVERYDAY LIFE

PLANET LIFE

CONNECTED LIFEAt the Board level, the Governance and Nominating Committee provides oversight ofour corporate governance practices and Business Integrity (BI) Program. Senior level
management provide oversight for significant strategies and program effectivenessthrough regular meetings and communications.

SPEAKING UP/NON-RETALIATION: Reinforcing our open door,

Enhancing Processes in
Support of Business Integrity

values, comply with all laws applicable to doing business with us and implement
responsible and ethical business practices consistent with our core values.

Ingredion’s ethics and compliance program is called “Business Integrity” because
our values center on integrity: Trust and integrity are the essential ingredients toour program. Our robust and comprehensive BI program is designed to support
employees’ understanding of legal requirements and what it takes to operate ourbusiness responsibly, ethically and with integrity. We operationalize our BI Ethics &Compliance Program through three strategic pillars: governance, risk and culture.
These pillars integrate the core elements of an effective compliance program:oversight; policies and procedures; training and communication; confidential
reporting; program monitoring and auditing.

Empowering Our Speak-Up Culture:
Core Policies

Ingredion’s purpose-driven, people-centric growth culture is guided byour values-based Code of Conduct. Published in 12 languages, the Codeis the foundational document of our risk-based, values-driven Business
Integrity, Ethics and Compliance Program (Business Integrity Program).
Our Code is supported by several core business practice policies including:

ANTI-BRIBERY and CORRUPTION: We have strict anti-corruption

policies and related procedures, such as the Anti-Corruption Due Diligence Process,which are designed to ensure compliance with the U.S. Foreign Corrupt Practices Act
and local anti-bribery laws.

60

speak-up culture by welcoming, encouraging and supporting our employees inasking questions and raising concerns and by having zero tolerance for retaliation.

SUPPLIER CODE OF CONDUCT: We expect our suppliers to share our core
COMPETING FAIRLY: Our antitrust policy underscores the importance ofcompliance with competition laws.

ANTI-HARASSMENT and DISCRIMINATION: Reinforcing ourcommitment to our Everyone Belongs value, we do not tolerate discriminatory or
harassing behavior by employees, customers, vendors, agents or any third parties
conducting business with our company.

The Business Integrity Program
Governance

Build accountability with an Owner’s
Mindset for our employees, customers
and stakeholders.

Risk

Drive strong cross-functional leadershipand build functional partnerships toincrease accountability to manage risks.

Oversight & Accountability

Proactive Risk Management

CultureEngagement & Learning

Promote a culture of compliance andethical conduct.

EVERYDAY LIFE

PLANET LIFE

CONNECTED LIFE

Continuing to Train andCommunicate with Employees

We consistently exceed a 98% rate of completion of annual Code of Conduct training.
Our yearly training also includes an annual certification of compliance, conflicts ofinterest disclosure—and now, for the second year in a row, an ethical culture pulse
survey. BI reinforces our code and risk training with targeted communications,
including emails, newsletters, videos and digital signage. Throughout the year, we
provide consistent and interactive training to our global teams, including:

Leadership Videos: Senior leaders sharing their personal experiences andreflections on leading with integrity and managing risk with resiliency
and agility.
Speaking Up/Non-Retaliation Lunch and Learns: Live, interactive
employee communication sessions covering what happens when reports are made,how the information is handled, what can be expected from the process and how
speaking up helps operationalize our company values.
Listen Up!: Training for managers on their responsibility to create and maintainan open-door, speak-up culture.

Ethical Storytelling: Sharing examples of real-life stories of ethics andcompliance issues and achieving high-performance with integrity.

Global Business Integrity Week: As an annual global celebration of ourvalues and culture of ethics, our Integrity Week’s goal is to inspire, engage and inform
our global teams on risks that can affect our business, learn about tools, resources andbest practices to manage these risks, as well as to celebrate our culture of integrity.

61

Business Ethics Reporting

Our Speak-Up culture encourages employees and suppliers to raise concerns
and report suspected misconduct. Concerns or questions can be raised to theemployee’s manager, human resources or the Business Integrity team at(AsktheCCO@ingredion.com) or by contacting the confidential Business Ethics
Line by phone or web at INGRethics.com. The Business Ethics Line is available
24/7 and is available in 12 languages, with the option for anonymous reporting.
The Business Ethics line is managed by an independent, third-party vendor and isfreely available to employees and anyone who conducts business with Ingredion.
Our reporting process logs, reviews and assigns reported matters to trained internalteam members. For quality assurance, Ingredion annually reviews the effectivenessof its internal reporting process and solicits feedback from individuals who,
if identified, have interacted with the process to ensure compliance with ourinvestigative principles of procedural justice. Ingredion investigates all credible,
good-faith reports of misconduct. We have zero-tolerance for retaliation against
anyone who reports suspected violations of policy in good faith.

Linking Sustainability to
Executive Compensation

This year we also progressed our efforts to link executive compensation to
our sustainability performance. Our executive leadership team now has direct
measurement tied to the company performance in safety performance, carbon
emission reductions and sustainable sourcing targets. While Ingredion employees
have had a longstanding link that couples compensation to safety performance, thismarks a further evolution in aligning with some of the key targets in our All Life plan.

Progress with an
Eye to the Future
Thank you for taking the time to read our 2023 Sustainability
Report. Like me and many others at Ingredion, I hope you areencouraged by the ongoing progress being made toward our2030 All Life Plan. With growing demands from customers,
consumers and other stakeholders, navigating sustainability
remains increasingly complex, making addressable progressthat much more challenging.
As we continue on this journey to our 2030 Plan, it seems like agreat time to reflect on how far we’ve come in just a few shortyears. At the start, we wanted to align our Environmental Impact
targets with sound science—and we have since validated ourcarbon emission reduction targets with the Science Based Target
initiative. We wanted to support our Tier 1 priority crop growers
in implementing and validating sustainable agriculture programs
towards our 100% sustainably sourced targets —and we are
two-thirds of the way there. We wanted our All Life Plan to drive
collaboration toward our goals—and we engaged customers andthose outside our organization more in 2023 than ever before.
Lastly, we positioned our program to link to the UN Sustainable

A LETTER FROMOUR CHIEFSUSTAINABILITY
OFFICER

Development Goals to make certain our progress remains
meaningful to the needs of our planet and society, and I believe
we have done that in the communities in which we operateby combating hunger, supporting education and promoting
gender equality.
We don’t see our All Life Plan as an unchanging document set
in stone over ten years. It is a living, breathing plan. As a result,changes or enhancements can sometimes be necessary to help us
achieve the goals we set out to accomplish. In short, it serves as
a compass to guide us as our sustainability program continues to
evolve to help us meet the needs of our company in conjunction
with our customers and our many stakeholders.
I remain excited for what the future of sustainability will bring—and I know that we will be ready to embrace each new opportunity
to bring continued value to Ingredion, our customers, our investors
and the communities in which we operate.
Thank you.

Larry Fernandes, he/him
SENIOR VP, CHIEF COMMERCIAL
AND SUSTAINABILITY OFFICER

62

EVERYDAY LIFE

PLANET LIFE

CONNECTED LIFEGRI Index

The Organization and its Reporting Practices
NUMBERDESCRIPTIONCROSS-REFERENCE/RESPONSE

2-1

Organizational details

Legal Name: Ingredion Incorporated
Ownership and legal form: 2023 Annual Report
Location of headquarters: Chicago, Illinois (USA)
Location of operations: 2023 Annual Report

2-2

Entities included in the organization’ssustainability reporting

2023 Annual Report

2-3

Reporting period, frequency and contact
point

Reporting period: 2023 Sustainability Report
Frequency: Ingredion’s sustainability reports areissued annually and based on calendar year
Contact Point: Inquiries about this GRI Index or
Ingredion’s sustainability program can be directed
to corpcomm@ingredion.com

2-4

Restatements of information

2-5

External assurance

SDG LINK

ADDITIONAL COMMENTS
Additional information on our locations can befound at www.ingredion.com.

Ingredion provides updates on our efforts onan annual basis.

There were no restatements of information in
Ingredion 2023 Sustainability Report
2023 CDP Water;
2023 CDP Climate Change;
2023 Sustainability Report

Data reported in Ingredion’s 2021 CDP
Water and Climate Change questionnaires
are verified by Apex. Additionally, volumes
covered by Ingredion’s sustainable sourcing
program are also reviewed and assured
externally by Apex.

Activities and Workers

63

NUMBERDESCRIPTIONCROSS-REFERENCE / RESPONSE

2-6

Activities, value chain and other business
relationships

2023 Sustainability Report
2023 Annual Report

2-7

Employees2023 Annual Report

2-8Workers who are not employees

Ingredion may employ managed contractors at ourfacilities, but do not otherwise employ workers
who are not employees.

SDG LINK

ADDITIONAL COMMENTS
Additional information on our products can befound at www.ingredion.com. There were no
significant changes to Ingredion or its supply
chain in 2023.

EVERYDAY LIFE

PLANET LIFE

CONNECTED LIFE

Governance64

NUMBERDESCRIPTIONCROSS-REFERENCE / RESPONSE

SDG LINK

ADDITIONAL COMMENTS

2-9

Governance structure and composition

Ingredion Incorporated Corporate GovernancePrinciples
2023 Annual Report
Board of Directors (Ingredion website)

5

The Principles can be accessed atwww.ingredionincorporated.com/investors/
Governance.html

2-10Nomination and selection of the highest
governance body

Ingredion Incorporated Governing and Nominating
Committee Charter;
Ingredion Incorporated Corporate GovernancePrinciples

2-11

Chair of the highest governance body2023 Annual Report;
Board of Directors (Ingredion website)

2-12

Role of the highest governance body inoverseeing the management of impacts

2023 Sustainability Report
Ingredion Incorporated Corporate GovernancePrinciples and Nominating Committee Charter

2-13

Delegation of responsibility for managing
impacts2023 Sustainability Report

Ingredion’s Governance and Nominating
Committee of the Board of Directors has
oversight responsibility for sustainability

2-14Role of the highest governance body insustainability reporting

2023 Sustainability Report

Ingredion’s global Sustainability Council
operates under the guidance of theGovernance and Nominating Committee of
the Board of Directors.

2-15

Conflicts of interest

Code of Conduct

The Code of Conduct can be accessed athttps://www.ingredionincorporated.com/
CorporateResponsibility/CodeofConduct.html

The Charter and Principles can be accessed atwww.ingredionincorporated.com/investors/
Governance.html

16, 17Ingredion engages with customers,
investors, NGOs, trade associations andother stakeholders to obtain input ona variety of topics. The Board regularly
reviews the strategy and objectives of thecompany and our sustainability efforts. The
Principles and Charter can be accessed atwww.ingredionincorporated.com/investors/
Governance.html. Aside from the general
governing responsibility of the Board of
Directors, the Governance and Nominating
Committee of the Board has direct oversightfor sustainability.

EVERYDAY LIFE

65

PLANET LIFE

CONNECTED LIFE

2-16

Communication of critical concerns

Concerns can be communicated by any employee(1) to the executive leadership team directlyor through managers, (2) to the corporate
Business Integrity Committee directly or throughanonymous reporting hotline, or (3) to the
Corporate Compliance Officer who communicates
independently with the Board of Directors.

2-17

Collective knowledge of the highest
governance body

Ingredion Incorporated Governing and Nominating
Committee Charter

The Governance and Nominating Committee
Charter covers sustainability responsibility,
as well as stipulations for seeking Resources
and Consultants where appropriate. The
Charter can be accessed at www.ingredionincorporated.com/investors/Governance.html

2-18

Evaluation of the performance of thehighest governance body

Ingredion Incorporated Corporate GovernancePrinciples; Ingredion Incorporated Governing andNominating Committee Charter

The Principles and Charter can be accessed atwww.ingredionincorporated.com/investors/
Governance.html

2-19

Remuneration policies

2023 Annual Report;
Governance (Ingredion website)

2-20

Process to determine remuneration

Ingredion Incorporated Compensation Committee
Charter

2-21

Annual total compensation ratio

Ingredion 2022 Proxy Statement (p. 25)

The Charter can be accessed atwww.ingredionincorporated.com/investors/
Governance.html

EVERYDAY LIFE

PLANET LIFE

CONNECTED LIFE

Strategy, Policies and Practices

66

NUMBERDESCRIPTIONCROSS-REFERENCE / RESPONSE

SDG LINK

ADDITIONAL COMMENTS

2-22

Statement on sustainable development
strategy2023 Sustainability Report

2-23

Policy commitments

Code of Conduct;
Our Values (Ingredion website)

16

The Code of Conduct can be accessed athttps://www.ingredionincorporated.com/
CorporateResponsibility/CodeofConduct.html

2-24

Embedding policy commitments

Code of Conduct;
Our Values
Supplier Code of Conduct(Ingredion website)

16

The Code of Conduct, Our Values and Supplier
Code of Conduct can be accessed at https://www.ingredion.com/na/en-us/company/
meet-ingredion/sustainability.html

2-25

Processes to remediate negative impacts

Code of Conduct

Ingredion utilizes a number of mechanisms
for ethics, including items such as open-door
policies and an anonymous reporting line.

2-26

Mechanisms for seeking advice and raising Code of Conduct
concerns

Ingredion utilizes a number of mechanisms
for ethics, including items such as open-door
policies and an anonymous reporting line.

2-27

Compliance with laws and regulations

Ingredion discloses fines and non-monetary
sanctions as required by the laws and regulations
applicable to its operations including, among
others, SEC reporting requirements.

In 2023, Ingredion paid a fine of $1.7M
related to testing requirements under our
Indianapolis, USA plant air permit. Thisviolation was self-reported and controls havebeen put in place to mitigate recurrence.

2-28

Membership associations

2023 Sustainability Report

Our report includes statements from both our
CEO and CSO.

17

Ingredion is a member of multiple
organizations with a sustainability focus,
including the SAI Platform, Field to Market,
The Campbell Institute and others.

EVERYDAY LIFE

PLANET LIFE

CONNECTED LIFE

Stakeholder Engagement
NUMBERDESCRIPTIONCROSS-REFERENCE / RESPONSE

SDG LINK

ADDITIONAL COMMENTS

2-29

Approach to stakeholder engagement

List of stakeholder groups: 2023 Sustainability
Report (various listed throughout) Identifying
and selecting stakeholders: Ingredion has
conducted an internal stakeholder assessment,
which examined the overlap between areas
most important to our sustainability strategy
and our existing stakeholder engagement. We
utilize this assessment to inform where we may
solicit additional stakeholder input. Approachto stakeholder engagement: We engage withstakeholders in two ways: (1) as a part of regularlyscheduled meetings through organizational
membership and (2) on an as-needed or
as-requested basis.

Ingredion engages with customers, investors,
NGOs, trade associations and other groups tosolicit input and feedback on our sustainability
efforts. Some of these stakeholder groups
and their engagements are referenced inour sustainability report. Others are notreferenced explicitly due to constraints
on space in the sustainability report orconfidentiality concerns. Ingredion undertakes
stakeholder engagements as a normal courseof business, and not solely for the preparationof our annual sustainability report.

2-30

Collective bargaining agreements

Approximately 45% of Ingredion’s manufacturing
plants have collective bargaining agreements inplace.

Per our internal Social Accountability
Management System, employees havethe right to establish collective bargaining
agreements. Our labor practices across our
manufacturing operations are audited utilizing
4-pillar Sedex Member Ethical Trade Audits(SMETA).

Disclosures on Material Topics

67

NUMBERDESCRIPTIONCROSS-REFERENCE/RESPONSE

3-1

Process to determine material topics

2023 Sustainability Report

SDG LINK

ADDITIONAL COMMENTS
Ingredion’s All Life plan was developed
based upon stakeholder analysis andmateriality assessment. Reporting against oursustainability pillars addresses the key pointsof these assessments.

EVERYDAY LIFE

PLANET LIFE

CONNECTED LIFE

3-2

List of material topics

List of material topics: 2023 Sustainability Report;
CDP Climate Change and Water reports
Changes in reporting: 2023 Sustainability Report

Our sustainability report contains a list of
material topics as identify under the EU
CSRD double-materiality requirements. This
assessment was conducted with an outside
consultant and drawing on information frominternal experts, stakeholders and NGOs.

3-3

Management of material topics

2023 Sustainability Report(The content of our report is based on those
topics most material to our business.) Ingredion
has a Global Sustainability Council made up ofsenior leaders within the organization. This groupmeets on a regular basis to assess progress against
the company’s sustainability strategy. Periodic
reports are also made to the Executive
Leadership Team, as well as the Board Governanceand Nominating Committee (GNC), which bothassess performance.

Ingredion has used the requirements of the EU
Corporate Sustainability Reporting Directive(CSRD) double-materiality assessment process
to determine material topics for sustainability.

Economic Performance

68

NUMBERDESCRIPTIONCROSS-REFERENCE/RESPONSE

201-1

Direct economic value generated anddistributed

2023 Annual Report

201-2

Financial implications and other risks andopportunities due to climate change

2023 CDP Climate Change

201-3

Defined benefit plan obligations and otherretirement plans

2023 Annual Report

SDG LINK

13

ADDITIONAL COMMENTSEVERYDAY LIFE

PLANET LIFE

CONNECTED LIFE

Indirect Economic Impact
NUMBERDESCRIPTIONCROSS-REFERENCE/RESPONSE

203-1

Infrastructure investments and services
supported

Any such investments are made at the local orregional level and are not collected at this time at
the corporate level.

203-2

Significant indirect economic impacts

This information is not currently collected at thecorporate level within Ingredion.

SDG LINK

ADDITIONAL COMMENTS

SDG LINK

ADDITIONAL COMMENTS

Procurement Practices
NUMBERDESCRIPTIONCROSS-REFERENCE/RESPONSE

204-1

Proportion of spending on local suppliers

Ingredion manages this activity at the regional or
local level and does not currently have the data toreport this at the corporate level.

Ingredion purchases crops from local suppliers
in many of the geographies in which we
operate, including Brazil, Canada, China,
Colombia, France, Hungary, Mexico, Pakistan,Thailand and the United States.

Anti-Corruption

69

NUMBERDESCRIPTIONCROSS-REFERENCE/RESPONSE

205-1

Operations assessed for risks related tocorruption

As part of our risk management processes,
Ingredion continually assesses our operations
for risks related to corruption, as well as otheractivities related to compliance with local laws
and/or our policies on business conduct.

205-2

Communication and training about anticorruption policies and procedures

All employees receive ethics training and sign-off
on Ingredion’s Code of Conduct, as well as ourcompany values.

SDG LINK

ADDITIONAL COMMENTS

This training was conducted again in 2023, in
accordance with the policies in our Code of
Conduct.

EVERYDAY LIFE

PLANET LIFE

CONNECTED LIFE

Anti-Competitive Behavior
NUMBERDESCRIPTIONCROSS-REFERENCE/RESPONSE

206-1

Legal action for anti-competitive behavior,anti-trust and monopoly practices

There were no legal actions against Ingredion in
2023 for anti-competitive behavior.

SDG LINK

ADDITIONAL COMMENTS

SDG LINK

ADDITIONAL COMMENTS

Materials
NUMBERDESCRIPTIONCROSS-REFERENCE/RESPONSE

301-2

Recycled input materials used

This information is not currently collected at thecorporate level.

The primary raw materials in Ingredion
products are agricultural crops, which are notrecycled material, but are from renewablesources.

301-3

Reclaimed products and their packaging
material

This information is not currently collected at thecorporate level within Ingredion.

Ingredion has circular economy products thatconsist of products from waste or co-streams.
For example, our Kerr Concentrates groupuses “ugly” fruit not sellable by growers toretail outlets, and upcycles them into viable
fruit and vegetable concentrates.

NUMBERDESCRIPTIONCROSS-REFERENCE/RESPONSE

SDG LINK

302-1

Energy consumption within theorganization

2023 CDP Climate Change

13

302-2

Energy intensity

2023 CDP Climate Change

12, 13302-3Reduction of energy consumption

2023 CDP Climate Change

12, 13302-4

Reduction in energy requirements ofproducts and services

2023 CDP Climate Change

12, 13

Energy70

ADDITIONAL COMMENTSEVERYDAY LIFE

PLANET LIFE

CONNECTED LIFE

Water
NUMBERDESCRIPTIONCROSS-REFERENCE/RESPONSE

SDG LINK

303-1

Water withdrawal by source

2023 CDP Water

6

303-2

Water sources significantly impacted bywithdrawal of water2023 CDP Water

6

303-3

Water recycled and reused2023 CDP Water

6

ADDITIONAL COMMENTS

Biodiversity

71

NUMBERDESCRIPTIONCROSS-REFERENCE/RESPONSE

SDG LINK

ADDITIONAL COMMENTS

304-1

Operational sites owned, leased, managed
in, or adjacent to protected areas andareas of high biodiversity value outside
protected areas.

2023 Sustainability Report15

Ingredion has assessed our direct operations
against biodiversity hotspots and havedetermined there is not a significant impact.
As we continue to expand our efforts related
to sustainability (e.g. energy from biomass),
further evaluations will be made.

304-2

Significant impacts of activities, products
and services on biodiversity

2023 Sustainability Report

15

304-3

Habitats protected or restored

2023 Sustainability Report

15

304-4

IUCN Red List species and national
conservation list species with habitats inareas impacted by operations

Ingredion has assessed our operations against the
CEPF global biodiversity hotspot list, as well as the
IUCN Red List, with no significant impact to either.

Engagement in support of local habitats is ongoing, with a particular focus on biodiversity
hotspots and our crop supply areas.
The biggest risk to species and habitats
comes from the growers in Ingredion’s supply
chain. We are in the process of continuing toevaluate potential impacts.

EVERYDAY LIFE

PLANET LIFE

CONNECTED LIFE

Emissions
NUMBERDESCRIPTIONCROSS-REFERENCE/RESPONSE

SDG LINK

305-1

Direct (Scope 1) GHG emissions

2023 CDP Climate Change;
2023 Sustainability Report

13

305-2

Energy indirect (Scope 2) GHG emissions

2023 CDP Climate Change;
2023 Sustainability Report

13

305-3

Other indirect (Scope 3) GHG emissions

2023 CDP Climate Change

13

305-4

GHG emission intensity

2023 CDP Climate Change

13

305-5

Reductions of GHG emissions

2023 CDP Climate Change;
2023 Sustainability Update

13

305-6

Emissions of Ozone Depleting Substances(ODS)

This information is not currently collected at thecorporate level within Ingredion.

ADDITIONAL COMMENTS

Full details on our estimated Scope 3 emission
related to transportation and agricultural
sourcing can be found in Ingredion’s CDP
report.

Effluents and Waste

72

NUMBERDESCRIPTIONCROSS-REFERENCE/RESPONSE

SDG LINK

306-1

Water discharge by quality and destination 2023 CDP Water

6

306-2

Water by type and disposal method2023 CDP Water

6

306-3

Total weight of waste generated

2023 Sustainability Report

306-4

Waste diverted from landfill2023 Sustainability Report

306-5

Water bodies affected by water discharges
and/or runoff

2023 CDP Water

6, 14

ADDITIONAL COMMENTS

Water basins potentially impacted byoperations are identified utilizing the WWF
Water Risk Filter.

EVERYDAY LIFE

PLANET LIFE

CONNECTED LIFE

Supplier Environmental Assessment
NUMBERDESCRIPTIONCROSS-REFERENCE/RESPONSE

308-1

New suppliers that were screened using
environmental criteria

2023 Sustainability Report;
2023 CDP Climate Change

308-2

Negative environmental impacts in the
supply chain

2023 Sustainability Report

SDG LINK

ADDITIONAL COMMENTS
Ingredion currently uses Sedex to assess
environmental considerations of our nonagricultural suppliers. Additionally suppliers
have been screened using the WWF Water Risk
Filter, as reported in our 2023 CDP Climate
Change questionnaire. Agricultural suppliers
are assessed for environmental practices
used the SAI Platform Farm Sustainability
Assessment (FSA).

Employment

73

NUMBERDESCRIPTIONCROSS-REFERENCE/RESPONSE

401-1

New employee hires and employee
turnover2023 Annual Report

401-2

Benefits provided to full-time employees
Benefits, and their variance between full-time andthat are not provided to temporary or part- part-time employees, vary by country and region.
time employees
These benefits may also be impacted by any
collective bargaining agreements that are in place.

Benefits can include items such as paid
holidays, health care insurance, bonus
compensation, parental leave, educational
tuition reimbursement and other such items.

401-3

Parental leave

Ingredion has enhanced its parental leave
policies to extend maternity leaves, offer
paternity leave for employees and moreaccurately define benefits for adoptions andother similar considerations.

Parental leave varies by country and region and ismanaged locally in accordance with legal
requirements.

SDG LINK

ADDITIONAL COMMENTSEVERYDAY LIFE

PLANET LIFE

CONNECTED LIFE

Occupational Health and Safety

74

NUMBERDESCRIPTIONCROSS-REFERENCE/RESPONSE

403-1

Workers representation in formal joint
management-worker health and safetycommittees

All Ingredion manufacturing facilities have healthand safety committees made up of workers
and members of the local management team.
The exact make-up of these teams may differ
by location and be dictated by local law and/orcollective bargaining agreement.

403-2

Types of injuries and rates of injury,
occupational disease, lost days andabsenteeism and the number ofwork-related fatalities

2023 Sustainability Report403-3

Workers with high incidence or high risk of Ingredion has identified no such high-risk groups
disease related to their occupation
within the organization.

3

Ingredion tracks work-related injuries andillnesses on an on-going basis, and thisdata is regularly assessed for trends so thatmitigation actions can be taken.

403-4

Health and safety topics covered in formal
agreements with trade unions

3

Ingredion has an internal Environmental,
Health and Safety Management System
which covers our global operations andsets minimum standards of practice. This
management system is aligned with ISO 14001
and OHSAS 18001 criteria.

A variety of health and safety topics may becovered in formal agreements with various tradeunions across our global operations.

SDG LINK

ADDITIONAL COMMENTS

The company reports Total Recordable
Incidence Rates for employees andcontractors. While information on
occupational disease and lost days arecollected, these are not reported publicly atthis time.

EVERYDAY LIFE

PLANET LIFE

CONNECTED LIFE

Training and Education
NUMBERDESCRIPTIONCROSS-REFERENCE/RESPONSE

SDG LINK

ADDITIONAL COMMENTS

404-1

Average hours of training per employee

2023 Sustainability Report3

Training such Environmental, Health, andSafety (EHS), Lean Six Sigma, Code of Conduct
and Cybersecurity are tracked at the corporate
level. However, there is additional training
at the local or regional level that may not bereported at the corporate level.

404-2

Programs for upgrading employees’ skills
and transition assistance programs2023 Sustainability Report

Ingredion tracks some training activities
globally, such as employees trained in Lean
Six Sigma (LSS). Many additional skills-based
training activities are coordinated at the local
or regional level and are not reported at thecorporate level. Ingredion has establishedtargets around increasing training hours aspart of our 2030 All Life plan.

Diversity and Equal Opportunity

75

NUMBERDESCRIPTIONCROSS-REFERENCE/RESPONSE

SDG LINK

ADDITIONAL COMMENTS

405-1

Diversity of governance bodies andemployees2023 Sustainability Report
You can find more information on board diversity
in the proxy statement for our 2024 annual
meeting of shareholders that we filed with the
SEC on April 3, 2024

5

Ingredion monitors the representation of
our workforce and board. For example,
we reported 25.1% of women in our total
workforce and 40% female representation on
our Board.

EVERYDAY LIFE

PLANET LIFE

CONNECTED LIFE

Freedom of Association and Collective Bargaining
NUMBERDESCRIPTIONCROSS-REFERENCE/RESPONSE

SDG LINK

ADDITIONAL COMMENTS

407-1

Operations and suppliers in which theright to freedom of association and collective bargaining may be at risk

2023 Sustainability Report8

Ingredion assesses our manufacturing
operations with third-party Sedex Member
Ethical Trade Audits (SMETA), which include
interviews of employees around a varietyof human rights considerations. To date, noissues have been identified where collective
bargaining rights are at risk. Ingredion is in
the process of defining risk criteria which will
inform SMETA audits with suppliers.

CROSS-REFERENCE/RESPONSE

SDG LINK

ADDITIONAL COMMENTS

8

Ingredion utilizes Sedex/SMETA to assess
suppliers, and the SAI Platform as our global
program for assessing agricultural suppliers.
Our agricultural supply represents our biggest
potential risk for child labor issues, however,
we utilize an assessment protocol thatlooks for child labor in farming operations.
Approximately 98% of our global crop
sourcing is from corn and tapioca, which are
not typically associated with child labor risks.
No instances of child labor were found during
on farm audits in 2022.

Child Labor

76

NUMBERDESCRIPTION

408-1

Operations and suppliers at significant risk 2023 Sustainability Reportfor child labor

EVERYDAY LIFE

PLANET LIFE

CONNECTED LIFE

Forced or Compulsory LaborNUMBERDESCRIPTIONCROSS-REFERENCE/RESPONSE

409-1

Operations and suppliers at significant risk 2023 Sustainability Reportfor forced or compulsory labor

SDG LINK

ADDITIONAL COMMENTS

8

Ingredion utilizes Sedex/SMETA to assess
key suppliers, and the SAI Platform as ourglobal benchmark in assessing our agricultural
suppliers. Our PureCircle operations haveidentify the Xinjiang province in China as
having potential risk for forced labor, which
is why stevia leaf used by the company is notsourced from that region.

SDG LINK

ADDITIONAL COMMENTS

Security Practices
NUMBERDESCRIPTIONCROSS-REFERENCE/RESPONSE

410-1

Security personnel trained in human rights This information is not currently tracked at thepolicies or procedures
corporate level.

Training activity is currently managed at a
local or regional level within Ingredion, andtherefore training information is not available
at the corporate level at this time. Training
resources for Ingredion’s Social Accountability
Management System have been provided
across the business, as has training in our
Code of Conduct and company values.

Rights of Indigenous People

77

NUMBERDESCRIPTIONCROSS-REFERENCE/RESPONSE

SDG LINK

ADDITIONAL COMMENTS

411-1

Incidents of violations involving rights ofindigenous people

Ingredion is not aware of any issues or violations
in our operations involving the rights ofindigenous people.
2023 Sustainability Report

16

Ingredion’s internal Social Accountability
Management System addresses the rights ofindigenous people, as well as processes for
obtaining Free, Prior and Informed Consent(FPIC). We utilize external tools such as the
LandMark Map to help identify geographic
areas where considerations involving
indigenous peoples may exist.

EVERYDAY LIFE

PLANET LIFE

CONNECTED LIFE

Human Rights Assessment
NUMBERDESCRIPTIONCROSS-REFERENCE/RESPONSE

SDG LINK

ADDITIONAL COMMENTS

412-1

Operations that have been subject
to human rights reviews or impact
assessments

2023 Sustainability Report

Ingredion manufacturing sites are assessedusing third party Sedex Member Ethical Trade
Audits (SMETA).

412-2

Employee training on human rights
policies or procedures

Ingredion has implemented an internal Social
Accountability Management System, which
outlines our human rights practices and includes
associated training. Additionally, all employees
are trained on Ingredion’s Code of Conduct, which
includes our policy on Human Rights.

Training activity is currently managed at a
local or regional level within Ingredion, andtherefore training information is not available
at the corporate level at this time.

412-3

Significant investment agreements andcontracts that include human rights
clauses or that underwent human rights
screening

These agreements or contracts may be managed
at the local, regional or corporate level. This
information is not currently tracked at thecorporate level.

Local Communities
NUMBERDESCRIPTIONCROSS-REFERENCE/RESPONSE

413-1

Operations with local community
engagement, impact assessments anddevelopment programs2023 Sustainability Report

SDG LINK

ADDITIONAL COMMENTS
Ingredion does not have a centrally
coordinated local impact assessment process
at this time.

Supplier Social Assessment

78

NUMBERDESCRIPTIONCROSS-REFERENCE/RESPONSE

414-1

New suppliers that were screened usingsocial criteria

2023 Sustainability Report

SDG LINK

ADDITIONAL COMMENTS
Ingredion has a program to assess key
suppliers through Sedex, SMETA orsimilar programs.

EVERYDAY LIFE

PLANET LIFE

CONNECTED LIFE

Marketing and Labeling
NUMBERDESCRIPTIONCROSS-REFERENCE/RESPONSE

417-3

Incidents of non-compliance concerningmarketing communication

No incidents of marketing non-compliance wereidentified in 2023.

SDG LINK

ADDITIONAL COMMENTS

SDG LINK

ADDITIONAL COMMENTS

Customer Privacy

79

NUMBERDESCRIPTIONCROSS-REFERENCE/RESPONSE

418-1

Substantiated complaints concerning
Ingredion had no such complaints made by ourbreaches of customer privacy and losses of customers.
customer data

EVERYDAY LIFE

PLANET LIFE

CONNECTED LIFE

TCFD Index

Recommended Disclosures
RECOMMENDATIONDISCLOSURESREFERENCE

Governance

Describe the organization’s governance around climate-related risks and opportunities

2023 CDP Climate Report (C1.1a-b)

Describe management’s role in assessing and managing climate-related risks
and opportunities

2023 CDP Climate Report (C1.2)

Describe the climate related risks and opportunities the organization has identified
over the short, medium and long term

2023 CDP Climate Report (C2.1a, C2.3, C2.4)

Describe the impact of climate-related risks and opportunities on the organization’s
business, strategy and financial planning2023 CDP Climate Report (C2.3, C2.4)

Describe the resilience of the organization’s strategy, taking into consideration different
climate-related scenarios, including a 2⁰C or lower scenario

2023 CDP Climate Report (C3)

Describe the organization’s process for identifying and assessing climate-related risks

2023 CDP Climate Report (C2.1, C2.2)

Describe the organization’s processes for managing climate-related risks

2023 CDP Climate Report (C2.1, C2.2)

Describe how processes for identifying, assessing and managing climate-related risks
are integrated into the organization’s overall risk management

2023 CDP Climate Report (C2.1, C2.2)

Disclose the metrics used by the organization to assess climate-related risks andopportunities in line with its strategy and risk management process

2023 CDP Climate Report (C4.2, C9.1)

Disclose Scope 1, Scope 2 and, if appropriate, Scope 3 greenhouse gas emissions andthe related risks

2023 CDP Climate Report (C6)

Describe the targets used by the organization to manage climate-related risks andopportunities and performance against targets

2023 CDP Climate Report (C4.1, C4.2)

Strategy

Risk Management

Metrics and Targets

80EVERYDAY LIFE

PLANET LIFE

CONNECTED LIFE

Supplemental Sector Disclosures
FINANCIAL CATEGORY

CLIMATE-RELATED CATEGORYMETRICREFERENCE

Revenues

Risk Adaptation & Mitigation

Revenues/savings from investments in low-carbon
alternatives

2023 CDP Climate Report (C4.3b)

Expenditures

Water

Total water-withdrawal and total water consumed

2023 CDP Water Report (W1.2b)

Percent of water withdrawn and consumed in regionswith high or extremely high baseline water stress2023 CDP Water Report (W1.2d)

GHG Emissions

Purchased energy (Scope 2) emissions from purchased
heat, steam, and electricity consumed in companyowned plants

2023 CDP Climate Report (C4.1a)

Water

Number of company-owned production sites in regionswith high or extremely high baseline water stress2023 CDP Water Report (W4.1b, W4.2)

Risk Adaptation & Mitigation

Investments (CapEx) in low carbon/water alternatives

2023 CDP Climate Report (C4.3b)2022 CDP Water Report (W4.3, W7.2)

Assets81