Home' Nufarm Annual Report : Nufarm Sustainability Report 2015 Contents Our focus for the first two years of
this strategy cycle is to improve in the
pillars of our people and eliminating
incidents. We believe that this will
create a firm foundation for step
changes in our other strategic pillars.
Over the course of 2015, we have
made progress in delivering strategic
actions against these two pillars,
• each site establishing a plan to
identify and reduce its four critical
risk types that could result in fatality
or serious injury. Typically these are
legacy risks due to historic equipment
and building design standards at
older sites, which can be difficult
• setting a higher standard for ensuring
we discover the underlying causes
of incidents and near misses by
developing a systematic approach
and methodology that equips staff
to apply root cause analysis to all
incidents that trigger defined
• shifting the health, safety and
environmental (HS&E) audit process
to a more risk based approach where
a deeper dive review of critical
HS&E risks is undertaken;
• focusing attention on finger, hand
and arm injuries, which comprise up
to 70 per cent of the serious injuries
experienced across our operating
• developing sustainability key
performance indicators for our
executive and senior leadership teams.
The following sustainability strategy
activities are planned for 2016:
• the deployment of life-saving safety
rules to all employees;
• the rejuvenation of process
safety management across our
• the expansion of front line manager
and safety management training
• the implementation of an executive
sustainability leadership development
• the development of sustainability
standards for suppliers.
Mission, values and vision
At Nufarm our mission, vision and
core values shape everything we do.
Our mission is to grow a better
Our vision is to be a world leader in
innovative crop protection and seed
Our core values are:
• Responsibility: We are accountable
for our decisions and our actions.
We recognise that trust is at the
foundation of relationships and that
acting ethically, safely and responsibly
creates that trust.
• Agility: We are resourceful and
adaptable in meeting the needs of
our customers and our organisation.
• Respect: We respect others
colleagues, customers and
stakeholders – and our environment.
We care for all of our resources.
• Empowerment: We are an innovative,
entrepreneurial organisation where
individuals and teams can do what
is best for the customer, the
organisation and our stakeholders.
Nufarm is implementing a strategic
growth plan with a strong focus on
innovation and discipline. We are
seeking to enhance the value of our
core chemistry positions, while growing
faster into higher value product and
market segments that are more
Our regional strategies focus on
supporting clearly defined product and
market segments. This is done via both
new and existing product offerings that
are developed to suit local conditions.
In 2015, the company announced
that it is pursuing a $100 million cost
reduction and continuous improvement
program. The program is expected to
result in significant cost savings and an
increase on funds employed (ROFE)
2018 financial year.
Our financial results are released
annually and reflect the period
1 August to 31 July. We also release
our half yearly results for the period
1 August to 31 January. These reports
can be found on our website.
Our impact on, and contribution to, the
economy is more significant than our
financial performance. Our contribution
in Australia and internationally includes
both direct and indirect employment,
support of farming practices to improve
efficiency and productivity, the support
of local suppliers, capital investment
programs, payment of taxes and
contribution to local communities.
Sustainability at Nufarm
Sustainability underpins our approach
to doing business and provides
assurance that we will act responsibly
while providing value for our
Nufarm works in an industry where
sustainability principles are entrenched.
As a company engaged in the
development, production and supply
of inputs to agriculture, we see
sustainability as an overarching
business principle that generates
value by delivering solutions and
providing environmental benefits.
In 2015, Nufarm launched a four-year
company-wide sustainability strategy
cycle. By the end of the cycle we
expect to see a step change in our
sustainability maturity and impact.
We have identified six strategic
pillars that will be the focus of our
sustainability actions, which are:
• eliminating incidents;
• environmental stewardship;
• our people;
• procurement stewardship;
• product stewardship; and
• societal contribution.
ABOUT US – OVERVIEW OF OPERATIONS continued
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