Industrial
safety

All employees of PhosAgro Group and its contractors need to go back from work to their loved ones in perfect health. This is the underlying principle of all our efforts to ensure safe, healthy and comfortable workplace conditions.

Our Strategy to 2025 focuses on fostering a safety culture and adhering to the highest occupational health and safety standards. In 2024, we started developing our Health and Safety Strategy for 2025–2026, which will define key focus areas and target initiatives to reduce risks associated with various operations of the Group.

PhosAgro Group is consistently improving its safety culture, employee responsibility and awareness, hazard identification procedures and danger prevention measures by putting managers at all levels in charge and studying and applying best health and safety practices. We apply continuous efforts to identify and reduce health and safety threats to PhosAgro Group employees, contractors and visitors to the Company’s sites.

The Company’s relevant goals and objectives, both strategic and day‑to‑day, are based on huge volumes of data derived from internal and external audits, inspections, incident investigations, employee recommendations and feedback.

GRI 3‑3, 403‑1

Health and safety management system

GRI 403‑3

Occupational health and safety functions

Occupational health and safety functions play a key role in ensuring safety at our facilities.

Their main objectives are:

• taking steps to ensure compliance with OHS requirements by workers and third parties;
• monitoring workers’ compliance with OHS laws and regulations, the Collective Bargaining Agreement, OHS agreement and other internal regulations;
• preventing workplace injuries, occupational diseases and improving workplace conditions;
• advising workers and contractors on, and raising their awareness about, occupational health and safety;
• studying and promoting best OHS practices.

Apart from applicable laws, these activities are regulated by:

• health and safety SOPs at the facility (shop) level;
• production SOPs;
• worker health and safety instructions;
• corporate standards;
• process regulations;
• accident management action plans, etc.

GRI 403‑4

OHS interactions and awareness raising

For better OHS communication with employees, we have adopted the Regulations on the OHS Communication System. Pursuant to the Regulations, the OHS communication system is divided into internal and external communications, and provides for a feedback procedure:

• regular OHS meetings at business units and enterprises;
• OHS meetings on production sites, in departments and at facilities;
• union and union committee meetings (for feedback from OHS officers);
• corporate e‑mail;
• corporate periodicals;
• local health and safety committees;
• employee loyalty surveys;
• OHS questionnaires.

Internal communication is achieved through:

• local health and safety committees;
• management meetings and conferences to discuss the health and safety performance of our enterprises;
• meetings with heads of enterprises during leadership visits to production units;
• regular OHS meetings in departments, on production sites and at facilities;
• health and safety bulletin boards, posters and other visuals;
• corporate television (screens), intranet site, e‑mail;
• corporate periodicals;
• education by OHS officers (including one‑on‑one meetings, training, mentoring, supervision, etc.).

Local health and safety committees

Since 2014, health and safety committees have been functioning at the Group’s companies. They are both an integral part of our OHS management system and a form of employee participation in it. In their work, these committees rely on the principles of social partnership. As part of their activities, health and safety committees draft and improve programmes to join efforts of the employer, employees and trade unions in ensuring occupational health and safety.

Committee meetings are chaired by heads of companies and held at least once a month online or at least once every two months offline. At meetings, information exchange and reporting are multilateral, as both health and safety functions and local unit heads report on health and safety progress. All resolutions are documented in minutes of the meetings.

As part of these workstreams, health and safety committees consider the following topics:

• Golden Rules of OHS;
• Safety Culture Transformation Project;
• OHS leadership;
• OHS motivation;
• effective OHS communications;
• contractors’ safety;
• PPE effectiveness;
• trade union report.

Workers are represented at committee meetings by heads or representatives of local unions.

Meeting agendas comprise nine workstreams:

In industrial safety, the key stakeholders are:

• Company management;
• representatives of third parties engaged to perform works at the Group’s sites;
• supervisory and statistical government agencies;
• customers/consumers;
• employees.

To engage stakeholders on OHS matters, we rely on:

• information and analytical materials presented at safety and committee meetings and distributed through corporate media;
• strategic sessions held to discuss bottlenecks and growth points, adopt coordinated decisions, and develop corrective actions;
• statistical data and factor analysis shared with stakeholders to track the evolution of safety performance;
• a system of meetings covering all levels from company directors to line managers of business units;
• feedback tools such as Public Scrutiny, information boxes for requests, corporate chat, and ProPhosagro mobile app.

Improving contractor safety practices

Measures to ensure safety of contractors’ employees working at our production and other facilities are an integral component of our OHS strategy. They include the selection of contractors based on a health and safety qualification assessment, briefings, enforcing their application of our safety tools, and conducting relevant OHS compliance audits.

In 2024, the Group delivered a project focusing on the implementation of the OHS Competency module powered by the SCOUT platform as a way to digitise and automate OHS skill assessments and enhance their transparency.

For contractors, we conduct training and practical knowledge assessments at the Company’s training grounds to make sure contractor employees have the required skills. The Company also develops joint schedules for control and preventive actions in collaboration with the contractor’s OHS functions, with the results of such actions discussed at meetings.

Internal and external industrial safety audits

In line with statutory requirements, PhosAgro Group is subject to scheduled external audits by Russian authorities, including the Federal Service for the Supervision of Environment, Technology and Nuclear Management (Rostechnadzor), State Labour Inspectorate, Federal Service for Surveillance on Consumer Rights Protection and Human Wellbeing (Rospotrebnadzor), and the Ministry for Civil Defence, Emergencies and Elimination of Consequences of Natural Disasters (EMERCOM). We may also engage consulting companies, or international associations of which the Group is a member to conduct additional external audits of compliance with international standards, or as part of a special assessment of workplace conditions.

In June 2024, the Department for Supervisory and Preventive Activities in the Balakovo District (part of the Division for Supervisory and Preventive Activities of the Main Division of the EMERCOM of Russia for the Saratov region) made a preventive visit to the Balakovo branch of Apatit. No remarks were made or prescriptions issued following the visit.

We also run internal audits conducted by our OHS departments and directorate, managers and employees exercising production H&S control.

After external and internal audits, the Company issues orders and instructions outlining remedial action plans and establishing the deadlines and responsible persons. Identified breaches are remedied within the agreed time limits.

The Company has a procedure for drafting, submitting and reviewing reports on internal and external OHS audits. The results of all internal and external assessments and audits are recorded in the Safety and Instructions (Shift Assignments) management systems offering instruments for further analysis, gap identification, and elimination monitoring. We also submit all relevant reports to state supervisory bodies and statistical agencies in accordance with the Russian laws.

The Group develops corrective measures as necessary and unlocks opportunities to mitigate those risks. Below you can find more information about what we do on this front, including:

reduction of occupational injuries through training, awareness, and motivation programmes on occupational health and safety;

proactive OHS management as part of the Company’s safety culture transformation project;

stronger efficiency in interacting with the Government’s OHS supervision agencies thanks to the development of remote and risk‑oriented control methods.

SASB RT‑CH‑320a.2

We are constantly working to assess and mitigate risks. We perform risk assessment and classify risks by severity and frequency using our dedicated proprietary methodology. Following hazard identification and risk assessment, the unit’s OHS officer compiles a List of Occupational Risks, which is then used as a basis for the Company’s List of Material Occupational Risks. Risk assessment takes into account the following aspects:

• degree of personnel exposure;
• impact on personnel;
• frequency of occurrence;
• compliance with the applicable regulatory and other OHS requirements.

The Company has instituted a robust protocol that facilitates swift communication from eyewitnesses to the appropriate functions and managerial personnel, including PhosAgro’s CEO, by means of corporate communication tools such as text message alerts and telephone calls.

All incidents are investigated in accordance with legislative requirements and internal procedures to determine the root causes. The Company encourages its staff to disclose information on potential sources of danger to employee health and life.

For better OHS efficiency, and to automate and streamline the relevant processes, we have introduced and now use the Safety and Instructions (Shift Assignments) management systems. Both systems include a Risk Management module. The module enables internal check list‑based OHS assessment at all units of Apatit. The module’s new underlying principles help enhance production H&S control, while its new functions facilitate operation, monitoring and analysis.

The Company has a formal procedure for addressing workplace hazards. When a hazard is identified, employees are required to suspend work and report it to their supervisors directly or via the Public Scrutiny mobile app. The supervisor uses the report to assess the risk and develop a remedial action plan.

The Company endorses the initiatives put forth by state authorities as regards OHS data disclosure, in order to facilitate remote monitoring measures and alleviate the regulatory oversight burden.

Starting from 2021, Apatit’s Cherepovets site (fluosilicate acid storage facility of the aluminium fluoride shop) participates in Rostechnadzor’s experiment to roll out an OHS remote monitoring system under Russian Government Decree No. 2415 On Experimental Roll‑out of the Industrial Safety Remote Monitoring System dated 31 December 2020. The experiment provides for the development of stand‑alone remote monitoring technology for hazardous production facilities, and a relevant legal framework. The technology is expected to improve the overall reliability and monitoring efficiency of safety systems, and help reduce the associated paperwork and bureaucracy.

The OHS remote monitoring system was put into operation in April 2023, with the process configured to enable data transmission to the Automated Information System of Rostechnadzor.

Representatives of Apatit took part in a meeting convened by Rostechnadzor to present the Report on Accomplishments under the OHS Remote Monitoring System Project at the Fluosilicate Acid Storage Facility of the Aluminium Fluoride Shop. The key achievements were as follows:

• practical implementation of a risk‑oriented approach to assessing industrial safety at the hazardous facility;
• introduction of operational supervision tools to monitor industrial safety at the hazardous facility;
• enhancement of process discipline among the hazardous facility’s operating personnel;
• arrangements made to transfer data to the Automated Information System of Rostechnadzor;
• discussion of challenges related to the transfer of data from Apatit to the local branch of Rostechnadzor;
• implementation of corrective measures to address data transmission errors, with solutions provided by Dynamic Systems LLC, the general contractor.

Emergency response procedures

At our sites, we have introduced the following emergency response and prevention measures compliant with the Russian laws:

• accident management action plans for all hazardous industrial facilities as defined by the Russian laws developed;
• training sessions and drills held in 2024:
  • 134 test alerts;
  • 654 fire training sessions;
  • 123 evacuation drills;
  • 7 joint fire drills with EMERCOM;
• in 2024, Rostechnadzor supervised all test drills conducted across class 1 hazardous facilities and assessed the results as positive;
• in 2025, we plan to hold joint drills at the inter‑plant ammonia pipeline by engaging the manpower and resources from the city of Cherepovets.

In 2024, the facilities of the Cherepovets site, Kirovsk, Volkhov and Balakovo branches were audited by the OHS Directorate (the customer) for the availability and compliance of fire protection systems with the requirements of applicable rules and regulations. The audit helped identify facilities that require repairs, replacement or installation of new automated fire safety systems. In 2024, we completed the initial cost assessment for the targeted programme.

The programme is being implemented as required by a corporate order on the creation of working groups across the branches of Apatit, with the following key requirements established in its regard:

defining goals and objectives at various management levels;

providing the implementation timeline;

prioritising activities according to the work stages;

outlining the financing procedure.

In 2024, PhosAgro maintained an impeccable safety record with zero accidents or fatalities among its own employees, as well as those of contractors, subsidiaries and affiliates. LTIFR for all personnel categories was 0.54 (compared to 0.61 the previous year), and the number of transport incidents decreased by approximately half compared to 2022.

The significant increase in OHS expenses is primarily related to greater investments in providing employees with personal protective equipment, organising and conducting professional risk assessments with specialised organisations, medical support for employees, examination of industrial safety, and the implementation of two targeted programmes as part of the Comprehensive Target Programmes for Hazardous Facilities and improving the operational reliability of buildings and structures.

GRI 403‑9, SASB RT‑CH‑320a.1, RT‑CH‑540a.1, MED 29

In 2024, there were no fatalities across the Company’s facilities, and the total number of minor work‑related injuries decreased. There was a total of 32 injuries recorded in 2024 compared to 33 in 2023. Of these injuries, 17 occurred to employees of contractors, subsidiaries and affiliates, and 15 to PhosAgro’s own staff (compared to 24 and 9 in 2023, respectively).

We were deeply saddened by the accident which occurred at the production site of Apatit’s Kirovsk branch in October 2023, resulting in an employee sustaining a serious injury. Subsequently, the employee died in a medical facility; however, the injury sustained in the accident was not the direct cause of his death. The investigation has been completed. We have thoroughly analysed the circumstances of the fatality and communicated conclusions and recommendations on preventive measures, including a range of technical and organisational steps, to the management and employees of the facility.

The Company firmly believes that our primary challenge lies in minimising the “human factor” — dangerous employee actions that account for over 90% of all injuries. Rolling out the existing methods and tools in the field of occupational safety among personnel of contractors, as well as subsidiaries, affiliates and managed companies, will further reduce the level of occupational injuries among this category of personnel.

Most of the injuries reported in 2024 were related to striking against objects, falls while moving, and falls from heights.

The main causes of work‑related injuries in 2024 were poor work organisation, violations of labour and industrial discipline, personal negligence, and underestimation of risks by the injured persons.

Item	2022	2023	2024
Employees, including	0.32	0.37	0.56
Cherepovets site of Apatit	0.12	0.32	0.57
Kirovsk branch	0.22	0.41	0.59
Balakovo branch	0.80	0.00	0.31
Volkhov branch	0.88	0.80	0.76
Employees + staff of external contractors (including subsidiaries, affiliates, and managed companies, Boundary А)	0.38	0.61	0.54
Employees + staff of external contractors (including subsidiaries, affiliates and managed companies, Boundary B)	0.40	0.64	0.57

Item	2022	2023	2024
Employees	0.05	0.00	0.00
Staff of external contractors (including subsidiaries, affiliates, and managed companies, Boundary A)	0.00	0.00	0.00
Staff of external contractors (including subsidiaries, affiliates, and managed companies, Boundary B)	0.00	0.00	0.00

senior management’s leadership and commitment to health and safety;

allocating sufficient funding to ensure occupational, industrial and fire safety;

knowing and applying international and domestic best practices;

improving the internal incident investigation process to identify and eliminate root causes;

implementing project solutions and targeted programmes to improve workplace safety;

providing employees with modern and effective personal and collective protective equipment;

involving blue‑collar workers (OHS officers) in directly managing health and safety in their business units;

reviewing the structure and functions of occupational health, industrial safety and fire safety services with a focus on enhancing control and preventive work;

developing and implementing a system of incentives motivating all categories of employees for safe working practices;

developing and updating e‑courses to educate employees in corporate health and safety requirements;

integrating corporate health and safety requirements into the work of contractors;

digitalising data management processes to support high‑quality analysis and effective management decision‑making.

selecting and appointing highly qualified leaders to key positions in occupational health, industrial safety and fire safety services;

Item	2022	2023	2024
Employees	0.00	0.04	0.19
Staff of external contractors (including subsidiaries, affiliates, and managed companies, Boundary A))	0.04	0.17	0.09
Staff of external contractors (including subsidiaries, affiliates, and managed companies, Boundary B)	0.04	0.19	0.10

Item	2022	2023	2024
Employees	0.36	0.37	0.56
Staff of external contractors (including subsidiaries, affiliates, and managed companies, Boundary A)	0.44	0.82	0.53
Staff of external contractors (including subsidiaries, affiliates, and managed companies, Boundary B)	0.48	0.89	0.57

Item	2022	2023	2024
Employees	22,196,069.58	24,508,418.38	26,565,896.28
Staff of external contractors (including subsidiaries, affiliates, and managed companies, Boundary A)	27,194,133.46	29,222,666.40	32,161,864.87
Staff of external contractors (including subsidiaries, affiliates, and managed companies, Boundary B)	25,096,915.52	26,884,527.13	29,648,573.59

Branch	Minor injuries			Severe injuries			Fatal injuries			Total
	2022	2023	2024	2022	2023	2024	2022	2023	2024	2022	2023	2024
Cherepovets site of Apatit	1	3	5	–	–	1	–	–	–	1	3	6
Balakovo branch	2	–	1	–	–	–	–	–	–	2	–	1
Volkhov branch	2	2	2	–	–	–	–	–	–	2	2	2
Kirovsk branch	2	3	2	–	1	4	1	–	–	3	4	6
Subsidiaries and affiliates, Boundary A	6	11	8	1	4	1	–	–	–	7	15	9
Subsidiaries and affiliates, Boundary B	6	11	8	1	4	1	–	–	–	7	15	9
External contractors	5	8	6	–	1	2	–	–	–	5	9	8

SASB RT‑CH‑540a.2

From 2022 to 2024, PhosAgro Group was able to reduce the total number of traffic accidents (by 46%), from 13 accidents in 2022 to seven in 2024.

The initiatives implemented by the OHS Department and transport departments to mitigate traffic accident risks includes drafting internal regulations to ensure safe operation of motor vehicles, self‑propelled machines, and rail transport, performing targeted and full‑scope inspections of vehicles used by our contractors, subsidiaries, enhancing the competencies and skills of PhosAgro employees responsible for operating all types of transport, and introducing various technical solutions to mitigate risks of traffic accidents.

In the Kirovsk branch, testing of an electronic collision prevention system on quarry dump trucks has been successfully completed, with installation preparations now underway. Meanwhile, at the Cherepovets site, pilot tests have begun on shunting diesel locomotives using an innovative onboard computer vision system based on artificial intelligence. Based on these test results, the Company will decide whether to scale the project across the entire locomotive fleet. Mobile road safety teams operate effectively at all Company sites, monitoring compliance with both federal and local road safety requirements among all road users. The Company also places strong emphasis on driver and vehicle operator development, with personnel regularly undergoing defensive driving training and participating in professional skill competitions. The winners of these events go on to represent the Company at national and international competitions, where they consistently achieve award‑winning results.

GRI 403‑6, 403‑7, 403‑10

PhosAgro places a strong emphasis on disease prevention, health improvement, and high‑quality affordable healthcare and prevention for the employees of its facilities.

Branch	2022	2023	2024
Cherepovets site of Apatit	1	2	0
Kirovsk branch	14	58	57
Volkhov branch	0	0	0
Balakovo branch	0	0	1
Total	15	60	58

In the reporting year, 46 employees of Apatit were diagnosed with occupational diseases (compared to 58 in 2023 and 15 in 2022), which represents less than 0.2% of the total average headcount. In 2024, 12 employees were diagnosed with occupational diseases (compared to 2 in 2023). These employees are representatives of subsidiaries and managed companies and perform their duties at the Cherepovets site and Kirovsk branch of Apatit.

The main causes of these occupational diseases were lasting exposure to general vibration beyond maximum permissible levels, physical exertion, and functional overstrain of individual organs and systems in respective locations.

As part of preventive care and health promotion efforts for employees and veterans in 2024, the Company purchased 4,900 vouchers for them to go to health resort facilities. Employees and members of their families have access to corporate recreation centres and health resorts in Southern regions at a reduced price. In 2024, over 1,200 vouchers were granted for employees to spend their holidays at southern health resorts.

More than 25,000 employees, their family members, and pensioners enjoyed vacations at corporate recreation centres.

PhosAgro Group’s facilities have corporate fitness centres, which include game halls, gyms, and swimming pools and are available to employees on a daily basis. The pool of our Cherepovets facility offers classes in water aerobics and swimming lessons, both very popular among employees. In 2024, over 29,000 people visited the Cherepovets sports and recreation facility.

An annual sports contest (Spartakiad) is held for employees in 18 sports. Teams in football, volleyball, and other sports represent the Company in various levels of competitions, including national ones.

Since 2020, our production facilities provide free psychological support to employees, with in‑house psychologists available to them for counselling and advice. As part of the Employee Mental Health Support programme, the Company offers meetings in person, online interviews, and comprehensive events such as webinars, training sessions, and marathons to minimise conflicts in teams, improve psychological resilience, and increase performance. In 2024, on‑site psychologists received 4,280 requests from the Company’s employees.

The Company continued its active implementation of the Well‑being and Health programme, successfully launching projects such as PhosAgro Sport Walkers club (Apatit), the Healthy Lifestyle Mania movement (Balakovo branch), and corporate running events (Balakovo, Volkhov, and Cherepovets). These initiatives were designed to introduce employees to the benefits of an active lifestyle and increase participation in regular physical and sporting activities.

To promote traditional spiritual values, improve social and psychological climate in the team, and enhance emotional well‑being, the Company does a lot to help build and reconstruct Orthodox churches.

Those employees whose children are involved in the DROZD project (Educated and Healthy Children of Russia) annually take part in several joint training sessions and sports contests held among families. At the DROZD sports facilities, our employees can work out and get ready for GTO (Ready for Labour and Defence) fitness tests.

Type of training	Training on OHS requirements			Training on the use of PPE	First aid training
	Training on general occupational health and safety matters and the OHS management system	Training on methods and techniques of staying safe during works involving exposure to harmful and/or hazardous production factors (as identified by special assessment of workplace conditions and occupational risk assessment)	Training on methods and techniques of staying safe during high‑risk works that are subject to additional requirements under statutory OHS regulations
Number of own staff	3,210	14,385	4,346	9,374	5,879

PhosAgro makes efforts to improve OHS competencies and knowledge of its staff. Employees of PhosAgro Group undergo online and in‑person training. Our e‑courses are easy to understand since they are made in the form of illustrated slides with key highlights on them. In particular, we offer an e‑course on corporate OHS standards. It is followed by tests to check the knowledge and understanding of the standards and requirements.

Whenever required, the courses developed earlier are updated following changes in the law and the Company’s internal regulations. In 2024, we developed and updated the following e‑courses:

• Contractor safety requirements
• LOTO system in maintenance and repairs
• “Golden Rules” of OHS;
• Regulations on Arranging and Holding Leadership Visits at Apatit Business Units;
• Regulations on Risk Hunting;
• Health and Safety Management System at Apatit;
• Procedure for the Placement of Mobile (Modular) Buildings and Structures (Accommodation Units) at Apatit’s Premises;
• Management of contractors’ organisational and technical documents.

Employees undergo OHS training, including that in basic fire safety and electrical safety, industrial safety pre‑certification sessions, and drills in the Vysota training centre.

All our employees, from managers to blue‑collar staff, receive occupational health and safety briefing and training as required by the Russian laws. Furthermore, employees of the Company and contractors are offered a number of additional courses.

We use animated videos to improve OHS training and remind employees about workplace safety.

GRI 403‑8, 403‑1

In 2024, our health and safety management system covered 100% of the Company’s employees. All our employees (executives together with blue‑ and white‑collar staff) take OHS training as required by the national laws, as well as additional training. The minimum required training is provided to each and everyone, including all visitors and representatives of contractors as part of the introductory briefing.

Transformation of safety culture and OHS management system

Since 2021, we have been running a project – Transformation of Safety Culture and OHS Management System – focused on switching to proactive OHS management.

The project covers key business units of Apatit, entities under management, subsidiaries and affiliates, and key third‑party contractors engaged by our production sites.

In December 2023, PhosAgro conducted an assessment of safety culture levels across all production units of Apatit and its branches. Following this evaluation, in 2024, strategic sessions were held in each structural unit to develop targeted corrective measures for enhancing safety culture performance.

In 2024, the Company decided to extend this initiative.

As part of project 255PB “Transformation of safety culture and OHS management system”, which aims to improve work permit system efficiency and develop safety leadership capabilities among N2–N4 level managers, the Company made a decision in 2024 to extend the project timeline into 2025. The diagnostic assessment measuring achievement of the project’s target goal (safety culture level 3.1 as per the Bradley curve) has been rescheduled for late 2025.

Target model of work permit system

STEP 1

Work planning

STEP 2

Risk assessment and development of controls

STEP 3

Controls implementation

STEP 4

Audit of controls

STEP 5

Issuance of a permit

STEP 6

Pre‑work briefing

STEP 7

Work performance and monitoring of compliance

STEP 8

Completion and closing of the work permit

We launched a new tool titled Cascade of Meeting, a multi‑level system of safety meetings designed to escalate challenging issues requiring resolution to N1–N3 managers whilst ensuring effective feedback reaches technological personnel.

Throughout 2024, we continued implementing the following tools:

Raising awareness about OHS

To keep our employees well‑informed about our safety measures, PhosAgro constantly develops and updates OHS check lists, presentations and other visual materials that emphasise the crucial information employees must rely on in various situations, including working on particular assignments, in order to stay safe.

Raising awareness about occupational health and safety, each month the Company issues check lists on the month’s topic.

In the reporting year, the Company was actively carrying out briefings for each shift – daily OHS trainings for employees, revising industrial dangers/hazards, OHS requirements (as set out in the Company’s internal regulations, OHS guidelines, technical and operational documents), and safe work practices.

The Company has developed OHS promotion programmes to maintain each PhosAgro employee’s engagement in ensuring their own safety and the safety of those around them, as well as to encourage the employees to take initiative and implement OHS improvements.

The incentive system includes both individual and collective programmes.

Changes to labour safety promotion programmes

Senior executives (CEOs of the Company and its business units, as well as their direct subordinates) recognise the importance of OHS and are committed to safety and ready to take necessary managerial decisions. Since 2014, PhosAgro has had a system of KPIs that uses uniform standards linking the size of management remuneration to the efficiency of OHS measures, among other things.

Incentive programmes