OCP-Sustainability Report 2020-GRI Certified

Sustainability Report
Working together for sustainable agriculture

Message from CEO 1. About our group 2. Sustainable development 3. OCP’s Sustainability commitments 4. About this report
Summary
1. 2.
P.04 P.10 P.40
Message from our CEO 1. About our group 2. Sustainable development :

our integrated approach
1.1. Activities & Products 12
P.06 2.1 OCP’s sustainability context 42
1.2. Value Creation Model 24
2.2 Stakeholder engagement 44
Our response 1.3. Local Contributor,
to COVID 19 Global Presence 32 2.3 Materiality Analysis 50
1.4. Innovative, Agile &
Committed Governance 36
P.08
Digitalization at the
heart of our growth
strategy
Sustainability Report 2020

3. 4.
P.52 P.250
3. OCP’s Sustainability commitments 4. About this report
3.1 Commitments to responsible and inclusive 4.1 GRI Content Principles note 252
management 54
4.2 GRI Content Index 257
• Transparent, innovative and ethical governance 55
• Sustainable and innovation-driven growth 66 4.3 Correspondence tables 266
• A responsible and committed employer 78
4.4 Third party assurance 271
• Responsible procurement practices 108
4.5 Glossary 272
3.2 Commitments to sustainable production 114
• Operational excellence 115
• Circular economy 122
• Sustainable food systems 176
3.3 Commitments to shared value creation 216

• Education & excellence 224
• Entrepreneurship & job creation 231
• Culture 237
• Health & sport care 238
• Smart living environment 240

GRI 102-14
Message from our CEO
As I look back over the past year, I cannot and protective equipment to our workforce.
help but reflect on the acute global More broadly, we adapted our operational
challenge that we all faced with COVID-19. systems and protocols across all of our
The pandemic forced us to think differently mines, plants, and offices. As a result, we are
about the planet and the people who now more resilient and agile than ever.
inhabit it – our impact, our reliance, and our
connection to one another. But I continue Recognizing our responsibility to the
to be heartened by the mobilization and communities in which we operate, we
collective work of so many to respond – and donated over $300 million to support
hopefully one day soon – end this crisis. Morocco's response to the pandemic. We
also donated personal protective equipment
In our work, we have been reminded that to the national health services; enhanced
we can all do better and more quickly national virology research capacity;
achieve greater impact by collaborating supported the creation of national online
more closely with farmers, scientists, education; and helped small businesses
engineers, entrepreneurs, governments, and adopt e-commerce. The last year has been
our peers. The pandemic has, in a very real challenging, but I have never been more
way, illustrated how we are all connected proud of the OCP team.
and that global challenges require us all to
work together. Collective innovation and action
Thinking beyond the current crisis,
At OCP, we have chosen to be more
we recognize that to ensure food security
ambitious, more inclusive, and more
in the long term, the entire value chain must
expansive in our approach to sustainability
join forces to improve the way we produce,
while reducing even further negative impacts
process, and consume food. OCP is a vital
on the environment. We have committed
player in this value chain and has been at
to bold goals which will reshape how
the forefront of innovation in the fertilizer
we operate, including achieving carbon
industry.
neutrality by 2040. In the following report,
we are pleased to share our achievements
We are focused on delivering customized
to date, as well as our goals for the future.
fertilizers to farmers. They are the key
to increasing yields and minimizing
Building resilience environmental impact. We continue to
In confronting the pandemic, our first expand our efforts in soil fertility mapping,
objective was ensuring the safety and and developing and delivering high-
wellbeing of our employees and their quality and state-of-the-art customized
families, our supplier partners, and the fertilizers adapted to different crops and soil
communities in which we operate. As the characteristics.
“
primary global supplier of phosphate, we
also understood our duty to support the
world's farmers, and by extension, the global The pandemic has, in a very
food system, by maintaining the supply of
fertilizers and other phosphate products.
real way, illustrated how
we are all connected and that
In our operations, we implemented
comprehensive preventative health
global challenges require us all
measures and provided extensive training to work together.
4

GRI 102-14
Nigeria, we also created ‘Farmers Houses‘,

physical hubs with support services, training,
knowledge sharing, and raw materials
like seeds and fertilizers. These programs
increase yields and improve market access,
helping farmers generate revenues to invest
in their communities.
Ramping up efforts to fight climate change

Despite the past year's challenges, our efforts
have been unwavering to accelerate our
circular economy program and address our
impact on the environment around us. We are
working every day to build supply chains that
are more efficient with expanded capacity
while simultaneously reducing environmental
impact. We are committed to achieving
“
carbon neutrality by 2040. While nearly 90%
of our operations are currently powered by
We are committed to achieving clean energy, we are redoubling our efforts to
reduce our energy consumption and transition
carbon neutrality by 2040. to 100% clean electrical energy by 2030.
Our focus on innovation extends to our

Together with partners, we are building a
dedication to fighting climate change.
robust R&D network to promote sustainable
We are working to address the impacts
farming and smart agriculture and explore
of ammonia production, which currently
innovations in tailor-made fertilizer formulas,
accounts for more than 1% of global
responsible agricultural practices and digital
CO2 emissions. Along with our partners,
services. And for sure, we will continue to
we are developing viable and practical
build strategic partnerships to accelerate
green ammonia solutions based on green
advancements in our field. I am immensely
hydrogen production and leveraging the
proud of the results we have delivered for our
tremendous solar resources in Morocco.
customers and the planet – and more are on
the way.
Building history, together
Unlocking Africa's potential Beginning in 1920 with a single phosphate
mine, we have grown into a global business
While OCP's impact is global, our roots are in
of over 20,000 people; each one focused
Africa. There is so much potential to unlock
on creating a more sustainable future for
sustainable agriculture throughout the
all of us. Thinking about the next 100 years,
continent. We have designed end-to-end
we want our successors to look back and
solutions to provide farmers with the best
see that we left no stone unturned; that we
knowledge, systems and tools to increase
never chose the easy, less ambitious option;
their yields, incomes, and livelihoods. Thanks
and that we stayed true to our values of
to these solutions, like OCP's Agribooster
honesty and partnership.
programs, farmers have achieved more than
a 30% average yield increase in maize, rice,
We are proud of our history, experience, and
millet, and sorghum crops in 2020 alone.
the solutions we have delivered to farmers
around the world. But there are many more
Working with local communities, we continue
to come, and we are as committed as ever
to expand programs to support farmers
to sustainably feeding a growing world.
throughout Africa. In 2020, we launched the
Women in Agribooster program in Ghana
to provide tailored support to female Mostafa Terrab
smallholder farmers. In rural communities in Chairman and Chief Executive Officer

Overcoming
the COVID-19
pandemic
Employees
\ Health & Safety protocols for both employees and
subcontractors incl. disinfection of premises, temperature
control, social distancing & necessary equipment
\ Reinforced medical infrastructure & staff
\ Awareness & screening campaigns to employees &
subcontractors
\ Psychological support cell
\ Teleworking & support to WFH transition (telework guide, Resilience
webinars on quality work environment, internal barometers,
etc.)
\ Support to employees’ children (IPSE distance learning
platform, IT special grants, guide, virtual vacation camps, etc.)
\ Digital learning & performance management with tools to
create a digital workplace culture hinged on social linked
$300 $8
million (equivalent to 3 MMDH) million invested in Research &
Recovery
to the special fund dedicated Development in virology with UM6P
to managing the pandemic and Institut Pasteur in Morocco
\ Disinfection operations in public places, transports, hospitals

\ Medical and protective equipment to national health services
as well as awareness campaigns in different languages,
dialects
Local
\ Agreement with the Institut Pasteur du Maroc (IPM) to communities
contribute to the development of the national virology
research capacity
\ Creation of a P3 category laboratory able to house research
in virology within the UM6P
\ Internal solidarity platform to allow our employees to gather
ideas and initiatives and implement them as quickly as
possible in order to reduce the health, economic or social
repercussions of the COVID-19 pandemic.
+135%
\ Collaborative platform ‘M3ak.ma’ designed by 1337 coding
school to geolocate volunteers to offer personal services for
needy people
\ Support to the continuity of cooperative activities: training community investment
increase between 2019
on BCPs, e-commerce, reconversion of activities, solidarity
and 2020
purchasing initiatives
9,595
\ Support distance education through UM6P, LYDEX, 1337,
YouCode and IPSE: production of digital educational content, employees
sharing of expertise with teachers & students engaged in the internal solidarity
\ Scaling up solutions for digital education: online platform platform created in 2020 to allow our
between UM6P & Ecole Polytechnique Fédérale de Lausanne employees to gather and implement
(EPFL), National Center for Digitization and Distance Learning ideas to reduce health, economic or
(CNDE) created with MEN (Ministry of Education) social repercussions of the pandemic

\ Business continuity plans
to ensure that operations
are maintained at a normal
production rate in optimal
conditions – including health &
Investors safety protocols
\ Organizational measures:
establishment of monitoring
units at Central & Local levels,
business resilience task force
\ Audit plans & continuous
improvement measures
Revenues 5,95
($ billions) 5,62
5,94
Respond Phosphate rock 37,6

(Mt produced) 41
40,7
Phosphoricacid 6,1
6,8
(Mt produced)
Environmental Social 7,1
Fertilizers 8,8
(Mt produced) 10
11,2
2018 2019 2020
Governance
Farmers \ Distribution of health
equipments & COVID 19
awareness campaigns
\ Funding for the acquisition of
Relief raw materials & distribution of

fertilizers, livestock feeds for
smallholder
\ Catalysing efforts on our
existing agricultural programs:
Agribooster & Al Moutmir
\ Collaboration with the Africa
Fertilizer Financing Mechanism
(AFFM) & contributions to
African emergency plans
\ Increased digitalization of our
capacity building programs
\ Enhanced Research &
Suppliers +78% Development and innovation

projects
\ Support to food cooperatives :
farmers covered by our
end-to-end solution digitalization, e-commerce
Agribooster in 2020 compared platform, initiative to boost
to 2019 in 4 African countries local demand
\ Special taskforce to ensure payments to our suppliers, prioritizing local suppliers
$107 \ Acceleration of the digitalization of our procurement tools

\ Support to suppliers defining BCP, managing in time of crisis, honoring orders, etc.
\ Transitioning to relevant activities (logistics, home delivery or mask production.)
million loans will be covered through the
Damane Tamayouz fund created for \ Access to COVID 19 financing & other financing sources at advantageous
our suppliers to access financing with conditions through the Damane Tamayouz fund
advantageous conditions to face COVID 19 \ Strengthening of our incubation & local entrepreneuship support programs

Digitalization
At the heart of our
growth strategy
“
As part of its national and international leader ambition,
OCP Group seized the Digital opportunity as growth
driver. The implemented transformation strategy is covering the
entire value chain with defined objectives set as operational
excellence, contribution in new business opportunities,
especially for farmers, and enhancing employee experience.
As part of this transformation, the Group developed advanced
infrastructures that aim to boost the national and African
ecosystem through education, skills and expertise sharing.
In fact, our vision of digital transformation involves local
communities and promotes the emergence of a complete
digital ecosystem. OCP Group has initiated this dynamic by
continuously engaging them through education and open Digital
innovation initiatives creating ascension channels for high-
potential talent and startups. Within this perspective the two
procurement
Plus-circle Find out more
coding schools were developed with innovative concepts
(YouCode in partnership with the French school Simplon, as well
as 1337, whose concept is similar to that of the school 42 in Paris)
as well as the STARGATE innovation Hub.
Since the creation of its ecosystem, OCP Group is a locomotive
that intends, more than ever, to play through digital the role of
innovative emulation.
MOHAMED LAKLALECH,
Chief Digital Officer
Teal Technology Services is a Joint Venture between IBM

& OCP created to accelerate the digital transformation
of our clients in Morocco and then in the African
continent. This JV includes projects on advanced
technologies such as Analytics, Cognitive Computing
and Connected Objects (IOT, Internet of Things).

Digital
education
Digital
mining
Transforming Operational
ways of working excellence
Plus-circle Plus-circle
Digital
farming
Generating Delivering Plus-circle Find out more
sustainable impacts new business

on ecosystem opportunities
Plus-circle Plus-circle
Digital
Digital workforce
safety Plus-circle Find out more

1. About
our
group
OCP Group is a leading producer of
phosphate rock and phosphatic fertilizers,
employing 21,000 people and serving
350 customers around the globe. Moroccan
company headquartered in Casablanca,
OCP was originally founded in 1920 as Office
Chérifien des Phosphates, a Moroccan
entity established to manage the country’s
phosphate reserves—which OCP continues to
do today. In 2008, OCP (“OCP S.A”) became
a joint stock company, independently
managed by a Board of Directors. Building
on nearly 100 years of cumulative agricultural
knowledge and expertise, OCP is committed
to being a globally responsible company,
focusing on sustainable agriculture solutions
that help farmers around the world feed a
growing population.
10

11

1.1 Activities
& products
Extraction Processing Transport

& washing & storage
MANAGEMENT PRODUCTION
12

GRI 102-9 | GRI 102-10
OCP’s value chain

As a global leader in the phosphate-based fertilizer industry, OCP
promotes projects that positively impact society,
strengthen skills and employability, and improve living conditions in
the regions in which it operates. Its value chain
is built with a view to creating shared value through its commitments
to responsible management and sustainable production.
Distribution Development
& sales of sustainable
agriculture
CREATING SHARED VALUE
This value chain relies on a diverse supply amounted to $3,1 billions (equivalent to MAD
chain. OCP purchases a wide variety 27,7 billions). The main changes in the supply
of goods and services from over 5,200 chain in 2020 correspond to implementing
suppliers worldwide. OCP’s operating costs the Progress Pact - a long-term
derive from mainly raw materials, energy, collaboration model with our Moroccan
and transportation. In 2020, operating costs suppliers (Find out more on page 108).
13

GRI 102-1 | GRI 102-7
Management
Key figures 2020
$ 5.94 billion
(equivalent to MAD 56,182 million)
33 %
EBITDA margin
9,000
employees involved
in revenues (earnings before interest, taxes, in the Movement
depreciation and amortization)
$ 1,97 billion 18,357

(equivalent to MAD 18,657 million) employees
in EBITDA (scope including OCP SA,
Phosboucraa and Sotreg.)
$ 1.0 billion
(equivalent to MAD 9,566 million)
in capital expenditures
22
average training & education
1,920
stakeholders engaged early 2020
hours per employee in 2020 to reshape the Act4Community
community development strategy
91 % 4.3%
reduction in combined LTIFR
of operational expenditures (Lost-time injury frequency rate)
performed nationally compared to 2019, reaching 1.34
14

Highlights of 2020
Turning idea into business IFA’s 2020 Green Leaf Award
The virtual Demo Day of the IMPULSE Every two years, the International Fertilizer Association
program - world-class start-ups acceleration (IFA) recognizes safety, health, environment (SHE)
program launched in 2019 with Mohammed excellence with its prestigious Green Leaf Award.
VI Polytechnic University (UM6P) - held on The in-depth review of numerous applications by an
September 2020 marked the end of the independent panel of international subject matter
support period and allowed all the start-ups experts concluded that Jorf Lasfar site deserves
to pitch their innovative agritech and biotech the 1st prize in the P/K-producer category for its
solutions to potential investors and partners. world class SHE (Safety, Health & Environment)
A prize was awarded to the 16 entrepreneurs program and results.
to help them develop their businesses
and overcome the impact of the Covid-19
pandemic.
Mohammed VI Polytechnic University (UM6P) Plus-circle

also launched the start-up support program
"U-Founders" to promote a global community
of visionary researchers and entrepreneurs,
who are engaged in the development of the
African continent. Two themes: “Deep Tech”,
bringing together projects and breakthrough
innovations in sectors related to the research
agenda of the UM6P; and “Shallow Tech”,
grouping projects whose economic model is
based on widely available technologies.
15

GRI 102-2 | GRI 102-7
Production
Extraction & washing
Phosphate is extracted from three surface transported by a conveyor belt system
mining sites. Different steps are necessary: to washing facilities to be enriched and
exploration and feasibility studies, mine then transported via slurry pipeline or rail
development and construction, mining, to processing platforms. Phosphate rock
closure, and reclamation. The extraction can be exported directly or converted
phase includes two main operations: drilling to phosphoric acid or phosphate-based
and blasting. Phosphate rock is then fertilizers.
44 Mt
“
Phosphate rock Phosphorus
Phosphate rock is primarily is also a vital
production capacity element in a broad
used in agriculture by either
applying it directly or through
the use of phosphate-based 40,7 Mt
produced
range of industrial,
chemical, and
fertilizers. Phosphate rock is health products and
10,3 Mt
also used to produce animal processes.
feed supplements and for other
GLOBAL PHOSPHORUS INSTITUTE
industrial uses. exported
16

Key figures 2020 Highlights of 2020
305 ha
Carbon farming: using our former mining lands as sinks of CO2
7 tree species using 3 irrigation technics, 2 types of soil amendments
and in 2 locations are being experimented as part of our carbon
of rehabilitated land farming project with UM6P and St1, a Finnish energy company,
to create a climate change mitigation tool via the rehabilitation of old
mining sites as well as the afforestation of marginal lands in dry and
semi-dry environments.
Best-in-class water-saving practices:

A precision irrigation project has been launched with AgriEdge - OCP
Group’s business unit dedicated to precision farming - which aims to
optimize agricultural practices in rehabilitated mining lands thanks to
the introduction of digitalization, bringing the right quantity of water
for crops using sensors, irrigation model and a mobile application.
The pilot is being carried out at the Benguerir mine on 50 ha (olive,
argan and carob trees) while outcomes will be scaled up to all our
mining sites in the coming years.
17

GRI 102-2 | GRI 102-7
Processing
At the two processing platforms in Jorf Lasfar and Safi, phosphate rock is combined with sulfuric acid to produce
phosphoric acid, which can then be directly exported or processed - with ammonia – to produce fertilizers.
Processing sites have sulfuric acid and phosphoric acid production lines, as well as integrated granulation lines.
12
Phosphoric acid Fertilizer
Two types of phosphoric acid are Fertilizer can be applied directly Mt
produced: purified acid, mainly used in the or used to produce compound production capacity
11,2 Mt
food industry (oils, lemonades, cheeses, fertilizers.
preserves, yeasts, sugar, drinking water, Key raw materials for complex
etc.) and other sectors (pharmaceuticals, fertilizers: phosphate rock, produced
detergents, animal feed, metal processing, phosphoric acid, ammonia,
textiles, pigments, etc.), and merchant
phosphoric acid, used for fertilizer
potash, and micronutrients
(zinc, iron, etc.).
11,5 Mt
exported
production and fertigation, a technique
giving nutrients together with irrigation. Types of products
Key raw materials: phosphate rock and • DAP (Di-Ammonium Phosphate): most commonly used binary
sulfuric acid either produced by the fertilizer made of two fertilizing agents – phosphorus and nitrogen;
processing platforms or purchased from • TSP (Triple Super Phosphate): phosphate fertilizer;
local suppliers. • MAP (Mono-Ammonium Phosphate): a binary fertilizer consisting
of two fertilizing agents–phosphorus and nitrogen;
7,1 Mt
• NPK: compound fertilizers composed of more than one element
phosphorus, nitrogen, and potassium;
produced • Performance Phosphate Products (PPP): the latest generation of
fertilizers developed aiming at sustainable and efficient agriculture;
1,9 Mt
exported
• Complex fertilizers (NP+): nitrogen- and phosphate-based fertilizers
enriched with secondary and micronutrients to improve agricultural
yields, protect soil from degradation, and offer highly concentrated
solutions to improve fertility;
Types of products • Soluble fertilizers: containing several nutrients totally soluble in
• PPA: purified phosphoric acid water to be used with drip irrigation;
• H3PO4: merchant-grade • DCP/MDCP (Di-calcium Phosphate/ Mono Di-calcium Phosphate):
phosphoric acid. phosphate- and calcium based animal feed supplements used
to manufacture mixed feed for farm animals. Feed phosphates
strengthen bones and accelerate farm animal growth (cattle,
sheep, poultry, goats, etc.).
18


• Development of additional clean and
89%
renewable energy capacities
• Development of additional non-conventional
water capacities – STEP & desalinisation
OCP Group’s needs covered by clean units
energy (cogeneration and renewable
• Strengthening of our R&D projects: green
energies) against 86% in 2019.
ammonia and hydrogen, green methanol,
carbon capture and valorisation, renewable
31%
energy storage, sustainable mobility
• Creation of joint-ventures to enhance smart
of OCP’s water needs met by fertilizers expertise :
unconventional water resources, i.e. OCP Group and Hubei Forbon Technology
treated wastewater from the cities of
Co., Ltd, a Chinese player specializing in the
Khouribga, Benguerir, and Youssoufia,
as well as desalinated seawater
research, development and supply of global
from Jorf Lasfar and Laayoune fertilizer additive solutions and also active
desalinization plants. in the field of Smart Agriculture, signed
in 2020 an agreement for the creation of
a joint-venture operating in Research &
61
Development of sustainable agricultural
$ million solutions providing farmers with tailor-made
(equivalent to 546 MDH) dedicated to fertilizer formulas, responsible agricultural
Research & Development practices and digital services.
An industrial unit has been launched in
for the production of high added value
68
fertilizers (improved NPK, biostimulants,
etc.) at the Jorf Lasfar site with an initial
production capacity of 250,000 tonnes per
year as a result of the joint-venture created
strategic partnerships –
with Fertinagro Biotech, a Spanish company
including Fertinagro, Fraunhofer, Forbon,
Prayon, Solvay, MIT, etc. specializing in fertilizers (NPK, enriched
NPK, biostimulants, etc.), innovation and
development of products adapted to the
249
specific needs of soils and crops throughout
the world. It also strengthens the Group's
Research & Innovation projects are being
know-how thanks to the technical
implemented in partnership with UM6P capacities and the range of innovative
and internationally renowned partners. products of Fertinagro Biotech.
19

GRI 102-2
Transportation & storage

Phosphate Rock is supplied to the Processing Platforms from the extraction sites either
via the slurry pipeline or rail operated by the ONCF, the national railway operator.
665,000
Slurry pipeline: Among the key flagship innovations is the slurry
pipeline, which transports washed phosphate as slurry to the
main processing platform. With a total transport capacity of 38Mt,
the slurry pipeline allows to transport more phosphate rock than
metric tons of CO2 prevented
by year through the Slurry Pipeline
the conventional railway transportation, remove all intermediary
compared to conventional railway processing like drying at the mine level and re-adding water at the
transportation. processing sites level, resulting in significant CO2 emissions reduction.
The process is being developed for all our processing sites by 2030.
1,5Mm3
of water saved through the
Slurry Pipeline compared to conventional
railway transportation.
20

GRI 102-2 | GRI 102-6
Distribution & sales

Thanks to its well established industrial and commercial presence,
OCP is present in all major markets and closer to the needs of
Key figures 2020
350
producers and other players across the value chain with over 350
clients on 5 continents. Phosphate rock, phosphoric acid, and fertilizers
are delivered by sea, by truck, or stored on site. Docks are managed
by the National Ports Agency (ANP). Products are delivered to the end
customers who use them as end products or process them further wholesale clients and millions
of end-users on 5 continents
for other grades of fertilizers. OCP has deployed, primarily in Africa,
a dense distribution network by developing partnerships with local,
public, and private players in order to provide the farmers fertilizers at
the lowest cost. OCP’s supply chain in Africa relies on logistics centers,
sales representatives, local subsidiaries, and also production plants
dedicated to meeting the needs of regional markets.
21

GRI 102-2 | GRI 102-6
Development
of sustainable agriculture
OCP supports, where it's most needed, the end users of its products through sustainable farming practices
programs (soil mapping, digital agronomic advice, etc.) as well as customized and smart products having
as a first purpose to create value for farmers.
4+
• The Agribooster program was further enhanced in 2020 through
the launch of the Women in Agribooster program as well as the
million
hectares extension of the crop types covered in the program
of soil mapped in Burkina Faso, Togo, • The educational program OCP school labs turned digital due to
Guinea, Rwanda, Ethiopia, Madagascar COVID 19 through TV channel ‘Farm & Fortune’ and radio to provide
both daily advice and guidance
321,329
• Launch in Nigeria of the Farmer House system with the creation of
55 shops and support for 36 Agripromotors and young people as
part of the EMAY (Empowering African Youth) program
farmers covered by Agribooster and
OCP School Labs (OSL) programs in Africa • Contributions to national emergency plans and food programs
(Ivory Coast, Nigeria, Ghana, etc.) to mitigate COVID 19 impacts
on food security
10
new tailor-made formulas
• Al Moutmir : In addition to @tmar - the agricultural end-to-end
service mobile application, OCP-Al Moutmir team has implemented
a range of digital solutions, including a free e-learning platform to
introduced in 6 African countries
overcome COVID 19 challenges in Morocco
• Strengthening of the Moroccan soil mapping, regional & plots
30,000
customized formulas, demonstration platforms, and conservation
agriculture programs
farmers covered and 50,000 soil • Special support provided to cooperatives to take advantage of
analyses in Morocco through the Al the economic situation - introducing them to digital technology to
Moutmir farmer outreach program explore new marketing models with shorter, local circuits.
22

Shared value creation
for communities
202
• Solutions to COVID 19 impacts: disinfection operations
and awareness campaign in different languages,
dialects and in sign language – with adapted tools for
rural communities; medical and protective equipment
Local cooperatives trained in
commercialisation techniques
to national health services; actions against vulnerability
(food distribution, support to the homeless), mobilization
of our volunteers’ innovation capacity (conception of
556
facial protection, hand sanitizer contact-free distributors,
automatic door opening system, Y-connector design
to double the capacity of life support respirators, UV
Local microbusinesses
incubated and trained disinfection system etc.), support to business model
reconversion (e.g mask, food delivery, etc.), ‘e-souk’,
$300
solidarity purchasing to source directly from farmers for
donations, contribution of our education ecosystem
million (UM6P, LYDEX, IPSE, 1337, YouCode and the OCP
(equivalent to 3 MMDH) to the special fund Foundation) to provide online courses for all school levels
dedicated to managing the pandemic to ensure distance teaching continuity & hotline for both
students and teachers, sharing of expertise and skills, and
solutions development.
3,107 • Strengthening of education, entrepreneurship, culture,

health and urban planning program
Students receiving scholarships Plus-circle Find out more
23

1.2
Value
creation model
Input Business model
The resource we use How we create value
Financial Contribute to sustainably feeding a growing world population

$ 1,97 billion EBITDA
$ 5,9 billion Net debt
$1,03 billion Free cash flow
$5.94 billion in revenues
Human
18,357 employees
9000 employees
involved in the
Movements
t of
m en ulture Ex
p gric tra
v elo le a ct
io
Intellectual De nab n
i
&
a
wa
st
su
$ 61 million R&D
sh
expenditures
ing
249 R&D programs
sparenc
tran y
Manufactured
nability
integrit
& sales
$ 1 billion CAPEX
350 customers
tai
y
tion
s
su
Pr
u
o
b
c
i
ess
tr
Natural
Dis
ing
40,7 Mt phosphate
rock extracted
27,666TJ energy
consumption
111,394 ML water
withdrawal Transport & storage
Business and society relations

Pact of progress with our suppliers
to develop local business
ecosystem
2,557 employees volunteering to
empower local communities
24

Output
Value we create
33% EBITDA margin

37% market share in phosphate rock
50% market share in phosphoric acid
31% market share in fertilizers
OUR VALUE CREATION MODEL

$ 1,024 million wages & benefits
32% of women in management
22 average training hours per employees
$ 1,8 billion of total suppliers' expenditures

91% of expenditures with Moroccan
suppliers
15% of local purchases (around OCP sites)
+55% of agricultural yield - with customized

fertilizer formula compared to national
average in Morocco
Ensuring a responsible & +30% yield for potatoes and + 23% farmers'
inclusive management profitability with customized fertilizer in Africa
+40% yield for maize and +14% farmers
profitability with customized fertilizer in Africa
Developing 29 million hectares of soil mapped in Africa
sustainable operations 1+ million farmers benefited so far from
the AGRIBOOSTER program and OCP school
lab in Africa
50,000+ soil analysis by Al MOUTMIR in
Sharing value Morocco
with communities
6% reduction of SO2 compared to 2019

1%reduction in C02 compared to 2019
31% of OCP’s water needs met by
unconventional water resources
89% of OCP Group's needs met by
clean energy sources
305 ha of rehabilitated land
527 Local microbusinesses trained &

29 being incubated
$ 496 million of community investments -
135% increase compared to 2018
$ 206 million taxes paid to the state of
Morocco
25

All 17 Sustainable Development Goals are important and we aim to contribute to all of them.
However, as major player in the fertilizer industry supplying essential crop nutrients to farmers, our
purpose is to support global food security and focus on 6 of them:
Goal 2: Zero Hunger

Targets
2.3 By 2030, double the agricultural productivity 2.4 By 2030, ensure sustainable food production
and incomes of small-scale food producers, in systems and implement resilient agricultural
particular women, indigenous people, family practices that increase productivity and
farmers, pastoralists and fishers, including through production, that help maintain ecosystems, that
secure and equal access to land, other productive strengthen capacity for adaptation to climate
resources and inputs, knowledge, financial services, change, extreme weather, drought, flooding and
markets and opportunities for value addition and other disasters and that progressively improve
non-farm employment. land and soil quality.
Why is it important?
As leader in the fertilizer industry, food security is at the heart of OCP Group’s mission to ensure long-term
access – both in volume and quality – to food all over the world. To increase the crop yields significantly
without damaging soils, OCP Group keeps on working to provide farmers with the smartest fertilizers
possible and techniques to ensure sustainable and decent livelihood.
Actions & progress

 Soil fertility mapping and onsite field trials  End-to-end solutions such as the Agribooster
 Research & development to develop customized program and Al Moutmir that bring together
fertilizers in collaboration with UM6P, Agri-Edge and different stakeholders of the agriculture
Bio-Agritech business units, and through innovation value chain to provide farmers with the best
partnerships such as the one with Fertinagro conditions to increase their yield, incomes and
Biotech – global R&D reference in sustainable livelihood.
agronomic solutions.  Additional agricultural community investment
 Educational tools such as OCP School labs to programs through OCP Foundation,
increase knowledge and expertise of farmers Phosboucraa Foundation & Act4Community
Key goals Where we stand in 2020
x2 $ 4,9 10
Develop customized Increase the
fertilizers and tailor-
made formulas
geographical
area and number
351,329
Doubling the R&D reaching farmers of beneficiaries millions new tailor-made farmers benefiting
budget - including covered by dedicated to formulas for African our flagship
Farmer solutions - by agricultural farmers solutions countries Labschools,
2025 compared to support programs R&D Agribooster and Al
2020 level & end-to-end
Moutmir programs
solutions
26

Goal 4: Quality education
Targets
4.1 By 2030, ensure that all girls and boys complete 4.B By 2020, substantially expand globally the
free, equitable and quality primary and secondary number of scholarships available to developing
education leading to relevant and Goal-4 effective countries, in particular least developed countries,
learning outcomes small island developing States and African
countries, for enrolment in higher education,
4.4 By 2030, substantially increase the number of
including vocational training and information and
youth and adults who have relevant skills, including
communications technology, technical, engineering
technical and vocational skills, for employment,
and scientific programs, in developed countries and
decent jobs and entrepreneurship
other developing countries
Education is one of the most important investments a country can make in its future. Breeding smart,
ethical and well-rounded successful individuals who will become responsible and resourceful citizens able
to sustainably develop our society – and our companies.
Actions & progress

 UM6P (Mohammed VI Polytechnic University),  Equal opportunity leverages: financial
institution dedicated to research and innovation sponsorship, private tutoring, medical and social
featuring a comprehensive entrepreneurship centres targeting people with disabilities, skills
program centers to support youth’s professional insertion
 Digital schools (1337 & Youcode)  Incubators of small businesses and specific
 Schools of excellence preparing for higher access to OCP’s procurement, training, pro bono
education, community colleges to improve soft and financial support to local cooperatives and
skills, Mahir center to meet the challenges of human associations
development in Morocco, etc.  Farmers' training programs
 Rehabilitation, mobility solutions, school supplies,  OCP employees & suppliers' training
training of the educative teams, summer camps
 Increase the
capacity (course
offer evolution and
 5 digital schools covering
our 5 production sites
aiming at training 1000
2,182 848
students in UM6P students in the digital schools
beneficiaries) of our young programmers per
(+151% compared on 4 campuses: Benguérir,
educational entities year by 2023
to 2019) Youssoufia, Khouribga, Safi.
27

Goal 8: Decent work and economic growth

Targets
8.2 Achieve higher levels of economic productivity 8.3 Promote development-oriented policies that
through diversification, technological upgrading support productive activities, decent job creation,
and innovation, including through a focus on high- entrepreneurship, creativity and innovation, and
value added and labour-intensive sectors encourage the formalization and growth of micro-,
small- and medium-sized enterprises, including
through access to financial services
OCP Group’s success is driven by the people who work for us and the ones we collaborate with. Facing
an ever-changing market and sustainability challenges, we need a strong culture of learning and
innovation to forge a company and a whole ecosystem of critical-thinking and agile entrepreneurs who
will lead us to a sustained, inclusive and sustainable economic growth.
Actions & progress

 UM6P (Mohammed VI Polytechnic University) - support for employees throughout their careers
institution dedicated to research and innovation  OCP Professors - mentoring program carried out
featuring a comprehensive entrepreneurship especially by OCP Group’s retirees to transfer the
program and partnership with academic leaders Group's expertise, internally and externally
such as MIT, HEC, etc. and renowned research  Industrial Expertise Centers – open to local SMEs – to
institutions such as Fertinagro, Fraunhofer, Forbon, train employees in operational activities
etc.  Incubators of small businesses and specific access to
 Living Labs serving as experimental sites open to the OCP’s procurement, training, pro bono and financial
scientific community to test solutions on a real scale support to local cooperatives and associations
(Green Energy Park, Advanced Technology Mining  Beyond talent development program and innovative
Platform, Chemical Hub of Safi, etc.) approach such as the Movements which provide
 Digital schools (1337 & Youcode), digital centers, etc. employees with financial and human resources
 Learning institutes to support ongoing professional necessary to work a topic of their choice, as long as it
development programs, and provide personalized creates sustainable value for the Group.
$ 61 78% 32% 2 15%

oubling the R&D
D  Create 5 SMEs
budget by 2025 incubators
compared to 2020 around the Group
level production sites by millions for TAMCA/ of women in incubators of our
2022 dedicated OE (workers management created procurement
 100% of learning
to R&D & employees, around our budget
coverage (all our edicate 25% of OCP
D
technicians and produc- dedicated to
employees) by 2025 Group's procurement
budget to local supervisors) tion sites local suppliers
7% of women in
4
suppliers by 2021 and 72% for
management by
Middle & Senior
2030
Management
28

Goal 11: Sustainable cities and communities
Targets
11.1 By 2030, ensure access for all to 11.3 By 2030, enhance inclusive and
adequate, safe and affordable housing sustainable urbanization and capacity
and basic services and upgrade slums for participatory, integrated and
sustainable human settlement planning
and management in all countries
Smart cities make our people and our ecosystem thrive. Education, mobility, health
& wellness, housing and economic infrastructures are carefully thought of in all our
urban development projects. Listening to local needs and specifics is what help us
to build all is required to create long-term value for communities while environmental
sustainability remains the common thread from South to North.
Actions & progress

 Benguerir Mohammed VI Green City  MazaganCity Center
 Foum El Oued-Laayoune  Property
ownership plans for OCP Group’s
 Khouribga Green Mine employees
$ 200 $ 500 80 ha

eliver the
D
development projects
in a timely manner
and maximize Million investment in the million investment in the of green belt in
sustainable impacts Technopole Foum El Mazagan urban pole Benguerir Mohammed
(job creation, land Oued – Laayoune along along with 55,000 jobs VI Green City along with
preservation, research with 1,200 expected job created by 2023, 134,000 100,000 inhabitants,
ecosystem, etc.)
creation, 2,500 students residents by 2034 and 20,000 students &
and researchers, and 303 ha dedicated to researchers, 25,000
Plus-circle Find out more 600ha of green spaces green spaces residential units by 2045
29

Goal 12: Responsible consumption & production

Targets
12.2 By 2030, achieve the sustainable management impacts on human health and the environment
and efficient use of natural resources 12.5 By 2030, substantially reduce waste generation
12.4 By 2020, achieve the environmentally sound through prevention, reduction, recycling and reuse
management of chemicals and all wastes throughout 12.6 Encourage companies, especially large and
their life cycle, in accordance with agreed international transnational companies, to adopt sustainable
frameworks, and significantly reduce their release to practices and to integrate sustainability information
air, water and soil in order to minimize their adverse into their reporting cycle
Humanity today consumes much more resources the planet earth can offer, and the ecological debt will get
worse as a result of population and economic growth. OCP Group’s challenge is therefore to meet these growing
consumption needs in order to guarantee food security while using a minimum of resources. Circular economy is
the answer to optimize our products’ life cycle footprint - from design to end of life going through smart use.
Actions & progress

 Preservation of the phosphate resources : • Soil fertility mapping and onsite field trials
• Recovery of low phosphorus content phosphates • Research & development to develop customized
through the reverse flotation process Plus-circle fertilizers in collaboration with UM6P, Agri-Edge
• Recycling by-products – mainly phosphogypsum – and Bio-Agritech business units, and through
programs into roads, agriculture, construction. innovation partnerships such as the one with
• Phosphorous recovery feasibility studies Fertinagro Biotech – global R&D reference in
wastewater treatment facilities in our mining sites sustainable agronomic solutions.
• Research & Development to find new phosphorus • Educational tools such as OCP School labs to
recovery routes, including organic fertilizers made increase knowledge and expertise of farmers
of recovered nutrients (N, P,K,...) from organic • End-to-end solutions such as the Agribooster
waste with Fertinagro program and Al Moutmir that bring together
 Sustainable production of fertilizers through energy, different stakeholders of the agriculture value
emissions, water & effluents, waste programs chain to provide farmers with the best conditions
 Sustainable consumption of fertilizers through 4 R to increase their yield, incomes and livelihood.
framework (Right source, Right place, Right time,
Right rate):

 100% phosphogypsum
31% 305
 70% of non-mining Storage study for
storage by 2028 as hazardous waste phosphogypsum storage
part of our by- diverted from disposal achieved in Jorf Lasfar
products management & Recovery by-products of our ha rehabilitated
by 2025
strategy researches. water needs area
19%
 100% water needs
SO2 reduction load covered by
 Reduce SO2 polluting
covered by non-conventional
load by 50% in 2025 non-conventional compared to 2018
compared to 2018 sources
1,130 tons
sources by 2030 non-mining
 1000 ha/year hazardous waste diverted
rehabilitated land from disposal Plus-circle Find out more
30

Goal 13: Climate action
Targets
13.1. Strengthen resilience and adaptive capacity 13.3. Improve education, awareness-raising and
to climate-related hazards and natural disasters human and institutional capacity on climate
in all countries change mitigation, adaptation, impact reduction
and early warning
Climate is changing. The world is experiencing increasing concentrations of greenhouse gases, rising sea
levels, and extreme weather conditions. This calls for urgent and accelerated action by countries as they
implement their commitments to the Paris Agreement. OCP pursues a cutting-edge strategy to reduce
its CO2 emissions and adapt to actual and future climate.
Actions & progress

 Mitigation measures: Plus-circle amount of carbon stored in the soil and vegetation
• Energy efficiency, development of cogeneration, • Slurry pipelines transporting phosphate rock to
renewable energies (wind & solar power plants) processing sites - allowing significant CO2 savings
• Development of Green ammonia production compared to railway
targeting scope 3 CO2 emissions  Adaptations measures through a water program
• CO2 capture emitted by our phosphoric acid based on optimized consumption and the use of
chimneys non-conventional resources, as well as products
• Mine reclamation & carbon farming changing and services for a sustainable and resilient
agricultural practices or land use to increase the agriculture.
50% 100%  Achieve carbon

6% 89%
reduction in the carbon OCP’s energy needs reduction in CO2 of our energy
footprint by 2030 covered with clean energy neutrality by intensity (T CO2/M$) needs covered
2040
compared to 2014 (both cogeneration & compared to 2019. with clean energy
renewable energy) by 2030
31

1.3 Local
contributor,
global presence
32

GRI 102-4 | GRI 102-7
Presence in Morocco
OCP mines are located at four sites in Khouribga Phosboucraa is also underway for the 2014–2022
(Sidi Daoui Merah El Ahrach, Sidi Chennane, and Béni period to improve industrial activities at the Boucraâ
Amir), three in Gantour (Benguerir, Bouchane, and site, diversify the product portfolio, develop the
Mzinda), and one in Boucraâ. Processing phosphate regional business ecosystem, and contribute to
into phosphoric acid and phosphate- based the socioeconomic development of the southern
fertilizers is mainly done at the Jorf Lasfar and Safi regions: Guelmim-Oued Noun, Laâyoune-Sakia El
sites. A major industrial development project for Hamra, and Dakhla- Oued Ed Dahab.
An integrated group across the entire value chain
4 mining sites
2 processing platforms
4 phosphate ports
~43%
Khouribga
Casablanca
Khouribga
Jorf Lasfar
Youssoufia
Safi
~37% Benguérir
Gantour
~18%
Meskala
Laâyoune ~2%
Boucraâ
Distribution of reserves
in Morocco
(United States Geological Survey, January 2018)
Boucraâ
Mining site
Processing
platform
Phosphate port
Slurry Pipeline
Conveyor belt system
Railway
33

GRI 102-3 | GRI 102-4 | GRI 102-6
Global presence
With over 350 clients in 5 continents, OCP Group
further strengthened the position of its finished
products and its own presence, particularly in Africa,
North America, and Latin America. Increasingly
diversified products and regional portfolios reflect
OCP Group’s industrial and commercial excellence.
International presence
41%
EUROPE
Amsterdam
28% Paris Engis/Puurs
NORTH
AMERICA
New York
Washington
Les Roches
Teruel
Genève
Istanbul 32%
Augusta
SOUTH ASIA & ME
OCP headquarters
54% * Gurgaon
Abu Dhabi
AFRICA Paradeep
Dakar
Abidjan Addis-Abeba
Lagos
Cotonou
Kigali Nairobi
Accra
Douala Dar Essalam
46% São Paulo

Lusaka
OCP Presence SOUTH

AMERICA Paranaguà
% MARKET
SHARES
Rio Grande
Buenos Aires
*Africa Market Share includes NPKs

Source: IFA preliminary aggregate statistics 9M 2020, excluding purified acid from China.
34

GRI 102-4 | GRI 102-6 | GRI 102-12 | GRI 102-13
OCP is a member of many

professional associations:
7%
AFA (Arab Fertilizer Association)
EAST ASIA
AFAP (African Fertilizer and
Agribusiness Partnership)
Beijing
IFA (International Fertilizer

Industry Association)
WBCSD (World Business Council for

Singapore Sustainable Development)
All OCP industrial operations sites are

Protect & Sustain certified.
This certification is granted by IFA and
covers the quality, environment, health, and
15% worksite safety aspects of ISO 9001 and
14001 certifications, as well as ISO 45001
OCEANIA
certification.
35

1.4 Innovative,
agile &
committed
governance
OCP Group has prioritized governance as
a key management tool in recent years
by fostering agility and innovation. OCP
Group's management structure enables
to better grasp complexities, maintain
leadership, and ensure sustainable growth.
36

GRI 102-18
Board of Directors The Audit and Risk Committee

B
STRATEGIC COMMITTEE Plus-circle OPERATIONAL COMMITTEE MANAGEMENT COMMITTEE Plus-circle
Sustainability platform
Strategy & corporate Finance and management

Human capital
development control
Sales & marketing Industrial operations Industrial development
Legal & corporate affairs General Secretary Performance management
Africa Digital office
THREE STEPS SUPPORT AGILITY AND INNOVATION
THE MOVEMENT ESTABLISHED ANCHORING

Each employee can “SITUATIONS” Transforms the
suggest a new idea, Gathers a Situation into
form a team to build the working group a regular activity,
project, propose it, and, with resources business line, or
if it is deemed relevant, and governance business unit.
be given the means to to carry out
achieve this project. its mandate.
MISSION & RESPONSIBILITY:

A. The Board provides strategic direction and C. The Operational Committee works in close
ensures monitoring collaboration with the strategic and management
committees to determine short, medium- & long-
B. The Audit & Risk committee assists the Board of term strategy, and approve targets.
Directors in controlling operations and reviews
financial & extra-financial data D. The Sustainability platform coordinates and
supervises implementation of the sustainability
strategy as well as discuss, co-create and
initiate new ideas
Economic, social, and environmental issues are also managed in a cross-cutting way at all
levels through the Movement. This innovative organizational tool enables staff to foresee
problems to make a more sustainable future.
37

Defined opportunities:
Our journey to
Vision &
improve how strategy
we maximize
sustainability
Over the past few years, we have In line with the prioritized SDGs
been strengthening the way we 2, 4, 8, 11, 12, 13, OCP Group
tackle sustainability across our has identified sub-targets
company; from the creation of and is still strengthening some
agile governance initiatives to of its goals to maximize its
ambitious sustainability objectives contributions, raise the bar and
going through deep impact integrate COVID 19 new normal.
analysis. A lot has been done, but
there is still a long way ahead
to sustainable development. OCP has laid strong
Our continuous improvement foundations upon which
process is supported by external to build a best in class
and independent sustainability company-wide sustainability
experts to catalyse our management system allowing
transformation. Despite COVID 19, to identify, assess and minimize
OCP Group has continued to work potential adverse impacts that
on its weaknesses and ensure we may cause or contribute
progress in 2020 over: to, through on-going due
diligence. This still needs
to be rolled-out across all
functional areas and will be
enabled by the evolution of our
governance.
Management
system
38

Reporting &
Beyond the GRI standards,
OCP Group sustainability reports
disclosure
feature key mechanisms of
complementary reporting standards
such as Integrated Reporting and
TCFD (Task Force on Climate-related
Financial Disclosures) that have
been further deepened in 2020.
Additional reporting standards will be
integrated in the coming years such
as CDP (Carbon Disclosure Project) -
working towards global alignment on
a corporate reporting system.
Considering the COVID 19 challenges, the

creation of the ethics committee planned
for 2020 has been postponed to 2021.
Governance
The committee will integrate independent
members and monitor the implementation
and respect of our code of conduct. Rising
environmental (including climate-related)
and social risks required a continuous work
on optimizing governance to engage across
the company and manage them efficiently.
Having formalized its policies aligned

with internationally recognized
standards and frameworks in
2019 - available on its website,
OCP Group continues the journey
to live up to expectations and
implement commitments.
Policy
39

40

2.
Sustainable
development :
our integrated
approach
41

2.1 OCP’s
sustainability
context
As a major contributor to the global
fertilizer market, our mission is to contribute
to sustainably feeding a growing world
population. This implies caring about the
environmental, social and governance
impacts of our daily decisions, large
and small, that are shaping our future.
In dubio pro malo (when in doubt, listen
to the worst prognosis rather than to
the best) is the leitmotif that guides our
whole organization as we comprehensively
address sustainability challenges and turn
emerging risks into opportunities.
42

GRI 102-11
The salient megatrends we face:
Climate change
hanging climate, from warming temperatures to changes in
C
precipitation, is increasingly impacting the way plants grow
all around the world. Agriculture contributes to around 20% of
greenhouse gas (GHG) emissions – through intensive farming
leading to soil erosion & loss of biodiversity, expansion of
arable lands leading to deforestation and cattle. The sector
is facing increasing pressure to reduce its footprint. Climate
change could influence demand for fertilizers as land becomes
unproductive while regulations tend to reduce fertilizer use.
Water stress
Irrigation of crops comprises 70% of global water use. Water is
essential for agriculture; both in terms of quantity and quality.
Climate change involves significant changes in precipitation
patterns while agriculture taps into aquifers and impacts on
quality through salination. Water supply restrictions as well as
legal constraints will shape fertilizers markets outlooks while
we work on smart products and practices to offer solutions for
water-scarce agriculture.
Growing world population

Increasing the crop yields significantly through the use of
fertilizers is essential to ensure food security. The global food
system is expected to provide safe and nutritious food to a
population - increasingly urban - that will likely grow from
7.9 billion people today, to nearly 10 billion by 2050.
Providing a livelihood to farmers

The agri-food sector also provides a livelihood for millions of
people and is a key driver of economic development. Most of
the people living in extreme poverty are in rural areas where
food production is often the most important economic activity.
There is an estimated 570 million farms worldwide today, and
millions of workers in food-related jobs.
Transforming food systems

Agriculture and the food value chain are increasingly joining
forces to improve the way we produce, process and consume
food and galvanize global actions to provide safe, nutritious
food for all within our planetary boundaries – and achieving
the Sustainable Development Goals and the Paris Agreement.
As a major contributor to the global fertilizer market, OCP
group needs to participate to the systemic transformation
of food systems hinged on the move towards regenerative
agriculture, dietary shifts and zero waste.
43

2.2 Stakeholder
engagement
OCP’s sustainable development strategy is based
on continuous dialogue and joint development with
internal and external stakeholders using an inclusive
business approach. The illustration below shows the
stakeholders with whom OCP interacts at various levels
throughout its sphere of influence and value chain.
44

GRI 102-40 | GRI 102-42
As
soc
iat
ion
s
s
en
Farmers
tiz
Ci
Customers
Schools,
universities,
& training
centers
Nearby
communities
Management Employees
Suppliers
Competitors
Trade unions Investors
Professional
rat
ies
associations
Me age
ing
Food industry
an
dia nci
mp
& es
Co
Local entrepreneurs
& Project partners
Institutions,
authorities & regulators
Internal stakeholders related to External stakeholders External stakeholders related

our commitments to responsible related to our commitments to our commitments to
and inclusive management to sustainable production shared value creation
OCP included internal and external stakeholders value chain. Through this approach, OCP was able
consultation in its materiality analysis used for to prioritize its stakeholders and define a dialogue
preparing this report, presented on page 250. The plan for the preparation of future extra-financial
main objective was to identify priority issues in the reports.
45

GRI 102-43 | GRI 102-44

nagemen
Ma
t
Employees
Methods of engagement Issues and concerns
• Workshops • Professional
• Surveys development
• Situations and • Engagement through
movements the sponsorship
(Act4Community, of employee skills
diversity, Happy@OCP, (community service)
etc.) • Equal opportunity,
• Hackathons social benefits (access
• Training, peer-to-peer to property, medical
knowledge transfer coverage, retirement,
(OCP Professors) and etc.)
skills assessment • Training and skills
programs development
• Group intranet • Working conditions
• 1 Pacte • Access to information
• Digital applications and and transparency
C re
workplace, performance
evaluation, etc.
a ting
Senior Management
Ma
P ro d
Methods of engagement focus groups

nagement
s h a r e d va l u e
• Board of Directors • Operational Committee

• Audit and Risk using, in their decision
uctio n
Committee: risk making, input from

assessment site management
integrating sustainable committees (right place,
development time, rate, source)
• Strategic Committee: • Contracts with local
Global Strategic authorities, public-
Review (activities private partnership
integrating sustainable • Specialized committees
development criteria (health, safety,
through a Top-Down/ environment, technical)
bottom-up process)
• Management Issues and concerns
Committee (Executive • Regulations
Vice Presidents): • Environment
advisory process (on • Social
environmental and social • Economy
issues) and thematic
Trade unions
Methods of engagement Issues and concerns
• Social Charter • Social
• CSP (Staff Status • Environment
Commission) • Medical
• CAS (Social Action • Safety
Commission) • Administrative
• CHS (Health and Safety management (payroll,
Committee) scheduling, etc.)
• CNC (Collective
Bargaining Committee)
• Training academy
Average frequency of engagement in sustainable development topics
Continual Frequent Occasional
46

GRI 102-43 | GRI 102-44
duction sh
Pro ing ared
at
Cre
va
lue
Farmers Associations and NGOs
Methods of engagement Issues and concerns Methods of engagement
• 4R Program (customized agriculture) • Joint venture and local partnerships • Skills development programs
• Development of a soil fertility map • Product efficiency (features, quality) • Dialogue and joint development:
• OCP Foundation / Phosboucraa • Use of products Act4Community
Foundation • Custom and smart fertilizers • Subsidies for projects
• Al Moutmir caravan and agronomic • Societal commitments • Association forums
advice • Fertilizer use training and transfer of • Thematic forums on entre-
• Development of a farmer-friendly expertise preneurship (micro-business, local
business ecosystem (local production • Agricultural service offerings business, etc.)
and distribution infrastructure)
Issues and concerns
• Social and inclusive
Customers entrepreneurship
Methods of engagement Issues and concerns • Joint development of societal
• Feedback in various forms • Custom fertilizers projects (access to basic
(written, by phone, etc.) • Smart fertilizers infrastructure: health, culture,
• Meetings, site visits, road shows, client • Societal commitments education, etc.)
events (trade fairs, exhibitions, etc.) • Fertilizer use training and transfer • Respect for the environment,
• Quality and risk management of expertise development of rehabilitated land,
processes • Agricultural service offer (fertility soil management, etc.
map, demonstration platforms, • Local employment creation and
adapted training and support, etc.) value sharing (direct and indirect
• Co-investments employment, capacity building, etc.)
Suppliers
Influencers: media & rating
Methods of engagement Issues and concerns agencies
• Progress pact (training and support • Direct and indirect local economic
for improving social, environmental, impacts Methods of engagement
and safety compliance, and in other • Social, environmental, • Discussions with local, national,
areas) and safety compliance, and international media
• Act4Community and in other areas • Site tours
• OCP purchasing platform • Skills development • Websites (corporate, foundations)
(e-purchase) • Development of a qualified local and social media (Facebook,
• Programs for suppliers economic fabric Twitter, LinkedIn)
• Forums and conferences on the • Innovation • Presentation of the sustainable
emergence of an industrial ecosystem • Development of a local industrial development program to local
• Meetings and dialogue with local ecosystem and national media
stakeholders at the operational site • Forums, conferences, national and
level international events
• Industrial Expertise Centres, digital
Issues and concerns
schools and startup incubators for
local small businesses
• Access to the Group’s economic,
social, and environmental
information
Nearby communities
Methods of engagement Issues and concerns Institutions, authorities
• Public survey for industrial projects • Societal projects developed with
(development, modification, and local contributors (access to basic
and regulators
expansion projects) infrastructure: health, culture, Methods of engagement
• Complaint management system education, etc.) • Global issue advocacy
at the corporate level and at • Environment (management of soil, • Board of Directors
operational sites resources, etc.) • Program contracts
• Association forums • Local employment creation and • Various discussions (local
• Meetings with residents value sharing (direct and indirect meetings, informal meetings,
• Thematic forums on entrepreneurship employment, capacity building, etc.) written correspondence with
(micro-business, local business, etc.) institutions, etc.)
Food industry Issues and concerns

• Regulations
Methods of engagement Issues and concerns • Environment
• WBCSD and other institutions • Agricultural transformation • Company
• UN Food Systems Summit 2021 • Equitable rural livelihood • Economy
• Dialogue with processors, retailers & • Healthy & sustainable diets • Regional development
consumer-oriented companies • Civil society
47

Act4Community forum: sharpening strategy from

stakeholders dialogue
As part of the ‘1 Pacte’ – a collective intelligence • Assess the impact of A4C and the perception of
dynamic to involve OCP group’s employees and stakeholders on the local development of the regions;
ecosystem in shaping the company's strategy • L earn from A4C initiatives, identify improvement
– external dialogues have been led by the actions and new measures to develop new models
Act4Community network of volunteers from January that create long-term change;
to March 2020 involving 900 stakeholders and have • C
ontribute to the anchoring and opening up of the
been concluded by a 2-day forum gathering 1,020 UM6P to civil society actors in the regions where
stakeholders from all our industrial sites. Cooperatives, OCP operates.
local entrepreneurs, associations, students, institutions
together with our employees joined forces to capitalize Plenary sessions, focus groups, thematic dialogues
on the existing and build new high-impact community going through sustainable agriculture, solidarity
development models. The forum’s objectives were to : economy, employability and professional integration
of young people as well as social innovation allowed
• Mobilize local stakeholders and Act4Community everyone to voice out concerns and turn it into
volunteers around a common reflection on local solutions.
development initiatives;
For the 2021-2022 fiscal year, OCP Group will 1. T

raining internal employees and key external
strengthen its stakeholders engagement to better stakeholders on sustainable development issues.
understand how COVID 19 has transformed the
2. D
eveloping external stakeholder organizational
expectations of its stakeholders. OCP Group will also
charts for each significant operational site
deepen the stakeholders' engagement methods
deployed during the pandemic and further adopt 3. Refining our global materiality outcomes
a decentralized approach through the following especially through consultations with communities
actions: near OCP sites.
4. D
eveloping OCP’s sustainable development
actions with internal and external stakeholders,
using a decentralized and autonomous
bottom-up approach for operational sites.
48

49

2.3 Materiality
analysis
This report has been prepared following a materiality
analysis using an inclusive approach with its stake-
holders. This analysis assessed the significance of the
economic, social, and environmental impacts of OCP's
activities and their influence on stakeholders.
50

GRI 102-47
Based on this analysis, priority issues were identified and categorized

by scope of influence in three areas:
Responsible
& inclusive
management
OCP Group’s responsible and inclusive management
commitments are reflected in its sustainable economic growth,
its responsible and transparent practices, the development of
its employees and their Occupational Health and Safety, and
the integration of digital technology in worksites.
Sustainable
production
Sustainable production commitments include actions and
initiatives revolving around operational excellence, the circular
economy, and environmental compliance. This program involves
resource conservation, soil and biodiversity management, waste
and hazardous product management, the development of
renewable energy, water management, and also food security
through the development of smart agriculture and fertilizer
market development.
Shared value
creation
Shared value creation commitments include all programs with
indirect economic impacts, business ecosystem development
support, and community involvement.
Find out more about the materiality analysis on page 250.
51

52

3.
Sustainable
development :
our integrated
approach
53

3.1 Commitments
to responsible
and inclusive
management
54

GRI 102-16 | GRI 102-18 | GRI 102-22 | GRI 102-23
3.1.1 Transparent, innovative

and ethical governance
3.1.1.1 Integrity governance
Improving governance as a management tool continues to be a long-term priority at OCP. It requires
strengthening procedures, rules, and organizational structures that will ultimately ensure greater
transparency across the company's operations. OCP aims to go beyond regulatory compliance and develop
an approach to governance that reflects the company's values - integrity, transparency, sustainability –
vision and ambitions.
Plus-circle Find out more on our Code of Ethics, our Principles of Corporate Governance aligned with the OECD principles and the recommendations of the
International Corporate Governance Network (ICGN), as well as our Anti-corruption Policy
OCP BOARD OF DIRECTORS
OCP has a Board of Directors that determines the general directions of the company’s activities and
oversees their implementation, subject to powers that are expressly reserved to the shareholders and in
accordance with OCP Group’s corporate purpose.
BOARD MEMBER GENDER PRIMARY OCCUPATION STATUS SINCE
Mostafa Terrab M OCP Chairman and Chief Executive Officer E - NI 2008
Abdelouafi Laftit M Interior Minister NE-NI 2018
Moulay Hafid Minister of Industry, Investment, Trade, and Digital

M NE-NI 2014
Elalamy Economy
Minister of Foreign Affairs and International

Nasser Bourita M NE-NI 2018
Cooperation
Mohamed
M Minister of Economy and Finance NE-NI 2019
Benchaaboun
Minister of Energy, Mines and Sustainable

Aziz Rabbah M NE-NI 2018
Development
General Secretary of the Ministry of Agriculture and

Mohammed Sadiki M NE-NI 2016
Fisheries
Banque Centrale
M Represented by its President and CEO NE-NI 2009
Populaire
E: Executive (linked to the management of the company) I NE: Non-Executive I: Independent I NI: Non-Independent M: Male
55

GRI 102-18 | GRI 102-22 | GRI 102-24 | GRI 102-35 | GRI 102-36
Group’s specific Board selection & nomination criteria

OCP SA is a public subsidiary subject to company law and to the provisions of SA (Société
Anonyme, limited company) law. The choice of the members of the board of directors
was made since the transformation of the office into a limited company (SA) by the main
shareholder (the Moroccan state). Defined by the main shareholder, members are several
ministries represented by the person of the Minister and whose appointment is made
in line with SA law. The representative of each Ministry may have to change with each
Ministerial change.
Board Independent Member

Following the Dahir n°1-19-78 of the 20 chaabane 1440 (April 26, 2019) on the promulgation
of the law n°20-19 editing and completed the law 17-95 related to the limited company
(SA) that has come into force on April 2020, we will nominate an independent member.
Aligned with the law, he/she won’t :
\ have been part of the OCP Group’s management or employees for the last three years before
his/her nomination;
\ have been part of the OCP Group’s shareholders and their representants for the last three
years;
\ have been part of the management of a company in which OCP owns shares – whatever the
percentage – for the last three years;

\ have been part of the management of a company in which OCP has a mandate in its
management; or a company in which a member of the OCP’s management is still mandated

or has been for the last three years in the management;
\ have been or represented a business, financial, or advisory partner for the last three years;
\ have family tie – including second degree – with the shareholders or the boards of directors;
\ have been part of auditors for the last six years.
Remuneration
The terms of the remuneration of our Board of Directors are aligned with the SA law.
BOARD COMMITTEE
Audit & Risk Commitee

The Audit and Risk Committee is in charge of assisting the Board of Directors in its control
operations and reviewing half-year and year-end results. The Committee’s main functions are:
• A
ssessing the adequacy of the Group’s internal control operations and coordinating
internal and external audit operations;
• Approving the annual internal audit program;
• Evaluating accounting principles and methods;
• Examining risks and evaluating the significance of such risks;
• M
onitoring compliance with the recommendations made at previous Audit and Risk
Committee meetings;
• H
elping the Board of Directors improve internal control, risk management, and network
and information security.
56

GRI 102-18 | GRI 102-22
SUPPORTING COMMITTEES
Strategic Committee
The committee is in charge of strategic thinking, medium and long-term decision making
and steering (Strategy, Business Plan and Investment Plan, M&A, Business Development, ...).
The committee is chaired by OCP Chairman & CEO and composed of the Chief Operating
Officer, the Chief Growth Office, the Chief Human Capital & Services officer and the Chief
Financial Officer.
Management Committee
The committee is in charge of OCP short and long-term decision-making within guidance
provided by the Strategic Committee (budgeting, HR, CAPEX, etc.). The committee is
chaired by the OCP Chairman & CEO and composed of the Chief Operating Officer, the
Chief Growth Office, the Chief Human Capital & Services officer, the Chief Financial Officer
and the Executive Vice Presidents.
Operational Committee
The Operational Committee is in charge of short-term decision-making and operational
coordination (Production & Sales Plan, Pricing, Business Review, ...) The committee is composed
of the Chief Operating Officer, the Chief Growth Office, the Chief Human Capital & Services
officer, the Chief Financial Officer and the Executive Vice Presidents with a rotating presidency.
TRANSVERSAL RISK MANAGEMENT & INTERNAL AUDIT
The OCP Group deploys a risk management system, integrated into its management
system, which aims to create and preserve value, to help the Group to achieve its strategic
objectives, improve its performance, strengthen its resilience and foster innovation.
Under the leadership of the Risk Management entity, the risk management and business
continuity system complies with international standards (ISO 31000, ISO 22301) and best
practices.
57

Risks that may affect the Group's activities and stakeholders are taken into account - particularly those
related to environment (including climate-related), societal and environmental risks.
The Risk Management entity reports to Management and governance bodies, including the Audit and Risks
Committee.
The Internal Audit Group Department operates its engagements in accordance with International Standards
for the Professional Practice of Internal Auditing and its activities are certified by IFACI (French branch of the
Institute of Internal Auditors - IIA), since 2013. To accomplish its purpose and activity each year, the Internal
Audit Group Department designs and implements an annual audit plan based on the orientations of the
CEO of OCP SA and the Audit and Risk Committee of OCP SA, the risk mapping of OCP Group, the proposals
of missions of the various entities and the proposals of the internal auditors.
2018 2019 2020
Audit engagements carried out in several areas, including industrial

operations and project development, product quality management, safety,
sustainable development, cybersecurity, data management, sales, logistics, 20 23 15*
purchasing and ecosystems, finance, human resources, governance and
subsidiaries.
Recommendations implemented within the prescribed time limits

as defined in the annual internal audit plan related to the industrial,
74% 76% 71%
digitalization, information system, support and commercial areas,
and subsidiaries.
*Most of the engagements in the 2020 audit plan were carried out. The planning of the remaining assignments was reviewed based on their
remote feasibility with the business lines and their added value in times of crisis.
MONITORING EMERGING RISKS

Two risks have been particularly emerging from our risk analysis :
Water stress: Water is essential for Fertilizers market resilience: Changing

our fertilizing production process climate, from warming temperatures to
while Morocco still suffers water changes in precipitation, is increasingly
stress. We are working to reduce our impacting the way plants grow all around the
water intensity while tapping into world. This influences demand for fertilizers as
unconventional sources of water to land becomes unproductive while regulations
remediate this risk. tend to reduce fertilizer use.
Plus-circle Find out more Plus-circle Find out more
58

Our goals Where we stand
in 2020
Implement an ethics committee composed Ongoing
of members that are independent from
operations by 2021
Extend training programs on ethical Ongoing

governance by 2021 to our employees
and subcontractors.

59

GRI 103-1 | GRI 103-2 | GRI 412-1 | EM-MM-210a.3
3.1.1.2 Human rights
OCP’s mission is to contribute to sustainably feeding a growing world population. This implies caring about the
environmental, social and governance impacts of our daily decisions, large and small, on those around us. We do
believe business can only thrive in a thriving society. Respecting Human Rights is an integral part of our corporate
responsibility and a strategic purpose in our role as an employer, investor, partner, neighbour and fertilizer provider.
We therefore have the objective to identify, assess and minimize potential adverse Human Rights impacts that we
may cause or contribute to, or that are linked to our business, through on-going due diligence and appropriate
management, aligned with the United Nations Guiding Principles on Business and Human Rights.
Plus-circle Check out the General Human Rights Policy here
Key mitigation measures have been adopted in 2020 to manage salient Human Rights challenges specific to
each major functional area and potentially affected rights holders and stakeholders - to be achieved by 2025:
PROCUREMENT:
\ Formalise a Suppliers Code of conduct and require \ Train relevant internal stakeholders on responsible
compliance with it by suppliers. OCP Group’s contracts procurement in alignment with ISO 20400.
with its business partners will require that they shall \ Strengthen the assessment and monitoring system
respect internationally recognized human rights. for suppliers’ environmental, social and governance
\ Train suppliers to business ethics – including human performance, together with mechanisms to address
rights. concerns and, if concerns are not promptly and
\ Define and implement a land acquisition standard satisfactorily addressed, to terminate contracts.
in alignment with international best practices, \ Systematically integrate the supplier’s
including International Finance Corporation (IFC) environmental, social and governance

Performance Standard 5 regarding land acquisition performance into the procurement decision-
and resettlement; and complementary tools making process.
necessary for its implementation.
FINANCIAL PARTNERSHIPS & INVESTMENT:
\ Train relevant internal stakeholders on responsible \ Strengthen the contractual framework which
financial partnerships and investments and raise will ensure the partnership follows OCP Group’s
awareness among investees, joint-ventures or responsible commitments described in the
financial partners. Responsible financial partnerships and investments
\ Develop adapted grievance mechanisms. policy.
\ Integrate early environmental, social, governance \ Guide or assist the investee/partner to ensure its
issues that may have a significant impact on ongoing compliance with the ESG requirements,
the existing and planned investment/financial implementation of the relevant action plan
partnership over the next decades; and define and continuous improvement of its sustainable
selection criteria (common ones and sectorial performance.
weighting).
MARKETING & SALES:

\ Strengthen internal training on products' lifecycle and increase education on the environmental,
environmental impacts, including transport. social and economic impacts of their consumption
\ Encourage synergies between sales, marketing, choice and practices.
researchers, engineers, and procurement teams to \ Increase Research & Development & innovation
work on products’ environmental impacts, including capabilities as well as assessment to optimize

transport. products' environmental impacts in line with
\ Encourage synergies between sales, OCP international standards and best practices.
Group foundations, and other relevant internal \ Continue to adapt the products offer according to
stakeholders to improve farmers 'working conditions lifecycle assessment carried out.
60

GRI 103-2
HUMAN RESOURCES MANAGEMENT:
\ Improve training on sustainable development across the employee lifecycle.

and provide training to senior management, staff \ Work in collaboration with relevant internal
and suppliers, as appropriate to their needs and stakeholders to strengthen the assessment system to
specific to each functional area of human rights flag operations at significant risk for incidents related
challenges to ensure that respect for human to the following four fundamental rights at work:
rights is consistent and integrated throughout the • Freedom of association and effective recognition
company and embedded in the company's culture. of the right to collective bargaining.
\ Strengthen the health and safety (H&S) roadmap to • Elimination of all forms of forced or obligatory
reach the «interdependent stage» on the Bradley labour.
Curve - that allows everyone to understand the • Effective abolition of child labour.
changes in mentality and behavior necessary to • Elimination of discrimination in employment and
gradually develop a well-established safety culture. occupation.
\ Develop grievance mechanisms. \ Implement targeted corrective actions to
\ Develop complementary standards and implement ensure human resources management follows
targeted corrective actions as necessary, to the commitments described in the Responsible
ensure that human resources management Human Resources Management Policy across the
follows the commitments described in the employee lifecycle.
Responsible Human Resources Management Policy
LOCAL COMMUNITIES RELATIONS:
\ Improve the environmental management of our Extend and adapt the grievance mechanisms
industrial sites, including R&D and innovation systems as well as communication channels.
leverages, and align with the best available \ Define and implement a land acquisition standard
international practices and standards. in alignment with international best practices,

\ Strengthen our community investment strategy including International Finance Corporation (IFC)
(governance, objectives and performance Performance Standard 5 for land acquisition and
measurement). resettlement; as well as complementary tools
necessary to its implementation.
61

GRI 103-2 | GRI 103-3
HOW DO WE IDENTIFY POTENTIAL HUMAN RIGHTS

VIOLATIONS AND REMEDIATE?
OCP Group’s grievance mechanism involves the following main elements:
\ Operationalsites for oral and written complaints from residents. All complaints are received by operational
site departments and processed according to the complaint type.
2020 Complaints Complaints Complaints

received type closed
129 • 64%: compensation 97%

Khouribga
• 1%: environment
• 6%: royalties & various acts
• 14%: society
• 16%: social
268 • 42% job request & applications from residents, subcontractors, 97%
(Youssoufia & Benguérir)
retirees' families & Skill centers beneficiaries

• 35% COVID 19 impacts and 6% social compliance from suppliers
Gantour
• 7% OCP Group’s support from associations & cooperatives

and residents
• 5% green plots from employees
• 2% Act4Community’s support
• Others: 3%
2 • Seniority: 50% 100%

Phosboucraa
• Promotion: 50%
6 • 67%: land acquisition process 66%

Lasfar
Jorf
• 17%: environment
• 17%: employment
2 • 50%: integration of young people in the OCP Skills program 50%

Safi
• 50%: impacts of the industrial activities
Each site also ensures that dialogue occurs to reach consensus prior and during any significant operational
changes related to its activities such as restructuring, outsourcing of operations, closures, expansions, settling
in new areas, openings, takeovers, sale of all or part of the organization, or mergers. Our community program
Act4Community has also dedicated teams for each operational to proactively engage local communities,
regularly carry out community impact assessment, and prevent or remediate to complaints.
\ The Ombudsman Office, an independent complaint management platform that addresses the complaints
of all external stakeholders, including OCP’s clients and suppliers, NGOs, and all other parties interacting with
OCP’s entities. Acting independently and in compliance with international standards and best practices, the
Ombudsman Office aims at:
• Processing and examining claims, and recommending fair solutions to parties ;
• Acting to reduce disputes between OCP and its partners;
• Providing mediation when required;
• Identifying interaction opportunities between the OCP Group and its ecosystem and advancing
cooperative development projects.
62

GRI 103-2 | GRI 103-3 | EM-MM-510a.2
KEY FIGURES 2018 2019 2020
Complaints received 32 33 42
including 8 not eligible including 5 not eligible including 2 not eligible
Complaints type 40%: Overdue 40%: Overdue 60%: Overdue

contracts, receipts and contracts, receipts and contracts, receipts and
invoices invoices invoices
20%: Subcontracting 20%: Subcontracting 10%: Subcontracting
40% : Others* 40% : Others* 30%: Others*
% of complaints closed 100% 82% 60%
*grievances related to purchasing procedures, social issues, employment, etc.

Plus-circle Find out more on our Ombudsman platform here
\ The General and Institutional Affairs also deals with complaints of all types.
KEY FIGURES 2018 2019 2020
Complaints received 247 224 153
Complaints type 60%: Employees, former 52%: Employees, 56%: Employees,

employees & retirees former employees former employees
rights (pension, social & retirees (pension, & retirees (pension,
benefits, medical social benefits, medical social benefits, medical
coverage, etc.) coverage, etc.) coverage, etc.)
40%: Other 20%: nearby 10%: nearby
(non-integration communities (land communities (land
after internship, land acquisition, OCP’s acquisition, OCP’s
acquisition, OCP’s operations impacts, operations impacts,
operations impacts, incl. incl. environmental) incl. environmental)
environmental) 14%: supplier (payment 21%: supplier (payment
process & disputes over process & disputes over
project execution) project execution)
% of complaints 86% 50% 59%

closed
\ Whistleblowing channel. Employees have at their disposal a whistleblowing channel to immediately report
any suspected or actual violation of human rights and OCP Group's code of ethics. They may have access
to it by sending an email to [email protected] 24 hours a day, 7 days a week.
Grievance mechanism systems will be thoroughly analysed, expanded and adapted to potentially impacted
rights holders as part of the specific functional area action plans mentioned above.
To improve the transparency and efficiency of our remediation measures, we will create in 2021 an Ethics committee
composed of members that are independent from operations. Among others, the committee is responsible for
emitting recommendations to the Board of directors based on the grievance mechanisms outcomes.
0 Reserves/production in countries that have the 20 lowest rankings in Transparency International’s Corruption
Perception Index. Plus-circle Check out our Anti-corruption policy
63

GRI 103-2

in 2020
Deliver our action plan on Human rights Action plan adopted in 2020
by 2025
Evaluate the current internal reporting Ongoing

systems and integrate relevant data to cover
all sustainability requirements
Extend training programs on ethical Ongoing

governance to our employees and
subcontractors by 2021
64

3.1.1.3 Agile governance
Back in 2016, OCP Group has been developing an agile, innovative, and inclusive internal governance system
through the Movement. The goal is to create new teams – called situations – that will enable OCP Group to
anticipate future challenges and stakeholder expectations, as well as adapt to an increasingly complex global
environment.
OCP Group's Circular Economy Program, industrial ecosystem strategy, Act4Community, and African strategy as
well as its innovation, research, and development strategy have all emerged from the Movement.
The Movement
Each employee can suggest a
new idea, form a team to build
the project, propose it, and, if it
is deemed relevant, be given the
means to achieve this project.
Established “situations”
Gather a working group
with resources and governance
to carry out its mandate.
Anchoring
Transforms the Situation into
a regular activity, business line,
or business unit.
Key figures 9,000

employees engaged
60
Situations
10
in anchoring phase
in the Movement
65

GRI 103-1 | GRI 103-2 | GRI 103-3 | GRI 201-1
3.1.2 Sustainable and

innovation-driven growth
Primary material topic
$ billions 2018 2019 2020
Revenues 5,95 5,62 5,94
Ebitda 1,82 1,59 1,97
Ebitda margin 31% 28% 33%
Operating cash flow 0,82 1,25 1,03
Net debt 3,7 4,7 5,9
Capex
($ billion) 1,152018
$ billions 2018 2019 2020
Phosphate rock 1,05 0,99 0,98
1,452019
Phosphoric acid 1,04 0,98 0,85
1,0
Fertilizers 3,24 3,04 3,46
Others 0,61 0,62 0,64

2020
We do believe that our company can only grow within a thriving society. This is why we
adopted an inclusive approach based on creating value for all our stakeholders, from
employees and suppliers to government and local communities:
$ billions 2018 2019 2020
Direct economic value generated 5,95 5,62 5,94
Economic value distributed (operating 5,3 5,4 5,4

expenses, employee wages & benefits,
payments to providers of capital, payments
to government & community investments
Economic value retained 0,65 0,22 0,54
Community investments increase

Plus-circle Find out more +1 35%
+26%
+35% 83%
distributed value in 2020 (86%
and 83% in 2019 and 2020) to our
suppliers, employees, government,
2018 2019 2020 shareholders and communities
66

The economic The economic
value we value we
generate: distribute:
$5,9 $5,4
billions billions
Revenues
breakdown
Phosphate 9%
rock
Phosphoric
acid
Fertilizers 19% Communities
Others
Employees
10%
4% Shareholders
58%
Government
Suppliers &
other external
payments
67

A STRONG CULTURE OF R&D AND INNOVATION
“
Innovation is a key pillar of the OCP Group's strategy to meet its
ambition for transformation and its strategic challenges. It follows an
innovative and unique model of a tandem relationship between the Group
and UM6P University, with a focus on delivering value-creating projects for
YOUSSEF the Group. A model that favors a strong open innovation approach both
BOULAHYA, with renowned academic and industrial players as well as startups, with
Vice President the development of intrapreneurship which is definitely becoming a new
Head of Innovation
essential lever to capture new opportunities for the Group."
In order to make its economic growth sustainable, OCP Group develops significant
research and innovation (R&I) programs around two main poles, applied and participative
structured in streams to respond effectively to the strategic orientations of the group:
Applied innovation Participative innovation
Production sites'
Farmer Solutions dynamics & culture
Hacking Phosphates BloomLab
Sustainability &
Circular Economy Open Innovation
Operations Efficiency
Pilot platforms Scalability Capability Process Engineering
Innovation places at the heart of its system the requirement of delivery driven by impact
and speed. Innovation therefore benefits from a dedicated governance mechanism in
order to remain aligned with the challenges of the group and speed up industrialization
prioritizing the portfolio of projects.
68

EVOLUTION OF THE R&I INVESTMENT ($ million):
18,4 57,4 65,9 61,3
2017 2018 2019 2020
Investment in research and innovation has evolved significantly in recent years, operating
in tandem with the UM6P. Considering the COVID-19 pandemic, the budget has
exceptionally been reduced in 2020.
BUDGET 2020 BY STREAM INNOVATION ($ million, delivery achieved)
Held by the innovation department Held by functional departments
2,7 Transversal
0,7
Participative Innovation
2,9
Operations efficiency
4,6
Sustainability & Circular
Economy
36,5
Hacking Phosphate
9
Farmer Solutions
4,9
$ 26
millions R&D budget dedicated
to clean technologies
(including energy-related topics)
EVOLUTION OF THE COLLABORATION WITH THE PRIVILEGED PARTNER UM6P
25 22,4
23 24,8
17,5
9 8,4 8,4
5 6,2
1 1,5
2017 2018 2019 2020
Number of contracts Contracts budget Consumed
69

APPLIED INNOVATION
Farmer Solutions Hacking phosphate
\ Launch of the industrialization of the new coating \ Finalization of pilot tests, with market study, and
technology for elemental sulfur fertilizers (Forbon launch of the conceptual study of the membrane
technology) for a first production of High Sulfur and acid purification process, with a view to making an
Phosphorus fertilizer at the JFCV unit. industrialization decision during Q2 2021.
\ Preparation of the industrial phase for the \ Launch of works for the demonstration pilot for the
production of a TSP (Triple Super Phosphate) production of CaF2 (fluorine) from FSA (fluosilicic
Blendable with urea. acid) using OCP Group technology and carrying out
\ Agronomic trial in collaboration with North basic studies for the construction of the pilot for the
Carolina State University (NCSU) to study the production of CaF2 using a partner's technology.
impact of phosphorus-silicon on the physiological \ Strengthening of initiatives aimed at recovering rare
performance of corn. earths through new partnerships (Ecole des Mines

\ Establishment, at UM6P, of 4 research and d'Albi, Cap Holding Company, etc.) and continuation
innovation platforms: Applied genomics, Proteomics, of the work with UM6P on the subject.
and bioinformatics; Phenotyping; Phytopatology; \ Signature of new partnerships and launch of
Valorization of algae. These 4 platforms will boost work aimed at developing new applications of P,
the R&D potential of UM6P and make it a driving in particular 2D materials, natural phosphate for
force in the medical, agricultural, forestry, nutrition catalysis, production of HAP (Hydroxyapatite) with
and environmental industries. various partners (UM6P, MAScIR, etc.), in addition
the continuation of the work initiated in the theme
(active materials for batteries, materials for thermal
energy storage, etc.).
\ Setting up, in collaboration with UM6P, projects aimed
at exploring the potential of phosphate for medical

applications, in particular as therapeutic biomaterials,
for a start of work scheduled for Q1 2021.
Operations efficiency \ Development of zinc phosphate, as the first
phosphate salt explored, with the contribution of

\ Conclusive industrial trial for the production of a the national ecosystem, in particular via the chemistry
new quality of so-called green acid, for direct use cluster in collaboration with UM6P.
in fertigation. \ Implementation of a strategic vision of diversification
\ Start of engineering work for the construction of covering by-products recovery and new P
the sulfur recovery and recycling pilot from the applications, with projections of first industrializations
thermal decomposition of phosphogypsum. over the next 5 years.
\ Launch of industrial demonstration trials to modify
the rheology of fines generated at the Down

Stream unit (DWS) with a view to validation and
final adoption of the technology on an industrial
scale scheduled for Q2 2021
\ Launch of industrial tests aimed at the thickening
of sludge from overflow from separator conveyors

and pulp from the Downstream entity Sustainability, and the Circular Economy
\ Use of Artificial Intelligence for process
enhancement at mining treatment level. Several innovation projects linked to the circular
\ Development of a visual inspection system for economy and sustainable development continued or
estimating sphericity and colorimetry of fertilizer were launched in 2020, the main ones being mentioned
granules. in the section 3.2. Sustainable production of this report.
70

XP (EXPLORATION & EXPLOITATION) JOINT PROGRAM_BIC :
The BIC (Boost Innovate Collaborate) program was created to respond to the OCP Group's
desire to accelerate the development and implementation of viable eco-efficient industrial
solutions, in a complex, competitive global context strongly impacted by increasingly restrictive
regulations, and all by being part of its circular economy strategy. In this context, several works
and solutions have emerged:
• T
echnological and economic evaluation of more than 16 technological solutions for the
treatment of Cadmium throughout the value chain.
• C
onsolidation and capitalization of all the decadmiation solutions explored / developed for
more than 20 years at OCP in a new book on the topic.
• E
xploration and launch of various studies and trials of demetalization solutions at rock level
with certain routes with interesting potential justifying more advanced development.
• O
rganization and implementation by the BIC program of a specific innovation hackathon on
the theme of demetalization in partnership with UM6P, MASCIR, EPM, with:
100+ participating
researchers 8 new innovative solutions selected, including 4
for treatment on rock and the rest for acid.
• E
stablishment of a partnership with the Fraunhofer Institute for a screening of fairly mature
technologies for the treatment of heavy metals and radioelements both in rock and
phosphoric acid.
90
confirmed contracts – with partners such as
140
Research &
40
industrial tests
UM6P, Prayon, Solvay, Fertinagro, Fraunhofer, Innovation projects
Forbon, MIT, INRA, Mines d’Albi, etc.
PARTICIPATIVE INNOVATION
Participative innovation was created to support each and every one of us to carry out
their innovative project.
Main objectives:
Promote the Ensure the
1 2 3
culture of Provide relevant industrialization
innovation within & customized of successful
OCP Group and support innovative
its ecosystem projects
71

\ Production sites' dynamics & culture
InnovOCP is an interactive and collaborative platform promoting the

culture of innovation and supporting innovative initiatives and projects.
300
5,400 30
employees
27
business referents
6
sites to sponsor
ideas submitted & 62 in
concept phase (before
innovactors to prototype and roll-out)
registered in promote the to evaluate campaigns, covering CSR (corporate
the platform platform, evaluate project ideas; evaluate project social responsibility, HSE,
project ideas and support and ideas and support Operational excellence,
monitor project advise the carriers the deployment of Digitalization, Learning &
ideas. of ideas. projects. Global challenges)
\ BloomLab
1 2 3 4 5 6
Ideation Prototype Minimum Product/ Growth Maturity
Viable Product market fit
Incubation Acceleration
Training, coaching, mentoring, expertise
Internal connections with the different services
Start-up financing Growth financing
Co-working space 1 in Jorf Lasfar

3 more planned in 2021 in Khouribga,
Benguérir and Safi
BloomLab’s mandate focuses on business growth and support of intrapreneurship from

the “Movement” - relies on a network of providers to deliver the support program.
\ Open innovation
Oriented towards external start-ups, the Open innovation mechanism aims to:
• O pen up to the world of start-ups allowing the The process starts with the applications of start-ups
OCP group to be at the forefront of innovation and through an Open Innovation platform gathering
benefit from new solutions on the market spontaneous applications and needs of OCP Groups
• Foster innovation through co-creation between OCP departments and ends up to 3 scenarios:
and start-ups in an agile framework and by relying
1. Purchase contract
on the resources of the OCP group and its ecosystem
2. Investment
• Becoming a global player in open innovation will
3. Merger & acquisition
allow it to have an image of openness to
the outside world and thus attract innovation talents
72

ZOOM ON INNOVATION FOR WATER
RAMPING UP RESEARCH TO OVERCOME WATER CHALLENGES
The International Water Research Institute (IWRI) aims to :

• Create forward-thinking pathways to address water issues in systemic manner in Africa: Water Science and
Technology Research, Innovation, Infrastructure, Education and Capacity building in and for Africa
• Development of low-cost innovative water and energy technologies & solutions to address water stress, to
better manage water use (agriculture, industrial…), and foster water saving solutions through cutting edge
technologies
• Climate change & adaptation emphasis : Drought, flooding, increased water needs for agriculture,
sustainable food systems
• D
issemination of water culture, citizen’s awareness, capitalization of water management know how
• Acting as an African Water Hub through strategic cooperation and partnerships
Impact Driven Research
Integrated Water Resource Advanced Water Hydroinformatics Climate Change

Management Technologies Data Issues modeling & Adaptation
Water Resources Assessment, Wastewater Treatment, Reuse & simulation Hydroclimatology , Adaptation
Use, Distribution, Water Desalination Engineering Optimization Issues, Climate Services
Related Hazards, coastal zone Innovative Water Saving
management Technologies
Education Innovation
Master Water Science & Technology Adaptation Metrics & Techniques Cluster
Executive master of Integrated Water Management Water & Climate Observatory & IoT
Master Soil and Water Cluster and Best Practices
MOOCS and E-Learning Startups Development
Advance Workshops for African
73

SYNERGIES WITH MOHAMMED VI POLYTECHNIC UNIVERSITY:
An institution dedicated to research and innovation, UM6P is our privileged partner to foster a sustainable
development for Africa through sustainable industrialization, rational management of natural resources,
human capital development and agile public policies. Its research areas are especially tackling OCP Group’s
significant strategic growth levers:
\ Product innovation (special fertilizers, bacteria, biostimulants, etc.)
\ Valorization of cadmium and heavy metals in phosphates
\ Valorization of phosphate by-products (uranium, fluorine, phosphogypsum, batteries)
\ Sustainable development (energy, water, environment)
International Water Research Institute

Main partners
Geology & Sustainable
Hydrogeology
Mining
Chemical & Biochemical

Waste Water Treatment, Sciences Green Process
Desalination, Bioprocess Engineering
Agriculture Water demand Agro Bio Geo Sciences

& use, Irrigation Systems, ( ESAFE - Experimental
Sol-Water dynamics, Farm - CESFRA )
Fertilization
Complex Systems
Water Data Science, Modeling & Engineering & Human
Simulation, Operational Reserach Systems
& Optimization, IOT Sensors
Space hydrology, Hydrological Centre of remote

Obesrvatory, Cal/Val Sites sensing application
Policy & Water Management,

Dissemination, Economy, Nexus Humanities & Social
Water Energy Agriculture Sciences
74

MOHAMMED VI POLYTECHNIC UNIVERSITY'S RESEARCH LABORATORIES
Complex Systems Engineering

Center of Excellence in Soil and Chemical & biochemical and Human Systems (CSEHS)
Fertilizer Research in Africa sciences. Green process
engineering (CBS-GPE)
International Water
Geology & Sustainable Mining Research Institute
(GSM) Innovation Lab for Operations
(ILO)
African chair of innovation and African Center for Applied

sustainable management (CAIMD) Laboratory of industrial Economics and Agricultural
economics of the emergence Development
of Africa (EIEA)
African Center for Behavioral

Sciences
Modeling Simulation and Data
WEF Nexus & Climate Center Analysis (MSDA)
Materials science and

nano-engineering (MSN)
Center of Excellence in Soil and Fertilizer Research WEF Nexus & Climate Center:
in Africa : The WEF Nexus & Climate Center aims to be the beacon
CESFRA is designed to support the African continent of research in the MENA and Africa region in the sectors
in efforts to transform agriculture through the analysis of the Water-Energy-Agriculture-Climate Nexus. Its
of technologies and innovations linked to personalized objective is twofold: to produce projects likely to have an
fertilizer formulations likely to boost the productivity of application in real life, and to contribute to the reflection
tropical agriculture driven by core expertise, namely soil on WEF and Climate through its scientific productions.
science, fertilizer science and land use.
Chemical & Biochemical Sciences. Green Process
African Center for Applied Economics and Agricultural Engineering:
Development: CBS-GPE aims to gain a deep understanding of the
African-CAAED is intended to be a platform for molecular mechanisms to offer new original alternatives
research, incubation of teams of young future that are more efficient, sustainable and environmentally
researchers and networking of researchers, academics friendly. One of the major objectives of CBS-GPE is the
and qualified national and international experts integration of new clean technological innovations
working in the field of economics applied to agriculture, at each stage of the extraction and transformation
natural resources and the environment. The center is processes of phosphoric acid, from phosphate rock to
also interested in development in general and African finalized fertilizers in order to achieve better environmental
development, in particular, related to soil, water, performance at a minimum cost.
energy, and climate change. Plus-circle Find out more
75

LIVING LABS: REAL-SCALE EXPERIMENTATION PLATFORMS FOR APPLIED RESEARCH
UM6P’s living labs are open to the scientific community and allow researchers to test full-
scale solutions in key sustainable development areas such as resource management, food
security, agriculture, etc. UM6P works with committed universities and institutes to optimize
ongoing studies and share knowledge. Economic operators are involved in the projects.
Beneficiaries test the proposed technological solutions and researchers are introduced to
entrepreneurship to facilitate the transition to action and bring concepts to life.
Living labs are central to OCP Group’s R&D :
• E
xperimental farms: Many Agri-Tech platforms have been put in place in
Morocco and will eventually be in other African countries. These platforms are
experimental farms where researchers are developing crop rotation models
and techniques as well as the use of innovative fertilizers. Researchers also
carry out planting tests in various mineral and biological media. ESAFE (School
of Agriculture, Fertilizers & Environmental Sciences) students do part of their
learning within the framework of “learning by Farming.”
• E
xperimental mines: OCP mines are made available to researchers and
entrepreneurs for experimental purposes. They form a life-size living laboratory
on a real-life scale to carry out experiments, provide training and develop new
technologies in the mining industry.
• C
hemistry and industrial agriculture: In Mazagan - El Jadida region - this
innovative, environmentally friendly urban center will host research projects in
the fields of chemistry, biochemistry and industrial agriculture. Equipped with
advanced infrastructure, this urban center has been designed and adapted to
carry out R&D work with an efficient and optimized energy use.
• C
hemical hub: This hub located in Safi includes plants for the production of
sulfuric acid, phosphoric acid, fertilizers, and phosphate salts, as well as water
treatment facilities and gas. It also houses maintenance workshops, a power
plant and various chemical engineering facilities.
• G
reen energy park: The Benguerir Green Energy Park (GEP) is a platform which
allows engineers and researchers to experiment with various technologies and
contribute to Morocco’s strategy for development of renewable energies. In
collaboration with the GEP, the Green Tech institute was created in 2020 to
further catalyse our work on clean technologies.
• W
ater management & Saline environment: In Laâyoune, in the Foum el Oued
technopolis, a center dedicated to research has been designed to develop
sustainable activities on lands characteristics of the region. UM6P has set up
its ASARI “African Sustainable Agriculture Research Institute” to meet challenges
related to agricultural issues on the continent: management of soil salinity,
proper use of water resources, suitability of plants, animal husbandry, market
studies and needed skills. The research outcomes will lead to sustainable
livelihoods in a saline environment and the improvement of food security.
76

in 2020
Promote sustainable agriculture supporting 10 customized products for African
balanced soil fertilization based on the soils (26 in total since 2018)
4R principles and developing customized Strengthening of CESFRA
products (Center of Excellence in Soil
and Fertilizer Research in Africa)
Leading technical innovation in the 13 research laboratories in UM6P

phosphate industry developing a 6 living labs for applied research
multistakeholder ecosystem around open to the scientific community
phosphates & supporting open innovation & students
within the organization In the race to win the Franz
Edelman 2021 prize
Doubling the R&I budget by 2025 $61,3 million R&D invested

compared to 2020 level, taking into (equivalent to 546 MDH)
account the Covid-19 context, which
has had a significant impact on project
implementation and R&I investment

77

GRI 103-1 | GRI 103-2
3.1.3 A responsible and

committed employer
3.1.3.1 Responsible employee management

The success of our business comes from the accomplishment and well-being of our
employees. Our goal is to build a workplace culture that fosters leaders and allows
every person to thrive, contribute and grow. That is why we care about every one of
our decisions in every aspect of the OCP employee lifecycle: recruitment, working
conditions, remuneration, training, development, succession planning and retirement
alongside employee relations.
ATTRACT RETAIN
\ Communication campaigns \ Training & developments Plus-circle

\ Programs to strengthen links \ Safety, health & wellness Plus-circle
between companies and \ Equal opportunity Plus-circle
students
\ Social dialogue Plus-circle
\ Digitalonboarding & industrial
immersion \ Retirement Plus-circle
Plus-circle Check out our policies & standards
OCP Group’s workforce dropped by 3% from 2019 to 2020 - this change is mainly due to
retirement.
7,4%
6%
5%
4,6%
4%
2,1%
Turnover rate*
Departure rate**
2018 2019 2020
* (Number of new employees on 31 December of year N + Number of employees having left the enterprise on 31 December
of year N)/2)/Total number of employees on December of year N)*100
** All reasons for departures and all types of contracts combined
78

GRI 103-3 | GRI 401-1
Turnover rate Departure rate
3%
Under 30 years old
3%
0,3%
30-50 years old 4% 2%
0,4% Men
15%
50 years old
28%
6%
5%
4%
3%
2%
1% 2%
3% Women
Junior, middle Workers and Technicians, supervisors,
& senior employees, small and administrative
management and large categories employees
Number of new Number of

employees departures*
182 20
Under 30 years old 336 38
30 28
131 52
30-50 years old 154 69
27 66
159 926
Over 50 years old 119 1,010
60 440
351 951
Men 441 1,063
98 478
121 47
Women 168 54
19 56
2018
472 998
Total 609 1,117 2019
117 534 2020
(*) Departures include resignation, layoffs, retirement and deaths.
79

Overview of our workforce:
2018 2019 2020
Total number of employees Workers and 53.8% 10,454

employees,
53.9% 10,184
small and large
categories 54.4% 9,990
Technicians, 34.5% 6,690

supervisors, and
32.4% 6,126
administrative
employees 31.8% 5,830
18,906
18,357
19,413
11.7% 2,269
Junior, middle
& senior 13.7% 2,596
management 13.8% 2,537
13.8%
Junior, middle
& senior
management 31.8%
Technicians,
supervisors, and
administrative
employees
54.4%
Workers and
employees,
small and large
categories
80

GRI 102-8
Women Men Total
1,626 17,420 19,046

Permanent 1,741 16,974 18,715
contract
1,701 16,540 18,241
2 365 367
Temporary
contract 0 191 191
1 115 116
Permanent Temporary Permanent Temporary

contract contract contract contract
1,127 0 6,346 32
Casablanca - 1,220 0 Khouribga* 6,197 14
head office & other
1,186 0 6,082 1
locations
2,583 27 389 0
Safi Boucraa
2,394 12 394 0
2,307 0 431 0
4,638 305 1,366 0

Jorf Lasfar 4,229 164 Laayoune 1,635 0
4,088 115 1,549 0
1,118 0 0 0
Benguerir 1,176 0 Others 14 0
1,177 0 68 0
1,465 3
Youssoufia 1,397 1
1,353 0
(*) Including the Casablanca port
Women Men
1,628 17,785
Full-time
contract 1,741 17,165
1,702 16,655
0 0
Part-time
contract 0 0
0 0
81

GRI 103-2
TAKING CARE OF OUR EMPLOYEES

We provide a whole range of benefits to all our employees to support them in every moment of
their life:
3,612
employees
HOUSING
supported to
Property ownership plans were among the earliest social measures offered to OCP
access property employees through mortgage assistance, financial donation, home & land sales in order to
in 2020 become a home owner.
CHILD EDUCATION
The Institute for Social Advancement and Education (IPSE) is an OCP institution providing high-
quality education to children through the use of new technologies, development of language
skills, introduction to the experimental approach, and the promotion of science. OCP also offers
scholarships in order to support the academic sector and ensure equal opportunity.
34 ISPE schools welcoming 20,300 children of employees in 2020 & distance-learning platform
200
children of local
‘ipse-learning’ created. A special allowance has been granted to our employees to acquire IT
equipments.
communities To support distance learning, an exceptional allowance for the purchase of
onboarded in computer equipment to employees' children attending primary, college and high
2020. school cycles was attributed.
VACATION
The group offers its employees and their families a panoply of partner hotels & resorts to spend
their holidays in the different Moroccan cities as well as group-specific vacation centers. In the
specific context of COVID 19 pandemic, ‘virtual vacation camps’ have been set up for children.
COLLECTIVE BARGAINING
The Group and its social partners have a solid contractual framework, through the
Social Charter, which defines the principles, rules, and obligations related to social
dialogue. The charter puts in place the strong standards for trade union rights. The
Group signed the Social Charter with the trade unions in recognition of the importance
of effective consultation, participation and engagement with employees and workers'
representatives to ensure social peace. The Group engages in annual negotiations with
0 employee representatives. At the end of the negotiations, an agreement protocol is signed

consolidating the socio-professional achievements of employees in terms of compensation,
employee strikes skills and career development, social welfare and benefits.
GIVING OUR EMPLOYEES THE CHANCE TO VOLUNTEER

Always providing new opportunities to thrive, OCP offers as well community leave of one to four
weeks, outside annual leave, so that employees can join Act4community and volunteer in their
community.
\ OCP_Moutadamin is a Group of employee volunteers fighting Covid-19 and gathering as
many ideas and initiatives through an internal social platform to implement quickly in order to
reduce the health, economic or social repercussions of the COVID-19 pandemic.
\ Act4Community is several local civic initiatives have been launched in the cities, towns
and villages near our production sites such as :

• Supporting Health to reinforce capacity within public hospitals: In anticipation of any
emergency concerning the spread of the Covid-19 pandemic, rehabilitation of public
facilities & hospitals has been done by OCP’s doctors and Act4community volunteers in
collaboration with health delegations. Wearing a protective masks is highly recommended
for medical and paramedical community fighting against coronavirus. To help ensure
that healthcare workers have adequate protection, OCP distributed protective masks,
82

GRI 103-2
gloves, other personal protective equipment, surgical masks, antiseptic gels, bio-cleaners,
protective glasses, medical shoes, disposable coveralls, etc.
• A wareness campaigns (face to face & digital) carried out by medical entities and
Act4Community volunteers trained by the group’s medical staff
• P roviding First aid training by trained associates
• D isinfecting of public spaces and public transportation
• Food distribution for people in need
REMOTE WORK
OCP has instituted an expanded temporary policy allowing all employees who can perform their
duties from home to work remotely including our subsidiaries, joint-ventures and sales offices.
OCP has also expanded virtual work capabilities using a series of tools that support
employees/ teams collaboration, productivity and culture continuity. We have enhanced
virtual work support to enable new ways of working by providing several user guides of
digital and collaboration tools and a help desk hotline and webinars have been shared
with all the associates.
During the Covid crisis, over 13 700 of our associates work from home. A flexibility at work
charter has also been established and communicated to our associates. End of year 2020,
Workplace : 37% of our associates are working remotely.
6,700
followers
ACCESS TO SOCIAL-CULTURAL ACTIVITIES THROUGH THE SOCIAL LINK
More than 300 Capsules distributed to more than 6,700 subscribers on the “Socialink
Tv” – a digital initiative launched during the COVID 19 pandemic to maintain links with
YouTube : employees and their families, by providing virtual sport sessions or yoga classes . To help
1,8k+
people cope with the constraints of the Covid 19 crisis, a diverse programme of cultural,
artistic, kids summer camp and entertainment events in order to keep teams connected
followers socially has been implemented
DROP-IN SESSIONS WITH HR BUSINESS PARTNER

To support employees during the Covid 19, OCP Group has set exchange sessions
animated by the HR Business partners in order to nurture the links between employees,
answer various concerns and address the subjects that interest them. The exchange
sessions are an opportunity for employees to share stories, support each other, celebrate
everyday events and enjoy moment with colleagues.
HR LAW & POLICIES COMPLIANCE:

With the aim of identifying, preventing, mitigating and responding to any potential negative
consequence regarding the compliance with national labor laws and HR Policies and since
risks associated to it may change over time, OCP Group commits to conduct an ongoing
process of due diligence and risks identification in the activities that may directly affect them.
In order to prevent violation and ensure respect for the laws and policies HR audits
are conducted by the Audit department , an KPIs and reporting are tracked by the HR
Business partners in charge of subsidiaries.
Line managers have the prime responsibility for building and sustaining an environment
where people have a sense of personal commitment to their work and give their best to
contribute to the company’s success. Therefore, the mission of Human Resources teams is to
provide professional guidance to line managers aiming to deliver superior business results by
optimising the performance of their teams, while ensuring exemplary working conditions.
Compliance with national labor law is managed at each subsidiaries / representatives

office's level and HR policies are adapted to each country specificities, laws and regulations.
83

GRI 103-1 | GRI 103-2
3.1.3.2 Diversity and equal opportunity

OCP Group is committed to exclude at each step of work life any and all forms of
discrimination related to origin, nationality, religion, race, gender, disability or age, or other
grounds established in applicable laws and international norms and conventions. It goes
through responsible recruitment practices, working conditions, remuneration, performance
management and career development.
Recruitment Working Remuneration Parenthood Performance Career

conditions support management development
Recruitment Remuneration Performance management

Transparent Transparent & Transparent & formalized
& formalized formalized remuneration performance manage-
recruitment system system linked to ment system and processes
performance criteria. (MyDev & KAFAA’TI)
Working conditions Parenthood support Career development

Maternity & paternity leave, Every mum within OCP has a This commitment relies on
flexible time management, minimum of 14 weeks’ full paid making technical professions
inclusive corporate culture, maternity leave. OCP offers paid within our Sites more attractive
raising-awareness events maternity leave beyond what’s for young women and upholding
& dedicated diversity required by the regulations. equal opportunity for the
‘Situation’ in order to Indeed, If requested, additional 14 women and men in the Group
educate, train, and support weeks maternity leave half salary at each step of their career.
on topics central to paid are offered to new mums. An Mentoring programs such as
cultivating a more diverse additional 6 months unpaid leave Women@OCP, networking
workforce are also assigned if needed. The programs such as Connect’her
paternity leave is fully paid for all for women, dedicated lead-
OCP male employees. OCP Group ership training for women with
offers to all the new mums & dads prestigious academic institu-
a childbirth bonus to welcome the tions, special training within the
new-born. Learning Institute
OCP has developed its diversity vision and ambition for 2025, which focuses on three main
areas:
\ Serve as an example of an inclusive mining company in the world.

\ Offer new opportunities to women and develop entrepreneurship.
\ Participate in the education of future generations and promote equal opportunities by
breaking down biases as early as possible.
84

GRI 103-3 | GRI 405-1
Gender diversity assessment campaigns and an internal diversity survey are used to measure progress. With
the aim of strengthening its actions to promote female entrepreneurship at the highest level, OCP Group will
adhere to the Women’s Empowerment Principles (WEP), an UN-Women initiative.
2018 2019 2020
Male 92% 83% 77%
Female 8% 17% 23%

Governance body
Under 30 years old 0% 0% 0%
N-2 CEO + Audit Committee
30 - 50 years old 50% 67% 65%
Over 50 years old 50% 33% 35%
Male 98% 98% 98%
Female 2% 2% 2%
Workers and
employees, small Under 30 years old 5% 3% 2%
and large categories
30 - 50 years old 82% 85% 86%
Male 89% 89% 88%
Female 11% 11% 12%

Technicians, supervisors,
and administrative Under 30 years old 8% 7% 5%
employees
30 - 50 years old 73% 81% 86%
Male 69% 68% 68%
Female 31% 32% 32%

Junior, middle & senior
management (including governance Under 30 years old 26% 29% 23%
body, excluding CEO)
30 - 50 years old 62% 61% 66%
Females in junior management posi-

39% 39% 39%
tions, i.e. first level of management
Females in top management

positions (maximum two levels
13% 16% 31%
away from the CEO or comparable
positions)
Females in management positions in

revenue-generating functions - including
26% 27% 27%
the whole industrial and commercial
operations.
85

GRI 103-2
The vision of the Group regarding the promotion of women is not limited to its workforce.
It goes beyond, within its ecosystem, and undertakes several initiatives for the benefit of
communities living around its sites. The Moroccan coding schools of 1337 and Youcode,
founded by OCP Group and located in Khouribga, Benguerir, Youssoufia and Safi, welcomed
a female cohort of 10% and 38%, respectively, in their first year. Moreover, young girls attended
– around half of the class size – preparatory classes for the Grandes Écoles (engineering
schools in France), thanks to another school launched by the Group: the Lycée d’Excellence
(LYDEX) of Benguerir. Moreover, the IMPULSE program – launched by the University Mohammed
VI Polytechnic University – has enabled and encouraged young women to launch start-ups
in fields such as agritech, biotech and mining technologies. The Group’s ‘ElleMoutmir’ and
‘Women in Agribooster’ initiatives aims to support, in particular, smallholder women farmers
towards economically viable and sustainable, innovative agriculture. The OCP Foundation
has supported the economic empowerment of 700 rural women and development of several
agricultural projects; the Phosboucraa Foundation is still running the Women Entrepreneurship
program in the southern region supporting 72 women in 2020 while Act4Community “Lala
Moutaouina" Program in collaboration with ODCO (Cooperation Development Office) has
also empowered 8 women's cooperatives.
Beyond a simple celebration, March 8, 2021 was an opportunity for

OCP Group to reiterate its commitment to diversity - gender, age, etc.
A commitment that is not limited only to this day, but is reflected on a
daily basis and throughout the year, by placing diversity as a vector of
1 500
growth for the Group and a pillar of its strategic ambition.
In continuity with all the actions carried to promote diversity, the

OCP Group organized the Diversity Week during which a series of events
participants in take place to raise awareness and train employees, as well as the
the Diversity Week
OCP ecosystem, to issues of diversity, inclusion and female leadership.
The objective is also to strengthen employee mobilization in favor of
the “Gender” issue. Through the sharing of experiences and inspiring
journeys, Diversity Week will also be a new opportunity to pay tribute to
the employees who help to promote the OCP Group.
86

GRI 103-2 | GRI 103-3

in 2020
47% of women in management by 2030 32% of women in management
30% of women in senior management 17% of women in Senior

positions by 2030 management positions (*)

(*)
We define management positions as Chief officers, Directors, Senior Vice presidents,
Vice presidents, as well as Directors.
87

GRI 103-1 | GRI 103-3 | GRI 403-9 | RT-CH-320a.1
3.1.3.3 Health and Safety

Employees
2018 2019 2020
Number 0 0 0
Fatalities as a result of work-related injuries
Rate 0 0 0
High-consequence work-related injuries Number 125 78 47

(excluding fatalities) Rate 3,23 2,11 1,58
Number 337 227 116

Recordable work-related injuries
Rate 8,71 6,13 3,90
Lost Time Injury Frequency Rate 3,23 2,11 1,58
Subcontractors
2018 2019 2020
Number 1 1 1
Fatalities as a result of work-related injuries
Rate 0,02 0,02 0,04
High-consequence work-related injuries Number 40 30 25

(excluding fatalities) Rate 0,86 0,73 1,00
Number 196 205 123

Recordable work-related injuries
Rate 4,21 5,00 4,94
Employees & subcontractors
2018 2019 2020
Recordable work-related injuries Rate 533 432 239
(calculated per 1 million man hours worked)
Beyond direct positive impacts on productivity mining and industrial operations, OCP implements
and costs, we do believe safe, healthy, and well- a preventive approach in line with international
rounded workers sustain our business model. Aware standards fostering a mature safety culture to
that there is significant safety risk inherent in reach the zero-incident level.
88

GRI 103-2 | GRI 403-1 | GRI 403-2
SAFETY
MANAGEMENT SYSTEM
The Occupational health and safety by a safety manager who coordinates

management system has been a network of safety correspondents
implemented based on the ISO 45001 assigned to different areas of the
standards and covers our employees site. Health & Safety committees –
and workers who are not employees composed of employees’ representatives
but whose work and/or workplace is – are regularly held to ensure the
controlled by OCP Group. A corporate co-construction and the efficiency
team is dedicated to health and safety of the performance cascading and
management for all OCP sites and feedback culture. The DOOC (DUPONT
defines overarching guidelines based OCP Operations Consulting) joint venture
on feedback from the field. Each site – dedicated to health, safety and
implements a program to identify, assess environment challenges – transversally
and mitigate specific safety risks – driven supports the OHS management system.
Digital safety
Safety management has been further digitized in 2020 to access all information in real time
and therefore increases efficiency as well as monitoring. Two digital applications – mobile
and web – features all our employees need to know from HSE policy to reporting & audits:
89

GRI 103-2 | GRI 403-7 | GRI 403-2
\ Consultation of HSE policy and principles

\ Consulting Life Saving Rules (LSRs)
\ Consultation of HSE Standards
\ Visualization of HSE Expert emissions
\ Access to the MYOPS platform: editing,
recording and monitoring of actions including:

•V OSE (Safety and Environment Visits and
Observation): Editing and recording of VOSEs
and preventive actions, reporting, dashboard,
alert notifications, and follow-up of actions.
Also, Dissemination of a weekly summary
with ranking of the VOSE achievements of
employees
•G IASE (Incident Accident Safety
Environment Management):
Digitization of the workflow of creation
/ validation, automatic generation & distribution of flash reports, GIASE analyzes and monitoring of PA
• GEEX (HSE Management of External Companies): Periodic and final evaluation of contractors
• Audit standard: Digitization of checklists, planning and execution of audit missions
• Best practices: sharing of best practices from all sites
RISK IDENTIFICATION, ASSESSMENT & MITIGATION

OCP has implemented procedures and standards within its operations to identify work-related hazards
and assess risks as well as to apply the hierarchy of controls in order to eliminate hazards and minimize
risks. Prevention measures for serious and potentially serious injuries and fatalities (PSIFs) have been
strengthened by developing a methodology to analyze the root causes of serious or potentially serious
injuries and to ensure that corrective actions are taken accordingly. The aim is to avoid any recurrence
of these events and to gradually develop a mature safety culture for all OCP staff and business partners
(subcontractors, suppliers, joint ventures). A Zero incident roadmap has been developed to reach the
ultimate “Interdependent” stage of the Bradley curve. Aligned with our continuous improvement approach,
this methodology is strengthened year-on-year thanks to routine and non-routine control.
The Bradley Curve makes it easy for everyone to understand the changes in mentality and behavior
necessary to gradually develop a well-established safety culture.
The Bradley Curve makes it easy

NA for everyone to understand the
TU
RA changes in mentality and behavior
L IN
ST necessary to gradually develop a
INC
TS well-established safety culture.
SUP
ERV
INJURY RATES
ISIO
N
DEPENDENT SELF
• Management TEAMS
Commitment
REACTIVE • Training INDEPENDENT
•S afety by Natural • Rules Procedures • Personal Knowledge,
Instinct • Supervisor Control, Commitment & Standards INTERDEPENDENT
•C ompliance in the Goal emphasis, and goals • Internalization • Help Others Conform
•D elegated to the Safety • Condition of Employment • Personal Value • Others Keeper
Manager • Fear/Discipline • Care of Self • Networking Contributor
• L ack of Management • Expectations • Practice, Habits • Care for Others
Involvement • Value all people • Individual Recognition • Organizational Pride
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GRI 103-2 | GRI 403-2 | RT-CH-410b.2
PERFORMANCE MEASUREMENT
OCP Group has independent bodies conduct regular safety audits to verify the compliance of each unit
and site with our HSE policy, our safety standards and regulations requirements. Each audit follows a
defined protocol and schedule; and conclusions are sent to the management of both the unit/site and
corporate to adapt action plan.
Process safety management audits strengthening chemical safety
Process Safety Management (PSM) aims to identify, evaluate and control the hazards associated with the highly
hazardous chemicals used in our processes. OCP Group has developed an effective PSM program involving:
\ Process
Safety Information: written safety information \ Compliance Audits: conducted and reported at
to conducting a PHA. reasonable intervals.
\ ProcessHazard Analysis: to identify, evaluate, and \ Training:
Employees must be trained on hazards and
control hazardous processes. procedures.
\ Proceduresand Performance Standards: written \ Contractors:
all contractors working on or near highly
operating procedures to be implemented. hazardous chemicals must be trained on emergency
\ IncidentInvestigation: thorough investigations procedures and other relevant aspects of the PSM
must be completed after all incidents related to the program.
process. \ Pre-Startup Safety Review: for new and modified
\ Change management: changes to a process must facilities, PSSR must be conducted before operations
be evaluated to determine if there will be any can begin.
impacts on the health and safety of employees. \ Emergency Planning and Response: employees must
\ Mechanicalintegrity: process equipment must be be trained on emergency planning and response
designed and set up correctly. procedures.
\ Employeeparticipation: workers must be involved in
PSM programs.
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OCP Group strengthened in 2020 compliance audits hinged on the OCP Safety
managers' expertise and a thorough monitoring process:
Audit planning - including:

\ The audit axes based on the list of
dangerous products used in sites;

\ Theareas that use and handle these
Mission letters products;
sent to the heads of the entities – \ Thelist of experts who will be part of
as well as documents requested the audit missions and the facilitators
in advance for proper preparation of each mission by entity
before starting the field visits.
Preparation meeting
held with audit managers / members
to review the audit plan, checklists
Field visits and schedule.
Presentation of the results to the entities
Report consolidation
Action plan
Presentation to the site management
5 71 108 252
industrial sites audited
(100% OCP Group’s sites :
Jorf Lasfar, Phosboucraa,
Khouribga, Safi &
Gantour) audit missions facilitators auditees
Main objectives :
\ Identification
and control of industrial risks: Hazard studies, ATEX (Atmosphere explosives),
HAZOP (HAZard and OPerability analysis), etc.
\ Control of the PSM system
\ Application of standards / Procedures: MOC (Management of Change), PHA (Process Hazard
Assessment), Integrity of the safety organs of EIPS (Important Safety Elements), SIL (Safety
Integrity Level), Shunt, etc.
\ Realization of regulatory controls
\ Training/ qualification of personnel on Industrial risks and MOs (Operational Modes) for critical
tasks, etc.
In addition, units/sites carry out their own Our safety approach are also continuously
audits based on self-assessment and improved through regular feedback survey
implement the related recommendations. and grievance mechanisms available to
employees and people who work on our sites.
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GRI 103-2
REINFORCING THE HSE PERFORMANCE OF OUR SUPPLIERS

Assessing the HSE performance of our suppliers is essential to roll out sustainable
procurement. Our GEEX standard governing the HSE management of external companies
has been further strengthened in 2020 along with the assessment program.
Prequalification questionnaire
Evaluation of HSE according to HSE criteria
performance
Prequalification
Assessment
External
HSE monitoring companies Tendering with
and control during HSE requirements
execution
management
Study of offers and awarding

of contracts
Preparation of the site launch
Prequalification matrix HSE performance levels
Excellent Good Average Low

Dismissed
Level A Accepted
- Except derogation (*)
Dismissed Dismissed
Dismissed
Level B Accepted Accepted
Dismissed
Dismissed
Level C Accepted Accepted Accepted
Level of HSE requirements Nature of work
\ Interventionon storage areas and circuit handling a dangerous product

(ammonia, acids, bases, sulfur, flammable products, etc.), circuit working under
Level A vapor or gas pressure, EIPS (Important Safety Equipment), dragline, truck over
70T, wharf, High Voltage electrical station, ATEX Zone.
\ Work involving explosives, cranes over 50 T, non-standard scaffolding or
requiring calculation notes.
Level B \ Other than levels A & C
Level C \ Gardening, non-industrial cleaning, security, office work, work that does not
require special technical skills
Topics assessed span over the whole HSE management system of suppliers: from policy to
KPIs going through organizational resources & governance, planning, skills and accreditation,
continuous improvements, and assessment results from past experience with OCP Group.
Results are considered in the tendering phase as well.
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TRAINING & COMMUNICATION
To build a mature safety culture, training consists of both technical and soft skills training.
On the one hand, employees acquire knowledge and know-how in accordance with
safety standards, job exposure and specific work-related hazards and hazardous
activities or situations. On the other hand, employees are trained to strengthen behavioral
skills to feel ownership, responsibility and believe zero injuries is an attainable goal. OCP
suppliers and subcontractors also receive safety training and procedures when it comes
to intervention on industrial sites. Training mainly goes through our Industrial Expertise
Centers (IECs) that provide site-specific trainings as well as UM6P and OCP professors.
Communication campaign are organized regularly to raise awareness on particular
challenges faced by the OHS management system.
Safety on the road
As part of the national road safety day on February 18 the industrial sites organized a 2-week
program on the internal and external traffic – on OCP Group’s sites and at schools for our
children (compliance with the highway code, requirements of the OCP traffic standard and
good practices). Actions have been designed according to the targeted audience:
\ OCP employees and subcontractors: Raising awareness program on the traffic standard
including video, mnemotechnic sheets, sharing experience sessions and flyers, preventive
controls (fleet compliance checks, including external companies), presentation of the 2019
results and action plans, educational contest, etc.
\ OCP and external drivers: Day of mobilization as well as training with experts including
explanation of the road safety standard, mnemotechnic sheets with best practices, etc.
\ Children:
Best practice program to be good citizens on the road with video, guide book on
road safety as well as a special day organized in the IPSE (Institute for Social Advancement
and Education) with a practical exercise.
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HEALTH & WELLNESS

The Occupational Health Department, HSE Departments and Site Safety Managers are
working together to prevent any health effects on workers. OCP deployed occupational
physicians, nurses and occupational health clinics located in our operations to provide the
health expertise and facilities needed to support this responsibility. Developed in line with
the World Health Organization standards to cover all our activities, our preventive approach
is structured on three dimensions:
Healthy bodies
Our key monitoring and actions aim to the early identification of occupational
disease, with a strong focus on high exposure jobs. Occupational diseases
and their causes are collected according to a formal classification based
on international classification of jobs and diseases. Medical insurance and
care are provided for both employees and retirees (multidisciplinary medical
infrastructures such as radiology, laboratory, audiograms, cardiology, etc.) as
well as a full coverage of heavy and long term disease. Our daily monitoring and
actions also focuses to encourage consumption of a balanced and varied diet,
promote regular physical activity, vaccination, etc.
Healthy workplace
Our key control and monitoring programs include, but are not limited
to - chemical and biological exposure, radiation, noise, ergonomics,
temperature, illumination, etc. Best available technological equipments,
R&D investments, and human resources are dedicated to manage
impacts according to international standards and best-in-class practices.
Professional reclassification is performed if early signs appears.
Healthy minds
Our key monitoring and actions aim to develop a primary, secondary
and tertiary prevention of psychosocial risks (stress, burndown, burnout,
harassment, post-traumatic stress) for both employees and managers;
and to foster a friendly workplace.
In the context of the COVID-19 pandemic, preserving the health of employees, their
families and our subcontractors was an absolute priority in 2020. OCP Group respected
and strengthened preventive health measures; provided employees with all the means
and equipment necessary for their protection; and ensured continuous monitoring and
adaptation of measures according to the evolution of the epidemiological situation.
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Reinforcing the medical infrastructures & equipments
Construction work has been ongoing in 2020 on the multidisciplinary hospital in Safi
while the "hospitalization" activity of the Youssoufia multidisciplinary hospital has been
launched. Health infrastructure and the medico-social teams have been strengthened in
Khouriba, Safi and Lâayoune medico-social centers.
To prevent the spread of the COVID-19 pandemic, several actions have also been
implemented:
\ The creation of equipped resuscitation spaces and installation of sanitary equipment,
within the Group's three multidisciplinary hospitals in Khouribga, Youssoufia, Benguérir
\ Carrying out mass screening, for the benefit of OCP Group staff and its partners
\ The
development of two laboratories (Khouribga and Youssoufia) dedicated to COVID-19
PCR analyzes
\ The establishment of a mobile unit, for the mass screening of COVID-19 by PCR analysis,
\ Covering the costs of hospitalization for OCP Group patients with COVID-19.
14 occupational health services and

30 proximity help centers were led by a
medical staff of more than 200 persons. 3 multidisciplinary hospitals
(Khouribga, Youssoufia, Benguérir)
and 1 ongoing in Safi
90,000+ tests carried out

at all OCP Group
sites
Adopting health complementary measures:
\ Establishment of monitoring units at solutions, organization in blocks, etc.)

central & local levels
\ Establishment of a reinforced medical
\ General mobilization of occupational infrastructure at the service of employees
medicine and establishment of a medical – including specially equipped first
on-call service and a psychological aid stations for the reception and
listening unit at the service of employees management of suspected cases
\ Implementation of a PCA system to \ Adoption of barrier gestures, and

ensure the continuity of on-site activities strengthening of physical distancing
while preserving the health of employees measures
(work flexibility, new work schedule, more
than 30 PCA and H&S protocols, digital \ Set up of multiple distributors of hydro-
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GRI 103-2 | GRI 403-3 | GRI 403-6
alcoholic gel, disinfection campaigns at all OCP employees and partner companies
sites including associates transportation, in collaboration with health authorities
supply of protective masks, infrared
thermometers, gloves, personal protective \ Awareness campaigns: A series of regular
equipment, surgical masks, thermal communication and awareness actions
cameras, bio-cleaners, etc. across the Group have been implemented
to contain the spread of COVID-19 such
\ Development of guides to good as regular communication updates,
health practices and strengthening of hygiene precautions videos and visual
awareness-raising actions (employee guidelines at work and at home, face-
guide, posters, videos, rounds of doctors to-face awareness sessions at sites and
and ward managers, information and exchange meetings with social partners.
awareness emails, information and These measures are covering all Group
coordination with social managers, etc.), entities, subsidiaries, representation offices
and joint ventures.
\ Development of health protocols and
audit plans (Management of confirmed \ MedicalEmergency Service: Employees or
cases, management of contact cases, family members experiencing one or more
temperature control, management of of the Coronavirus symptoms can join 24/7
disinfection, Medico-social support, etc.) by phone or on site, occupational health
medical teams of each site for medical or
\ Launch of screening for the benefit of all psychological assistance & support.
Ensuring wellness for working from home:
From the start of the pandemic, our Group set up a series of local support systems to help
employees overcome the negative effects of the health crisis and maintain social ties.
Teleworking support actions have been organized for employees:
\ Reinforcement of internal communication through newsletters, flash news, testimonials

and employees effort recognition actions, such as a series of short capsules celebrating
those working despite the dangers and constraints on the ground, along with a range of
virtual events & initiatives.
\ Organizationof webinars series aimed at demystifying concepts related to quality

work environment to help people better manage their mental and emotional wellbeing,
regular Quality of Life webinars, has been hosted inviting experts on wellbeing, remote
work and mental health to share tips and advice
\ Implementation of the Healthy Leadership charter aimed at preserving employee

life balance while maintaining performance requirements based on 3 axis and
10 engagements:
1. Servant Leadership: sense making and supportive management
2. Balanced Leadership: empowering management based on trust
3. Sustainable Leadership: a responsible management, respectful of work-life balance
8,619
employees joined
the new QVT community
on Workplace
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Mental Health support:
Minds support is part of the wellness of OCP’s associates as the topmost priority, and
even more during these special context.
OCP provides a psychological confidential counselling help line for associates,

seeking for support or any stress related issues. Feelings of anxiety and uncertainty
can overwhelm our people, to support them our Youcode students, in collaboration
with medical teams, have developed a teleconsultation platform to offer a safe and
effective way to get in touch with doctors and behavioral health specialist who can
carry out evaluations by video, audio or messaging according to the choice of the
associate.
Online resources and guides on a range of topics are also on hand to help people
manage their physical and mental well-being.
2,000
participants attended the QVT Summit
For the World Wellness Day, Africa Business School and OCP Group
organized the Quality of Life at work summit which aims to bring together
Quality of Life specialists, researchers, management and associates to
demystify quality of life concepts exchange and share their experiences.
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GRI 103-2 | GRI 103-3

in 2020
Reach the "Independent stage" on the Bradley
Ongoing
Curve by 2021; and reach the interdependent
stage by 2025.
Lost-Time Injury Frequency (for employees & 1,34

subcontractors) rate below 1 by 2021 and a
50% reduction by 2025 compared to 2020.
Improve working conditions by implementing GEEX standard reinforced and

the OCP standard ""GEEX"" for external external companies audited &
companies & subcontractors management ranked in the prequalification
stage
Strengthen health services provided

Achieved
to all employees by investing in more
infrastructure, human and material resources

99

GRI 103-1 | GRI 103-2
3.1.3.4 Professional development and engagement

The success of our business is driven by the people who work for us. Facing an ever-changing
market, OCP bets on a strong culture of learning, continuous development of skills and
knowledge to forge a company of critical-thinking and agile entrepreneurs who will become
leaders of today and tomorrow. In order to achieve its mission to sustainably feeding a growing
world population, OCP provides valuable learning opportunities and professional growth
programs sized to each step of work life to meet its employees’ knowledge and knowhow
appetite. At the intersection of both OCP’s business strategy and employees’ aspirations, we
want our learning and talent management approach to be grounded, personalized, fair, agile
and inclusive. Beyond the ongoing on-the-job training provided to all our employees, the
following tools are available to meet each employee’s training needs:
Experience Career evolution Transmission Empowerment

through the Movement through sharp of knowledge through a world class
allowing to develop development to the ecosystem training sessions
her/his idea management tools through OCP Professors
and teams and Act4Community
“
We live in an era where change is permanent and where technology
and digital have a profound impact on the world of work.
That is why our leaders are committed to make our employees grow in a
dynamic of lifelong learning, preparing them for the skills of the future to
stay ahead of their career. By strengthening our employee’s skills, we are
FARIS DERRIJ, aiming to maintain our global leadership and enhance our impact on our
Chief Human
Capital & Services
customers and the communities we are serving.
Officer At OCP, the ability and willingness of our employees to adopt a Growth
mindset by learning for life and reinventing themselves in permanence
have always been a top priority.“
The learning institute: to adjust skills in order to adapt to changes in business lines and roles,
support ongoing professional development programs, and provide personalized support for
employees throughout their careers starting when they begin working for OCP Group. Programs
are developed in close collaboration with OCP Group’s business lines and in partnership with
recognized institutions (MIT, HEC, CBS, etc.) while Mohammed VI Polytechnic University is our
preferred training partner.
UM6P: at the heart of our knowledge ecosystem, offer spans over academics, research,
executive education and entrepreneurship geared towards the human and economic
development of Africa. The university is committed to an innovative pedagogical approach
which places learning by experimentation and practice at the heart of training and research.
The Living Labs - serving as experimental sites open to the scientific community to test
solutions on a real scale (Green Energy Park, Advanced Technology Mining Platform, Chemical
Hub of Safi, etc.) – is one of the many examples. Committed to train the future leadership of
the continent, UM6P is connected to a global network of universities, institutions, and industrial
actors such as the Massachusetts Institute of Technology, HEC Paris, Ecole Polytechnique
Fédérale de Lausanne, etc.
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In 2020, we reinforced our academic partnership with UM6P, setting up new programs including
the ‘Voice of Customers’ program, ‘Controlling 2.0’ program, the ‘Digital Academy’ program
and the 1st edition of the Executive Degree in Financial Engineering and Operation Research.
We launched a series of webinars with the Africa Business School and the School of Collective
Intelligence to support employees in learning new ways of working together.
The Coaching School within the Africa Business School (ABS) has been created to allow the
dissemination and incarnation of a new mindset by managers and employees, creating the
conditions to unleash their full individual and collective potential. It aims to develop a capacity
to generate collective intelligence and behaviors of creativity, subsidiarity, empowerment and
initiative-taking.
Industrial Expertise Centers (IEC): to train employees in operational activities so that they are
able to support OCP Group's industrial ambitions. With a capacity ranging from 850 to 1,000
learners, the IECs ensure the sharing of expertise in line with each operational site’s specific
activities: mining-related trades focus for Khouribga and Benguerir; chemical trades in Safi and
Jorf Lasfar. A fifth center will be opened in Laâyoune.
Beyond the development of new training paths, we focused in 2020 on scaling up

training solutions and develop the capabilities of our ecosystem through:
\ Certification
and support agreement on Ecosystem training with the National Center for
Construction Education and Research (NCCER, USA).
\ Cooperation model with OFPPT (Office for Vocational Training and Work Promotion) to improve
OCP ecosystem companies’ access to financing training as well as support program for OFPPT
centers to upgrade and promote excellence in vocational training in industrial professions
KAFAATI: The KAFAATI program is a springboard to the learning enterprise. This TAMCA-OE
OCP professors
associate development system was launched in 2019 to set up the conditions for the company
300
of learners, with a view to providing employees with a framework for developing global and
integrated skills. KAFAATI is a competency-based process based on a corpus of competencies/
skills, linked to a learning journal, individualized learning paths and co-constructed with the 2018
Direct Managers, with a 70/20/10 logic.

OCP Professors: mentoring program to capitalize, share, transfer and promote the Group's
400
2019
expertise, internally and externally. It is a pool of resources open to any OCP employee
and retiree wishing to transmit their knowledge, know-how or expertise for the benefit of
the OCP Group, the Mohammed VI Polytechnic University and our ecosystem.
500
2020
Going digital
During the COVID-19 pandemic, our learning programs were able to adapt in order to maintain the
continuity of learning and contribute to the success of the objectives of our professions:
\ The Learning Institute in collaboration with UM6P provided OCP employees with an adapted
distance training offer: the Learning Marketplace. And this through various innovative learning
channels: an E-learning offer, online language learning solutions platforms, MOOCs and Webinars
available from the most prestigious universities and UM6P partners, podcasts.
\ Industrial Expertise Centers (IEC): deployed Kafa'ati distance learning courses and production of more
than 230 digital capsules to strengthen distance training. The MySkills digital platform was created
for the management of training and certification of OCP Ecosystem employees.
\ OCP professors: were mobilized notably through interactive virtual classes and digital capsules.
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Average training hours per employee 85

Junior, middle
& senior 68
management 57
2019
58
2020 TAMCA/OE 43
47 17
22 Men 25
Women 20
61
2018
2,263 Man Training Days
benefiting 1,318 Ecosystem
employees
Beyond program :
The Beyond program aims to support the growth Beyond program has been launched in October
of OCP as talent will become increasingly critical to 2019 and is based on a learning by doing approach
deliver the new S-curve, specifically: through on-the-job learning based on exploration
\ Togrow capabilities and increase knowledge while and exploitation strategic initiatives and academic
embedding OCP’s industrial and customer-centric and practice skill-based learning.
culture to young talents Duration : 24 months; 27 internal employees,
\ To be a catalyst for the creation of a generation of 23 external hires, 1/3 learning, 2/3 on the job
future ambidextrous change agents with the ability development journey.
to learn continuously, explore and exploit
New ways of working

\ Workplace: OCP promotes collaboration OCP is creating a new transformation dynamic
through the internal social network to help for OCP. These very large-scale internal
employees connect, build communities, adopt dialogues took place through physical meetings
new ways of collaboration, and be together. animated by connectors (groups of employee’s
volunteers) via iterative, constructive and
open dialogues and exchange views. During
the COVID-19 pandemic, this very large-
scale internal dialogue turns digital (digital
dialogues, capsules, best-off, blogs, PodCast
etc).A new animation dialogue kit has been
implemented and the co-construction of OCP
of the future vision with and by employees has
\ 1Pact: In 2019, OCP launched “1 Pact”, a dialogue been persued.
with all employees and ecosystems aiming to
120 Connectors, 6 spocs, 231 dialogues (physical
create a strong common sense. By launching
and digital), 43 ecosystem dialogues, 30 digital
such a group-wide internal dialogue approach,
dialogues, 23 dialogues subjects areas covered.
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Talent Plan 2030 New Talent Development Cycle & Talent Review
\ Implementation of an Operational Reinforcement of the digitization of the
Workforce Planning and Dynamic Strategic Development cycle through Mydev a digital
Workforce Planning system for the Group's one stop shop employee development
critical businesses by 2030, integrated into platform with the Job Market Place, the
strategic and financial planning exercises Career Center, the e-Library of Career
\ Identification of Declining, Rising and Journals, etc. for a rich and targeted
Neutral businesses by 2030. development conversation between employee
\ Construction of business reskilling and and manager with a direct connection to
upskilling plans to better meet the Group's the Learning Universe for the definition of
future needs. Individual Development Plans.
Career Universe
Creation of a new space dedicated to the 2. Internal exposure: Offering an opportunity for
careers of Group employees to support them the employees to communicate their skills and
on a daily basis and offer them the means to areas of interests through their personal Wall. By
develop within the group. This platform offers enriching their profiles, employees will be able to
many functionalities through 4 areas: Explore increase their exposure and visibility within the
the group's roles, Internal exposure, Internal job Group and develop their professional network.
exchange, Talent search : 3. Internal job exchange: Offering a search
1. Explore the Group’s roles: Discovery of the functionality for a wide career opportunities that
Group's roles through Career Journals, offering may interest employees, to be informed in real
possibilities for employees to broaden their field time of internal job openings by recording alerts
of expertise by focusing on other roles in line with 4. Talent Search: Allowing HR teams and Top
their career projections Management to identify employee profiles
Expertise focus Engagement

Definition and OCP adopts a qualitative and quantitative approach to measure
implementation of an employee engagement based on key HR KPIs, HR Business partners’
operating model and all and managers’ employees exchange insights on a regular basis
associated HR processes through a continuous feed-back platform.
to identify, develop and In addition to that, OCP implements periodic pulse survey series,
recognize the expertise which are quick check-ins, surveys covering topics such as employee
and experts within the satisfaction, employee mood, ways of working, managerial
Group with a focus on relationships …
industrial operations. The pulse surveys aim to collect feedback from employees on a regular
The recognition basis in order to be as close as possible to the teams and act in an
of expertise offers agile manner by setting up rapid action plans.
alternatives evolution An SOS section is also integrated within the pulse survey in order to
journeys to employees assist quickly employees with personal problems and/or work-related
with highly recognized problems that may impact their job performance, health, mental and
skills and preserve, emotional well-being.
develop and transmit An #Onvousrépond section dedicated to employees questions and
internally rare skills, concerns is also integrated within the pulse survey. According to the
essential for sustainability request of the employees, answers to their questions are communicated
and the development of collectively through OCP internal newsletter or individually.
the Group's activities.
103

104

GRI 103-2 | GRI 103-3

in 2020
100% of learning coverage by 2025 78% TAMCA/OE
72% Middle & Senior management
105

GRI 103-1 | GRI 103-2
3.1.3.5 Dialogue, joint development and engagement

We are continuously working to build a workplace culture that fosters leaders and
allows every person to thrive, contribute and grow. And we think this culture relies on
fundamental values of trust, mutual respect and dialogue. This is why OCP implements
a comprehensive and proactive labor relations process that generates consensus and
builds sustainable relationships.
ENGAGING OUR EMPLOYEES
Different engagement methods allow us to listen, understand, and find relevant solutions
to employees’ short, medium and long term expectations:
\ The‘Movement’: provide employees with financial and human resources necessary

to work a topic of their choice, as long as it creates sustainable value for the
Group. Employees are enabled to fuel their career path through lateral professional
development and cross functional teams to acquire additional skills, enrich job content
and work for topics they care about as well as widen accountability.
‘1 Pacte’ is a collective intelligence initiative to involve OCP employees and

ecosystem in shaping the company's strategy. In a fast-changing world that we all
want sustainable, our way of thinking, living, and working needs to efficiently evolve.
Launched in 2019, 1 Pacte aims to gather employees and ecosystem energies,
foster strategic dialogue to make together – everyday – the right decisions, large
and small, to catalyze sustainable change. 1 Pacte is a “Situation” - a Movement
that has been anchored - which has now been given all the resources it needs to
co-build a common understanding of how to build a better OCP for the future. In
2020, a platform for Connectors - groups of employee volunteers trained to lead the
dialogues - and employees for the management of dialogues and the publication
of language elements around the vision, strategy as well as the development of
several communication and digital initiatives (Capsules, Interview, Best-Off, blogs,
PodCast, etc.).
\ Participative
HR mechanisms: through the annual assessment of the employees
performance and co-construction of their development plan. It also goes through
continuous exchange and regular feedback survey on employees’ expectations.
\ Communication channels: intranet, internal magazine, video and posters campaign,

events, etc. to share information in a transparent and accessible manner. In order to
better meet the COVID 19 challenges, new channels have been deployed: HRBP at
your service, CH News, etc.
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ENGAGING OUR EMPLOYEES' REPRESENTATIVES

\ Solid
social dialogue institutions: the Staff Representatives, the
Union Representatives, the Health and Safety Delegates, the
Union Delegates who are members of the national offices of the
most representative Trade Unions at OCP. Our social partners sit
with management representatives in local and national dialogue
bodies, in particular: The Employees Status Commission (CSP),
Social Action Commission (CAS), Health, Safety and Environment
Committee (CHSE), the Collective Bargaining Committee (CNC), the
Work Council (CE) and the national thematic Commissions (social,
emergency funds, etc.)
\ Proactive Social dialogue charter – adopted by all our social

partners – which defines: the Principles, rules and obligations
related to social dialogue; mutual commitments relating to
employee relations management; procedures for setting up and
operating employee representative institutions; mechanisms and
procedures for managing complaints and negotiations and settling Employees covered by
collective disputes, as well as remedy relating to social dialogue; collective bargaining
agreements Strikes
measures to support employee relations and promote internal social
dialogue. Beyond all existing regulatory social dialogue mechanisms, 86,1%
the charter continuously triggers agreement protocols to adapt
employees’ compensations and benefits. The last annual protocol of 2018 0
agreement was signed in December 2020 and consolidated socio-
85,2%
professional achievements of employees in terms of income, skills
and career development, housing assistance, social welfare and 2019 0
benefits in the context of COVID 19 pandemic.
85,5 %
OCP also ensures that dialogue occurs to reach consensus during any
2020 0
significant operational change related to its activities.
107

GRI 103-1 | GRI 103-2 | GRI 103-3 | GRI 204-1 | GRI 308-1 | GRI 414-1
3.1.4 Responsible procurement

practices
2018 2019 2020
Suppliers assessed using environmental criteria 230 290 397
Percentage of new suppliers assessed using 64% 60% 79%

environmental criteria
Percentage of new suppliers assessed using social 100% 100% 100%

criteria
Percentage of local purchases (around OCP sites) 14.5% 21% 15%
From phosphate rock extraction to environmental and social impacts that we

phosphoric acid and fertilizer production, may cause or contribute to.
OCP is a vertically integrated group. To go beyond regulatory compliance,
Our value chain relies on a rich supply we have developed a purchasing policy
chain featuring around 5,200 suppliers setting our commitments to strengthen due
for essential procurement categories diligence and optimize existing processes
related to raw materials, energy, industrial spanning over quality, cost, transparency,
infrastructures development and stability, relationships with suppliers, and
transportation. Considering this complexity, the development of a local industrial
we are continuously improving our risk ecosystem and sustainability excellence.
management approach to identify, assess Our local industrial ecosystem strategy still
and minimize potential adverse economic, aims to:
1 2 3 4
Increase OCP Group local Encourage Maximize local Encourage socio-
suppliers’ competitiveness co-development of content and local economic development
and industrial performance at products and equipments integration around around the areas where
regional and national levels for import substitution OCP Group sites OCP Group operates
The ‘Progress Pact’ a new collaboration model, co-built with our suppliers, is a mutual
commitment between OCP and its suppliers, to encourage them to develop their
capacity and enhance the development of a local industrial ecosystem.
“
OCP Group has always played a leading role in the development
of its Ecosystem, which notably involves a strong commitment to its
suppliers by strengthening its Ecosystem Development Program and providing
it with adapted support to its needs for progress and professionalization and
this through incentive, insertion and support mechanisms. This ambitious
SAAD MIKOU,
Development Program for the OCP Ecosystem was set up to strengthen the
Vice-President, partnership with the national and local suppliers the most committed to
Procurement - developing and to have an efficient, innovative and integrated Ecosystem with
Industrial operations
a high local impact.
108

GRI 103-2
Business Ecosystem Progress Pact

Mutual commitment between OCP
and its suppliers
STRATEGIC SUPPLIER
PROCUREMENT STEP-UP
PROGRAM PROGRAM
• Business • Supplier’s
opportunity commitments
visibility to develop its:
• Supplier allocation
system
OCP 1. Professionalization
2. Operational
• Local content
system
business performance
opportunities
3. Commitments
• Digitalized to benefit
processes the business
ecosystem
• Incubation/
acceleration
of local
micro-businesses
Support system
Training Capability Doing Joint development Financing Business

building business & innovation support intelligence
infrastructure & promotion
DEVELOPING LOCAL PROCUREMENT:
Our main following procurement mechanisms:
\ Direct
tendering for local microbusinesses with competition only between local
microbusinesses located in the regions of OCP sites for dedicated business opportunities
and purchases up to 300,000 MAD.
\ Local subcontracting development through a requirement for contractors to subcontract

locally up to 30% of the market’s amount to catalyze local development
\ Localprocurement preference to value local players located in the regions of OCP sites
up to 5% while respecting the competition rules
109

GRI 103-2 | GRI 103-3
Our supporting measures:
\ Adapting the sourcing strategy through specific sourcing tools such as door-to-door,
social media, specific meetings with local microbusinesses, communities, authorities, etc.
\ Digitalizing the procurement process and providing a dedicated space to

microbusinesses in the e-platform – enabling greater transparency, 360° visibility,
traceability, and greater process efficiency throughout all procurement steps from
tendering to contract closure. Microbusinesses benefit from simplified contracts, and
faster payment process (30 days).
\ Developing skills and capability of small and medium-sized businesses through a tailored
41
training program in the OCP Industrial Expertise Centers (IECs) in line with international
training standards. Specific training is also provided by Act4Community for microbusinesses.
Support systems are also designed with institutional and international partners: Maroc PME,
microbusinesses INMAA (Moroccan Initiative for Improvement), Endeavor, DOOC (DuPont OCP Operations
trained in 2020 Consulting).
\ Scaling up available local suppliers through incubators in each industrial site – so far,
two incubators L’Fabrika & DigiK Valley have been set up.
\ Providing the required financial support through the guarantee fund “Fonds Damane
Tamayouz” to offer preferential financing solutions to the most committed suppliers to
the progress pact. This will allow our suppliers better access to financing their contracts
with the OCP Group. The fund could guarantee up to 950 million dirhams in loans.
1
Overall satisfaction 61% 30%
Single Sign On 71% 22%
Design 68% 28%
digital platform Browsing 43% 42%
covering all
procurement Accessibility 52% 35%
steps from Access to information 47% 36%
tendering
Content relevance 57% 37%
to contract
closure Communication quality improvement 60% 25%
*completed by 583 suppliers Completely satisfied Partially satisfied Not really Not at all
Local Microbusinesses
2019 2020
qualified in the Local content
(i.e. having access to OCP Total: 450 668
Group’s opportunities)
New ones: 141 166
168 Millions USD allocated to local businesses

(equivalent to 1,5 billion MAD)
110

GRI 103-2 | GRI 103-3
EMPOWERING OUR SUPPLIERS

\ Skillsdevelopment system for subcontractors in the Industrial Competence Centers (IECs)
through a World class NCCER (National Center for Construction Education and Research)
assessment certification program. A new digital platform "My-skills" has been set up in 2020
for the management of training and certification of ecosystem employees in the IECs.
\ Performance assessment and development as part of the Progress Pact rolled out as a
new mode of collaboration with suppliers in its ecosystem to encourage them to develop
and become more professional. Performance development is measured and evaluated
according to a financial and capabilities rating, accessible to suppliers through the
e-purchase portal. This rating is taken into account in the best-value contract award
system for the Civil Engineering sector.
250+
suppliers from 3 strategic sectors have been assessed according to a financial and
capabilities rating based on the supplier assessment system carried out by the
purchasing department of OCP Group and supported by a multi-disciplinary team.
\ Co-development with suppliers: an import substitution amount of MAD 200 million has

been achieved through several projects of co-development and localization of actors
in particular in the auxiliary materials sectors, including the manufacture of pump spare
parts, converter grids for sulfuric acid units Meehanite certified and ball mills.
We have also created a dedicated channel via the purchasing e-platform to collect
spontaneous offers from suppliers wishing to set up co-development projects with OCP Group.
91% expenditures with Moroccan suppliers (out of

$1,81 billion equivalent to MAD 16,07 billion)
\ Financial support: financing sources at advantageous conditions through the Damane

Tamayouz fund. This will allow our suppliers better access to financing their operations
with the OCP Group. The Damane Tamayouz Fund, with a size of 125 million dirhams,
could guarantee up to 950 million dirhams in loans. The covered credits will be between
MAD 100,000 and MAD 15 million and will be granted to OCP suppliers for the financing of
contracts for the supply of goods or services concluded with our group. The suppliers will
be able to benefit from the financing of their contracts as soon as the order is signed, up
to 70% of the contract value. In addition, they will be able to benefit from advantageous
conditions, without presenting additional guarantees. The Damane Tamayouz Fund is
the first securitization fund in Morocco in the form of an FPCT (Securitization collective
investment funds) which aims to guarantee the financing by Finéa (a financing body
subsidiary of the CDG, Morocco Depository and Management Fund) of the markets to
the suppliers of the OCP ecosystem.
$107
million (equivalent to 950 MDH) loans will be
covered through the Damane Tamayouz
fund for our suppliers to access financing with
advantageous conditions
111

GRI 103-2 | GRI 103-3
OVERCOMING COVID 19 PANDEMIC CHALLENGES
In the context of COVID 19, we focused our efforts to support our suppliers tackling specific issues:
\ Defining
& developing BCPs (Business Continuity Plan), managing in time of crisis,
honoring orders, etc.
\ Transitioning to relevant activities and innovative business models such as logistics for
short circuits, home delivery or mask production.
The Ibdaate Rhamna Cooperative – 18 employees – is a representative example of
successful reconversion for the manufacture of fabric masks, certified by IMANOR –
Moroccan Institute for Standardization: from the development of the idea, preparation
of samples, adaptation of the cooperative's premises, completion of the certification
process to manufacture and marketing of masks.
We have also set up a special taskforce to ensure payments in due time to our suppliers,
prioritizing small and medium suppliers, and accelerated the digitalization of our procurement
tools and processes while keeping them adapted to the audience. We especially reinforced
training for suppliers to our e-platform through webinars with Arabic subtitles.
527 10
microbusinesses trained in 2020 microbusinesses and 3
in Jorf, Gantour, Khouribga & Safi cooperatives experienced
thanks to distance training programs successful reconversion in Jorf,
as well as youtube channel Gantour, Khouribga & Safi
KEEPING UP & STRENGTHENING INCUBATION
Despite the sanitary crisis, we maintained and increased our support to
121
local entrepreneurs:
\ Contribution to the development of the INDH - National Initiative project leaders trained
on entrepreneurship
for Human Development - platform "Minssate ElJadida" in El Jadida:
and supported until
Model engineering, architecture support by UM6P and project obtaining financing
monitoring, support for the entrepreneurship component through the from the bank
training of local entrepreneurs.
\ Supportprogram to entrepreneurs in Benguérir from legal creation of 45

project leaders
microbusinesses, implementing and financing connections to water trained
and electricity, support and financing of seed projects to training on
technical themes: HSE, management, sales techniques, commercial
management.
\ L’FabriKa
industrial incubator in Khouribga providing microbusinesses
Local
29
with equipped industrial infrastructures and offering them a technical microbusinesses
and entrepreneurial training program to develop their businesses being incubated
and create local employment. The program also involves developing representing 120 jobs
partnerships with OCP Group and other potential L’Fabrika customers,
supporting microbusinesses in accessing finance and the market and
post-incubation support.
\ Supportto 84 entrepreneurs in Laayoune and Dakhla in the creation 210

entrepreneurs
program and 54 in the post-creation program as well as 72 women
supported in the
supported through the Women Entrepreneurship program Saharan region
112

GRI 103-2 | GRI 103-3
Beyond our local industrial ecosystem empowerment strategy, we are working on sustaining our
whole supply chain. We already partly integrate suppliers’ environmental, social and governance
performance into our procurement approach through:
\ Tendering criteria on Health, Safety and Environment (HSE) requirements as well as social
regulatory obligations under the Moroccan Labor legislation;
\ Contractual social and environmental obligation;
\ Audits – in line with our HSE management of external companies standard – to control HSE
risks and prevent accidents and incidents when external companies intervene at OCP sites
as well as to ensure compliance with the Caisse Nationale de Sécurité Sociale (CNSS).
This approach covers the most important procurement categories.
Plus-circle Find out more on Suppliers Code of conduct and our policy

in 2020
Improve capabilities of industrial suppliers 527 microbusinesses trained and
within the OCP Ecosystem 41 benefited from tailor-made
support provided by national
partners (Maroc PME, INMAA,
Endeavor)
Increase the local purchase share up to 15% local purchase (21% in 2019)
25% of OCP Group's commitments to
suppliers by 2021 and 30% by 2022
Set up 5 SMEs incubators/ accelerators 2 incubators created

around OCP Group’s production sites with the
objective of creating 500 new subcontracting
SMEs by 2022

113

3.2 Commitments
to sustainable
production
114

3.2.1 Operational excellence
Meeting exponential needs while preserving natural resources is at the heart of our industrial
development plan hinged on operational excellence.
Rock extraction Phosphoric acid production Fertilizer production

MTSM Mt P205 Mt produced
+12% 11,2
10
-0,7%
+4% 8,6 8,8
41
40,7
7,1 7
37,6 6,8
35 6,1
31,5 5,7
4,9
2016 2017 2018 2019 2020 2016 2017 2018 2019 2020 2016 2017 2018 2019 2020
12%
reduction in CO2 emissions
2%
reduction in water
compared to 2018 consumption
115

WALKING THE TALK TO BUILD CAPABILITIES

Our learning strategy aims to be "future proof", \ Structure and animate the OCP production
covering and anticipating the training needs system;
associated with key skills. We want our employees \ Develop and implement processes, standards
to be life long learners and mobilized to build and methods of industrial operation activities in
together an enterprise of learners. This starts with our collaboration with industrial sites;
operational excellence team whose mission is to: \ Identify and generalize best practices, promote
\ Support the deployment of operational the capitalization of the Group's expertise and
transformation projects (performance industrial know-how, and promote the culture of
management, maintenance, process, etc.); operational excellence.
Operational excellence
Professional Process Supply

maintenance excellence Chain
Performance Management System
Visual management Capacity building 5S Problem solving
HSE excellence
Professional maintenance Performance Management System
Asset life cycle management \ Management of roadmap and objectives: Converting the group's
(acquisition, maintenance, renewal); vision into a roadmap and operational objectives
standardisation to capitalize \ Performance Indicators: Measure performance on a daily basis,
and streamline best practices; consolidate it and follow it in the defined managerial routines
outsourcing and development of \ Visual Management: Base the performance measurement system
ecosystems as major performance and on visual elements facilitating the identification of gaps and the
competitiveness levers; digital & skills improvement actions undertaken on a daily basis
enablers for excellence; integrated \ Managerial Routines: Define the governance of the performance
performance management management system, a veritable nervous system of Industrial

Operations, aiming to implement all managerial acts on a daily
basis allowing effective management of our performance and the
Process excellence
achievement of operational objectives
\ Problem Solving: Standardize and generalize a simple, rational and
Operational management (process, efficient system to solve the problems encountered on a daily basis
quality & safety); execution standards; in the execution of our processes
digital & skills enablers for excellence; \ Continuous Improvement: Define the permanent process in which
performance monitoring and each actor is part, aimed at improving our operational discipline, our
continuous improvement of processes. industrial and managerial practices
116

“
Operational Excellence is challenging.It's about constantly
worrying about making things better; better means more effective,
more efficient while being simpler and better integrated. I am part of a
transversal profession that collaborates with all Industrial Operations of
the OCP group; it also means that our solutions must be eclectic and
OUMKALTOUM ready to take on the color of those who will apply them. For this, agility is
KARIMI,
the daily order of the day, quickly changing our orientations, our priorities
Project Manager -
Operational and our focus is one of the daily assets to be able to respond to the
Excellence demands and developments of our customers.”
TRANSFORMATION TO BOOST COMPETITIVE EDGE

Different cycles of transformation have been successfully completed over the last years.
Exploi program Exploi program

• Industrial • Extension of
Digital the program
transformation
transformation throughout OCP
through a holistic
• Test and imple- program and Group
mentation of new integrated digi-
OPS System digital solutions talization
• Standardization (automation,
• HSE excellence analytics, digital 2020
Operational • Management services)
transformation infrastructures • Agile organi-
program IQLAA • Test & gener- zation with the
alization of lean Movement to
• Introduction of tools support digital
Culture of perfor- transformation
mance 2019
• Introduction of
lean manufac-
turing tools
Launch of 2017
the industrial
strategy
2012
2009
2007 2015 - 2017 apex program - Wave I
OCP has started a new wave of growth with the second S-Curve, and calls for
the launch of a new round of transformation. This path will fully contribute to the
acceleration of its new development curve. Driven by operational excellence, the diversification
and customization of our product portfolio, this new wave involves new priorities to be identified,
new issues to be determined and new expectations and implications now required of the industrial
machine. To this end, in 2019 the Group launched EXPLOI, an ambitious program to transform
industrial facilities, to consolidate its leadership by 2022 and make the OCP group an undisputed
global benchmark in terms of cost and performance in the industry. All of the group's industrial sites
are part of this dynamic: Khouribga, Jorf Lasfar, Gantour, Safi and Boucraa. The program brings
together a community of EXPLOI employees to increase production capacity by unlocking key stages,
optimize production costs and improve energy efficiency and water consumption.
117

Succeeding in the 2nd S-Curve required a broader holistic and integrated digitization
program that is being spread out across our Group: Exploi
Delivering
Sustainable and value creative growth
P-related Non-P related

By product
diversification diversification
development
2nd S-curve
Personalized medicine, Water, Engineering,

Si ,F, …
Feeds, industrial salts… Energy, …
Innovation
Digital
Farmer SOLUTIONS
Data, Plant & Soil Nutrition
1st S-curve
Rock-to-fertilizer Backbone
Cost leadership and Operational Excellence
Human capital, capability building & operating model
Consolidate Build agility to Holistic digital

industrial address new enabled
leadership business needs transformation
• C
ontinue building cost • E
xplore new business • Build a core operational
and capacity advantage models through innovation, backbone enabling
through operational digital and farmer intimacy
> Robust industrial
excellence and digital
• Enhance flexibility in operations
transformation
industrial operations > A platform supporting
• D
eliver performance while distinctive digital and
• A
dapt supply chain and
securing sustainability and analytics capabilities
production system to cope
involving the ecosystem > Cultural transformation
with increasing complexity
fostering permanent
innovation
118

Exploi: hinging on two pillars
TRANSFORM: UNLEASH POTENTIAL:

Operational performance Operational backbone
• O
ptimization of the • A
utomation and
consumption of raw materials digitization of business
20
and consumables processes
• O
ptimization of maintenance • G
eneration of optimal
costs Supply Chain scenarios
integrating the impact on production
• E
nergy efficiency and the entire supply chain records across
optimization of water our value chain
consumption • Instant management of from extraction,
beneficiation,
industrial performance expedition,
processing to
loading.
DIGITALIZATION AS CATALYSER
TDO*
Digital
• D
igital Services to • A
dv analytics & IA on data linked to • D
igital Services to step-up
foster compliance quality, efficiency and preventive communication and real time
to standards maintenance performance management
• A
dvanced automation using IA inputs with maximized efficiency
Operating System Management People

• Technical settings of Infrastructure (Mindset & behaviors)
equipment & processes • Putting in place the right • Ensuring people have
• Standard Procedures KPIs, measurement, review understanding, motivation,
routines & tools to ensure incentives & compentencies
• Practices in all functions
performance management to ensure compliance
(Production, Maintenance,
to standards and foster
Supply Chain)
performance in action
*Digital & Operational transformation
119

Digital transformation spanning over all industrial operations:
Extraction > Beneficiation > Chemistry > Logistics >
• Yield and quality

• Rock quality forecasting and • Production, storage,
• Optimized machinery forecasting and optimization and loading program
dispatching optimization
Advanced • Predictive optimization
analytics maintenance • Wharf logistics
(turbines, dryers, etc.)
• Integrated control
• Online analyzers
• Remote bulldozer • Online analyzers rooms
operation • CATOX and HRS
• Washing line • Automated storage
Advanced efficiency
• Autonomous trucks automation and loading
automation • PAC automation
• 3D scan of stocks
• Fleet management • PI - online process and

quality management • Plum'Air - Prediction
• Mining planning and control of
Digital • LIMS - Quality gaseous effluents
• Cubage by drone traceability
services
THE DIGITAL MINE:
OCP Group’s transition to industry 4.0. has significantly moved forward through Benguérir's experimental open pit
mine. This mine is one of the experimental sites open to the scientific community and central to research programs
at Mohammed VI Polytechnic University. The “Advanced Mining Technology Platform” has many purposes: place
OCP Group at the forefront of technological progress in mining and management, attract equipment/technology
suppliers and researchers to enable them to carry out full-scale trials in industrial environments, and create real
expertise at Mohammed VI Polytechnic. University based on learning by doing. Industrial management, artificial
intelligence, automation, and maintenance are the core projects under development.
Three levels of maturity
Supervised mine Integrated mine Smart facilities and utilities

Digitalized, Connected fleet, On-board technology,
supervised, and dynamic planning, autonomous operation,
controlled activity remote operation Smart dynamic capitalization and
facilities and utilities learning models
The adoption of an ERP at the cutting edge of technology will allow the establishment of a solid Operational
Backbone across functions: production, maintenance, supply chain, stock management, logistics, order to
cash, health, safety & environment, procurement, finances. The Operational backbone aims to :
1. Simplify business processes and models by changing transaction flows, screens and wait times
2. Faster and more efficient decision-making with integrated real-time analysis
3. Integration of different siled information systems requiring many ad hoc reconciliations into a single
source of truth
4. Improving the speed and quality of processes thanks to Machine Learning and decision support
5. P
ossibility of implementing new digital business models
120

Our goals
+11% rock phosphate produced by 2022 compared to 2019 baseline
+14% phosphoric acid produced by 2022 compared to 2019 baseline
+16% fertilizers produced by 2022 compared to 2019 baseline
121

3.2.2 Circular economy

“
We are crossing the planetary boundaries delimiting a 'safe
operating space' for humanity on planet Earth. Efforts need to be
catalysed to align our human needs with natural resources. That is why
the OCP Group adopted a sustainable growth strategy based on the
circular economy principles. ABDELAZIZ EL
R I A L S Y M MALLAH
S T B I
O S
D U
I N
I S Industrial Director
Resource
preservation
Preserve the phosphate resource,
extract any other elements from
the rock and value by-products
“
Today we start
reaping the
Transformation Sustainable
benefits of our strategy. & recycling production
We reached a 6%
Transform waste Ensure eco-design,
decrease in carbon
Y S T E M
into maximum value optimization of
intensity (T CO2/M$) in resources /
Rehabilitate mining
production processes,
sustainable supply and
2020 compared to 2019 land and sustainably use of unconventional
E
O S
develop them resources
L U
but we can’t afford resting
E C
V A
on our laurels to be carbon

neutral by 2040. Becoming
D
L
A
E
pioneers on hydrogen and R

R
A
U
Smart
green ammonia, 89% of our
H
consumption
A
S
industrial needs are already Feed the plant efficiently at the

G
E
N
right time, rate, source and place

covered with clean energy –
H
I
T
A
F
getting closer than ever to our 100%

E
R O
C
N
strategic objective by 2030. Aware of A

T
I
O
V
the country's water context, OCP Group P R
E S
E
R
also confirmed its strategy to switch to 100%

unconventional water supplies and free up water
capacities for populations and agriculture. A
new wastewater treatment is under construction
in Safi, adding 8 million m3 unconventional water per year to our 37 million m3
already produced.
HANANE MOURCHID
Hinged on the Mohammed VI Polytechnic University and its world-class R&D
Head of Sustainability
network, OCP deploys significant innovation and partnerships capabilities to & Green industrial
accelerate progress and reach bold environmental objectives." development
122

100% green energy Zero conventional
water consumption
Windmill, solar, or co-generated production -
25% of national green power is produced by OCP Total consumption of water from seawater
(so 14% of the annual consumption in energy) desalination or wastewater treatment
Mines rehabilitation for Emissions control and

the communities' benefits effluent management
Redevelop twice the land rehabilitated each year, Exploit all available technological advances
creating seasonal and permanent employment in to reduce emissions and discharges
the agricultural sector
Maximize the value of low Implement

content phosphate smart agriculture
Full recovery of phosphate and Develop the 'smart fertilizers' and
other elements present in the rock innovative solutions for farmers
Carbon neutrality Make our waste a new

Setting our roadmap to reach 50% source of value
reduction in carbon footprint by 2030 and 24,000 metric tons of industrial waste to
carbon neutrality by 2040 be recycled each year, with the potential
to create jobs
123

GRI 103-1 | GRI 103-2 | GRI 103-3 | GRI 301-1
3.2.2.1 Resource preservation

Non-renewable materials consumed (expressed in millions of metric tons)
2018 2019 2020
Solid sulfur 5.93 6.56 7.24
Ammonia 1.42 1.58 1.90
KCI potash 0.27 0.24 0,25
Top critical raw materials - phosphate not included
The OCP Group, being the exclusive operator of the The integration of these environmental concerns has
world's largest phosphate reserves (around 70%), led the company to set up the Circular Economy
considers itself to be the "phosphate custodian " for principles based on 4 axes: the resource preservation,
humanity and has the ultimate mission of "feeding sustainable production, smart consumption and
the planet". In order to meet the exponential value creation through processing and recycling. The
food demand, it has embarked on an industrial Phosphate Stewardship policy is one of the variations
development plan which places the environment of the OCP Group's Circular Economy program, and
and resources preservation at the center of its represents its strong commitment to the sustainable
prerogatives. management of this resource.
Plus-circle Check out our policy
PRESERVING THE PHOSPHATE RESOURCE
1. Better recovery of phosphorous at phosphate rock level
OCP has developed a reverse flotation process to enrich its phosphates,

primarily for low-content deposits in Youssoufia and Khouribga region.
Key figures 2020
33%
This process is currently being rolled out at other sites such as Boucraâ and
Benguerir. Thanks to this process, 33% of Moroccan phosphates, considered
to have a very low phosphorus content, have become economically viable
and exploitable. of Moroccan phosphates,
considered to have a very
The Group is constantly seeking to improve its operational performance. low phosphorus content,
Through its Innovation department, several research actions are being became economically viable
carried out to improve the performance of these reverse flotation processes and exploitable through the
such as the development of new reagents or flocculants. In addition, reverse flotation process
several tests are underway for the use of new processes for the production
of phosphoric acid from poor phosphates.
2. By-products valorization linked to phosphorus
One of OCP’s research axes for the preservation of Phosphate resources is on valorizing by-products, which are
generated during the various stages of production. The most significant are waste rock and phosphogypsum:
the first being derived from post-wash extraction and drying processes while the second is a by-product
resulting from processing phosphate into phosphoric acid. Among the most important initiatives are:
124

GRI 103-2
\ The reintroduction of waste rock, containing low concentrations of phosphorus, in the process, enabling
the recovery of a fraction of this material and extending the reserve life.
\ The use of phosphogypsum: as an amendment to saline / sodic soils and as a low-cost fertilizer, in road
construction, in building materials and for the production of sulfuric acid and cement by thermal decomposition.
Plus-circle Check out all we can do with phosphogypsum
RECOVERING & MANAGING PHOSPHORUS EFFICIENTLY
1. Recovering phosphorous collaboration with international universities.
Nutrient recovery feasibility study The Group's Innovation Department is developing new
In coordination with JESA, OCP has designed recycling processes for waste rock and phosphate
and launched a feasibility study for integrating washing sludge for the recovery of residual phosphate
phosphorous and nitrogen nutrient recovery systems and other valuable elements other than P.
into three existing wastewater treatment facilities
developed by OCP in Khouribga, Benguerir and 2. Improving phosphorus efficiency through
Youssoufia. Research is also being carried out to products & technologies
assess the recovery of phosphorus from our liquid
effluents in recoverable forms. Moreover, OCP \ New customized fertilizer formulas: In less than
launched a study for the production of organic and ten years OCP has developed more than forty
organo mineral fertilizers from organic waste. new customized fertilizer formulas (NPK, enriched
liquid fertilizers, nitrogen-enriched TSP, Phosfeeds,
Innovations and research in phosphorous recycling TSP coated to be blended with urea, etc.) with
Through its participation in Fertinagro, OCP is agronomic tests carried out to confirm & maximize
committed to providing farmers with new products the performance of new fertilizer formulas (high-
that consist of integrating macro and micro nutrients sulfur fertilizers, polymers for P bioavailability, silicon
into organic fertilizers, commonly known as “Organic as a stimulant, biopesticides, etc.).
Fertilizers”. These new products are derived from the \ Bio stimulants for better nutrient absorption:
recovery of nutrients (N, P, K, ...) from organic waste Development of a new products range -
and are incorporated into new formulas that have Bio-Agritech - through new biotechnology solutions.
not undergone the conventional value chain of These biostimulant products result in better nutrient
fertilizer production. In addition, UM6P has initiated absorption, higher resistance to different climatic
a preliminary study on phosphorous recycling stressors (heat, rainfall, etc.), as well as producing
in the academic realm and anticipates further fruits and vegetables with higher nutritional value.
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3.Innovation, R&D and a partnership approach towards sustainable management of phosphorus
Through its phosphate stewardship policy, the OCP Group is committed to supporting
innovation, developing and deploying partnerships and R&D solutions to add value to the
products exploited and the co-products generated, maximizing returns and minimizing the
consumption of resources. The Group has several innovation and research and development
projects aimed at the sustainable management of P that can be summed up in the
improvement of operational performance, the recovery and recycling of P, and the development
of efficient products allowing eco-friendly consumption while feeding the earth correctly.
Tapping into layers with low P content Development of new

for the production of finished products reagents or flocculants for
(phosphoric acid, fertilizers). the treatment process.
Mine
Transportation
Phosphate Extraction Washing Slurry Sulfuric

deposits pipeline acid production
Phosphorus
Operational excellence
P recovery / recycling
Coarse Tailings
P efficiency
Development of new recovery processes for waste rock
and phosphate washing sludge for the recovery of residual
phosphate and other valuable elements other than P.
Fertinagro Biotech
OCP has a 20% stake in Fertinagro Biotech, a Spanish company
specializing in the production and marketing of fertilizers
(NPK, enriched NPK, biostimulants, etc.). It aims to promote
innovation and the development of products adapted to the
specific needs of soils and crops throughout the world. It also
strengthens the Group's know-how thanks to the technical
capacities and the range of innovative products of Fertinagro
Biotech. A joint venture was created in 2019 and an industrial unit
is being launched for the production of high added value fertilizers
(improved NPK, biostimulants, etc.) at the Jorf Lasfar site with an
initial production capacity of 250,000 tonnes per year.
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Hubei Forbon Technology Co., Ltd

OCP Group and Hubei Forbon Technology Co., Ltd, a Chinese player
specializing in the research, development and supply of global fertilizer
additive solutions and also active in the field of Smart Agriculture,
signed in 2020 an agreement for the creation of a joint-venture
operating in the field of research and development (R&D) for the
development of sustainable agricultural solutions aimed at providing
farmers with tailor-made fertilizer formulas, responsible agricultural
practices and digital services that meet their needs.
Development of new efficient Development of

Testing for the use of products: customized fertilizers, smart agricultural
new processes for the slow-release, smart fertilizers, and science-based
production of phosphoric biostimulants, micro-organisms, practices to optimize
acid from poor phosphates. organic coating, etc. fertilizers consumption
Processing
Phosphoric Fertilizer
acid production production
Liquid effluents Waste water Organic waste

Valorization of Phosphogypsum. Feasibility study for the recovery Development of
Recovery of P in recoverable of the element phosphorus (P) organic and organo-
forms. and the element nitrogen (N) mineral fertilizers from
from wastewater from wastewater organic waste.
treatment plants managed by OCP.
COMMITTED TO SUSTAINABLE PHOSPHORUS

OCP is also a founding member of The Sustainable Phosphorus Alliance (SPA).
SPA is North America’s central forum for the sustainable use, recovery, and
recycling of phosphorus in the food system. SPA collaborates with members
and supporters to innovate and implement evidence-based solutions to
the phosphorus sustainability challenge. Members range from mining and
processing companies, biosolids and manure companies, wastewater
treatment plants, startups, innovators, academic leaders and others.
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ENHANCING OTHER HIGH ADDED VALUE ELEMENTS

The Group is committed to exploiting and enhancing all the high value-added resources contained in
phosphate rock - other than phosphorus - as well as in by-products. Several actions are being carried out:
\ Development of pilot test for fluorine production in collaboration with the UM6P (LFP for lithium-ion
and launch of a second pilot test using Fluorsid batteries, NVPF for sodium-ion batteries).
technology. \ In partnership with Prayon and the École des
\ Carrying out elimination and reduction Mines in Albi, the development, in test mode, of
management tests for Cadmium contained in phosphate-based materials for thermal energy
phosphate and its derivatives. storage.
\ Launch of innovation and R&D initiatives to \ Development of ways to use elements with high
develop phosphate-based materials for batteries added value such as rare earth elements.
FROM PHOSPHOGYPSUM TO RESOURCE
Phosphogypsum is our main by-product resulting of the effects of the quantity and frequency
from processing phosphate into phosphoric acid. of PG amendment, the quality of PG and
OCP has initiated a strategy to study all possible irrigation water on crops and the quality
ways of valorisation and taking them from the of the soils affected by salinity. We have
laboratory to the field. been monitoring the pilot demonstration
area at Jorf Lasfar for the evaluation of PG
R
OAD: Phosphogypsum (PG) mixtures have amendment trials in saline soils: yield increase
been studied to comply with both the up to 5 times while impacts on health are still
mechanical characteristics of road construction being assessed.
and international environmental requirements. We have also launched a project to develop
Phosphogypsum-cement-sand / waste rock a model for the valuation of PG in agriculture
mixtures were used for the construction of and for the fight against desertification which
various sections of pilot roads at the Safi and will study the cost of inaction, target schemes
Jorf Lasfar sites. Studies to optimize the amount and economic models. Finally trials have
of cement used have also been carried out. In been set up for the evaluation of PG as a
2020, we launched discussions with the Ministry low-cost fertilizer for field crops at the UM6P
of Equipment, Transport, Logistics and Water as experimental farm.
well as the Moroccan Agency for Nuclear and
Radiological Safety and Security (AMSSNuR) ONSTRUCTION: valuing phosphogypsum
C
for the construction of a pilot road section in construction materials. Launched by OCP
on the national network. We also carried in partnership with the Public Laboratory for
out an economic model for the valuation Tests and Studies (LPEE), the first phase of the
of phosphogypsum in road construction in research and development mission for the
Morocco. valorisation of PG in bricks and agglos was
completed in 2020. The second phase, which
GRICULTURE: using phosphogypsum as an
A aims to build small houses with optimized
amendment to saline soils and affordable bricks / agglomerations, is being prepared
fertilizer to improve soil fertility. Agricultural in partnership with the Green Energy Park
productivity is impacted by salinization in an (GEP). Also, discussions with Lafarge-Holcim for
increasing number of countries. PG brings recovery in cement are underway.
calcium and sulphur as well as acidity which
allows a better nutrient uptake compared HERMAL DECOMPOSITION of
T
to natural gypsum. Pilot tests are running on phosphogypsum is still being investigated.
different types of soils and crops in partnership CaO and SO2 resulting from its thermal
with INRA (National Institute for Agronomic decomposition could be used to produce
Research) and UM6P. In 2020, new tests have clinker/cement and recyclable sulfuric acid
been initiated with UM6P for the evaluation in our industrial activity.
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in 2020
100% phosphogypsum storage in all Basic study achieved (Jorf Lasfar)
processing platforms (Jorf Lasfar and Safi)
by 2028
First Phosphogypsum Moroccan Road Discussions ongoing with the

by 2022 Ministry of Equipment, Transport,
Logistics and Water & AMSSNuR
for the construction of a section of
road on the national network
Additional tests intiated with UM6P to Ongoing

assess the effects of the quantity and
frequency of PG amendment, the quality
of PG and irrigation water on differents
salins soils & crops.
Phosphogypsum thermal decomposition Ongoing

 Laboratory tests
Conduct Life Cycle Assessments (LCAs) to Ongoing

assess environmental impacts along the
products lifespan.
Valorization of PG in construction Ongoing

materials

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3.2.2.2 Sustainable production
GREENHOUSE GAS EMISSIONS & CLIMATE CHANGE
2018 2019 2020
Total GHG emissions (t CO2 eq.) 4,005,687 3,570,178 3,540,496
Direct (Scope 1) GHG emissions 2,787,320 2,778,203 2,769,789
Energy indirect (Scope 2) GHG emissions 1,031,879 571,098 563,182
Other indirect (Scope 3) GHG emissions 186,488 220,877 207,525
GHG emissions 2018 and 2019 data have been certified by the external certification body Afnor. check-circle
674
635
597
657 523
497
2018 2019 2020
Carbon intensity (T CO2/M$) Carbon intensity (T CO2/KT P205)
Total revenues (M$) were 5.946 in 2018, 5.622 in 2019, 5.935 in 2020
and ACP production (KT P205) respectively 6, 7, 7.
Facing climate change and being aware of its responsibility to contribute

to Morocco's goal of 50% greenhouse gas emissions cut by 2030, OCP
pursues a cutting-edge strategy to reduce its CO2 emissions - being the
only GHG significantly generated by its activity. This commitment is clearly
reflected in its carbon footprint evolution over the last decade – which
remains steady in spite of its threefold increase of fertilizer production.
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Achieving carbon neutrality by 2040
+13%
+6%
Carbon footprint
evolution mainly due
Phosphate rock
34,3
35,3
35,3
35,3
40,7 to Energy indirect
emissions (scope 2)
production (Mt) reduction resulting
from renewable
energy increase,
optimization of
7,1 co-generation
Phosphoric acid
6,1 6,8 energy use and
production (Mt P205) fuel consumption
reduction.
Fertilizer 8,8 10,0 11,2
production (Mt)
Carbon footprint
(Mt CO2 eq.)
4,0 3,6 3,5
-14% -1%
2018 2019 2020
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Mitigation:
how do we reduce or prevent
greenhouse gas emissions?
GREEN AMMONIA
1,720,200 tCO2 eq offsetting potential
Planned
Project with the German Fraunhofer Institute for
Microstructure of Materials and Systems to use green
hydrogen and green ammonia as inputs into our supply
chain. Green hydrogen, obtained by electrolysis of
water using electricity produced from renewable energy
ENERGY EFFICIENCY sources, can be transformed into many products for
-10% consumed energy the fertilizer production. Green ammonia, composed
of green hydrogen and nitrogen, can be used, among
Ongoing other things, as a raw material for producing fertilizers.
Through the energy efficiency program, based on a management A pilot project is being launched and will be designed in
system aligned with the ISO50001 standard, the continuous diagnosis Morocco by the OCP Group and the Green Energy Park
and deployment of digital tools for monitoring consumption and in Benguerir with the support of Fraunhofer IMWS. It will
managing energy resources ensure continuous improvement and have a capacity of 4 tonnes of ammonia per day and
optimization of energy consumption, to the highest possible level. scale-up will allow around 600,000 tonnes per year.
Processing
CO2 CAPTURE
1,000,000 tCO2 eq offsetting potential
Desalinisation
plant
Planned
We plan to capture CO2 emitted by our phosphoric
Ammonia
acid chimneys. Our objective is to achieve a reserve Sulphuric
25% reduction in CO2 emissions by 2030 from acid unit
phosphoric acid production chimneys. Fertilizer unit 1
Phosphoric
acid unit
Development Distribution
of sustainable & sales
agriculture
Fertilizer unit 2
Phosphate
rock
Phosphoric Fertilizer
acid
COGENERATION
2,231,169.28 tCO2 eq avoided Achieved
Cogeneration consists in recovering waste heat released during the sulfuric acid production within our processing sites to
produce electrical energy. Capacity was reinforced with the commissioning of the integrated JFC4 unit at Jorf Lasfar, a unit
equipped with a thermoelectric power station with a capacity of 65MW and a heat recovery system (HRS) which allows saving
an equivalent electrical power of 10MW. The cumulative installed capacity of HRS is approximately 75MW equivalent. Self-
production covered more than 77% of the infrastructure needs of our processing sites in 2020.
Note: annual estimation compared to business as usual

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WIND POWER PLANTS MINE RECLAMATION CARBON FARMING

315,077 tCO2 eq avoided Around 4,5 million 3,000 tCO2 eq offsetting potential
trees planted so far
Planned
Achieved
Achieved Carbon farming is the process of changing
Power Purchase Agreements (PPAs) – energy
agricultural practices or land use to increase the
supply contracts – are implemented to
amount of carbon stored in the soil and vegetation
supply wind power to OCP’s mining sites of
(bio-sequestration). Developed in Benguérir, our main
Youssoufia and Khouribga. For 2020, 473 GWh
experiment consists of growing 7 tree species using
were provided via PPA wind contracts while
3 irrigation levels, 2 types of soil amendments and in
some of our production sites already benefit
2 locations. The experimental design has been made
from 100% renewable energy supply. in such a way that it enables us to study the effect
of each factor as well as the different interactions
between the different treatments.
MINING SITE
WASHING PLANT
Extraction
Transport & washing
SLURRY PIPELINE
665,000 tCO2 eq avoided
Achieved
Compared to the railway conventional
transportation, the slurry pipeline allows to SOLAR POWER PLANTS
transport more phosphate rock and remove all 149,625 tCO2 eq offsetting potential
intermediary handling resulting in significant CO2
Ongoing
emissions reduction. 930,000 tCO2 will be saved
by 2025. Two solar power plants are under
study at the mining sites of Benguerir
and Khouribga with a capacity of
15 MW and 90 MW respectively by
2023. These plants will increase the
share of renewable energies in the
CO2 OFFSETTING FOR STAFF TRAVEL energy mix and reduce our carbon
2,300 tCO2 eq compensated annualy footprint.
Achieved
We adhere to the “Voluntary carbon offsetting” program implemented by the Mohammed VI Foundation for Environmental
Protection (FM6E). OCP's financial contribution to the program is intended to offset the CO2 emissions due to plane and car
travel for all of its executives and staff in the context of missions related to their functions, based on estimated CO2 emitted
annually, on the price of DH 200 per tonne carbon and using the available emission factors adapted to the Moroccan context.
The FM6E is mainly committed to carrying out or having carried out projects in the fields of energy saving or energy efficiency,
renewable energy or carbon sequestration.
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ZOOM INTO GREEN LOGISTICS
OCP Group supply chain includes a complex web of different transportation systems.
Internally, the Group uses heavy mining trucks to carry out phosphate ore from mining
areas to washing plants. Once enriched, the phosphate is transported to chemical
facilities or to ports for export purposes by train or by pipeline. Externally, OCP group uses
bulk carriers and tankers to export its fertilizers to its clients and to import raw materials
such as sulfur and ammonia. OCP Group's commitment toward a sustainable logistic is
ongoing, and the first step was the implementation of a slurry pipeline between its biggest
mine (Khouribga) and its biggest chemical hub (Jorf Lasfar). This new technology has
allowed OCP Group to reduce train transportation by 50% that consumes fossil energy
by a pipeline that uses gravity instead. The slurry pipeline enables the transport of more
phosphate rock and removes all intermediary handling.
MINING
WASHING FLOTATION
STORAGE
HEAD STATION
TRANSPORT
AND STORAGE
TRANSPORT
AND STORAGE TRANSPORT VIA
SLURRY PIPELINE
LOADING
TRANSPORT
BY TRAIN
TERMINAL STATION
UNLOADING IN UNLOADING AT
CASABLANCA JORF LASFAR
PROCESSING
EXPORT
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CO2 At least
reduction 110,380 276,627 495,920 620,000 665,000 930,000
(tons)
100
80
60
40
20
0
2014 2015 2016 2019 2020 2025
By train By slurry pipeline
50%
train transportation reduction, replacing fossil energy
1/2
processing site covered
by gravity while transporting more phosphate rock (Jorf Lasfar) – completion
and removing all intermediary handling. in Safi planned by 2030
OCP has engaged many studies that aim to use green energy wherever it may be
possible: the group is studying the use of electric or hydrogen mining trucks to replace the
diesel ones, and also powering trains by renewable electricity from solar farms. Last but
not least, in order to serve its clients, OCP Group is paving the way for the use of ammonia
as a combustible for shipping (zero CO2 emitting fuel) by launching technical studies for
the feasibility of this substitution.
MONITORING, REPORTING & VERIFICATION
OCP has been rigorously monitoring its carbon footprint since 2007. A calculation tool has
been implemented in accordance with ISO 14064-1, the standard specifying requirements
for organizations to quantify and report on greenhouse gas emissions. Since 2014,
the carbon footprint of OCP Group is certified annually according to ISO 14.064 by an
approved certification body GUTcert, subsidiary of the AFNOR Group.
-1% CO2
emissions reduction in 2020 compared to 2019 while
production rose +13%
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Adaptation: how do we adjust to actual and

expected future climate?
WATER EFFICIENCY
Facing increasing demand for fertilizers and aware of Morocco’s water stress, OCP has
been running a water program based on the circular economy principles to sustainably
ramp up production and ensure food security. The program is based on an integrated and
optimized water management and the use of non-conventional resources.
Plus-circle Find out more here
SMART CONSUMPTION
Aware of the climate change risks on food security, OCP is developing products and
services for a sustainable and resilient agriculture.
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Climate-related risks
Climate-related risks will have a financial impact on our company and all our stakeholders.
We need to focus our efforts on more effective climate-related disclosures to enhance
sustainable investment, credit and insurance decisions. That is why we are working to align
this report with the recommendations of the TCFD (Task force on Climate related Financial
Disclosures). Among the climate-related risks we are assessing are:
PHYSICAL RISKS
To our customers
\ Large impact on agriculture and food security.
As average temperatures increased over the past century, the frequency, duration and
severity of droughts and floods increased, due to higher water evaporation, earlier
snowmelt and precipitations falling more as rain than snow. Climate change is also
occurring as floods, where periods of extreme rainfall alternate with periods of extreme
heat or dryness, affecting agriculture and increasing environmental problems.
\ Growing risk for farmers
In extreme weather conditions, farmers’ productivity and economies are heavily affected,
as average yields of most crops decline beyond certain maximum temperature thresholds
under both irrigated and dryland production.
Between 2018 and 2019, US agriculture experienced 3 back to back seasons of flooding,
leading to reduction of millions of hectares of planted areas and vulnerable crops to
freezing due to late plantings and late harvests. However, better weather conditions after
those three successive altered seasons, contributed to better planting and harvesting of
grains, leading to an increase of fertilizer consumption. In 2019, a drought impacted wheat
yields in Australia.
Although the weather was clement for Europe and South East Asia in 2019, in 2020,
droughts affected Romania, Bulgaria and Ukraine (Eastern Europe) that lead to a
reduction of wheat production and production yields. South-East Asia has been also
going through natural disasters in 2020 known to be recurrent in the region, such as
typhoons and floods which have reduced demand for fertilizers and caused some
shipping delays of agricultural goods. The impact on demand hasn't been that important
as these natural disasters happened in the last quarter in 2020 when South-east Asia is in
its off-season.
\ Impact on fertilizer business
Farmers’ exposure to increased risks on their economies, impacts fertilizers and other crop
inputs demand and can put pressure to the supply chain through higher inventories at
the wholesaler and retailer levels or increased difficulties in accessing farmers, such as
disruptions in US waterways levels in the last two years.
OCP is monitoring factors affecting agriculture in each region through its local
representations, agronomist’s teams and close relationships with its customers to
understand the challenges they face and adjust its production capabilities to address
farmers’ needs.
Plus-circle Find out more on how we mitigate these risks
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To our sites
We manage weather-related risks like any other risk at both corporate and site levels
mainly through risk dashboards and business continuity plans including prevention,
emergency and recovery plans which are updated every year. We assess acute and
chronic weather changes for physical risks to our sites:
\ Floods:Gantour mining sites – i.e. Youssoufia and Benguérir – are located near rivers
which might threaten specific areas during extreme rainfalls. Beyond our emergency
and recovery measures, the main preventive answers we provide are the continuous
monitoring of the pumping system efficiency and the development of dams to manage
oueds’ water levels in collaboration with local authorities and communities. All of our sites
are increasingly facing intense precipitations events and are equipped with flooding
protection measures – the level of measures depending on the infrastructures’ criticality.
\ Coastal erosion: is continually reshaping shorelines through ocean currents, tidal

movements, wind and wave action. The average global sea level rise (SLR) predicted
by the IPCC (up to 59 cm by 2100) will also exacerbate erosion. Among our coastal sites,
our processing site of Safi – located on the cliff – is under specific scrutiny. We therefore
monitor the evolution of the cliff every six months and implement a reinforcement
program mainly through dikes.
\ Water scarcity: Higher average temperatures and more extreme, less predictable,
weather conditions – i.e. heat waves, droughts, rainfalls – are increasingly impacting
the availability, the distribution and the quality of water in Morocco, considered as
a freshwater scarcity country. OCP’s mining and processing sites both rely on water;
that is why we have developed a water management program hinged on water
efficiency measures and non-conventional water sources – i.e. treated wastewater and
desalinated seawater – that will cover 100% of our needs by 2030. As water is mainly
used for irrigation in Morocco, OCP is also designing products and services to support
farmers.
3,8%
Freshwater withdrawal from regions with High or Extremely
High Baseline Water Stress (WRI Aqueduct risk atlas)
Plus-circle Read about water scarcity-related opportunities
To our supply chain

Emergency plans have been developed by our procurement team for our main production
inputs if our key suppliers face weather-related disruptions. We are also working to
geographically diversify our suppliers and increase our storage capacity. We are also
developing local production capacities as close as possible to farmers to minimize supply
chain disruptions.
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TRANSITION RISKS
Policy and legal changes, technology costs, and potential changes in consumer behavior
are potential risks we track during the transition toward a low carbon economy. We are
considering the main following transitional risks:
\ Carbon market
Our industry plays a significant role for emissions reduction regarding its potential
for mitigation, experience with Monitoring, Reporting, and Verification (MRV), and
environmental impacts. OCP proactively participates to the development of a mitigation
framework and carbon market mechanisms for Morocco through the following steps:
1. Analysis of different GHG mitigation instruments in Morocco.
2. Design of a digitalized MRV system for guidance. The Ministry of Energy, Mines and
Environment is deploying a platform hosting the MRV system.
3. Development of a regulatory and institutional framework for implementing mitigation
measures based on carbon market mechanisms.
4. Establishment of baseline data and evaluation of the mitigation potential.
A methodology for defining baselines and evaluating attenuation scenarios based on
different carbon prices has been developed.
\ Rising climate commitments from Morocco to the Paris Agreement
In order to honour its commitments under the Paris Agreement, Morocco submitted its first
NDC (Nationally Determined Contributions) in September 2016. It includes a list of mitigation
actions that should contribute to the achievement by 2030 of the national target of 42%
GHG reductions compared to the business-as-usual reference scenario. These actions only
concerned the energy sector.
Following the royal speech addressed to the last Climate Action Summit on September 2019,
Morocco committed to enhancing its GHG reduction ambition by 2030.
In this context, the Department of the Environment of the Ministry of Energy, Mines and the
Environment launched a consultation aimed, among other things, at the revision of the
national commitments expressed in the NDC by integrating the mitigation actions of the
sectors which were not involved in the first version, in particular the phosphate sector.
Thus, the updated NDC presents a mitigation target of 44.2% for the year 2030 compared to
the reference scenario and the contribution of the phosphate sector amounts to 11% in 2030.
Unconditional & conditional efforts breakdown in 2030

3% Land & Forestry 2% Cement sector
management
6% Building
6% Agriculture
26% Electricity production
9% Transport
11% Phosphate sector

20% Waste
17% Industry (except cement
& phosphate)production
$61
million R&D total
\ Costs to transition to lower emissions technology
Achieving carbon neutrality by 2040 is a goal we are working on. It requires significant
expenditures in capital expenditures to increase our Research & Development capacities as well as to
2020 purchase and roll out best-in-class technologies.
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Climate-related opportunities
Efforts to mitigate and adapt to climate change also produce opportunities for us from resource efficiency
and cost savings to the development of new products and services and access to new markets.
REDUCE OPERATING COSTS

Resource efficiency: Our challenge is to meet growing consumption needs while using a minimum
of resources to preserve our reserves and optimize costs to guarantee food security. That is why we
developed a circular economy framework to optimize the products life cycle footprint - from their
design to their end of life.
Energy sources: OCP has developed an Energy Program with the goal of diversifying its energy mix,
achieving self-sufficiency and reducing annual energy costs. The program is based on energy efficiency
measures, development of cogeneration capacity and increased use of renewable energy.
DEVELOP CLIMATE SMART PRODUCTS & SERVICES

Changing climate, from warming temperatures to changes in precipitation, is increasingly impacting the
way plants grow all around the world. Agriculture contributes to around 20% of greenhouse gas (GHG)
emissions – through intensive farming leading to soil erosion & loss of biodiversity, expansion of arable
lands leading to deforestation. To provide farmers with sustainable answers to natural resources depletion
and increasing regulations, we are continuously improving our product and service offers towards a smart
agriculture embedding the 4R's nutrient stewardship framework - Right fertilizer, Right rate, Right time,
Right place - which is structured around:
Providing farmers with local Developing customized products
1 2
infrastructures such as blending and adapted to the evolution of the
storage facilities and minimize supply soil-crop-environment system to
chain disruption due to weather. seize opportunities for climate-smart
Plus-circle Find out more products.
Supporting farmers with customized

financing solutions and insurance
Designing digital tools (i.e. rainfall deficit) acting as a facilitator
3 4
to enable farmers to make and providing banks and insurers with
the right decisions. yield and payback guarantee through
smart inputs and training for farmers as
well as access to market.
GOVERNANCE AROUND CLIMATE-RELATED RISKS & OPPORTUNITIES

Risk management is governed by our Board and our Audit and Risk Committee, who oversees our
Risk Management Team in understanding the principal risks to our business, including environmental
and climate-related risks. Responsibility and accountability for risk management is embedded in all
levels of our organization, and we are working to further integrate risk management into key decision-
making processes and strategy.
The Sustainability platform coordinates our sustainability management, including climate-related issues.
140


in 2020
World first phosphates specific Achieved
methodology enabling Moroccan carbon
market development
 Partnership with the Secretary of
State for Sustainable Development to

establish carbon market mechanisms
adapted to the Moroccan context
 Develop methodology enabling base-
line calculation and assessment of the

mitigation potential for the phosphate
sector in Morocco
100% of OCP's energy needs covered 89% of our energy needs covered
with clean energy (both cogeneration & with clean energies
renewable energy) by 2030
50% reduction from 2014 in the carbon - 6% carbon intensity (T CO2/M$)

footprint by 2030 compared to 2019
Achieve carbon neutrality by 2040 3,5 million t CO2 eq total GHG

emissions

141

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EMISSIONS MANAGEMENT
Unit : Tonnes/year
2018 2019 2020
SO21 57024 49280 46451
HF 1131 649 151
Dust 2155 34012 22572
NH3 996 976 390
NOx 1200 1016 873
(1) SO3 is very low in our air emissions.

(2) Excluding drying operations in Phosboucraa. The 2018 data didn’t include Safi since data were not available.
OCP Group doesn’t emit VOC (Volatile organic compounds) & Chemical Oxygen Demand
OCP has been committed to reducing its air emissions for many years to reduce
environmental and human health impacts on the one hand, and to optimize production costs
on the other hand. Facing significant emissions such as sulfur dioxide emissions, fluorine,
ammoniac, hydrogen sulfur, and particulate matters (dust), our management approach is
structured around prevention and mitigation leverages:
\ Technological improvements: for producing \ Continuous monitoring coupled with

sulfuric acid which has gone from simple atmospheric dispersion models allowing
absorption, double absorption to the immediate or preventive corrective
SULFACID system, which has made it possible measures and in particular trade-offs
to drastically reduce the emission level depending on the level of production.
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SULFUR DIOXIDE EMISSIONS
Activities: sulfuric acid production

6% reduction of SO2 emissions
in 2020 compared to 2019, mainly due to
Industrial sites: Safi & Jorf Lasfar processing platforms
the commissioning of SULFACID on the
3 sulfuric acid production lines in Safi.
Sulfacid technology This made it possible to reduce the SO2
Designed by OCP Group together with a specialized partner, the pollutant load of Safi by 33%; but this
technology allows to reduce SO2 emissions by up to 98%, and decrease was mitigated by the failure
achieves emissions 10 times lower than the World Bank's threshold. of one of our lines in Jorf Lasfar.
417
$156
million to invest 3 lines equipped
with Sulfacid
technology in Safi
-98%
$66
million achieved 2 in Jorf Lasfar
Most stringent
threshold 157 PPM
15 PPM
Best available Emissions using

technology outside the Sulfacid
Sulfacid process
Air quality monitoring stations Highlights 2020

Air quality continuous monitoring stations are
operational. The sulfuric acid units are controlled Ongoing

by operating scenarios depending on weather Industrial tests for further solutions to reduce SO2
conditions. These scenarios can vary from emissions
production reduction to shut down.
Ongoing
Plum’air solution Scaling up Sulfacid technology on 4 sulfuric acid

Plum’air is a real-time and forecast atmospheric production units on the Jorf Lasfar platform
emissions dispersion modelling system operational
in all processing sites. This system is equipped with Key figure
the latest technologies in terms of emission control
100% 5
and air quality (automatic notifications, reporting,
scenario simulation, monitoring of accidental
events, etc.). The solution also allows the Jorf Lasfar
site to model the dispersion of emissions in the of chimneys have air monitoring stations
workplace (3D). online SO2 analyzers 2 in Safi and 3 in Jorf Lasfar
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Production lines aligned with the World Bank threshold (< 450 mg/Nm3):
SAFI 38%
JORF LASFAR 50%
100% aligned with Moroccan law

in 2020
6/6 production lines equipped with the 2/6 lines
Sulfacid technology in Jorf Lasfar by 2025
86% and 46% reduction of sulfur dioxid 18% for Safi and 21% for Jorf Lasfar
annual pollutant load respectively in Safi
and Jorf Lasfar by 2025 compared to 2018
Reduce its global SO2 polluting load by 19%

50% in 2025 compared to 2018
Align 100% of the production lines with the 38% aligned in Safi & 50% aligned
World Bank threshold by 2028 in Jorf Lasfar
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FLUORIDE GAS
77%
Activities: phosphoric acid and fertilizer production
Industrial sites: Jorf Lasfar and Safi processing platforms
\ Emissions monitoring system through measurement campaign led by third

Fluoride gas annual
parties, online analyzers on each chimney
pollutant load reduction
\ Gas washing technology: in 2020 compared to
• 8 phosphoric acid production lines in Safi equipped in 2020 with the 2019 mainly due to the
fluorinated gas washing system with Hydrogen fluoride emissions falling below generalization of the
5 mg / Nm3, the strictest threshold at the international scale. fluorinated gas scrubbing
• 1 new technique in industrial tests, launched in 2020 to further eliminate system on all phosphoric
odors from fluorinated gases at Safi. acid production lines in Safi.
100%
production lines aligned with the World Bank
threshold (<5mg/Nm3) and the Moroccan law

in 2020
80% 87%
reduction compared to 2018 of
fluoride gas emissions by 2021
60%
AMMONIA
Activities: nitrogen-based fertilizer production

Industrial sites: Jorf Lasfar processing platform
reduction in 2020 compared
to 2019, mainly due to the
\ Emissions
monitoring system through online analyzers on each chimney;
operational control of
and a network of online NH3 sensors at the workplace level.
emissions at the level of the
\ Plum’air solution fertilizer units in Jorf Lasfar
100%
chimneys below 50 mg/Nm3 aligned
with the World Bank threshold

in 2020
Align the 3 new production lines planned with Ongoing
the World Bank threshold
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HYDROGEN SULFUR
Activities: sulfur melting and phosphoric acid pre-treatment

Industrial sites: Safi & Jorf Lasfar processing platforms
\ Hydrogen sulfide gas washing unit for new sulfur melting in Jorf Lasfar
\ Hydrogen sulfide gas washing system for all phosphoric acid pre-treatment units
\ Plum’air solution
Expected to be completed by the end of 2021, we have been working in 2020 on our construction projects for
washing units for hydrogen sulfide gases. These projects include the installation and commissioning of on-line
gas analyzers hydrogen sulfide on all chimneys.
PARTICULATE MATTER (DUST)

34%
Activities: phosphate drying and calcination units, reduction in 2020 compared to
dry phosphate grinding units, fertilizer production units, 2019, mainly due to operational
MCP / DCP units. control of emissions at the fertilizer
Industrial sites: all sites unit level in Jorf Lasfar
\ Monitoring
measures through stations, measurement campaign led by third parties, and online analyzers on
each chimney
\ Plum’air solution
\ Progressive shutdown of old phosphate drying units
\ Filters equipment for all dry phosphate grinding units
\ Electrofilters at the calcination unit and bag filters at the phosphate drying units

in 2020
87%
100% of our lines aligned with the
World Bank threshold by 2025
of our lines aligned - Projects
to be launched in 2021 to clean up
dust in TSP (Triple Super Phosphate)
production at SAFI and study the
reduction of dust in mining sites.
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DEVELOPING RENEWABLE ENERGY AND ENERGY EFFICIENCY

2018 2019 2020
Industrial fuel 2 9 963,68 10584,24 9631,32
Total Energy Diesel 2 575,29 2726,35 2360,75

consumption within
the organization Natural gas 1 215,25 1200,53 1197,30
from non-renewable
sources Purchased electricity from National Grid 4 518,93 2615,70 2626,27
Total (TJ) 18273,15 17126,82 15815,63
Wind From PPA 846,04 2022,3 1705,78

Total energy
consumption within Self-generated clean electricity 7 471,80 9 556,75 10 144,30
the organization from
clean sources
Total (TJ) 8 317,84 11 579,05 11 850,08
Total energy
Total (TJ) 26590,99 28705,86 27665,71
consumption
Electricity auto consumed 7 471,80 9 556,75 10 144,30
Total energy Electricity sold 182,95 624,05 1011,54

production
Total (TJ) 7654,75 10180,80 11155,85
Decoupling our production from our environmental footprint is the heart of our circular economy framework
to meet the exponential needs of fertilizers in the decades to come. The Energy program is based on the
following strategic pillars:
ENERGY EFFICIENCY CLEAN ENERGY

Reducing our Increasing renewable energies
consumption & cogeneration
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INCREASING OUR ENERGY EFFICIENCY
Real-time energy management and smart energy automation ensure the continuous
improvement of our energy consumption. Energy efficiency is also considered at the
early stages of each industrial projects aligned with the eco-design spirit we have in
everything we do.
In 2020, a pilot study for a digital energy optimization system for the Group Energy control
room has been carried out. All our processing sites are in the process of getting certified
ISO 50001 on energy management and all our industrial sites are already certified Protect
& Sustain aligned with ISO 50001 certification requirements.
DEVELOPING CLEAN ENERGIES
37%
Wind energy
100%
Cogeneration
92%
Wind energy
75%
Cogeneration
92%
Wind energy
99%
Wind energy
2018 2019 2020

2,918
Electricity mix 2020: 2,741

2,658
Energy intensity - products (GJ/t P205 )

77% 0,0051
12% 0,0047
Cogeneration
0,0045
Renewable 11%
From National Grid Energy intensity - revenues ( GJ/ $)
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GRI 103-2
Energy footprint:
our areas of focus
47,3% consumption
Hydro energy
Green mobility
52,7%
Wind energy
consumption Extraction
MINING SITE
& washing
WASHING PLANT
Solar energy
Green amonia
DESALINISATION
PLANT
AMMONIA SULPHURIC
RESERVE ACID UNIT
FERTILIZER UNIT 1 Cogeneration
PHOSPHORIC
ACID UNIT
Green methanol
Scaling up clean
energies: microgrids
FERTILIZER UNIT 2
Renewable energy storage
Development of cogeneration capacity Key figure

Recovering waste heat released during the sulfuric acid production
within our processing sites to produce electrical energy. 463 M$
to be invested over the
next 10 years to develop its
Wind energy
cogeneration capacities.
Power Purchase Agreements (PPAs) are still being implemented in 2020

to supply wind power to our sites.
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GRI 103-2
Solar energy
\ Solar mapping of the OCP group sites: high resolution solar mapping
development for OCP sites - mainly Safi, Jorf lasfar and Phosboucraa.
Key figure
Calibrated by measurement data on the ground at site level, the study
will make it possible to rationally and quantitatively determine the
potential of the sites' solar deposits (annual yield), suitable locations
1 M$
(10 MMAD) will approximatively
for the installation of solar power plants, or to thoroughly assess their
be invested in these solar
profitability. This data-driven project will boost the promotion of OCP
energy studies
Group’s solar roadmap.
\ Solar smart and development of prediction Model: Solar monitoring to

develop a proactive and predictive advanced anomaly detection system
based on artificial intelligence to implement it within the future Benguerir
solar power plant. This solution will increase the efficiency and availability
of the solar power plant as well as the reduction of operation and
maintenance cost, therefore minimizing the cost per kWh of solar energy
produced. From an environmental point of view, increasing the availability
of the power plant through the rapid detection of breakdowns makes it
possible to minimize access to conventional energy sources as much as
possible and therefore reduce our carbon footprint.
\ Solar desalination: study and installation of two solar desalination

systems for brackish water in Phosboucraa. The objective is to
validate the potential of solar desalination as an alternative solution
with low cost and environmental impact, to cope with water stress in
landlocked regions with brackish underground resources. The outcome
of this work can possibly be exploited at different scales for industrial,
agricultural or domestic applications.
THE GREEN ENERGY PARK (GEP) is one of the pillars of innovation and
R&D of the OCP Group for the development of new green energy solutions.
Hydro energy
Recovery from raw water supplies. This involves carrying out studies and
simulations on the potential of hydraulic energy to be recovered from the $ 116k
deposits present in the OCP sites. The project will focus the raw water (1 MMAD) invested in 2020
supply lines of the dam supplying the two mining sites Gantour and
Khouribga, in order to exploit the potential energy deposit as well as the
various simulations on the potential technologies to be deployed in the
field of hydraulics and hydromechanics. The installations targeted are the
Central Morocco adduction in Khouribga and the Al Massira adduction
in Gantour – both featuring hydraulic energy potential to be studied and
simulated to seize the opportunity to exploit their energy deposit.
Hybrid Green Ammonia
The first phase of the project, consists of carrying out a study that will
assess the technical-economic feasibility and the conceptual engineering
of a new integrated platform for the production of green ammonia while
improving via a new technology the recovery and use of oxygen for the
production of sulfuric acid. This study also relates to the use of excess
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GRI 103-2
clean energy resulting from the cogeneration of the Group's industrial facilities at its Jorf Lasfar site and on a mix
of clean renewable energies, which might be developed to feed the hybrid green ammonia plant.
Green ammonia
Project with Fraunhofer Institute for Microstructure of Materials and Systems. Green hydrogen, obtained by
electrolysis of water using electricity produced from renewable energy sources, can be transformed into many
products for the fertilizer production. Green ammonia, composed of green hydrogen and nitrogen, can be used,
among other things, as a raw material for producing fertilizers – while ammonia production accounts for more
than 1% of global CO2 emissions. Designed by OCP Group together with the Fraunhofer Institute and GEP, the
construction the green ammonia production at Jorf Lasfar with a capacity of 4t / day (4 MW electrolysis) has
started late 2020 for a completion period of 18 months.
Green methanol
As well as carbon capture and valorisation projects are still under development.
Green mobility
To study the possibility of migrating OCP group mining trucks as part

of green mobility, thereby significantly reducing the group's carbon $ 302k
footprint. The study will also define the best renewable energy mix to (2,6 MMAD) invested in 2020
supply these trucks (with electricity or hydrogen) as well as the expected
final impact on the reduction of greenhouse gas emissions.
Also, OCP is launching studies and a pilot to replace the personnel
transport buses with green mobility.
Tackling the renewable energy storage challenge
Intermittency is increasingly becoming a key subject to address with

rising renewable energy input in order to allow stability and continuity
of the electrical energy supply. In this context, the study will focus on
$ 154k
(1,4 MMAD) invested in 2020
the characterization of electrochemical storage solutions with the
different solutions that exist on the market and their compatibility with
the different scenarios for the case of the OCP group sites as well as
the development of a basis for sizing battery storage.
\ Stemphos project: We have further worked in 2020 with Prayon - a world
leader in the phosphate sector which manufactures an extensive range
of phosphate and fluorine products that are used in food applications,
industrial applications, fertilizers and other applications such as
pharmaceuticals to develop phosphate-based materials with UM6P to
improve and scale up thermal energy storage solution.
A pilot for thermal storage will soon be launched with Prayon in order to
test the developed products in a bigger scale.
Scaling up clean energy
Study on micro-grids for application in isolated agglomerations. Indeed,

more than 600 million people in Africa do not have access to electricity $ 211k
and the situation is more critical in rural areas where electrification and (1,9 MMAD) invested in 2020
connection to networks present several constraints. The objective is to
study micro-grids as a solution to strengthen electrification in isolated
areas by relying on hybrid solutions (photovoltaic and diesel group for
example) and on the storage of electricity in batteries
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Key figures
25%
$ 24 millions of the Moroccan
clean energy
produced by OCP
invested in Research & Development related to energy.
2,5 MT
OCP’s energy needs covered with clean energy
(both cogeneration & renewable energy)
2018 2019 2020

CO2 eq avoided
70% 86% 89% in 2020 thanks to clean energy
89% of electricity consumption from clean sources
14 194,74 14 476,35
12 836,77 14% 11%
11 673,11
14% 12%
34%
33%
7%
4%
72% 77% Net electricity from Nationl Grid (TJ)

63% 60%
Wind Energy
Self-generated clean electricity
2017 2018 2019 2020
43% of energy consumption from clean sources in 2020
28,405 27,669
25,864
23,233
60% 57% Total energy (Fuel, Electricity, Gas, ...)

69% consumption within the organization
70% from non-renewable sources (TJ)
Total energy consumption within the

organization from clean sources (TJ)
40% 43%
30% 31%
2017 2018 2019 2020
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Our goals
Long term Interim Where we stand in 2020
10% energy efficiency 100% of our processing sites certified ISO Ongoing
by 2030 compared to 50001
a 2018 baseline
Real time monitoring by 2022 of our energy 1M$ invested
consumption through dedicated digital
control room
100% OCP’s energy 90 % of electricity need covered by 89% of electricity need

needs covered with cogeneration and renewable energy by 2021 covered
clean energy by 2030
Launch first pilot installation for solar drying 11 M$ invested

avoiding Carbon emissions - PoC
Boost the energy research ecosystem with 8,5 M$ invested & 10

GEP – Green energy park research projects launched
100% of the OCP fleet in green (mining $ 300k invested

equipment & personal transport) by 2030
Pilot unit for green ammonia pro-duction 200 M$ invested

using renewable energy by 2022
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WATER MANAGEMENT
2018 2019 2020

Water withdrawal from all areas Total Megaliters (Ml) 1 494 420 1 573 090 1 608 826
Freshwater 75 150 80 807 82 827
Surface water Other water - - -
Total (Ml) 75 150 80 807 82 827
Freshwater 3 550 2 023 301
Groundwater Other water - - -
Total (Ml) 3 550 2 023 301
Freshwater 25 950 27 550 28 266
Seawater Other water 1 382 900 1 454 880 1 488 356
Total (Ml) 1 408 850 1 482 430 1 516 622
Water withdrawal
Freshwater - - -
Third-party water Other water 6 870 7 830 9 076
Total (Ml) 6 870 7 830 9 076
Water withdrawal from areas
Total Megaliters (Ml) 66 020 71 153 69 843
with water stress
Freshwater 55 600 61 300 60 467
Surface water Other water - - -
Total (Ml) 55 600 61 300 60 467
Freshwater 3 550 2 023 301
Groundwater Other water - - -
Total (Ml) 3 550 2 023 301
Freshwater - - -
Third-party water Other water 6 870 7 830 9 076
Total (Ml) 6 870 7 830 9 076
We use the WRI (World Resources Institute) Aqueduct risk atlas tool to define areas of high or extremely high baseline water stress.
Freshwater: ≤1,000 mg/L Total Dissolved Solids
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WATER STRESS RISK ASSESSMENT
Considering Morocco’s water stress and increasing demand for fertilizers, OCP has
developed a water program based on the circular economy principles to sustainably ramp
up production with one objective: food security.
This program hinges on a thorough water scarcity risk assessment that is regularly
reviewed and reinforced. This assessment is structured around the main following steps:
\ Identifywater supply risks

\ Assess the impact of risks and control measures
\ Define a mitigation plan for the most critical risks
We are refining our analysis by geographical zone - north, central and south axis of the
country – and integrate the national water policy to create sustainable ecosystem.
WATER RISK MANAGEMENT
Leveraging our continuous risk assessment process, we are working on a two-pronged

water mitigation program:
Water efficiency Non-conventional water

Reducing our consumption Using treated wastewater and
desalinated seawater
\ Water efficiency
OCP Group has continued innovation and R&D projects and improved its management
system to reduce the consumption volume. Among the key flagship innovation is the
slurry pipeline, which transports washed phosphate to the main processing platform.
It has already resulted in a saving of nearly 3 million m3 of water and is expected to be
extended to Safi-Gantour by 2030.
2016 2017 2018 2019 2020
m3/Equi. P205 14,4 11,5 11,5 12,0 11,5

Water intensity
(Total freshwater)
m3/k$ 24,6 21,3 18,8 21,0 20,3
Conventional water intensity m3/Equi. P205 12,4 8,1 8,1 8,4 8,0
(surface and ground
freshwater) m3/k$ 21,3 14,9 13,2 14,7 14,0
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\ Non-conventional water
Khouribga
Dessalination
Tadla
1,5 Mm3 /year
STEP Jorf
(waste water treatment) Wave 2
15 Mm3/
year
Fkih Ben Salah
Done Safi 3 Mm3/year
20 Mm /year
3
8 Mm3/year
Benguerir
Ongoing
Youssoufia
Laayoune
Wave 2
8 Mm3/year
37
millions m3 of produced
1 million
Representing the annual
consumption of
inhabitants
non-conventional water/year
3%
33%
Consumption mainly through
our phosphate washing plants -
Mining covered by treated wastewater 2010
97%
0%
Consumption - slurry pipeline allows to
save 1,5 Mm3 compared to conventional
Transport railway transportation - and will be 31%
completed in Safi by 2030
2020
69%
67%
Consumption mainly through our industrial
processing plants (Phosphoric Acid Plants, Conventional water sources
Sulfuric Acid Plants, and fertilizers). 35% are
Processing Non-conventional water sources
covered by desalinated water.
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OUR PARTICIPATION TO MULTI-STAKEHOLDERS & INDUSTRY INITIATIVES
Solutions for water stress need collective mobilization and synergies; that is why we are
part of national and international dialogues.
OCP Group participates in the ministerial water committee responsible for defining the
“National Water Plan” on which will be based the national water policy for the next 30
years from 2020 to 2050. As a major industrial actor, we participate in this committee to
share and adapt our water program to fit the needs of our country. We are also part of
the Moroccan Coalition for Water (COALMA) which is a non-profit association which aims
at strengthening exchange and sharing between public and private sectors as well as
non-governmental organizations and academic institutions to ensure the sustainable
management of water resources. Boosting the Moroccan expertise at African and
international scale, COALMA is elected in the World Water Council’s board of Governors
for the 2019-2021 period and values South-South partnerships.
IMPROVING ACCESS TO WATER
We are continuously working to provide local communities with access to drinking water:
Wells installation in villages near our

production sites : 36 wells dug in Gantour
in collaboration with associations
1. 2. 3. 4. 5.
Identification of Identification of Commitment of Local excavation Training of local
village groups and the digging point the association on and business associations and
local associations in partnership with the management equipment young people
to encourage local local authorities and and maintenance to manage and
ownership douars’ residents of wells maintain wells
Connection to OCP’s water : 30,000 inhabitants served thanks

to the installation of 35,000 linear meters of water pipe in Fkih
Bensaleh and 2 treatment stations
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in 2020
Implement 2 Wastewater treatment plants Projects are on track, during 2020,
at Safi & Fkih Ben Salah towns by 2022 plants designs were finalized - Start of
(additional capacity of 10 Million m3/year production planned for 2022.
recovered from urban wastewater)
Recover 90% of Water used in Phosphate Implementation of sludge filtration

Washing Plants technology on MEA (Mrah El Ahrach)
whashing plant during 2020, full scale up
over the other plants is planned by 2022.
90% reduction of water used for watering 2 sites have been implementing the
mine runways leveraging on cutting edge treatment technology on the runways
runways treatment technology and saving with an approved result. The solution
2 Million m3 is to be generalized on other runways
during the coming years.
• 1 5% water specific consumption* reduction • M

ining: Pilot project for sludge fil-
on mining by 2024 compared to 2019 level tration and mine runways treatment
• % water specific consumption reduction on
5 are approved, and scale up is on
processing by 2024 compared to 2019 level going for the other sites
• P
rocessing: 1.5% reduction on specif-
ic consumption
100% water needs covered by 31% water needs covered by

non-conventional sources by 2030 unconventional water
*Water volume needed to produce one tonne of product.
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EFFLUENTS MANAGEMENT
Resulting from our activities, effluents (i.e. liquid discharge) impact the water quality of
those living around us while Morocco is a country facing water stress. The most significant
effluents we are responsible for are located on the maritime coast (Safi, Jorf Lasfar and
Laâyoune) and discharged into the Atlantic Ocean. The other sites (Khouribga & Gantour)
do not have industrial liquid effluents. Industrial effluents are mainly:
\ Cooling seawater
\ Seawater for phosphogypsum removal
\ Water from the phosphate washing plants (only in Laâyoune)
-1.2% +6.4%
reduction of liquid increase in recycled water used either
effluents in 2020 internally or sent to a third party
compared to 2019 organization representing 31 millions m3
Khouribga: Jorf Lasfar:

0% water discharge 100% water discharge to seawater
Supplied by wastewater treatment plants Supplied by desalinated water
Gantour: Safi:
Mining 0% water discharge Processing 100% water discharge to seawater
Supplied by wastewater treatment plants
Phosboucraa:
100% water discharge to seawater
Supplied by desalinated water
We are continuously improving our existing prevention and remediation measures :

\ Monitoring of effluent quality by internal and external resources. All internal laboratories for
measuring liquid effluents are accredited according to the international standard ISO 17025
\ Prevention of accidental spill thanks to retention basins for all chemical stocks, enabling
collection and recycling if necessary

\ Monitoring by third parties periodically achieved to ensure the quality of receiving
environments such as sea water and ground water

\ Environmental assessment studies focused on the impact on flora and fauna periodically
renewed by specialized, leading international organizations expert

\ Continuous improvement process as part of our Environmental Management System certified
ISO14001 (2015)
1.2 MONITORING WATER QUALITY:

We want to tackle both direct and indirect including the identification of new avenues
billion impacts of our activities and precisely and recommendations for environmental
MAD invested in
Jorf Lasfar for the
measure the efficiency of our solutions; that improvement.
development of is why we progressed in 2020 in our study
emissaries which allows focused on the impacts of our processing sites' In 2020, we also carried out an international
for a better dispersion effluents on marine environment. Situational regulatory watch and diagnosis of OCP
of liquid effluents
analysis of the Safi and Jorf coasts, based on Group’s liquid effluents in Safi, Jorf and
reducing impact on the
marine environment
the literature review and the data available, Laâyoune to prepare a compliance program.
and ensuring a was carried out. Other complementary Drones are now helping us in Jorf Lasfar to
seawater quality missions to the study are planned for 2021, monitor the quality of the marine environment.
around the emissary
in accordance TURNING PHOSPHOGYPSUM INTO HIGH-ADDED VALUE PRODUCTS :
with internationally
recognized standards. A study has been carried out on the storage of necessary to ensure a safe and sustainable
phosphogyspum to transform it into valuable storage from state of play, engineering,
input in agriculture, construction and road identification of materials, environmental and
industry. We looked thoroughly to every step safety requirements to site mapping.
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GRI 103-2

in 2020
Conduct development plans as to ensure 100% Assessment studies and proposals
compliance in dispersion of liquid effluents for new recommendations for
as outlined by national and international improvement are underway
regulations (IFC-WB for discharges and WHO
for the quality of natural environments)
Transition from phosphogypsum (PG) Study carried out

dispersion into the marine environment
to storage, in order to develop PG as a
coproduct :
100% phosphogypsum storage in all
processing platforms (Jorf Lasfar and Safi)
by 2028
Enhanced monitoring of the impact on the Projects in progress

marine environment by setting up online
measurement means, continuous dispersion
supervision models, forecasting systems
according to sea conditions and periodic
studies of environmental assessment, based
on a field diagnosis.
Reach Zero effluents coming from any form Target reached at mining sites
of freshwater by 2028.
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ENVIRONMENTAL MANAGEMENT SYSTEM

All existing and under development OCP Group’s sites are subject to environmental impact assessments carried
out by the Moroccan authorities. Sites respect the regulations governing extraction authorizations. In addition,
OCP has initiated a process to certify its operational sites according to best in class international standards.
Jorf Lasfar Safi Khouribga Gantour Boucraa
IFA’s product stewardship initiative covers

the main quality, environment, health, and
CHECK CHECK CHECK CHECK CHECK
occupational safety aspects of ISO 14001,
50001, 9001 and 45001 certifications
CHECK CHECK CHECK
We rely on a sharp environmental policy and management system, clear

definition of roles and responsibilities, measurable goals and deadlines,
performance reporting, audits, and corrective and preventive actions.
Environmental issues are factored into the global performance management
system at various levels of governance. Bimonthly senior management HSE
committees meet in order to review environmental performance. At each
site, HSE committees hold monthly meetings with industrial operation site
managers. Environmental correspondents (assigned per area) ensure an
optimized top-down and bottom-up risks and opportunities process. HSE
performance reviews are regularly held at all sites and levels, including with Key figures 2020
the HSE Management Committee led by the Executive Vice President of
0
Industrial Operations. A complaint management mechanism also bolsters fine amount & non-
our environmental governance. An automated compliance monitoring and monetary fine – similar
evaluation system is also available through dedicated computer platforms. to 2018 and 2019

in 2020
100%
Our processing site
of processing sites certified ISO
Jorf Lasfar is partially
50001 by 2021
certified
100% of industrial sites certified ISO 14001

by 2021 60%
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Standards have been developed together with the Dupont OCP

Operations Consulting joint venture and adopted internally while being
a continuous source of improvement:
Category Name Description and Goal
Environmental Standardizing environmental performance testing and using it for OCP’s

Operational Measurement and industrial performance, while considering environmental regulations and
Reporting international best practices in positioning the company.
Determining OCP’s prevention and waste management requirements based

mainly on applicable regulations and best practices. This standard ensured
Waste Management that reduction principles are applied at the source and that OCP waste is
Operational
Standard managed in an environmentally friendly and safe manner throughout the
entire waste disposal life cycle (pre-collection, collection, storage, sorting,
transport, disposal, beneficiation, and elimination).
Developing and implementing management principles for the safe and

Secondary Product
Operational eco-friendly use of secondary products (SP) while protecting employees from risk
Management
exposure and preventing uncontrolled leakage or loss of these products.
This standard defines the HSE (Health, Safety and Environment) actions that
Visible Commitment,
Management managers are to follow at OCP sites and entities in order to demonstrate
Exemplarity & HSE
& Governance visible and exemplary commitment, control performance and promote HSE
Performance Control
culture.
Tool for achieving and maintaining the Zero Incident and Accident goal that
Incident Accident makes it possible to identify, record, communicate, and analyze incidents and
Management
Safety Environment ensure that the associated preventive and corrective actions are taken. The
& Governance
Management standard includes incidents as well as dangerous product emanations and
accidents involving people or property.
As part of the Zero Accident goal, the ADRPT standard defines the method
Workstation Risk for controlling workstation risks by identifying, evaluating, and mitigating
Operational
Analysis them. It provides input data for establishing and/or updating work directives
and operating methods.
HSE Management of Controls HSE risks and prevents accidents and incidents when external
Operational
External Companies companies intervene at OCP sites.
Angle-Right Observe employees at their workstations, working conditions and

practices, and safe or unsafe behaviors;
Angle-Right Start interactive and positive dialogue about safety and the environment
based on the observations;
Safety and
Angle-Right Take immediate action to stop any dangerous situations or actions;
Operational Environment Visits and
Angle-Right Ensure that employees are committed to working in a safe and
Observation
environmentally friendly manner;
Angle-Right Provide immediate feedback on the observations and recommendations
to the person directly responsible for the visited sector in order to define
additional action.
Health, Safety,
Management Standard aimed at measuring and attaining objectives and steering HSE
& Environment
& Governance performance through structured and systematic audits.
Audit Standard
Recurring training campaigns to guarantee that target populations learn HSE/environmental standards.
Plus-circle Find out more on our policies
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3.2.2.3 Transformation & recycling
SOIL MANAGEMENT & BIODIVERSITY

2018 2019 2020
Hectares of rehabilitated land 707 864 305
*Rehabilitation includes reclamation and planting.
Striving for a circular economy, eco-design is Our approach relies on the following steps:
the heart of the OCP’s rehabilitation process
structured around a 3-pillar approach:
1. Integration of the rehabilitation Collection &

into the planning of the mining Planting
storing topsoil
operations
2. Expansion of the rehabilitation to

the surrounding areas
3. Support to local and smart

agriculture projects Spreading
Earth working
of topsoil
Planted area evolution (ha)
Khouribgua 3905 4,104

Benguerir 3656
Youssoufia
3339
2995
2531
2014 2015 2016 2017 2018 2019
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We are continuously working on our approach to improve the environmental footprint of our operations
and to improve the land’s initial fertility. We are tapping into our ecosystem of knowledge, especially UM6P
and different research platforms, including the Center for Soil and Fertilizer Research in Africa (CESFRA),
the experimental mine at Benguerir and experimental farms in our mining sites.
Picking & scaling up the right crops
We have been following over the last years an integrated approach to rehabilitate former mining lands
which aims to deliver both environmental and economic value for the local communities :
Soil analysis to adapt our planting Creation of new and/or

approach to soil’s properties and local support to existing
available natural resources Crop test cooperatives
1 2 3 4 5
Diagnostic among local Training of farmers

communities to understand needs
3
Adapted crops are now growing on dedicated sites such as Quinoa, Quinoa
Argan & Olive trees, etc. Quinoa has turned to be one of the most relevant cooperatives
and scalable crops across our country. The crop has been the focus of with
115
a 3-years research including the International Development Research
Centre (IDRC), ICBA and UM6P leading to strengthening of the Quinoa
value chain to improve food and nutrition security in rural communities of
Rhamna, where a significant part of the population lives below the poverty farmers have cultivated 150 ha
line. In 2020, the Quinoa ecosystem has been expanded to other regions (70T) of Quinoa in 2020
such as Gantour, and consolidated with go-to-market measures from
product design, packaging to cooperatives’ branding
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Experimentation: going further with Goji & rosemary
OCP wants its rehabilitation

approach to be a continuous
source of learning and
990 farmers supported in
2020 through
capacity building and
improvement. That’s why we technology transfer in
introduced in 2020 Goji in the agriculture for crops with high
Gantour area as a new alternative potential in the area, in
crop with very high added value particular fodder, cereals, olive
as well as rosemary on the trees, cumin and mint as part of
rehabilitated lands of Khouribga. the Al Moutmir program
Nourishing African soils & transforming agriculture
The Center of excellence in soil and fertilizer with the increasing needs of the ever-expanding
research in Africa (CESFRA) created in 2019 within human and livestock populations. CESFRA is
the UM6P launched research programs in 2020. It tailored to render research and development
aims to be a knowledge center, technology and services, share scientific knowledge and emerging
innovation incubator and soil reference archive technologies to assist Africa in tapping into its soil
of the African continent to bolster human welfare, resources potential. The Center aims to:
economic growth and environmental sustainability. \ Provide soil testing services
The continent of Africa covers 30 million km2 and \ To prepare digital soil fertility maps of Africa for
straddles the sub-tropical and tropical belts from
judicious and sustainable fertilizer use,
the Mediterranean to the Cape of Good Hope. Its
\ To conduct research for customized uses of
enormous size and variations in relief give a wide
variety of climates, soils and agricultural systems. various forms of mineral fertilizers for boosting
The soils of Africa range from stony shallow crop productivity
ones with meagre life-sustaining capabilities to \ To improve the soil health of Africa through the
deeply weathered profiles which recycle and use of phosphogypsum and other phosphate
support a large biomass. In many parts of Africa, derivatives
inappropriate land use, poor management and
\ To provide long term and customized training
lack of inputs have led to a decline in productivity,
soil erosion, salinization and loss of vegetation. and education in soil science for all
African soils are widely at risk, they are commonly \ To participate in local community development
undergoing severe degradation since the activities

traditional methods used by farmers cannot cope
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Using the power of joint-ventures to enhance soil
In the framework of our agreement with Fertinagro, several Research

& Development subjects have been identified in 2020 in collaboration
with UM6P around salinity, soil monitoring, etc. As part of the joint
venture created with Hubei Forbon Technology Co., Ltd, a Chinese
player specializing in smart agriculture, a study has been launched
on the production of FMP (fused magnesium phosphate) fertilizers
from low P layers (waste rock, washing sludge, etc.). Rock potential
has already been confirmed based on the analysis provided to
Forbon while the testing phase is in progress.
Biosaline agriculture: fitting the soil specifics in Sahara
10
The African Agricultural Research Institute (ASARI) of Mohammed VI research projects
Polytechnic University in Laâyoune-Technopole Foum El Oued has in total being
launched in 2020 three research projects in partnership with ICBA launched by the African
(International Center for Biosaline Agriculture). These research projects Sustainable Agriculture
deal with Saharan issues concerning: Research Institute dedicated
\ the large-scale adoption of new alternative crops for farms to Saharan agriculture in
affected by salinity, 2020 to tackle specific
\ designing a map of endangered native plant species
challenges such as soil
salinity and rational use of
\ adopting innovative integrated agriculture models based on fish
water in collaboration with
farming and the cultivation of Salicornia and other halophytes. world class partners
including Fertinagro, FAO
(UN Food and Agriculture
Mohamed Amine Bakad
Organization), ICBA
Foum El Oued Farmer
(International Center for
“
The Blue Panicum Project is a pioneering Biosaline Agriculture), etc. –
initiative that is a source of great pride for hinged on more than 30
the farmers as it has expanded the horizons researchers specialized in
of agriculture in the region. The Phosboucraa Saharan regions and 15 ha
Foundation provided us with training from dedicated to the
some of the best experts from Morocco and experimental farm located
abroad. Since that first training, these experts at the Boucraâ mine. The
have consistently been in touch with us research program was
to ensure the success of the project. preceded by several
The desert can be a rich and important consultation workshops with
territory for agriculture as its soil is very the scientific community and
rich, but it obviously requires an awful the local community
lot of water resources most of the time including farmers and
to be productive.” institutions.
Plus-circle Find out more here on what we do to support agriculture in Southern regions
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Improving agricultural practices to save water
Hydroponics:
39
Following a successful test in 2019, an ecosystem has been structured
around hydroponics in 2020. Hydroponics is about growing plants
without soil, by using nutrient-rich water. The technique allows
growers to produce food anywhere, at any time of the year, at higher hydroponics units for 2,000
yields with fewer resources. The objective is to produce 300kg of breeders will be created
fodder per day while saving 399 l/kg and 1,1 Dhs/kg. Two hydroponics by 2022
units have been installed in Youssoufia at two cooperatives and 900
breeders, which allows fodder availability throughout the year.
Led by 10 volunteers in Youssoufia, prototyping of hydroponics units
is also in progress while others have been trained to hydroponics to
support the expansion of the technique in the Province. A specialized
SME has been set up in the industrial zone of Youssoufia aiming to
399 l/kg
of fodder saved,
create 40 jobs and 7 sub-contracting microbusinesses. and 1,1 Diramhs/kg
An agreement with INRA (National Institute for Agronomic Research)

was also signed to look deeper on the nutritional quality of barley,
corn, triticale and hydroponic beans.
Precision irrigation:
A precision irrigation project has been launched in 2020 with Abdelghani
AgriEdge - OCP Group’s business unit incubated by UM6P - which farmer in the Rhamna region:
“
aims to optimize agricultural practices in rehabilitated mining
Deploying the Precision
lands thanks to the introduction of digitalization, bringing the right
Irrigation service of the
quantity of water for crops using sensors, irrigation model and a
AgriEdge solution allowed
mobile application. The pilot is being carried out at the Benguerir
me to save 15% on my
mine on 50 ha (olive, argan and carob trees) while outcomes will be
water consumption.”
scaled up to all our mining sites in the coming years.
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Providing end-to-end solutions: from milk to cheese

We have been working in 2020 to develop the caprine dairy ecosystem. It
started with securing the food supply for the dairy goat herd through the
establishment of a conservation agriculture system with 240 women. Cheese
dairy units were established to value the goat milk production. Strengthening
the technical capacities of beneficiaries was another essential step of this
project which ended up with the implementation of a marketing strategy and
support for the commercialization of finished products in the cooperative.
Blue economy
Located in Khouribga, Youssoufia and Benguérir, experimental fields are ongoing to create value out of thistle.
Short-term socioeconomic value: Long term environmental value:
5%+
Harvests valorisation routes Yields
Cellulose 5,25t/ha = 11 000 DH/ha

Fodder 4 tonnes barley equivalent/ha vegetable carbon
= 51 000 DH/ha concentration thanks to
Aviculture 480 Kg proteins/ha i.e. 1 440 DH/ha its roots – in the coming
20-25 years – and soil
Fatty acid 400 Kg/ha i.e. 156 000 DH/ha fertility regeneration
Soils power to sequestrate carbon
Planting arid, semi-arid and former mining sites areas semi-arid areas, using different irrigation techniques
could provide an important sink of CO2. The ‘Carbon and soil improvement mixes to reduce water
Farming’ project in tripartite partnership with the evaporation and increase the soil's water holding
UM6P and St1, a Finnish energy company has been capacity and nutrient availability. The pilot project’s
designed to create a climate change mitigation tool outcomes will allow to successfully roll out the
via the rehabilitation of old mining sites as well as the demonstration project on a larger scale – from 500
afforestation of marginal lands in dry and semi-dry to 5000 ha of mining and marginal non-agricultural
environments. The project will be implemented in land rehabilitated – and scale up the approach on
three phases: a pilot project, a demonstration and a all our mining sites. Beyond the environmental value,
large-scale project. small farmers exploiting the planted areas will benefit
from the socio-economic value created, which could
Funded by St1, led by the UM6P with the assistance include selling carbon units.
of the Natural Resources Institute Finland (LUKE)
and the Regional Center for Forest Research (CRRF),
the 3-year pilot project is still ongoing in 2020, with 7 tree species being experimented
additional trees planted in our mining lands. The pilot using 3 irrigation technics,
project aims to identify local and exotic fast growing 2 types of soil amendments and
plant species and optimize their growth in arid and in 2 locations
13,000 m2 Sidi Chennane lake

located between Khouriba and Fkih Ben Salah
provinces welcoming several bird species as well as 1,651 ha of planted areas
as part of our mining land rehabilitation approach
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Preserving biodiversity
Planning, implementing, operating and its green spaces and areas surrounding the site
dismantling of facilities, we are working to while several projects are ongoing to rehabilitate
integrate in every decision we make. We and plant former mining lands, and beyond.
are committed to define specific objectives,
supervising and assessing impacts that OCP To keep on improving the way we manage
Group’s projects and facilities are having at every biodiversity, we have partnered with JESA
stage, performing risk assessment to control (Jacobs Engineering) to deliver a pilot study in
main direct and indirect risks and implement the Boucraa mine and develop a best-in-class
specific training programs for our employees framework which was spread across all our sites
and contractors. Each industrial site we operate in 2020. It consists in strengthening the mapping
underwent a biodiversity analysis during the of the existing flora and fauna, list endemic,
permit process from the national authorities. rare, endangered species; assessing the natural
No activity site owned, rented, or managed by regeneration of biodiversity of exploited land;
OCP Group in 2020 was located in or beside and the pressures and threats of mining activity
protected areas or areas rich in biodiversity. In on biological diversity.
addition, each site has a management plan for
Plus-circle Find out more here about how we protect the marine biodiversity
Valuing cultural heritage

An important component of the mine planning or sacred sites, project plans are revised and the
process is respecting cultural heritage and sites are preserved. Over the past ten years, our
artifacts. All industrial development projects industrial development implied modifications to
undergo acceptability studies before being construction plans in order to preserve cultural
authorized – including cultural considerations and property including fossils and other geological
respect for protected areas. If, when operating the objects. In such cases, OCP calls on relevant
mine, OCP discovers locations with cultural value authorities to initiate the assessment and
for the local population, such as places of worship conservation process.
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in 2020
1000 ha/year rehabilitated land 305 ha rehabilitated area
(equivalent to twice the land exploited)
Soil Plantation to create economic value for Ongoing

local community
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EM-MM-150a.2
WASTE MANAGEMENT
2018 2019 2020
Total Metric tons (t) 177,884,348 163,409,199 169,264,593
generated
Mining waste (waste rock + sludge) 177,578,369 163,053,471 168,882,746

Waste
Weight of waste
generated Other waste (operation & maintenance) 62,982 69,331 45,910
Inert waste (construction and green waste) 242,997 286,396 335,937
Mining waste (waste rock + sludge) 177,578,369 163,053,471 168,882,746
Waste diverted from
Other waste (operation & maintenance) 7,496 16,019 5,008
disposal
Inert waste (construction and green waste) 454 481 227
Total Metric tons (t) 1,624 2,589 1,115
Waste diverted from disposal
Onsite 87 74 68
Preparation for reuse
Offsite 254 155 134
Hazardous waste Onsite 1 1 -

Recycling
diverted from disposal Offsite 1,199 2,311 810
Onsite 3 3 1
Other recovery operations
Offsite 80 45 102
Onsite 177,578,534 163,053,638 168,882,869
Preparation for reuse
Non-hazardous waste Offsite 150 - 60
diverted from disposal Recycling Offsite 6,011 13,745 3,146
Other recovery operations Onsite - - 791
Waste directed to Mining waste (waste rock & sludge) - - -

disposal Other waste (operation & maintenance) 55,487 53,312 40,902
Inert waste (construction and green waste) 242,543 285,915 335,710
Waste directed to disposal
Incineration (with energy recovery) Offsite 366 354 16

Hazardous waste Incineration (without energy recovery) Offsite 95 47 8,217
directed to disposal
Landfilling Offsite 4 3 -
Onsite 49,902 47,845 20,847
Other disposal operations
Offsite 403 74 -
Incineration (with energy recovery) Offsite 1 014 997 716
Non-hazardous waste Incineration (without energy recovery) Offsite 308 261 105
directed to disposal Onsite 7,125 2,268 3,322
Landfilling (inert waste)
Onsite 14,730 18,068 11,402
Other disposal operations Onsite 224,083 269,310 331,987
Data excluding phosphogypsum. Waste rock and tailings at mining sites have been added in the weight of waste generated, explaining
the difference with the data disclosed in the 2019 report.
Managing waste is essential as we grow circular. landfilling are used when the valuation paths are not
The OCP Group’s ‘Waste Management’ standard has yet mature. Subcontractors and service providers
been developed in accordance with international good are rigorously selected and must have government
practices to identify, classify and treat waste according approvals to be awarded contracts collection and
to their type. The standard governs the identification sorting. OCP Group also requires receipt of recovery
and classification of waste, collection, sorting and and treatment (BDS: Bordereau de suivi des déchets)
recovery phases, infrastructure and resources as well of all waste removed to ensure traceability. In 2020, an
as the audit and training process. Waste recovery is internal audit of waste management at industrial sites
encouraged to tap into intrinsic environmental and was carried out by DOOC - Dupont OCP Operations
economic value of waste to provide added value for Consulting S.A. - which contributed to the revision of the
both OCP Group and its ecosystem. Incineration and Waste Management standard.
Plus-circle Find out more on our policy
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EM-MM-150a.2
Paper &
cardboard
Creating circular ecosystems:

our main research area Low carbon
Steel Paint Geopolymer cement
industry industry
Steel Cement Black carbon

industry industry Mining
rehabilitation
Hydrocarbon
Ferrovanadium Silica Fuel Waste rock
waste
Phosphorous
recycling
Vanadium catalyst
Extraction
MINING SITE
& washing
WASHING PLANT
WASTEWATER
TREATMENT PLANT
DESALINISATION Sulphur Sewage

PLANT AMMONIA SULPHURIC ash sludge
RESERVE ACID UNIT
FERTILIZER UNIT sulfuric Biomaterials

acid (e.g. hydrochar)
PHOSPHORIC
ACID UNIT
Phosphate
FERTILIZER UNIT
washing sludge
Organic waste
0,20% 0,03%
99,8%
Mining waste
(waste rock, sludge)
99,8% Waste diverted
from disposal
Other waste
(operation & maintenance)
Inert waste
0,02% hazardous waste
(mainly waste oils, catalysts removed and
(construction waste replaced during shutdowns, chemical residues
and green waste) and other wastes from maintenance activities)
Mining waste (tonnes) 2018 2019 2020 Disposal method
Waste rock (sterile) 167,973,520 153,691,917 159,839,210 Stored and used for reclamation
Sludge 9,604,849 9,361,554 9,043,536 Stored in sludge dams
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From sulphur ash to high value-added input:

Sulphur ash results from the sulphur smelting and filtering facilities in our processing sites.
Solutions have been found to turn ashes - by hydrometallurgy – into sulphuric acid that
can be used at Safi and Jorf Lasfar processing sites. Tests have been launched in 2020 to
implement this solution with a Moroccan industrial firm. Beyond the environmental value, this
new ecosystem will have significant economic benefits for our local stakeholders.
Tapping into our old vanadium catalyst: From organic

Over the last years, we have been working with a Moroccan SME to close the loop when waste to
it comes to vanadium oxide. Contained in our catalyst, vanadium oxide is an hazardous fertilizers
waste which features precious materials we can value economically and environmentally. Plus-circle Find out more
Technologies for the recovery of vanadium resources locally would allow Morocco to
reduce its dependence on imports of ferro-vanadium and silica. It could also enable local
companies to position themselves in the by-product processing market with the potential
for direct and indirect job creation as well as for the development of the local ecosystem
since vanadium waste is generated by other industries. In 2020, 800 m3 of used vanadium
catalyst waste recovered while progress is still ongoing to scale up the solution.
PYROLYSIS OIL
From waste to power:
As part of our Circular Economy
program, efforts are still ongoing STEAM REFORMING
to build the first pyrolysis unit in
Morocco. This technology would
allow OCP Group to treat more
than 2,000 tonnes per year of Steam Hydrogen for
hydrocarbon waste, including gas refiling
some hazardous waste like used
oil, to transform it into fuel, diesel,
black carbon, and electricity. Power SYNGAS Consumer products
Expected to be commissioned
in 2021, we have been working
to get this pilot unit ready at the
Khouribga site. The technology will
Transportation Substitute
be rolled out to all operating sites
fuels natural gas
and will enable the development
of a new industry in Morocco
based on circularity, digitalization
and artificial intelligence. Fertilizers Chemichals
Blue economy : producing paper from stone

The “paper-stone” project aims at transforming “interlayer” layers rich in calcium carbonate
- considered as a by-product so far - into corrugated cardboard and paper, representing
a market size of 650kt / year – 70% imported. Stone-based corrugated cardboard
is photodegradable, waterproof, resistant to breakage and recyclable; and can be
manufactured without water. Industrial tests are underway with an international specialist
for the establishment of a factory in the Youssoufia region with a capacity of 70,000 t /
year extendable to 200,000 t / year.
Acting with UNIDO

The program "Making the management and elimination of polychlorinated biphenyls
(PCBs) sustainable in Morocco" – phase 2 has been set up in 2020 with the project team
of the United Nations Industrial Development Organization (UNIDO ) and the Ministry of
Energy, Mines and the Environment - Environment Department.
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in 2020
70% of non-mining hazardous waste diverted 1,130 tons non-mining hazardous
from disposal by 2025 waste diverted from disposal
80% of non-mining non-hazardous waste 4120 tons non-mining non-hazardous
diverted from disposal by 2025 waste diverted from disposal
Performance has been impacted
by the COVID 19 pandemic
Reinforcing solid partnerships with Ongoing

companies highly specialized in recycling
and waste treatment by 2021
Sulfur ashes waste converted into commercial Industrial test ongoing

grade sulfuric acid by the end of 2021
More than 2000 t per year of used vanadium Around 600t/year

catalyst waste recovered in higher added-
value products by the end of 2021
Setting up training programs for OCP Ongoing

employees to further explain and promote
the 3Rs by 2021
2,000 tonnes per year of hydrocarbon Project contracting

waste transformed into fuel, electricity,
black carbon and steel using clean pyrolysis
technology by 2021
Recovery of organic waste by 2023 to turn it Engineering study with JESA

into organic and organomineral fertilizers
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GRI 103-1
3.2.2 Contributing to
sustainable food systems
Ensure access to safe & nutritious food for all Boost nature positive solutions Advance equitable livelihoods
The food value chains are increasingly joining forces to improve the way in which we produce,
process and consume food. Catalysing and scaling up actions is urgent to provide safe, nutritious
food for a growing world population within our planetary boundaries, transforming food systems to
become more sustainable, resilient & equitable. Beyond our responsibility as a food system player,
we participate in the transformation of food systems to ensure access to safe & nutritious food for
all, boost nature positive solutions, and advance equitable livelihoods.
\ Turning household organic waste into \ E-commerce & digital

organic fertilizers Plus-circle platforms promoting
\ Tapping into domestic wastewater local food products
to recover phosphorous and nitrogen from cooperatives
nutrient – precious inputs for as well as support in
fertilizers Plus-circle branding & advertising
\ Integrating macro and micronutrients local food products Plus-circle
recovered from organic waste into
new formulas Plus-circle
\ Waste management
advice to households
Consumption
\ APNI (African Plant Nutrition Institute) through Agribooster’s 
- Promotion of 4R Stewardship as Farm & Fortune TV & Click to know more
an efficient framework for Nutrient radio channels Plus-circle
Management Plus-circle
\ Farming spaces in the \ Entrepreneurship

smart cities we build to programs aiming to
boost urban & peri- improve food distribution
urban agriculture Plus-circle such as ColdHubs, a
\ Creation & training of start-up manufacturing
local food cooperatives 100% solar-powered
shortening supply chain Plus-circle cold-rooms, allowing Retail
merchants and farmers
to store perishable

Click to know more
goods 24 hours a day,
7 days a week. Plus-circle
Climate response Non-climate response
176

\ GHG emission reduction Plus-circle \ Preservation of
\ Energy efficiency & clean mix Plus-circle phosphate reserves
\ Water efficiency & through phosphorous
non-conventional water recovery and untapped
sources Plus-circle resources Plus-circle
\ Land rehabilitation \ Waste & effluent circular
(afforestation, planting) Plus-circle management to turn
\ Soil mapping and our waste into valuable
customized fertilizers formulas inputs Plus-circle
bridging any nutrient \ Community
gaps for optimal plant development programs
growth while maximising empowering citizens Plus-circle
environmental benefits Plus-circle
Input & crop
production

Click to know more
\ R&D to fit crops to soils’ \ Entrepreneurship

specifics Plus-circle program for sustainable
\ Adjustment of planting dates Plus-circle agriculture Plus-circle
\ Local production of adapted \ End-to-end solutions
fertilizers Plus-circle including financing
\ Last-mile delivery system Plus-circle & market linkages to
\ Precision fertilizer sell crops: Agribooster,
management Plus-circle Al Moutmir Plus-circle
Farming \ Climate early warning system Plus-circle \ Women empowerment
\ Improved water management Plus-circle activities: ElleMoutmir,
 \ Disease identification Plus-circle Women in Agribooster Plus-circle
Click to know more
\ Crop insurance in case of
weather events Plus-circle
Innovative entrepreneurship Support to

programs such as Lono, a manufacturing
Processing & bioprocess engineering start-up nutritious food products
Trading providing solutions for smallholder in cooperatives Plus-circle
farmers and agro-industries to
 valorize their waste Plus-circle
Click to know more
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GRI 103-2 | GRI 203-2
As a leader in the fertilizer industry, our primary responsibility lies in providing sustainable input products as
well as transforming the way farmers use them to ensure long term food security. This is done to produce
more with less resources and environmental impacts. Our strategy is geared towards Africa: the continent
features 60% of the world's available arable land but also the largest stock of underdeveloped arable land
while 60% of the labor force is employed in agriculture.
Availability Customization
Are farmers able Are they using
to access the inputs the correct customised
they need? fertilisers for their
crops and soils?
Keep nutrients Matches

where crops can fertilizer type to
use them crop needs
based on root- Right place Right source based on
soil dynamics nutrient
and nutrient supply in plant
movement, and available forms,
manage spatial soil properties,
variability within and synergisms
the field to meet among
site specific crop elements.
needs and limit
potential losses
from the field.
Right time Right rate

Makes nutrients Matches amount
available when crops of fertilizer type
need them crop needs
based on the based on soil
dynamics of crop nutrient supply
uptake, soil supply, and plant
nutrient loss risks and demand.
field operation logistics.
Affordability Capacity
Can they afford to building
purchase fertilizers? Do farmers know how to use
fertilizers effectively?
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Availability
Beyond its Moroccan production capacities, OCP heavily invests in production and logistics in many other
African countries, including fertilizer blending and storage facilities. These projects are important because
they allow us to reduce costs for farmers and be more agile and responsive to local needs. So far we are
present in 16 African countries:
Burkina Faso
Mali
Ghana
Niger
Cameroon
Senegal
Ivory Coast
Rwanda
Kenya
Tanzania
Benin
Zambia
Zimbabwe
Mozambique
TOWARDS A CO-INDUSTRIALIZATION OF ADAPTED ETHIOPIA BANGLADESH

FERTILIZERS IN NIGERIA
The collaboration between This partnership allowed
We have been working
for several years in
6 cropping
systems set up
OCP and Nigerian the rehabilitation of
industrial key players has over 40 blending units
Ethiopia to support
local blending, logistics, 4,951
solid grounds. Back in 2016, (at a cost of more than farmer production and beneficiaries trained
OCP Group first partnered 400 million dollars) and training as well as and supported
with the Fertilizer Producers a project led by OCP including 1,408 women
market linkage:
& Suppliers Association Group creating 3 blending
of Nigeria (FESPAN) under units that are currently 547demonstration plots
the Presidential Fertilizer under construction in
Initiative (PFI), supported Kaduna, Ogun and From 8 to 30%
by the Nigerian Sovereign Sokoto states. With a improvement in yields
Investment Authority
(NSIA). This collaboration
commissioning scheduled
for 2021, these 3 units will $2.4 billion depending on the crop
stretched across the entire have a total production investment for a 2.5 million
agricultural value chain, capacity of 500 000 tons domestic production INDIA
from the introduction
of customized fertilizers
tons of fertilizers per year.
Following this project,
planned capacity
2200
adapted to local soils another Memorandum members of
5,800
and crops to improving of Understanding was cooperatives trained in
Rajasthan for resilience
the availability of fertilizers signed in 2018, to develop
against COVID-19.
in the local market at a multipurpose industrial seeders distributed to
competitive prices. The platform in Nigeria, which
50 000
support mechanization
partnership also included will utilize Nigerian gas and
farmer support initiatives, Moroccan phosphate to smallholder farmers have been
able to improve their living
supply chain development produce 750,000 tons of conditions in the face of social,
projects along with the ammonia and 1 million tons
25,500
medical and women's empower-
strengthening of a close of phosphate fertilizers ment issues thanks to our
distribution system. annually by 2025. farmers trained integrated agricultural projects
179

GRI 103-3 | GRI 203-1
Customization
Teach sustainable
Map the soil Develop the formula Produce locally
methods
Our mobile labs map We create a specific We share our

local soil quality, to fertilizer for the soil, We work with local knowledge of optimal
assess the nutrient with finely-balanced manufacturers to fertilizer use to prevent
levels and see what nutrients for optimum produce the pollution and encourage
the soil needs plant growth costumized fertilizer sustainable farming
MAP THE SOIL
Developing customized products requires a deep important for developing DSM (digital soil
understanding of the soil-crop-environment system mapping) related to soil fertility and yield
and the farmers' practices. Our approach is based on forecasts. Some works have been engaged
3 levels of information: in this field to create thematic maps of nutrient
deficiencies and contribute to develop a
1. In-depth assessment of soil and crops response: complete nutrient management platform
\ Soil analysis to get soil fertility data of targeted dedicated to sub-Saharan countries.
regions
\ Onsite field trials testing the crop response to
recommended fertilizers
Key figures
4,000,000 ha
\ Partnerships with local & international research and
agronomy institutes to facilitate the dissemination

of our results
of soils mapped in Togo, Madagascar, Burkina Faso,
Guinea, Rwanda
2. In-depth assessment of current agronomic
29
practices:
millions hectares mapped in total
\ Partnerships to collect macro information on
farmers and their environment

countries covered : Burkina Faso, Guinea,
9
\ Conduct surveys to collect data on current
Madagascar, Togo, Rwanda, Senegal, Cameroun,
agronomic practices and farmers' behaviors Ethiopia, Ghana
towards new products/solutions. Our goal is
10
to develop adapted, affordable and scalable new tailormade formulas
solutions for farmers for African countries
3. Geospatial technologies for developing nutrient

management platforms:
We frequently use satellite imagery and
geospatial data (climatic, pedologic, agro- Yield Farmers' profitability
ecologic, vegetal index, land use, etc.) as a third
+ 30% + 23%
layer of information, in order to match it with Potatoes
onsite information, thus enhancing the quality of
our results and helping make decisions about new
+ 40% + 14%
formula development. The geospatial tools are Maize
180

GRI 103-3 | GRI 203-1
DEVELOP THE FORMULA
Our products are developed to fit soil needs and maximise environmental benefits:
Benefits
reinforcement
Air emissions
Nutrient loss
Soil-health
reduction
reduction
efficiency
Our 2020 performance
Water-
Fortified fertilizers (NPK, NP+) enriched
with micronutrients: zinc, boron, silicon   
Slow-release fertilizer  
Nutridrop (soluble fertilizer)   
High Phosphorus and Sulphur fertilizers  

Products
Fertilizers fighting against eutrophica- Angle-Right $61 millions invested in Research & Development
tion with inhibition additives   Angle-Right 1 more R&D center: CESFRA (Center of
Excellence in Soil and Fertilizer Research in
NP-S nitrogen fertilizers allowing Africa)
nitrogen stabilization    Angle-Right 10 new customized fertilizers formulas for African
soils
Fertilizers’ specific formula for drought   Angle-Right 3 joint-ventures with world-class partners
Fertinagro Biotech & Hubei Forbon Technology
New P, NP & NPK formulas for organic
farming   
Premium fertilizer combining nutrients

and technology   
Angle-Right 29 millions ha of soils mapped so far in 9 African

countries
Angle-Right 1 soil data bank - Restore Africa Soils - created to
share expertise & good practices with the African
Soil analysis, mapping & field trials     scientific community
Angle-Right 50,000+ soil analysis carried out in Morocco
Angle-Right 1 digital platform Agritrials to share Moroccan field
trials outcomes with the scientific, academic and
business ecosystem
Angle-Right 4
34,058 African farmers outreached by OCP
Capacity building programs (OCP School Lab program since its start in 2016
School Lab, Agribooster, Al Moutmir) &     Angle-Right 6
31,166 African farmers benefited from the
demonstration platforms end-to-end solution Agribooster since 2016
Angle-Right 3
0,000 Moroccan farmers covered by Al Moutmir
Digital tools allowing farmers to make

Services
smart decisions from financing to

market linkage through plot monitoring.:    
Nutrient Expert, Udongo, Atmar, Angle-Right 1 67,000 users of the @tmar application in
Agriedge, etc. Morocco
Angle-Right 4
0 agripromoters to coordinate farmers’
challenges from access to the right input, training,
Agricultural ecosystem reinforcement off-take, loan & insurance, mechanics, etc.
 
leverages Angle-Right 5
0 farmers house to underserved communities in
Nigeria to provide farm inputs, farmer training,
and demo plot activities
Angle-Right 1 6 start-up supported by Impulse acceleration

program
Angle-Right 18 start-up selected in the brand new Agri-
Entrepreneurship programs to boost
    Edge’s Filaha innovation program
agritech and biotech solutions in Africa
Angle-Right 10 start-up will be supported as part of the new
African Youth Climate Hub (AYCH) incubation
program
181

TRANSITIONING TO ORGANIC
OCP Group is committed to developing organic fertilizers. In 2020, the Group has worked with:
Fertinagro: Together with its partner Fertinagro, OCP is committed

to providing farmers with new products that integrate macro and
micro nutrients into organic fertilizers. These new products are derived
from the recovery of nutrients (N, P,K,...) from organic waste and are
incorporated into new formulas that have not gone through the
conventional value chain of fertilizer production.
JESA: We are working on a feasibility study in collaboration with

Jacobs Engineering to produce organic fertilizer from organic
waste generated across Morocco with the objective of scaling up
such a solution at continental level, and beyond.
182

A STRONG RESEARCH & DEVELOPMENT AND INNOVATION ECOSYSTEM
\ Mohammed VI Polytechnic University: Research and Development centers and entrepreneurship programs
such as Impulse, an acceleration program dedicated to African sustainable agricultural development
CESFRA ASARI
The Center of excellence in soil and The African Sustainable Agriculture Research
fertilizer research in Africa (CESFRA) Institute has launched research projects
launched research programs in 2020. It dedicated to Saharan agriculture in 2020 to
aims to be a knowledge center, tackle specific challenges such as soil salinity,
technology and innovation incubator and rational use of water and renewable energy in
soil reference archive of the African collaboration with world class partners such as
continent to bolster human welfare, Fertinagro, FAO (UN Food and Agriculture
economic growth and environmental Organization), and ICBA (International Center for
sustainability. Biosaline Agriculture).
3
The Center aims to:
projects launched around new alternative
Angle-Right P
rovide soil testing services crops for farms affected by salinity, designing an Atlas
on endangered native plant species and integrated
Angle-Right P
repare digital soil fertility maps of Africa agriculture models based on fish farming and the
for judicious and sustainable fertilizer use, cultivation of Salicornia and other halophytes.
7
Angle-Right Conduct research for customized uses of
various forms of mineral fertilizers for projects being launched on native plant
boosting crop productivity species, fodder, cactus, red algae and the
desiccation of water
Angle-Right Improve the soil health of Africa through
30
the use of phosphogypsum and other
phosphate derivatives researchers specialized in
Saharan regions
Angle-Right Provide long term and customized training
and education in soil science for all
Angle-Right Participate in local community

development activities 8 ha 15 ha
dedicated to dedicated to the experimental
experimental greenhouse farm located at the Boucraâ mine
183

\ OCP Group’s business unit Agri-Edge is dedicated to precision farming exploiting data, algorithmic
models, agronomic know-how, and advanced technologies, including satellite imagery, drones, and
sensors. Among the different services developed is a soil sensor system that determines, in real time,
the exact quantity of water required for healthy growth and the Disease Identification software
that enables farmers to use a cell phone as a phytosanitary diagnostic tool.
Boosting entrepreneurship for a sustainable African agriculture
UM6P’s IMPULSE acceleration programme for African start-ups dedicated to agritech and biotech
solutions, launched by the UM6P rewarded 16 innovative in 2020 to develop their businesses:
Kamal Yakub TroTro Tractor
“
When I joined Impulse, I had 2 things in mind 1. Take TROTRO Tractor to the TROTRO Tractor
next level and 2. Forge lasting partnerships for business growth. All these is an agricultural
are happening at the speed of light and we are really grateful to the Impulse technology company
team and also OCP team for making this happen. We are also grateful to that connects small
the OCP Africa team in Ghana that worked with us to support over 2,600 farmers with tractors
and other agricultural
women farmers during the hype of the COVID-19 Pandemic in 2020.” machinery services via
a digital platform.
Thiago Camargo DataFarm
“ Participating in the IMPULSE program, we had the opportunity to

learn more about the OCP Group, including OCP Africa, UM6P, the
experimental fields, agronomic laboratories and also interacting
with different areas of the company. It was certainly a great learning
experience, identifying synergies and knowing who to talk to within the
DataFarm is
complex structure that is a large corporation such as OCP. We were collecting geolocated
mentored by executives from outside and within OCP, who dedicated farm’s agronomic
their time to supporting DataFarm in better communicating its value data to identify
proposition, with market information and facilitating connections with limiting agronomic
factors and reduce
other departments in the group. In addition, we were exposed to several the gap between the
other corporations from different sectors, such as Nestlé, Cargill, Bühler potential yield and
and some VCs and Corporate VC funds. These interactions allowed us the actual yield.
to better understand what the concerns of global corporations were,
and the common point that we identified among all of them was the
attention to issues related to sustainability and climate change. This
motivated us to prioritize the development of our carbon credit project, in
front of other products that we have on our roadmap.”
Agri-Edge’s Filaha innovation program was created in 2020 to foster innovative projects in the field of Digital
Agriculture and help project leaders transform their project ideas into startups. This is an opportunity for sharing
knowledge with the various actors involved in the fields of agriculture and technology to develop solutions
serving the African agricultural ecosystem, leading to the creation of new innovative startups in the field of digital
agriculture. Among the 131 teams which applied from 23 African countries, 18 were selected and entered into
Acceleration Phase 1 : Technical Coaching.
184

\ Agribiotech business unit for better nutrient absorption, higher resistance to different climatic stressors
(heat, rainfall, etc.), and higher nutritional value for fruits and vegetables. Biostimulants are fertilizers that stimulate
the process of plant nutrition independently of the nutrients they contain, to improve the characteristics of
plants or their rhizosphere such as the efficiency of the use of nutrients, the tolerance to abiotic stress, qualitative
characteristics and the availability of nutrients confined in the soil or the rhizosphere. They also allow an
improvement in yield of at least 10%:
• Improving the absorption by the plant of macro and micronutrients (N, P, K, Ca, Mg, Mn ...) present in the
environment or provided via fertilizers
• Improving the bioavailability of nutrient compounds in the soil (macro and microelements) allowing better
absorption and use within the plant
• Increased tolerance and resilience of plants to abiotic stresses (drought, excess water, frost, salt, etc.)
• Improving the quality criteria of harvested products (including sugar content, lipids, color, storage, etc.)
• Improving the microbial activity of soils allowing soil humification
• Improving certain physicochemical properties of the soil allowing better degradability of organic compounds.
\ Innovation partnerships, including :
ertinagro Biotech, a Spanish company specializing in fertilizers (NPK, enriched

F
NPK, biostimulants, etc.), innovation and development of products adapted to the
specific needs of soils and crops throughout the world and OCP Group launched
in 2020 an industrial unit for the production of high added value fertilizers
(improved NPK, biostimulants, etc.) at the Jorf Lasfar site as a result of the joint-
venture created. Other innovation project are still ongoing, especially around
organic fertilizers.
ubei Forbon Technology Co., Ltd, a Chinese player specializing in the research,
H
development and supply of global fertilizer additive solutions and also active
in the field of Smart Agriculture, and OCP Group signed in 2020 an agreement
for the creation of a joint-venture operating in Research & Development of
sustainable agricultural solutions providing farmers with tailor-made fertilizer
formulas, responsible agricultural practices and digital services.
“
OCP and Forbon have the same vision and
ambition for the future of agriculture which
is to provide more advanced fertilizer and digital
solutions to improve traditional agriculture, farming
techniques and increase the farmers’ profits. With its
expertise in AI, sensors, precision equipment, IOT and
digital technology, Forbon together with OCP could
bring to the farmers the best customized solutions for
a sustainable and innovative agriculture. The joint
venture will be dedicated to innovation and will
benefit Chinese and global agriculture”.
MR WANG RENZONG
Chairman & CEO of Forbon
185

RT-CH-410b.2
QUALITY MANAGEMENT
At OCP Group, we have a relentless commitment and raw materials, additives and intermediate
to delivering outstanding quality solutions and products are manufactured, handled, stored,
services — on time, every time – placing our delivered and used in a safe way when it comes to
customers’ definition of quality first throughout the occupational and public health & safety and the
product development and delivery process. We are environment aligning with all relevant legislation
especially committed to guarantee that fertilizers and respecting best practice industry guidelines.
Marketing & sales Application & use Product development

• Safety data sheets • Safety data sheets • R&D & on-site tests
• Chemical compliance & due • Soil analysis, demonstration • HESQ assessments
diligence platform • Chemical compliance &
• Voice of the Customer • Capacity building programs due diligence
program • Precision farming & nutrient • New product
• Sharing of knowledge management programs evaluation (NPE) & New
through local resellers, • Digital & analytical tools product introduction
agronomists, agripromoters (NPI) processes
• Smart blenders
Application Product
& use development
Storage Sourcing
• Safety data sheets • Suppliers code of
• Online process Marketing conduct
Sourcing
monitoring & sales • Quality & HSE
• Traceability tools criteria
• HSE audits for •Chemical
subcontractors compliance
• Emergency Storage Manufacturing • Audits &
response plans continuous
improvement
plans
Transportation Packaging
Transportation Packaging Manufacturing

• Safety data sheets • Bulk material • HSE programs
• Online process monitoring assessment • Process safety programs
• Traceability tools • Product safety & • Circular economy
• HSE audits for labelling compliance programs
subcontractors • Customization options • Security programs
• Emergency response plans • Business Continuity Plan
•Innovative last-mile • Audits & continuous
delivery systemss improvement plans
186

RT-CH-410b.2
The QMS-LCP OCP (Quality Management System Life Cycle Product) ensures the constant
implementation of quality excellence along the whole product life cycle and is based on 6 pillars:
\ Leadership & engagement
\ Effective listening to the client's voice
\ Anticipation of market needs and developments
\ Development of capabilities
\ Efficiency of quality across the entire value chain
\ Rituals of quality performance & continuous improvement
Stemming from these L.E.A.D.E.R pillars, 15 product lifecycle oriented work axes are developed in 227
elements. Each element is described in a maturity matrix at five levels thus constituting the QMS-LCP
OCP reference system.
Commitment at all levels
Quality touches every single OCP Group employee. In 2020, we reaped the benefits of a global
organization with built-in operational synergies among rock, phosphoric acid, fertilizers product
development teams. Our new product evaluation (NPE) and new product introduction (NPI) processes
are now production proven and delivering world-class results.
Our quality team is a worldwide organization that leads customer-critical functions within OCP Group.
Their responsibilities include:
Customer Quality Quality Standards and Bodies

 Finding the root cause of quality issues Voicing Our position and interests within industry
Working on product quality improvements
 standard bodies such as ISO, IFA and AOAC
 (Association of Official Analytical Chemists)
through preventive and corrective actions
Communicating internally, industry standard
External Quality 
trends and changes (planned or actual)
Working with final manufacturing subcontrac-
Quality Systems
 tors on quality-related tasks, audits and
incidents  Managing our quality rules, process structure
Being the main quality point of contact for and documents

outsourced products  Coordinating internal and certification audits
Failure Analysis Lab  Leading continuous improvement activities
Chemical and physical product analysis for Making sure that customer-specific and
new product development, customer issue  market specific requirements are available
 and understood
resolution and manufacturing effectiveness
improvements Reliability Lab
 Providing an expert voice in new product Operating life and environmental stress labs to
development teams 
validate long-term reliability of our products
Manufacturing Quality Supplier Quality
Acting as customer advocate for internal Working with suppliers on quality related
manufacturing sites regarding change 
 tasks, audits and incidents
management, discrepant material and
product qualifications  Driving supplier quality improvements
Overseeing and performing quality audit Business Continuity Management

activities Identify critical processes that may interrupt
Giving expert knowledge, with the help of  business operations and implement strategies
 quality tools and methods, to help ensure to minimize the impact
quality of manufactured products
Regulatory Intelligence
New Product Introduction (NPI) Quality
 Driving quality into product development  Maintain the regulatory compliance of all OCP
activities products.
 Helping ensure that new product releases
meet customer and standards requirements
187

RT-CH-410b.2
Quality Information Systems
We developed online quality tools and processes worldwide and share knowledge across the
to support operational and customer needs, company. Regional regulatory intelligence
which can be found on our internal quality portal committees are held regularly to identify further
website. The quality portal is our hub for critical regulatory local developments and define
business functions, such as QMS LCP OCP, compliance action plans accordingly. We also
Regulatory Intelligence platform, and the Master monitor normative and regulatory trends
data Product. These systems have many reporting through our participation in international
and data mining capabilities. standardization bodies.
QMS LCP OCP is an in-house built quality The Master Data Product is a common products
management system that shows the way. It referential to describe and share quality
features a digital platform requiring a self- standards across the company for all products
assessment plan for each entity. All users are from rock, to acid, to fertilizers, to feeds
required to disclose scores and maturity throughout their lifecycle. The online platform
according to the QMS-LCP OCP standard, as well allows to improve knowledge of the OCP Group
as objectives and action plan. The user can also product portfolio, reduce non-conformities,
share best practices with the other users while we time-to-market for new products, customer
teach our team members to be good problem satisfaction and control of regulatory
solvers and our managers to be good mentors non-compliance risks such as chemical safety.
and coaches. The platform features all specifications, chemical
properties and components, physical properties
Regulatory Intelligence platform: (particle size, colors, hardness), trace elements
The supply of fertilizers and chemicals is but also analytical methods (e.g. gravimetry,
regulated by national and international etc.). All data included in this platform is
chemical and product-related codes. OCP integrated into each trade management system,
Group is committed to monitoring and ensuring including procurement, occupational health &
compliance with such regulations while meeting safety, etc.
local market requirements.
The Regulatory intelligence platform allows to All data from this platform finally fuel product
screen our products’ compliance – including catalogues and sheets – including their correct
chemical safety – with domestic regulations uses and safe handling.
Customer-driven Quality
Customers are the starting point for a closed-loop process that ensures
3,4/5
exceptional interaction and accountability. In 2020, we expanded our
Voice of the Customer program to reflect the growing diversity of our
customers and to better understand the complex technical and dynamic
business challenges they face in bringing products to market. Quality
scorecard ratings are at an all-time high. Conducted annually, our
customer satisfaction survey provides analysis of 48 functional elements customer satisfaction rate
such as physical aspects, chemical conformity, and loading traceability. in 2019 - the 2020 survey is
which allows us to prioritize future improvements. ongoing
2020 Claims rate Closing rate
Rock 2% 67%
Phosphoric acid 1,60% 100%
Fertilizer 2,76% 79%
Total 2,49% 79%
188

“
Quality, our native mindset.
Global challenge of food security is as much about quantity as
it is about quality. Quality of nutrition, for humans, for the livings, and
therefore for the soils.
At OCP, meeting this challenge, sustainably, has always translated into
M. JEBRIL JAOUHAR
strong commitments, laying on a certain “culture of excellence” rooted
VP - Quality in our way to do.
Management Today, we are bringing quality to the next level, ensuring
comprehensive coverage along the value chain and thus through
our entire portfolio of products lifecycles. Embracing the increasing
complexity of our business by hinging on world class digital tools and
embarking all our ecosystems on a common vision of “outstanding
quality”. Beyond compliance and customer satisfaction, we stand for a
“quality native mindset” that we collectively craft, share and prosper."
189

RT-CH-410b.2
Superior Supply Chain Quality Management
At this level of complexity, quality processes take on an even more critical role. Our Quality and
manufacturing teams continue to focus on stronger execution. We rely on an online process monitoring from
rock to fertilizer delivery. These strategies have reduced development cycles and minimized the risk of quality
problems in the field — all built upon engineering characterization of our products, with more than 450 million
data points collected. 100% of our shipments are physically inspected to confirm the quality, compliance and
quantity of goods leaving our ports – led by third-parties for Jorf Lasfar and Safi’s ports.
Evaluation & control
Beyond our self-assessment system and internal audit processes, we regularly renew and expand best-in-
class certifications rewarding the quality of our activities and products:
Port of
Jorf Lasfar Safi Khouribga Gantour Boucraa
Casablanca
Protect & sustain – IFA’s
product stewardship
initiative covers the main
quality, environment, health,     
and occupational safety
aspects of ISO 14001, 50001,
9001 and 45001 certifica-
tions
ISO 45001:2018 / OHSAS
18001:2007 on Occupational 
Health & Safety
ISO 14001:2015 –    
Environmental management
ISO 14064-1 :2018 –     
Corporate Carbon Footprint
ISO 9001:2015 – Quality    
management
ISO 17025:2005 – Laboratory   
requirements
ISO 22000:2005 – Food 
safety
GMP+ - Good
Manufacturing Practices 
(feed safety assurance)
Food hygiene – HACCP 
IMACID (Indo-Maroc Phosphore) and EMAPHOS (Euro-Maroc Phosphore) are joint-ventures producing
phosphoric acid and fertilizers located in Jorf Lasfar:
IMACID EMAPHOS
ISO 45001:2018 / OHSAS 18001:2007 on Occupational  

Health & Safety
ISO 14001: 2015 – Environmental management 
ISO 9001:2015 – Quality management  
ISO 22000:2005 – Food safety 
ISO 50001 – Energy management 
190

GRI 103-3 | GRI 203-1
Capacity building
Among our educational tools, OCP School Lab (OSL) aims at increasing the yields of smallholder’s farmers
on strategic crops by offering:
School Lab
A mobile school that offers A mobile laboratory that offers soil-testing
interactive training sessions with using latest innovations (X-rays, big data
live demos and videos on good and machine learning) and live information
agricultural practices on soil needs and fertilizer recommendations
Key figures
434,058 9
In 2020, OSL was adapted to the COVID 19
challenges. Farm & Fortune TV Show was created to promote
sustainable agricultural practices in different languages – also
farmers reached by broadcasted on radio - through documentaries, interviews with
OSL program since countries covered: experts, games, and sharing of simple tips and tricks everybody
its launch in 2016, Ivory Coast, Guinea, at home can be inspired by – from housewives dealing with
including more than Nigeria, Ghana, Kenya, composting to farmers tackling more technical agricultural issues.
21,500 in 2020 in spite Burkina Faso, Tanzania,
of the pandemic Senegal and Togo Plus-circle Join our online school
191

ENHANCING SMART DECISIONS THROUGH DIGITALIZATION
Digitalization is at the heart of our work to create a connected farmer, empower the ecosystem and
encourage end-to-end modelling.
Nutrient Expert is a digital platform in partnership with the African Plant Nutrition Institute (APNI)
to help farmers in their decision making process. The tool enables farmers to make more informed
decisions based on their soil needs, expected yields and cost & profit analysis
Al Moutmir digital offer in Morocco: @tmar to facilitate access to free agricultural guidance for each
farmer; Agripedia to access scientific knowledge to facilitate decision making; Agriagent to manage
agronomists’ activity; Agridistributors to allow distributors to efficiently manage NPK production;
Agritrial to follow in real time the demonstration platform outcomes
Udongo is a digital platform promoting the agricultural value chain through various services while
putting the farmer at the heart of the ecosystem. The digital solution offers farmers the possibility
of accessing the agricultural input market, along with recommendations and agronomy contents
but also local support through the Agri Extension Agents Network. Beyond Nigeria, this initiative will
potentially be developed in strategic countries while integrating new services.
Key features Target
Business Management
features
• Product Catalog Nigeria - Platform Current Actors
• Network Business • Agro-dealers
Affiliation • Distributors
• Price quotations • Wholesalers
• Inventory
managements
Farm Management Input providers Distributors Agro-dealers

• Extension Agents
features
• Aggregators
• Farmer database • Commercial farms
• Farm Management • OCP Africa
calendar programs
• Geolocalisation Agri-Extension Farmers
Agents
Agronomy features
• Agronomy content • Extension agents
• Agro + : nutrient • Agro-dealers
management • Farmers
platform
Ghana - Platform Current Actors
Get the Udongo mobile app
or via Web platform: Deployed in February 2021 for OCP Ghana
Programs (OSL & AgriBooster)
NIGERIA: https://udongo.ng
GHANA: https://udongo.com.gh • Agri-Extension agent & Farmers
192

Agri Edge:
Satellite data Climate data
Drone data Sensors
Precision irrigation Reasonable fertilization Disease Indentification
Weather Land Sensors Weather Satellite or Soil “Phytodetect” enables

data data data drone data analysis
precise diagnosis of crop
diseases by analyzing ordinary
photographs of plants taken
Processing by a smartphone, and quick
model access to information relating to
the necessary curative control
methods. The application
Water model Land mapping also sends alerts on potential
diseases so that the farmer can
take preventive measures.
Recommendations to: Recommendations to:
\ Optimize water consumption \ know where, when and how
\ Ease irrigation management much fertilizer to apply
\ Reduce production costs \ achieve optimal yield
\ Improve yield \ minimize the cost
For ever more sustainable agriculture, we have adopted an approach focused on research and development. We work closely with
a community international scientist composed of recognized experts in the field of precision agriculture. These experts run the Agri
Analytics Days annually, and the AgriEdge scientific platform.
9
RESTORE AFRICA SOILS:
A SOIL DATA BANK TO SHARE EXPERTISE & GOOD PRACTICES
Restore Africa Soils is a platform dedicated to scientific discussions webinars hosted on the platform
between African researchers and OCP Group partners launched in 2020 in collaboration with CESFRA and
in partnership with CESFRA (UM6P’s Center of Excellence in Soil and partner agricultural institutions
Fertilizer Research in Africa). In an unprecedented international context (Guinea, Togo, Burkina Faso,
Madagascar, and Rwanda) and
of the Covid-19 pandemic, OCP Group continues to work to ensure the
300 beneficiaries
continuity of its actions in Sub-Saharan Africa, particularly in terms of
Plus-circle F
ind out more on how we help
training and scientific exchanges. The platform will allow to communicate
African farmers in the COVID 19
about the state of play of the soil mapping projects launched and to pandemic
continuously feed a Data Bank dedicated to African soils.
Empowering agricultural institutions:

\ Development of a distance training offer in \ 11 executives from the Agricultural Vocational
partnership with ESAFE (School of Agriculture, Training Support Center (CAFPA) trained in the
Fertilization and Environment Sciences) in the fields of agriculture in Madagascar
UM6P for sub-Saharan partners \ 10 Senegalese researchers and doctoral
\ 121 executives trained in soil mapping in students at UM6P in fields related to agriculture
Rwanda, Madagascar, Cameroon and Ghana. and leadership.
193

GRI 103-2 | GRI 203-2
End-to-end programs
AGRIBOOSTER
The Agribooster program is an inclusive and customized end-to-end solution that brings together different
stakeholders of the agriculture value chain to provide farmers with the best conditions to increase their
yield, incomes and livelihood. To enhance a sustainable farming ecosystem, it includes:
Post-harvest
Inputs & Distribution & Transformation
Farmers Operations &
Services Supply Chain & Distribution
Supply Chain Consumers
Inputs
Isolated Farmers Market Linkage

Output Buyer
Seeds Fertilizers
Cooperatives
Equipment
Commercial Farms
Mechanization Irrigation
Financing Services Training & Follow-up
type, volume, frequency,

Insurance Financing moment to use fertilizers
Agri-Promoters
Agri-Promoters have been created as a single point of contact between smallholder farmers and the rest of
the agriculture value chain to optimize the Agribooster offer while creating jobs for educated young people
in agriculture. The young graduates are trained and supported to coordinate farmers’ challenges – input
(seeds, fertilizer, etc.), training extension, off-take, loan & insurance, mechanics and warehouse – with the right partners:
input suppliers, financial services providers, and commodity buyers.
“
As an MSc student in Agriculture,
the Agribooster project provides me
with the first ever opportunity of acquiring
practical knowledge as a potential expert.
DORIS KUDI Skills on how to interact with farmers,
Organization: Ahmadu Bello share and adopt on-field knowledge and
University Zaria, Nigeria experiences as well as facilitate step down
Position:
OCP Agripromoter (AP) trainings on Good Agronomic Practices were
Role in ABU Agribooster major achievements for me. Overall this
Campus: Support farmers
with adoption of GAP for
project has given me a massive insight to
Maize value chain, facilitate embrace farming as a business. Thank you
step down training, and
data collection.
OCP Africa.”
194

GRI 103-3 | GRI 203-1
4
countries covered
33%
additional
by Agribooster: average yield
Ivory Coast, in the maize,
Nigeria, Ghana, rice, millet, and
“
and Senegal sorghum value
chains
I can now 631,166

afford farmers benefited from Agribooster since 2016
DEBORAH EMMANUEL
Community/State: Pampaida-
to send my Farmers covered
by Agribooster
299,829
daughter to a
168,454
Ikara, Kaduna State
Farm Size: 0.7HA 162,883
good school”
Value Chain: Maize
Previous Harvest: 2.3MT
Current Harvest: 3MT 2016-2018 2019 2020
“
M.TOURE ABDRAMANE Agribooster offered real opportunities to rice growers
Directeur General de Oriane
industries (Offtaker) on the
through field schools, training in community life, rules of good
Ivory Coast partnership: governance, establishing contact with ORIANE INDUSTRIE in the
context of contract farming.
The project initially started on the basis of 2,500 producers;
based on the selective criteria imposed on ORIANE INDUSTRIE
by UNACOOPEC-CI - an organization that agreed to finance
agricultural inputs - in particular the obligation for producers to have
an account with COOPEC, was affected and reduced downward.
Several producers, although motivated at the beginning, therefore
left the project and nearly 1,742 rice producers were retained who
benefited from seeds, inputs and the supervision of coaches in the
field. 1,751 producers benefited from advisory support”
“
The Agribooster Campus project has:
PROFESSOR OLUWAFUNMILOLA ALABI • Open up opportunities for Faculty students
Institution/Dept.: Department of Crop regarding entrepreneurship, business and
Protection, Faculty of Agriculture-ABU Zaria,
Nigeria.
extension services.
Position: Former Dean, Faculty of • Build capacity of students in the areas of self-employment
Agriculture-ABU, Zaria.
Role in ABU Agribooster Campus: Resource and self-dependency
person and institutional facilitator for
collaboration between OCP Africa Nigeria
• Further deepen knowledge of agriculture and Leadership
and Ahmadu Bello University Zaria, Nigeria on students as espoused by the University”
195

Our ecosystem :
Service providers Funding organisation
AGSmore Keelpeak
Micro financial
Input providers
and Commercial Banks
Government bodies International institutions
Offtakers and distributors
This list is not exhaustive.
196

EMPOWERING WOMEN
In 2020, OCP Africa launched the Women in Agribooster initiative, using the Agribooster platform to
reach 5,000 women farmers in Ghana. The program aims to mitigate the negative effect of COVID19
on women in agriculture and to ensure that they continue to produce food for their communities.
In addition to access to inputs, training on good agricultural practices and market access,
the program provides technical support to increase food productivity. TROTRO TRACTOR and
SAYeTECH, two Ghanaian startups, laureates of the first IMPULSE cohort, will respectively support
women farmers in mechanization via a powerful on-demand mobile platform that connects farmers
to tractor operators, and the activities of harvest via intelligent machines.
In addition, women farmers benefited from an innovative agricultural platform called e-Extension,
which trained them on good agricultural practices and production monitoring, in collaboration with
the Millennium Promise Alliance (MPA).
Through these two initiatives to support women farmers during the Covid 19 pandemic, we have
provided 5,000 women with support in land preparation through mechanization and smart techniques.
These women farmers were also able to reduce post-harvest losses with modern tools and harvesters.
CATALYSING THE AGRIBOOSTER PROGRAM DURING COVID 19 PANDEMIC
The Africa Fertilizer Financing Mechanism affordable agricultural inputs while providing
(AFFM) and OCP Africa team up to reduce training in good agricultural practices.
potential risks along the agricultural value Built on OCP Africa’s Agribooster, activities are
chain, and improve access to quality inputs, expected to boost productivity and help
including fertilizers, in Côte d'Ivoire and Ghana. increase rice and maize yields by 35% in
The three-year project (2020-2023) will Ghana and rice yields by 30% in Côte d'Ivoire.
support 430,000 smallholder farmers, In light of these expected outcomes, OCP
including 104,000 women, in the two countries Africa and the AFFM will each contribute
and facilitate their access to quality and $2 million in trade credit guarantees.
Martin Fregene Director of Agriculture and Agro-industry at the African Development Bank.
“ The African Development Bank is pleased to partner with OCP Africa to achieve the
increased agricultural productivity objective of the Bank’s Feed Africa Strategy. The
project will contribute to the Bank’s efforts to increase smallholder famers’ access to
modern farming inputs in order to increase productivity and promote agriculture as a
profitable and sustainable business in Africa"
The project is in line with national development programs of the two countries. It will support the
implementation of the national rice strategy in Cote d'Ivoire, as well as the Planting for Food and
Jobs program in Ghana.
197

SANDIARA AGRIBUSINESS INNOVATION
OCP Africa has launched an incubation program in Sandiara, western

Senegal, aiming at building the capacities of young agripreneurs and
women's cooperatives in agribusiness. The program enables women
to develop a sustainable organizational model that brings together
members around a common economic activity (processing of
agricultural and poultry products) and which promotes inclusion in
markets. For agripreneurs, the incubation program drives on the path to
entrepreneurship through support in the structuration of their business
and the strengthening of technical skills to raise their level of
productivity. The ultimate ambition is to promote interrelationships with
the two categories of beneficiaries with the establishment of
contractual mechanisms between agripreneurs and women's groups.
198

FARMER HOUSE
Key figures
A well-functioning last mile delivery system is an integral
part to an integrated agricultural value chain that
ensures food security. In Nigeria, farming input and
product last mile delivery is underdeveloped especially
in rural farming communities. As a result of this
underdeveloped delivery system in the undeserved
communities, farmers travel long distances to access
quality farm inputs and market linkage for produce at a
29,250
Farmers
profitable value, and such distances not only add to
cost of food but also create a psychological barrier to
food security.
58
The challenge faced by smallholder farmers - who
produce 85% of total food - necessitated the
development of of an integrated last mile delivery &
support solution to improve access to farm inputs,
outlets opened
training and market linkage that ensures profitability,
throughout the country
hence increasing food production.
Farmers House, developed in underserved communities,
40
is aimed at addressing farm inputs availability and
accessibility by providing required farm inputs, trainings,
soil testing, extension services, storage & market linkage
needed to ensure perennial yield increase under one
single roof. It also creates a sustainable model for Youth Agripromoters - single point
of contact between smallholder
and Women in agriculture by providing training through
farmers and the rest of the
the University partners and tools like Digital lab (soil
agriculture value chain
testing), Tricycles (last mile delivery), Tablets (information
gathering). Agripromoters are agents who act as an
extension of OCP and are attached to the Farmer
Houses to provide farm inputs, farmer training, and
demo plot activities, amongst other services. More than Farmer houses in Nigeria
7,000 farmers have been trained on good agricultural
practices. By 2024, these initiatives aim to reach 5 million 2020 2021 2025
farmers and to generate 40,000 jobs by leveraging
partnerships with public and private players, as well as
50 100 500
universities and cooperatives.
EMPOWERING AFRICAN YOUTH (EMAY)
Launched in 2020, Empowering African Youth (EMAY) is a program that addresses the issue of
youth unemployment and their participation in the agricultural sector. EMAY enables young
Africans to become agents of positive change, powerful relays for technology transfer and
advice in the agricultural sector. Young leaders are trained by a higher education institute to
become an expert and ambassador in the agricultural field, allowing them at the same time
to secure their livelihood. Young Leaders are equipped with several tools, such as digital labs,
tricycles, tablets and other mobile tools that allow them to bring their know-how to farmers in
order to increase their yield and profitability. The program will train 90 young leaders by
the end of 2021.
199

GRI 103-2 | GRI 103-3 | GRI 203-2 | GRI 203-1
OCP-AL MOUTMIR
As a long-standing partner of farmers, OCP remains challenges and to introduce new adapted and
strongly committed alongside the entire ecosystem in accessible solutions for all. OCP-Al Moutmir has
order to support the transformation of agriculture in accordingly designed and implemented a multiservice
Morocco and more widely in Africa and around the world. offer based on the scientific approach to ensure
OCP Group aims to contribute to the emergence of sustainability and on digital technologies as a key lever
inclusive agricultural development models that create to multiply the impact and serve a maximum of farmers
sustainable value and impact. In a partnership approach across the country: the Smart Blender technology, the
with the Ministry of Agriculture, Fisheries, Rural demonstration platform program, the no-till farming
Development, Water and Forests, OCP Group through program and the free mobile application @tmar for all.
the OCP-Al Moutmir initiative mobilizes its teams with an This approach is made possible thanks to various
intent to closely supporting farmers, especially the national partners, in particular scientific institutions (INRA,
smallholders. Therefore, it continuously stimulates the IAV, ENA and UM6P), the departments of the ministry, our
innovation loop with the various leverages of the partner manufacturers-distributors and resellers,
agricultural sector to respond with agility to the professional organizations and farmers.
Farmers in remote areas are reached via OCP-Al Moutmir

souks & moussems programs: mobile trucks visiting
weekly rural markets and festivals to assist them before
the launch of each crop cycle.
50,000 + beneficiairies
I reach out OCP-Al Moutmir

agronomists
100+ agronomists
I analyse my soil for
free in the mobile
I want to laboratories & UM6P
increase my yield
while balancing 50,000+ soil analysis
Farmers can also access to an
the use of input end-to-end support through
the @tmar application
everywhere in Morocco for free
167,000 users of Atmar app
No-till farming program consists of

sowing without prior tillage to I use the best
preserve the soil and its microbial life sustainable
as well as water stocks – increasing agricultural
the resilience to climate change practices
30,000+ hectares covered
I use the appropriate NPK fertilizer either with

the regional formula or using the personalized I monitor my plots,
formula from the closest Smart Blender point weather forecast,
of sale to my village. plant disease and
get continuous
50 Dedicated Smart Blenders points of sale assistance
200

GRI 103-3 | GRI 203-1
30,000
farmers - covered by
44
provinces - covered by
+ 55%
of agricultural yield in 2020 with customized
OCP-Al Moutmir in 2020 OCP-Al Moutmir in 2020 fertilizers compared to the national average in Morocco
Extension services available

thanks to the visits and follow
up. It includes extension
workshops, individual
feedbacks session on soil
OCP-Al Moutmir agronomists testing results in addition to
explain to me the results of meetings with our fertilizer
analysis and fertilization manufacturers, distributors
recommendations and retailers.
20,000 + beneficiaries
I receive my
fertilizer recommendation
A multi-target capacity
building program allowing to
train farmers but also the
whole agricultural ecosystem
I get trained on on agricultural, managerial
agriculture along and soft skills.
with my stakeholders 14,000 trainings for farmers,
rural women cooperatives &
young leaders
I am supported in demonstration platforms covering

finding out the different crops to demonstrate
I participate to the scientific recommendations and
financing of the right
demonstration agricultural innovations
fertilizers, crops,
platforms
equipments and 10,000+ demonstration platforms
climate insurance
I get
I benefit from
complementary
go-to-market digital
feedback through
support: profitability
communication
simulator, market info
channels: social
giving access to the
media, call centers,
prices of agricultural I improve my
radio
products (cereals, livelihood selling to a
130,000 followers
vegetables, etc.) network of local
on Facebook
cooperatives
201

THE RIGHT FORMULA FOR THE RIGHT SOIL
From soil analysis

can only be guaranteed if the sampling process is
carried out correctly, our teams enable farmers to
In strict compliance with the health measures carry out sampling on scientific grounds. Several
imposed by the COVID 19 pandemic, OCP Group explanatory and demonstration sessions are
through the Al Moutmir Initiative and the Mohammed organized at field level. Educational tools are also
VI Polytechnic University of Benguerir has further distributed to farmers (flyers, demonstration videos,
deployed an integrated offer of soil analyzes etc.) to enable them to be autonomous and to
through the mobilization of an additional fleet carry out sampling on a scientific basis. Soil analysis
of mobile laboratories. Based on the scientific feedback sessions are also planned, one to one, to
approach, the OCP-Al Moutmir offer of mobile allow each farmer to better understand the nutrient
soil analysis laboratories is made possible thanks needs of his soil. The soil analyzes carried out at
to the mobilization of various national partners, these laboratories are monitored by a scientific
including scientific institutions (INRA, IAV, ENA committee of experts from UM6P and the national
and UM6P), agricultural experts, OCP-Al Moutmir scientific consortium (INRA, IAV and ENA) with the
engineers agronomists, Local Authorities, farmers assistance of agricultural engineers OCP-Al Moutmir
and OCP volunteers working within the framework of and a team of experienced laboratory technicians.
Act4Community. The results of soil analyzes are thus certified by the
scientific committee, that regularly carries out quality
Aware that soil analyzes are the first step for controls in addition to the methodical calibration
reasoned fertilization, and as a good soil analysis operations of the equipment mobilized.
Available phosphorus Exchangeable potassium Organic matter in

from agricultural soils from agricultural soils agricultural soils
Very low Very low Very low

Low Low Low
Medium Medium Medium
High High High
Very high Very high Very high
More than
50 000 132 000 100%

digital to ensure the reliability of data and
facilitate its sharing with the ecosystem.
Soil sampling → soil analysis → fertilizers
soil analysis carried out ha mapped
recommendations → presentation of results →
since the launch of OCP-Al
Moroccan soil referential →
Moutmir in September 2018.
202

To regional formulas and plot specific formulas
Regional formulas:
Thanks to the Soil Fertility Map of Morocco, fertilizer formulas adapted by crop and by region
are manufactured by our manufacturer-distributor partners equipped with technological
equipment for mixing "Bulk- Blending". These fertilizers are transported to the different regions
and marketed through a national network of retailers bringing fertilizers closer to farmers.
CEREALS OLIVE TREE PULSES

NPK 15-30-10 NPK 10-15-25 NPK 10-30-10
NPK 10-20-20 NPK 15-20-10 NPK 06-30-20
NPK 09-23-30 NPK 15-20-25 NPK 10-30-20
NPK 10-20-30 NPK 10-25-15
Looking deeper into plots:

To go further towards optimizing natural resources and using adequate N, P
and K nutrients, the Smart Blender technology has been developed in 2018.
5 000
The solution aims to produce customized NPK formulas to each agricultural
plot based on its soil analysis and its potential yield.
tons annual
Aiming to optimize plant nutrition through the best adjustment of the supply production capacity
of fertilizers, the OCP-Al Moutmir program has set up Smart Blenders to further and up to 10,000 ha
develop a proximity offer, while encouraging the use of custom NPK blends. covered
This technical approach makes it possible to adjust fertilizers to the needs
Sale points of the
of the crop, which contributes to balanced soil nutrition in addition to better
Smart Blenders
yields and environmental protection. Smart Blender technology is deployed
today through our national fertilizer distributors and aggregator partners at 2019 34
proximity units located as close as possible to farmers. 2020 50
“
Thanks to the efforts made by the Smart fertilizer management for better
various actors of the "Smart-Blender" human nutrition:
project, Moroccan farmers are increasingly Food has been, and remains, a major
convinced of the need to follow an appropriate challenge in our societies. Rational
scientific approach in order to improve their fertilization improves plant nutrition as
YOUSSEF yields. Upstream of this process is the Smart- well as the physical, chemical and
REZOUG, Blender unit. This machine makes it possible to biological properties of soils.
Sales Manager SB
adapt the fertilization program to the nutritional Plant nutrition comes from two sources:
Mediouna-Ferti soil and fertilizer material.
Africa needs of the crop concerned, providing only
what is necessary. This makes sense not only from Our food must provide us with
an economic point of view, but also to protect proteins, lipids, carbohydrates, 13
the environment. At the beginning, we noticed vitamins and 20 mineral elements, all
a reluctance on the part of the farmers to this in balanced proportions. Customized
new technology. It was only through extension fertilization provides the right dose of
macronutrients: nitrogen, phosphorus
sessions and site visits that farmers began to
and potassium (N, P, K) and also the
familiarize themselves with the function of this
dose of micronutrients such as calcium,
smart unit. In addition, they really appreciated sulfur and magnesium (Ca, S, Mg).
the quality of the mixture (NPK Blend). Therefore, Thanks to tailor-made fertilization, it is
we believe that demand will shift towards this therefore possible to intervene upstream
tool, which meets the needs of the farmer in terms of food processing by providing a
of product quality, proximity and specificity.” balanced diet at farming level.
203

CONSERVATION AGRICULTURE : ENCOURAGING SUSTAINABLE FARMING PRATICES
We are working on territorial agro-ecological transition models that can scale up varied and complementary
measures to fight climate change. Key pillar of conservation agriculture, no-till farming consists of using
adapted seeders without tillage to preserve soil, water stocks and microbial life. This technique was
introduced by several institutions and national partners such as the Ministry of Agriculture, Fisheries, Rural
Development, and Water and Forests INRA, etc. Seeders were made available to the cooperatives, who
were responsible for the roll out in coordination with OCP-Al Moutmir engineers.
No-till farming / conservation agriculture
Environmental benefits Economic benefits
Avoid CO2 Preserve Protect Less production costs Better physical and
release during soil’s water soil’s saving labor and chemical soil’s properties
tilling stocks microbial life inputs costs for better yield
2019/2020 CAMPAIGN 2020/2021 CAMPAIGN
seeders made available to farmers 35 40+
hectares cultivated 10,000 20,000
demonstration platforms 600 700+
beneficiary farmers 2,000 4,000
In order to capitalize on feedback from no-till farming demonstration platforms and facilitate
the sharing of these feedbacks with the ecosystem, a digital application has been set up by
the Al Moutmir team. “Agritrial” now enables the digitization of agronomic management of
direct seeding demonstration plots and the real-time feedback of detailed information on the
evolution of the platforms (phrenological stages, colors, stress, size, photos & videos of plants,
etc.). This wealth of information is made available to the scientific, academic and economic
ecosystem.
Plus-circle F
ind out more
204

PROVING RESULTS TO SCALE UP ADOPTION
OCP Group has set up a range of demonstration best agricultural practices on the yield and quality
platforms in different Provinces of the Kingdom of agricultural production, the income generated
and covering several crops (Cereals and Legumes, and also on the rational consumption of fertilizers.
Arboriculture, market gardening ...). The platforms are Each platform focuses on the application of the best
indeed a powerful extension tool for demonstrating agricultural inputs, operations and techniques, from
scientific recommendations and agricultural tillage to harvest. As the culture cycle progresses,
innovations. Co-constructed and produced in this makes it possible to compare the impact of
partnership with the agricultural ecosystem and good practices versus average practices in localities
in particular the scientific ecosystem (INRA, IAV, or even regions. The objective being to create an
ENA UM6P), these platforms are installed in the effect of emulation and induction carried by the
fields of volunteer farmers and make it possible to farmers who hosted these demonstration platforms,
demonstrate the considerable impact of adopting true ambassadors of good practices;
Pulses
12% Cereals
38%
Horticulture
16% 10,000+
Demonstration
Arboriculture platforms
34%
100% funded by OCP Group, the demonstration platforms benefit from close scientific monitoring provided
by agricultural engineers OCP-Al Moutmir and experts mobilized from various national scientific institutions.
An Integrated Crop Management Program (ICP) is deployed for each platform and covers the different
stages of cultivation.
Integrated crop management program

OLIVE - IRRIGATED model (e.g. olive tree ICP)
Peacock eye / olive psyllid / olive fly / ringworm / black cochineal
BORE BORE
VEGETATIVE FLOWER CLUSTER

FLOWERING FRUIT SET FRUIT ENLARGEMENT AND MATURITY
AWAKENING FORMATION
NPK
tailor-made N N
Fe
N N N
Fe
N N
Fe
N N
Fe
N N N
Zn Cu B Zn Cu B Zn Cu B Zn Cu B
formula P K P K
Mu
P K P K P K
Mu
P K P K
Mu
P K P K
Mu
P K P K
P K
BIOSTIMULANT
Plant protection product foliar biostimulant

Fe
N Fertigation program
NPK fertilizer Zn Cu B Microelements P K
Animated acid
Mu
205

Beyond their agronomic contribution, the demonstration platforms are also a real opportunity to analyze the
behavior of farmers regarding new crop management models and new technologies. This makes it possible
to continuously adapt the solutions proposed, and to stimulate the innovation loop with good collective
intelligence, thus helping to accelerate the transformation of the sector.
Agritrial, a 100% digital monitoring solution for demonstration platforms:

In order to capitalize on feedback from demonstration of information is made available to the scientific,
platforms and facilitate the sharing of these feedbacks academic and economic ecosystem and is the subject
with the ecosystem, a digital application has been set of annual symposiums within the framework of OCP-Al
up by the OCP-Al Moutmir team. “Agritrial” enables Moutmir Open Innovation Lab with the various players in
the digitalization of the agronomic management of the sector. This tool could also be of use to the various
demonstration plots and the feedback in real time institutions which conduct trials and demonstrations
of detailed information on the evolution of platforms and would make it possible to feed a national
(phrenological stages, colors, stress, size, photos & collaborative platform open to students, researchers
videos of plants, etc). This wealth and actors who have an interest in the sector.
Clear environmental & economic benefits :

1. Improved yield \ Olive tree: 27% improvement in the weight of the fruit
\ Cereal demonstration platforms recorded an increase \ Horticulture: up to 50% improvement in the size of fruits
in grain yields of 40% and 48% compared to the yields
achieved by farmers at the level of the control plots. 3. Improved incomes
\ Legumes : 102% increase in grain was recorded and \ Cereals: 63% average gain recorded at the level of
71% increase in biomass compared to the control plots. demonstration platforms

\ Olive tree: platforms driven in Bour and irrigated \ Legumes: 122% average gain recorded at the level
mode showed increases of 31% compared to the of demonstration platforms

farmer's control, however the yield recorded in the \ Olive tree: from a profit margin point of view,
demonstration platforms was three times more than the integrated production program adopted
the national yield recorded in the provinces where the in the demonstration platforms resulted in an
cultivation is carried out. improvement of around 35%.
\ Horticulture: an increase in yield ranging from 4 to \ Horticulture: improvement in gains ranging from 14%
100% in comparison with the practices of farmers in to 210% depending on crops and production areas
different provinces of Morocco.
This program has also made it possible to
2. Improved quality considerably reduce production costs by promoting
The improved technical conduct as well as the use of the rational use of agricultural inputs. These
new technologies, especially specialty products, have platforms were an opportunity for sharing with
made a remarkable contribution to the improvement in neighbouring farmers and training through hundreds
the weight and size of the fruit. of field schools organized by OCP-Al Moutmir teams
during different stages of production.
206

ENHANCING SMART DECISIONS THROUGH DIGITALISATION
AGRIPEDIA AGRIDISTRIBUTORS
Scientific reference web platform An integrated solution dedicated to our

to facilitate decision-making and fertilizer manufacturer-distributor partners
available for free to agronomists, that allows the digitalisation of the entire
farmers, students to enhance business and development process with OCP
and share agricultural knowledge Group. Two distinct components: modelling
through diverse educational the operational process with manufacturer-
materials adapted to the user distributor to automate decision-making;
needs and targeted crops educational & technical tools for distributors
to carry out their daily activities (regulatory
aspects & core blending)
CORE BLENDING
A fast and powerful simulator to
help our fertilizer manufacturer-
distributor partners find the
AGRIAGENT most cost-effective combination
An integrated management to make a given NPK formula.
solution for OCP-Al Moutmir This model takes into account
team activities: farm advice, the chemical and physical
crop operations and farm cost compatibility between the different
accounting, yield management inputs and their availability in
and monitoring. Objective: stocks but also offers the possibility
real-time monitoring of field to expand the list of inputs.
activities - from demonstration
platforms to follow-up visits - and
performance evaluation.
AGRITRIAL
Digital solution allowing
@TMAR efficient follow-up of the
demonstration platform as
A mobile application to facilitate
well as the capitalization on
access to extension services
the agronomic and economic
to all farmers, everywhere in
knowledge gathered from
Morocco for free – from request
each demonstration platform
for financing to market infos going
– which is shared with the
through plot monitoring.
scientific, academic and business
ecosystem and used to customize
our products & services offer.
207

@TMAR
1 TRACK MY
1 FIELD
TRACK
MY FIELD
Farmers benefit from
Farmers benefit from
2 2
NPK
RECOMMENDATION
NPK RECOMMENDATION
3
PROFITABILITY
SIMULATOR
Provides farmers This service helps in economic
Provides farmers with the NPK
4
3 PROFITABILITY
MARKET
INFO
SIMULATOR
This service helps in economic
This service gives access
customized monitoring
customized monitoring of their with the
formula recommendation bestNPK formula
decision-making. It enables decision-making.
to the prices of It enables
of their crops, adapted to the needs of their farmers to calculate the agricultural products
crops, continuous assistance
continuous assistance recommendation
soil, the intended crop and the best
potential benefits of their crops farmers(fruits,
to vegetables
calculate and the
and recommendations expected yield. taking into account all cereals) in reliable and
and recommendations
adapted to the cycle and adapted to the needs ofoperations.
agricultural potential benefits
accessible markets. of their
adapted crops.
to the cycle and
development of their
their soil, the intended crop crops taking into account all
development of their crops. and the expected yield. agricultural operations.
New
5 WEATHER
FORECAST 6 DOCTOR
CROPS 7 REQUEST
FOR FINANCING
4 MARKET INFO
This service gives access
Provides farmers with
precise information on 5 WEATHER FORECAST
A plant disease recognition
service based on real
agricultural weather in real Provides farmers
images taken fromwiththe precise
6 DOCTOR CROPS
This service enables
farmers to access
A plant
agricultural financing disease recognition
time in order to take the information
to the prices of agricultural
right decision.
field. on agricultural
It offers valuable
information and the
service based on real images
solutions.
products (fruits, vegetables weather in real control

appropriate time in order taken from the field. It offers
strategy.
and cereals) in reliable and to take the right decision. valuable information and the
accessible markets. appropriate control strategy.
With personalized support for each farmer, @tmar already covers several of the most common crops in Morocco:
cereals, pulses, arboriculture and vegetables. The application is available in Arabic and French and can be
downloaded for free from the App Store and Google Play.
208

209

Women: essential drivers for a

sustainable rural development
Women in small scale agriculture are among the
most underdeveloped resource for productivity
increases. Through ElleMoutmir program, we
actively support women in rural areas to become
drivers of change. The objective is to develop
their individual and collective agricultural and
entrepreneurial capacities and encourage
networking to scale up impactful actions.
Women farmers program

This program includes close agronomic support
for women farmers in different provinces across
the country, training and promotion of peer-to-
peer outreach as well as networking support
and common actions implementation.
210

Women cooperatives program
This program targets cooperatives and
professional women organizations working on
the valorization of agricultural and local land
products. The objective is to support them in
building a resilient and sustainable business.
The services offered include local agronomic
support, equipment and mechanization
in addition to capacity building trainings
(technical, business and soft skills).
Women agri-retailers program

This program brings to women retailers
working in the fertilizer sector a capacity
building offer based on technical support,
equipment, networking, business meetings
coordination with OCP-Al Moutmir partners
and support in the diversification of products
and services (Smart Blender, extension
services, inputs and more).
Young women program

Tailored programs are provided to meet
the need of each identified group. These
programs help young leader women in
the identification of entrepreneurship
opportunities, capacity building as well as
technical and administrative support for the
creation of small businesses or cooperatives.
211

EMPOWERING COOPERATIVES TO SCALE UP SUSTAINABLE AGRICULTURE
Based on the essential role of cooperatives in new models of socio-economic

development in rural areas, OCP-Al Moutmir offers a program dedicated to strengthening
their capacities. The program targets cooperatives and all professional organizations
working in the production and promotion of agricultural and local food products.
It is all about developing solid and sustainable business models. The services offered
to each cooperative meet its specific needs: local agronomic support, strengthening
of their technical capacities, business skills and soft skills, support for equipment and
mechanization, support for diversification and business development, facilitation
of networking and carrying out collective actions in addition to market access. The
cooperative capacity building program includes field actions and a range of distance
learning services via the OCP-Al Moutmir YouTube channel, WhatsApp, Facebook
and webinars. Several initiatives are also undertaken to facilitate the connection of
cooperatives to markets: creation of Facebook pages, production of promotional
materials (flyers, business cards, product guides), etc.
“
We had limited production
capacity and we couldn't
keep up our orders on time. With the
dryer supplied by OCP-Al Moutmir,
HANANE
KARDOUDI, our customers are now delivered on
Coopérative Bassis
Al Amal - Jamâat
time. "
Shaim - Safi
“
In the past, we have
focused on production at
the expense of upgrading. Through
simple techniques presented
AMINA KHADARI, during training on the valuation
Oulad Si Bouhia
- Sidi Bennour
of agricultural products, we have
- coopérative succeeded in enhancing our
féminine Hmyania
products ”.
212

1
COVID-19: BOOSTING RESILIENCE
Protecting our team and farmers from COVID-19, our priority: Since the beginning of
the Covid19 pandemic, OCP-Al Moutmir team quickly mobilized in the rural areas, in
strict compliance with the hygiene and safety measures recommended by the Ministries
of the Interior and of Health. With support from public authorities, the team launched
awareness-raising campaigns through radio channels, social networks and in the field.
2 Ensuring the continuity of OCP-Al Moutmir offer and support farmers: During the
lockdown, we used digital technology to support farmers across the country. In addition
to @tmar, the agricultural extension service mobile application, OCP-Al Moutmir team has
implemented a range of digital solutions, including a free e-learning platform:
\ Exchanges with farmers via WhatsApp groups

\ Thematic distance training
\ Organization of webinars
\ Organization of “Live experts Al Moutmir” around various agronomic speculations
\ Dissemination of several popular videos “Wach Aarafti?“
\ Distribution of the capsules "Nassihat Al Moutmir"

\ Broadcast of the capsules "Min Ila Partage
Al fallah" sur YouTube de la série
didactique « Wach Aarefti ? »
\ Sharing of training sessions led by engineers
\ Launch of the “Khayrat Bladi” campaign on Instagram to boost the marketing of

agricultural products and promote the efforts of farmers
Vidéos didactiques simplifiées qui facilitent
Lives avec les experts Al Moutmir
aux agriculteurs la compréhension des sujets
Réponse aux demandes de agricoles qui les intéressent.
renseignements agronomiques
des agriculteurs
Des lives animés par les experts Al Moutmir traitant différentes thématiques
d’actualité pour accompagner les agriculteurs et répondre à leurs questionnements
surtout pendant la période de confinement.
COVID-19
20 Dispositif Al Moutmir d’accompagnement des agriculteurs
• Plus de 30 000 vues

• Plus de 500 partages
• Plus de 80 000 personnes touchés
COVID-19
700,000+ 1,000+ 30+

Dispositif Al Moutmir d’accompagnement des agriculteurs 23
COVID-19
22 Dispositif Al Moutmir d’accompagnement des agriculteurs
beneficiairies of online Participants to the Capacity Webinars on

training building program specific thematics
213

3 Supporting cooperatives to take advantage of the economic situation and shorten supply
chain: introducing them to digital technology to explore new marketing models with
shorter circuits.
\ Webinars around e-commerce, communication techniques and complementary skills

necessary to overcome this crisis such as financial and administrative management but also
all fundamentals (products quality, smart agriculture, labelling & packaging technique, ONSSA
certification requirements, etc.)
1,000+ 200
participants - institutional partners, internal partners,
and cooperatives – to the OCP-Al Moutmir Open
Innovation Lab dedicated to the Solidarity Economy on the
participants in 2020 theme ‘Cooperatives in Morocco, towards innovative, more
resilient and more agile socio-economic models.’
\ Contribution
to the actions launched by ODCO (Office for the Development of Cooperation) to
help cooperatives have the promotional tools they need to distribute their products
\ Creation of e-commerce platforms
1,000 \ Support
\ Production
to the creation and animation of facebook pages
of video, instagram quiz to promote the farmers’ and cooperatives products
promotional
actions in 2020 \ Local food products guides and other promotional materials (flyers, logos,)
“
The OCP-Al Moutmir initiative has supported
us since its launch through an offer including
training and follow-up and support visits, and has not
abandoned us in the exceptional circumstances of
the COVID-19 health crisis. The OCP-Al Moutmir team
ZAHIRA HAIBI,
Présidente de la provided distance training for a number of cooperatives,
coopérative konouz
AABDA - Province
on several themes, including e-commerce. In addition,
de Safi it has enabled us through its sales platform to continue
our activity and reach a wider customer base that goes
beyond our main area of action ".
400
cooperatives supported in 2020
around various topics: e-commerce
platforms, commercial Facebook
accounts creation and the
management of Internet users
interactions, the preparation of
promotional materials and the
products on sale
214

in 2020
Develop external partnerships and Additional extension services provided
end-to-end ecosystems as to maximize through our end-to-end solutions
synergies and allow cost effective, farmer OCP Al-Moutmir and Agribooster
centric supply chain
Increase the geographical area and the 30,000 farmers covered by OCP-Al
number of beneficiaries covered by rational Moutmir in Morocco
agricultural practice support programs 299,829 farmers covered by
Agribooster in 4 African countries
21,500 farmers covered by OCP
school labs
215

3.3 Commitments
to shared value
creation
216

217

GRI 103-1 | GRI 103-3 | GRI 203-1 | GRI 413-1 | RT-CH-210a.1 | EM-MM-210b.1
OCP is custodian of 70% of the world’s phosphate; but there is a

resource even more precious than the one we mine: people. We
Key figures
do believe business can only thrive in a thriving society where
development meets the needs of the present, without compromising
the ability of future generations to meet their own. Breathe, eat, work,
$496 million of community
investments
learn are very basic needs we – as employees, investors, parents,

political leaders, citizens, etc. – all depend on; but whose satisfaction
is still being threatened. As a responsible company, we aim to
+135% increase in community
investments compared
to 2019
thoroughly understand every impact we have and take actions to
create shared value for all our stakeholders. We focus especially on
making capacity development and job creation sustainable as we
think these are fundamental pillars for empowerment.
$300 million (equivalent to
3 MMDH) to the special
fund dedicated to
managing the pandemic
Answer
Listen Understand
Needs
Act4Community OCP Foundations
218

GRI 103-2 | GRI 203-2 | GRI 413-1
• Quality education
• Innovation capacities
The way • Human capital
• Equal opportunity
• F
oundations for
we learn • Young talents socio-economic
development
• S
uppliers’ • E
ntrepreneurship
competitiveness & capabilities
The way industrial performance • S
ustainable
we create • D
evelopment of smart agriculture & food
agriculture products & security
work services • S
ocio-economic
• Mining rehabilitation development
Shared value
• Mining rehabilitation • C
ultural heritage &
The way • D
ynamic and inclusive values enhancement
we share environment around
its sites
• E
ntrepreneurship
capabilities
The way • Healthy communities

• Healthy partners
we provide • Thriving future talents
• E
nhancement of
sport values
health care
The way • Thriving

ecosystem • Smart way of life
we design increasing • S
ustainable
competitiveness economic growth
our homes
Ocp phosboucraa
219

GRI 203-1 | GRI 413-1 | RT-CH-210a.1 | EM-MM-210b.1
Act4Community
Act4Community is fuelled with dedicated teams It also hinges on a network of volunteer

for each operational site and backed by OCP’s employees –– who can donate up to 30 days of
resources. To carry out community impact assessment their time annually. Act4Community is governed
and maximise sustainable impacts, it relies on key by a committee responsible for allocating human
engagement levers such as : and financial resources according to the OCP’s
operational sites’ local needs and impacts
\ Thematic workshops; identified through our stakeholders engagement
\ Door-to-door; tools. Each site is represented in the committee,
\ Trade
forum; and any personal connections and interest
\ Meetings
with targeted stakeholders (local associations, with the surrounding communities have to be
communities, local authorities, project owners, etc.); disclosed by members.
Number of employees volunteering in Act4Community during paid working hours :
2,193 3,307 2,557

2018 2019 2020
ENGAGING STAKEHOLDERS TO BETTER STRATEGIZE

As part of the ‘1 Pacte’ – a collective intelligence dynamic to involve OCP Group's employees and ecosystem
in shaping the company's strategy – external dialogues have been led by the Act4Community network
of volunteers from January to March 2020 involving 900 stakeholders and have been concluded by a
2-day forum gathering 1,020 stakeholders from all our industrial sites. Cooperatives, local entrepreneurs,
associations, students, institutions together with our employees joined forces to capitalize on the existing
and build new high-impact community development models. Plenary sessions, focus groups, thematic
dialogues going through several topics such as sustainable agriculture, solidarity economy, employability and
professional integration of young people as well as social innovation allowed everyone to voice out concerns
and turn it into solutions. From budget allocation, communication, coordination to training, different levels of
answers will be provided by Act4Community.
220

“
The Act4Community forum was an innovative and inclusive
initiative to learn from existing A4C initiatives, identify
improvement actions and build together with our stakeholders
new models that create long-term change. Assessing thoroughly
the impact of A4C as well as the perception of stakeholders on
NABILA TBEUR,
Head of Community the local development of the regions is essential to sharpen our
Engagement
2021-2022 progress roadmap.”
Main improvements highlighted by the participants:
“A vision and a global model co-constructed “The involvement of

that reflect OCP's commitment to stakeholders and the
population in the design
communities.” of solutions.”
“Social innovation which ”The reduction of “The opening of the
makes it possible to overinvestment in culture dynamic to research
replace conventional and sponsorship at the
ad hoc solutions with expense of structural and innovation actors
sustainable projects.” economic programs.” through partnerships
between UM6P and
“Development of the rural world around mines the public universities
(all investment is concentrated in the cities)” of the regions.”
”Review of the process ”The review of the “The review of the

and amounts for recruitment method in model of grants to
awarding local contracts local subcontracting with
and increasing the share more transparency and associations and the
of the local.” fairness.” abandonment of the
logic of sad9a”
”The extension of OCP “The opening of OCP's
agricultural programs to social infrastructures to
mining regions.” external actors.”
221

GRI 413-1 | RT-CH-210a.1 | EM-MM-210b.1
STRATEGIC ORIENTATIONS FOR THE COMING YEARS

Fueled with all this input from the ground, the on the material and intellectual resources, the skills
new Act4Community strategy aims to contribute of its volunteer employees as well as its ecosystem of
to the sustainable development of qualified and knowledge to empower communities surrounding its
competitive local ecosystems that positively impact sites through entrepreneurship and education projects
the performance of the group and the different and meeting specific challenges faced by small
regions in which it operates. The Group will leverage businesses, cooperatives, women and youth.
Traditional CSR Model New Corporate Social Contract
- CSR
Revenues
+
+
Skills +
Revenues ecosystem
+
Competitiveness
Production Production
A new social contract aiming to establish a win-win relationship where the company increases its
performance and competitiveness by contributing to improving the skills of the local ecosystem”
OCP Foundations
OCP has two foundations – the OCP Foundation international impacts and needs identified through
and the Phosboucraa Foundation – both aiming to key engagement levers. The Foundation focuses
carry out thorough community impact assessment, especially on education, training and research &
trigger capabilities and build a sound economic, development. Plus-circle Find out more
social and environmental development where OCP
operates. \ The Phosboucraa Foundation is driven by different
stakeholders engagement and community impact
\ The OCP foundation is governed by a committee – assessment tools to deepen our understanding
composed of different business units representatives of our communities and maximise sustainable
– responsible for allocating human and financial impacts. The Foundation focuses especially on
resources depending on local, national and education and entrepreneurship. Plus-circle Find out more
Plus-circle Click here to find out more about our grievance mechanisms
222

Agile governance:
catalysing resources to
overcome COVID 19
Internally:
Beyond the mobilisation of our existing community development
entities, the OCP solidarity platform (OCP_Moutadamin) has been
9,595
created to catalyse efforts during the pandemic thanks to a group
employees
joined OCP Moutadamin
of employees ready to volunteer to tackle the specific challenges
communities are facing. The internal platform allows volunteers to
gather ideas and initiatives and to implement them as quickly as 500
possible in order to reduce the health, economic or social repercussions initiatives launched
of the COVID-19 pandemic. Plus-circle Find out more here during the first 24 hours
Externally :
The OCP Group has also leveraged its ecosystem as an individual, association or company while the
of knowledge to enable Moroccan society to platform users can easily be identified due to the
organize and provide solidarity efficiently during platform’s geolocation capability - by district and
the COVID-19 pandemic. Initiated by a team of ten by city. Services provided by volunteers within the
students from the 1337 coding school, m3ak.ma is a m3ak.ma platform include: providing distance support
platform that facilitates contact and communication classes, running errands, picking up medications
between assistance seekers and volunteers who from pharmacies or transporting people in case of
want to provide support. Registration can be made emergencies.
“
The platform allows them to
quickly identify profiles in need,
while staying at home as long as
possible, in these times of pandemic
and sanitary confinement”
MEHDI BOUNYA,
student and member of the developer
team of the 1337 school
223

The way we learn
Education is one of the most important investments a country can make in its future.
Breeding confident, well-rounded successful individuals who will become responsible and
resourceful citizens to sustainably develop our country – and our companies. We continue
our journey in 2020 to:
ENSURE A QUALITY LEARNING ENVIRONMENT
OCP deploys complementary resources from in-kind donations to employee volunteering

to provide students from pre-school to universities with attractive education
infrastructures through:
\ Rehabilitation of existing infrastructures & creation of new ones;

\ Mobility solutions (bus, bikes, etc.);
\ School supplies and equipment;
\ Training of the educative teams;
\ Complementary financial sponsorship.
224

TAPPING INTO OUR EDUCATIONAL ECOSYSTEM TO PROVIDE SCHOOL AT HOME :
Several actions have been launched to support distance education through UM6P, LYDEX, 1337, YouCode and
IPSE, and amongst them:
\ Producing video capsules of courses and educational content: for MEN – Ministry of Education – and IPSE
- Institute for Social Advancement and Education – thanks to 1337 students and access to OCP Group’s
equipped recording studios and collaborative tools
\ Sharingexpertise: The students of the 1337 and YouCode coding schools provided users of the online
platforms set up by the Ministry of National Education with guidance through a dedicated hotline. In less
than 48 hours, these volunteers answered to no less than 1800 calls, either to provide help to teachers
wishing to upload their videos on the platform, or to help students benefit from the educational continuity.
They also supported to the optimization of the platforms’ functionalities.
“
\ Scaling up online education:
Mohammed VI Polytechnic University (UM6P)
We are convinced that
and the Ecole Polytechnique Fédérale de
Lausanne (EPFL) launched a platform of the future of education in
online classes during COVID 19 to ensure the world resides in digital. After
continuity of courses. The platform currently integrating Edx, the worldwide
offers some 41 MOOCs, in free access,
HICHAM EL HABTI, online courses platform, our
intended for UM6P’s students but also to
students from Moroccan engineering schools.
President of UM6P University has been committed
UM6P and EPFL consider extending this in to this new project at the
project to African universities as part of their service of education in Morocco
collaborative project “Excellence in Africa”,
and Africa”
making UM6P the continental pioneer of
production and broadcasting of MOOCs.
Phosboucraa Foundation’s Learning Centers turned online to serve learners even with the coronavirus health
crisis. The Foundation launched “L’Formation Men Darek”, a platform that allows all learners of its Learning
Centers to continue their training and the development of their capacities from home. For learners who do not
have a digital tool or an Internet connection, the centers provide them with 4G connection keys and tablets.
129+ webinars 5,228 beneficiaries 1/2 million views 109 speakers
With almost 120 virtual webinars, reaching more than 5,228 beneficiaries and half million views on social
media, the Phosboucraa Foundation has expanded its services beyond its Centers’ beneficiaries to include
other groups of the local community. The high quality of the virtual programming and the expertise of
speakers hosted, whether specializing in sustainable development, business, culture, social work, are behind
the success of this initiative.
15,000+ beneficiairies of the Learning Centers so far in 2020 on 6 programs focused on developping
the capacities of youth and women through : employability program, vocational trainings, entrepreneurship,
education support initiatives, cooperatives and associations capacity building, and women empowerment.
National Center for Digitization and Distance Learning (CNDE) created with MEN (Ministry of Education) and
12 public universities, equipping for 14 recording studios, etc.
Because we all need support in handling distance learning – either as parents, students or
teachers, check out here this hands-on guide and collection of best practices and advice
designed by the OCP Foundation supported by UM6P available in 3 languages.
225

DEVELOP EXCELLENCE & INNOVATION
 
Academics Research
UM6P

Executive education Entrepreneurship

 
200
Doctoral students
13
Undergraduate programs
14
Master's Programs
2,182
15
867
110 ha
342
2018 2019 2020
Executive Master's programs Experimental farms Students in the UM6P
A STRONG CULTURE RELATED TO SUSTAINABLE DEVELOPMENT:

Plus-circle Find out more on the special focus given to sustainable development.
A Sustainable Development Fund with a budget of MAD 10 million over 6 years has been created with
32 projects received under the call for projects launched, including 9 projects accepted for funding
“
100 % This exceptional achievement
positions UM6P at the
academic departments with forefront of the list of pioneering
sustainability course offerings universities working to advance
sustainability internationally, and
58.82 % above all to be the first and unique

African university to obtain the
of departments that conduct STARS accreditation.”
research are engaged in HICHAM EL HABTI,
sustainability research President of UM6P
226

UM6P Sustainable Development Ambassadors Program 2020
\ Promote and implement \ Promote and disseminate \ Deepen their understanding of

sustainability at sustainability concepts throughout sustainability while developing their
the UM6P Campus. the campus with the students outreach and activism skills.
communities of practices.
19
ambassadors
33
actions
(e.g. sustainable
737
agriculture forum,
Green Summit
simulation, UM6P food
bank, mugs & water
engaged students bottles, etc.)
“
Houyame Hakmi - UM6P SD Ambassador 2020
Faculty of Governance, Economic You don’t need

and Social Sciences super powers to
be a hero and change the
world. Help others, make a
269 447 5 HOUYAME HAKMI
change and you become
Engaged pairs Invested hours Projects Ambassador
a superhero.”
227

Thematic campuses across the country
Rabat:
International relations, political
science, economics, and behavioral
social sciences within the Faculty of
Governance, Economic and Social
Sciences (FGSES)
Casablanca:
Business administration, collective
intelligence and coaching within the
Africa Business School (ABS)
El Jadida:
Chemistry and biochemistry
Benguérir:
Fundamental sciences, applied
research and coding
Laayoune :
Biosaline agriculture and management
of arid lands – especially through
the African Sustainable Agriculture
Research Institute (ASARI)
…Geared towards local youth: Key figures
Prepares students for

948
Students enrolled at the
higher education and Schools of Excellence
preparatory classes for
the Grandes Ecoles.
Training, practices and

100%
of preparatory
innovation to meet the classes accepted in
challenges of human the Grandes Ecoles
development in Morocco
Community College
9,760
provides an educational beneficiaries of 1,561
capsules produced for
offer for the Rhamna
UM6P digital platform
region that allows the available for public
improvement of "soft skills" preparatory classes
228

…Innovative & digital :
• D
igital schools: 1337 and Youcode are Morocco’s flagship IT training
schools. They are completely free and accessible to all. No diploma or
computer knowledge is required as a prerequisite. Their pedagogy is
based on peer-learning, a participative approach that allows students
to express their creativity by learning through working on projects. To
train tomorrow’s coders, rethinking the learning process and transforming
IT into a fun and exciting discipline was necessary. Campuses are
located in Benguérir, Youssoufia, Khouribga, and Safi.
2018 2019 2020
Students in the digital schools 410 900 848
The Solicode coding school in Tangier has been set up in 2020 in

collaboration with the Mohammed V Foundation and the LEET Initiative
association with 67 students.
• D
igital learning lab: production studios and MOOC (Massive Open
Online Course).
• G
amification: International Digital Center to develop technologies
augmented/mixed reality to become familiar with industrial installations,
training and education.
• E
ntrepreneurial and innovation initiatives such as Entrepreneur Academy,
Impulse, U-Founders or the Venture Explorer Innovation Fund supporting
innovators and entrepreneurs from the UM6P, GEP, MASCIR, 1337, YouCode,
Cadi Ayyad, Hassan II, Mohammed V and Al Akhawayn community
(students, researchers and postdocs) developed with the MIT to Impulse a
unique acceleration program dedicated to innovative startups.
• L iving labs breaking the codes of traditional education to learn through

experimentation in full-scale work platforms where researchers can
concretely track their paths of research.
“
EMINES does not train engineers
who will go headlong to solve
problems, but minds capable of accepting
the other, aware that the difference that
MEHDI CHERGUI,
Engineer in Industrial
exists between each and everyone, is a
Management (2019) EMINES strength we should take advantage of.”
Excellence Project Manager
in Total Senegal
229

PROVIDE EQUAL OPPORTUNITY

ENSURING MERITOCRACY
To allow each and every one to reach our full potential wherever we come from, OCP Group
provides scholarships to enable all students to access prestigious schools as well as private
tutoring.
700
students benefiting
In the context of COVID 19, several actions allowed private tutoring to go online in 2020 and
amongst them:
from the School • T wo programs #9raM3aya and N9raw Jmi3 to provide students with remote assistance
Dropout Program in program led by OCP volunteers in Khouribga and Jorf Lasfar
Southern regions • A digital application providing AEP students of Gantour to implement, consolidate and
enrich their knowledge.
• Hackaton ENSA (National School of Administration) mentored by 20 OCP employees online
157
students receiving
2018 2019 2020
scholarships in Southern
regions in 2020 Students receiving scholarships 1,710 3,028 3,107
75%
of them enrolled in
Students having received scholarships enrolled in
the French Grandes Écoles, the Benguerir School of 92% 90% 100%
the Grandes Ecoles Excellence and UM6P
FUELING EMPLOYABILITY
Specific support for professional insertion of youth through employability program in
300
women trained in
agriculture, hotel and construction industry and targeted training on both soft and technical
skills. Established at four OCP sites – Youssoufia, Benguerir, Laayoune, and Khouribga, skills
centers also help youth to develop their entrepreneurial skills, set up projects and launch
the 3 brand new businesses. While each center has a capacity ranging from 600 to 1,000 participants, activities
training centers
created in 2020 have been limited in 2020 considering the COVID 19 pandemic restrictions.
for women –
3,300
UNFM (National One of the Learning centers’ flagship program ‘Emerging
Union Of Women skills’ allows everyone to access free training during
In Morocco) in 3 months to acquire IT, language, entrepreuneurhsip, etc. beneficiaries so far in 2020 with 75%
Rabat, Khouribga reinsertion rate in jobs or training
and Tangier and step in the workplace.
VALUING DIFFERENCES
Medical and social centres make it possible to empower people with disabilities through
technical support, training and strengthening of professional skills provided by specialized
partners. People with disabilities also benefit from therapeutic care adapted to their type
of disability, specific educational follow-up and qualifying training to enable their socio-
professional integration
2018 2019 2020
Medical and social centres 5 10 19

People with disabilities supported through the
2,200 3,232 4,580
medical and social centres
230

The way we create work
We all need work to earn a living for us and our loved ones. But the more skills and knowledge
we have, the more fulfilling the job is. This is why we continue our journey in 2020 to unleash
each and everyone’s potential and empower communities living around us through:
DEVELOPING ENTERPRENEURSHIP
OCP has encouraged its stakeholders to take on new opportunities as well as face
setbacks and bounce back quickly through SMEs’ capacity development including both
soft and technical skills, specific access to OCP Group’s procurement, access to funding,
incubation of local microbusinesses – considering the COVID 19 context:
1. Supporting SMEs integration in the local procurement program:

through online training targeting specific COVID 19 pandemic
527 microbusinesses trained
in Jorf, Gantour, Khouribga & Safi
challenges such as access to emergency funds, implementation of 100+ local companies supplying
a business continuity plan, reconversion of activities Phosboucraa supported
2. Boosting business model agility & innovation:

through reconversion especially in the field of logistics for short 10 microbusinesses and
3 cooperatives experienced
circuits, home delivery.
reconversion in Jorf, Gantour,
Khouribga & Safi
3. Sharpening local microbusinesses incubators
El Jadida: Contribution to the development of the INDH
- National Initiative for Human Development - platform 121 project leaders trained on
entrepreneurship and supported until
"Minssate ElJadida": Model engineering, architecture
obtaining financing from the bank
support by UM6P and project monitoring, support for the
entrepreneurship component through the training of local
entrepreneurs:
Benguérir: Support program to entrepreneurs from legal
creation of microbusinesses, implementing and financing 45 project leaders trained
connections to water and electricity, support and financing
of seed projects to training on technical themes: HSE,
management, sales techniques, commercial management.
29
Khouribga: L’FabriKa industrial incubator of local SMEs consists
of providing with equipped industrial infrastructures and local microbusinesses
offering them a technical and entrepreneurial training program incubated, representing 120 jobs
to develop their businesses and create local employment.
The program also involves developing partnerships with OCP
72
Group and other potential L’Fabrika customers, supporting
microbusinesses in accessing finance and the market and
post-incubation support.
Laayoune and Dakhla: Support for 84 entrepreneurs in the women supported and 35 projects
creation program and 54 in the post-creation program. created through the Women
20 young people have also been trained and certified to Entrepreneurship program in the
support project holders in partnership with the Mohammed V southern region
Foundation for Solidarity
231

ECOSYSTEM OF INNOVATION & ENTREPRENEURSHIP

IMPULSE Plus-circle
The IMPULSE program is a world-class start-up acceleration program launched in 2019 with
Mohammed VI Polytechnic University (UM6P) and OCP Africa to help entrepreneurs develop
and implement breakthrough ideas, technologies and discoveries in Africa and for Africa.
IMPULSE is a 12-week acceleration program dedicated to innovative startups in the fields
of Agritech, BioTech, Mining Tech and Materials Science & Nano Engineering. IMPULSE take
start-ups to the next level and bridge connections with OCP Group, UM6P, MassChallenge
and their ecosystems. Held on September 2020, the virtual Demo Day marked the end of the
support period and allowed all the startups to pitch their innovative agritech and biotech
solutions to potential investors and partners. A prize was awarded to the 16 entrepreneurs to
help them develop their businesses and overcome the impact of the Covid-19 pandemic.
“
Very well-packaged program with a great team of facilitators
and anchors. Great curriculum and itinerary that offered
exposure to the Moroccan, Swiss and the US ecosystems. Solid
exposure to corporates, investors, technical experts, advisors,
FEMI AIKI, and other start-ups. Impulse is geared to become one of the best
Foodlocker in
Nigeria incubated accelerators in Africa, if not the world.”
in the Impulse
program
UM6P EXPLORER Plus-circle

Venture Explorer is a program in collaboration with MIT Sandbox Innovation Fund that
provides a very personalized educational and business experience for innovators and
entrepreneurs from the UM6P, GEP, MASCIR, 1337, YouCode, Cadi Ayyad, Hassan II,
Mohammed V and Al Akhawayn community (students, researchers and postdocs) sowing
the seeds for a real venture. The Explorer program provides initial funding from 10.000 MAD
to 250.000 MAD for each team in addition to matching them with globally and locally
experienced mentors to help usher the ventures through their various stages including
business plans, customer discovery, early product definition, technology development,
intellectual property and legal structure. The Explorer program is a community of diverse
innovators and entrepreneurs that are eager to impact the Moroccan, African and/
or Global entrepreneurship ecosystem and advance business, technology, product and
social endeavors in those systems. The culmination of cohorts that last 4-5 months
each is an Explorer showcase where groups can put their businesses on display and an
opportunity to pitch to a funding board.
U-FOUNDERS Plus-circle
UM6P launched in 2020 the startup support program "U-Founders" to promote a global community
of visionary researchers and entrepreneurs, who are engaged in the development of the African
continent. U-Founders deploys incubation, pre-incubation and entrepreneurship awareness
programs for students, researchers and entrepreneurs belonging to the university's ecosystem.
The U-Founders programs span for a period of 6 to 24 months, at the end of which, project
developers will become business leaders. Two themes: "Deep Tech", bringing together projects and
breakthrough innovations in sectors related to the research agenda of the UM6P; and “Shallow
Tech”, grouping projects whose economic model is based on widely available technologies.
232

UM6P INNOVATION AND ENTREPRENEURSHIP PLATFORM “STARTGATE”
Created in 2020, the StartGate platform will host different incubation and acceleration
programs to create a full fledge start-up environment within the ecosystem of UM6P, its living
labs and the Green City Mohammed VI of Benguerir to boost the African development. Plug
and Play Morocco will be the first external project to integrate the platform in 2021. Global
innovation platform headquartered in Silicon Valley, Plug & play. It will focus on key areas that
“
will shape the future in Africa – targeting especially the challenges around smart cities.
This partnership with Plug and Play will allow us to

accelerate our plans to attract entrepreneurs and
SARRAH CHERIF startups from Morocco and abroad, in order to contribute to
D’OUEZZAN,
manager of StartGate the development of a dynamic ecosystem here in Benguerir”
AYCH (AFRICAN YOUTH CLIMATE HUB) INCUBATION PROGRAM Plus-circle
AGTECHGARAGE Plus-circle
LARTA INSTITUTE Plus-circle
OPEN START-UP MOROCCO Plus-circle
ENTREPRENEUR ACADEMY Plus-circle
P CURIOSITY LAB Plus-circle
SOCIAL INNOVATION LAB :

Led by the OCP Foundation and the Mohamed VI Polytechnic University, the lab
is a continuous accelerator of innovative initiatives to answer the needs of diverse
communities from different regions within our group's ecosystem. In 2020, the Seed Fund
Research has been launched and 11 projects selected on social challenges. Find more
about the Cooplab and the Sookoa platform in the next section.
In collaboration with Act4Community, 5 reflexivity groups have been set up to capitalize
on OCP Group’s experience in community development projects. We have also structured
our training offer targeting our ecosystem, involving the MIT D-LAB (designing for a more
equitable world).
FUTURE LABS IN AFRICA: As part of the ‘Imagine the future in Africa’ social innovation
project in partnership with UM6P and UNESCO, a call for projects has been launched in
Ivory coast and Kenya labs. Beyond these two Future labs, conference, webinar, master
class, training and academic research programs have been implemented to make the
African future bright.
233

ENCOURAGING SOCIAL ECONOMY

We have been working the following leverages to support cooperatives and associations in the context of
COVID 19 restrictions :
• Training on the implementation of a business continuity plan
• Awareness campaigns on hygiene measures
• Implementation of home delivery services such as the eco-khaddar project to deliver food products
• D
igital marketing and product commercialization plan: local products positioning & branding, support to
meet the ONSSA (National Office of Sanitary Safety of Food Products) requirements, training and support to
switch to an master e-commerce (including business plan challenges, online communication), social media
and promotion in OCP Group internal platform to boost sales
Going digital : tips & tricks

Cooperatives across the country have been supported by OCP Group to integrate
e-commerce platforms such as the Sookoa platform. OCP Group and cooperatives
worked together on the following steps:
\ Integration of data on the platform (products, prices, photos, etc.)
\ Delivery terms to be set up on e-commerce platforms, to allow the cooperative to ensure
a clear and transparent sales operation with the customer

\ Creation of Amana accounts for national delivery (support to
build the registration file to minimize their travel and facilitate

access to information)
\ Proper use of the Sookoa platform, through a user guide that
has been produced and shared with the cooperatives

\ Online promotion product stores, to encourage the customer
to buy more (product description, return policy, etc.)

Plus-circle Check out the Sookoa platform
234

• E
nhancing solidarity purchasing initiatives through the creation, the preparation and the delivery of food
baskets. New concepts have been developed to discover local food heritage by the Gantour’s volunteer
designing baskets featuring products from different cooperatives and regions.
A farm to fork support

OCP Group supports the development of a local sustainable agriculture creating jobs and feeding
the population with nutritious food products – especially plant-based – selected and bred respecting
what the environment can offer from North to South.
4. Helping out people to make

better consumption choices: 1. Soil analysis & crop testing: to
support to cooperatives grow and efficiently scale-up
with branding, labelling plants which can fit available
& packaging, and retail natural resources
channels – including online –
hinged on short circuits
GOJI SPIRULINA QUINOA
ARGAN ROSEMARY
2. Enhancing sustainable farming:

3. Creation and / or support to cooperatives:
training & technological transfer to farmers
business development, access to financing,
- 990 farmers supported in collaboration
manufacturing nutritious food products
with Al Moutmir in Morocco
in cooperatives - including plant-based
ingredients & offerings leaving out salt,
sugar, calories and bad fat
“
Couscous has been a staple food in Morocco and
cooperatives
supported 65
including food processing,
North Africa since the 7th century. Since then it
breeding, couscous, natural
has spread to shops and menus across the whole world. But oils & local products in the
couscous is ours. It is part of our heritage, so as important as Southern regions
it is for us to share it with the world, we must also keep it close.
JMAIA AHL AL Using local grains, we produce a range of products – from traditional to a new variety enriched
GHARDAG,
Founder of the Al with quinoa, a true super food – in various sizes to suit every dish.
Ayafa Cooperative I, and many of the other ladies, had never worked before joining the project – to be part of
in Foum El Oued something like this, to have a job, is a great feeling. It makes me feel financially more stable, in
a place where often women can feel left out of business. It makes me believe that I can help
improve our whole community, by generating additional revenue through production and
supporting our farmers by sourcing locally. The cooperative is also a great way to make new
friends, and learn from each other’s experiences – we share stories and advice – we are proud
and happy to be a part of it. And remember, please steam your couscous, don’t just cover it in
boiling water. When you taste the difference you will never go back!”
Plus-circle Find out more on how we rehabilitate former mining lands
Plus-circle Find out more on how we support sustainable agriculture globally
235

• R
econversion of activities: 5 sewing cooperatives in Jorf, Gantour and Laayoune
have been supported for the reconversion of their activity in the manufacture
of reusable masks with certification. This implies developing the idea, testing,
adapting infrastructures, obtaining certification, production & commercialisation.
CoopLab: reinforced support to cooperatives

"CoopLab" is a laboratory of expertise and support for Moroccan and
African cooperatives launched in 2020 within the UM6P. Model of social
innovation, its main missions are to offer a training, sharing and support
offer for the benefit of stakeholders based on a Learning by doing
approach. The Cooplab also aims to promote a culture of innovation and
excellence through the expertise of the entrepreneurial ecosystem of UM6P.
Pilot actions have been launched such as the Sookoa platform delivered in
collaboration with 1337 and A4C.
8
women
women's cooperatives empowered through the “Lala
Moutaouina" Program in collaboration with ODCO
(Cooperation Development Office)
236

The way we share
OCP do think culture and art convey essential values – expression, harmony, creativity,
etc. – on which a sustainable society relies on. That’s why we:
KHOURIBGA
• A
daptation of cultural productions to the lockdown situation: several capsules and
very rich programs put online by the Khouribga media library for 4,500 beneficiaries
GANTOUR
• P
roduction of awareness-raising frescoes, video clips and a web radio program by a
local artistic association
• C
reation of a digital channel in the province of Rhamna for the promotion of youth
initiatives in partnership with a local association
• E
stablishment of a digital platform containing a remote study space, advice and
useful information on the Covid-19 pandemic as well as an entertainment component
• A
competition for children aged 6 to 15 from Youssoufia and Benguerir during
lockdown to discover, encourage and reward the talented children of the two
provinces in artistic creation: drawing, calligraphy, poetry, creation of micro-novels
• T
raining in cinema professions for 20 young people from the region resulting
in the production of a short film
SAFI
• C
inema Atlantide cultural program hosted before
COVID by dozens of cultural entrepreneurs
from the city of Safi
237

The way we provide

health and sport care
More than ever we realize in 2020 how important our body is. In the
context of COVID 19, several leverages from in-kind donations to
Key figures 2020
employee volunteering allowed us to reduce the pandemic impact on
populations, and amongst them:
• Ensuring medical caravans with multidisciplinary health services

1,000
awareness-raising and
• R
ehabilitating health centers & hospitals, upgrading medical disinfection campaigns
infrastructures, strengthening medical staff carried out by 6,000 volunteers in the
villages around the OCP sites.
• P
roviding medical equipment including protective masks, gloves,
other personal protective equipment, surgical masks, antiseptic gels,
bio-cleaners, protective glasses, medical shoes, disposable coveralls, etc
• Disinfection of public spaces and public transportation
9,000
families benefited from the
• A
wareness campaigns carried out by medical entities and distribution of food baskets in the
Act4Community volunteers trained by the group’s medical staff 5 OCP sites.
RAISING AWARENESS OUTSIDE MOROCCO

Getting the right information to landlocked populations remains difficult in
this period of health crisis. On our continent, people living in isolated places or 5,000
poorly connected to the means of communication find it difficult to grasp all the people reached in rural
information on this pandemic. This is why we contribute founding CorpsAfrica to areas in Senegal, Rwanda
send them the right information on COVID-19. and Malawi.
238

CorpsAfrica volunteers contribute to raising awareness barrier measures such as repeated hand washing,
against the spread of COVID-19 by answering CorpsAfrica in Rwanda has set up disinfection facilities.
questions from populations and promoting healthy Finally, in Malawi, volunteers work with the Center
practices and sanitary measures to stop the pandemic. for Control and Prevention of Epidemics to submit
In Senegal, CorpsAfrica is intensifying awareness raising proposals to the American plan for Emergency Aid in
via community radios in order to reach as many people the fight against AIDS to engage more communities in
as possible. To support awareness of the benefits of the fight against epidemics and viral diseases.
Support was also provided to 4 partner countries for the production
300
of protection against COVID 19 (Togo, Burkina Faso, Guinea and
Madagascar) through : Local
associations mobilized to
\ Funding for the acquisition of raw materials produce and distribute 15,500
liters of hydro-alcoholic gel,
\ Development of operating methods for the production of prevention 45,000 masks including 19,500
tools with UM6P: 13 Guides, tutorials, video clips, etc. produced by local associations,
\ Support for awareness-raising actions and distribution to rural 11,000 visors & 8,700 soaps
produced and purchased,
communities through the mobilization of 19 rural radio stations, 330 Hand washing kits
awareness-raising caravans, etc. (Basin, buckets, etc.)
UNLEASHING OUR INNOVATION CAPABILITIES TO FIGHT COVID 19

Among many initiatives developed by our people and ecosystem to provide sustainable answers to the
pandemic, the students of 1337 never stopped innovating and developed, in collaboration with the television
channel 2M, a data visualization and information platform around the Coronavirus. This platform, Covidata-ma.
com, provides internet users with daily monitoring updates of the evolution of the pandemic in Morocco and in
neighboring countries of the Maghreb in three different languages.
It also offers statistics and infographics from official figures to follow the health situation by city or region, and to
know the precise evolution of the pandemic day by day. In addition, the site also contains practical information
such as health measures to adopt or symptoms to watch out for, as well as media monitoring around the theme
on the web press and social networks.
BOOSTING MEDICAL RESEARCH & DEVELOPMENT
$5 millions
With the support of the OCP Group and its Foundation, the Mohammed
VI Polytechnic University (UM6P) and the Institut Pasteur du Maroc (IPM)
have signed an agreement in 2020 to contribute to the development of 3-year budget
the national virology research capacity by pooling their resources and
means. The agreement covers several areas such as the establishment of
a medical virology center for highly pathogenic germs for detection, alert,
virological monitoring and the development of new techniques diagnostic.
The agreement also includes the creation of a P3 category laboratory

able to house research in virology within the UM6P. $3 millions
3-year budget
The future medical virology center and P3 laboratory will also aim
to support the emergence of an entrepreneurial ecosystem for
cutting-edge research, for the promotion of research results and the
strengthening of the national biomedical industry.
A call for projects in R&D dedicated to virology will be launched on the

one hand to promote the development of R&D in virology by capitalizing $1 million
on the joint capacities of the UM6P and the IPM, and on the other hand 4-year budget
to provide researchers with a specific platform to conduct their research.
239

The way we design

our home
Over the last century, OCP has been building cities to house workers. Strengthened by this historic experience,
we are now developing sound ecosystems able to create long-term value for communities as a whole. This
goes through an holistic urban design to enable each and every one of us to learn, work, share in a sustainable
manner. All our urban development projects are inspired by the following pillars of smart cities:
\ Smart economy to improve the \ Smart mobility to increase the \ Smart government to strengthen
overall business climate and efficiency and service quality of connections & interactions
attractiveness of start-ups, urban transportation to enhance between public authorities and
investors, businesses, etc. the use and adoption of new all stakeholders.
– providing opportunity, mobility solutions as well as to ___
productivity as well as local increase people mobility through \ Smart living to increase the
and global interconnectedness. mixed modal access, clean & quality of life for residents
___ non-motorized mobility and and visitors through health,
\ Smart environment to integrated ICT. safety, culture and happiness
manage the built and natural ___ infrastructures We consider smart
environment through smart \ Smart people to encourage collaboration and innovation
buildings, resource management education to facilitate between public authorities,
and urban planning limiting career choices, labor market businesses, academia and civil
emissions, water consumption, opportunities, vocational training society as essential for success.
waste generation and as well as lifelong learning for all That is why we engage with our
encouraging the energy age groups and demographics stakeholders in all of our projects
transition. but also talent development; to better target specific local
___ inclusion and creativity. needs and challenges.
___ ___
240

Benguerir Mohammed VI Green City
LOCAL NEEDS SHAPING THE CITY 2. Economic development: an economic activity

zone dedicated to innovation players with a
Beyond regulatory requirements, the urban range of specific services and support. The city
development is supported by SADV (Société will feature business centers, start-ups incubator,
d’Aménagement et de Développement Vert) teleport, data centers and all the innovation
which organizes workshops, surveys, etc. to better ecosystems necessary – laboratories, academic
understand local needs before carrying out urban & training institutions, etc.
strategic planning. This work represents the first phase
of territory analysis. The second and third phases will 3. Urban attractiveness & sustainability: a city with
result in a complete master plan and will be based on quality, sustainable and smart urban amenities
new local socio-economic indicators, the evolution of and living spaces, combined with a real estate
expectations and perception of the population and offer and attractive services. It will feature:
the ambitions of the project’s owner. \ Green belt: backbone of the urban center,
it will structure all the soft routes and will
MAIN FEATURES schedule the network of roads with all of the
districts and the site. Nature is also enhanced
Built around the Mohammed VI Polytechnic University
before starting any new urbanisation project
and aiming to offer an attractive living environment,
through pre-planting adapted to local soil and
this urban pole is designed as a living laboratory
reintroducing native species.
to experiment all the drivers of the urban planning
\ Autonomous districts to guarantee residents
of tomorrow which replaces nature, human and
knowledge at the heart of the city. The approach is close access to shops and services, and helps
structured around three pillars: reduce movement and CO2 emissions
\ Soft mobility routes (pedestrian & biking paths)
1. Academic excellence & research: a value chain of
\ Responsible water management (double circuit
education excellence and comprehensive applied
research with state-of-the-art equipment and drinking & grey water, rainwater retention,
living laboratories. Among the key infrastructures: recycling of wastewater)
the world class Mohammed VI Polytechnic University \ Recovery of waste
(UM6P), Lycée d’Excellence (LYDEX), the coding \ Bioclimatic architecture and energy efficiency of
school (1337), Industrial Expertise Centers and living buildings: urban shapes are designed to optimize
labs open to the scientific community to test full- the natural circulation of winds and sunshine.
scale solutions in key areas - Green energy park,
\ Quality urban services
Green & Smart Building Park.
241

Green energy park : scaling up to boost

South-South collaboration
The Green energy park is an international
testing, research, and training platform
in the renewable-energy sector, jointly
developed by OCP and the Institut
de Recherche en Énergie Solaire et en
Énergies Nouvelles (IRESEN). The ecosystem
model created in Benguerir is being
duplicated outside our country in African
countries such as in Côte d'Ivoire where
the construction of a local Green Energy
Park is being finalized. The new platform
will allow Ivorian students and Ivorian
companies to develop expertise as well
as use and be inspired from Moroccan
technologies.
Africa's most powerful SuperCalculator for scientific research and innovation

The most powerful SuperComputer in \ Modelling the genome of African plants to
Africa has been integrated in 2020 in our be protected
datacenters. The power of the African \ Modelling of the microbiome genome,
Supercomputing Center - with a capacity of which covers all microorganisms living on
3.15 petaflops at a rate of three million billion the surface and inside soils, for a better
operations per second - gives Morocco understanding of fertility.
and more broadly the African continent the \ Modelling satellite data for better
opportunity to breakthrough in scientific agricultural land management
research and innovation in all areas, \ Modelling of meteorological data for a
including : better integration of renewable energies in
the network
242

Key figures 2020
2045
ha 1,300
80 ha
of green belt along 15 ha
Inhabitants 100,000
4 km with 5 oases of farming space Residential units 25,000
m2 green space per inhabitant 20

Students & researchers 20,000
30 ha
of talwegs
50,000
trees
m2 of shops 200,000
The Green City project is the opportunity to implement sustainable development to

urban planning. The city’s design is aligned with LEED ND (Neighborhood Development),
a certification of sustainable planning and real estate development projects recognized
worldwide. The new city is organized around 2 overlapping grids: one grid is assigned to
vehicle service routes, the other to soft mobility: pedestrians, bicycles. This grid structuring
the built volumes, the positioning of the buildings and the urban fabric was designed
according to an orientation featuring the best bioclimatic trade-off.
PROJECT PHASES
Phase 1 : 2011-2025
Achieved : UM6P, Green Energy Park, Lycée d’Excellence, Industrial
Expertise center, Villas Marguerite, Green & Smart Building Park, 1337
school, Data centers, 1st start-ups incubator
Ongoing :
2nd start-ups incubator, Student campus, business center,
Health & Care Smart City; and Media library
Phase 2 & 3 : 2025-2045
243

Technopole Foum El Oued - Laayoune
LOCAL NEEDS SHAPING THE CITY

Stakeholders engagement tools have been designed It also structures the dialogue between the various
to involve local population in designing a city which stakeholders, from the launch phase to the completion
meets their needs. Among key achievements so far is phase. It makes it possible to define and achieve
the HQE (High Environmental quality) certification. contextualized, justified and consistent objectives.
After on-site follow-up audits, the issuance and then
The HQE-Planning framework, which combines updating of a certificate enhances the operation at
environmental, social, economic and urban issues, each of its stages, from its inception to delivery.
supports urban planning professionals in taking
sustainable development into account in their The Technopole Foum El Oued is in 2020 the first
projects. It is the only international certification tool African City certified HQE Aménagement since
at the district level, which takes into account the September 2019. To make this quality process
upstream phases of projects and integrates the link accessible to its partners, the Phosboucraa
between territorial planning and urban planning / Foundation started in 2020 web conference sessions
design. involving all the major key players of urban planning
in the Southern regions.
244

Valuing Saharan Soils
Since February 2020, the Research Institute of the UM6P in Laayoune - African Sustainable
Agriculture Research Institute (ASARI) - is operational with 10 research projects related to
agriculture in the Saharan and saline environment. It features 3 business units - biotechnology,
renewable energy, and water & environment – and a strong network of partners including
ICBA (International Center for Biosaline Agriculture), Fertinagro, FAO (UN Food and Agriculture
Organization), etc. 10 projects have been launched in 2020 hinging on 30 researchers in the
long run specialized in Saharan problematics, 8 ha dedicated to experimental greenhouses
and 15 ha dedicated to experimental farms located at the Boucraâ mine. The research program
was preceded by several consultation workshops with the scientific community and the local
community including local farmers and institutions.
MAIN FEATURES
The Technopole Foum El Oued aims at
contributing to the sustainable development of
the Southern regions. 600ha
It is founded around 3 poles :
1. A knowledge and research pole designed
1,200
expected job creation
around the Mohammed VI Polytechnic
200 USD
University with its Research Institute and
the “Center of Industrial Skills”, and the
“HighSchool for Excellence” Million investment
2. A business pole that will host an incubator to
85%
support project leaders and start-ups
3. A socio-cultural pole that includes cultural
and tourism infrastructure for the well-being of
2,500
students and of local construction companies
communities engaged in the Technopole
researchers Foum El Oued construction site
245

Mazagan urban pole
LOCAL NEEDS SHAPING THE CITY MAIN FEATURES

The project development is based on a diagnostic The Mazagan urban pole is built around three main
approach that began with observation and principles:
understanding of the land characteristics as well
\ Modernity:a connected city, a pioneer in new
as identifying key factors – economic, social,
technologies in Morocco perfectly integrated into
environmental and cultural – that impact territorial
an urban and sustainable territory
dynamics. The objective is to encourage the
development of a national urban area composed \ Qualityof life: an exceptional living environment,
of El Jadida and Azemmour, and to promote the between ocean and forest, offering quality services
economic and social development of the regions and infrastructure - embedding environmental
where OCP Group operates, particularly by standards, conserving forests/green spaces, and
supporting the dynamics of the Jorf Lasfar industrial encouraging social mix and workplace diversity
platform. This pole will increase El Jadida’s appeal \ Knowledge & innovation: recognized academic
- a historic port city – and value the uniqueness
center allowing for the development of research,
of Azemmour, a river city built on the banks of the
knowledge and innovation – including the
Oum Rabia River which was once based on shad
expansion of Chouaib Doukkali University (the main
fishing. Held by OCP Group and the Department
local university), creation of new departments, etc.
of State Property, the Société d’Aménagement et
de Développement de Mazagan Ltd. (SAEDM) was
created to deliver the Mazagan urban pole project. The objectives are to :
\ Createa quality residential offer to meet the
growing need for housing
\ Train
and develop the skills necessary for the
region's economic development
\ Participate
in the region's influence and its
attractiveness at national and international level
246

Key figures 2020
2045
55,000
jobs created by 2023
ha 1,300
ha hosting residential area, academic center,
research and innovation area, touristic and cultural 622
amenities, zone for tertiary activities, etc.
USD 500 ha dedicated to green spaces 303

million investment ha for land reserve 180
134,000 The Mazagan urban pole is being built to be certified Green Star
– sustainable urban certification launched by the Green Building
residents by 2034 Council Australia.
PROJECT PHASES
Mazagan urban pole consists of a collection of four urban villages in Phase 1 : 2017-2024 – Core A & D
the form of green neighborhoods centered on active cores - each has
Phase 2: 2025-2029 – Core B
its own purpose:
Phase 3: 2030-2034 – Core C
\ CoreA: Zone located in the Southern part of the project, devoted to
research, innovation, and academic infrastructure.
\ Core B: Central area focused around a retail center.
\ Core C: Area dedicated to health and well-being with specialized clinics
\ Core
D: Zone that includes an exhibition area, shops, hotels and a
Mazagan campus (compagnies offices for OCP / Jesa, University
Mohammed VI Polytechnique and business incubator).
247

Khouribga Green Mine
The Khouribga Green Mine is an urban area under development as

part of the reclamation of former mining sites. This 300-ha area is home
to a Green Mine park, a Central Mall (business services, commercial
spaces, office spaces), facilities for the population, including a multiplex
and media library, hotels and real estate, and training centers for
improving employability. The media library and Central Mall are already
operational.
248

in 2020
Set up 5 SMEs incubators/accelerators 2 incubators created
around OCP Group’s production sites (L’Fabrika & Digik valley)
with the objective of creating 500 new
subcontracting SMEs by 2022
Extend coding schools to the 5 4 coding schools covering

production sites aiming at training 1000 848 students
young programmers per year; and build 2
Digital Business Incubators to develop 50
startup in the digital sector by 2023
Set up 2 rural agricultural schools in Ongoing

OCP mining sites with the aim of training
1000 small farmers and supporting 100
women's cooperatives valorizing local
products by 2023
Reach 30% of the volunteer employees 14%

involved in the OCP Community Service
program by 2021
249

GRI 102-5 | GRI 102-45 | GRI 102-49 | GRI 102-50 | GRI 102-51 | GRI 102-52 | GRI 102-53 | GRI 102-54 | GRI 102-56
4. About
this
report
This report is the official publication of OCP Group’s
sustainable development achievements and performance
for 2020. This report has been prepared in accordance with
the GRI standards: core option. It covers all OCP Group
S.A. activities and entities for the period from January 1 to
December 31, 2020, corresponding to the company’s fiscal
year. The reporting cycle is annual. The next publication will
be released in 2022 and will cover OCP Group’s sustainable
development achievements and performance for 2021.
This report was supported by the sustainability advisory
firm Forethix, which provided the methodology for the
materiality analysis shown in section 4.1.
All of our publications are available on our website: www.

ocpgroup.ma. OCP Group is at your disposal to provide any
other information on our sustainability approach. To this
end, we are providing an email address dedicated to our
stakeholders that we encourage to give feedback on their
expectations and concerns: [email protected]
250

251

4.1 GRI content

principles note
252

GRI 102-46
In preparation for this report, OCP Group conducted of additional stakeholders groups. The purpose
a materiality analysis early 2019 to identify the of this document is to describe the methodology
priority topics to report on according to the followed by OCP to prepare its report using the GRI
Stakeholder Inclusiveness and Materiality principles, standards: core option.
with the support of the sustainability advisory firm
Forethix. The materiality analysis process used to prepare this
Aligned with the OCP Group’s continuous report is grounded on both internal and external
improvement approach, this materiality analysis was stakeholder engagement program, which consists of
strengthened early 2020 through the engagement the following steps:
A. Topic identification
In order to create a list of sustainability topics to consider in the stakeholder consultations, we based our
methodology on:
1. A documentary analysis encompassing OCP’s 2. A comparative sectoral study of fertilizer

previous Annual Reports and Sustainable industry companies based on their Sustainable
Development Reports as well as the Global Development reports. 45 topics were identified
Reporting Initiative’s standards and mining and subsequently underwent an impact analysis
sector supplement. and a stakeholder assessment.
B. Analysis of the significance of economic, social,

and environmental impacts
The significance of the economic, social, and environmental impacts of OCP’s activities was assessed
through a quantitative evaluation questionnaire completed by internal OCP experts in the company’s
sustainability network. A quantitative survey was used in order to collect the maximum number of responses.
Out of the 80 invited participants, 28 responded, bringing the participation rate to 35%. Three assessment
criteria were taken into account:
1. The impact level (from 1 - not significant to 4 – A rating scale of 1 to 4 was used to avoid averaging.
very significant); The criteria were weighted identically (without a
2. The impact frequency (from 1 – not frequent to multiplier), giving each participant the same weight.
4 – very frequent); The position of the areas on the matrix’s X axis
3. The expertise level (from 1 – very high expertise corresponds to the average results for the three
to 4 – low expertise). criteria.
C. Sustainability impact assessment and contributions

to the SDGs
In order to refine the impact analysis carried out as An assessment scale from 1 (low) to 4 (very
part of developing the materiality matrix, a risk and significant) was used to assess the positive and
opportunity analysis throughout the value chain negative impacts throughout the value chain. In
was organized with members of OCP’s internal 2019, OCP prioritized 6 SDGs representing the most
sustainability network. The analysis was structured significant impacts, risks and opportunities regarding
according to the UNGC and GRI recommendations its activities, products and services. Check them out
(Integrating the SDGs into corporate reporting: a page 25.
practical guide, 2018) in order to identify strategic
contributions to the SDGs.
253

GRI 102-42 | GRI 102-43 | GRI 102-46
D. Stakeholders identification
The internal and external stakeholder groups were first mapped by the sustainability committee in charge of
producing the report. Stakeholders were positioned in OCP’s sphere of influence based on their influence in
the organization and how their interactions relate to the company’s management, production, and shared
value creation commitments.
E. Stakeholder consultation
2019 :
A questionnaire was sent to 40 stakeholder representatives based on the duration of their relationship
with OCP and their sustainability maturity. The participation rate was 70%, with feedback received from 29
representatives from the stakeholder groups disclosed in the mapping below.
Only one rating criterion - the level of influence – was considered. A rating scale of 1 to 4 was used to avoid
averaging.
2020 :
New stakeholders groups were engaged to sharpen OCP’s materiality analysis: the ESG rating agencies
– representing investors’ voice – and OCP’s sales office – representing customers’ voice.
Two major ESG rating agencies’ issues scores were converted and integrated to the corresponding OCP’s
topics in the materiality matrix.
A questionnaire was sent to 10 OCP’s sales offices around the world. The participation rate was 40%. Only
one rating criterion - the level of influence on the customers’ assessment and decisions - was considered.
A rating scale of 1 to 4 was used to avoid averaging.
All stakeholders were weighted identically (without a multiplier) to give each participant equal importance.
Companies
Customers Professional associations
ESG rating Schools, universities

agencies & training centers
Local Top management

entrepreneurs
Project partners Employees
Farmers Associations & NGOs
Suppliers
254

GRI 102-44 | GRI 102-46 | GRI 102-47
F. Selection of topics
Through analyzing the activities’ economic, social, and environmental impacts and consulting both internal
and external stakeholders, the following materiality matrix was created:
Materiality matrix
3,30
2
3,10 19
INFLUENCE ON STAKEHOLDERS
2,90 17
37
11
5
25 23
3 30 7 1
2,70 8 31 4
38
18 41 6
44
24 15 12
39 16
28
2,50 10 36 13
29 22 40
42
35
27 45 9
21
2,30
43
14
34
2,10 26
32
33
1,90
20
1,70
2,50 2,60 2,70 2,80 2,90 3,00 3,10
SIGNIFICANCE OF ECONOMIC, SOCIAL, AND ENVIRONMENTAL IMPACTS
Responsible management Sustainable production Shared value creation
LEVEL OF PROFICIENCY
Good level of proficiency Moderate proficiency Proficiency to be improved
1. Occupational Health and Safety 17. Food security 31. Indirect economic impacts
2. Economic growth 18. Human Rights 32. Mine site rehabilitation
3. Operational excellence 19. Community engagement 33. Preservation of mining heritage
4. Water management 20. Political contributions and lobbying 34. Farmer profitability
5. Infrastructure development 21. South-South partnership & 35. Digitalization and Industry 4.0
6. Management of raw materials collaboration 36. Future talent development (STEM)
7. Fertilizer market development 22. Innovative governance 37. Circular economy model
8. Job creation & retention 23. Environmental compliance of activities 38. Sustainable agricultural productivity
9. Supply chain efficiency 24. Research & Development, innovation 39. Talent development in the creative
10. Energy management 25. Waste and hazardous products and innovative fields
11. Industrial partnership development management 40. Climate change
12. Customer satisfaction 26. GHGs and other emissions 41. Soil and biodiversity management
13. Employee development 27. Freedom of association 42. Synergies and local supplier network
14. Information on products and services 28. Promotion of a sustainable agriculture 43. Social assessment of suppliers
15. Transparent and ethical governance 29. Diversity and non-discrimination 44. Local entrepreneurship
16. Cybersecurity 30. Renewable energy development 45. Environmental assessment of suppliers
255

GRI 102-46
Primary and secondary topics were established 2. Materiality threshold defining with secondary
using a materiality threshold determined collectively material topics (light blue area) corresponds
by the OCP internal experts and validated by senior to coordinates greater than or equal to (2.85;
management. 2.47)
1. The materiality threshold defining the primary 3. The topics in white are defined as tertiary and
material topics (dark blue area) corresponds to are the least important.
coordinates greater than or equal to (2.89, 2.67)
G. Next steps
OCP’s sustainability approach is based on a process of continuous improvement and dialogue with
stakeholders through a progressive stakeholder engagement program. This program will be further
developed as detailed on page 48 and periodically renewed to continually involve new categories of
stakeholders as part of the reporting process.
256

4.2 GRI
content Index
257

GRI 102-55
For the GRI Content Index Service, GRI

Services reviewed that the GRI content index
is clearly presented and the references for all
disclosures included align with the appropriate
sections in the body of the report.
DISCLOSURE OMISSION PAGES
GRI 101: FOUNDATION 2016
GRI 102: GENERAL DISCLORURES 2016
Organizational profile
GRI 102-1 Name of the organization 14
GRI 102-2 Activities, brands, products, and services 16, 18, 20-22
GRI 102-3 Location of headquarters 34
GRI 102-4 Location of operations 33-35
GRI 102-5 Ownership and legal form 250
GRI 102-6 Markets served 21, 22, 34-35
GRI 102-7 Scale of the organization 14, 16, 18, 33
GRI 102-8 Information on employees and other workers 81
GRI 102-9 Supply chain 13
Significant changes to the organization and its supply

GRI 102-10 13
chain
GRI 102-11 Precautionary Principle or approach 43
GRI 102-12 External initiatives 35
GRI 102-13 Membership of associations 35
Strategy
GRI 102-14 Statement from senior decision-maker 4, 5
Ethics and integrity
GRI 102-16 Values, principles, standards, and norms of behavior 55
258

GRI 102-55
Governance
GRI 102-18 Structure de la gouvernance 37, 55-57
Composition of the highest governance body and its

GRI 102-22 55-57
committees
GRI 102-23 Chair of the highest governance body 55
Nominating and selecting the highest governance

GRI 102-24 56
body
GRI 102-35 Remuneration policies 56
GRI 102-36 Process for determining remuneration 56
Stakeholder engagement
GRI 102-40 List of stakeholder groups 45
GRI 102-41 Collective bargaining agreements 107
GRI 102-42 Identifying and selecting stakeholders 45, 254
GRI 102-43 Approach to stakeholder engagement 46-47, 254
GRI 102-44 Key topics and concerns raised 46, 47, 255
Reporting Practices
Entities included in the consolidated financial

GRI 102-45 250
statements
GRI 102-46 Defining report content and topic Boundaries 253-256
GRI 102-47 List of material topics 51, 255
GRI 102-48 Restatements of information 130, 148
GRI 102-49 Changes in reporting 250
GRI 102-50 Reporting period 250
GRI 102-51 Date of most recent report 250
GRI 102-52 Reporting cycle 250
GRI 102-53 Contact point for questions regarding the report 250
Claims of reporting in accordance with the GRI

GRI 102-54 250
Standards
GRI 102-55 GRI content index 258-265
GRI 102-56 External assurance 250, 271
259

GRI 102-55
DISCLOSURE OMISSION PAGES
MATERIAL TOPICS
ECONOMY
Material topic: GRI 201 - Economic Performance 2016
GRI 103: Management approach 2016
GRI 103-1 Explanation of the material topic and its Boundary 66
GRI 103-2 The management approach and its components 66
GRI 103-3 Evaluation of the management approach 66
GRI 201-1 Direct economic value generated and distributed 66
Financial implications and other risks and

GRI 201-2 137-140
opportunities due to climate change
Material topic: GRI 203 - Indirect Economic Impacts 2016
GRI 103-1 Explanation of the material topic and its Boundary 176, 218
178, 194, 200,

GRI 103-2 The management approach and its components
219
179-181, 191, 195,

GRI 103-3 Evaluation of the management approach
200, 201, 218
179-181, 191, 195,

GRI 203-1 Infrastructure investments and services supported 200, 201, 218,
220
GRI 203-2 Significant indirect economic impacts 178, 194, 200, 219
Material topic: GRI 204 - Procurement Practices 2016
GRI 103-2 The management approach and its components 108-113
GRI 103-3 Evaluation of the management approach 108, 110-113
GRI 204-1 Proportion of spending on local suppliers 108
260

GRI 102-55
ENVIRONMENT
Material topic: GRI 301 - Materials 2016
GRI 301-1 Materials used by weight or volume 124
Material topic: GRI 303 - Water & effluents 2018
GRI 103-3 Evaluation of the management approach 155-157, 159, 160
GRI 303-1 Interactions with water as a shared resource 156-158
GRI 303-2 Management of water discharge-related impacts 160
GRI 303-3 Water withdrawal 155
Material topic: GRI 302 - Energy 2016
GRI 103-3 Evaluation of the management approach 148, 149, 153, 154
GRI 302-1 Energy consumption within the organization 148
GRI 302-3 Energy intensity 149
261

GRI 102-55
Material topic: GRI 304 - Biodiversity 2016
GRI 103-3 Evaluation of the management approach 164, 166, 168-171
Operational sites owned, leased, managed in, or

GRI 304-1 adjacent to, protected areas and areas of high 170
biodiversity value outside protected areas
Significant impacts of activities, products, and

GRI 304-2 164-170
services on biodiversity
Material topic: GRI 305 - Emissions 2016
GRI 103-2 The management approach and its components 131-141, 143-147
130-135, 141,
GRI 103-3 Evaluation of the management approach
143-147
GRI 305-1 Direct (Scope 1) GHG emissions 130
GRI 305-2 Energy indirect (Scope 2) GHG emissions 130
GRI 305-3 Other indirect (Scope 3) GHG emissions 130
GRI 305-4 GHG emissions intensity 130
Nitrogen oxides (NOX), sulfur oxides (SOX), and other

GRI 305-7 143
significant air emissions
Material topic: GRI 306 - Waste 2020
GRI 103-3 Evaluation of the management approach 172-175
Waste generation and significant waste-related

GRI 306-1 172-175
impacts
GRI 306-2 Management of significant waste-related impacts 172-175
GRI 306-3 Waste generated 172
GRI 306-4 Waste diverted from disposal 172
GRI 306-5 Waste directed to disposal 172
262

GRI 102-55
Material topic: GRI 307 - Environmental Compliance 2016
GRI 103-2 The management approach and its components 162, 163
Non-compliance with environmental laws and

GRI 307-1 162
regulations
Material topic: GRI 308 - Supplier Environmental Assessment 2016
GRI 103-2 The management approach and its components 93, 108-113
New suppliers that were screened using

GRI 308-1 108
environmental criteria
SOCIAL
Material topic: GRI 401 - Employment 2016
GRI 103-2 The management approach and its components 78, 82, 83
GRI 401-1 New employee hires and employee turnover 79
Material topic: GRI 402 - Labor/Management Relations 2016
GRI 103-2 The management approach and its components 106, 107
Minimum notice periods regarding operational

GRI 402-1 107
changes
263

GRI 102-55
Material topic: GRI 403 - Occupational Health and Safety 2018
GRI 103-3 Evaluation of the management approach 88, 92, 96, 99
Occupational health and safety management

GRI 403-1 89
system
Hazard identification, risk assessment, and incident

GRI 403-2 89-91
investigation
GRI 403-3 Occupational health services 95-98
Worker participation, consultation, and

GRI 403-4 94
communication on occupational health and safety
GRI 403-5 Worker training on occupational health and safety 94
GRI 403-6 Promotion of worker health 95-98
Prevention and mitigation of occupational health

GRI 403-7 and safety impacts directly linked by business 90
relationships
GRI 403-9 Work-related injuries 88
Material topic: GRI 404 - Training and Education 2016
GRI 103-2 The management approach and its components 100-103, 105
GRI 103-3 Evaluation of the management approach 102, 105
GRI 404-1 Average hours of training per year per employee 102
Material topic: GRI 405 - Diversity and Equal Opportunity 2016
GRI 103-2 The management approach and its components 84, 86, 87
GRI 405-1 Diversity of governance bodies and employees 85
264

GRI 102-55
Material topic: GRI 412 - Human Rights Assessment 2016
Operations that have been subject to Human

GRI 412-1 60
Rights reviews or impact assessments
Material topic: GRI 413 - Local Communities 2016
GRI 103-2 The management approach and its components 219
Operations with local community engagement,

GRI 413-1 218-220, 222
impact assessments, and development programs
Material topic: GRI 414 - Supplier Social Assessment 2016
New suppliers that were screened using social

GRI 414-1 108
criteria
265

4.3 Correspondence
tables
266

TCFD RECOMMENDATIONS
Climate change is a strategic risk with potential financial implications for our company and all our
stakeholders. That is why we are working to align this report with the recommendations of the TCFD (Task
force on Climate related Financial Disclosures).
DISCLOSURE PAGE
GOVERNANCE
a) Describe the board’s oversight of climate-related risks and opportunities. 140
b) Describe management’s role in assessing and managing climate-related risks and

140
opportunities.
STRATEGY
a) Describe the climate-related risks and opportunities the organization has identified over the
137-140
short, medium, and long term.
b) Describe the impact of climate-related risks and opportunities on the organization’s

137-140
business, strategy, and financial planning.
c) Describe the resilience of the organization’s strategy, taking into consideration different
-
climate-related scenarios, including a 2°C or lower scenario.
RISK MANAGEMENT
a) Describe the organization’s processes for identifying and assessing climate-related risks. 140
b) Describe the organization’s processes for managing climate-related risks. 137-139
c) Describe how processes for identifying, assessing, and managing climate-related risks are
140
integrated into the organization’s overall risk management.
METRICS & TARGETS
a) Disclose the metrics used by the organization to assess climate-related risks and
-
opportunities in line with its strategy and risk management process.
b) Disclose Scope 1, Scope 2, and if appropriate, Scope 3 greenhouse gas (GHG) emissions,
130
and the related risks.
c) Describe the targets used by the organization to manage climate-related risks and
-
opportunities and performance against targets.
267

UNGC PRINCIPLES
UNGC PRINCIPLES GRI STANDARDS PAGE
Human Rights
Principle 1 : Businesses should support and GRI 412 - Human Rights assessment 60-64
respect the protection of internationally 218-220,
proclaimed Human Rights GRI 413 - Local communities
222
Principle 2 : Businesses should make sure that GRI 412 - Human Rights assessment 60-64
they are not complicit in Human Rights abuses GRI 414 - Supplier social assessment 108-113
LABOUR
Principle 3 : Businesses should uphold GRI 102-41 - Collective bargaining

107
the freedom of association and the effective agreement
recognition of the right to collective bargaining GRI 402 - Labor management relations 106-107
Principle 4 : Businesses should uphold

the elimination of all forms of forced GRI 412 - Human Rights assessment 60-64
and compulsory labour
Principle 5 : Businesses should uphold

GRI 414 - Supplier social assessment 108-113
the effective abolition of child labour
GRI 102-8 - Information on employees

81
and other workers
Principle 6 : Businesses should uphold GRI 401- Employment 78, 82, 83

the elimination of discrimination in respect
of employment and occupation 100-103,
GRI 404 - Training & education
105
GRI 405 - Diversity & equal opportunity 84, 86, 87
ENVIRONMENT
124-129
Principle 7 : Businesses should support
a precautionary approach to environmental 148-154
challenges GRI 301 - Materials
GRI 302 - Energy 156-161
GRI 303 - Water
Principle 8 : Businesses should undertake GRI 304 - Biodiversity 164-171
initiatives to promote greater environmental GRI 305 - Emissions 130-141,
responsibility GRI 306 - Effluents & waste 143-147
GRI 307 - Environmental compliance
GRI 308 - Supplier environmental 172-175
Principle 9 : Businesses should encourage assesment
the development and diffusion of 162, 163
environmentally friendly technologies.
93, 108-113
ANTI-CORRUPTION
Principle 10 : Businesses should work against

GRI 102-16 - Values, principles, standards,
corruption in all its forms, including extortion 55
and norms of behavior
and bribery
268

SASB STANDARDS
SASB REFERENCE METRIC PAGE
ENVIRONMENT
GHG emissions
RT-CH-110a.1 Gross global Scope 1 emissions, percentage covered under

130
EM-MM-110a.1 emissions-limiting regulations
RT-CH-110a.2 Discussion of long-term and short-term strategy or plan to

EM-MM-110a.2 manage Scope 1 emissions, emissions reduction targets, and an 132, 133, 141
analysis of performance against those targets
Air quality
RT-CH-120a.1 Air emissions of the following pollutants: (1) NOx (excluding N2O),
(2) SOx, (3) volatile organic compounds (VOCs), and (4) hazardous 143
air pollutants (HAPs)
EM-MM-120a.1 Air emissions of the following pollutants: (1) CO, (2) NOx (excluding
N2O), (3) SOx, (4) particulate matter (PM10), (5) mercury (Hg), (6) 143
lead (Pb), and (7) volatile organic compounds (VOCs)
Energy Management
RT-CH-130a.1 (1) Total energy consumed, (2) percentage grid electricity, (3)
148
EM-MM-130a.1 percentage renewable, (4) total self-generated energy
Water Management
RT-CH-140a.1 1) Total water withdrawn, (2) total water consumed, percentage of

155
EM-MM-140a.1 each in regions with High or Extremely High Baseline Water Stress
RT-CH-140a.3 Description of water management risks and discussion of

156, 157
strategies and practices to mitigate those risks
Hazardous Waste Management
RT-CH-150a.1 Amount of hazardous waste generated, percentage recycled 172, 173
EM-MM-150a.1 Total weight of tailings waste, percentage recycled 172, 173
EM-MM-150a.2 Total weight of mineral processing waste, percentage recycled 172, 173
Biodiversity Impacts
EM-MM-160a.1 Description of environmental management policies and practices

163, 170
for active sites
EM-MM-160a.3 Percentage of (1) proved and (2) probable reserves in or near

sites with protected conservation status or endangered species 170
habitat
269

SOCIAL
Safety & Environmental Stewardship of Chemicals
RT-CH-410b.2 Discussion of strategy to (1) manage chemicals of concern and (2)

91, 186-188,
develop alternatives with reduced human and/or environmental
190
impact
Workforce Health & Safety
RT-CH-320a.1 (1) Total recordable incident rate (TRIR) and (2) fatality rate for (a)
88
direct employees and (b) contract employees
Community Relations
RT-CH-210a.1 Discussion of engagement processes to manage risks and 218, 220,

EM-MM-210b.1 opportunities associated with community interests 222
Labor Relations
EM-MM-310a.1 Percentage of active workforce covered under collective

bargaining agreements, broken down by US and foreign 107
employees
EM-MM-310a.2 Number and duration of strikes and lockouts 107
Security, Human Rights & Rights of Indigenous Peoples
EM-MM-210a.3 Discussion of engagement processes and due diligence

practices with respect to human rights, indigenous rights, and 60
operation in areas of conflict
GOVERNANCE
Management of the Legal & Regulatory Environment
RT-CH-530a.1 Discussion of corporate positions related to government

regulations and/or policy proposals that address environmental 139
and social factors affecting the industry
Business Ethics & Transparency
EM-MM-510a.2 Production in countries that have the 20 lowest rankings in

63
Transparency International’s Corruption Perception Index
270

GRI 102-56
4.4 Third party

assurance
OCP Group's carbon footprints for 2017, 2018, 2019 have been verified by a third party according to
the requirements of the standard ISO 14064-1. The goal of the verification was to guarantee a reasonable
assurance. The certification is presented below. The 2020 data will be verified in 2021.
Verification Verification
The Corporate Carbon Footprint of the organisation The Corporate Carbon Footprint of the organisation
OCP S.A. OCP S.A.

2-4 Rue Al Abtal, Hay Erraha 2-4 Rue Al Abtal, Hay Erraha
20200, Casablanca, Morocco 20200, Casablanca, Morocco
The mine sites of Khouribga and Gantour (Benguerir & Youssoufia), The mine sites of Khouribga and Gantour (Benguerir & Youssoufia),
the industrial platforms of Jorf Lasfar and Safi, the industrial platforms of Jorf Lasfar and Safi,
Phosboucraâ (Boucraâ & Laâyoune) and Phosboucraâ (Boucraâ & Laâyoune) and
the headquarters in Casablanca the headquarters in Casablanca
between the 01/01/2017 to the 31/12/2018 has been verified between the 01/01/2019 to the 31/12/2019 has been verified
according to the requirements of the standard according to the requirements of the standard
ISO 14064-1 ISO 14064-1

The verification has been performed according to the ISO 14064-3 requirements. The The verification has been performed according to the ISO 14064-3 requirements. The
greenhouse gas inventory includes the scopes 1, 2 and 3, as defined by ISO 14064-1. greenhouse gas inventory includes the scopes 1, 2 and 3, as defined by ISO 14064-1.
The total emissions come to The total emissions come to 3 570 178 t CO2eq ± 1,98%.
3.675.488 t CO2eq ± 1,93% (in 2017) and 4.005.687 t CO2eq ± 1,69% (in 2018). The goal of the verification was to guarantee a reasonable assurance. The necessary
information was made clear in the greenhouse gas declaration “Synthèse de l’inventaire des
The goal of the verification was to guarantee a reasonable assurance. The necessary émissions de gaz à effet de serre” of November 2020 and has been reproduced with
information was made clear in the greenhouse gas declaration “Synthèse de l’inventaire des reasonable assurance and accuracy on the basis of historical and hypothetical data and
émissions de GES - Groupe OCP” of January 2020 and has been reproduced with reasonable relevant system boundaries.
assurance and accuracy on the basis of historical and hypothetical data and relevant system
boundaries. Based on the process and procedures conducted, the GHG assertion
Based on the process and procedures conducted, the GHG assertion • is materially correct and is a fair representation of the GHG data and information, and
• is materially correct and is a fair representation of the GHG data and information, and • is prepared in accordance with the related International Standard on GHG
quantification, monitoring and reporting, or to relevant national standards or practices.
• is prepared in accordance with the related International Standard on GHG
quantification, monitoring and reporting, or to relevant national standards or practices.
The basis of this certificate is the audit report C-20-11563.
The basis of this certificate is the audit report C-19-11563. Berlin, 21/12/2020
Berlin, 11/02/2020
Prof. Dr.-Ing. Jan Uwe Andreas Lemke

Director Head of Certification Office
Prof. Dr.-Ing. Jan Uwe Andreas Lemke
Director Head of Certification Office
Nr. C-19-11563 Nr. C-20-11563
271

4.5 Glossary
EBITDA: earnings before interest, taxes, Soluble fertilizers: fertilizers for high- CAS: Social Action Commission
depreciation and amortization value added and irrigated crops CHSE: Health, Safety and Environment
LTIFR: Lost-time injury frequency rate adapted to limited water resources Committee
CAPEX: Capital expenditures and new micro-irrigation and CNC: the Collective Bargaining
SA: Société Anonyme, Limited watering systems; Committee
company DCP/MDCP: Di-calcium Phosphate/ CE: Work Council
SDGs: Sustainable Development Mono Di-calcium Phosphate - CNSS: Caisse Nationale de Sécurité
Goals phosphate and calcium based Sociale
UN: United Nations animal feed supplements used to TAMCA-OE: Technicians, supervisors,
UM6P: Mohammed VI Polytechnic manufacture mixed feed for farm and administrative employees as well
University animals. Feed phosphates strengthen as Workers and Employees
NGOs: Non-governmental bones and accelerate farm animal IECs: Industrial Expertise Centers
organizations growth (cattle, sheep, poultry, goats, CATOX: Catalytic Recuperative
ANP: National Ports Agency etc.). Oxidizer
ONCF: Office national des chemins de TSP-S: Triple Super Phosphate - Sulfur: HRS: Heat recovery system
fer, national railway operator phosphate fertilizer DNSSI: National Directive on
ONEP: Office national de l'électricité et NaCaP: fertilizer featuring chlorine, Information System Security
de l'eau potable, National operator of calcium, and phosphate IMWS: Fraunhofer Institute for
electricity and drinking water MgP: fertilizer featuring magnesium Microstructure of Materials and
USGS: United States Geological and phosphate Systems
Survey R&I: Research & Innovation FM6E: Mohammed VI Foundation for
AFA: Arab Fertilizer Association CEA: Commissariat à l’énergie Environmental Protection
AFAP: African Fertilizer and atomique et aux énergies alternatives, PPAs: Power Purchase Agreements
Agribusiness Partnership Atomic Energy and Alternative Energy MRV: Monitoring, Reporting, and
IFA: International Fertilizer Industry Commission Verification
Association GEP: Green Energy Park SLR: sea level rise
WBCSD: World Business Council for JFC: Jorf lasfar Fertilizer Complex 4R: Right fertilizer, Right rate, Right
Sustainable Development COSO: Committee of Sponsoring time, Right place
TCFD: Task Force on Climate-related Organizations of the Treadway PPM: Parties par million, parts per
Financial Disclosures Commission million
M&A: Merger & Acquisition IFACI: French branch of the Institute of IRESEN: Institute of Research in Solar
R&D: Research & Development Internal Auditors - IIA Energy and New Energies
DAP: Di-Ammonium Phosphate - most HSE: Health, Safety & Environment LCOE: Levelized Cost of Energy
commonly used binary fertilizer PG: Phosphogypsum COALMA: Moroccan Coalition for
TSP: Triple Super Phosphate - JESA:Jacobs Engineering SA Water
phosphate fertilizer EMS: Environment Managament STEP: Waste water treatment plant
MAP: Mono-Ammonium Phosphate System CGEM: Confederation of Moroccan
- a binary fertilizer consisting of two IFC-WB: International Finance Companies
fertilizing agents – phosphorus and Corporation – World Bank BDS: Bordereau de suivi des déchets,
nitrogen WHO: World Health Organisation waste tracking slip
NPK: compound fertilizers composed 3Rs: Reduce, Reuse, Recycle DSM: digital soil mapping
of three elements – phosphorus, INRA: Institut national de la recherche OSL: OCP School Lab
nitrogen, and potassium agronomique, National Institute for LYDEX: Lycée d’Excellence, School of
PPP : Performance Phosphate agronomic research excellence
Products - the latest generation of IAV: Institut agronomique et SADV: Société d’Aménagement et de
fertilizers developed with a view to vétérinaire, Agronomic and veterinary Développement Vert, Green urban
sustainable and efficient agriculture institute development agency
NP+: nitrogen and phosphate based ENA: Ecole National d’Agriculture, HQE: Haute qualité environnementale,
fertilizers enriched with secondary and National school of Agriculture high environmental quality - urban
micronutrients to improve agricultural FAO: Food and Agriculture development certification
yields, protect soil from degradation, Organisation – United Nations SMEs: Small and medium enterprises
and offer highly concentrated institutions ICBA: International Center for Biosaline
solutions to improve fertility CSP: Employees Status Commission Agriculture
272

OCP S.A.
Headquarters : 2 - 4, rue Al Abtal - Hay Erraha
20200 - Casablanca, Morocco
www.ocpgroup.ma
Methodology guidance: Forethix

Graphics: Saysouk graphic design
Photo credits: OCP

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Sustainability Report

Working together for sustainable agriculture

Message from our CEO 1. About our group 2. Sustainable development :

Sustainability Report 2020

3. OCP’s Sustainability commitments 4. About this report

3.3 Commitments to shared value creation 216

Sustainability Report 2020

Message from our CEO

Sustainability Report 2020

Nigeria, we also created ‘Farmers Houses‘,

Ramping up efforts to fight climate change

Our focus on innovation extends to our

Sustainability Report 2020

\ Disinfection operations in public places, transports, hospitals

Sustainability Report 2020

Respond Phosphate rock 37,6

2018 2019 2020

Relief raw materials & distribution of

Suppliers +78% Development and innovation

\ Special taskforce to ensure payments to our suppliers, prioritizing local suppliers

$107 \ Acceleration of the digitalization of our procurement tools

Sustainability Report 2020

Teal Technology Services is a Joint Venture between IBM

Sustainability Report 2020

sustainable impacts new business

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Sustainability Report 2020

Sustainability Report 2020

Sustainability Report 2020

Extraction Processing Transport

Sustainability Report 2020

OCP’s value chain

CREATING SHARED VALUE

Sustainability Report 2020

$ 1,97 billion 18,357

Sustainability Report 2020

Mohammed VI Polytechnic University (UM6P) Plus-circle

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Sustainability Report 2020

GRI 102-2 | GRI 102-7

Sustainability Report 2020

Key figures 2020 Highlights of 2020

Best-in-class water-saving practices:

Sustainability Report 2020

GRI 102-2 | GRI 102-7

Sustainability Report 2020

Key figures 2020 Highlights of 2020

Sustainability Report 2020

Transportation & storage

Key figures 2020 Highlights of 2020

Sustainability Report 2020

Distribution & sales

Sustainability Report 2020

Key figures 2020 Highlights of 2020

Sustainability Report 2020

3,107 • Strengthening of education, entrepreneurship, culture,

Sustainability Report 2020

Financial Contribute to sustainably feeding a growing world population

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527 Local microbusinesses trained &

50% 100%  Achieve carbon