2014 Bunge Argentina Sustainability Report by Bunge Argentina

PRODUCING TOGETHER www.bungeargentina.com

4th Sustainability Report 2014 BUNGE ARGENTINA

4th Sustainability Report 2014

CONTENTS Bunge Argentina: Delivering today and building for the future Our Company

7 8

Strategy

Corporate Governance

Our 2014 Agenda: Materiality Matrix

Sustainable Development Model: Producing Together

Producing Value

Producing Development

Producing Talent

Report Preparation Process 2014 Report Profile

66 74 78

GRI Table of Contents and External Verification Report

Additional Information

4th Sustainability Report Preparation Process General Coordination Citizenship relaciones.comunidad.bar@bunge.com Creativity, Design and Production JardĂn BA jardin@jardinba.com External Verification Crowe Horwath marcelo.navone@crowehorwath.com.ar Printing Cover paper: Rives Sensation Tactile 100% recycled, 270 grams. Inside paper: Rives Sensation Bright White 100% recycled, 120 grams. All Rights Reserved. Argentina. August 2015.

GENERAL CONTENTS

SUSTAINABLE MANAGEMENT

PRODUCING TOGETHER

PRODUCING VALUE

FOR OVER

130 YEARS

BRANDS IN THE MARKET

NET SALES FOR

23,705

MILLION PESOS IN 2014

CERTIFICATIONS OF SUSTAINABLE SOY AND ISO 14.001:2004 CERTIFICATION IN RAMALLO I.C

BEST RESULTS OF SAFETY INDICATOR SINCE THE BEGINNING OF ITS MEASUREMENTS

100%

OF INDUSTRIAL COMPLEXES CERTIFIED UNDER INTERNATIONAL QUALITY STANDARDS

PRODUCING DEVELOPMENT

PRODUCING TALENT

1,315

SUPPLIERS OF KEY RAW MATERIAL, 100% LOCAL. 95% OF LOCAL NON-PRODUCTIVE PURCHASES

ARGENTINE PROVINCES

CONTRIBUTION OF

$5,630,526 IN DONATIONS AND SOCIAL INVESTMENT

1,700

EMPLOYEES

TRAINING AND DEVELOPMENT PROGRAMS

0.47%

OF ANNUAL STAFF TURNOVER

Bunge Argentina is an agribusiness company with country elevators, industrial complexes and port terminals, strategically located throughout the country. It processes cereals and oilseeds, exports by-products (meals, oils and by-products), markets grains, produces and sells fertilizers and food and ingredients for human consumption and animal nutrition.

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MESSAGE FROM THE PRESIDENT [G4-1] Our intention is clear and shows our strategic vision: we choose to create added value today, while we build a solid foundation for future growth and assure a continuous high performance. In the short, medium and long term, we focus on what we do best: Agribusiness, Fertilizers and Food and Ingredients, our three business units and foundations of our growth. For the next period, we must increase added value, using these areas of expertise. In 2014, Bunge has established a new business strategy that emphasizes, among its fundamental pillars, our strong commitment to safety. Safety is our most important priority, not production or profits. We are Bunge´s most awarded Operating Company in connection to Safety. We received the Safety Award five times. But incidents and near misses keep happening, and if we propose ourselves to achieve a zero incident culture, we must begin with the commitment of each one of us. Four years have passed since our first sustainability report, following guidelines recommended by Global Reporting Initiatives (GRI), which mark a progressive path in the way the Company manages the creation of value, the environmental care, the safety of its employees, the bond with the communities where it operates and the development of its Human Capital. We highlight our environmental challenges and goals proposed for the 2013-2016 period: 3% reduction of water consumption, 3% reduction of greenhouse gasses emissions and 3% reduction of energy consumption per each ton we produce. Furthermore, we have committed to a 5% reduction of waste with non-sustainable management. We successfully reached the four goals, and we exceeded them in all cases.

“

P. Enrique Humanes, President and CEO of Bunge Argentina

Managing sustainability in Bunge is a core value, within all our activities, and we are glad to say that, in practice, it is an issue present in our everyday agenda. This is shown in our new Global Sustainability Policy introduced by the Executive Committee of Bunge Limited in 2014. I invite you to read the 4th Sustainability Report “Producing Together” of 2014, and I want to thank you for your interest in our Company. Sincerely, P. Enrique Humanes

We are always prepared for new challenges: The skills to adapt ourselves to unpredictable and changing settings, to identify opportunities and turn them into competitive margins and to shape the next generation of leaders, are the key to achieve a level of excellence in our management as a sustainable and socially responsible company. P. Enrique Humanes, President and CEO

”

GENERAL CONTENTS

MESSAGE FROM THE CPO AND COMMUNICATIONS DIRECTOR [G4-2] Once again this year, we consolidated our commitment to a sustainable development. For four years in a row, we introduce our sustainability report, the second according to the G4 guidelines of Global Reporting Initiative (GRI). It summarizes all the concrete measures we took during 2014 to achieve a more inclusive, integrated and innovative future. In this new cycle, we have delved into the materiality analysis performed during last year, through a process of interviews with our main stakeholders by means of a survey on 45 aspects of sustainability. Its results allowed us to prioritize the issues to create a new materiality matrix. Identified priority issues are managed through our Sustainable Development Model: Producing Together. This way, at the beginning of 2014, we faced several challenges that, with shared efforts and great satisfaction, we overcame throughout the year. We emphasize the efforts to create even more added value in our agro-industrial chain, especially in those links where we have more experience, promoting the offering of products for final consumers. Particularly, within the Food and Ingredients segment, we launched the marketing of our own brand of rice. From our Fertilizers Business Unit, reinforcing our creativity and innovation, we launched “Bunge Track,” a product specifically developed to reduce NOx emissions to the atmosphere, which allows us to add a new product with great added value to our portfolio. ISO 14.001 Certification of our Ramallo Industrial Complex was a milestone of environmental management of our Company and, as we have the intention to improve our performance on this matter, we are considering to extend it to other local Industrial Complexes.

“

Walter Savarecio, CPO and Communications Director of Bunge Argentina

We are pleased to have implemented the Inclusion Program of Intellectually Disabled People in new work sites, making this social responsibility and equal opportunities program reach all regions and adapt to the local special features. We are interested in listening to our stakeholders and we believe in constructive dialogue, that is why we invite you to communicate every suggestion to improve this process and we leave our channels of communication opened in case you have any other concern. We appreciate your interest in Bunge Argentina. Sincerely, Walter Savarecio

Great Opportunities: This path is the chosen one; the sustainable development is not a trend, but it is the key for the Company to keep on growing within more and more demanding and specialized markets.

”

Walter Savarecio, CPO and Communications Director

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BUNGE ARGENTINA: DELIVERING TODAY AND BUILDING FOR THE FUTURE

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OUR COMPANY [G4-9] Operations

4 2 12 1 2 3 2

OILSEED AND GRAIN CRUSHING INDUSTRIAL COMPLEXES VEGETAL OIL REFINERY PLANTS COUNTRY ELEVATORS

SOYBEAN LECITHIN PRODUCTION PLANT FERTILIZER PRODUCTION INDUSTRIAL COMPLEXES TRADE OFFICES PORT TERMINALS

Our results: Performance Net sales in millions of pesos

2013

2014

17,801

23,705

Presence in Argentine provinces

Our businesses and products: Business Unit

Markets Served [G4-8]

Agribusiness Fertilizers Food and Ingredients

Global Agribusiness Market Regional Agricultural Production Local and Global Food Market

Bunge produces and markets fertilizers and processes soy, rapeseed, safflower, peanut, rice and other farm products to manufacture products and ingredients with diverse direct applications or to supply different industries, such as:

[G4-4]

• Oils and rice for human consumption. • Animal food and ingredients for formulas of balanced food. • Production of dressing, mayonnaises, frying procedures, diverse industrial uses and for direct human consumption.

• Emulsifiers and nutritional supplements. • Thickeners, plasticizer agents, diluents or additives for food, cosmetic, pharmaceutical, personal care and chemical industries in general. • Oils for the production of biodiesel. • Additives for goods transport. • Supplies for chemical processes. • Fertilizers that allow farmers to produce quality crops.

BUNGE ARGENTINA: DELIVERING TODAY AND BUILDING FOR THE FUTURE

PRODUCTS AGRIBUSINESS • Grains and oilseeds Wheat, Peanut, Sunflower, Corn, Soy, Safflower, Sorghum, Barley.

• Vegetable By-products Lecithin, glycerin, fatty acids, neutral/refined oils, proteins, crude oils.

• Industrial Products High-protein meals, refined and crude oils, supplies for chemical and food industries.

• Chemical By-products Industrial ammonia, ammonia for refrigeration, industrial prilled urea, urea solution 20%N, photographic grade TSA.

FERTILIZERS • Nitrogen SoIMIX, SoIUAN, Prilled Urea, Granular Urea. • Phosphate Calcium single superphosphate, diammonium phosphate, monoammonium phosphate, StartMIX, calcium triple superphosphate.

• Sulfur Ammoniated P-S Complex, SoIMIX, ammonium sulfate, gypsum. • NPKS Mixtures NPK Rice, NPK for Fruit Trees and Horticulture, NPK Yerba and Tea.

Our Fertilizers Brands

FOOD AND INGREDIENTS • Animal nutrition Hi-Pro Soybean Meal (47%), Low-Pro Soybean Meal (44%), Profat Soybean Pellets, Safflower Meal and Pellets, Whole Grain Sunflower Pellets, Peanut Pellets, Soybean Lecithin, Soybean Hull Pellets

• Refined oils, bulk and bottled • Crude glycerin • Refined glycerin USP grade • Polished, slender, long grain white rice, quality 0000 and 00000 • Slender, long grain white rice, variety Puitá

Food Brands

OTHER ARNOX 32

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HUMAN CAPITAL [G4-10]

Employees

Staff Evolution Bunge Argentina [G4-10] 1800 1700 1600 1500

1700 1481

1589

1609

2012

2013

1400 1300 2011

1487 39

2014

168

male on indefinite contracts

male on fixed-term contracts

female on indefinite contracts

female on 1 fixed-term contracts

21% % of women work in leadership positions.

Staff evolution per gender Female Male

2011

2012

2013

2014

152

170

174

1329

1419

1435

1526

The percentage of employees that work part-time is not considerable. At Bunge Argentina, there are no outsourced personnel. In every case, the number of employees is based on a simple count.

BUNGE ARGENTINA: DELIVERING TODAY AND BUILDING FOR THE FUTURE

Industrial Operations

Our Employees per Province

Female

10 9

8 4

97%

Male

Other Tasks

27%

Female

53 2 C.A.B.A. 40

3 Chaco 55

5 La Pampa

73% Male

Buenos Aires

6 Mendoza 1

8 Santa Fe 57

9 Santiago del Estero 620

C贸rdoba 17

58% 1%

URGARA

44%

SOYEA

(San Lorenzo)

18%

QCOS. ZARATE

42% 10%

FATIQYP

187

Salta 2

10 Tucum谩n 2

[G4-11]

of employees on collective bargaining agreements operations

608

exempt employees

27%

FOEIA

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AWARDS In 2014, Bunge Argentina received the following awards: • “Premio Hexágono” Award granted by IDEA (Instituto para el Desarrollo del Empresariado Argentino) for its significant efforts in the training and development of its human resources. • “Premio Prestigio” Award granted by the consulting agency CEOP- LATAM for its Leadership in Agribusiness. • Recognition for its charity events, granted by ITBA (Instituto Tecnológico de Buenos Aires). In the past, we received the following awards: • “Safety Award” for Bunge Argentina in 2013, 2010, 2008, 2006 and 2005, granted by the Executive Committee of Bunge Limited. • Industrial Merit Award 2013, granted by FISFE (Federación Industrial de Santa Fe). • Recognition for its charity events in 2013 and 2012, granted by ITBA (Instituto Tecnológico de Buenos Aires).

• Industry Award 2012, granted by Chamber of Commerce, Industry and Services of San Lorenzo and surroundings. • Recognition for the Work Performed 2012 for Puerto General San Martín Industrial Complex, granted by Chamber of Commerce, Industry and Services of San Lorenzo and surroundings. • Social, Entrepreneurial and Industrial Responsibility Actions Award 2012, granted by the Organization of Civil Association Periodismo+Humanitario. • Technological Innovation Award 2011, granted by Centro Internacional de Innovación en Tecnología Agropecuaria (CITA). • “Proof not Promises” Award in 2012 and 2011, granted by General Electric SA.

BUNGE ARGENTINA: DELIVERING TODAY AND BUILDING FOR THE FUTURE

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STRATEGY

4th Sustainability Report 2014

STRATEGY

Our intent is clear: to unlock greater value today, while building a solid foundation for future growth and consistent high performance.

FOCUSED ON WHAT WE DO BEST Bunge sets goals and strategies defined by our Corporate Governance globally, which are carried out in all the countries where the Company operates. Our performance is focused on four areas:

Stand for Safety

STOP. THINK. PROTECT.

Right Balance

Best in Class

Winning Footprint

STRATEGY

CORPORATE VALUES AND GLOBAL PRINCIPLES FOR INDUSTRIAL OPERATIONS To carry out our strategy and as a guideline for our actions and behavior, Bunge has corporate values and global principles of operational excellence. [G4-56]

CORPORATE VALUES

Integrity Honesty and fairness guide our every action.

Openness and Trust We are open to other ideas and opinions.

Teamwork We value individual excellence and work as a team.

Entrepreneurship We prize individual initiative.

Citizenship We contribute to the development of the communities where we work.

Sharing common concepts of what we do and what we want to be, lets us align our activities all over the world, establish a shared vision, promote understan-

ding between colleagues of different areas and create a wish to achieve excellence; these are the main aspirations of the general management.

GLOBAL PRINCIPLES OF BUNGEâ&#x20AC;&#x2122;S INDUSTRIAL OPERATIONS

Safety

Citizenship

People Management

Product Quality and Safety

Physical Asset Management

Technology and Innovation

Investment Project Management

Continuous Improvement

Competitive Execution

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CORPORATE GOVERNANCE [G4-34] Our Corporate Governance is made up by the Executive Committee of Bunge Southern Cone, responsible for making the decisions on economic, safety, environmental and social matters of Bunge Argentina. In 2014, the Food and Ingredients Direction was created under the responsibility of Ramón Fernández Asenjo, pursuing the goal of strengthening the development of the segment. By means of the design and execution of the appropriate strategy, after maximizing the positioning of this business unit in the market, we could double its volume and the development of new products. Members of the Executive Committee are:

President & CEO

Fertilizers Director

Origination Director

P. Enrique Humanes

Daniel Orjales

Jorge Luis Frías

Vice President

Finance and Administration Director

Martín Hansen

Guillermo Marcotegui

EXECUTIVE COMMITTEE Food and Ingredients Director

Ramón Fernandez Asenjo

Supply and Logistics Director

Walter Savarecio

Horacio Moretti

José Castelli Carlos Nowik

Manufacture Director

Guillermo García

Global VD Research & Business Analysis

CPO and Communications Director

Legal, Insurance and Government Affairs Manager

CORPORATE GOVERNANCE

COMPENSATION MECHANISMS AND APPOINTMENT OF BOARD MEMBERS [G4-51] Bunge Argentina’s Board is the highest corporate governance body, responsible for accomplishing the strategic pillars, putting its operative model into practice, as well as preserving and continuing with the Company’s essential capacities. The appointment of the Board members is based on a series of evaluations which include professional background, potential and performance, and consider the candidates’ experience in fostering a sustainable management of economic, safety, environmental and social issues.

determined. After getting the job role’s importance and ranking within the organizational structure, compensation’s internal equity is assured, and it allows an external comparison of these positions in the market.

The Compensation Policy, which applies to the whole Company, also defines the salary of Board members. Its determination process consists of the assessment of the job post, according to the “Hay”2, Method adopted by Bunge Argentina, and then the importance of the position within the company is

Both the compensation component relevant to individual performance and performance at the Company level are analyzed, managed and approved by the Global Compensation Committee.3

Apart from the equity factor, the salary depends on each employee’s contribution to the position, reflected in the personal performance results defined through the Performance Assessment Program of the Company.

ECONOMIC PERFORMANCE Bunge Argentina is a subsidiary of Bunge Limited, a company headquartered on White Plains, New York, United States. Bunge Limited is a company listed in the New York Stock Exchange (NYSE), according to the regulations of the United States Securities and Exchange Commission (SEC). During 2014, there were no significant changes in the size, structure, stockholders composition or the supply chain of the organization.

2 3

Developed by Hay Group, Global Management Consulting Firm. For more information: http://phx.corporate-ir.net/phoenix.zhtml?c=130024&p=irol-govCommittee&Committee=802

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ETHICS AND INTEGRITY: COMMITMENT TO TRANSPARENCY

At Bunge, integrity is at the core of how we conduct business in the global marketplace. We serve a very important purpose: creating global supply chains and building local operations which help make affordable and high quality foodproducts available to millions of people.

Focused on management transparency and risk control, we implemented corporate governance mechanisms based on the most widespread and efficient global practices. The four most significant mechanisms are: Anti-Corruption Compliance Policy [G4-56] The Foreign Corrupt Practices Act (FCPA) is a Federal Act promulgated by the United States of America in 1977. This Act prohibits making payments to foreign politicians and government officials with the purpose of obtaining or withholding business, or ensuring incorrect advantages; and requires that all transactions are accurately reflected on books and records. Bunge Argentina, as Bunge Limited’s subsidiary, strictly adheres to FCPA provisions, as well as the compliance of all laws and regulations applicable to the jurisdictions where it operates and it expressly stipulates it in its Anti-Corruption Compliance Policy. Sarbanes Oxley Act (SOX) U.S. Sarbanes Oxley Act’s purpose is to monitor all American and foreign companies whose stocks are listed on the New York Stock Exchange (NYSE), in order to prevent that stock appreciations are altered in a dubious manner, causing damage to the investor. Beyond the United States, this Act includes all companies publicly listed on the NYSE, as well as its subsidiaries. SOX implementation model in Bunge Argentina includes 30 IT controls and 134 accounting and operational controls deployed in the processes of Governance, Origination and Grains, Fertilizers, Ports, Biodiesel, FSG, and Food and Ingredients; which means that all Bunge Argentina’s business units are included in the risk controls within the Sarbanes Oxley Act.

Code of Conduct [G4-56] Since 2014, Bunge replaced its Code of Ethics by a new Code of Conduct. Every member of Bunge’s community must follow the Code and comply with all Company’s procedures and policies, and the applicable laws, rules and regulations of the places where it operates. The Code also governs the Executive Committee of Bunge Limited regarding all activities carried out on behalf of the Company. It is expected that consultants, contractors and all commercial partners that work on behalf of Bunge adhere to the principles of this Code.

CORPORATE GOVERNANCE

Ethics Hotline [G4-58] The Ethics Hotline is a tool which allows to anonymously report -through the Internet or phone- any inappropriate behavior observed in the Company. In the section Ethics and Conduct under the title and line of work Producing Talent, more information is provided on the Code of Conduct and Ethics Hotline. Corporate Governance Guidelines Bunge Limited´s Board has adopted these guidelines to show the commitment of the Company to the adequate corporate governance and to comply with the rules of the New York Stock Exchange (NYSE) and other legal requirements. The Corporate Governance and Nominations Committee periodically review these guidelines and propose modifications to the Board, if necessary.4

Public companies in the United States are subject to certain financial and non-financial information rules, which are publicly accessed. Bunge Limited’s annual report, where the participation of all subsidiaries is comprised, including Bunge Argentina, is available at http://www.bunge.com/bunge2014ar/index.htm. Information on this report is consistent with economic and financial information of Bunge Argentina’s financial statements. [G4-17] The report discloses certain particular aspects related to the economic and financial information of the Company for the purpose of linking the economic performance with the social and environmental performance, achieving a triple profit and loss account.

For more information: http://phx.corporate-ir.net/phoenix.zhtml?c=130024&p=irol-govguidelines

OUR AGENDA 2014: MATERIALITY MATRIX

HIGH

The Materiality Matrix of Bunge Argentina shows the most relevant matters for the strategy of the Company and its stakeholders. The priority items in the sustainability agenda of 2014 are listed below.

MEDIUM

MODELO DE DESARROLLO SOSTENIBLE: PRODUCIENDO JUNTOS 12 13

LOW

IMPORTANCE FOR STAKEHOLDERS

LOW

MEDIUM

HIGH

IMPACT ON THE STRATEGY 1

Supply Practices

Continuous Training and Education

Health, Safety and Working Conditions

Waste Management

Energy and GHG Emissions

Environmental Management

Community Development

Product Quality and Safety

Job Creation and Human Rights

Water Use, and Exposure to Water Scarcity and Impact on Water Scarcity. Sustainable Agriculture

Consumer Health and Safety

Food Safety

Ethics, Conduct and Regulations Compliance

Origination Practices

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SUSTAINABLE DEVELOPMENT MODEL: PRODUCING TOGETHER

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SUSTAINABLE DEVELOPMENT MODEL: PRODUCING TOGETHER The Executive Committee of Bunge Limited decided to develop a sustainability program to mitigate the negative impacts of its operations on the communities and the environment, and to protect its corporate reputation and its license to operate in key markets.

This program must pursue these goals creating, at the same time, value for the business through costs savings, income increase and stronger relationships with the community, clients and farmers.

Global Sustainability Policy

The purpose of Bunge is to improve lives optimizing the food production and agribusiness chain globally. We are committed to the sustainable development and adhere to the following principles: • We will work hard to be good citizens, contributing to the economic and social development of the communities where we operate. • We will work to reach high levels of environmental care, adopting improvement practices, based on science, culturally sensitive and pragmatic, and fostering these practices within the supply chain.

The guidance of the Global Sustainability Policy, stakeholders’ opinions and strategic aspects of Bunge Argentina offer the framework to identify and inspire the pillars of the Sustainable Development Model of the organization: Producing Together. It is defined by three strategic pillars: the value we produce, the relationships with the communities where we operate and the talent we manage.

• We will create partnerships with Companies and Organizations to promote and apply sustainable practices and to openly communicate our activities, maintaining a constructive dialogue with the people related to the Company. • We will apply those principles to our operations, trying to achieve our goals, globally and regionally.

This report has been structured around these pillars, presenting in each section the relevant issues, and for each of them, the management approach, the performance assessment and the indicators.

SUSTAINABLE DEVELOPMENT MODEL: PRODUCING TOGETHER

SUSTAINABILITY STRATEGY

BUNGE ARGENTINA

STAKEHOLDERS

• Governance and Strategy

• Context : Local and Global

• Facilities

• Dialogues: Dialogue Mechanisms, Issues and Topics, Materiality Matrix

• Control and Compliance

PRODUCING TOGETHER 2014

PRODUCING VALUE • Health, Safety and Working Conditions • Food Safety • Product Quality and Safety • Consumer Health and Safety • Origination Practices • Waste Management • Energy and Greenhouse Gasses Emissions

PRODUCING DEVELOPMENT • Water Use, and Exposure to Water Scarcity and Impact on Water Scarcity/Sustainable Agriculture • Community Development • Environmental Management • Supply Practices

PRODUCING TALENT • Ethics, Conduct and Regulations Compliance • Continuous Training and Education • Job Creation and Human Rights

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PRODUCING VALUE Producing value is the main principle for every Company that pursues a financial goal. You cannot produce value at any cost. Producing value means to maintain the balance of each one of the aspects that make up the organization.

wellbeing in the workplace, which preserves workers’ safety and health, to the compliance of the necessary conditions to assure the food safety of our products and, essentially, to the responsible management of environmental impacts.

For Bunge Argentina, the creation of value is closely related to our corporate image and reputation, to the

WELLBEING IN THE WORKPLACE: WORKING CONDITIONS, HEALTH AND SAFETY GRI Aspect: Health and Safety at Work

Zero incident culture Bunge Argentina is committed to the zero incident culture in all of its operations, through a continuous improvement process and complying with Bunge’s Global Health and Safety Policy. Its goal is to be a company with no work-related injuries or diseases. This culture is not only important to all Bunge Argentina’s workers, but it is also an example of management and a model of excellence for its value chain, impacting on a great number of people that work in the agro-industrial and logistics areas.

Bunge Argentina is committed to zero incident culture in all of its operations.

Pillars of Management: 1 Leadership and Management 2 Skills and Knowledge Training 3 Planned Inspections and Maintenance 4 Procedures and Critical Tasks Analysis 5 Near miss/ Incident Investigation and Analysis 6 Tasks’ Behavioral Observations 7 Emergency Preparedness 8 Work Permits and Rules

Management Approach In 2001, Bunge implemented in all its Industrial Complexes the Industrial Safety Management System. But since 2012, the Company has developed and implemented its own Global Industrial Safety and Health Management System, adapted to the Company needs and applicable to all operating units in the world. Such System is composed of 12 pillars of management:

9 Health Controls 10 System Assessment 11 Engineering Controls - Purchases and Contractors 12 Communication and Promotion

PRODUCING VALUE

Bunge Global Safety Management System (BGSMS) requirements are periodically assessed following a program of external and internal audits, which include anonymous verification interviews, revision of records, and a walk-through to observe physical conditions.

Work at Height

The Safety, Health and Environmental Corporate Management manages the aspects that constitute the policy using its Management System for all sites. Activities that Support the Policy

Hazardous Energy

Support to the Global Communication of HPE (High Potential Exposures) Campaign The first phase addressed in 2014 included communications and trainings involving two key messages:

Mobile Equipment

Confined Spaces This phase is part of a global awareness and prevention program focused on 5 High Potential Exposures (HPE):

Hoisted Loads

These accounted for more than 90% of serious injuries that affected the lives of Bungeâ&#x20AC;&#x2122;s employees all over the world. The purpose is to help all employees recognize the HPE and follow the appropriate steps to eliminate or control them. As an additional activity, we carried out the Safety Week campaign focused on risks while working on roofs. Different resources were used, such as publications on the internal Web, screensavers, banners and brochures, along with theoretical and practical trainings about work at height. The purpose of these activities was to inform the employees about all the measures they must take into account when performing works over fragile roofs, and at the same time, disclosing Bungeâ&#x20AC;&#x2122;s HPE.

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To make employees pay attention to the conditions of their work environment regarding Safety, Health and Environment and report those insecure conditions by means of Risk Warnings, we launched the contest “Best HPE Risk Warning 2014.” Workers that offered their valuable contribution to the detection of unsafe conditions related to HPE received an award.

During this year, they were systematically implemented in fertilizers warehouses and country elevators of Bunge Argentina. 72 employees participate actively (more than in 2013: 49 employees).

“The importance of the High Potential Exposures campaign is to communicate all Bunge’s workers that we must always be aware of the risks and that they shouldn’t let the next task be the last one.” Carlos Nowik, Manufacture Director

Internal Committees for Incident Prevention and Joint Committee for Safety and Health Since 1999, the C.I.P.A. (Comité Interno de Prevención de Accidentes) and the C.C.S.S. (Comité Conjunto de Seguridad y Salud) channel employees’ concerns and suggestions regarding safety and health, detect areas that need recommendations in terms of prevention, and suggest the best approach for execution, promote participation of the whole personnel in prevention activities and their execution, collaborate in the preparation of standards and procedures for the Safety and Health areas, facilitate communication and monitor efficient implementation of such standards and procedures, and provide assistance in the investigation and analysis of incidents and near misses, among other activities.

Occupational Health and Safety Joint Committees All employees who work at the Industrial Complexes in the province of Santa Fe, under Act 12,913, are represented by the Occupational Health and Safety Joint Committees. Said committees aim at promoting dialogue and cooperation between the company and its workers represented by their labor union, supporting safety management, from technical assessment, coordination of safety, order and cleanliness inspections to the recommendation of needs on such matters; constituting a study group who exchange experiences and discuss ways of addressing topics related to occupational safety and health within the framework of the Company’s Safety and Health Policy. This committee meets on a monthly basis.

The membership of these committees is voluntary. They have representatives in all Industrial Complexes.

Meeting History - Emergency Brigades

2004

2005

2006

2007

2008

1° Year San Jerónimo Sud Industrial Complex

2° Year San Jerónimo Sud Industrial Complex

3° Year Bahía Blanca Terminal

4° Year Tancacha Industrial Complex

5° Year Ramallo Industrial Complex and Port Terminal

PRODUCING VALUE

2011

[LA5]

2012

2013

2014

Percentage of workers represented in formal safety and health joint committees

Emergency Brigades are created in each one of the Industrial Complexes and Port Terminals of Bunge Argentina.

39% 100% 100% 100%

for management and employees

Emergency Brigades On November 2014, the 10° Edition of the Emergency Brigades National Meeting took place in the San Jerónimo Sud Industrial Complex (SJS), within the framework of Bunge’s health and safety management system. During this meeting, brigade members, who are employees voluntarily trained for emergencies during the whole year, share the acquired skills on a particular subject. These sharing activities improve team work, which is a basic principle in the case of needing to take action before a possible actual emergency. At the meeting, they discuss what to do and how to react in case of emergency and foster a preventive attitude with regard to safety by developing safe habits and responsible practices inside and outside the working environment, thus contributing to the development of a safer society. During the event, Emergency Brigades from neighboring countries as well as fellow companies, institutions such as occupational risks insurance companies, members of hospitals and clinics from the surrounding areas, and civil servants from different public organisms (firefighters, civil defense, civil protection, etc.) participate as well. Thus, the whole community takes part in a training activity that stimulates response capacity, proactivity and coordination skills.

Bunge participated in the Provincial Health and Safety at Work Conference [G4-15] Government of Santa Fe organized this event, adhering to the “XI Argentine Health and Safety at Work Week,” which took place on April 2014 in the city of Rosario. This time, Eduardo Mualem, Corporate Safety, Health and Environment Manager; Julián Ferrero, Safety and Environment Coordinator of SJSud Industrial Complex and Representatives of Joint Committees of PSM and SJSud Industrial Complexes, discussed issues related to their own experiences in Occupational Health and Safety Management. This way, Bunge made a contribution to a provincial agenda, with the purpose of giving an answer to the most relevant challenges related to this matter.

2010

2011

2012

2013

2014

6° Year Ramallo Industrial Complex and Port Terminal

7° Year San Jerónimo Sud Industrial Complex

8° Year Tancacha Industrial Complex

9° Year Ramallo Industrial Complex and Port Terminal

10° Year San Jerónimo Sud Industrial Complex

4th Sustainability Report 2014

MAIN ACHIEVEMENTS Apart from monitoring indicators, reactive or traditional5, we track proactive indicators that represent the efforts of the organization to prevent unwanted near misses. We are convinced that these indicators are the most appropriate from the management point of view, given their preventive nature. We established 7 indicators that provide us the necessary information to act proactively. These are comprised in a final formula called ISBAR (Bunge Argentina Safety Indicator), which is used to compare the performance with set standards, allowing the detection of current management strengths and weaknesses. The ideal score for each indicator is 1 (maximum condition), the higher, the better, since it indicates how close it is from the desired situation. The maximum condition is reached when 100% of the goal is achieved for each indicator.

The Executive Committee of Bunge Limited recognized the efforts of Bunge Southern Cone (where Bunge Argentina belongs) with the â&#x20AC;&#x153;Safety Award.â&#x20AC;? This award globally recognizes the operating unit that excelled in Safety performance during the year and showed lower incidents rates. This is the fifth time the company receives this award (2005, 2006, 2008, 2010 and 2013), which makes Bunge Southern Cone the most awarded Operating Unit in relation to Safety.

SAFETY GOALS 2014

Indicator

Goals 2014

Hours of training on safety, health and environment

1 hour of training a month per person, including administrative staff

Training hours of emergency brigades

1.5 hour a month per each brigade member

Number of 10-minute talks delivered (short trainings on awareness) by middle and upper management

2 10-minute talks a month per supervisor

Implementation of risk warnings (detection of substandard conditions)

100% accomplished

Compliance with corrective and preventive action plans derived from the investigation of incidents

100% accomplished

Amount of task behavioral observation

2 observations a month per each supervisor

Amount of meetings of the Internal Committee for Incidents Prevention

1 meeting a month

Reactive indicators: measurements used to know if a goal has been reached. An example is the number of incidents of the Company.

PRODUCING VALUE

Evolution of Proactive Indicator of Industrial Safety between 2010 and 2014 at Bunge Argentina ISBAR 2010 - 2014 0.92

0.92

0.91

0.90 0.88

0.86

0.83

0.84 0.82

0.81

0.80 0.78 0.76 0.74

2010

2011

2012

2013

2014

The graphic shows that year after year the indicator is getting closer to the ideal score of 1. The goal of the ISBAR is defined by each work site, but it shouldn’t be lower than 0.9. Thus, the goal is considered achieved.

ISBAR 2014 in Industrial Complexes of Bunge Argentina 2014 ISBAR per Site 1.00 0.98 0.96 0.94 0.92 0.90 0.88 0.86 0.84 0.82 0.80 Jan PGSM

Feb

Mar Ramallo

Apr

May Jun

Jul

Aug

SJS

References: PGSM: Puerto General San Martín / SJS: San Jerónimo Sud.

Sep

Tancacha

Oct

Nov

Dec

Campana

4th Sustainability Report 2014

FOOD SAFETY, PRODUCT QUALITY AND SAFETY AND CONSUMER SAFETY AND HEALTH GRI Aspect: Healthy and Accessible Food; Customer Safety and Health; Products and Services Labeling OUR GOAL

Every day, Bunge contributes to the distribution of food to billions of people all over the world. A 70% increase in food production will be necessary to satisfy the needs of a population that is estimated to be of 9 billion people by 2050. In accordance with the population growth, Bunge has set the goal to improve the global food production chain, from its origin to the table of consumers: how food is grown, saved, processed, transported and distributed, to satisfy the needs of people, today and in the future, while it contributes to the preservation of the natural resources of our planet. Bunge is a key agent in the agri-food chain in Argentina, which is considered one of the most advanced countries regarding food safety, according to the Panorama de la Seguridad Alimentaria y Nutricional en AmĂŠrica Latina y el Caribe 2013, published by the Food and Agriculture Organization of the United Nations (FAO). Food Safety, Product Quality and Safety and Consumer Safety and Health are material aspects that make us think about how to efficiently meet dietary needs and specific preferences for an active and healthy life. MANAGEMENT APPROACH Food safety and quality have a number of normative frameworks which help companies and its customers to assess such aspects. Certification schemes of these normative frameworks contribute to a smoother operation of business, since accredited certification allows organizations in the value chain to trust the other links through the certification schemes. Bunge Argentina has a series of certifications on Quality and Safety Management Systems, which are incorporated or modified according to customer and market demands. Thus, we can identify certified processes and facilities:

GMPB2/B3 GMP+ Standards have been drawn up to harmonize animal feed requirements for the purposes of ensuring quality and safety across the food chain. They are based on widely recognized principles concerning quality control, Hazard Analysis and Control Critical Points (HACCP). GMP B2 Standard is used for the production of raw materials for feed and feed additives, while B3 Standard is intended for port operation and commerce.

PRODUCING VALUE

Standard

Work Site

Procedures

GMP B2

San Jerónimo Sud Industrial Complex

• Production, storage and shipping of finished products, soybean pellets, sunflower pellets, and safflower pellets, soybean hull pellets, soybean meal, sunflower meal and safflower meal.

GMP B2

Tancacha Industrial Complex

• Production of soybean meal, soybean pellets, sunflower meal, sunflower pellets, safflower meal, safflower pellets and soybean lecithin.

GMP B3

Buenos Aires Trade Office

• Commercialization of soybean meal, soybean pellets, soybean hull pellets, safflower meal, safflower pellets and sunflower pellets.

GMP B2-B3

Ramallo Industrial Complex

• Production, storage and shipping of soybean pellets, soybean meal and soybean hull pellets.

GMP B2-B3

Puerto General San Martín Industrial Complex

• Reception, storage, production and shipping of soybean pellets, soybean meal and soybean hull pellets.

ISO 9001:2008 The ISO 9001:2008 Standard, prepared by ISO (International Standardization Organization) determines Quality Management System requirements to be used by a company for internal application, regardless of the product or service is provided by a public organization or a private company, whatever its size, for certification or contractual purposes. The following processes are certified under this standard:

4th Sustainability Report 2014

ISO 9001:2008

Work Site

Procedures

San Jerónimo Sud Industrial Complex

• Oil reception, conditioning and storage. • Production and shipping of meals, pellets and crude oil. • Reception of crude oil, production, storage and shipping of refined vegetable oils.

Tancacha Industrial Complex

• Reception of raw material. • Production, storage and shipping of soybean lecithin.

Puerto General San Martín Industrial Complex

• Soybean reception, conditioning and storage. • Crude oil reception and storage. • Manufacture, storage and shipping of crude oils, meals and soybean by-products. • Refining and shipping of neutral and refined oils.

HACCP Hazard Analysis and Control of Critical Points (HACCP) is a systematic preventive process to ensure food safety in a reasonable and objective manner. It is applicable to the food industry although it is also applied to the cosmetic and pharmaceutical industry and to all industries manufacturing materials in contact with food. In this process, all risks of contamination associated with

products are identified, assessed, and prevented at the physical, chemical and biological level across the supply chain processes, establishing preventive and corrective measures for control and for ensuring safety. The following processes are certified under HACCP:

HACCP

Work Site

Procedures

San Jerónimo Sud Industrial Complex

• Reception and storage of crude vegetable oils.

Puerto General San Martín Industrial Complex

• Reception and storage of crude vegetable oil.

Tancacha Industrial Complex

• Production of food grade soybean lecithin.

• Refining, storage and shipping of bulk refined vegetable oils.

• Refining, storage and shipping of bulk refined soybean oil.

PRODUCING VALUE

MANAGEMENT GOAL 2015 FSSC 22000 is one of the main certification schemes for food at a global level regarding food safety, since it is a certification scheme acknowledged by the GFSI (Global Food Safety Initiative). FSSC 22000 is applicable to all food products, food ingredients and packaging manufacturers, regardless of the size, sector and geographical location of the organization. [PR1]

Commitment to the Consumer

In 2014, Bunge Argentina introduced to the market the rice brand Primor that complies with Precios Cuidados policy. Precios Cuidados is a commitment undertaken by the National Government, marketing companies, distributors and main suppliers to achieve a flexible price administration of products.

Being part of Precios Cuidados means we perform an analysis of the product value chain, in this case Primor rice, to grant foreseeability, stability and transparency in the price formation process. Furthermore, the product reaches a national level, because marketing companies commit to supply the demanded product amount to the public at the agreed on price.

The Standard FSSC 22000 is scheduled to be certifying vegetable oil refineries by the end of 2015 in vegetable oil refining plants of Puerto General San Martín and San Jerónimo Sud and lecithin plant of Tancacha. EVALUATION AND MONITORING 60 internal auditors across the Company perform audits on own certified quality systems. Said audits are scheduled at the beginning of each year, including verifications of own Industrial Complexes and of third parties’ companies, associated with Bunge Argentina by means of an on demand system (manufacturing process by a third party with supplies and final products of Bunge Argentina). Internal auditors were trained by corporate quality area, and are annually trained on specific subjects, acquiring skills for auditing different business units, own processes, and third parties.

MAIN ACHIEVEMENTS 100% of certified Industrials Complexes under international quality standards. 60 internal auditors perform audits on the compliance of quality systems requirements .

4th Sustainability Report 2014

GRI Indicator

Description

2013

2014

PR2

Number of total near

No claims were made at

No claims related to food

misses of non-compliance

the Food and Ingredients

safety* were made in 2014.

with voluntary codes and

Business Unit in 2013.

regulations relevant to health and safety of products during their life cycle. FP56

FP6

Percentage of production

100% of meals and pellets,

volume manufactured in

100% of lecithin, 100% of

sites certified by an indepen-

refined oils, 0% of crude oils

dent third party according

(these certifications are not

to internationally recognized

required).

food safety management

Safety systems may vary,

system standards.

covering from systems like

Best Practices of Manufactu-

re, like HACCP.

Percentage of total sales vo-

This aspect is only applied

lume of consumer products,

to trans fats in refined oils.

by product category, that

For these products, 100% is

are lowered in saturated

below 2% according to food

fats, trans fats, sodium and

code limit.

Not reported.

0%. There are no products

added sugars. FP7

Percentage of total sales volume of consumer products,

enriched with fibers, vita-

by product category, that

mins, minerals, phytochemi-

have nutritive ingredients

cals or additives.

added, like fibers, vitamins, minerals, phytochemicals or functional food additives.

PR4

Number of total near misses

Refined oils:

of non-compliance with

Tons claimed / Tons shipped

Tons claimed / Tons shi-

voluntary codes and regu-

in 2013 = 0.0011.

pped in 2014 = 0.0002.

lations related to product

Protein meals:

Lecithin: Tons claimed / Tons

information and/or labeling.

Dollars paid on allowances/

shipped in 2014 = 0.0009.

Tons shipped = 2.32 USD /Tn

Protein meals: Dollars paid on allowances/ Tons shipped = 1.45 USD/Tn.

PRODUCING VALUE

ORIGINATION PRACTICES GRI Aspect: Origination Practices

MANAGEMENT APPROACH The supply chain of the agricultural sector for the supply of primary production, like raw materials, includes farmers, agents, commodity markets and their combination. Specific factors that may affect raw materials supply include scarcity of water, non-responsible management of soils, working conditions, environmental impacts of crops, among others. Variations of these factors may affect the Company and the community in general. Bunge Argentina acknowledges this fact and works with suppliers to assure the supply chain sustainability and to reduce those risks.

Furthermore, all soy purchases were made under “manufacture conditions”. This type of condition is used to negotiate the 90% of soy in Argentina, and represents the raw material for the soybean oil and meal production. Soy bought for export as soybean (i.e., not processed) represents the 10% and is marketed under “storage conditions”. Additionally, 100% of corn, wheat, feed barley and sorghum are bought under “storage conditions”7. [FP2] ENVIRONMENTAL COMMITMENT

ENVIRONMENTAL SUSTAINABILITY GOALS To probe its performance regarding sustainability, the Company proposed, for the 2013-2016 period, the setting of goals, globally agreed on, to mitigate main impacts generated by each of the tons it produces8:

ENVIRONMENTAL GOALS 2013-2016 EVALUATION AND MONITORING Nowadays, Bunge Argentina has two sustainable soy supply schemes: the 2BSvs certification, of French origin, and the traceability scheme that complies with the National Renewable Fuel Standard (RFS2) Program, recommended by the United States. The latter was implemented in 2013, due to the restrictions to biofuel import imposed by the European market. The RFS2 assures the traceability of biofuel produced in Argentina, according to the legal sustainability requirements established by the Environmental Protection Agency (EPA) of the United States Government.

3% reduction of water consumption per ton produced. 3% reduction of greenhouse gasses emissions per ton produced. 3% reduction of energy consumption per ton produced. 5% reduction of waste with non-sustainable management.

In 2014, 55 thousand tons of soy with sustainable soy certification (under RFS2 scheme) were purchased, which represented 10 thousand tons of sustainable oil. [FP1]

Food safety refers to the conditions and practices that preserve food quality to prevent contamination and diseases transmitted by food consumption. 6 FP Indicators correspond to indicators from the GRI food processing sector supplement, applicable to Bunge Argentina. 7 Marketed goods under these special quality standards must comply them, if not, goods are rejected by the buyer. Manufacture and storage conditions refer to the general conditions under which seeds are delivered to the buyer. When we mention storage conditions, we refer to the delivery of dry soybean, with a tolerance of broken beans of 20%. While manufacture conditions mean a tolerance of delivery of up to 50% of broken beans and up to 3 humidity points of the bean. 8 Tons produced: Processed tons + Refined tons + Produced fertilizers tons + Shipped fertilizers tons.

4th Sustainability Report 2014

To set these goals, a new base line was redefined by the end of 2013 and the guidelines to calculate indicators were modified. From this year on, it was agreed not to include tons shipped within tons produced , as the low consumption in shipping operations and the high volumes involved, create a “dilution” effect of indicators, making them go up or down according to the volumes shipped and not to the improvements imple-

mented. On the other hand, emission and conversion factors were updated for the calculation. [G4-22] These guidelines will be maintained during the 20132016 period and once it ends, conversion and emission factors will be updated once again.

ENERGY AND GREENHOUSE GASSES EMISSIONS GRI Aspects: Energy; Emissions Energy production is one of the main causes of the planet’s environmental issues. At the same time, it is essential for people to perform a great amount of activities, whether in the work, personal or social areas. A primary source of electrical energy is the burning of fossil fuels, which generates greenhouse gasses (GHGs) and chemical compounds that are

released into the atmosphere, which are the main causes of Climate Change. An efficient use of energy is one of the main ways of reducing GHG emissions. It is the responsibility of the whole society to make an efficient use of energy. Bunge Argentina, as a socially and environmentally committed company, uses energy resources maximizing efficiency and minimizing emissions.

MAIN ACHIEVEMENTS Goals 2013-2016

Achievements

3% reduction of greenhouse gasses emissions per ton produced.

2.14% reduction of total emissions in a year.

3% reduction of energy consumption per ton produced.

3.2% reduction of energy consumption in a year.

Emissions - KgCO2/Tn

CO2 Emissions

99.00 98.00 97.00

98.24

96.00

94.81 goal

95.00 94.00 93.00 2013

2014

Figure 1–Intensity of greenhouse gasses emissions: 94.81 KgCO2/Tn [G4-EN18]

Therefore, achieving a 3.5% reduction in only one year, exceeding the goal of 3% for the 2013-2016 period.

PRODUCING VALUE

During the 2013-2014 period, CO2 emissions were significantly reduced in the Company: From 98.24 Kg CO2Eq / Tn produced9 in 2013 to 94.81 Kg CO2Eq / Tn produced in 2014.

Total direct and indirect greenhouse gasses emissions by weight [G4-EN15 y G4-EN16]

2013

2014

Direct CO2 emissions by use of fuel in the facilities (metric tons)

262,949

256,918

Indirect CO2 emissions by energy and vapor purchase (metric tons)

119,136

117,008

Total emissions (Metric tons)

382,085

373,926

Emissions 384000 382000

382,085

Tn CO2

380000 378000 376000 374000

373,926

372000 370000 368000 2013

2014

Absolute emissions were reduced by 2.14% during the year.

Tons produced: Processed tons + Refined tons + Produced fertilizers tons + Shipped fertilizers tons.

4th Sustainability Report 2014

ENERGY CONSUMPTION

Direct energy consumption by primary source [EN3]

2013

2014

Gas Natural (Gigajoules) Fuel Oil / Heavy Oil (Gigajoules) Diesel (Gigajoules)

4,227,465 323,288 10,335

4,210,680.66 258,350.56 9,477.21

Total direct energy consumption

4,571,423

4,478,508,43

2013

2014

806,081 806,081

791,679.11 791,679.11

6,183,585

6,061,866.65

Indirect energy consumption by primary source [EN4] Energy purchased (Gigajoules) Total indirect energy consumption (Gigajoules) Direct + indirect energy consumption (Gigajoules)

Total energy consumption reduction was 3.2% between 2013 and 2014, exceeding the goal of 3% by 2016. MANAGEMENT APPROACH Some of the main projects, investments and measures implemented to reduce CO2 emissions during this period were: • Reverse Osmosis Plant in San Jerónimo Sud Industrial Complex: Boiler water treatment project: it allowed an annual saving of 295,200 Nm3 of natural gas. • High-efficiency electrical equipment in Puerto General San Martín and San Jerónimo Sud Industrial Complexes: High-efficiency engines purchase for the suction of two cells. A 30% consumption saving was revealed. • Boilers automation in Ramallo and San Jerónimo Sud Industrial Complexes: Through the automation of the combustion control system in boilers, a reduction of consumption of fuel was reached by achieving a much more efficient combustion, therefore improving the operating conditions.

PRODUCING VALUE

• Lighting consumption reduction in San Jerónimo Sud and Puerto General San Martín Industrial Complexes: We carried out the progressive change of current lighting fixtures for lower consumption LED fixtures in cells, tunnels, truck parking lots and boilers. The installation of translucent sheets in fertilizers warehouses roofs in Ramallo Industrial Complex allowed a substantial improvement in the lightning conditions, eliminating the need to use artificial light. • Green energy: In San Jerónimo Sud Industrial Complex, we installed a solar water heater to provide water for dressing rooms, with the intention to evaluate the performance and efficiency and, according to the results, perform a progressive replacement of all water heaters of the Industrial Complex.

OTHER ACTIVITIES THAT SUPPORT THE POLICY: BUNGE TRACK Bunge added “Bunge Track” to its portfolio, a new product that represents a sustainable leap for the automotive market. It is a liquid reducing agent of nitrogen oxides from combustion of diesel engines-essential to the implementation of Euro V and Euro VI protocols- which contributes to minimizing greenhouse gasses emissions. “Bunge Track” - or ARNOX 32 – is a solution of demineralized water and high purity urea, precisely rationed into those engines. When it comes into contact with escape gasses, it reduces nitrogen oxides from combustion of engines. It can be used in any vehicle that runs on gasoil and that has a selective catalytic reduction system installed. Technical specifications of the product, sample analysis methods and requirements for handling, transporting and storing are regulated by ISO 22.241 standard, in force globally. The product, a colorless and odorless liquid, is not flammable or explosive and is not classified as a dangerous solutions for people, and it contributes to the environment preservation. Vehicles equipped with Euro V y VI technologies are less pollutant than old conventional diesel engines. In the European Community, the United States, and Brazil and Chile in South America, the sale of heavy machinery was limited to those that comply with the requirements of this environmental regulation.

Bunge Track is a product of added value close to Bunge´s value chain. This means that its development was generated from investigations on the production process of foliar fertilizer and, after the reengineering of facilities, the adjustment for the production of Bunge Track was achieved.

In Argentina, the benefit for the environment offered by Bunge Track, measured in NOx reduction, is calculated to be of 65% when each vehicle complies with the requirements of Euro V, and an expected reduction of 92% for vehicles than can comply with Euro VI standards.

4th Sustainability Report 2014

WASTE MANAGEMENT GRI Aspect: Effluents and Waste

Waste Management is one of three key aspects for the Environmental Area. Bunge Argentina has adopted a monitoring strategy for ensuring an appropriate management. A good waste management allows the company to achieve a leading position in terms of environmental protection, both in its industry and the whole country. MANAGEMENT APPROACH Bunge Argentina’s strategy regarding Waste Management is based on 3 fundamental pillars. Its purpose is to handle the minimum amount possible of waste for treatment and final disposal: • Reducing amount of waste generated and preventing its generation. • Reusing all equipment and materials possible. • Recycling all materials as viable.

Reduction

Reutilization

Reducing the amount of waste. Preventing its generation. Restoring, repairing equipment or parts; reusing packaging, reusing discarded materials from other processes.

Recycling

Transforming waste into new materials or products.

Treatment

Reducing volume, stabilizing, reducing risks, etc.

Disposal

Disposing waste generated by the previous points or that cannot be managed in another way.

MAIN ACHIEVEMENTS Goal 2013-2016 5% reduction of waste with non-sustainable management.

Achievements 35.8% reduction of waste generation index per Kg/ton produced in a year.

90% % of all waste generated in 2014 at Bunge Argentina was managed in a sustainable manner, i.e., it was recycled and reused. The remaining 10% was disposed in landfills or incinerated in authorized waste treatment plants.

PRODUCING VALUE

During the last 3 years, this indicator significantly improved, from 72% of waste managed in a sustainable manner in 2012 to 90% at present.

Waste Management Evolution 100% 90%

28%

19%

10%

72%

81%

90%

goal

80% 70% 60% 50% 40% 30% 20% 10% 0% 2012

2013

Figure 2: Waste management evolution of Bunge Argentina

2014

Non-sustainable Management Sustainable Management

Waste Generation Index 0.35 Kg /Tn

0.30 0.25 0.20

goal

0.32 0.20

0.15 0.10 0.05 2013

2014

The waste generation index per Kg /Tn produced10 has decreased a 35.8% with respect to 2013. The goal for 2016 was 5%.

Kg of waste managed in a non-sustainable manner / Tons Produced: Processed tons + Refined tons + Produced fertilizers tons + Shipped fertilizers tons. 10

4th Sustainability Report 2014

Total tons of waste managed by disposal method [EN23]

Hazardous Wastes

2013

2014

68.66 0.28 5.26 8.91 263.74 346.85

55.5 0 41.6 16.95 254.55 368.60

2013

2014

Internal Storage Compost Fertilization Landfarming Other Treatment Recycling Landfilling Reutilization

0 4,292.93 0 130.50 0 1,795.58 1,150.97 193.56

0 3,550.6 0 1,283.4 0 1,308.9 703.2 930.4

Total Non-Hazardous

7,563.54

7,776.5

GENERAL TOTAL

7,910.39

8,145.10

Hazardous Wastes - Incineration Hazardous Wastes - Landfarming Hazardous Wastes - Landfilling Hazardous Wastes - Recycling Hazardous Wastes - Reutilization Hazardous Wastes Total

Inert Industrial / Urban Assimilable

ACTIVITIES THAT SUPPORT MANAGEMENT Some of the main projects, investments and measures implemented to achieve the waste reduction goal during this period were: • Reuse of discarded materials: Several techniques of reutilization of production discarded materials were consolidated to reduce waste generation in all Industrial Complexes. • Landfarming: Of organic waste in San Jerónimo Sud and Ramallo Industrial Complexes. This process implies a consistent treatment for the controlled application of waste on soils, achieving its biological and chemical degradation.

PRODUCING VALUE

• Waste classification sectors: The consolidation of waste classification sectors allows a proper classification and a differentiated management of main waste materials, such as wood, plastic (classified by type: PET, PEHD, etc.), rubber and conveyor belts, metal and glass, among others. • Drum recycling: Soy lecithin is used for diverse markets, both internal and external. Usually, it is marketed in drums, which were purchased new in the past. Nowadays, by means of an agreement with a recycling company, we deliver those drums that are not in use for recycling and then we reuse them to ship processed lecithin in the Tancacha Industrial Complex. • Agrolimpio Program: Regulated by the Ministry of Labor and Production of Secretary of Agriculture, Farming and Food of the Province of Córdoba, its purpose is the collection and final disposal of empty phytosanitary products containers, as well as silo bags and other plastics [G4-15]. As part of the value chain of the agricultural industry, it directs its operation to the promotion of good agricultural practices. For that reason, Bunge Argentina and its participating customers are certified and authorized to deliver the tanks of liquid fertilizers that completed their lifecycle to the program. This way, we have ensured the final disposal of more than 250,000 kg of plastic since the implementation of the plan in 2010.

4th Sustainability Report 2014

PRODUCING DEVELOPMENT Urban development, social structure changes, the need of a better infrastructure and higher levels of consumption and energy are some of the socials aspects with greater impact during the last decade in Latin America. In the region, and in relation to environmental issues, climate change, that affects crops yield and modifies hydrological regimen, causing droughts and floods and a certain grade of vulnerability in some ecosystems, mainly human systems, demands a proper exercise of the role in this process to the private sector.

Water Use, Exposure to Water Scarcity and Impact on Water Scarcity/ Sustainable Agriculture GRI Aspect: Water

WATER AS A NATURAL ASSET Water is essential for life on the planet and for human social and economic development. It is one of the most precious and fundamental resources for everyday life. However, water resources on the planet are scarce and not evenly distributed in time and space. Latin America has 33% of fresh water reserves of the world. In spite of having plenty of this natural resource, 50 million people don’t have clean water and 119 million people don’t count on the proper sanitation11. Furthermore, water availability is being threatened by the rapid urban growth, contamination, and climate change. Water demand is increasing year after year to meet food production, energy, and industry needs of a growing population of seven billion people. To ensure its availability is a huge challenge. Therefore, the search for new ways

For the Company, producing development means an understanding of the needs and an adjustment to the agenda regarding health and a healthy diet, social investment, education, water consumption and sustainable agriculture, environmental management and supply practices related to our areas of influence.

of saving water and using it more efficiently is becoming more critical every day. Agriculture and industries are heavy users of water, so it is Bunge Argentina’s concern to provide leadership and innovation in water sustainability. Through consistent management improvement and preservation strategies, it is possible to ensure the world will have enough fresh water to meet current and future needs. MANAGEMENT APPROACH Bunge Argentina is committed to using water efficiently and improving water management according to current industrial best practices. One of the most important measures in relation to water use and the impact of water scarcity is to stop consuming water from the same supply source that the closest communities use.

MAIN ACHIEVEMENTS Goal 2013-2016 3% reduction of water consumption per ton produced.

Achievements 6.8% reduction of water consumption indicator during the 2013-2014 period.

Source: Bernardo Kliksberg (2012), Escándalos Éticos, Editorial Temas, Buenos Aires.

PRODUCING DEVELOPMENT

MAIN ACHIEVEMENTS

Water Consumption per Ton Produced

4.9

m3 /Tn

4.8

4.782

4.7 4.6

4.456

4.5 4.4 4.3 4.2 2013

2014

Water consumption indicator decreased 6.8% during the 20132014 period. This represents a reduction in the year to year consumption of 1,023,069 m3, equivalent to the annual consumption of a population of more than 9,000 people.12 Total Consumed Water

m3 [EN8]

19,000,000 18,500,000

18,598,523

18,000,000

17,575,453

17,500,000 17,000,000

2013

Consumption percentages according to water supply resources for general use of Bunge Argentina appear on the next graphic:

2014

Public network

0.002% Underground

21.808% Superficial

78.190% 12

Estimated consumption per person: 300 l/day.

4th Sustainability Report 2014

ACTIVITIES THAT SUPPORT MANAGEMENT Some of the main projects, investments and measures implemented to achieve the water consumption reduction goal during this period were: โ ข Reverse Osmosis Plant in San Jerรณnimo Sud Industrial Complex: It is a boiler water treatment process that allowed an increment of 5 concentration cycles of the equipment, up to 45, and represented 18% savings in water to fuel the boiler and 25% savings in water replenishment.

Sustainable Agriculture Modern agriculture faces a new challenge: the supply of quality food to a growing global population, preserving at the same time natural resources and assuring sustainable production processes.

Demographic Growth and Food Demand

The greatest population growth occurs in developing countries Global population per economy type (millions)

Urbanization keeps growing

Global middle class grows rapidly

Global population per localization type (millions)

Global population per household income over $5K (trillions) 1.3

3.486

6.286

5.660

7.994

8.790

729

1.236

1.312

1.335

1.800

3.422

2.864

3.6

2010

2050

2100

1950

2010

2050

2010

Developed Developing

Rural Urban

Source: Data on population from UN State of the World Population 2011; Data on population from Bain & Co.

4.9 2020

PRODUCING DEVELOPMENT

GREAT CONSUMPTION AND TRADE GROWTH

Demand and Trade Growth Grains and oils export and internal consumption (mtns)

â&#x20AC;˘ Grains and oilseeds consumption will expand 1.5 bmt 2.200

3.400

300

600

Today

2050

â&#x20AC;˘ Trade will be doubled: 600 million tons

Export Internal Consumption

Fuente: FAO

Bunge is working: To keep on growing without compromising food supply for the next generations.

Training farmers and customers

Contributing to performance improvements by promoting the use of fertilizers

Supporting research and development of new and better ways of farming

Supporting free and fair trade

Investing in rural education

Certifying processes

4th Sustainability Report 2014

FERTILIZE TO PRODUCE

To achieve the goal of providing adequate and nourishing food to a greater amount of people all over the world, one of the technologies available for the agricultural production is used to provide nutrients to soils in ways plants can assimilate, to improve crops yield. Fertilizers became the best option before the productivity dilemma and, with rational applications, the increase in crops yield and in the quality of products obtained was proven in long term trials, assuring a high level of food safety. Furthermore, the global farming surface increase is avoided, producing more in smaller areas.

”

Daniel Orjales, Fertilizers Director MAIN ACHIEVEMENTS As an example, we show the results collected from different fertilization strategies for 10 years of production in the central area of La Pampa. Accumula-

Grain Production, kg ha1

“

Agriculture challenge in Argentina is to produce more and, at the same time, preserve the environment for future generations. The Company launched Propuesta Bunge to support this change process.

ted production from the treatment with nitrogen, phosphorous and sulfur, doubles the production obtained without fertilizers.

140000

120000 100000 80000 60000

c d

40000 20000 0 T Corn

PS Wheat

1° Soy

NPS

2° Soy

Figure 3: Production accumulated during 10 years for a wheat-soy rotation, corn, soy, in the central area of La Pampa. Correndo and Col., AACREA IPNI agreement.

PRODUCING DEVELOPMENT

Bunge Fertilizers performed 131 trials distributed in 21 crops throughout the country. With the purpose of creating dialogue spaces with main actors of the sector and produce shared value, all trials were carried out with Companyâ&#x20AC;&#x2122;s strategic partners, whether universities and/or entities, such as INTA, CREA, AAPRESID, among others. During this campaign (2014) we focused on Propuesta Bunge for soy fertilization, as we identi-

fied that the deficient use of fertilizer in this crop is one of the main reasons for nutrients degradation found in soils of the Humid Pampa. Agriculture challenge in Argentina is to produce more and, at the same time, preserve the environment for future generations. However, grain production is stalled, along with a flattening out of fertilizers consumption, which shows a high reciprocity between both variables.

120,000,000

4,000,000

100,000,000

3,500,000 3,000,000

80,000,000

2,500,000 2,000,000 1,500,000 1,000,000

60,000,000 40,000,000 20,000,000

500,000 -

0 2001 2002 2003 2004 2005

2006 2007

2008 2009 2010 2011 2012 2013 2014

Grains Production

Fertilizers Consumption

Figure 4: Fertilizers consumption and grain production in Argentina. Sources: Ciafa and Minagri.

Application/Removal Ratio

This standstill (the reference is the horizontal line of the above graphic) is especially critical, as nutrients provided with fertilization cannot compensate the natural extraction of nutrients that crops produce. This translates into an evident reduction of main

macronutrients availability, such as Nitrogen, Phosphorus and Sulfur, and even micronutrients, such as Zinc, compared to the original situation of soils in La Pampa region.

0.80 0.70 0.60

0.50 0.40

0.30 0.20 0.10 0.00

K 1993 - 97

1998 - 2002

2003 - 07

2008 - 2013

Figure 5: Nutrients balance in the grain production in Argentina. Adapted from IPNI and Fertilizar, taking five-year period averages.

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Figure 6. Phosphorus availability in unspoiled (unused) soils and farming soils, La Pampa region. Source: Sainz Rozas, INTA Balcarce-Fertilizar agreement.

Soybean crop is key to the degradation of the resource, as it fertilizes at low dosages, or in many cases, with no dosage at all. The low availability of nutrients and a defective management of fertilization is limiting crops that do not reach their potential, and even, as in the case of soybean, average under analysis during the latest campaigns shows a standstill. We understand that the most convenient alternative to go back to the growing path in crops yield is to increase fertilizers dosage, replenishing nutrients after each harvest. PROPUESTA BUNGE To get closer to potential yields and care for soil resources, the Company launched Propuesta Bunge, a fertilization protocol based on more than 10 years of practices carried out with the guidance of important members of the sector, such as INTA, CREA, Fertilizar AsociaciĂłn Civil, IPNI and UNRC, among others.

Under the premise of probing that we can increase the yield and profitability of soybean crops with an improvement in nutrients balance on the soil of farmersâ&#x20AC;&#x2122; fields, we generated a field net applying a fertilization protocol made up by two central concepts: a balanced fertilization that incorporates the three most limited nutrients (phosphorus, sulfur and boron) and an increment in the dosage. To accomplish the latter, the key is to separate the fertilizer incorporation at seeding time, applying a 70% before scattering the seeds and the remaining 30% as a starter. This base fertilization is complemented by a boron formula in reproductive stages.

PRODUCING DEVELOPMENT

Results were impressive, as we found average rises of more than 450kg/ha based on more than 30 trials throughout La Pampa region. In some areas, yield increase compared to the achievements of the farmer in the same plot exceeded the 20%. Results also showed that the yield improvements we can achieve with Propuesta Bunge have a regional variation from 8% to 19%. Furthermore, we found that the central and southwest regions of the Province of Buenos Aires were more responsive.

Northwest of La Pampa and Córdoba North of Buenos Aires South of Santa Fe

14% 18%

19%

Central West of Buenos Aires

13%

Southeast of Buenos Aires Southwest of Buenos Aires Figure 7: Average yield improvements of Propuesta Bunge per region. Data of our own.

Agro Expedientes Bunge With great satisfaction we introduce the launch of our next new development on Bunge Argentina’s web page for 2015. Agro Expedientes Bunge will be a collection of a selection of trials performed and/or sponsored by Bunge, which will allow people to choose fertilization recommendations by region or crop offered by the Fertilizers Marketing and Development team of Bunge. This way, we will share results of over 10 years of research with different crops in our country. With this measure, Bunge wants to reduce the gap between the normal farming yields and the yields that can be achieved through the use of high levels of fertilization.

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The broadcasting of these results is carried out in different areas with technical notes in the media and training conferences for farming producers. The Company organized 52 technical meetings, 20 field sessions and presentations in 7 congresses in 2014. Distributors training included 5 two-day regional seminars, along with 32 half-day workshops within distributorâ&#x20AC;&#x2122;s area. Main presentations were in charge of its technical team, in some cases with its main strategic partners, such as FAUBA, AACREA, AAPRESID, INTA, among others.

STRATEGIC AGREEMENTS In the search of synergies and of improving the broadcasting of resource care, work agreements with different entities were signed. [G4-16]

Entity Fertilizar

AACREA

AAPRESID

Participation of Bunge Argentina Direct, Vice Presidency

Sponsor

Sponsoring partners

TOGETHER WITH OUR CUSTOMERS

52 Technical Meetings 20 Field Sessions 7 Congresses 5 Regional Seminars 32 Workshops

Topic

Measures

Sustainable production/

Press, broadcasting

environmental care

and research

Field technologies development

Field trials

agreements / Broadcasting

and sessions

Field technologies development

Congresses, conferences

agreements / Broadcasting

and field trials

IPNI

Broadcasting agreements

Good farming practices

Congresses and conferences

INTA

Research agreements

Development

Field trials

of new technologies Facultad

Research agreements

del Litoral

Field trials

of new technologies

de RĂo Cuarto Universidad

Development

Research agreements

Development of new technologies

Field trials

PRODUCING DEVELOPMENT

Community Development GRI Aspect: Local Communities

OUR TIES WITH THE PLACE WHERE WE WORK Sustainable Development is an inclusive concept. There is no business development without social development. At Bunge, we place our emphasis on listening and responding to local needs of the communities where we work. We focus on managing on a collaborative basis: Education, Health, Healthy Nutrition, Social Investment and Environment.

“Generating projects that contribute to the solution of real problems of the communities where we operate is our greatest challenge.” Walter Savarecio, CPO and Communications Director

MANAGEMENT APPROACH [SO1; G4-15] EDUCATION: OUR COMMITMENT TO THE FUTURE

Bunge Award to Academic Excellence This program’s purpose is to encourage the generation of social investment tools which boost educational development and contribute to the retention rate of students, motivating the maintenance and improvement of academic achievement. It is intended for graduates with the best average scores in primary school, secondary school, college, and university from the communities where Bunge operates. During 2014, this Academic Excellence Award was granted for the eighth consecutive year in Ramallo, for the fourth year in San Jerónimo Sud and Tancacha, and for the second time in Puerto General San Martín. The Award consists of economic help and delivery of educational material, notebooks, and multifunction printers.

Cadena Productiva and Proyectar “Cadena Productiva, Eslabones de Educación” and “Proyectar, Capacitación para la Inserción Laboral” are two Corporate Social Responsibility programs, jointly executed by companies associated to the Chamber of Commerce, Industry and Services of San Lorenzo and surroundings. Activities were conceived in pursuit of promoting the recognition of the region’s composition and importance on those who daily inhabit it, and facilitating the integration of all actors which constitute the civil society of the area. “Cadena Productiva” has the support of the Ministry of Education and the Ministry of Production of Santa Fe Province, and enjoys a Declaratory of Interest from Capitán Bermúdez, Puerto General San Martín, and San Lorenzo City Councils.

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100 books each. The purpose of this event is to make a contribution to improve education, claiming that together we can develop a country with high literacy levels, so that more children can have access to books and learn the joy and value of reading. In 2015, we will take the educational community of Campana to the Reading Marathon. EDUCATIONAL PROGRAMS BUNGE Y BORN

I visited Bunge It’s the proposal through which Bunge Argentina opens the doors of its industrial complexes and country elevators to boost the community’s education, and thus, introduce them into its processes: quality management, health and safety, and environment while presenting the productive potential of the area. In 2014, different institutions visited the Indutrial Complexes of the Company: Escuela Secundaria Orientada N°1237, San Jerónimo Sud; Universidad Tecnológica Regional, San Nicolás; Fundación Pescar; Universidad Nacional, Rosario; Universidad Católica, Rosario; Universidad Tecnológica Nacional, Rosario; and Instituto SEI, San Lorenzo.

WITH

FUNDACIÓN

Rural Education: Programa Sembrador The development of rural communities begins when all children and teenagers receive education, i.e., in rural schools. Rural education has a series of characteristics and problems that are unique and very different from those of the urban setting. They arise from increased poverty – in one of the pillar areas of national economy and of great productive capabilities – a high proportion of population with no education, very short school tradition, lack of infrastructure and limitations that cause population dispersion. All these factors make it difficult to get schoolchildren to finish school.13 For over 37 years, Fundación Bunge y Born has been carrying out “Programa Sembrador de Ayuda a Escuelas Rurales” of the Argentine Republic, and has benefited over 750 institutions. Bunge Argentina has been committed to strengthening rurality since 2007. Thus, both institutions work together to play a compensation role that aims at ensuring the right to education.

Reading Marathon 2014 Together with Fundación Leer, Bunge participated in the 12° Reading Marathon 2014. We brought together 4 educational institutions, and the community as a whole, from San Jerónimo Sud. This institutions received a donation of 4 “Reading Corners” made up by

Source: Red de Comunidades Rurales. Educación & Desarrollo Rural: 2008-2009 Survey Results, research by Experiencias Educativas. Buenos Aires, 2009.

PRODUCING DEVELOPMENT

The program consists of an annual shipping with school supplies for students, a selection of child literature, topic-based books, and sport, recreational and first aid items. Every year, schools are invited to participate in a contest whose objective is to reinforce the relationship between them and to get to know their reality. Since 2008, the program, with the purpose of improving the quality of the educational offer, provides distance training sessions for rural school teachers, bridging the gap that limits training processes.

Bunge Argentina Receives Recognition from ITBA In 2014, the Instituto Tecnológico de Buenos Aires (ITBA) granted a recognition to Bunge Argentina for its charity events organized during 2012, within the framework of the activities that the Company, together with Fundación Bunge y Born, has been carrying out since 2011: scholarships for distinguished students from ITBA, therefore supporting academic excellence of future professionals specialized in Exact Sciences.

Post-Doctoral Scholarships: Fundación Bunge y Born Award Sponsored by Bunge and organized in coordination with CONICET and Universidad Nacional del Litoral, 20 post-doctoral scholarships were granted within the framework of Fundación Bunge y Born Award. This time, to the 20 beneficiaries of 2014, we add 60 more that have already received scholarships from Fundación Bunge y Born and Bunge, who come from Mar del Plata, Puerto Madryn, Córdoba, Tucumán, Santa Fe and City of Buenos Aires and work in Process Engineering, Biology, Neurosciences, Veterinary Science, Agronomy, among other specializations. With this contribution, the Company fosters the development of science and technology throughout the Argentine territory. Closing of the cycle “Games in the Preschool Classroom” in Ingeniero White The closing of the second edition of “Games in the Preschool Classroom” for preschool teachers was carried out at the beginning of 2014. Teachers of the 6 kindergartens in Ingeniero White, province of Buenos Aires, participated. Training sessions oriented to develop contents of mathematics through games, were coordinated by Fundación Bunge y Born, together with Bunge and Bahía Blanca Terminal. HEALTH AND A HEALTHY NUTRITION: COMMITTED TO AN APPROPIATE NUTRITION

Scholarships for Nursing and Chemical Engineering Students In the City of Buenos Aires, three scholarship holders, students of Chemical Engineering from Instituto Tecnológico de Buenos Aires (ITBA), received an economic monthly contribution for completing their undergraduate studies. Whereas in Rosario, 30 scholarships were granted for Nursing students at ISPI (Hospital Italiano) and Cruz Roja Rosario, under the principle that nurses save lives, and are a critical human resource in the health area. Promoting their training, is promoting increased quality in health care services.

TOGETHER WITH FUNDACIÓN BUNGE Y BORN: Good Nutritional Practices Since 2010, the Company supports researches developed by Agribusiness and Food Program from Facultad de Agronomía of UBA within the framework of the Good Nutritional Practices Program. These are coordinated by Sergio Britos and carried out by a work team, with the purpose of turning healthy nutrition into a predominant concept within food safety policies.

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Nutrition Workshop in Bandera During the first six months of 2014, Bunge supported the workshop “Enseñar a comer” that Fundación Bunge y Born organized in Bandera, Santiago del Estero. This workshop used the Virtual Classroom method and brought 35 primary school teachers together to transmit and teach healthy nutrition habits at school, and at the same time, to provide tools to face nutritional issues in low income environments. Training Sessions on Pharmacosurveillance for Hospital Tancacha Pharmacosurveillance is an important tool for the development of health professionals, as its purpose is to detect, asses, understand and prevent adverse effects and other issues related to medications. Training is organized by Fundación Bunge y Born and Bunge Argentina. Staff from Hospital Tancancha participated to create a bridge between professionals and the health care of the community.

SOCIAL INVESTMENT AND CORPORATE VOLUNTEERING: COMMUNITY ACTION

Corporate Volunteering in the City of Buenos Aires During December 2014, Corporate Volunteers from Buenos Aires Office were called to participate in the “Una Navidad Diferente” activity organized by the “1 Minuto de Vos” Civil Society Organization. Volunteers actions included: training on the importance of encouraging the solidarity culture between colleagues and the impact voluntary work has within communities; an internal activity that consisted in the preparation of 100 books for 4 community support centers in Villa Soldati, San Miguel, Ciudad Oculta and Campana; an event for the production of gifts baskets for Christmas in Parque Centenario; and the donation of 800 liters of sunflower oil from Bunge.

Presence of Bunge in main events and programs of community interest • Sponsorship of 3° ALPI Marathon “Corramos las diferencias,” San Lorenzo, Santa Fe. • Sponsorship of II Healthy Life, Inclusion and Cultural Expressions Fair, San Jerónimo Sud, Santa Fe. • Sponsorship of Simultaneous Workshops of Industrial Engineering Students and Related Careers in Greater Buenos Aires, Córdoba, San Nicolás and Rosario. • Sponsorship of Special Olympics in Argentina, Rosario, Santa Fe. • Sponsorship of Healthy Life Marathon, San Jerónimo Sud, Santa Fe. • Sponsorship of 6° Regional Meeting of Continuous Improvement SAMECO 2014, Rosario, Santa Fe. • Sponsorship of PSM Volleyball Team, Puerto General San Martín, Santa Fe. • Sponsorship of soccer game “Ayudando para Ayudar,” for the benefit of Fundación Argentina OncoHematológica Pediátrica (FAOHP), Rosario, Santa Fe. • Donation to Volunteer Firefighters of San Lorenzo, Santa Fe. • Donation of projection equipment for Auditorio El Libertador, Villa Ramallo, Buenos Aires. • Sponsorship of Escuela Especial N°2065 “Don Vicente Hamson,” Carcarañá, Santa Fe. • Sponsorship of Escuela N°328 “General José de San Martín,” Puerto General San Martín, Santa Fe. • Participation in the Communications Committee and RSE of the Chamber of Commerce, Industry and Services of San Lorenzo and surroundings, San Lorenzo, Santa Fe. • Participation in the redaction of the guidelines for proper use and disposal of vegetable oils and animal fats used in the City of Buenos Aires, Buenos Aires. • Participation in the Subcommittee of Social Responsibility of the Chamber of Oil Industry of Argentine Republic (CIARA), City of Buenos Aires, Buenos Aires.

In 2014, Bunge contributed with $5,630,526 in donations and social investments for the communities where it operates.

PRODUCING DEVELOPMENT

ENVIRONMENT: RAISING AWARENESS Beneficiaries in 2014:

Vegetable Oil Recycling Program The Vegetable Oil Recycling Program was launched during 2013. The initiative’s purpose is to foster a sustainable management of waste generated by the consumer when using these products. The first stage of the program included the internal population of the Company, calling its employees and cafeteria workers to voluntarily join the project by delivering used vegetable oil. The purpose is to gradually widen the scope of the program, give it continuity over time, and make it extensive to the community. In 2014, the launch of the program in San Jerónimo Sud was announced. The program will be implemented in 2015, with the installation of collection centers or “green points” in the four educational institutions of the place. Bunge will facilitate the collection and the transportation for the recycling and transformation into biodiesel. For each liter of recycled oil, in 2014, Bunge donated 1 liter of oil to nonprofit organizations. In 2015, it will grant, as an award for the continuity of the Program during the year, purchase orders for educational supplies for schools in San Jerónimo Sud.

- Taller Protegido Nazareth, Cañada de Gómez, Santa Fe - Pequeña Obra de la Divina Providencia Cotolengo Don Orione, Alvear, Santa Fe - Centro Comunitario Recreativo para Adultos Mayores (CECRAM), Puerto General San Martín, Santa Fe - Escuela N°1139 “Marcos Sastre” Isla El Espinillo, Rosario, Santa Fe - Comedor Escuela San Martín, Tancacha, Córdoba - Guardería Municipal, Tancacha, Córdoba - Cáritas, Tancacha, Córdoba

Institutions in San Jerónimo Sud that will be beneficiaries in 2015: - Jardín de Infantes “Colonias San Jerónimo” - Escuela Provincial N°6053 Domingo Faustino Sarmiento - Colegio Polivalente Immanuel Kant - Escuela de Enseñanza Secundaria Orientada N°603

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Environmental Management GRI Aspect: General (EN) Environment protection is one of our values and it goes beyond legal requirements. It is a crucial part of our strategic management directed towards sustainability.

BUNGE ARGENTINA’S ENVIRONMENTAL POLICY OUR VISION Bunge’s business will be conducted in a manner that promotes environmental quality. We are committed to continuous improvement in environmental management at every location within the company and to improving the well-being of the communities where we operate. OUR COMMITMENT To achieve this, Bunge is committed to the following principles:

We comply with environmental laws and requirements applicable to our processes, products, services and projects.

We seek environmentally sustainable development through pollution prevention, waste minimization, reuse and recycling in our processes, products, services and projects.

demonstrate social responsibility by see4 We king to meet the environmental needs of our communities and by promoting the responsible use of natural resources.

engage employees in environmental 5 We sustainability efforts and provide employee training to enhance environmental management practices.

promote continuous environmental im2 We provement by applying environmental ma-

nagement principles, by utilizing environmental risk assessments and by measuring environmental performance associated with our facilities, processes, products, services and projects.

MANAGEMENT APPROACH Environmental Management System Certification: ISO 14001:2004 is the internationally recognized standard for the management systems implementation aimed at the improvement of an organization in relation to environmental impacts. In August 2014, we certified the environmental management system of Ramallo Industrial Complex, which contemplates the following operations: • Reception, storage, processing, sale and export of grains. • Production and export of soybean meals and crude oil. • Production and sale of Calcium Simple Superphosphate.

• Reception, storage and sale of solid fertilizers. In 2015, we plan to begin the ISO 14.001 certification process in San Jerónimo Sud Industrial Complex. Environmental and Safety Legal Audits: Since 2012, we have implemented environmental management and safety systems internal audits. For this purpose, we previously trained a group of environmental auditors that includes representatives of different areas of each Industrial Complex. The objective of audits is to assess the implementation level of the system in each one of the facilities and verify the compliance level of all current laws in each one of the Industrial Complexes.

PRODUCING DEVELOPMENT

Environmental Training Program The Company offers annual training programs for all its employees to cover different aspects of environmental management, including local and global issues. Within these programs, environmental awareness workshops in Ramallo Industrial Complex and Port Terminal stand out. These were aimed mainly at middle management so that they can transmit these concepts to their workers.

“Bunge Argentina has a global environmental management system of its own, developed according to the needs of the Company and based on the requirements of ISO 14001”. Eduardo Mualem, Safety, Health and Environmental Corporate Manager

MAIN ENVIRONMENTAL INVESTMENTS OF 2014 [EN31]

Thousands of U$S Puerto General San Martín Reduction of pollution in loading terminals Reduction of light consumption - Replacement of lighting fixtures Reduction of fuel, oil and gas consumption in boilers

35 20 75

Campana 680 707

Catalytic converters renewal Improvements in rain effluent plant and treatment system Tancacha

200

Improvements in effluent treatment pools Ramallo

424 106

Laying of translucent sheets in fertilizers warehouses Extension of concrete parking lot in driers area San Jerónimo Sud

50 285.4

Effluents unification Reverse Osmosis Plant

EVOLUTION OF INVESTMENTS IN ENVIRONMENTAL MANAGEMENT [EN30]

2011

2012

2013

2014

U$S 1,784,00

U$S 2,100,000

U$S 2,380,100

U$S 3,146,900

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SUPPLY PRACTICES GRI Aspect: Supply Practices OUR VALUE CHAIN [G4-12]

EXPERTISE

R&D

FERTILIZERS

HUMAN RESOURCES

CURRENT VALUE CHAIN

COMUNITY

SAFETY AND ENVIRONMENT

CUSTOMERS

AGRIBUSINESS

MARKETING AND DISTRIBUTION

MANUFACTURE

FOOD AND INGREDIENTS

STRATEGIS POSITION AND PROFITABILITY

RISK MANAGEMENT

LOGISTICS AND SUPPLY

ORIGINATION

SUPPLIERS (CUSTOMERS)

BUSINESS UNITS

PRODUCING DEVELOPMENT

Graphic identification of our value chain allows the Company to define integration strategies to back our customers and suppliers. At this point, Bunge Argentina classifies two types of suppliers. • Origination customers (key raw material suppliers for all business units), which are approximately 1,315 in Argentina and they are classified into natural persons and companies, and into brokers and direct customers. At the same time, brokers have a great amount of customers within their respective internal portfolios. • Non-productive purchases suppliers, who are those that provide goods and services to Bunge that contribute to support the productive system, directly or indirectly. It is very important to highlight the influence of our organization over regional economies development, as we hire local suppliers. A local supplier is the one that adds value to products and services within the limits of Argentine Republic. That is why 100% of critical supplies for the Origination Management are provided by local suppliers. While only 5% of the expenses assigned to non-productive purchases come from foreign suppliers. [EC9]

Aspects assessed are the following: Rating of Works: 1 General Quality of Service 2 Compliance with Technical Specifications 3 Compliance with Legal Requirements 4 Compliance with Work Terms 5 Facility Auditing Rating 6 Equipment Availability 7 Professional Technical Support (Engineering) 8 Additional Workmanship Availability 9 ISO -or other- Certification (5 Certification; 3 Implementation, any SGA; 1 nothing) 10 Delivery of Documentation 11 Total Score 12 Average

The development of local suppliers is key to the strategy of the agribusiness unit, as raw material reception points are located in places that assure logistic efficiency. As a supplementary aspect of our management, we carry out environmental assessments of our suppliers. This assessment is implemented in 50% of our Industrial Complexes and we are working to extend it to all work sites in Argentina.

So far, we have assessed 100% of the suppliers of Puerto General San Martín, San Jerónimo Sud, and Ramallo Industrial Complexes, which represent suppliers from diverse lines of business: Waste Treating Companies, Environmental Monitoring Services, Laboratories, and Recyclers, among others.

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PRODUCING TALENT For one of the leading companies in its sector, talent management and development are key to maintaining a leading position, and keep on growing. To achieve this goal, we must attract and keep talents to train them in order to improve their skills and their development opportunities for their careers.

Bunge Argentina believes that Human Rights, Ethics and Conduct and Continuous Training and Education are key for its management.

Job Creation and Human Rights GRI Aspects: Employment; No Discrimination ATTRACTING TALENTS FOR FUTURE NEEDS

Attraction of talent is, to Bunge Argentina, a critical aspect for its operations, particularly if we consider that operations are carried out at locations which are distant from big urban centers, and geographically dispersed all over the country. The Company uses two proven tools to assure the scope, coverage and efficiency of the attraction of talents: our Programa de Trainees (Trainees Program) and Presentá a un Amigo (Recommend to a Friend).

Trainees Program It is developed in Bunge since 2002. Nowadays, it is an ongoing and powerful tool that allows recruiting young professionals all over the country which choose the Company to start their professional career and show their knowledge. This initiative consists of the process of recruiting trainees with high development potential, to foresee the coverage for future positions required by different area managements, by simultaneously training and developing resources.

Results of the 2014 Survey of Bunge’s Employees.

Bring a Buddy It is an external recruiting program through which employees, after feeling the proud of belonging to an international company, act as a link between their local reference group and Bunge’s hiring needs. This mechanism turned out to be very efficient for the creation of a favorable working environment; that is why 86% of the employees say that they would recommend Bunge as a good place to work.14

PRODUCING TALENT

MAIN MANAGEMENT INDICATORS:

[LA1]

New Hires per Site

Younger than 30

Between 30 and 50

Older than 50

City Avia Terai

Bandera

Buenos Aires

Campana

General Paz

General Pinedo

Piquete Cabado

Puerto General San Martín

Ramallo

Rosario

San Jerónimo Sud

Tancacha

Tucumán

New Hires Rate per [LA1] Province 17.4%

15.0%

29.1%

100.0%

64.3%

Córdoba

11.8%

8.6%

La Pampa

0.0%

Mendoza

0.0%

50.0%

18.8%

5.3%

9.0%

50.0%

100.0%

0.0%

29.4%

City of Buenos Aires Chaco

Salta Santa Fe Santiago del Estero Tucumán

0.47% is our average index of annual turnover15 and 3.35% is the consolidated new hires rate. [LA1]

5.7%

Buenos Aires

As the turnover rate is low, there was no need to show a classification by gender, age and region, as detailed by LA1 indicator.

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COMMITMENT PROGRAM: INCLUSION AT WORK FOR INTELLECTUALLY DISABLED PEOPLE At Bunge, diversity management comprises all those policies and practices intended to generate participation contexts which consider the needs and include the wide variety of actors that interact with the organization.

91% of employees in Bunge Argentina consider that the Company offers a working environment where differences are respected, whether cultural or related to lifestyle. While 89% consider that differences between genders are respected.16 Argentina has a vast legislation on the rights of individuals with disabilities. The right to work is a right protected per excellence. Nevertheless, alternatives are not abundant regarding the professional development for people with disabilities; and the least favored are the intellectually disabled people. Programa Compromiso (Commitment Program) of Bunge Argentina is based on these premises and, within its corporate and social responsibility management, offers work opportunities for this part of society. To assure the proper inclusion of intellectually disabled people, the Program is based on the “Employment with Support” methodology. By means of self-determination, which is the core of inclusion, the beneficiaries have the possibility to be assisted through task adaptation, learning facilitation, training, and continuous accompaniment throughout the course of the Program. Apart from the job creation, Commitment Program is an awareness and broadcasting program related to the importance of incorporating disabled people to work environments and its positive impact inside organizations. To achieve this goal, Bunge attended Universidad Católica Argentina (City of Buenos Aires), Colegio de Escribanos de la Provincia de Santa Fe (Rosario), Programa Santa Fe Inclusiva (Santa FE), IDEA Litoral (Rosario) and Fundación Libertad (Rosario) to talk about Commitment Program before different au-

Source: Results of the 2014 Survey of Bunge’s Employees.

diences. Furthermore, IAE (Universidad Austral, City of Buenos Aires) took the Program as a business case to study.

“Since Commitment Program implementation in 2012, 7 intellectually disabled people have been incorporated to our Company in 5 different work sites. We can assert that diversity management has strengthened positive, conscious and supporting relationships between coworkers.” Walter Savarecio, CPO and Communications Director Another core concept of Commitment Program is to hire non- productive purchases suppliers that show commitment to the respect for people with different skills, diversity and employment protection for disabled people.

Priority areas related to disability: employment, community, respect, suppliers (commercial relationship). Our intention is to implement the publication of GRI “Disability in Sustainability Reports” in our next sustainability reports. It offers a guideline to integrate matters related to disability in contents and indicators of the GRI G4 guidelines.

PRODUCING TALENT

MAIN ACHIEVEMENTS In 2014, there is no record of discrimination ca[HR3] ses in Bunge Argentina.

Continuous Training and Education GRI Aspect: Training and Education

Nowadays, companies try to achieve a greater competitiveness and to stand out in their markets; that is why people and their skills are essential to obtain consistent results. Thus, people management strategies and business strategies must be closely connected regarding their mission, vision and goals. At Bunge Argentina, we face the challenge to move people and make them commit to the organization’s culture, focusing on operational excellence to achieve a distinguishing performance through their skills.

“The decentralized management model that the Company follows in relation to its Human Capital gives employees the necessary freedom and autonomy to make an impact in the business from the beginning of their careers”.

TRAINED TO PRODUCE TALENT Bunge stimulates the creativity of its employees, encourages them to actively explore new ideas and to carry out initiatives that may add value to the Company. To strengthen internal talents, it creates training spaces that offer answers to new needs, either local or global. In this sense, we implement the following initiatives and programs: [LA10]

Bunge Talent School: Is our internal school for developing management skills created in 2010 to face the challenge of managing the professional future of its Human Capital. The objective is –by means of ad hoc virtual and on-site trainings- to ensure that employees have the necessary tools to strengthen their abilities according to the current and future requirements of their roles. In 2014, the Company expanded its portfolio of available classes and the sites they are given, going to geographically distant places, such as Bahía Blanca and Tancacha. It incorporates the workshops “Creating a dialogue culture,” “Finances and trading” and “Leadership program for new leaders,” among others. Furthermore, Bunge Talent School offers its employees the following initiatives: Business Cases: By applying the action learning technique, this plan encourages teams to develop a fieldwork which allows them to put contents learned in previous trainings into practice. That fieldwork studies real business cases and have the support of a leader who acts as a sponsor of the project, helping in the generation of networks, correction of errors and supply of information. The final product of the team is an implementation proposal, solution, or plan in response to the business case provided.

María Eugenia González, Talent Management Manager Bunge promotes professional and personal development spaces where, clearly, continuous training and education are essential pillars of management.

Getting to Know our Company: This on-site training activity has been conducted for 8 years. It has a two-day duration in which attendees are provided with a quick vision of our Company, including its history, organization, operating and commercial management.

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International Assignments: It is a development tool intended to promote experiential learning. Bunge Argentina, being part of a global structure and having a decentralized -but at the same time, integrated- management style, offers special assignments in other Bunge’s affiliates in the world to strengthen the professional development of its employees.

Individual Development Plans (IDP): The implementation of this tool aims at continuing to build an ongoing learning and development culture, and at helping its employees to strengthen their knowledge, skills, and competencies. Each of these plans reinforces the concept of each employee being responsible for their own development, and their boss acts as a coach along the process. Employees identify the strengths and opportunities of their development, share –as well- their career aspirations, and outline a plan to reinforce those strengths and develop in other growth areas. Executive Coaching: The Company considers coaching as a powerful tool for the development of skills. It consists basically of helping employees obtain the best potential development possible and turning their “know” into “know-how.” For this reason, Bunge makes executive coaching available for management. Through this methodology, employees achieve the following benefits: Identify their development needs; differentiate the tools for their own development according to their style, their role needs and their area’s challenges; interact and work on the aspects that make up their roles; and implement an action plan to initiate the improvement process. Global and Internal Job Posting: Bunge promotes the internal mobility of its employees. Therefore, it provides the opportunity to express their interest in a career development, in any area and any location within the Company. Additionally, we have an online global job posting platform. The main purpose of this tool is to offer more visibility and transparency to the international organizational mobility process, posting all opportunities available in the different operating units on a common platform, so that every employee is able to express their career interests.

Participation in Special Projects: Within the framework of a philosophy of permanent commitment to progress and continuous investments in our locations, Bunge Argentina invites all its employees to participate in challenging innovating high level special/specific projects, with national or international projection, and which constitute valuable personal and professional experiences. Invited Auditor Program: Participating in this initiative enables the participant to acquire knowledge and experience in other areas, reviewing similar working approaches in other regions – either national or international- and other segments of business. This is a program led by the Global Auditing Area, where employees are invited to perform as “Invited Auditors” on a specific assignment. Bunge’s Finance Academy: This online and on-site tool was created to train 450 people in the next 3 years on subjects related to corporate finances and purchases. Focused on the development of talent in critical functional areas, the Company offers the possibility to attend 8 classes to learn about basic and specific financial concepts, necessary for the management of each role. Language Training Program: The purpose of this program is to allow employees to develop the necessary skills, incorporate or improve their oral and written communication skills and interpret information in foreign languages, to improve their performance in current or future positions.

PRODUCING TALENT

Self- Development and Performance Managing performance implies certain clarity in the communication of expectations, goals and skills. To assure this process, Bunge’s employees must put themselves in the leading role of their own careers, their performance and self-development, and with a supervisor, they must agree on a Performance Plan.

360° Assessment: It is a multi-feedback tool used for the professional development. It is based on receiving feedback from a diverse group of people that work every day with the employee, including the Supervisor or Direct Manager, reports or direct subordinates, coworkers or peers, and internal or external people in touch with them.

For these assessment processes, Bunge developed an online platform called people@bunge that offers employees access to their own career development and performance information. Performance Assessment Program: It was designed to plan, analyze, evaluate, strengthen and reward individual management, clearly determining and establishing the expected results of individual performance, ensuring alignment with the Company’s objectives. The program has three stages: objectives record, a midyear revision, and closure at the end of the year.

MAIN ACHIEVEMENTS

AVERAGE TRAINING HOURS PER YEAR PER EMPLOYEE [LA9]

100% of Bunge Argentina’s employees participate in the Performance Assessment Program.

2012

2013

2014

AMOUNT OF PROGRAMS FOR SKILLS AND TRAINING MANAGEMENT 17 [LA10]

Performance assessment processes are offered through specific trainings that guarantee the proper education of the participating parties: the supervisor and the person supervised. These programs are: Constructive Feedback: One of the main aspects of this program is the feedback opportunity generated between the boss and the employee. Bunge Argentina promotes and trains its leaders to correctly provide feedback. Through this methodology, it helps to build a trusting relationship between them, and generate a positive and constructive impact on the employees’ performance.

2011

2012

2013

2014

PERCENTAGE OF EMPLOYEES THAT RECEIVE PERFORMANCE ASSESSMENTS AND CAREER REVISIONS [LA11]

Calibration: The Company has a tool named Calibration to constantly strengthen the Performance Assessment Program and to ensure consistency in its applicability. It basically consists of a process through which it shares common guidelines with the process leaders to ensure they build on balanced and standard grounds.

2011

2012

2013

2014

100%

Training and development programs that support the employability of its workers and help them to manage their professional careers.

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Working Environment Every two years, Bunge globally performs a survey on its work environment by means of a tool called “Bunge Employee Survey.” In 2014, Bunge Argentina has participated of this action to keep on assuring the employee’s alignment with the goals of the Company, and to look into the level of commitment and motivation to attain a better performance. With a local participation level of 83.64%, exceeding the average rate of answers18 , results show a substantial improvement since its last survey in 2012: 12 of 14 categories are more favorable. Furthermore, the main strengths were: operating efficiency, diversity, sustainable commitment, working conditions and safety; and the main areas of improvement were: communication, career development and training, leadership, management culture and performance. As a work plan, we communicated the results obtained to employees at different stages and we expect that, during 2015, we will be able to identify two priorities per level (country and work site) so that we can define the actions we will take to keep on improving our work environment, foster a greater participation of employees and strengthen the organizational commitment, and assure the wellbeing and satisfaction in the workplace.

Ethics, Conduct and Regulations Compliance GRI Aspects: Anti-Corruption, Regulations Compliance (Corporation); Regulations Compliance (Product Responsibility) Management Approach The Board of Directors and the Management of the Corporation are responsible for the preparation and proper presentation of the Financial Statements of the Company, according to the requirements of the headquarters and local and American accounting regulations (“US GAAP”). They are also responsible for the creation and the maintenance of a proper internal control environment. Bunge Argentina has established and maintained corporate government processes that aim at management transparency and risk control, based on most recognized and proven global practices. Most relevant control and management mechanisms are described under the Ethics and Integrity section. Bunge’s Ethics Hotline is a key management mechanism for detecting inappropriate behaviors, ensuring confidentiality, as it is managed by a specialized independent provider.

86% of employees say that they Working with the highest stanwould recommend Bunge as a dards of ethics and integrity is what good place to work.19 makes our customers, shareholders, employees and everyone else trust us and our future: This is essential to our reputation, no matter where we operate.

Global average rate of answers of 80%, according to a source of the consulting agency Towers Watson. Information weighted comes from 72 companies in Argentina, refers to an average of 78% for this indicator, according to a Sustainable Commitment Survey provided by Human Resources consulting agency Towers Waltson. 19

PRODUCING TALENT

Ethics Hotline is easy to use and is always available, whether through its website of by phone. Bunge’s employees can contact anytime to report cases as follows: • Inappropriate use of the Company’s information. • Fraudulent financial reports. • Inappropriate accounting procedures. • Acceptance of inappropriate gifts, bribes, or illicit commissions. ETHICS HOTLINE Phone: • From Argentina: 0800-444-6696 • From Paraguay and Uruguay: dial AT&T Direct code and then from Paraguay 008-11-800 and from Uruguay 000-410 WEB: Visit: https://bunge.alertline.com

In 2014, Bunge updated its Code of Ethics, which now is denominated Code of Conduct. This Code can be found on this site: http://issuu.com/bungeargentina/ docs/c__digo_de_conducta?e=3728281/10056742. It was designed to be a guide to help employees understand their responsibilities, to achieve an ethical and legal business management, assuming the commitment to observe the standards established by the Code of Conduct, essential for the success of present and future operations. The Code stipulates rules to: [G4-56] • Avoid and prevent conflicts of interest: personal investments, corporate opportunities, commercial relationships, gifts and bonuses, confidential information, acquisitions, loans and gifts from other companies. • Comply with applicable laws and regulations. • Act with honesty and integrity. • Protect and use Bunge’s assets in a proper manner. The interaction with suppliers, consultants, agents, representatives, governments, among others, presents special challenges. That is why Bunge adopts an Anti-Corruption Compliance Policy that firmly rejects bribery and corruption within the framework of these interactions. To consolidate our management towards transparency, SOX (Sarbanes Oxley Law) contemplates corruption-related risks assessments. The revision includes

the following: entity level Controls, Financial Reports, Human Resources, Taxes, Receivables, Payables, Trading, Treasury, Inventory, Assets and Equipment. Given the importance that both mechanisms have for integral and transversal management of the Company, a series of internal and external communication actions were developed to ensure its impact and scope. Before its execution, the Executive Committee from Argentina validated the plan and received the appropriate training. It is important to emphasize that the relaunch of Ethics Hotline and the update of the Code of Conduct were presented as an item of the agenda during the Getting to Know our Company Program (an introductory program for young professionals), the Annual Management Meeting and the Annual Meeting with the CEO. By means of the Intranet, the internal publication magazine and the Web, the messages transmitted throughout the communication campaign were reminded. MAIN ACHIEVEMENTS • All Bunge Argentina’s business units are covered by risk controls under the Sarbanes Oxley Act. [SO3] • In Bunge Argentina have been no facts corruption among our employees. [SO5] • All employees received the Code of Conduct in print and a brochure with all contact information of the Ethics Hotline updated. Furthermore, they participated in an online theoretical/practical training, for which they were notified through their personal e-mail. [SO4] • In 2014, there were no significant cases of non-compliance with regulations in force. Bunge Argentina carries out its activities in compliance with applicable laws or cases of non-compliance of regulations related to the supply and use of products and services that generated significant fines during this period. [SO8, PR9]

In 2014 763 employees attended a class on Bunge’s new Code of Conduct; while 86 employees were trained on the anti-corruption policy. [SO4]

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PRODUCIENDO REPORT PREPARATION DESARROLLO PROCESS

To define the contents of this Report, the Communications and Human Resources Management, in charge of the Relationships with the Community area, used guidelines for defining the scope and limits of the report, as established by the Global Reporting Initiative in its G4 Guidelines.

CONTENT DEFINITION PROCESS ACCORDING TO GRI-G420 Topics

Aspects

Information on Management Approach + Indicators

STEP 1 IDENTIFICATION

STEP 2 PRIORITIZATION

STEP 3 VALIDATION

Sustainability Context

Materiality

Exhaustivity

Stakeholder Participation

STEP 4 REVISION

Sustainability Context

Source: GRI G4 Guidelines for sustainability report preparation.

Stakeholder Participation

REPORT

REPORT PREPARATION PROCESS

Following these guidelines, a materiality analysis was carried out taking into consideration the information on strategic priorities of the Company and the priorities of our stakeholders. To identify sustainability aspects and get to know their views, during 2014, Bunge Argentina’s managers and stakeholders were invited to take an online survey. Furthermore, serious conversations were held and other dialogue mechanisms were used, with a general structure based on G4 Guidelines. A total of 45 social, economic, environmental aspects and aspects specific to the Food sector were studied, analyzed and prioritized. Once this stage was over, the most relevant material indicators were selected in accordance with existing management systems, information requirements, G4 requirements and the posterior validation of the Management responsible for the report preparation. [G4-18]

In Touch with Stakeholders Criterion to choose stakeholders is based, on one hand, on those stakeholders involved in Bunge Argentina’s operations and business in its work places and communities near its facilities (government agencies, foundations, NGOs, corporate groups, Media, competitors, among others) and, on the other hand, on stakeholders who directly impact on the company, either because of their action within the company’s boundaries (shareholders, employees, workers) or those in direct relationship with it (suppliers, farmers, clients). Other stakeholders whose interaction with Bunge Argentina generates matters of strategic impact have been taken into account on the dialogue mechanisms (i.e. schools). [G4-25]

The last step is the revision and approval of the sustainability report by Bunge Argentina’s Board of Directors. [G4-48]

Shareholders

Customers

Corporate Citizenship

Employees

STAKEHOLDERS

Competitors

Corporate Groups

Corporation

Suppliers

The list of each one of our stakeholders is detailed by locality in Appendix 1 of this report.

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Material Aspects Aspects identified as material may have their impact either inside or outside the Company. The table below explains the level of impact and limitations that the Company may have to exert external influence. The relation between each aspect and GRI aspects appears thought the report, in the presentation of each material subject.

Material aspect

Internal impact

External impact

Limitations to exert external influence

Report 2013, changes [G4-23]

(G4-20)

[G4-21]

Health, Safety and Working Conditions

High

Medium

Can only influence and control

Addressed in the 2013 Report

Food Safety / Product Quality and Safety / Consumer Health and Safety

Medium

Management is limited to the delivery of our products

Addressed in the 2013 Report

Origination Practices

Medium

High

Can only influence and control

Not addressed in the 2013 Report

Energy / Greenhouse Gasses Emissions (GHG)

Medium

Low

It depends on the volume of operation

Addressed in the 2013 Report

Waste Management

Medium

Addressed in the 2013 Report

Water Use, and Exposure to Water Scarcity and Impact on Water Scarcity. Sustainable Agriculture

Low

Can only influence and control

Addressed in the 2013 Report

Community Development (local communities)

High

Can achieve high impact through collaborative working

Addressed in the 2013 Report

Environmental Management

Medium

High

Can achieve high impact through collaborative working

Not addressed in the 2013 Report

Supply Practices

Medium

High

Can only influence and control

Addressed in the 2013 Report

Job Creation and Human Rights

Medium

Can only influence in a limited way to the industry and facilities

Partially addressed in the 2013 Report

Continuous Training and Education

High

Addressed in the 2013 Report

Ethics, Conduct and Regulations Compliance

High

Low

Can only influence and control

Ethics and Conduct: addressed in 2013. Regulations Compliance: not addressed in 2013.

[G4-19]

REPORT PREPARATION PROCESS

PARTICIPATION OF STAKEHOLDERS To “do something together” it is important to engage in dialogue. The dialogue with all stakeholders is an essential tool in Bunge Argentina’s sustainability strategy. In this way it has developed mechanisms with stakeholders year after year, and has based itself on continuous learning and experience, including a diverse range of companies of different sort.

Because we want to maintain an active link with different institutions or think tanks, devoted to developing public policies both industry and public interest entrepreneur, Bunge Argentina participates in them not only as a partner but as active members of their executive committees. In 2014 the monetary value of our contributions to the think tanks amounted to: $ 2,225,124.28.

[G4-26]

Stakeholder

Area of Interest

[G4-27]

Approach

Dialogue Mechanisms

Shareholders

• Governance and Strategy • Anti-Corruption Policy • Regulatory and Legal Compliance

Our Profile Ethics and Integrity Ethics and Integrity

• Sustainability Reports • Online Surveys

Corporate Citizenship

• Environmental Management • Job Creation and Human Rights (Inclusion) • Community Development

Producing Development

• Press • RSE Programs • Volunteering Programs • Online Surveys • Meetings • Web • Direct E-mail • Sustainability Report

Competitors

• Community Development • Sustainable Agriculture

Producing Development Producing Development

• Web • Press • Chamber Meetings

Corporation

• Health, Safety and Working Conditions • Consumer Health and Safety • Waste Management • Energy and Emissions • Water Use • Community Development • Environmental Management • Ethics and Conduct • Continuous Training and Education

Producing Value Producing Value Producing Value Producing Value Producing Development Producing Development Producing Development Producing Talent Producing Talent

• Intranet • Web • Communication at Different Stages • General Meetings • Messages from the President • Sustainability Report

Customers

• Consumer Health and Safety • Origination Practices • Product Regulations Compliance • Food Safety

Producing Value Producing Value

• Press • Online Surveys • Web • Training Meetings • Direct E-mail

Employees

• Health, Safety and Working Conditions • Ethics and Conduct • Continuous Training and Education • Job Creation and Human Rights

Producing Talent Producing Development

Producing Value Producing Value Producing Value Producing Talent Producing Talent Producing Talent

• General Meetings • Trainings • Intranet • Internal Magazine • Performance Management • Environment Survey • Volunteering Programs

Corporate Groups

• Consumer Health and Safety • Food Safety • Origination Practices • Sustainable Agriculture • Community Development

Producing Value Producing Value Producing Value Producing Development Producing Development

• Volunteering Programs • General Meetings • Press • Sustainability Report

Suppliers

• Supply Practices

Producing Development

• Press • Audits

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Our sustainability report of 2013 was shared with approximately 300 stakeholders in its printed version. It was also published on the web page, local media and Bunge Argentina’s Intranet. Appendix 2 of this report details the institutions where Bunge participates.

2014 REPORT PROFILE Bunge Argentina S.A. [G4-3 y G4-7] issues its fourth Sustainability Report, prepared within the framework of the guidelines recommended by GRI (Global Reporting Initiative). There were no significant changes in relation to the size, structure or supply chain of the organization compared to 2013. [G4-13]

For questions, information requests, comments or suggestions regarding this report or its contents, please contact: [G4-31]

In relation to the above mentioned, this report extends to all Bunge Argentina’s operations in the Argentine Republic. [G4-6] The Company has shareholding interests in other companies that have their own strategies and management and strategies of sustainability and social responsibility, which are managed independently. Bunge Argentina has a majority interest in Terminal Bahía Blanca S.A. Likewise, it has a 50% ownership interest in Guide S.A. Lastly, the Company has minority ownership interests in Terminal Quequén S.A. and Terminal 6 S.A.

victoria.joffre@bunge.com or relaciones.comunidad.bar@bunge.com

This Sustainability Report covers Bunge Argentina’s performance for the calendar year starting 1º January through 31º December 2014. [G4-28] The last report published corresponds to the same period for the year 2013. [G4-29] Bunge Argentina’s reports are prepared on an annual basis. [G4-30]

Victoria Joffre CSR Coordinator

Madres de Plaza de Mayo 3020 5to. piso, (CP: 2000), Rosario, Santa Fe +54(341)5123300 Bunge Argentina has legal address at 25 de Mayo 1119, (CP: 5933) Tancacha, Córdoba. [G4-5] For more information regarding the 4° Sustainability Report, or previous reports, please visit: www.bungeargentina.com

GRI TABLE OF CONTENTS AND EXTERNAL VERIFICATION REPORT

This report has been prepared in accordance with GRI (Global Reporting Initiative) G4 Guidelines for its core version. The external verification report is provided below the following table that allows the identification of G4 contents throughout the report. [G4-32]

cy has been developed by the Management of the Company responsible for the preparation of this report as a task delegated by the Board. Crowe Horwath has been selected for the external verification task based on its knowledge about the organization and guidelines. [G4-33]

Bunge Argentina has established a policy for the selection of its external verification provider based on competence and independent judgment. Such poli-

Details on general standard disclosures of G4 guidelines can be found at https://www.globalreporting.org/ resourcelibrary/Spanish-G4-Part-One.pdf

GENERAL STANDARD DISCLOSURES General Standard Disclosures

Description

Page Number

External Verification

STRATEGY AND ANALYSIS G4-1

Statement from the main decision-maker of the organization about the relevance of sustainability to the organization and the organization’s strategy for addressing sustainability.

ORGANIZATIONAL PROFILE G4-3

Name of the organization.

G4-4

Primary brands, products, and services.

8 -9

G4-5

Location of the organization’s headquarters.

G4-6

Countries where the organization operates.

G4-7

Nature of ownership and legal form.

G4-8

Markets served.

G4-9

Scale of the organization.

G4-10

Breakdown of the organization’s employees .

10-11

G4-11

Percentage of total employees covered by collective bargaining agreements.

G4-12

Description of the organization’s supply chain.

G4-13

Significant changes during the reporting period regarding the organization’s size, structure, ownership, or its supply chain.

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ORGANIZATIONAL PROFILE G4-14

Description of how the precautionary approach or principle is addressed by the organization, if applicable.

The Company has taken the corresponding actions to comply with local legislation regarding the environment and the application in jurisdictions where it operates. This includes, among others, the carrying out of impact, capability and environmental risk studies, if applicable. No risks for nature or the environment that require the application of the precautionary principle were identified.

G4-15

Externally developed economic, environmental and social charters, principles, or other initiatives to which the organization subscribes or which it endorses.

31; 47; 57

G4-16

Memberships of associations and national or international advocacy organizations in which the organization participates.

56; 91

MATERIAL ASPECTS AND BOUNDARIES G4-17

List of all entities included in the organizationâ&#x20AC;&#x2122;s consolidated financial statements or equivalent documents.

G4-18

Process for defining the report content and the Aspect Boundaries.

G4-19

List of material aspects.

G4-20

Boundary of each material aspect within the organization.

Not Accomplished

G4-21

Boundary of each material aspect outside the organization.

Not Accomplished

G4-22

Description of the effect of restatements of information provided in previous reports, and the reasons for such restatements.

G4-23

Significant changes from previous reporting periods in the Scope and Aspect Boundaries.

STAKEHOLDER ENGAGEMENT G4-24

List of stakeholder groups engaged by the organization.

88-90

G4-25

Basis for identification and selection of stakeholders which the organization works with.

GRI TABLE OF CONTENTS AND EXTERNAL VERIFICATION REPORT

G4-26

Description of organization’s approach to stakeholder engagement.

G4-27

Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting.

Not accomplished

G4-28

Reporting period for information provided.

G4-29

Date of most recent previous report.

G4-30

Reporting cycle.

G4-31

Contact point for questions regarding the report or its contents.

G4-32

‘In accordance’ (with GRI) option the organization has chosen, GRI Content Index for the chosen option, and reference to the External Verification Report.

79-87

G4-33

Organization’s current policies and practices regarding the Report External Verification.

G4-34

Governance structure of the organization and its committees.

G4-51

Retribution policies for superior governance authority and top management.

REPORT PROFILE

GOVERNANCE

ETHICS AND INTEGRITY G4-56

Describe the organization’s values, principles, standards and norms.

17; 20; 73

G4-58

Describe internal and external report mechanisms of unethical or unlawful behaviors and matters related to the integrity of the organization.

21; 72-73

Reason(s) for Omission(s)

Explanation for Omission(s)

SPECIFIC STANDARD DISCLOSURES Material Aspects

Reference

Page Number

External Verification Page where the External Verification Report can be consulted.

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CATEGORY: ECONOMIC MATERIAL ASPECT: SUPPLY PRACTICES G4-DMA

Disclosures on Management Approach.

G4-EC9

Proportion of spending on local suppliers at significant locations of operation.

MATERIAL ASPECT: ORIGINATION PRACTICES G4-DMA

Disclosures on Management Approach.

G4-FP1

Percentage of purchased volume from suppliers compliant with company's supply policy.

G4-FP2

Percentage of purchased product which is verified as being in accordance with recognized standards, broken down by standard.

CATEGORY: ENVIRONMENTAL MATERIAL ASPECT: ENERGY G4-DMA

Disclosures on Management Approach.

G4-EN3

Internal energy consumption.

G4-EN4

External energy consumption.

MATERIAL ASPECT: WATER G4-DMA

Disclosures on Management Approach.

G4-EN8

Total water withdrawal by source.

MATERIAL ASPECT: EMISSIONS G4-DMA

Disclosures on Management Approach.

G4-EN15

Direct greenhouse gasses (GHG) emissions (Scope 1).

G4-EN16

Energy indirect greenhouse gasses (GHG) emissions (Scope 2).

GRI TABLE OF CONTENTS AND EXTERNAL VERIFICATION REPORT

MATERIAL ASPECT: EFFLUENTS AND WASTE G4-DMA

Disclosures on Management Approach.

44-45

G4-EN23

Total weight of waste by type and disposal method.

MATERIAL ASPECT: OVERALL G4-DMA

Disclosures on Management Approach.

62-63

G4-EN31

Total environmental protection expenditures and investments by type.

CATEGORY: SOCIAL SUB-CATEGORY: LABOR PRACTICES AND DECENT WORK MATERIAL ASPECT: EMPLOYMENT G4-DMA

Disclosures on Management Approach.

G4-LA1

Total number and rates of new employee hires and employee turnover by age group, gender and region.

MATERIAL ASPECT: OCCUPATIONAL HEALTH AND SAFETY G4-DMA

Disclosures on Management Approach.

28-31

G4-LA5

Percentage of total workforce represented in formal joint management-worker health and safety committees that help monitor and advise on occupational health and safety programs.

G4-LA6

Type of injury and rates of injury, occupational diseases, lost days, and absenteeism, and total number of work-related fatalities, by region and by gender.

32-33

Partially reported.

Bunge Argentina assesses its management through proactive safety indicators.

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MATERIAL ASPECT: TRAINING AND EDUCATION G4-DMA

Disclosures on Management Approach.

69-71

G4-LA9

Average hours of training per year per employee by gender, and by employee category.

G4-LA10

Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings.

69-71

G4-LA11

Percentage of employees receiving regular performance and career development reviews, by gender and by employee category.

Partial.

Training hours are not detailed because this information is not available at this moment.

SUB-CATEGORY: HUMAN RIGHTS ASPECTO MATERIAL: NON-DISCRIMINATION G4-DMA

Disclosures on Management Approach.

66;69

Propio

Inclusion and Integration of individuals with disabilities.

G4-HR3

Total number of incidents of discrimination and corrective actions taken.

SUB-CATEGORY: SOCIETY MATERIAL ASPECT: LOCAL COMMUNITIES G4-DMA

Disclosures on Management Approach.

G4-SO1

Percentage of operations with implemented local community engagement, impact assessments, and development programs.

57-61

MATERIAL ASPECT: ANTI-CORRUPTION G4-DMA

Disclosures on Management Approach.

72-73

G4-SO3

Total number and percentage of operations assessed for risks related to corruption and the significant risks identified.

GRI TABLE OF CONTENTS AND EXTERNAL VERIFICATION REPORT

G4-SO4

Communication and training on anti-corruption policies and procedures.

G4-SO5

Corruption cases confirmed and measures taken.

MATERIAL ASPECT: COMPLIANCE G4-DMA

Disclosures on Management Approach.

72-73

G4-SO8

Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulation.

MATERIAL ASPECT: HEALTHY AND AFFORDABLE FOODS (FOODS SECTOR SUPPLEMENT) G4-DMA

Disclosures on Management Approach.

34-38

SUB-CATEGORY: PRODUCT RESPONSIBILITY MATERIAL ASPECT: CUSTOMER HEALTH AND SAFETY G4-DMA

Disclosures on Management Approach.

G4-PR1

Percentage of significant product and service categories for which health and safety impacts are assessed for improvement.

G4-PR2

Total number of incidents of non-compliance with regulations and voluntary codes concerning the health and safety impacts of products and services during their life cycle, by type of outcomes.

G4-FP5

Percentage of production volume manufactured in sites certified by an independent third party according to internationally recognized food safety management system standards.

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MATERIAL ASPECT: CUSTOMER HEALTH AND SAFETY G4-FP6

Percentage of total sales volume of consumer products, by product category, that are lowered in saturated fat, trans fats, sodium and added sugars.

G4-FP7

Percentage of total sales volume of consumer products, by product category, that contain increased nutritious ingredients like fiber, vitamins, minerals, phytochemicals or functional food additives.

MATERIAL ASPECT: PRODUCT AND SERVICE LABELING G4-DMA

Disclosures on Management Approach.

G4-PR4

Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information and labeling, by type of outcomes.

MATERIAL ASPECT: COMPLIANCE G4-DMA

Disclosures on Management Approach.

72-73

G4-PR9

Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of products and services.

GRI TABLE OF CONTENTS AND EXTERNAL VERIFICATION REPORT

EXTERNAL VERIFICATION REPORT TO BUNGE ARGENTINA S.A.’S BOARD We have been hired to perform an independent verification of the Sustainability Report, for the period between January 1st, 2014 and December 31st, 2014, of BUNGE ARGENTINA S.A. for its operations and facilities in Argentina.

- Performing fundamental tests designed to show, based on sampling, the reasonability and consistency of the preparation criteria and basis of the Corporate Social Responsibility Report. - Revising relevant documentation, including corporate policies, organizational structure, and Social Responsibility Programs.

We have compiled evidence on the following aspects:

- Thorough interviews with relevant personnel from the Firm.

- Key indicators on management during the financial year - Information provided by the Firm’s Sustainability area - Information about the Firm’s Management Systems

- Information coming from stakeholders identified by the Firm within its sphere of influence.

The Board of Directors of BUNGE ARGENTINA S.A. is responsible both for the information included in the report and the verification criteria. Our responsibility has been to report independently based on our information analysis procedures. For that purpose, we use the procedures established in technical resolution (RT37) of FAPCE that defines the scope of assessment tasks to be performed over other assurance engagements, as in the case of this type of report. We have defined our scope as a limited assurance engagement. Our procedures to select verification criteria and evidences included: - Checking the alignment with the basic contents suggested by the Global Reporting Initiative (GRI) version 4.0 for the preparation of sustainability reports.

Our work team has included qualified professionals in the verification of sustainability aspects, according to the guidelines suggested by GRI. According to our opinion, based on the work described in this report, and on the defined scope, nothing of the information contained in the Sustainability Report for BUNGE ARGENTINA S.A.’s 2014 fiscal year has come to our attention to refute that such information gives a true and fair view of the performance and activities carried out by the Firm with regard to Sustainability. Policies, documents, indicators and other information included in this report are reasonably supported by documentation, internal processes and activities, and information provided by stakeholders. The revision process allowed us to identify a series of issues that we submitted to BUNGE ARGENTINA S.A.’s Board on a separate document, which includes our independent opinion on areas of improvement.

August 7th, 2015, Rosario.

CP Marcelo Navone Partner

H.L. Consulting SA - Crowe Horwath Madres de Plaza 25 de mayo 3020 - Edificio Nordlink – Torre Alta P9 Of. 1 y 4. S2013SWJ- Rosario, Santa Fe, Argentina Phone: (54 341) 446 1650 - www.crowehorwath.com.ar

4th Sustainability Report 2014

APPENDIX 1: LIST OF STAKEHOLDERS [G4-24]

ARGENTINA Asociación Argentina de Estudiantes de Ingeniería Industrial y Carreras Afines Buenos Aires Sociedad Rural Sociedad Rural de Ameghino Bolsa de Cereales y Productos de Bahía Blanca Fundación Cecilia Grierson LALCEC Municipalidad de Bahía Blanca Servicio Integral para la Familia Unión de Recibidores de Granos de la República Argentina (URGARA) Asociación Argentina de Empleados de la Marina Mercante Agencia de Desarrollo de Campana Comité Interindustrial de Conservación del Ambiente Campana Zárate Comité Zonal de Seguridad e Higiene de Campana Consejo Escolar de Campana Dirección de Educación Inicial Jefatura de Región XI Escuela de Educación Técnica N° 1 “Luciano Reyes” Escuela N° 29 Jardín de Infantes N° 901 Jardín de Infantes N° 906 Jardín de Infantes N° 907 Jardín de Infantes N° 908 Jardín de Infantes N° 912 Jardín de Infantes N° 914 Jardín de Infantes N° 915 Jardín de Infantes N° 916 Jardín de Infantes N° 917 Jardín de Infantes N° 918 Jardín de Infantes N° 919 Municipalidad de Campana Personal de la Dirección Municipal de Tránsito Sindicato Químico y Petroquímico de Zárate Subsecretaría de Impacto Ambiental de la Municipalidad de Campana Unión Industrial Campana 1 Minuto de Vos Asociación Argentina de Consorcios Regionales de Experimentación Agrícola Asociación Argentina de Producción Animal (AAPA) Asociación Argentina del Girasol (ASAGIR) Asociación Aves Argentinas Asociación de Consumidores Industriales de Gas de la República Argentina (ACIGRA) Asociación de Grandes Usuarios

de Energía Eléctrica de la República Argentina (AGUEERA) Asociación de Síndrome de Down Argentina (ASDRA) Asociación del Crédito Industrial Argentino (ACIA) Asociación para el Desarrollo de la Educación Especial y la Integración (ADEEI) Bolsa de Comercio de Buenos Aires Cámara Argentina de Biocombustibles (CARBIO) Cámara Argentina de Comercio Cámara de Comercio de los Estados Unidos (AMCHAM) Cámara de Exportadores de la República Argentina Cámara de la Industria Aceitera de la República Argentina (CIARA) Cámara de la Industria Argentina de Fertilizantes y Agroquímicos (CIAFA) Cámara de la Industria Química y Petroquímica Argentina (CIQyP) Cámara de Puertos Privados Comerciales Cámara de Sanidad Agropecuaria y Fertilizantes (CASAFE) Conciencia Consejo Empresario Argentino para el Desarrollo Sostenible Cooperadora del Hospital de Pediatría Prof. Dr. Juan Garrahan Discar Eticagro Fertilizar Asociación Civil Fundación Bunge y Born Fundación de Investigaciones Económicas Latinoamericanas (FIEL) Fundación del Hospital Dr. Ricardo Gutiérrez Fundación Emprendimientos Rurales Los Grobo Fundación Leer Fundación RAP Fundación SI! Gobierno de la Ciudad de Buenos Aires Grupo de Usuarios de SAP Argentina Instituto Argentino de Ejecutivos de Finanzas Instituto Argentino de Normalización y Certificación (IRAM) Instituto de Auditores Internos de Argentina (IAIA) Instituto para el Desarrollo Empresarial Argentino (IDEA) Instituto Petroquímico Argentino (IPA) Instituto Tecnológico Buenos Aires (ITBA) Mercado a Término de Buenos Aires Ministerio de Trabajo de la Nación

Oficina Nacional de Control Comercial Agropecuario (ONCCA) PRIAR Programa de Agronegocios de la UBA Reserva Costanera Sur Solidagro The New Farm Company Unión Industrial de la Provincia de Buenos Aires Universidad Austral Universidad de Buenos Aires (UBA) Escuela Rural N° 25 Emilio Martínez de Hoz Escuela Rural N° 607060 José Hernández Escuela Rural N° 9 Manuel Nicolás Savio Escuela de Educación Secundaria N° 7 Escuela Primaria N° 25 Escuela Primaria N° 9 Sociedad de Bomberos Voluntarios de Escobar Club Comercial Ing.White Club Huracán Delegación Municipal de Ing. White Escuela Media N° 1 “Gral. E. Mosconi” Escuela Nº 40 Juan Vusetich Jardín de Infantes N° 905 Jardín de Infantes N° 922 Jardín de Infantes N° 926 Jardín de Infantes N° 943 Jardín de Infantes N° 953 Jardínde Infantes N° 932 Dirección General de Cultura y Educación Escuela Primaria N° 10 Escuela Primaria N° 2 Escuela Primaria N° 13 Escuela Primaria N° 17 Escuela Primaria N° 11 Escuela Primaria N° 21 Escuela Primaria N° 15 Escuela Primaria N° 12 Escuela Primaria N° 20 Escuela Primaria N° 14 Escuela Primaria N° 7 Escuela de Educación para Adultos N° 702 Escuela de Gestión Privada DIPREGEP N° 4264 Escuela Primaria N° 16 Escuela Primaria N° 24 Asociación de Bomberos Voluntarios de Ramallo Cec 801 Cec 802 Centro de Formación Profesional N° 401 Club Atlético Matienzo Consejo Deliberante de Ramallo Escuela de Educación para Adultos N° 701

ADDITIONAL INFORMATION

Escuela de Educación para Adultos N° 703 Escuela de Educación para Adultos N° 706 Escuela de Educación para Adultos N° 707 Escuela de Educación Secundaria N° 2 Escuela de Educación Secundaria N° 3 Escuela de Educación Secundaria N° 6 Escuela Primaria N° 1 Escuela Primaria N° 26 Escuela Primaria N° 3 Escuela Primaria Ramallo Escuela Rural N° 10 Juan Bautista Azopardo Escuela Rural N° 11 Hipólito Yrigoyen Escuela Rural N° 12 24 de Octubre Escuela Rural N° 13 Paula Albarracín Escuela Rural N° 14 Almirante Guillermo Brown Escuela Rural N° 15 Mariano Santos Mutti Escuela Rural N° 17 Ignacio Aguirre Escuela Rural N° 2 Coronel José Félix Bogado Escuela Rural N° 20 San Carlos Federación Argentina de Trabajadores de Industrias Químicas y Petroquímicas. Federación de Obreros y Empleados de la Industria Aceitera y Afines del País Instituto Superior Ramallo Instiuto Secundario Ramallo Jardín de Infantes N° 901 Jardín de Infantes N° 902 Jardín de Infantes N° 903 Jardín de Infantes N° 904 Jardín de Infantes N° 905 Jardín de Infantes N° 906 Jardín de Infantes N° 907 Jardín de Infantes N° 908 Jardín de Infantes N° 909 Jardín de Infantes N° 910 JIRIMM Municipalidad de Ramallo Reserva Ecológica Municipal Ramallo Unión de Recibidores de Granos de la República Argentina (URGARA) Unión Industrial de la Provincia de Buenos Aires (UIPBA) Municipalidad de Rosario Universidad Tecnológica Nacional San Nicolás (UTN) Asociación Argentina de Empleados de la Marina Mercante Mesa Solidaria Tandil Escuela Rural N° 4 General José de San Martín Escuela de Educación Secundaria N° 5 Escuela Primaria N° 4 Escuela de Ecucación Técnica Secundaria N°1 Escuela de Educación para Adultos N° 705 Escuela de Educación Secundaria N° 1

Escuela de Educación Secundaria N° 4 Escuela Primaria N° 23 Escuela Primaria N° 27 Escuela Primaria N° 5 Escuela Primaria N° 6 Instituto Superior de Formación Técnica N°38 Chaco Centro Integrador Comunitario (CIC) Escuela Rural N° 182 EEP Escuela Rural N° 259 Escuela Rural N° 381 Pioneros de Pampa Grande Escuela Rural N° 513 Escuela Rural N° 739 José León Suárez Escuela Rural N° 846 Escuela Rural N° 946 Hospital Dr. Pedro Chutro Jardín de Infantes N°191 “Arco Iris” Municipalidad de Avia Terai Programa Nacional de Chagas Proyecto de Intervención Sanitaria contra el Chagas Escuela de Enseñanza Media N°8 José Manuel de Estrada Municipalidad de General Pinedo Córdoba Bolsa de Cereales de Córdoba Cámara Argentina del Maní Cámara de Comercio Exterior de Córdoba Cámara Industrial de Aceites Vegetales de Córdoba Fundación Mediterránea (IERAL) Juventud Atlética Cordobesa Ministerio de Agricultura de la Provincia de Córdoba Programa Primer Paso Unión Industrial de la Provincia de Córdoba (UIC) Universidad Nacional de Córdoba (UNC) Municipalidad de General Paz Bomberos Voluntarios de Manfredi INTA Manfredi Municipalidad de Manfredi Escuela Rural María Luisa Pellegrini Gómez de Ballesteros Barros Escuela Rural N° 231089 General Martín Güemes Escuela Rural N° 231112 Paula Albarracín Bomberos Voluntarios de Tancacha Caritas CENMA Anexo Río Tercero Comedor Escuela San Martín Comedor Ipem 288 Consejo Deliberante de Tancacha Escuela Especial Tancacha Escuela Primaria General José de San Martín Escuela Primaria José María Paz Escuela Rural N° 313156 “24 de Septiembre”

Federación de Obreros y Empleados de la Industria Aceitera y Afines del País Fundación Tancacha Hogar de Día Hospital Municipal de Tancacha Instituto de Enseñanza Media N° 75 Instituto Manuel Belgrano Instituto Parroquial San José Instituto Primario y Secundario Santiago Ramón y Cajal Juzgado de Paz Municipalidad de Tancacha Oficina de Empleo Municipal Club Atlético Ascasubi y Biblioteca Popular Escuela Rural “Juan José Paso” Corrientes Universidad Nacional del Nordeste Entre Ríos Bolsa de Cereales de Entre Ríos Salta Escuela Rural N° 4420 Maestro Rural Argentino Escuela Rural N° 4499 Escuela Rural N° 4476 Luisa Domitila Saravia Escuela Rural N° 4438 Carolina Botteri Escuela Rural N° 4324 Comandante Luis Piedra Buena Escuela Rural N° 4203 Escuela Rural N° 4561 Patricias Argentinas Municipalidad de Las Lajitas Escuela Rural N° 4627 Ciudad de Salta Escuela Rural N° 4572 Asociación de Productores de Granos del Norte (PROGRANO) Escuela Rural N° 4264 Santa Fe Escuela Rural N° 87 Juan Pascual Pringles Pequeña Obra de la Divina Providencia, Cotolengo Don Orione Taller Granja Protegido Nazareth Agrupación Puente Cultural Bomberos Voluntarios de Carcarañá Club Atlético Carcarañá E.E.T. Nº 486 Escuela Especial N° 2065 “Don Vicente Hamson” LALCEC Sociedad Protectora de Animales de Carcarañá Escuela N°856 “Dr. José Roque Pérez” Centro Comunitario Recreativo para Adultos Mayores (CECRAM) Centro de Salud CARASA Centro de Salud Catalina Salomón Club A. y R. “General San Martín” Club Atlético y Recreativo General San Martín

4th Sustainability Report 2014

Comisaría 5° Consejo Deliberante de Puerto General San Martín Ecoclub de Puerto General San Martín Equipo PSM Vóley Escuela de Enseñanza Secundaria Particular Incorporada N° 3134 “Niño Jesús” Escuela Especial “Arnold Gessele” Escuela Especial “Juan Perón” Escuela Especial “Miguel Saavedra” Escuela Especial “Nuestra Señora de los Milagros” Escuela Especial “Santa Mónica” Escuela Especial “Tiempo de Amor” Escuela Especial N° 2074 Escuela Gobernadores Cullen Escuela N° 328 “General José de San Martín” Grupo Despertar Instituto Superior N° 25 “Beppo Levi” Municipalidad de Puerto General San Martín Polideportivo Municipal de Puerto General San Martín Secretaría de Deportes de la Municipalidad de Puerto General San Martín Secretaría Desarrollo Social Municipal: “Grupo Despertar” Sindicato de Obreros y Empleados de la Industria Aceitera Bomberos Voluntarios de Roldán Hospital Rural N° 61 Jardín Maternal Municipal “Huellitas” Amia Empleos Arzobispado de Rosario Asociación Argentina de Grasas y Aceites (ASAGA) Asociación Civil “La Ventana” Asociación de Dirigentes de Relaciones Industriales del Litorial (ADRIL) Asociación Padres Por La Igualdad Rosario (APPLIR) Asociación para la Inclusión de Personas con Sindrome de Down de Rosario (AISDRO) Bolsa de Comercio de Rosario Cámara Arbitral de Aceites y Subproductos Vegetales CEFI (Fundación Alborada) Centro de Día Crecer Centro Educativo “Un lugar para aprender” Centro Educativo Abrasoles Centro Educativo Cuatro Vientos Centro Terapéutico Alquimia Centro Trayectoria CILSA Colegio Adoratrices Colegio de Escribanos de la Provincia de Santa Fe, 2da. Circunscripción Colegio La Salle Colegio San Patricio Cruz Roja Argentina Dirección de Empleo Municipalidad de Rosario

Dirección Provincial de Inclusión de Personas con Discapacidad Escuela DINAD Escuela Especial Particular Incorporada N° 1252 Escuela N°86 Jose María de Estrada Escuela nº 67 Escuela nº68 Escuela Nocturna nº10 Facultad de Ciencias Agrarias de la Universidad Nacional de Rosario Facultad de Ciencias Exactas, Ingeniería y Agrimensura de la Universidad Nacional de Rosario Fundación Argentina Onco Hematológica Pediátrica (FAOHP) Fundación Cuatro Vientos Fundación de Investigaciones Energéticas y Ambientales (FIEM) Fundación Segunda Etapa Fundación Un mundo Posible Grupo de Estudiantes de Ingeniería Mecánica (MECANO) Grupo Scout San Miguel Arcángel Hogar Santa Rosa Hospital de Niños Víctor J. Vilela Instituto Particular Incorporado Garibaldi Instituto Superior Particular Incorporado “Garibaldi” N°9231 Instituto Universitario del Gran Rosario La Casa del Sol Naciente Olimpiadas Especiales Profesorado Bernardo Houssay nº16 Red Psicoterapéutica Santa Fe Inclusiva Sociedad Argentina Pro Mejoramiento Continuo (SAMECO) Taller Protegido Rosario Universidad Abierta Interamericana Universidad Abierta Interamericana (UAI) Universidad Austral Universidad Católica Argentina (UCA) Universidad Nacional de Rosario (UNR) Universidad Tecnológica Nacional Rosario (UTN) Club Atletico El Porvenir del Norte Club Atletico San Jerónimo Sud Guardia de Seguridad Rural “Los Pumas” Anexo Ciclo Básico Secundario N° 1237 “José Hernandez” APREPA Centro de Jubilados y Pensionados de San Jerónimo Sud Comisaría 8° de San Jerónimo Sud Comuna de San Jerónimo Sud Cooperativa de Obras y Servicios Públicos Defensoría del Pueblo Escuela Provincial Nº 6053 “D.F. Sarmiento” Jardín de Infantes N° 258 “Colonias San Jerónimo” Parroquia San Jerónimo

SAMCO Asociación de Lucha contra la Parálisis Infantil (ALPI) Cámara de Actividades Portuarias y Marítimas de Santa Fe Cámara de Comercio, Industria y Servicios de San Lorenzo y su zona Cuerpo de Bomberos Zapadores Unidad Regional XVII Escuela de Educación Especial N°1104 Escuela de Enseñanza Media N° 439 Escuela de Enseñanza Técnica N° 477 Combate de San Lorenzo Escuela Particular Incorporada N° 1002 “San Carlos” Escuela Particular Incorporada N° 1007 Nuestra Señora de la Misericordia Periodismo + Humanizado Prefectura Naval San Lorenzo Asociación Argentina de Empleados de la Marina Mercante Bolsa de Comercio de Santa Fe Secretaría de Trabajo de la Provincia de Santa Fe Universidad Nacional del Litoral Santiago del Estero Jardín de Infantes Pequeños Sabios Municipalidad de Bandera Secretaría de Cultura y Educación de la Municipalidad de Bandera Tucumán Comuna de Delfín Gallo Escuela Rural Santiago Gallo Sociedad Rural de Tucumán KOREA Oficina Comercial de la Embajada de Corea UNITED STATES American Oil Chemistrs Society (AOCS) Eco Engineers JAPAN Agricultura & Livestock Industries Corporation (ALIC)

ADDITIONAL INFORMATION

APPENDIX 2: ORGANIZATIONS WHERE BUNGE ARGENTINA PARTICIPATES [G4-16] Instituciones

Membresía

Asociación Argentina de Grasas y Aceites (ASAGA)

Board of Directors

Asociación de Grandes Usuarios de Energía Eléctrica de la República Argentina (AGUEERA)

Board of Directors

Bolsa de Cereales y Productos de Bahía Blanca

Board of Directors

Bolsa de Comercio de Rosario

Board of Directors

Cámara Argentina del Maní

Board of Directors

Cámara de Comercio, Industria y Servicios de San Lorenzo y su zona

Board of Directors

Cámara de la Industria Aceitera de la República Argentina (CIARA)

Board of Directors

Cámara de la Industria Argentina de Fertilizantes y Agroquímicos (CIAFA)

Board of Directors

Cámara de la Industria Química y Petroquímica Argentina (CIQYP)

Board of Directors

Comité Zonal de Seguridad e Higiene - Campana

Board of Directors

Fundación Bunge y Born

Board of Directors

Instituto para el Desarrollo Empresarial Argentino (IDEA)

Board of Directors

Instituto Petroquímico Argentina (IPA)

Board of Directors

Instituto Argentino de Normalización y Certificación (IRAM)

Partners

Fundación de Investigaciones Económicas Latinoamericanas (FIEL)