2016 Bunge Southern Cone's Sustainability Report by Bunge Argentina

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SUSTAINABILITY REPORT 2016

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SUSTAINABILITY REPORT 2016

BUNGE SOUTHERN CONE / PRODUCING TOGETHER

GENERAL CONTENTS

CONTENTS About the report 4 Message from the President 5 Bunge’s outlook in Southern Cone 7 STRATEGY 13 PRODUCING TOGETHER 18 Sustainable development model 20 PRODUCING VALUE 22 PRODUCING DEVELOPMENT 36 PRODUCING TALENT 60 PREPARATION PROCESS 72 GRI CONTENT INDEX AND EXTERNAL ASSURANCE REPORT 79

2016 BUNGE SOUTHERN CONE`S SUSTAINABILITY REPORT 2016 PREPARATION PROCESS General Coordination Citizenship, Bunge Southern Cone bunge.comunidad.bsc@bunge.com Creativity, Design and Production JARDÍN Design www.jardinba.com All Rights Reserved. Argentina. August 2017.

Counseling and Technical Support 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.

SUSTAINABILITY REPORT 2016

PRODUCING TOGETHER

PRODUCING VALUE

At Bunge Southern Cone, producing value means developing the necessary activities to achieve an optimal economic performance by keeping the workersâ&#x20AC;&#x2122; safety and health, and the quality and food safety of the products as priorities. The main focus will be on reducing emissions, and water and energy consumption to ensure that this value is sustainable.

PRODUCING DEVELOPMENT

To the Company, producing development means working to obtain a sustainable value chain by eliminating deforestation and supporting the challenge to produce more for a growing population, and the agenda regarding sustainable agriculture, environmental management, health and a healthy diet, social investment, education, procurement practices related to our areas of influence.

PRODUCING TALENT

Bunge Southern Cone creates jobs in the countries where it works. Human Capital has always been key for the Company to grow and for challenges to be overcome. That is why attracting, training and developing talent, and creating a motivational, diverse and inclusive work environment are part of the daily management. With over 130 years of experience, Bunge Southern Cone has gained its reputation by behaving ethically and abiding by the stipulated rules.

GENERAL CONTENTS

ABOUT THE REPORT In 2016, Bunge Southern Cone, or the Company (as it is referred to in this report), prepared, for the first time, its Sustainability Report following the guidelines of Global Reporting Initiative (GRI). In 2015, two reports were published: one for Bunge Argentina, following GRI G4 Essential Version guidelines, and another one for the Southern Cone region following its own guidelines. In 2016, we decided to go through a comprehensive process and create only one regional report following the new version of the GRI guidelines. This challenge required the implementation of new indicators, which implied redefining the scope of the entities included in Bunge Southern Cone’s report1. If possible, the information regarding 2015 will be submitted so it can be compared to 2016. Nonetheless, any changes in the texts and numbers will be mentioned throughout the report. This report has been prepared in accordance with the GRI Standards 2016 version: core option the guidelines of GRI Standards 2016 version: essential option by Global Reporting Initiative. It gives account of Bunge Southern Cone’s economic, social and environmental management during the period between January 1st and December 31st, 2016. The reporting cycle is annual.

1 For more information about the included entities in the report, see the “Corporate Information” section.

SUSTAINABILITY REPORT 2016

MESSAGE FROM THE PRESIDENT 2016 was an extremely important year for Bunge Southern Cone’s sustainability management. We started working on vital aspects of our value chain, we established new goals to reduce the impact of our activities, we consolidated our zero incident culture, we supported the sustainability issues that matter to our customers, and we strived to be a transparent Company, able to be held accountable and more open to communicating with all of our stakeholders. Searching for new ways to do business that helps us reduce our carbon footprint, we have actively collaborated with different actors of our value chain and with civil society organizations. We know that, as a Company, we can do many things to achieve sustainable growth, but we can do many more if we work together with a common goal.

Enrique Humanes President and CEO

Furthermore, this year, Bunge Southern Cone will publish its first Sustainability Report, entirely written following the new global guidelines suggested by Global Reporting Initiative: GRI Standards, and considering, of the 17 Sustainable Development Goals, those 5 most important for the Company (Zero Hunger, Good Health and Well-being, Quality Education, Decent Work and Economic Growth; and Climate Action). Producing Value to deliver an optimal performance We kept consolidating the Food & Ingredients area. This made us a leader in one of its segments, Animal Nutrition and refined oils in the industrial sector, and strengthened our relationship with strategic customers in the regional market. We certified the Food Safety System FSSC 22000 in the vegetable oil refineries from Puerto General San Martín and San Jerónimo Sud. This certification is endorsed by Global Food Safety Initiative, which follows the most demanding global standards in Food Safety. We set a historic record in purchases through the direct channel, which amounted to a significant percentage of the origination total. This is an economic advantage and it brings us closer to the producer by getting to know his needs and the market better. Strengthening our zero incident culture is our number one priority. So much so that our Safety Campaign, “Stand for Safety”, was adopted by Bunge’s partner companies and Joint Ventures in the Southern Cone region.

GENERAL CONTENTS

To help mitigate climate change, we reduced our water and energy consumption, our wastes, and our greenhouse gas emissions for every ton produced, thanks to the annual amounts of more than 3.700.000 dollars invested in enhancing our environmental performance. This achievement led us to establishing far more challenging goals for the next 10 years. We will continue monitoring our indicators to improve our operations and meeting our customers’ new needs. Producing Development, supporting 21st-century value chain As a global Company, in 2015 we confirmed our commitment to making sure that 21st-century value chain are deforestation-free by introducing methodologies to protect the biodiversity and the rights of the rural and indigenous communities. The options to solve the problems caused by deforestation and its impact on climate change arise from multisectorial cooperation. In order to achieve this goal by 2025, we performed pilot traceability studies and satellite analysis in areas in Argentina and Paraguay, which reflect different supply models and are also agricultural expansion areas. We also joined forces with The Nature Conservancy, Fundación Paraguaya, Reaching U and Fundación Bunge y Born, among others, to address the problem from an environmental and social point of view by strengthening the vulnerable communities. In that sense, Bunge’s Agro-files and “Bunge’s Proposal” are tools that producers keep using to make decisions and determine more sustainable agronomic practices. Managing a responsible and sustainable citizenship is one of the organizational values. Our efforts focus on: quality education, healthy diets, good health and wellbeing, social investment, environmental education, and the commitment to a happy childhood without child labor. We are not alone. We implemented social responsibility programs thanks to the synergy and communication we establish with civil society organizations and state agencies. The interaction between the private sector and the public sector has been the key to having already spent 9 years working together with the communities.

Producing Talent, overcoming challenges Even though our Company is part of a market with a traditional profile, today, more than ever, innovating, adapting to change, and doing sustainable business are part of our agenda. Nowadays, our people set the beat of our impulse. We choose to be a diverse and multicultural team, it is in our DNA. We are convinced that we have the best Human Capital to keep growing as a Company and to be the best. Achieving distinctions such as the one from Asociación de Síndrome de Down de la Argentina (ASDRA) ratifies that we have chosen the right path. Lastly, this path was, is and will always be guided by high standards in ethics, integrity and transparency. Thanks to them, relationships strengthen and businesses thrive. The future is promising. Everyone has to work for the common good. Our Company is ready and willing to face new challenges. I invite everyone to read Bunge Southern Cone’s 2016 Sustainability Report, which portrays our current and future commitment. We will gladly receive your questions or thoughts about it. Thank you Enrique Humanes, President and CEO Bunge Southern Cone

SUSTAINABILITY REPORT 2016

BUNGEâ&#x20AC;&#x2122;S OUTLOOK IN THE SOUTHERN CONE Bunge Southern Cone is one of the leading companies in Argentina, Bolivia, Chile, Paraguay and Uruguay in commercializing grains, processing oil seeds, exporting by-products, and producing and commercializing fertilizers and biodiesel. It also offers wheat flour, rice, refined oils and lecithins. These are all products intended for human consumption.

Regarding the value-adding process, it produces and commercializes: biodiesel, glycerin and lecithin. Bunge Southern Cone is always trying to grow. By December 31st, 2016, it had employed over 2,028 people, and created indirect jobs for other thousands.

COUNTRIES IN LATIN AMERICA

2,028

WORKERS

100%

OF CERTIFIED INDUSTRIAL COMPLEXES UNDER QUALITY STANDARDS

MILLION TONS OF COMMODITIES SHIPPED PER YEAR

BRANDS OF ITS OWN NET SALES

3,944,877 MILLION DOLLARS OVER

3,100

CUSTOMERS

OILSEED-AND-GRAIN-CRUSHING FACILITIES: OVER

3.7 MILLION TONS PER YEAR

GENERAL CONTENTS

BUNGE SOUTHERN CONE Integrated operations throughout the region OILSEEDS AND GRAINS CRUSHING FACILITIES Argentina: A San Jerónimo Sud B E Puerto General San Martín C Ramallo D Tancacha OIL REFINERY PLANTS Argentina: A San Jerónimo Sud B Puerto General San Martín

LECITHIN MANUFACTURING PLANT Argentina: D Tancacha

16 15

12 11

8 7

FERTILIZER PRODUCTION Argentina: C Ramallo F Campana G Puerto General San Martín

TRADE OFFICES Argentina 1 Rosario 2 Buenos Aires Bolivia 3 Santa Cruz de la Sierra Chile 4 Santiago de Chile

B A

D 4

3 1

1 13

C F

5 6 7

Paraguay Hernandarias Asunción Uruguay Montevideo

PORT TERMINALS 1 TERMINAL BAHÍA BLANCA - Buenos Aires 2 QUEQUÉN - Buenos Aires 3 GUIDE - Santa Fe 4 DOS FRONTERAS - Paraguay

GRAIN ELEVATORS AND WAREHOUSES 5

PIQUETE CABADO - Salta

BANDERA - Santiago del Estero

DELFÍN GALLO - Tucumán

LAS CEJAS - Tucumán

GENERAL PAZ - Córdoba

GENERAL PINEDO - Chaco

AVIA TERAI - Chaco

GRUMBEIN - Buenos Aires

QUEQUÉN - Buenos Aires

AMÉRICA - Buenos Aires

CURUGUATY - Paraguay

CRUCE GUARANY - Paraguay

For information about the production capabilities of our Industrial Complexes, or the storage capabilities of all of our facilities, visit: http://www.bungeargentina.com/es/instalaciones

SUSTAINABILITY REPORT 2016

PRODUCTS AGRIBUSINESS • Grains and oilseeds Wheat, Sunflower, Corn, Soy, Safflower, Sorghum, Barley. • Industrial Products High-protein meals, refined and crude oils, supplies for chemical and food industries.

• Vegetable By-products Lecithin, glycerin, fatty acids, neutral/refined oils, proteins, crude oils. • 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 • Refined oils, bulk and bottled • Crude glycerin • Refined glycerin USP grade • Soybean lecithin • Polished, slender, long grain white rice, quality 0000 and 00000 • Slender, long grain white rice, variety Oryza Sativa L. • Oleines • Animal nutrition: Hi-Pro Soybean Meal (47%), Low-Pro Soybean Meal (44%), Soybean Hull Pellets, Soybean Hull Pellets (42% proteins), Whole Grain Sunflower, Safflower Meal and Pellets, Peanut Pellets, Soybean Lecithin, Distiller’s Dried Grains with Solubles (DDGS).

Food Brands

OTHERS Liquid reducing agent of nitrogen oxides

Biofuel

GENERAL CONTENTS

MARKETS SERVED AGRIBUSINESS

FERTILIZERS

FOOD AND INGREDIENTS

Global Agribusiness Market

Regional Agricultural Production

Local and Global Food Market

HUMAN CAPITAL

1,799 88.71%

229 11.29%

men staff

women staff

99.83% FULL TIME

96.51% FULL TIME

- 1,725 on indefinite contracts - 74 on fixed-term contracts

- 225 on indefinite contracts - 4 on fixed-term contracts

20.19% leadership

positions held by women.

55% of women hold

leadership positions.

SUSTAINABILITY REPORT 2016

STAFF BY COLLECTIVE BARGAINING AGREEMENT

56.57%

of the workers are covered by a Collective Bargaining Agreement

A ALIMENTACIÓN

B FATIQYP

C FOEIA

D QCOS. ZÁRATE

E SOYEA (SAN LORENZO)

F URGARA

COLLECTIVE BARGAINING AGREEMENT ALIMENTACIÓN

FATIQYP

FOEIA

QCOS. ZÁRATE

SOYEA (SAN LORENZO)

URGARA

1.28%

5.57%

14.20%

8.83%

22.44%

3.99%

WORKERS PER COUNTRY

ARGENTINA

1919

2 BOLIVIA

3 1 3

3 CHILE

1 4 PARAGUAY

46 5 URUGUAY

GENERAL CONTENTS

CORPORATE INFORMATION

AWARDS

Bunge Southern Cone comprises the activities of companies controlled by Bunge Limited, a company headquartered in White Plains, New York, United States. Bunge Limited is a company listed in the New York Stock Exchange (NYSE:BG).

In 2016, Bunge Southern Cone received the following awards:

This report includes all of Bunge Southern Cone’s operations in the following 5 countries: - in Argentina, through Bunge Argentina S.A. and Terminal Bahía Blanca S.A. (Bunge is the majority shareholder of the latter), - in Bolivia, through Agroindustrias Bunge Bolivia S.A.,

• ASDRA (Asociación Síndrome de Down de la República Argentina) award for including intellectuallydisabled people in the workplace. • Received ITBA’s (Instituto Tecnológico de Buenos Aires) recognition for its benevolent actions. • Impulso award for its performance, given by IDEA (Instituto para el Desarrollo del Empresariado Argentino).

- in Chile, through Bunge Chile S.p.A,

Previous awards:

- in Paraguay, through Bunge Paraguay S.A.

• Hexágono award for its significant efforts in training and developing its human resources, given by IDEA (Instituto para el Desarrollo del Empresariado Argentino).

- and in Uruguay, through Bunge Uruguay Agronegocios S.A., Bunge Agritrade S.A., and Bunge Montevideo S.A. Bunge Southern Cone is not a legally established company. It is a group of companies voluntarily grouped together by logistical and strategic matters. Therefore, Bunge Southern Cone does not have consolidated financial statements. All of the companies included in this report are consolidated in Bunge Limited. It is important to clarify that the Company holds shares in other businesses, which have their own strategies and sustainability management, are independently managed, and are not included in this report. Bunge Argentina has 50% of the shares in Guide S.A. and is a minority shareholder in Terminal Quequén S.A. and Terminal 6 S.A. Bunge Paraguay S.A. is a minority shareholder in Tío Kike S.A.

• Prestigio award for its Leadership in Agribusiness, given by CEOP-LATAM. • Safety Award for Bunge Argentina in 2013, 2010, 2008, 2006 and 2005, given by Bunge Limited’s Executive Committee. • 2013 Mérito Industrial award, given by FISFE (Federación Industrial de Santa Fe). • Received ITBA’s (Instituto Tecnológico de Buenos Aires) recognition for its benevolent actions (in 2015, 2014, 2013 and 2012). • 2012 Industry of the Year, given by the Chamber of Commerce, Industry and Services of San Lorenzo and surroundings. • In 2012, Puerto General San Martín Industrial Complex received Recognition for the Work Done by the Chamber of Commerce, Industry and Services of San Lorenzo and surroundings. • 2012 Social, Corporate and Industrial Responsibility award, given by the Civil Society Organization Periodismo+Humanitario. • 2012 Technological Innovation award, given by Centro Internacional de Innovación en Tecnología Agropecuaria (CITA). • 2012 and 2011 Proof not Promises award, given by General Electric S.A.

SUSTAINABILITY REPORT 2016

STRATEGY

APPROACH OUR PURPOSE Improving the world’s food production chain is both a great responsibility and a compelling opportunity for significant value creation for our shareholders, farmers, customers and communities. Bunge’s corporate governance defines global goals and strategies, on which Bunge Southern Cone focuses its performance. In 2016, Sustainability,

a strategic pillar, was added to the Company’s strategy, reinforcing its commitment to achieve a sustainable agribusiness and food production chain.

STRATEGY

STOP THINK PROTECT

STAND FOR SAFETY

WINNING FOOTPRINT

BEST IN CLASS

RIGHT BALANCE

SUSTAINABILITY

IN 2016, OUR STRATEGIES MADE GREAT PROGRESS.

SUSTAINABILITY REPORT 2016

CORPORATE VALUES AND GLOBAL PRINCIPLES FOR INDUSTRIAL OPERATIONS Corporate values and global principles for industrial operations are constantly communicated and promoted, and they are reflected in the way the Company works. They are essential guidelines for the workers and the standards with which they work.

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.

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

STRATEGY

CORPORATE GOVERNANCE The Executive Committee of Bunge Southern Cone is responsible for making the decisions on economic, social, environmental and safety matters of Bunge Southern Cone. Its members are:

Commercial Vice President

President & CEO

Vice President

Rubén Rodríguez

Enrique Humanes

Jorge Luis Frías

Daniel Orjales

Martín Hansen

Fertilizers Director

Finance and Administration Director

EXECUTIVE COMMITEE

Guillermo Marcotegui

Walter Savarecio

Origination Director

CPO, Communications and CSR

Ramón Fernandez Asenjo

José Castelli Legal, Insurance and Government Affairs Manager

Food and Ingredients Director Horacio Moretti

Carlos Nowik

Guillermo García

Supply and Logistics Director

Manufacture Director

Institutional Relations Manager

SUSTAINABILITY REPORT 2016

In the Ethics, Conduct and Regulation Compliance section there is a description of the tools that Bunge Southern Cone’s Corporate Governance has in order to achieve transparency in its management and comply with its values, regulations, and legal requirements.

SELECTING AND COMPENSATING MEMBERS OF THE BOARD OF DIRECTORS The members of the Board of Directors are selected based on their potential, performance, working experience, and promotion of a sustainable management regarding economic, safety, environmental and social issues. Bunge has a Compensation Policy that covers the entire Company. Hence, it covers Bunge Southern Cone. This policy defines the remuneration of the members of the Board of Directors. This is determined by evaluating the job using the “Hay Method”2 (method adopted by Bunge Southern Cone), and then determining the relative importance of said job within the organization. By obtaining an objective measurement of the importance of the job and its place within the organizational structure, we can assure the internal equality of the remunerations, and externally compare these jobs with the market. Besides the equality factor, remunerations are composed of the individual and personal contributions to the job, which are reflected on the results of their personal performance determined by the Company’s Performance Management Program. Both the remuneration, which corresponds to the individual performance, and the performance within the company are analyzed, managed and approved by the Global Compensation Committee3.

2 3

Developed by Hay Group, global management consultant. More information: http://phx.corporate-ir.net/phoenix.zhtml?c=130024&p=irol-govCommittee&Committee=802

SUSTAINABILITY REPORT 2016

PRODUCING TOGETHER

BUNGE’S GLOBAL SUSTAINABILITY POLICY Bunge’s goal is to improve lives by optimizing the food production and agribusiness chain at a global level. Bunge is committed to sustainable development and adheres to the following principles: • We strive to be good citizens by contributing to the economic and social development of the communities where we work. • We work to achieve a high level of environmental performance by adopting science-based, sensitive and pragmatic best practices, and by promoting these practices within our supply chain. • We partner with companies and organizations to promote and apply sustainable practices; and • We communicate openly about our activities and maintain a constructive dialogue with stakeholders. We apply these principles across our operations, pursuing both global and regional goals. SUSTAINABLE DEVELOPMENT MODEL Sustainability Platform at a global level, which consists of three axes: Act, Conserve and Engage. It shows the importance and significance of sustainability management for Bunge and how it is integrated into its business. The axes of the “Act” approach - to reduce deforestation -, “Conserve” - resources in operations - and “Engage” - in all specific aspects of the agroindustrial sector - are considered within the pillars of the Sustainability of Bunge Southern Cone.

This report has been structured around the three key pillars that make up Bunge Southern Cone’s sustainability strategy and its way of Producing Together: Producing value, Producing Development and Producing Talent. These three pillars will be the topics of the three following chapters. The issues that are strategic to the Company and relevant to the stakeholders as well as the 2016 performance measurement can be found there. It should be noted that Bunge Southern Cone’s sustainability strategy is also aligned with Bunge’s

C A

ACT CONSERVE ENGAGE

SUSTAINABILITY REPORT 2016

SUSTAINABILITY STRATEGY BUNGE SOUTHERN CONE

STAKEHOLDERS

PRODUCING TOGETHER

PRODUCING VALUE

PRODUCING DEVELOPMENT

• Well-being in the Workplace: Working Conditions, Workers’ Health and Safety

• Sustainable Agriculture

• Climate Change

• Community Development

• Our Products’ Quality

• Value Chain

PRODUCING TALENT

• Ethics, Conduct and Regulation Compliance

• Environmental Management

• Quality Employments

Bunge Limited has identified the United Nations’ Sustainable Development Goals (SDGs) that are globally imperative to the Company. Bunge Southern Cone has carried out an internal exercise to prioritize the 17 SDGs for identifying those to which it can add more value, and that are aligned with its sustainability strategy.

SUSTAINABLE DEVELOPMENT GOAL APPROACH

Globally imperative SDGs to Bunge Southern Cone Bunge Southern Cone’s Sustainability Strategy

PRODUCING VALUE

PRODUCING DEVELOPMENT

PRODUCING VALUE

PRODUCING DEVELOPMENT

PRODUCING TALENT

PRODUCING VALUE

PRODUCING DEVELOPMENT

Working on goals and indicators

PRODUCING TALENT

PRODUCING VALUE

PRODUCING DEVELOPMENT

PRODUCING VALUE

WELL-BEING IN THE WORKPLACE: WORKING CONDITIONS, WORKERS’ HEALTH AND SAFETY Safety is our main priority

The Company takes care of its workers and their families. Putting safety ahead of profits and production, acknowledging and controlling High Potential Exposures (HPE)4, and stopping work and reporting when unsafe conditions are detected are actions that show the daily commitment that Bunge has to ensure safety and reach a Zero Incident Culture.

• If working conditions change or become unsafe, stop working and report it.

The goal of the Zero Incident Culture is for workers of every Bunge facility and office to do their job without suffering injuries or incidents, providing them a safe return home at the end of each work day. It focuses on three key principles:

Furthermore, Industrial Safety, Environment and Sustainability local teams interact on a permanent basis with global teams to join forces with the other regions where Bunge works.

We work systematically to keep a safe environment. We perform different types of activities: audits and inspections to verify various safety aspects, committee meetings, trainings, events, promotion campaigns.

• Always put safety ahead of profits and production. • Use this rule to control high potential exposures: STOP. THINK. PROTECT.

“At Bunge Southern Cone, safety is our main priority. We focus our management on the well-being of all of our workers and their families. That is why, in 2016, we strengthened our bonds by holding events in which we promote our values and conduct to back our zero incident culture”. Eduardo Mualem Bunge Southern Cone’s Safety, Health and Environment Executive Manager

4 High Potencial Exposures (or HPE) are occupational risks that, if not managed properly, are highly likely to cause a fatal incident or an injury that affects people’s lives.

SUSTAINABILITY REPORT 2016

BUNGE’S GLOBAL INDUSTRIAL SAFETY MANAGEMENT SYSTEM5 Bunge has its own Global Industrial Safety Management System, adapted to the Company’s needs and applicable to all operating units in the world. In 2016, this system was updated in Bunge Southern Cone to increasingly adjust the audits, and to add issues regarding Process Safety and High Potential Exposures (HPE). The requirements of this

system are periodically assessed by following an external audit program. Its 12 elements or pillars are:

BUNGE SOUTHERN CONE’S GLOBAL INDUSTRIAL SAFETY MANAGEMENT SYSTEM (BGSMS) Behavioral task observation.

Analysis of critical tasks and procedures.

Rules and work permits.

Emergency preparedness.

Communication and promotion.

Knowledge and skill training.

Leadership and Administration.

Planned inspections and maintenance.

Health control.

Incident investigation and analysis.

Engineering and Purchasing Controls, Contractors.

System evaluation.

GLOBAL SAFETY CAMPAIGN - STAND FOR SAFETY Since 2005, more than 90% of the fatal incidents in Bunge have been caused by 5 High Potential Exposures:

WORK AT HEIGHT 5

HAZARDOUS ENERGY

MOBILE EQUIPMENT

CONFINED SPACES

The Global Industrial Safety Management System is internally identified with the acronym BGSMS – BSC.

HOISTED LOADS

PRODUCING VALUE

Due to these events, Bunge has been working with the 5 High Potential Exposures since 2014, raising awareness and promoting its prevention. In 2016, we kept reaffirming our commitment to safety by implementing Phases 3 and 4 of the global campaign. We also promoted STOP. THINK. PROTECT. and the early or proactive detection of HPEs using convenient tools for workers and leaders. The execution of these Phases was verified using a tracking system. Phase 3’s goal was to strengthen the commitment between the supervisor and the worker by promoting safe work practices and instilling the principles and conducts necessary to reach a Zero Incident Culture.

The core concept was the Stand for Safety6 website, which has a library where you can find talks about different topics regarding the 5 HPEs.

Thanks to the efforts of each Leader and thorough tracking, we were able to complete 100% of Phase 3’s modules of the Stand for Safety campaign.

946 industrial workers attended over 50 informative talks about HPEs, which were given in a simple and practical format. Phase 4 focuses on the role that each worker has regarding the safety of every person working. That is how the “Momentos Decisivos” (Defining Moments) campaign was created. Its goal is to raise awareness about HPEs so they can be controlled and eliminated. Every day, we face moments in which the decisions we take make a difference; for example: following the right procedures, paying attention to exposures, double checking working conditions. These are the Defining Moments: you have to recognize them and apply the STOP. THINK. PROTECT. concept to prevent incidents.

Stand for Safety: name of the main program that raises awareness about occupational safety and health.

SUSTAINABILITY REPORT 2016

“Stop Work”7 stories: these stories are about workers who stopped working due to safety issues. Through a communication, they share the lessons they learned, and we reinforce the conduct to stop work.

EVENTS Family Safety Day The growing culture of safety and solidarity in Bunge is spreading naturally beyond its industrial facilities, reaching families and communities. So much so that Family Safety Days took place place at San Jerónimo Sud and Tancacha Industrial Complexes. The main goal of these events is to gather families and share the space where Bunge’s employees work everyday. Since Safety is a priority to the Company, that was the theme of the event. In it, awareness was fostered to encourage a prevention culture. Recreational spaces were created for children to learn by playing with their parents. Activities focused on home and road safety were carried out. There were also booths that showed different aspects of work safety: institutional, personal protection elements, medical service, and fire brigades, among

others. Other activities included a tour around the facilities to give families the opportunity to know the industrial processes and the daily work that takes place there, and an emergency drill, where the brigade members8 showed their fire extinguishing skills, leaving families in awe.

The event was attended by over 350 people among relatives, volunteers and workers.

7 Bunge’s employees have the right and the obligation to stop working when the task is too risky or when something, in their opinion, is not safe or right. 8 Brigade members are trained workers who are ready to act in case of emergency.

PRODUCING VALUE

Emergency Brigade Meeting Emergency Brigade Meetings have been taking place since 2004. They are coordinated by the Safety, Health and Environment department, and they are part of our own health and industrial safety management system. The goal is for brigade members to improve their skills to face several types of emergencies. They exchange experiences and strengthen trust and team work. The last edition, the eleventh, was held in Terminal 6, Joint Venture of which Bunge is a part. Members of 12 fire brigades were part of this meeting. So far, it has been the largest number of participating brigades. Representatives from various public and private organisms also attended. For example, Volunteer Fire departments, Hospitals, Civil Defense, local emergency groups, and members of the work risk insurance company.

SAFETY AWARDS In 2014, Bunge implemented a global safety award program, which evaluates two categories based on the performance during the previous year: Best Plant: it is given to those industrial or port facilities that stand out for having performed proactive safety activities focused on the High Potential Exposures (HPE), and that put safety ahead of profits and production. Best Stop Work: it is given to the person who reported the best case in which work was stopped for safety reasons. The goal of both awards is to honor teams and workers, and to identify and share good safety practices worldwide. Bunge Southern Coneâ&#x20AC;&#x2122;s winner selection is done by voting. The people who vote are: local and regional Managers, Safety, Health and Environmental

Corporate Management, and Presidency. Then, the local winners compete for the prize at a global level. In 2016, the Best Plant award was given to Piquete Cabado Grain Elevator, and Mauro GĂłmez, from BahĂa Blanca Terminal won the Best Stop Work award.

SUSTAINABILITY REPORT 2016

Safety Proactive Indicator Bunge Southern Cone tracks safety proactive indicators. These represent the efforts of the organization to prevent unwanted near misses. From the management point of view, these indicators are the most useful because of their preventive nature. They compare the performance with set standards, allowing the detection of current management strengths and weaknesses.

These seven indicators are combined into one final formula to create the Safety Proactive Indicator. The ideal score is 1 (maximum condition); the higher, the better. The maximum condition is reached when the goal of each indicator is 100% fulfilled. The seven proactive indictors and their respective goals are:

Hours of training on safety and health.

1 hour of training a month per employee.

Hours of training on safety and health.

1.5 hour a month per brigade member.

Number of 10-minute talks delivered by middle management and supervisors.

2 10-minute talks a month per member of middle management or supervisor.

Implementation of risk warnings (detection of substandard or out-of-standard 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 member of middle management or supervisor.

Amount of meetings of the internal committees for incident prevention.

1 meeting a month.

PRODUCING VALUE

EVOLUTION OF THE SAFETY PROACTIVE INDICATOR 1 0.9 0.8 0.7 0.6 0.5 0.4

2014

0.91

0.1 0

0.91

0.2

0.92

0.3

2015

2016

Note: the published measurements are the ones that appear on Bunge Southern Cone’s 2015 Citizenship Report because the scope of the indicator remains the same. The Safety Proactive Indicator includes the following facilities: Puerto General San Martín, Ramallo, San Jerónimo Sud, Tancacha, Campana and Terminal Bahía Blanca.

INTERNAL COMMITTEES FOR INCIDENT PREVENTION AND JOINT COMMITTEE FOR SAFETY AND HEALTH – MIXED COMMITTEE In 1999, the Internal Committee for Incident Prevention and/or the Joint Committee for Safety and Health were created. Both hold a monthly meeting, and its tracking is performed using the safety proactive indicator. In said committees, among other activities, workers ask questions and make suggestions regarding safety and health, foster the involvement in prevention and execution initiatives, help prepare procedures and rules of the area, facilitate its transmission and monitor the efficiency of its implementation, and cooperate with the investigation and analysis of incidents and near misses. Joining these committees is voluntary. They are represented in every Bunge industrial complex and every grain elevator in Argentina. 100% of the union workers that work in the industrial complexes of the province of Santa Fe, governed by Law 12.919, and of Buenos Aires, governed by Law 14.408, are represented by the Mixed Committees on Occupational Safety and Health.

The main goal of these committees, which meet on a monthly basis, is to encourage the dialogue and cooperation between the Company and its workers represented by their labor union. They also support safety management by providing technical advice, coordinating safety inspections, cleaning, recommending needs in said matter, and forming a group to analyze, discuss and exchange experiences and issues related to work safety and health within the Company’s Safety and Health Policy. The issues discussed in these meetings are written in the minutes, and then published in different media to inform the interested parties.

SUSTAINABILITY REPORT 2016

CARDIO RESCUE AREAS Puerto San Martín Industrial Complex has a Cardio Rescue Area certificate, which was given by Fundación Cardiológica Argentina. In 2015, San Jerónimo Sud Complex received the same certificate. The goal of the Foundation is to provide international assistance standards and formal accreditation to respond promptly in case of a cardiac emergency. Bunge reaffirms its commitment to their workers’ health by having facilities that are prepared to provide an early cardiac response.

GLOBAL SAFETY MANAGEMENT Bunge Southern Cone is part of a Global Industrial Safety Team that is constantly working to join efforts with other Bunge regions in the world to develop a globally-shared vision. It uses a knowledge management system that aims at capitalizing what has been learnt through methodologies that help to gather knowledge, put it into practice and evolve as a sector, directly contributing to the Company’s overall progress. Following this work method, monthly teleconferences and face-to-face meetings are held to discuss several issues and try to reach a consensus. This way, Global Policies and Regulations are developed, Global Management System guidelines are established, indicators are defined, and other requirements are set. Some important topics of the year are:

• Tracking system to avoid repetition of serious and fatal incidents.It consists of performing the corrective actions that derive from investigating fatal or life-altering incidents that have occurred to Bunge workers, anywhere in the world, in any facility that has similar conditions. This way, based on the lessons learnt, actions are implemented to prevent the incident from happening again. • Reporting and investigating incidents in industrial processes. The causes of those events (such as incidents/fires/explosions) that meet any of the key criteria, for example, activating a response from an external service and/or evacuating part of a plant and/ or activating the external fireman crew and/or the emergency brigade and/or the plant being inactive for more than 6 hours, should be investigated and reported to the highest level in the organization.

• Development of global standards to achieve a safe driving of mobile and building equipment.

This team’s constant work has a positive local impact and reinforces Bunge Southern Cone’s safety management.

PRODUCING VALUE

CLIMATE CHANGE Sustainable Development Goal number 13 of the United Nations focuses on “take urgent action to combat climate change and its impacts”. It is one of Bunge Southern Cone’s most important SDGs. Climate change increases the risks associated with disasters such as droughts and floods. Thanks to researches conducted by the Intergovernmental Panel on Climate Change (IPCC), we know that the global carbon dioxide emissions have increased almost 50% since 1990, and that, between 2000 and 2010, that increase was higher than in the three previous decades. On the other hand, the world population grows and that means more people to feed using the same or fewer natural resources. For example, one of the challenges for the future is determining how to increase food production to satisfy the growing demand using less water. Energy also has a key role. It affects both environmental impacts and food prices.

A healthy environment is good for our business. Our responsibility is bigger than Bunge.

Crops and livestock use 70% of the total of water extractions. Nowadays, food systems use 30% of the world’s energy.

This challenge requires a more sustainable production, and Bunge Southern Cone can help with that.

“Agriculture has a major role to play in responding to climate change. While temperature rises pose a real threat to global food production, investments in all sectors of agriculture can simultaneously support climate change adaptation and mitigation while improving rural people’s livelihoods.”9 “The FAO and the 17 Sustainable Development Goals” Food and Agriculture Organization of the United Nations

Bunge, globally and locally, promises to contribute to mitigating climate change by meeting the long-term global environmental goals between 2016 and 2025.

9 “The FAO and the 17 Sustainable Development Goals”, Food and Agriculture Organization of the United Nations. http://www.fao.org/3/a-i4997e.pdf

SUSTAINABILITY REPORT 2016

GLOBAL ENVIRONMENTAL GOALS OUR 10-YEAR PLAN IS

AGGRESIVE AND REALISTIC WATER

These are big but achievable goals. Acomplishing them will improve our operations and help us meet new customer demands.

10%

*CO2 e/ton kilometer; 5 years

Overall

25%

WASTES

High Water Stress Regions

10%

Disposal

20%

Total Generation

EMISSIONS

10%

Logistics*

10%

Total Production

ENERGY

10%

Consumption

THE RIGHT APPROACH TO SUPPORT THE FUTURE

$ COST SAVING

ENVIRONMENTAL RESOURCE MANAGEMENT

FOOD & AGRICULTURAL SUSTAINABILITY

CUSTOMERS & CONSUMERS RELATIONSHIPS

COMMUNITY TIES

BUNGE SOUTHERN CONE MADE IMPORTANT PROGRESS AND, IN 2016, GOALS WERE ACHIEVED WATER

EMISSIONS

ENERGY

10.43% reduction of water consumption per ton produced.

1.73% reduction of greenhouse gas emissions per ton produced.

1.5% reduction of energy consumption per ton produced.

PRODUCING VALUE

WATER

2016

Total water consumption [m3]

16,380,984

Per source [m3]

2016

Water extracted from surface sources Water extracted from underground sources Water extracted from the public network

Water consumption per ton produced [m3/t]11

12,531,974 3,833,978 15,032

2015

2016

GOAL

4.22

3.78

< 4.639 2016

GREENHOUSE GAS EMISSIONS (GGE)10 Direct GGE [CO2 Ton] Indirect GGE [CO2 Ton] Total GGE [CO2 Ton]

Emissions per ton produced [KgCO2 /Ton]11

260,211 127,117 406,201 2015

2016

GOAL

90.40

88.84

< 95.30

ENERGY

2016

Direct energy consumption [GJ] Indirect energy consumption [GJ] Total energy consumption [GJ]

4,553,216 860,081.72 5,413,297.4

Direct Energy consumption per source [GJ] Natural gas Fuel oil / Heavy Oil Diesel

2016 4,327,090 213,717.01 12,408.3

Indirect Energy consumption per source [GJ] Electrical energy

Energy consumption per ton produced [GJ/Ton]11 10

2016 860,081.72

2015

2016

GOAL

1.265

1.246

< 1.339

No greenhouse gas compensations were made. The indicators of Emissions per ton produced, Water consumption per ton produced and Energy consumption per ton produced are measured without taking port terminals into consideration. They only include Industrial Complexes. Since the scope of the indicators published in BSCâ&#x20AC;&#x2122;s 2015 Citizenship Report is the same as this one, they are reported for comparative purposes.

SUSTAINABILITY REPORT 2016

QUALITY OF OUR PRODUCTS The challenge of feeding the world’s growing population must be reached in a sustainable way and by taking care of the planet. We also have to ensure the quality and safety of the products. In order to achieve this global goal, Bunge developed its food safety policy: Bunge is aware of its place in the food production chain, and that is why it pledges to produce and commercialize safe products for its expected use. To do this, it implements, develops, communicates, and continuously improves Food Safety Systems that meet the customers’ requirements, and comply with the legal rules of the job and with the Company’s policies.

Achieving food safety and nutrition improvement is part of Zero Hunger, one of Bunge Southern Cone’s most important Sustainable Development Goals.

Bunge Southern Cone is responsible for keeping their customers’ trust by ensuring that its products are safe and have high quality. Every process, product and service will comply with the applicable regulations regarding food safety.

MANAGEMENT APPROACH FSSC 22.000 Certification

In order to innovate food safety aspects, and motivated by the requirements made by new customers that facilitate the access to new businesses, the vegetable oil refining plants of Puerto General San Martín and San Jerónimo Sud Industrial Complexes received the FSSC 22.000 certification. FSSC 22.000 is a Food Safety certification scheme approved by the Global Food Safety Initiative (GFSI), an organization that assesses and approves the most demanding food safety schemes in the world. To fulfill the established requirements, it is necessary to have a scheme that is more demanding than the

others.FSSC 22.000 gathers the requirements of ISO 22.000 standard (“Food Safety Management Systems”) and ISO/TC 22.002-1 (“Food Safety Pre-requisite Program”), and some additional requirements of its own. To achieve this goal, Bunge Southern Cone’s certification process consisted of a long implementation stage, without external support, and two audit stages carried out by the auditing entity, in which the whole production process and the support areas were included.

100% of the refined vegetable oil production is monitored following the FSCC 22.000 guidelines.

PRODUCING VALUE

Other applicable certifications

12 13

GMP B2/B312

HACCP13

KOSHER

HALAL

Requirements needed for animal food production. It designs a food safety system that ensures quality throughout the chain.

It is a systematic preventive process to ensure food safety in a reasonable and objective manner. All risks of contamination associated with products are prevented at the physical, chemical and biological level across the supply chain processes to ensure safety.

Except for rice, every food product produced in Bunge Southern Cone complies with the precepts of the Jewish law.

Tancacha, Ramallo, Puerto General San Martín and San Jerónimo Sud industrial complexes comply with the requirements of the Islamic law.

Standard

Work Site

Procedures

GMP+ B2

San Jerónimo Sud Industrial Complex (Argentina)

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

Tancacha Industrial Complex (Argentina)

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

GMP B2/B3

Ramallo Industrial Complex (Argentina)

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

GMP+ B2/B3

Puerto General San Martín Industrial Complex (Argentina)

• Reception, storage, production and shipping of soybean pellets, soybean meal and soybean hull pellets, sunflower pellets and safflower meal. Production of oleines and soybean lecithin.

GMP+ B3

Buenos Aires Trade Office (Argentina)

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

Hernandarias Trade Office (Paraguay)

• Commercialization of soybean meal and soybean hull pellets.

Bunge Agritrade Trade Office (Uruguay)

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

Montevideo Trade Office (Uruguay)

• Commercialization of soybean meal for the animal food industry.

GMP stands for Good Manufacturing Practices. HACCP stands for Hazard Analysis and Critical Control Points.

SUSTAINABILITY REPORT 2016

Standard

Operations

Processes

HACCP

Tancacha Industrial Complex (Argentina)

• Production of food grade soybean lecithin.

FSSC 22000

San Jerónimo Sud Industrial Complex (Argentina)

• Reception and storage of crude vegetable oil, refining, storage and shipping of bulk refined soybean oil.

Puerto General San Martín Industrial Complex (Argentina)

• Reception and storage of crude vegetable oil, refining, storage and shipping of bulk refined soybean oil.

Survey results to measure customer satisfaction In 2016, we started a process to measure customer satisfaction of those who bought oils, flours and pellets from San Jerónimo Sud. Great results were obtained, but the amount of answers was not enough to affect the overall results.

2016 MAIN ACHIEVEMENTS AND MANAGEMENT INDICATORS

100% of refined vegetable oil production is FSSC 22.000 certified.

Good Manufacturing Practices for Animal Food: Industrial Complexes adapted to the new SENASA14 requirements (registry of technical directors and additional requirements for food safety systems15).

The GMP B2/B3 Certificate was expanded in Puerto General San Martín Industrial Complex. Now it exports oleines and lecithins as ingredients for animal food.

Bunge Argentina obtained RNE16 and RNPA17 in Cayastá Industrial Complex, after purchasing them in 2016, complied with every applicable regulation, and registered in SENASA.

SENASA: National Service of Agri-Food Health and Quality (Argentina). SENASA’s resolutions Number 594 and 592. 16 RNE: National Business Registry. 17 RNPA: National Food Product Registry. 15

PRODUCING DEVELOPMENT

SUSTAINABLE AGRICULTURE

21st-century value chains: Our commitment to achieve a more sustainable value chain In late 2015, Bunge announced commitments to enhance the sustainability of our value chains. Specifically, the Company committed to: • eliminate deforestation from our agricultural supply chains18 worldwide, employing tested methodologies that incorporate carbon and biodiversity protections,

• respect local and indigenous community rights and apply free, prior and informed consent for land purchases and use, • enhance the traceability and transparency of key supply chains over time, • publicly disclose progress on our efforts.

“The idea of what constitutes a sustainable agricultural value chain is evolving. Bunge is working with others to create systems that incorporate greater transparency and environmental conservation while maintaining the benefits of the efficient commodity markets on which the world relies”. Stewart Lindsay, Vice President, Global Corporate Affairs

Actions in 2016 In 2016, we performed pilot traceability studies and satellite analysis in 9 areas in Argentina, Brazil and Paraguay, which reflect different supply models and are also agricultural expansion areas. The results of these pilot studies show that the crop volume that has come from deforested areas in the last 10 years could be 10% of our supply in a particular region. The percentages vary depending on the region. Additional areas will be studied. We collaborate with the civil society, other companies and governmental entities to develop convenient decision-making tools that help identify environmentally-suitable farming areas for agriculture to expand. Bunge Southern Cone supported The Nature Conservancy programs whose goal is to preserve the land to mitigate the effects of 18 19

climate change. They are the Model of Regenerative Investment in Natural Capital in the Southwest of Buenos Aires (SOBA Project) and Collaboration for Forest and Agriculture (Gran Chaco). Furthermore, in Paraguay, together with Fundación Paraguaya, the Company implemented the “Lighting Lives” program to strengthen local indigenous communities19. Additionally, we developed strategic plans and informed our commitments through various channels, such as company reports, web page, interviews, and direct communications.

Bunge’s supply chains include both direct purchases from agricultural producers and purchases from third parties. Action expounded in the Producing Talent Chapter.

SUSTAINABILITY REPORT 2016

Strategic Plans In 2017, we will focus our actions on three areas: value chain traceability development, identification and expansion of “Go Zones”20, and incentive development for a sustainable expansion. New processes will be added to commercial planning, hiring and governance. Regions with a high potential risk due to the change in land-use will be a priority. Principles and support The successful elimination of deforestation in agriculture will require aspects and commitments that are not applicable yet. Bunge will keep promoting these principles from every organizational level, in all of its communications and in its public participation. Our intention is to improve constantly. The goal: making important progress in the immediate future and fully achieving our purpose in every area between 2020 and 2025. More information: https://issuu.com/bungeargentina/docs/cadena_de_ valor_sustentable?e=3728281/43345232

BUNGE SOUTHERN CONE TOGETHER WITH THE NATURE CONSERVANCY Model of Regenerative Investment in Natural Capital in the Southwest of Buenos Aires Four years ago, with the aim of reverting soil degradation and improving adaptation to climate change, TNC21 developed an agricultural and financial model that allows small and medium rural producers of the Southwest of Buenos Aires to receive a regular agricultural income and, at the same time create an improvement, through natural capital, of the ecological functions of their land and the region, indirectly strengthening the rural social fabric. This means that, in addition to being profitable, the agricultural activity to be carried out will need to adjust to long-term imperatives related to sustainability, always keeping investment in natural capital as a priority over short-term income.

Collaboration for Forests and Agriculture The goal of this program is to increase resources and strategic coordination to help market leaders implement commitments for deforestation-free beef and soy. Collaboration for Forests and Agriculture (CFA) aspires to reduce complexities and lower the costs associated with the implementation of those commitments. The project specifically focuses on the private sector and its voluntary commitments to implement production chains and/or deforestationfree supply in the Gran Chaco (in Argentina and Paraguay), and in Amazonia and Cerrado (in Brazil).

The model is at an advanced development stage. It could practically be implemented on large surfaces (100,000 hectares) in 2018/2019.

20 21

“Go Zones” are areas, surfaces or regions that are suitable for sustainable agriculture. TNC: The Nature Conservancy.

PRODUCING DEVELOPMENT

Balanced fertilization to increase production and quality while preserving the land Agriculture’s challenge is to keep increasing production and improving quality, and, at the same time, preserving the environment for future generations. During the last years, in Argentina, grain production and fertilizer consumption have come to a standstill. In that sense, the 2016 campaign marks a turning point because fertilizer consumption grew 40% (from 2.5 million tons in 2015 to 3.5 million tons in

2016), and 120 million tons of grains were produced, with a projection of 130 million tons in 2017. One of the reasons for this growth is the economic measures adopted by the current local government. These significantly improve competitiveness and the supply-product relations for every grain crop.

4,000,000

130,000,000 120,000,000

3,000,000

100,000,000

2,500,000

80,000,000

90,000,000 70,000,000

2,000,000

60,000,000 50,000,000

1,500,000

40,000,000

1,000,000

30,000,000 20,000,000

500,000

10,000,000

Grain Production

Source: Minagri, Fertilizar and own data.

In 2016, Bunge Southern Cone maintained its own lines of investigation as well as those followed with important members of the sector, associations and universities. Generating knowledge based on the trials conducted is essential for farmers to validate and facilitate the beneficial decision-making process. New soy tests were added in “Bunge’s Proposal” (Propuesta Bunge), which backed the already obtained results. Some of them were even news content published in well-known media.

Fertilizer Consumption

2017

(estimate)

2016

2015

2014

2013

2012

2011

2010

2009

2008

2007

2006

2005

2004

2003

0 2002

Tons of grain production

110,000,000

2001

Tons of fertilizer consumption

3,500,000

SUSTAINABILITY REPORT 2016

Area

Number of Trials

Producer Performance (kg/ha)

Bunge’s Proposal Performance (kg/ha)

Response Kg/ha

3,510

3,760

250 (7%)

3,914

4,657

742 (19%)

3,527

4,158

631 (18%)

Southeast Buenos Aires

3,623

4,129

506 (14%)

Southwest Buenos Aires

1,427

1,703

276 (19%)

3,506

4,022

516 (15%)

Northwest La Pampa - Córdoba North Buenos Aires - South Santa Fe Midwest Buenos Aires

Total / Average

Traditionally, the research dissemination is carried out in different areas, with technical notes in social media and training sessions for farmers. In 2016, these activities were performed: over 20 Field Sessions, 10 Technical Update Sessions, over 65 Workshops, 2 visits to Ramallo Plant, and participations in more than 10 Congresses. In 2016, we continued generating and communicating new Agro-Files (Agro Expedientes), the new section in bungeargentina.com (http:// www.bungeargentina.com/es/novedades/nuevosagro-expedientes-de-rendimiento-sumamos-masexperiencias) launched in 2015, where we collect trials performed and/or sponsored by the Company. In Agro-Files, the user can search by region or crop and find research experiences applicable to their work area. This tool concentrates all of Bunge’s research, and it keeps the community updated. In 2016, 25 new Agro-Files were generated, adding new crops like barley, tomato, potato and cotton.

PRODUCING DEVELOPMENT

Crop

Line of Investigation22 Response to:

Provinces

WHEAT WHEAT-SOY SOY CORN RAPESEED BARLEY TOMATO POTATO COTTON

N, P, S and Zn N, S and Zn P and S N, S and Zn N, S and B N P P N, S, B and P

Buenos Aires, Santa Fe and Entre Ríos Buenos Aires and Entre Ríos Buenos Aires, Santa Fe and Córdoba Buenos Aires, Santa Fe and Córdoba Buenos Aires Buenos Aires Mendoza Mendoza Chaco

Furthermore, Agro-Files are communicated via mailing and web apps to every customer and every subscription in media that the Company sponsors.

Number of Files 15 14 28 11 1 2 1 1 1

Continuous improvement of the environmental management Environmental Management Systems are useful tools to reduce and control environmental impacts. The ISO 14.001 international standard provides the requirements necessary to implement these systems, whose goal is to achieve a continuous improvement regarding environmental impacts that derive from production by identifying and managing environmental risks. The certification process of Bunge Southern Cone’s Environmental Management Systems is in progress. This reaffirms the commitment to protecting and preserving the environment. In 2016, San Jerónimo Sud Industrial Complex certified its system under the new version of the ISO 14.001:2015 standard, which focuses even more on life cycle analysis, environmental risk management, and environmental performance improvement.

ENVIRONMENTAL MANAGEMENT Bunge conducts its business promoting the preservation of the environment, and does its best to achieve that to improve the wellbeing of the communities where it works.

The Environmental Management System of Ramallo Industrial Complex and Port Terminal was certified in 2014.

3,722,813.2 dollars were invested in environmental management in 2016.

B: Boron; K: Potassium; N: Nitrogen; P: Phosphorus; S: Sulfur; Zn: Zinc.

SUSTAINABILITY REPORT 2016

both the adaptation to the place and the effluent were suitable, and it also enabled the design to be more effective at full scale. In 2017, we will continue our way to the final implementation. Carbon and Water Footprint Training Each and every one of our daily actions comes with a number of greenhouse emissions that, combined, make up our carbon footprint. Carbon footprint has a direct impact on the environment and climate change. Each and every one of our daily actions also comes with a water footprint. This footprint is the total volume of fresh water used to produce raw material, goods, and services. Bunge commits to determining the carbon footprint of its main products. This task entails the involvement of different links of the logistics and production chain. For this reason, a training session was held in the offices of Rosario, Argentina for representatives of several areas (Origination, Logistics, Food and Ingredients, Fertilizers, Production, Corporate Social Responsibility, and Environment) to understand said goal. This session was given by the Consejo Empresario Argentino para el Desarrollo Sustentable (CEADS). Artificial wetlands: imitating nature to purify effluents Artificial wetlands are engineering systems designed and built to remove water pollutants through natural processes. They are designed to take advantage of the processes that naturally take place in wetlands, but under controlled conditions. The study to implement this effluent treatment system in Campana Industrial Complex started in 2015. Through a technological transference agreement with expert researchers from Universidad Nacional del Litoral (UNL), studies were performed in the university laboratory to determine the most suitable wetland for a particular effluent. It also determined the substratum and the vegetable species that will best adapt to that effluent; in this case, liquid ammonia (NH4+). At this stage, the average removal was 90%. After performing the first stage, pilot-scale tests were carried out to assess in the field the performance of the vegetable species selected in the previous stage. Tests and trials continued in 2016, but they were not implemented at full scale. The delay was due to operational problems in the plant and adverse weather conditions. Despite these unexpected events, the vegetation development allowed for knowing that

Container management together with Campo Limpio Bunge and AsociaciĂłn Civil Campo Limpio, from Uruguay, are partners. Campo Limpio manages the agrochemical and fertilizer containers that its associates use in the market, ensuring their final destination. Nowadays, it includes over 70 companies that import and/or formulate agrochemicals and fertilizers. In 2016, a total of more than 7.5% drums and more than 130% fertilizers bags were recovered by the organization compared to 2015. Campo Limpioâ&#x20AC;&#x2122;s management in 2016 prevented tons of plastic bags from being open burnt, which would have generated emissions equivalent to those produced by 1000 cars operating for one year.

PRODUCING DEVELOPMENT

Raising awareness The Company’s commitment to preserving the environment is informed and extended to its workers by using internal communication tools. The issues discussed in 2016 were: • Responsible water consumption • Environmental awareness workshop • Responsible electrical energy consumption • Used vegetable oil recycling

Indicators

WASTES 3% increase of waste with non-sustainable management per ton produced

Waste by type and treatment method, in tons and percentages

Special Waste Special Waste – Incineration Special Waste – Landfarming Special Waste – Landfill Special Waste – Recycling Special Waste – Reutilization Waste Total

Inert Industrial Waste / Assimilable to Urban Waste Internal Storage Compost Fertilization Landfarming Other treatment Recycling Landfill Reutilization Non-hazardous Waste Total

2016 48.3 115.2 733.8 10.3 135.0 1042.6

5% 11% 70% 1% 13% 100%

2016 0 6,377.2 0 553.9 0 461.2 1,496.5 911.5 9,800.4

0% 65.07% 0% 5.65% 0% 4.71% 15.27% 9.30% 100%

SUSTAINABILITY REPORT 2016

Overall totals

2016

Sustainable waste management Non-sustainable waste management Waste total [Ton]

Waste with non-sustainable management per ton produced23 [kg/ton]

78% 22% 10.843

2015

2016

Goal

0.19

0.29

<0,3

COMMUNITY DEVELOPMENT Bunge strives to be socially responsible by preserving environmental balance and collaborating with the economic and social development of the communities where it works. The Company’s Corporate Social Responsibility management relies on policies, commitments, goals and values that give meaning to processes, programs and initiatives. 100% of Bunge’s sites have implemented Social Responsibility programs.

UNITED NATIONS GLOBAL COMPACT In 2015, Bunge, at a global level, entered into the Global Compact. In order to help spread the principles of the United Nations Global Compact, Bunge Southern Cone supported the XI Seminar, which took place in Rosario, Argentina.

A management that focuses on… • Bunge Award to Academic Excellence • XXI Century Rural School • Games in the Preschool Classroom • Educational leaders • Educational scholarships • Reading Marathon

HEALTH AND HEALTHY DIET

• Avia Terai with no Chagas • Mini Doctors in action • Hospital Management • Learning to eat in kindergarten

SOCIAL INVESTMENT

• Lighting Lives • Donations • Corporate Volunteering • Scientific Coffee • Good Nutritional Practices

ENVIRONMENT

• Vegetable Oil Recycling Program • I recycle in offices • Bunge Native Trees Program

COMMITTED TO A HAPPY CHILDHOOD

• Bunge Award to Academic Excellence • XXI Century Rural School • Lighting Lives • Educational scholarships • Diversity & Inclusion: 2017 Children’s Day

SYNERGY AND COMMUNICATION MECHANISMS

PRODUCING DEVELOPMENT

EDUCATION

23 The waste per ton produced indicator is measured without taking port terminals into account. It only includes Industrial Complexes. Since the scope of the indicator published in BSC’s 2015 Citizenship Report is the same as this one, it is reported for comparative purposes.

PRODUCING DEVELOPMENT

EDUCATION

“The Company is strongly committed to supporting and fostering education because it considers it to be one of the transforming pillars of social reality”. Walter Savarecio Bunge Southern Cone’s CPO, Communications and CSR Director

Bunge Award to Academic Excellence winners towns countries

88 5 2

It is intended for students and graduates who achieved the best academic performance. They come from Tancacha (province of Córdoba, Argentina), Ramallo District (Province of Buenos Aires, Argentina) and Puerto General San Martín and San Jerónimo Sud (both in the province of Santa Fe, Argentina), and Curuguaty (Department of Canindeyú, Paraguay) with the best academic performances. For nine years in a row, the Bunge Award to Academic Excellence has rewarded the best average scores in primary school, secondary school, college, and university from the aforementioned towns.

In 2016, 88 children, teenagers and young people were awarded.

SUSTAINABILITY REPORT 2016

XXI Century Rural School rural schools 11 children 182 teachers and directors 15 The educational quality in rural schools is one of the most delicate issues in Uruguay. 6 out of 10 rural schools are classified as unfavorable sociocultural environments, providing the lowest academic results of the country. XXI Century Rural School is an educational program run by Fundación e.dúcate Uruguay. It is supported by Reaching U and sponsored by Bunge Southern Cone. It focuses on strengthening the educational offer in the rural communities of Soriano Deparment. These organizations join forces to make sure that children and teenagers of the rural communities enjoy their right to education, and to deter child labor. XXI Century Rural School promotes a learning space implementing on-site workshops, online courses, process accompaniment, educational kits, classroom supplies, and new technologies. Using these technologies in class will foster a cultural and creative development that will provide an effective learning process for children.

FEEDBACK “A school that uses technology to go farther, to learn in depth, and to create with more freedom is a school of the XXI Century. It is a space where teachers and children can prepare for the future”. Mónica Girolami, Director Operations, e.dúcate Uruguay

“Being able to see that the Company’s contribution is in good hands was a great experience! It was exciting to see the enthusiasm shown by rural teachers when they were learning to use the new tools!”. Martín Eraña, Bunge Uruguay’s Corporate Volunteer

PRODUCING DEVELOPMENT

Games in the Preschool Classroom

Educational Leaders

children 1900 teachers and directors 120 kindergartens 12 locations 2

Together with Fundación Córdoba Mejora, Bunge Southern Cone implemented, in Tancacha, Argentina, the Education Leader Training Program. It is based on a mentoring methodology, through which, for 3 years, corporate volunteers help high school directors develop management, planning and leadership skills, pedagogical innovation, and a link between School, Company and Community.

The support and development program for preschool level, which started in 2010, aimed at making the pupils of the 12 kindergartens of Bahía Blanca and Ingeniero White in Argentina live new playing experiences in accordance with the current curricular norms. In 2016, a program of training and refresher courses for teachers was conducted, which, in conjunction with the local officials of the provincial educational system, it was planned and delivered by subject matter experts who belong to the Organization of Ibero-American States (OEI). Bunge Southern Cone, Bahía Blanca Terminal and Fundación Bunge y Born supported the proposal in order to enhance the educational offer of this schooling level.

SCHOLARSHIP PROGRAM IN ARGENTINA TOGETHER WITH FUNDACIÓN BUNGE Y BORN POST DOCTORAL SCHOLARSHIPS FUNDACIÓN BUNGE Y BORN 20 young scientists on scholarship whose work involve Veterinary, Physics, Agronomy, Molecular Biology, Biotechnology, Biological Chemestry, Plant Ecology, Industrial Process Engineering and Chemical Engineering.

140 Post Doctoral scholarships have been granted since 2010.

Reading Marathon 2016 schools Reading corners books

65 3 600

Together with Fundación Leer, Bunge invited the educational community of Ramallo District (Argentina) to be part of the 14th edition of the National Reading Marathon. The Company also donated three reading corners (each one consisted of 200 new books for children and teenagers), and an online training in how to set up and sustainably use a “Reading Corner”, offered by Fundación Leer.

CHEMICAL ENGINEERING AND NURSING STUDENTS 183 students on scholarships between 2012 and 2016. They all completed their studies in Instituto Tecnológico de Buenos Aires (ITBA), Cruz Roja Rosario and Instituto Superior Particular Incorporado Garibaldi Nº 9231 (ISPI).

SUSTAINABILITY REPORT 2016

HEALTH AND HEALTHY EATING

“As a food and ingredients supply company, teaching people to eat healthily is one of our goals”. Ramón Fernández Asenjo Bunge Southern Cone’s Food and Ingredients Director

Avia Terai with no Chagas With 8 to 12 million people infected in the Americas, Chagas disease constitutes the main infectious disease in terms of the burden disease generated due to disability. In Argentina there would be approximately from 1,6 to 2 million infected people and around 300,000 would suffer from heart and digestive disorders. The Great Chaco and adjacent areas extending over Argentina, Paraguay and Bolivia are hyperendemic to Chagas disease, being the Triatoma Infestans the main vector, commonly referred to as vinchuca24 or chichá25. The unresolved problems shared by the whole region are the re-infestation observed after the residual application of pesticides in an attempt to eliminate the vector; the lack of a monitoring system to face this recurrent challenge that in a few years has taken back the control status to the pre-intervention level; and the big number of people infected by Trypanosoma cruzi26 with no access to serological diagnosis and etiological treatment, especially at rural and peri-urban levels.

domestic infestations in Avia Terai (Chaco province, Argentina) and the lessening of the disease burden in inhabitants through diagnosis and etiological treatment of the local residents. These objectives involve the development of a sustainable vector monitoring system based on wide local sector participation; access to serological diagnosis and etiological treatment to the local residents; and the strengthening of the local health and education systems. The program started in 2015 as per the agreement between Bunge Southern Cone and Fundación Bunge y Born to collaborate with Laboratorio Eco-Epidemiología (FCEN-UBA27 /CONICET28), in cooperation with the Nation and Chaco Province Chagas Control Programs and with the support of Chaco’s Ministry of Education in order to ensure the disease comprehensive approach in Avia Terai. The activities undertaken are described below:

“Avia Terai With No Chagas” aims at the sustainable elimination of Triatoma infestans domestic and peri-

Common name in Argentina, Bolivia, Chile and Uruguay. Common name in Paraguay. 26 Parasite, etiological agent of Chagas disease. 27 Faculty of Exact and Natural Sciences of the University of Buenos Aires. 28 National Council for Scientific and Technological Research. 25

PRODUCING DEVELOPMENT

Spraying of infested houses and outskirts.

2015

Napenay: Evaluation and 100% spraying of rural homes.

Spraying of the houses “reported” by the vinchucas detectives in Pampa Grande.

Avia Terai with No Chagas stand in Avia Terai`s party and Bicentennial celebration.

Blood draw in rural schools of Pampa Regimiento and Pampa Grande. Vinchuca Detectives.

Formal presentation of all results to the community and closing ceremony with signing of memorandum of agrement

COMMUNITY

2016

EDUCATION

CENSUS

SPRAYING

Demographic census, socio-economic and environmental survey and entomological assessment of 90% rural homes. Results: 45.8% of vinchucas presence in homes.

“Vinchucas detectives”. Education program for urban schools of Avia Terai and Pampa Grande. Teacher training. Artistic activities development such as mural painting.

SPRAYING

100% of infested urban homes and outskirts were evaluated and sprayed.

EDUCATION

“Vinchucas detectives”. Education program for rural schools in Avia Terai.

SPRAYING

DIAGNOSIS

Pilot test: blood draw in 5 out of 8 rural schools in Avia Terai. Information of results and starts of treatments.

CONTROL

Spraying and monitoring impact evaluation in Avia Terai and rural Napenay. Presentation of results to the community.

Impact Evaluation: a 20.7% of re-infested homes between 5 to 11 months after spraying was detected. Diagnosis was made and 413 people received medication.

In an 11 workstations-tour and guided by senior medicine and nursing students, visitors aged between 8 and 12 years old become “mini doctors” who, by using especially adapted medical equipment, seek to establish the diagnosis of a fictional patient with symptoms similar to those they have once experienced themselves.

Mini Doctors in Action public and private educational institutions participating kids

40 3.600

Bunge Southern Cone, Bahía Blanca Terminal and Fundación Bunge y Born sponsored this health education activity organized by FundaSur, CONICET29 Bahía Blanca, the Department of Health Sciences at Universidad Nacional del Sur, District Inspection Head Office of the Ministry of Education of Buenos Aires and the Secretariat of Health of the Municipality of Bahía Blanca.

Mini Doctors is an interactive workshop which aims at showing how Science and Medicine contribute to child’s health care. The exhibition was open from April to June 2016 in Bahía Blanca, Argentina. https://www.youtube.com/watch?v=HU6Dp-1bMsE

Ibídem op cit.

SUSTAINABILITY REPORT 2016

Bunge Southern Cone, Fundación Bunge y Born and the CEPEA30 team, along with Municipality of Puerto General San Martín made it possible to carry out all the activities in the kindergarten.

SÚPERSALUDABLE

Hospital Management Bunge Southern Cone and Fundación Bunge y Born remain committed to Hospital Municipal de Tancacha, providing both counseling to the organization and space optimization in the Hospital Pharmacy Service in order to facilitate the storage and dispensing of medicinal products for in-patients and out-patients, thereby providing a better service. Furthermore, vaccination and healthy eating campaigns were conducted. Learning how to eat at kindergarten Fostering greater consumption of fruit and vegetables, water instead of sugary drinks and offering healthier alternative options to the consumption of cookies and sweets were the main objectives of the Healthy Eating Program, which was developed over two years in Jardín de Infantes Nº 57 of Puerto General San Martín, Argentina. That is how all the kindergarten pupils participated in the Little Cooks Workshop (Taller de Cocineritos) learning recipes and cooking by themselves. Along with their parents, the kids wrote the Traveling Recipe Book and now they have their own farm thanks to the help of their teachers and the Municipal Garden Center. A puppet show and the “Healthy Spring” workshop on the importance of snacks were carried out among other awareness and promotion activities.

Theater plays, musical shows and games in Puerto San Martín and Tancacha, Argentina were the activities suggested by Súpersaludable, a character who teaches how to eat healthily. A packed audience of kids and teenagers danced and had fun with songs, sketches, gags and games intended to improve the healthy habits of families. Fundación Bunge y Born and the Municipalities of Puerto San Martín and Tancacha provided Bunge with the necessary resources to bring this nationwide show to the communities.

Centro de Estudios sobre Políticas y Economía de la Alimentación (Center for Policies and Economy Studies of Food).

PRODUCING DEVELOPMENT

SOCIAL INVESTMENT

“Investing in communities is one of the options that the Company takes into account to innovate and create more and better opportunities to help alleviate pressing issues like poverty”. Enrique Humanes Bunge Southern Cone’s CEO

Lighting Lives indigenous communities solar panels in homes and a school

3 40

Lighting Lives consists in providing Paraguay’s indigenous communities with renewable energy by installing solar panels. Energy is one of the necessary solutions to eradicate poverty and give these families a more decent life, since they will have electricity in their houses for the first time. Furthermore, this resource favors family economies, socially empowers community leaders, and respects the environmental balance.

Through their leaders, we worked with the families to raise awareness of the rational use of energy. They were trained in using that energy, in equipment maintenance, and, together with the experts, they installed the panels.

The program, which was developed with Fundación Paraguaya, benefited, in 2016, 10 homes and a school from the Ñande Yvy Pave (Peguajo Po’i) community, and 29 homes from the PaiTavytera (Hugau Ñandú) community. There are 48 pending installations for 2017. The overall goal of the project is to improve the life quality of the aforementioned indigenous communities. In order to measure that improvement, we use a methodology called “Poverty Stoplight”. This methodology is applied by Fundación Paraguaya at the beginning and at the end of the project, 6 months after the solar panel installation. https://www.facebook.com/pg/fundacionparaguaya/videos/?ref=page_internal

SUSTAINABILITY REPORT 2016

Donations

Corporate Volunteering

In 2016 Bunge Southern Cone contributed a total of U$D 685,184 in terms of social investment in and donations to the community.

In 2016, for nine years in a row, Bunge Southern Cone was part of “Productive Chain – Educational Links”, an educational and voluntary activity coordinated by the Chamber of Commerce, Industry and Services of San Lorenzo and surroundings. Since 2014, together with the Civil Society Organization 1 Minuto de Vos, it has organized “A Different Christmas”.

Donations by country

Argentina USD 945,838.12

Uruguay USD 24,000

Paraguay USD 6,000

Bolivia USD 500

Allocation of donations

Supportive Bunge benefited families

Education 75%

Community 6%

Environment 5%

Health 14%

United Nations International Children’s Emergency Fund.

300

Due to the tornado in Dolores, Uruguay, Bunge Southern Cone collaborated with Cruz Roja Uruguay, helping 100 families to return to their homes. Furthermore, Bunge joined Unicef31 to help 200 families affected by the serious floods that took place in the basins of these rivers: Paraná, Paraguay y Uruguay.

PRODUCING DEVELOPMENT

Scientific Coffee meetings between scientists and their community 10 Scientific Coffee, which lasted for 10 months in the city of Bahía Blanca, Argentina, involved monthly meetings between CONICET scientists32 and their reference community. The meetings took place outside the academic environment and over coffee, open debates and discussions were created between the speaker and the attending audience on topics related to the knowledge of the visiting expert. Scientific Coffee was supported by FundaSur, Casa Coleman, CONICET Bahía Blanca, Fundación Bunge y Born, Bahía Blanca Terminal and Bunge Southern Cone.

https://www.youtube.com/watch?v=TDhJO2ukPlA

Ibídem op cit.

NUTRITIONAL GOOD PRACTICES OBSERVATORY Bunge Southern Cone and Fundación Bunge y Born continue to support the research conducted by Center for Policies and Economy Studies of Food (CEPEA - Centro de Estudios sobre Política y Economía de la Alimentación), lead by Sergio Britos, Bachelor in Nutrition. The studies carried out on the quality of how Argentinean people eat reflect the gap between the national diet and a typical family`s diet. Recommendations to improve the diet are provided as well its monthly cost.

SUSTAINABILITY REPORT 2016

ENVIRONMENT

“Strengthening bonds with the communities where we work by working together to preserve the environment is one of the best things we could do as a Company”. Carlos Nowik Bunge Southern Cone’s Manufacture Director

I Recycle Vegetable Oil Recycling Program: Bunge’s workers have been collecting used vegetable oil since 2013 to recycle it. Thanks to the logistical support of Fundación FIEM, five schools joined this program: four from San Jerónimo Sud and one from Puerto General San Martín. This used vegetable oil is a waste that, under a sustainable management, is processed in industrial plants to produce secondgeneration biofuel33. The economic, social and environmental benefits of collecting used oil are:

Economic • Avoids costs caused by blocked sewers and pipes • Facilitates the reutilization of water in purification plants

Social • Reduces health risks and bad odors

Environmental • Reduces health risks and bad odors • Reduces greenhouse gas emissions • Fosters the use of environmentally-friendly biofuel

33 Second-generation biofuel: it is produced using biomass that comes from production process waste or from farming crops that cannot be used to supply the food demand.

PRODUCING DEVELOPMENT

I Recycle in Offices

Bunge Native Trees Program

The workers of the Buenos Aires Office collect plastic bottles, plastic caps, and all plastic in general. With the logistical support of Ando Reciclaje, the collected funds are sent to Fundación Reciduca. In this way, Bunge collaborates with the granting of scholarships to young people who are likely to drop out of school.

The program has been managed since 2012 and its goal is to recover our native environments by reforesting native trees. The program is technically and environmentally supported by Asociación Aves Argentinas. In 2016, Bunge donated native trees to Bandera’s City Council (Argentina) to recover the ones lost due to the floods that affected the town.

https://www.youtube.com/watch?v=ZGrREK-gJng https://www.youtube.com/watch?v=e1_01pt4ahk

SUSTAINABILITY REPORT 2016

COMMITTED TO A HAPPY CHILDHOOD

“Committed to a Happy Childhood is our mark that encompasses all of our actions and programs that protect and foster the rights of children and teenagers”. Walter Savarecio Bunge Southern Cone’s CPO, Communications and CSR Director

These actions and programs revolve around several children’s rights: the right to education; the right to play and rest; the right to participate in recreational activities; the right to special care; the right to grow physically, mentally, spiritually, morally and socially; and the right to live with their parents.

In order to make sure that these rights are not violated, Bunge has a Global Labor Policy that protects them. Furthermore, in 2016, in Argentina, the Company joined the Company Network against Child Labor, which is a public-private cooperation at the request of the Ministry of Labor, Employment and Social Security,and the National Commission for the Eradication of Child Labor (CONAETI).

Our management Family economy strengthening • Lighting Lives Educational Scholarships • Bunge Award to Academic Excellence

• Fundación Reciduca’s Scholarships

School assistance supplementary actions • Productive Chain • Games in the Preschool Classroom • Reading Marathon • Mini Doctors in Action • Learning to eat in kindergarten • Vegetable Oil Recycling Program • Avia Terai with no Chagas Educational institution strengthening • XXI Century Rural School • Computer donations • Teacher training • Educational Leaders • Vegetable Oil Recycling Program • Special donations in case of natural disasters Together with our workers • Special celebrations: Children’s day • Nursery benefit for mothers • First childhood protection programs • Bunge Award to Academic Excellence Together with our value chain • Dissemination of our Global Labor Policy • “Red Card for Child Labor” campaign • Participation in the “Child Labor and Value Chain” event

PRODUCING DEVELOPMENT

VALUE CHAIN

Our Value Chain

BUSINESS UNITS: Origination

Food and Ingredients

Agribusiness Customers and Suppliers

Logistics and Supply

Marketing and Distribution Fertilizers

Manufacture

Throughout the entire process: Risk Management Operational Efficiency Innovation IT

I+D HR Sustainability Safety

Customers and Consumers

SUSTAINABILITY REPORT 2016

The agrifood supply chain may be affected by weather, political and economic factors; at a local and international level; having an impact on both the Company and the communities. In order to reduce the manageable risks, Bunge Southern Cone commits to its supply chain to ensure its sustainability. • Origination customers (key raw material suppliers for all business units), who are more than 1,300 in the Southern Cone countries, are classified into natural persons and companies, and into brokers and direct customers34. At the same time, brokers have a great amount of customers35. 100% of the critical supplies for the Origination Management are provided by local suppliers.

“Supplier local development is key to the strategy of the agribusiness unit because the raw material reception sites are located in places that guarantee logistical efficiency”. Guillermo Marcotegui Bunge Southern Cone’s Origination Director It is very important to highlight the influence of our organization over the development of regional economies when hiring local suppliers. A local supplier is someone who adds value to products and services within the limits of the countries where the Company operates. That is why 97% of the non-production purchases belong to suppliers whose legal address is in the countries that are part of the Bunge Southern Cone region.

To Bunge, everything begins in the field. It builds strong relationships with farmers, country elevators and brokers, while obtaining oilseeds and grains that will be shipped worldwide. • In the Food and Ingredients business unit, the customers (raw material suppliers) were approximately 1,000 in the Southern Cone in 2016. 100% of the purchases in 2016 were made to local suppliers of the Southern Cone region. Active customers in the last link of the chain are divided by product, that is to say, rice and oil customers, animal nutrition customers, and glycerin, lecithin and oleine customers. • The Fertilizers Business Unit has more than 800 active customers in Argentina, Paraguay and Uruguay. They are divided into the following categories: country elevators, agro-industry, agronomy, cooperative, business producers, traditional producers, industry, export and competitor. In 2016, a total of 1,163,489 tons of fertilizers were supplied to the market. • Non-productive purchases suppliers, who are those that provide Bunge with goods and services that contribute to support the productive system, directly or indirectly. Bunge Southern Cone appreciates its suppliers. Its supplier choices are based on the quality of products and services, costs, trust, and experience.

34 35

COMMITMENT TO OUR CUSTOMERS In 2016, San Jerónimo Sud Industrial Complex was audited following the ethical business protocol for Sedex (SMETA) members. Since it complied with the standard, it became a sustainable supplier for any buyer. This way, the Audit of the Sustainable Supply Program of one of our main Food and Ingredients customer was completed. It obtained the best possible score (GREEN score: 100%) and it showed outstanding results in the responsible hiring and social compliance area. It also strongly supported the Supplier Ethical Code.

Bunge Southern Cone’s direct customers are farming producers, country elevators and consignees. Brokers’ customers are also farming producers, country elevators and consignees.

PRODUCING DEVELOPMENT

ORIGINATION PRACTICES It is important to emphasize that Argentina’s grain market is globally recognized for its levels of commercialization transparency. 93% of the soy purchases that Bunge made in 2016 in Argentina are within the regulatory framework known as “factory conditions”. This type of condition is the one used to negotiate 90% of the soy available in the country, and it is the raw material to produce oil and soybean meal. The soy that is purchased to be exported as bean (that is to say, without being processed) accounts for 7% and its commercialized under “chamber conditions”. Also, 100% of corn, wheat, forage barley and sorghum is bought under “chamber conditions”.

MONITORING AND TRACEABILITY: MANAGEMENT SYSTEMS Sustainable biofuel and biomass

ISCC certification The goal of the ISCC (International Sustainability & Carbon Certification) scheme, certified by Bunge Southern Cone, is to establish an international system that is practicable and transparent to validate the biomass and bioenergy that come from sustainable resources. The ISCC system seeks to reduce greenhouse gas emissions, foster a sustainable land use, protect natural habitats, and guarantee social sustainability. RFS II Program The United States Congress created the RFS II (Renewable Fuel Standard II) Program in an effort to cut greenhouse gas emissions and expand the production of renewable fuels, and, in this way, reduce the dependence on imported oil. We are working to implement this program in Argentina in order to comply with the regulations. The verifications cover the entire value chain: the field, country elevators, grain-crushing facilities, and biodiesel production plants.

2BSvs certification Bunge Southern Cone complies with the 2BSvs voluntary scheme. This certification mainly guarantees that the traceability of the sustainable production of biomass and biofuel meets the requirements established by the European Renewable Energy Directive to be used within the European Union. The certification scope is the commercialization of soy produced in Argentina and Paraguay. Bunge Southern Cone has a significant country elevator network that complies with the protocol. This certification has a 5-year validity, and it is annually audited.

SUSTAINABILITY REPORT 2016

Process chosen to obtain the certifications

Certification External Audit: Internal Audit: Selection of independent auditing entity: • Registered as certifier of the management system in question

• Creation of the internal auditing team • Planning and execution of the internal audits to detect errors before the certification audit • Error correction

Continuous improvement By the end of 2015, we started to analyze the viability of replacing 50-kilo bags with 25-kilo bags for granular urea to adapt them to the current ergonomic sizes, and to improve the load and download. As part of this analysis, at the beginning of 2016, a survey was conducted among the main customers that buy products in bags. The results showed a 91% positive perception.

• The certifying entity controls the sustainability of the production chain using procedure instructions and checklists. • Error correction within 40 days

PRODUCING TALENT

At Bunge Southern Cone, the organization’s culture, the management style and its people represent the distinguishing factors that daily contribute to make it the best integrated Agribusiness Company in the region. Its Human Capital management aims at attracting, developing and promoting the employees’ professional career by consolidating a highly-motivating work

environment in order to achieve the established goals. Bunge Southern Cone thinks it is vital to have respect for human rights, to create employment and a diverse and inclusive work environment, and to receive continuous training and education. It is also important for the Company to have employees that behave ethically and compliance with the stipulated rules.

QUALITY EMPLOYMENT

2.29%

Turnover Rate

New Hire Rate

Egalitarian Work Practices Bunge has a Global Labor Policy through which it establishes its commitment to use egalitarian work practices. One of the most important topics of the Policy is to respect workers’ rights, especially the right to freedom of association. It also complies with every applicable law regarding remuneration and work days in every place it works.

17.11%

Furthermore, it expects its business partners and suppliers to apply these principles by not accepting business relationships with suppliers that intentionally use child, forced or forbidden labor.

SUSTAINABILITY REPORT 2016

Wages, benefits and work hours Global Labor Policy Bunge Limited is committed to maintaining a healthy Bunge will comply with all wage and compensation requirements as defined under applicable local laws and safe work environment for its employees. and regulations for regular work, overtime, maximum The Company requires that its operations and hours and other elements of compensation and employees comply with all applicable laws, rules employee benefits. and regulations in the countries where it is engaged in business. Bunge’s employees also shall abide Employees shall, on a regularly scheduled basis, be by company policies, including Bunge’s Code entitled to at least one day off in every seven-day of Conduct and the principles contained in this period, except as required to meet urgent business Global Labor Policy. In addition, Bunge expects its needs. subcontractors’ and suppliers’ compliance with this Environment Policy and laws designed to protect their workers. Bunge will comply with all applicable environmental Bunge reserves the right to take any actions it laws, rules and regulations. Bunge’s employees also deems appropriate, including termination of shall comply with Bunge’s global Environmental employment and/or contractual relationships with Policy. third parties, in the event of reported violations of the Bunge Global Labor Policy, or applicable laws, Supplier Relationships Bunge’s suppliers shall ensure: rules and regulations. 1) that their operations, and those of their subcontractors and suppliers, comply with the Forced Labor Bunge will not use forced labor, whether in the form Bunge Global Labor Policy, and of prison labor, indentured labor, bonded labor or 2) that any housing that they, or their subcontractors otherwise. or suppliers, may furnish to their employees provides a safe and healthy living environment. Child Labor Bunge will only hire employees who meet local minimum age requirements, and under no circumstances should workers be employed under the age of 14. If apprentice or similar programs exist, they must be in compliance with all applicable local laws and regulations. Equal Opportunity: Diversity and Inclusion Statement of Purpose: Bunge serves the world by connecting harvests to homes. We are 35,000 employees across 40 countries whose many cultures, languages and backgrounds sustain our future. Being a diverse, multicultural team is part of our DNA Non Discrimination Employment at Bunge will be based on job-related and a conscious choice. We aspire to be inclusive, where each employee feels valued and respected. qualifications and skills. We know by creating this culture we will encourage engagement, promote our entrepreneurial spirit, Health and Safety Bunge will maintain a safe and healthy work and foster openness and trust, which are key to our environment in compliance with all applicable local growth and prosperity. laws and regulations. Bunge’s employees also will abide by Bunge’s global safety policies. Harassment and Abuse Bunge will provide a workplace in which employees are treated with dignity and respect, and will not tolerate any form of harassment or abuse.

Freedom of Association and Right to Collective Bargaining Bunge will respect the right to freedom of association and collective bargaining.

PRODUCING TALENT

Workers per Role

Younger than 30 Women

Presidency and Management Managers Area Leaders Supervisors and Coordinators Professionals and Experts Operational and Administrative Staff Total

0 0 0 3 22 14 39

Between 30 and 50

Men 0 0 0 6 36 186 228

Women 0 6 6 6 73 75 166

Older than 50

Overall Total

Men

Women

Men

2 34 29 107 160 917 1249

0 1 1 0 8 14 24

9 32 21 40 22 198 322

11 73 57 162 321 1404 2028

At Bunge Southern Cone, 20.19% of the women in the Company work in leadership positions, which accounts for 55% of the total of leadership positions.

Diversity and Inclusion: what do workers think?36

85%

of the workers thinks that the directors acknowledge and respect human differences Workers are treated with respect, regardless of the job they have

89%

There is no gender discrimination in the worksite The work environment is inclusive

To support our strategy of organizational growth, the Company must attract and keep the best talents.

89%

For this to happen, increasingly diverse and inclusive environments are needed.

The Companyâ&#x20AC;&#x2122;s salary structure is regularly monitored every 6 months, taking into account the fluctuations caused by inflation, and the market surveys. This supervision allows for detecting and correcting any income gaps that may appear.

Results of the 2016 Bunge Employee Engagement Survey for Bunge Southern Cone.

SUSTAINABILITY REPORT 2016

In 2016, just like in 2015, there were no recorded cases of discrimination in Bunge Southern Cone.

The goal is for percentages that indicate workers by gender to equate. This is achieved by having an organizational culture that appeals to everyone. When we talk about Diversity and Inclusion, we mean: better financial results, higher corporate reputation indexes, lower involuntary staff turnover, higher customer and supplier satisfaction, and better work team performance.

In 2016, just like in 2015, there were no recorded cases of discrimination in Bunge Southern Cone. 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.

INCLUSIVE TOYS TO CELEBRATE CHILDREN’S DAY Bunge has celebrated children’s day for over 15 years. In 2016, taking into account that diversity management is a priority, inclusive gifts were given. The distinctive feature of these gifts is that they can be used by boys and girls, and they have a dynamic that includes children with any individuality. These toys help us understand human diversity and build a better world. Over 1,800 children received an inclusive gift!

Inclusion at work for intellectually disabled people: Engagement Program There are not many job offers for disabled people. There are even fewer for people who are intellectually disabled. However, creating jobs for disabled people is one of the protected rights par excellence, mainly fostered by local legislation. The Engagement Program (Programa Compromiso) of Bunge Southern Cone is based on these premises and, within its corporate social responsibility management it offers work opportunities for this part of society. It has been a part of our Recruiting and Selection Policy since 2013.

To assure the effective 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. Their colleagues, supervisors and work teams also receive counsel to support the inclusive program.

PRODUCING TALENT

Disabled people were incorporated Southern Cone’s work sites that implemented the Engagement Program

Apart from the job creation, Engagement Program is an awareness and broadcasting program related to the importance of incorporating disabled people into work environments and its positive impact inside organizations. In order to achieve its inclusion goals, Bunge Southern Cone is supported by Asociación de Síndrome de Down de la República Argentina (ASDRA), Asociación para el Desarrollo de la Educación Especial y la Integración (ADEII) and Asociación Down Uruguay. Another core concept of Engagement Program is to hire non-productive purchase suppliers that show their commitment to respect for people with different skills, diversity and employment protection for disabled people.

http://www.bungeargentina.com/es/rrhh/experiencias/18097

TRAVELLING DADS IN TANCACHA In 2016, Bunge sponsored the “Travelling Dads” Group, as part of its commitment to including intellectually-disabled people. The “Travelling Dads” are part of the Asociación Síndrome de Down de la República Argentina (ASDRA). They visit different towns and spread information about this type of disability. That is how, in August 2016, about 90 people from Tancacha and Río Tercero participated in the exhibition, whose main goal was to share information and life stories, which enriched the attending families. These will provide children, students and patients with a better accompaniment.

SUSTAINABILITY REPORT 2016

EMPLOYMENT TRANING AND DEVELOPMENT Bunge Southern Cone believes in its people. It trusts them because they are the organization’s driving force.

• Performance Management Program • Multi-feedback Assessment • Individual Development Plans

Opportunities to grow

• Business Cases • Getting to Know our Company • Management Development Program • Bunge’s Finance Academy • Language Training Program • Special Projects • Invited Auditor Program • Constructive Feedback • Calibration • Leadership Development Program • Self-Development: Executive Coaching and International Mobility

Being part of the Bunge team

• Bring a Buddy • Trainees Program • Engagement Program • Global and Internal Job Postings

WORK ENVIRONMENT

EMPLOYEMENT CREATION

TALENT DEVELOPMENT

Acknowledge to keep growing

DIVERSITY AND INCLUSION

PERFORMANCE

Activities and training programs are available to the workers. These allow them to reach an optimal performance that goes along with the business growth.

Furthermore, it accompanies them in their selfdevelopment by managing performance and creating favorable work environments for creativity and the development of new ideas can add value to the Company. The investment in training, development and performance supports the workers’ employability.

PRODUCING TALENT

AVERAGE TRAINING HOURS PER YEAR PER EMPLOYEE

2016

AMOUNT OF PROGRAMS FOR SKILLS AND TRAINING MANAGEMENT37

2014

2015

2016

PERCENTAGE OF EMPLOYEES THAT RECEIVE PERFORMANCE ASSESSMENTS AND CAREER REVISIONS

2014 100% 2015 100% 2016 100% ENCOURAGING GLOBAL TALENT: INTERNATIONAL MOBILITY38

2015

2016

since

2010

Transfers or promotions in 2016: 31 workers. 37

Training and development programs that support the workers’ employability, and help them manage their professional careers. 38 International Mobility comprehends: repatriations, Bunge Southern Cone’s workers assigned to other countries and Bunge’s workers assigned to Bunge Southern Cone.

SUSTAINABILITY REPORT 2016

Training, Self-Development and Performance managed using a single tool

people@bunge is an integrated global solution. It is a tool that can track personal performance, manage by individual or group goals, manage compensations, and access online training. people@bunge also allows us to create and update the professional profile of every employee. Based on these profiles, we create, supervise and support the implementation of the selfdevelopment plans. This new tool also provides managers with other virtues: understanding workersâ&#x20AC;&#x2122; career aspirations, discussing short-term and long-term professional goals, and working with them to create a professional development plan. Implemented in 2013, people@bunge suggests updating and innovating in a constant manner to achieve a global, efficient and corporate Human Capital management, and to have self-development possibilities. This confirms the role that Human Resources plays as a business strategic ally.

WORKING ENVIRONMENT Knowing what workers think in a certain moment helps Bunge Southern Cone build a better place to work. This process takes place every two years. Its name is Bunge Employee Engagement Survey39. Its main feature is that it is carried out simultaneously in every country where Bunge works, and over 16,000 workers participate. In 2016, Bunge Southern Cone was part of this action, whose goal is to keep making sure that the workers are in line with the objectives of the Company. It also investigates their commitment and motivation to deliver a better performance.

The results showed a substantially greater favorability perception in comparison with the results of 2014. In order to keep strengthening the work environment, the 2017-2018 management will focus on: the development of an active listening to employeesâ&#x20AC;&#x2122; interests and expectations, and the consolidation of a self-development culture.

Of the workers took part in the work environment survey

Survey carried out in 39

ARGENTINA

CHILE

BOLIVIA

PARAGUAY

90.2% URUGUAY

Anonymous survey conducted by Willis Tower Watson, between August and September 2016.

PRODUCING TALENT

ETHICS, CONDUCT AND REGULATIONS COMPLIANCE

Working with the highest standards of ethics and integrity is what makes our customers, shareholders, employees and everyone else trust the Company and its future. This is essential to build our reputation, no matter where we operate. Bunge strives to achieve its commercial goals with integrity and in compliance with the law, regardless of the place where it works. The Company complies with the laws created to prevent bribery and corruption, including the Anti-Corruption Compliance Policy, in accordance with the Foreign Corrupt Practices Act. Internal Management At Bunge, integrity is at the core of how we conduct business in the global marketplace. As part of its commitment to work with the highest business integrity standards, the Company developed an anti-corruption framework that consists of the AntiCorruption Compliance Policy and Procedures for its workers. This framework helps to guarantee law and regulation compliance in the countries where it works. Workers must read, understand and agree with the policy to avoid involuntary infractions and to recognize potential problems in time to address them properly.

Furthermore, Bunge has a Code of Conduct that stipulates rules to: • 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. Every company worker, whether it is a full-time, part-time or temporary worker, is bound to comply with the Code, the internal procedures and policies, and every applicable law and regulation of the place where it operates. The Code also governs Bunge’s Board of Directors regarding activities performed in the name of the Company. Consultants, contractors, and other business partners are also expected to follow the principles of this Code. Lastly, there is also the Blue Book, which expresses what the Company is like, how it works, and the benefits it offers to the community.

SUSTAINABILITY REPORT 2016

Company workers are expected to keep the highest ethical standards in business conduct, display good judgment, and seek advice when issues arise. Bunge has the Global Ethics and Compliance (GEC) area, which is in charge of counseling on ethical matters. South America has a regional team, whose headquarters is in Brazil. The Company provides various resources to ask questions. The workers can choose any of the following resources whenever they want: • Their boss, or any other superior they trust • Human Resources • Legal Department • Global Ethics and Compliance Team • Ethics Hotline These situations have to be reported: • Theft, fraud, or any other dishonest conduct • Bribery or corruption • Conflicts of interest • Harassment or discrimination • Accounting or financial irregularities • Health and safety in the workplace • Drug or alcohol abuse in the workplace • Violence or intimidating conduct • Code of Conduct, internal policies or law violations

ETHICS HOTLINE - WEB: www.bunge.alertline.com - PHONE • From Argentina: 0800-444-6696 • From Paraguay: Step 1: 008-11-800 Step 2: 888-691-0773 • From Uruguay: Step 1: 000-410 Step 2: 888-691-0773 • From Bolivia: Step 1: 800-101-110 Step 2: 800-101-111 + 888-691-0773

PRODUCING TALENT

The ethics hotline provides two formal channels to file a complaint, ask questions, or express concern regarding ethical issues: a multilingual website or several free phone lines, available 24 hours. The direct line has consultants of an independent supplier. It is available 24/7. To the extent possible, confidentiality will be kept, depending on the investigation and solution needs.

1,015 out of 1,016 workers completed the online training in Code of Conduct in 2016. That is to say, a 99.9% of response rate.

Furthermore, face-to-face trainings were provided in different work sites of the Southern Cone for workers to stay alert to corruption risks, and to remember the basic and necessary items of the Code of Conduct with which they have to comply. In 2016, for example, Bunge Paraguay (AsunciĂłn and Ciudad del Este) carried out a face-to-face training in the Anti-Corruption Compliance Policy and the Code of Conduct. Bunge strictly forbids retaliations against people that report concerns in good faith. Every year, the Global Ethics and Compliance department provides a global online training in Bungeâ&#x20AC;&#x2122;s Code of Conduct, as well as a certification. All Bunge workers with an available email address perform the training. The training contains a section which explains what a conflict of interest is, an example is shown and workers are requested to state if they are involved in a conflict of interest or in a potential controversial situation. Workers can file a deposition by filling out the corresponding form.

Every 2 years, a global fraud risk and ethics assessment is carried out. It is a survey for several key positions in Bunge aimed at identifying business inherent risks. In 2016, 259 answers were obtained in Bunge Southern Cone that allowed for identifying the aforementioned risks. These were classified into 4 groups: 1- Receipt process and grain classification, 2- Supplier preference and/or tender processes not aligned with purchase policies and process, 3- Failure to conduct a study prior to hiring new employees, and 4- System problems in the correct access and flow of approvals. With these results, a risk map was drawn to know what areas and situations are important to mitigate any type of irregular situation.

SUSTAINABILITY REPORT 2016

On the other hand, there is a global third party risk assessment in place, implemented in Paraguay and Argentina in 2016. The program analyzes suppliers40 that may be linked to or interact with public officials. In 2016, 70 eligible suppliers were selected. They replied to a questionnaire, and each area of the contracting business analyzed the answers to see if they continue working at Bunge or not.

There were no significant corruption risks

According to Sarbanes Oxley (SOX) local controls, whose scope is 100% of the operations that have an impact on financial statements.

In 2016, Bungeâ&#x20AC;&#x2122;s Code of Conduct was neither infringed nor violated Bunge Southern Cone carries out its activities following the applicable rules

In 2016, there were no significant breaches of applicable rules

Eligible suppliers for the program are those third parties that represent Bunge.

REPORT PREPARATION PROCESS

REPORT PREPARATION PROCESS To determine the content of this report, we used Global Reporting Initiative (GRI)’s elaboration principles: stakeholder inclusiveness, sustainability context, materiality, and completeness.

know the relative importance assigned to each issue. The relevance of 33 issues was requested, including economic, social, environmental aspects and specific issues of the Food sector.

To identify the main topics, the Communications and Human Resources Management, in charge of the Relationships with the Community area, reviewed the aspects suggested by the GRI Standards41 and the Food sector supplement of the GRI G4 version. Furthermore, the Management included aspects arisen from the sustainability context analysis and the talks held with stakeholders throughout the year.

Once the materiality matrix was determined, we selected the relevant indicators to be included in the report.

To determine the relevant topics to be included in the report, the Executive Committee and some members of Bunge Limited were invited to reply to an online survey that allowed us to know the importance of every topic to Bunge Southern Cone’s strategy. Other stakeholders took part in this survey, for example, customers, civil society organizations, workers, suppliers, business partners, chambers and administrations. Thanks to it, we were able to

By reviewing and approving the report, Bunge Southern Cone’s Board of Directors guaranteed that it reflects the economic, social and environmental impacts that are significant to the Company, and that it allows stakeholders to analyze the organization’s performance in 2016.

GRI Standards are the new GRI guidelines established by Global Sustainability Standards Board (GSSB) to replace the previous version, GRI G4.

SUSTAINABILITY REPORT 2016

HIGH

Relevant Topics

MEDIUM

LOW

IMPORTANCE TO STAKEHOLDERS

LOW

MEDIUM IMPACT ON THE STRATEGY

PRODUCING VALUE 1. Well-being in the workplace: working conditions, workersâ&#x20AC;&#x2122; health and safety 2. Climate change 8. Product quality PRODUCING DEVELOPMENT 3. Sustainable agriculture 5. Environmental management 6. Community development 7. Value chain PRODUCING TALENT 4. Ethics, conduct and regulation compliance 9. Quality employments

HIGH

REPORT PREPARATION PROCESS

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.

Aspect

GRI material aspect

Internal impact

External Limitations to exert external impact impact

Well-being in the workplace: working conditions, health and safety

Occupational health and safety

High

Medium

Can only influence and control.

Addressed in the 2015 report

Food safety / Consumers’ health and safety

Healthy and Affordable Food / Customers’ health and safety

Medium

Management is limited to the delivery of our products.

Addressed in the 2015 report

Climate change

Energy / Emissions / Water

Medium

Low

It depends on the volume of operation.

Addressed in the 2015 report

Environment management

Effluents and waste

Medium

Addressed in the 2015 report

Sustainable agriculture

Medium

Low

In 2016, Bunge’s Code of Conduct was neither infringed nor violated

Partially addressed

Community development

Local communities

High

Can achieve high impact through collaborative working.

Addressed in the 2015 report

Value chain

Procurement practices

Medium

High

Can only influence and control.

Addressed in the 2015 report

Quality Employments

Diversity and equal opportunity / Employment / Training and education

Medium

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

Addressed in the 2015 report

Ethics, conduct and regulations compliance

Anti-corruption / Socioeconomic compliance

High

Low

Can only influence

Addressed in the 2015 report

and control.

Previous report, changes

in the 2015 report

SUSTAINABILITY REPORT 2016

STAKEHOLDERS: DIALOGUE AND PARTICIPATION41 Stakeholder selection is based on proximity and relevance. The connection with the stakeholders is associated with: Bunge Southern Coneâ&#x20AC;&#x2122;s business and operations in every one of its work sites, the communities close to its facilities, and those groups that have a direct impact on the organization,

both internally and externally. Furthermore, other groups of interest have been considered to engage in dialogue as their interaction with the Company generates issues of strategic impact. The main interested parties are grouped into:

CUSTOMERS AND CONSUMERS

SHAREHOLDERS

CORPORATE CITIZENSHIP COMPETITORS

EMPLOYEES

STAKEHOLDERS + 400

CORPORATE GROUPS

CORPORATION

SUPPLIERS AND CONTRACTORS

PUBLIC AUTHORITIES AND GOVERNMENT

HOW DO WE TALK?

COUNTRIES

ONLINE SURVEY IN-DEPTH INTERVIEWS DIALOGUE TABLES FACE-TO-FACE MEETINGS, PHONE CALLS, OR E-MAILS

Full list of stakeholders in the Appendix 1 of this document.

REPORT PREPARATION PROCESS

It should be noted that the Company maintains an active link with different “think tanks”, that is to say, institutions devoted to developing public policies regarding both the industry and business

general interest, by participating in them not only as a partner but also as an active member of their executive committees.

Timeline…

First Sustainability Report with GRI C+

First Citizenship Argentina Yearbook

Fifth Sustainability Report in Argentina with GRI G4 Core (audited) and second Bunge Southern Cone Citizenship Report

Third Sustainability Report with B+

GLOBAL COMPACT STANDARD

FOLLOWING GRI GUIDELINES 2009

2010

2011

2012

2013

2014

2015

2016

GRI Standards (audited) and SDGs for the first Bunge Southern Cone Sustainability Report Second Citizenship Argentina Yearbook

Second Sustainability Report with B+

Fourth Sustainability Report in Argentina with GRI G4 Core (audited) and first Bunge Southern Cone Citizenship Report

SUSTAINABILITY REPORT 2016

Contribution to the Sustainable Development Goals Through programs and actions, Bunge Southern Cone contributes to the United Nations’ Sustainable

Development Goals (SDGs), which are considered a priority.

SDG

PRODUCING VALUE

• Food Safety and Quality Certifications • On-demand production controls • Internal audits

• Food Safety Certifications

• Zero Incident Culture • Global Industrial Safety Management System • Global Safety Campaign • Safety Proactive Indicator

• Environmental goals 2016-2025

PRODUCING DEVELOPMENT

• “Bunge’s Proposal “ • Bunge’s Agro-files • Product: Fertilizers • Update/training sessions for producers

Health CSR Programs: • Avia Terai with no Chagas • Mini doctors in action • Hospital

Educational CSR Programs: • Bunge Award to Academic Excellence • XXI Century Rural School • Playing at pre-school level • Educational scholarships • Reading marathon • Educational Leaders

Educational CSR Programs: • Bunge Award to Academic Excellence • XXI Century Rural School • Playing at pre-school level • Educational scholarships • Reading Marathon • Educational Leaders

• Commitment to a more sustainable value chain • Actions together with The Nature Conservancy • ISO 14.001 certifications • Environmental investments • Container management together with Campo Limpio • Sustainable Soy Certifications

Committed to a Happy Childhood

PRODUCING TALENT

• Training and development programs for employees

• Training and development programs for employees • Engagement Program • Global Labor Policy

Environment CSR Programs: • I recycle in Offices • Bunge Native Trees Program • Vegetable Oil Recycle Program • Awareness on environmental issues -

REPORT PREPARATION PROCESS

Supplementary information Registered offices: • Bunge Argentina S.A.: 25 de Mayo 1119, Tancacha, Córdoba, Argentina.

If you have any comments about the contents of this report, contact:

• Terminal Bahía Blanca S.A.: 25 de Mayo 501, Ciudad Autónoma de Buenos Aires, Argentina.

Victoria Joffre CSR Coordinator

• Agroindustrias Bunge Bolivia S.A.: Calle J Este Nº 120 Edificio Rolea Center 3º Piso, Barrio Equipetrol Norte, Depto. Santa Cruz, Santa Cruz de la Sierra, Bolivia.

victoria.joffre@bunge.com o bunge.comunidad.bsc@bunge.com

• Bunge Chile S.p.A: Avenida Vitacura 2969, Piso 15, Las Condes, Santiago de Chile, Chile. • Bunge Paraguay S.A.: Avda. Maria de los Ángeles y Luis Bordón, Paraná Country Club, Hernandarias, Paraguay. • Bunge Agritrade S.A, Bunge Montevideo S.A: Dr. Luis Bonavita 1294 oficina 2301, WTC FreeZone, Montevideo, Uruguay. • Bunge Uruguay Agronegocios: Continuación Echevarriarza 3535(B) Ofi. 305, Complejo “Torres del Puerto”, Torre B., Montevideo, Uruguay.

Madres de Plaza 25 de Mayo 3020 5to. Piso, (CP: 2000), Rosario, Santa Fe +54 9 341 5123300 Via web form: www.bungeargentina.com/es/ciudadania-responsable/contacto For more information about the 2016 Sustainability Report, check our previous reports or go to: www.bungeargentina.com www.bungeparaguay.com www.bungeuruguay.com www.bungeargentina.com/es/ciudadania-responsable

www.linkedin.com/company/bungeconosur

SUSTAINABILITY REPORT 2016

GRI CONTENT INDEX AND EXTERNAL ASSURANCE REPORT The following table allows the identification of GRI Standard contents throughout the report. You can find detailed information about the contents of GRI guidelines in https://www.globalreporting.org/ standards/gri-standards-download-center/ The external verification report is provided below the following table. Bunge Southern Cone has established a policy for the selection of its external verification

provider based on competence and independent judgment. Such policy 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 assurance task based on its knowledge about the organization and guidelines.

GRI CONTENT INDEX GRI Standard

Omission

United Nations Global Compact Principles

External assurance

Disclosure

Page / Response

102-1 Name of the organization

102-2 Activity, brands, products and services

9; Bunge Southern Cone trades its products in accordance with the applicable laws and the quality standards set by the market.

102-3 Location of headquarters

102-4 Location of operations

102-5 Ownership and legal form

102-6 Markets served

102-7 Scale of the organization

7-9; BSC’s capital is of 485,683 thousand USD where: 95.07% is its own capital, 3.81% is the profit from the term, 1.2% is capital from third party/minority shareholders and 0% is capital from third party-OCI.

102-8 Information on employees and other workers

10; 100% of the workers from Bolivia, Chile, Paraguay and Uruguay have an indefinite -term contract. Only 78 Bunge Southern Cone workers in Argentina have a fixed-term contract, which accounts for 4.06% of the workers in this country and 3.85 of the total workers on payroll.

GENERAL CONTENT “GRI 102: General Content 2016”

Principle 6

GRI CONTENT INDEX AND EXTERNAL VERIFICATION REPORT

102-9 Supply Chain

56-57

102-10 Significant changes in the organization and its supply chain

In 2016, Bunge Argentina S.A. acquired La Celestina rice mill, located in Cayastรก, province of Santa Fe, Argentina.

102-11 Precautionary Principle or approach

The Company carried out the corresponding actions to comply with national environmental laws by enforcing them where it operates. This includes, but it is not limited to, impact, aptitude and environmental risk studies. There were no environmental risks identified that require the application of the precautionary principle.

102-12 External initiatives

37; 43; 51; 55

102-13 Membership of associations

102-14 Statement from senior decision-maker

5-6

102-16 Values, principles, standards, and norms of behavior

15; 20; 60-61; 68

Principle 10

102-17 Mechanisms for advice and concerns about ethics

69-70

Principle 10

102-18 Governance structure

102-35 Remuneration policies

102-40 List of stakeholder groups

75; 86-89

102-41 Collective bargaining agreements

102-42 Identifying and selecting stakeholders

102-43 Approach to stakeholder engagement

35; 72; 75

102-44 Key topics and concerns

102-45 Entities included in consolidated financial statements

102-46 Defining report content and topic Boundaries

72-74

102-47 List of material topics

102-48 Restatement of information

102-49 Changes in reporting

4;74

102-50 Reporting period

102-51 Date of most recent report

102-52 Reporting cycle

102-53 Contact point for questions regarding the report

102-54 Claims of reporting in accordance with the GRI Standards

102-55 GRI Content Index

79-84

102-56 External assurance

79; 85

Principle 3

SUSTAINABILITY REPORT 2016

MATERIAL ASPECTS Economic aspects Procurement practices “GRI 103: 2016 management approach”

GRI 204: procurement practices 2016

103-1 Explanation of the material topic and its Boundary

21; 72-74

103-2 The management approach and its components

103-3 Evaluation of the management approach

57; 72

204-1 Proportion of spending on local suppliers

103-1 Explanation of the material topic and its Boundary

21; 72-74 68-71 71-72

Principle 10

103-2 The management approach and its components

21; 72-74 68-71 71-72

Principle 10

103-3 Evaluation of the management approach

21; 72-74 68-71 71-72

Principle 10

205-1 Operations assessed for risks related to corruption

Principle 10

205-2 Communication and training about anti-corruption policies and procedures

Principle 10

205-3 Confirmed incidents of corruption and actions taken

Principle 10

103-1 Explanation of the material topic and its Boundary

21; 72-74

Principles 7y8

103-2 The management approach and its components

30-31

Principles 7y8

103-3 Evaluation of the management approach

31-32; 72

Principles 7y8

302-1 Energy consumption within the organization

Principles 7y8

302-2 Energy consumption outside the organization

Principle 8

302-3 Energy intensity

Principle 8

103-1 Explanation of the material topic and its Boundary

21; 72-74

Principles 7y8

103-2 The management approach and its components

30-31

Principles 7y8

103-3 Evaluation of the management approach

31-32; 72

Principles 7y8

303-1 Water withdrawal by source

Principles 7y8

Anti-corruption “GRI 103: 2016 management approach”

GRI 205: Anti-corruption 2016

Environmental aspects Energy “GRI 103: 2016 management approach”

GRI 302: Energy 2016

Water “GRI 103: 2016 management approach”

GRI 303: Water 2016

GRI CONTENT INDEX AND EXTERNAL VERIFICATION REPORT

Emissions “GRI 103: 2016 management approach”

GRI 305: Emissions 2016

103-1 Explanation of the material topic and its Boundary

21; 72-74

Principles 7y8

103-2 The management approach and its components

30-31

Principles 7y8

103-3 Evaluation of the management approach

31-32; 72

Principles 7y8

305-1 Direct (Scope 1) GHG emissions

Principles 7y8

305-2 Indirect (Scope 2) GHG emissions

Principles 7y8

305-4 GHG emissions intensity

Principle 8

103-1 Explanation of the material topic and its Boundary

21; 72-74

Principle 8

103-2 The management approach and its components

40-43

Principle 8

103-3 Evaluation of the management approach

40; 42-43; 72

Principle 8

306-2 Wastes by type and disposal method

42-43

Principle 8

Effluents and wastes Effluents and wastes

GRI 306: Effluents and wastes 2016

Sustainable agriculture “GRI 103: 2016 management approach”

103-1 Explanation of the material topic and its Boundary

21; 72-74

103-2 The management approach and its components

36-40

103-3 Evaluation of the management approach

103-1 Explanation of the material topic and its Boundary

21; 72-74

Principle 6

103-2 The management approach and its components

60-64

Principle 6

103-3 Evaluation of the management approach

60; 72

Principle 6

401-1 New employee hires and employee turnover

60; In 2016, 351 people were hired and 304 ceased to work in the Company.

Principle 6

Social aspects Employment “GRI 103: 2016 management approach”

GRI 401: Employment 2016

Given the low rates, it is not deemed significant to sort them by gender, age and region, as the indicator requests.

Occupational health and safety “GRI 103: 2016 management approach”

103-1 Explanation of the material topic and its Boundary

21; 72-74

103-2 The management approach and its components

60-64

103-3 Evaluation of the management approach

60; 72

SUSTAINABILITY REPORT 2016

GRI 403: Occupational health and safety 2016

403-1 Workers representation in formal joint management–worker health and safety committees

403-2 Types of injury and rates of injury, occupational diseases, lost days, and absenteeism, and number of workrelated fatalities

27-28

85 85

Bunge Southern Cone measures its management using proactive safety indicators

Training and education “GRI 103: 2016 management approach”

GRI 404: Training and education 2016

103-1 Explanation of the material topic and its Boundary

21; 72-74

Principle 6

103-2 The management approach and its components

65-67

Principle 6

103-3 Evaluation of the management approach

65-67; 72

Principle 6

404-1 Average hours of training per year per employee

404-2 Programs for upgrading employee skills and transition assistance programs

65-67

404-3 Percentage of employees receiving regular performance and career development reviews

Training hours have not been broken down because that information is not currently available.

85 Principle 6

Diversity and equal opportunity “GRI 103: 2016 management approach”

GRI 405: Diversity and equal opportunity 2016

103-1 Explanation of the material topic and its Boundary

21; 72-74

103-2 The management approach and its components

60-64

103-3 Evaluation of the management approach

63-62; 72

405-1 Diversity of governance bodies and employees

103-1 Explanation of the material topic and its Boundary

21; 72-74

Principle 1

103-2 The management approach and its components

43-55

Principle 1

103-3 Evaluation of the management approach

43; 51; 72

Principle 1

413-1 Operations with local community engagement, impact assessments, and development programs

Principle 1

Local communities “GRI 103: 2016 management approach”

GRI 413: Local communities 2016

Customer health and safety “GRI 103: 2016 management approach”

103-1 Explanation of the material topic and its Boundary

21; 72-74

103-2 The management approach and its components

33-35

103-3 Evaluation of the management approach

GRI CONTENT INDEX AND EXTERNAL VERIFICATION REPORT

GRI 416: Customer’s health and safety 2016

Sectorial supplement

416-1 Assessment of the health and safety impacts of product and service categories

416-2 Incidents of non-compliance concerning the health and safety impacts of products and services

There were no incidents in 2016 that may have an impact on the health of consumers.

FP5: Percentage of production volume manufactured in sites certified by an independent third party according to internationally recognized food safety management system standards

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

100% of wheat flours produced at Molinos Fenix and traded by Bunge has additives as required by the CAA (Argentinian Food Code) when traded in the domestic market following the variations required by each target country.

103-1 Explanation of the material topic and its Boundary

21; 72-74

103-2 The management approach and its components

68-71

103-3 Evaluation of the management approach

71-72

419-1 Non-compliance with laws and regulations in the social and economic area

103-1 Explanation of the material topic and its Boundary

21; 72-74

103-2 The management approach and its components

33-35

103-3 Evaluation of the management approach

71-72

Socioeconomic compliance “GRI 103: 2016 management approach”

GRI 419: Socioeconomic compliance 2016

Healthy and affordable food (Sectorial supplement) “GRI 103: 2016 management approach”

SUSTAINABILITY REPORT 2016

EXTERNAL ASSURANCE REPORT TO BUNGE SOUTHERN CONE1 S.A.’S BOARD We have been hired to perform an independent verification of the Sustainability Report, for the period between January 1st, 2015 and December 31st, 2016, of BUNGE SOUTHERN CONE. We have compiled evidence on the following aspects: - Key indicators on management during the financial year - Information provided by the Firm’s Sustainability area - Information about the Firm’s Management Systems BUNGE SOUTHERN CONE is responsible for both 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.

- Information coming from stakeholders identified by the Firm within its sphere of influence. 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 SOUTHERN CONE’s 2016 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 SOUTHERN CONE on a separate document, which includes our independent opinion on areas of improvement.

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 Standards for the preparation of sustainability reports. - 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.

Rosario, June 23rd, 2017.

CP Marcelo Navone Partner

- Thorough interviews with relevant personnel from the Firm. 1 BUNGE SOUTHERN CONE mainly performs its activities through subsidiary companies of Bunge Limited, which is located in White Plains, New York, United States. Bunge Limited is a public company whose stock is traded in the New York Stock Change (NYSE:BG). It is important to clarify that BUNGE SOUTHERN CONE is not a legally established company. It is a group of companies voluntarily grouped together because of logistical and strategic matters. This sustainability report includes Bunge Southern Cone’s main activities in these 5 countries: a) Argentina, through Bunge Argentina S.A. and Terminal Bahía Blanca S.A. (Bunge is the majority shareholder of the latter); b) Bolivia, through Agroindustrias Bunge Bolivia S.A; c) Chile, through Bunge Chile S.p.A; d) Paraguay, through Bunge Paraguay S.A. and e) Uruguay, through Bunge Uruguay Agronegocios S.A., Bunge Agritrade S.A. and Bunge Montevideo S.A.

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

APPENDIX 1: LIST OF STAKEHOLDERS

APPENDIX 1: LIST OF STAKEHOLDERS ARGENTINA Asociación Argentina de Estudiantes de Ingeniería Industrial y Carreras Afines; Consejo Nacional de Investigaciones Científicas y Técnicas (CONICET) Albarellos Escuela Rural N° 87 Juan Pascual Pringles Alvear Pequeña Obra de la Divina Providencia, Cotolengo Don Orione Ameghino Sociedad Rural de Ameghino Apolinario Saravia Escuela Rural N° 4420 Maestro Rural Argentino; Escuela Rural N° 4499 Avia Terai 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 Bahía Blanca Asociación para Prevención del Síndrome Urémico Hemolítico; Bolsa de Cereales y Productos de Bahía Blanca; Fundación Cecilia Grierson; Instituto de Investigaciones Económicas y Sociales del Sur (IIES); LALCEC; Municipalidad de Bahía Blanca; Servicio Integral para la Familia; Unión de Recibidores de Granos de la República Argentina (URGARA); Universidad Nacional del Sur; Fundasur; Departamento de Ciencias de la Salud de la Universidad Nacional del Sur; Jefatura de Inspección Distrital del Ministerio de Educación de la Provincia de Buenos Aires; Secretaría de Salud de la Municipalidad de Bahía Blanca; Asociación Argentina de Empleados de la Marina Mercante Bandera Jardín de Infantes Pequeños Sabios; Municipalidad de Bandera; Secretaría de Cultura y Educación de la Municipalidad de Bandera

Campana Agencia de Desarrollo de Campana; Colegio Secundario Santo Tomás de Aquino; 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 EGB N°16 General José de San Martín; 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; Jardín de Infantes N°922; 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 Cañada de Gómez Taller Granja Protegido Nazareth Capital Federal 1 Minuto de Vos; Ando Reciclaje; 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); Banco de Alimentos; Bolsa de Comercio de Buenos Aires; Cámara Argentina de Biocombustibles (CARBIO) ; Cámara Argentina de Comercio; Cámara de Comercio Argentino-Británica; 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); Centro de Estudios sobre Política y Economía de la Alimentación (CEPEA); Comisión Nacional para la Erradicación para el Trabajo Infantil (CONAETI); Conciencia; Confederación Argentina de la Mediana Empresa (CAME); Consejo Empresario Argentino para el Desarrollo Sostenible; Cooperadora del Hospital de Pediatría Prof. Dr. Juan Garrahan; Discar; Empresas y Entidades Comprometidas con la Prevención y Erradicación del Trabajo Infantil; Eticagro; Fertilizar Asociación Civil; Fundación Bunge y Born; Fundación Claudina Thèvenet; Fundación de Investigaciones Económicas Latinoamericanas (FIEL); Fundación del Hospital Dr. Ricardo Gutiérrez; Fundación Emprendimientos Rurales Los Grobo; Fundación Leer; Fundación Padres; Fundación Plus; Fundación RAP; Fundación Reciduca; Fundación SI!; Fundación Temaiken; Fundación Valores para Crecer; 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); Laboratorio de Eco-Epidemiología de la FCEyN UBA; Mercado a Término de Buenos Aires; Ministerio de Trabajo, Empleo y Seguridad Social; Oficina Nacional de Control Comercial Agropecuario (ONCCA); PRIAR; Programa de Agronegocios de la UBA; Red de Empresas contra el Trabajo Infantil; Reserva Costanera Sur; Solidagro; The Nature Conservancy; The New Farm Company; Fondo de Naciones Unidas para la Infancia (UNICEF); Unión Industrial de la Provincia de Buenos Aires; Universidad Austral; Universidad de Buenos Aires (UBA) Carcarañá Agrupación Puente Cultural; Bomberos Voluntarios de Carcarañá;

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Club Atlético Carcarañá; E.E.T. Nº 486 ; Escuela Especial N° 2065 “Don Vicente Hamson”; LALCEC; Sociedad Protectora de Animales de Carcarañá

General Pinedo Escuela de Enseñanza Media N°8 José Manuel de Estrada; Municipalidad de General Pinedo

Caseros Siclo Rural

Granadero Baigorria Escuela Fiscal N°550

Córdoba Bolsa de Cereales de Córdoba; Cámara Argentina del Maní; Cámara de Comercio Exterior de Córdoba; Cámara Industrial de Aceites Vegetales de Córdoba; Cáritas Córdoba; Fundación Córdoba Mejora; 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)

Ingeniero White 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; Jardín de Infantes N° 932

Coronel Olleros Escuela Rural N° 4476 Luisa Domitila Saravia

Las Lajitas Escuela Rural N° 4561 Patricias Argentinas; Municipalidad de Las Lajitas

Corrientes Universidad Nacional del Nordeste Delfín Gallo Comuna de Delfín Gallo; Escuela Rural Santiago Gallo El Paraíso 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 El Quebrachal Escuela Rural N° 4438 Carolina Botteri Escobar Sociedad de Bomberos Voluntarios de Escobar Finca El Bordo Escuela Rural N° 4324 Comandante Luis Piedra Buena Gaona Escuela Rural N° 4203 General Paz Municipalidad de General Paz

La Plata Dirección General de Cultura y Educación

Manfredi Bomberos Voluntarios de Manfredi; INTA Manfredi; Municipalidad de Manfredi Mendiolaza Escuela Primaria Domingo Faustino Sarmiento; Jardín La Seño Pini Palo a Pique Escuela Rural N° 4627 Ciudad de Salta Paraje El Tonelero Escuela Primaria N° 10 Paraje Grassetti Escuela Primaria N° 2 Paraje Herrera Escuela Primaria N° 13 Paraje Jupiter Escuela Primaria N° 17 Paraje La Rotonda Escuela Primaria N° 11 Paraje Las Bahamas Escuela Primaria N° 21 Paraje Manantiales Chicos Escuela Primaria N° 15

Paraje Marelli Escuela Primaria N° 12 Paraje Matarazo Escuela Primaria N° 20 Paraje Obligado Escuela Primaria N° 14 Paraje Verdi Escuela Primaria N° 7 Paraná Bolsa de Cereales de Entre Ríos Pérez Escuela N°856 “Dr. José Roque Pérez” Perez Millán Escuela de Educación para Adultos N° 702; Escuela de Gestión Privada DIPREGEP N° 4264; Escuela Primaria N° 16; Escuela Primaria N° 24 Puerto General San Martín 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; 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”; Jardín de Infantes N° 8057 “Remedios de Escalada”; 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

APPENDIX 1: LIST OF STAKEHOLDERS

Ramallo 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; 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; Hospital JM Gomendio; Instituto Superior Ramallo: Instituto 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; Prefectura Naval Argentina – Ramallo; Reserva Ecológica Municipal Ramallo; Unión de Recibidores de Granos de la República Argentina (URGARA); Unión Industrial de la Provincia de Buenos Aires (UIPBA); Dirección General de Cultura y Educación ; Dirección de Psicología Comunitaria y Pedagogía Social; Centro Educativo Complementario N°802 Río Ceballos Establecimiento Educativo María Elena Walsh Río del Valle Escuela Rural N° 4572

Río Tercero Asociación de Basquetbol de Río Tercero; Batallón 59 “Ceferino Namuncurá” Exploradores Argentinos Don Bosco; Escuela Rural María Luisa Pellegrini Gómez de Ballesteros Barros; Escuela Rural N° 231089 General Martín Güemes; Escuela Rural N° 231112 Paula Albarracín Roldán Bomberos Voluntarios de Roldán; Escuela de Educación Secundaria Modalidad Técnico Profesional Particular Incorporada N°8155 “San José Obrero”; Hospital Rural N° 61; Jardín Maternal Municipal “Huellitas” Rosario Municipalidad de Rosario; 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 Síndrome 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 La Salle; Colegio San Patricio; Cruz Roja Rosario; 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 Cuatro Vientos; Fundación FIEM; Fundación HECA; 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 Superior Particular Incorpo-

rado “Garibaldi” N°9231; Instituto Universitario del Gran Rosario; Fundación del Sol Naciente; Profesorado Bernardo Houssay nº16; Red Psicoterapéutica; Sociedad Argentina Pro Mejoramiento Continuo (SAMECO); Taller Protegido Rosario; Universidad Abierta Interamericana (UAI); Universidad Austral; Universidad Católica Argentina (UCA); Universidad Nacional de Rosario (UNR); Universidad Tecnológica Nacional Rosario (UTN); Súpersaludable Asociación Civil; Cáritas Rosario; Hogar Santa Cecilia Salta Asociación de Productores de Granos del Norte (PROGRANO); Cruz Roja Salta Salta Forestal Escuela Rural N° 4264 San Jerónimo Sud Club Atlético El Porvenir del Norte; Club Atlético 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 San Lorenzo Asociación de Lucha contra la Parálisis Infantil (ALPI); Asociación Vecinal Barrio Díaz Vélez; 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; Escuela Particular Incorporada N° 1464 “Colegio Cristiano Redentor”; Hospital Granaderos a Caballo SAMCo San Lorenzo; Periodismo + Humanizado; Policía de Investiga-

SUSTAINABILITY REPORT 2016

ciones de Santa Fe; Prefectura Naval San Lorenzo; Asociación Argentina de Empleados de la Marina Mercante; Escuela de Educación Secundaria Orientada Particular Incorporada N°3180 “Santa Rosa de Viterbo” San Nicolás Universidad Tecnológica Nacional San Nicolás (UTN); Asociación Argentina de Empleados de la Marina Mercante Santa Fe Bolsa de Comercio de Santa Fe; Secretaría de Trabajo de la Provincia de Santa Fe; Universidad Nacional del Litoral Tancacha Bomberos Voluntarios de Tancacha; Caritas; CENMA Anexo Río Tercero; Centro Artísitico y Recreativo Instituto Belgrano; Club Deportivo Huracán y Biblioteca Popular; 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 Tandil Mesa Solidaria Tandil Timbúes Prefectura Nacional Argentina

Villa Ramallo 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 BOLIVIA Santa Cruz de la Sierra Cámara de Industria, Comercio, Servicios y Turismo de Santa Cruz COREA Oficina Comercial de la Embajada de Corea ESTADOS UNIDOS American Oil Chemists’ Society (AOCS); Eco Engineers; Fundación Gordon and Betty Moore JAPÓN Agricultura & Livestock Industries Corporation (ALIC) PARAGUAY Fundación Paraguaya Asunción Cámara Paraguaya de Procesadores y Exportadores de Cereales y Oleaginosas; Cámara Paraguaya de Procesadores de Oleaginosas y Cereales (CAPPRO) Curuguaty Municipalidad de Curuguaty REINO UNIDO Supplier Ethical Data Exchange (SEDEX)

Tucumán Sociedad Rural de Tucumán

URUGUAY Reaching U; Fundación e.dúcate Uruguay; Cruz Roja Uruguay; Asociación Campo Limpio

Villa Ascasubi Club Atlético Ascasubi y Biblioteca Popular; Municipalidad de Villa Ascasubi; Escuela Rural “Juan José Paso”

Montevideo Universidad del Uruguay; Asociación Down del Uruguay; Cámara Mercantil de Productores del País

Villa General Savio Escuela Rural N° 4 General José de San Martín; Escuela de Educación Secundaria N° 5; Escuela Primaria N° 4

APPENDIX 2: ORGANIZATIONS WHERE BUNGE SOUTHERN CONE PARTICIPATES

APPENDIX 2: ORGANIZATIONS WHERE BUNGE SOUTHERN CONE PARTICIPATES Institutions in which we are part of the Board of Directors

Country

Asociación Argentina De Grasas y Aceites (ASAGA)

Argentina

Asociación de Consumidores Industriales de Gas de la República Argentina (ASIGRA)

Argentina

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

Argentina

Bolsa de Cereales y Productos de Bahía Blanca

Argentina

Bolsa de Comercio de Rosario

Argentina

Cámara Arbitral de Cereales de Rosario

Argentina

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

Argentina

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

Argentina

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

Argentina

Cámara de la Industria Química y Petroquímica Argentina (CIQYP)

Argentina

Cámara Paraguaya de Procesadores y Exportadores de Oleaginosas y Cereales

Paraguay

Comité Zonal de Seguridad e Higiene - Campana

Argentina

Fundación Bunge y Born

Argentina

Instituto para el Desarrollo Empresarial Argentino (IDEA)

Argentina

Instituto Petroquímico Argentino (IPA)

Argentina

Instituto Argentino de Normalización y Certificación (IRAM)

Argentina

Institutions we sponsor

Country

Fundación de Investigaciones Económicas Latinoamericanas (FIEL)

Argentina

Institutions with which we are partners

Country

Asociación del Crédito Industrial Argentino (ACIA)

Argentina

Agencia de Desarrollo Campana

Argentina

Asociación Argentina de Producción Animal (AAPA)

Argentina

Asociación Argentina del Girasol (ASAGIR)

Argentina

Asociación Campo Limpio

Uruguay

Asociación de Dirigentes de Relaciones Industriales del Litoral (ADRIL)

Argentina

Asociación de Productores de Granos del Norte (PROGRANO)

Argentina

Bolsa de Cereales de Córdoba

Argentina

Cámara Argentina de Biocombustibles (CARBIO)

Argentina

Cámara Argentina de Comercio

Argentina

Cámara de Actividades Portuarias

Argentina

Cámara de Comercio de los Estados Unidos (AMCHAM)

Argentina

Cámara de Industriales Arroceros de Argentina

Argentina

Cámara Mercantil de Productores del País

Uruguay

Cámara de Comercio Exterior de Córdoba

Argentina

SUSTAINABILITY REPORT 2016

Cámara de Exportadores de la República Argentina

Argentina

Cámara de Industria, Comercio, Servicios y Turismo de Santa Cruz

Bolivia

Cámara de Puertos Privados Comerciales

Argentina

Cámara Industrial de Aceites Vegetales de Córdoba

Argentina

Cámara Paraguaya de Procesadores de Oleaginosas y Cereales (CAPPRO)

Paraguay

Comité Interindustrial de Conservación del Ambiente Campana Zarate (CICACZ)

Argentina

Consejo Empresario para el Desarrollo Sostenible (CEADS)

Argentina

Bolsa de Cereales de Entre Ríos

Argentina

Fundación Córdoba Mejora

Argentina

Fundación Mediterránea (IERAL)

Argentina

Grupo de Usuarios de SAP Argentina (ASUG)

Argentina

Instituto Argentino de Ejecutivos de Finanzas

Argentina

Instituto de Auditores Internos de Argentina (IAIA)

Argentina

Unión Industrial de la Provincia de Córdoba (UIC)

Argentina

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SUSTAINABILITY REPORT 2016

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