Introduction

At Nutreco, we are committed todelivering sustainable products
and services, something thatbegins with sustainable sourcing,
and we are focused on achieving
the best results towards animal
health and farm productivity.

division-level functional directors who will own the various
aspects of RoadMap 2025. These functional directors willthen partner with the Operating Company (OpCo) managing
directors around the world to implement and execute
RoadMap 2025.

After the NELT approved RoadMap 2025, the Corporate
Sustainability and Corporate Communications teams
partnered to roll it out across Nutreco. We developed a series
of webinars, Nutranet videos, workshops, presentations andtrain-the-trainer PowerPoint toolkits with Nuterra Champions
to introduce the RoadMap to OpCo management teams, asThis is part of our overall commitment to good citizenshipwell as this RoadMap 2025 document. The divisions will follow

towards all our stakeholders, especially our employees, theup to support that functional departments and OpCos fullycommunities where we operate, and the developing world.

understand the scope of RoadMap 2025 and what will be
expected from them.

Since 2012, we have been working towards our Vision2020 sustainability strategy. Now that we are reaching its

This strategy outlined on the following pages sets the tone

conclusion, it is time to look to the future and ensure ourfor developments and changes to happen in Nutreco’s

sustainability ambitions remain aligned with our overallsustainability activities over the next five years. At every step

Nutreco strategy and ambitions. To prepare for this moment,of the process, we consulted with stakeholders to make sure

we began a six-step process back in 2018, focused on resetting

we take their needs and concerns into account. You canand realigning our sustainability priorities to once morelearn more about our process under “Strategy development

establish our “true north.”process” and our consultation with stakeholders
under “Materiality.”Completing the development of the strategy and KPIs, which
includes setting the dot on the horizon of where Nutreco

Through this process, we determined that we have threeshould be by 2025 was the first phase in embedding andmain themes of concern, under which all of our sustainability

achieving our RoadMap 2025. In the second phase, theambitions fall: (1) Climate and circularity, (2) Nutrition andsustainability department will partner with the Corporate

welfare and (3) Good citizenship. This document will detail

Communications and Corporate Development departments

each of the main themes of concern and the topics thatto develop a narrative on sustainability including an ambition

fall underneath them, framing the issues and presenting

statement. The third and final phase will include corporate

our recommended approach for each one. We refer tosustainability governance reform, in which the Corporate

measurable targets, whenever possible, to help us report

Sustainability department will partner with the divisions andon progress in the years to come.

2 NUTRECO SUSTAINABILITY ROADMAP 2025

NUTRECO SUSTAINABILITY ROADMAP 2025 3

The processof developing
Roadmap 2025

Materiality
assessment

Nutreco has a long history ofprioritizing sustainability within
its business strategy.

Six-step self-assessment process
The development of Nutreco’s RoadMap 2025 strategy and
KPIs is the result of a six-step process, outlined in figure 1, thatstarted in Q4 2018 with a materiality assessment. Each step inthe process built off the previous step; before moving on to a
new step, we aimed to achieve consensus on the current step.

To ensure that we managed our progress on sustainability

The underlying strategy of this six-step process was to ensure awell, throughout the years we were pursuing our previous

shared understanding amoung stakeholders about the issues

strategy, Vision 2020, the Nutreco Sustainability Platform (NSP)

facing Nutreco and gain the necessary internal “buy-in” bydeveloped the Nuterra Standard, a self-assessment tool thatthe business executives who will be tasked with leading theirenables us to monitor and measure progress made towards

teams to persue and achieve these goals by 2025.

achieving our goals.

We started the process with an
in-depth materiality assessment,
and stakeholders were consulted
at each step of the strategy
development, to determine what
priorities to focus on, how toaddress them and how far
we needed to go.

response rates came from the SHV Sustainability Platform
representatives, SHV Management and the NGO sector(see Figure 3).

After researching relevant environmental, social andeconomic impact issues relevant to Nutreco’s position in thefood value chain, we developed an electronic questionnaire
and asked stakeholders to rate the outstanding 22 issues
based on how important they considered them to be for
Nutreco’s sustainable future on a scale of 1 – 4 (1= not material /4= highly material).

The NSP designated any issue scoring 3.0 or above as material

Figure 1: RoadMap 2025 process

SHV

Nutrecomateriality

Materiality

EC

and EBD

assessment

workshop

workshop

NutrecoNSP

functional

develops

directors

Nuterraworkshop2025

Nutreco NELT
approval

The NSP conducted the materiality assessment in Q4 2018. In

for Nutreco’s future. A total of 14 issues scored 3.0 or above

total, over 700 internal and external stakeholders were invited(see Figure 4). Three issues (business integrity, bribery andto participate, and an unprecedented 42% (300 respondents)

corruption, and product safety) fell under the responsibility

agreed to contribute. They came from eight identifiedof other corporate departments, so they were not included

stakeholder groups (see Figure 2), including clients, suppliers,in Roadmap 2025. Nine issues were designated by the NSP

NGOs and internal staff. All were instrumental in guiding theas offering Nutreco an “Opportunity to distinguish” itself,

choices the team made along the way. Nutreco staff werewith three chosen in the Functional Directors Workshop to be

directly involved in the materiality assessment. Though this“flagships” for strong Nutreco external communications. The

may not be considered truly a grassroots approach, it did

NSP determined that the remaining ten issues were “hygiene”

involve a significant number (85) of participants.

items that gave Nutreco a social license to operate and that

0
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2

0

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19
0
2
4
Q

0
3
Q

2

19

19
0
2

2

4 NUTRECO SUSTAINABILITY ROADMAP 2025

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2
2

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0

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Q

4

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18

19

we needed to address as a good corporate citizen.
The three stakeholder groups with the most representation
were internal staff (>N12), suppliers and customers. The highest

NUTRECO SUSTAINABILITY ROADMAP 2025 5

Materiality
assessment

Results Stakeholder overview

Stakeholders were contacted by a nominated Nutreco employee and asked
to complete the survey to gather their opinion about the sustainability topics
of relevance to Nutreco’s value chain. 700 stakeholders engaged with a
total of 293 responses (42%). The selected contact people had knowledgeof Nutreco’s business as well as sustainability topics. The questionnaire
was sent to them using their natural contact point (e.g. suppliers throughprocurement team).

The questionnaire was sent to a total of 700 stakeholders witha total of 293 responses (42%). Of these, 35% came from internal
stakeholders and 65% from external.

Respondents
by Stakeholder group

Figure 2: Stakeholder engagement in our Materiality Assessment
Stakeholder group

Number invited to participate

Key contact person managing the outreach

Nutreco Senior/Middle Managers

190

Sustainablity team: Jose Villalon (Nutreco) using(Hay Scale N12 and above)

Nutreco Management 29%

Academic 3%

Nutreco Supplier 15%

NGO 2%SHV Management 1%

Nuterra Champion 6%

SHV Sustainability Platform 3%

Nutreco Customer 40%

Management Meeting contact list from Anja Tammens

SHV Executive Board

3

Sustainability team: Jose Villalon (Nutreco)

SHV Sustainability Platform

10

Sustainability team: Jose Villalon (Nutreco)

Nuterra Champions

38

Sustainability team: Trygve (Skretting), Sara (Trouw)

Suppliers

100 (60 Trouw, 40 Skretting)

Procurement team: James Rose (Skretting) and Jurrien

Respondents by
Stakeholder group

Response rateby Stakeholder group(Skretting) and Sara Cuesta (Trouw Nutrition)

140

100%

326 (10 from majority of OpCos - 160

Local sales and marketing: Nuterra Champions as

120

from Trouw and 166 from Skretting)contact person

NGOs

11

Sustainability team: Jose Villalon (Nutreco)

Academics

22 (10 from Trouw and 12 from

R&D team: Leo den Hertog (TN) and Alex Obach

Zanderberg (TN). Sustainability team Trygve Berg Lea

Customers

Skretting)(Skretting)

80%

100

70%

67%

64%

60%

80

50%

60

40%

40

30%

41%

47%

44%

46%

36%

20%

20

10%
0%

0
NuterraChampion
Skretting

6 NUTRECO SUSTAINABILITY ROADMAP 2025

90%

90%

NutrecoCustomerTrouw Nutrition

NutrecoManagement
Nutreco Corporate

Nutrecosupplier

Academic

Nutreco Management

NGO

Nutreco Supplier

Nuterra Champion

SHV Management

Nutreco Customer

SHV Sustainability Platform

NUTRECO SUSTAINABILITY ROADMAP 2025 7

Results - Average Scoresfor all Respondents

Opportunities todistinguish ourselves

Figure 4: Materiality Assessment issue out scores

We recognize we cannot leador excel in all 19 material issues
highlighted by the Materiality
Assessment. Figure 5 above
highlights the nine issues
where we believe we havean opportunity to distinguishourselves, through issues that go
beyond the good practices typicalof global companies in the foodsupply chain.

4.00

3.63

3.50
3.00

3.14

3.24

3.00

2.99

2.90
2.80

2.59

3.24

3.11

3.34
3.02

2.97

3.18

3.18

2.91

3.38

3.10

3.47

3.37
2.86

2.74

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Top 3

Bottom 3

Two of the identified materiality topics – “sustainable products
and services” and “sustainable procurement practices” – wereseen to encompass other critically important topics alreadylisted here. Therefore, instead of focusing on these broad
topics, and to avoid duplication, we let them go as topic areasand put specific focus on the issues underlying them. Read on
for more information on how we are defining and structuring

Opportunities to distinguish

License to operate

Climate change

Occupation health and safety

Sustainable products & services

Employee development

Animal welfare

Labour conditions

Antimicrobial resistanceDiversity and equal opportunities

Sustainable procurement practices

Human rights

we can help push innovation, improve procurement choices,

Natural resources

Local communities

communicate our products’ advantages and position them

Ecosystems and biodiversity

Stakeholder engagement

Access to food and energy

Water

Innovation and R&D

Waste
Energythese areas.
Sustainable products and services
Nutreco’s range of products and services are sustainable
by definition because they help improve animal health andincrease their productivity. But we want to take this further. By
measuring against sustainability indicators systematically,

towards our value chain partners.
In order to define the sustainable attributes of products andSustainable procurement practices
Nutreco ensures we practice sustainable procurement orsourcing by adopting and integrating corporate social
responsibility (CSR) principles into our procurement processes
and decisions while also ensuring they meet company requirements. The key difference is that sustainable procurement goesbeyond the organisation itself to address how procurement
practices affect the environment, society, and the economy inaddition to price and quality.
Implementing sustainable procurement at Nutreco means taking into account requirements, specifications, and criteria that
help protect the environment and society. It goes beyond notusing child labour in developing countries or hazardous materials that can damage the environment and people’s health.
We strive to consider our impact on economic development,
natural resources, greenhouse gas and climate change, andthe environment and society.
Nutreco’s specific sustainability procurement criteria fall under
the following impact areas: biodiversity and ecosystems, natural resources, and labour and human rights.
License to operate
Nutreco has been publicly reporting its sustainability performance since 2000. As a result, we recognize that, while weneed to prioritize our efforts on the issues that matter most– our opportunities to distinguish ourselves – there are other“hygiene” issues that we need to report about in a transparent
way and continue to make improvements on. Of the 19 totalmaterial issues highlighted by our materiality assessment, the
NSP identified ten as issues that must be addressed if Nutreco
is to continue as an outstanding corporate citizen in society today (see Figure 5). These “License to operate” issues are issues
that require transparency in reporting as well as best practices
for good governance and environmental performance.

services, we have subdivided this focus area into the relevant
subsections of sustainable procurement practices: climate andfootprinting, animal health and welfare, antimicrobial resistance and innovation.

Figure 5: Division of 19 total issues into “License to operate” and “Opportunity to distinguish”
8 NUTRECO SUSTAINABILITY ROADMAP 2025

NUTRECO SUSTAINABILITY ROADMAP 2025 9

Three sustainability pillars

After reviewing the 19 material issues, theNutreco Executive Leadership Team (NELT) gavevery clear guidance to the NSP that we should
focus on three main areas identified within
the Materiality Assessment:- Anti-microbial
resistance (AMR), greenhouse gas (GHG)
emission reductions, and diversity & inclusion.
The NSP categorized the three over-arching themes related to these main focus

The role of the OpCos

Good
Citizenship

Climate &Circularity

Health &Welfareareas as Health & Welfare, Climate & Circularity and Good Citizenship, with the NELT
recommendation as the sub-headings where we would place the most focus. The NSP
then identified the issues that need to be addressed to achieve these sub-headings.
Our strategic ambitions falling under these three pillars are summarized in the

We will work with the divisions todeliver on the new sustainability
targets, outlined in this document,
prior to 2025, when strategicallypossible. Nutreco acknowledges
that the each OpCo faces adifferent situation, for example,
in terms of external pressures,
available resources and necessaryinternal or external commitments.
To encourage cross-OpCo collaboration and best-practicedashboard below.

sharing, we will enhance our network of Nuterra Champions.
Each individual OpCo and/or its respective Nuterra Champion

Table 1: Main topics covered in RoadMap 2025

will be encouraged to form a community through the Yammar
digital platform. This community platform will enable the

Theme

Health & Welfare

Climate & Circularity

Good citizenship

Focus

Anti-microbial resistanceGreenhouse Gas (GHG) emission reductions

Diversity & Inclusion

the OpCos on issues that will support the achievement of theWe dothis by...

Innovating new products

Adopting Science-Based Target methodology

Addressing diversity

and services that will directly

relevant process to motivate our people around the world tosetting emission reduction targets by energy

and inclusion in staff. In

unite around a common goal.

reduce dependency on

efficiency programs and sustainable sourcing ofaddition, empowering

antibiotic usage in animal

ingredients incorporating life-cycle assessment

local communities to raise

We will document the progress we make in the annual Nuterrahusbandry and adopting

methodology and utilization of novel ingredients.

themselves out of extreme

Progress Assessment (standard), which is designed as afive-step targets that will

Addressing responsible use of natural resources,

poverty by farming sustainably

significantly reduce antibiotic

multiple choice questionnaire that, once completed, will give

biodiversity and ecosystems in compoundwith best practices technology

usage by creating businessa percentile score to be recorded and published in Nutreco’s

feed ingredients.

to purpose.

annual Sustainability Reports.

opportunities for clients.
Soft targets

Animal welfare

Packaging/ Water/Waste

Addressedby otherdepartments

Mandatory topics

Stakeholder engagement

team to share ideas about what has worked or not worked at
RoadMap 2025 targets. It is recognized as a very viable andAs part of our strategy towards 2025, the NSP will collaborate
with divisional functional directors to offer support and create
more opportunity for exchanges and cooperation with
the OpCos. This will also help create more opportunity forcommunication at global as well as OpCo level.

To assist the OpCos in managing their progress on RoadMap
2025 over the next five years, the NSP has developed the
Nuterra Progress Assessment standard that each OpCo willcomplete annually. This Standard contains questions related tothe criteria and targets in RoadMap 2025 and a multiple choice
dropdown window. Completing the Progress Assessment
Standard results in a percentile score of partial completion.
This tool results in two benefits for the OpCo: (1) It scores andinforms the OpCo management team on where they are interms of completing our objectives by December 2025; and (2)It is an effective tool to help OpCo management identify where
to focus efforts and resources in sustainability activities forthe following year to increase their scores. While completing
the Progress Assessment requires multiple inputs fromprocurement, sales and administrative teams, among others,
OpCo managing directors are responsible for “orchestrating”
and submitting the responses to the NSP every fourth quarter(2020-2025).

Employee development/
Occupational health andsafety/ Human and labour rights
Soft targets

10 NUTRECO SUSTAINABILITY ROADMAP 2025

Topics handled by other departments

NUTRECO SUSTAINABILITY ROADMAP 2025 11

Our RoadMap 2025

Pillar one: Health and welfare

For all the material topics that give us an opportunity to distinguish Nutreco
and provide us with our license to operate, we have developed a Nutreco
approach and objectives, and, where possible, measurable targets. You canfind some of our main targets in the dashboard below, organized under our
three pillars. Read on for detailed information about each topic, our current
situation and our proposed approach going forward.

Health and welfare are at the coreof everything we do as a company
and are areas where we can makea big difference, in partnership withour customers. Helping to makesure that animals are raised with
optimal nutrition and good welfare
is essential for Feeding the Future
and can even have a significant
impact on human health.

Health and welfare

Climate and circularity

Good citizenship

No prophylactic use

Science Based Targets towards 2030

Expand community development andof antibiotics in feed

community engagement initiatives tosolutions with our feed additives that allow protein farmers to
reduce their dependency on antibiotic use. Over the last five
years, we have had multiple experiences with strategic clientsthat have proven that a holistic approach, including husbandry best practices and feed and water additives, can successfully reduce antibiotic usage and result in protein products“never-ever” being exposed to antibiotics. The technology
currently exists to make this possible, and during the next five
years, Nutreco will employ its expertise to address this major
challenge to future generations.
Our approach
Nutreco’s AMR policy will centre around a five-step approach.
Nutreco, our divisions and our affiliated OpCos will engage
and demonstrate our level of commitment in the following fivecategories:

touch the lives of 12,000 people

1. Engage with local, regional and national governments to
No use of antibiotics for growth

LCA + sustainability filter in innovationor use of coccidiostat

No use of listed “critically important for

100% deforestation-freeencourage and promote regulatory reform for the respon-

Ratings + audits of high-risk suppliers

25% women in senior managementhuman health” antibiotics

Antimicrobial resistance(Use of antibiotics)
Framing the issue
If no action is taken - warns the UN Ad hoc Interagency Coor-

100% of marine ingredients are certified

dinating Group on Antimicrobial Resistance – drug-resistantdiseases could cause 10 million deaths each year by 2050 anddamage to the economy as catastrophic as the 2008-2009

5 - 10% ingredients are novel*

global financial crisis. By 2030, antimicrobial resistance could
force up to 24 million people into extreme poverty. Nutreco

100% recycled, reusable orcompostable packaging

0% coal and oil by 2030

has never before had a comprehensive and strategic policy
on antimicrobial resistance (AMR). Most of our past activity
around this human health challenge was in raising awarenessand making “calls to action” at public speaking events andpre-competitive platforms (e.g., our previous CEO addressing aside event at the United Nations).

0% waste to landfill
Looking towards 2025, this is clearly an area we need to* Novel ingredients are defined as unconventional feed ingredients from plant, animal and inorganic origins (not traditionally used by feed
manufacturers), where after extensive R&D work and volume scale up, can be used as suitable alternatives for conventional ingredients in commerciallyrelevant quantities.

address. Since 80% of antibiotic usage takes place in the
livestock production sector, we have a significant role to play,
and we have agreed to step up and assume responsibility forour position in the value chain. At Nutreco, we offer nutritional

12 NUTRECO SUSTAINABILITY ROADMAP 2025

sible use of antibiotics. This includes public speaking, blogs,
articles, letters to political representatives and industry
workshops to transfer technology that should be adopted toensure responsible usage.
2. Ensure no prophylactic usage of antibiotics employed in
feed, forage or water.
3. Ensure no use of antibiotics and/or coccidiostats for effect ofgrowth promotion.
4. Ensure the use of antibiotic medication can only be applied
to feed and water with a valid clinical diagnostic result
demonstrating bacterial infection and under direct andapproved medical supervision by a qualified veterinarian.
5. Ensure absolutely no use of any antibiotic or related medications that are listed on the World Health Organization’s list of“Critically Important for Human Health.”
In addition to these five categories of action, our Nutreco
divisions will offer their services to deploy expert teams tostrategic OpCo clients that are targeted as “never ever” protein
product producers in an effort to convert our sustainability
policy into a business opportunity and simultaneously influence change within the value chain.

NUTRECO SUSTAINABILITY ROADMAP 2025 13

Pillar two:
Climate and circularity

People worldwide are becoming
more aware of the environmental
impacts of food production
and their own dietary choices.
According to the UN’s Food andAgriculture Organization, global
feed production represents 45%of the carbon footprint of
livestock products.

Our approach

Nutreco will also start measuring its air transportation

As of 2020, Nutreco will implement LCA tools and analysis

and logistics footprint, to develop a reduction plan. In

capacity within each division, with common methodology

summary, we will:

and communication approaches aligned across the company.

1. Commit to Science-Based Targets (targets to be defined inThis effort will lead to systematic footprinting of our products
and formulations, while beginning a gradual implementation

the process)2. Implement LCA footprinting in feed formulations, in the

Ecosystems and biodiversity
Framing the issue
Biodiversity is fundamental to sustaining life and supplyingof comparative footprints of farm scenarios once validation is

innovation stage-gate process, and in procurement (as part

critical ecosystem services such as food provisioning, watercomplete for new and existing products and services, and anof Scope 3 for Science-Based Targets)

purification, flood and drought control, nutrient cycling, andintegration of footprints within procurement requirements.

3. Develop footprinting capacity in our farm and formulation
models to help customers measure and reduce their emissions.

In addition, Nutreco commits to the Science Based Target (SBT)* SBTi defines Scope 3 reductions for 67% of total Scope 3 emissions.

climate regulation. These services are also essential to support
human well-being and economic growth. Yet despite thesignificant economic, social and cultural values of biodiversity
and ecosystem services, biodiversity worldwide is being lost –initiative, to align with the 2015 Paris Agreement and ensure

in some areas at an accelerating rate.

that we set meaningful goals that are in line with the latest in
climate change science and will prepare us to get ready for alower-carbon future. We are targeting a “well below 2 degree

Natural resources

To go into a bit more detail, ecosystem services can be

At Nutreco, the most significant part of our environmental

C” level. For Scope 1 & 2 a 30% emission reduction (absolute).

impact is in the supply-side of our business model andThese are those emissions that we directly create throughactivities; by working together with partners at every stage of

our operations and/or are created through the energy we

To meet the demands of a surging population and middle

cultural (e.g., for recreation) and supportive (e.g., nutrient

the value chain we can reduce our environmental impact.

purchase. We’ll do this by focusing on, 1) absolute reduction

class, as an industry we will need to increase global foodcycles and oxygen production). Healthy ecosystems and a richin energy consumption with energy efficiency initiatives, 2)

production towards 2050 by at least 50% of current levels.

biodiversity are vital for society to function properly because

adopting renewable energy use where possible, 3) engaging

Some NGOs have signalled that we are already consuming

they not only provide society with food and clean water, theyin Power Purchase Agreements (PPA), 4) purchasing green

the equivalent of 1.5 planet Earth’s worth of natural resources.

also play an important role in our quality of life.

electricity, and 5) purchase offset credits as final phase.

Clearly we need to find ways to do more with less.

For Scope 3 a 58% emission reduction (economic value-added)

In this context, Nutreco embraces its responsibility within

the Marine and Agricultural Supplement to our Supplier Codefor 67% of Scope 3 (38.9% corrected). These emissions are thosethe food value chain to ensure responsible use of naturalof Conduct. We have clear requirements related to responsibly

created indirectly through our purchase and usage of external

resources, including the potential to sequester carbon, promotemanaged fisheries, we do not tolerate illegal deforestation andservices. These are dominated by the impact of commodity

biodiversity, conserve forests and ensure healthy oceans.

we set requirements related to responsible agricultural practices.

The need to preserve and use natural resources efficiently is

Our approach

Climate and footprinting
Framing the issue
Understanding our impact is an essential part of reducing ourcarbon footprint, as it enables us to track performance against
our targets. Carbon footprinting is a fundamental part ofbuilding a robust and science-based environmental strategy.

Framing the issue

grouped into four categories: provisioning (i.e., productionof food and water), regulating (e.g., providing flood control),Nutreco currently addresses biodiversity and ecosystems incrop production and land use change. To meet our Scope
Nutreco has reported the carbon footprint of its operations

3 targets, we will continue working on deforestation-

since 2009. In our Vision 2020, we made a bold commitment

free sourcing, utilize LCA methodology, developing andto halve the footprint of our operations by 2020, looking at

incorporating novel ingredients and cooperating withcarbon credits to help achieve this ambition. Looking to 2025,

stakeholders to reduce the footprint of commodities.

Nutreco is committed to leading with a true commitment to
reducing our carbon emission footprint, including significant
reductions in our energy usage and the footprint of our
procurement activities. We will also be monitoring our impact
downstream at the farm through life-cycle assessments (LCAs).
This will enable us to track other environmental impacts at the

All emission reductions compared to a 2018 baseline year.

complex and often involves many companies being willingto engage, long-term, to mitigate damage and ensuresustainable development. In the past, Nutreco has beena proactive participant in multi-stakeholder and/or precompetitive platforms that involve the industry to searchcollaboratively, to resolve the environmental impacts of

At Nutreco, we realize that certification is not the only tool toensure responsible use of natural resources. However, whereindependent certification is an option and available, it can be
an effective tool to verify conformity to its principles where
information is otherwise difficult to track and trace.

producing or extracting of commodities, minerals and otheringredients in our processes.

farm, such as nitrogen and phosphorous emissions.

14 NUTRECO SUSTAINABILITY ROADMAP 2025

NUTRECO SUSTAINABILITY ROADMAP 2025 15

Pillar two:
Climate and circularity

By 2025, Nutreco will:

traced back to the country where they were cultivated, toTo further validate and test our research results in practice,

1. Source 100% of marine ingredients from sources audited

use in a risk filter and for footprinting requirements.

Nutreco has field research farms in many key markets. Since

and certified by the International Fishmeal and Fish Oil

7. Engage and promote industry workshops to encourage

collaboration and partnerships are a prerequisite for speedingup the overall innovation development cycle, Nutreco has over

Energynutritional solutions over pasture to reduce deforestation

60 partnerships with universities and research

Framing the issue

ingredients are not available, all non-certified ingredientsdrivers and optimize carbon sequestration while

institutes worldwide.

will be engaged in a Fishery Improvement Project (FIP). That

encouraging increases in production to satisfy demand.

Organization’s Responsible Sourcing standard (IFFO-RS) or MSC.
2. Ensure that where IFFO-RS or MSC certified marine

and support livestock intensification with best practices andto grow 30% by 2035. At the same time, society and industry all
Our approach

FIP will publicly report developments annually.
Our OpCos will ensure that:

Nutreco will seek to develop nutritional solutions that enablecaught for the sole purpose of producing a feed ingredient

1. 100% of office stationery, marketing materials and businessour customers to produce more with less and first-classwill, as of 2022, come from IIFO Responsible Supply certified

cards use paper certified by the Forest Stewardship Council

innovations that reduce the environmental impact of oursources of whole fish or from fisheries that participate in a

(FSC) label when available.

own activity or the activity and products of our customers.

3. Ensure that all marine ingredients produced from species

recognized program to improve in order to become certified.
4. Conduct an analysis to understand the risks of deforestation

Global energy demand continues to intensify and is expectedwant a lower carbon energy mix. Nutreco has an opportunity
to balance the use of secure and affordable domestic energy
resources by accelerating the transition towards lower carbon
technology.

Our approach

2. 100% of wooden pallets are FSC-certified or equivalent when
When new nutritional solutions are evaluated internally andIn our policies around energy use, Nutreco is adapting toand conversion in our supply chain, focusing on our highest-

introduced to the market, we will conduct LCAs to identify thesome of the biggest challenges of the 21st century, from risingvolume plant ingredients and ingredients known to havemost significant environmental impacts of the solutions. Internal

demand and energy security, carbon footprint reduction,

global risks (i.e., soy and palm oil).

systems to achieve this will be in place from 2021, and externalsustainability and climate change. Promoting smarter use

information from 2022.

of technology, unlocking efficiency, and developing andBased on this analysis, Nutreco will:a. Make a public commitment to transition to a
deforestation- and conversion-free supply chain in oursourcing of plant ingredients.
b. Develop an action plan, timelines and milestones toachieve the deforestation- and conversion-free sourcing
commitment that includes soy and palm oil among its
initial priorities. For each prioritised raw material within

available.

Novel Ingredients
Framing the issue
Innovation will be critical for our industry to feed the 9.7 billion
people estimated to populate the Earth by 2050. The challenge
is so big that succeeding at our mission of Feeding the Future will
require us to look at it from every possible angle to find new –even revolutionary – methods of producing more with less.

the commitment, Nutreco will specify time-bound,

diversifying our related skills for the future are just a few of
Nutreco will ensure that by 2025:
1. 5-10% of feed ingredients come fromalternative novel sources, defined as:• Unconventional feed ingredients from plant, animal
and inorganic origins (not traditionally used by feed
manufacturers), where after extensive R&D work andvolume scale up, can be used as suitable alternatives

quantitative and geographically-specific targets andThankfully, innovation has long been at the core of everything

for conventional ingredients in commercially relevant

milestones that can be objectively assessed.

Nutreco does. Our innovation and R&D activities are driven byquantities.

c. In geographies most impacted by biodiversity lost due

the belief that we must bring knowledge and technology toto land conversion, source 100% of agricultural row crop

the market, faster and more effectively. And not only in markets

commodities (soy, palm oil, wheat, maize, etc.) from landin developed industrialised countries, but also in developing

conversion-free sources such as RTRS, Proterra, Cerrado

countries. We do this by translating world-class research andConservation Mechanism (CCM) or other establishedinnovation into practical, sustainable nutritional solutions.

mechanisms that have broad and multiple stakeholder

Nutreco spends over 15% of its operational profit on R&D and

acceptance.

innovation. We have 11 research centres. In animal nutrition,

5. Participate in at least one multi-stakeholder platform thatassists us in advancing our no-conversion commitment.
6. Ensure that by 2022, all agricultural vegetable products are

16 NUTRECO SUSTAINABILITY ROADMAP 2025

Trouw Nutrition Research Centres are based in the Netherlands,
Spain and Canada. In aquafeed, Skretting ARC is based in
Norway, with other units in Italy, Spain, Egypt, Chile, Japanand China.

2. The innovation stage gate process includes a sustainability

the ways that Nutreco (supported and led by the company’s
Sustainability and Global Operations departments) is evolving
to address these challenges.

Nutreco will commit to:
1. Exploring options to reduce our carbon footprint linked with
fuel and coal
2. Exploring different mechanisms to be supplied with“renewable energy” or promote renewable sources by,for example, signing contractual agreements to buy

filter (qualitative and quantitative) to ensure no environmental

energy generated by a renewable asset (Power Purchase

impact trade-offs and encourage the most significant

Agreement - PPA)

environmental impact.
3. For its overall R&D efforts, Nutreco invests a minimumof €30 million in innovation per year.
4. We are active in utilising mechanisms to stabilise food

3. Prioritizing energy suppliers with SHV-Energy affiliates where
geography overlaps. Prioritizing sources like bio-liquefied
petroleum gas (LPG) and GNL when available.
4. Exploring the implementation of alternative energy supplies

and feed processing by-products to be able to further

for new projects or investments, prioritizing renewable

incorporate into animal nutrition solutions that willsources like solar panels, biodiesel, bio- LPG, etc.

highlight circularity.

NUTRECO SUSTAINABILITY ROADMAP 2025 17

Pillar three:Good citizenshipAs a responsible company, wewant to be a good citizen andhave a positive impact on our
main stakeholder groups. This
includes doing business withrespect for the rights of everyone
impacted by Nutreco.

We believe that an engaged workforce leads to a positive

Nutreco businesses are an important part of the localof the projects. Nutreco recognizes that to be impactful

and productive work environment, contributing to improved

communities where we operate. We contribute to local

in our communities we will need to cooperate with local

business results. We will, therefore, regularly measure our

economies by providing workplaces for community members

partners that can assist in bringing small farmers together,people’s engagement and act on areas for improvement.

and sourcing local services and goods. We also have a roleorganizational support to implement projects andto play in maintaining nature’s ability to function over time byinternational foundations for funding.

Our approach
Though this topic will be led by the HR department, Nutreco

minimizing waste, preventing pollution, promoting efficiency
and developing local resources to revitalize local economies.

Nutreco, through the capacity and at the discretion of its
OpCos, will also seek to develop the local communities webelieves it is a core value of being sustainable and socially
responsible. We will amplify the efforts made by HR to ensure

To address these issues in the markets where we operate,work in by sourcing local goods and services when they canwide adoption. Nutreco will continue developing andNutreco has been involved in Community Development

be found at a satisfactory quality. In economically developing

implementing actions to ensure we can attract and retain a

Projects around the world since 2014. These projects are based

countries, we will seek to support industries that can supply

It means providing a working environment where ourdiverse workforce, while creating awareness and enabling a

on “creating shared value” and are strategically targeted to

us with raw materials, utilizing local resources to support

employees feel safe, welcome and able to develop in theirmore diverse leadership team.

empower and train people in the economically marginalized

economic growth.

communities where our OpCos function. Their aim is to raise

careers. And it involves working together in our communities
towards a better way of life for everyone.

Nutreco will ensure:
1. One out of three hires is female (starting in 2020)

awareness, transfer technology to increase farm production
sustainably and assist people in these marginalized
communities to “raise themselves out of poverty.”

2. We target having 25% women in senior leadership by 2025

Diversity and inclusion
Framing the issue

3. We implement the “taking the stage” programme, beginningin 2020, to help facilitate this transition

By focusing on creating shared value and avoiding classicalphilanthropic engagement, Nutreco believes that there
is a higher chance of success and sustained growth. We

Today’s global challenges make it more important than evercommitted to continuing these projects over the long term. We

that we have a workforce with diverse ideas, backgrounds

will extend these efforts to include all economies where weand viewpoints to help us approach issues from every possible
angle. Employees today are seeking a workplace where they
feel valued and included.

Nutreco operates in and with highly diverse groups in terms ofgender, culture, ethnicity, nationality and ways of thinking. We
are committed to ensuring this is reflected in the diversity of ourpeople and to building an inclusive culture where all people
are respected, engaged and given opportunities for personal
and professional development.

Community development(Nigeria and Guatemala)operate, and scale the number of lives touched to the size ofthe company.

By 2025, Nutreco will:
1. Expand community development and community
engagement initiatives to touch the lives of 12,000 people

Framing the issue

Our approach

Poverty and food security will be a continuing problem as

We will continue to engage in geographies where Nutreco

direct development with small farmers at or near economic

our global population increases to an estimated 9.7 billion by

has OpCos, technical expertise and nutritional solutions thatpoverty levels (e.g., earning less than €1.90 / day) that

2050. This poses a big threat to our communities and to society

will support community development, using local partners

helps raise their incomes above poverty levels or direct

in general – not only from a sustainability perspective but also

from civil society to ensure we have the right support. We

engagement with local communities in projects that raisefrom one of social imbalance.

will employ external and internal communication tools toawareness of sustainability, educational initiatives andpublicize the results, in an effort to encourage other private

community improvements.

in the communities where we operate. This can be throughsector players to engage in similar projects.

2. Develop a local supply of raw materials for production in

Nutreco and its divisions will endeavour to promote

3. Organize a local community day each year where Nutreco

community development by offering “seed financing”

employees engage in projects to help the local community.

areas where it does not yet exist (Africa and Asia).

to initially launch projects, and then partner with othermembers to ensure the continued growth and development
18 NUTRECO SUSTAINABILITY ROADMAP 2025

NUTRECO SUSTAINABILITY ROADMAP 2025 19

Soft Targets

customer base (directly or in coordination with Sales) andwaste handling associations to understand the outcome of the

The NELT and NSP agree that thethree themes represented on
Table 1 (Page 11) are mandatory,
Nutreco-wide, RoadMap
2025 criteria.

Packaging
Animal welfare

environmental impacts along the chain that stretches from theAn animal experiences good welfare if it is healthy, comfortable,

extraction of raw materials, through to product manufacturing,well nourished, safe, is not suffering from unpleasant states such(page 11); recognizing that five are considered Soft Targets andonly mandatory for those divisions or OpCos where the issue
is relevant to local strategy, geography, regional market andSociety is increasingly concerned about how animals arereared. Nutreco would like to make progress and align withour customers on our approach to antibiotics usage, animal

Our customers expect the products they purchase to be inneed to balance our aim to use packaging with the lowest
possible environmental impact with our need to deliver quality
products and present our brands well.

handling, and product certifications.

Nutreco is committed to following best practices in packaging,

welfare, including in areas such as parasites (e.g. sea lice),by aligning its design and development with local waste

diseases, bacterial infections and nutritional deficiencies.

processing capabilities while still providing product safety
packaging waste to the environment.

are managed separately by different departments, such as
employee development, local communities and safe andhealthy working environments. All of our targets under these
subcomponents are discussed in detail in this and thenext section.

and outcomes (what happens to these materials when
packaging is disposed of) with their customers as part of their“excellence in sales” platform, reinforcing this behaviour
through internal awareness building and workshops.
The OpCos are encouraged to generate their own value
proposition with their customers by facilitating workable

Nutreco will commit to:
1. Ensuring that by 2025, all Nutreco packaging is 100%
recyclable, reusable or compostable, to eliminate waste
to the environment, and single-use plastic will be avoided
when the local infrastructure permits an alternative. This issolutions, combining products and services, and highlighting

for the packed products Nutreco brings to the market.

best practices to promote healthy and productive animals,

2. Evolving and innovating our packaging (existing and new)beginning with the Healthy Life platform for dairy in 2020. We will

to contribute to our commitment to reduce our carbon

explore ways of reporting product attributes (e.g., advantages)

footprint by:• Using less material for each product (reducing packaging

World Organisation for Animal Health (OIE) standard).

		 weight where possible)• Using more recycled and renewable materials

In addition, we will make sure to implement the following

		 in our packaging

two concrete actions:
1. The Nutreco divisions will offer their services by deploying
expert teams to strategic OpCo clients to address health andTo this end, we commit to having our Global Procurement
and all OpCo procurement teams engage (1) their local

welfare (e.g., biosecurity, animal handlers, etc)
2. All Nutreco animal handling businesses must obtain local(most appropriate) independent animal welfare certification
by 2025.

20 NUTRECO SUSTAINABILITY ROADMAP 2025

An example that OpCos could follow are for the Sales teams tovalid for both packed incoming goods (raw materials) andwill implement the sustainability strategy highlighted in thisWe will also continue to address a number of topics that

Responsible Packaging Policy using this information.

Moving towards 2025, we will focus our communication on

in terms of animal health impacts, using standard measures (e.g.,

waste, water management and animal welfare management.

or compostable plastic in packaging. We will develop asolutions to collect and recycle Nutreco packaging.

Healthy animals deliver improved performance and improved

Our approachsection, for example, in areas like sustainable packaging,use, highlighting the incorporation of recyclable, reusable

Our approachand shelf stability. We always aim to minimize any product orWhen and where relevant, Nutreco’s divisions and OpCos

suppliers to explore ways of addressing Nutreco’s plastic

address packaging options (choice of packaging materials)

perfect condition when they receive them. At Nutreco, we

position in the value chain (e.g., animal welfare, sustainable
packaging, waste, water and stakeholder engagement.

suppliers, retailers, consumers and beyond.

as pain, fear and distress, and is able to express behaviours thatare important for its physical and mental state.

advised the NSP to address the ten issues highlighted on Table 1

The packaging that helps protect and market our products has

Framing the issue

To achieve our goals under those themes, we have identified
eight relevant issues and set corresponding targets. The NELT

Framing the issue

packaging waste produced and (2) their product packaging

1

Using the World Wildlife Fund (WWF) Water Risk Filter and/or the Aquaduct Water Risk Atlas from the World Resource Institute (WRI).
NUTRECO SUSTAINABILITY ROADMAP 2025 21

Soft Targets

4. Strengthen the re-use and the prevention, recycling
and other recovery of waste.

Waste
Framing the issue
As we work to mitigate the impact of our businesses on climate

Our approach

Our approach

1. Nutreco Sustainability team will monitor water stress indices

Nutreco will continue to engage in external platforms thatfor each OpCo location.

5. By 2025, ensuring over 50% of waste is recycled, and wesend less than 15% of non-hazardous waste to landfill.

2. Locations with high stress (threshold to be determined) will
implement Water Efficiency Programmes (WEP) to manage

6. By 2030, ensuring that more than 60% waste is recycled, andallow the broader industry to adopt changes to businesspractices that address specific environmental/social
negative impacts.

the risk.

we send ZERO non-hazardous waste to landfill.

change, waste is an area that is receiving more attention.
Waste can increase the impact of the manufacturing process
on climate change since producing and transporting goods
that might be wasted as well as disposing of those goods tolandfill or incineration all lead to greenhouse gas emissions.

We will monitor progress and engage stakeholders
throughout the development and implementation of
prevention programmes, and monitor these programmes
for their impact downstream through product LCAs.

Stakeholder engagement
Framing the issue
The challenges we face as a global community are too large
for one company or organization to solve alone. That’s why

Waterpartnerships with others across our industry and society are soessential.

Framing the issue

We will continue to prioritize our engagement based,in part, on the following criteria:

The issue of sustainable water use has shifted from being a
concern among a small group of experts to being a global

1. Wide stakeholder involvement

priority. Today, it’s widely understood that we must rethink

2. Demand-side stakeholder representation

the way we use and manage water to meet the needs of our

3. Identified issues that are not easily addressed by one

growing population and to adapt to our changing climate.

company and within one year

Nutreco has been reporting its waste products from

4. Impacts that preferably have a global scope and relate to a

Operations since 2001. Looking to 2025, we are dedicatedmajor issue (e.g., deforestation, child/slave labour, AMR, etc.)

to leading with a true commitment to implementing Waste

5. Issues where Nutreco plays a leadership role in influencing

Prevention Programmes (WPP). These programmes should

direction and mitigation implementation.

support the Opcos in decoupling economic growth from theenvironmental impacts of waste generation. With this in mind,

Nutreco has a history of participating in, and often leading,

mid-term and long-term targets may be useful. Reducing waste

relevant stakeholder platforms that address complex, long-

generation is a key preliminary aim, followed by targets forterm issues that require industry leadership in collaboration

absolute reduction over the years.

with NGO involvement. We will continue to play our role in
relevant multi-stakeholder and pre-competitive platforms to

Our approach
By 2025, Nutreco will:
1. Implement WPP with the main goal of reducing theseek solutions in an inclusive way.
Nutreco has been monitoring its water use for a number ofyears. The impact of water withdrawal on the environment,
however, is entirely dependent on local conditions, including

amount of waste products we dispose of in landfills

the availability and quality of the water, the dependency of

2. Increase the amount of waste products we dispose

the local ecosystem on the water, and risks around physicalof in recycling plants.
3. Define a clear goal of ZERO WASTE to landfill

22 NUTRECO SUSTAINABILITY ROADMAP 2025

scarcity and contamination or degradation. These risks alsotranslate into operating risks.

1

Using the World Wildlife Fund (WWF) Water Risk Filter and/or the Aquaduct Water Risk Atlas from the World Resource Institute (WRI).
NUTRECO SUSTAINABILITY ROADMAP 2025 23

Topics addressed byother departments

Several of the topics represented
on Table 1 (page 11) are alreadybeing managed by other Nutreco
departments.
These three issues correspond to Human and labour rights

all the way down through multiple layers of sub-suppliers anda) Internal Operations with direct control

sub-contractors, to those providing the raw material inputs. For

For Nutreco’s internal operations, HLRs are addressedsome companies, relationships with suppliers are held by theirand protected by our Code of Conduct and HR policies. In

licensees, or may be intermediated by vendors or other agents,

Mergers &Acquisitions and Joint Venture projects we assess

creating complex structures. To meet our responsibility to respect

HLR risks associated with the targets/participations under

Occupational health& safe work environment

human rights, Nutreco needs to understand human rights risks at

consideration. Upon entry we ensure standards and policies

Framing the issue

all levels of our supply chain – not only in the first tier.

that are equal to, or on par with our own.

We want to ensure a healthy and safe working environment
for all our employees, visitors and contractors. In line with
our values, we aim for zero fatalities, injuries, occupational

We believe it is important to promote and protect

With HLR risks being appropriately anchored in relevant

fundamental, universal workers’ rights. These include apolicies, and conveyed via training and communications,minimum of workplace rights in four main categories:

we apply a reactive approach. We rely on employees andfreedom of association and the right to collective bargaining,

management to uphold our values and standards and to

the abolition of child labour, the elimination of forced orreport any deviations. We will investigate any complaints orcompulsory labour, and the elimination of discrimination.

concerns reported by external stakeholders.

Because of the nature of our business, efforts to combat childb) Our supply chain where we have indirectenvironment for our own employees as well as third parties

Human and labour rights

labour are especially important for us, and combating forced

control or influenceworking in our facilities. We believe that ZERO severe injuries

Framing the issue

For suppliers and other business partners, Nutreco will carryor fatalities is possible, and we develop procedures andtowards slave labour or slave-like conditions. We work to

Responsible companies give a high priority to helping ensure

promote respect for basic labour rights not only for our own

decent work and promoting universal workers’ rights. This

employees, but also for our suppliers’ employees.

(E&C), Occupational health and safe work environment (HSE)and employee development (HR). Additionally, our OpCos canelect, where relevant, to engage the local communities bycelebrating or performing services for the community in anannual Community Day (HR).

illnesses and disablement to our employees or anyone who is
impacted by our business. This applies to our workplace, theenvironment in which we operate, as well as our supply chain.

Our approach
Nutreco’s priority is to work towards a healthy and safelabour is another priority area. Nutreco has zero tolerance

is a fundamental goal in itself, but also crucial for a sociallysustainable world economy.

rights in their operations. We also encourage our suppliers to

involved with adverse human rights impacts either throughdemand and control respect for labour rights with their own

their own activities or as a result of their business relationships.

suppliers. Each year, we conduct sustainability audits, that

Business relationships are understood to include relationships

address some labour rights issues.

with all entities in the company’s value chain. As part of theiradverse human rights impacts, but also to address humanrights impacts that are directly linked to their operations,products or services by their business relationships, even if
they have not contributed to those impacts.

Adverse human rights impacts can occur at any level of a
supply chain – from the first tier of direct or strategic suppliers,

24 NUTRECO SUSTAINABILITY ROADMAP 2025

integrating and acting upon the findings, tracking responses,

We have developed a Supplier Code of Conduct that clearly

The UN Guiding Principles state that companies may be

are expected not only to avoid causing or contributing toinclude assessing actual and potential human rights impacts,
and communicating how impacts are addressed.

addresses our demand that our suppliers respect basic labour

corporate responsibility to respect human rights, companies

out risk-based human rights due diligence. The process will

In 2019, we launched an updated internal Nutreco Code of
Conduct in which we clearly state that we respect and support
basic labour rights among employees.

Our approach

In order to account for how we address our human rights

instructions to be used in our activities to achieve that goal.
With a robust system of Health, Safety and Environment (HSE),
we are working on a continuous process of improvement
through training and awareness from top management to all
our colleagues.

impacts, both internally and externally, Nutreco will:

In collaboration with SHV and Operations, Nutreco will:

1. Communicate about them externally, particularly

1. Implement systems to guarantee all new workers receive

when concerns are raised by or on behalf of affectedstakeholders, and report on how we address them.

HSE induction when they start working.
2. Benchmark and monitor different KPIs according to OSHA

2. By 2022, we will develop a risk rating system of our suppliers(Occupational Safety and Health Administration) standards.

to evaluate their risk of violating basic human rights. If a high

3. Continue with our audit processes and follow up on all non-risk is identified, the supplier must be audited before it canbe an approved supplier to Nutreco.
3. All ingredients will pass through a risk-assessment (Ingredientand Supplier Assessment Management), and Nutreco will

Nutreco is committed to protecting Human and Labour

engage in a rotational sustainability audit for suppliers

Rights (HLR). In order to identify, prevent, mitigate andfrom high-risk geographies to engage with them in process

account for our adverse human rights impacts, Nutreco

improvements if material sustainability risks are perceived.

conformities.
4. Increase all our leaders’ awareness by implementing VFL(Visible Felt Leadership) programs in coming years.
5. Investigate all HSE incidents in our facilities and any incidents
that happen to our colleagues in third-party facilities.

addresses two aspects:

NUTRECO SUSTAINABILITY ROADMAP 2025 25

Topics addressed byother departments

Employee development

Business Partner Code of Conduct

Framing the issue

Since the release of our Vision 2020 strategy (in 2012), Nutreco

Today, maybe more than ever, employees are seeking a

has implemented a Supplier Code of Conduct that addresses

fulfilling work environment that offers opportunities for
personal and professional growth.

a number of our sustainability principles, such as humanrights and respect for ecosystems. Our suppliers must confirm
they operate according to these principles. We have also
implemented a system where both the products we buy andAt Nutreco, we want to make sure that our employees havethe suppliers we have are evaluated and risk rated from athe opportunity to develop themselves, grow in their careers

sustainability perspective. Each year, we conduct about 15-20

and contribute in ways that support our shared values. To thissustainability audits where some human right issues, such asend, our NSP will create opportunities for employees to getchild labour, are part of the audit checklist.

involved in sustainability initiatives at a local level, supported
by Nuterra Champions and cluster-level sustainability leads.
We will hold global employee engagement meetings twicea year through our local Nuterra representatives, to support
employees in communicating their thoughts and concerns andIn 2020, Nutreco launched an updated and renamed internalBusiness Partner Code of Conduct that states how our company
respects and support basic human rights.

encourage best practice dissemination.
We provide Division “Procurement” departments with
We revised our talent management process in 2018, to be more
focused and efficient, establishing quality development plans

instructions and guidelines for products are rated high risk
from a sustainability perspective, such as marine ingredients,for employees, and ensuring leadership succession.

soy and palm oil, to manage and mitigate the identified risks.

Our approach

We have since (2020) revised the Business Partner Code ofThrough our Human Resources department, we will ensurethat all employees have access to training and opportunities
for advancement in line with their talents and ambitions.
We will offer performance reviews twice annually to aligngoals, development and performance with Nutreco’s values:
capable, caring, collaborative and innovative.

26 NUTRECO SUSTAINABILITY ROADMAP 2025

Conduct (formerly called Supplier Code of Conduct) and its’respective dissemination process. Large suppliers will have
the Code included as a criterion in their global frame work
agreement. In addition, all suppliers will receive the Codeby email stating that when they engage into business with
Skretting / Trouw Nutrition / Nutreco they accept and comply
with this Code of Conduct.

NUTRECO SUSTAINABILITY ROADMAP 2025 27

Key external
communication issues

Nutreco has the ambition tocommunicate more strategicallyand more often on sustainability
issues but we also understandthat communicating too much candilute the impact. So, we asked
ourselves, in what areas do wewant to be thought leaders?

OpCo management
and Nuterra Champions

Identifying these communication opportunities then helped
us identify key issues where communication can really help
educate our stakeholders and position Nutreco. These,of course, start with a focus on our products and theirsustainability attributes, but also focus on critical issues andcollaborations where we are helping make a difference.

It is suggested that OpCo
management teams encourageand promote a designated
Nuterra Champion. This Champion
can be an enthusiastic volunteer
that can rally internal support
for developing and leading
sustainability projects within
the OpCo.

The Champion will be able to share experiences and learn
from other Champions around the world on best practices,and sustainability improvement projects on our internal
Yammer platform. The objective is that if an OpCo thought of a

We believe that our greatest opportunities

good idea, developed it and implemented with success, why

exist in communicating on issues:

keep it “limited” to only one OpCo? Sharing will encourage and• That have educational potential – where there is a need orgrow a community of Nuterra Champions across the globe

an opportunity to help close an awareness gap between
our sustainability issues and challenges and societal
perceptions (including customers and their clients)• That enable us to show leadership in the sector – where weare active and/or play key roles in improving or mitigating
the negative impacts

Proposed categories:

with common interests.

• Sustainable products and services (includes novel
ingredients, animal health, procurement, footprint)• Stakeholder partnerships• Community development projects• That offer the potential for market development – incountries and/or on projects in which we help change oroffer nutritional solutions and technical knowledge

28 NUTRECO SUSTAINABILITY ROADMAP 2025

NUTRECO SUSTAINABILITY ROADMAP 2025 29

Appendix A:
Summary of our ambitions

Appendix A:
Summary of our ambitions
Climate and circularity
Climate change

1. Adopt Science-Based Targets that include a 30% reduction (absolute) in greenhousegas emission reductions for Scope 1 & 2 as well as a 58% emission reduction(economic value-added) for Scope 3; using 2018 as the baseline year.
2. Use LCA to evaluate footprint of our products and formulations,and impact at the farm.
3. Implement footprinting capacity in existing farm models.

Natural resources In combination

1. Trace all agricultural products back to the country where cultivated.

with Ecosystems and biodiversity

2. Source 100% of marine ingredients from certified sources.
3. Engage all non-certified ingredients in an IFFO-RS approved Fishery
Improvement Project (FIP).

Health and welfare

4. Nutreco will analyse the risks of deforestation and conversion in our supply chain:a. Make a public commitment to transition to a deforestation and conversion free
supply chain.

Animal healthAnti-microbial resistance

Deploy expert teams to strategic clients to address health and welfare.

b. Develop an action plan, timelines and time-bound, geographically specific

Obtain local or international independent animal welfare certification by 2025.**

milestones to achieve it.
c. In heavily impacted geographies, source 100% of agricultural row cropcommodities from land conversion-free sources.

1. Engage with governments to promote regulatory reform.

d. Participate in at least one multi-stakeholder platform to advance our commitment.

2. No prophylactic usage of antibiotics in feed, forage or water.

5. Promote industry workshops to support best practices and encourage increases in

3. No use of antibiotics and/or cocci for growth promotion.

production to satisfy demand.

4. Antibiotic medication applied to feed and water only with a valid clinical

6. OpCos will ensure:diagnostic result under direct supervision of a qualified veterinarian.

a. 100% of office paper certified to the Forest Stewardship Council (FSC) label.

5. Absolutely no use of antibiotics on the “Critically Important for Human Health” list.
Business opportunity: Deploy expert teams to strategic clients targeted as “never ever”
protein product producers.

b. 100% of wooden pallets FSC-certified or equivalent.

Novel Ingredients

1. Ensure at least 5-10% of ingredients in complete feed come from alternative novel
sources*.
2. Include a sustainability filter in the innovation stage gate process to ensure no** Where and when relevant

environmental impact trade-offs.
3. Nutreco will invest a minimum of €30 million annually in innovation.

Packaging

1. Ensure all packaging (on raw materials and products packed by Nutreco) is 100%
recyclable, reusable or compostable; avoid single-use plastic when possible.
2. Minimize impact by using:a. Less material per productb. More recycled and renewable materials

Energy1. By 2025, Nutreco will consume less than 2% of coal and less than 5% of fuel oil.
2. By 2030, Nutreco will be coal-free and fuel oil-free. Energy consumption pervolume will be down by 10%.

Waste

1. By 2025, more than 50% of waste recycled; less than 15% of non-hazardous waste
to landfill.
2. By 2030, more than 60% of waste recycled; ZERO non-hazardous waste to landfill.

Water

Nutreco OpCos with high scarcity will implement Water Efficiency Programmes (WEP).

* Unconventional feed ingredients from plant, animal and inorganic origins (not traditionally used by feed manufacturers), where after extensive R&D
work and volume scale up, can be used as suitable alternatives for conventional ingredients in commercially relevant quantities.
** Where and when relevant

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NUTRECO SUSTAINABILITY ROADMAP 2025 31

Appendix A:
Summary of our ambitions

Good citizenshipCommunity development

Reach 12,000 small farmers in emerging economies where Nutreco operates andraise their incomes above poverty levels.

Human rights and labour rights

1. Verification required by OpCo or functional department if centrally procured.
2. Engage in rotational sustainability audit for suppliers from high-risk geographies toengage with them in process improvements.
3. Develop and implement an improved human and labour rights risk rating system
for suppliers and require audits for high-risk suppliers.

Local communities

1. Develop local communities by sourcing local goods and services. Seek todevelop industries in economic developing countries that can supply us with raw
materials from local resources.
2. Develop local supply of raw materials for production in markets in Africa and Asia.
3. Organise local community day where Nutreco employees engage in projects to
help the local community.

Diverse and futureproof

1. Ensure 25% women in senior leadership positions by 2025.

workforce

2. Ensure senior management teams have at least one member from anunderrepresented nationality by 2030.
3. Improve Inclusion index year over year.
4. Undertake potential pay gap analysis and implement corrective actions if
necessary.

**Where and when relevant

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Nutreco N.V.
Stationsstraat 77, Amersfoort, P.O. Box 299, 3800 AG Amersfoort, The Netherlands
T +31 (0)88 053 2405

E info@nutreco.com

Trade Register no 16074305 Eindhoven (NL)

W www.nutreco.com